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| Jiao Tong University MBA-C (Comprehensive Master of Business Administration) |
| Earn your valuable Jiao Tong University MBA-C Certificate
before the summer of 2009 Shanghai Jiao Tong University is one of China’s oldest universities, with a history of more than 110 years. It is one of the most influential academic institutions in China and many of China’s leading politicians, intellectuals, scientists and engineers have been educated at Jiao Tong University. Now you can gain the valuable MBA-C (Comprehensive Master of Business Administration) certificate right on your doorstep, at Jiao Tong University in central Shanghai, close to public transportation and subway system. The course aims at students who have completed their tertiary education and those who have gained experience by having been employed in Business, Industry, and Service Industries, Administration, Finance and Government Agencies. Foreign lecturers teach in the English language. The Professors and Lecturers are highly qualified foreign Experts in their respective subjects. The medium of instruction is in the English language and this increases the value of the Jiao Tong Universities’ MBA-C certificate substantially as the student, through being lectured in English by foreign professors, studies as if he/she is in a foreign country, gaining increased proficiency in business English and gaining valuable and useful English speaking business connections (guan xi) friends, in the process. Teacher’s assistants (TA’s) are on standby during every lecture, to assist with the translation of the lecturer’s notes and teaching aids. Certification Successful candidates can expect their certificates on or about mid July 2009. Half year course duration (1 Saturday per week) Courses are conducted during the weekends on, optionally, Saturdays (whole day) OR Sundays, from 9.00 am till 4.00 pm for about half a year (minus public holidays etc). The next Jiao Tong University MBA-C course commences on Saturday 7 March and will finish on 4 July 2009. Comprehensive curriculum The Jiao Tong Universities’ MBA-C study package trains and prepares the business student for a large variety of business situations and prepares the student for climbing the corporate ladder with increased rapidity with the aid of the course outline as featured below. Please click the particular course segment for comprehensive course syllabus. The course fee is 14,800 Rmb plus 2,000 RmbY for books, course materials etc. and can be remitted to us from any bank. You can also pay in person at the campus. The course fee must be paid at least 2 weeks before course commencement. Click this LINK for payment instructions. Booking fee A non refundable booking fee of 200 Yuan applies. FREE LUNCH, COFFEE & SNACKS A mouthwatering buffet lunch is provided, as are morning & afternoon coffee & tea (green and black) Car parking and location map Convenient car parking is usually available opposite the campus and around nearby roads. For location map in English and Chinese, click here. Disclaimer: The course syllabus and information as printed above is correct at the time of printing. However, the course content may be varied by individual lecturers who may add or subtract what they may regard as relevant as they see fit. OFFICIAL CURRICULUM: Managerial Leadership and Organizational behaviour back to top This component focuses on how managers can be effective leaders by addressing the human side of an enterprise. This course section examines the role of finance in supporting the functional areas of a company, and fosters an understanding of how financial decisions themselves can result in value creation. Topics covered include: Accounting is the primary channel for communicating information about the financial status of a business and this course segment renders a broad view of how accurate accounting methods will contribute to the prosperity of an organization. Companies engaged in commerce and finance across national borders, increasingly face political and economic pressure. In this module trends in international trade and investment are being dealt with. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting. The module teaches about the politics of the global economy and about how companies prosper by understanding those politics, or fail by misjudging them, as so many have done in 2008.. Understanding the politics of globalization is an absolute necessity for anyone at senior management level. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this module is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent. Syllabus outline Case studies about the foundations of the global economy and the role of companies within it. Discussions focus on the political and economic origins of our current era of globalization and how the rules that constrain and enable firms are changing. The Rules; focus on national policies that shape flows of goods and capital. Using a series of company-based case studies. national regulations, and the tools that firms have available for predicting, avoiding, or even employing the long arm of government policy, are highlighted. The International Financial Architecture and The Politics and Rules of International Trade, and analysis of institutions at the international level. Informal institutions are explored, such as the standards created by credit rating agencies and the norms promoted by social movements, and formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade. Information-based industries are among the fastest growing segment of international trade. But the trade they entail is new, and the product-information-- relies