Academic Course Catalog

This two core course sequence develops students' understanding of financial accounting information so that they can be informed and effective users of the information. The courses focus on uses of accounting information for different decisions and from different stakeholder perspectives, and consider the economic and behavioural effects that accounting treatments have on users and preparers. Readings from current publications are used to demonstrate practical applications of the issues discussed in class. Classroom techniques such as case studies, classroom discussions, student presentations and group and individual research projects (intended to develop students' critical skills) are employed. Note: SB/ACTG 2011 3.00 is not available to exchange students visiting Schulich unless it is a full year exchange and SB/ACTG 2010 3.00 is taken in the fall. Course Credit Exclusion: GL/ECON 2710.030, AP/ECON 3580.030, AP/ECON 4200 3.0, AK/ECON 3580 3.00 (prior to Fall 2009)

This two-course sequence develops students' understanding of financial accounting information so that they can be informed and effective users of the information. The courses focus on uses of accounting information for different decisions and from different stakeholder perspectives, and consider the economic and behavioural effects that accounting treatments have on users and preparers. Readings from current publications are used to demonstrate practical applications of the issues discussed in class. Classroom techniques such as case studies, classroom discussions, student presentations and group and individual research projects (intended to develop students' critical skills) are employed.

Prerequisite: SB/ ACTG 2010 3.00.

Course Credit Exclusion: GL/ECON 2710 3.00.

This core course stresses the understanding of basic accounting concepts which underlie management decisions for performance appraisal, pricing, output, financing, investment and other purposes encountered in various organizational settings. Emphasis is placed on applying these concepts in case situations, rather than on technical aspects of management accounting. Note: This course cannot be completed via the MBA program as a Guided Study course. Corequisite: SB/ACTG 2011 3.00 Course Credit Exclusion: GL/ECON 2720 3.00, AS/ECON 3590 3.00, AS/ECON 3590 3.00 (prior to Fall 2009)

Publicly-issued financial statements are "general purpose" statements, issued to a variety of users and prepared using generally accepted accounting principles (GAAP). However, the statements are based on management's financial reporting objectives (e.g. profit maximization; income smoothing; tax minimization), as well as on many management estimates and disclosure decisions. Statements based on GAAP do not usually reflect the needs of the individual user. In this course, students will learn to apply diagnostic, analytical and judgmental skills to understanding financial statements from the point of view of external users who need to make various types of decisions such as performance evaluation, loan decisions, and stock valuation.

Note: Not available to exchange students visiting Schulich.
Prerequisite: SB/ACTG 2011 3.00

This course examines the concepts, objectives and techniques underlying asset valuation and income determination, including alternative asset measurement bases and accounting for changing prices. The course has a decision orientation. Special emphasis is placed on accounting policy choices and the criteria by which such choices are made, as well as on analyzing financial statements prepared under differing accounting policy alternatives. Note: Not available to exchange students visiting Schulich. Prerequisite: ACTG 2011 3.00; Year 3 BBA/iBBA standing required

This is an extension of SB/ACTG 3110.03, but with a primary focus on the valuation and presentation of liabilities and owners' equity. Major topics include current, long-term and contingent liabilities; leases; pensions; corporate income tax allocation; capital transactions, earnings per share and analysis of financial statements under differing accounting policies. The criteria by which both preparers and users make decisions are emphasized. Note: Not available to exchange students visiting Schulich. Prerequisite: SB/ACTG 3110 3.00

This course concentrates on the application of accounting theory to controversial issues in financial accounting. The topics covered vary with the changing importance of current accounting issues. Source materials include current accounting literature and the research publications of professional accounting organizations. The development of research, writing and analytical skills is emphasized.

Note: Not available to exchange students visiting Schulich.
Prerequisite: SB/ACTG 4600 3.00 and SB/ACTG 4710 3.00; Year 4 BBA/iBBA standing required.

This course develops problem-solving skills for internal accounting applications. Topics include: cost concepts and analysis, cost accumulation for product costing and variance analysis, and cost analysis for decisions involving alternatives. Cases and problems are used. Note: Not available to exchange students visiting Schulich. Prerequisite: SB/ACTG 2020 3.00

This course focuses on the standards and applications underlying the latest function and the responsibilities of external and internal auditors. The theory of audit evidence and certain basic techniques are used to provide an understanding of auditing methodology. The auditor's responsibility beyond the financial audit and current developments in auditing are also examined. Students may be expected to complete a research paper or project. Note: Not available to exchange students visiting Schulich. Prerequisite: SB/ACTG 3120 3.00 and Year 4 BBA/iBBA standing. Students who were on exchange in year 3 may take ACTG 3120 3.00 and ACTG 4600 3.00 concurrently.

The basic concepts and techniques of income taxation and applications to personal and corporate contexts are examined. Emphasis is placed upon accounting applications. Note: Not available to exchange students visiting Schulich. Prerequisite: SB/ACTG 3120 3.00 and Year 4 BBA/iBBA standing. Students who were on exchange in year 3 may take ACTG 3120 3.00 and ACTG 4710 3.00 concurrently.

A continuation of SB/ACTG 4710, this course concentrates in greater detail on the taxation of business income. Note: Not available to exchange students visiting Schulich. Prerequisite: SB/ACTG 4710 3.00

Guided Study - Selected Problems in Accounting

This course examines the assumptions and decision usefulness of financial statements that are prepared for creditors and shareholders. Emphasis is placed on interpretation of financial statements, using examples from several companies. Issues including sustainability and ethics are incorporated in class discussions and cases.

Provides a technical focus for students destined to complete research in an accounting field or pursue an accounting career. It is the foundation for all financial accounting courses in the Master of Accounting program. The fundamentals include: understanding and completing accounting transactions and the accounting cycle; understanding the conceptual framework; selecting accounting policies; preparing, understanding and analysing financial statements; making business decisions considering different accounting alternatives.

NOTE: Open only to MACC students

This course provides an introduction to management accounting techniques that are useful in management decision making situations such as cost management, pricing special orders, determining service levels and performance appraisal. The non-applicability of external reporting figures for most management decisions is reviewed. In arriving at managerial decisions, all stakeholder interests are considered, including socially responsible decision making around key issues.

Prerequisite: SB/ACTG 5100 3.00

This course addresses managerial accounting, which includes a variety of tools and concepts that assist managers with the planning and co-ordination, motivation and evaluation of activities of the organization and its members. The course includes an in-depth study of cost and management accounting techniques/concepts and their application to product costing, planning, control and decision-making.

Pre-requisite[s] ACTG 5101 3.00.

NOTE: Open only to MAcc students

This course examines the accounting concepts and principles that relate to the asset accounts. Attention is given to alternative asset measurement bases and related revenue recognition and income determination bases.

Prerequisite: SB/ACTG 5101 3.00 for students pursuing the Schulich Diploma in Intermediate Accounting (DIAc).

This course is meant specifically for non-accountants who want a broader understanding of accounting issues and how they impact financial statements. This course covers both sides of the balance sheet focusing on understanding the impact of the issues on the financial statements instead of the detailed technical application. This course is not recognized as a course by the accounting designations.

Pre-requisite: MBA/IMBA: ACTG 5100 3.00 or equivalent
Course credit exclusion: ACTG 6120 and ACTG 6140 (either ACTG 6130 3.0 or ACTG 6120 3.0 and 6140 3.0)

This is an extension of SB/ACTG 6120 3.00 with emphasis on the liability of equity accounts. Major topics include: tax allocation, pensions, leases, capital transactions and financial statement analysis. Prerequisite: ACTG SB/6120 3.00

This course applies concepts and knowledge learned in intermediate financial accounting courses to specialized industries and business and non-business sectors. The overall objective of the course is to develop an understanding of the stakeholders, and unique accounting and reporting needs of these contexts including banking, investments, real estate, insurance, mining, oil and gas, agriculture, technology, communications, transportation, entertainment, utilities, not for profit and public sector. Prerequisite: ACTG 5100 3.00; ACTG 6120 3.00; ACTG 6140 3.00

The final course in the three-course financial accounting core, this course emphasizes accounting for international activities and inter-corporate investments. The application of accounting principles to case situations in specialized industries and non-profit organizations is also considered.

Prerequisites: SB/ACTG 6120 3.00 & SB/ACTG 6140 3.00

This course will build on the case analysis fundamentals learned and applied in the previous terms courses. Focusing on financial accounting, the students will work on integrating their analysis with other competency areas including tax, assurance, management accounting, finance and corporate governance. In addition to the specific competency areas, case analysis considers the impact of the development, implementation and use of information systems for the management and processing of data in business settings.

Prerequisite: ACTG 6120 3.00
Co-requisite: ACTG 6140 3.00
NOTE: Open only to MACC students

This course examines why stock prices react when firms announce their earnings, and why certain trends in industry earnings affect stock prices of many firms in that industry. Under highly stylised Generally Accepted Accounting Principles (GAAP), abnormal accounting earnings of a firm can be discounted to derive an estimate of the share price. This course therefore offers a direct link between accounting policy choices, abnormal earnings (based on adjusted reported earnings) and stock price valuation.

Prerequisite: SB/ACTG 5100 3.00.

Prerequisite: SB/ACTG 5101 3.00 for students pursuing the Schulich Diploma in Intermediate Accounting (DIAC).

Course Credit Exclusion: SB/FINE 6600 3.00 (either SB/ACTG 6250 3.00 or SB/FINE 6600 3.00, but not both, may be taken for credit).

This is the second of six case courses for the MAcc Program This course requires students to integrate knowledge obtained in the courses taken throughout the program and apply that knowledge to cases that incorporate all of the competency areas, including financial reporting, strategy and governance, assurance, finance, management accounting, and taxation.

Prerequisite: SB/ACTG 6201 1.50.

NOTE: Open only to MACC students and MBA students pursuing the CPA designation

This course develops problem-solving skills for internal accounting applications. Topics covered include product mix decisions, managing scarce resources, product costing and pricing, budgeting, and international transfer pricing. Prerequisite: SB/ACTG 5210 1.50

This course surveys recent innovations in management accounting with an emphasis on developing and using management accounting information for strategic decision making. This case based course focuses on developing critical competencies necessary to design and use strategic management accounting systems. Prerequisite: SB/ACTG 6350 1.50

This course builds on the previous case courses, and further develops students' problem-solving and decision making skills. Cases include both multi-competency and comprehensive examples, incorporating all technical competency areas (financial reporting, strategy and governance, management accounting, audit and assurance finance, and taxation and enabling). Students work on their communication skills and teamwork through both written reports and presentations.

Prerequisite: ACTG 6301 3.00

NOTE: Open only to MACC students and MBA students in the CPA accredited program.

This course concentrates on accounting and related controls as part of the management process. The objective of the course is to develop a thorough understanding of planning and control systems in organizations. The behavioural implications of accounting are emphasized. Students may be expected to complete a research paper or project.

This is the capstone case course for the MACC. This course requires students to integrate knowledge obtained in the courses taken throughout the program and apply that knowledge to multi-competency and comprehensive cases.

Prerequisite: ACTG 6301 3.00

NOTE: Open only to MACC students and MBA students in the CPA accredited program.

This course focuses on managerial planning, performance, and control systems in organizations that direct the behaviour of corporate officers and managers, in order to achieve a specific goal. Different tools and techniques are reviewed including methods of incentivizing employee productivity, compliance, and overall performance assessment. The course emphasizes decision-making through the analysis of case studies and discussions.

Prerequisite: SB/ACTG 5211 3.00

This course focuses on the standards and applications underlying the latest functions and responsibilities of external and internal auditors. The theory of audit evidence and certain basic techniques are used to provide an understanding of auditing methodology. The auditor's responsibility beyond the financial audit and current developments in auditing are also examined. Students may be expected to complete a research paper or project.

Prerequisite: SB/ACTG 5100 3.00.

Prerequisite: SB/ACTG 5101 3.00 for students pursuing the Schulich Diploma in Intermediate Accounting (DIAC).

This course uses individual and group cases to develop the enabling and technical competencies required for the Chartered Professional Accountants' (CPA) Common Final Exam (CFE).

Prerequisite: ACTG 6301 3.00

NOTE: Open only to MACC students in the CPA accredited program.

This course extends students' knowledge in the area of auditing by examining the role of the profession in society today, evaluating current issues facing auditors, and building on their understanding of the general audit framework and its fundamental theories. It also examines specific audit topics such as legal liability, comprehensive auditing, fraud, audit of not-for-profit organizations, environmental auditing and small business audits. Prerequisite: ACTG 6600 3.00 Auditing Standards and Applications

Strategic Performance Evaluation places an emphasis on strategic planning, performance assessment, and cost containment systems in organizations. Using an in-depth strategic planning case analysis approach, the course examines cost control methodologies, performance measurement and reward systems, governance and ethics in private and non-profit entities.

Prerequisite: ACTG 5211 3.00

This course will review general income and commodity tax planning for individuals and corporations and discuss the major taxation issues facing managers. The presentation of the material will be less technical than ACTG 6710.03 and therefore will be suitable for MBA students who want to know the basic taxation issues without the detail. Course Credit Exclusion: SB/ACTG 6710.030 (either SB/ACTG 6700.030 or SB/ACTG 6710.030, but not both, may be taken for credit)

The basic concepts and techniques of income taxation and applications to personal and corporate contexts are examined.

Prerequisite: SB/ACTG 5100 3.00.

Prerequisite: SB/ACTG 5101 3.00 for students pursuing the Schulich Diploma in Intermediate Accounting (DIAC).

A continuation of SB/ACTG 6710 3.00, this course concentrates in greater detail on the taxation of business income. Prerequisite: SB/ACTG 6710.030

This course builds on ACTG 6710 and ACTG 6720. It explores how individual and corporate taxpayers identify and implement tax planning opportunities in an attempt to maximize after-tax incomes, subject to complying with tax laws, while achieving business or financial strategies. Prerequisites: ACTG 6710 3.00 and ACTG 6720 3.00

Strategic Leadership Planning and Case Analysis is an integrated module in the CPA Canada qualification process. This course focuses on both strategic leadership and strategic management, including critical thinking, and ethical and professional behaviour. This course is highly participatory and interactive, and helps candidates ensure an integrative perspective is brought to decision-making.

Prerequisite: ACTG 6301 3.00

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

An in-depth survey of empirical methods and techniques used in accounting research.

This course offers Ph.D. students an introduction to the core knowledge about various research paradigms in accounting research.

An in-depth study of research methods useful for investigating how and how well judgments and decisions are made in accounting, auditing and financial reporting contexts.

Explores advanced topics in financial accounting research. It provides an overview of selected topics in financial accounting and related areas, and enhances students' applied skills in analyzing financial accounting data. The course covers classic papers, methodology papers, and papers that represent some of the most recent developments in the field.

Independent Study: Accounting

This course examines Canadian arts and cultural policy. Topics include the historical development of cultural policy; the formulation and execution of municipal, provincial and federal policies; and current issues and strategies for the future in the arts and cultural industries. The course has a research focus. Where appropriate, policy models in the UK, the US, Europe and Asia will also be analyzed.

This course will explore the interplay between business, management, politics, and technology within theevolving creative industries globally. It will analyze the influence of emerging ideas, audiences, technologies, and regulations on the creation, funding, distribution, consumption, control, and suppression of media, entertainment, and cultural products, while also assessing their effects on traditional cultural forms.

This course examines innovative business models adapting to digital disruption and reshaping the global media landscape. Topics include content financing, branding, revenue strategies, and evolving consumer demands for interactive content. Drawing on Canadian and global markets, it analyzes streaming's challenge to traditional media, alongside regulatory and technological impacts, notably Artificial Intelligence. Students gain insights from industry experts.

Cross-listed with GS/CMCT 6340 3.00.

Negotiation and management of creative rights processes and people are core to the strategic competence of arts and media organizations and their relationship with audiences. Technological developments are changing the way that these organizations approach their business. This course examines this complex evolving business through such topics as: perspectives on creativity; power, conflict and politics relating to managing unions, free-lance talent and celebrities; decision-making for market-risk; financing models, and the impact of the competitive and regulatory environment on management in the cultural sector. This course will be particularly valuable for those interested in the cultural industries including film, music, publishing, broadcasting and the performing arts. Recommended Pre-requisite: ARTM 6301

The rapidly changing global digital media economy is creating new business models for the Arts, Media and Entertainment sector. This course examines how such models draw on management, creative and policy resources in radically different ways. Students will acquire knowledge and insights to manage digital media's needs for creativity, entrepreneurship, measurement, financial structures and monetization in large and small organizations. Cross listed with the specialization in Entrepreneurial Studies.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course focuses on the use of univariate and multivariate statistics as applied to social and behavioural research within the fields of organizational, management, and consumer studies. It covers descriptive statistics, mean difference testing, analysis of variance and covariance, linear and logistic regression, and a priori sample size calculations, as well as power and effect size calculations.

This examines the major philosophical debates in the social sciences and explores the rationale of different approaches to social research. Students learn how to select and develop appropriate research strategies and how to critically examine the use of various research strategies.

This course introduces students to research design, strengthens their reasoning and theoretical development skills, helps them effectively apply a range of empirical methodologies to their own research and critically review empirical studies done by others. Topics include types of variables, relationships, sampling and measurement, survey and field research designs, experimental designs, and alternative designs, and research design biases and artifacts.

This course provides students with detailed exposure to the qualitative research methodologies that have begun to exert a major influence on management research over the last 10 years.

This six-week module provides a solid foundation in the use of measurement validation through confirmatory factor analysis, hands-on skills concerning the development, testing, and refinement of structural equation models (SEM), and practice with testing mediation and moderation using SEM in single sample and multi-sample studies.

The rules, norms, and standards that surround the field of academics can seem ambiguous, confusing, and opaque to new Ph.D. students in the management disciplines. The purpose of this two-semester course is to provide a means of articulating central themes in this tacit process, and to provide a means of community-building among management-oriented Ph.D. students. Prerequisite: Open to and required of first- or second-year Ph.D. students in Strategy/Policy and Organization Studies areas.

The rules, norms, and standards that surround the field of academics can seem ambiguous, confusing, and opaque to new Ph.D. students in the management disciplines. The purpose of this two-semester course is to provide a means of articulating central themes in this tacit process, and to provide a means of community-building among management-oriented Ph.D. students. Pre-requisite: Open to and required of first- or second-year Ph.D. students in Strategy/Policy and Organization Studies areas.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This core course provides students with an overview of the aggregative performance of the economy with emphasis on policy application and implications for business. Topics discussed include the determination of key macroeconomic variables such as real GDP, the inflation rate, the unemployment rate, interest rates and exchange rantes, and the effect of government monetary and fiscal policies. Previously offered as: SB/ECON 3000 3.00.
Note: Not open to iBBA students for credit.
Prerequisites: SB/ECON 1000 3.00 Previously offered as AP/ECON 1000 3.00 (or equivalent), SB/ECON 1010 3.00 Previously offered as AP/ECON 1010 3.00 (or equivalent).
Course credit exclusions: AP/ECON 2400 3.00, AP/ECON 2450 3.00.

This core course provides students with an overview of the aggregative performance of the economy with emphasis on policy application and implications for business. Topics discussed include the determination of key macroeconomic variables such as real GDP, the inflation rate, the unemployment rate, interest rates and exchange rantes, and the effect of government monetary and fiscal policies. Previously offered as: SB/ECON 3000 3.00.
Note: Not open to iBBA students for credit.
Prerequisites: SB/ECON 1000 3.00 Previously offered as AP/ECON 1000 3.00 (or equivalent), SB/ECON 1010 3.00 Previously offered as AP/ECON 1010 3.00 (or equivalent).
Course credit exclusions: AP/ECON 2400 3.00, AP/ECON 2450 3.00.

Examines international economics from the viewpoint of the firm and the nation. International trade, foreign investment, tariffs, economic integration, the balance of payments, the foreign exchange market and the international system are among the topics studied. Note: Not open to iBBA students for credit.

Prerequisite: SB/ECON 2000 3.00.

Course Credit Exclusions: SB/INTL 2200 3.00, AP/ECON 3150 3.00, AP/ECON 3580 3.00, AP/ECON 4129 3.00, AP/ECON 4190 3.00, GL/ECON 4290 3.00.

