Global Metals and Minerals Management

Students must complete 13.50 credits of Required Courses total:

Required Courses:

• GMMM 5100 1.50 METALS AND MINERALS IN THE GLOBAL ECONOMY

  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.

• GMMM 6100 3.00 STRATEGIES FOR WEALTH CREATION IN THE METALS & MINERALS INDUSTRY

  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

• GMMM 6200 3.00 FINANCING MINERAL DEVELOPMENT

  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

• GMMM 6300 3.00 STAKEHOLDER COLLABORATION FOR RESPONSIBLE MINERAL DEVELOPMENT & USE

  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

• GMMM 6400 3.00 ORGANIZATIONAL EXCELLENCE IN THE METALS AND MINERALS INDUSTRY

  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

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 sustainability.

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

Electives

• GMMM 6500 3.00 APPLYING STRATEGY IN THE METALS & MINERALS INDUSTRY

  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

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.

  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).

• 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

• SUST 6300 3.00 MANAGEMENT PRACTICES FOR SUSTAINABLE BUSINESS

  This course situates corporate activity within the wider context of Sustainability. In particular, it provides an overview of important management trends, tools and frameworks for integrating environmentally and socially progressive practices into organizational practice. The course also helps understand the interactions between stakeholders and the inherent issues related to their conflicting demands.

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

• SUST 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.

• SUST 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.}