MODULAR EXECUTIVE MBA
INTERNATIONAL MODULAR EXECUTIVE MBA
Are you looking for high quality academic education?
Are you searching for a flexible programme in which
study, work and private life can be well combined? Do
you wish to be able to determine the duration of your
study programme? In that case the International Modular
Executive MBA is the programme for you.
The International Modular Executive MBA is a flexible parttime
programme in which professionals and academics
are brought together to analyze, discuss and solve reallife
business problems, preferably from the own work
A small scale and interactive learning setting will enable
you to reflect on academic and applied knowledge, to
generate and co-create new insights and to experiment
with applying these in your own work environment.
As this is not always an easy task, your learning process is
supported by a personal development and skills trajectory.
This trajectory will offer you insights in your own behaviour
at work and in how you relate to other people in a leader
or follower position. It will also guide you in your efforts to
apply what you have learned.
Thus: the International Modular Executive MBA
programme broadens your perspective on the functioning
of organizations, on the competitive environment that
they operate in and on your own role in this context. It
does so in an innovative and personal manner in which
co-creation of insights and solutions is enticed, and the
transfer of reflection to concrete actions by means of
action learning is stimulated.
The International Modular Executive MBA is aimed
at professionals and (future) managers in companies,
government, and non-profit organizations. In general,
participants have acquired a specialist university degree
and would now like to further deepen and broaden their
knowledge of business administration.
The International Modular Executive MBA is a general
management programme with a minimum duration of
two years and the possibility to spread out the study load
over three years. The total study load of the programme
is approximately 1800 hours; 180 hours per module and
360 hours for the business consulting project. The entire
programme is conducted in the English language.
The strength of the International Modular Executive MBA
lies in its maximum flexibility, its interactive learning
methods, and its internationally recognized high quality.
Four entry points per year
Flexible duration and study pace
Active learning method
Interactive co-creation of knowledge during class sessions
Realistic learning settings in which theory, practice and
skills are combined
Internationally recognized high quality
AACSB, EQUIS and AMBA accredited
The International Modular Executive MBA programme
consists of an introduction day, eight intensive
modules and a concluding business consulting project.
The introduction day is scheduled on the Friday preceding
your first module. Each module consists of three short
courses. One month before the start of a module, you will
receive the course materials to start preparing the module.
The modules are structured as interactive discussion
forums in which students, professors and practitioners
share their knowledge and expertise. Each course is
concluded with a short assignment in which you are asked
to link the acquired knowledge and insights to issues in
your own organization.
One module consists of six consecutive days, from Monday
up to and including Saturday. Class hours are from
Monday – Friday from 08.30 - 20.00 hours. On Saturday
the class hours are from 09.00 - 16.00 hours.
The eight modules each discuss a different theme:
Module ‘Understanding the Business’
Organization design is a powerful management tool that
deals with the tasks and roles of individual employees
and groups of employees as well as with the processes in
which they participate. The aim of the course is to gain
knowledge and skills in the area of organization design,
in particular directed to the context of the broader
environment of the organization. Furthermore, the course
provides insights into the link between organization
design and organizational change.
This course explores different aspects of the behaviour of
people within organizations. It starts with analyzing what
drives behaviour of individuals and moves to understanding
the dynamics of group functioning. In doing so problems
from daily management practice are discussed. Specific
examples are questions on why some employees are more
motivated by money than others, why conflict in groups is
sometimes beneficial and sometimes not, or why people
resist implementing perfectly good decisions. Also the
context in terms of the informal organization is considered
and the role the leader and his/her leadership style.
The course Business Law offers you an overview of classic
trade law, in which a contract of sale, money transfers and
transportation law are studied. Next e-commerce as well
as generating and controlling intellectual property rights
are considered. The specific subjects that will be discussed
are electronic payment, ICT contracts, distant sales and
the protection of personal data and data banks, internet
domains, and technology transfer bases on intellectual
property rights. The goals of the course are to enhance
your capability of estimating legal risks, and assist you in
assessing the challenges in the automated and increasingly
information based trade.
