Why Sabancı Executive MBA?
The design and the implementation of the Executive MBA take the part-time nature of the Program as an asset and consider participants’ engagement with the Executive MBA and their daily work responsibilities as complementary learning opportunities. Fundamentally, the Program aims to create an environment where formal input through readings and lectures are integrated with platforms in which participants can learn from their own practices and those of other fellow participants. Hence, there is a heavy emphasis on teamwork and students are expected to be active in class discussions and exercises. Most courses use case-studies to bring real-life issues in to the classroom, require students to apply their knowledge in novel situations, facilitate learning through team-work, and improve communication skills through presenting and supporting their analyses. Case-studies are selected from leading case publishers of the world, such as Harvard, Ivey and IMD, as well as some cases written by our own professors.
The building of the Sabancı School of Management is equipped with state-of-the art facilities to serve degree programs as well as executive development activities. These include lecture halls, teamwork cubicles and residential facilities. All lecture halls are equipped with the latest audio-visual facilities and Internet connection.
The Executive MBA participants also have access to a state-of-the-art Information Center, with its collections of books, multimedia, and periodicals as well as extensive database resources.
Learning from Practitioners
One of Sabancı University’s underlying tenets is to be “practice oriented” and no where is this principle taken more seriously than in the Sabancı School of Management. We have a number of programs in the Executive MBA program to allow participants to learn from successful executives.
The Executive Insights series provides a forum where successful executives share their life and work experiences together with our students and alumni. These events are held mid-week, downtown and thus also provide a great venue for our alumni and current students to network.
Executive-to-Executives conference series are held several times every term and they feature in depth presentations by visiting executives. Our goal is to invite not just successful executives to these sessions, but those whom we call reflective practitioners, managers who have taken time to reflect on their successes and failures, and have derived lessons from their experiences.
Click here to see list of Executive Insights.
- Improving the Ability to Diagnose Global & Local Problems and Opportunities: Identify and diagnose business problems and opportunities accurately and effectively across a wide range of business domains (accounting, financial management, operations, marketing, strategy, and organizational design), in global and local contexts.
- Incorporate Cultural Context and Complexities in Their Managerial practice.
- Improving Performance Evaluation & Management Skills: Assess the performance of an organization in a wide range of business domains, using a range of performance criteria.
- Growing Awareness of Social & Ethical Responsibilities: Reflect on social and ethical responsibilities linked to the application of their knowledge, judgments and decision making in various business contexts and in relation to business actions, policies, and proposals.
- Enhancing Leadership Skills: Take leadership in collaborating with others in situations characterized by differing interests, diverse perspectives and skills, in order to create working environments characterized by a sense of mission, shared values, and high levels of commitment and motivation.
- Enhancing Communication Skills: Demonstrate proficiency in oral and written business communications in English.
- Enhancing Interpersonal Influence & Persuasion Abilities: Listen, present, discuss, negotiate, and interview effectively in a managerial role; communicate ideas, analyses and recommended actions persuasively - using appropriate technology where necessary.
- Improving Analytical Thinking Decision Making Skills: Be analytical decision makers and pursue open minded inquiry; appreciate the importance of research as an input into managerial practice; be discerning consumers of practitioner oriented research; and be able to access, analyze, and interpret information by using current technologies.
- Enhancing Strategical Thinking & Planning Skills : Identify, select, and justify strategies and courses of action at the divisional, business, and corporate levels of analysis and to develop effective plans for the implementation of selected strategies across a wide range of business domains and levels.
Sabancı Executive MBA is an 12 months intensive program organized in two six-month long semesters.
The first semester concentrate on the development of the academic foundation. Moderately theoretical courses that are designed to develop analytical and business skills and knowledge are provided. In the second term, the students take Organizational Behavior & Leadership, Ethics in Business and Business Simulation courses as well as electives to gain knowledge and skills necessary to lead and run an entire organization. During the second term the students will visit Columbia Business School & will take courses on Leadership, Innovation & Entrepreneurship
Executive MBA SUMMARY OF DEGREE REQUIREMENTS
|Course Category||Min. ECTS Credits||Min. SU Credits||Min. Courses|
1st Term – Fall – Required Courses
ACC 901 Financial Accounting & Reporting – 2 Credit
The course offers an introduction to the principles and concepts of accounting along with the preparation and analysis of financial statements. The purpose is to make managers intelligent consumers of financial reports for managerial decision making.
