An executive MBA program designed for professionals looking to enhance their career through an applied academic and strategic-focused learning experience.
Outcome Rate of RIT Graduates
Median First-Year Salary of RIT Graduates
The Princeton Review, U.S. News & World Report, and Poets&Quants rank RIT's executive MBA among the best nationally.
A 15-month, 4-semester program that begins in August and finishes in November of the following year.
The executive MBA is a cohort-based program, where all students enter the program at the same time and move through the courses with their initial cohort.
All students are required to attend the international seminar, which is an 8-to-10 day business and cultural educational trip near the end of the program.
RIT's executive MBA is a challenging program designed to accelerate the careers of experienced, high-performing professionals with six or more years of business experience. It is ideal for creative, innovative individuals with established careers who are looking for proven and effective methods and strategies to propel them further up the career ladder or transition into a new field.
RIT's Executive MBA: An Applied Academic and Strategic-Focused Experience
We know you want more than a simple transfer of business and management theory and concepts. You want a high level of engagement with faculty and especially with your peers. The opportunity to discuss, argue, compete, and collaborate with other seasoned managers on strategic and topical issues and projects is an essential feature of a strong executive MBA program, and of one that has direct and immediate applicability to your professional development. RIT's executive MBA program is designed to deliver these highly sought-after experiences.
In the executive MBA program, you will master executive skills such as strategic and cross-functional thinking, utilizing data to drive decision making, client consulting, and leadership. You will learn from knowledgeable and professional instructors and from the motivated and diverse peer group enrolled in the program. The executive MBA program encourages analytical thinking and problem solving and places a strong emphasis on collaboration and group interaction.
Executive MBA Courses
The curriculum in RIT's executive MBA program focuses on core business concepts that provide fundamental skills, knowledge, and perspectives in accounting, statistics, leadership, finance, negotiations, and economics. The program develops skills in cross-functional analysis with an emphasis on strategy, marketing, technology, and international business. Interdisciplinary examples, case analyses, and an applied orientation are key components of the program. The program's 24 courses are evenly distributed across the four semesters, with some modification over the shorter summer semester. Classes are held on alternate Friday and Saturdays from 7:30 a.m. to 4:30 p.m. In addition, all students attend a three-day orientation at the start of the program and a seven-to-10-day international study trip in their last semester. There is one online course each semester. The program takes advantage of local and regional relationships with area businesses, and students have the opportunity to tour various businesses and interact with company leaders during the program, especially during the Executive Leadership course.
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Reuben Zielinski ’85 (electrical engineering), ’96 (EMBA) developed patented vacuum drying technology that removes moisture from electronic devices including cell phones, tablets, and hearing devices....
Business Administration - Executive MBA degree, typical course sequence
Sem. Cr. Hrs.
Team Building and Ethics
During this one-week course, students will understand how to motivate and lead teams as well as how to support the leadership of others. Students will undertake a critical evaluation of the ethical responsibilities of managers and corporations. Each incoming student joins a study group of around four or five students selected for diversity of skills and experience. This course also serves as a general orientation for incoming EMBA students. Lecture 1 (Summer).
Accounting and Organizational Goals
This course provides an understanding of how accounting helps organizations achieve their goals. Special emphasis is given to the resolution of controversial accounting issues within the context of a firm's goals. Topics include standards and practices of financial reporting, financial statements, inventories, long-term assets, bonds and other liabilities, and stockholders' equity. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 2 (Fall).
Managerial Accounting emphasizes identifying and applying the techniques used by managerial accountants to measure the cost of goods and services produced by the firm. The course focuses on understanding how managerial accounting is used to help organizations achieve their goals. (Prerequisites: ACCT-801 or equivalent course.) Lecture 2 (Fall).
Statistical Analysis for Managers
This course introduces concepts for interpreting and analyzing data as a tool for assisting managers in making complex business decisions. Topics to be covered include: review of descriptive statistics, normal distribution, sampling distributions, estimation, test of hypothesis for single and two populations, linear regression, multiple regression and model building. The application of appropriate statistical tools will be required. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 2 (Fall).
Systems Support for Operations
This course focuses on the application of information technology to gain greater efficiency and effectiveness from operational and managerial processes and systems. The conceptual foundations of operations, supply chain management and information technology are surveyed and contemporary approaches analyzed from a managerial perspective. Lecture 2 (Summer).
Teams of students manage a company in a computer simulated oligopoly industry, competing against companies managed by other student teams. The overall purpose of the Business Simulation course is to: enhance the participant's ability to make effective business decisions; encourage cross-functional thinking; foster strategic and systems thinking; and enhance team building and reinforce continuous improvement opportunities. (Prerequisites: MGMT-818 and FINC-845 or equivalent courses.) Lecture 2 (Summer).