heavily on systems of contracts and property rights that vary widely across national borders. Firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services. Operations Management back to top This subject has been designed to develop the skills of the student and teach concepts needed to ensure the ongoing contribution of a firm's operations to its competitive position. It helps them to understand the complex processes underlying the development and manufacture of products as well as the creation and delivery of services. Typical curriculum items: This subject teachers the complex responsibilities facing business leaders today. Through cases about difficult managerial decisions, the course examines the legal, ethical, and economic responsibilities of corporate leaders. It also teaches students about management and governance systems leaders can use to promote responsible conduct by companies and their employees, and shows how personal values can play a critical role in effective leadership The Business Entrepreneur back to top This subject addresses the issues faced by managers who wish to turn opportunity into viable organizations that create value, and empowers students to develop their own approaches, guidelines, and skills for being entrepreneurial managers. The course teaches students how to: This section deals with the building, managing an enduring, successful companie or renewing the vitality of an existing organization and is of great value to future general managers, as well as those who will consult for or invest in operating companies. Course Content and Objectives Key jobs of the General Manager, who must integrate the marketing, product development, operations, strategic planning, financial, and human dimensions of the enterprise. Root causes of the challenges the general managers are likely to face and to develop action plans for resolving them. Case histories seek to answer some of the following questions; which are relevant to start-up companies as well as large, established ones. How can powerful competitors be beaten? How can products that better connect with customers be created? How should strategy be developed? Where to obtain funding for new growth initiatives? How can a valuable brand be launched and exploited? Corporate Financial Management This course section is to develop the theoretical and practical tools essential to the execution of a Corporate Financial Officer's (CFO's) job. As a consequence, the course is appropriate for students who intend to pursue a career in finance (e.g., in the finance area of a corporation, or servicing corporate clients in a financial institution, or as an analyst or portfolio manager), or to launch a senior general management career from a finance specialization. The section also serves students who want to develop analytical skills for evaluating strategic and investment decisions. The course's theme is how CFOs can create value through integrated financial, strategic, and operating decisions, especially after the 2008 financial meltdown. Students gain the knowledge and skills so critical for the CFO by evaluating investment decisions; proposing, assessing, and implementing financial decisions; and evaluating and managing risk. The course introduces advanced valuation techniques and stresses a rigorous understanding of what creates value and why. Although the course is focused on the responsibilities of the CFO and involves advanced analytic techniques, it adopts a general management perspective on the corporate finance function. Course Content The first module serves the dual purpose of reviewing fundamental finance principles and mechanics introduced in the heretofore Finance Courses and by introducing new developments, new valuation techniques - including equity cash flows, real option pricing, and cross-border valuation. The Liability and Risk Management module explores the objectives and methods of active risk management programs. The Project Finance section examines structuring and financing problems and opportunities associated with substantial free-standing projects. Throughout the course between a firm's financial decisions and its business strategies will be considered. Taxation in Business Income and wealth taxation, including key concepts and the policy considerations inherent in those concepts are being dealt with. The legal framework encountered at the outset. Holmes' Prediction Theory of the Law - to forecast likely outcomes and reverse engineer actual decisions to better appreciate the pros and cons of cautious and aggressive tax policies. To properly integrate tax factors with other business factors, information will be provided about selected areas of corporate, securities, property and trust law. Several rather sophisticated transactions will be analyzed in order to better understand the integration and weighing of tax considerations with other business considerations. This component focuses on developing negotiation skills and analysis. At its core are carefully structured negotiation exercises. Students learn: Dynamic strategies in a complex world explores multiple dimensions of negotiation. For example, case studies involving multi-party lawsuits and labor-management conflicts illustrate how negotiators must adapt to ever-changing conditions. Students will take part in simulations that illustrate key concepts and provide the chance to experiment with new techniques. Improvising the negotiation process shifts the focus from strategy to process issues. Special attention is given to openings, closings, and other critical moments in a negotiation. Negotiating with agents and organizations examines the influence