Global Mining Management

Students must complete 12.00 credits total, consisting of:

• 12.00 credits of Required Courses (9.00 credits of Required Courses for IMBA)

Additional Recommendations:

• It is recommended that students take MINE 5100 before starting the Global Mining Management specialization. No prior experience in mining is required and students do not have to be part of the Global Mining Management specialization to enrol.

Required Courses:

• MINE 6100 3.00 STRATEGY AND VALUE CREATION IN MINING

  This course provides an understanding of the challenges and opportunities of the global mining industry. Students evaluate and apply a strategy framework to mining companies which focuses on creating value for all stakeholders in a sustainable manner.

  Prerequisites - All 5000-series Required Foundations of Management Core Courses

• MINE 6200 3.00 FINANCIAL STRATEGIES IN MINING

  This course provides an understanding of the unique valuation, accounting and finance aspects of the global mining industry in order for students to develop financing strategies for mining companies.

  Prerequisite: All 5000-series Required Foundations of Management Core Courses.

• MINE 6300 3.00 SOCIAL AND ENVIRONMENTAL STRATEGIES IN MINING

  This course provides an understanding of the social and environmental challenges and opportunities in the global mining industry. Students develop environmental and social strategies which ensure sustainable value creation based on international standards and industry practices found in the mining industry.

  Prerequisite: All 5000-series Required Foundations of Management Core Courses.

• MINE 6400 3.00 MANAGING PEOPLE IN MINING

  This course provides an understanding of the organizational design, management systems and leadership practices mining companies use to manage people. Students develop organizational structures and management systems that facilitate a mining company’s ability to deliver on its strategy of creating value for all stakeholders.

  Prerequisite: All 5000-series Required Foundations of Management Core Courses.

Recommended Courses:

• MINE 5100 1.50 INTRODUCTION TO THE GLOBAL MINING INDUSTRY
  This course introduces the defining characteristics of the global mining industry. The links between these characteristics and various strategic, financial, corporate responsibility related and other organizational decisions are explored. Guest speakers share their knowledge and experience to provide students with a foundation on the industry's technical basics. This course is recommended for students interested in the Global Mining Management specialization. FC: Dec. 12, 2014

Additional Electives to Explore

In addition to the GMM courses, students are encouraged to expand their knowledge in specific subject areas such as strategy, management, finance and sustainbility.

NOTE: These courses are suggested additions only and do not count toward the Global Mining Management specialization.

Strategy and Management Electives

• ORGS 6350 3.00 MANAGING CHANGE
  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
• SGMT 6050 3.00 MERGERS AND ACQUISITIONS
  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.
• SGMT 6060 3.00 THE ART OF THE DEAL
  This course provides senior Osgoode J.D. and Schulich MBA students with a unique integrative experience and the opportunity to analytically examine the planning and execution of major business transactions. The students learn through their immersion in a unique experience of working closely with law students and with executives and professionals who participated in a specific business transaction. Pre-requisite: SGMT 6050 Mergers, Acquisitions and Strategic Alliances. On occasion, when individual students can demonstrate proficiency with the M&A material, the instructor may convert this requirement to a co-requisite).
• SGMT 6240 3.00 MANAGING STRATEGIC ALLIANCES AND JOINT VENTURES
  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.
• SGMT 6400 3.00 STRATEGIC THINKING AND ACTION IN TURBULENT ENVIRONMENTS
  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

Finance Electives

• ACTG 6250 3.00 FINANCIAL REPORTING AND ANALYSIS
  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 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)
• FINE 6100 3.00 FINANCIAL MANAGEMENT
  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

Sustainability Electives

• BSUS 6300 3.00 MANAGEMENT PRACTICES FOR SUSTAINABLE BUSINESS
  This course provides a detailed review and analysis of the environmental and stakeholder management tools and techniques used by managers. The course considers how these techniques fit together to form management systems and examines their underlying assumptions, approach and role in managerial decision-making. Techniques include environmental management systems and audits; product-life cycle analysis; and design for the environment; social and environmental reporting; sustainability and organizational change and stakeholder approaches to management. Prerequisites: All 5100-series Required Foundations of Management Core Courses or with permission of the instructor.
• BSUS 6400 3.00 SUSTAINABILITY ACCOUNTING AND ACCOUNTABILITY
  This course situates corporate activity within the wider context of Sustainability. In particular, emphasis is placed upon the information that orporations produce in order to inform society about its social and environmental impacts, assessing whether such reporting is relevant and/or credible. The course also helps understand the interactions between stakeholders and the inherent issues related to their conflicting demands. Note: Open to MES students.
• BSUS 6500 3.00 BUSINESS STRATEGIES FOR SUSTAINABILITY
  All organizations impact the natural and social environment. However, it is only recently that sustainability has become a strategic issue for business and its managers. For increasing numbers of companies, sustainability is now an integrated part of organizational strategy formulation and implementation. Through a series of 'live cases', this course is designed to introduce students to the critical strategic and managerial issues in developing, implementing and adapting strategy to create environmental, social and economic value. Prerequisites: All 5100-series Required Foundations of Management Core Courses or with permission of the instructor.

^{NOTE: Not all courses required to fulfill a specialization are offered each term. Course offerings are based on factors such as student demand and instructor availability. The office of Student Services & International Relations is available to provide advising on course sequencing and the fulfillment of program and specialization requirements within a student’s period of study. For current course offerings and details, please view the Schulich Course Offerings Database.}