Chow Qian Yao
The Singapore EMBA curriculum was designed to provide executive students with applied analytical skills, essential business fundamentals and advanced soft skills needed to successfully lead in today's complex global business environment.
Course content is updated regularly to provide students with the most current insights into management thinking today. Professors incorporate their individual research, which is often the basis for articles in international publications, into their course content.
As a student in the Singapore Executive MBA program, you are required to take 16 modules, including a capstone strategy project that is integrated with the module on Strategic Management.
Accepting applications for the 2013 intake on a space available basis.
The course provides experienced managers with the opportunity to further develop their skills in organizing and managing people. A range of contemporary issues and topics are covered, including personality measurement and theory, work attitudes, perception, motivation, compensation strategies, leadership, diversity management and gender issues, conflict management, innovation, organizational change, and organizational structure and culture, with specific emphasis on Asia. Learning occurs through the discussion of critical incidents and readings, video and group presentations, problem solving in teams, self-assessments, and class discussion.
Covers the applications of economic analysis to companies and industries. Examines the following topics: the behavior of the firm’s product and labor markets; the consequences of business, regulatory and tax policies; industry pricing; research and development strategies; transfer pricing; the effects of vertical and horizontal integration; leveraged buyouts; and principal-agent problems.
Centers on the marketing concept and its impact on the strategic decision-making process of the firm. Emphasizes planning and managing the marketing activities of multi-product firms and provides an understanding of the fundamental issues that influence marketing decisions. The specifics of implementing a marketing plan (product, price, promotion and distribution strategy) are discussed, using management cases, computer simulations and hands-on experimental exercises.
This course covers a range of analytical tools for practical decision making. Beginning with data analysis and representation, foundational concepts such as probability and predictive modeling are explored, including regression analysis. Prescriptive techniques such as linear programming and optimization are introduced, with particular emphasis on spreadsheet modeling and potential vulnerabilities in practice. Decision analysis under increasing uncertainty is also examined through descriptive tools such as decision trees and spreadsheet simulations to provide students with a portfolio of approaches to managerial decision making.
Focuses on technology management and developing an Internet-based business or extension to an existing business. The course will integrate concepts from economics, organizational strategy, entrepreneurship and Web design. Topics to be covered in the course include aligning technology and strategy; models of diffusion and innovation;characteristics of information and digital goods; identifying potential Web applications and information products for solving a problem and/or identifying a business opportunity; intellectual property rights; pricing issues related to information goods; developing a business plan for a venture capital proposal; launching the e-business; designing Web-based applications for usability; and strategies for successfully implementing systems.
This course will address international legal, political and ethical issues faced by executives in their dealings with other countries with specific emphasis on Asia. The focus of the course will be on selected contract law, intellectual property law, general regulatory law issues and choice of business form that are most relevant to decision makers in international business. The approach of the course will be to use case studies and legal disputes arising from actual transactions to illustrate issues and provide points for discussion. Throughout this analysis, issues related to ethical business actions, political differences between countries and special situations such as corruption and bribery will be addressed. Students will learn to assess political and legal risk when making decisions to invest in operations internationally.
This module focuses on strategies for successful entrepreneurial activities, both for start-up companies and within multinational corporations. Content covers the identification, development and exploitation of innovations and the management of new products or process developments. Topics will include evaluation of ideas for new businesses, business model options, go-to-market strategies, financial modeling, exit strategies and the development of written business plans. Emphasis will be placed on entrepreneurship in the Asian context.
While the financial module introduces accounting from a manager’s perspective, the primary emphasis is on financial accounting from a user’s perspective, especially financial statement analysis. The basic vocabulary of financial and managerial accounting is presented. The concept of the time value of money is covered in the course, and corporate taxation, including tax strategy, is also explored. The bookkeeping function is de-emphasized. The managerial module integrates recent changes in the implementation of cost-management systems. Topics include alternate cost systems, the cost of distribution and administrative systems, planning and budgeting, performance measurement and control systems. The course will make extensive use of cases and outside readings.
Covers the theory and practice of corporate financial management. Specific topics covered include capital budgeting, the relationship between risk and return, financial structure policy, dividend policy, economic value added, working capital management and aspects of international financial management. Cases are used to illustrate real-world applications. In addition, there is a group project that focuses on the analysis of a specific company’s capital budgeting system, including making recommendations for improvements.
Introduces the basic concepts, analytical tools, assumptions and inferences concerning the macro and global environments of business activity, and government policies affecting them.
Emphasizes solutions to problems inherent in managing operations and services. Topics include operations strategy, operations process planning and control, operations technology, facility planning and layout, inventory planning and control and related subjects. Cases provide an opportunity to apply key concepts in both manufacturing and service industries. The implementation of total quality management is stressed.
Introduces analytical concepts necessary for effective negotiations. Emphasizes the negotiation and bargaining skills required by general managers. Classroom lectures are supplemented by experiential exercises.
Cases and readings from practice-oriented journals illustrate how firms can use an analysis of the competitive environment and internal strengths to formulate strategies that provide a competitive edge. The course examines strategic planning and the implementation of plans and controls in the context of modern concepts, such as rightsizing, core competencies, re-engineering, joint ventures and divestitures.
This course aims to educate managers to lead effectively in global organizations through the acquisition of the key concepts in leadership with an emphasis on how leaders create and inspire organizational change. Material will address how managers can become more effective change agents, specifically examining change processes, including change management, implementation of changes, and assessment of the effectiveness of changes. The course will build on students’ knowledge of organizational behavior to address topics such as motivation, ethics, visionary leadership and persuasion, team management, and leadership in cross-cultural and distance settings. In addition to lectures, classes will feature role-playing, case analysis, self assessments, and other experiential activities.
This course focuses on strategic and managerial decision-making issues that arise when firms compete across borders. In this regard, the course provides a variety of in-depth opportunities for evaluative analyses of doing international business from three perspectives: (1) Students will gain an appreciation of the complex system of cross border, global transactions; and they will learn about the many challenges that firms face to stay competitive in a global environment of producers, suppliers, and customers. (2) Students will learn a variety of corporate governance structures and systems and come to understand that they are a major part of the global strategy. (3) Students will learn the relevant financial analysis skills necessary to evaluate international business strategies.
The objective is to apply the planning process learned in Strategic Management I in a significant project that integrates both functional and industry knowledge. Typically, this project will involve a special interest of yours that is the business unit or functional department where you are employed. As a “capstone” project, you are expected to demonstrate competence in application of the tools and techniques of the EMBA as well as the ability to understand and implement effective management practices.