Why Sabancı Executive MBA?
The design and the implementation of the Executive MBA take the part-time nature of the Program as an asset and consider participants’ engagement with the Executive MBA and their daily work responsibilities as complementary learning opportunities. Fundamentally, the Program aims to create an environment where formal input through readings and lectures are integrated with platforms in which participants can learn from their own practices and those of other fellow participants. Hence, there is a heavy emphasis on teamwork and students are expected to be active in class discussions and exercises. Most courses use case-studies to bring real-life issues into the classroom, require students to apply their knowledge in novel situations, facilitate learning through team-work, and improve communication skills through presenting and supporting their analyses. Case-studies are selected from leading case publishers of the world, such as Harvard, Ivey and IMD, and some cases written by our own professors.
The building of the Sabancı Graduate Business School is equipped with state-of-the art facilities to serve degree programs as well as executive development activities. These include lecture halls, teamwork cubicles and residential facilities. All lecture halls are equipped with the latest audio-visual facilities and Internet connection.
The Executive MBA participants also have access to a state-of-the-art Information Center, with its collections of books, multimedia, periodicals and extensive database resources.
Learning from Practitioners
One of Sabancı University’s underlying tenets is to be “practice oriented” and nowhere is this principle taken more seriously than in the Sabancı Graduate Business School. We have a number of programs in the Executive MBA Program to allow participants to learn from successful executives.
Leaders Meetings conference series are held several times every term and they feature in-depth presentations by visiting executives. Our goal is to invite not just successful executives to these sessions, but those whom we call reflective practitioners, managers who have taken time to reflect on their successes and failures, and have derived lessons from their experiences.
Click here to see the list of Leaders Meetings
In the "Professional & Alumni Support" we try to match our students with the names from our volunteer list, which consist of top-level managers who have many years of experience in business life and are experts in their field. By doing this, we are aiming to create a space for our students in which they can benefit from the experiences and advice of their mentors.
- Improving the Ability to Diagnose Global & Local Problems and Opportunities: Identify and diagnose business problems and opportunities accurately and effectively across a wide range of business domains (accounting, financial management, operations, marketing, strategy, and organizational design), in global and local contexts.
- Learning to Incorporate Cultural Context and Complexities in Their Managerial Practice.
- Improving Performance Evaluation & Management Skills: Assess the performance of organizations in a wide range of business domains, using a range of performance criteria.
- Growing Awareness of Social & Ethical Responsibilities: Reflect on social and ethical responsibilities linked to the application of their knowledge, judgments and decision making in various business contexts and in relation to business actions, policies, and proposals.
- Enhancing Leadership Skills: Take leadership in collaborating with others in situations characterized by differing interests, diverse perspectives and skills, in order to create working environments characterized by a sense of mission, shared values, and high levels of commitment and motivation.
- Enhancing Communication Skills: Demonstrate proficiency in oral and written business communications in English.
- Enhancing Interpersonal Influence & Persuasion Abilities: Listen, present, discuss, negotiate, and interview effectively in a managerial role; communicate ideas, analyses and recommended actions persuasively - using appropriate technology where necessary.
- Improving Analytical Thinking & Decision Making Skills: Be analytical decision makers and pursue open minded inquiry, appreciate the importance of research as an input into managerial practice, be discerning consumers of practitioner oriented research, and be able to access, analyze, and interpret information by using current technologies.
- Enhancing Strategic Thinking & Planning Skills: Identify, select, and justify strategies and courses of action at the divisional, business, and corporate levels of analysis and develop effective plans for the implementation of selected strategies across a wide range of business domains and levels.
Sabancı Executive MBA is a 12 months intensive program organized in two six-month-long semesters. Courses are mainly scheduled on Friday evenings and Saturday all day. Some elective courses are also offered on Monday, Tuesday, Wednesday or Thursday evenings on weekdays..
The first semester concentrates on the development of the academic foundation. Moderately theoretical courses that are designed to develop analytical and business skills and knowledge are provided. In the second term, the students take Organizational Behavior & Leadership, Ethics in Business and Strategic Management courses as well as electives to gain knowledge and skills necessary to lead and run an entire organization. During the second term, the students will visit Columbia Business School and will take courses on Leadership, Innovation & Entrepreneurship.
Executive MBA Summary of Degree Requirements
|Course Category||Min. ECTS Credits||Min. SU Credits||Min. Courses|
1st Term – Fall – Required Courses
ACC 901 Financial Accounting & Reporting – 2 Credits
The course offers an introduction to the principles and concepts of accounting along with the preparation and analysis of financial statements. The purpose is to make managers intelligent consumers of financial reports for managerial decision making.
