The ALBA MBA

THE WORLD CHANGES. STAY AHEAD WITH THE ALBA MBA.
Duration: Full Time (12m) & Part Time (24m) / Evening classes
Application Deadline: July 28, 2017
Start Date: September
Fees: € 19,750

OVERVIEW

In its two decades-long history, the ALBA MBA has always been a groundbreaking innovator, helping early to mid-career professionals take off their career to upper-level management or create their own ventures. At ALBA MBA the major question that drives are thoughts and actions is how can business leaders create financial and social value in an ever-increasingly paradoxical global environment. Balancing analysis with creativity is the answer and we are dedicated to helping you develop these two lifelong skills that employers want, societies appreciate and that you will definitely enjoy having. Entrepreneurial creativity, enabled by technical competency and leadership skills, is at the core of the ALBA MBA.

Are you ready to join more than 2,000 ambitious individuals who have so far trusted the ALBA MBA to fast-track their career? Are you ready to join a powerful ALBA alumni network (more than 60% hold senior positions) in more than 1,000 companies in 51 countries? Are you r eady to experience an accredited (AMBA) and awarded curriculum (AMBA MBA Innovation Award 2015) combined with immersive field experiences (consulting projects, mini projects, creativity assignments, international exchange programs) to boost your career. Stay ahead of the game with The ALBA MBA.

Key features of the program

  • Weekday classes between 18:00 - 22:00 (occasionally weekends), twice a week on average for the part-time mode.
  • A 12-month program (24-month program for part-time mode).
  • 17 core courses, 5 elective courses, one preparatory, 3 workshops
  • Assessment: group reports/presentations, case study analysis, mid-term tests, final exams, online quizzes, peer evaluation reports, self-reflection papers)
  • More than 15 elective courses in Finance, Strategy & Marketing, OB, Operations, IT
  • Capstone courses:
    • Core course: Entrepreneurship
    • Electives: Management Acts: A Theatrical Integration or Field Consulting Project.

 

The ALBA MBA is Designed for professionals with at least 3 years of solid work experience:

  • Professionals who wish to change their career path (industry or function); ready to take a new challenge?
  • Professionals aiming to advance their career in management positions; ready to manage people?
  • Scientists with no prior business studies (e.g., engineers, doctors, researchers) who want to evolve into business generalists and integrators; ready to turn yourself from a bricklayer to a business architect?
  • Entrepreneurs and intrapreneurs with a vision to take risks and create mindful business value; ready to capitalize on business opportunities?
  • Members of family businesses preparing to take on increasing responsibility in the company; ready to grow the family business?

You may find here more information about the Program's Intended Learning Outcomes.

 

Current Student Profile

  

HIGHLIGHTS

Unparalleled management curriculum and pedagogy

Sharpen your business acumen in core functional areas such as marketing, operations, finance, accounting, strategy. In our MBA classes, you do not memorize theories; you use theory to get in the shoes of a real firm manager and ask yourself "What would I do if I were in this position?".

Highly-Accessible World-Renowned Faculty

You will be taught by resident and visiting faculty dedicated to business relevant research and teaching excellence. We boast Professors with top publications (such as Journal of Finance, Management Science, Academy of Management Review, Journal of Marketing), Academy of Management award winners, academic journal editors, and entrepreneurs. But what ALBA MBA alumni appreciate the most is our Professors' accessibility, extroversion and open-door mindset.

International Recognition

Being accredited by AMBA (the Association of MBAs, the highest standard earned only by the top 3% of MBAs globally) and the prestigious U.S. based New England Association of Schools and Colleges (NEASC), the ALBA MBA has international credibility and status and enables access to networking opportunities to graduates of other accredited MBAs.

Unique, Awarded, Immersive Modules

A unique feature of the ALBA MBA is the inclusion of 5 multi-term courses (Entrepreneurship; Field Consulting Project, Management Acts: A Theatrical Integration; Leadership Development; Creativity and Innovation) which will help you nurture both analytical and creativity skills that employers and new business ventures require.

Intriguing Learning methods

Professors use (short) lectures, role-plays, engaging case-based learning, strategic business simulations, games, real-life projects with companies, coaching, guest-speakers from the industry and their own research to provide relevant and challenging learning environments. You will enrich your vitae with the most state-of-the-art business software and tools (e.g., SAP ERP software; Qualtrics, Marketing Engineering for Excel/Enginius; @Risk; Precision Trees).

FULL TIME

The ALBA MBA Program (Full Time) Total Year Schedule 2017 -2018

The school reserves the right to reexamine the structure of all academic programs and proceed to any necessary changes in the total year schedules.

1 credit = 3 ECTS

Preparatory Period | September

Courses Hours | Credits
Business Statistics
0 | 0 Credits
Today's business environment is characterised by abundance of information and increasing uncertainty and complexity. Against this background, analysing probabilistic/statistical information, understanding the relationship between business factors, evaluating risks and turning data into actionable knowledge are essential skills for competent management. The main objective of the course is to help participants assimilate statistical concepts as well as acquire skills in applying these concepts using modern software. Topics covered include descriptive statistics, probability distributions, sampling, hypothesis testing and regression analysis.