Module ‘Sustaining Competitive Advantage’
The focus in this course is on the firm in its industry context,
how competitive conditions differ between firms in the same
markets, and how the behaviour of firms is constrained by
the actions of other firms. At the business level the issues
centre on the competitive conditions in different industry
segments, and the creation and sustainability of unique
competitive resources within the firm. At the corporate level,
the issues of diversification, acquisitions and divestments,
and the creation of shareholder value are paramount. Finally,
on the network level, the discussion centres on redefining
the boundaries of the firm by emphasizing the importance
of collaborative relationships and the virtual network of the
supplier and customer relationships of the firm.
Corporate Social Responsibility (CSR)
This course explores questions surrounding CSR.
It starts with questions on what CSR and sustainability
actually mean and subsequently moves into assessing the
importance and value of CSR. Next, the question of stakeholder
management is explored as well as the differences in
implementation of CSR between companies and the public
domain. Within government organizations, for example, the
question of accountability remains an interesting one. Cases
in which organizations are described that have experience
with CSR, serve as interesting benchmarks. Finally, a whole
new set of questions are triggered by examining how CSR
differs per country in an international environment.
This course focuses on the major decisions that marketing
managers face in their efforts to harmonise the organization’s
objectives, capabilities, and resources with marketplace
needs and opportunities. These include decisions on the
type of new products to develop, or the amount to invest in
advertising. Other relevant marketing questions are: ‘How
can we spot and choose the right market segments?’ ‘How
can we differentiate our offering from the competition?’
‘How can we acquire customers and keep them loyal?’
Module ‘Entrepreneurship and New Business
What is an entrepreneur? What makes an entrepreneur
successful? What factors are important in setting up
a business and what are the different phases in the growth
of a firm? Much evidence suggests that the increased
start-ups of smaller firms lead to increased employment,
radical innovations and economic growth. In this course
we pay special attention to innovation and knowledge
management in small and start-up companies, as well as
developing the students’ understanding of the importance
of networks, clusters and strategic alliances.
Technology and Innovation Management
The central subject of this course is how technological
innovations may be used as an important management
tool in the successful design and implementation of
corporate and business strategies. The scope of the course
is broad since technological innovations are related to
virtually all organizational functions. The course also
represents a valuable platform to integrate the generic
courses as it examines how innovation management fits
into the general company strategy.
Problem Solving and Creativity
In this course you will get familiar with analytical and
more creative approaches to problem-solving. Areas to
apply these skills are vast, but expertise in analytical and
creative problem solving can certainly help you to deal
more successfully with conflict, change and learning. In
addition, this course will make you familiar with different
sources of conflict and five generic conflict-handling
strategies. When we are involved in a conflict, we often
perceive it as unpleasant or stressful. This course will try
to shed more light on the opportunities for creativity and
growth that are present in many conflict situations.
Module ‘International Environment
This course on economics addresses how to analyze
international factors from an economic perspective and
examines which relations exist between the various
economies in the world. A core topic in this course
is the analysis of economic developments and the
economic environment as well as the translation of these
developments to the strategy of your firm.
This course provides students with a thorough
understanding of the (strategic) management issues
facing multinational firms. It examines the environmental
factors in foreign markets to which the firm has to
respond, the firm’s response in terms of strategies to
develop core competencies and global capabilities, and
the consequences of these strategies for the role of
management and organization, coordination, and control.
In the global economy effective intercultural communication
is a must. Business success is built on understanding
and nurturing international and multicultural colleagues,
business relations and customers. This course provides the
necessary skills to succeed in the global market place; the
general do’s and don’ts of intercultural communication,
prevailing perceptions and attitudes of people, the role of
value differences and the influence of culture.
Module ‘Optimizing the supply
and demand chain’
In this course we direct our attention to the corporate
activities where the company actually adds value: the
primary process. The starting point of our analysis is the
organizations competitive strategy. Next, we will translate
the strategic goals to goals for supply chains, business, and
primary processes. Subsequently we will deal with three
topics within supply chain management with which these
goals can be achieved. First, we have quality management,
which aims at improving the execution of the processes.
Second, we deal with the topic of planning and control
of the processes. Finally, we discuss the possibilities that
current technologies offer to achieve improvements.
