Core Courses

There are 12 core courses, totalling 42 credit units. The programme also includes two Core Global Modules.

It usually takes 4 consecutive days to complete a GEMBA course. Due to the high intensity and considerable content, GEMBA courses demand a great deal of energy and attention from the participants. As a degree-offering Programme, the CEIBS GEMBA Programme offers essential theories, principles, tools and ideas in the field of management, delivered in a systematic way.

Normally, different courses tend to have different academic requirements and teaching styles, yet nearly every course demands that students prepare carefully, participate actively, communicate effectively with others in class, and reflect thoughtfully after the course concludes.

The 2017 Global EMBA course outline is described below or a simplified version is available here.

Opening Residency Module and Leadership Stream
The Opening Residency Module will be a 7-day module based on CEIBS Shanghai campus with a strong focus on the programme’s leadership stream and team-building.
The Leadership Stream has not been designed as an intellectual exercise - it has been designed to be a personal leadership journey - a developmental journey in which you build upon and integrate your past life experience, your current situation, and your future aspirations—using your deepening relationships with your colleagues and peers. The Leadership Stream invites you to engage actively in your personal leadership journey - the creative enterprise of discovering, articulating, and shaping your unique identity in order to help you to recognise and exercise your capacity to lead - responsibly - during your GEMBA and in your future personal and professional life.
Throughout the Leadership Stream you will have the opportunity to: (1) deepen your awareness of your motivations and of your unique leadership style; (2) practice your leadership skills; (3) develop your capacity to reflect on your experiences in groups and organisations; (4) deepen your understanding of overt, conscious as well as covert, unconscious dynamics occurring in groups and organisations; and, (5) prepare a more informed and integrated plan for your future career and personal and professional development.
Credit Units: 5

Financial Reporting
This course is designed to help students read and understand financial statements from an operation and strategic perspective. It helps students to review an organisation’s past performance and forecast its future performance. As most students are financial statement users (including insiders like managers and executives, and outsiders like investors and analysts) rather than producers, the course interprets the financial statements from the user’s perspective.
Credit Units: 3

Economic Analysis
This course introduces fundamental principles and analytical tools of economics for business analysis. It covers both micro and macro-economics. It discusses how the market operates, how business strategies are determined, and how optimal decisions are made on product, price and organization. The course covers demand and supply analysis, production and cost analysis, optimal operating decisions under different market structures, basic game theory and its applications.
It also provides an overview of macroeconomics and its policy implications. It will examine concepts such as GDP, GDP growth, inflation rates, unemployment rates, interest rates and exchange rates. It also evaluates policies such as fiscal policy, monetary policy and supply side policies. The emphasis will be on how to evaluate and predict the outcomes of policies as well as demand and supply shocks. This will be done by learning some simple tools and economic models.
Credit Units: 3

Organisational Behaviour
Organizations constitute a dominant influence in our lives. All of us are involved in organizations and we will spend the rest of our working lives in organizations. Thus, an understanding of how organizations function and how and why they behave in particular ways is a prerequisite to learning how to manage them and to change them in various circumstances. To be successful in an organizational world, you must know how people work in an organization. Working in an organization means having to work for other people, work with people, lead or supervise other people. Therefore, it is important that we understand why people in organizations behave the way they do. We will study organizational behavior topics at four levels in this course: the individual, the team, the interactions, and the organization.
Credit Units: 3

Marketing Management
This Marketing course will introduce students to the essentials of designing and delivering effective marketing strategies and plans: analyzing firms, markets and contexts in order to identify opportunities for value creation, making decisions about products, communications and channels in order to deliver value to customers, and setting prices in order to capture value for the firm and the other members of the channel. All of these decisions will be viewed from the perspective of building long run sources of competitive advantage.
The course will introduce the key marketing building blocks of Value Proposition, Segmentation, Targeting and Positioning, and then explores the challenges of developing effective marketing channels. In addition the course will introduce strategies and practices of setting prices, managing products and promotions. The module will also explore Customer Relation Management.
Credit Units: 3

Europe Module (Operations Management & Industry 4.0)
The Europe Module will take place over 5 days in two locations, Zurich and Barcelona, during which participants will combine classroom learning with company visits to develop an in-depth understanding of Operations Management and Industry 4.0.

Operations management is a central field in virtually every modern business organization, in the manufacturing as well as in the service sector. Not only is the acquisition of operational excellence a prerequisite for obtaining cost efficiency, it is also one of the sources of competitive advantage which is most difficult to imitate and, hence, most effective for the achievement of long-term profitability.
The concepts covered in the course are therefore relevant to organizations that operate in a wide range of sectors. Understanding the mechanisms that enable firms to achieve operational excellence is certainly a fundamental need for organizations that strive to improve their internal operations both in the manufacturing and in the service sector. However, it is also an essential competence for consulting companies that are called to analyse the processes of their clients as well as for many financial firms that often need to assess the value of a business based on the quality of its operations.
Credit Units: 4

Corporate Finance
The course aims to develop participants’ ability to understand and to explore key financial issues. At the completion of the course, participants should be able to:

  1. Apply financial theories and concepts to identify financial problems and
  2. Make effective use of financial tools and techniques to solve problems identified,
  3. Assess the impact of various financial decisions on corporate performance and
  4. Integrate financial decisions with corporate policies and strategies.
  5. Make rational capital budgeting decisions
  6. Describe and use different sources and types of financing, determine optimal capital structure and cost of capital

Credit Units: 3

Strategic Management
Why do some companies consistently perform better than others? Our focus is on identifying the key drivers of persistent superior performance in different industries and using that understanding to improve strategy formulation. This course will introduce tools and concepts that are useful for analyzing industry attractiveness, for assessing the extent to which a company has a sustainable competitive advantage, and for developing innovative strategies.
Credit Units: 3

Entrepreneurship
This course will prepare students to start and nurture new businesses but also to cultivate an innovative and entrepreneurial mindset, in order to create the growth engines that will provide sustainable growth opportunities to their existing organizations.
Students will develop an attitude, mindset, and skills that are crucial for becoming a creative business person.

Through cases and readings we will address questions such as:

  • what is a good business opportunity; where does it come from?
  • what is the difference between an idea and an opportunity?
  • what decisions/actions are required to convert an idea into an opportunity and an opportunity into a growing concern?
  • what are the critical challenges in starting a new venture?
  • what are business models and how do they influence growth?
  • what are the alternative sources of seed and early stage capital?
  • what are the central risks and uncertainties in entrepreneurship and what are some ways of managing them: economically, psychologically?
  • what is failure and how do you separate the failure of the venture from the failure of the individual? How do you fail intelligently in a venture, but succeed in your career and life?

Credit Units: 3

Strategic Managerial Accounting and Chinese Economy
This course provides managers with financial and non-financial information for business decision-making. Based on internal reports, managers can plan, control and evaluate the business. 
Credit Units: 3

Strategy Simulation & Capstone Project Defence
This course is the last module of CEIBS’ GEMBA Programme. It is an integration of all core courses. This business game engages students to apply international strategies and business practices and enables them to reflect on their strategic thinking.
Strategy Simulation Credit Units: 3
Capstone Project: 6

Exit Module & Graduation (Dubai)
Credit Units: 0