1st Period | September - October

Courses Hours | Credits
Business Economics
28 | 2 Credits
This course concentrates on the economic foundations of management by developing tools to analyze key issues of the industry (microeconomics) and general economic environment (macroeconomics) of a company. The course employs classical economic as well as game theoretic methodology to study the operation of markets in allocating resources as well as the markets’ impact on managerial decision making. Topics under consideration include the consumer and business behavior, their interacting in competitive and non-competitive markets and the impact of market structure in the company’s managerial decision making and strategies. Furthermore, the course develops thinking frameworks and methods to help participants to accurately assess the macroeconomic environment within which businesses operate and also to identify channels through which this environment influences their managerial decision making.
Leadership Development
14 | 1 Credits
Management consists of a set of universal skills that are well understood and trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill.  The purpose of this course is to assess and improve your readiness to function well as a leader by making your time at ALBA a self-directed journey of learning and development. The specific objectives are to develop an awareness of the knowledge and skills that underlie leadership effectiveness; to obtain individual-level feedback utilizing some of the best existing assessment instruments; to share feedback on your own and others’ skills and to craft a personal leadership development action plan.
Managing People & Organizations
28 | 2 Credits
The course provides an overview of the core areas of management theory and organizational behaviour with a special emphasis on issues of organizational structures, culture and values, employee motivation and job design, leadership and power, group processes as well as organizational learning and knowledge management. It will help participants understand the complex relation between individuals, groups and organizations and will introduce the concepts and the tools for effective management of the human capital. It will also help them understand how they can become change catalysts by performing their leadership role as managers; how they can manage knowledge; how they can inspire people to put extra effort for achieving the organizational vision and for outstanding performance and results. Through case studies, videos and discussion, students will have the opportunity to exercise their critical thinking and build people management skills by applying organizational theory to a broad range of organizational types, settings, and challenges.
Marketing Analysis & Implementation
28 | 2 Credits
This course helps students understand and practice the marketing management process from the perspective of facts-based decision making and not that of sheer opinions-based decision making. Using marketing management and marketing research concepts, tools and easy to use spreadsheet modelling software students will: a) get a hands-on” experience with the process of marketing management and b) focus on the analysis of structured (quantitative) marketing data. The Marketing Engineering for Excel (ME>XL) software add-in and the accompanying case studies (they include datasets) allow students to focus on the complexities and challenges of the marketing management decision-making process without having to directly deal with complex statistical models.
Business Writing
- | 0.5 Credits
The purpose of the workshop is to address the question ‘what is the skill of writing?’.  According to the American writer Edwin Schlossberg, “the skill of writing is to create a context in which other people can think”.  The workshop explores this statement.  This exploration and subsequent understanding is of paramount importance for any business activity, since much of the communication in the business world takes place in writing, usually within tight deadlines, ranging from short, simple e-mails to long, rich documents.  The salient gain of the participants from the workshop is the understanding of different modes and purposes of writing, as well as of different types and purposes of documents.  The main topics covered during the workshop include: the requirements of different types of documents, such as reports, case studies, research papers and proposals, proper referencing, and the research process.
Presentation Skills Workshop
- | 0.5 Credits
‘What is a successful presentation and how is it achieved?’  ‘What does our audience see and hear during a presentation?’  This workshop aims to provide participants with knowledge on the techniques and tools needed for a successful presentation.  Presentations are means of communication in the business world.  This communication may have several aims: to describe, to explain, to clarify, to persuade.  During the workshop, participants learn how to capture the audience’s attention and how to communicate efficiently and confidently without ‘stage fear’.  Some of the topics covered during the workshop are: structuring an effective presentation, using verbal and non-verbal communication during the presentation, using audio-visual aids, dealing with questions.  A special feature of the workshop is that participants have the opportunity to see themselves presenting both at the beginning of the workshop and at the end, as the first and last presentations they make are video-taped.
Team Building
- | 0 Credits
The aim of the workshop is to provide participants with a fulfilling and lively event, in order to introduce them to the importance of teamwork.  By taking part in planned outdoor activities and exercises and through mutual support, the team enables itself to overcome difficulties and built strong bonds.  Furthermore, this process will result into the formation of the groups that participants are going to work with during their studies.

2nd Period | November - December

Courses Hours | Credits
Financial Accounting
14 | 1 Credits
The course explores the ‘art’ of financial accounting / financial reporting.  In particular, the goal of the course is to provide the knowledge and skills required for the understanding and use of financial accounting information for decision making.  Some of the topics covered during the course include: the role and importance of financial reporting, the role of the main players in the accounting communication process, including the management, auditors and stakeholders, the effects of the use of different accounting methods and estimates on the financial statements and the subsequent impact on decision making, ways of analysing, interpreting and evaluating financial statements.  During the course, extensive reference is made to the annual reports of various companies, as well as to accounting scandals (e.g. ENRON), for the facilitation of knowledge and understanding.
Business Decisions with Data Models
28 | 2 Credits
This course aims to enhance business problem modelling and solving skills by integrating concepts and frameworks from Statistics and Decision Science with modern Information Technology. Emphasis is placed on evaluating risks and using the theory of normative decision making to compare decision alternatives under uncertainty. Participants will learn how to structure complex management problems and combine quantitative analysis with judgment and critical thinking.  Topics covered include forecasting, decision analysis, Monte-Carlo simulation and business optimization. It is a practical course that uses case studies and spreadsheets to illustrate how to apply the methodologies introduced.
Strategic Management
28 | 2 Credits
As the internal and the external environment of firms are in constant flux, managers need to sharpen their strategic skills. Strategy is the set of objectives and policies that set to define how a firm positions itself to gain competitive advantage and increase returns for its owner and stakeholders. Two questions are of importance, then: “What business should we participate in” and “How should we compete?” In answering these questions, the external environment and the internal firm resources and capabilities take a central role. We also examine strategic choices at the business unit, corporate, and network level. Finally, the course examines strategies in different industries and contexts (mature, new economy, global). Through case studies and assignments, participants learn to use tools for analyzing, creating and, communicating strategies.
Entrepreneurship
14 | 1 Credits
The Entrepreneurship course provides students with an insight on how entrepreneurs think, behave, evaluate opportunities, and plan new ventures. It guides them through the steps required to start a new venture, the assessment of plans for new businesses and the gathering and organization of resources. Successful entrepreneurs share their experiences with students to provide practical knowledge of entrepreneurship. Students are exposed to the conceptual and practical difficulties of new business formation from a legal, cash flow and market research perspective. Working in teams to develop a new start up business plan is an integrating feature of the course. A panel of leading practitioners and academics evaluates presentations of these business plans during the annual ALBA Business Plan contest. The winning team represents ALBA at the European Business Plan of the Year competition.
Creativity & Innovation
28 | 2 Credits
Creativity and innovation are career and business imperatives in the fluid and highly competitive economy of the 21st century. The explosion of creative industries in recent decades have turned innovation into a critical success factor in any form of work that involves the imagination, aesthetics, emotion, invention, or/and problem solving. With the advent of the knowledge economy, creativity has also become a cardinal aspect of managerial jobs. Creative problem solving, creative responses to contextual variability, improvisation, and the ability to generate original and bold ideas are defining elements of career success. This course provides students with the knowledge, skills and insights for discovering and practicing creativity in organizations, groups, and one's own career. The fourfold structure of the course entails: (a) cutting-edge knowledge about such topics as developing creative capabilities, managing creative people,  crafting creative work environments, and turning creative ideas into winning innovations; (b) concrete insight on practice through over 100 mini cases, examples and illustrations of creative accomplishment and innovation in business and society; (c) valuable "insider insight" about selected creative industries through direct interaction with guest speakers of notable creative achievement; and (d) practical application and the opportunity to act creatively during the course through brief interactive exercises and a major creative group assignment.

