Two-year, part-time Global Executive MBA (Master of Business Administration) Program. The Executive MBA provides performance-oriented executives an intensive and challenging continuing education opportunity with a strong international focus.
Every day, globalization and liberalization change the competitive conditions of markets. As a result, companies are constantly exposed to pressure and change. So, they seek competitive advantage and the chance to contribute to ever-changing, international markets. It is, therefore, strategically important for companies and their employees to update their knowledge regularly, develop themselves and be proactive. Professional and continuing education have to help companies meet these challenges.
The two-year, part-time Global Executive MBA provides performance-oriented executives an intensive and challenging continuing education opportunity with a strong international focus. The program, developed in collaboration with international partner universities, combines management approaches from different parts of the world with the integrated, methodical St. Gallen management approach.
The MBA program provides participants an opportunity to:
To meet the highest demands of professionalism and internationality, professors and docents of the SGMI St. Gallen Management Institute and its partner universities combine the most recent scientific findings with practically relevant management knowledge. The faculty is made up exclusively of highly qualified docents with academic and professional credentials.
The Global Executive MBA degree is awarded after:
The collaboration of SGMI with international partner universities ensures official recognition of the degree in all vital economic regions around the globe such as the European Union, USA, Switzerland and the members of the Commonwealth.
At the core of the Executive MBA Program are demanding, high quality distance learning modules in English:
This course is focused on international business strategy in the changing global economy. The participants of international business and the current global business environment are analysed. Trade, government intervention, competitiveness, national policy, and emerging markets are related to international business strategy. National business environment and policies are analysed with emphasis placed on international business strategy, economic integration and globalisation. Key aspects of doing business overseas including multinational corporation activities are reviewed, emphasising international business strategy in action. Participants will develop a broad vision of international business and its likely future challenges as well as practical skills in strategic analysis.
This course allows participants to identify and articulate the strategic issues that organisations are confronting. They will be able to draw upon some of the critical concepts, techniques and information in order to develop informative and comprehensive responses to some of the key questions encountered in the strategic management of an organisation. This course provides a framework for analysis and integration by focusing attention on the development of an organisation’s strategic directions, strategic capabilities and internal and external dynamics.
This course aims to inform students of the nature of marketing as seen from a management perspective in the context of today’s rapidly changing environment. The course will stress an empirical approach, questioning the existing theory and providing new insights into the marketing process through critical reading and research. Once students have mastered the basics, they will be expected to use this information in problem-solving via a case study approach, both simulated and real-world. The essential roles of the marketing mix, marketing planning, implementation and control will be stressed, with emphasis on marketing strategy in response to rapidly changing environmental factors.
This course provides an advanced study of the contextual, organisational and managerial issues associated with the management of firms across national and cultural boundaries for global competitiveness. The focus is on the strategic management issues of international or global management. The themes examine multinational management in a changing world, national cultures; the institutional context of multinational management; strategic management and sustainability in the multinational company; international cooperative alliances; international human resource management and international negotiation, ethics and cross-cultural communication. It expands a few of your international management competencies, challenges you to gain an insight into the management of international fi rms and assists you to anticipate fulfilling a managerial role in a multinational company.
Accounting and finance knowledge is crucial in effectively managing organisations. This course aims to provide an understanding of accounting and fi nance tools and concepts that would give you confidence in using financial information when making decisions, in searching for financial information and in questioning financial information provided. Covered will be the use and interpretation of financial reports and budgets to help plan, control and evaluate in today’s business environment. The exploration of the consequent political and behavioural effects of the use of accounting and finance in organisations will also be covered and this will help develop your understanding of accounting and fi nance in practice.
This course will provide managers, potential managers and decision makers with sufficient economic understanding and analytical tools to effectively assist them in decision making in their workplace. These decisions relate to how organisations can best use scarce resources against the backdrop of the economic environment in which firms operate. Economics is a broad discipline, so in this course we will concentrate on topics that mainly affect managers and decision makers. Most of the topics will be discussed with numerous examples and case studies to show how to apply these in real world scenario. The course has a microeconomic component and a macroeconomic component. The microeconomics component examines the decision-making activities of individual consumers and firms as well as groups of consumers and firms called markets. The macroeconomics component of the course explains the behaviour and management of collections of markets known as an economy.
