The curriculum of EMBA is designed and developed to meet the needs of future corporate leaders in consultation with top firms. Some of these firms include Bharti AirTel, Oracle, Wipro, Accenture, Boston Consulting Group (BCG), Crisil, Reliance Communication, Tata Communications, Orange, Vodafone, Avaya GlobalConnect, Ericsson, Nokia, Bain, ICICI Bank, and Indus Venture etc.

Specializations

You select electives from a wide range to specialize in Entrepreneurship, Finance, Management Consulting, Marketing, Telecom , HR, Operations, IT  etc.

Two Week Program to Obtain 6 Graduate Credit at Spears School of Business,
Oklahoma State University at Stillwater campus in US.

• MGMT 5533 Leadership Challenges
• MGMT 5743 International Negotiations

BRIEF COURSE DESCRIPTION

Principles & Practices of Management

Management Principles and Practices is designed to give you a basic understanding of the role and functions of a manager and to explain the principles, concepts, and techniques used by managers in carrying out their work. The course is intended for persons who presently hold, or desire in the future to hold, management responsibilities in an organization or enterprise. A central concept of the course is that there is a general framework for understanding management that applies to managers in all organizations--large or small, public or private, product-oriented or service-oriented.

Topics covered in this online course include values and ethics, communicating, planning, decision making, organizing, leading, controlling, and innovating. The course emphasizes the skills needed to apply management principles and concepts to real-life situations; you will analyze management issues and problems and how to formulate realistic, practical plans to resolve them. These practical skills are developed through case studies in the course assignments, and through applying course concepts to your own situation and approaches.

Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. To develop an understanding of how modern management theory evolved.
2.  To examine and understand modern management theory and practice.
3.  To analyze and discuss planning, organizing, controlling, decision making, communication, motivation, leadership, human resource development, information systems, social responsibility and management of the future.
4.  To promote group interaction through class discussion.
5.  To develop oral and written communication skills, to articulate and defend one's position.
6. To synthesize all the above into a coherent picture from which to forecast the future directions and challenges for management in the 1990s and beyond.
7.  To understand the ethical issues within the field of management.

Organizational Behavior
Course Description: An introduction to the impact that individuals, groups, and structure have on behavior within organizations for the purpose of applying such knowledge toward improving an organizations effectiveness. The course will focus on work-related behavior with an emphasis on individual and group performance as it relates to organizational productivity and processes. A central theme will be the development of "people" skills to help all employees- staff, front-line supervision, and management- improve their effectiveness.

Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. Identify, describe and integrate major concepts of organizational behavior.
2. Identify and apply concepts to real-work problems and issues within organizations.
3. Define individual and group theories as related to motivation and performance.
4. Describe and apply skills that create a collaborative learning environment and teamwork.
5. Define principles of organizational communication and its impact on workplace productivity.
6. Identify the performance management function within the context of human resource management in organizations.
7. Describe a variety of theories of motivation and be able to apply them appropriately to workplace situations.
8. Apply concepts about performance management to individual employee situations to group situations and to organizations.
9. Describe the relationships between job satisfaction, organizational culture, and other workplace variables.
10. Apply a variety of strategies for improving workplace productivity and performance.

Accounting For Management

Course Description: This course is an overview of the use of financial accounting and cost accounting data for the design and preparation of reports to aid management in organizing, directing, controlling, and decision-making functions. The topics include the fundamentals of cost accounting, budgeting and responsibility accounting for cost and profit centers.
Learning Outcomes: Upon successful completion of this course, the student will be able to:

1. Explain the importance of having accurate unit cost information for each product in the case of a manufacturer, or for each engagement or contract in the case of a service organization.
2. Compute pre-determined overhead rate under job order costing and determine the elements of manufacturing costs that are included in the Work in process Inventory, Finished Goods Inventory, and Cost of Goods Sold accounts.
3. Apply manufacturing overhead to each of several jobs using both a single overhead-rate approach and an activity-based-costing approach, and explain the advantages and disadvantages of the latter, as compared to the former.
4. Analyze mixed (semi-variable) costs into variable and fixed components, using both the "high-low" method, and the Excel scatter-graph approach, and explain the purpose for such an analysis.
5. Apply cost-volume-profit and contribution margin concepts to break-even analysis, margin of safety, and operating leverage, and explain how these information are used by management.
6. Indicate several reasons why companies prepare budgets for their profit centers and cost centers, and explain what role supervisors and middle managers should play in the budgeting process.
7. Prepare a cash budget and a flexible operating budget from facts and assumptions provided.
8. Apply the concepts of contribution margin, segment margin, discretionary and committed fixed costs, traceable and common fixed costs to resolving common types of management decisions, such as whether to discontinue a product or profit center, buy or make a component, sell or process further, etc.
9. Apply commonly used techniques such as ROI (DuPont method) and Residual Income for measuring the performance of investment center managers.
10. Evaluate proposed capital budget expenditures on the basis of commonly used project assessment techniques.

