DEPARTMENT OF BUSINESS
Associate Dean, Academic Programs: Mitali De
Associate Dean, Human Resources and Research: John McCutcheon
MBA Program Director: Hugh Munro
Associate MBA Director: Howard Teall
MBA Program Leader (on-campus programs): Dianne Hotson
MBA Program Leader (off-campus programs): Maria 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.
Four 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 off-campus programs (MBA and CMA/MBA) are offered Friday and Saturday on alternate weeks. The required components of the off-campus 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 these programs. For further details, please contact the MBA Office.
Allen, Laura, BBA (WLU), MBA (York). Policy, general management, marketing.
Amoako-Adu, Ben, BSc (Ghana), MA (Western), MBA (Syracuse), PhD (Toronto). Investments, financial institutions, corporate finance, corporate governance, takeovers, restricted shares and taxation and asset prices.
Athanassakos, George, BA (Salonica), MA, MBA, PhD (York). Stock market anomalies, interest rate determination and the term structure, the institutional attributes and valuation of the Canadian capital markets, the effect of taxes on dividend policy and capital structure choices, corporate valuation issues.
Baetz, Mark C., BA (Toronto), MBA, PhD (Western). Socio-political environment and strategic management in canada.
Banks, John C., BComm (Queen’s), MBA, PhD (York). Strategic management, international competitiveness and corporate decision making processes.
Banks, William J., BA (Guelph), MBA (York), CA, PhD (McMaster). Financial accounting, financial statement analysis and accounting information systems, credit card scoring models, multimedia educational software.
Bansal, Harvir, BSc, MBA (Punjabi), PhD (Queen’s). Services marketing, relationship marketing, service customer switching, quality and satisfaction.
Blenkhorn, David L., BComm (Mt. Allison), MBA (McMaster), PhD (Bradford), CMA. Business marketing, relationship marketing, supply chain management and management accounting.
Carayannopoulos, Peter, BSc (Greece), MBA, PhD (York). Corporate finance, investments, fixed income, derivatives, market anomalies.
Carson, Auleen, BA, MBA (UBC), PhD (York). Advertising, promotion management and ethical decision-making.
Carson, A. Scott, BComm (Mount Alison), BEd, MA (Dalhousie), PhD (London). Policy.
Cawsey, T.F. (Tupper), BSc (Royal Military), MBA, PhD (Western). Managerial careers and organizational change management.
Chen, Chialin, BSc (Taiwan), MSc (Massachusetts), PhD (Illinois). New product and technology innovations, supply chain management, information sharing and strategic alliances, energy and environment.
Cosgrove, Ernest, BSc (Montreal), MSc, MBA (McMaster). Finance.
Craig, Ronald G., BASc, MASc, PhD (Waterloo), PEng. Management of information technology, small business management.
Cruikshank, Ruth, BPHE (Toronto), BEd (Western), MBA, PhD (York). Strategic management, strategy implementation, strategy and organizational communication, Canadian banking industry.
Davis, J. Bradley, BA (Toronto), MA (McMaster), MBA, PhD (York). Integrated marketing communications, effectiveness measures, non-profit advertising and social impact of advertising.
De, Mitali, BSc (Madras), MSc (IIT, Madras), MASc, PhD (Waterloo), AICB. Decision theory, operations management, game theory and statistics.
Deszca, Gene, MBA (Western), PhD (York). Organizational change and conflict resolution.
Ellis, Robert J., BA (Carleton), MA, PhD (Waterloo). Organizational behaviour, human resource management and applied research methods.
Fournier, Bruce, BA (Queen’s), MA, PhD (York). Implementing and evaluating the impact of new technologies on people and organizations, organization structures, business ethics and motivation.
Harling, Kenneth F., BSc (Guelph), MS, PhD (Purdue). Strategy implementation, strategic planning, building strategic capabilities, and managing the business as a dynamic system.
Harris, C. Ruth, BMath, MASc, PhD (Waterloo). Total quality management, impact of standards on operations, scheduling problems in batch manufacturing.
Harvey, Cheryl A., BA (Western), MSW (WLU), MBA, PhD (Western). The development of self-managing work teams and the effective management of not-for-profit organizations.
Haughton, Michael, BSc (West Indies), MS (PSU), PhD (Pennsylvania State). Managing vehicle routing operations under stochastic demands; the impacts of ports and customs on global supply chain operations; the application of logistics/operations management principles on health care settings.
Hemsworth, David, BASc (York), BA, MBA (WLU). Information systems, data mining.
