Lam, Wai P.; B. Comm. (St. Mary's), M.B.A., Ph.D. (Michigan State), F.C.A.—1973.
Faria, Anthony John; B.S., M.B.A. (Wayne State), Ph.D. (Michigan State)—1975.
Andiappan, Palaniappan; B.A., M.A., M. Litt. (Madras), M.S. (Massachussetts), Ph.D. (Iowa)—1980. (Associate Dean of the Faculty)
Dickinson, John R.; B.S.B.A., M.B.A., D.B.A. (Indiana)—1980.
Solomon, Norman A.; B.S. (Cornell), M.A., Ph.D. (Wisconsin)—1982 (Dean of the Faculty).
Thacker, James W.; B.A. (Winnipeg), M.A., Ph.D. (Wayne State)—1982.
Kantor, Jeffrey; B. Bus. Sc., B. Comm. (Hons.) (Capetown), C.P.A., C.A. (Ontario), Ph.D. (Bradford, England)—1983.
West, Eric; B.Sc. (Royal Military College of Canada), M.Sc., Ph.D. (Iowa State University)—1983.
Aneja, Yash Paul; M.S., B.S. (Indian Statistical Inst.), Ph.D. (Johns Hopkins)—1984.
Bart, John T.; B. Eng. (The Royal Military College of Canada), M.B.A., Ph.D. (Western Ontario)—1984.
Brill, Percy; B.Sc. (Carleton), M.A. (Columbia), Ph.D. (Toronto)—l984.
Templer, Andrew; B.A. (Hons.), (Witwatersrand), M.A. (South Africa), M.Sc. (London), Ph.D. (Witwatersrand)—1984.
Chandra, Ramesh; B.Sc. (Bihar Institute of Tech.), M.S. (Mississippi State). Ph.D. (Union College), Ph.D. (Oklahoma) - 1984
Fields, Mitchell; B.A. (Maryland), M.A., Ph.D. (Wayne State)—1985.
Withane, Sirinimal; B.Sc. (Sri Jayawardenpura), M.Sc. (Moratuwa University), M.A. (Carleton), Ph.D. (Rockefeller College, SUNY)—1986.
Haque, Mohd. Razaul; B.Sc., M.Sc. (Aligarh Muslim), M.Sc. (Southern Illinois), Ph.D. (Wayne State)—1967.
Cattaneo, R. Julian; Licenciado (Buenos Aires), Ph.D. (Michigan)—1980. (Associate Vice-President, Research)
Shastri, T.; B. Comm. (Osmania), LL.B (Bombay), Dip. Mgmt. (McGill), M.B.A. (McMaster), Ph.D. (Oklahoma), C.A. (Quebec & Ontario), R.I.A.—1982.
Estrin, Teviah L.; B. Comm. (British Columbia), M.S., Ph.D (California) -1984.
Gunay, Erdal; B.S. (Middle East Technical), M.B.A., Ph.D. (Syracuse)—1984.
Rieger, Fritz; B.S. (Manhattan), M.B.A. (Columbia), Ph.D. (McGill)—1984.
Punnett, Betty-Jane; B.A. (McGill), M.B.A. (Marist College), Ph.D. (New York)—1985.
Okechuku, Chike; B.A.Sc., M.A.Sc. (Toronto), M.B.A., Ph.D. (York)—1986.
Singh, Jang; B.A. (Toronto), M.A. (College of St. Thomas), M.B.A. (Windsor), M.A., Ph.D. (Toronto)—1986.
Seck, Diery; Diplome d'Ecole Superior de Commerce de Toulouse (DESCAF), M.Sc. Sherbrooke, Ph.D. (Laval)—1987.
Armstrong-Stassen, Marjorie; B.S., M.L.H.R. Ph.D. (Ohio State)—1989.
Ursel, Nancy D.; B.Comm. (McGill), M.B.A. Ph.D. (Concordia)—1989.
Lui, Kui-On; Dip. (Madrid), M.S. (Illinois State), Ph.D. (Michigan), B. Comm., M.B.A. (Windsor)—1980.
Chaouch, A.; B.Sc. (Algiers), M.Sc. (Stanford), Ph.D. (Waterloo)—1986.