Information Management and Control
The main theme in this course is the relationship between
information technology (IT) and control. This relationship
may be investigated from an IT-viewpoint, considering
the control and audit of information systems (which is a
key issue in IT-control), but also from a business point of
view, considering the enabling role of IT for organizational
control. The discussion comprises of a wide variety of
control and information management concepts, including
enterprise resource planning, supply chain management,
enterprise application integration, change management,
and knowledge management.
Supply Chain Management
The objective of the course is to develop the ability to apply
supply chain management strategies to operations and
logistics issues as part of an all-encompassing vision. This
will be accomplished by providing state-of-the-art models,
concepts, and solution methods that are important for
the design, control, operation, and management of supply
chain systems. Topics covered include: supply chain
management, procurement and outsourcing; impact of
various factors on effective supply chain management,
such as e-business, supply contracts, and pricing and
revenue management strategies.
Module ‘Corporate Finance and Accounting’
The field of corporate governance entails the corporate
and the societal force field, but also the ethical component
which is becoming more and more important. The
recent scandals at for example Ahold, Parmalat, Enron
and WorldCom, and in particular the doubts about the
independence of accountants, analysts and supervisors, but
also the discussion on management compensation, have
largely contributed to this. In that view, this course also
pays attention to the recent legislation in the United States,
mainly the Sarbanes-Oxley Act, and the developments in
the Netherlands (Code Tabaksblat and legislation).
Accounting is the process of identifying, measuring and
communicating the economic information about an entity
so that users of this information can make informed
decisions. Traditionally, there are two accounting subjects
that are discussed in literature: Financial Accounting, aimed
at providing information for external decision-making and
accountability, and Management Accounting, aimed at
providing information for internal decision-making and
accountability. The subjects for discussion in this course
also include international standards such as marginal
analyses and cost price calculations.
The objective of this course is to provide a thorough
understanding of the financial decisions that have to
be made in a corporation. These financial decisions
centre around the investment and financing activities of
the company. The specific learning goals include (1) to
understand how investment decisions are made, (2) how
financing decisions are made, (3) how investment decisions
affect financing decisions and vice versa, and (4) what role
markets play in particular regarding their influence on the
firm’s cost of finance.
Module ‘Strategic Change Management’
Innovation and Strategic Change
The course Innovation and Strategic Change deals with
the organisational forces of exploration vs. exploitation
and internal vs. external focus. The growing importance
of managing innovation and change as a process and the
strategic context in which this innovation and change
processes take place is another important subject in this
course. At the same time best practices of successful
innovations and changes will be discussed.
Personal Development and Leadership
A crucial skill in the current business context is the ability
to effectively deal with other people. This is also reflected
in the popularity of terms as transformational leadership,
conflict management, coaching and team building.
This training deals with themes in the area of personal
development and leadership that will assist participants
in acquiring this important skill.
In response to the increasing competition, technological
advancement, and the need to improve results, companies
are confronted with many changes in structures and
procedures of the work. The most important learning
goals of this course are to experience the difficulties of
intervention design and application, gaining insights in
the paradoxal demands of change in organizations, and
composing ideas on how to deal with this.
International Module India or South Africa
The international module is designed to present the
international business environment in a practical way.
Participants learn about the specific characteristics that
differentiate the business environment in that particular
region and gain insights in doing business and living in a
foreign environment. The module consists of an interesting
mix of company visits, interactive lectures at a local
university, network opportunities with the local business
community, and socio-cultural projects.
The international module is an obligatory part of the
International Modular Executive MBA curriculum.
Participants have the option to select for an international
module in India or an international module in South Africa.
Doing Business in India
In recent years India has gone through rapid economic
growth and is the most important growth market in the
world after China. With approximately 1,1 billion residents
of which most speak English, India exhibits an average
growth percentage of 5% per year. As such India belongs
to the fastest growing economies in the world. The Indian
IT industry is nowadays one of the largest in the world.
Yet there is also visible poverty in India and the contrast
between rich and poor is enormous. A fancy office building
or luxury villa next to a slump area is unfortunately not a
rare sight. Due to the visible poverty, many visitors who
visit India for the first time, receive a true culture shock.
