Sandermoen School of Business
About the Sandermoen Name
The Sandermoen School of Business is named after Kjetil Sandermoen, founder and Chair of the Board of Directors of the University of Fredericton. He is also Chair of the Board of Directors and Managing Director, Lighthouse AS, a global management consulting company. He has an education in Economics from Karlstad University in Sweden and is fluent in five languages.
Programs
Sandermoen School of Business
Degree Programs
- Executive MBA in Global Leadership
- Executive MBA in Innovation Leadership
- MBA in Global Leadership
- MBA in Innovation Leadership
Certificate Programs
Institute of Professional Learning
Diploma Programs
- Diploma in Integrated Disability Management
- Diploma in Safety, Health, and Environmental Management (SHEM)
Certificate Programs
- Certificate in Disability Management
- Certificate in Health, Safety and Environmental Processes (CHSEP)
- Certified Ergonomics Coordinator
Partnerships
Partnerships Programs
Request Information Package
Executive MBA in Innovation Leadership
Why this program is needed
In today's global business environment, every part of an organization must run in perfect alignment and at peak efficiency in order to meet the demands imposed by relentless global competitors. However, the same organization must also be able to regenerate itself (and possibly cannibalize itself), to seek bold new directions that offer new opportunities for motivation and growth, be they new product categories, new markets, new partnerships, new processes, or new organizational structures. For example, think of Apple's foray into portable MP3 music players with their famous iPodTM, which represented a substantial departure from their main lines of computer hardware and software; yet which, successfully done, garnered over 90% share of the MP3 market within three years of its launch, at premium prices.
For whom this program is designed
Our Executive MBA with a focus on Innovation Leadership is designed for advanced-career professionals and managers of medium to large sized companies who aspire to lead their companies towards much higher performance. We focus on developing leaders who are ready and able to identify a bold new venture, to convince other leaders of its merits and gain their commitment, and to ensure that the venture is successfully accomplished.
A brief program description
Our goal is to prepare advanced-career professionals and managers for senior managerial positions, and to prepare them for success, all without interrupting their career momentum. To accomplish our educational goal we provide a highly-qualified faculty, a variety of educational tools and techniques, some of the most advanced online teaching and learning applications available, and a carefully designed suite of courses delivered in a focused and flexible schedule.
There are thirteen courses: seven foundation courses, six specialization courses including one elective, and one capstone integration project (see Curriculum below). Selected courses are completed either in a seven-week fixed-agenda format, a short high-intensity format, or a self-paced format.
To maximize the global learning experience throughout the program our students will participate in "live" seminars and/or conferences with experienced leaders from global organizations. Our students and faculty are not limited by geographical boundaries, providing a new educational experience that allows learners to think with a global perspective while working on case studies and projects with other colleagues from around the world.
The program is also designed to integrate knowledge across subject areas. Students keep a journal/portfolio throughout their program, accumulating projects and assignments as they progress through the program and using this prior work as resource material for their final project. There are also specific portfolio activities and assignments throughout the program where students are asked to combine or compare knowledge across courses.
Individuals wishing to gain admission to the Executive MBA in Innovation Leadership will have an undergraduate degree and five years of work experience, including two years in management. For further information about the application process, please see the University of Fredericton EMBA Admissions and Application Procedures.
There are thirteen courses: seven foundation courses, six specialization courses including one elective, and one capstone integration project (see Curriculum below). Selected courses are completed either in a seven-week fixed-agenda format, a short high-intensity format, or a self-paced format.
To maximize the global learning experience throughout the program our students will participate in "live" seminars and/or conferences with experienced leaders from global organizations. Our students and faculty are not limited by geographical boundaries, providing a new educational experience that allows learners to think with a global perspective while working on case studies and projects with other colleagues from around the world.
The program is also designed to integrate knowledge across subject areas. Students keep a journal/portfolio throughout their program, accumulating projects and assignments as they progress through the program and using this prior work as resource material for their final project. There are also specific portfolio activities and assignments throughout the program where students are asked to combine or compare knowledge across courses.
Individuals wishing to gain admission to the Executive MBA in Innovation Leadership will have an undergraduate degree and five years of work experience, including two years in management. For further information about the application process, please see the University of Fredericton EMBA Admissions and Application Procedures.