Quantitative Techniques

Course Description: Managers in all types of business organization - private or public sector, manufacturing or service - need to make decisions on how the organization's resources should be allocated. Information to make these decisions will often be quantitative/numerical, and today's managers should be able to appreciate how to assess, analyse and utilise it. The course aims to show you some of the methods and techniques which have been usefully applied to quantitative information. An examination of advanced algebra techniques in the business setting, including linear systems, polynomials, exponential and logarithmic functions, as well as introduction to probability and statistics.
Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. Construct and solve (algebraically, graphically, and statistically) models for a variety of business problems.
2. Apply mathematical ideas and express them graphically and numerically.
3. Solve equations, inequalities, and systems of equations.
4. Explain and work with polynomials, polynomial functions, rational expressions, quadratic equations and functions.
5. Explain population, sample, mean, population mean, median, mode, range, population variances, sample variance, standard deviations, coefficient of variation, and sample mean for group data.

Managerial Economics

Course Description: This course provides the executive with the tools necessary for decision-making in a variety of environments. Topics include elasticity, market structure, marginal analysis, monetary theory, the business cycle, exchange rates, international trade, among others. Emphasis will be on the applications of economic theory to strategic decision-making. Managerial economics looks at the economics of decisions facing and impinging upon managers, the central decision makers in firms.  This includes a discussion of the nature of the firm and looking at relationships between managers and owners and between managers and other employees.  Consideration will be given to the nature of decision-making in different market structures and how a manager is constrained by the market structure in which their firm operates.  We will discuss pricing strategies in different contexts and also look at some economics of information as it relates to managerial decision making.
Learning Outcomes: A student who successfully passes this course will be familiar with some of the economic decisions that face a manager, will understand the constraints imposed on a manager by the economic environment in which they operate and will be able to identify contexts in which strategic considerations enter into managerial decision-making. 

1. Demonstrate integrated knowledge, expertise and experience in demand analysis, competition analysis, product line decisions, production optimisation, investment analysis and economics of mergers.
2.  Use standard computer programs employed in day-to-day decision making.
3. Demonstrate an understanding of firm management in a ‘real’ business context.
4. Apply risk analysis in a business context.

Business Environment
Introduction and definition of Business and its emergence in the 21st century. The concept of environment, components of environment: economic, political, legal, social, technological & international. Need to scan the business environment and techniques of scanning the business environment.
Economic environment: Economic systems, economic planning in India, objectives, strategies and evaluation of current five year plan. Industrial policy and industrial licensing. New economic policies.

Production and operations management
Production and operations management relates to the scoping, planning, direction and control of facilities, processes and people required to transform resources into products and services. The principles of production and operations management are used in every industry and every environment. All organizations perform the functions of planning, scheduling, equipment operation, quality control
and human resource management.

Learning Outcomes
Learning outcomes are categorised as:
• knowledge and understanding
• intellectual/cognitive skills
• practical/professional skills
• transferable skills
On successful completion of this module, the student will be able to:

1. Think both strategically and practically about operations management
2. Understand the differences between operations management and strategic operations management
3. Understand how to develop an operational strategy.
4. Understand the key issues in terms of capacity, supply chain management, innovation, and quality issues in the manufacturing and service environment
5. Recognise the importance of managing organisational resources, especially human resources
6. Use operations management techniques and apply skills
7. Understand future issues affecting strategy and operations
8. Learn how to evaluate operational strategies

Human Resource Management

Course Description: A comprehensive management/practitioner-level overview and appraisal of current practices, trends, and applied theory in the era of strategic alignment between employees, jobs, systems, technology, policies, procedures, training, and organizational development. Students will evaluate and analyze theory as it relates to practical application in the workplace.

Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. Assess organizational recruiting needs.
2. Specify the needs of a vacant position.
3. Develop effective recruiting plans.
4. Select and employ appropriate placement criteria and methods.
5. Identify the various positive and negative effects and legalities of the various techniques and methods employed in the process, including the effects of societal multiculturalism and diversity.
6. Identify the critical elements of employee familiarization and orientation and processes.

Marketing Management

Course Description: An in-depth examination of marketing environments and the impact marketing activities have on organizational operations in competitive, global, multicultural business settings, the course discusses both domestic and international frameworks of the fundamental marketing functions of product, pricing, distribution, and promotion. It explores and analyzes modern marketing problems and solutions from conceptual, legal, and ethical perspectives. It explains marketing information systems and the use of advanced technologies in marketing decision making.

