Explore the detailed Masters in General Management curriculum:

Management Essentials

Intro to Financial Accounting

The purpose of this course is to provide you with a general understanding of the financial reporting process. The course concentrates on the preparation and interpretation of financial statements (balance sheet, income statement, statement of stockholder’s equity and statement of cash flow) according to International Financial Reporting Standards (IFRS). It gives a thorough understanding of the accounting function, key accounting concepts and decision making using financial accounting information.

Intro to Statistics

One can easily describe Statistics as the skillset required for collecting data, organising data, analysing data and finally interpreting data. Indeed, quite some data to be tackled here… In this course, though, the learning is not in the data as such but in the road to information, extracted from the data. Step by step we will explore the fundamentals of statistics and discover how these techniques and insights relate to business applications. Killing two birds with one stone, this course will also make you technically ready for other managerial courses included in your Vlerick curriculum, such as Operations Management, Market Research or Decision Sciences.

Intro to Economics

Upon completion of the course you will:

  • understand the meaning of economics and economic systems, and how economics influences all stakeholders in society
  • understand the meaning and challenges of globalisation and international economic integration and to be able to determine their influence on the future performance of a country/ organisation/ manager
  • understand the behaviour of consumers and firms in a modern economy
  • understand how aggregate economic activity is measured
  • understand the implication of the interaction between changes in one or more of a wide range of macro-economic forces (economic growth, unemployment, inflation, exchange rates, balance of payments)
  • know what economic information is needed and available to make an informed decision, and to know how to integrate this information, process it and arrive at a decision
  • integrate the above so as to understand how and why economic policy decisions are made, and to determine the impact of such decisions on the managerial function
Decision Sciences for Business

The course will focus on different techniques used for the decision-making process. We devote our sessions to modeling concepts that are applicable to a variety of different management situations. This course brings a mix of creativity and technical know-how and will focus on the different techniques that can be used in modeling. We will pay a lot of attention to mathematical programming (linear programming and integer programming), and will demonstrate the application of this well-known technique by means of real-life examples and practical applications. Other techniques that will be covered are decision tree analysis and simulation.

Management Fundamentals

Corporate Finance

The course covers the basic principles of corporate finance and provides the conceptual framework indispensable to assist managers in making good decisions. The three main decisions that firms face are: where to invest, how to finance an investment and whether and how to return profits to providers of capital. The objective of this course is to provide students with a solid knowledge of the fundamental concepts and tools in corporate finance that allow individuals to intelligently solve practical business problems. There will be a strong emphasis on intuition and applicability, so we will take a detailed look at several real-life cases.

Strategic Management Accounting

The aim of this course is to discuss and analyze the managerial issues encountered in the design and use of management accounting and control systems for improving business performance. More specifically, we will focus on the cost management and performance measurement tools that provide executives with relevant information to manage their businesses for sustainable success. The course is designed to enable you to gain both the necessary qualitative insights and analytical skills, and to develop an appreciation of the importance of accounting and control systems in the successful management of organizations.

Marketing Management

The primary objective of this course is to provide you with an introduction to a set of core marketing concepts and models. The course highlights the essentials of strategic and operational marketing. Specifically, concepts related to Marketing Analysis, Marketing Segmentation, Pricing Strategies, Marketing Communication, Consumer Behaviour, Brand Management and Marketing Channel strategies will be discussed. The course offers a mix of theory and practice insights. It consists of plenary sessions during which you are regularly asked to discuss in small groups about specific ‘on-the-spot’ cases.

International Management

This course aims at preparing participants for their careers in a dynamic global environment. In addition to providing an understanding of the scope, complexities and interdependencies of international business, the course aspires to develop in participants the managerial skills that are essential if businesses are to succeed in this highly competitive environment. While these objectives can be achieved to some extent within the classroom, they are more effectively realized by combining a conceptual understanding with a confrontation of real issues in context.

Operations Management

This course aims to (1) familiarise you with the major operational problems and issues that managers are confronted with, and (2) provide you with language, concepts, insights and tools to deal with these issues in order to gain competitive advantage through operations. We will see how different business strategies require different business processes, and vice versa, how different operational capabilities allow and support different strategies to gain competitive advantage. Throughout the course, a process view of operations will be used to analyse different key operational dimensions such as flow management, supply chain management, and quality management.

