CAS Management Challenges in the Global Context
- Master advanced management skills and practices applicable to intergovernmental, public and non-profit organizations
- Strengthen your skills in leadership, communication and team management
- Access an extensive network of professionals and build strategic connections in a competitive international environment
- Bridge the gap between corporate business and international cooperation and examine out-of-the box approaches
- Understand risk analysis and decision-making mechanisms
- Acquire project management skills and set up innovative solutions
- Develop your leadership and management skills and increase your team or organization performance
- Apply fundamental concepts of change management in complex organizational settings
- Outline key factors in successful global partnership contributing to the Sustainable Development Goals (SDGs)
6 modules divided as follows:
3 core-modules (mandatory modules):
- Cross Sector Partnerships
- Communication, Fundraising and Advocacy
- Social Entrepreneurship & Business Plan
and 3 elective modules to be selected from the list below:
- Governance & Management challenges in the UN system
- Team Leadership
- Self-Leadership / Online module
- Practice of International Relations
- Sustainable Finance
- Change Management / Online module
- Leadership and Strategic Change in the UN
- Conflict Resolution in Business & Politics
- Designing Development Projects
- Managerial Accounting
- Global Strategy / Online module
- Business & Society
- Managing Across Cultures
- International Law and its Effects on IOs and NGOs
- International Trade
- Doing Business in Emerging Markets
- Performance & Resource Management in NPOs
- Global Innovation Management
Prof. Tina AMBOS and Prof. Thomas STRAUB, Geneva School of Economics and Management (GSEM), University of Geneva
Cross-sector partnerships are increasingly becoming mainstream in areas where societal actors detect own boundaries, sense efficiency gains through collaboration, or recognize opportunities behind interdependencies. This course explains the global evolution of partnerships and the manifold types that emerged, it zooms-in on the management of partnerships, and provides guidelines as to when partnerships can and should be utilized. At the heart of the course, study-groups together with the actual partnership managers critically study, analyze, and compare a suite of globally successful partnerships.
What are the basics of communication processes? How to conceptualize, plan, execute and monitor a communication strategy? How to develop and establish appropriate strategic fundraising solutions? What can advocacy achieve? And how are all of these connected to each other?
Social entrepreneurship refers to the practice of combining innovation, opportunity and resourcefulness to address some of our most challenging social, economic and environmental problems. While social entrepreneurship is generally focused on the creation and growth of new ventures, social innovation is a broader concept that applies these same principles wherever our career paths take us, in the public, commercial, academic or citizen sector. This course will examine the evolution of the practice of entrepreneurship that focuses on transforming systems and practices that affect communities and ecosystems and the growing number of entities that are supporting its disruptive potential.
The course provides a conceptual framework and an empirical basis for examining governance and management practices in the UN system. The course focuses both on the specific characteristics of intergovernmental decision making and on the practical aspects of management. The method of work will focus on group work and case studies.
Nowadays, projects are achieved mainly through teamwork rather than individually. Successes are the result of combined elements, including communication and leadership skills. Many difficulties arise while working in a team, while at the same time trying to communicate, motivate, reach common goals and manage different personalities and talents. This course will give you the tools necessary to effectively lead a team and to overcome the main challenges of teamwork.
This module is on one hand designed to help students to think about their career and how to make the most of their MBA. In other words, it will enable the students to take stock of their personal development so as to better manage their learning curve during after their study program. They will gain a better understanding of their own drivers and plan their future career in a positive way. On the other hand, this module will help you to better influence your environment.
The growing intensity, and velocity of global interactions requires new approaches to studying the practice of international relations. This course combines theory and case study practice to make sense of an increasingly complex global actor and issue landscape. The course is based on highly interactive and participatory group learning and puts an emphasis on presentation and discussion skills.
In this three-day course, we will study the increasingly important issues of sustainability and the environment in the context of finance and investments. On the first day, we will start by reviewing basic finance concepts. For example, we will learn about financial securities, asset classes, the financial system, financial institutions, and about the important role that financial institutions and markets play in intermediating between providers and demanders of capital. The second and third day will be dedicated more specifically to sustainable finance. We will start by reviewing the concept of sustainable development and study how it is operationalized in finance and investments. In particular, we will examine key Environmental, Social, and Governance (ESG) issues and how such issues are typically defined and quantified. On the third day, we will focus more specifically on environmental issues. As such, we will start by reviewing climate related issues in the context of finance. For instance, we will learn about initiatives aimed at increasing transparency with respect to climate risks in financial markets.
Today’s business environment is characterized through hyper‐competitive markets that constantly challenge an organization’s functioning. Within the past two decades, firms twice experienced conditions of turbulent market environments indicated through the bursting of the dot‐com bubble in 2000‐01 and the sub‐prime crisis in late 2008. These economic conditions have increased the complexity of today’s business environment and unambiguously underline the importance of knowing how to deal with environmental changes, difficult business situations, and corporate growth. Managing such conditions consists of multiple organizational challenges and implies that firms must constantly adapt to evolving market environment. This course aims at developing an understanding on how to behave and manage such situations. It familiarizes participants with how to manage change under situations of corporate crisis, global competition and environmental change.
