DEPARTMENT OF BUSINESS
Associate Dean, Academic Programs: M. De
Associate Dean, Human Resources and Research: R. Harris
MBA Program Director: H. Munro
Associate MBA Directors: J. McCutcheon, H. Teall
MBA Program Leader (on campus programs): D. Hotson
MBA Program Leader (off campus programs): M. Tamblyn
The Laurier MBA program stresses the skills and abilities to take effective action and to develop managers, not just people who know about management. Central to this philosophy is the belief that management must be problem- and opportunity-centred. While it is essential that managers know the theories and concepts of management, it is in the solving of problems that their contribution will be measured.
The learning environment at Laurier enables students to develop the skills needed to be effective decision makers. The classroom becomes a crucible where students and their ideas are forged through team and individual activities. The interaction of class members and teaching faculty provides the stimulus for personal growth and learning. The presentation and defence of one's ideas, the exchange of ideas, and the critical evaluation by one's peers form an important part of the classroom process.
Three programs are offered at Laurier.
The part-time program, offered through late afternoon and evening courses, is structured for students who are already employed in business. The normal load is two courses per term for three terms a year. Students admitted to this program begin their studies in September.
The full-time program begins in late August and continues for 12 months of full-time study.
The community-based programs are offered Friday and Saturday on alternate weeks. The required components of the community-based programs are the same as those in the full-time MBA program. Admission requirements are identical. Students are governed by the general regulations of the University, and any exceptions must be approved by the Dean of Graduate Studies. Note that special fees apply to this program. For further details, please see the brochure on the community-based MBA programs or contact the MBA Office.
Amoako-Adu, Ben, BSc (Ghana), MA (Western), MBA (Syracuse), PhD (Toronto). Corporate finance and investment management.
Athanassakos, George, BA (Salonica), MA, MBA, PhD (York). Financial capital markets.
Baetz, Mark C., BA (Toronto), MBA, PhD (Western). Business policy.
Banks, John C., BCom (Queen's), MBA, PhD (York). Business policy.
Banks, William J., BA (Guelph), MBA (York), CA, PhD (McMaster). Accounting.
Berczi, Andrew, BSc, BA (Sir George Williams), MBA, PhD (McGill). Management science, quantitative analysis, management information systems.
Blenkhorn, David L., BComm (Mt. Allison), MBA (McMaster), PhD (Bradford), CMA. Accounting, marketing.
Carson, Auleen, BA, MBA (UBC), PhD (York). Marketing.
Carson, A. Scott, BComm (Mt. Allison), BEd, MA (Dalhousie), PhD (London). Business ethics, management education, philosophy of education.
Cawsey, Thomas F., BSc (Royal Military College), MBA, PhD (Western). Management and organizational behaviour.
Carayannopoulos, Peter, BSc (Greece), MBA, PhD (York). Derivatives, fixed income.
Craig, Ronald G., BASc, MASc, PhD (Waterloo). Operations and decision sciences.
Cruikshank, Ruth, BPHE (Toronto), BEd (Western), MBA, PhD (York). Strategic management, strategy implementation and strategic organizational communication.
Davis, J. Bradley, BA (Toronto), MA (McMaster), MBA, PhD (York). Marketing, advertising.
De, Mitali, BSc (Madras), MSc (IIT, Madras), MASc, PhD (Waterloo). Operations and decision sciences.
Deszca, Gene, BA, MBA (Western), PhD (York). Management and organizational behaviour.
Ellis, Robert J., BA (Carleton), MA, PhD (Waterloo). Management and organizational behaviour.
Fisher, James, MSc (Minnesota), CA. Accounting.
Fournier, Bruce A., BA (Queen's), MA, PhD (York). Management and organizational behaviour.
Harling, Kenneth, BSc (Guelph), MSc, PhD (Purdue). Business policy.
Harris, Ruth, BMath, MASc, PhD (Waterloo). Operations and decision analysis.
Harvey, Cheryl, BA (Western), MSW (WLU), MBA, PhD (Western). Management and organizational behaviour.
Iyogun, Paul, BSc (Ibadan), MEng (Toronto), PhD (UBC). Operations management.
Jha, Shailendra, MA (Delhi, India), PhD (Iowa). Operations and decision sciences.
Keller, Gerald, BSc (Sir George Williams), MA (Wayne State), PhD (Windsor). Quantitative analysis.
Kitchell, Susan, BSS (Hong Kong), MBA, PhD (York). Marketing.
Libby, Theresa, BComm (Windsor), PhD (Waterloo). Managerial accounting.
MacDonald, Laura, BComm, MA, PhD (Queen's). Management accounting, accounting history, innovation in management accounting systems.