Innovation Management

This course is designed to equip you with the state-of-the-art knowledge and best practices needed to successfully design and implement innovation strategies in entrepreneurial and established technology-driven corporate contexts. First, we discuss the foundations of technological innovation. Second, we formulate ‘balanced’ innovation strategies that take into account technology trajectories and the distinction between sustained and disruptive innovations. Further, we discuss how firms implement innovation strategies. You will learn about sustained innovation processes as well as disruptive innovation such as sensing networks and corporate venturing.

Corporate Sustainability & Responsibility

The main objective of the course is to discuss, explore and clarify the content, meaning and different dimensions of (strategic) CSR. In order to achieve this, specific attention will be paid to how CSR can be integrated in different management disciplines such as performance management, reporting, HRM, supply chain management, marketing, etc. Also, the course aims at discussing and explaining how and to what extent CSR can lead to innovation in products and services. Ultimately, we explore whether and to what extent CSR can lead to a competitive advantage. Specific attention will also be paid to the topic of stakeholder management and engagement.


This course will provide you with a stimulating introduction to the theory and practice of entrepreneurship and new venture creation. The central aim of the module is to de-mystify entrepreneurship and to demonstrate that many of the skills and competences required to launch and grow a successful business can be learned and practised. In order to maximize your learning, we will tap into entrepreneurial experiences as much as possible. First, this course will provide hands-on learning on what it’s like to actually start a company. Second, we will discuss different entrepreneurial stories in particular case studies. Third, we will rely on testimonials of a series of entrepreneurs.

Strategic Management

The intention of this course is to give an overview of all essential aspects of strategic management. The primary objective is to provide you with a thorough understanding of the issues underlying value generation and value capture in business enterprise. You will be familiarized with various models, theories and tools that will allow you to effectively analyse complex competitive situations and to make decisions that increase a firm’s competitive standing vis-à-vis its market rivals. The format of the course is based on the idea that one can master strategic thinking by practicing it. Thus, it will be mostly constructed around your experiential learning.

Human Resources Management

In this course we adopt the perspective of the general manager to address human resource topics from a more strategic perspective. We will elaborate on how HRM can help the organization in developing competitive advantage through practices such as recruitment & selection, career management and development, performance and reward management, change management, job design and employee engagement, and the management of downsizing processes. A central theme throughout this course is the integration of HRM-practices within the organization as a whole (both vertical and horizontal alignment).

Deep Dive Challenge

The goal of the Deep Dive Challenge is to introduce you to a number of major strategic questions senior managers have to deal with. The challenge highlights the holistic nature of managerial thinking by requiring you to think about different functional domains of management in an integrated way. The Deep Dive Challenge offers you a starting point to link management theory to practice by working on managerial questions that will be covered in the different management courses throughout the year.

Goldstein Brewery Case

The goal of this simulation is to emphasise the integration between the management of the different functional domains at the operational level. In the context of a recent management buy-out, you have to present your recommendation to the Board of Directors on how to improve the company’s value, measured by its ROCE (Return on Capital Employed). Your recommendation should take the form of a “100-day action plan”, in which you outline the priority initiatives and action steps. Next to that, it should include the potential impact on the ROCE, the possible risks when implementing it and the efforts needed to execute the plan.

IMEx - Integrated Management Exercise

The goal of IMEx (Integrated Management Exercise) is to emphasize the integration between the management of the different functional domains on an operational, tactical and strategic level. IMEx provides the opportunity to apply various techniques and concepts taught in different courses and will be played in teams. Each team represents a fictitious company competing in the Toy Industry. Based on a computer simulation, teams will have to make managerial decisions in a competitive, dynamic and interactive environment over a horizon of 12 quarters (periods). The performance of the company will be translated, amongst others, into an economic, environmental and social index. These three represent the so-called triple bottom line (TBL).

Professional Management Skills

Professional Management Skills

The course consists of a three-day seminar and offers an in-depth opportunity to assess your own skills profile in an active environment, rather than just thinking and talking about your skills. It has two main objectives:

  1. To support your personal and professional development by enhancing a number of important competencies, both on the individual level (e.g. knowledge of your own cognitive and interaction style) and the professional level (e.g. presentation skills, brainstorming skills, communication skills, giving and receiving feedback, intercultural awareness).
  2. To provide you with some basic theoretical frameworks, practical information and hands-on experiences to reflect on and manage group dynamics and interaction between people.
Career Skills

This course includes a mixture of class sessions, coaching in small groups, practical exercises and exchanges with practitioners and alumni. It has two main objectives:

  1. To support your future career by developing a number of important career competencies.
  2. To provide you with practical information and training regarding the different stages of the job search process. During and after the course, you will have the opportunity to receive individual feedback on your CV and cover letter and to discuss your job search process with a career advisor. This course will be the start of other events organised by Career Services.
Negotiation skills

This course is focused on providing you with a foundational understanding of principled, value-enhancing negotiation, which enables you to develop the competence and confidence to successfully negotiate your business and personal future. It draws on principles taken from academic research on negotiation and illustrates them through role plays and practical exercises. The core of the course is a series of simulated negotiations that increase in complexity over the course. We provide a negotiation perspective on topics such as communication, conflict dispute resolution, decision-making, power deployment and persuasion, in order to augment your overall performance.


