As a student in the UK-UofL Executive MBA, you will be immersed in a cohort-based program where you'll study and collaborate with other executives from businesses from across Kentucky and the region. The joint UK-UofL EMBA program will take you through 46 credit hours in 20 months:

Accounting (4 Hours)

The goal of this course is to introduce you to the fundamental concepts of financial accounting. The focus of this course will be on training you to be a knowledgeable consumer of accounting information, rather than a producer of such information. In particular, the emphasis will be on the uses and limitations of financial accounting information.
This course focuses on strategic cost management (SCM), the primary purpose of which is to support better business cost and profit decision-making at all levels of the firm. This course explores the strategic use of cost information and reporting. We will use these three key tools of strategic cost management— value chain analysis (external firm environment), strategic positioning analysis, and cost driver analysis—to demonstrate how these cost elements when linked to the firm’s product market strategy lead to a sustainable competitive advantage for firms and increased firm performance. This framework provides concepts to help understand the interactions among business challenges, opportunities, and information technology. The analyses of SCM practices of leading firms (guided by instruction) will be used to illustrate effective cost management tools.

Economics (4 Hours)

In this course students will examine the basic economic concepts of supply and demand, elasticity, and the horizontal and vertical boundaries of the firm. We will also examine market structure, competition, commitment and pricing strategies. All of these tools will then be used to understand the economics behind Porter’s five forces. Emphasis will be placed on how these concepts are applicable to the students’ work environments.
In this course we will apply economic theory to managerial decision making and analysis. We will employ many of the traditional tools of microeconomics and see how they can be used to evaluate practical business problems. We will study markets and market structure, competitive markets, monopoly and pricing with market power, and oligopoly, rivalry, and strategic behavior. We will pay particular attention to the strategy of firms in the marketplace.

Finance (4 Hours)

This course will examine tools and concepts in financial management, focusing on the concerns and methods of analysis employed by corporate financial managers. Topics include ‘net present value’ mathematics, basic stock and bond valuation, capital budgeting decisions and project evaluation, the historical risk and return record, the use of asset pricing models to estimate the cost of capital, and pro-forma financial statement analysis to plan for future financing needs.
The course will present advanced tools and concepts in financial management. Topics will include capital budgeting, payout decisions, capital structure choice, risk management, and the role of behavioral economics in corporate finance.

Marketing (4 Hours)

This course overviews aspects of marketing strategy with specific focus on segmentation and positioning, consumer decision making biases, the role of emotion and emotional intelligence in decision making, marketer persuasion tactics, product strategy, and pricing strategy. Theories of behavior drawn from consumer research, psychology, economics, and other social sciences provide the necessary foundation for understanding these strategic marketing topics.
Some of a firm’s most valuable assets are the brands that it has invested in and developed over time. Although manufacturing processes can often be duplicated, strongly held beliefs and attitudes established in consumers’ minds about an offering cannot. This course provides students with insight into how profitable branding strategies can be created by addressing three important questions: (1) How do you build brand equity? (2) How can brand equity be measured? and (3) How do you capitalize on brand equity to expand your business? This course is intended for those interested in learning how brands are managed and employed as strategic firm assets. The course content therefore has relevance to those in virtually any type of organization (public or private, large or small, etc.) who are interested in managing firm value by increasing the value of brand assets.

Quantitative Methods (2 Hours)

This course will cover the fundamental topics and subject matter related to statistics up through multiple regression modeling. A strong emphasis will be placed on how to use statistics. This will be accomplished through student analysis of real world data sets.

Management (20 Hours)

