1. Course Approach

Teaching methods

The Vlerick Leuven Gent Management School MBA programme is characterised by the following range of teaching and learning techniques:

• Practice-based learning
• Group-work
• Case-studies
• Class size of 50, with workgroups normally composed of 5 participants
• Business games and simulations, in-house or in competition with other programmes and other AACSB/ EQUIS/AMBA accredited schools.
• Guest speakers: Entrepreneurs and senior executives from global and local firms representing a wide range of expertise such as Proctor & Gamble, AT Kearney, McKinsey, Boston Consulting Group, KBC Banking & Insurance and Estée Lauder.

Integration

Considerable attention is given to the links between the different subject areas. The MBA programme highlights the real-world need to integrate the cross-disciplinary nature of business problems and the benefit of integrated strategies and solutions. This approach stimulates cross-functional competencies and contributes to the development of strong analytical abilities and team-working skills.

2. Course Schedule

Electives and Orientation Courses.

Participants are required to study or already have a second language to complete the MBA. Language courses are offered through the KU Leuven and can be completed prior to the start of the MBA programme or during the MBA.

Orientation courses include on-line tuition in statistical techniques. Participants must satisfy the School that they have at least reached the minimum level required before the start of the formal programme.

• Entrepreneurship

  X

  Entrepreneurship

  The course immerses students in the entrepreneurial process from the perspective of a practitioner, providing them with greater insight into developing opportunities into viable business models that spawn growing new ventures.  With the help of a multi-disciplinary business game that ultimately requires a business plan to be devised for a start-up company, the most important entrepreneurial principles are entrenched.

• Leadership

  X

  Leadership

  The focus of the course is on real leaders that are prepared for the future, desire change, posses a vision, are the experts of the future, do the right things, change their job descriptions, create value, seek learning opportunities, share information, see the big picture, are approachable, want the best for all, and inspire and motivate.  Students are given an overview of the most relevant theories of leadership and are guided by way of class interaction towards increasing their basic leadership, coaching and interpersonal persuasion skills.

• Managing across cultures

  X

  Managing across cultures

  This course deals with the issues and problems managers experience when operating within different cultures, especially the ‘people problems’ that invariably arise due to differences in attitudes, values and behaviours.  Theories and concepts related to ‘culture’ and ‘international business’ are applied to the problems managers very often confront when conducting business across cultures.

• Presentation & report writing skills

  X

  Presentation & report writing skills

• Doing business in Europe

  X

  Doing business in Europe

  The Course provides an introductory perspective on the business environment in the EU, referring to the historical, practical and corporate aspects of doing business in Europe.  By way of lectures, seminars and visits, students are given an understanding of European philosophies, the European business environment, the process of economic and legal integration in Europe, European management styles, and marketing principles and practices.

• Financial accounting

  X

  Financial accounting

  The financial accounting course provides a general understanding of the financial reporting process, with special reference to preparing and analysing financial statements – balance sheets, income statements, statements of stockholder equity and cash flow statements.  Through lectures and case studies students are afforded an understanding of the accounting function, key accounting concepts and decision making based on financial accounting information.

• Corporate finance

  X

  Corporate finance

  The course is premised on the understanding that practically every decision taken by a business has financial implications.  Consequently insights are provided into how the financial health of a company should be evaluated, how different investment and financing decisions interact, and how the objectives of a business are to be achieved.  By way of lectures, case studies and a project, students are inspired to apply fundamental concepts and tools in corporate finance to the business world.

• Human Resources Management

  X

  Human Resources Management

  The way organisations manage their human resources is a very important determinant of their competitive advantage.  The most effective multi-national, start-up, profit and non-profit organisations understand the importance of integrating human resource management practices into all spheres of their organisations to ensure that they attract, retain and motivate their employees.  Theoretical sessions, case studies and guest speakers are used to impart knowledge and understanding of key concepts within human resources management.

• Management & Organisation

  X

  Management & Organisation

  The course departs from the understanding that managing third generation strategies requires third generation organisations and third generation managers.  Students will be given a basic insight into the fundamental concepts of management and organisational theory and be afforded the opportunity to develop the decision making, leadership and coaching skills they will need to effectively lead complex change management programmes.

• Decision sciences

  X

  Decision sciences

  Based on the importance of building explicit models to analyzing decisions, the course focuses on various techniques applied by managers in their decision-making processes. In addition to providing a detail discussion of linear and integer programming, a case study, a decision tree analysis and a simulation are used to emphasise the applicability of the theory to management situations.

• Business ethics & CSR

  X

  Business ethics & CSR

  In a world that is characterised by an ever-changing and complex system shaped by globalisation, new modes of regulation and technological changes, managers are faced with increasing calls for sustainable forms of development, stakeholder scrutiny, corporate scandals and cultural and ideological conflicts that pose new risks and challenges for business.  Through lectures, discussions, business testimonials and teamwork, the course provides of the relationship between business and society, highlighting the social, environmental and economic responsibilities major corporations face and the tensions that exist between these responsibilities.  Students are also given an insight into the limitations and benefits related to responsible management in the highly competitive global business environment, an understanding of the major stakeholders that interact with corporates, and are given the concepts and tools to confront CSR issues.

• European business law

  X

  European business law

  The focus of the Course is to provide non-lawyers with a basic understanding of the norms and ‘fences’ that are the basis of the European Union (EU) business law environment, which is increasingly deemed to be a ‘multilateral’ way forward.  Through ‘Socratic’ teaching, case studies and ‘M&A’ days, students are given an EU perspective on the global legal environment, corporate decision-making in the EU, financial law and the ethics of law.

