Master of Business Administration India

MBA 1 (first half – 30.00 credits)

• 30.00 credits of core courses (outlined below)

Terms 1 & 2 – Hyderabad, India

• ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS

  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.

• ACTG 5210 1.50 MANAGEMENT ACCOUNTING

  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.

  Note that SB/ACTG 5210 1.50 or SB/ACTG 5220 3.00, but not both courses, may be taken for credit.

  Prerequisite: SB/ACTG 5100 3.00

• ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS

  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.

• FINE 5200 3.00 MANAGERIAL 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.

• MGMT 5150 3.00 SKILLS FOR LEADERSHIP

  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.

• MKTG 5200 3.00 MARKETING MANAGEMENT

  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.

• MGMT 5260 3.00 MANAGING FOR VALUE CREATION
  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.
• OMIS 5110 1.50 INFORMATION SYSTEMS
  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.
• OMIS 5120 1.50 QUANTITATIVE METHODS
  This course is an introduction to the use of quantitative methods for business research, analysis, forecasting and optimization. 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, and to acquaint students with computer software necessary for implementing these methods.
• OMIS 5210 1.50 OPERATIONS MANAGEMENT
  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.
• ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR
  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.
• SGMT 6000 3.00 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 if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. 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.

MBA 2 (second half – 30.00 credits)

• 3.00 credits of core courses (outlined below)
• 27.00 credits of electives

Terms 3 & 4 -Toronto, Canada

• MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION

  The Strategy Field Study represents the culmination of a student's work in the MBA program. Through a two-term study of an actual organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have acquired throughout their studies. Students must form and register their groups for this 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 they are working on the Strategy Field Study.

  NOTE: Students undertake their Strategy Field Study during the last two semesters of their program.
  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.

• MGMT 6100 3.00 STRATEGY FIELD STUDY

  The Strategy Field Study represents the culmination of a student's work in the MBA program. Through a two-term study of an actual organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have acquired throughout their studies. They are required to undertake an extensive and in-depth analysis of the external and internal environments and an evaluation of an organization's activities; on that basis they develop actionable recommendations and an implementation plan that contribute to the organization's future success.
  NOTE: Students undertake their Strategy Field Study during the last two semesters of their program.

  Learn more about the Strategy Field Study.