All participants undertaking graduate studies in Business need to appreciate and understand the nature of organisational behaviour. They should also be able to articulate behavioural issues in business situations. This course provides a framework in which students are exposed to a range of theories and experiences within the field of organisational behaviour which will allow them to further develop insights, attitudes and skills to a level consistent with the expectations for senior management. The course aims to provide an understanding of the behaviour of people at work. It analyses behaviour at the individual, group and organisational levels. Managers must understand the complex interactions that infl uence the effectiveness of different management strategies and organisational structures under different environmental and technological conditions. As well as reviewing the current theories and research in the area, the course uses case studies to examine the implications for practising managers.
The course starts with a typical introductory perspective which assists you to understand the nature of change, some meta-models of change and consider change complexities and drivers of change. It considers how to manage change and provides some guiding principles for change and how to resolve some of the dilemmas of change. The fi rst section ends with a consideration on designing organisations and the internationalism of change. The course then moves on to the key area of diagnosis and interventions and provides information on the processes involved and details information on such interventions as self-designing organisation, the learning organisation, interventions for people and process, interventions for strategy and structure and closes with diagnosis and interventions for organisational transformation and change in unpredictable environments. The last module considers issues in managing organisational change, including change paths, key factors in managing change, processes that humans undergo, the differences between hard and soft interventions and their impact. The course ends with a consideration of change in a global setting.
The fundamental role of business is to benefi t society through the provision of value-adding products and services. Unfortunately, we are becoming increasingly aware of business activities that not only fail to benefit society, but cause it enormous harm. Whilst some harmful activities are intentional, many aren’t, but are the consequence of unforeseen outcomes. Studying ethics can never make deliberately malicious people behave better, but it can help the well-intentioned make decisions that are less harmful to society. We adopt an optimistic perspective, arguing that by and large, people are fundamentally well-intentioned and do their best with the knowledge they have, and when they know “better”, they do better. This course is about helping people know better by raising their moral imagination so they can consider a variety of possibilities of moral consequences to their decisions and develop the ability to imagine a wide range of possible issues, consequences and solutions. This challenging study fi rst introduces participants to various ethical frameworks, which it then applies to various business contexts, enabling them to better understand the complexity of ethical decision-making in today’s global business environment.
The course examines the following: (1) an overview of the nature of projects and how they differ from ongoing business activities; (2) the importance of systems theory to the effective management of projects including the gateways between phases of the project life cycle; (3) the significance of initiating projects effectively so there is consensus between key stakeholders; (4) the value of comprehensive planning for achieving project objectives with minimal disruptions within each stage of the project; (5) the utilisation of quantitative and qualitative tools that have been developed to assist managers achieve project success based on defi ned criteria; (6) incorporation of established guidelines for managing risk and achieving the optimal quality for both project deliverables and the processes by which they are delivered; (7) the soft skills expected of contemporary project managers in creating appropriate organisational structures, and leading highly effective teams; (8) systems that can be incorporated to monitor progress against pre-defined targets and to trigger corrective actions; (9) the importance of focusing project resources to ensure completion of all project objectives and deliverables; and (10) the ethical and governance frameworks within which project managers are expected to operate so that the objectives of key stakeholders are not compromised through inequitable behaviours.
This course provides participants with an in-depth understanding of how information systems are used to support the organisation’s business processes, provide an edge over its competitors, and facilitate the decision-making of its managers and staff. The strategic implications of information systems will be considered along with the development and implementation of various types of information systems, and their underlying technologies. In addition, the strategy, responsibilities and policies concerning investments in information systems will be addressed. Prevailing issues in information systems, such as green IT, ethical and social challenges, change management and information security, will also be examined.
This course examines the impact of law on the enterprises that conduct international business and on particular transactions entered into by such enterprises. The law concerning the formation and other aspects of international sales contracts pursuant to the CISG as well as the law relating to the international transport of goods by sea and international payments (documentary credits) will be examined. The course will also explore selected legal aspects of the World Trade Organisation and one particular regional grouping (namely the European Union). In addition, a study will be made of the law concerning some of the methods by which private international legal disputes are resolved.
All distance-learning modules finish with assignments and/or a written exam.
The distance-learning modules are complemented with related seminars that provide insights into the integrated St. Gallen management approach and practical training for implementation. Provided in English or German, the Seminars embed the lessons learned in the distance learning modules:
The Global Executive MBA-Program concludes with the 5-day seminar "Business Development and Global Management" in English, which is optionally offered in the United States or China. This seminar provides best-practice approaches: participants get the opportunity to practically apply their knowledge by analyzing several companies and working on real case studies.