of agents on the bargaining process, that is, negotiators who represent interests of parties not at the bargaining table. The challenges of coordinating internal and external negotiations in a variety of settings are explored, among them, sales, business development, and collective bargaining as well as transactional negotiation with dispute resolution. Large organizations are especially prone to disputes and litigation - be they with customers, vendors, regulators, partners or rivals. Managers skilled at resolving external and internal disputes save costs, preserve relationships, and contribute significant value to their organizations. Revealing case histories are presented to develop the candidate effectiveness as a negotiator. The unit module will also promote themes, bridging strategy and tactics, theory and practice. It includes a series of exercises to encourage self reflection and develop ability to improvise effectively in the face of unexpected opportunities and potential perils. Marketing back to top This subject teaches the student how to effectively design and monitor marketing plans for the company; to explore the relationship of marketing to other functions; and how to effectively develop the market through a thorough understanding of buyer behavior and to create value and benefits for customers. Students learn to: This subject is to help students develop the skills for formulating successful strategies and an understanding of: This component introduces tools for studying the economic environment of business to help managers manage the implications for their companies. Students will learn the impact of: This course segment is about the politics of the post 2008 Global economy and about how firms prosper by understanding those politics, or fail by misunderstanding them. Increasingly, political and economic events abroad shape the opportunities and constraints faced by managers in industries such as investment banking, private equity, fund management, and consulting. Understanding the politics of globalization may once have been a luxury; it is now, for most high-level managers, a necessity. Despite the ease with which it is often conducted, doing business across borders is not the same as doing it at home. Rather, it entails a whole new set of managerial challenges: reassessing competitive advantage; evaluating diverse political environments and legal structures; considering the impact of currency fluctuations and trading regimes; and understanding widely disparate cultures and business norms. The purpose of this course is to build a framework of analysis that enables managers to understand the challenges of international trade and investment and to master the opportunities they represent. The course framework of analysis is based on a systematic evaluation of the informal and formal rules that define markets for goods, services, and capital. Course Content Firms in the Global Economy: a series of readings and case studies that deal with the foundations of the global economy and the role of firms within it. Discussions focus on the political and economic origins of our current era of globalization and how the post 2008 rules that constrain and enable firms are changing. The Rules of the Game: focuses on national policies that shape flows of goods and capital. Using a series of company-based case studies, different logics of national regulation are investigated, and the tools that firms have available for predicting, employing or avoiding, the long arm of government policy. The post 2008 International Financial Architecture and the Politics and Rules of International Trade, shift the analysis to institutions at the international level. Informal institutions, such as the standards created by credit rating agencies and the norms promoted by social movements, and how formal institutions, such as the WTO, IMF, OECD, and EU, influence the opportunities for success in international finance and trade. Post 2008 International Trade and Investment in the Information age. Information-based industries are among the fastest growing segment of international trade. Product information relies heavily on systems of contracts and property rights that vary widely across national borders. Special attention will be paid on how firms can best manage the inherent uncertainties in such industries in order to gain a competitive and sustainable advantage in the international marketplace for information-based goods and services. Global Strategic Management back to top This course has been designed for those who will be: China, the world's oldest and once largest economy now encompasses a quarter of the world's population and is in the midst of a remarkable 30-year-long resurgence. Already the third largest economy in the world today, China is likely to be the most important partner and competitor for American business in the coming decades. Its global footprint is shaping patterns of trade and economic diplomacy in the developing world. China's history, state of economic development, environmental challenges and political structure, all pose special challenges for doing business. The course is designed to develop an understanding of the China of today with up-to-date technical notes, outlines of the economic, political, labor, and environmental issues that China faces. A set of new case studies highlight the special managerial challenges and opportunities confronted by businesses in China today as well as those faced by Chinese companies as they advance global operations. Main topics include: Learning objectives and goals CEOs, Operations Managers and other high-level Managers in companies or organizations in