Many business textbooks assume that consumers and businesses make rational decisions:
making optimal purchases, and maximizing profit. Instead, in this course we use insights from behavioural economics to examine the biases that individuals hold to better understand decision-making. We study phenomena such as why we pay for gym memberships we rarely use, and how companies use loss-aversion to increase sales.
Prerequisites: SB/ECON 1000 3.00 Previously offered as AP/ECON 1000 3.00 (or equivalent), SB/ECON 1010 3.00 Previously offered as AP/ECON 1010 3.00 (or equivalent).
For IBBA students: SB/INTL 1200A 3.00 (or equivalent), SB/INTL 1210R 3.00 (or equivalent).

An increasing number of organizations make explicit forecasts of the economic environment within which they will be operating as a basis for forward-looking plans. This course assesses the main forecasting methods in relation to the length of the forecasting time horizon. Several systematic appraisals of past forecasts are reviewed. Prerequisites: SB/ECON 2000 3.00 or SB/INTL 1200 3.00 and SB/INTL 1210 3.00 Course Credit Exclusion: AP/ECON 3210 3.00 (Formerly: AS/AK/ECON 3210 3.00)

Guided Study - Selected Problems in Economics

This course provides managers with an overview of the economic environment within which business must operate, and an understanding of some of the analytical tools which economists use to solve business, economic, environmental and social problems. Key concepts and ideas from microeconomics, macroeconomics, environmental and international economics are introduced. Topics relevant to real-world issues and problems are discussed.

This course examines the role of monetary institutions in national and global economies, and the impact of monetary policy on economic performance and overall business conditions. Topics discussed include: the determination of interest rates, inflation rates and exchange rates; financial innovation; the links between monetary policy and fiscal policy; global trends; and implications for business decision-making. Prerequisite: SB/ECON 5100.030

An increasing number of organizations make explicit forecasts of the economic environment within which they will be operating as a basis for forward-looking plans. This course studies the main forecasting methods in relation to the length of the forecasting time horizon. Several systematic appraisals of past forecasts are reviewed. Prerequisite: SB/ECON 5100.030 and SB/OMIS 5120.015

This course examines key economic and managerial issues related to the international movement of technology and the competition for technical and managerial know-how. It focuses on the impact of domestic and foreign research and development on the economic performance of firms and nations. Sources of innovation, rates and directions of technology diffusion and factors affecting the commercialization and profitability of innovations are discussed. The course examines the economics of alternative technology transfer arrangements, with particular emphasis on the role of intellectural property rights, multinational corporations and government science and technology policy.

Prerequisite: SB/ECON 5100 3.00

This course examines international economics from the viewpoint of the firm and the nation. International trade in goods and services, inward and outward foreign investment, trade barriers, the World Trade Organization, the foreign exchange market, the impact of exchange rate changes and the international monetary system including the International Monetary Fund and the World Bank are among the topics discussed. Prerequisite: ECON 5100 3.0 Note: Not open to IMBA students.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course has three modules: Organizational Behavior develops skills/knowledge of leadership, teamwork, negotiations and motivation. Marketing presents marketing strategy fundamentals. Operations Management reviews business processes to maximize supply under resource constraints.

Prerequisite: completion of 30 credits from the Lassonde School of Engineering.

Note: Open to students in the Lassonde School of Engineering or by permission of the Instructor and Lassonde Student Services.

This course has three modules: Accounting presents financial accounting fundamentals for business planning; Finance presents finance fundamentals to enable fund raising and resource allocation decisions; Strategy explores competitive analysis and strategic planning.
Prerequisite: Completion of 30 credits from the Lassonde School of Engineering.
Note: Open to students in the Lassonde School of Engineering or by permission of the Instructor and Lassonde Student Services.

Provides students with firsthand experience of the opportunities and challenges growing organizations face. Student groups are paired with an entrepreneurial firm to research an opportunity or project for the firm. Limited classes emphasize consulting, market research and presentation skills.

Prerequisites: Completion of all year 1 and year 2 core courses.

This course brings forward the challenges and opportunities facing an entrepreneur creating a technology start-up. Students turn an idea into an enterprise by focusing on what customers want.

Note: open to Years 3 and 4 BBA/iBBA students, students who have completed 60.00 engineering credits in Lassonde School of Engineering, or students with instructor permission.

Course Credit Exclusion: SB/ENTR 4600 3.00.

Explores the many dimensions of new venture creation and growth and fosters innovation and new business formations. The focus will be on content and process questions as well as on formulation and implementation issues that relate to conceptualizing, developing and managing successful new ventures.

Note: open to fourth-year BBA and iBBA students only.
Course Credit Exclusion: SB/ENTR 4500 3.00.

This course engages a range of topics central to the private equity world including the challenges of fundraising, the perspectives of institutional investors, evaluating investment opportunities, structuring deals, monitoring investments and exiting investments.

This course is for students interested in the phenomenon of social entrepreneurship. Using a combination of assigned readings, videos, guest speakers, and extensive interaction with real world social entrepreneurs, students will gain a broad understanding of business models within the field, as well as the challenges and decisions social entrepreneurs face during start-up and on an on-going basis.

Guided Study: Entrepreneurial Studies-Selected Problems in Entrepreneurial Studies

Family businesses comprise three interacting systems: the business, the family and the ownership systems. This course helps students understand how these systems must be managed through the development stages of a family enterprise. The course pays particular attention to issues of conflict management, succession and governance. It prepares students to advise family business and to understand how advising can help firms avoid pitfalls and reap benefits common to family enterprises.

Provides students with firsthand experience of the opportunities and challenges growing organizations face. Student groups are paired with an entrepreneurial firm to research an opportunity or project for the firm. Students’ firsthand experience will be supported by four scheduled classes emphasizing consulting, market research and presentation skills.

Prerequisites: All 5000-series Required Foundations of Management Core Courses. Those admitted must supply the instructor with a current résumé so that the instructor can effectively assign students to projects.

This course offers a hands-on Work Integrated Learning opportunity for MBA students to learn startup and venture capital strategies, software/hardware product design and planning and mentor/mentee relationship frameworks. Students then apply those learnings by advising 20 + top Indian Student Startups through the Schulich ‘Together Program’ (in partnership with Startup India and the Government of India).1. Part I: Seven Class Sessions; 2. Part II: Work Integrated Learning Program with Startup India.

Explores various dimensions of the creation of new ventures, including family enterprises. It is concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing and managing successful new ventures. The course examines the nature of entrepreneurs and what they do. It identifies the nature of opportunities and considers how new venture ideas can successfully be screened. The course provides the opportunity to develop a cohesive and affective business plan for a start-up venture.
Prerequisites: All 5100-series Required Foundations of Management Core Courses.

Entrepreneurs are not truly in business until they make their first sale and have a paying customer. This course develops a managerial and socio-cultural perspective on startup marketing to understanding how the interplay between cultural meaning systems, marketplace structures, and consumer behaviour can be strategically leveraged and influenced through specific marketing strategies to successfully bring a new product to market.

The focus in this course is on firms that are seeking to manage growth and successfully navigate issues of transition. Examples of the concepts discussed in the course include: business life cycles; IPOs and harvesting options; valuation of firms with track records; and corporate governance, including issues related to family businesses. The course will examine such growth options as partnering and internationalization, and will pay particular attention to challenges of financing growth and marketing for growth. In this course, students will prepare a business plan for a venture that is in a transitional phase and that is seeking to grow. Prerequisite: all 5000-series Required Foundations of Management Core Courses. Course Credit Exclusion: SB/ENTR 6640 3.00 (offered prior to Fall 2003)

The course focuses on entrepreneurial activities in large, established corporations. To survive and to enable continued growth in today's fast changing environment, large corporations need to continually renew themselves through new products and new businesses. The course will introduce students to the best practices and theory on fostering innovation through the process of identifying new ideas and converting them to commercial products and new businesses. We will discuss strategies, organizational structures and implementation challenges of new ventures within an established corporation as well as options to leverage external partners outside of the boundaries of the corporation within the process of developing new businesses. The course will be taught primarily through case studies, supplemented with lectures, guest presentations by corporate entrepreneurs, and group projects. Prerequisite: all 5000-series Required Foundations of Management Core Courses.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

Intelligent Innovation Ecosystem Design is a two-week intensive course that unlocks the strategies behind creating a thriving Tech & Innovation Ecosystem — leveraging the incredible story of Toronto’s rapid rise to global prominence.

In 2021, Toronto was ranked as North America’s fastest growing tech market, with 80,000 tech jobs created. This development followed Toronto winning the 3-year bid to host Collision Conference, North America’s largest tech conference with 33,000 attendees, in 2019.

In the last decade, Toronto has moved from a local presence into an international one: an ecosystem that nurtures and powers up high-growth startups, scaleups and unicorns (1B or higher valuations).

What sparks and drives this next-generation innovation ecosystem?

In this hands-on course taught by Guest Lecturers from the most influential ecosystem design minds in Toronto, students will learn the frameworks and strategies behind sparking, scaling, and sustaining Tech & Innovation. This course focuses on real-life application, following the startup journey from early-stage to exit across several verticals (e.g. fintech), and examining the crucial role played by ecosystem design.

Furthermore, this MBA offering is enhanced by site visits to strategic locations, experiential learning opportunities, and facetime with leading innovators. Emphasis is placed on critical thinking and practical application, in order for students to supercharge their careers and infuse key learnings into their local tech ecosystems.

This course is primarily geared to students interested in working in venture capital or other private equity organizations at some point in their careers. It is also valuable for those who intend to work alongside venture capitalists as managers of firms being financed by such investors and for students interested in applying aspects of private equity investing to established organizations. The course is divided into 4 modules focusing on the venture capital cycle including fundraising, investing, and exiting. In the final module the course explores new frontiers in venture capital including corporate venturing. Throughout the course we touch on career issues with respect to private equity. Prerequisite: all 5000-series Required Foundations of Management Core Courses.

This experiential learning course offers the opportunity for MBA/IMBA students to accelerate their understanding of entrepreneurship and earn credit for gaining relevant work experience – under the direct on-site mentorship and guidance of a handpicked Innovation Sector
Founder or Venture Investment Leader.

This course will examine the role of ethics in finance and financial services. It will begin with an overview of the need of ethics in finance. Tools for identifying ethical issues will be introduced and evaluated. The course will then turn to an examination of ethical issues in financial services, investment decisions and ethics in financial markets. The course will conclude with a discussion of the dominant theories of the firm and their ethical implications.

Students learn about investment and financing in this core ourse. The investment decision allocates scarce resources to projects in the organization, and involves asset valuation, capital budgeting, risk management, working capital management and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning and the cost of capital. Ethical considerations and management in the global context are integrated into these topics. Course Credit Exclusion: AP/ECON 3.00 (AS/ECON 4400 3.00 or AK/ECON 4082 3.00)

Students learn personal financial management with a focus on professional work in the financial services industry and more so for their own family situation. The main topics include goal-setting, budgeting, taxation, debt management, risk management, insurance, investment principles and practice and retirement planning. Much of the course is based upon realistic problems and cases.
Prerequisite: SB/FINE 2000 3.00 and Year 3 BBA/IBBA standing required
Course Credit Exclusion: SB/FINE 4050 3.00

In this course, students develop their knowledge and skills as financial managers. The course includes both the study of financial management theories and the analysis of business cases. Building on the basics of financial management introduced in SB/FINE 2000 3.0, the course covers capital structure decisions, dividend policy, working capital management, capital budgeting, business valuation, mergers and acquisitions and risk management. Prerequisite: SB/FINE 2000. 3.00 Course Credit Exclusion: AP/ECON 4400 3.00, (Formerly: AS/ECON 4400 3.00 or AK/ECON 4082 3.00), AP/ECON 4220 3.00 (Formerly: AS/ECON 4420 3.00), and AP/ECON 4410 3.00 (Formerly: AS/ECON 4410 3.00)

The course begins with an overview of the investment environment in developed markets, followed by a more in-depth analysis of key investment topics. These topics include modern portfolio theory, asset pricing models, term structure of interest rates, stock and bond portfolio management, evaluation of portfolio performance, and behavioral finance. This course serves as a useful introduction to the Chartered Financial Analyst (CFA)
curriculum.

Prerequisite: SB/FINE 2000 3.00
Previously offered as: SB/FINE 4200 3.00

A comprehensive introduction to Python with emphasis on applications in Finance, a must-have skill for any analyst role. It is an immersive course where students acquire programming skills, work with financial data, build financial models, run analytics, and make predictions.

Prerequisites: SB/FINE 2000 3.00 and SB/OMIS 2050 3.00

The focus of this course is on using modern programming to perform statistical analysis as used in finance. Applications include assessing properties of asset returns, testing asset pricing models, conducting event studies, understanding simulation methods and panel data analysis, and modelling volatility, value-at-risk, and time-varying correlations. Students will learn about empirical methods in finance by performing statistical analysis on financial data.

Prerequsites: SB/OMIS 2050 3.00, SB/FINE 2000 3.00; Year 3 BBA/iBBA standing required

This course surveys finance topics where psychological factors influence security pricing and financial decisions. Much recent study contradicts the view of classical finance that incorporates fully rational and unemotional agents. This course presents situations in which behavioural biases lead to sub-optimal market outcomes. Students will gain a deeper understanding of state-of-the-art developments in behavioural finance and how they apply to practical settings in security analysis and portfolio selection. Prerequisite: FINE 2000 3.0

This course introduces the basic concepts and valuation techniques used in the bond market. The first part of the course covers bond prices and their relationship to the no-arbitrage condition, the term structure of interest rates and its estimation. The next part focuses on determination of present value of different cash flows, valuation of financial instruments and bond portfolio. Prerequisite: SB/FINE 2000 3.00

This course addresses advanced topics in personal finance. It focuses on the management of uncertainty (randomness) consumers face towards the end of the lifecycle in the areas of longevity, mortality, inflation, investment returns, pensions and income taxes. The instructional pedagogy is interactive and computational. Students will learn how to create R-scripts that optimize and solve real-world retirement income problems.
Prerequisite: SB/FINE 2000 3.00
Corequisite: SB/FINE 3050 3.00

Building on the concepts, models and decision situations presented in SB/FINE 2000 3.0 and SB/FINE 3100 3.0, the course exposes students to more advanced, complex and specialized decision situations in the areas of corporate investment, financing, financial planning and financial management. Applications and case analyses are important aspects of the course. Prerequisite: SB/FINE 3100 3.00 Course Credit Exclusion: AP/ECON 4420 3.00 (Formerly: AS/ECON 4420 3.00)

This course is designed for students interested in how technology is transforming the financial services industry. The course begins with an analysis of the Fintech ecosystem, and then dives into the various Fintech verticals, pain points and solutions, applications of emerging technologies, startup financing and valuation, and cryptocurrencies. In the capstone project, students learn to develop their own fintech business.

Prerequisite: SB/FINE 2000 3.00
Corequisites: SB/FINE 3100 3.00 or SB/FINE 3200 3.00 or SB/FINE 3050 3.00

This course explains the way in which derivative securities such as options, futures contracts, forward contracts, swaps and interest rate caps can be valued. It discusses arbitrage relationships, risk neutral valuation, the creation of options synthetically, numerical procedures and the evaluation of credit risk.

Prerequisites: SB/FINE 2000 3.00 and SB/MGMT 1050 3.00 (previously offered as: SB/OMIS 1000 3.00)
Course Credit Exclusion: AP/ECON 4410 3.00

This course prepares students to develop investment vehicles addressing social and environmental challenges, gearing them for careers in the expanding field of impact investing. Unlike traditional finance, this course integrates ESG considerations into investment strategies. Students will engage in team projects, analyze real-world cases, and develop innovative financial solutions that generate positive impacts, emphasizing experiential learning and critical thinking.

Note: Students must have already taken a FINE 3000-level course or be taking one concurrently.

Guided Study - Selected Problems in Finance

Provides an opportunity to learn about investment and financing decisions. The investment decisions involve asset valuation, capital budgeting, risk management, working capital management and performance assessment. The financing decisions include the choice of capital structure and financial instruments, the risk-return trade-off, financial planning and cost of capital. Ethical, environmental, and corporate governance considerations are integrated into investment and financing decisions.

Students learn the concepts and techniques of personal financial management in a thorough and rigorous finance framework. Topics include: goal setting, budgeting, financial intermediation, income tax, risk management, insurance, debt management, home valuation, investments, retirement planning, estate planning and strategic use of personal financial planning in financial institutions. Prerequisite: SB/FINE 5200.030

This course focuses on key issues in corporate financial management. It covers working capital management, capital budgeting, capital structure decisions, dividend policy, mergers and acquisitions, leasing and the impact of inflation on financial decisions. Extensive use may be made of case studies. Prerequisite: SB/FINE 5200.030

Building on the concepts, models and decision situations presented in FINE 5200 3.00 and FINE 6100 3.00, this course exposes the student to more advanced, complex and specialized decision situations in the areas of corporate investment, financing, financial planning and financial management. Applications and case analyses are important aspects of the course. A term research paper is usually required. Prerequisite: SB/FINE 6100 3.00

The course begins with an overview of the investment environment in developed markets, followed by a more in-depth analysis of key investment topics. These topics include modern portfolio theory, asset pricing models, term structure of interest rates, stock and bond portfolio management, evaluation of portfolio performance, and behavioural finance. This course serves as a useful introduction to the Chartered Financial Analyst (CFA) curriculum.
Prerequisite: FINE 5200 3.00

This course is designed for students interested in the emerging and evolving field of Fintech and the digital transformation of financial services. Students will study the different verticals in the Fintech ecosystem, the current landscape, pain points of consumers, sources of financing and exit for Fintech start-ups, open banking, the disruption to incumbents, and computing technology for Fintech.

Prerequisite: FINE5200 3.00 or MFIN5100 3.00 or permission of the instructor.

The focus is on using modern programming to perform statistical analysis as used in finance. Applications include assessing properties of asset returns, testing asset pricing models, conducting event studies, understanding simulation methods and panel data analysis, and modelling volatility, value-at-risk, and time-varying correlations. Students will learn about empirical methods in finance by performing statistical analysis on financial data.

Co-requisite: FINE 6200 3.00

Investors and businesses with access to global markets often need to make decisions in response to unpredictable global changes and risks. In this practical course, we will discuss the major risk issues relevant to international markets and explore measures to manage and mitigate them. We will also cover topics such as valuation, trade finance and capital markets in international context.

Prerequisite: SB/FINE 5200 3.00

Classical finance incorporates fully rational, unemotional agents; financial decisions are made without the influence of emotions or personal characteristics. Much recent study contradicts this view. By examining psychological factors known to influence individual choice and financial decision-making we can identify behavioural biases that are both reliable and exploitable. With care, many of these biasis can be avoided. Prerequisite: FINE 5200 3.0

This course uses principles of economics, finance and accounting to examine problems in topics such as cash flow analysis, ratio analysis, strategic financial planning, interpretation of annual reports and prospectuses, economic modelling and business valuation. Students must deal with multi-faceted, ambiguous problems similar to real-world situations. The well-behaved data and simplifying assumptions used in theory courses are discarded in favour of the realistic, complex data in annual reports and other sources of financial information. Prerequisites: MBA/IMBA: ACTG 5210 1.50, FINE 5200 3.00, and OMIS 5120 1.50 or equivalent MF: MFIN 5200 3.00 Corequisites: One of SB/FINE 6100.030, SB/FINE 6200.030, SB/ACTG 6120.030 or SB/FNEN 6210.030. Course credit exclusion: SB/ACTG 6250.030 (either SB/FINE 6600.030 or SB/ACTG 6250.030, but not both, may be taken for credit)

This course covers the theory and practice of crowdfunding. Crowdfunding involves raising capital from a large number of retail investors. The course covers equity crowdfunding, as well as peer-to-peer lending, donations and rewards based crowdfunding. In addition to studying the economics and finance of crowdfunding, the course covers crowdfunding regulation.