Learning Outcomes:

Upon successful completion of this course, the student will be able to:

1. Describe how the Internet is changing the ways companies market their products.
2. Identify a target market and its product market segments.
3. Apply the marketing mix towards a specific target market.
4. Evaluate the effectiveness of an existing product marketing strategy.
5. Evaluate marketing strategies in relation to current legal and ethical standards of practice.
6. Demonstrate a clear understanding of major marketing concepts in writing and orally using proper business communications techniques.
7. Demonstrate the ability to use on-line resources to research and prepare written and oral assignments.

Financial Management

Course Description: This course focuses on tools and techniques used in modern financial management. Material in the course has an applied focus and is designed to provide students with the knowledge and skills required for understanding, exploring and analysing financial management issues. The course draws upon topical material in order to contextualise theoretical discussion, and present students with examples in practice.
Detailed syllabus topics: Financial maths applications, Risk, Capital budgeting, Cost of capital, Asset pricing, Valuation, Leverage, Capital raising, Financing tools and Contingent Claims Theory.

Learning Outcomes:
By the end of this course students will have:

1. attained basic knowledge of some of the key issues facing financial managers;
2. developed proficiency in the areas of asset valuation and project evaluation and;
3. deepened their understanding of the finance theory underlying financial management.

Corporate Legal Environment
Gain an understanding into the major areas of law confronting managers. You will explore legislative and common law regulations and their potential impact on business dealings and management decision-making. The unit addresses business law, torts, formation, operation and termination of contracts, invalid contracts, consumer law, trade practices law, business structure, insurance and agency.

Learning Outcomes
On successful completion of this unit, you will have:

1. understood selected basic legal principles which are important to management and business
2. familiarised themselves with the basic workings of the legal system and understood how these can impact on business dealings and management decision-making
3. understood the basic concepts underlying contract law and some of the contractual problems facing managers in a modern business environment.

Strategic Management
Course Description: A study of the application of strategic management principles to the development, organization, financing, and operation of a business enterprise, this course integrates and applies skills and knowledge gained in other business courses, especially those in management, marketing, accounting, and finance.

Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. Identify the components of strategic business management.
2. Explain the importance of a mission statement as it applies to employees and customers.
3. Analyze the business situation of an enterprise in a variety of domestic and international industries and competitive situations.
4. Apply strategic management and organization principles to the formation and implementation of business strategies.
5. Demonstrate awareness of ethical principles, personal and company values, and socially responsible management practices.
6. Describe management processes for planning, organizing, and controlling business activities.
7. Communicate orally and in writing the critical thinking applied in analyzing a business situation and recommending management principles to be implemented in that situation.
8. Evaluate the impact of the external environment and value chain analysis on strategic business management.
9. Explain the various ways an organization can build and maintain a competitive advantage.

MGT900 Business Consulting practice

The internal consultant role is becoming essential in today’s workplace. All types of organizations and business units recognize the value of analyzing business problems and translating them into the right solutions as a key to getting the right work done. Whether that work is done through projects or ad hoc requests, certain core skills are needed to be effective and to begin operating more as consultants and less like reactionary problem-solvers. Among those skills are the ability to understand and analyze business problems, break down a problem into manageable pieces, and recommend and “sell” solutions that will adequately solve a problem or take advantage of an opportunity.
This course provides industry-standard, practical skills that anyone performing an internal consultant role needs. People will learn effective methods to ask good questions, objectively analyze issues, and gather supporting data to understand business problems and improvement areas. To avoid “jumping to solutions,” our course presents approaches to think critically and understand root causes of problems. And, since acceptance and understanding by business colleagues of findings and recommendations is critical, our course helps people to learn simple and effective ways to document and present their work.
Many practical and engaging exercises and workshops help walk people through the concepts presented, and afford ample practice with the techniques learned. 

Learning Outcomes:
Upon successful completion of this course, the student will be able to:

1. Describe what consulting is and why it is critical to success.
2. Use a systematic process to understand problems, analyze needs, and formulate solutions
3. Use numerous methods of eliciting the right information from your clients in the right situations:
4. Ask questions that cause clients to express their expectation as well as their requirements.
5. Ask questions that help discover hidden requirements.
6. Interview customers to the greatest effect to understand the right problem to solve.
7. Analyze problems with the help of industry-standard tools such as fishbone diagrams, cause-and-effect diagrams, Pareto charts, etc.
8. Document and present findings and recommendations in a way that gains understanding and acceptance.
9. Help clients prioritize their needs and your recommendations.

