| BUSINESSWEEK ONLINE: B-SCHOOLS: EXECUTIVE EDUCATION: PROFILES
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University of Michigan University of Michigan Business School 1999 Executive Education Profile |
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Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| ITEM | 1998-99 | 1993-94 | % change |
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Number of executive nondegree programs (excluding multiple sessions of the same program) |
79 | 57 | 38% |
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Number of executives attending above programs (not including EMBA or part-time degree programs) |
5480 | 4648 | 17% |
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Percent of attending executives who live within 45 miles of the school |
15% | 15% | 0% |
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Percent of attending executives who live or work overseas |
30% | 13% | 130% |
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Total participant days
(total participants x total length of programs) |
27356 | 23695 | 15% |
| Percent of professors with at least 5 years full-time corporate experience | 90% | N/A | N/A |
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Total revenues generated by "nondegree" executive education programs (including open enrollment and custom programs) |
$25,300,000 | $19,600,000 | 29% |
| Total budget for nondegree executive education | N/A | N/A | N/A |
| Percent of overall executive education revenue that comes from custom programs to a single company | 16% | 10% | 60% |
| Percent of total revenues coming from custom programs to a specific group of companies or a consortium | 1% | 2% | -50% |
| Number of custom programs run | 22 | 14 | 57% |
| Total revenues generated from custom programs | $4,100,000 | $2,200,000 | 86% |
| Percent of participants from organizations with whom school has done business for three or more years | 70% | N/A | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Full course title | The Executive Program | Type of course | General Management | |
| Course length | 4 Weeks | Class times | Three program offerings: January, May and September |
| Description |
This program emphasizes the strategic dimensions of executive performance and decision making by focusing on key subject areas that affect every business and industry; including corporate strategy, financial analysis, economics, strategic marketing planning and management, human resource management, and information and decision technology. Executives become more adept and confident in making strategic decisions for their enterprise. |
| Full course title | Advanced Human Resource Program | Type of course | Human Resources | |
| Course length | 2 Weeks | Class times | December |
| Description | This program enhances the knowledge and competence of senior human resources executives to perform the dual roles of functional leaders and members of senior management teams effectively in increasingly challenging and competitive busisness world. |
| Full course title | Human Resource Executive Program | Type of course | Human Resources | |
| Course length | 2 Weeks | Class times | March, July and November |
| Description | This program enables participants to bring greater competitive leverage from the human resources function by applying state-of-the-art techniques in human resource management; Recognizing how future trends in linking strategy and human resource management may impact their organization; and assessing current human resource management practices and formulating plan for their improvement. |
| Full course title | Strategic Human Resource Planning | Type of course | Human Resources | |
| Course length | 5 days | Class times | January, March, August and December |
| Description | This program provides participants with a framework for effective human resource planning. It shows them how to ensure that their firm's human resource management supports the strategic business objectives. It also teaches them how to develop the management talent their companies need to meet the operating requirements of the future and how to take positive action to shape the future through an integrated approach to human resource planning. |
| Full course title | Management of Managers | Type of course | Managerial Leadership | |
| Course length | 5 days | Class times | Offered 12 times in l999-2000 |
| Description |
The program focuses on people-related skills. By bringing together a management faculty and selected executives representing a diverse experiences and knowledge, the program generates new managerial perspectives and the exchange of ideas. The program addresses the challenges faced by middle-managers needing to motivate other managers and professionals. The format encompasses interactive lectures, group discussions, self-evaluation instruments, and case studies. The course aims to provide the conceptual framework to enable the participants to identify and formulate a personalized action plan. |
| Full course title | Manufacturing Executive Program | Type of course | General Management | |
| Course length | 2 Weeks | Class times | May and October |
| Description | This program helps manufacturing executives gain an understanding of how to define manufacturing's mission and its contribution to corporate strategy; translate specific manufacturing capabilities into competitive advantages; expose participants to the latest practices and theory on many of the most critical topics in manufacturing today; and to challenge participants to examine how these strategies can be adapted by their own organizations. |
| Full course title | Strategic Marketing Planning | Type of course | Marketing | |
| Course length | 5 days | Class times | Six programs in l999-2000, in both Asia & South America |