MGMT 900 Business Research & Statistics – 2 Credits
This course covers a range of topics related to research methodology and statistics relevant to managerial decision making. The emphasis is on using the concepts taught throughout the semester in terms of conducting hands-on data analysis. Topics covered include measurement and sampling, survey construction and validation, basic probability concepts and probability distributions, and statistics concepts such as confidence intervals, hypothesis testing, regression, and time-series forecasting. The successful student will finish this course with an ability to effectively evaluate and act upon statistical reports and data relating to applications in business.
MGMT 910 Strategic Management – 3 Credits
Introduces a plurality of perspectives in strategic thinking and action. Strategy as plan, position, perspective, and pattern capture the diversity of perspectives essential to grasp in managerial practice. The contact and the process pertaining to these perspectives will be covered, and the experience of the participants integrated into the conceptual frameworks.
MGMT 914 Economics – 1.5 Credits
Because we interact, cooperate, and compete with each other in the economy, economics is a social subject. Everyone experiences the economy. Everyone contributes to it, one way or another. Everyone has an interest in the economy: in how it functions, how well it functions, and in whose interests it functions. This course aims to motivate students to learn economics by asking questions about how the contemporary economy functions as an overall system. The course focuses on competition between firms; the determination of overall investment, consumption and employment; and the relationship between the economy and the natural environment.
MKTG 901 Marketing Management – 3 Credits
Marketing concepts and methods used in processes that integrate innovative and productive capabilities of a firm into its products and services in light of its customers' needs, market challenges, and company objectives; the application of these concepts and methods in market analysis, marketing strategy development, and implementation design through the development of a complete marketing plan in a real market environment.
OPIM 902 Operations Management – 3 Credits
Spectrum of operations management activities and the related decision problems are introduced. These include design, planning, and control problems addressed at both operational and strategic levels. Tools and techniques used in generating solutions to such decision problems and their implementations are discussed. Operating systems from both manufacturing and service environments are exemplified to expose students to the similarities and differences in their characteristics. Students are also exposed to recent developments in the global competitive environment and the impacts of such developments on traditional operations problems. Topics include operations strategy, process analysis, quality management, capacity, and supply chain management.
2nd Term – Spring – Required Courses
FIN 902 Managerial Finance – 3 Credits
Fundamental financial concepts from the perspective of financial managers/entrepreneurs are examined and practical applications within local and global contexts are discussed. Topics include accounting information for decision making/performance evaluation, financial statement and ratio analyses, financial planning, time value of money, capital budgeting, risk-return relationship, capital structure, valuation of financial securities and firms, risk management, and derivatives.
MGMT 901 Global and Local Business Context – 1.5 Credits
The phenomenon of globalization is discussed in connection with a variety of issues directly and/or indirectly relevant for business and managerial practices. Topics include the globalization debate in terms of conceptualization, causal dynamics, socio-economic consequences, and implications for macroeconomic stability, state power, and governance.
MGMT 905 Ethics in Business – 1.5 Credits
Ideas and perspectives on ethical issues in contemporary business are discussed with the objective to expand participants' capacity for moral inquiry and increase their alertness about the impact of business on society. Various ethical and moral dilemmas in business decision making are examined encountering the philosophical issues at the foundation of economic theory and management science. Review of recent debacles in the corporate world focusing on practical issues such as social responsibility, ethical investments, sustainability, corporate governance, corporate citizenship, codes of ethics as well as on more conceptual inquiries on morality and future of market-driven societies.
MGMT 911 Business Simulation – 1.5 Credits
This course provides an opportunity for the participants to integrate knowledge and experience through a computer-based simulation environment. As student teams compete, they develop a deeper understanding of how the various functional areas of management (finance, marketing, production) are integrated.
ORG 902 Organizational Behaviour and Leadership – 2 Credits
Organizational behavior studies people in organizations, how and why they think, feel, and act. This topics include motivation, decision-making, leadership, organizational culture, communication, organizational conflict, power and negotiation, team processes, organization change, structure and change, covered in traditional lectures with the use of cases, group projects and experiential exercises.
The following list of electives is provided here to give candidates some idea about the type of courses offered in the program. The actual list of courses may vary every year.