The course provides a conceptual framework for understanding the concept of leadership in the UN System. It analyses the practice of leadership by successive Secretaries General and explores the experience with different leadership models. The course examines current and past efforts at reform in the UN.
Increasing interdependence within and between societies inevitably leads to conflicts of interest. A dominant way to overcome these obstacles is the new disciplines of conflict resolution and negotiation. After setting the stage with theories of conflict and cooperation, this course covers structural and dynamic issues of negotiation processes. It combines analytical and practical techniques with discussion of real-world examples from business and political conflicts at international level.
This course provides an overview of the international development landscape and how different approaches to delivering development assistance have evolved through time while combining theoretical knowledge with practical hands-on training. Using detailed case studies of existing and hypothetical projects, the course explores essential tools for planning and implementing development projects.
The course is designed to expose students to the theory and practice of selecting and analyzing financial and managerial accounting information for decision-making, planning, directing and controlling purposes. It focuses on the understanding and questioning of accounting numbers and of underlying assumptions behind those numbers, and on the need to integrate accounting reports with nonfinancial performance measures and effective tools of analysis.
Organizations – for-profit or non-for-profit ones – need to develop strategies how to act in the global environment. This course aims at developing strategic thinking in a global context. We introduce you to the domain of global strategy, gain understanding of the processes of strategy analysis and formulation, and then apply them in a global setting.
The course blends input sessions with tools and frameworks as well as interactive discussions and assignments. We will work on a case study in real-time and interact with the organization’s management
Learnt concepts are applied in a simulation scenario about strategic decisions taking for several markets.
After an introduction to the roles and drivers of society’s different stakeholders, the business case for engaging in society is discussed. The course’s core focus lies on the different ways in which companies can and do engage socially, and how they can benefit society and the environment. The course then provides insights and practical learning on engagement measurement, company ratings and non-financial reporting, the manifold forms of collaboration between the UN system and business, as well as on the business of climate change.
To gain a sound grasp of the challenges inherent in managing across cultures. We begin by analyzing the importance and relevance of culture in management practice and then go on to explore methods for understanding culture, and develop a framework for cultural analysis (national, corporate, functional, etc.). We examine the impact of culture on strategy, structure, and human resource management, and we evaluate different approaches to managing cultural differences and examine the role of managers and organizations in a global economy.
This course focuses on the effects that international law has on the creation and functioning of international intergovernmental organizations. It deals with how IOs operate in this system of law, as well as with their influence on the legal aspect of international relations. The emerging role of NGOs and their impact on intergovernmental organizations is also considered.
The aim of this course is to provide participants with a general framework to understand Globalization. This course explores the changes and consequences of Globalization on economy, society and politics, for both developed and developing countries and also the impact of government policies at the national and international levels when firms compete in global markets. What do we know about the effects of globalization on economic growth, income inequality, and poverty? What’s the impact of industrial, investment, competition and trade policies on firm’s productivity and growth? How does it affect workers? When is government intervention necessary? When is the government intervention the most efficient? Is there a need for policy coordination at the international level through International Governmental Organizations for instance? How can Non-Governmental Organizations and civil society react?
To gain an understanding of the strategic and management challenges that firms are confronted with in the new global competition marked by the increasing participation of emerging economies and particularly the BRIC’s (Brazil, Russia, India, China). Emerging markets offer opportunities because of their growth and the rapid expansion of a middle class. At the same time, new competitors native from those countries are expanding their presence, not only in their home markets, but also in the international arena. In this course, we will try to characterize the specific features of those emerging countries and players, pinpointing their similarities and differences. We will then deal with strategic and managerial issues that are generic with particular applicability in one specific country.
This ‘practitioner course’ takes the students in six thematic sessions through the resource management functions in Non-Profit Organizations (NPOs). The course examines the constituent elements and boundaries of NPOs, their embedded incentive systems, and challenges to manage NPOs for results. It also provides the students the tools and analytical framework for an assessment of a NPO of their choice.
The Course on “Global Innovation Management” focuses on global best practice processes of innovation strategies. The term “innovation” covers a broad range of initiatives, like the classical product innovations, process innovations, service innovations, system and platform innovations, social innovations as well as the actual hype about business model innovations driven by new technologies and the digitization of economies and societies. All these initiatives will be integrated within a structural framework with the objective to analyze the targets, methodologies, chances and limitations of each of those innovation approaches and initiatives in detail.
- An undergraduate degree
- A minimum of 3 years of relevant professional experience
- International exposure
Number of participants
- Bruce Jenks, University of Columbia
- Katherine Milligan, Head and Director, Schwab Foundation, WEF
- Julian Fleet, International Development Law Organization (IDLO)
- Susanna Swann, HR Director at EPFL