Mathieu, Robert, BAA, CA (Quebec), PhD (Waterloo). Financial accounting.
McConomy, Bruce, BComm, PhD (Queen's), CA. Financial accounting, earnings forecasts, auditing and environmental accounting.
McCutcheon, John C., BComm (Lakehead), MBA (Washington State), CMA. Accounting.
McDougall, Gordon H. G., BComm (UBC), PhD (Western). Marketing.
McKillop, Ian D., BIS (Waterloo), DipBusAdmin (WLU), MASc (Waterloo). Accounting.
Morouney, Kim, BA, PhD (Alberta). Management and organizational behaviour.
Munro, Hugh J., BA, PhD (Western). Marketing.
Murray, J. Alex, BComm (Windsor), MBA (McMaster), PhD (Illinois). International business.
Nelson, Morton, BComm, MBA (McMaster), PhD (Bradford), FCA, FCMA. Accounting.
Nitsch, Detlev, MBA, PhD (Western) Strategic management and international business.
Noori, A. Hamid, BSc (Pahlavi), MBA (Ottawa), PhD (Western). Management science, production/operations management, acquisition of new technology.
Pedlar, H. Richard C., BComm (Mount Allison), CA. Financial accounting and auditing.
Preece, Stephen, BA, BS (BYU), MA, PhD (Ohio State). Business policy.
Ramsoomair, H. Franklin, BSc, BEd (Mt. Allison), MEd (Acadia), PhD (Toronto). Management and organizational behaviour.
Salatka, William, BA (Michigan State), PhD, CPA (Iowa). Accounting.
Schnabel, Jacques A., BSc (Ateneo de Manila), MBA (Stanford), PhD (New South Wales). Finance.
Seringhaus, Rolf, BA, MBA, PhD (York). Marketing management and international marketing.
Smith, Brian F., BA, MBA, PhD (Western). Financial institutions and restricted shares.
Teall, Howard D., BA, MBA, PhD (Western), CA. Accounting.
Warrack, Brian D., BSc, MSc, PhD (Alberta). Quantitative finance.
Admission to the MBA program is competitive and is based on the following criteria:Successful applicants to the program will be required to attend an orientation workshop as part of their entry into the program. Details of this workshop can be obtained from the MBA Office.
A Bachelor's degree or equivalent from a university or college of recognized standing with a minimum of a second-class honours or a B standing in the final year of the undergraduate program. Evidence of quantitative skills, normally by successful completion of an undergraduate course in calculus, statistics or an acceptable score on the quantitative section of the GMAT. Normally two years of full-time work experience or six co-op work terms. Letters of reference. Normally one academic and two professional references are required. Applicants whose language of instruction during the undergraduate degree was other than English must furnish evidence of proficiency in English, prior to admission. A minimum score of 550 on the Test of English as a Foreign Language (TOEFL) or its equivalent is required.
Applicants are encouraged to apply before March 15 to be considered for the first round of admission offers. Final date to apply is May 1. Community-based program deadlines vary. Contact Ext. 6220.
The MBA program requires the completion of 20 half-credit courses, including ten required courses and ten elective courses. As an alternative to completing the 10 electives, students may complete BU680 and seven electives. The BU680 course provides an opportunity to engage in more extensive research, under the supervision of a professor, in an area of special interest to the student. The intent of this research project is to apply the methodology and the knowledge from the core courses in a business setting. Research proposals are restricted to those areas in which the University can provide library and faculty resources. The results of the research project must be submitted to the University in a form acceptable for publication. An oral defence is required on completion of the project.
The Part-time Program
This program is designed to develop managers who can provide leadership to business and government in a global economy. It encompasses a broad overview of the major areas of business activities and gives the student an operating knowledge of the functional areas of business. It consists of 10 required half-credit courses and 10 half-credit electives. Lectures are, for the most part, held in the evening, with a normal load of two courses per term for three terms a year. The program takes approximately three years to complete and has been designed to allow the part-time student the flexibility to decrease or increase their course load, including the opportunity to transfer to the full-time program. Students who transfer to the full-time program will be required to pay full-time fees.
Normally, students will complete the required BU601-BU607 and BU609 functional area courses prior to enrolling in the elective courses and in BU610. The major thrust in the BU610 course is the applied business research project.
Note: On the recommendation of the MBA Committee students may, at the time of admission, be granted advanced standing or exemption, to a maximum of eight half-credit courses toward the MBA degree for prior course credit.
The Full-time Program
This program provides a broad overview of the major areas of business activities and is delivered in an integrated fashion. Requirements include 10 half-credit required courses and 10 half-credit elective courses offered over three terms.