• Marketing management

  X

  Marketing management

  The course is focused on an understanding of the fundamental marketing principles and how organisations apply these principles in delivering value to their customers in a manner that increases profitability.  By way of articles, lectures and case studies, students will be given the opportunity to understand and apply the fundamental marketing principles with reference to marketing channels, sales, branding, pricing, globalisation, creativity and business intelligence.

• Negotiation skills

  X

  Negotiation skills

  Based on the understanding that mangers are invariably called upon to frequently negotiate formally or informally in the day-to-day execution of their task, the course sets out to develop an appreciation for principled, value-enhancing negotiation.  Through numerous case studies and simulations students are provided with the insights and tools needed to optimise their negotiation skills and performance in all spheres of business.

• Basis statistics

  X

  Basis statistics

  The course seeks to provide students with the basic statistical tools needed to conduct empirical research and interpret statistical data.  Various case studies are used as a means of providing a hands-on experience in utilising these tools.

• Basic economics

  X

  Basic economics

  The main concepts that apply to micro- and macro-economics are explained and explored against the backdrop of recent developments in the global economy.  Presentations are interspersed with case studies that afford students the opportunity to experience how basic economic concepts apply in the business environment.

• Managerial aspects of European Integration

  X

  Managerial aspects of European Integration

  The course provides insights into the economic developments that are shaping the European marketplace and discusses how these trends impact on corporate strategy.  With reference to real world problems, students are given a clear perspective on market integration, global trade relations, establishing a competitive environment and the social dimension of European integration.

• Social skills-seminar

  X

  Social skills-seminar

  The course assists students to evaluate and improve their communication and social skills within the context of a four-day residential seminar in which they are provided with some of the principles and tools they need to enhance their inter- and intrapersonal skills.  Functioning effectively within groups, teams and organisations is heavily dependant upon the ability of managers to communicate effectively, establish sound relationships and build strong networks.

• Strategic management

  X

  Strategic management

  This course explores the analytic tools and conceptual frameworks that constitute the foundations for strategic management, examining the role of general managers in the strategic management process, and ways in which businesses achieve and sustain superior performance.  By studying successful managers and examining real business challenges with the help of cases studies, students are afforded the opportunity to develop an appreciation for strategic thinking and the managerial attitude to guides actions at times of uncertainty and complexity.  In seeing businesses from a holistic perspective, they develop the ability to think beyond day-to-day business activities and ask the right questions about the future of a business.

• Operations management

  X

  Operations management

  The course is orientated towards providing students with an understanding of the purpose, place and importance of Operations Management in organisations, with special reference to the interaction with and integration of this discipline with other management disciplines.  Through pre-reading, lectures, cases and a team assignment, students will acquire an understanding of the nature, structure and commonality of operating systems and their component sub-systems from an operations perspective.  In addition, they will also gain insight into how to analyse complex operational issues, develop possible solutions and devise implementation plans, as well as an appreciation of the importance of adopting an Operations perspective when developing an organisational strategy and of ensuring that Operations policies are consistent with this strategy.

• Innovation management

  X

  Innovation management

  This course provides a broad overview of the different concepts, topics, approaches and instruments related to the field of management innovation and technology.  In addition to being given an overview of the origins of the innovation process, with special reference to the relationship between market structure and innovation, and the major sociological theories regarding innovation and technology, students are also given guidance on strategic management and innovation, the management of day-to-day operations in innovative environments and the management of innovative professionals.

• Value-added ICT

  X

  Value-added ICT

  The focus of this integrative course, which is pitched at an enterprise level and does not require an IT background, is on the efficient and effective use of information technology (IT) in contemporary enterprises with special reference to management issues relating to planning, organisation and the control of IT resources.  By way of lectures and numerous case studies, students are made aware of fundamental managerial concepts, e.g. business-IT alignment, It governance and IT architecture.

• International management

  X

  International management

  This course integrates material from the core courses, providing an analysis of opportunities presented by international markets relevant to managers.  By way of lectures, guest speakers and case studies, students acquire insights into how the risks related to doing business in international and emerging markets should be minimised.

• Managerial accounting & control

  X

  Managerial accounting & control

  The course entails an introduction to the role of cost and management accounting information to support the strategic and operational needs of present day organisations. Apart from being given an understanding of how cost accounting systems are designed and what the differences between traditional and Activity Based Costing systems are, students are also guided by way of case studies on how to deal with the decision making process and the implementation of a planning and control system within a company.  The curse concludes with a discussion of the need for a Balanced Score Card and how such a score card should be developed and implemented.

• Integrated (e)supply management

  X

  Integrated (e)supply management

  The course highlights the increasingly important role of supply management, providing current and future executives, managers and strategists with the insights and frameworks that are pertinent to managing supply processes within the context of an integrated supply chain.  By way of lectures and case studies, students are given insight into conventional supply management and key aspects of the supply management field.

• Integration game

  X

  Integration game

  This course entails an exercise to emphasise the interaction between the management of the different functional domains at the operational, tactical and strategic levels.  The IMEx ‘business game’ affords students the opportunity to apply the techniques and concepts imparted in other courses to a real company within a competitive and interactive environment.

• Project management

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  Project management

• Projects

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  Projects

• Closing seminar

  X

  Closing seminar