Course supervisor

Petr Hajek

Ing. Petr Hájek, Ph.D.

One Year MBA


  • Filled in application
  • CV/résumé in English
  • Scans of your degrees
  • Two reference letters
  • A copy of your ID/passport
  • Pay application fee of 100 EUR


MBA Degree

Start date

November, January, May


€ 6000

Online Application

Type of study

  • Online Fastrack 12 months
  • Part-time 14 months

MBA in Project management comprises of the following study clusters:

  • Business Valuation

This course will teach the generally accepted approaches, methods, and procedures for the valuation of business enterprises. Students will be introduced to the process of defining the scope and outlining the valuation project, as well as how to determine the proper standard of value, when aspects other than market value are used.

  • Corporate financial management

The purpose of this course is to provide students with a heightened appreciation of the role of a financial manager within a firm and to understand the tools and the nature of the decisions that financial managers must make. Paramount to the topic is an understanding of what constitutes a “good” manager. A traditional finance characterization of a good manager is one who adopts the most firm-value-maximizing projects in the interests of maximizing current shareholders’ wealth. This model is sometimes called the shareholder primacy model. An alternative model, frequently termed the stakeholder model, argues that a good manager is one who effectively maximizes the joint utility of all firm-stakeholders. A substantial literature has evolved highlighting the tensions between the two models. The goal of this course is to expose students to both of these models in the context of a traditional core-MBA finance class. The intent is for students to leave the course understanding in which situations the actions of stakeholder-focused managers and shareholder-focus managers will be the same and in which situations the actions could be different. In particular, students will appreciate that increased attention to the interests of all stakeholders is frequently essential to maximizing the long-term value of the firm and therefore current shareholder wealth.

  • Managerial accounting

Course focuses on internal reporting to managers for use in planning and control, in making nonroutine decisions and in formulating major plans and policies. Covers cost-volume-profit relationships, flexible budgets and standards, job order and process cost, and cost allocation and accumulation.

  • Risk management

Risk Management course prepares students to handle such complex issues as employee rights and benefits, insurance for health casualties, liabilities companies face and labor employment regulation. Students will learn about preventing unnecessary risk for companies, an essential need for private and governmental organizations. Estimation in property, environmental issues and insurance underwriting processes can all cost companies money and time. This course will give students the tools and knowledge to deal with these issues in a timely, cost-effective manner.

  • Strategic and inter-cultural management (incl. negotiating)

The course is divided into several parts: first deals with strategic management of an organization. Second provides a broad overview of cultural anthropology, giving students the tools to understand, speak and write about human diver- sities and similarities cross-culturally. Course materials emphasize issues of race, ethnicity, class and gender, making visible for students the inequalities and power dimensions embedded in societies throughout the globe. Third takes everything into account and discusses various issues that may arise during international (intercultural) business (e.g. during negotiations, contract preparation and its realization, etc.). Students who pass this course will not be afraid to pursue business internationally or interculturally and will not be surprised by various customs of their business partners.

  • Design Development (project design vs. costs)

Investigates the interrelationship between design decisions and building costs, and the impact of each major building system and building trade on project budgets and schedules. Gives students the opportunity to prepare technical, marketing, and financial packages for investors, as well as regulatory and financial institutions. Culminates with detailed presentations of student-developed project prospectuses.

  • Operations and Supply Chain Management

The Supply Chain and Operations Management course focuses on process excellence from both intra-organizational and inter-organizational points of view. Supply chain management manages the flow of goods, and information and services, in order to deliver maximum value to the consumer, while minimizing the costs of the flow. Operations management is responsible for supplying the product or service of the organization and managing the conversion or transformation process that converts inputs into outputs. The design of the major follows the industry-developed SCOR model of Plan—Source—Make—Deliver.

  • Project management

In this course, students discuss the processes, methods, techniques and tools that organizations use to manage their information systems projects. The course covers a systematic methodology for initiating, planning, executing, controlling and closing projects. This course assumes that project management in the modern organization is a complex team-based activity, where various types of technologies (including project management software as well as software to sup- port group collaboration) are an inherent part of the project management process. This course also acknowledges that project management involves both the use of resources from within the firm, as well as contracted from outside the organization.

  • Meetings with professionals | Practice

This is not a course per se. This is a default part of each MBA programme we offer. Meetings are to last at least 2-3 weeks by default and are designed to meet as many interesting people while making contacts in fields students are interested in. Whole two-three weeks of field trips and discussions with managers in specific areas are done to enlarge the network of contacts and gain certain experience from colleagues working in the sectors of interest to the MBA programme participants. As this requires 2-3 weeks of visa stay in the Czech Republic, we allow this can be skipped if a candidate proves that he or she already passed a practice related to studied MBA programme.

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