| Description | This program enables participants to bring greater competitiveness to their organizations by understanding how to formulate alternative marketing planning strategies; translate organizational mission strategies into the marketing plan; conceptualize the formulation, integration and implementation; and control long-and short-range planning. |
| Full course title | Global Program for Management Development | Type of course | General Management | |
| Course length | 2 Weeks | Class times | July(Spain) and January(India) |
| Description | This program fosters a global perspective and set of borderless attitudes and behaviors among executives responsible for managing global competitiveness. The program provides an intensive focus on global corporate strategy to guide participants in formualting a conceptual framework for building and sustaining organizational capabilities. |
| Full course title | Strategy: Formulation and Implementation | Type of course | Strategy | |
| Course length | 5 days | Class times | August and March. This program is also offered in Hong Kong. |
| Description | This program provides knowledge of successful techniques for long-range organizational planning, strategy formulation, and strategy implementation. Competitive strategy, customer satisfaction, planning, emerging organizational forms, organizational processes, growth and globalization are incorporated in the techniques presented. |
| Full course title | Leading Change: Creating Transformational Competencies. | Type of course | Managerial Leadership | |
| Course length | 5 days | Class times | September and March |
| Description | This program provides participants with the perspective and the skill base necessary to lead effect and sustain change as a competitive advantage for their organizations. Preparing executives to conduct successful interventions and to create their own action plans are included in the program format. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| New courses launched within past 2 years |
Building the Leadership Engine Net-Ready Marketing Organizing for the Future Strategic Capital Allocation Finance for Strategic Decision Making Competitive Marketing Tactics Global/International Treasury Management Mergers, Acquisitions and Divestitures Working Capital Management Financial Risk Management |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | The Global Program for Management Development | Country | Spain and India | |
| Partner | IESE and ACME | Year established | l995 |
| Program | Human Resource Executive Program in Asia | Country | People's Republic of China | |
| Partner | N/A | Year established | l987 |
| Program | Strategic Marketing Planning Program in Asia | Country | People's Republic of China | |
| Partner | N/A | Year established | l987 |
| Program | Strategy: Formulation and Implementation in Asia | Country | People's Republic of China | |
| Partner | N/A | Year established | l995 |
| Program | Manufacturing Executive Program in Asia | Country | People's Republic of China | |
| Partner | N/A | Year established | l997 |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Program | The Theory and Practice of Investor Relations | Partner | National Investor Relations Insti | Year established | l994 |
| Program | The Treasury Management Institutes | Partner | Treasury Management Association | Year established | l997 |
| Program | Building The Leadership Engine for Non-profits | Partner | Focus Hope | Year established | N/A |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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| Distance courses offered or planned | The University of Michigan Business School has a core faculty group with experience in teaching long-distance learning programs globally. The challenge is to develop creative exercises that provide and integrate methods(e.g. Internet, video, multimedia, on-site) to provide experiential opportunities for the participants to be actively involved in the learning process. The University of Michigan Business and BT continue to conduct research to identify and create effective uses and approaches for using distance learning. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Nondegree functional programs |
Ford Motor Company
AT&T Abbott Labs Hewlett Packard Micorsoft |
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Nondegree general programs |
Parke-Davis Pharmaceutical
CitiGroup Reuters Sony Electronics Egon Zehnder International |
| Custom programs to a single company or consortium |
Hewlett Packard
AT&T General Motors Eastman Kodak Deutsche Bank |
| Organizations school has done business with for three or more years |
( A partial list of companies that have sponsored participants for three or more years) 3M Abbott Labs Allied Signal American Express AT&T Apple Computer BASF Bell South Boeing Bristol-Myers Squibb Cargill Chevron Chrysler Chubb & Sons Chase Manhatten CIT Group CitiGroup Coca-Cola Daewoo Dana Detroit Diesel Deutsche Bank Dow Chemical Dupont Eastman Kodak Eaton Egon Zehender International Exxon Chemical General Electric Ford Hewlett-Packard Honeywell ICI Kellog Lockheed-Martin Lucent Technologies Microsoft Motorola Ohio Casualty Pacific Gas & Electric Philips International PP&G Sony Steelcase Sun Microsytems Texaco Volkswagon Whirpool Xerox |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |
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Date of construction |
1984 | Number of classrooms | 6 | Cost | $15,000,000 |
| Comments |
In August of l999, contruction of the University of Michigan Business School's newest facility, Sam Wyly Hall, was completed. The new six-story, 75,000-sq-ft facility houses state-of-the-art classrooms and additional residential space for participants of executive education programs. At a cost of $20M dollars, the new facility increases guest rooms to 135 and classrooms to 9. Michigan continues to launch more programs from its Asia Pacific Regional Office in Hong Kong, and expand its presence with partners in India, Europe, and Brazil. |
Non-University Partnerships | Distance Learning | Top Corporate Customers | Facilities | Back to Top |