Prerequisite: FINE 5200

Risk is the fundamental element that influences the behaviour of financial institutions. FINE 6720 provides a comprehensive introduction to risk management. Presented within the framework of financial institutions, the course covers the design and operation of a risk-management system, modeling and the interplay between internal oversight and external regulation. The theory of risk management (market, credit and operational risk) comes alive through practical case evaluation and presentations from the senior executives in the risk management field. The course provides the essential analytical foundations of risk management in a way appropriate for those who do not have a mathematical background.

Prerequisite: SB/FINE 5200 3.00

Managing credit risk is, perhaps, the fastest growing discipline in financial services due to its global complexity and dynamic nature. Focusing on how global credit markets work, regulatory reforms and products, this course will explore these markets, stakeholders and credit portfolio management theory and practice in Global Financial Institutions.

Prerequisite: SB/FINE 5200 3.00

This course explains the way in which derivative securities such as options, futures contracts, forward contracts, swaps and interest rate caps can be valued. It discusses arbitrage relationships, risk neutral valuation, the creation of options synthetically, numerical procedures and the evaluation of credit risk.

Prerequisite: MFIN 5600 3.00 (MF students)
Co-requisite: FINE 6200 3.00 (MBA and IMBA students)
Course credit exclusion: SB/FNEN 6810.030 (either SB/FINE 6800 3.00 or SB/FNEN 6810 3.00, but not both, may be taken for credit)

Provides an opportunity to learn the various features and unique characteristics of fixed income securities and markets, analyze and evaluate fixed income securities, and develop tools for managing interest rate risk and other applications. Computer assisted (e.g., Excel and VBA) applications are used throughout the course to enhance student learning experience, with both hands-on in-class exercises and assigned homework problems.

MBA Prerequisite: FINE 6200 3.00
MFIN Prerequisite: MFIN 5600 3.00
MFIN Co-requisite: FINE 6800 3.00

Pursuant to the recent financial turmoil, institutional investors are increasingly looking beyond the more traditional asset classes. The purpose of this course is to explore the world of alterative investments such as investments on hedge funds, private, equity, venture capital funds, real estate, commodities, art and wine either directly or through funds of funds. Prerequisite: FINE 5200 3.0

Sustainable finance exhibits one of the strongest trends in capital markets around the world. At the end of 2020, professionally managed sustainable investment strategies encompassed approximately 36% (US$35.3 trillion) of all total global assets under management. The course provides an overview of the global sustainable finance market and its different variations and explores how financial players (institutional investors, asset managers, and corporations) can manage capital and generate value through Environmental, Social and Governance (ESG) lenses. It provides insights into the sustainability challenges and how finance can address these challenges with sustainable investing. Sustainable finance integrates ESG criteria into financial decisions to allocate funding to its most productive use, whereas traditional finance focuses solely on financial return and risk. Students will gain a foundation in understanding the principles underlying sustainable and responsible decision-making in finance, the guidelines on how to apply them in business and investment practice, and how regulations and market forces provide incentives that encourage desired corporate and investor behaviors.

FINE 5200 3.0, or MFIN 5100 3.0, or permission of the instructor.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

The focus of this course is on individuals' consumption and portfolio decisions under uncertainty and their implications for security valuations. The discussions of related topics are cast in both the discrete- and the continuous-time framework.

This course is designed to guide students through a variety of corporate finance topics. Students will study both theoretical and empirical papers on corporate decision-making and financial markets. Students will also have an opportunity to start a research project of their own.

This course takes advantage of the research expertise of individual faculty members in the finance area. Students are exposed to specific topics at the forefront of financial research, such as financial institution, risk management, and asset allocation.

This course emphasis shifts from the examination of current theories to the testing of those theories. The subject matter focuses on the empirical techniques frequently used in research in finance and draws heavily on econometric methods, although other statistical procedures are discussed. Students are expected to read, discuss and criticize empirical studies presented in the literature. A key element in any empirical study is the availability of reliable data. Consequently, students are provided with access to available data bases and are required to learn how to handle these efficiently.

Under the guidance of a faculty member, students may undertake a special program of guided studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as SB/FINE 7900.03 if it is taken in the Finance area.

This course covers a list of advanced topics in derivative securities with a focus on pricing and hedging. Students are assumed to have taken an introductory course in derivatives. The objective of this course is to develop modelling skills needed to value the full range of derivative securities: from exchange-traded options to over-the-counter products including exotic options, embedded options and credit derivatives. The fundamental theory is the Equivalent Martingale Pricing Principle or the Risk-neutral valuation by no-arbitrage. Analytical models and various numerical methods will be discussed in detail. It is assumed that students are familiar with the Black-Scholes and binomial pricing models.

This course provides a comprehensive introduction to the discipline of financial risk management. It covers the market and regulatory trends that have motivated the need for financial institutions and corporations to evolve from traditional desk level risk management to an enterprise-wide function spanning all sources of risk in a consistent manner. Students will learn the basic fundamentals required to support a general risk management process in addition to gaining an understanding of industry best-practice methodologies. The course will cover in depth the analytics of standard risk assessment techniques for market risk, credit risk and operational risk as well as introducing the leading edge tools used to manage the overall business process.
MFIN Prerequisite: MFIN 5600
MFIN Corequisite: FINE 6800 3.00

Provides an opportunity to learn the various features and unique characteristics of fixed income securities and markets, analyze and evaluate fixed income securities, and develop tools for managing interest rate risk and other applications. Computer assisted (e.g., Excel and VBA) applications are used throughout the course to enhance student learning experience, with both hands-on in-class exercises and assigned homework problems.

MFIN Prerequisite: SB/MFIN 5600, MFIN Corequisite: SB/FINE 6800 3.00.
Former prerequisite: SB/FNEN 6810 3.00.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course introduces students to the role that activity-based costing plays in the financial services sector. Students will learn the language, key concepts, and fundamentals of management accounting in a dynamic class room environment. They will also grasp the fundamental importance of effective cost management in mitigating risk and running a successful financial services enterprise.

This course will provide students with a high-level understanding of big data / data analytics, emphasizing its strategic value for organizations and the application of these concepts for improved operational insights. Students will also study the fundamental concepts and considerations required to establish a data analytic framework specific to organizations, which is dynamic and adapts / responds to changing environments.

This course provides students with an intermediate level of working knowledge regarding databases, including database management, data architecture, data governance and SQL programming. Please note that this course is intended for students wishing to pursue a career in consulting and / or professional services and is not suitable for those wishing to pursue data warehousing, administration and / or data engineering.

This course introduces students to various leading-edge tools and applications within the field of accounting analytics. While emphasis is placed on enabling students to identify the high-level capabilities of each tool / application, students will also be introduced to design principles and data structures to enable analytics solutions – including developing the introductory skills to code in multiple tools / languages.

This course provides an introduction to data analytics modeling for accounting and financial professionals. The first part of the course covers data wrangling needed to set up analytics projects. The second part of the course covers modeling. The overall goal of the course is to develop students’ programming skills and understanding of advanced financial and accounting analytic models and methods.

This course introduces students, at a high-level, to the field of accounting analytics / consulting. Students will learn the fundamental skills required of new accounting analytics professionals, including project management and teamwork, client proposal development and delivery, critical-thinking, problem-solving, and communication skills. A variety of materials, including lectures, case studies, and role-playing will be used to highlight facets of consulting.

The Accounting Analytics Consulting Project will enable students to apply skills learnt both throughout the program, and during any previous education or work experience, by providing an opportunity for hands-on, problem-driven research and application. Students will undertake a comprehensive project at an organization and provide data-based, actionable strategic and business insights.

This course provides students with an understanding of the metals and minerals industry and its impact on the global economy. We examine the mining life cycle and the defining characteristics of the metals and minerals industry which address all aspects related to the discovery and production of metals and minerals. We also explore the materials life cycle which starts with metals as the raw materials for industries that produce products that are vital to society. We then explore the relationships between companies that produce metals and those that consume metals.

Using the GMM Strategy Framework, students analyze, assess and develop strategies that metals and minerals companies employ to create wealth over the long term for stakeholders.

Prerequisites: All 5000-series Required Foundations of Management Core Courses, GMMM 5100

Corequisites: GMMM6200, GMMM6300, GMMM6400

Students analyze, assess and develop financing structures and strategies that metals and minerals companies employ to develop mineral properties.

Prerequisite: All 5000-series Required Foundations of Management Core Courses, GMMM 5100

Corequisites: GMMM6100, GMMM6300, GMMM6400

Students analyze and assess the role that stakeholders have in determining the strategies of metals and minerals companies and the critical role of collaboration in seeking outcomes that benefit all stakeholders. Students learn responsible business practices, specifically focusing on the strategies, skills and methods used to bring together stakeholder groups with divergent views and values.

Prerequisite: All 5000-series Required Foundations of Management Core Courses, GMMM 5100

Corequisites: GMMM6100, GMMM6200, GMMM6400

In this course, students learn to develop Organizational Excellence Models for metals and minerals companies. They learn to implement the strategic choices metals and minerals companies make through the development of key elements of Organizational Excellence. This includes the identification, development, and measurement of elements of Organizational Excellence in the metals and minerals industry as well as the creation of supporting organizational structures and governance mechanisms.

Prerequisite: All 5000-series Required Foundations of Management Core Courses, GMMM 5100

Corequisites: GMMM6100, GMMM6200, GMMM6300

This course is the integrative research project for students in the GMM specializations and diploma. It allows students to deepen their understanding of the subjects and methods learned in other GMM courses. Students gain firsthand, problem-focused experience on the application of the concepts taught in the GMM program. Projects vary widely in scope, nature, and topic depending on students’ backgrounds and career ambitions. Students will be mentored by one of the GMM instructors to use the knowledge acquired in other GMM courses to develop insightful analysis and valuable recommendations.

Prerequisites: GMMM5100, GMMM6100, GMMM6200, GMMM6300, GMMM6400
Corequisites: None

Effective Term: Winter 2023

This course examines the publicly funded healthcare system through the lens of key change drivers (e.g. aging) and disruptors (e.g. Covid-19) challenging organizations to adapt strategies. Organizational strategy is predicated on analytical tools and (Porter 5 forces etc.) However, with the radical shifts that have rocked health systems on a global scale, a central focal point is environmental impact.

Pre-requisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor.

To lead innovation and transformation in the health sector, leaders must work across organizational and systems silos to develop shared priorities and cohesive systems approaches. The course will integrate concepts from complexity science, systems theory, adaptive leadership, and behavioural economics to challenge one to explore leadership while gaining tools for leading systems challenges in the health sector market.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course provides a broad coverage of the essential elements of international business. Topics covered include: international business patterns; cross-cultural systems affecting the conduct of international business; theories of international business; international financial institutions; multinational corporations; and functional management and operational concerns.

This course is not open to iBBA students.

This course focuses on how to deal with the issues affecting the success of organizations operating internationally through exporting, importing, licensing or engaging in foreign direct investment. Role-playing, and development of an international business plan will be utilized in generating the skills and mind-set required for dealing with real-life international business situations.

Prerequisites/corequisites: Enrolment in the third or fourth year of the iBBA Program or enrolment in the third or fourth year of the BBA Program. BBA students must also take SB/ECON 3510 3.0 Applied International Economics either as a corequisite or as a prerequisite for this course. The course is required for the Schulich Certificate in International Management, but students do not have to enrol in the Certificate to take the course.

Work Placement in the Global Context provides undergraduate students with an opportunity to earn credit for gaining relevant work experience in a global context. Approval of work placement must be obtained by the undergraduate associate program director prior to start of the course.

This course is the capstone for the Certificate in International Management. By exposure to senior executives operating in international business, who will be presenting seminars, and by actual visits to actual businesses, students will be able to see how real-life situations are dealt with, and what skills and mind-set are required to be successful in international business.

Prerequisite or Co-requisite: SB/IBUS 3200 3.00

Note: Preference will be given to students enrolled in the Certificate in International Management.

The course is designed to help students understand the opportunities and problems of managing business in developing economies. Through readings, cases and projects set in various geographical regions, students will learn how country- and organizational-level characteristics of various developing economies differentially influence market entry and related business functions in these economies. Pre-requisites and/or Co-requisites: Third-year or fourth-year standing in the program.

Guided Study: Selected Problems in International Business

This course examines the development of the international enterprise (large and small) in the global economy, focusing on the evolving strategies and structures and the similarities and differences between American, European, Japanese and Canadian enterprises. The course identifies domestic and international environmental constraints and their influence on the operating performance of the enterprises in different countries, both developed and developing. The adaptation of basic managerial functions to these different environmental constraints is considered.

Prerequisite: SB/SGMT 6000

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course is designed to help IMBA students acquire skills and knowledge that will facilitate their professional development, including securing a required Work Term, and conducting full time job search in the business arena. Under the guidance of a dedicated team, students (1) engage in self-assessment, (2) develop an awareness of the changing professional environment and (3) learn how to interact with other professionals in different cultural and organizational settings. Co-requisites: All first year IMBA core courses and is a prerequisite for INTL 6060 9.00 Work Term in Term 3 or 4.

This course is a foundational building block for the following integrative modules of core courses for the IMBA program. In this course students will be made aware of contemporary challenges and how a leader approaches strategic thinking and integrates these contemporary challenges into his or her decision making.

This course is an introduction to analytic methods used for managerial decision making. The focus is on a robust framework to critically describe, analyze and communicate a range of complex managerial problems using both qualitative and quantitative data.

For international business professionals to create sustainable, long-term value they need to successfully navigate a complex landscape of stakeholders that are affected by, and affect how businesses operate across borders. This course provides students with the necessary skills to identify, map and prioritize stakeholders.

Effective negotiation skills are essential for international business professionals. This course focuses on negotiation processes and practices in different countries, industries, and types of transactions. Through practical exercises and assignments, students in this course can expect to develop their analytical, strategic and negotiation skills for international business.

This multi-functional and multi-disciplinary course builds on the analytic skills students are learning in each of the functional core courses taught in Term 1. Students will analyze an organization and its corresponding industry in order to assess the key risks facing international firms or firms interested in international expansion.

This course provides an overview of corporate financial reporting. The emphasis is on understanding the broad accounting framework and the ways in which financial reporting is affected by user needs, management motivations, and national environmental factors.

This course provides managers with an overview of the economic environment within which businesses must operate, and an understanding of some of the analytical tools which economists use to solve business and economic problems.

This course provides an opportunity to learn about investment and financing in an international context. The investment decision allocates scarce resources to projects in the organization and involves asset valuation, capital budgeting, risk management, working capital management and performance assessment. Emphasis is on applying new knowledge through industry studies and cases.

This course will introduce aspiring international managers to organizational behaviour-a discipline that studies individual and group behaviour in the workplace. It will cover the key concepts in the field from a cross-cultural perspective and contributes to the skills and knowledge that students require as a foundation for leadership positions into which they will move.

To manage an enterprise effectively, identify strategic opportunities, and maintain competitive advantage, management accounting focuses on understanding and anticipating the impacts of alternative decisions on an organization as a whole. This course is designed to help students become discriminating users of management accounting information and looks to develop advanced managerial accounting skills in a global environment.

The ( ESL, French, German, Japanese, Mandarin, or Spanish ) Communication and Culture course is a non-credit language course offered in the Fall and Winter terms at the intermediate and/or advanced level of oral proficiency. Enrolment is limited to ten students. Taught by a native speaker, this course exposes students to business practices and the use of language in business contexts in the country and region where the language is spoken. The courses is mandatory for all IMBA students whose Placement Oral Proficiency level is below Advanced-High. Non-IMBA students may be granted permission to enrol if their oral proficiency is of the same level as the IMBA students enrolled in the class. There is a fee for this course for non-IMBA students.

This course develops the thinking and reflective skills required for leadership in a turbulent world. Drawing on complexity science, the course applies a multiple perspectives framework to Challenge embedded assumptions and advance students¿ ability to think creatively, analytically
and strategically. Students learn to identify and reframe complex problems more effectively, and to develop and communicate actionable solutions compellingly.

This multi-functional and multi-disciplinary course builds on the analytic skills students are learning in each of the functional core courses taught in Term 1. Students will analyze an organization and its corresponding industry in order to assess the key risks facing international firms or firms interested in international expansion.

Before making any strategic international decision, an organization needs to gather information to assess the potential of a market and the corresponding risk. This course will give you the tools and frameworks to analyze any country or region of the world to provide that information.

Before making any strategic international decision, an organization needs to gather information to assess the potential of a market and the corresponding risk. This course will give you the tools and frameworks to analyze any country or region of the world to provide that information.

This course familiarizes students with fundamental marketing concepts in an international context. It stresses when and how to standardize or adapt marketing programs in different markets. It covers both large and small firms marketing a broad range of consumer and industrial products and operating in developing and developed country markets.

This course introduces students to the field of strategic management and develops the analytical frameworks that can help them become effective international managers. The course looks at the process of choosing and defining organizational purposes and objectives, formulating and implementing a viable strategy, and monitoring strategic performance.

In this course we cover some of the basic but powerful ideas from operations management and the management of information systems that drive the sustainability of the critical processes of modern international organizations.

The ( ESL, French, German, Japanese, Mandarin, or Spanish ) Business Communication and Culture course is a non-credit language course offered in the Fall and Winter terms at the intermediate and/or advanced level of oral proficiency. Enrolment is limited to ten students. Taught by a native speaker, this course exposes students to business practices and the use of language in business contexts in the country and region where the language is spoken. The courses is mandatory for all IMBA students whose Placement Oral Proficiency level is below Advanced-High. Non-IMBA students may be granted permission to enrol if their oral proficiency is of the same level as the IMBA students enrolled in the class. There is a fee for this course for non-IMBA students.

A minimum 12 weeks full-time work is required in a country where the student has not had any life or work experience in the last 10 years, and for students with ACTFL OPI levels below Advanced- Mid requiring remedial language study, in a country where the IMBA language is the primary language. Exceptions must be approved by the Program Director. Prerequisites: Terms 1 and 2 Core Courses.

The International Field Study represents the culmination of a student's work in the IMBA program. Working in teams over two terms, students study a client site with an international focus to gain practical insight into the complexity of strategic decisions involved in conducting international business. Students undertake an in- depth analysis of the client's external and internal environments and evaluate the organization's activities to develop actionable recommendations.
Prerequisite: Terms 1 and 2 Core Courses.
Course Credit Exclusion: SB/MGMT 6100 3.00, SB/ PUBL 6100 3.00

This core course provides students with analytical tools useful for dealing with microeconomics from a manager's perspective. The course focuses explicitly on the application of economic concepts and theories, including market behaviour, price determination, and theories of competition. Note: Not open to BBA students for credit. Not available to exchange students visiting Schulich. Course Credit Exclusion: AP/ECON 1000 3.0 (Formerly: AK/AS/ECON 1000 3.0)

This core course provides students with an overview of the aggregative performance of the economy with emphasis on policy application and implications for business. Topics discussed include the determination of key macroeconomic variables such as real GDP, the inflation rate, the unemployment rate, interest rates, and the effect of governments' monetary and fiscal policies. Note: Not open to BBA students for credit. Not available to exchange students visiting Schulich. Course Credit Exclusion: AP/ECON 1010 3.00 (Formerly: AK/AS/ECON 1010 3.00)

This course is designed to introduce the basic business French communication skills and the cultural context associated to French language. It provides exposure to major French-Canadian companies and to some aspects of contemporary French-Canadian culture. It encourages students to explore the social and cultural roles of French society.

Prerequisites: Successful completion of AP/FR 0130 6.00 (formerly 1030 6.0 0) or Placement test/permission of course director

Course Credit Exclusion: AP/FR 1080 6.00 or AP/FR 1060 6.00

This is the second half of a two-term sequence course in which students will develop business French Communication skills and the cultural context associated to French language. It prepares students for further exposure to read and understand topics such as the main French companies (France) and to some aspects of contemporary French culture. It encourages students to explore the social and cultural roles of French society.

Prerequisites: SB/INTL 2020 3.00 or Placement test or permission of course director

Course Credit Exclusion: AP/FR 1080 6.00 or AP/FR 1060 6.00

This core course examines international economics from the viewpoint of the firm and the nation. International trade, foreign investment, tariffs and other trade barriers, economic integration, the balance of payments, the foreign exchange market, and the international monetary system are among the topics studied.

