The Weekend Executive MBA curriculum was redesigned for the class beginning in June 2010 and the program is now delivered in 6 terms of approximately 3 months each, including:

  • 14 core courses that span all functional areas of business
  • 4 electives that allow you to sharpen your skills in a particular discipline or broaden your knowledge of several functional areas

An optional concentration is now available, which involves an additional term, for 7 total terms.  

For more detailed information on the curriculum, please explore the tabs below.


Core Courses

Term 1



Integrative Leadership Experience I (ILE I) — This course consists of outside-the-classroom team and individual activities designed to strengthen your leadership skills. These activities complement the principles and frameworks taught in the Leadership, Ethics, and Organizations course. Organized activities focus on team building and include a day at the Triangle Training Center. The goal in all of these activities is for you to learn more about your teammates and to identify your own strengths and weaknesses in being an effective team member and leader. The emphasis on leading through collaboration is one of the distinctive values in The Duke MBA culture.

Leadership, Ethics, and Organizations (LEO) — The goal of the course is to prepare students to be effective leaders and managers, regardless of their career path, and to be a good analyst of how best to organize people. The course will accomplish these goals by focusing on general factors that contribute to the performance of organizations—designing and managing strong systems and effective leadership—to meet current challenges.

Global Markets and Institutions (GMI) — This course reviews basic ideas in macroeconomics and links them to institutional arrangements that address issues including commerce involving goods, services, and financial flows. It addresses how the same problem in trade and commerce is dealt with differently around the world. The course will increase your understanding of macroeconomics so that you have the tools to analyze the structure and performance of specific national economies and global relationships. You will also analyze governmental policies that are intended to affect economic performance to increase your understanding of the role of formal and informal institutions in facilitating business transactions.

Term 2


Probability and Statistics — Examines structures for managerial decision making under conditions of partial information and uncertainty. After developing a foundation in probability theory, the course extends this foundation to a set of methodologies for the analysis of decision problems. Included are topics in probability, statistical inference, and regression analysis.

Financial Accounting — Introduces the types of information requirements imposed on the firm by agencies in its environment and develops an understanding of the activities of the firm within the framework of a financial accounting system designed to satisfy these information requirements. Emphasis is given to the study of financial accounting, reporting, and measurement problems from a theoretical and an applied basis, using cases and topical problems in financial accounting as a foundation for the learning experience.

Managerial Economics — This course considers how the actions of business firms, consumers, and the government—operating within a price system in a decentralized market economy—answer such basic resource allocation questions as what will be produced, how it will be produced, who will consume what is produced, and what resources to divert from present consumption to increase future consumption. The impact of various types of market structures (such as perfect competition, monopoly, and oligopoly) on economic efficiency will be discussed.

Term 3


Integrative Leadership Experience II (ILE II) — The primary objective of the second ILE course is to provide experiential and classroom-based personal development opportunities in teamwork, leadership, and social responsibility.

Decision Models — Enhances students' ability to address complex management problems through the use of formal modeling and quantitative analysis techniques. Special emphasis is placed on decision making under conditions of uncertainty and constrained resources. Analytical techniques include decision analysis, Monte Carlo simulation, and optimization.

Marketing Management — Provides an overview of the role of marketing in organizations by acquainting students with the fundamental issues and decisions involved in planning and managing marketing activities in order to create value for customers. Attention is given to topics such as product policy, pricing, advertising and communications, marketing research, and channels of distribution. Major emphasis is placed on understanding the underlying forces that influence marketing decisions, including customer behavior, competitive marketing activity, and organizational considerations.

Managerial Accounting — Emphasizes the use of accounting information for internal purposes as opposed to the external disclosure focus of the financial accounting course. The design of management accounting systems for planning and controlling operations, and for motivating personnel is covered. The course integrates accounting with ideas from microeconomics, data analysis, finance, and operations management.

Term 4


Global Financial Management — Provides an overview of corporate finance, financial markets, portfolio diversification, and asset pricing in a global setting. Since firms must understand financial instruments and how the market views them before making decisions about which ones to use, fundamental issues and models of risk, expected return, and asset pricing are presented. Learning modules require students to examine value bonds, stocks, derivative contracts, and capital budgeting techniques. Futures and options markets are introduced. Major corporate finance issues of debt and dividend policies are examined.