Term 1 is taught in an integrated fashion, where eight half-credit courses designed to provide a management point of view are completed. Students must complete Term 1 before entering Term 2.
During Terms 2 and 3, 10 electives are required, plus registration in the Applied Business Research Course, BU610. Comprising a classroom and a field component, this course consists of an applied business research project and a not-for-profit organization practicum component.
A two-week period is built into the program to provide for an optional international elective experience. This experience normally occurs between the second and third terms (i.e., April), and culminates in an "on-site" experience focused on the EEC, NAFTA or the Pacific Rim. Students are required to pay all costs associated with the international components of this elective.
Note: No exemptions are granted for prior course credit due to the integrated nature of the program.
The Community-based Program
A community-based program, designed to be responsive to the needs for management education at selected sites, is completed on a part-time basis over a three to four year period, on alternating Friday evenings and Saturdays. Classes are held on approximately 20 weekends per year. Sessions are not held during July and August nor in mid-December to January. Entry dates vary by site. The program includes three major requirements-an integrated core curriculum, an integrated business research component, and 10 courses which are selected in part based upon the interests of the class.
Note: On the recommendation of the MBA Admissions Committee, students may, at the time of admission, be granted advanced standing or exemption, to a maximum of eight half-credit courses toward the MBA degree for prior course credit.
Requirements for Continuing in and Graduating from the Program
Students' grades are assigned in accordance with the grading system outlined under General Regulations.
All MBA students admitted as of September 1995 must achieve a minimum B- grade in all courses and achieve a B average or higher in order to graduate.
Awarding of Diploma in Business Administration to MBA Withdrawals
Students admitted to the MBA program after September 1994 may request the Diploma in Business Administration if they have successfully completed a minimum of four half-credit MBA courses and BU601 through BU607 and BU609, with a GPA of at least 8.0. Any student who receives the Diploma in Business Administration in this way and subsequently seeks to complete the MBA must reapply for admission to the program. Any students readmitted must meet the MBA requirements and relinquish the diploma before receiving the MBA degree.
The Part-time Program
Note: Students admitted to the part-time program are not eligible to enrol in either of the required courses of the full-time or community-based programs.
Fall BU604: Organizational Behaviour
Winter BU603: Financial Management
BU609: Modelling Business Decisions
Spring BU602: Marketing
BU605: Operations Management
Fall BU601: Strategic Management
Winter Two Electives Spring Two Electives Fall Two Electives Winter BU610: Applied Business Research
Spring BU610: Applied Business Research
Fall Two Electives
The Full-time Program
Note: Students admitted to the full-time MBA program are not eligible to enrol in either of the required courses of the part-time or community-based programs.
Term 1 BU601: Strategic Management
BU603: Financial Management
BU604: Organizational Behaviour
BU605: Operations Management
BU609: Modelling Business Decisions
Terms 2 and 3 BU610: Applied Business Research (two half-credits)
Plus: 10 Electives or an Applied Research Project (BU680) and 7 Electives
The Community-based Program
Note: Students admitted to the community-based programs are not eligible to enrol in either of the required courses of either the part-time or full-time programs.
Spring, Fall, Winter & Spring BU601: Strategic Management
BU603: Financial Management
BU604: Organizational Behaviour
BU605: Operations Management
BU609: Modelling Business Decisions
Fall Two Electives Winter BU610: Applied Business Research
Spring BU610: Applied Business Research
Fall Two Electives Winter Two Electives Spring Two Electives
Note: Not all courses are offered each year. Contact the MBA Office before accepting an Offer of Admission to determine whether the courses you wish to complete will be offered during your period of residency.
An examination of the key processes involved in managing the total enterprise from the point of view of the general manager. These include strategy formulation, implementation and change. The course seeks both to integrate material from other more specialized required courses and to familiarize students with the basic concepts, theories, tools and methods in the field of strategic management.
Prerequisite: Part-time: BU602-BU607, BU609
An overview of marketing management with an emphasis on understanding and applying theories and concepts in marketing. An analytical foundation for creating, communicating and implementing integrated marketing plans is developed and reinforced through application. The course also introduces the unique contexts of marketing and illustrates the need to integrate marketing with the other functional areas of business.
An introduction to the fundamentals of corporate finance, including securities valuation and interest rates, risk and return tradeoff involved in corporate investment decisions, capital budgeting and sources of long-term financing, capital structure decisions and how they affect corporate value, dividend policy and corporate restructuring, and sources of short-term financing and working capital management.