Microeconomics & Pricing
This course introduces microeconomic concepts and how they can be employed to examine business decisions such as pricing under conditions of uncertainty. Models and applications are employed that describe the efficient allocation of resources within a firm. Topics include supply and demand, consumer behavior, production, cost and pricing. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 2 (Fall).
Valuation and Capital Budgeting
The course introduces financial concepts of risk, return and valuation. The main application studied in this course, Capital Budgeting, arises in the corporate setting where managers allocate scarce resources to projects. Basic issues of capital budgeting covered include cash flow estimation and valuation techniques. Advanced issues include sensitivity analysis and the consideration of real options. (Prerequisites: ACCT-802 or equivalent course. Corequisites: DECS-810 or equivalent course.) Lecture 2 (Spring).
Financial Planning and Analysis
This is the second-part of a two-course corporate finance sequence for EMBA students. The overall theme is one of strategic control of corporate assets and liabilities. The five topics covered in this course are: (a) long-term financial planning, corporate financing and cost of capital (b) short-term financial planning and the analysis of short-term assets and liabilities (c) risk management and the corporate use of derivatives (d) the analysis of international activities (e) corporate control activities. Three topics are explored in depth: short-term financial management, capital structure and dividend policy, and risk and hedging. Short-term financial management includes the topics of credit analysis, financial forecasting and planning, working capital management and cash flow management. (Prerequisites: FINC-845 or equivalent course.) Lecture 2 (Spring).
Leadership Development I
This course builds on the assessment activities that are part of course MGMT-806. Each student participates in a 360-degree leadership assessment process. Based on this formal review, personal development plans are created and serve as dynamic documentation of individual professional progress. Students arrange individual counseling sessions with a leadership coach. Students then take action on the feedback received in order to develop self awareness. (Corequisite: MGMT-806 or equivalent course) Lecture 1 (Summer).
Leadership Development II
This course is a continuation of MGMT-800. Leadership Development II requires student to explore and expand their potential as leaders. Through self and peer assessment, one-on-one coaching, career counseling, and written assignments, students develop leadership goals and create a plan to realize those goals. Students arrange individual counseling sessions with a leadership coach. (Prerequisites: MGMT-800 or equivalent course.) Lecture 1 (Fall).
This course focuses on the role of the general manager as a leader in an organization. The course addresses analytical and behavioral strategies and techniques for leadership by examining problem-solving models, personal values, and communications. The emphasis is on the interpersonal skills needs to express different leadership styles and behaviors. Cases, exercises, and class discussions will be used to examine and explore opportunities for managers to become more effective as leaders in modern organizations. (Prerequisites: MGMT-806 or equivalent course.) Lecture 2 (Fall).
Strategic Thinking I
The primary theme of this course is to examine how firms can achieve superior financial performance through the establishment of a sustainable competitive advantage at the business level. Contemporary theories of strategic management will be discussed and critically examined for their relevance to the problems facing many of today's managers. Topics include analysis of industry attractiveness, value-chain analysis, core competencies, and business-level strategies. (Prerequisites: ESCB-840 and FINC-845 or equivalent courses.) Lecture 2 (Spring).
Strategic Thinking II
This course covers corporate-level strategy and strategy implementation. The focus of the course is on the strategy of the firm as a whole, and the interrelations between different divisions. Topics will include related and unrelated diversification, and the various means of engaging in diversification, mergers and acquisitions, joint ventures, and strategic alliances. Contemporary theories of strategic management will be discussed and critically examined for their relevance to the problems facing many of today's managers. (Prerequisites: MGMT-818 or equivalent course.) Lecture 2 (Spring).
Negotiations and Decision-making
This course is designed to teach the art and science of negotiation so that one can negotiate successfully in a variety of settings, in day-to-day experiences and, especially, within the broad spectrum of negotiation problems faced by managers and other professionals. Individual class sessions will explore the many ways that people think about and practice negotiations skills and strategies in a variety of contexts. Special emphasis will be on decision-making biases that are often inherent in any negotiation setting and compromise the quality of negotiated agreements. Lecture 2 (Fall, Spring).
Managing Technology, Innovation and Research
This course deals with the responsibilities and challenges faced by managers responsible for research and innovation within high- technology firms. Topics will include: the critical role of innovation, internal technology assessments, technology transfer, the selection and management of R&D projects, and the identification of and management of disruptive technologies and business models. Particular attention will be given to overcoming systemic barriers to innovation. (Prerequisites: MGMT-818 or equivalent course.) Lecture 2 (Summer).