MGMT 900 Business Research & Statistics – 2 Credit
This course covers a range of topics related to research methodology and statistics relevant to managerial decision making. The emphasis is on using the concepts taught throughout the semester in terms of conducting hands-on data analysis. Topics covered include measurement and sampling, survey construction and validation, basic probability concepts and probability distributions, and statistics concepts such as confidence intervals, hypothesis testing, regression and time-series forecasting. The successful student will finish this course with an ability to effectively evaluate and act upon statistical reports and data relating to applications in business.
MGMT 910 Strategic Management – 3 Credit
Introduces a plurality of perspectives in strategic thinking and action. Strategy as plan, position, perspective and pattern capture the diversity of perspectives essential to grasp in managerial practice. The contact and the process pertaining to these perspectives will be covered, and the experience of the participants integrated into the conceptual frameworks.
MGMT 914 Economics – 1.5 Credit
Because we interact, cooperate, and compete with each other in the economy, economics is a social subject. Everyone experiences the economy. Everyone contributes to it, one way or another. Everyone has an interest in the economy: in how it functions, how well it functions, and in whose interests it functions. This course aims to motivate students to learn economics by asking questions about how the contemporary economy functions as an overall system. The course focuses on competition between firms; the determination of overall investment, consumption and employment; and the relationship between the economy and the natural environment.
MKTG 901 Marketing Management – 3 Credit
Marketing concepts and methods used in processes that integrate innovative and productive capabilities of a firm into its products and services in light of its customers' needs, market challenges, and company objectives; the application of these concepts and methods in market analysis, marketing strategy development, and implementation design through the development of a complete marketing plan in a real market environment.
OPIM 902 Operations Management – 3 Credit
Spectrum of operations management activities and the related decision problems are introduced. These include design, planning, and control problems addressed at both operational and strategic levels. Tools and techniques used in generating solutions to such decision problems and their implementations are discussed. Operating systems from both manufacturing and service environments are exemplified to expose students to the similarities and differences in their characteristics. Students are also exposed to recent developments in the global competitive environment and the impacts of such developments on traditional operations problems. Topics include operations strategy, process analysis, quality management, capacity, and supply chain management.
2nd Term – Spring – Required Courses
FIN 902 Managerial Finance – 3 Credit
Fundamental financial concepts from the perspective of financial managers/entrepreneurs are examined and practical applications within local and global contexts are discussed. Topics include accounting information for decision making/performance evaluation, financial statement & ratio analyses, financial planning, time value of money, capital budgeting, risk-return relationship, capital structure, valuation of financial securities & firms, risk management, and derivatives.
MGMT 901 Global and Local Business Context – 1.5 Credit
The phenomenon of globalization is discussed in connection with a variety of issues directly and/or indirectly relevant for business and managerial practices. Topics include the globalization debate in terms of conceptualization, causal dynamics, socio-economic consequences, and implications for macroeconomic stability, state power, and governance.
MGMT 905 Ethics in Business – 1.5 Credit
Ideas and perspectives on ethical issues in contemporary business are discussed with the objective to expand participants' capacity for moral inquiry and increase their alertness about the impact of business on society. Various ethical and moral dilemmas in business decision making are examined encountering the philosophical issues at the foundation of economic theory and management science. Review of recent debacles at corporate world focusing on practical issues such as social responsibility, ethical investments, sustainability, corporate governance, corporate citizenship, codes of ethics as well as on more conceptual inquiries on morality and future of market-driven societies.
MGMT 911 Business Simulation – 1.5 Credit
This course provides an opportunity for the participants to integrate knowledge and experience through a computer-based simulation environment. As student teams compete, they develop a deeper understanding of how the various functional areas of management (finance, marketing, production) are integrated.
ORG 902 Organizational Behaviour and Leadership – 2 Credit
Organizational behavior studies people in organizations' how and why they think, feel, and act. Topics include motivation, decision-making, leadership, organizational culture, communication, organizational conflict, power and negotiation, team processes, organization change, structure and change, covered in traditional lectures with the use of cases, group projects and experiential exercises.
The following list of electives is provided here to give candidates some idea about the type of courses offered in the program. Although the actual list of courses may vary every year, the provided list is mostly made up of courses that are offered regularly.
