Programme Structure

The Nanyang Fellows MBA Programme spans a period of 12 months, comprising the following:

  • Three trimesters in Singapore of approximately 13 weeks each
  • A week-long Overseas Business Study Mission
  • A 4-week University of California, Berkeley, The Wharton School and Georgetown University Residential Programme in the U.S.

Typical Courses in Nanyang Fellows programme

The Nanyang Fellows MBA Programme comprises a range of courses. Typical courses are:

Trimester 1 Trimester 2 Trimester 3

NF6010 Accounting Analysis for Leaders

This course focuses on the nature and scope of using accounting information for economic decision making. The emphases are on the nature of accounting information, the uses and the limitations. While the focus of the course is on the users’ perspective, it is essential that the user understands the building blocks of accounting, the process by which the information is generated and the incentives underlying the preparation of the accounting information. A proper understanding of the accounting process would enable the user to ask the appropriate questions when looking at the accounting information and understand the limitations of the information.

Once the accounting process is understood, we will move on to explain how accounting information can be used for short-term decision making, longer-run capital budgeting decisions, and strategic analysis. Accounting is studied within the context of the organization and its competitive environment. The accounting system needs to reflect and support the strategy of the organization. The performance evaluation of the organization must include an assessment of its ability to achieve its strategy. We will discuss various performance evaluation and control mechanisms used in organizations, including compensation systems and strategic performance measures.

NF6013 Contemporary Economic Analysis & Public Policy

This is a seminar course where participants will write a term paper, present and defend it. The objective of the course is to expose participants to current and contemporary economic problems, issues and policies. The issues cover Singapore’s development experience. It includes the role of government in the economy, budgetary and exchange rate management, human resource utilisation and development, investment, entrepreneurship and growth, savings and growth, monetary and exchange-rate policies, currency crisis and international competitiveness and productivity. Throughout the course, a global perspective will be emphasised. There is, however, some focus on the development and underdevelopment of East Asia.

NF6014 Marketing in the Global Environment

This is an advanced MBA core course on marketing at the strategic level. It is intended for experienced executives who may already have a basic understanding of marketing either through direct experience or network knowledge, but need higher-level insights to prepare themselves for senior management roles that require enlightened perspectives on the strategic functions of marketing. Participants will address critical decision issues involved in strategic marketing planning, including segmentation and positioning, product development, new market entry, coordination of marketing mix actions, and management of the marketing budget. Although most of the issues discussed in this elective are viewed from the perspective of a senior marketing executive, the issues are also relevant to those intending to pursue careers in related functions, including general management, corporate planning, business development, supply chain management, trade marketing, sales, and even finance.

NF6030 Developing Strategic Capabilities

The learning objective of this course is to understand and apply the concepts, principles and frameworks for developing and implementing strategy. To gain insights into the practice of strategy development and implementation in their relevant contexts by studying cases of how leading organizations have actually deployed these capabilities to achieve strategic outcomes in their businesses. To consider and discuss how strategic capabilities may be developed and deepened in your organizations so that you may more effectively achieve strategic outcomes for the organization.

NF6033 Cultural Intelligence

The global economy presents many opportunities and challenges for businesses and their leaders. Senior executives need to develop a repertoire of strategic leadership capabilities to remain effective. One of the most important capabilities needed is cultural intelligence (CQ) – the ability to function effectively across a variety of cultural contexts. This course will equip participants with a working understanding of Cultural intelligence (CQ) and its relevance to their industry and organisation.

NF6002 Corporate Finance & Policy

The objective of this course is to increase understanding of the essential elements in the strategic financial management process and to build proficiency in the application of these elements to real world problems. The course covers the following broad topics: functions and operations of the financial markets, valuation, portfolio theory, asset pricing, market efficiency, capital budgeting, capital structure and dividend policy, derivative assets, international finance, and other issues in corporate finance. Emphasis will be on applying these financial tools to derive optimal decision strategies.

NF6032 Talent Management

This course will focus on strategies for acquiring, managing, and retaining talent. Participants will learn about different ways to think about “talent” and how to find, engage, and retain it to fulfill organizations’ strategic objectives. Some selected talent management theories and models will be complemented by “best practice” case studies and discussions of their own managerial experiences.

To say it more simply, this course is about people. Most senior managers have never taken a formal psychology or human resource management course, yet they often say that people related issues consume majority of their time. This course would help the participants to make more informed decisions about their people or about HR policies their organizations are implementing.

