Franklin University Switzerland Taylor Institute
 
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Via Paradiso 24
6924 Sorengo, Switzerland
+41 (0)91 986 53 40

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Course Descriptions

The Cohort Model

  • A cohort program is characterized by a unitary group of students, all following a fully-planned curriculum according to a common schedule, and taught by a faculty team. While there will be specialist subjects for individual students (i.e. the Professional Track), all share a common set of learning goals and follow a common central study program.
  • The students come to the program with diverse backgrounds and educations – some with a prior business degree, some with liberal arts or engineering. This will mean that some are better prepared than others for each of the subjects covered in the cohort program.
  • Students will enroll as a group in blocks of study, each block including courses and modules in various subjects. Evaluation will be based for each individual on his or her overall performance for that block. The faculty will be aware of the material covered in all courses and modules, enabling each professor to tailor course coherent into a coherent whole.
  • The cohort program permits flexible scheduling, with courses which vary in length. The schedule will vary from week to week, often depending on the timing of visiting professors or experts.

Mini-MBA Course Descriptions

The first eight weeks of the MSIM program are dedicated to the study of Business Fundamentals. This “mini-MBA” will provide students with basic overall business acumen.  Students will gain a better understanding of the key functional areas of business, including frameworks, models, and concepts.

The “mini-MBA” is the foundation curriculum. It includes: Self-Leadership, Management Fundamentals, Basic Managerial Accounting, Marketing Essentials, Economic Literacy, Principles of Finance, Research for Decision-Making, and Cross-Cultural Communications.

  1. Orientation and Self-Leadership Seminar– This is a one-week personal and professional development workshop that prepares students for the year-long leadership program. The students will complete a series of leadership and personality assessments, participate in an intensive self-management simulation, and practice basic professional skills.  Students will be required to develop a personal and professional plan using the self-knowledge gained in the course.  

  2. Management Fundamentals- the module focuses on the functional and operational aspects of management including planning, organizing, motivating, and controlling.

  3. Basic Managerial Accounting-the module explores the budgeting process, internal accounting reports, how to better participate in planning and decision-making, and how to apply accounting tools to meet your needs.  The budgeting process will be used to integrate the concepts.

  4. Marketing Essentials-the module focuses on the basic marketing concepts (product, place, price, and promotion) and on the role of marketing in an organization.

  5. Economic Literacy-the module provides students with the opportunity to attain a deeper understanding and working knowledge of a few key economic concepts.  Topics include scarcity, opportunity cost, marginal costs and benefits, demand, supply and market price. 

  6. Principles of Finance- the module provides an applied and practical approach to finance.   Students are introduced to the financial implications of plans and decisions. How should organizations or individuals evaluate investments that will pay off in the future?  What are the risk and benefits of different investment opportunities? 

  7. Research for Decision-Making- Basic Research, Applied Research, and Developmental Research are essential to effective decision-making.  The following research methods are presented: quantitative analysis, qualitative analysis, business analysis, observations, and experiments.

  8. Cross-Cultural Communications-the module helps students identify and understand cultural communication differences to prepare for achieving more effective communication in a multicultural environment.  Examines the definition of culture and the expectation of understanding how culture impacts professional relationships. Frameworks for analyzing differences and similarities across multiple cultures are introduced.

 

Other Fall Course Descriptions

Project Management

This 6 week course examines the concepts and applied techniques for effective management of both long-term development programs and projects.  Project management principles and methodology are provided with special focus on planning, budgeting, controlling, and coordinating individual and group efforts.  Key topics of focus include overview of modern project management, organization strategy, financial reporting, motivating and managing people, scheduling resources, project risk analysis, and work breakdown structures.  Students will be required to define a project and develop a project plan.

Strategic Marketing

This 6-week course examines three dimensions of strategic marketing management: process, content and context.  Organizations must proceed through a number of steps to decide upon and then implement a strategy.  How they do this is the process element of strategic marketing.  The content dimension, by contrast, consists of the specific decision choices that organizations make in order to fulfill their objectives in the face of competitive pressures.   Finally, the context dimension refers to the challenges and opportunities presented by the different organizational and environmental contexts in which strategies are developed.   Each of these dimensions is covered in this course in order to provide students with a deep and balanced understanding of strategic marketing management.  Each section of the course is taught with a mixture of readings and cases.  

Strategic Management

This 6-week course introduces the concept of strategic management through case analyses, and considers the basic direction and goals of an organization, the environment (social, political, technological, economic, and global factors), industry and market structure, and organizational strengths and weaknesses.  To succeed in the future, managers must develop the resources and capabilities needed to gain and sustain advantage in competitive markets both traditional and emerging. The way in which organizations attempt to develop such competitive advantage constitutes the essence of their strategy. The emphasis is on the development and successful implementation of strategy from a stakeholder approach.

Spring Course Descriptions

BUS 516: Business, Government and Society
Professor Robert Isaak

Examines the social responsibility of business and democratic deficits resulting from pressures of globalization and the excessive debt of sovereign states, banks and private citizens. The course is split in two. First, the global economic crisis will be analyzed in terms of how different government systems, organizations and societies have coped. The roles of key national and international organizations  (e.g. IMF, G-20, the ECB) will be considered. The strategies of developed governments such as Switzerland, the EURO countries, the US, Japan and Singapore, will be compared and contrasted with those of emerging nations --the BRICS and Malaysia.  The second part will focus upon specific government regulations and civil social activities targeting key policy issues relevant for managers in the future: pensions, education and training, the environment, national competitiveness, corporate investment, job creation, entrepreneurship, and movements for social justice.  The aim will be to derive effective strategies for managing global change with a focus on implications for `life chances´.

BUS 517:  Global Strategic Management
Professor George Jody Tompson

This course focuses on business-unit and corporate level strategy formulation and implementation. Through readings, lecture, case analyses, and class discussions, you will learn the “Strategy Process Cycle,” a modern approach to strategically managing a global enterprise.  The readings and cases are presented from a senior management point of view and students are expected to demonstrate a cross-functional perspective for thinking strategically.

BUS 518: International Business Economics
Professor Patrick Coggi

This course illustrates how economic analysis can guide the decision problems faced by managers. In doing this we provide what we believe every intermediate-level student of microeconomics must know, while stressing, from a methodological point of view, on game theory. The focus on game theory provides a natural link between the strategic management and economics. On the international side, we study topics such as the foundations of international macroeconomics, international trade and increasing returns to scale.

In the course we will also consider new, post-crisis paradigms and highlight the limitations of mainstream economics or decision theory. At the end of the module we introduce some of the findings of the relatively recent field of behavioral economics. From here we will discuss what economists have to say with respect to social interaction, altruism, trust and virtues and social business. At the end of this course the student should be able to "think like an economist", which is to demonstrate in the analysis of case studies and in writing a short essay.