China. Foreign and Chinese students in advanced business study programs. Teaching Methodology Topics to be covered may include any or all of the following. Final selection of topics will be made according to feedback from potential participants. “China in the developing Global Market development” Why improving cross-cultural communication is important for business development in today’s china.” “The 36 traditional martial strategies in negotiations and their implication in Chinese negotiations tactics .” “ Influencing in Business communication.” “ How to be a Leader in business communication in China “ “ Doing business in China: Why Some Succeed, Why Some Fail” Case studies and exercises will accompany each topic. Agribusiness back to top The course will provide a survey of the global and Chinese food and agribusiness system. In addition to studying the management problems of farmers, processors, branded consumer goods manufacturers and food retailers, consumer trends, technological advances, public policy issues, food safety and risk management will be considered . The pervasiveness of food and agribusiness makes the course suitable for future consultants and investment bankers in addition to those who have a direct interest in the industry; it may also be of interest as a general management course due to its integrative, cross-functional approach and emphasis on strategy. The course also has strong appeal for students with interests in political economy and business-government relations, since the firm's ability to capture value is affected by regulatory institutions at the national and global levels. The Agribusiness Value Chain The module provides insight into the typical challenges faced by players in the value chain from input suppliers (seeds, machinery, buildings) to food manufacturers (how to adapt to powerful retailers and increased scrutiny of nutritional attributes and food safety issues) to retailers and consumers (from short term fads such as 'low carb' diets to long term changes in demographics and eating habits, to food scandals such as the milk powder contamination in China etc.). In addition, the food chain now produces outputs other than food, including energy, industrial products and pharmaceuticals. The Global Food Industry What was once the most local of industries is becoming truly global. Forces are examined causing the industry to evolve and the responses of firms (vertical integration, acquisitions, alliances and partnering) and countries (subsidies, tariffs, self-sufficiency) to these changes. Food Safety and Environmental Sustainability Food recalls get a lot of visibility but, at least in developed countries, food is plentiful and remarkably safe to eat despite the distances much of it travels. However, outbreaks of "Mad Cow" disease, the debate over Genetically Modified Organisms, the “Melamine in milkpowder issue and the threat of bird flu have heightened consumer sensitivity to the safety of foods. Traceability has become an increasingly important factor in food production. In addition, more and more consumers are asking where and how their food is produced and companies are being judged according to their environmental impact. Risk Management The global food system is prone to shocks from the weather and fluctuating demand. How firms manage to control risk, through use of the futures market, and natural diversification will be studied in detail. Clothing, apparel and textile business; The “Rag” trade back to top Energy business back to top This subject is of great importance to managers, capital providers, and consultants, in companies involved in supplying energy services to households, companies and other customers. It will also benefit students who are employed in energy-intensive or energy-related industries, including transportation companies, vehicle manufacturers, and suppliers to producers of oil, gas, and electricity. Traditionally, electricity has been generated by huge coal, gas or oil fired plants or by hydroelectrical plants. New power generating sources include: wind-power, solar electricity and the use of bio fuels such as alcohol and oil sands. Without the heat, light, and mobility provided by suppliers of energy, firms, governments, and individuals could not function. Energy prices are often highly volatile, and energy firms are subject to pervasive government intervention. In this course segment, the (interrelated) reasons for the price volatility and the government intervention, and the strategic implications of each are being dealt with. The course applies ideas on industry structure, competitive positioning, competitive dynamics, and corporate strategy from the basic Strategy course. It applies ideas on the rationales for government intervention in markets and on the political factors that influence government policymakers. Strategic and risk management problems will be discussed as well as a set of analytic approaches to make sense of the many problems problems, and with an enhanced ability to devise and implement strategies that take economic and political considerations into account. Managing Service Operations back to top Managing Service Operations focuses on how firms can deliver excellent service while achieving business success. This involves a deep understanding of customers, competitors, and the firm's internal mechanisms. Managing Service Operations investigates how to manage firms in order to achieve sustainable service excellence. Service excellence is sustained when value is created for owners, employees, and customers. The section is especially appropriate for those planning to work in service firms and for those working in companies that