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Duke University
Fuqua School of Business
1999 Executive MBA Profile
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1999 classes begin
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1 / 12 / 1999
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Final application deadline
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10 / 1 / 1999
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Current
total enrollment
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199
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Applications received
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200
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Applications accepted
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67%
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Accepted applicants enrolled (yield)
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77%
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Female students
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23%
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Minority students
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10%
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International students
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3%
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Note: For the purposes of this survey, minority students are defined as African-American, Hispanic-American, and Native-American students from the U.S. Asian Americans are not included.
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Total revenues generated by EMBA program in 1998-99
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$6,271,000
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Total tuition cost
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$60,300
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Mean GMAT
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611
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Median GMAT
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620
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Range
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[min.]
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440
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[max.]
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770
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Mean GPA
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3.23
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Median GPA
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3.0
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Range
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[min.]
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2.07
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[max.]
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4.00
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Average years of work experience
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12
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Range of work experience (years)
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[min.]
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5
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[max.]
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23
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Average salary for manager in program
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$132,000*
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Salary range for manager in program
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[min.]
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N/A
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[max.]
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N/A
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Students with advanced degrees
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23%
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Students from nonprofit sector
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8%
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Students from an organization
of 100 or fewer employees
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8%
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Students with title of president,
CEO, or chairman
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4%
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Attending executives who live or work
within 45 miles of school
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30%
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Year program was founded
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1984
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Executive MBAs to be graduated in 1999
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96
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Executive MBAs graduated in 1994
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40
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Approximate number of
degrees awarded since founding
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1050
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*BW Estimate
Required core courses/
percent of total coursework
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13 / 71%
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Courses considered electives/
percent of total coursework
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5 / 29%
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International content
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25%
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Entrepreneurial content
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9%
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E-commerce content
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10%
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Significant changes since 1997
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Duke redesigned the Curriculum to accommodate more electives - students now take five electives rather than two. Examples of new electives: Emerging Markets, Corporate Restructuring, Cross-Cultural Negotiation, Managing Innovation and Technology, Management of Service Operations, Health Care Policy.
Two core courses - Organization Design and Corporate Strategy - have significantly more international content than in years past.
Distance technology has migrated from GEMBA into WEMBA.
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Special trips or projects outside of country
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Trips are student-organized and voluntary. This year students arranged an exchange with executive MBA students from ESSEC in Paris. Many students travel internationally as part of their job responsibilities therefore there is less interest in trips than in the daytime MBA program.
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Distance-learning opportunities via Internet, videoconferencing, or other medium
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Distance or Web based learning content
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20%
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Group work done via the Internet
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40%
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The Duke runs a long distance MBA program named the Global Executive MBA(GEMBA).
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Programs for the spouses of Executive MBA candidates
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Partner recognition and thank-you events; stress management and relationship management events
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Program
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The Duke MBA - Global Executive (GEMBA)
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Country
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various: Chile/Brazil/Spain/Czech Republic/China
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Partner
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Partnerships with domestic Executive MBA programs / corporate providers
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N/A
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Top five organizations that sent the most participants to Executive MBA Program in last five years
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IBM
Allied Signal
Ericsson
Glaxo/Wellcome
Duke University
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Faculty / Teaching Methods
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Same faculty as full-time MBA program
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90%
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Adjunct faculty
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10%
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Other
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0%
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Full-time Executive MBA faculty with at least 5 years full-time corporate experience
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10%
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Case study
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40%
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Lecture
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40%
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Distance learning
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20%
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Total hours in class
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570
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Total hours of work outside of class
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1200
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When and how often classes meet
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Evenings
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