Prince, Michael; B.A.Sc., M.B.A. (Windsor), Ph.D. (Bradford)—1986.
Wellington, William; B.Sc. (Western Ontario), M.B.A. (Windsor), Ph.D. (Michigan State)—1986.
Reavley, Martha; B.Comm., M.B.A. (Windsor), Ph.D. (Wayne State)—1986.
Lan, George; B.S. (Beloit College), M.A. (Smith College), M.B.A. (Tulane University), Ph.D. (Queens)—1988.
Kao, Diane; LL.B., (National Cheng-Chi), Dip. in Acc., (Wilfrid Laurier), M.B.A. (McMaster), Ph.D. (Western)—1990.
Green, Donna; B.A., (Ohio State), M.B.A. (Saskatchewan), Ph.D. (Western Ontario)—1990.
Slaymaker, Adrianne; B.A. (Indiana State), M.B.A. (Indiana), D.B.A. (Kentucky)—1995.
The purpose of the Master of Business Administration program is to provide broad graduate study in the general field of business administration. It provides students with three important components to prepare them for management positions; academic knowledge, job skills and work experience.
Graduate students have the opportunity of expanding their accounting, administrative, finance, marketing, and management science expertise. The program emphasizes knowledge that prepares students for careers in private industry and business, for the public service, and for doctoral studies.
1) Applicants who have secured satisfactory standing (at least a B average) in their undergraduate work may be admitted. Major consideration is given to the performance during the last two years of the undergraduate program. Possession of the minimum requirements for admission does not ensure acceptance.
Students must write the GMAT before applying for admission to the Faculty. (Details of the Test may be obtained from The Educational Testing Service, Princeton, New Jersey, 08540.) The order form for the Bulletin of Information for the GMAT is available in the Office of Graduate Studies and Research.
2) Graduates from a four-year Honours program in Commerce or Business Administration who, in the opinion of the Faculty of Business Administration, have covered an adequate program of studies, may be admitted to the candidate year in the Fast Track M.B.A. program provided they have obtained satisfactory standing in their undergraduate degree.
3) Students will be recommended for admission to the candidate year if they have maintained a B average or better in the first year of the program.
4) Students in the candidate year who maintain a B average or better will qualify for the M.B.A. degree.
(a) at least two terms of university-level Economics;
(b) at least one term of university-level Mathematics
Students lacking prerequisites may be admitted and permitted to complete the appropriate undergraduate courses in their first term. The Mathematics prerequisite may be waived depending on an applicant's quantitative score on the GMAT test.
Provision is made for students in full-time employment to spread the work for the degree over a number of years. Normally it is expected that the program will be completed within six calendar years from first registration at the candidate (II Master's) level. Upon acceptance into the M.B.A. Program, part-time students are asked to prepare a resumé of all work related experience and training they have received so that this information can be used to determine possible waiving of some courses in the program and therefore reducing their course requirements in the first year of the program.
Students will be allowed to pursue a general M.B.A. or choose a specific area of concentration. Areas of concentration include Finance, Marketing, Management and Labour Studies, Business Strategy and Entrepreneurship, and Management Science. To obtain an area of concentration, four 600-level courses in the area are required.
Two additional, cross-disciplinary areas of concentration are also available: International Business and Production/Operations.
75-680.Managing the International Enterprise
70-651.Reporting, Analyzing, and Using Accounting Information
71-643.International Management
72-674.International Financial Management
74-635.International Marketing Strategy
75-681.Global Strategy
73-604.Production Management
70.650.Managerial Accounting Analysis
73-605.Statistical Quality Design and Control
74-633.Marketing Channels
75-682.Manufacturing Strategy
Students may choose a major paper option. All students choosing this option must have a detailed major paper proposal approved by at least two faculty members in Business. These two faculty members will have primary responsibility for supervising the student's work. The approved proposal application form must be submitted to the Assistant to the Dean in order to register for the major paper (75-796). An oral defence will be required.
The major paper will be graded, will receive six credits and will substitute for two 600-level course electives.
Students may choose a thesis option. All students choosing this option must have a detailed thesis proposal approved by at least two faculty members in Business and by one faculty member external to Business but from within the University. An oral defence will be required (see 1.6.2, Committees).
The thesis will be graded, will receive twelve credits and will substitute for four 600-level course electives.