analyze or provide support to service businesses, such as consulting or venture capital firms. The course has a strong emphasis on consumer services, with only modest attention to business services. The module explores how managers can influence customers, employees, and service designs to create and generate value. Through exposure to a wide range of industries (e.g., financial services, government, health care, hospitality, and retail). Organizations Current practice reveals a lack of widespread understanding of effective service management. Consider, for example, that in virtually every industry customer service costs increase while customer satisfaction decreases. This course takes the position that there is enormous potential to improve services and has as a goal to equip students with the concepts and tools to do so. Service Operations Fundamentals: This section introduces students to the "basics" of service management and covers topics like yield management, after-sales service, and queuing. A basic understanding of these topics is desirable for all service managers. Module Content: 1. The Customer Operating Role: In many services, customers have an operating role. That is, customers perform tasks that traditionally were performed by employees. This chapter explores this aspect of service operations and the attendant challenges it imposes on service operations. Hence, understanding and learning how to influence customer operating behavior is central to service operations and a central theme in this chapter 2. Designing Sustainable Service Models: This chapter addresses the challenge of designing sustainable service models: services that simultaneously produce value for customers, employees, and owners. Principles of effective service design will be developed through a series of successful and unsuccessful case studies . 3. Furthermore, analyzing existing services will be demonstrated as well as how to design new services. 4. Translating Service Models to Service Operations: Performance management systems play a crucial role in determining operational performance. This chapter will focus on the design of measurement, incentive, and reporting systems for delivering service excellence by examining multiple service contexts where performance management systems were used effectively or ineffectively. 5. Improvement with Customer Operators: Continuous improvement plays a vital role in all operations. This module takes the view that firms can improve their service operations by exploiting systematically the vast and increasing amount of data - data on transactions, customers, stores, competitors - at their disposal. While the sheer volume of data has increased, its managerial influence has remained relatively constant. This chapter lays out a structure for how to approach data analysis, starting with how to ask the right questions, how to perform relevant analysis, how to interpret results, and perhaps most importantly, how to communicate insights to non-statistical audiences. Career Focus back to top This module will improve the competence of students who will be responsible for leading and managing a group of people by increasing their competence in working across a wide variety of group settings Mid level managers usually take responsibility for leading a small group of people. Their success depends to a large extent on their ability to enhance the performance of each individual group member, and to foster the appropriate amount and type of coordination among all members. Effective group leaders leverage the skills, talents, and insights of group members, guiding the group to accomplish far more than members could achieve by working independently. Many dysfunctional groups, however, do the opposite, wasting or even undercutting members' contributions. This module will help identify the common problems that groups encounter along with the actions that group leaders (or members) can take to avoid or remedy these problems. In doing so, the course will sort through the widespread myths and misconceptions about teams that often stand in the way of effective teamwork, even as teams become a way of life in many organizations. 1) Creating the Conditions for Optimal Team Functioning The goal of this module is to develop an understanding of the enabling conditions that maximize a team's chances of success. The module will focus on how leaders can assemble and launch effective teams by putting into place appropriate contextual conditions, structures, members, and task assignments. 2) Diagnosing and Remedying Team Dynamics The first goal of this module is to provide conceptual guidelines for diagnosing team dynamics and determining one's strategic options as a manager for intervening to improve these dynamics. We will identify the problems that most frequently disrupt team members' interactions, and the underlying sources of these problems. The second goal is to impart practical interpersonal skills for implementing effective interventions in group situations.
Tuition fees may be
submitted by cash or local bank card. With the original receipt, a
refund in full can be made if the prospective student notifies us in
writing of his/her withdrawal from the course one week before the
commencement date.
Please note: We are not on the main Jiao Tong campus, although quite nearby! Our address: Room 106, No. 2088 Kaixuan Road, Shanghai (close to Panyu Rd. and Wuzhong Rd.), only 5 minutes walk from Yishan Rd. Station (Exit 4) or Hongqiao Rd. Station (Exit 2) of Metro Line 3 and Line 4. |
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Tel: (86-21) 6448 1768
Add: Room 106, 2088 Kaixuan Rd. Shanghai (near
Panyu Rd.) |