Choose any 4 - taking place in Ghent (G) - Leuven (L) - Brussels (B)

The Leader as Negotiator (G)

Good leadership requires the ability to negotiate effectively, especially internally. In fact, the ability of leaders to negotiate and resolve conflicts in a way that improves collaboration and trust in the workplace is a critical skill in what some refer to as the ‘collaboration’ economy: “an economic system in which smart growth, fuelled by collaborative initiatives, serves as a vehicle to accelerate the journey toward sustainable development.” (Eric Lowitt, The Collaboration Economy, 2013) The aim of this course is to take your ability to negotiate a level higher by focusing on negotiation change and managing the conflicts that inevitably arise when change needs to be implemented.

Advanced Strategy (B)

This course aims at deepening your understanding of how strategies are developed to shape a company’s path to success. The generic process of strategic management covers strategic analysis, the formulation, and the implementation of strategies. However, this course focuses on the processes that accompany these general steps and, thereby, on the analytical and quantitative side of strategy. With a particular focus on specific strategic challenges, the growth and the financial crisis of firms, it highlights structured approaches and the application of quantitative analyses to resolve them.

Digital Innovation & Entrepreneurship (L)

The objective of this course is to advance your understanding of the strategic value of IT by introducing you to new as well as proven technologies. Topics will revolve around the concept of disruptive information technologies (IT), today’s dominant disruptive IT, and how they may be used to improve or hinder entrepreneurial as well as innovative initiatives. The focus of the course is on the relationship between technology and the business, rather than on the technology itself. While introducing several different technologies, we will discuss the managerial and strategic issues associated with their use, and use examples to emphasize best practices.

Digital Strategy (B)

This course introduces you to the strategic issues relating to the use of digital technologies in business. The objective is to provide you with a deeper understanding of how businesses (can) use various digital technologies, and equip you with decision-making frameworks that put digital strategy in perspective and help make it manageable. Topics include formulating a digital strategy, planning digital initiatives, developing digital business models, harnessing the power of social media platforms, mobile technologies, and the Internet of Things, and evaluating the return on investment of a firm’s digital initiatives.

Financing your Start-up (L)

The objective of the course is to understand the functioning of typical (equity) investors in entrepreneurial companies, with a focus on business angels, venture capital and private equity. More specifically, we will focus on analyzing and making financial decisions in entrepreneurial, unquoted companies. Given the uncertainty, large information asymmetries and goal incongruencies, the risk of agency problems between investors and entrepreneurs is high. Therefore, traditional financing methods (such as bank debt) are often inappropriate. The course will provide an in-depth understanding of the equity financing process and the elements of deal making.

Family Business (G)

This course focusses on family business as a dynamic system where family members may hold or combine different roles, as family, as owners, as board members and as managers, and where each generation must find its own answers. The course applies a combination of cases, lectures, plenary discussions, group work and application to one’s own family and family business context. The aim of the course’s approach is to balance findings from theory and practical insights in order to provide the students not only with state-of-art knowledge, but also with a sense for challenges and pitfalls facing next generation successors in family businesses.

Organisational Design - Turning Strategy into Organisational Structuring (B)

As your career progresses, you will evolve from individual contributor, to manager, manager of managers, and possibly the leader of the firm. In all these stages it is important to understand the organizational context you will be working in, how it is translating the strategy of the company, and in turn shaping the actions of many. This course will enable you to understand the various stages of organization development, and the elements that shape it. These include not only the organization structure, but also the systems and processes for developing strategy, for measuring and controlling performance, for evaluation and rewards.

Big Data & Artificial Intelligence (G)

This course will provide a framework to successfully implement analytics and big data in an organization. In this framework we will discuss how to acquire data, how to analyse this data and how to transform the resulting insights into actions. In addition, this module provides some applied tools to improve decision making using data mining and artificial intelligence.