Innovation Leadership Concentration Curriculum (45 credits)
Level A - Foundation Courses (24 credit hours):
| EMBA 499 | Orientation |
| EMBA 602 | The Global Economic Environment (3 cr.) |
| EMBA 603 | Strategic Marketing Planning (3 cr.) |
| EMBA 604 | Corporate Governance, Strategy and Structure (3 cr.) |
| EMBA 605 | Accounting and Finance for Decision-Makers (6 cr.) |
| EMBA 606 | Strategic Operations Planning (3 cr.) |
| EMBA 608 | Strategic Information Systems Planning (3 cr.) |
| EMBA 650 | Strategic Human Resource Planning (3 cr.) |
Level B - Innovation Leadership (13 credit hours):
| EMBA 710 | Theories of Leadership (3 cr.) |
| EMBA 730 | Best Practices from the Executive Perspective (3 cr.) |
| EMBA 731 | Best Practices from the Intrapreneur's Perspective (3 cr.) |
| EMBA 797 | Proseminar in Innovation Leadership (1 Cr.) |
Plus one elective from:
| EMBA 720 | Leadership Values and Ethics (3 cr.) |
| EMBA 724 | Global Change (3 cr.) |
| EMBA 725 | Strategic Sustainability Planning (3 cr.) |
| EMBA 780 | Global Strategy (3 cr.) |
Level C - Integration (8 credit hours):
| CNVL 798 | Innovation Leadership Integration Project (8 cr.) |
Course Descriptions
Level A Foundation Courses:
| Course Code(s): | EMBA 499 |
| Course Name: | Orientation |
| Course Weight: | 0 credits |
| Course Description | |
| The purpose of this course is to provide students with an overview of the MBA program, and an introduction to its online collaborative learning environment and course delivery methods. | |
| Course Code(s): | EMBA 602 |
| Course Name: | The Global Economic Environment:Apply economic reasoning to business leadership concerns |
| Course Weight: | 3 credits |
| Course Description | |
| Systematic understanding of the internal and external economic environments of an organization, and the ability to analyze them as a basis for sound decisions, are core pre-requisites of sound leadership. This course reviews basic macro and micro-economic concepts (e.g. supply and demand, elasticity, production function, competitive environments, pricing, etc.), and illustrates their impact on decision making and strategy formulation. Students will learn how to think through economic challenges and opportunities presented to their organization. | |
| Course Code(s): | EMBA 603 |
| Course Name: | Strategic Marketing Planning: Better define and implement effective marketing strategies |
| Course Weight: | 3 credits |
| Course Description | |
| This course focuses on the strategic marketing planning process from the perspective of two key roles in the organization, i.e., the Chief Marketing Officer (CMO) and the Brand (or Product) Manager. Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how these managers refine the company's long-term go-to-market strategy, at both the corporate level and the product level. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. | |
| Course Code(s): | EMBA 604 |
| Course Name: | Corporate Governance, Strategy and Structure: Better understand an organization's superstructure, its visioning, its corresponding form |
| Course Weight: | 3 credits |
| Course Description | |
| This course examines an organization's top-level constitution and processes, i.e., how its Board of Directors is selected by, and interacts with, its owners; how the Board appoints, and interacts with, the senior management team; how the Board and senior management team jointly determine the strategic direction of the organization; and finally, how the organization itself may be structured to most effectively and efficiently accomplish the strategic directive. | |
| Course Code(s): | EMBA 605 |
| Course Name: | Accounting and Finance for Decision-Makers: Become more competent in the understanding and use of accounting and financial information |
| Course Weight: | 6 credits |
| Course Description | |
| Financial accounting information is directed at external stakeholders, whereas managerial accounting information is specifically generated for decision-making activities within the firm. The purpose of this course is to increase familiarity with both types of accounting so that the student will be able to interpret accounting information and financial statements. Students will understand the relevance and meaning of accounting and financial data, and they will learn how to read, understand, and use fundamental accounting information documents (e.g. annual reports, balance sheets, profit and loss (P&L) statements, cash flow analyses, etc.). | |
| Course Code(s): | EMBA 606 |
| Course Name: | Strategic Operations Planning: Better define and implement effective operations strategies |
| Course Weight: | 3 credits |
| Course Description | |
| This course focuses on the operational planning process from the perspective of the Chief Operating Officer (COO). Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how the COO develops the company's long-term operations strategy, comprising decisions about supply-chain logistics, production, customer service, quality assurance (QA), distribution and field support. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. | |
