The aim of the Executive MBA (EMBA) program is to develop principled, innovative leaders to lead change acrossorganizations, industries and society and to generate ideas that advance management practice.
The intended learning outcomes of the EMBA program are as follows:
The admission test for the Executive MBA program is held thrice in a year. The admission process for EMBA is very competitive, and IBA takes a holistic view and uses a wide variety of criteria to evaluate applications, including academic credentials. The eligibility and admission requirements are reviewed annually by the Academic Committee of IBA based on the local and global context.
Admission eligibility for a foreign national is the same as stated above. However, a foreign national who has appeared for the GMAT Test and obtained a minimum qualifying score may be exempted from the written part of the admission test. The minimum qualifying score is set annually by the Academic Committee of IBA.
Degree requirements
To qualify for the EMBA degree, a student has to complete 12 courses within 8 (eight) academic years from the date of admission with a Cumulative Grade Point Average (CGPA) of 2.50 on a 4.00 point scale.
14 courses · 42 credit hours across 3 terms
| Code | Course title | Credits | |
|---|---|---|---|
| K 501 | Quantitative Analysis For Business Decisions | 3 | This course introduces the concepts of quantitative business analysis to help the participants gain a clear understanding of the key elements in the managerial decision-making process. The course will discuss methods that are used extensively in business organizations. This course is divided broadly into two parts: i) Business Mathematics, and ii) Business Statistics. More specifically, topics to be covered include elements of algebra, number fields, linear and non-linear inequalities, functions sets, analytical geometry, logarithm limit, differential and integral calculus, matrix and linear programming, statistics, probability distributions and theories. |
| C 501 | Managerial Communication | 3 | This course explores the critical roles that communication plays in managers/leaders being effective in their tasks as they exchange meaning with supervisees, peers, supervisors, the larger organization, and the community. Both formal and informal communication will be addressed. Additionally, issues such as cross-cultural communication, ethics, conflict resolution, crisis communication, and developing organizational communication competencies will be investigated. Emphasis will be placed on developing skills critical to career advancement and necessary for effective organizational functioning. |
| W 501 | Management of Organizations | 3 | This course will familiarize students with management theory and practice. The course provides students with the opportunity to enhance their understanding of organizations and the evolution of management theories over the past hundred years. By the end of the course, students should have an improved understanding of what managers do, how and why organizations are structured differently, and some of the implications of these differences. The course will discuss methods that are used extensively in business organisations. The course will have a focus on knowing (theory), doing (application) and being (self-reflection). This course is divided broadly into two parts: i) Principles of Management, and ii) Organizational Behavior. The course focuses on the management functions of planning, organizing, motivating, controlling, counselling & coaching etc. as well as leadership styles, team building, committee functioning etc. |
| Course 501 | Accounting for Managerial Decisions | 3 | The course aims to provide students with in-depth knowledge of the concepts, tools and techniques of accounting for managerial decisions and impart them with skills for strategic decision making, planning, and controlling process. This course is divided broadly into two parts: i) Financial Accounting, and ii) Cost & Management Accounting. Financial Accounting part broadly includes the basic equation of accounting, recording process, preparation of different financial statements and analysis of financial statements. Cost & Management Accounting part includes various cost concepts, variable costing vs. absorption costing, cost volume profit (CVP) analysis, budgeting techniques, variance analysis, segment reporting & performance analysis, transfer pricing, relevant cost & differential analysis in decision making etc. |
| Code | Course title | Credits | |
|---|---|---|---|
| H 501 | Managing Human Resources for Excellence | 3 | This course is designed to introduce the participants to some of the key ideas, issues and debates about management and managing others within an organization. This course deals with the management of human resources in an organization, viz, the basic functions of human resource management, sources of personnel, methods of selection, recruitment, developing and motivating the workforce, procedures of primary record-keeping, compensation, salary and wage administration, promotion, training appraisal, health and safety, moral discipline, employee benefits etc. |
| F 501 | Financial Theory and Practice | 3 | This course covers the basic principles of financial management. This course introduces a set of concepts and analytical techniques required by a financial manager with special emphasis on capital budgeting and financing decision making. Topics covered include the time value of money concept, valuation of principal financial instruments, capital budgeting decisions, measurement of risk and return, short-term financial planning, working capital management, financing decisions and calculation of the cost of capital etc. The primary goal of finance is to maximize shareholders’ wealth. This course helps students understand how the financial manager of an organization can achieve such a goal. This course also relates these theories to real-life examples and cases |
| P 501 | Managing Operations and Supply Chain | 3 | This course is an introduction to the concepts, principles, problems, and practices of operations and supply chain management. Emphasis is on managerial processes for effective operations in both goods-producing and service-rendering organizations. Topics include operations strategy, process design, capacity planning, facilities location and design, forecasting, production scheduling, inventory control, quality assurance, and project management. This course also examines the role of logistics in the supply chain within a focal firm as well as between organizations linked within a given supply network. Topics cover issues such as terms of logistics, distribution and transportation alternatives, the connection between logistics and marketing, the estimation of value and costs in logistics, sourcing and supply management, supply chain planning and control strategies and future challenges and opportunities in logistics. This course also surveys research models for operations and techniques developed for a variety of problems that arise in the logistical planning of production systems. |