3rd Period | January - February

Courses Hours | Credits
Financial Analysis
14 | 1 Credits
This course presents the main methods of financial analysis for decision making. Following the course of financial accounting, this course concentrates on the analysis of the firm’s financial statements in order to derive important information about the investing, operating, and financing activities of the firm. The course introduces the major issues in the theory and policy of finance with emphasis in the following areas: Objectives of the Financial Manager; Analysis of balance sheet, income statement and statement of cash flows; Ratio analysis, Planning and Forecasting of financial statements; Working capital Management; Description of financial markets and discussion of the time value of money theory. After the completion of this course students will be able to assess the financial health of a company, identify the financial strengths and weaknesses of a company, predict the financial position of a firm in the near future and incorporate the time value of money in the decision making process.
Production & Operations Management
28 | 2 Credits
Production and Operations management can be defined broadly as the process steps that fulfil the production and delivery of “goods”, where “goods” include both material products and intangible services that offer some utility to the end consumer and the overall process subsumes all stages required to transform a product from a rough idea in a brainstorming meeting to the end customer offering. This course focuses on managerial decisions in production and operations and their interrelationships with the other functional areas of the firm. Major areas of study include the design of productive systems, strategic planning, and operations planning and control. Specific topics cover the areas of process and job design, facility planning, capacity planning, distribution planning, inventory management and production planning and control.
Business Integration - The ERP Simulation Game
28 | 2 Credits
In teams, students will compete for profit and market share in a virtual muesli industry, over several business cycles. Students will manage raw materials, production, marketing, sales, accounting and competitive strategy. They will produce financial statements and other management reports that will help them improve their decisions and business performance over the following business cycles. In other words, during this simulation game, students will experience end-to-end management: from inbound logistics to sales, and from low level operations to executive decision making. The main objective of the course is to demonstrate how businesses can achieve integration and control via well defined processes and information systems. How seamless and reliable access to real time information provides end-to-end visibility to critical business operations and supports continuous improvement. Another objective of the course is to recapitulate all the core MBA subjects through an integrative and applied experience. This simulation game is an intensive, actionable and tremendously fun learning experience aimed at consolidating some critical skills of the MBA curriculum. The game is based on a special version of the SAP ERP software, developed at HEC Montreal and supported by SAP AG. During the course, the necessary training will be provided on the following modules: materials management, production planning, sales and distribution, financial accounting, cost accounting, and business intelligence.
Entrepreneurship
28 | 2 Credits
The Entrepreneurship course provides students with an insight on how entrepreneurs think, behave, evaluate opportunities, and plan new ventures. It guides them through the steps required to start a new venture, the assessment of plans for new businesses and the gathering and organization of resources. Successful entrepreneurs share their experiences with students to provide practical knowledge of entrepreneurship. Students are exposed to the conceptual and practical difficulties of new business formation from a legal, cash flow and market research perspective. Working in teams to develop a new start up business plan is an integrating feature of the course. A panel of leading practitioners and academics evaluates presentations of these business plans during the annual ALBA Business Plan contest. The winning team represents ALBA at the European Business Plan of the Year competition.
Creativity & Innovation
28 | 0 Credits
Creativity and innovation are career and business imperatives in the fluid and highly competitive economy of the 21st century. The explosion of creative industries in recent decades have turned innovation into a critical success factor in any form of work that involves the imagination, aesthetics, emotion, invention, or/and problem solving. With the advent of the knowledge economy, creativity has also become a cardinal aspect of managerial jobs. Creative problem solving, creative responses to contextual variability, improvisation, and the ability to generate original and bold ideas are defining elements of career success. This course provides students with the knowledge, skills and insights for discovering and practicing creativity in organizations, groups, and one's own career. The fourfold structure of the course entails: (a) cutting-edge knowledge about such topics as developing creative capabilities, managing creative people,  crafting creative work environments, and turning creative ideas into winning innovations; (b) concrete insight on practice through over 100 mini cases, examples and illustrations of creative accomplishment and innovation in business and society; (c) valuable "insider insight" about selected creative industries through direct interaction with guest speakers of notable creative achievement; and (d) practical application and the opportunity to act creatively during the course through brief interactive exercises and a major creative group assignment.