Students who are interested in pursuing both a professional accounting designation (i.e. C.A., C.M.A., or C.G.A.) and the M.B.A. are advised to complete their accounting course requirements while being registered in the Bachelor of Commerce for University Graduates program and then to apply for admission directly to the candidate year of the M.B.A. program(Fast-track M.B.A.).
The Business Resource Centre is made up of faculty and students who provide consulting to the business community. Students generally share in any profits at the end of the year, but do the work primarily for experience.
This program is designed to provide students with the opportunity to receive career-related work experience (unpaid) by working in non-profit or not-for-profit organizations.
Students with a four-year honours degree in business administration or commerce are not eligible for the Co-op program.
Students have the opportunity to experiment with various areas of interest in a generalist capacity, or to focus on a specific area of interest. Although the Faculty will make every effort to match students with suitable employment, students are not guaranteed positions, and the availability of positions may vary with the state of the labour market.
Following the completion of each work term, a work report is required. These reports focus on a problem or problems at work as analyzed by the student in a significant academic analysis. These reports serve to develop solid communication skills. The specific content and format of the reports are decided upon by the student's Faculty advisors and the Faculty Co-op coordinator, in consultation with the student. One report is required for each completed work term. The reports may be used as a substitute for the major paper requirement of the M.B.A. program upon the recommendation of the Graduate Program Committee.
In addition to the normal admission requirements, students seeking admission to the Co-op program will be required to have an interview with a representative from the Office of Co-op Education and Career Services.
76-500.Introduction to Business
76-501.Interpersonal Dynamics
76-502.Core Concepts of Accounting Information
76-503.Introduction to Financial Management
76-504.Quantitative Techniques in Management
76-505.Marketing Management
76-506.Managing Employees
76-509.Strategic Decision Making
75-701.M.B.A. Co-op Work Term I
76-510.Core Concepts of Accounting Information II
76-511.Research Methodology
76-512.Financial Management
76-513.Human Resources Management
76-514.Management Information Systems
75-702.M.B.A. Co-op Work Term II
workshops, plus five, 600-level Business courses
75-698.Strategic Management
workshops, plus four, 600-level Business courses
This program is intended for those students not choosing the M.B.A. Co-op program. The academic portion is identical to the Co-op program and students will be required to take the majority of their courses during the study terms for Co-op students. Students will be required to take 76-521 or 76-585 at some point in the program.
76-500.Introduction to Business
76-501.Interpersonal Dynamics
76-502.Core Concepts of Accounting Information I
76-503.Introduction to Financial Management
76-504.Quantitative Techniques in Management
76-505.Marketing Management
76-506.Managing Employees
76-509.Strategic Decision Making
76-521.Intensive Introduction to Small Business Consulting or
76-585.Volunteer Internship Program
workshops and other courses, as available
76-510.Core Concepts of Accounting Information II
76-511.Research Methodology
76-512.Financial Management
76-513.Human Resources Management
76-514.Management Information Systems
76-521.Intensive Introduction to Small Business Consulting (optional) or
76-585.Volunteer Internship Program (optional)
workshops and other courses, as available
five, 600-level Business courses
75-698.Strategic Management
and four, 600-level Business courses
This program is designed for students who have graduated from a four-year honours business program. Fast-track M.B.A. students are exempt from the first (qualifying) year of the regular program, entering directly into the second (candidate) year. It includes not only traditional academic course work but also work in consultancy (via the Business Resource Centre or the Volunteer Internship Program) and in project management with selected organizations. The program is purposely designed to provide practical knowledge based experience usually not available at an undergraduate level.
76-516.Management Skills Development
76-517.Business Research
76-521.Intensive Introduction to Small Business Consulting or
76-585.Volunteer Internship Program
workshops and other courses, as available
75-697.Field Study in Business
plus workshops and four, 600-level Business courses
75-697.Field Study in Business (continued)
plus workshops and four, 600-level Business courses
This special program provides students interested in a career which combines legal and business management skills with an opportunity to complete both the M.B.A. and the LL.B. degrees in four years.
It is administered by a Committee of Directors composed of the Associate Deans of the Faculties of Business Administration and Law, and three members of each Faculty.