Note: Not open to BBA students for credit. Not available to exchange students visiting Schulich.
Prerequisites: SB/INTL 1200 3.0 and SB/INTL 1210 3.00
Course Credit Exclusion: SB/ECON 3510 3.00

The purpose of this core course is to introduce students to organizational behaviour - a discipline that studies organizations and the individuals and groups within them. Furthermore, the course stresses the importance of developing an international perspective and cross-cultural sensitivity to organizational behaviour issues. Interpersonal and group skills and new ways of dealing with issues ranging from ethical use of organizationally based power to technological change to work-force diversity are introduced. Through cases, exercises, and experiential activities, skills in stress management ,conflict, leadership, motivation, and other work-related issues will be introduced. The central objective of the course is to create a knowledge base from which students can develop organizational competence. The course is grounded in an assessment that the changing demands on managers imply a need for intellectual flexibility and an increasingly broad range of managerial skills.

Note: Not open to BBA students for credit. Not available to exchange students visiting Schulich.
Course Credit Exclusion: SB/ORGS 1000 3.00 and SB/ORGS 2010 3.00 (or equivalent)

This core course focuses on the fundamental concepts of strategy and strategic management and explores the task of developing, implementing, executing and monitoring an organization's strategy, with particular focus on firms operating in international markets. The emphasis is on the problems and issues that affect the success of an entire organization. Examples are drawn from all sizes and types of
organizations, although the majority of content and cases deal with profit-oriented enterprises operating in the competitive global business environment. The course uses readings, lectures, case discussions and role playing to expose students to a wide range of concepts and to the many type of situations that face managers and bear directly on an organization's ultimate success.

Note: Not open to BBA students for credit. This course cannot be completed on Exchange.
Prerequisites: Successful completion of all Year 1 and 2 core courses.

This course is designed for an audience primarily of iBBA students but also open to BBA students who wish to acquire the knowledge of corporate management in the following activities: marketing (choice of products and prices,
distribution / sales, communication, advertising, marketing mix); supply, sales, purchasing and logistics. This course will assist students to develop a French-speaking cultural and commercial vision.

Prerequisites: SB/INTL 2020 3.00 and SB/INTL 2021 3.00 or Placement test/ permission of course director

Course Credit Exclusion: AP/FR 2060 3.00, AP/FR 2061 3.00, AP/FR 2081 3.00 and AP/FR 2082 3.00

This course is designed for an audience primarily of iBBA students but also open to BBA students who wish to acquire knowledge in management and business strategy while refining their skills in French. Students will study various aspects of a business enterprise including management styles; business strategies for survival; growth and sustainability; corporate governance, etc. Students are expected to have a French-speaking cultural and commercial vision at the end.

Prerequisites: SB/INTL 2020 3.00 and SB/INTL 2021 3.00 or Placement test/ permission of course director

Course Credit exclusion: AP/FR 2060 3.00, AP/FR 2061 3.00, AP/FR 2081 3.00 and AP/FR 2082 3.00

For iBBA students an internship with an organization completed outside of Canada for a minimum of 8 weeks. International (VISA) students are permitted to do the internship in Canada.

Student teams use a sophisticated business simulation program to manage a firm through multiple years of operation in a competitive industry. All teams must integrate their knowledge of functional areas of business and ethics to develop a mission and strategy for their firm and implement the strategy in a dynamic market and consistently revise their strategy in response to the strategic moves of competing firms. At the same time, students must analyze and reflect upon the dynamics of expanding their operations to successfully compete in an international market.

Note: Not open to exchange students.
Prerequisites: SB/SGMT 3000 3.00 or INTL 3000 3.00 (previously offered as SB/INTL 4400 3.00); Year 4 BBA/iBBA standing required
Course Credit Exclusion: SB/SGMT 4150 3.00

This core course focuses on the fundamental concepts of strategy and strategic management and explores the task of developing, implementing, executing and monitoring an organization's strategy, with particular focus on firms operating in international markets. The emphasis is on the problems and issues that affect the success of an entire organization. Examples are drawn from all sizes and types of organizations, although the majority of content and cases deal with profit-oriented enterprises operating in the competitive global business environment. The course uses readings, lectures, case discussions and role playing to expose students to a wide range of concepts and to the many type of situations that face managers and bear directly on an organization's ultimate success.

Note: Not open to BBA students for credit. Not available to exchange students visiting Schulich. This course cannot be completed on Exchange. Enrolment for Year 3 students is with permission only and preference is given to iBBA students.

Guided study

This introductory course on machine learning is aimed at graduate students who are going to work with data scientists in the finance industry. The course explains the most popular machine learning algorithms used by data scientists, which enables the students to assess their strength and weakness for a particular application and work productively with data scientists. Algorithms are illustrated with different data sets from the finance industry and others in EXCEL and Python.

This course provides the tools needed to build models from data sets, validate models, and make predictions. The course emphasises the SAS environment. Major areas for discussion include analysis of variance, regression, categorical data analysis, and predictive modelling. The course emphasizes both theory and practice, allowing students to use statistical theory for purposes of business case analysis.

The Data Management and Programming course examines advanced techniques for manipulating data. The course emphasizes the SAS environment. Major areas for discussion include controlling input and output, summarizing data, data transformations, and debugging.
Corequisite: SB/MBAN 5110 3.00.

This course is an introduction to the fundamental theories of visual communication design applied in data visualization and visual analytics. Students become familiar with data-driven decision making workflows and storytelling best practices. Major areas for discussion include visual design principals, data structures, taxonomy of data visualization models and weekly technical tutorials using the Tableau software.

This course provides advanced tools needed to build models from data sets, validate models, and make predictions. The course emphasizes the SAS environment. Major areas for discussion include analysis of variance, regression, decision trees, and predictive modelling. The course emphasizes both theory and practice, allowing students to use statistical theory for purposes of business case analysis.

Prerequisite: SB/MBAN 5120 3.0

This course establishes a foundation for data science in the business domain. Through in-class lecturing and hands-on projects, students learn fundamentals of data, data management and data-centric programming. The classes cover up-to-date applications in data science, such as Python, SQL and Hadoop.

The Analytics Consulting Project is the capstone integrative course of the MBAN program. It will allow students to deepen their understanding of the subject matter and methodologies, as well as provide an opportunity for hands-on, problem-­driven research and application. It is an intensive, 8 month project where groups of 4 MBAN students undertake a comprehensive analytics project of an organization ("client site") and provide business insights to enhance the site's future success. At the conclusion of the analytics consulting project students submit and present their final work to a panel of at least two experts, including the course director, and also to the client site.

An introduction to data science techniques designed for students who will work with data scientists or invest in related ventures. The course introduces fundamental concepts and techniques for the analysis of data-centered business problems, the creation and evaluation of solutions, the data science strategies, the basic cycle of a data-mining project, and the integration into business strategies.
Prerequisite: MBAN student

This course is designed for business students who will pursue a career in the related industries. The course first teaches students Unix command line and Python programming language, which constitute the uniform computing environment for the following topics: data visualization; predictive modelling; relational database and SQL; Web APIs; big data, Hadoop and MapReduce; and Stochastic Search and Optimization methods. Towards the end of the course, various business cases from data science are introduced; examples may include: (i) online recommender systems; and (ii) Online targeted display advertising. Through in-class labs, the course gives students hands-on experience of advanced data science techniques. Students are required to bring own laptop to participate these in-class labs.
Prerequisite: MBAN student, SB/MBAN 6110 3.00

This course provides a practical grounding in analytics and artificial intelligence (AI) and its business applications in organizations. Students will learn how to address business pain points through AI and analytics solutions and how to sell and deliver project ideas. Students will gain skills needed to transform an organization into an innovative, efficient and data driven company of the future.

This course provides a critical overview of the issues and methods involved in conducting empirical Operations Management (OM) research. This is a required course for doctoral students majoring Operations Management.

Students are introduced to the field of artificial intelligence, with a focus on business applications and a historical perspective that covers the basic terminology and concepts. The course covers multiple facets of artificial intelligence including knowledge representation and symbolic reasoning; biologically inspired approaches to artificial intelligence; supervised, unsupervised, and reinforcement learning; multi-agent systems; planning; and natural language processing.

The emphasis in this course will be on automation and autonomous cyber-physical system applications of artificial intelligence. Students will delve deeper into topics which include: probabilistic reasoning & handling uncertainty; search; perception & sensing; human-computer interfacing; conversational systems; and autonomous robotics, drones, and autonomous vehicles.
Prerequisite: SB/MBAN 6500 3.00

The seminars enhance the core curriculum and provide students with an opportunity to dialogue with leading academic scholars in the field, and learn about their current research. These seminars constitute an important part of the research component in the Master of Finance program. Attendance is mandatory.

The seminars complement the core curriculum and provide students with an opportunity to dialogue with industry experts from different areas of finance, and discuss career opportunities. Attendance is mandatory.

This course provides an in-depth analysis of the foundations of the
capital markets, financial securities, empirical work, and practice. This
first finance course in the Master in Finance programme provides the basic
economic intuition and fundamental derivations of financial models and
valuation framework, as well as the essential practical side of the
concepts and financial models.

Prerequisites: A working knowledge of calculus and basic econometrics (OLS
regressions) will be necessary.

The three fundamental corporate finance decisions, the investment
decision, the financing decision and the dividend decision, are studied in
this course. Students will examine both theories of these decisions and
the application of the theories to real businesses. In addition, business
valuation concepts and tools will be studied and applied to real
businesses.

Co-requisite: ACTG 6120 3.0

The objective of this course is to provide an advanced analysis of the major issues affecting the financial policy of a modern corporation and the role of investment banks in facilitating those policies. We will discuss issues such as the Going-public decision of a firm and its Initial Public Offering (IPO), Security Issuance decisions such as SEO's, other corporate restructurings and M&A's, impact of corporate governance on such decisions, roles played by Analysts and Institutional Investors and their impact on such decisions and how Investment Banks take all these into account when they advise firms on these decisions.

Prerequisites: MFIN 5200 3.0
In addition, a working knowledge of basic econometrics (OLS regressions) will be necessary.

This is an introduction to the management of fixed income markets and interest rate derivative securities. Major topics covered include term structure theories, institutional settings of the fixed income markets, and analytical tools for managing interest rate risk. It not only emphasizes traditional management methods such as duration and immunization, but also cutting edge approaches such as continuous-time, dynamic management techniques of interest rate risk. Prerequisite: MFIN 5200 Co-requisite: FINE 6800

This course will function as a hands-on research practicum in which 3-4 "live" structured products will be brought into the classroom and analyzed using the tools of financial economics. And, given the advanced (capstone) nature of the course, we will examine these structures from a variety of perspectives. Some of the questions we will address are: Who exactly manufactures them? Why are they being created? Who buys them and how do they fit into a pre-existing investment portfolio? How should they be priced/valued? What are their regulatory and tax implications? Can they be synthesized using existing securities? How profitable are they for the issuer/underwriter?

Prerequisite: MFIN 5400 3.0 Fixed Income Securities

This course covers a list of advanced topics in derivative securities with a focus on pricing and hedging. Students are assumed to have taken an introductory course in derivatives. The objective of this course is to develop modelling skills needed to value the full range of derivative securities: from exchange-traded options to over-the-counter products including exotic options, embedded options and credit derivatives. The fundamental theory is the Equivalent Martingale Pricing Principle or the Risk-neutral valuation by no-arbitrage. Analytical models and various numerical methods will be discussed in detail. It is assumed that students are familiar with the Black-Scholes and binomial pricing models.

MBA Prerequisite: FINE 6800 3.00

This course focuses on the role that institutional investors play in the financial market and their investment process. It begins with an overview of the wealth management industry, followed by an examination of the asset allocation decision, investment strategies, portfolio performance evaluation, alternative investments, behavioral finance, and responsible investing. The emphasis is on both the theoretical underpinnings and the practical execution of the investment models.

This course provides an overview of Canadian capital markets and securities regulation and a discussion of selected issues in corporate governance. The focus is on contemporary debates in securities regulation and corporate governance, paying particular attention to how these developments are situated within the history of the development corporate governance laws and norms in Canada and internationally.

The objective of the course is to provide an introduction as well as an in-depth understanding of issues in financial risk management from the perspective of non-financial corporations. The focus is on the measurement of risk and the usage of related instruments to hedge the risk. Prerequisite(s) MFIN 5400 3.0 FINE 6800 3.0

This course is designed around the Code of Ethics and Standards of Professional Conduct from the CFA Institute. Students who wish to pursue a career in capital markets should prepare themselves with a thorough understanding of the ethical principles and professional standards. Using real-life examples and case studies, students gain experience in analyzing and resolving complex business challenges in finance.

Using lectures, team-based exercises, interactive discussions and field research, this course will introduce students to the key management
concepts and theories about how businesses operate, compete, provide value to customers and make money. It will provide a solid foundation to help students develop the general management skills (e.g., problem-solving, teamwork, critical thinking, networking and decision-making) required to be successful in their chosen career path.

This blended core course provides students with a deeper understanding of the world they live in. It explores key dimensions of globalization and diverse aspects of an ever-evolving global business environment. It examines historical forces that have shaped organizations, institutions, and stakeholders, their effects on business activities within and across nations in the present, and their implications for the future.

Course Credit Exclusion: SB/MGMT 1030 3.00

This course examines the role of firms and entrepreneurs in the creation of the global economy over the past two centuries. Based on a historical perspective, the course addresses many contemporary issues related to globalization: the opportunities and problems of operating abroad, the role of governments in attracting and controlling foreign investment, the contribution of multinationals to growth and prosperity. Note: Open only to students in year 3 or year 4.

This course familiarizes students with basic legal concepts and principles relevant to business administration. Topics include: the Canadian judicial system; contract law; tort law (including negligence, product liability and defamation); forms of carrying on business (including sole proprietorships, partnerships and corporations); bailment, agency and employment law; real property and mortgage law; and intellectual property law (including trademarks, copyright and patents).

Course credit exclusions: AP/POLS 3165 3.00, AP/SOSC 3165 3.00.

This course familiarizes students with key elements related to analyzing and developing comprehensive solutions for business cases with the goal of improving participants' ability to present their arguments in a compelling way, preparing them for job interviews, work and case competitions. Participants will also develop specific skills such as problem-solving, presentation building, story-telling and managing group dynamics. This course will require students to present frequently, coach others and reflect on their own progress based on feedback and observing their videotape performances. MBA students and former SSB will provide feedback in some sessions. The course will culminate with an In-Class Case competition.

Pre-requisite: Successful completion of all Year 1 and 2 core courses.

This course introduces visiting exchange students to Canada’s history and geography and their influence on today’s nation. Important learning objectives are to increase students’ awareness of Canada’s economic heritage, its social environment as well as its business sector, including entrepreneurship, leading industries, and “branch plant economy". Emphasis is placed on Canada’s policy environment, including federal-provincial relations, corporate governance and foreign policy.

Students must be on exchange from one of Schulich's undergraduate exchange partner schools. Schulich students in the BBA and iBBA programs cannot take this course.

In this core course, student teams use a sophisticated business simulation program to manage a firm through multiple years of operation in a competitive industry. All teams must integrate their knowledge of functional areas of business and ethics to develop a mission and strategy for their firm, implement the strategy in a dynamic market and consistently revise their strategy in response to the strategic moves of competing firms.

Note: Not available to exchange students visiting Schulich.

Prerequisites: SB/SGMT 3000 3.0 or SB/INTL 3000 3.0 (Previously offered as SB/INTL 4400 3.00); Year 4 BBA/iBBA standing required
Course Credit Exclusion: SB/SGMT 4150 3.00

Using lectures, cases, simulations and role-playing of typical client/consultant interactions, the course will detail the steps of consulting process. Emphasis is placed on the practical application of analytical, communication and teamwork skills required of consultants. The course will also include an overview of the management consulting profession and the different types of firms that make up the industry. When possible, practicing management consultants will visit as guest lectures and interact with students.
Note :Open to 3rd and 4th Year BBA/iBBA students only.
Prerequisite: SGMT 3000 3.00 or INTL 3000 3.00 (previously offered as SB/INTL 4400 3.00).

Provides BBA and iBBA students with an opportunity to earn credit for gaining relevant work experience. This is a work-focused component of Experiential Education (EE) that finds the key to learning is in application of theories and concepts that students learn in other courses to the professional-like activities students engage in and reflect upon their actions.

This six-credit work-focused component of experiential education requires that students reflect on and apply theories and concepts learned from other courses to professional activities students engage in at a work environment. A minimum number of hours of work placement is required.
Enrolling in any combination of MGMT 4850 3.0, MGMT 4860 6.0, and IBUS 4100 3.0 must not exceed 9 credits.

This course is designed to help international students acquire skills and knowledge that will facilitate their professional development in a Canadian context. Students will (1) engage in self-assessment, (2) develop an awareness of their new professional environment, (3) learn how to interact with other professionals in the North American cultural setting, and (4) promote themselves in an effective manner.
Note: Open to students in Schulich India only.

This course is designed to help master-level degree program students acquire skills and knowledge that will facilitate their professional development and increase their employability. The students (1) engage in self-assessment, (2) learn to promote themselves in an efficient manner, (3) design a customised internship/job search strategy and (4) develop their intercultural competence and applied knowledge of equity, diversity, and inclusion.

This course focuses on value creation through management action in a multi-level, multi-actor environment. We explore questions such as what is value, how is value created, and what and who drives value towards which ends? Locating the business enterprise within the value creation process we link it to the role of various actors such as government, NGOs, consumers, and employees. Prerequisites: It would usually be expected that students have completed all 5100 required courses. No student will be allowed to take the course without having completed MGMT 5150.

This course builds on the knowledge acquired in Professional Development Hive – Part 1, MGMT 5190 course, continuing to help master-level degree program students acquire skills and knowledge that will facilitate their professional development and increase their employability. The students (1) develop an awareness of the changing professional environment, (2) learn how to effectively interact with other professionals in different cultural and organizational settings and (3) manage the job negotiation process.

This course is designed to introduce students in their first-year of the Joint MBA/JD Program (either business or law) to practical issues related to business and law. Following an initial introduction to the relationship between business and law, students will be exposed to guest lectures from a number of Canadian corporate and professional leaders representing a variety of industrial sectors.

The Strategy Field Study is the culmination of an MBA student's work. Through a teambased two-term in-depth study of a client organization, students integrate acquired knowledge and skills to analyze the organization's internal and external environments, including environmental, social, and governance (ESG) factors, and develop actionable recommendations and an implementation plan that contribute to the organization's future economic and ESG success. Students must form their teams for the Strategy Field Study in the term that they begin the process and must register in MGMT 6090 to formalize the start of the study. Students must also register for MGMT 6100.30 in either the first or second term of the Strategy Field Study.

Prerequisites: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course. Prerequisite or Corequisite: SGMT 6000.30 and registration in MGMT 6100.00 in the first or second term of the Field Study.

Learn more about the Strategy Field Study.

The Strategy Field Study is the culmination of an MBA student's work. Through a teambased two-term in-depth study of a client organization, students integrate acquired knowledge and skills to analyze the organization's internal and external environments, including environmental, social, and governance (ESG) factors, and develop actionable recommendations and an implementation plan that contribute to the organization's future economic and ESG success.

NOTE: Students undertake their Strategy Field Study after completing the 5000-series Required Foundations of Management Core Courses

Learn more about the Strategy Field Study.

This course develops thinking and reflective skills required for leadership in a complex world. Drawing on complexity theory and a multiple-perspectives framework that embraces sustainability, ethics, history, and diversity & inclusion, the course advances students’ ability to think creatively, analytically, and strategically. Students learn to identify and reframe complex problems more effectively, and to develop and communicate innovative solutions compellingly.

This course familiarizes students with basic legal concepts and principles relevant to business administration. Topics include: the Canadian judicial system; contract law; tort law (including negligence, product liability and defamation); forms of carrying on business (including sole proprietorships, partnerships and corporations); bailment, agency and employment law; real property and mortgage law; and intellectual property law (including trademarks, copyright and patents). Prerequisite: All 5100-series Required Foundations of Management Core Courses. Note: Law students or students with law degrees are not permitted to take this course.

