Americas MBA for Executives
Year Two Curriculum
Residency 1 (August—Canada)
Course Number
TBD
TBD
TBD
Course Title
Global Strategy
Cross-Cultural Management
Strategy Project
Credit Hours
2.5
2.5
4.0
Residency 2 (October—Brazil)
Course Number
TBD
TBD
TBD
Course Title
Corporate Social Responsibility:
An Integrative Approach
Strategic Management for
Emerging Markets
Strategy Project (cont.)
Credit Hours
2.5
2.5
Residency 3 (February—Mexico)
Course Number
TBD
TBD
TBD
Course Title
Family Business
Competitiveness and Strategy
Strategy Project
Credit Hours
2.5
2.5
4.0
Residency 4 (April—United States)
Course Number
TBD
TBD
TBD
Course Title
Creating and Launching New
Ventures for Organizational
Growth
Leading a Global Innovation
Strategy: Overcoming the Six
Innovation Barriers in
Organizations
Strategy Project (cont.)
Credit Hours
2.5
2.5
Global Strategy
This course examines elements of strategic thinking, strategic analysis, the tasks and
processes associated with strategy formulation and implementation, and the implications of
aligning operations and culture of an enterprise to match the requirements of its strategy in
a global context.
Cross-Cultural Management
In this course students will develop cultural intelligence through exposure to the dilemmas
and opportunities that arise within international and multicultural work environments
needed when dealing with a global business environment. Strategies for adopting
organizational practices that address these issues will be discussed. The focus of the course
is the interaction between people in international work settings rather than interactions
between specific countries and/or cultures. The second part of the course addresses the
human resources implication of global business, including the significance of multinational
complexity and diversity (cultural, economic, demographic, etc.) as well as the interplay
among human resource functions (employee procurement, allocation, utilization), types of
employees and countries of operation.
Corporate Social Responsibility: An Integrative Approach
In this course the student will understand the rationale and concepts supporting a “triple
bottom line” approach to measuring the firm’s results. Students will understand the
challenges and approaches to mobilizing for change and interacting with stakeholders to
develop sustainable business practices. A a special emphasis will be placed on the
relationship between government, business and society in Latin America and in developing
countries in general.
Strategic Management for Emerging Markets
On completion of this course the student will have an understanding of the challenges and
practices in developing products, services and business models to cater to the needs of
dynamic emerging markets, which combine wide extremes of purchasing power, as well
social and cultural differences, so as to achieve and maintain competitive advantages over
the evolving life cycle of products and consumers. The rapid growth of population in
emerging economies makes this understanding an essential knowledge component for the
international manager.
Family Business
At the end of this course, the student will know the particular characteristics of family
enterprises and will recognize their great potential for development as well as the risks
involved. The student will assimilate basic ideas for the management of these enterprises,
basically focused on the prevention of conflicts, and will have important elements to plan the
continuity of the company.
Competitiveness and Strategy
In order to thrive, firms, regions and countries need to constantly find ways to remain
competitive. This course will present the driving factors behind different levels of
competitiveness and clarify the interaction between these different levels. The course will
provide alternative frameworks for analyzing the competitive environment, as well as tools
to create and implement strategic alternatives to prosper within a changing environment.
Creating and Launching New Ventures for Organizational Growth
This course combines all the functional disciplines of business while stretching your
creativity and inventiveness. When creating a new business unit within an existing
enterprise, executives need to call upon the same skills required of classic entrepreneurs,
albeit with additional complications of the existing parent organization and its objectives and
culture. In this course, students examine the planning, funding and post-funding stages of
new ventures—from refining the business plan to getting up and running. This includes the
legal creation and structuring of your business; the execution of the product or service
development; developing the go-to-market strategy, positioning and market influencers;
developing strategies to win them over; building your revenue forecast and creating your
strategic alliances. The goal of the course is to help you understand how to create
businesses that are scalable and worthy of the attention of your CEO and the investment
community.
Leading a Global Innovation Strategy: Overcoming the Six
Innovation Barriers in Organizations
Everybody wants innovation—or do they? This course presents a framework for
understanding how individuals and organizations sabotage their own best intentions to
encourage creativity and “outside the box” thinking. Professor Owens demonstrates that the
antidote to this self-defeating behavior is to identify which of the six major types of
constraints are hindering innovation: individual, group, organizational, industry-wide,
societal or technological. Once innovators and other leaders of organizational change
understand exactly which constraints are working against them and how to overcome them,
they can create conditions that foster innovation instead of stopping it in its tracks. Upon
completion of the course, students will able to understand the most common causes of
innovation failure, assess innovation capabilities in themselves and their organizations,
diagnose the constraints that stand in the way of a successful innovation, become better at
idea generation and assessment, and develop a successful innovation strategy for their
organizations.