The admissions procedure for the integrated program consists of two stages. At the first stage, students applying to the program must meet the admission requirements of both Faculties. Therefore separate applications must be submitted to the Faculty of Law and the Faculty of Graduate Studies and Research for admission to the regular degree programs in Law and Business Administration. To facilitate academic and career planning, it is strongly suggested that these applications be made simultaneously. Students who are accepted to both the M.B.A. and LL.B. programs, and have indicated a desire to follow the integrated program, will proceed to attend first year in either Faculty. Such students will be granted a deferred admission to the other Faculty in the program contingent upon acceptance to the integrated program after the first year of study.
While attending first year, the student must apply to the Committee of Directors for admission to the M.B.A./ LL.B. program. The intensity of the program demands a committed and highly motivated student, and accordingly, certain minimum academic requirements have been established. Students applying to the program at this stage must achieve standing in the top one third of the first-year class in the school in which they have enrolled and must meet the grade standards set out below. Students who do not meet this requirement will not be considered for the integrated program, but are free to complete their studies in the Faculty attended, or to re-apply for admission to the second Faculty for the regular course of study.
The Committee of Directors will interview all eligible applicants and selection of candidates will be made on the basis of the following criteria:
(a) the applicant's career plan and its appropriateness to the program;
(b) an assessment of the applicant's ability to complete a rigorous course of study successfully;
(c) all relevant elements of the applicant's profile compared with those of all other candidates.
Successful candidates will receive an acceptance to the integrated program subject to the condition that to remain in the program he or she must complete the second year of the program with a standing in the top one third of the class and meet the grade standard.
The Committee of Directors will also consider the applications of persons for entry to the program who have not earlier complied with the foregoing procedures, and who are enrolled in either of the Faculties of Law or Graduate Studies and Research; these persons will have demonstrated high academic achievement and appropriate vocational and personal commitment.
Faculty of Law—November 3 (LL.B.)
Faculty of Graduate Studies and Research—June 1 (M.B.A.)
For application materials please contact the following separately:
Ontario Law School Application Service
Ontario Universities' Application Centre
P.O. Box 1328
650 Woodlawn Road West
Guelph, Ontario
N1H 7P4
Faculty of Graduate Studies and Research
M.B.A. Admissions
University of Windsor
Windsor, Ontario
N9B 3P4
First and Second Years
The first two years of study of the integrated program will consist of the regular first-year programs of each faculty.
The third and fourth years of the integrated program will be devoted to required and elective courses offered in both the Faculty of Law and the Faculty of Business Administration.
In the Faculty of Business Administration, program students will be required to take five candidate-level courses. These must include Business Policy 75-698 and four courses selected from a minimum of two of the following areas: Accounting, Administrative Studies, Finance, Management Science, Marketing, and Policy and Strategy. In addition, the M.B.A. major paper or thesis must have a substantial legal component.
In the Faculty of Law, the student will enroll in courses for a minimum of forty credits. These must include Torts, Civil Procedure, one course from the Legal Perspectives Group, and one course requiring a substantial paper that must account for at least 50% of the student's grade in the course. The M.B.A. paper will ordinarily satisfy this requirement, subject to the approval of the Faculty of Law Academic Programs Committee.
In addition to the requirements outlined above, the candidate must choose three additional candidate-level M.B.A. courses or a further three law courses totalling at least nine credit hours or any equivalent combination. The student's elective choices shall be reviewed by the Committee of Directors in light of the student's personal and career objectives, and the necessity of scheduling core business and law courses.
First and Second Years: Standing in the top third of the class; no Faculty of Law course grade lower than C.
Third and Fourth Years: In courses taken in the Faculty of Business Administration, candidates must attain at least one A- grade and not receive any grades below B. In courses taken in the Faculty of Law, candidates must attain in each year at least one grade of B or above and must not receive any grade lower than C.