4th Period | March - April

Courses Hours | Credits
Management Accounting
28 | 2 Credits
This is a course on cost and management accounting. The course focuses on some of the technical aspects of management accounting as well as on management control issues (the use of accounting information for planning and control). Techniques and issues related to activity based costing, target costing, transfer pricing and strategic management accounting, in their organizational context, will be addressed. Students will be required to read published academic research as well as practice based material. Some of the topics covered during the course include: the meaning and role of management accounting, branches of management accounting, costing terms and purposes, cost-volume-profit analysis, cost allocation, job and product costing, budgeting, standard costing and variance analysis.
Financial Management
28 | 2 Credits
This core course introduces the basic concepts and analytical tools used in analysing the major investing and financing decisions of a firm. Students are presented with the major tasks of a financial manager, whose decisions contribute toward the accomplishment of the firm’s objectives. The course introduces the major issues in the theory and policy of finance. Emphasis is given in the following areas: Objectives of the Financial Manager; Financial Statement Analysis; Financial Planning; Financial Markets; Valuation of Corporate Securities; Financing Decisions and Cost of Capital; Derivatives; Analysis of Financial Information for Management Decisions; Corporate Governance; Long term Investing Decisions.
Period of Electives Courses (The equivalent of 2 full courses)
56 | - Credits
Management Acts - A Theatrical Integration
- | 0 Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."

5th Period | May - June

Courses Hours | Credits
Negotiations
14 | 1 Credits
In the wide sense of the term, negotiating with others (both partners and rivals) is a necessary feature of all managerial jobs. In this course students are introduced into the fundamentals of effective negotiations: how to think strategically, what tactics to engage in, and what goals to aim at. The objective of this course is to improve participants’ ability to avoid traps in negotiations and help them see their range of rational options (and their ramifications) in particular situations. The course is designed to provide participants a conceptual framework for preparing and conducting negotiation, and to give them some experience in using this framework.
Business Ethics & Corporate Social Responsibility
14 | 1 Credits
Understanding the ethical basis of human behaviour is of fundamental importance for building commitment to organizational goals and for imparting integrity and a sense of the common good in organizational members. The course examines a broad array of matters relating to ethics, including: individual and organizational obstacles to ethics; ethics information processing methods and judging theories; an action-learning framework for ethics leadership; adversarial win-lose ethics methods; integrative win-win ethics methods; dialogic transcendent ethics method; reflection and developing personal and contingency ethics leadership approaches; developing on ethics leadership action-learning plan.
Leadership Development
14 | 1 Credits
Management consists of a set of universal skills that are well understood and trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill.  The purpose of this course is to assess and improve your readiness to function well as a leader by making your time at ALBA a self-directed journey of learning and development. The specific objectives are to develop an awareness of the knowledge and skills that underlie leadership effectiveness; to obtain individual-level feedback utilizing some of the best existing assessment instruments; to share feedback on your own and others’ skills and to craft a personal leadership development action plan.
Period of Electives Courses (The equivalent of 2 full courses)
56 | - Credits
Management Acts - A Theatrical Integration
- | 0 Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."

6th Period | March – September

Courses Hours | Credits
Management Acts - A Theatrical Integration
| Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."
OR
Field Consulting Project
| Credits
The Field/Consulting Project is a unique learning experience and a cornerstone of ALBA's educational philosophy. It is the culmination of a year's intensive learning, and the time to elaborate on and implement concepts and methods in a real, corporate environment. Teams of students have the unique opportunity to test "in the field" what they have learned in class.   Teams spend approximately three months working on a practical corporate project, supervised by a faculty member. They are required to systematically proceed to problem-solving, following the pattern analysis-diagnosis-proposal of solutions. The final report is presented to both company representatives who commissioned the project and the School's faculty.
Period of Electives Courses (The equivalent of 2 full courses)
56 | 4 Credits

PART TIME

The ALBA MBA Program (Part Time) Total Year Schedule 2017 -2019

The school reserves the right to reexamine the structure of all academic programs and proceed to any necessary changes in the total year schedules.

1 credit = 3 ECTS

Preparatory Period | September

Courses Hours | Credits
Business Statistics
- | 0 Credits
Today's business environment is characterised by abundance of information and increasing uncertainty and complexity. Against this background, analysing probabilistic/statistical information, understanding the relationship between business factors, evaluating risks and turning data into actionable knowledge are essential skills for competent management. The main objective of the course is to help participants assimilate statistical concepts as well as acquire skills in applying these concepts using modern software. Topics covered include descriptive statistics, probability distributions, sampling, hypothesis testing and regression analysis.