| M 501 | Marketing Theory and Practice | 3 | This course is designed to guide students through the fundamental concepts of marketing, and how they are applied in practice. In particular, it aims to provide students with theoretical and practical knowledge of fundamental marketing theories, concepts and analytical tools. It also explores the central tasks of marketing management and introduces students to key marketing tools, such as the elements of the marketing mix. Furthermore, it also provides an insight into the interrelationship between marketing and other disciplines. The course will provide students with an overview of marketing, emphasizing customer satisfaction and value; product, price, promotion, place, people and physical evidence of quality; consumer behaviour; marketing research; segmentation-targeting-positioning; ethical, global, and social issues. The module makes use of case studies to explore fundamental, analytical marketing tools and their application to the marketing decision-making process. |
| Code | Course title | Credits | |
|---|---|---|---|
| E 501 | Managerial Economics | 3 | The course will teach students the application of economic theory to managerial decision-making problems. Students are expected to develop an understanding of decision-making under uncertainty, attitudes towards risk and the value of information. This course is divided broadly into two parts: i) Micro Economics, and ii) Macro Economics. Topics to be covered include (but are not limited to) an overview of managerial economics; demand & supply; costs of production & the organization of the firm; market structure, pricing & output decisions; game theory & pricing strategies; the role of government in the marketplace, GDP & GNP calculation methods, monetary policy and fiscal policies etc. The emphasis of this course is on the use of economic reasoning to solve actual business decision problems. |
| F 601 | Corporate Finance | 3 | This course covers advanced theoretical and applied issues in financial management. This course provides a rigorous analytical approach for managerial decision making to enhance the firm’s long-term value. This course extensively utilises case materials related to valuations of start-ups, investment decisions, financial restructuring, mergers and acquisitions, and private equity/leveraged buyouts – to understand the real-world applications of corporate finance. Firms’ policies related to capital structure and dividend payment will also be covered in this course. This course aims to provide cutting edge knowledge in the frontiers of finance using the latest pedagogy to develop brilliant finance minds. By the end of the course, students will be comfortable working with theoretical models of corporate finance and be able to apply these tools to perform financial analysis in real-life situations. |
| W 602 | Leadership and Change Management | 3 | This course is designed to help the students gain personal insights into leadership styles and learn the tools and techniques required to become an inspiring leader. It is meant for those who wish to better understand and further develop their potential and inclination to lead others. The course is based on the premise that leadership is not a genetic inheritance. It’s a skill to acquire and master. This course will provide students with a framework for that skill and an outline for that journey. This course will help the students hone some of the essential self-reflective skills they need in order to give form and substance to such a vision. |
| F 602 | Investment and Portfolio Analysis | 3 | The objective of the course is to help students understand the investment setting, appreciate the available investment vehicles, analyze securities for investment, create and manage portfolios and evaluate portfolio performance. The course content includes investment environment, investment management processes, security analysis techniques, and theories of portfolio formation, investment strategies, and portfolio management and performance evaluation techniques. Discussion about the behavioural aspects of investment decision-making and prospects of investing in options and other derivatives will also be covered. |
| M 602 | Brand Strategy | 3 | In this course, students examine how a favorable brand and memorable brand experiences can influence a firm’s ability to withstand competitive pressures and thrive in dynamic market conditions. They will study brand management from the consumer perspective to highlight the importance of customer perceptions in bringing brands to life and the role of brand knowledge in building brand equity. Students will become acquainted with cutting-edge frameworks, concepts and tools that have been adopted across industries and around the globe to build lucrative brand franchises. Additionally, students will consider the role of marketing communication vehicles and platforms in effective brand management. |
| W 650 | Business Strategy in a Competitive Environment | 3 | The course will introduce concepts and frameworks that are rooted in the theory of strategy and management, which have proved valuable in practice. This course includes a study of strategic planning including mission statement development, analysis of the external environment and internal organizational factors, development of strategic alternatives, selection of appropriate alternatives, implementation of strategies, and competitive strategies and dynamics. Special emphases are given to the environment analysis (SWOT, PESTEL, Five Forces model etc.) of a business, integration, coordination & feasibility of the functional areas (finical, marketing etc.) of the enterprise. The course will also discuss what managers often describe as their greatest challenge–implementing the strategy. It will focus on the thinking, skills and actions required of managers for the development, communication and implementation of strategic organizational choices towards organizational success. The case method will be used to provide practical experience in analysis and decision-making in the solution of business problems. |