Operations Management — Covers issues in the design, planning, and control of the processes by which goods are manufactured and services are delivered. Specific topics include analysis of production processes, the impact of variability on process performance, inventory management, lean productions, total quality management, process improvement, comparison of manufacturing and service process management, and the strategic role of operations in the firm.

Foundations of Strategy — Takes on the general manager's challenge to make sound strategic decisions under difficult conditions. Students are guided toward their own individual approaches to solving current business problems under uncertain, ambiguous, and dynamic conditions. Case analyses and guest speakers help put theory into practice, and to test solutions. Students evaluate markets and strategies, functional area integration, leadership, and implementation. Other topics include local rivalry, alliance management, capabilities, venturing, technology and market evolution, and real options.

Term 5


Leadership and Development — This course addresses leadership as a topic separate from management. Effective leadership involves setting a tone, a focus, and a direction for an organization, its members, and other stakeholders. In contrast, effective management involves executing against the direction and tone set by leadership. To be effective in most business positions, we need a mixture of leadership and management, and the exact mix depends upon the situation, the role and the person. This course provides not only knowledge about leadership and its effects, but also opportunities for reflection, study, debate, and practice that provide a context within which you will learn about leadership and begin to become a more effective leader.

Term 6


See electives tab


Elective Courses

Elective course offerings may vary slightly from year to year; however the electives listed below are representative of what you can expect. Electives give you the opportunity to learn more about one function or several and help to sharpen and/or broaden your business knowledge.

Electives are taken during Term 6 and are taken jointly with Cross Continent MBA students.

  • Corporate Finance
  • Competitive Analysis
  • Emerging Markets
  • Energy & the Environment
  • Entrepreneurship & New Venture Management
  • Financial Statement Analysis
  • Health Sector Management
  • Investments
  • Leadership
  • Market Intelligence
  • Marketing of Innovations
  • Negotiation
  • Real Estate Finance
  • Service Operations or Supply Chain
  • Valuation & Fundamental Analysis
  • Venture Capital & Private Equity 

Concentrations Provide Specialization

Read more about concentrations on the Weekend Executive MBA Student Blog.

Students also have the option of earning a concentration or certificate in several areas of business management. No matter your career path, your grounding in the principles and practices of general management coupled with a specialization will expand your career opportunities. Your transcript will state the concentration you choose.

Tuition: Additional fees apply to concentrations and certificates. Learn more on the Costs & Financial Aid page.

Concentrations include:

  • Energy and Environment
  • Entrepreneurship and Innovation
  • Finance
  • Marketing
  • Strategy

Concentration Requirements: If you elect to pursue a concentration, you must complete:

  • At least 2 electives in Term 6 from an approved list for the concentration
  • Secure approval to engage in an independent elective project, which is worth the equivalent of 2 courses
    • The independent project is completed in the optional Term 7

A Health Sector Management (HSM) Certificate is also available.

Certificate Requirements: If you elect to pursue a certificate in Health Sector Management, you must complete:

  • Fundamentals of HSM: A Global Perspective (online seminar series)
  • Economics and Strategy of HSM (completed in Term 6)
  • HSM Project Course (completed in optional Term 7)
  • Health Care in the 21st Century (can be taken during Term 1, Term 6 or after graduation)
  • 2 HSM elective courses

Learn more about the HSM certificate available for Weekend Executive students.


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Accessible, enthusiastic, and innovative, the Duke MBA faculty are leaders in every discipline. The faculty — ranked No.1 in the world for intellectual capital by Bloomberg Businessweek (2008 - 2012) — are noted scholars in the academic and business world and regularly receive top honors for their research and professional service.

Our faculty bring insight from their research, along with a host of innovative ideas, into the classroom to merge academic concepts with real-world application. The diverse experience and knowledge of our faculty members provides students with a rich and relevant academic learning environment, which enhances your learning experience and prepares you to make more valuable contributions at work.

Learn more about the Duke MBA faculty.