Irving, Gregory, BA (St. Thomas), MA (Lakehead), MBA (UNB), PhD (Western). Psychological contracts, work attitudes, organizational socialization, organizational justice.
Iyogun, Paul, BSc (Ibadan), MEng (Toronto), PhD (UBC). Supply chain management, inventory theory, purchasing research, database systems and project management.
Jha, Shailendra, MA (Delhi, India), PhD (Iowa). Applied statistics, management science, and operations management.
Kalimipalli, Madhu, BA (Madras), MA (India), MS (Rutgers), PhD (Houston). Term-structure modeling, stochastic volatility, modeling irregularly spaced transaction data, financial econometrics and time-series modeling of financial markets, Bayesian methods and computational issues in finance.
Kanagaretnam, Kiridaran, BSc (Peredeniya), MEE (Purdue), PhD (Syracuse). Application of economic theory to study of accounting.
Keeping, Lisa, BSc (St. Francis Xavier), MSc (Calgary), PhD (Akron). Human resources, performance appraisals, employee perceptions and reactions.
Keller, Gerald, BSc (Sir George Williams), MA (Wayne State), PhD (Windsor). Statistical analysis, survey and questionnaire design, and credit scoring.
Kelly, Mary, BMath, MMath (Waterloo), PhD (UBC). Financial services mergers in Canada and the use of mitigation in earthquake insurance.
Kitchell, Susan, BSS (Hong Kong), MBA, PhD (York). Corporate culture, innovation adoption, international marketing and marketing research methods.
Libby, Theresa, BComm (Windsor), PhD (Waterloo). The manager's use of accounting information for decision-making, effects of budgeting processes on performance, and innovation in management accounting systems.
Lichti, Shirley, BA (Waterloo). Services, high-tech and customer service.
MacDonald, Laura, BComm, MA, PhD (Queen’s). Management accounting and the adoption of innovative practices, management control and accounting history.
Mathieu, Robert, BAA, CA (Quebec), PhD (Waterloo). Financial accounting, banking, corporate governance.
McConomy, Bruce, BComm, PhD (Queen’s). Financial accounting, earnings forecasts, auditing and environmental accounting.
McCutcheon, James R., BA, MA (WLU), MBA (McMaster). Personal financial management, small business management and new venture creation.
McCutcheon, John C., BComm (Lakehead), MBA (Washington State), CMA. Management accounting, financial accounting and auditing.
McDougall, Gordon H.G., BComm (UBC), PhD (Western). Service marketing, customer satisfaction, and marketing strategy.
McGowan, Rosemary, BSc (Toronto), MA (Waterloo), MBA (WLU). Work and elder care: organizational and personal challenges, discourse analysis.
McKillop, Ian, BIS, MASc, PhD (Waterloo). Design, use and audit of computerized accounting systems; management control; consultancy practices.
McNally, William, BA (Queen’s), MA (Simon Fraser), PhD (Toronto). Corporate finance.
Menon, Kalyani, BA, MBA (India), PhD (McGill). Consumer behaviour, services marketing.
Morouney, Kim, BA, PhD (Alberta). Language, multiculturalism and gender in business theory and practices, language analysis software for business applications.
Moussa, Soha, BASc (Cairo) MASc (Moncton), PhD (Waterloo). Logistics, supply chain management, simulation, optimization techniques, operations management and group technology.
Munro, Hugh, BA, PhD (Western). International marketing strategy, new product development and service delivery systems.
Nelson, Morton, BComm, MBA (McMaster), PhD (Bradford), FCA, FCMA. Financial accounting standards and standard setting, accountability and financial reporting, accounting for not-for-profit enterprises, informational content of financial statements, the role of the management accountant.
Nitsch, Detlev, MBA, PhD (Western). Business strategy, international strategy, foreign entry mode choice, joint ventures.
Noori, A. Hamid, BSc (Pahlavi), MBA (Ottawa), PhD (Western). Global manufacturing, management of technology, operations strategy, performance measurement and materials management.
Preece, Stephen, BA, BS (Brigham Young), MA, PhD (Ohio State). Practice and theory of interorganizational relationships.
Ramsoomair, H. Franklin, BSc, BEd (Mt. Allison), MEd (Acadia), PhD (Toronto). Entrepreneurship in Canada and the Myers-Briggs Type Indicator
Ravi, Peruvemba, BTech (India), MBA (Calcutta), MS (Rochester), PhD (Washington). Supply chain management, the marketing-manufacturing interface, demand management, production planning and scheduling.