An introduction to the human side of managing organizations in today's environment, including links between the organization's strategy, its human resources, the internal systems and processes, and the outcomes achieved. Creating, managing and responding to change is a major focus.
An overview of important concepts and methods used in managing business operations. Topics include: product and process design, facility location and layout, capacity planning, quality assurance, materials management and scheduling. Essential ideas and techniques from probability, statistics, management science and information systems are also covered.
An introduction to the principles of resource allocation, and to the tools necessary to look at the economy as part of the environment in which business decisions are made. Topics include an examination of micro and macro policies, including the impact of taxation, monetary policy, regulation, interest rates and exchange values on business in general as well as on the individual firm.
An introduction to the fundamental accounting skills required by managers, including the analysis of financial statements, the use of accounting information in both short-run and long-run decisions, and an understanding of the impact of management control systems on the organization.
Modelling Business Decisions
The course introduces systematic approaches to management decision making under conditions of certainty and uncertainty. Applications of all approaches to functional areas of business will be considered through the use of case studies and computer software.
Applied Business Research
This course is designed to expose students to advanced management topics and issues in an integrated manner, and is team taught. A field study portion challenges students to develop their research and implementation skills through an applied business research project, and a not-for-profit organization practicum component. The project reports are submitted and presented to a panel of faculty.
Prerequisites: BU601-607, and BU609
Note: Part-time students must complete a minimum of four of the required BU601-BU607, BU609 courses before taking any electives.
An understanding of the process of starting a new business, including the study of the characteristics of the entrepreneur, the identification and evaluation of opportunities, the assembly of resources and the development of the business plan. Franchising and starting a new venture by an established company are also examined.
Global Marketing Management
An introduction to the complex nature and dynamics of the global marketing environment, including the issues and problems facing global marketing management, and decision making for markets covering a wide range of different environmental conditions (cultural, socio economic, regulatory/political, technological).
This course examines operations techniques to support a proactive approach to good corporate citizenship in environmental performance. Topics will cover product-lifecycle analysis, overview of regulations (provincial, federal, global), resource management, risk analysis, integrated waste management, pollution prevention planning and implementation, Total Quality Environmental Management (TQEM), Environmental Management Systems (EMS), and ISO 14000.
The process and techniques by which management assures that the organization carries out its strategies effectively and efficiently. Management control systems focus on the control and motivation of managers as a means to the attainment of the organization's strategy.
Managing Competitive Intelligence
Introduction to decision-making contexts, processes, tools and techniques of managing competitive intelligence (CI). Contexts addressed include the practical application of CI to ethical, functional organizational, industry-specific, international and technological domains. CI processes covered include planning, data gathering, analysis, dissemination and evaluation.
Prerequisites: BU601, BU602
Services Marketing Management
An examination of the development, implementation and management of marketing service strategies. Topics include how to create a competitive advantage, design a service delivery system, build customer loyalty, implement service management strategies and deliver services on the Internet.
Derivatives and Financial Risk Management
Futures, options and other derivative securities have become increasingly important in the world of financial management. This course investigates how these markets operate and the use of these instruments in corporate risk management.
Management of Information Systems
This course prepares students to be effective users of computer/communications services now and in the future. The focus is on the opportunities and pitfalls provided by these systems; the resources (hardware, software, networks, people and data) that organizations provide and alternative approaches to managing them; and what the user-manager needs to know to make effective use of information systems.
This course focuses on the nature of effective organizational leadership. Competent leadership will contribute to more effective management of people and organizations.
Management of Financial Institutions
A study of the major financial institutions in Canada and the competitive and regulatory environment in which they operate. Emphasis is placed on the practical implications of recent innovations in financial theory to the management of interest rates, liquidity and credit risk. The course examines management decisions in financial institutions in Canada: chartered banks, insurance companies, trust and mortgage loan companies, investment banks, credit unions and pension funds.
Global Operations and Logistics
A focus on operational problems facing companies that source, produce, distribute and market in multiple nations and compete in the global arena, with an emphasis on the need for cross functional decision making in order to meet the managerial and operational challenges facing global companies.
The use of marketing planning concepts, with particular emphasis on the determination of marketing strategy considering environmental, competitive and company characteristics.
International Financial Management
An introduction to the international tools and conceptual framework of financial analysis. All of the traditional areas of corporate finance are examined from the perspective of a multinational firm, with emphasis on those decision elements rarely encountered by the purely domestic firm.
Communication in a Managerial Context
Clear, direct communication is essential to effective management. In this course, students draw upon work experience to develop expertise in oral communication, effective listening and constructive feedback. Students improve their writing through analysis of the writing process and adapt their work to specific management contexts through editing techniques.