| Course Code(s): | EMBA 608 |
| Course Name: | Strategic Information Systems Planning: Enhance performance with comprehensive, effective and efficient management information systems |
| Course Weight: | 3 credits |
| Course Description | |
| In today's 24/7 global operating environment, the possession of sufficient and correct information about the relevant external and internal environments, obtained and circulated to the right decision-makers in a timely fashion, can spell the difference between success and failure. This course introduces the main concepts of management information systems (MIS), examines how the design of MIS can affect the performance of an organization, and explores the process of Information systems planning from the perspective of the CIO. | |
| Course Code(s): | EMBA 650 |
| Course Name: | Strategic Human Resource Planning: Develop world-ready personnel and build change-ready organizations |
| Course Weight: | 3 credits |
| Course Description | |
| In today's global context the rate of change is accelerating, and personnel have to be world-ready, and organizations have to be change-ready. This course examines the human resource recruiting and development function and the organizational design function within a global and organizational lifecycle perspective, emphasizing how personnel and designs must change as projects and divisions evolve. This dynamic approach to organizational development prepares students to diagnose mismatches between existing personnel and designs versus changing demands, and to develop personnel and designs to accommodate new realities. | |
Level B Innovation Leadership Courses:
| Course Code(s): | EMBA 710 |
| Course Name: | Theories of Leadership: Build foundational knowledge about leadership concepts |
| Course Weight: | 3 credits |
| Course Description | |
| This course gives students the foundational knowledge they need to critically assess leadership concepts and their utility. Students survey the leadership theories of key thinkers and practitioners in the field, learning about the empirical, theoretical and pragmatic strengths and limitations of each approach. Through case studies and exercises, students develop an understanding of organizational leadership. They will also learn a comprehensive set of leadership practices that will have immediate value for application at work. | |
| Course Code(s): | EMBA 730 |
| Course Name: | Best Practices from the Executive Perspective |
| Course Weight: | 3 credits |
| Course Description | |
| A corporation depends on intrapreneurs to conceive and champion significant new avenues for the corporation to continuously revitalize itself, be they major new product categories, new technologies, new markets, new operational processes, new IS/IT technologies, new HRM initiatives, and/or new partnerships. In this course, we will examine the theoretical foundations and field-tested best practices for formulating new venture ideas, developing the business case, gaining senior management and resource commitment, minimizing resistance, and ensuring successful execution. Readings, videos and case studies will be drawn from diverse fields such as Intrapreneurship, Innovation Management, Change Management, and/or Technology Management, and students will be expected to share personal experiences during the seminars. (Prerequisite EMBA 710) | |
| Course Code(s): | EMBA 731 |
| Course Name: | Best Practices from the Intrapreneur’s Perspective |
| Course Weight: | 3 credits |
| Course Description | |
| As essential as new ventures are for long-term health of a corporation, it remains a profound challenge for the corporate executive team to optimize the effectiveness and efficiency of an ongoing operation while trying to cultivate and integrate potentially disruptive products and processes, or any requisite mergers, acquisitions and/or spinouts. In this course, we will examine the theoretical foundations and field-tested best practices for organizing new venture units (NVUs), evaluating and selecting new ventures, implementing mergers, acquisitions and/or spinouts, managing corporate conflict and change, and rewarding success (or failure). Readings, videos and case studies will be drawn from diverse fields such as Innovation Management, Mergers and Acquisitions, and Change Management, and students will be expected to share personal experiences during the seminars. (Prerequisite EMBA 710 and EMBA 730) | |
| Course Code(s): | EMBA 797 |
| Course Name: | Proseminar in Innovation Leadership |
| Course Weight: | 1 credit |
| Course Description | |
| The purpose of this Proseminar in Innovation Leadership is to provide students with a current view of strategic issues and experiences in the management of corporate new ventures. The seminar will offer presentations and discussions led by experienced consultants and industry observers who will provide their perspectives and tell their stories relating to selected topics and/or case studies. Students will gain a practical perspective on the strategic role and issues pertaining to the management of corporate new ventures, particularly as drivers and enablers of business transformation, and as an underlying infrastructural resource for all businesses. (Prerequisite CNVL 730 and EMBA 731) | |