1st Period | September – October

Courses Hours | Credits
Business Economics
28 | 2 Credits
This course concentrates on the economic foundations of management by developing tools to analyze key issues of the industry (microeconomics) and general economic environment (macroeconomics) of a company. The course employs classical economic as well as game theoretic methodology to study the operation of markets in allocating resources as well as the markets’ impact on managerial decision making. Topics under consideration include the consumer and business behavior, their interacting in competitive and non-competitive markets and the impact of market structure in the company’s managerial decision making and strategies. Furthermore, the course develops thinking frameworks and methods to help participants to accurately assess the macroeconomic environment within which businesses operate and also to identify channels through which this environment influences their managerial decision making.
Leadership Development
14 | 1 Credits
Management consists of a set of universal skills that are well understood and trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill.  The purpose of this course is to assess and improve your readiness to function well as a leader by making your time at ALBA a self-directed journey of learning and development. The specific objectives are to develop an awareness of the knowledge and skills that underlie leadership effectiveness; to obtain individual-level feedback utilizing some of the best existing assessment instruments; to share feedback on your own and others’ skills and to craft a personal leadership development action plan.
Business Writing
7 | 0.5 Credits
The purpose of the workshop is to address the question ‘what is the skill of writing?’.  According to the American writer Edwin Schlossberg, “the skill of writing is to create a context in which other people can think”.  The workshop explores this statement.  This exploration and subsequent understanding is of paramount importance for any business activity, since much of the communication in the business world takes place in writing, usually within tight deadlines, ranging from short, simple e-mails to long, rich documents.  The salient gain of the participants from the workshop is the understanding of different modes and purposes of writing, as well as of different types and purposes of documents.  The main topics covered during the workshop include: the requirements of different types of documents, such as reports, case studies, research papers and proposals, proper referencing, and the research process.
AND
Presentation Skills Workshop
7 | 0.5 Credits
‘What is a successful presentation and how is it achieved?’  ‘What does our audience see and hear during a presentation?’  This workshop aims to provide participants with knowledge on the techniques and tools needed for a successful presentation.  Presentations are means of communication in the business world.  This communication may have several aims: to describe, to explain, to clarify, to persuade.  During the workshop, participants learn how to capture the audience’s attention and how to communicate efficiently and confidently without ‘stage fear’.  Some of the topics covered during the workshop are: structuring an effective presentation, using verbal and non-verbal communication during the presentation, using audio-visual aids, dealing with questions.  A special feature of the workshop is that participants have the opportunity to see themselves presenting both at the beginning of the workshop and at the end, as the first and last presentations they make are video-taped.
Team Building
- | 0 Credits
The aim of the workshop is to provide participants with a fulfilling and lively event, in order to introduce them to the importance of teamwork.  By taking part in planned outdoor activities and exercises and through mutual support, the team enables itself to overcome difficulties and built strong bonds.  Furthermore, this process will result into the formation of the groups that participants are going to work with during their studies.

2nd Period | November – December

Courses Hours | Credits
Financial Accounting
14 | 1 Credits
The course explores the ‘art’ of financial accounting / financial reporting.  In particular, the goal of the course is to provide the knowledge and skills required for the understanding and use of financial accounting information for decision making.  Some of the topics covered during the course include: the role and importance of financial reporting, the role of the main players in the accounting communication process, including the management, auditors and stakeholders, the effects of the use of different accounting methods and estimates on the financial statements and the subsequent impact on decision making, ways of analysing, interpreting and evaluating financial statements.  During the course, extensive reference is made to the annual reports of various companies, as well as to accounting scandals (e.g. ENRON), for the facilitation of knowledge and understanding.
Business Decisions with Data Models
28 | 2 Credits
This course aims to enhance business problem modelling and solving skills by integrating concepts and frameworks from Statistics and Decision Science with modern Information Technology. Emphasis is placed on evaluating risks and using the theory of normative decision making to compare decision alternatives under uncertainty. Participants will learn how to structure complex management problems and combine quantitative analysis with judgment and critical thinking.  Topics covered include forecasting, decision analysis, Monte-Carlo simulation and business optimization. It is a practical course that uses case studies and spreadsheets to illustrate how to apply the methodologies introduced.
Creativity & Innovation
28 | 2 Credits
Creativity and innovation are career and business imperatives in the fluid and highly competitive economy of the 21st century. The explosion of creative industries in recent decades have turned innovation into a critical success factor in any form of work that involves the imagination, aesthetics, emotion, invention, or/and problem solving. With the advent of the knowledge economy, creativity has also become a cardinal aspect of managerial jobs. Creative problem solving, creative responses to contextual variability, improvisation, and the ability to generate original and bold ideas are defining elements of career success. This course provides students with the knowledge, skills and insights for discovering and practicing creativity in organizations, groups, and one's own career. The fourfold structure of the course entails: (a) cutting-edge knowledge about such topics as developing creative capabilities, managing creative people,  crafting creative work environments, and turning creative ideas into winning innovations; (b) concrete insight on practice through over 100 mini cases, examples and illustrations of creative accomplishment and innovation in business and society; (c) valuable "insider insight" about selected creative industries through direct interaction with guest speakers of notable creative achievement; and (d) practical application and the opportunity to act creatively during the course through brief interactive exercises and a major creative group assignment.

3rd Period | January – February

Courses Hours | Credits
Financial Analysis
14 | 1 Credits
This course presents the main methods of financial analysis for decision making. Following the course of financial accounting, this course concentrates on the analysis of the firm’s financial statements in order to derive important information about the investing, operating, and financing activities of the firm. The course introduces the major issues in the theory and policy of finance with emphasis in the following areas: Objectives of the Financial Manager; Analysis of balance sheet, income statement and statement of cash flows; Ratio analysis, Planning and Forecasting of financial statements; Working capital Management; Description of financial markets and discussion of the time value of money theory. After the completion of this course students will be able to assess the financial health of a company, identify the financial strengths and weaknesses of a company, predict the financial position of a firm in the near future and incorporate the time value of money in the decision making process.
Production & Operations Management
28 | 2 Credits
Production and Operations management can be defined broadly as the process steps that fulfil the production and delivery of “goods”, where “goods” include both material products and intangible services that offer some utility to the end consumer and the overall process subsumes all stages required to transform a product from a rough idea in a brainstorming meeting to the end customer offering. This course focuses on managerial decisions in production and operations and their interrelationships with the other functional areas of the firm. Major areas of study include the design of productive systems, strategic planning, and operations planning and control. Specific topics cover the areas of process and job design, facility planning, capacity planning, distribution planning, inventory management and production planning and control.
Creativity & Innovation
28 | 0 Credits
Creativity and innovation are career and business imperatives in the fluid and highly competitive economy of the 21st century. The explosion of creative industries in recent decades have turned innovation into a critical success factor in any form of work that involves the imagination, aesthetics, emotion, invention, or/and problem solving. With the advent of the knowledge economy, creativity has also become a cardinal aspect of managerial jobs. Creative problem solving, creative responses to contextual variability, improvisation, and the ability to generate original and bold ideas are defining elements of career success. This course provides students with the knowledge, skills and insights for discovering and practicing creativity in organizations, groups, and one's own career. The fourfold structure of the course entails: (a) cutting-edge knowledge about such topics as developing creative capabilities, managing creative people,  crafting creative work environments, and turning creative ideas into winning innovations; (b) concrete insight on practice through over 100 mini cases, examples and illustrations of creative accomplishment and innovation in business and society; (c) valuable "insider insight" about selected creative industries through direct interaction with guest speakers of notable creative achievement; and (d) practical application and the opportunity to act creatively during the course through brief interactive exercises and a major creative group assignment.