This course is designed to give students the opportunity to practice and develop their analytical thinking and presentation skills. The key objective of the course is to train students to successfully participate in national and international case competitions. A secondary objective is to prepare students to successfully interview for management consulting positions. Second-year MBA students who enjoy analyzing cases and delivering presentations are encouraged to take the course.
Prerequisites: SB/ACTG 5100 3.00, SB/MGMT 6150 3.00 (Previously offered as MGMT 5150 3.00), SB/MKTG 5200 3.00, SB/SUST 5200 3.00 (Prior to S23 SB/SGMT 5800 3.00; prior to W20 SB/MGMT 5260 3.0) & SB/ORGS 5100 3.00
Corequisite: SB/SGMT 6000 3.00

This course is designed to help MBA students acquire skills and knowledge that will facilitate their professional development and increase their employability. The students
(1) engage in self-assessment, (2) develop an awareness of the changing professional environment (3) learn how to interact with other professionals in different cultural and
organizational settings, and (4) promote themselves in an efficient manner.

This course takes students from the classroom into the field where they can see how the theoretical study of business (as well as government policy and NGOs) translates into the practical. It is also designed to enhance students' understanding of management, organizations, government policy and economics by examining these phenomena in the context of countries very different from Canada.
Prerequisites: All 5100-series Required Foundations of Management Courses

This course explores the disruptive for-profit pro-poor business models which are emerging in developing countries. It explains the strategic and organizational processes by which new grassroots ventures and spin-offs of large multinational corporations come to recognize unconventional niches and then successfully create new economic and social value in ways that harness and sustain novel sources of competitive advantage.

Pre-requisites: All 5000-series Required Foundations of Management Core Courses or with permission of instructor.

This course covers the strategic, organizational and operational aspects of managing projects. Students learn to manage the technical, behavioural, political and cultural aspects of temporary groups performing unique tasks. Topics covered include: defining deliverables, formulating project strategy, effective group organization and management, dynamically allocating resources, managing without authority, and resolving conflict. Traditional cost and time management techniques are covered using contemporary software packages.
Prerequisite: All 5100-series Required Foundations of Management Core Courses.

Managing innovation, technology and design is key to success. This cross-functional course provides students with understanding and hands-on "innovation lab" experience applying the latest thinking in technology and design to innovation strategies. Suitable for all students, the course emphasizes the balancing of 21st century management skills of creativity, rigor and intuition in the end-to-end management of customer experience.

Creativity and innovation are essential leadership skills in the ever-changing environment. This applied-learning course arms MBA graduates with the right mix of creativity-enhancing tools and techniques to explore innovation in contemporary business contexts. These techniques include lenses of human understanding, creativity, visual thinking and holistic visioning. Bridging a necessary gap, the outcomes are applied to practical business issues.

Prerequisite: All 5100 3.0 series courses.

This course provides MBA students with an opportunity to gain relevant work experience. The work experience must be structured to satisfy the requirements of the relevant program / diploma / project. It must be approved by the program / diploma / course director. This course may be configured as a 0.00 credit, 1.50 credit or 3.00 credit course, depending on the program’s / diploma’s / course director’s requirements.

Through their Graduate Placement, students build upon and practice key learnings from their first year MBA courses, reflect on them, and build an experience relevant for the job market after graduation. It is recommended that students with limited working experience take in their first year the elective course: Professional Development for Managers, MGMT 6350.

Prerequisite: Students are required to complete all 5000 series Required Foundations of Management Core courses before enrolling in this course. This elective can be taken after the prerequisite MBA courses have been completed.

NOTE: This elective can be taken after the prerequisite MBA courses have been completed. Students may enroll in MGMT 6851 in either the term when the work placement occurs or in the term following the work placement. As part of the application to a work placement course, students must consult with Academic Advising and International Relations to determine which term to enroll in MGMT 6851.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

MBA students active in the York Consulting Group (YCG) for a minimum of two terms, may receive course credit for their experience. This experiential course will give participants a comprehensive understanding of management consulting through fieldwork, preparing proposals and completing client projects and participation in YCG business meetings, educational workshops and professional development events.

This weekend orientation workshop will offer an overview of the Canadian healthcare industry. Speakers from various sectors of the healthcare industry such as public hospitals, pharmaceuticals, medical devices, long-term care facilities, public health, biotech, research community, health insurance, venture capital, patient advocates, clinicians and media will present their perspectives on the industry and the issues their sectors face.

Prevention is a critical dimension of health and health care. This course offers an introduction to prevention levels and the epidemiological basis for preventive strategies, explores the leading causes of preventable disease and disability, and the roles of social and commercial determinants of health. It also introduces students to epidemiological research and supports the development of critical appraisal skills.

This course examines the emerging trends and applications in digital health, the opportunities that they offer, and the challenges they entail for healthcare systems. The course focuses on patient portals, human-machine interface, data analytics and machine learning in building information systems that cater to patients and healthcare professionals. The course also explores privacy, confidentiality, and security of health information.

This weekend workshop will offer an overview of strategy in the Canadian healthcare industry. Senior leaders from various sectors of the healthcare industry such as hospitals, pharmaceuticals, medical devices, long-term care facilities, public health, biotech, research community, health insurance, venture capital, patient advocates, clinicians and media will present their strategic issues for their sub-sectors.

This weekend workshop will offer an overview of public policy in the Canadian healthcare sector, with brief comparisons with other jurisdictions. Senior leaders from governments, think tanks and NGOs will present their perspectives and outlook.

This capstone course assigns students to act as consultants to an organization. The course is focused on applying in-class learning to real life situations. The students will be assigned an organization and work in groups to analyze the organizational problem they are given and develop recommendations for the organization to address their strategic issues.

This course explores healthcare organizations in their environments and provides an introduction to the value of strategic thinking and strategic positioning for organizational success and sustainability.

This course examines the demand and utilization of health services; drivers of healthcare costs; measuring output in healthcare; tradeoffs between efficiency, operational effectiveness and equity; realignment of capacity; how healthcare reforms affects demand; utilization and the mix of providers in the healthcare industry.
Prerequisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor.

This course introduces the main elements of a value-based healthcare system. From medical condition centered delivery models, cost analysis and payments, to IT infrastructure, systems integration and geography of care. This course engages students in understanding and coping with these factors and how they can be applied within the Canadian health system.

This course is designed to introduce students to the various financial and non-financial metrics used in the healthcare industry. Students will develop familiarity and understanding of the methodologies used in financial evaluations in healthcare settings and the objectives they serve. Students will develop judgment on which metrics are appropriate given the context.

This course examines the role of the private health sector through the lens of businesses providing technology and services (e.g., pharma), and startups across the healthcare continuum as an engine for new products (e.g., digital health solutions) techniques and insights. How has private sector entrepreneurship and innovation contributed to and continues to accelerate efforts towards improving the healthcare system.

Pre-requisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor.

The course will examine the structures, legislative frames, key levers, and the importance of evaluation and evidence in the health public policy arena. Forces such as lobbying, the media and the impact of politics will be highlighted. The course will also examine key stakeholders and tensions (patients, providers, the public, and politics).

This core course examines the managerial problems involved in formulating and implementing marketing plans in business and nonprofit enterprises. Emphasis is placed on the importance of buying behaviour in influencing marketing decisions. Each element of market responsibility (product development, pricing policy, promotional planning and relationships with marketing channels) is examined. The course develops an understanding of the importance of an integrated marketing program and of the need to relate marketing to other departments within the enterprise.

Previously offered as: SB/MKTG 2030 3.00.

This course develops students’ abilities to reimagine and develop new conceptual frameworks, methodologies, and technologies for future of marketing strategies. Students learn how to communicate novel marketing concepts to management. The course teaches students how to research, create, implement and evaluate innovative marketing plans for nascent digital technologies. Students learn to think and write critically about consumer privacy and ethics.

Note: Priority given to 3rd year BBA/iBBA students.

This course develops a managerial appreciation of marketing research. The steps of the research project are delineated, from problem definition through research design, sample selection, data collection, analysis and presentation. The concepts discussed are integrated into the broader requirements of a marketing information system. A major term project is required.

Prerequisite: SB/MKTG 1030 3.00
(Previously offered as SB/ MKTG 2030 3.00).

Offers a focused approach to the formulation and implementation of an integrated communications strategy to meet particular marketing objectives. Topics of interest include advertising, sales, promotion, public relations, and social media communications, and their integration both online and offline. The approach to communications is cutting edge, multidisciplinary, integrative, practical, and applied. Teaching approaches are varied and include case analysis, discussion, and guest participants.

Prerequisite: SB/MKTG 1030 3.00 (Previously offered as SB/MKTG 2030 3.00).

What do products and services mean to consumers? How do consumers decide what to buy? What are the effects of the social environment on purchases? This course examines these and other fundamental marketing concerns by blending contemporary theory and research with application to actual market problems. Recent contemporary theory topics have included low involvement buying, situation analysis and alternative explanations of consumer motivations.

Prerequisite: SB/MKTG 1030 3.00 (Previously offered as SB/MKTG 2030 3.00).

Social media (i.e., Facebook, Twitter, blogs, wikis) are changing society, marketing, and management. Beginning with an examination of the role of social media, this course expands into methods for researching and understanding it. We learn throughout about its strategic business applications. The course concludes with a focused team project that examines the reality and utility of this new communication form.

Prerequisite: SB/MKTG 1030 3.00
(Previously offered as SB/MKTG 2030 3.00)

Retailing is a cornerstone of marketing because it brings together the two most important players in business - buyers and sellers. In this course the student will learn and apply such topics as category management, service quality, customer satisfaction, relationship marketing, and retention marketing to solve problems confronted by marketers in this rapidly evolving industry. Prerequisite: SB/MKTG 2030 3.00

Explores the tourism-sports-leisure (TSL) industry, one of the fastest growing sectors of the economy. Students will learn about unique strategic challenges of TSL marketing. In addition, expertise of the cultural, societal, and technological context of TSL production and consumption will be discussed to prepare students for jobs in this complex and competitive marketplace.

Prerequisite: SB/MKTG 1030 3.00
(Previously offered as SB/MKTG 2030 3.00)

Using an effective combination of readings, class discussions, real world entertainment marketing cases, and guest speakers, this course develops a managerial and socio-cultural perspective on the marketing of entertainment. Attention is focused on analyzing the relationship between the global marketplace and entertainment business decision making; the determination of entertainment products, services, experiences, prices, channels, and communication strategies; and the firm's overall system for planning and controlling its entertainment marketing effort. Prerequisite: SB/MKTG 2030 3.00

This course satisfies two interrelated objectives: to improve the student's marketing decision-making ability through the solution of complex multinational marketing problems; and to increase the student's sensitivity to different cultural, socio-economic and legal environments encountered in the international marketplace. The course uses readings, cases and a group project.

Prerequisite: SB/MKTG 1030 3.00 (Previously offered as SB/MKTG 2030 3.00)

This course focuses on the role of products in the marketing mix. Topics include: planning and creation of new products, deletion of obsolete products and management of mature products in the product line. Instructional methods include lectures, case analysis and textbook discussion.

Prerequisite: SB/MKTG 1030 3.00
(Previously offered as SB/MKTG 2030 3.00)

This course provides students with firsthand experience of digital marketing challenges organizations face and how digital marketing can be used to support the overall marketing effort. Student groups are paired with a company to develop concrete and actionable solutions to a digital marketing challenge. The course consists of a mix of lectures and team meetings with the instructor.

Prerequisite: SB/MKTG 1030 3.00 (Previously offered as SB/MKTG 2030 3.00).

Guided Study - Selected Problems in Marketing

This course familiarizes students with the major marketing concepts (buyer behaviour, segmentation, targeting, positioning, product/service development and management, pricing, distribution, communication). It applies these concepts to profit, not-for-profit, new, mature, service, product-based, domestic and international organizations. It develops specific skills such as problem-solving, verbal presentation, business writing and group work. Marketing ethics and sustainability issues are integrated into the course.

This course familiarizes students with the major marketing concepts (buyer behaviour, segmentation, targeting, positioning, product/service development and management, pricing, distribution, communication). It stresses the application of these concepts to profit, not-for-profit, large, small, new, mature, service, product-based, domestic and international organizations. It also develops specific skills such as problem-solving, verbal presentation, business writing and group work.

This course develops students' understanding of basic and advanced market research methods. Students learn to evaluate completed research projects and conduct research studies, developing proficiency in defining research questions, developing research designs, selecting appropriate samples, conducting analysis and writing actionable management reports. Also examined are mobile research, brand maps, social media monitoring/metrics, Big Data, consumer surveillance and data privacy issues. Prerequisite: SB/MKTG 5200.030

This course offers a focused approach to the formulation and implementation of an integrated communications strategy to meet particular marketing objectives. Topics of interest include advertising, sales, promotion, public relations, and social media communications, and their integration both online and offline. The approach is cutting edge, multidisciplinary, integrative, practical and applied. Teaching approaches include case analysis, discussion, and guest participants. Prerequisite: MKTG 5200 3.0

This course assists students in developing a thorough understanding of both organizational buyers and end consumers. The psychological, sociological, organizational and environmental factors that shape buyer behaviour are reviewed. Throughout the course, the implications for both marketing strategies and tactics are addressed. Prerequisite: SB/MKTG 5200.030

In this course, students learn to conduct, analyze, and evaluate qualitative research in a marketing and management context. The course is centered around a group project focused on product or brand consumption. Through various project phases, students learn project planning, qualitative data collection, analysis, and interpretation, visual methods, videography, netnography, projective methods, and report preparation and presentation skills. Prerequisite: MKTG 5200 3.0

This course develops students’ abilities to reimagine and develop new conceptual frameworks, methodologies, and technologies for future of marketing strategies. Students learn how to communicate novel marketing concepts to management. The course teaches students how to research, create, implement and evaluate innovative marketing plans for nascent digital technologies. Students learn to think and write critically about consumer privacy and ethics.

Social media is changing society, changing the nature of marketing, and changing the way that business is conducted and managed. In this course, students explore the role of social media in the life of the marketer and business manager. It begins with a detailed understanding of the origins, forms, and uses of social media. It expands into an examination and hands-on of the methods for researching and understanding social media. The course then overviews the various uses and forms of social media, ranging web-pages, forums, and blogs to social networking sites. Twitter, wikis and mobile. The course features an applied student project that brings to life the potential and pitfalls of this new marketing and management communications form. Prerequisite: MKTG 5200 3.0

This course examines the need for marketing in service industries, develops an understanding of the ways in which service marketing differs from product marketing, and improves students' understanding of how service characteristics affect the marketing function. Students learn to develop and implement marketing plans for service organizations. Prerequisite: SB/MKTG 5200.030

Using an effective combination of readings, class discussions, real world entertainment marketing cases, and guest speakers, this course develops a managerial and socio-cultural perspective on the marketing of entertainment. Attention is focused on analysing the relationship between the global marketplace and entertainment business decision-making; the determination of entertainment products, services, experiences, prices, channels and communications strategies for licensing, live concerts, sponsorship, entertainment brands, movies, prerecorded music, streaming, nightclubs, and live theatre.

Prerequisite: SB/MKTG 5200 3.00.

This course examines retail strategies on a number of fronts including: product selection, service quality, pricing, promotion, e-commerce and consumer loyalty. The course provides students with the knowledge required to assess and develop retail strategy within and beyond the Canadian context. Pre-requisite: SB/MKTG 5200

This course prepares students to work effectively with real-world retail data sets, matching analytical approaches to data using appropriate strategic frameworks. Current and emerging analytical techniques are taught for brick and mortar and e-commerce retail contexts. The course prepares students for a world where best-in-class retailers and their suppliers implement sophisticated quantitative tools to improve marketing insight, decision-making, and profitability. Corequisite: MKTG 5200 3.00

This course focuses on developing the analytical skills required to successfully apply the principles of quantitative analysis to the marketing discipline. Students will learn the most common measurement methods currently being used in the marketing field. Prerequisites: MKTG 5200 3.0, ACTG 5100 3.0, FINE 5200 3.0

This course satisfies two interrelated objectives: to improve the student's marketing decision-making ability through the solution of complex multinational marketing problems; and to increase the student's sensitivity to different cultural, socio-economic and legal environments encountered in the international marketplace. The course uses readings, cases and a group project. Prerequisite: SB/MKTG 5200 3.00

This course is designed to answer the question "What do I need to know and do in order to develop a successful new product or service?" It will provide you with a firm understanding of the steps you need to follow in order to bring a new product or service successfully from an idea to a product that is ready to launch.

This course examines the relationship between nonprofit organizations and their external constituencies. It includes a critical examination of the application of marketing theory and practice in a non-traditonal setting (segmentation, target marketing, positioning, the marketing concept and the marketing mix), as well as specialized topics such as social enterprise, volunteer marketing, cause marketing and fundraising. The course would be of interest to those specializing in non-profit management (including the arts), as well as marketing majors who wish to expand their knowledge of marketing principles and techniques. Pre-Requisite: MKTG 5200.030

In the complex contemporary world of marketing management, Brand Management must be both an art and a science. This course applies marketing strategy to the challenge of gaining sustainable competitive advantage in the global marketplace of brands. With a fundamental focus on building and maintaining strong brands with loyal consumer bases, a range of topics and teaching techniques are utilized. Prerequisite: MKTG 5200 3.0 Marketing Management

Managers today need a deep understanding of Sales as a process and function to drive business success. What’s more, managers often do more “selling” internally than sales people do with customers, and thus require expert selling skills. In this course, students will learn organizational sales models, processes, and strategies, and develop critical skills such as active listening, persuasion, and alignment-building.

This course familiarizes the student with the range of decisions involved in planning market strategy for the future, and develops skills in using a variety of analytical frameworks for making such decisions. It is targeted at final-semester marketing or strategic management majors. Prerequisite: SB/MKTG 5200 3.00

Customer Experience Design represents the discipline, methodology and/or process used to comprehensively manage a customer's cross-channel exposure, interaction and transaction with a company, product, brand or service. This course offers an integrated framework for designing customer experiences and for learning how to create successful experientially based market strategies that leverage any organization's products and services.

Prerequisite: MKTG 5200 3.00

In the practice of marketing, rapidly changing consumer expectations and experiences, shaped by new and emerging communication technologies require marketers to generate creative solutions to marketing problems. Creativity is now a requirement for marketing effectiveness. This course develops an understanding of the creative process and presents practical applications to enhancing creativity for marketing problems and opportunities.

This Masters of Marketing program capstone course integrates, extends, and applies MMKG program concepts through a focus on the nearly constant shifts in marketing
plans and implementations shaped and reshaped by marketplace actors (e.g., competitors, customers, internal capabilities). The course blends live case method, an
intensive marketing simulation, and managerial readings and discussions to prepare students to evaluate, create, or respond to market dynamics.

Pre-requisites: This is a core course for MMKG students who have completed all academic progression requirements to start the third and final program term.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

TBA

Under the guidance of a faculty member, students may undertake a special program of guided studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as FINE 7900.015 if it is taken in the Finance area.

Under the guidance of a faculty member, students may undertake a special program of guided studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as FINE 7900.03 if it is taken in the Finance area.

Consumer research grounded in traditions of sociology, anthropology and cultural studies is reviewed in this course. The course is designed to familiarize students with both the theories that help us to understand the evolution of consumer culture and the key phenomena of interests to culturally oriented consumer researchers.

Consumer research grounded in various branches of psychology is studied in this course. The course is designed to familiarize students with theories that provide insight into consumers' attitudes, knowledge, decision making and responses to marketing tactics.

This course covers current topics in the marketing strategy literature, particularly those to which consumer research and consumer culture theorists are making major contributions. This course will facilitate on the design of relevant consumer-behavior oriented research programs that will be relevant to key debates in strategically oriented marketing research.

This course helps students develop research skills. It requires them to identify scholarly research questions, propose a methodology for answering them, and collect preliminary data (unless the paper is to be purely conceptual). Pre-requisites: DCAD 7100, DCAD 7350, DCAD 7400, and at least one of the following Marketing core courses: MKTG 7980, MKTG 7981, or MKTG 7982.

