Executive master’s programs are an excellent investment in your career — but few emphasize technology and data like the Executive MBA at Stevens.
Like most EMBA programs, Stevens offers a careful work-life balance for aspiring leaders, with courses meeting on alternating Saturdays. And you move through the program with the same group of professionals, giving you an incredibly powerful network and enriching classroom discussions with perspectives from a variety of industries.
The Stevens EMBA, though, recognizes that executive-level courses must offer a strong technology perspective to be relevant in a fast-changing world. Here, courses in marketing, finance, strategy and operations emphasize the use of analytical tools that are changing how decisions are made in these disciplines. Faculty teach you to approach problems like a nimble entrepreneur, and use emerging technologies to become an innovator who brings greater sophistication and efficiency to the enterprise.
For those who aspire to lead, it’s not enough to hire the right data scientists to support decision-making. You must be able to confidently challenge those conclusions, recommend new tools and get your hands dirty with the data in evaluating strategic opportunities.
An experienced network
The average Technology Management student has more than a decade of professional experience. You'll quickly learn to see your classmates as both peers and instructors, whose corporate experience will challenge your assumptions about technology and leadership while enriching class discussion.
High-level classroom discussion emphasizes the use of advanced techniques in meeting new, tech-driven challenges, so what you learn Saturday, you’ll use Monday. You’ll also apply what you’ve learned outside the classroom, with a leadership development retreat and a business immersion in a foreign country rounding out your experience.
The Executive MBA curriculum offers a high-level perspective on data-driven decision-making, strategic management, teaming and leadership, global business, and innovation and new product development. Classes are fast-paced and draw on both the professor's research and industry expertise, as well as the work insights you and your fellow students bring to the discussion. Courses are conversations, not lectures, with students encouraged to challenge the case studies with examples from their work and lively debate taking place as you learn about technology's potential to solve problems across disciplines.
The courses in this block are central to any MBA program. What sets these courses apart at Stevens is the technology emphasis of each class. These courses will show you how technology is a major driver of strategy across business disciplines. You'll discover your inner leader and cultivate your own leadership style as you learn to motivate teams and attack corporate missions with fearlessness — lessons you'll apply during a weekend leadership retreat at West Point.
This course focuses on understanding the interplay of group, inter-group, and organizational factors on the performance of multifunctional teams in technology-based organizations. The course integrates theory and research on multifunctional teams with the skills necessary for effectively managing them. Topics covered include managing decision-making and conflict in multifunctional teams, managing the team’s boundary and inter-group relations, organizational designs that support working cross-functionally, and measuring and rewarding team performance. Cases are used to illustrate the problems of working cross-functionally. Individuals are given feedback on their team management skills.
This course introduces managers to the essence of business economics — the theories, concepts and ideas that form the economist’s tool kit encompassing both the microeconomic and macroeconomic environments. Microeconomic topics include demand and supply, elasticity, consumer choice, production, cost, profit maximization, market structure, and game theory while the Macroeconomic topics will be GDP, inflation, unemployment, aggregate demand, aggregate supply, fiscal and monetary policies. In addition the basic concepts in international trade and finance will be discussed.
This course focuses on the methodology involved in developing and writing an effective marketing plan. It covers how to obtain the information that is needed and how to write a rigorous marketing plan for a product or service. The course details the steps needed to perform a market opportunity analysis (MOA), and explores how to develop market-based strategies and tactics to capitalize on the identified opportunities.
This course presents concepts regarding the collection, processing and reporting of financial information in a technology-based business. Managerial accounting and cost accounting, and their uses and limitations, will be discussed. Use of financial statements, budgets, and cost estimates in management decision-making will be emphasized. The impact of the risk and uncertainty associated with financial decisions will be illustrated via case studies.
Financial manager’s functions; liquidity vs. profitability; financial planning; capital budgeting; management of long-term funds, money, and capital markets;, debt and equity; management of assets, cash, and accounts receivable; and inventory and fixed assets.
This course discusses the technology strategy process and develops skills, methodologies, and critical thinking in order to achieve technological competitive advantage. Subjects covered include technology life-cycles, type and characteristics of RD&E project portfolio selection, and an overview of successful development strategies. Case studies will be used to build competence and confidence in the concepts.
Courses in the strategy block will push you to think critically about how the organization functions, which will help you discover value in unexpected places throughout the company — from business processes and supply chains to customer engagement and organizational design.
This course deals with the theory and methods associated with design thinking, a problem-solving protocol that spurs innovation and solves complex problems. Design thinking involves a unique form of inquiry which goes well beyond product and service design. Students will develop an appreciation for design and develop skills for studying design systems. These concepts and methods have wide applicability as they can be used to design organizations of people, information structures, compensation systems as well as the entire consumer experience. Applying these approaches can often create entirely new systems that are more useful and usable. The logic of this approach can sometimes solve "wicked problems" which have defied previous solutions.
Advanced business concepts
From data mining and analytics to motivating diverse teams in order to accomplish enterprise-wide goals, these courses will cement your reputation as a take-charge decision-maker whose blend of leadership skills and technology-enabled creativity can be trusted to get the job done. You'll also visit a foreign country, where you'll meet executives at technology companies and better understand the challenges they face operating in new markets.
