- Degree type
- Language of education
- English (100%)
- 24 months
- Tuition fee EU/EEA
- Please enquire
- Tuition fee Non EU/EEA
- Please enquire
- Education type
- Start of program
- Application deadline
- Type of institution
- Institute for International Education
- Utrecht, Tilburg, Amsterdam, Eindhoven
The objectives of the Executive MBA course are acquiring knowledge and understanding of basic principles of business research methods.
The Executive MBA course serves participants who have no or limited background in academic and purposive and rigorous applied research to equip them with knowledge, skills and insights in business research methods. This includes both an introduction in methodological concepts as well as a guide in gaining insights in the research process. Fundamental as well as applied social research will be discussed. The course focuses on different types and methods of research, with an emphasis on the difference between qualitative and quantitative research by which participants are afterwards able to understand an academic journal article and can perform research themselves.
In a very turbulent environment, we need true entrepreneurs, able to rapidly identify opportunities and act. Entrepreneurs are willing to take risk through experimentation. They learn by trial and error. Is entrepreneurship an individual trait or can it be institutionalised in a large corporation?
Today’s international arena represents a double-edged sword for companies and their managers. It offers tremendous opportunities to tap the world and innovate products and processes, and to provide new solutions and customer experiences before competitors do. Companies that seize those opportunities before their competitors may become successful global players and create tremendous value for their shareholders. This course shows what separates the winners from the losers, and how managers can lead their companies to success in this global race.
International Business Management
This module provides theories, concepts and tools to enhance your understanding of the nature and functioning of multi-national corporations (MNCs) and businesses operating across borders. Along with the role of responsible leadership of the multi-national corporation operating in developed and emerging markets, a number of contextual factors are explored. In addition, a variety of methods for entering foreign markets are examined, along with contemporary international business strategies including off-shoring, outsourcing, joint ventures, and strategic alliances, Various structural forms, operations, and management practices within MNCs are also discussed.
The objectives of this module are acquiring knowledge and understanding regarding the fundamentals of effectively leading change in organisations. Participants will be introduced to selected theories, concepts and practices associated with leadership and change management. Through intensive case analyses, various situations where change takes place, what type of change and interventions are appropriate, given the situation, and how change can effectively be implemented will be studied. The role of leadership in successful change initiatives, the impact on recipients of change, and potential sources of resistance to change along with strategies for overcoming them will be investigated. As future business leaders, managers, and professionals, participants will be challenged to evaluate and further develop their own analytical, conceptual and practical skills and competencies as agents of change.
This module covers financial and managerial accounting principles and practices. After introducing the accounting model, the impact on financial statements of inventory, depreciation, revenues and expenses is discussed. The managerial part of the module is focused on issues such as contribution concept, cost-volume-profit models, standard costing, activity-based coting and balanced score card principles, value based management and the value of intangible assets.
The module addresses both microeconomics and macroeconomics. Microeconomics deals with market structure, competition, supply and demand, wage determination and employment. Macroeconomics addresses growth, inflation and unemployment. Special attention is given to monetary and fiscal policy, including the impact of government deficits and tax changes.
Marketing management concerns the creation of value for a firm's stakeholders through the delivery of customer value. This requires a solid understanding of a company's customers and competitors, and the development of a competitive customer value proposition. This course is not only about the description of marketing activities, but also about the development of a competitive market strategy.
Operations and Supply Chain Management
The aim of this module is to introduce the student to a broad range of operations management concepts and to see operations management as a strategic issue for organisations. The module explores operations within manufacturing and service environments in both private and public sectors, enabling students to gain an understanding of operations management, which can then be understood within the broader context of the Strategic Leadership module.
Organisational Behaviour & HRM
Managers need to develop their interpersonal skills if they are going to be effective in their respective positions. Organisational behaviour is a field of study that investigates the impact that individuals, groups and structure have on behaviour within the organisations, and then applies that knowledge to make organisations work more effectively. Specifically, this module focuses on how to improve productivity, reduce absenteeism and turnover, and increase employee job satisfaction. It can aid in improving quality and employee productivity by showing managers how to empower their people as well as design and implement change programmes.
Quantitative Methods in Business
This module takes a quantitative approach to problems that arise in business. An introduction to elementary mathematics and statistics is provided. Financial, microeconomic, logistic optimisation problems and dynamic processes are analysed. Finally, multi-decision situations are studied using cooperative and strategic mechanisms to allocate costs and gains.
Many corporations face risks that are not directly related to their core business. Examples include currency risk, interest rate risk and commodity price risk. The fact that corporations are exposed to such risks implies that they may face considerable uncertainty regarding cash flows and value of the company. These cannot be directly influenced by the management. This course deals with these financial risks and answers questions as to how these risks can be measured and managed, which risks should be curbed, and why risks should be managed.
When managing financial risks, a good understanding of financial instruments such as options, futures, and swaps is needed. Therefore, we will go into the structure, pricing and use of these instruments, and show how they are used in hedging strategies. We will also see the implications of option analysis for credit risks in companies and how they can be managed and priced. This latter topic is important in understanding the recent credit crisis.
The objectives of this course are acquiring knowledge and understanding of basic principles associated with developing and implementing business and corporate strategies within companies both at the domestic or ‘national’ and ‘cross-border’, ‘international’ or ‘global’ level. Participants will be introduced to the theories, concepts and practices of strategic management, whether planned, incremental and localized, or revolutionary, under conditions of stability or crisis, and across a variety of sectors and industries. We will cover key concepts and framework of strategy, as they have been developed over the last several decades, complemented with own frameworks and key research findings and insights from recent literature and corporate experience.
A second objective is to contribute to the development of the professional and clinical skills of participants as strategic leaders and managers through intensive study and case analyses. The perspective taken is that of the responsible leader and the role he or she can and should play with respect to context, content, and process. Issues such as sustainability and corporate responsibility obviously are at the core of every strategy question and as such will be taken into account throughout, rather than as a separate issue connected to a specific case or session.
About TiasNimbas Business School
TiasNimbas, the business school of Tilburg University and Eindhoven University of Technology, offers a broad and flexible portfolio of internationally recognised management programmes. The motto of TiasNimbas is ‘Never Stop Asking’, and this is reflected in programmes that are rooted in leading management research, and designed to address the specific educational needs of individuals and organisations in the evolving world of business.
TiasNimbas Wants to Give You the World.
This orientation towards excellence resulted in the Financial Times ranks TiasNimbas Business School 24 in Europe, while The Economist Intelligence Unit’s ‘Which MBA?’ has placed the Full-Time MBA programme in its worldwide top 100 rankings
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More information about Master Admission