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Tulane University
A.B. Freeman School of Business
1999 Executive MBA Profile
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1999 classes begin
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1 / 8 / 2000
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Final application deadline
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12 / 1 / 1999
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Current
total enrollment
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175
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Applications received
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54
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Applications accepted
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89%
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Accepted applicants enrolled (yield)
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81%
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Female students
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19%
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Minority students
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19%
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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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$3,467,000
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Total tuition cost
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$41,000
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Mean GMAT
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560
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Median GMAT
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570
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Range
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[min.]
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310
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[max.]
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690
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Mean GPA
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2.97
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Median GPA
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2.99
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Range
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[min.]
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2.05
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[max.]
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4.00
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Average years of work experience
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15
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Range of work experience (years)
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[min.]
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4
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[max.]
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33
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Average salary for manager in program
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$86,236
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Salary range for manager in program
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[min.]
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$24,000
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[max.]
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$350,000
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Students with advanced degrees
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12%
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Students from nonprofit sector
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10%
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Students from an organization
of 100 or fewer employees
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12%
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Students with title of president,
CEO, or chairman
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2%
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Attending executives who live or work
within 45 miles of school
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63%
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Year program was founded
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1982
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Executive MBAs to be graduated in 1999
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101
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Executive MBAs graduated in 1994
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60
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Approximate number of
degrees awarded since founding
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875
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Required core courses/
percent of total coursework
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12 / 92%
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Courses considered electives/
percent of total coursework
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2 / 8%
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International content
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20%
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Entrepreneurial content
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8%
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E-commerce content
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8%
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Significant changes since 1997
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Tulane is:
Initiating global study teams to leverage the professional and cultural diversity of Tulane EMBA students from three continents.
Adding an international seminar held at the end of the first year of the New Orleans curriculum in Santiago, Chile. The final international seminar is held in Paris and Brussels at the end of the New Orleans program.
Adding two new Executive MBA programs that offer Tulane MBA degrees: one in Guayaquil, Ecuador, and the other in Shanghai, People's Republic of China.
Adding a team-taught, distance-learning course entitled Managing the Global Enterprise, that includes students from all four of Tulane's EMBA programs: New Orleans, Chile, Taiwan, and Shanghai.
Adding a course entitled Management Control Systems to expand on and to develop ideas and methods presented in the preceding managerial accounting course.
Including more prominent guest lecturers in course offerings.
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Special trips or projects outside of country
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Tulane's New Orleans Executive MBA program includes two mandatory international seminars: one to Santiago and a second to Paris and Brussels. The Santiago EMBA includes one mandatory seminar to New Orleans, and a second to Paris and Brussels. The Taiwan and Shanghai EMBA programs include one international seminar to New Orleans and will include a seminar to Paris and Brussels beginning in 2001.
The Santiago seminar is a four-day, joint professional program that brings the New Orleans EMBA students together with their counterparts from the Chilean Executive MBA program. It includes eight hours of classroom lecture, company visits, and company speakers.
The Paris/Brussels seminar is a one-week, joint professional program uniting New Orleans, Chilean, Chinese, and Taiwanese executive students for eight hours of classroom lecture, along with 28 hours of company visits, guest speakers, and global team-building exercises. This seminar launches the final module, during which students from the U.S., Asia, and Latin America meet and are formed into global study teams in Paris, then continue through the course, working on global team projects via the Internet and various collaborative software applications.
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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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15%
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Group work done via the Internet
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10%
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All of Tulane's Executive MBA programs have distance learning build into them.
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Programs for the spouses of Executive MBA candidates
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Spouses are asked to participate in orientation and in Family Day, a barbecue or outdoor lunch event for students, spouses, and children in spring. Spouses are invited to the "Halfway Through" party, receptions, international seminars, class parties and dinners. They're also invited to join the students for lunch on class days.
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Program
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Taiwan EMBA Program
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Country
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Taiwan
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Partner
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None
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Program
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Shanghai EMBA Program
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Country
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Mainland China
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Partner
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None
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Program
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Chile MBA for the Americas Program
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Country
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Chile
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Partner
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Universidad de Chile
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Program
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Ecuador Executive Masters in Management/MBA Program
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Country
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Ecuador
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Partner
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ESPOL
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Program
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Villahermosa & Ciudad de Carmen EMBA Programs
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Country
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Mexico
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Partner
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Pemex, ITESM
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Partnerships with domestic Executive MBA programs / corporate providers
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Entergy
Cox Communications
Whitney National Bank
Petroleum Helicopters
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Top five organizations that sent the most participants to Executive MBA Program in last five years
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Entergy
Mobil
Shell
Conoco
Chevron
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Faculty / Teaching Methods
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Same faculty as full-time MBA program
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83%
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Adjunct faculty
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17%
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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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20%
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Case study
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60%
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Lecture
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32%
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Distance learning
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8%
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Total hours in class
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720
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Total hours of work outside of class
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1950
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When and how often classes meet
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On alternate weekends
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