EMBA Live consulting projectx

Application is the acid test for management theory. Without the project element, too much MBA content would escape unchallenged. The project enables you to combine content, integrate subject areas and most importantly test ideas directly with feedback from the real world.

Students will typically work in a two-person team on a consultancy project for a corporate client. Guided by a professor, students will resolve a critical business challenge of the client. Each student is expected to spend a minimum of 20 days on the Industry Project. Although negotiated between project teams and clients on an individual basis, teams can expect significant remuneration from clients for their services.

The project represents major part of your MBA assessment and is the perfect opportunity to integrate the skills and knowledge you have acquired and apply them to a major business challenge that your organisation faces. A successful project can have a major impact on your reputation and even position within your organisation.

Projects cover every possible subject including: internal strategic reviews, new market entry strategies, change management challenges, business diversification, mergers and acquisitions and performance measurement.

Executive Master of Business Administrationx

MGMT 5533 Leadership Challengesx

Leadership is a dynamic and multi-faceted concept. Much has been written and researched on this topic and in this course, we will examine some of the current ideas on organizational leadership. We will examine what it means to be a leader and how it differs from being a manager. We will explore the knowledge, skills, and abilities needed to be an effective leader in today's global environment. The course objective is to help students learn more about their own leadership beliefs and see how they can hone their own leadership behaviors.
This course will be very interactive in nature and will afford the students an opportunity to examine and discuss their own ideas on leadership. We will read several current books on the topic and compare and contrast their major ideas. Students will also have opportunities to critique these ideas and examine them in written form.
Faculty:
Dr. Ken Eastman is the Head of the Department of Management and an associate professor of management in the Spears School of Business at Oklahoma State University. Prior to becoming department head, he was director of the OSU MBA program. His research interests are mainly in the areas of leadership, extra-role behaviors, and organizational politics. He has published articles in such journals as the Academy of Management Review, Academy of Management Journal, Journal of Applied Social Psychology, Journal of Management Information Systems, and Journal of Business Ethics. He has presented over 200 seminars on topics such as leadership, Good to Great, performance management, generations at work, and organizational politics to such organizations as Sonic Corporation, Chesapeake, ConocoPhillips, OG&E, ONEOK, Lopez Foods, and Blue Cross/Blue Shield. In addition, he has received the

The goal of this course is to make participants better negotiators and infl uencers in the
global arena. To that end the course will study sources of power, infl uence strategies,
and effective negotiation principles and tactics. In designing this course, we focused
explicitly on issues and topics that directly impact your negotiating skills in a cross-cultural
world. A considerable amount of time and energy will be spent on improving the
students’ negotiating skills through in-class exercises.
Faculty:
Dr. Andrew L. Urich is an interesting and enthusiastic communicator who helps people
get what they want. He is an associate professor of Business Law in the Department of
Legal Studies at Oklahoma State University and has served in this capacity for almost
fi fteen years. Prior to joining the faculty of the Spears School of Business, Dr. Urich
received a law degree from Case Western Reserve University, completed post doctoral
studies at the London Institute of Comparative Law, and practiced law with a major
corporate law fi rm. Dr. Urich is a lecturer, researcher, and consultant in the areas of
negotiation, consumer protection, and commercial law and is a recipient of the Greiner
Outstanding Teacher Award, the University Outreach Faculty Excellence Award, the
1999 Regents Distinguished Teaching Award, the Region V University Continuing Education
Association (UCEA) 2005 Excellence in Teaching Award, and the 2007 Richard
W. Poole Faculty Outreach Excellence Award. Dr. Urich is an effective and entertaining
communicator with both practical and academic experience.
Dr. Raja Basu is the Vice-President for Academic Affairs for Oklahoma State University,
Tulsa. As the Chief Academic Offi cer of the university, he has overall responsibility for
operations, development, and promotion of all academic programs. Dr. Basu researches
and teaches in the areas of leadership, employee performance, team building, and
change management. He also consults with organizations in the aerospace, energy,
fi nancial services, technology, government, and non-profi t sectors.
Dr. Basu’s research has been published in journals such as the Journal of Engineering
& Technology Management, Journal of Applied Social Psychology, Journal of Employee
Assistance Research, R&D Innovator, and International Journal of Stress Management.
He is a member of the Academy of Management and the Southern Management
Association. Basu is a three-time recipient of the Chandler-Frates & Reitz Award for
Outstanding Teaching in the MBA Program (2000, 2001, and 2007) and the Greiner
Award for Outstanding Undergraduate Teaching (1996) at OSU. Dr. Basu received his
MBA from Duke University and his Ph.D. from Purdue University.