Candidates who fail to meet the above standards may be advanced upon the approval of the Committee of Directors if such action is warranted. Candidates who either fail to advance from Second Year to Third Year or who choose to leave the program will be free to continue on for both degrees, but within normal degree requirements, and subject to any conditions set out by the two Faculties. Students leaving the program after Third Year and who have taken the appropriate electives, may petition the Faculty of Business Administration for the M.B.A. degree.
| YEAR | LAW STREAM | BUSINESS STREAM |
| I | Law I | Qualifying Year —M.B.A. |
| II | Qualifying Year —M.B.A. | Law I |
| III* | Candidate Year —M.B.A. Law II & III | Candidate Year —M.B.A. Law II & III |
| IV* | Candidate Year —M.B.A. Law II & III | Candidate Year — M.B.A. Law II & III |
* During Stages III and IV, students will be registered in the Faculty of Graduate Studies and Research. Students must be registered in the Faculty of Graduate Study and Research in order to qualify for graduate awards.
Students holding an Honours B.Comm. degree may obtain both the LL.B. and M.B.A. degrees without the assistance of a special integrated program. However, by submitting applications simultaneously to both the Faculty of Law and the Faculty of Graduate Studies and Research and indicating an interest in the program, such students may be granted a deferred admission to whichever degree program he or she elects to take second. This special deferred admission will be revoked if the applicant's performance in the first program fails to meet the first-year academic standards of the program. In such case the applicant may re-apply for regular admission to the second degree program.
Note: The University reserves the right to make changes in the integrated program and any rules or regulations applying to it.
Courses below are listed according to the informal administrative units of the Faculty.
All courses listed will not necessarily be offered in a particular term or year.
Special permission to enter courses without the stated prerequisites must be arranged with the Dean and the instructor involved.
This module explores the Canadian business environment and examines the role of business in Canadian Society. Topics will include the structure of the Canadian economy, the international competitiveness of Canadian industry and the impact of globalizing forces on the North American business -- all in the light of competing management and business ideologies of various stakeholders.
The focus of this module will be to provide students with the behavioural skills to be effective in organizations. Active Listening, conflict resolution, running effective meetings, etc. will be taught with a great deal of emphasis on practice of these skills. The framework for this module will be the team environment, which many successful companies are moving toward. Students in this first semester will have team projects including an international simulation which all instructors will be using in their module. This module will help students prepare for the teamwork which will be required by all the concurrent modules.
This module will emphasize the use of accounting information to help students understand the value and use of accounting systems. The module is organized in themes representing the major aspects of accounting such as financial, managerial, auditing, government, tax and not-for-profit. The emphasis will not only be on technical knowledge, but also on skill development.
The two major themes of this module will be the users/uses of accounting information, and accounting issues involving income and cash flows.
This module is concerned with the concepts and principles of financial management of the business enterprise within the global financial environment. After an introduction to domestic and international financial markets and instruments, the module covers the concepts of value, risk, and efficient markets, followed by an introduction to capital budgeting, financial analysis and planning, and short-term financial management.
The objective of this module is to provide students with a basic but solid background in the quantitative techniques used by successful business organizations. This module will focus on the important aspects of probability and statistics as they relate to the effective presentation of data and to decision making under uncertainty; and, on the use of mathematical modelling as it relates to problem solving within an organization.
This module is concerned with introducing appropriate marketing management concepts and techniques that can be applied to private sector business as well as to not-for-profit organizations' marketing and communication activities. Emphasis will be on the marketing mix elements of product strategy, price strategy, place strategy, and promotion strategy.
This module will familiarize students with the knowledge, roles, responsibilities and skills required of today's managers. Three approaches will be examined: systems, process, and behavioural. The contingency view of management as the process of organizing resources to set and accomplish organizational goals will be emphasized.
This intensive two week experience will help to refine and integrate the management skills that students acquired in the six introductory modules. Working in cross-disciplinary groups, students will apply an integrated management approach to the assessment of complex business situations, plan to manage necessary changes and practice communicating their decisions in a professional and convincing manner. Guest speakers and on-site visits will complement the in-class assignments.