Level B Elective Courses:
| Course Code(s): | EMBA 720 |
| Course Name: | Leadership Values and Ethics: Exhibit values and make ethical choices which enhance stakeholder trust |
| Course Weight: | 3 credits |
| Course Description | |
| Organizational leaders convey values and ethics that affect public trust, stakeholder trust, and trust within the organizational team. This course teaches students how to enhance this value-laden ethical capital. Classic moral philosophies are reviewed, and we explore their application to cases in community relations, environmentalism, marketing, operations, accounting, information technology and human resource management. Learners will gain an enhanced understanding for and respect of the different managerial values of their colleagues, and concepts for analyzing ethical issues. | |
| Course Code(s): | EMBA 724 |
| Course Name: | Global Change |
| Course Weight: | 3 credits |
| Course Description | |
| The world is changing in two fundamental ways. First, the development of a truly global market in products, services, capital, and even certain types of labor is changing the basic terms of competition for an array of different firms and industries. Second, the rules and institutions governing the new international economic order are still in flux. National regulations are no longer adequate yet international accords over trade, intellectual property, labor standards, and a host of other issues are fiercely and frequently contested by competing interests. The final results of these debates will determine who wins and who loses in the new global economy. Understanding the interaction between environment and business around the world is the key to understanding both the possibilities for and constraints on either managing an existing or starting a new business in today's fast-changing global economy. | |
| Course Code(s): | EMBA 725 |
| Course Name: | Strategic Sustainability Planning |
| Course Weight: | 3 credits |
| Course Description | |
| This contemporary topic of study lends an important level of understanding the challenges; and, in developing the strategy skills that are important for business leaders and managers facing the pressures to meet higher accountability levels of social and environmental responsibilities in their operational policies and practices. 1. This course will provide students with the opportunity to assemble "briefing materials" that can make the case for sustainability in a business organizational perspective. 2. This course will strengthen skills in the management of strategic program planning processes. 3. This course will contribute to an objective understanding of contemporary needs and responsive methodologies that stakeholders in business communities must consider within the context of their corporate responsibilities. |
|
| Course Code(s): | EMBA 780 |
| Course Name: | Global Strategy: Lead organizations to greater accomplishment and competitive success |
| Course Weight: | 3 credits |
| Course Description | |
| This course makes use of cases, lectures and assignments to help students identify and understand the operating and competitive environment of an organization, to use this information to define its strategy and market positioning, and to implement by reorganizing its resources, its competitive ability, and its operating efficiency. We'll also examine issues related to the collaborative management of relationships with global alliance partners that become essential for implementing a successful global strategy. | |
Level C Integration (8 credits):
| Course Code(s): | EMBA 798 |
| Course Name: | Integration Project in Innovation Leadership |
| Course Weight: | 8 credits |
| Course Description | |
| The Integration Project is a capstone course involving student teams and business organizations. Under the supervision of faculty members, teams (of 3 or 4 students) will approach and establish a formal project relationship with an existing business organization to: 1) identify a new venture in the realm of marketing, operations, HRM or IS/IT that the organization wants to be analyzed and/or resolved; 2) design and execute a feasibility study which involves the integration and synthesis of relevant knowledge acquired in the EMBA program; 3) draft a report presenting their analysis and conclusions; and 4) present its final report to the participating business organization. Feedback from the client organization will be incorporated into the students' final grades. (Prerequisite EMBA 730, EMBA 731, and EMBA 797) | |
Degree Programs
Executive MBA in Global Leadership
Course Information Apply Now
Executive MBA in Innovation Leadership
Course Information Apply Now
MBA in Global Leadership
Course Information Apply Now
MBA in Innovation Leadership
Course Information Apply Now
Certificate Programs
Master's Certificate in Global Leadership
Course Information Apply Now
Master's Certificate in Innovation Leadership
Course Information Apply Now
