|
3.3 Course Descriptions
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.
3.3.1 FIRST-YEAR M.B.A. COURSES
76-500. Introduction to Business
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.
76-501. Interpersonal Dynamics
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.
76-502. Core Concepts of Accounting I
This course provides an introduction to the role and importance of
accounting information in the decision-making process and how to use and
interpret various types of accounting information found in financial statements
and annual reports. Core concepts of financial accounting such as the determination
of income and the recognition, measurement and reporting of assets, liabilities,
and owners' equity will be examined. The impact of ethical, regulatory
and environmental aspects on the interpretation and application of accounting
information will be considered.
76-503. Introduction to Financial Management
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.
76-504. Quantitative Techniques in 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.
76-505. Marketing Management
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.
76-506. Managing Employees
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.
76-509. Strategic Decision Making
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.
76-510. Core Concepts of Accounting II
This course will further examine the use and interpretation of accounting
information within the context of business and business decision-making.
It will explore some of the ways in which accounting information may be
utilized for business planning and to solve common business management
problems. Core concepts of financial and managerial accounting such as
financial statement analysis, tax considerations, cost-volume-profit analysis,
budgeting, cost allocation, job order and process costing will be covered.
As with 76-502, the impact of ethical, regulatory, and environmental aspects
on the interpretation and application of accounting information will be
considered. (Prerequisite: 76-502.)
76-511. Research Methodology
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.)
76-512. Financial Management
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.)
76-513. Human Resources Management
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.
76-514. Management Information Systems
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.
76-516. Management Skills Development
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)
76-517. Business Research
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.)
76-521. Intensive Introduction to Small Business Consulting
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.)
76-585. Volunteer Internship Program
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.)
3.3.2 ACCOUNTING
70-650. Managerial Accounting and Analysis
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.
70-651. Reporting, Analyzing, and
Using Accounting Information
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.
Note: Fast Track students with undergraduate accounting concentration
are not allowed to take 70-650; and Fast Track students who have taken
a combination of related accounting and finance undergraduate-courses are
not be permitted to take 70-651.
3.3.3 MANAGEMENT AND LABOUR STUDIES
71-611. Women in Business
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).
71-612. Labour Law
An analysis of legislation dealing with labour organization; wages,
employment standards, fair employment practice, and financial security
of the worker. (Cross-listed with 71-448.)
71-640. Organizational Design
The course examines alternative concepts and forms of organizational
design at both administrative and operational levels. The emphasis will
be on critical analysis of the design implications of high rates of environmental
and technological change. Management structures, processes, and technologies
which enhance productivity and innovation will be evaluated taking examples
from Canada and other countries. Special attention will be paid to
case studies and the development of problem-solving skills for the analysis
and efficient design of organizations capable of achieving their goals
under a variety of conditions. (Prerequisite: 71-540 or equivalent.)
71-641. Organizational Change
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.
71-643. International Management
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.
71-644. Training and Development of Human Resources
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.
71-645. Managing Rewards in Organizations
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 program.
71-646. The Dynamics of Business Negotiations
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.
71-647. Diversity in the Workplace
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.
71-648. Issues in Management and Labour Studies
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.
3.3.4 FINANCE
72-670. Investment Analysis and Management
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.
72-671. 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.
72-672. Cases in Financial Management
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.
72-673. Topics in Finance
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.
72-674. International Financial Management
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.
3.3.5 MANAGEMENT SCIENCE
73-600. Statistical Techniques in 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.
73-602. Selected Topics in Operations Management
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.
73-603. Management Science
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.
73-604. Production Management
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.
73-605. Statistical Quality Design and Control
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.
3.3.6 MARKETING
74-631. Seminar in Consumer Behaviour
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.
74-632. Seminar in Marketing Research
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.
74-633. Marketing Channels and Logistics Management
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.
74-635. International Marketing Strategy
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.
74-636. Advanced Advertising Management
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.
74-638. Special Topics in Marketing
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.
74-639. Seminar in Marketing Strategy and Planning
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.
3.3.7 BUSINESS STRATEGY AND
ENTREPRENEURSHIP
75-621. Small Business Consulting
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.
75-622. Advanced Small Business Consulting
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 the instructor.)
75-680. Managing the International Enterprise
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.
75-681. Global Strategy
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.
75-682. Manufacturing Strategy
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.
75-685. Strategic Analysis and Planning
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.
75-690. Entrepreneurship: New Venture Formation and 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.
75-692. Seminar in Strategic Management
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.
75-697. Field Study in Business
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.)
75-698. Strategic Management
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.)
75-701. M.B.A. Co-op Work Term I
75-702. M.B.A. Co-op Work Term II
75-796. Major Paper
75-797. Thesis
|