4th Period | March – April

Courses Hours | Credits
Management Accounting
28 | 2 Credits
This is a course on cost and management accounting. The course focuses on some of the technical aspects of management accounting as well as on management control issues (the use of accounting information for planning and control). Techniques and issues related to activity based costing, target costing, transfer pricing and strategic management accounting, in their organizational context, will be addressed. Students will be required to read published academic research as well as practice based material. Some of the topics covered during the course include: the meaning and role of management accounting, branches of management accounting, costing terms and purposes, cost-volume-profit analysis, cost allocation, job and product costing, budgeting, standard costing and variance analysis.
Financial Management
28 | 2 Credits
This core course introduces the basic concepts and analytical tools used in analysing the major investing and financing decisions of a firm. Students are presented with the major tasks of a financial manager, whose decisions contribute toward the accomplishment of the firm’s objectives. The course introduces the major issues in the theory and policy of finance. Emphasis is given in the following areas: Objectives of the Financial Manager; Financial Statement Analysis; Financial Planning; Financial Markets; Valuation of Corporate Securities; Financing Decisions and Cost of Capital; Derivatives; Analysis of Financial Information for Management Decisions; Corporate Governance; Long term Investing Decisions.

5th Period | May – June

Courses Hours | Credits
Negotiations
14 | 1 Credits
In the wide sense of the term, negotiating with others (both partners and rivals) is a necessary feature of all managerial jobs. In this course students are introduced into the fundamentals of effective negotiations: how to think strategically, what tactics to engage in, and what goals to aim at. The objective of this course is to improve participants’ ability to avoid traps in negotiations and help them see their range of rational options (and their ramifications) in particular situations. The course is designed to provide participants a conceptual framework for preparing and conducting negotiation, and to give them some experience in using this framework.
Business Ethics & Corporate Social Responsibility
14 | 1 Credits
Understanding the ethical basis of human behaviour is of fundamental importance for building commitment to organizational goals and for imparting integrity and a sense of the common good in organizational members. The course examines a broad array of matters relating to ethics, including: individual and organizational obstacles to ethics; ethics information processing methods and judging theories; an action-learning framework for ethics leadership; adversarial win-lose ethics methods; integrative win-win ethics methods; dialogic transcendent ethics method; reflection and developing personal and contingency ethics leadership approaches; developing on ethics leadership action-learning plan.
Period of Electives Courses (The equivalent of 1 full course)
28 | 2 Credits

6th Period | September – October

Courses Hours | Credits
Managing People & Organizations
28 | 2 Credits
The course provides an overview of the core areas of management theory and organizational behaviour with a special emphasis on issues of organizational structures, culture and values, employee motivation and job design, leadership and power, group processes as well as organizational learning and knowledge management. It will help participants understand the complex relation between individuals, groups and organizations and will introduce the concepts and the tools for effective management of the human capital. It will also help them understand how they can become change catalysts by performing their leadership role as managers; how they can manage knowledge; how they can inspire people to put extra effort for achieving the organizational vision and for outstanding performance and results. Through case studies, videos and discussion, students will have the opportunity to exercise their critical thinking and build people management skills by applying organizational theory to a broad range of organizational types, settings, and challenges.
Marketing Analysis & Implementation
28 | 2 Credits
This course helps students understand and practice the marketing management process from the perspective of facts-based decision making and not that of sheer opinions-based decision making. Using marketing management and marketing research concepts, tools and easy to use spreadsheet modelling software students will: a) get a hands-on” experience with the process of marketing management and b) focus on the analysis of structured (quantitative) marketing data. The Marketing Engineering for Excel (ME>XL) software add-in and the accompanying case studies (they include datasets) allow students to focus on the complexities and challenges of the marketing management decision-making process without having to directly deal with complex statistical models.

7th Period | November – December

Courses Hours | Credits
Strategic Management
28 | 2 Credits
As the internal and the external environment of firms are in constant flux, managers need to sharpen their strategic skills. Strategy is the set of objectives and policies that set to define how a firm positions itself to gain competitive advantage and increase returns for its owner and stakeholders. Two questions are of importance, then: “What business should we participate in” and “How should we compete?” In answering these questions, the external environment and the internal firm resources and capabilities take a central role. We also examine strategic choices at the business unit, corporate, and network level. Finally, the course examines strategies in different industries and contexts (mature, new economy, global). Through case studies and assignments, participants learn to use tools for analyzing, creating and, communicating strategies.
Entrepreneurship
14 | 1 Credits
The Entrepreneurship course provides students with an insight on how entrepreneurs think, behave, evaluate opportunities, and plan new ventures. It guides them through the steps required to start a new venture, the assessment of plans for new businesses and the gathering and organization of resources. Successful entrepreneurs share their experiences with students to provide practical knowledge of entrepreneurship. Students are exposed to the conceptual and practical difficulties of new business formation from a legal, cash flow and market research perspective. Working in teams to develop a new start up business plan is an integrating feature of the course. A panel of leading practitioners and academics evaluates presentations of these business plans during the annual ALBA Business Plan contest. The winning team represents ALBA at the European Business Plan of the Year competition.