ACC 902 Managerial Accounting – 1.5 Credits
A comprehensive introduction to the design of management accounting procedures and systems that support managerial planning and control of operations. Topics include: cost classifications, analysis and design of product cost systems and product mix decisions; cost-volume-profit relationships, overhead cost allocations, behavioral effects of budgeting, cost variances, and responsibility accounting systems, managerial incentives and compensation systems.
FIN 910 Financial Statement Analysis – 1.5 Credits
The course focuses on how finance professionals use and interpret financial tables. Creation and use of financial ratios are discussed. Assessment of the financial strength of companies is examined.
FIN 958 Global Financial Markets – 1.5 Credits
This course is an introduction to the global financial markets that are used by banks, multinational corporations, and government agencies, in the conduct of their business and implementation of economic policy. The global financial markets include the market for foreign exchange, the Eurocurrency and related money markets, the international capital markets, the commodity markets and the markets for forward contracts, options, swaps and other derivatives. The course seeks to explain how these markets work both in the context of basic principles of economics and finance and by means of examples and applications using several case studies. It will also look at a very important type of risk, namely the exchange rate risk, for multinational corporations, banks, and other entities (hedge funds, shadow banks, etc.) and discuss how to manage and hedge these risks using various financial instruments. Finally the course will provide theoretical and empirical analysis on the prediction, prevention, and management of various financial crises, such as banking, currency, debt, and balance of payments crises.
MGMT 919 Managerial Decision Modeling – 1.5 Credits
This course aims to introduce optimization, simulation, and decision trees as tools for supporting and improving decision-making. The main objective is to improve skills on structuring managerial decision models to complex business problems. All modeling and analysis is done using the MS Excel commands, tools, and add-ins. A variety of business applications in operations, finance, and marketing are considered as illustrative examples. In addition, we will analyze and solve these problems, and study their economic interpretation.
MGMT 930 Corporate Strategy – 1.5 Credits
Business policy is the study of the functions and responsibilities of senior management, the crucial problems that affect success in the total enterprise, and the decisions that determine the direction of the organisation and shape its future. The problem of policy in business, like those of policy in public affairs, have to do with the choice of purpose, the definition and recognition of organisational identity and character, the continuous definition of what needs to be done, and the mobilisation of resources for the attainment of goals in the face of competition or adverse circumstance, and the definition of standards for the enforcement of responsible and ethical behaviour.
The central theme of business policy is the strategy of the enterprise. Strategy is the determination of long term goals and objectives of an enterprise, and the adoption of courses of action, and the allocation of resources necessary for carrying out these goals. Managing the policy or strategy of an enterprise is normally referred to as strategic management.
Strategy is concerned with two central questions: “What business should we be in?” and “How should we compete?”
Because competition from rival firms is the dominant feature of the business environment of most enterprises, we will be particularly concerned with the latter question. A major part of the course will explore how a firm can establish a sustainable advantage within its chosen area of business.
Our perspective is that of the general manager. The general manager may be a corporate president, a divisional chief executive, the head of an operating unit, or an owner-proprietor. However, this course is not only relevant to future general managers. An appreciation of the organisation’s overall strategy is essential for functional specialists if they are successful to coordinate their activities with the overall needs of the business.
The approach of the course is practical and problem-oriented. The major part of the course will involve applying concepts, analytic frameworks, and intuition to the strategic issues which real-world companies face. Most of the theory and concepts used will be drawn from other disciplines, especially economics, finance, accounting, marketing, and organisation theory.
MGMT 940 Digital Transformation and Innovation – 1.5 Credits
The digital transformation that has been happening in the industry is leading to the disappearance of borders between cyber and physical systems and creating synergies between them. In order to maintain and improve their firms’ competitiveness, decision makers need to know the technologies, approaches, and best practices that further this transformation. Digital transformation has also helped recognition of the role of innovation in the global competitive environment among other operational priorities (cost, quality, flexibility, and delivery). This course involves an in-depth discussion into such topics, cases, and best practices.
MGMT 953 - Negotiation Skills for Executives – 1.5 Credits
Negotiation skills are something that no executive's toolbox is complete without. This course is a skill-building experience in negotiation. While exploring the major role that negotiation dynamics play in their personal and professional lives, participants will improve their own negotiation skills, allowing them to act consciously and skillfully in tough situations. Participants will also learn to recognize negotiation situations in everyday life and to use them as training-grounds to continue to improve their skills. The learning format includes interactive lectures and role-playing exercises, both in class and online, in which participants will experience negotiations - not as onlookers, but as active parties.
