The EMBA equivalent programme offers a comprehensive general management curriculum that is customized to the requirements of senior executives and prepares them for the next phase in their careers. Participants cover 24 courses during the 15 months period. The PGPMAX curriculum is divided into 8 themes with each of the courses catering to a specific theme to maximize the impact.
The teaching methodology is adapted for senior professionals and aims to enhance strategic thinking and decision making abilities. Our general management curriculum allows participants to gain a strong understanding of key business (functional) areas and is suitable across industries and organisations. It provides conceptual knowledge which helps in improving existing skills and empowers participants to make an informed decision. The curriculum helps to:
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Economics is one of the foundations for other functional areas within business, such as Finance and Marketing, and understanding economic concepts will help you understand the issues involved in these more specialized fields.
In this course, you will understand the interactions between individual decisions and aggregate national economic policies and business environments. Understanding both the microeconomic processes and the national economic environment is crucial to making informed business decisions. The course will provide you, the business executive, with an understanding of the national and global phenomena that will be useful to your decision-making.
The corporation is an engine of growth that solves many economic and social problems, but also the source of other major problems including climate change, environmental degradation, and economic and social inequity. Fundamental issues about the purpose of corporations are open questions that are being debated actively. The course has two major parts. In the first part we seek to understand the expectations of different stakeholders.
Second, we understand the different mechanisms in place that determine and shape corporate behavior. These include the board of directors, gatekeepers such as auditors, risk management, whistleblower mechanisms, and the plethora of voluntary and required disclosures including on social responsibility and sustainability. By the end of the course, students will form their opinion on the proper role of the corporation, and understand the different mechanisms of ensuring appropriate corporate behaviour, including their strengths and limitations.
This course addresses the importance of companies being market-driven and customer-focused. Specifically, this course seeks to develop your skills in applying the analytic perspectives, decision tools, and concepts of marketing to the following decisions segmentation and positioning (assessing market potential, analyzing customer behavior, focusing resources on specific customer populations and against specific competitors), product offering (including the breadth of the product line, features, quality level, and customer service), pricing (capturing the value created for the customer) and distribution.
The course revolves around understanding how one may go about making effective pricing decisions while keeping in mind these factors. To achieve this objective, we will learn appropriate concepts, methods, and explore new approaches for formulating pricing strategy and pricing tactics. Upon completion of this course, participants will gain a solid understanding of current pricing practices in technology, manufacturing and service industries, learn state-of-the-art frameworks for analyzing pricing decisions, and master the essential techniques for making profitable pricing decisions. The course will use a combination of lectures, case discussions, and exercises. Assignments will be in the form of readings from the text, case preparation for class discussion, problem sets, and case write ups.
Understanding basic financial accounting terms and concepts.
Learning to read and understand the financial statements—balance sheet, income statement, statement of cash flows—that firms report to the public on an interim basis.
Understanding the financial reporting process and the approach used to construct financial statements.
Developing skills for analyzing financial statements and the use of simple ratios that capture key elements of firm performance
This course develops tools for deciding which investments a firm should make (capital budgeting and valuation) and how these investments should be financed (financial structure). We will start with evaluating investments and capital budgeting. We will consider in-depth the standard discounted cash flow (DCF) approach, which involves (I) forecasting the expected future cash flows of an investment and (ii) discounting these cash flows at a rate commensurate with their risk. Understanding and quantifying risks will be discussed in detail. We will also discuss valuation of securities and capital structure, decisions and provide a basic understanding of capital markets.
This course examines the use of financial techniques to increase firm valuation and emphasises the linkage between strategy and finance and operational implications of financing and investment decisions made by senior management. We will bring real-world and academic experience to the classroom to review the latest techniques for analysing and valuing financial decisions. Specifically, the course will cover, among other subjects, techniques, and concepts related to real options and mergers & acquisitions decisions for strategic value creation. Through lectures, cases, discussions, and a review of current research results, we explore important questions and help find farsighted answers as to what investments we should make, what should be divested, and the impact financing strategy can have on value creation.
This course focuses on how to understand better the nature and dynamics of interpersonal behavior related to organisational performance and effectiveness by providing an introduction to theory and research in behavioural sciences. Topics include motivation, social perception, interpersonal influence, group decision making, commitment and leadership. The course will aim to helpmanagers organize and motivate human capital of a firm, execute strategic change through knowledge of competitive decision-making, reward system, social network analysis and team building. We will be covering fundamentals to motivate employees, increase productivity, enhance well-being and satisfaction, facilitate team effectiveness, negotiating techniques, how to influence others and create a work environment that supports these goals.
Examines some of the basic principles of managing the production of goods or services and studies some useful tools. The course emphasises on tools and principles that is equally useful in service and manufacturing sectors. We will look into many aspects of operations management, including supply chain management, project management, quality/process improvement, decision sciences and doing business globally. It also provides quantitative techniques which can be used to solve real world problems.
In this course, we focus on understanding a firm's supply chain strategy and design. In particular, we focus on designing and managing various aspects of a supply chain and coordination to achieve specific outcomes aligned with the supply chain strategy. Based on several practical examples, we also discuss tools and techniques to design and manage product and service supply networks.