NF8512 East Asian Cultures & Management Philosophies

The course looks at the history and culture of East Asia and how this has affected the economic and management philosophies of this region. It will primarily focus on China, but also cover Japan and Korea, which had ancient cultural ties to China. These East Asian countries have traditionally been influenced by Confucianism and Taosim, which is reflected in their personal and social cultural values and as well as their business ethics and governance. At the same time, they have developed in different directions because of cultural and historical factors as well as foreign influence. Among the topics covered will be a brief survey of the history of China, Japan and Korea; the basic precepts of Confucianism and Taoism; the practice of guanxi and corporate governance in East Asia; and the management styles of Chinese, Japanese and Korean corporations.

NF8517 Business Negotiation

Negotiation is the art and science of reaching agreements between two or more interdependent parties. This is a two-day half-course that builds on existing negotiation skills and techniques. As this a “compressed” and “condensed” two-day course, participants can expect a much higher level of intensity in terms of pacing and coverage, compared to a course that is structured over several days or weeks. Participants are also expected to work on their assignments in the evening.

NF6018 Corporate Mergers and Acquisitions

Mergers and acquisitions (M&A) and corporate restructuring activities will feature widely in the economies of Asia over the next several decades in line with the dynamic economic and financial growth of the region. This course will explain the reasons and motivations for M&A and corporate restructuring activities, including related transactions and leveraged buyouts. It will examine the strategic considerations in planning and implementing M&A and corporate restructuring activities in either friendly or hostile environments and explore alternative methods of financing. It will also create awareness of the pertinent legal issues and the necessary financial reporting aspects that need to be dealt with in M&A exercises. A substantial part of the course will focus on both the strategic and financial analysis of corporate restructuring decisions.

This course emphasizes the importance of planning for negotiations, developing strategies and tactics and applying a range of techniques to different situations. Participants will develop greater confidence and self-efficacy as effective negotiators; they will be able to recognize, understand, analyze, and use key concepts in negotiations to effectively secure agreements and create value in negotiations.

NF6027 Transformative Leadership

At sports events, we have players on the field and spectators in the stands. Spectators may be very knowledgeable about the game, they may be able to critique players’ efforts, and suggest better tactics. But they are not actually playing the game – they’re watching the sidelines. In leadership courses, we often train people to be spectators – we teach them theories of leadership, show them role models of effective leaders, and encourage them to critique leaders in case study discussions.

This course is different. It asks you to consider what it means to BE a leader. It encourages you to reflect on your beliefs about leadership, how some of these beliefs might constrain your leadership, on how you can broaden your understanding of what constitutes leadership, and why you may want to take on a leadership role in the first place.

We will approach “being a leader” by exploring the importance of context in shaping our thoughts, feelings, and actions. A suitcase left unattended in an airport terminal creates a different reaction in us today than it would have 15 years ago. The physical reality is unchanged, but the context is different. Effective leaders are about to shift the context, altering how people and events are perceived, thereby altering the way we act. Contexts can be constraining and distorting, or freeing, enabling, and empowering. During the course, we will develop a context for leadership with the power to give you the being and actions of a leader, and the effective exercise of leadership as your natural self-expression. We will also provide you the opportunity to become aware of and deal with personal obstacles to the exercise of leadership, allowing you to remove, or at least relax those obstacles, so as to access your natural capacity for leadership.

NF8518 Change Management vs Change Leadership

Change will happen – it is the third inevitable, it is not a choice. When the successful business person is confronted by change he/she will both lead and manage it, the only other alternative is to be a victim of it.

Management is a set of processes that can keep a complicated system of people and technology running smoothly. These processes include planning, budgeting, organizing, staffing, controlling, and problem-solving. The end result of management is to produce a degree of predictability and order that brings the expected short-term results to stakeholders.

In contrast, Leadership is a set of processes that initially create or adapt companies/firms/organizations to changing conditions. Leadership defines what the future should look like, aligns people with that vision, and inspires them to overcome obstacles to make it happen. The end result of leadership is dramatic change that brings new, improved results.

This course is intended to provide a platform for a discussion (base on case studies, and an understanding of the students’ individual leadership styles, strengths and gaps as a result of their participation in the Leading People Globally core course) of need for both change management and change leadership in both the private and public sectors, the difference between change management and leadership, and frameworks for each.

In addition, AUs are awarded for the Overseas Business Study Mission (including the pre-trip lessons and dissertation) and the UC Berkeley & Wharton Residential Programmes.

You have to obtain a minimum of 45 AUs (Academic Units) to be awarded the degree. Each full-course is worth 3 AUs, each half-course is worth 1.5 AUs.