MGMT 964 Great People Decisions – 1.5 Credits
This course will introduce students to how to make more effective people decisions. The aim of the course will be to make key appointments easier through good people decisions. In a comprehensive and practical way, the course will use and provide simple methodology to provide what one needs to know about hiring, evaluating and promoting (senior) talent, including such topics as:
• The Success Formula in People Decisions
• Why Great People Decisions Are So Hard
• What to Look For
• Where to Look
• How to Appraise People
• How to Attract and Motivate the Best People
• Knowing When a Change Is Needed
MGMT 980 Special Topics in Management I – 1.5 Credits
This course will be based on the analysis of contemporary issues, problems and changing paradigms in management. It will focus on the selected topics in the process and transformation of management knowledge in the dynamic business environment. Some examples of selected topics are information technology, leadership, creativity, innovation, research and technology, globalization, and sustainability.
MKTG 905 Retail Management – 1.5 Credits
The objective of this course is to introduce the broad spectrum of retailing and examine key strategic issues of retailing. Within this scope, critical success factors in retailing will be discussed with a strategic perspective along with financial considerations and store management issues. Main topics to be covered will be retailing strategy, merchandise management and store management.
MKTG 907 Sales Management – 1.5 Credits
The goal of the Sales Management course is to examine the elements of an effective sales force as a key component of the organization's total marketing effort. The course will extend student’s understanding of marketing's reach and potential impact in achieving its overarching goals. Course objectives include understanding the sales process, the relationship between sales and marketing, sales force structure, customer relationship management (CRM), use of technology to improve sales force effectiveness, and issues in recruiting, selecting, training, motivating, compensating and retaining salespeople.
MKTG 909 Big Picture Strategic Marketing – 1.5 Credits
The Big Picture is designed to integrate strategy development and tactical execution to maximize the efficiency of marketing investments by forcing a focus on intervening marketing metrics. The framework seeks to identify the fundamental relationships linking the target customer, the benefits that the customer seeks, the behavioral change resulting from a change in beliefs, and the financial impact of specific behavioral changes.
The course objective is to provide a structured approach to strategic marketing problems through a rigorous analytical integrated framework. Participants implement the framework in different market settings using simulations and live case analyses.
Upon successful completion of the course, the student should be able to:
- Assess the competitiveness of brands and the strategic gaps for growth by implementing the Big Picture framework.
- Produce a cogent plan that leads from strategy design to execution decisions.
MKTG 951 International Marketing Strategy – 1.5 Credits
This course aims to familiarize graduate students with the principles and complexities of developing and executing marketing strategies in the global business environment. It is a problem-solving-oriented course designed for Executive MBA students who expect to undertake challenging marketing assignments. In a nutshell, the objective of the course is to present a systematic application of strategic marketing in the global environment. The focus of the course is on the formulation of comprehensive marketing strategies. While the course focuses on North American, Japanese and European multinationals competing in global industries, it also pays special attention to globalizing emerging economy firms. The course is designed for students to develop a critical appreciation of the forces, both external and internal, that are increasingly shaping the marketing function in the global economy in order to recognize, analyze, and evaluate marketing problems encountered in global business operations.
MKTG 953 Consumer Behavior – 1.5 Credits
Consumer behavior (CB) is the study of consumers' responses to products and services and the way products and services are marketed. Managers who really understand their consumers can develop effective and efficient marketing strategies and programs that foster sustainable competitive advantages for their firm. This course is designed to focus on how consumers acquire, remember and use information about products and services, their decision making process and how these and other CB concepts can be used by managers to develop effective strategies and implementations. The format of the course will be a combination of lectures, in-class case discussions and assignments.
OPIM 951 Project Management – 1.5 Credits
The scope of the project management course will cover areas of concepts of project management, project lifecycle/lifecycle planning, work breakdown structure, organization breakdown structure, cost breakdown structure, graphical presentations and precedence diagramming, network analysis and scheduling techniques:(Critical Path Method (CPM), CPM.COST and Programme Evaluation and Review Technique (PERT)), concepts of system life cycle costing, and cost estimation methods and trade-off analysis.
|EMBA 2021-2022 Academic Calendar|
Orientation Day: 25 September 2021
4 October 2021
11 February 2022
22 January 2022
3 September 2022
28-9 January 2022
9-10 September 2022
30 January-10 February 2022
15 October 2022
28-29 October Republic Day
31 Dec - 1 Jan New Year
22-23 April National Holiday
1 May Labour Day2-4 May Religious Holiday
19 May National Holiday
8-12 July 2021
15 July National Holiday