This module is a continuation of 76-502 covering the two themes accounting issues involving economic resources and accounting issues involving capital. As was the case in 76-502, this module emphasizes the users/uses of accounting information which encompasses the major aspects of accounting such as financial, managerial, auditing, government, tax, and not-for-profit. The module will address ethical issues as they relate to accounting and will address accounting issues from an international perspective whenever that is appropriate. (Prerequisite: 76-502)
This course is intended to provide students with a broad understanding of methodological issues in research with a specific focus in marketing. Students will develop an understanding of research issues and processes from a marketing perspective through classroom lectures as well as a hands-on practical marketing research project. Both quantitative and qualitative methods of research will be discussed. (Prerequisites: 76-504 and 76-505)
This module focuses on the firm's long-term financial decisions. The sources and the mechanics of obtaining long-term financing are covered, together with the discussion of strategic decisions involving capital structure and dividends. The module includes a broader study of financial markets and instruments, including options, with applications in financial management. (Prerequisite: 76-503)
This course is concerned with the role of human resources activities in facilitating the achievement of organizational effectiveness. Students will gain an understanding of the principles of human resources management and develop some skills they can apply in solving actual people problems at work. Particular attention is given to the roles of labour relations and trade unionism as they pertain to human resources activities. Students will be provided with exposure to both a management and labour perspective to H.R. issues.
Students in this course will learn how to envision, design and evaluate computer-based solutions to typical business problems. Emphasis will be on the contemporary and emerging hardware/software tools, the managing of information, and information technology.
The prerequisite for all candidate-level courses is candidate-level standing (or equivalent) in the M.B.A. program.
This course is designed to provide students with management skills that are required for providing feedback, dealing with problem employees, coaching and problem solving. The focus of the course will be practical in that there will be ample opportunity for students to practice the skills in different settings, and receive feedback on their performance. (Open to Fast-track and part time M.B.A. students only)
This course will provide students with a broad range of methods for conducting field research. Students will develop an understanding of research designs which are useful for determining the impact on interventions. Both quantitative and qualitative methods of research will be discussed. There will be an emphasis on qualitative research methods to assist students in preparing for the Field study in Business course. (Open to Fast-track and part time M.B.A. students only)
This is an accelerated and intensive course in the practice of consulting for M.B.A.s who are not receiving work experience through the Co-op program. Students receive accelerated training in the practice of consulting and work in the Business Resource Centre where they have an opportunity to apply what they are learning in their program of study. (A 4.0 credit course.) (Offered on a Pass/Non-Pass basis.)
Students will be required to perform career-related volunteer work in a supervised not-for-profit or non-profit organization. The experience is designed to provide students with an opportunity to integrate theory and practice. Classroom workshops and regular assignments will facilitate the learning process and ensure that transferable skills are developed. (A 4.0 credit course.) (Offered on a Pass/Non-Pass basis.)
This course will examine approaches to generating, analyzing and using accounting information in performing managerial functions such as planning, controlling, performance evaluation and decision making.
This course will examine alternative approaches to generating, reporting, Analyzing and using accounting information. It will emphasize the understanding and the application phases of accounting information by users. Topics include: Accounting entity -- concepts of control and significant influence; accounting policy choice; internal control; elements in the consolidated financial statements, such as owners' equity, minority (non-controlling) interest and goodwill; profitability, liquidity and solvency analyses; working capital management; and business valuation.
Please note, fast-track students with undergraduate accounting concentration are not allowed to take 70-650; and fast-track students, who had taken a combination of related accounting and finance undergraduate-courses, are not be permitted to take 70-651.
This is a multi-disciplinary course which adopts a woman-centred point of view to examine how being female shapes the lives of women in the workplace and in the broader society. The course examines all aspects of women's work, paid and unpaid, from the perspective of women employed in managerial and professional occupations. (Students who take this course may receive credit towards their certificate or degree in women's studies).
An analysis of legislation dealing with labour organization; wages, employment standards, fair employment practices, and financial stability of the worker. (Cross-listed with 71-448.)
The course examines the most recent thinking about organizations and how today's organizations should be designed in view of different stakeholder interests. The emphasis will be on critical analysis of organization-environment interactions and configuration of suitable structures and processes which enhance productivity and innovation at both strategic and operational levels of organizations. Special attention will be paid to case oriented discussion and the developemnt of problem solving skills for the analysis and efficient design of organizations needed for the twenty-first century.
This course is designed to examine the process of organizational change and development from a systems perspective. It will focus on the difficulties associated with attempting to change and improve organizational functioning. Specific organizational change and intervention techniques and methodologies will be addressed.
The course focuses on the problems and issues that confront managers in the area of international business. Background material, readings, cases, and exercises will involve the students in challenges facing the international manager. A major objective is to develop a sensitivity that will enhance the student's ability to operate in the complex environment of multi-cultural businesses.