Rose, David, BMath (Waterloo), MBA (WLU). Business strategy and marketing.
Salatka, William, BA (Michigan State), PhD, CPA (Iowa). Financial accounting, use of accounting information in analysis.
Scallen, David, MBA (WLU). Financial accounting, management accounting.
Schnabel, Jacques A., BSc (Ateneo de Manila), MBA (Stanford), PhD (New S. Wales). Corporate and international financial management, risk management with derivative securities.
Seguin, Lloyd, BComm (McGill). Financial and managerial accounting.
Seringhaus, F.H. Rolf, BA, MBA, PhD (York). International marketing, market research and business-government.
Sharma, Pramodita, BSc, MBA (India), PhD (Calgary). Family business, entrepreneurship, and governance structures for privately held firms.
Sharma, Sanjay, BComm (Delhi), MBA (Punjab), PhD (Calgary). Corporate environmental strategies; environmental management and sustainability.
Smith, Brian F., BA, MBA, PhD (Western), CA. Financial institutions, mergers and acquisitions and corporate governance.
Stevens, Ronald, BSc (Toronto), MBA (Western).
Tasa, Kevin, BComm (Saskatchewan), MSc (Toronto). Business strategy and marketing.
Teall, Howard D., BA, MBA, PhD (Western), CA. Financial and management accounting.
Warner, Brenda, MBA (Heriot-Watt), CA, CGA. Taxation.
Warrack, Brian D., BSc, MSc, PhD (Alberta). Investments, corporate finance, and statistics.
Zeng, Tao, BEcon, MEcon (China), PhD (Queen’s). Individual and corporate taxation, financial accounting, international accounting.
Fisher, Timothy C. G., BA (Queen’s), MA, PhD (UBC). Bankruptcy, microeconometrics, trade unions, free trade agreements.
Gillen, David W., BA (St. Thomas), MA (New Brunswick), PhD (Toronto). Deregulation and the Canadian airline industry, including predatory pricing, airport pricing and slot allocation.
Morrison, William G., BA (Stirling), MA (Carleton), PhD (Simon Fraser). Industrial organization, applied microeconomic theory and game theory.
Snoddon, Tracy, BA (Western), MA (Queen’s), PhD (Alberta). Public sector economics and industrial organization.
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.
On-Campus Programs: February 1 for visa students, May 1 for all other applicants.
Off-Campus Programs: December 15 for the first round of admissions. February 15 is the final deadline.
The MBA program requires the completion of 20 half-credit courses, consisting of ten required 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 Admisions 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 Off-Campus Programs
The off-campus MBA program is designed to be responsive to the needs for management education at selected sites and 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 21 weekends per year. Sessions are not held during July and August nor in mid-December to January. The annual start date is March/April. The program includes three major requirements-an integrated core curriculum, an integrated business research component, and 10 elective courses which are selected in part based upon the interests of the class.
The off-campus CMA/MBA program, which leads to a MBA degree and a CMA designation, 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 21 weekends per year. Sessions are not held during July and August or in mid-December to January. The annual start date is March/April. The program includes three major requirements: an integrated core curriculum, an integrated business research component, and 10 required specialized courses which are designed to meet CMA syllabus requirements.
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 or CMA/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 off-campus 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 off-campus 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 Off-Campus Program
Note: Students admitted to the off-campus 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).
An examination of the financing of private ventures at the stages of start-up, expansion, ownership transition and restructuring. Topics include assessment and valuation of growth opportunities, bank credit for small and medium size enterprises (SMEs), angel financing, venture capital and going public.
Exclusion: BU693E (Entrepreneurial Finance)
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.
Strategic Management of the E-Business Environment
This course develops a strategic understanding of the E-business environment. Using multi-method pedagogy, the course encompasses E-business issues such as business design and strategy, "new" economic models (i.e., B2B, B2C, intraorganizational, and C2A), and trends and issues in management practices affected by E-business technology.
Prerequisites: BU601-607, BU609
Exclusion: 691D (Strategic Management of the E-Business Environment)
Marketing and Technology
An examination of the unique challenges and issues associated with marketing technological innovations as well as the impact of technology on marketing processes and activities.
Exclusion: BU692R (E-Commerce and Marketing)
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.
Supply Chain Management
An examination of the fundamental concepts of supply chain management, and how the Internet can be utilized to facilitate supply chain management and enhance competitiveness. Topics include the basis supply chain infrastructure of electronic commerce, and the design and management of a responsive supply chain within an e-business setting.
Exclusion: BU695Q (E-Business-Supply Chain Management)
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