The field of Big Data is emerging as one of the transformative business processes of recent times. It utilizes classic techniques from business intelligence & analysis (BI&A), along with a new tools and processes to deal with the volume, velocity, and variety associate with big data. As they enter the workforce, a significant percentage of BIA students will be directly involved with big data as technologists, managers, or users. This course will build on their understanding of the basic concepts of BI&A to provide them with the background to succeed in the evolving data-centric world, not only from the point of view of the technologies required, but also in terms of management, governance, and organization. Students taking the course will be expected to have some background in areas such as multivariate statistics, data mining, data management, and programming.
Executives make decisions every day in the face of uncertainty. The objective of this course is to help students understand how decisions are made, why they are often less than optimal, and how decision-making can be improved. This course will contrast how managers do make decisions with how they should make decisions, by thinking about how “rational” decision makers should act, by conducting in-class exercises and examining empirical evidence of how individuals do act (often erroneously) in managerial situations. The course will include statistical tools for decision-making, as well as treatment of the psychological factors involved in making decisions.
Innovative organizations are led by people who relentlessly nurture creative collaborations. These leaders stimulate imagination, teach others how to turn imagination into creativity, and build group structures and processes to enable people to turn creative ideas into innovations that drive business results. This course builds individual awareness of creativity and collaboration skills while increasing the student’s capacity for both. It teaches the science behind techniques, tools, interpersonal skills, leadership skills, organizational strategies, and environmental designs that increase group effectiveness. The overall goal is to strengthen the student’s ability to lead others to address meaningful problems and possibilities wherever they may be found.
This course serves as a second semester sequence in corporate finance. Among the topics covered are: leverage on the balance sheet and weighted average cost of capital; bankruptcy, turnarounds, and recapitalizations; international currency hedging; stock options; private equity valuation; mergers and acquisitions; and the issuance of public and private securities.
This is a comprehensive course in global business and markets providing a broad, multidisciplinary understanding of global business. The theoretical context for engaging in international trade is established, with attention to the current economic and political environment. Then the business level rationale and techniques for initiating trade, as well as the functional area decisions that must be made, are discussed. Topics include: cultural differences; international trade; regional economic integration; international monetary system; entry strategies; strategic alliances; exporting and importing; global production and logistics; global marketing. Post-Cold War political and economic changes have opened up previously closed borders and have reduced barriers to trade. Concurrently, technological developments in communication, information and transportation technologies have enabled faster and better channels for doing business. This change to an outward looking orientation has resulted in an era of increased globalization. The impact of increasing international trade has provided access to new markets, greater interdependence and foreign competition on domestic turf. More firms, large and small, have become adept at selling across borders. Understanding the fundamentals of international trade prepares managers to grasp more aspects of a firm’s business initiatives. Many of the issues that a business encounters in the global context present difficult choices from and economic and profit point of view and also from a human and cultural point of view. The resolution of these issues rarely has a single right answer. The course material will evoke several of these ill-structured problems so students will have a chance to grapple with the complexities the problems present.
This is the capstone course for the program. It is designed to integrate the knowledge developed in the other courses via a business simulation in which teams of students compete in running their companies in a complex simulated environment. The course includes lectures and workshops that demonstrate theory and techniques of cross-functional decision-making in the management of technology. Individuals and teams will be observed and assessment feedback will be given.
The Stevens Executive MBA is only available on a part-time basis. It is best suited for working professionals who are able to take classes on the Stevens campus every other Saturday, and takes less than three years to complete.
Because of the weekends-only nature of the program, the EMBA is considered a part-time degree. Therefore, applications are accepted on a rolling basis. While students can start the program in the spring or summer semesters, it is strongly recommended that new students enroll in the fall, so as to be fully immersed in the program's unique cohort experience.
To be considered for the Executive MBA, you must have at least five years of professional work experience. This is required to keep up with the demanding nature of your coursework. In addition to work experience, your completed application must include the following.
Because of the extensive work experience required for admission to this program, GMAT or GRE scores are not required. If you have taken either exam, you are encouraged to report your score, but it is not a requirement.
All candidates to this program are required to submit GMAT or GRE scores with their application; part-time applicants with work experience may be eligible to waive this requirement. Only students with excellent test scores will be deemed a fit for the coursework. However, it's important to keep in mind that your test scores are only one feature of your application, and will be considered along with your other credentials. Please use the following reporting codes to submit test scores to Stevens:
International students also must include TOEFL or IELTS scores along with their applications.
Your application must include official transcripts from all universities you have attended, or in which you are currently enrolled. These records must show your name, the name of the university attended, enrollment dates, coursework completed and grades assigned. Your bachelor's degree must be in science, mathematics, computer science, engineering or a related discipline. Your degree also must come from an accredited institution, and you must have attained a B average, to be considered.
Given the highly technical nature of this degree, students are required to have completed one semester of calculus and one semester of basic probability, hypothesis testing and estimation prior to starting the program. Stevens offers noncredit courses for students needing to satisfy this requirement.
Work experience is not a requirement for this master's program. However, the admissions committee values applicants with at least one year of professional experience. You must include a résumé with your application that highlights:
Work and internship experience.
Stevens often invites master's candidates to interview prior to making an admissions decision. If you are selected for an interview after submitting your application, you will receive instructions via email.