This course addresses the development of human resources through training experiences. Topics related to training, adult learning, and effective teaching methods will be explored. The focus of the course is on the major theoretical aspects of training: 1) needs assessment, 2) program development, and 3) evaluation. This course has an experiential focus; student teams will be responsible for developing and presenting training programs.
This course provides an understanding of organizational rewards. It offers specific guidelines on managing the power of rewards to facilitate the effectiveness of the enterprise. The focus is on the reward system as a strategic resource by which management supports overall organization objectives and philosophy. The course includes such topics as the administration and planning of salaries, wages, incentive pay, benefits and non-financial. Students will complete the course having a thorough grasp of the major concepts and principles of compensation management and able to design and evaluate an organizational reward programme.
This course has three major objectives. Firstly, it introduces students to the analytical concepts necessary for effective business negotiations. Secondly, it provides a variety of applications that illustrate the importance of negotiations to the practice of management. Finally, the course provides students with the opportunity to practice business negotiations skills through a variety of experiential exercises. Because of the importance of the experiential exercises attendance at each class session is mandatory.
The human rights legislation will provide the framework for discussions on valuing diversity in terms of gender, age, race, religion, ability, and other categories. The course will help students to acquire knowledge and skills they need as managers to deal with opportunities and challenges created by the diversity in the labour force. Lectures, research, and case discussions will be used.
A reading and research seminar dealing with major concepts and important current problems in the areas covered by Management and Labour Studies. The precise topic to be covered in a particular term will vary according to current interest and faculty availability, and will be announced in the previous term.
Economic background to security analysis; types of corporate securities for investment; theory and mechanics of investment; general analysis and valuation procedures; valuation of fixed income securities and common stocks; procedures in analysis of government, industrial, financial and public utility securities; portfolio management.
Objectives of individual and institutional portfolios. Security selection, diversification, marketability, risk and return in portfolio construction. Timing and formula plans, bond portfolio problems, performance measurement, trading problems, tax planning, supervision, quantitative techniques for portfolio management, regulations.
An advanced case course in financial management. Financial concepts and principles of managing a business enterprise are illustrated. Planning for the acquisition and use of funds so as to maximize the value of the firm is examined through the use of case analysis.
An in-depth study of topical issues in finance. A reading and research seminar dealing with major concepts and problems in the area of financial management. Precise topics to be covered during a term will vary according to current trends in the literature.
A study of the problems facing the international financial manager. Topics include: international markets, spot and forward currency fluctuations, positioning corporate funds, investment decisions, hedging and exposure management.
Intermediate and advanced statistical inferences. Topics in this course include Chi-Square Tests, Analysis of Variance, Multiple Linear Regression, Discriminant Analysis, Factor Analysis, and other selected topics.
An in-depth study of selected topics in production and operations analysis. Topics may include inventory control, operations scheduling, quality and assurance, facilities layout and location, reliability and maintainability, recent advances in manufacturing technologies, etc.
This course provides a study of selected topics in management science. Topics may include linear and integer programming, network models, dynamic programming, non-linear programming, Markov chains, Markov decision processes, stochastic models, etc.
A study of managerial techniques for production and operations analysis. Topics may include capacity expansion, forecasting, aggregate planning, inventory control, material requirements planning, project scheduling, just-in-time inventory systems, etc.
The course discusses some of the important statistical concepts and methods for quality design and improvement. Topics include statistical process control, development and interpretation of different kinds of control charts for variable and attribute data, design of experiments for product/process improvement. A software package may be required to simulate the operations of an actual process, and to illustrate the methodology.
A study of analytical concepts and research techniques derived from the behavioural sciences or developed from consumer behaviour research. A significant objective of the course is the application of such concepts and techniques to the solution of marketing problems.
An advanced course assuming familiarity with the conceptual research process, characteristics of basic data collection modes and measurement, hypothesis testing, regression analysis, and analysis of variance. Utilizing a discussion format, the course offers a review of current marketing research literature concerning:
1) examinations of properties of familiar data collection and analysis techniques;
2) examples of their application; and
3) introduction to more advanced data collection and analysis methods.