This course complements MKTG 7985: Research Paper Formation. It exposes students to the process of creating research papers with the potential for high impact. Students learn elements of the craft such as: the importance of engaging storytelling; identifying compelling gaps in theoretical conversations and/or starting an altogether new research conversation; designing a paper’s empirical logic; factoring in managerial and policy implications; and navigating review processes.

Prerequisite: SB/MKTG 7985 0.00.
Note: MKTG 7986 may be taken prior to, concurrently with, or after MKTG 7985.

This course introduces students to the field of artificial intelligence, with a focus on AI- driven business applications. It provides a historical perspective tracing the emergence of basic concepts of contemporary AI. Students learn key artificial intelligence techniques including knowledge representation and symbolic reasoning, biologically inspired approaches to AI, supervised, unsupervised and reinforcement learning, multi-agent systems and natural language processing.

The emphasis in this course will be on automation and autonomous cyber-physical system applications of artificial intelligence. Students will delve deeper into topics which include: probabilistic reasoning & handling uncertainty; search; perception & sensing; human- computer interfacing; conversational systems; and autonomous robotics, drones, and autonomous vehicles.

This course bridges the theoretical foundation and the business applications of artificial intelligence technology. Through in-class lecturing and hands-on activities, students learn fundamentals of AI technology, formulate business problems in AI paradigm and Applications of AI in addressing business problems. The class covers up-to-date AI applications such as Recommendation Systems, FinTech, Social Network Analytics, Sentiment Analysis etc.

Database Management Systems are computer-based systems used by organizations to manage the vast amount of data that accompany daily operations, support data analysis, and enable intelligent decision making. This course provides an applied introduction to database management systems and their use in the business environment. The course covers the fundamentals of database analysis and design.

The course covers main approaches to design and analysis of algorithms used in business contexts, including important algorithms and data structures, and results in complexity and computability. This course is a pre-requisite for MMAI 5300.

Numerical analysis is concerned with finding numerical solutions to problems for which analytical solutions either do not exist or are not readily or cheaply obtainable. This course provides an introduction to the subject, focusing on the three core topics of iteration, interpolation and quadrature. Students will learn about both practical and theoretical aspects of algorithms. Pre-requisite: MMAI 5200.

This course focuses on the principles and technologies of statistical machine- learning-based natural language processing and their application in text analytics, including retrieval, extraction, recognition, and analysis of information from large textual collections. Prerequisite: MMAI 5040 3.00 Business Applications of Artificial Intelligence I and MMAI 5300 3.00 Numerical Analysis.

Deep learning systems, embodied by a variety of neural network models, are used increasingly in modern business applications. Students will learn about the basics of neural network and deep learning, and their applications to a range of business issues. By the end of the course, students will have sufficient domain knowledge to address practical business problems.

The AI Consulting Project is an intensive, 2-term course where groups of 4 students undertake a comprehensive artificial intelligence (AI) project of an organization and provide business insights to enhance the site’s success. At the conclusion of the project students present their work to a panel of at least two experts, including the course director, and to the client site.

This course provides students with the opportunity to hone important management and leadership competencies in the areas of communication and team building. Since contemporary business environments have moved to flatter, team-based structures, managers must be able to communicate clearly and persuasively to facilitate creative collaboration. The ability to think strategically about all forms of communication with diverse audiences is essential for professional advancement. As well, the ability to understand how groups and teams function, and the factors causing team success or failure, is essential in the modern workplace. Therefore, the aim of this course is to develop knowledge of effective oral and written communication techniques and to demonstrate how such communication skills intersect with positive team strategies and practices, such as problem-solving and decision-making. The course uses a workshop format that relies heavily on in-class experiential learning, including small group exploration, class discussions, self-assessments and peer feedback, to develop skills in communication and the management of team dynamics.

This course provides students with an overview of the aggregative performance of the economy with emphasis on policy application and implications for business. Particular attention will be paid to the role of the financial sector in the overall macro-economy. It begins by reviewing various financial instruments and markets, with a focus on their economic function. The course then examines the challenges to monetary and fiscal policy that arise because of macro-financial linkages. Further, a number of analytical tools are developed to determine the exchange rate and to examine economic policy implications of capital markets integration under alternative currency systems.

This course leads students through the problem analysis and decision-making process using a general managerial decision framework. The course focuses on various basic decision making fundamentals, including a fundamental (root) cause problem analysis; data collection, types of data and sources, triangulation and reliability analysis; analyzing the problem from various perspectives (framing / reframing); decision trees and decision tables (including multi criteria decision making) and risk and sensitivity analysis. The course will introduce the student to types of decisions often faced by functional managers in areas such Finance, Accounting, Operations and Strategy. An emphasis will be placed on establishing an integrative and encompassing way of analyzing a wide variety of decision problems that managers (and others) face every day.

This course involves a critical examination of the most important ideas and practices used by organizations to design and implement competitive processes. This includes six sigma lean, supply chain management, project management and the adoption of new technology. This also involves consideration of the role of customers, employees and suppliers. The goal is safer, greener, more cost effective and better quality products and services.

Students learn about investment and financing in this core course. The investment decision allocates scarce resources to projects in the organization, and involves asset valuation, capital budgeting, risk management, working capital management and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning and the cost of capital. Ethical considerations and management in the global context are integrated into these topics.

Managers need tailor-made accounting measurements for decisions affecting their organizations’ specific operational and strategic needs. Financial reports prepared for external users on the basis of Generally Accepted Accounting Principles have little usefulness for internal management. In this course, students will learn to develop measurements tailored for internal decisions such as managing costs, pricing special orders, determining service levels, and evaluating performance.

This course provides an in-depth coverage of the tools and frameworks that are useful in managerial decision making at both the micro (or tactical) level and at the macro (or strategic level. Additionally, the course focuses on the development of communication skills across written and oral mediums. The course is intended to exercise and develop analytical skills, quantitative skills, attention to detail,
presentation skills, teamwork skills, and an ability to work in high pressure and time sensitive environments.

The Enterprise Consulting Project (ECP) combines academic learning with practical experience. The project will require students to apply classroom knowledge to real world management issues. During the ECP, students will use the management foundations studied
in the first two terms of the Master of Management program to develop actionable recommendations for the client organization.
Prerequisites: The course is restricted to students enrolled in the MMGT program.

Informed business decisions rely on data and technological support. This course introduces students to concepts of data, information, and technology to support business decisions. Topics discussed include data collection process; infrastructure of information systems; data understanding, summarization, and representation; hardware and software used to store and analyze data and to deploy data-driven solutions for modern business applications; and social and ethical issues surrounding data and IT security.

This course introduces concepts, principles, and techniques that can be leveraged to analyze, control, and improve critical processes responsible for efficiently making and delivering goods and services. These critical processes reside in manufacturing and service, for-profit and non-profit organizations. Operational and supply chain challenges, as well as various conceptual aids and quantitative techniques to cope with these challenges, are discussed.

Prerequisite: SB/OMIS 2050 3.00

Informed business decisions are supported by statistical analyses of data. This course builds on -OMIS 1050 3.00 and equips students with basic data science skills to select relevant information, apply statistical tools to obtain managerial insights, and critically evaluate the results to propose fact-based recommendations for business problems.

Pre-requisite: OMIS 1050 3.00

Predictive analytics is the practice of extracting insight from data by creating models that accurately predict future outcomes. This course presents a wide range of data science techniques that support the art of prediction. This includes the manipulation of large data sets, exploratory data analysis, quantitative modelling, performance evaluation, and the effective communication of business insight. Previous programming knowledge is expected.

Prerequisites: SB/OMIS 2010 3.00 and SB/OMIS 2050 3.00

Decision support systems (DSS) are intelligent information systems that are used to extract data from various sources, provide interfaces and processing methods, and derive meaningful decisions there from. By combining Excel with its built-in programming language, VBA, this course shows how to create spreadsheet-based DSS and demonstrates how to successfully integrate them into actual business applications. No prior VBA background is required.

Prerequisite: SB/OMIS 2010 3.00 and SB/OMIS 2050 3.00; Year 3 BBA/iBBA standing required

Managers use data to make critical decisions. Business analytics begins with data and transforms it into insights to aid organizational decision making and problem solving. This course equips students with the skills to select relevant information, to use analytics tools, to apply appropriate quantitative techniques and to critically evaluate results leading to better and faster fact-based decisions.

Prerequisite: SB/OMIS 1050 3.00 and OMIS 2050; Year 3 BBA/iBBA standing required

Database Management covers computerized systems used by organizations to manage the vast amount of data that encode business logic, accompany daily operations, and support data analysis. The course provides the fundamentals of database management, analysis and design as well as a hands-on experience using up-to-date tools for data and big data management. Previous programming knowledge is expected.

Prequisite: SB/OMIS 2010 and SB/OMIS 2050 3.00 (previously MGMT 2050 3.00); Year 3 BBA/iBBA standing required

Course Credit Exclusions: LE/CSE 1550 3.00, LE/EECS 1550 3.00

This course introduces the fundamentals of project management. Students will learn the processes and methodological techniques essential for effectively managing
projects. Topics include defining a project’s scope and objectives, planning and scheduling activities, managing cost, risk, and resources, and evaluating project performance. The course will equip students with the analytical skills and decision tools used by successful project managers.

Prerequisite: Year 3 BBA/IBBA standing required
Course Credit Exclusion: SB/MGMT 4700 3.00

This course surveys topics in prescriptive analytics. It focuses on developing quantitative methods and computer simulations to gain insight into real-world problems. Emphasis is placed on practical applications rather than mathematical proofs. Students are expected to create mathematical models and solve them using Excel and by programming in Python. Application areas include supply chain and revenue management, logistics, and healthcare. Previous programming knowledge is expected.

Prerequisites: SB/OMIS 2010 3.00 and SB/OMIS 2050 3.00

This course addresses how to apply machine learning to managerial tasks. Through lectures, labs and hands-on projects in realistic contexts, students will learn how artificial intelligence is used for decision making in realistic contexts. Specifically, students will develop technical skills revolving around business value discovery through data mining, e.g., statistical learning, text mining, recommendation, outlier detection and social network analysis. Previous programming knowledge is expected.

Prerequisite: SB/OMIS 2010 3.00 and SB/OMIS 2050 3.00

This course examines the roles of various transportation modes, including air, rail, road, pipeline and intermodal. It also discusses terminal types (ports, rail yards, airports and warehouses) within logistics networks and how to organize them. All choices are investigated with regards to economic, temporal and technical choices for transportation
as well as their effects on cost and customer service, social structures and the natural environment. The course also covers forward and reverse short-haul (pick-up and
delivery) and long-haul (facility) transportation structures.

Prerequisites: OMIS 2010 3.0 and OMIS 2050 3.0 (previously offered as MGMT 2050 3.0)

This course explores practical methods for planning and controlling inventories which can be understood and implemented by managers. Inventories are studied as a component of total business strategy. Specific topics include: statistical forecasting procedures and their evaluations, the nature of production and inventory systems, scheduling and planning of aggregate production, workforce and inventories and the design of operational decision systems for transmitting aggregate policy decisions consistently to the level of the individual stockkeeping unit.

Supply chain management (SCM) underlies the strategy and operations of all firms that manufacture or distribute products and services. The torrid pace of improvements in information technologies made SCM both possible and, along with their global reach, also more complicated. This course will provide students with an understanding of the choices and trade-offs involved in designing and operating supply chains domestically and globally.

The aim of this course is to create an understanding of key management issues with respect to the use of computer and information systems in modern business applications. Core technologies of hardware, software, databases, telecommunications, internet and the web, IT security, as well as emerging technologies such as AI and blockchain will be explored from a management perspective. As well as exploring technological, economic and organizational facets, important equity, environment, and social justice issues like gender and racial bias in AI, digital exclusion, e-waste, and carbon reporting are also examined.

An introduction to the use of quantitative methods for business research, analysis, forecasting and decision making. The aim is to convey not only an understanding of methods, but also to give an appreciation of their use in addressing actual business problems impacting society, and to acquaint students with computer software necessary for implementing these methods. Problems revolving around economic, social, human, and environmental sustainability will be highlighted throughout the course, including ethical considerations around the collection, interpretation and use of statistical information.

This course will demonstrate the fundamentals of data analysis, data visualization, and how to communicate effectively with data. Students will discover how to use the concepts, skills and methods to find the key message of the data and how to use it to create an interesting, engaging, and impactful business story.

Operations management in both manufacturing and service organizations involves the coordination of complex and dynamic systems of people, technology and materials to achieve competitive objectives. The impact of alternative strategies for delivering quality products in a cost-effective manner is examined. This includes currently popular inventory management philosophies such as `Total Quality Management' and `Just-In-Time' inventory management. Ethical considerations relating to the development of socio-technical systems and environmental implications of TQM will be highlighted.

This course examines critically the most important ideas and practices used by organizations to design and implement effective processes. This includes quality, lean, supply chain and project management concepts and technology. Important stakeholders such as customers, employees and suppliers are considered. The goal is to secure the availability of enough sustainably produced, cost effective, quality goods and services.

Course Credit Exclusions: SB/MSTM 5210 3.00

This course provides a survey of selected topics in operational research (OR). Emphasis is placed on the practical application of OR tools rather than on the mathematical properties. Application areas include: financial planning and portfolio selection, production, priority planning and marketing. Topics include: linear programming and its applications; programming to achieve a set of goals or targets with applications in finance and production; capital budgeting and project selection; transportation and network models; and portfolio models. Prerequisite: SB/OMIS 5120 1.50 and SB/OMIS 5210 1.50 or permission of the instructor

The major choices confronting senior managers in managing the flow of product, money and information to achieve an effective supply chain strategy leading to a sustainable organization are examine in this course. Choice of transportation mode, location of facilities, inventory policy etc. will be placed in the context of the needs of the overall organization to grow and prosper responsibly.

Prerequisites: SB/ACTG 5200 3.00 and SB/MSTM 5060 3.00

This course examines the role of transportation in a logistical network and the necessary investment in transportation processes and infrastructure to control costs, manage risk and improve customer service. Benefit and cost analysis is done on alternative modes and strategies for securing on-time delivery. We introduce concepts, techniques and technology for improved routing, cost reduction and supply chain asset utilization.

Prerequisites: SB/ACTG 5200 3.00 and SB/MSTM 5060 3.00.

Supply Chain managers must find the best suppliers and work effectively with them. In this course, we identify a purchasing organization's critical supply needs and risks. We examine ethical and sustainable practices for identifying and selecting competent suppliers as well as negotiating and problem solving in the formulation of inter-organizational agreements.
Prerequisite: SB/ACTG 5200 3.00

This course introduces students to quantitative models for demand forecasting, aggregate planning, inventory control, and revenue management. The focus is on developing a basic understanding of how organizations in multi-echelon supply chains make data-driven decisions using sophisticated computational techniques. Topics include time series, machine learning, and mathematical optimization with applications to logistics, manufacturing, inventory coordination, contracting, customer segmentation, and pricing.
Prerequisite: SB/MSTM 5060 3.00

Major changes to supply chains must align logistics, inventory management, purchasing, distribution, customer service and manufacturing by engaging critical stakeholders within and between organizations. This course takes a design for supply chain approach to all business cases for critical organizational initiatives. Best practices in managing teams and engaging all relevant stakeholders in a process of change are highlighted.
Prerequisite: SB/ OMIS 6200 3.00

Plant location, supplier selection and product and process development are international business decisions. This course will focus on preparing realistic international business plans for creating and changing networks of supply and distribution that trade across multiple countries. It explores the multilateral issues of international value creation and develops skills in negotiating and problem solving in an international trade context.
Prerequisites: SB/OMIS 6200 3.00, SB/OMIS 6210 3.00 and SB/OMIS 6220 3:00

This course provides frameworks to evaluate and plan the adoption and implementation of supply chain new technologies. This includes the assessment of the competitive limits of existing organizational systems, processes and relationships for doing supply chain tasks and supporting potentially new business models. We discuss the challenges and strategies for innovating to secure supply chains against risks such as climate change and technological disruption.

This course enables the design, development, and implementation of integrated business analysis systems by combining the extended functionality of spreadsheets with the Visual Basic for Applications (VBA) programming language. The course demonstrates the power of combining the advanced analysis and modelling techniques of spreadsheets and VBA through applications to several practical problems from disparate business functions. Prerequisites: SB/OMIS 5110.015 and SB/OMIS 5120.015 or permission of the instructor.

The Supply Chain Consulting Project (SCCP) is a capstone project for the Masters of Supply Chain (MSCM) program. Students will work with an organization on a SCM relate project. They will be mentored to use the knowledge from foundational course studied in previous terms of the MSCM program to provide insightful analysis and develop actionable recommendations for a client organization.

Plant location, supplier selection and product and process development are no longer solely national issues. Hence, the first part of this course, we give an overview of global operations, including global supply chain management, network design for global operations and global entry strategies. This deals with how the use of information technology supports the management of global operations. Topics include value chain management, the concept of marketspace, business-to-business e-commerce, enterprise resource planning, and the effect of IT on R&D and collaboration, all in an international context.

Prerequisites: SB/OMIS 5120 1.50 and SB/OMIS 5210 1.50, or permission of the instructor

This course is about how to make decisions that lead to the better design and management of supply chains. This often involves changing the network of relationships between suppliers and customers and other stakeholders as they design, contract, order, plan and coordinate goods and services together. This course covers essential quantitative supply chain management models, supportive information and ecommerce technologies, environmentally and socially responsible practices and customer-supplier relationship management. Prerequisites: OMIS 5110 1.5, OMIS 5120 1.5 and OMIS 5210 1.5

Digital technologies are changing the way service organizations do business and interact with their customers. Students explore and learn the foundations of digital transformation and make the connection among strategy, technology, and implementation. The course will provide students with real-life business cases in which various trade-offs must be made according to the technology, the business strategy, and the service requirements.

This course trains managers who participate in solving difficult business problems (e.g. IT transformations) how to modify their perspective on problem solving to innovate in organizations. Using design thinking, managers learn how to engage with their peers and users using a hands-on, step-by-step process. They learn how to contextualize problems, brainstorm, prototype and test technical solutions that achieve real-world validation.

New technology disrupts old business models but also creates new ones. This course helps managers make better choices about the relative advantages of new technology for both adoption and commercialization of new products and services and the implementation of business process improvement. This includes asking the right questions about the viability of emerging technologies, intellectual property, market potential and organizational and managerial capabilities. Planning and implementing new technology is both a technical and a social learning process for both large and small organizations in a range of industries.

Prerequisites: OMIS 5110 1.5, OMIS 5120 1.5 and OMIS 5210 1.5.

This course acquaints students with the management issues, concepts and terminology associated with information systems technology. With its focus on management issues, the course is of interest to students with either a technical or a non-technical background. Issues discussed include: telecommunications; networks; multimedia; data models and their relation to organization models; systems development processes; and systems theory. Students will learn to recognize the technical and organizational problems generated by introducing new technology and the long-term organizational implications of these decisions.

Prerequisite: SB/OMIS 5110 1.50
Prerequisite exempted for students pursuing Diploma in Intermediate Accounting (DIAc)

This course covers the strategic, organizational and operational aspects of managing projects. Students learn to manage the technical, behavioural, political and cultural aspects of temporary groups performing unique tasks. Topics covered include: defining deliverables, formulating project strategy, effective group organization and management, dynamically allocating resources, managing without authority, and resolving conflict. Traditional cost and time management techniques are covered Microsoft Office and open-source, free project management software.

Prerequisite: All 5100-series Required Foundations of Management Core Courses
Course Credit Exclusion: SB/MGMT 6700 3.00

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course, restricted to full-time students, provides participants with the opportunity to carry out a project that relates to the analysis of a process and the development of approaches to redesign and re-engineer the process. Projects can relate to processes in manufacturing, service delivery in industry or institutional settings, and can be completed individually or in small groups.

This course is about designing and implementing service processes that respond effectively to customer requirements. Service processes involve high customer interaction, information intensive products and the requirement for real-time responsiveness to a wide variety of customer demands. Designing, implementing and maintaining these processes in a competitive environment requires service-oriented organizations to have a new level of competence. This course concentrates on the problems and opportunities found in large companies in rapidly changing industries such as financial services. Best practice and generic problems in service delivery can be found in many industries from manufacturing to retailing. Identifying effective strategies as well as specific techniques for process planning and control, and project implementation are important in the development of managerial competence in service operations. Prerequisites: SB/OMIS 5120.015 and SB/OMIS 5210.015

This required course provides a critical overview of the research literature on strategic Operations Management. Topics covered include performance and competitiveness, (international) supply chains, and environmentally conscious operations strategies. This course is required for doctoral students majoring in Operations Management at the Schulich School of Business.