Companies that engage in doing business in India often
lack a complete picture of the scale of the Indian industry.
The purpose of this module is to gain insight in all these
different aspects that define India’s uniqueness.
Doing Business in South Africa
South Africa is a country of large contrast. On the one hand
there is a lot of wealth for a small, mainly white, group of
people. On the other hand, there is poverty for the mainly
black population. The scenery shows areas with large and
luxurious houses next to townships where corrugated iron
is the main building material. In the past the gold mines
defined South Africa. Nowadays, agriculture and tourism
are the main industry. In this international module on doing
business in South Africa, emphasis is given to experiencing
the large contrasts in this country, acquiring knowledge
about the demographical, political and economic situation
in South Africa, and delivering a knowledge contribution
by working on a socio-cultural project for a township.
Business Consulting Project
The business consulting project concludes the programme.
The objective of this project is to integrate academic
knowledge, practitioners’ expertise and your own
experience in analyzing a research question within your
own organization. This entails:
Making a selection from the academic theories and
concepts to analyze the chosen research question;
Initiating new innovative ways of problem solving
with respect to the research question;
Monitoring your own role in the research and problem
Ensuring an effective implementation of your suggested
solutions by effective use of your consulting skills.
Next to submitting the written project, the project also
needs to be presented and defended in front of a jury of
academics and business people.
Leadership development trajectory
This trajectory is an integral part of the curriculum.
The objective of the trajectory is to develop a broader insight
into management and leadership skills and capabilities.
This is done by means of a personal development trajectory
in which each participant is assigned a personal coach, is
linked to a fellow-student in a buddy coaching system, and
actively participates in mutual learning groups, interactive
workshops and trainings.
The leadership development trajectory is one of the
main elements that differentiate the MBA programmes
of Universiteit Maastricht Business School from its
competition. The trajectory guarantees enhanced selfinsight
and improved management and leadership skills.
The teaching faculty consists of a mix of academics and
practitioners with expertise derived from companies,
the public domain or consulting/coaching firms.
The academics are connected to Maastricht University or
are visiting professors from other renowned universities.
After successful completion of the MBA programme,
you will receive the university MBA degree and are you
entitled to call yourself an MBA graduate. The quality
of the programmes of Universiteit Maastricht Business
School are guaranteed by the AACSB (www.aacsb.edu),
EQUIS (www.efmd.org) and AMBA (www.mbaworld.com)
Start dates, location and costs
February, May, September and November
Universiteit Maastricht Business School,
Tongersestraat 49, Maastricht, the Netherlands
€ 3.500 per module and € 1.500 for the business
These costs include books, study materials, lunches,
snack breaks and dinners, travel and accommodation for
the international module.
In order to be admitted to the International Modular
Executive MBA programme, the following admission
Five years of relevant work experience
Proof of English proficiency
The Graduate Management Admission Test (GMAT) is
a computer adaptive admission test in English. The GMAT
is used to diagnose the competencies including areas
of improvement of potential candidates in analytical
abilities, verbal skills, and quantitative understanding.
More information on the GMAT can be found on
To prepare for the GMAT, the Universiteit Maastricht
Business School offers free GMAT Workshops where you
receive a detailed information package on and preparatory
material for the GMAT. For further information and
registration, visit www.umbs.nl.
For more information on the programme, the admission
procedure, upcoming information sessions, or the
possibilities of arranging a personal interview, please
contact the MBA Office:
Universiteit Maastricht Business School
P.O. Box 616
6200 MD Maastricht
T +31 (0) 43 388 4939
F +31 (0) 43 388 4970
Universiteit Maastricht Business School
Faculty of Economics and Business Administration
P.O. Box 616
6200 MD Maastricht
T +31 (0) 43 388 4939
F +31 (0) 43 388 4970
Universiteit Maastricht Business School is the
academic business school of Universiteit Maastricht.
Universiteit Maastricht Business School - UMBS - is
the executive branch of the Triple Crown accredited
Faculty of Economics and Business Administration.
This background guarantees a strong academic base
in an international environment with corresponding