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Queen's University
Queen's School of Business
1999 Executive MBA Profile
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1999 classes begin
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8 / 15 / 1999
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Final application deadline
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7 / 31 / 2000
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Current
total enrollment
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230
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Applications received
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700
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Applications accepted
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44%
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Accepted applicants enrolled (yield)
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74%
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Female students
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24%
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Minority students
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15%
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International students
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N/A
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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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$9,200,000
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Total tuition cost
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$40,000
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Mean GMAT
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570
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Median GMAT
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580
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Range
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[min.]
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430
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[max.]
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760
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Mean GPA
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3.75
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Median GPA
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3.70
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Range
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[min.]
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2.85
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[max.]
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4.0
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Average years of work experience
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14
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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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30
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Average salary for manager in program
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N/A
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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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20%
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Students from nonprofit sector
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12%
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Students from an organization
of 100 or fewer employees
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20%
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Students with title of president,
CEO, or chairman
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5%
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Attending executives who live or work
within 45 miles of school
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20%
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Year program was founded
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1992
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Executive MBAs to be graduated in 1999
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190
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Executive MBAs graduated in 1994
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36
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Approximate number of
degrees awarded since founding
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569
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Required core courses/
percent of total coursework
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24 / 100%
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Courses considered electives/
percent of total coursework
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N/A / N/A
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International content
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20%
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Entrepreneurial content
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15%
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E-commerce content
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7%
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Significant changes since 1997
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Over the past two years, some important changes have taken place at the Queen's Executive MBA program:
Content: The program has increased its focus on the areas of high-technology, international business, and entrepreneurship. In high-technology, the program has added e-commerce content and high-tech management. In international business, all courses have increased their level of international content, and the international study trip has been moved to the beginning of the second year in order to ensure that international themes are fully integrated throughout both years of the program. In entrepreneurship, the school has added a course on new venture management, and the Year Two capstone project, called Developing a New Venture, asks participants to create a business plan and budget for a new business.
Structure: The program has improved its networking and communication by moving to a common computer platform (all participants receive the same computer when they start the program -- included in the program fee). The school has also increased the use of ExecMBA Online, a proprietary Internet-based electronic network, so that all notes, readings, and assignments are delivered electronically. The program is on-track to becoming a completely paperless environment by 2002. Queen's are also developing a Web-based replacement for ExecMBA Online that will allow greater course-by-course flexibility and customization.
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Special trips or projects outside of country
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The second year of the Queen’s Executive MBA program commences at Herstmonceux, the European campus of Queen’s School of Business. During their two-week stay in Europe, participants interact with Canadian and European professors during in-class sessions that focus on developing international trade opportunities; expanding market penetration in the emerging economies of east-central Europe; managing issues of economic sovereignty; understanding EU monetary issues; and working with European multinationals
Participants also travel off-campus to London, Paris, and Brussels. These visits include briefings at the London Stock Exchange, NATO, EU, OECD, as well as at a number of leading European firms.
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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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70%
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Group work done via the Internet
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20%
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Contact the school for more information.
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Programs for the spouses of Executive MBA candidates
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Spouse and partner support is highly valued in the Queen’s Executive MBA program. A variety of activities have been developed to recognize the contribution of spouses and partners to the successful completion of an Executive MBA degree. These activities include spouse receptions, a spousal orientation program, a program preview, invitations to all guest speaker sessions, and use of the physical fitness facilities. Spouses also have access to the counseling and health resources of the university.
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Program
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N/A
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Country
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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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Nortel
Bell Canada
Royal Bank
Pratt & Whitney
TransCanada Pipelines
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Faculty / Teaching Methods
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Same faculty as full-time MBA program
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70%
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Adjunct faculty
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25%
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Other
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5%
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Full-time Executive MBA faculty with at least 5 years full-time corporate experience
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40%
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Case study
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30%
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Lecture
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60%
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Distance learning
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0%
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Total hours in class
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552
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Total hours of work outside of class
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1800
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When and how often classes meet
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Evenings
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