This is the first of two seminars introducing students to core topics constituting either Operations and Supply Chain Management (OSCM) or Information Systems (IS). This readings-based/discussed-based seminar provides a historical perspective as to the evolution the discipline, the topics defining past and current research agenda for the discipline, and articles considered as classics for each topic.

This is the second of two seminars introducing students to core topics constituting either Operations and Supply Chain Management (OSCM) or Information Systems (IS). This readings-based/discussed-based seminar provides a historical perspective as to the evolution the discipline, the topics defining past and current research agenda for the discipline, and articles considered as classics for each topic.

This seminar focuses on contemporary topics that OMIS Area faculty are researching. Topics are expected to evolve over time. Sessions are readings-based/discussion-based, with each session being led by one or more OMIS Area faculty member.

The primary objective of OMIS 7200 is to survey the major theoretical perspectives and issues under the general heading of manufacturing and supply chain strategy (M&SCS). The seminar is designed to guide Ph.D. students through various topics in the evolution of operations strategy and its interface with the business strategy and extensions to competing through supply chains. The seminar surveys the field from a number of perspectives, including impact of the research, appropriateness of the design and research tools, and emerging themes. This course will stress the use of theory in framing research questions, and particularly in directing empirically-based research.

This course provides a critical overview of the issues and methods involved in conducting empirical Operations Management (OM) research. This is a required course for doctoral students majoring Operations Management.

Under the guidance of a faculty member, students may undertake a special program of independent studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as SB/FINE 7900.03 if it is taken in the Finance area.

OMIS 7985 (Research Methods in Operations Management and Information Systems) is a mandatory, one-year long core course in the OMIS area doctoral program. Students will be assigned to an OMIS area faculty member who will supervise and guide the direction of a research project with the goal of producing scholarly output (i.e., journal publications). The course culminates in a 60-minute seminar session (40-minute research presentation followed by 20- minutes of questions) attended by fellow Schulich students and faculty.

This core course provides an introduction to the study of organizations from a behavioural science frame of reference. The course emphasizes psychological and social approaches to understanding basic aspects of human behaviour in all types of work organizations. Topics include: the motivation to work, individual differences, leadership and authority, and group dynamics. As well as lectures and discussions, the course emphasizes experiential learning through the use of exercises, demonstrations, cases and projects. This course is not available for iBBA credit. (Formerly: SB/OBIR 1000/2000 3.00) Note: Not open to iBBA students for credit. BBA students who commenced he program in Fall 2009 must complete SB/ORGS 1000 3.00 in the Winter term of their 1st year of study. BBA students who commenced the program in Fall 2008 must complete SB/OBIR 1000 3.00 in the Winter term of their 1st year of study. BBA students who commenced the program prior to Fall 2008 must complete SB/OBIR 2000 3.00 during the Fall term

An introduction to the study of organizations from a behavioural science frame of reference. The course emphasizes psychological and social approaches to understanding basic aspects of human behaviour in all types of work organizations. Topics include: the motivation to work, individual differences, leadership and authority, and group dynamics. As well as lectures and discussions, the course emphasizes experiential learning through the use of exercises, demonstrations, cases and projects. This course is not available for iBBA credit. Previously offered as: SB/OBIR 1000 3.00, SB/OBIR 2000 3.00.

Note: Not open to iBBA students for credit. BBA students who commenced the program in Fall 2009 must complete SB/ORGS 1000 3.00 in the Winter term of their 1st year of study.

Course credit exclusions: SB/INTL 1300 3.00, HH/PSYC 3570 3.00.

This core course centres on three complementary perspectives on organizations, which are simultaneously strategic designs constructed to achieve strategic goals, political arena in which interests and power shape action and outcomes, and cultural systems of shared meanings and identities. Class sessions will develop and use these perspectives at a variety of levels, from teams in organizations to complex cross-border environments. Previously offered as: SB/OBIR 2010/3010 3.00.

Note: Not open to iBBA students for credit.
Prerequisites: SB/ORGS 1000 3.00, SB/ORGS 2100 3.00 or equivalent.
Course Credit Exclusion: SB/INTL 1300 3.00, SB/INTL 2300 3.00.

Employees are the most complex and critical of the resources organizations use. This course examines: the relationship between the overall management of the organization and human resources management (HRM), and the shared and complementary responsibilities of personnel specialists and other managers in effective HRM. Policies and practices affecting both HRM logistics (recruiting, selection, training) and motivation (performance appraisal, reward systems) are included.

Formerly: SB/OBIR 4200 3.00

Prerequisite: SB/ORGS 1000 3.00 (or equivalent) and SB ORGS 2010 3.00 (or equivalent) or SB/INTL 1300 3.00

As the environment of many business and non-profit organizations becomes increasingly complex and unstable, it is imperative that top managers be able to create a climate of flexibility and adaptability in their operations. Organizations must be able to undertake major change without destructive side effects to be truly successful. This course surveys the major methods available to the modern manager for effectively managing the process of change and creating a general climate in which needed changes are sought and welcomed throughout the organization.

Previously offered as: SB/OBIR 4350 3.00.

Prerequisites: SB/ORGS 2100 3.00 (previously offered as SB/ORGS 1000 3.00) (or equivalent) and SB/ORGS 2200 3.00 (previously offered as ORGS 2010 3.00) (or equivalent) or SB/INTL 2300 3.00 (previously offered as SB/INTL 1300 3.00)

This course extends the basic frameworks and theories of Organization Behaviour (OB) into the context of international business, using fundamental OB concepts, including mind-sets and identities, interests and power, organizational roles and design, to enable students to work more effectively in terms of teams, leadership, motivation, negotiation, ethics, and organizational learning in cross-border business.

Previously offered as: SB/OBIR 4400 3.00.

Note: Not open to iBBA students for credit.

Prerequisite: SB/ORGS 2200 3.00 (Previously offered as SB/ORGS 2010 3.00 or equivalent).

Provides basic instruction in, and extensive opportunities for, the practice of a number of personal and interpersonal skills of value to improving managerial effectiveness, including: stress and time management, presentation and meeting leadership skills, conflict management and negotiation skills, motivating, influencing others and effective listening. Classes are devoted primarily to experiential exercises; therefore, very little absenteeism is permitted. A high percentage of the grade is based on participation in class and the remainder is based on real-world applications of skills covered in this course.

Previously offered as: SB/OBIR 4500 3.00.

Prerequisites: SB/ORGS 2100 3.00 (previously offered as SB/ORGS 1000 3.00) (or equivalent) and SB/ORGS 2200 3.00 (previously offered as ORGS 2010 3.00) (or equivalent) or SB/INTL 2300 3.00 (previously offered as SB/INTL 1300 3.00).

This course is designed to help students understand the theory and practice of negotiation, persuasion and group decision making in the workplace and to help them become more comfortable and confident with the negotiation process. The course will provide participants with an opportunity to develop skills experientially and to understand negotiation in useful analytic frameworks. Considerable emphasis will be placed on role-playing exercises and case studies.

Previously offered as: SB/OBIR 4560 3.00.

Prerequisites: SB/ORGS 2100 3.00 (previously offered as SB/ORGS 1000 3.00) (or equivalent) and SB/ORGS 2200 3.00 (previously offered as ORGS 2010 3.00) (or equivalent) or SB/INTL 2300 3.00 (previously offered as SB/INTL 1300 3.00).

This course examines diversity (broadly defined to include culture, gender, race, sexual orientation, ability, etc.,) and how organizations leverage opportunities of diversity and also navigate challenges that diversity can bring if mismanaged. Students have the opportunity to critically reflect on topics such as employee identity, maintaining business relationships across difference, the business case
for diversity, and supporting organizational goals through inclusion.
Prerequisites: SB/ORGS 2100 3.00, SB/ORGS 2200 3.00 and SB/INTL 2300 3.00

Examines leadership in business and public life through popular culture (film, literature, media, biography, myth) and academic and practitioner articles; critically reviews and analyzes contemporary thinking about leadership; contrasts leader, hero and culture hero archetypes; explores intuitive ideas of leaders, heroes, followers and groups; develops an objective, critical understanding of the 'what', 'how', 'why', and 'who' of leadership.

Prerequisites: SB/ORGS 2100 3.00 (previously offered as SB/ORGS 1000 3.00) (or equivalent) and SB/ORGS 2200 3.00 (previously offered as ORGS 2010 3.00) (or equivalent) or SB/INTL 2300 3.00 (previously offered as SB/INTL 1300 3.00).

The purpose of this course is to create a knowledge base from which students can develop organizational competence. It examines the relationships between organizational performance and the behaviour of individuals, groups, and overall organizations. In the process, emphasis is given to the importance of interpersonal issues and to issues arising from technological change, workforce diversity, ethical challenges, and internationalization. Consideration is also given to issues pertaining to the natural environment such as sustainability and ESG.

In a world of globalization and volatility, a source of sustainable competitive advantage is an organization's design and human resources. Organizational leaders must do more than move boxes on organization charts. This course provides students with a systematic understanding of organization design principles, including the skills to examine the impact of organizational culture and political system complexity, innovation and technology.

Prerequisite: SB/ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

This course is designed to address the dilemmas and opportunities that managers face in multicultural and international work environments. The purpose of the course is to improve students' effectiveness in identifying, understanding, and managing cross-cultural situations through increased cultural awareness, improved cross-cultural communication and transition skills, and enhanced knowledge of specific cultures and related business practices. Prerequisite: SB/ORGS 5100 3.00 - Not open to IMBA students.

As the environment of many business and nonprofit organizations becomes increasingly complex and unstable, it is imperative that top managers be able to create a climate of flexibility and adaptability in their operations. Organizations must be able to undertake major change without destructive side effects to be truly successful. This course surveys the major methods available to the modern manager for effectively managing the process of change and creating a general climate in which needed changes are sought and welcomed throughout the organization. The course emphasizes case studies and the discussion of alternative change management models. Prerequisite: SB/ORGS 5100 3.00 or INTL 5220 for IMBA students

This course examines, both conceptually and in a highly experiential ways, the basic dynamics underlying power, conflict and politics in organizations and the implications of the dance between power and powerlessness. Students explore the conditions under which conflict and power dynamics occur and start to identify their personal, managerial and organizational sources of influence and corresponding responsibilities. Prerequisite change: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students

Crises in organizations are inevitable, and whether an organization survives them is due in large part to the actions of its managers and leaders. This course provides students with an overview of key factors in organizational crisis management, including (1) Assessing Crisis Vulnerabilities; (2) Planning for Crises; and (3) Managing during Crises. Prerequisites: All 5000-series Required Foundations of Management Core Courses.

Research demonstrates that people and their ability to work effectively together are critical success factors for organizations. This course focuses on specific personal and interpersonal skills for organizational (and professional) effectiveness. With an emphasis on experiential exercises, the course helps students develop skills such as communication; time, conflict and stress management; performance management; gaining influence; and self-awareness (including emotional intelligence). Prerequisite: SB/ORGS 5100 3.0 and SB/ORGS MGMT 5150 3.0

Strategic Career Management is an elective course providing the knowledge and skills to effectively and strategically manage one's own and others' careers. The course includes: 1) a self-assessment component, which provides students with extensive information about their key attributes and preferences; 2) a career development component where this knowledge, together with techniques for assessing opportunities, is translated into a strategic personal career development plan. Prerequisite: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students

This course will provide students with insight into their own negotiation style and how to become a more effective negotiator. The course takes an experiential approach to exploring the concepts, theories, and psychology of negotiations. Students will gain knowledge of the different approaches to negotiations and the strategies and tactics unique to each. The course will provide students with opportunity to learn, practice, and refine negotiation skills as well as equip them with the skills necessary to negotiate constructive resolution to conflict in the workplace. Prerequisite: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students

This course examines diversity (broadly defined to include culture, gender, race, sexual orientation, ability, etc.,), the individual experience of diversity including identity and
authenticity, and how organizations can leverage opportunities of diversity and also navigate challenges that diversity can bring if mismanaged. Students will have the
opportunity to critically reflect on topics such as intersectionality, building relationships across difference, the business case for diversity, and supporting organizational goals
through inclusion.

To thrive in multicultural settings and global business contexts, it is critical that present and future leaders gain competencies in EDI to be effective at improving the performance and well-being of their teams, organizations and communities. The course is an argument for the proposition that, under specific circumstances, EDI can be a driver for innovation that results in improved firm performance and resilience in three key areas: deeper employee engagement, stronger ties to stakeholders and achieving higher levels of sustainable above average financial returns. In short, today diversity is core to career and business success.

This course provides future leaders a multifaceted approach to Leadership. Knowledge and skills are developed via: 1) exposure to current theories/research; 2) knowledge of one's current level of leadership ability via assessment tools; 3) opportunities to practice applying this new knowledge via course activities and projects. Students develop an in-depth plan for their own future development and success as leaders. Prerequisite: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students

Organizations have moved to flatter, team-based structures. Unfortunately, team dynamics (and ultimately team performance) is often left to chance. This course draws on solid empirical research to help future team managers increase the probability of team success. Participants will draw from their own experiences in discussing team management skills, and will apply them in experiential exercises (no group hugs).
Prerequisites: SB/ORGS 5100 3.00 and SB/MGMT 6150 3.00 (Previously offered as SB/MGMT 5150 3.00)

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course introduces students to topics and issues relevant to the study of individual and group behaviour. The readings provide an overview of existing research in this area. Students are encouraged to think critically about the contribution of each approach/theory and to develop research ideas and alternative approaches to test specific research questions. In each session students are encouraged to think about: underlying assumptions of theories; relationships with other theories/approaches; research questions answered; interesting unanswered questions; methodological issues and concerns.

In this advanced doctoral seminar students explore meso level topics relating to dynamics of social phenomenon such as groups and teams. Both foundational and emerging research will be reviewed and students will develop a solid understanding of current issues and debates in the field. Students are expected to extend the thinking in the field in novel ways through a term paper.

Under the guidance of a faculty member, students may undertake a special program of independent studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as SB/FINE 7900.03 if it is taken in the Finance area.

Under the guidance of a faculty member, students may undertake a special program of independent studies tailored to the mutual interests of the student and faculty member. For record purposes, the course is given the indicator letters of the major area involved, such as SB/FINE 7900.03 if it is taken in the Finance area.

Provides a conceptual framework that allows students to identify and explore issues fundamental to all real estate decisions. This framework will then be applied with tools and techniques of analysis that pertain specifically to new real estate development in the current economy while integrating the various marketing strategies integral to all new real estate ventures.

Guided Study: Real Property

This course provides an understanding of the fundamental tools and techniques of financial analysis used when making decisions to borrow, lend, invest in, or manage real property assets. Set within an overview of the real estate industry that provides some important institutional characteristics of the industry, the course focuses on applied analytical approaches and methodologies that are transferable to many different problem areas. Topics include methods of evaluation and appraisal, risk assessment, discounted cash flow analysis, mortgage calculations, taxation, use of leverage, debt and deal structuring, and portfolio investment.

This course develops the thinking and reflective skills required for leadership in a turbulent world, with specific emphasis on real estate and infrastructure. It explores contemporary leadership challenges and opportunities, and introduces students to thinking techniques relevant for complex contexts. This course is noncredit and the first part of a three-course sequence.

This course develops the reflective and interpersonal skills required for effective leadership in a relationshipbased sector such as real estate and infrastructure. Through lectures, exercises and self-assessments, students will enhance their self-awareness, context-awareness and ability to work with others in order to make a positive leadership difference. This course is non-credit and the second part of a three-course sequence.

This course applies the skills developed in PROP 6001 and PROP 6002 to the real estate and infrastructure industry context. It examines a variety of leadership roles, styles and situations drawn from the real world and provides an opportunity for students to interact with industry leaders. Students develop a personal growth plan and receive credit on a pass-fail basis.

This course examines the key factors, firms, and personalities that have shaped urban development, ranging from the economy to technology, government policy, culture, industry structure, and people/firms that have made a difference over time. The course analyzes the past to better understand trends that will shape the future of real estate and infrastructure development in Canada and abroad.
Only available to MREI students.

Each year a major project will serve as the framework for this capstone course. This is a workshop structured to promote self-awareness, curiosity, and creative thinking. Students will be expected to generate solutions, visualize results, adapt results to meet real constraints, and convince others of the efficacy of their solutions.
Only available to MREI students.

This course provides the requisite quantitative skills for analyzing real estate investments and fosters development of a critical perspective in financial decision-making. It covers valuation techniques, cash flow modeling, development feasibility analysis, tax considerations, debt and equity financing, risk assessment and also examines strategic and tactical investment considerations. The course uses a prescribed text, case studies, problem sets and group assignments and has a quantitative focus. Use of financial calculators and personal computers is required.

MBA Prerequisite: All 5000-series Required Foundations of Management Core Courses.
MBA Corequisite: SB/PROP 6200.030 or permission of the instructor

Those who shape cities must understand the fundamental economic forces at work and the resulting spatial pattern of activities that sustain city life. The course contributes to an understanding of these forces and the role they play in achieving a better built environment. This includes a theoretical perspective as well as the skills and knowledge to make wise decisions.

This course deals with development, developers, and the products that they create. The course provides an understanding of the business of real estate development, insights into the economic, functional, technical, and aesthetic factors that shape dominant building forms, and an understanding of the link between demand and product development. Course content spans an understanding of the spatial economy of cities-where economic activity occurs and why-to the interaction between demand and supply in the marketplace, a detailed examination of the products that are shaped by market forces, and an overview of new prototypes that are emerging to meet emerging demands. The course is delivered through a combination of lectures, case studies, and guest speakers from industry.

MBA Pre-requisites: All 5000-series Required Foundations of Management Core Courses.
Co-requisites: PROP 6100 3.00 or permission of the instructor.

Infrastructure is an international business of increasing scope, complexity and scale that typically involves both the public and private sectors in various partnership arrangements. This course examines the many "moving parts" of this business and explores the various partnership models that are being employed to address a variety of social and economic infrastructure needs.

Note: Open to MREI students only.

This course introduces infrastructure as an asset class and provides an overview of the international infrastructure market with focus on the demand for infrastructure assets and expected capital requirements. It provides a comparison of infrastructure investments to other asset-classes, an examination of experienced/largest infrastructure investors, and overview of investment evaluation criteria.
Prerequisites: PROP 6300 or with instructor permission.

This course examines project viability and risk, ownership and contractual structures, funding sources, and financial structuring for infrastructure projects. It also introduces infrastructure as an asset-class and provides an overview of the international infrastructure market with focus on the demand for infrastructure assets and expected capital requirements.
Prerequisite: PROP 6300 3.00
Open to MREI students only

This course deals with the phase between conceptual development of an asset and its occupancy/operation. Content is covered from the perspective of the owner/client ranging from project initiation to what embodies final success for various stakeholders. Management processes, roles/responsibilities, stakeholder engagement, and delivery models are examined to understand how project structure can meet project objectives.
Only available to MREI students.

Infrastructure is an international business of increasing scope, complexity and scale that typically involves both the public and private sectors in various partnership arrangements. This course examines the many “moving parts” of this rapidly expanding business and explores the various delivery and financing models that are employed to address social and economic infrastructure needs.

Prerequisites: All 5000-series Foundations Core Courses.

The course provides an understanding of issues related to the pace of urbanization across the globe and the impact on the demand for new infrastructure. The challenges for both developing and developed countries is examined from the perspective of potential new strategies, new technologies, new business models and new financing techniques that can begin to make a difference in addressing a full range of infrastructure needs. In terms of sustainability, this will include an understanding of the demand side and supply side, cultural factors, and the policy framework.

This course deals with the spectrum of investment styles, structures and strategies employed in the creation and management of institutional real estate investment portfolios in both the private and public markets. It includes a review of portfolio theory in a real estate context; examination of the concepts of risk, return, and diversification and how they influence portfolio planning decisions; consideration of the advantages and disadvantages of various investment vehicles; and the consequences of international diversification on portfolio performance.