Turning Supply Chain Management into a Competitive Advantage (B)

This course should be of particular interest to people aspiring a career in management consulting; or managing interfaces between supply chain management and other business functions such as finance, strategy, marketing, managerial accounting, and human resources. Moreover, a working knowledge of supply chain management is indispensable for general managers and entrepreneurs.

The Vlerick Banking Game (B)

The objective of the course is to bridge the theory and practice of financial institutions through the VLERI CK BANK SIMULATION (VBS) .The VBS depicts a realistic market where regulated financial institutions place major decisions under uncertain macroeconomic conditions and in a competitive setting with the ultimate aim of creating value for their shareholders. Major academic and financial institutions and associations around the world use the VLERICK BANK SIMULATION in their training programs for senior managers.

Mergers & Acquisitions (G)

This course provides a comprehensive overview and in-depth analysis of the topic of Mergers and Acquisitions (M&As). The M&A course constitutes an “integration” opportunity for our students, an occasion to break out of disciplinary silos and apply the obtained managerial skills and insights in the most important projects companies can undertake.

Leadership Skills in an Agile World (G)

Leading an organization into change is a hands-on experience. To thrive in your leadership skills, you need to have an impression of how you really are as a leader, you need to experience how it really feels. In this simulation, you will get this experience in full. You will be a leader, i.e., a middle or top management executive of a company for almost a day to put your leadership skills to the test. The simulation will give you an overall-impression of your leadership impact and the dynamics you have to cope with once you enter a company.

Technology Disruption & Strategy (L)

This course explores the unique strategic aspects of fast-moving technology-intensive industries. While corporate strategy teams and innovation departments work hard to find responses to technological shifts, focus is oftentimes laid on developing responses, while falling short in understanding the underlying dynamics of technological change.

Social Entrepreneurship (L)

In this course we will focus on what sets social entrepreneurship apart from more traditional forms of entrepreneurship (‘commercial’ entrepreneurship) and will go into the ideas, process and steps required to create new social ventures. Specific attention will be paid to critical success factors for social entrepreneurs such as how to mobilize resources, including how to devise a sustainable business model, and how to measure the performance of a social venture. Finally, we will explore some tools that will help you assess and increase a social venture’s growth potential.

Business Development & Sales (G)

Sales is the driving force behind business success and can make all the difference. Leading companies understand this and align marketing with sales. This course places sales firmly onto centre stage and covers critical business relevant topics in the modern sales environment. We will address the new sales challenges while moving from product to experience as well as from value-for-money to value-in-use. We will also go beyond mere communication and will cover the up-to-date interaction skillset required by professional sales.

Data-Driven Project Management (L)

Data Driven Project Management is a highly interactive and practical course module focusing on the integration of planning, risk and control. The training enables students to get acquainted with the quantitative project management concepts using an integrative four-phased case study. The training is based on practical experience as the case study aims at delivering the required technical skills to manage large and complex projects, but also tests the students’ performance under time pressure, their critical mindset, as well as communication skills and quality of written analyses.

Strategy Beyond Markets (L)

Companies think strategically about their positioning in the market, but they often neglect to the same beyond the market. In their nonmarket environment, companies have to learn how to work with nonmarket actors, like governments, regulators, NGOs, and activists. Companies also need to position themselves in nonmarket arena’s, such as (social) media, courts, and public hearings, where they will compete with nonmarket actors and other companies. This elective is about shaping the rules of the game, after all, we are the business school based in the capital of the European Union.

Advanced Corporate Finance (L)

This course explores a wide range of different topics within the broad field of corporate finance. We will move beyond the basics discussed in any standard corporate financial management course, deal with more sophisticated items and examine in great detail some very recent interesting case studies, including Facebook’s IPO and Apple’s capital structure and dividend policy. The advanced corporate finance elective will neatly build further on the core MGM corporate finance course – some topics will be dealt with in more depth whilst also new areas within the finance domain will be explored.

Strategy Implementation & Change (G)

Operating in a VUCA world poses many challenges to organizations. Many companies need to change their entire business model in order to compete with new types of players. Strategy implementation and change management become increasingly important in today’s world. But companies struggle with both implementation and change. Therefore, managers need to master both the strategy (formulation and) implementation and change processes to turn strategy into results. This course will help students to understand what all this means in practice so that they get a much more realistic view on the strategy and change process in organizations.


Managing Risk to Maximise Opportunity (G)

More information on this elective will follow soon.




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