8th Period | January – February

Courses Hours | Credits
Business Integration - The ERP Simulation Game
28 | 2 Credits
In teams, students will compete for profit and market share in a virtual muesli industry, over several business cycles. Students will manage raw materials, production, marketing, sales, accounting and competitive strategy. They will produce financial statements and other management reports that will help them improve their decisions and business performance over the following business cycles. In other words, during this simulation game, students will experience end-to-end management: from inbound logistics to sales, and from low level operations to executive decision making. The main objective of the course is to demonstrate how businesses can achieve integration and control via well defined processes and information systems. How seamless and reliable access to real time information provides end-to-end visibility to critical business operations and supports continuous improvement. Another objective of the course is to recapitulate all the core MBA subjects through an integrative and applied experience. This simulation game is an intensive, actionable and tremendously fun learning experience aimed at consolidating some critical skills of the MBA curriculum. The game is based on a special version of the SAP ERP software, developed at HEC Montreal and supported by SAP AG. During the course, the necessary training will be provided on the following modules: materials management, production planning, sales and distribution, financial accounting, cost accounting, and business intelligence.
Entrepreneurship
28 | 2 Credits
The Entrepreneurship course provides students with an insight on how entrepreneurs think, behave, evaluate opportunities, and plan new ventures. It guides them through the steps required to start a new venture, the assessment of plans for new businesses and the gathering and organization of resources. Successful entrepreneurs share their experiences with students to provide practical knowledge of entrepreneurship. Students are exposed to the conceptual and practical difficulties of new business formation from a legal, cash flow and market research perspective. Working in teams to develop a new start up business plan is an integrating feature of the course. A panel of leading practitioners and academics evaluates presentations of these business plans during the annual ALBA Business Plan contest. The winning team represents ALBA at the European Business Plan of the Year competition.

9th Period | March – April

Courses Hours | Credits
Period of Electives Courses (The equivalent of 2 full courses)
56 | 4 Credits
Management Acts - A Theatrical Integration
- | 0 Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."

10th Period | May –June

Courses Hours | Credits
Period of Electives Courses (The equivalent of 1 full course)
28 | 4 Credits
Leadership Development II
14 | 1 Credits
Management consists of a set of universal skills that are well understood and trainable. Leadership consists of how each one of us makes a unique difference to the challenges we face with people and projects. It is not about wasting our energy trying to make ourselves more effective by changing our characters. Instead, it is more effective to find new and better ways of ‘being ourselves’ through enhanced insight and skill.  The purpose of this course is to assess and improve your readiness to function well as a leader by making your time at ALBA a self-directed journey of learning and development. The specific objectives are to develop an awareness of the knowledge and skills that underlie leadership effectiveness; to obtain individual-level feedback utilizing some of the best existing assessment instruments; to share feedback on your own and others’ skills and to craft a personal leadership development action plan.
Management Acts - A Theatrical Integration
- | 0 Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."

11th Period | March – September

Courses Hours | Credits
Management Acts - A Theatrical Integration
- | 4 Credits
"Purpose of this module is to bring together lessons from several MBA courses (such as Leadership Development, Creativity & Innovation, Business Ethics, In search of phronesis, Managing & Leading people, Strategic Management, Entrepreneurship, Corporate Finance, Leading & Managing Change, Psychoanalyzing organizations) in a final “act” of managerial dilemmas, struggles, revelations, insights and key decisions. We will build around the notion of management as a performance of roles and we will attempt to cast light on the inner and outer performance dimensions of leadership.  We will also build on the notion that the task of a theater director is akin to the task of a senior organizational leader and we will examine theater teams as high performance teams.  The general aim is to explore the theater as a place to learn about ourselves and others and get a different perspective on managerial roles and organizational leadership. We envision this course as a vehicle towards self-discovery and management of collaborative tensions and as a facilitator of the students’ journey towards enacting the role of the leader with confidence and authenticity."
OR
Field Consulting Project
- | 4 Credits
The Field/Consulting Project is a unique learning experience and a cornerstone of ALBA's educational philosophy. It is the culmination of a year's intensive learning, and the time to elaborate on and implement concepts and methods in a real, corporate environment. Teams of students have the unique opportunity to test "in the field" what they have learned in class.   Teams spend approximately three months working on a practical corporate project, supervised by a faculty member. They are required to systematically proceed to problem-solving, following the pattern analysis-diagnosis-proposal of solutions. The final report is presented to both company representatives who commissioned the project and the School's faculty.

FACULTY

The Professors

Academic Director
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Pavlos Vlachos ASSOCIATE PROFESSOR OF MARKETING

Dr. Pavlos A. Vlachos teaching interests include Research Methods, Strategic Marketing and Corporate Social Responsibility. He is an Associate Editor of Frontiers in Organizational Psychology, and his current research focuses in the area of Corporate Social Responsibility.