Prerequisite: PROP 6100 3.00

This course deals with the spectrum of investment styles, structures and strategies employed in the creation and management of institutional real estate investment portfolios in both the private and public markets. It includes a review of portfolio theory in a real estate context; examination of the concepts of risk, return, and diversification and how they influence portfolio planning decisions; consideration of the advantages and disadvantages of various investment vehicles; and the consequences of international diversification on portfolio performance.

Prerequisite: PROP 6100 3.00.
Note: Open to MBA students only.

This course examines strategies for adapting to change so as to optimize the performance of commercial real estate assets during the investment holding period. It addresses leasing, capital expenditure planning, revenue enhancement, re-positioning, re-development and the hold/sell decision. Attention is paid to the four major property types. Students will conduct primary research and learn from real-world case studies.
Prerequisite(s): SB/PROP 6100 3.0 and SB/PROP 6200 3.0.

Understanding the particular characteristics of project finance is fundamental to structuring all business models for the delivery of large-scale infrastructure that supports our cities. This course examines project viability and risk, ownership and contractual structures, funding sources, and financial structuring. The course will be taught through lectures, guest speakers and interactive seminars focusing on case studies.
Corequisite: SB/PROP 6300 3.00 or by permission of the Instructor.

This course draws upon selected infrastructure projects to expose students to the perspectives of key stakeholders involved in infrastructure development, delivery and management, including investors, financiers, contractors, designers, politicians, end-users and policy-makers. Selected cases will be subject to in-depth analysis conducted through a combination of lectures using the case method, presentations by project stakeholders, and site visits.

Prerequisite: PROP 6300 3.00

This course addresses considerations involved when structuring real estate and infrastructure development transactions. This course provides a basic understanding of the theories, techniques, and institutions involved in legally controlling the possession, use, and preservation of development rights. This course also addresses transactional details from inception into operation of development projects.
Prerequisites: PROP 6100 3.00 and PROP 6200 3.00.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

This course deepens the strategic understanding of the role of government for business in different contexts across the globe. It challenges students to take on the role of public managers who need to improve performance and service delivery, in collaboration with private and social sector partners.

Prerequisites: All 5100-series Required Foundations of Management Core Courses.

This course provides students with the fundamental methodological tools necessary to evaluate the effectiveness of government programs, and includes a review of the extensive literature in this area. Students will learn techniques for evaluating assessments, and will learn to develop research designs for formative evaluations, summative evaluations and needs studies.

Prerequisite: SB/PUBL 5500

This core course focuses on the fundamental concepts of strategy and strategic management, and explores the task of developing, implementing, executing, and monitoring an organization's strategy. The emphasis is on the kinds of problems and issues that affect the success of the entire organization. Examples are drawn from all sizes and types of organizations, businesses, not-for-profits, government agencies, and the third sector. Nevertheless, the majority of content and the cases discussed deal with profit-oriented enterprises, operating in a competitive environment. The course uses readings, lectures, case discussions and role playing to expose students to a wide range of concepts and to the many types of situations that face managers and bear directly on an organization's ultimate success. (Formerly: SB/SGMT 4010 3.00)

Note: Not open to iBBA students for credit. Effective Fall 2008 this course cannot be completed on Exchange by BBA Direct-Entry students. exceptions may be made for Delayed-Entry students.

In this course, student teams use a sophisticated business simulation program to manage a firm through multiple years of operation in a competitive industry. All teams must integrate their knowledge of functional areas of business and ethics to develop a mission and strategy for their firm, implement the strategy in a dynamic market and consistently revise their strategy in response to the strategic moves of competing firms.

Prerequisites: SB/SGMT 3000 3.0 or SB/INTL 3000 3.0 (Previously offered as SB/INTL 4400 3.00 as of Winter 2026)
Course Exclusions: MGMT 4100 3.00 and INTL 4300 3.00

This course focuses on the major steps in the M&A process: (1) developing and executing an acquisition strategy; (2) preparing a valuation of the target and negotiating a deal; and (3) developing and implementing the post-merger integration plan. Also included are the roles and motivations of the major players in an M&A transaction, such as the executives and Boards of the acquirer and target, and deal advisors. The course format includes business cases, lectures, classroom discussion of deals currently in the news and class visits by M&A practitioners.

Prerequisites: SB/INTL 3000 3.0 (Previously offered as SB/INTL 4400 3.00), SB/FINE 3100 3.00.

This course combines the necessary strategic and analytical thinking skills for effective management. This course is about identifying, analyzing and articulating the key issues that impact organizations and applying the appropriate frameworks that can assist managers in reaching better decisions. Students use the frameworks and strategic analysis tools developed in SGMT 3000 and systematically apply them to real-life business situations. (Formerly: SB/SGMT 3300 3.00) Prerequisite: SB/SGMT 3000 3.00 or SB/INTL 4400 3.00

Managing a multinational firm operating in several foreign markets is a complex undertaking. Managers in charge of multinational firms need to possess the ability to evaluate the potential of foreign markets, select appropriate market entry modes, pursue sound strategic positionings adopted to specificities of each market, and manage complex global value chains. In this course, students will use cutting-edge international business simulation software to experience the management of a multinational firm in a dynamic competitive environment.

Note: Students must take SB/SGMT 3000 3.0 or SB/INTL 3000 3.0 prior to or concurrently with SB/SGMT 4350 3.0

This course addresses the managerial challenge of executing a firm’s strategy, by focusing on organizational elements that must be aligned to support a strategy as well as the tremendous difficulty of doing so. These elements include, but are not limited to, organizational structures and control mechanisms that “match” the given strategy as well as strategic leadership. Students learn and apply theory regarding strategy execution by analyzing implementation and performance in specific firms.

Pre-requisites: SB/SGMT 3000 3.00 or SB/INTL 4400 3.00.

Guided Study - Selected Problems in Strategic Management

This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating, and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated for the organization to perform effectively. The course applies the discipline of strategic management to a variety of organizations while addressing issues of ethics, sustainability and corporate social responsibility.

Course Credit Exclusions: SB/INTL 6000.030, SB/PUBL 6000.030 Prerequisites: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course.

Prerequisites: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course.

We examine motives, techniques and management issues associated with mergers and acquisitions. Through lectures and readings, we explore the people, the concepts and the challenges involved in mergers and acquisitions. Assignments and discussions around real situations expose students to the complexities and the managerial challenges that are unique to acquiring and integrating organizations. Prerequisite or Corequisite: SGMT 6000 3.0 or SGMT 5600 1.50 for IMBA students.

This course addresses corporate strategies, the management of corporate purpose, the structures and internal design and governance in family enterprises that create unique competitive advantages and challenges. According to estimates of the WEF, family businesses account for more than 70% of global GDP, so a thriving family sector is vital for the long-term health of national economies.

Prerequisites: All 5100-series Required Foundations of Management Core Courses.
Co-requisites: SB/SGMT 6000 3.0 or permission of the instructor.

This course provides the analytic tools and foundations that managers need for strategic analysis. It focuses on the development and application of economic and policy knowledge that inform strategy-making. Strategic analysis is the first phase of the strategic management process and focuses on understanding a firm’s environment and stakeholders in order to formulate and implement strategy.

Prerequisites: All 5100-series required core courses
Corequisites: All 5200-series required core courses
Note: Students who took SGMT 5800 cannot take SGMT 6130. Students who took SUST 5200 can take SGMT 6130.

The course focuses on the role of management and directors. We discuss the stakeholder and shareholder models to evaluate behaviour and to develop better approaches to decision making. Throughout the course we discuss the values and objectives that should define capital markets and define the public corporation with reference to recent and current experiences. Prerequisite: All 5000-level core courses

This course provides a deeper understanding of select topics at the intersection of strategy, technology and organization. A firm’s competitiveness depends not only on its technology choices but also on how such technology is organized and managed. Topics covered include: innovation, entrepreneurship, technological competitiveness and commercialization, technological change and evolution, strategic ambidexterity, digital platforms and managing technological alliances.

Prerequisite or Corequisite: SB/SGMT 6000 3.00

This course focuses on strategic alliances and joint ventures. It is designed to increase understanding and appreciation of issues related to strategy, technology and organization as they apply to alliances and the challenges they pose in terms of their establishment, structuring, management and evolution. Theoretical perspectives and practical applications are combined in addressing the key strategic, managerial as well as operation issues. Prerequisite or Corequisite: SGMT 6000 3.0 or SGMT 5600 1.50 for IMBA students.

This course addresses the managerial challenge of executing a firm's strategy, by focusing on organizational elements that must be aligned to support a strategy as well as the tremendous difficulty of doing so. These elements include, but are not limited to, organizational structures and control mechanisms that "match" the given strategy as well as strategic leadership. Students learn and apply theory regarding strategy execution by analyzing implementation and performance in specific firms.

Prerequisite: SGMT 6000 3.0

This course addresses strategic thinking and action in turbulent environments. It articulates the key features of these environments, namely uncertainty, complexity and interdependence, and rapid and discontinuous change and innovation. It then equips the students with a specific set of tools and skills required to meet the challenges of turbulence. Among others these include strategic responses to uncertainty, scenario building, intelligent experimentation, real options, analogies, designs for flexibility and more. Students will apply class material through exercises and projects. Co-requisite: SGMT 6000

This course examines issues and challenges that arise when business transactions and organizations transcend national boundaries and become international, regional or global. Entry strategies and adjustments to managerial functions are considered for multiple sectors/industries (e.g., manufacturing, services; autos, pharmaceuticals, advertising, hotels) and a variety of countries in the major regions of the world (Americas, Asia, Europe and Africa/Middle East).

Prerequisites: All 5100-series Required Foundations of Management Core Courses or permission of the instructor

Provides structured approaches to understanding, planning, and doing business negotiations in international contexts. Students apply their business knowledge in a series of interactive exercises and written assignments in order to develop analytic, strategic and practical negotiation skills. On two Saturdays, students conduct complex negotiation simulations (e.g., alliance formation, foreign market entry) and receive performance feedback from experienced negotiators.
Prerequisites: All 5000-series Required Foundations of Management Core Courses or permission of the Instructor.

We bridge and extend SGMT 6000 and ORGS 5100, drawing on contemporary theory and practice to further develop the skills and knowledge needed for translating strategy into action. Strategic successes and challenges are viewed as opportunities for building and strengthening long-run dynamic strategic capabilities. Emphasis is placed on experiential and applied approaches.

Prerequisite: ORGS 5100
Co-requisite: SGMT 6000 or SGMT 5600

Many of the challenges facing global companies today are not new and we can learn from the past to meet those challenges today and prepare for the future. This course explores the parallels between the issues multinationals face today and those they faced in the past. Based on historical and contemporary cases, you will get insights and practical tools to manage in the current global environment and develop the necessary skills to address future challenges.

This course focuses explicitly on the linkages between technology and strategy. Knowledge of strategic management is extended by investigating how strategy is different when technology is the key strategic driving force. Topics discussed include: industry evolution; competitive positioning; appropriate organizational structures and systems; and the culture of technology-based organizations. Co-requisite: SB/SGMT 6000.030

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

A student may work with an individual faculty member on a topic of mutual interest. These studies are co-designed by the student and the faculty member based on: 1) learning objectives 2) means of achieving these objectives 3) method of evaluation.

No description found.

This course presents an overview of company turnarounds and restructurings with the aim of providing students with sufficient knowledge to appreciate and learn how to approach issues that arise when companies face critical challenges to the viability of their business. To this end, it examines the three pillars of restructuring: 1) turnaround strategy, 2) legal framework, and 3) refinancing. Prerequisites: All 5000-series Required Foundations of Management Core Courses Prerequisite or Co-requisite: SB/SGMT 6000.030

This seminar focuses on the theories and current research in those areas which represent the more accepted and more often researched topics within strategic management. Both "content" and "process" streams are discussed and critiqued. (Offered in alternate years.)

This seminar builds upon SB/PLCY 7010.03 and examines theories and research from some of the newest and most provocative research streams that are beginning to be seen in strategic management. Both "content" and "process" streams are discussed and critiqued. (Offered in alternate years.)

The course examines the origins and evolution of the field of international business and is designed to provide students an understanding of the various theoretical traditions and methodological approaches used in international business research. It is expected that students will critically evaluate the various schools of thought within the field, and develop their own research agenda related to some specific aspect of international business.

The course examines the origins and evolution of the field of international business and is designed to provide students an understanding of the various theoretical traditions and methodological approaches used in international business research. It is expected that students will critically evaluate the various schools of thought within the field, and develop their own research agenda related to some specific aspect of international business.

Previously offered as MGMT 2060 3.00

In this course, students reflect critically on the role of business in society. Students appreciate the causes of tension between business and society and gain skills to assess a company's impact on and commitment to society. Students learn how businesses have redfined the traditional purpose of profit maximization and have become a solution to society's most challenging problems.

Note: Not open to iBBA students for credit.
Course Credit Exclusions: SB/MGMT 2060 3.00

Previously MGMT 3200 3.00

This course serves as a general introduction to the nonprofit organization. It explores the historic roots and social, political and economic function of the nonprofit sector in Canada. It examines both the legal and policy environments in which nonprofit organizations operate, and the unique organizational structures and governance practices that are characteristic of this sector. Additionally, this course will examine the accounting, marketing, staffing and fundraising issues of the sector.

This course will appeal both to students who intend to pursue careers in the nonprofit sector, as well as to students who will be involved with nonprofit organizations over the course of their careers (either as board members and volunteers, or because their work in government or in the private sector brings them into contact and partnership with nonprofit organizations).

Course credit exclusion: SB/MGMT 3200 3.00

The public sector is a major force shaping the business environment. The mission of governments is to create public value, regulating, enabling and partnering with business in the process. This course offers a strategic understanding of the role of government, and of key features of public policy and management in different contexts across the globe. It challenges students to take on the role of public managers who need to improve performance and service delivery, often in collaboration with private and social sector partners.

Previously MGMT 4000 3.00

Previously offered as ORGS 4100 3.00

This course teaches students to recognize vulnerabilities of organizations to catastrophic failure, and to understand why such risk represents both a profound challenge and a potential opportunity, and to become more effective decision-makers in general. We examine how cognitive biases, organizational culture and institutions contribute to catastrophic failures; and consider how organizations can address these challenges and become more resilient.

Prerequisites: SB/ORGS 2100 3.00 and SB/ORGS 2200 3.00 (BBA) or INTL 2300 3.00 (iBBA)
Course Credit Exclusion: SB/ORGS 4100 3.00

Previously offered as MGMT 4300 3.00

Provides an advanced understanding of CSR by taking a distinctly global focus through readings and case analysis. The global focus not only reflects the main themes and issues raised in CSR debates, but also enables the student to appreciate the topic from the perspective of various regional settings. The emphasis is on providing a conceptual understanding of why CSR has become so important and a basic overview of how corporations have responded to this challenge.

Prerequisites: BBA: SB/SUST 2060 3.00 (formerly SB/MGMT 2060 3.00 or SB/MGMT 2040 3.00 or SB/MGMT 1040 3.00)
Prerequisites: iBBA: SB/INTL 1400 3.00 (previously offered as SB/INTL 3400 1.50 and INTL 3500 3.00)

Explores how organizations respond to increasing expectations to deliver sustainable performance at the economic, social and environmental level. Students grasp different ways in which companies can respond to growing pressures to adopt sustainability and study strategies of how companies can lead the way forward by developing practical solutions to some of society's most challenging problems.

Course Credit Exclusion: SB/MSTM 5050 3.00

This course explores the ethical underpinning of several technological issues including Artificial Intelligence, Privacy, Machine Replacement, etc. Students will seek to understand the implications of such technological developments on society, and to manage employees and organizations in a way that balances the tension between technological advancement and human ethics.

This course explores how organizations respond to increasing expectations to deliver sustainable performance at the economic, social and environmental level. Students grasp different ways in which companies can respond to growing pressures to adopt sustainability and study strategies of how companies can lead the way forward by developing practical solutions to some of society's most challenging problems.

Prerequisites/Corequisites/Course Exclusions: Open to MBA students only. No prerequisites required.
Note: Students who took SGMT 5800 should not be taking SUST 5200

The purpose of this course is to explore how social innovation can be used to build more sustainable and impactful solutions to pressing environmental and social challenges. Despite the incredible progress in the overall level of human development over the past century, a number of significant global challenges persist in both developed and developing countries, including generational poverty, discrimination, corruption, and climate change. This is primarily a project-based course with a focus on working directly with disadvantaged populations in Costa Rica to collectively identify innovative business models that are capable of providing meaningful work to such individuals.

This course explores how new technologies and practices intended to tackle climate change can be adopted and scaled. Primarily a project based-course course focused on learning how to map out existing socio-technical systems and landscapes, identify barriers to adoption and formulate a strategy for overcoming barriers. It is an experiential education opportunity in partnership with the MaRS Discovery District.

This course will explore how to integrate the diverse set of functional sustainability-related issues across the entire organization. More specifically, students will examine how the various sustainability issues manifested within human resources (e.g., DEI), operations (e.g., social procurement), finance (e.g., ESG reporting), and marketing (e.g., responsible advertising), can present both opportunities and barriers when integrated at the cross-functional level.

Admission to this course requires the successful completion of SUST 5200 as a prerequisite, or special approval of the instructor.

The purpose of this course is to ensure students develop the skills necessary to successfully design and implement sustainability initiatives in collaboration with key stakeholders. Students will learn to source credible information from a diverse range of stakeholders with commensurate/competing perspectives, and to effectively communicate and engage with various stakeholders to mobilize systemic change.

Admission to this course requires the successful completion of SUST 5200 as a prerequisite, or special approval of the instructor.

This course will focus on the skills associated with compiling, analyzing, and disclosing sustainability data using the following three modules: (1) the initial 5 weeks with students familiarizing themselves with the range of mandatory and voluntary reporting requirements; (2) the next 5 weeks engaging in completing a materiality assessment for a partner organization, and; (3) the final 2 weeks contrasting peer experiences.

Admission to this course requires the successful completion of SUST 5200 as a prerequisite, or special approval of the instructor.

This course will examine the role of ethics in the finance industry. It will look at the need for ethics in finance, codes of ethics, and ethical decision making. Tools for identifying ethical issues and making ethical decisions will be introduced and evaluated alongside an examination of ethical issues in financial services, financial markets, and financial management in non- financial organizations.

The scholarly discourse on responsible business draws on a myriad of legacy fields of study including, but not limited to, strategic management, organizational behavior, political economy, philosophy, history, economics, etc. While this broad approach matches the complexity of the activities and structures endemic to responsible business, recent decades have witnessed the emergence of novel, integrative, theoretical approaches indigenous to the study of business’s role in broader society. This seminar examines these novel approaches to responsible
business at depth. Students will examine key legacy works that are the foundation of these novel approaches as well as more recent scholarly advances. During the seminar, students will develop a deep appreciation for these works as well a critical basis for making their own contributions to these deepening conversations.

Specifically, by the end of this course you should be able to:
• Understand, recall, and explain core texts in the field of responsible business;
• Evaluate and critique research in the field;
• Recognize and contribute to leading edge theory and research in the field.

This course introduces students to leading paradigms and current topics in organization theory. Students obtain an intensive overview of "macro" theories in organizational behaviour and develop an ability to assess organization theory and research critically and comprehensively. Class discussions focus on the strengths, weaknesses and contributions of leading-edge theories and topics; and students are encouraged to think creatively about future directions that various topics and theories might take to advance the field's understanding of organizations. By the conclusion of the course, students: (a) are familiar with important sources and references on prevailing issues in organization theory; (b) have a solid grasp of advanced theory and research on a breadth of topics in macro organizational behaviour; (c) have a better understanding of the process of writing theoretical articles; and (d) possess the ability to evaluate critically the contributions of various research streams to the field of organization theory.

The course offers students the opportunity to gain an in-depth understanding of the rich scholarly research in business and society, with a particular emphasis on its relationship to global governance. Students will develop insights into how one can make a theoretical, methodological, and practical contribution to the management literature through business, society and global governance research.