This course focuses on the competitive strategy of the firm, examining issues central to its long and short term competitive position. Students are placed in the role of key decision makers and asked to address questions related to the creation or reinforcement of competitive advantage. The initial focus is on industry analysis and competitive advantage as it derives from the firm's strategic investments. We look at how strategy differs in global contexts, the role of mergers and acquisitions and the logic of resource allocation in the diversified firm to enhance competitive advantage in each market. We continue by addressing the development of firm-specific capabilities, including the role of knowledge that contributes to a firm’s competitive advantage. We also examine the process through which strategic decisions are made and implemented.
In this course, we will understand the process by which consumers and firms make decisions and the way in which they interact in markets. We will shed light on strategic behavior of firms and the role of incentives within organizations. These microeconomic concepts will form the underpinnings for our understanding of the macroeconomy. As Michael E. Porter, the author of several books on competitive strategy, recently wrote, "... the sophistication with which companies compete is strongly influenced by the quality of the national business environment in which they operate. The business environment has much to do with the types of strategies that are feasible and the efficiency with which firms can operate."
These issues include, but are not limited to, pricing, evolving market structures, and competitive forces at the firm and the national level.
Examines the theory and practice of creating and managing different types of strategic alliances, such as mergers and acquisitions, joint ventures, licensing agreements, buyer-supplier partnerships, and consortia. Takes a wide view of the process of forming alliances and focuses on the negotiation and evolution of the alliance. It will give you the tools needed to overcome many of the obstacles inherent in new-market expansion or new-product development, and you will learn how to establish a global strategic position with limited time and resources. This course will help you identify key qualities to look for in alliance partners and will give you the tools to manage an alliance once it is formed. This course also defines how firms become strong strategic partners.
In this course, you will learn about different business models of both profit and not for profit firms of industrial & digital domains. This course, compare incumbent business models to new age firms to pinpoint the changing dynamics. We show how digital technology platforms with right business model suddenly offer unprecedented scale and scope to new age firms at a global level altering the contours of industry & business dynamics. We will also show, how business models cross industry boundaries to find applications in different industry contexts. You will learn how strategy and business models influence each other and how dynamic capabilities help incumbents to alter their business model through digital transformation. Theoretically, you will also appreciate how legacy systems that once yielded competitive advantage have now become a drag, making industrial firms less agile to transform into lean enterprises. You will also learn how weak business models get disrupted and how to defend against future disruptions!
Given the major role envisioned of your profiles, this course offers a high-level strategic orientation. It helps the learners understand and appreciate competitive dynamics as they expand globally in general and, Growth (emerging) markets in particular! The course provides a high-level strategic orientation on “Market Management”!
This course is an overview of leadership of people and organizations in four areas, i.e., the individual self and mindset, the workspace and organizational culture, the team, and the strategic context in which the business is embedded. A key element of the business context is digital technology, including artificial intelligence (AI). These four areas correspond respectively to self, work, change, and strategic levels of leadership. The course also uses insights from the wisdom traditions, modern psychology, and business research to pioneer a new approach to people and organizational leadership called beingful leadership. Such leadership is transformative for the manager and the organization as it flows from the leadership potential at each level of analysis. Central to leadership is achieving a balance between the different forces at each level of analysis (and between the levels), leading to an alignment that is harmonious both within and without
The goal of the course is first to illustrate the different decision biases and then present a systematic/quantitative approach to making decisions, which are grounded in business facts and data. We begin by reviewing the role of "intuition" in decision-making. Next, we uncover some of the biases that stem from such intuition-based approaches. Then we discuss some effective interventions that can reduce the impact of these biases on decisions, both at the individual level and in group decision making.
Following that, we develop a framework for rational decision-making using the notion of utility functions. We discuss how the notion of "risk" is effectively captured using utility functions and how different decision-makers may have different attitudes towards risk, which guides their choices. We introduce prospect theory, which helps explain observed behavior and rationalizes a variety of seemingly non-rational choice behavior.
Finally, we explore how analytic models can be used to support managerial decision-making under uncertainty. Decision analysis (deciding how to make sequential decisions over time in the presence of uncertainty) and simulation (modeling the business environment on a computer) are two practical tools in this context. We demonstrate their use in a spreadsheet environment.
The programme will focus on skills to implement effective negotiation strategy and reach more satisfactory outcomes. It will examine how strategic alliances, global competition, licensing agreements, and the use of teams have all changed the face of negotiations today - and how managers who stay on top of these changes get results. During the program, you will plan, negotiate, receive feedback, and discuss negotiation strategy in a collaborative learning environment. Working one-on-one and in teams, you will negotiate deals, resolve disputes, make decisions in competitive environments, and receive specific feedback regarding your negotiating strengths. This program will teach you how to use negotiation strategy to prepare for and carry out successful negotiations within your company and across corporate and cultural boundaries
The course is divided into three parts – the first part of the course focuses on competition and business models in the high-tech industry using examples of companies like Google, Apple, Facebook and Amazon. We will also explore how these business models collide with incumbent models in traditional industries to fundamentally alter competitive dynamics in these industries or even disrupt them. As a follow-on, the second part of the course focuses on how incumbent firms in traditional industries have leveraged technology to transform their business models and strategies to transition from the industrial economy to the digital economy. The final part of the course focuses on how an increasingly networked economy is changing fundamental business functions and the underlying loci, nature and scope decision-making in firms. Here, we will explore the role of open innovation networks, social network analytics, and big data analytics in transforming fundamental business functions of the firm.
The course will be useful for managers, consultants, technology entrepreneurs, venture capitalists, and active investors. Or anyone who is looking to lead an organization in the digital economy.