ACC 902 Managerial Accounting – 1.5 Credit
A comprehensive introduction to the design of management accounting procedures and systems that support managerial planning and control of operations. Topics include: cost classifications; analysis and design of product cost systems and product mix decisions; cost-volume-profit relationships; overhead cost allocations; behavioral effects of budgeting, cost variances and responsibility accounting systems; managerial incentives and compensation systems.
FIN 910 Financial Statement Analysis – 1.5 Credit
The course focuses on how finance professionals use and interpreting financial tables. Creation and use of financial ratios are discussed. Assessment of the financial strength of companies is examined.
FIN 958 Global Financial Markets – 1.5 Credit
This course is an introduction to the global financial markets that are used by banks, multinational corporations, and government agencies, in the conduct of their business and implementation of economic policy. The global financial markets include the market for foreign exchange, the Eurocurrency and related money markets, the international capital markets, the commodity markets and the markets for forward contracts, options, swaps and other derivatives. The course seeks to explain how these markets work both in the context of basic principles of economics and finance and by means of examples and applications using several case studies. It will also look at a very important risk namely the exchange rate risk for multinational corporations, banks and other entities (hedge funds, shadow banks, etc.) and discuss how to manage and hedge these risks using various financial instruments. Finally the course will provide theoretical and empirical analysis on the prediction, prevention and management of various financial crisis, such as banking, currency, debt and balance of payments crises.
MGMT 919 Managerial Decision Modeling – 1.5 Credit
This course aims to introduce optimization, simulation and decision trees as tools for supporting and improving decision-making. The main objective is to improve skills on structuring managerial decision models to complex business problems. All modeling and analysis is done using the MS Excel commands, tools and add-ins. A variety of business applications in operations, finance and marketing are considered as illustrative examples. In addition, we will analyze and solve these problems, and study their economic interpretation.
MGMT 930 Corporate Strategy – 1.5 Credit
Business policy is the study of the functions and responsibilities of senior management, the crucial problem that affect success in the total enterprise, and the decisions that determine the direction of the organisation and shape its future. The problem of policy in business, like those of policy in public affairs, have to do with the choice of purpose, the definition and recognition of organisational identity and character, the continuous definition of what needs to be done, and the mobilisation of resources for the attainment of goals in the face of competition or adverse circumstance, and the definition of standards for the enforcement of responsible and ethical behaviour.
The central theme of business policy is the strategy of the enterprise. Strategy is the determination of long term goals and objectives of an enterprise, and the adoption of courses of action and the allocation of resources necessary for carrying out these goals. Managing the policy or strategy of an enterprise is normally referred to as strategic management.
Strategy is concerned with tow central questions: “What business should we be in?” and “How should we compete?”
Because competition from rival firms is the dominant feature of the business environment of most enterprises, we will be particularly concerned with the latter question. A major part of the course will explore how a firm can establish a sustainable advantage within its chosen area of business.
Our perspective is that of the general manager. The general manager may be a corporate president, a divisional chief executive, the head of an operating unit, or an owner-proprietor. However, this course is not only relevant to future general managers. An appreciation of the organisation’s overall strategy is essential for functional specialists if they are successfully to co-ordinate their activities with the overall needs of the business.
The approach of the course is practical and problem-oriented. The major part of the course will involve applying concepts, analytic frameworks, and intuition to the strategic issues which real-world companies face. Most of the theory and concepts uses will be drawn from other disciplines, especially economics, finance, accounting, marketing and organisation theory.
MGMT 940 Digital Transformation and Innovation – 1.5 Credit
The digital transformation that has been happening in the industry is leading to the disappearance of borders between cyber and physical systems and creating synergies between them. In order to maintain and improve their firms’ competitiveness, decision makers need to know the technologies, approaches, and best practices that further this transformation. Digital transformation has also helped recognition of the role of innovation in global competitive environment among other operational priorities (cost, quality, flexibility, and delivery). This course, involve an in-depth discussion into such topics, cases, and best practices.
MGMT 953 - Negotiation Skills for Executives – 1.5 Credit
Negotiation skills are something that no executive's toolbox is complete without. This course is a skill-building experience in negotiation. While exploring the major role role that negotiation dynamics play in their personal and professional lives, participants will improve their own negotiation skills, allowing them to act consciously and skillfully in tough situations. Participants will also learn to recognize negotiation situations in everyday life and to use them as training-grounds to continue to improve their skills. The learning format includes interactive lectures and role-playing exercises, both in class and online, in which participants will experience negotiations - not as onlookers, but as active parties.
