Therese Banks (’19)
Vice President and General Manager of US Small Merchant Client Management, American Express
Fall | Winter | Spring | Summer | |
---|---|---|---|---|
YEAR | September–December | January–March | April–June | June–September |
1st
|
Leadership Foundations - Data & Decisions - Organizational Behavior |
Financial Accounting - Economic Analysis for Managers - Leadership Module 1 - Optional Electives* |
Marketing Strategy & Policy - Financial Policy for Managers - Leadership Module 2 - Optional Electives* |
Optional Electives* - August Elective* Block Courses - International Business Residential |
2nd
|
Management Communication (Elective*) - Competitive Strategy & Business Policy - Leadership Module 3 - Optional Electives* |
Introduction to Strategic Management Research (SMR) - SMR - Operations & Technology Management - Leadership Module 4 - Optional Electives* |
SMR (Concludes) - Leadership in Practice - Leadership Module 5 - Optional Electives* |
1st YEAR |
FallSeptember – DecemberLeadership Foundations |
WinterJanuary – MarchFinancial Accounting |
SpringApril – JuneMarketing Strategy & Policy |
SummerJune – SeptemberOptional Electives* |
2nd YEAR |
FallSeptember – DecemberManagement Communication |
WinterJanuary – MarchIntroduction to Strategic Management Research (SMR) |
SpringApril – JuneSMR (Concludes) |
*These are the electives offered on the EMBA schedule. There are many options for fulfilling your 12 units of elective credit. LEARN MORE
Year 1 |
|
Leadership Foundations I | Managing and working with people, with emphasis on motivation and development of individuals, leadership and interpersonal relationships and group dynamics in complex organizational settings. |
Data Analysis & Management Decisions | Survey of statistical model building, with emphasis on managerial interpretation of statistical summary of data. Classical statistics covered through multiple regression to support courses in finance and marketing that follow. Fundamental approaches to decision making under uncertainty. |
Organizational Behavior | Introduction to organizational behavior for executives, including but not limited to optimal decision making, fostering motivation, and other topics on psychology of leadership. Lecture, discussion and experiential applications of course concepts. |
Financial Accounting | Introduction to fundamental financial accounting methods and procedures, with emphasis on financial statements. Provides basis for firm understanding of "language of business" — accounting. |
Financial Policy for Managers | Modern financial management deals with decision making under uncertainty for corporate financial management, portfolio investment decisions, financial institutions and international financial management. Focus on learning sound theoretical tools and applying them in casework. |
Leadership Foundations II | Exploration of leadership strengths and weaknesses, with emphasis on individual leadership and organizational change. Readings, cases, decision simulations, peer coaching and discussions. |
Marketing Strategy & Policy | Strategic marketing decisions, including development of marketing objectives and strategies and implementation of these strategies through pricing, channel, promotion and new product decisions. |
Economic Analysis for Managers | Policy-oriented problems in antitrust, tax securities, and environmental regulation. Concepts of microeconomic theory illustrated. Topics include traditional antitrust regulations, new trends in antitrust, private versus government antitrust, securities regulation, environmental regulations and a business firm's optimal response to regulation. |
International Business Residential | Focuses on doing business globally. Includes on-campus sessions and an intensive week of study in another country with a blend of lectures, guest speakers, panel discussions and company site visits. Exposure to economic, legal and political environments, major industries and businesses, local culture, key historical events and many aspects of conducting business internationally. |
Year 2 |
|
Management Communication (Elective) | The purpose of this course is to improve your management communication skills, primarily in the areas of presenting and communicative persuasion. |
Competitive Strategy & Business Policy | Study of general management task of forging a corporate competitive strategy. Emphasis on economics of business rivalry within a variety of industrial settings and implications of changing environments on business strategy. |
Leadership Foundations III | Further exploration of leadership strengths and weaknesses, with emphasis on individual leadership and organizational change. Readings, cases, decision simulations, peer coaching and discussions. |
Strategic Management Research (SMR) | Preparation of strategic overview of selected company entailing collection and analysis of primary and secondary data, including (but not limited to) interviews of corporate executives, corporate financial and marketing data, industry reports and customer and competitor interviews and/or surveys. |
Operations & Technology Management | Analysis of strategic and operating policies and decisions for systems that produce goods and services. Examination of role of comprehensive planning, inventories, scheduling of resources, distribution systems and system location. Comprehensive operating problems. |
Strategic Management Research (SMR) — Continuation | Further research and analysis of one strategic issue facing selected company and identified in course 470B. Presentation of final reports and evaluation of student efforts by corporate personnel. |
Leadership in Practice | Addresses practical decision-making challenges leaders face when confronting decisions alone and in groups. Students learn to recognize cognitive biases in themselves as well in others and gain skills to re-calibrate group dynamics in order to achieve better results. These skills are taught experientially through participatory simulations and post-hoc analyses. Examines a range of ethical considerations in business decisions involving the individual, corporation, society and international business. Analysis of cases for classroom presentation and discussion. |
Each year, our faculty members publish papers in leading scholarly journals, receive recognition for research excellence, provide leadership in and beyond UCLA, and serve as inspirational teachers and mentors. Read their work below.
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Leadership
Development
Strategic Management
Research Capstone
Flexible
Schedule Options
Because you won't stop learning after graduation, we offer elective course auditing and Global Immersion privileges for EMBA alumni.