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Executive MBA

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Executive MBA Curriculum

The Executive MBA is a conceptual yet practical program leading to the Master of Business Administration degree. The curriculum covers the general business subjects required for the MBA degree; however, it is not restricted by traditional academic boundaries regarding credit hours and semesters. Instead, topics are presented in modules of varying lengths. Topics such as financial and managerial accounting and business policy are given more time and emphasis. Communication skills in listening, writing, and speaking are stressed initially in the program and are integrated throughout the curriculum.

Typical Schedule

 8:00 am - Class #1
10:00 am - Morning Break
10:15 am - Class #1 continued
12:00 pm - Lunch
 1:00 pm - Class #2
 3:00 pm - Afternoon Break
 3:15 pm - Class #2 continued
 5:00 pm - End of day

First Year

Financial Accounting Applications. [ACCY 505, Financial Accounting Concepts (2)]. The course assumes no previous background in accounting, but moves quickly through the fundamentals. The focus is on what accounting statements mean to the executive.

Managerial Concepts for Executives. [MGMT 505, Principles of Management (2)]. The course builds upon the student's managerial experience using a series of independent readings and papers. Students are required to evaluate alternative theories and discover the managerial approach appropriate for their current and future leadership positions.

Marketing Management. [MKTG 505, Graduate Survey of Marketing (2)]. No previous academic background in marketing is assumed, but the course quickly presents the principles. The focus is on the management of the marketing function.

Legal Issues Facing Managers. [MGMT 511, Legal Aspects of Business (2)]. No previous legal training is assumed, but the course quickly immerses students in the types of legal issues managers must face.

Economic Forecasting. [FINA 500, Survey of Business Economics (2)]. The course introduces basic economic principles used by corporate executives.

Financial Management. [FINA 505, Fundamentals of Financial Management (2)]. No previous academic background in finance is assumed. The focus is on financial principles, building upon the previous financial accounting course.

Operations Management. [OMIS 505, Principles of Operations Management (2)]. Issues and problems facing operations managers in the manufacturing and service environments are examined. Topics include product and capacity planning, quality and inventory management, and operations planning and control systems.

Global Business Issues. [MGMT 647, International Management (3)]. Identifying and understanding the cultural components of organizational and business dynamics present in global business enterprises.

Consulting Project. [UBUS 585, Business Consulting Project (3)]. Student will be provided with a real company and a real issue. The course is designed to provide students with the ability to apply their first-year EMBA education to a real project.


International Seminar [MGMT 601, International Study in Management (3)]. Students participate in a mandatory nine-day international study program. The trip is scheduled in May. The trip is structured to include a mix of company visits, government briefings, and/or university lectures delivered in the countries visited. This past May students traveled to Budapest Hungary and Vienna Austria. Company visits included GE Hungary, Pepsi Americas, The American Chamber, Greif Hungary, ITD Hungary, and the U.S. Embassy. The cost of the trip is included in the program fees.

Second Year

Human Resource Management. [MGMT 635, Managing Behavior in Organizations (3)]. The course examines motivation, teamwork, conflict, leadership, and other behavioral concepts that influence individual, group, and organizational effectiveness.

Operations Management. [OMIS 627, Operations Analysis (3)]. Analysis of the concepts, problems, and approaches to the solution of significant operations problems. Case analysis and quantitative solutions within a global competitive environment are presented.

Managerial Accounting Controls. [ACCY 630, Managerial Accounting Concepts (3)]. The course focuses on the firm's internal accounting reports and controls with an emphasis on budgeting and controlling operations.

Strategic Marketing. [MKTG 654, Marketing Management (3)]. In-depth analysis of the marketing plan of an organization. Requires several case analyses.

Information Systems Technology. [OMIS 640, Management of Information Systems Technology (3)]. Applications of information systems in strategic decision making and organizational leadership. Also application of management information as an organizational resource.

Financial Planning and Controls. [FINA 607, Financial Analysis (3)]. A case-oriented course that builds upon the principles of finance presented in the previous finance course. Requires several class presentations and written case analyses.

Overall Policy Analysis. [MGMT 672, Strategic Management and Policy (3)]. Capstone course focusing on issues of overall organizational goals, policies, and ethics.

Leadership for Executives. [MGMT 615, Managerial Leadership (3)]. Emphasis on the challenges and opportunities of effective leadership. Student has the opportunity to indentify individual leadership skills, as well as develop new skills and strategies.

Ethics Seminar. Students participate in active learning sessions regarding topics on ethical dilemmas and increasing one's awareness of ethical issues; co-taught by Pam Smith and Tim West.

Capstone Case Study. [MGMT 637. Entrepreneurship and Venture Management (3)] The Executive MBA Capstone Project is live case competition that uses a real company, a real business situation, and real people. Unlike other case studies that give students a hypothetical situation to evaluate; the NIU Capstone Project involves real-life applications.