Capstone Consulting Project I
Teams of students analyze specific operational problems or improvement opportunities in client organizations. Under the guidance of a faculty supervisor, teams identify relevant issues, collect data, develop alternatives and make recommendations to the client. The project, a two-course equivalent, is the capstone experience of the Executive MBA program. (Prerequisites: MGMT-818 and FINC-846 and MKTG-851 or equivalent courses.) Lecture 3 (Summer).
A general management perspective on the critical impact of marketing in organizations. Topics include an overview of the marketing process, market research, segmentation, and target markets. The focus is on the process of creating, communicating, and delivering customer value through the marketing mix. The course is structured around the managerially controllable elements of product, price, promotion and distribution, plus the interrelationships of these elements. (Pre or Corequisites: MGMT-818 or equivalent course.) Lecture 2 (Spring).
Managing New Product Commercialization
This course emphasizes the marketing and product strategy activities required to create, develop, and launch successful new products. Topics covered include identifying the market opportunity for new products, defining the product strategy, understanding customer requirements, developing and updating the product business plan, marketing's role in the product development process, developing the marketing plan for launching new products, and managing the product life cycle. Best practices in activities required for successful new product commercialization are reviewed. (Prerequisites: MKTG-851 or equivalent course.) Lecture 2 (Summer).
This course examines how the international environment affects the practice of corporate finance by using a combination of theory and cases. Topics include an examination of the international environment the firm operates in, international investment, exchange rates and the management of risks arising from shifting exchange rates, and the problems of short and long-term asset and liability management. (Prerequisites: FINC-846 or equivalent course.) Lecture 2 (Fall).
The primary objective of the course is to examine the strategies, concepts, theories, and practices associated with conducting international business. It seeks to develop practical and theoretical problem solving skills needed in the global business environment. (This class is restricted to degree-seeking graduate students or those with permission from instructor.) Lecture 2 (Fall).
International Study Seminar
This international study tour is an integral part of semester long focus on the strategic and operational issues facing organizations in a global competitive environment. Students will engage in lectures, plant visits, and interviews with international corporate managers. Students will apply the insights gained from their previous and concurrent coursework. This seminar offers students an inside view of individual companies and industries, and some of the broader economic, political, social, and cultural factors that influence business opportunities and practices in a particular region of the world. (Corequisites: INTB-820 or equivalent course.) Lecture 2 (Fall).
Executive Leadership Series
The course explores leadership topics in depth with an emphasis on current management and leadership issues. During each class a community leader guest lectures on topics of leadership. Past speakers have included senior-level executives from local industry, government, and not-for-profit organizations. (Prerequisites: MGMT-810 or equivalent course.) Lecture 2 (Fall).
Capstone Consulting Project II
This course is a continuation of MGMT-889. Teams of students analyze specific operational problems or improvement opportunities in client organizations. Under the guidance of a faculty supervisor, teams identify relevant issues, collect data, develop alternatives and make recommendations to the client. The project, a two-course equivalent, is the capstone experience of the Executive MBA program. (Prerequisites: MGMT-889 or equivalent course.) Lecture 3 (Fall).
Total Semester Credit Hours
To be considered for admission to the executive MBA program, candidates must fulfill the following requirements:
Have at least six years of professional work experience.
Participate in an interview with a representative of the executive MBA team.
International applicants whose native language is not English must submit official test scores from the TOEFL, IELTS, or PTE. Students below the minimum requirement may be considered for conditional admission. Refer to Graduate Admission Deadlines and Requirements for additional information on English requirements. International applicants may be considered for an English test requirement waiver. Refer to Additional Requirements for International Applicants to review waiver eligibility.
Employers sponsoring students must permit candidates to attend scheduled classes, the orientation program, and the international trip, which takes place in the student’s final semester. Business owners or individuals may sponsor themselves.
Saunders College of Business celebrated the expansion and renovation of Max Lowenthal Hall with a ceremonial groundbreaking Aug. 31. RIT President David Munson and Saunders College Dean Jacqueline Mozrall were joined by donors E. Philip Saunders, Susan Riedman Holliday, Chance Wright, Brigitte Gueldenpfennig, and Dinah Gueldenpfennig Weisberg during the college’s annual welcome picnic.
Saunders College of Business has been awarded a grant of up to $500,000 to establish an online life sciences Executive MBA entrepreneurship program. The new degree will be formed in partnership with RIT’s Kate Gleason College of Engineering, College of Science, and Golisano College of Computing and Information Sciences.
In an unprecedented decision, Saunders College of Business is now accepting applications for fall 2020 graduate education without standardized tests, including Graduate Management Admission Test (GMAT) and Graduate Record Examinations (GRE). The decision was made to benefit graduate school applicants facing uncertainty created by COVID-19 and the closure of standardized testing centers.