| I. General introduction |
|
|
|
Opening session
In the opening session of the program the company model and its fundamental ideas, which form the cornerstones of the entire program, will be discussed.
What is a company ?
The position of the company in its social and economic environment.
Management challenges for the coming decade.
Evolution in the environment and the response of the company.
|
|
|
|
Other courses
In order to ensure an optimal preparation for the rest of the program, introductory courses will be offered. This will include the
- Major Concepts of Micro- and Macro-economics, as well as
- Business Law – to define the specific local legal environment in which companies have to operate.
|
|
|
| |
|
|
| II. Analytical phase |
|
|
A future manager is expected to have considerable knowledge of and to be familiar with the different basic functions, such as the financial, marketing, human resources, etc. Since the stress on effectiveness and efficiency, profitability and optimization rather increases than decreases, the analytical phase will focus extensively on the study of the important areas that contribute to the overall company result. Connected to this is the study of a number of instruments, like statistical methods and techniques, that support decision making.
|
|
|
| |
|
|
| Modules |
|
|
| Accounting and Corporate Finance |
|
|
| Integrated Performance Management |
|
|
| Marketing |
|
|
| Management Information Systems |
|
|
| Production & Operations Management |
|
|
| Management Decision Methods |
|
|
| International Business & Management |
|
|
| |
|
|
| III. Integration phase |
|
|
No matter how important the knowledge of the different functional areas might be, a student of an EMBA program especially needs to gain insight into the integration and interrelations of these functions and the tensions that often arise from this problem.
In this perspective the integration phase consists of a number of key issues of strategic importance and of general management, as well as a number of environmental factors (macro-economic, social, technological, etc.). Referring to the company model developed by AMS professors, the relations between the different economic participants will be investigated, and the recent developments, nationally and internationally, which have a major impact upon them. |
|
|
| |
|
|
| Modules |
|
|
| Strategy |
|
|
| Human Resources Management |
|
|
| Three joint modules with participants of EMBA program from AMS (Antwerp). |
|
|
|
|
|
At the end of the 1st semester Belgian participants of EMBA program will be invited to come to Moscow for the first joint educational module «Emerging Economies: Rethinking Risk/Opportunities Balance».
At the end of the 2nd semester participants form Moscow and Antwerp will be invited to come to New York for the second joint educational module «International Finance» in Fordham University Graduate School of Business (USA).
And in the mid of the 3rd semester Russian participants of EMBA program will be invited to come to Antwerp for the third joint educational module « International Business Strategies» in Antwerp Management School.
The aim of this modules is to provide students with a hands-on experience of subjects, businesses and institutions discussed in the EMBA. During the third module the participants make the intermediate presentation of their team Master Project for the jury of AMS professors. |
|
|
| |
|
|
| IV. Consolidation phase |
|
|
| TOPSIM Business Game |
|
|
| At some point in the 3rd semester, students will spend a several days applying concepts from different functional areas to one specific business situation. By means of group decisions, this simulation shows the interrelations between various company functions. |
|
|
| |
|
|
| Team Master project |
|
|
| In the 3rd semester students will be asked to analyze a concrete project situation in terms of a specific company strategy. They will prepare a written report on this and present it. |
|
|
|
|
|
| |
|