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Course Faculty
George Allayiannis ASSOCIATE DEAN OF THE GLOBAL MBA FOR EXECUTIVES, DARDEN SCHOOL OF BUSINESS
Professor of Business Administration,Paul Tudor Jones Chair in Business Administration view more
Professor of International Business and Strategy view more
Evangelia Baralou Academic Director of the MSc in Tourism Management
Senior Lecturer in Organisation Studies, Open University, UK view more
Principal lecturer Int. Business & Strategic Management, Nottingham Business School view more
Emeritus Dean, Florida International University view more
Business Consultant & Entrepreneur view more
Dionysis Dionysiou Academic Director of the MSc in Strategic Human Resources Management
Associate Professor of Organization and Management view more
Professor of Organizational Behavior and Human Resources Management, The Stavros Costopoulos Chair in Human Resource Management view more
Professor of Organization Studies, University of Bath School of Management view more
Professor of Operations Management, University of Cyprus view more
Professor of Marketing, The American University in Cairo view more
Lecturer, DEREE-The American College of Greece view more
Kyriakos Kyriakopoulos Associate Dean of Academic Programs Enrollment; Academic Director of Executive MBA Academic Director of ALBA - Eurobank MBA in Financial Services
Professor of Strategy and Marketing view more
Professor of Organizational Behavior view more
Maria Moragianis Director Career and Alumni office
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ASSOCIATE PROFESSOR OF MANAGEMENT PRACTICE IN MARKETING AND ENTREPRENEURSHIP, LONDON BUSINESS SCHOOL view more
Associate Professor of Digital Business view more
Professor, Boston College view more
Assistant Professor of Decision Sciences view more
Coordinator Dance Area Choreographer, The American College of Greece view more
Professor of Operations Management, University of Cyprus view more
Associate Professor of Human Resource Management; Associate Professor of Human Resource Management, Deree College at the Americal College of Greece (joint appointment) view more
Reader in Marketing & Entrepreneurship, Director of MBA Programmes/, Sheffiled University Management School view more
Pavlos Vlachos Academic Director of the ALBA MBA
ASSOCIATE PROFESSOR OF MARKETING view more
Assistant Professor of Strategy view more
Stefanos Zarkos Academic Director of the MSc Programs: MSc in Finance; MSc in International Business & Management; MSc in Business for Lawyers; MSc in Entrepreneurship
Associate Professor in the Practice of Finance view more

CAREER

Our Vision for our graduates

  • Subject experts capable of managing a company end-to-end namely from human capital management to operations and financials.
  • Entrepreneurs and intrapreneurs that will lead new business formation functioning in a high performance team context.
  • Creative teamplayers with the skills and stimuli for discovering and practicing creativity in organizations, groups and their own personal pursuits.
  • Mindful business leaders with confidence, authenticity, civility and practical wisdom (phronesis).

SCHOLARSHIPS

Scholarships Scheme

You can secure pre-approval of your scholarship, before you apply for admission to the MBA or MSc program of your choice.

 Apply for scholarship

GMAT Scholarships

 Those candidates who bring GMAT score from 700 and above, will be granted a scholarship of 60% of the total tuition fees for all MBA and MSc's (Excluding the Executive MBA, Double Masters for Lawyers and the MSc in ISF Programs). Candidates with high GMAT bellow 700 are also eligible for smaller scholarships.

AHEAD Scholarships for Micro Enterprises

The ALBA Hub for Entrepreneurship and Development (AHEAD) offers one partial scholarship for any of the Academic Programs at ALBA aimed at prospective students from competitive micro enterprises. (Executive MBA, MSc in ISF and Double Masters for Lawyers candidates are not included). Scholarship is  open to entrepreneurs, involved family members and managers from micro businesses with less than 10 employees.

Next Generation Family Business Scholarship

ALBA Graduate Business School offers two partial scholarship  for any of the Academic Programs at ALBA (Executive MBA, MSc in ISF and Double Masters for Lawyers candidates are not included) to a member of the next generation of a family business. It aims to encourage growth and succession in Greek family businesses, and support upcoming business leaders so that they can excel in such a demanding role.

The Paul Kleindorfer Scholarship for Academic Excellence

A Scholarship in the memory of Professor Paul Kleindorfer , a long-standing member of the ALBA Academic Council, and a Professor of the Wharton School and INSEAD.

Professor Kleindorfer had been very instrumental in shaping the character and direction of our School. His contribution to ALBA is of profound historical significance, and his advice had always been invaluable. This scholarship serves as a symbol of gratitude and respect for his invaluable services to our School.

Leventis Foundation Scholarships

2 scholarships for Nigerian nationals that apply to The ALBA MBA Program full time mode. Scholarships cover full tuition fees as well as accommodation and living expenses.

ADMISSION REQUIREMENTS

To be considered for admission, candidates must:

  • Hold a bachelor’s degree; - Provide evidence of excellent command of the English language;
  • Have a minimum of three years substantial work experience (military service not included);
  • Need to be currently employed or self-employed (valid for the part time mode only) GMAT tests are optional unless the Academic Committee requires the applicant to take them: in any case, scores of 550 or more (GRE >155) can strengthen your application and help you secure a scholarship.

Candidates must submit:

  • The completed application form, including one recent photograph in jpeg format;
  • Two letters of recommendation in Greek or in English language.
  • Official Academic Transcripts as well as Certified copies of degrees from each undergraduate, graduate or professional degree earned;
  • Proof of competence in the English language (unless schooled in English), e.g. Proficiency or TOEFL or IELTS.
  • Three Essays, as indicated in the Application form;
  • Receipt of the non-refundable application fee's [€60] deposit

Click here to download the details for admission.

To learn more about academic policy, course credit policy, fees policy and rules for student conduct read the Academic Regulations.

 

 

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Teta Arvaniti Program Manager

We urge applicants to request further information or to come for a meeting at our downtown campus, in order to better understand their profile and motivations.

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Tel.: +30 210 89.64.531-8

Fax: +30 210 89.63.302

e-mail: mba@alba.edu.gr 

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