The Part-time MBA Programme covers a period of two years, with classes being held twice a week.

• The introductory module consists of a number of introductory subjects, whose purpose is to refresh or introduce the basic knowledge and skills required to effectively follow the core programme courses.
• The main module treats all functional domains that are necessary for the professional management of a company. Second-year students complete the programme by carrying out a project in their own company or organisation.

Introduction Module

Year 1

• Fundamentals of Financial Accounting

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  Fundamentals of Financial Accounting

  This course enables participants to critically read and use financial statements and financial reports.  Participants are first introduced to the main principles of financial accounting.  Based on this knowledge they then learn how to use financial statements in various decision-making contexts.

• Macro- and micro-economics

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  Macro- and micro-economics

  This course provides participants with fundamental economic concepts and tools needed to understand the operation of markets, firm behaviour and economy-wide business conditions.

Year 2

• Fundamentals of Business Statistics

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  Fundamentals of Business Statistics

  To make informed business decisions, managers must be confident and comfortable in their use and interpretation of data.  This course teaches participants statistical tools and methods for data analysis and statistical inference.

• European Business Law

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  European Business Law

  Law may be seen to impose restrictions on management.  However, it also offers managers a conceptual framework for their activities.  In this course we examine how companies implement strategies and management structures.  We also look at the use of power structures in and the continuity of companies.

Opening Seminar

Year 1

• Industrial and Organisational Psychology

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  Industrial and Organisational Psychology

  This course has two major objectives.  First, it wants to make the participants familiar with the basic concepts from the I&O Psychology field.  This is done by illustrating 'how' and 'when' participants are being confronted with these concepts in their daily practice.  Second, as this course bridges the gap between the introductory module and the basic module, the course creates a didactical opportunity for the group to get to know one another in a somewhat different way at the beginning of the academic year.

Year 2

• Communication and Interaction Skills

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  Communication and Interaction Skills

  The aim of the course is to lay the foundation for interpersonal skills.  Starting from increased self-knowledge (What role I play within a team?), participants learn to discover their strengths and weaknesses and grow to understand and appreciate the role that others can play.  During this seminar we also focus on social skills: communication skills, presentation techniques, discussion techniques, etc.

Main Module

Year 1

• Business Ethics and CSR

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  Business Ethics and CSR

  Corporations are facing significant changes such as globalization, corporate scandals, conflict of cultures and ideologies opening up new dimensions of risk and challenges for business. This course provides an understanding of some important aspects of the non-market environment in which social and political forces impact on business.

• Corporate Finance

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  Corporate Finance

  In this course the major decision-making issues for corporate financial managers are considered, with a focus on value creation.  First, different financial instruments are valued.  Thereafter, financial planning is discussed, linked to capital structure, financing and risk management decisions.  Finally, financial management in an entrepreneurial setting is considered.

• Human Resources Management

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  Human Resources Management

  It is increasingly emphasised that the 'human being' or 'personnel', is one of a company's main assets in getting a competitive advantage.  Human Resources Management examines the techniques, methods and strategies whose purpose is to get the right person in the right place and to keep him or her in the organisation.

• Management Accounting & Control

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  Management Accounting & Control

  During this course participants are introduced to the vital role of cost and management accounting.  The information that management accounting systems produce supports the company's strategic as well as operational needs.

• Management and Organisation

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  Management and Organisation

  This course deals with description and prescription of general management and organisation.  What is management?  What do managers do?  What is organisational design?  How useful is an organisational typology?  How does one perform an operational analysis?

• Negotiation Analysis & Conflict Management

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  Negotiation Analysis & Conflict Management

  We are living in a negotiating society.  Hierarchy is becoming unimportant, whereas motivation and communication are becoming increasingly important.  A successful manager is an efficient negotiator.  During this course, techniques will be taught by means of practical examples and exercises.

• Strategic Management

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  Strategic Management

  The course puts emphasis on three skills in particular: participants have to learn to view the enterprise as a whole and to tune its ambitions to the market situation, organisational limitations and financial goals.  Secondly, they have to learn to deal with modified environmental factors.  Finally, they have to acquire the skills that will allow them to mobilise the necessary resources and to inspire commitment.

• Project Management

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  Project Management

  Managers increasingly spend time working in projects that are outside their traditional functional domain.  Effective project management therefore requires additional skills and specific approaches.  The planning of these projects are of crucial importance and deserve special attention.

Year 2

• Decision Sciences for Business

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  Decision Sciences for Business

  Sound managerial decision-making requires the ability to understand and interpret (large amounts of) data and to base decisions on the results of data analysis and model-building.  Today's managers therefore need a basic knowledge of the more applicable ideas and methods in the description, analysis and interpretation of data and the model-building capabilities available in management science methodology.

• Value-Added ICT

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  Value-Added ICT

  Managing and exploiting corporate information is becoming an important mission in today's corporations.  This course introduces participants to contemporary issues in developing and managing business information systems.

• Innovation Management

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  Innovation Management

  Innovation is a major driver of competitive performance.  Innovation management in large, established corporations has been subject to intense scrutiny and has led to a rich set of insights into managerial practices that support the innovation process at the strategic, tactical and operational level in the firm.  In addition, the complementary nature of large, established, often multinational, innovators and small high-technology ventures will be an essential part of the course.

• Integrated (e)Supply Management

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  Integrated (e)Supply Management

  This course teaches the key concepts and connected business practices in the field of supply management.  It covers both conventional, integrated, and 'e' thinking and doing in supply management through interactive class sessions, proven case studies, and a comprehensive textbook that blends theory with practice.

• Marketing Management

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  Marketing Management

  Marketing is a value-creating process.  Marketing is therefore introduced as a concept with a particular emphasis on what it means for a firm to be market driven.  In this course topics such as consumer behaviour, product policy, market research, direct marketing, price management and others are covered.

• Operations Management

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  Operations Management

  Whether it produces goods or services, every organisation has a primary transformation process that adds value to the input factors.  The focus of this course is on the primary transformation process.  More specifically, the course focuses on the development and management of the operating system and of its parts such as the technical system (e.g. the process), the planning and control system, and the quality management system.

• International Business

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  International Business

Integration courses

Year 1 & Year 2

• Entrepreneurship (first-year participants)

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  Entrepreneurship (first-year participants)

  During this course cases, guest speakers, and panel discussions highlight the major aspects of entrepreneurship, with a special focus on financing the entrepreneurial business.  Issues that are covered are: why is entrepreneurship important for society as a whole and how is it a legitimate career choice?  How to write a compelling business plan?  How to assess entrepreneurial opportunities?  How to start and grow a company?  How and where to raise enough financing?  How to value an entrepreneurial company? This course is only for first-year participants.

• Intro to project (first-year participants)

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  Intro to project (first-year participants)

  First-year participants will learn about the concepts of conducting a project. This course consists of three sessions that will take place at the end of the first year.

• Management integration (second-year participants)

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  Management integration (second-year participants)

  During this exercise, second-year students have to integrate and apply the concepts from the different management domains in a business game.  It allows students to draw a comparison between generalist and specialised visions.  It differs from other exercises because of its dynamic and competitive nature.