The Canadian Legal Environment for Managers
To provide a better understanding of the legal environment in which one must function as a manager, areas of discussion include a review of the Canadian legal system; the role of the courts and administrative tribunals; the civil and criminal responsibility of the corporation; the legal positions of directors, officers and shareholders, and their rights and obligations under the law; and laws dealing with product liability and competition offences.
An analysis of the consumer decision process, consumer relations, marketing problems, consumer policies (education, protection and information) and the many legal, social and media influences in the marketplace.
Short-Term Financial Management
This course investigates current working capital theory and through case study evaluates the application of the theory. Emphasis is placed on the literature in finance. Students are expected to present several cases and to defend their solution in class. The areas involved include not only the conventional working capital assets and liabilities but also currently maturing long-term debt.
Managing Innovation and Technological Change
An analysis of technological change from the perspective of managers and professionals who work in modern organizations. Students develop an awareness of the scope and complexity of issues related to managing technology and technological innovations and develop the skills to meet these challenges.
This course develops the conceptual background and analytical tools necessary to understand and interpret annual reports. Students examine both the award-winning annual reports of Canada's largest firms, along with some considerably simpler statements of smaller private companies. Current developments in business related to financial statements are also integrated within the course.
Organizational Dynamics and Change
This course examines planned organizational change. Students develop skills in identifying change opportunities in organizations; planning to deal with resistance to change; and, implementing and evaluating change processes.
An examination of strategy formulation and implementation in enterprises whose vital interests and major activities extend across national boundaries either by choice or competitive necessity. A variety of issues are investigated, including foreign market entry strategies, developing and sustaining international competitiveness, and adjusting to industry globalization.
The stages of the research process provide the framework for understanding marketing research as decision support for management. Research and analytic techniques frequently used in business are discussed and their application to a research project is required.
Prerequisites: BU602, BU609
Advanced Corporate Finance
This is a course in advanced corporate finance dealing with corporate valuation methods and applications. It covers the traditional valuation methods (i.e., discounted cash flow and relative valuation methods), as well as the contingent claims valuation approach (i.e., options theory based valuation). The applications of the traditional valuation methods to corporate restructuring and of options theory to corporate finance will be emphasized. Students are expected to present and discuss cases and submit a major case report.
Organization of Design and Structure
Employing a "macro" perspective on the structure and processes of organizations, this course presents a number of ways of understanding why organizations are built the way they are and how they might be designed differently in order to better enhance their effectiveness.
An analysis of the economic, political, cultural and competitive forces that shape the complex environment of international business.
Business Research Methodology
An introduction to applied research problems. Topics include: the value of research to the decision maker, the use of research information, research strategies and design hypotheses testing, sources of information and the analysis and handling of data. One of the requirements of this course is the development of a research proposal to solve a real-life problem. In most cases the problem is drawn from the work experience of the student. It is expected that those who elect the Research Project Option will continue with this proposal and complete BU680.
Prerequisites: BU601, BU609
Integrated Marketing Communications
The importance of coordinating and integrating a variety of marketing messages in a strategic marketing communication plan is examined. Through exposure to a variety of commercial messages, students deconstruct messages to identify the underlying psychological, sociological and creative tactics. Students develop a Marketing Communications campaign in a simulated account competition.
This course covers the theory and practice of security analysis and portfolio management using simulated trading. Coverage includes investment taxes, mutual fund management and equity and bond market analysis. Technical and fundamental analyses are also covered.
Human Resources Management
This course, which examines strategies for more effective human resources management in organizations, is divided into four major sections: the challenges facing human resources management; planning and staffing in organizations; employee development and evaluation; and the compensation and protection of employees.
The design of an applied business research project, including defining a research problem, completing the research and providing a solution to the problem. Equivalent to three one-term elective courses.
Prerequisites: BU601-BU607, BU609 and BU662 or BU670
Note: Students who select BU680 must defend their research project at an oral defence examination.
Strategic Management of the Socio-Political Environment
This course examines the strategic impact of socio-political issues on organizations and stakeholders. The course illustrates how organizational competitiveness is affected by the organization's socio-political strategies, social performance and socio-political assets.
An examination, from a global perspective, of how a business markets goods and services to other businesses, governments and not-for-profit organizations. Topics include e-commerce, how customers buy, supply chain management, relationship marketing and management, partnerships, alliances, networks, and the marketing of new/high-technology products and services.
These courses are the vehicle by which new courses are introduced.
Seminar in Policy
Seminar in Marketing
Seminar in Finance
Seminar in Economics
Seminar in Operations and Decision Science
Seminar in International Business Management
Seminar in Accounting
Seminar in Organizational Behaviour