A seminar covering all major issues relating to distribution activities at a micro and macro level. Topics covered include the development of channel systems, the behavioural and legal aspects of channel relationships, and approaches to total distribution system management.
A study of the problems faced by Canadian businesses when exploring and distributing to foreign markets. A significant objective of the course is to explore, through research findings, strategies that would improve Canada's international marketing efforts.
An advanced study of the management of the advertising function. Topics for discussion will include the development of the overall promotional plan, determination of the advertising budget, formulation of the advertising campaign, media selection, timing of expenditures, and evaluating advertising effectiveness. Consideration is also given to public policy issues including the legal, social, and ethical aspects of advertising.
This course is of varying content dealing with topical issues in marketing. The course might focus on a specific functional area in marketing or a particular environment for the application of marketing concepts. Administration of the course varies as appropriate with its content and might take on a literature survey, research project, experiential, or other format.
An analysis of the formation of marketing strategies and plans. Topics covered will include business definitions, developing marketing objectives, selecting market targets, developing all aspects of the marketing mix, and evaluating marketing performance. Marketing decision models, portfolio techniques, generic strategies, PIMS, and related topics will also be covered.
Students learn the field of consulting by working on small business consulting projects under faculty supervision in the Business Resource Centre. Working in teams, students experience the entire range of the small business consulting activities from searching for clients and proposal writing to performing the research and presenting final reports.
The second course in a two semester sequence on consulting, this course hones the students consulting skills through practice. Students assume more responsibility increasingly complex projects and selected students assume team leadership and management roles in the business resource centre. Prerequisite: Permission of Instructor
This survey course gives students a basic understanding of the international business environment, and the decisions that managers make in international firms. The course begins by considering the historical development of international business and the current global focus of international firms. It then examines the global economic environment - including theories of trades and foreign direct investment, and balance of payments and international institutions- and the firm environment models for evaluating various aspects of the environment in order to select the best international strategy, and the best mode of entry for a particular location. Finally, the course briefly examines the functional decisions made in international firms - financial ,marketing, operational, and human resources decisions- and issues associated with international structure and control.
Operating a firm in an international rather than a national environment presents the manager with many challenges and opportunities. Global strategy encompasses evaluation of the global environment to establish a fit with the firm's capability. The course focuses on issues connected with the development of strategies and their implementation management across international boundaries.
This course examines the use of manufacturing and operations as weapons in the firm's competitive arsenal. It addresses strategic questions related to the choice of proper process technology, the determination of plant size and location, the extent of vertical integration and the continuous pursuit of quality and productivity.
The purpose of this course is to present and discuss management of strategic change. Unlike the strategic management course that deals with the formulation and implementation of strategy, the emphasis here is on administering the planning process, illustrating techniques such as scenarios, and managing change. This includes investigating the formal and informal strategic decision-making process, administering systems that improve the process, and providing an atmosphere that promotes strategic thinking and the acceptance of change in an organization. The course will consist of a combination of case studies, seminars, and independent research. A prerequisite is that students should be familiar with the elements of strategic management.
Aiming at opening up the entrepreneurial option for students, this course examines entrepreneurship as an economic and a business phenomenon with special emphasis on the process of new venture creation. Through a mix of seminars, case studies, and field research, students explore the topics of finding new venture ideas, developing business ideas and business concepts, conducting feasibility studies, developing business plans, preparing deal structures and financing strategies, launching new ventures, and initial entrepreneurial management beyond the start-up phase. Students are expected to undertake a new venture creation project culminating with a detailed business plan.
This is an investigation and discussion of contemporary issues in strategic management and entrepreneurship. The topics to be covered will vary from term to term according to current developments in the Business world.
This is a six credit field study course in business research that lasts two semesters. Organized into multi-disciplinary teams, students research a significant problem in a cooperating organization. Students also study the organization and its business environment in order to understand the focal problem in its context. Students will be required to write up the findings of the study, and present (formally defend) the study to faculty. (A 6.0 credit course, offered over two terms.)
This is the capstone course of the M.B.A. program. It integrates the knowledge gained in prior courses and focuses it on the functions of top management of an organization. Discussion of concepts and current practice are combined with case studies of strategic leadership and strategy formulation and implementation in a domestic and international environment. (prerequisites: candidate year standing and all other required courses).