MGMT 964 Great People Decisions – 1.5 Credit
This course will introduce students how to make more effective people decisions. The aim of the course will be to make key appointments easier through good people decisions. In a comprehensive and practical way, the course will use and provide simple methodology to provide what one needs to know about hiring, evaluating and promoting (senior) talent, including such topics as:
• The Success Formula in People Decisions
• Why Great People Decisions Are So Hard
• What to Look For
• Where to Look
• How to Appraise People
• How To Attract and Motivate the Best People
• Knowing When a Change Is Needed
MGMT 980 Special Topics in Management I – 1.5 Credit
This course will be based on the analysis of contemporary issues, problems and changing paradigms in management . It will focus on the selected topics in the process and transformation of management knowledge in the dynamic business environment. Some examples to selected topics are information technology, leadership, creativity, innovation, research and technology, globalization, and sustainability.
MKTG 905 Retail Management – 1.5 Credit
The objective of this course is to introduce the broad spectrum of retailing and examine key strategic issues of retailing. Within this scope, critical critical success factors in retailing will be discussed with a strategic perspective along with financial considerations and store management issues. Main topics to be covered will be retailing strategy, merchandise management and store management.
MKTG 907 Sales Management – 1.5 Credit
The goal of the Sales Management course is to examine the elements of an effective sales force as a key component of the organization's total marketing effort. The course will extend student’s understanding of marketing's reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining sales people.
MKTG 909 Big Picture Strategic Marketing – 1.5 Credit
The Big Picture is designed to integrate strategy development and tactical execution to maximize the efficiency of marketing investments by forcing a focus on intervening marketing metrics. The framework seeks to identify the fundamental relationships linking the target customer, the benefits that customer seeks, the behavioral change resulting from a change in beliefs, and the financial impact of specific behavioral changes.
The course objective is to provide a structured approach to strategic marketing problems via a rigorous analytical integrated framework. Participants implement the framework in different market settings using simulation and live case analysis.
Upon successful completion of the course, the student should be able to:
- Assess the competitiveness of brands and the strategic gaps for growth implementing the Big Picture framework.
- Produce a cogent plan that leads from strategy design through execution decisions.
MKTG 951 International Marketing Strategy – 1.5 Credit
This course aims to familiarize graduate students with the principles and complexities of developing and executing marketing strategies in the global business environment. It is a problem-solving-oriented course designed for Executive MBA students who expect to undertake challenging marketing assignments. In a nutshell, the objective of the course is to present a systematic application of strategic marketing in the global environment. The focus of the course is on the formulation of comprehensive marketing strategies. While the course focuses on North American, Japanese and European multinationals competing in global industries, it also pays special attention to globalizing emerging economy firms. The course is designed for students to develop a critical appreciation of the forces, both external and internal, that are increasingly shaping the marketing function in the global economy in order to recognize, analyze, and evaluate marketing problems encountered in global business operations.
MKTG 953 Consumer Behavior – 1.5 Credit
Consumer behavior (CB) is the study of consumers' responses to products and services and the way products and services are marketed. Managers who really understand their consumers can develop effective and efficient marketing strategies and programs that foster sustainable competitive advantages for their firm. This course is designed to focus on how consumers acquire, remember and use information about products and services, their decision making process and how these and other CB concepts can be used by managers to develop effective strategies and implementations. The format of the course will be a combination of lectures, in-class case discussions and assignments.
OPIM 951 Project Management – 1.5 Credit
The scope of the project management course will cover areas of concepts of project management, project life cycle/life cycle planning, work break down structure, organization break down structure, cost break down structure, graphical presentations and precedence diagramming, network analysis and scheduling techniques: Critical Path Method (CPM), CPM.COST and Programme Evaluation and Review Technique (PERT), concepts of system life cycle costing, and cost estimation methods and trade-off analysis.
2017-2018 Program Calendar
|Orientation||September 11-15 2017 (5 full days)|
|Semester 1||Semester 2|
|Start||22 September 2017||09 February 2018|
|End||20 January 2018||11 August 2018|
|Semester Break||02-03 February 2018|
|Official Breaks||29-30 December 2017||15-16 June 2018|
|Study Trips||TBA (Columbia Business School)||September 2018 (EMBA Consortium)|
|Semester 1 and 2|
|Friday||17:00-18:00||Dinner & Refreshments|
|13:30-14:30||Lunch & Refreshments|