This course is the initial module of the UK-UofL Executive MBA program. The purpose of the course is to provide a framework of competitive analysis and competitive advantage upon which functionally oriented courses in the program may build. The course provides an overall picture of the analysis, activities and decision-making situations facing a company’s top management team. The focus is on top management decisions relating to the external environment and internal issues. The course presents practical experience in recognizing what information is important, sifting it for relevance, and employing the knowledge for the competitive benefit of the firm.
Leadership occurs when individuals engage in counter-cultural actions that other people choose to follow because they are creating unique new possibilities in the world and others are following them in their creative efforts. The purpose of this class is to help students to begin to increase their capability to pursue creative action in their organizations and inspiring others to participate.
The course objective is to familiarize students with the key aspects and challenges of the global business environment. The course will review the main principles of international trade and investment; discuss the impact of global competition on the US economy and business. Students will be encouraged to conduct independent analyses of global markets, focusing on opportunities for US-based firms.
Business intelligence (BI) is an umbrella term that encompasses technology tools, architecture, and methodologies, which enable the collection, integration, analysis, and presentation of business information. The primary purpose of BI is to support better business decision-making at all levels in an organization. This course explores the strategic use of BI (and to some degree information technology in general) to support organizational goals and increase organizational performance. It provides concepts and frameworks to help understand the interactions among business challenges, opportunities, and information technology. It conveys an appreciation for the extraordinary scale and complexity of the information needed to manage effectively and demonstrates how decision models can serve to organize this information and provide tools for analyzing and improving the decision process.
The purpose of this course is to introduce students to the challenges and processes involved with operations management within the larger context of global supply chains.  This course provides an understanding of how critical operations management across firms becomes in achieving demand-supply integration (DSI). This course also provides an understanding of the end-to-end relationships between supply chain members, from inputs to delivery of product/services and the impact of demand and supply information flows across the supply chain in a global environment.
The primary emphasis in this course is to introduce students to entrepreneurial thinking and venture investing.  The focus on innovation and creativity will be beneficial whether students want to someday start a business, work in a high growth start-up or work entrepreneurially within an organization.  Lean start-up methodology, customer discovery and business model canvas will be introduced. 
How do you manage people effectively in organizations? The purpose of the course is to increase your effectiveness and skill in observing, understanding and managing behavior in organizations. It is a course in applied behavioral science that will selectively survey ideas and frameworks from the social sciences (psychology, social psychology, sociology) and explore their implications for management practice.
This course focuses on developing your negotiating skills and making you a more confident negotiator. By the conclusion of this course, you will have improved your ability to diagnose negotiation situations, strategize and plan upcoming negotiations, and engage in more fruitful negotiations, even in situations where you are dealing with difficult negotiation partners. Because negotiating agreements is as much art as science, learning in this course will take place mainly by doing experiential exercises, and research on negotiations will be used to supplement this learning. You will be placed into numerous realistic negotiation settings, and you will need to prepare for, participate in, and analyze your negotiations.

Special Topics (8 Hours) - Sample Special Topics

The purpose of this class is to provide you with a deeper understanding about how digital technologies (e.g. social media, artificial intelligence, blockchain, Internet-of-Things, Augmented and Virtual Reality) will change business and society over the next decade.
The nature of the course will be highly interactive. We will make use of social media tools (e.g. blogs, Twitter) to explore new ways of communicating and collaborating between the in-person sessions. We will not only discuss about how digital technologies are changing business, but we will also experiment with using these tools to experience how they can change the way people learn and work.
This course will present a detailed view of the process of mergers and acquisitions and will incorporate both Sellers’ and Buyers’ point of view. We will examine the motivations that underpin the decision to merge/acquire, as well as the financial, legal and social/organizational issues. We will make a detailed review of a typical merger agreement focusing on the important clauses for executives to understand. Finally, but by no means least, we will consider the challenges posed in integrating a newly acquired firm.
This is a course in analytics for executives. The objective is to introduce concepts of corporate analytics and the technologies and human skills which are needed to support those initiatives. Analytics has matured from a strategic advantage in business to a requirement for effective competition. Optimal pricing strategies, customer retention and acquisition, supply chain management, human resource acquisition and sales force management are just a few of the core business functions using analytics. The executive is not expected to know all the jargon of modern analytics but there are key concepts and translation abilities that can help executives communicate effectively when talking analytics and setting corporate objectives. This course is designed to provide students with the background on the technologies used in analytics (R, Python, SQL), analytical data management (Hadoop, Spark, data warehouses, cloud) and visualization technologies (Tableau, Qlik, D3.js) as well as the proper way to formulate analytics problems. We will also focus on the concept of “analytics products” in the context of industry disruption.
The course will explore the dimensions of the social and environmental responsibilities of business. Far from a course in philosophy, this course is grounded in the realities of the for-profit enterprise. We will explore the relationship between CSR and business performance, and how CSR can create value for a range of stakeholder and, subsequently, the firm.

“The level of experience of the students is valuable in my class because I use a lot of experiential techniques. Having a rich discussion alongside simulations, for example, ensures that the experiential component of the class material is taken from a theoretical place to one that can be applied back at the office on Monday morning.”

Dr. John Peloza
University of Kentucky