- 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 6150 3.00 THE BOARD OF DIRECTORS & GOVERNANCE OF PUBLIC CORPORATIONS
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
- 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 6250 3.00 STRATEGY EXECUTION
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
- 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
- SGMT 6700 3.00 STRATEGIC CAPABILITY DEVELOPMENT
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
- SGMT 6720 3.00 MANAGING GLOBALLY - PAST, PRESENT, FUTURE
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.
- SGMT 6730 3.00 BUSINESS STRATEGIES IN CHINA
Building on strategic management foundations, this course is an advanced strategy course which provides analytical framework for participants to develop specialized strategic perspectives for managing businesses pertinent to China. In particular, the course helps participants understand how Chinese firms behave and grow and why multinational corporations develop, adapt and adjust their strategies for the Chinese market (e.g., industry competitive analysis, market positioning and product development).
Prerequisites:
MBA - SGMT 6000
IMBA - INTL 6600
- SGMT 6800 3.00 STRATEGIC MANAGEMENT OF TECHNOLOGY - BASED FIRMS
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
- SGMT 6970 3.00 RESTRUCTURING & TURNAROUND MANAGEMENT
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
- BSUS 6200 3.00 MANAGING ETHICS AND SOCIAL RESPONSIBILITY
This course explores the social and ethical challenges facing contemporary organizations and develops the knowledge and skills necessary to manage these challenges effectively. The emphasis is on enhancing personal moral insight, developing individual and organizational strategies for dealing with social and ethical problems, critically evaluating relevant tools, and managing for global corporate responsibility.
Prerequisites: All 5100-series Required Foundations of Management Core Courses. This course cannot be taken for credit by any students who have previously taken ETHC 5510 1.50
- SGMT 6960 3.00 STRATEGIC MANAGEMENT OF E-BUSINESS
- 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.
- ECON 6210 3.00 ECONOMIC FORECASTING AND ANALYSIS
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
- ENTR 6605 3.00 ENTREPRENEURSHIP & NEW FIRM CREATION
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.
- ENTR 6625 3.00 MANAGING VENTURE GROWTH & TRANSITION
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)
- ENTR 6645 3.00 CORPORATE ENTREPRENEURSHIP
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.
- FNSV 6970 3.00 COMPETITIVE & ORGANIZATIONAL STRATEGIES FOR FINANCIAL SERVICES FIRMS
This thirteen-week course will introduce students to strategy formulation and implementation in the financial services sector. Students will learn the competitive dynamics that affect positioning in the industry as well as how to create organizations that enhance the abilities of individuals to carry out these strategies. Key to this is the role played by delegation of decision rights, compensation systems and performance measurement systems.
Prerequisite: SB/SGMT 6000 3.00 or equivalent and FNSV 5500 1.50 (can be waived with permission of the instructor)
- FNSV 6985 1.50 THE CANADIAN LIFE INSURANCE INDUSTRY & INTERNATIONAL COMPETITION
The life insurance business in Canada is one of this country's least known sucess stories. This course will focus on the key drivers of success of life insurers, the various strategic and operational options open to insurers, the risks faced by insurers and how they mitigate them and the international aspects of their business.
Prerequisites: All 5000-series Required Foundations of Management Core Courses and FNSV 5500 or approval of the instructor. This course cannot be taken for credit by any students who have previously taken FNSV 6980 3.0: Strategic and Tactical Issues in the Life Insurance Industry.
- FNSV 6990 1.50 ENTERPRISE RISK MANAGEMENT & STRATEGY
Strategy and risk management are two sides of value creation for companies. Strategic choice must identify how these choices affect a broad array of stakeholders. A firm must be organized to recognize, measure, monitor, and disclose risks if it is to implement its strategy. This course will focus upon the strategic importance of risk management rather than more technical aspects.
Prerequisites: all 5000-series Required Foundations of Management core courses.
Pre or Corequisite: Strategic Management 6000 3.0: "Strategic Management" is a co-requisite
- HIMP 6130 3.00 STRATEGY IN HEALTHCARE
This course examines the roles played by hospitals, governments, regional authorities, as well as their decisionmaking and accountability structures. The course also examines costs and financing; stakeholders; consolidation and clinical integration; challenges and threats. The course illustrates strategic management concepts in various management and multi-disciplinary settings, changing technologies and methods of health delivery.
Pre-requisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor.
Co-requisite: SB/SGMT 6000 3.00
- IBUS 6410 3.00 INTERNATIONAL BUSINESS - STRATEGIC OVERVIEW FOR MANAGERS
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
NOTE: Not open to IMBA students.
- IBUS 6430 3.00 INTERNATIONAL BUSINESS STRATEGY
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
- IBUS 6490 3.00 INTERNATIONAL NEGOTIATIONS - ANALYSIS, STRATEGY AND PRACTICE
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.
Prerequisites: All IMBA first year required core courses
- MGMT 6200 3.00 BUSINESS ADMINISTRATION AND THE LAW
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.
- MGMT 6300 3.00 CASE ANALYSIS AND PRESENTATION SKILLS
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 5150 3.00, SB/MGMT 5260 3.00, SB/MKTG 5200 3.00 & SB/ORGS 5100 3.00.
Corequisite: SB/SGMT 6000 3.00
- MGMT 6700 3.00 PROJECT MANAGEMENT
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.
- MGMT 6960 3.00 MANAGEMENT CONSULTING
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.
- 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
- MKTG 6650 3.00 STRATEGIC MARKET PLANNING
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
- SB/MECH 6503 3.00 DISRUPTIVE & EXPONENTIAL TECHNOLOGY INNOVATIONS
Concepts in Disruptive and Exponential Technologies; impact on industries and society; broad overview of disruptive technologies including 3D Printing, drones, robotics, automation, sensors, AI, Big Data, Genomics Sequencing, nanotechnology, advanced materials, microfluidics, energy and sustainability and IofT. Incorporating several technologies into a tech project proposal able to disrupt an established industry and ultimately developing a foundational understanding of technology entrepreneurship opportunities.
Cross-listed with SSB and OHLS
Pre-requisites: Consent of the instructor.
- SGMT 6900 3.00 INDIVIDUAL STUDY - STRATEGIC MANAGEMENT
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.
- SGMT 6900 1.50 INDIVIDUAL STUDY - STRATEGIC MANAGEMENT
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.
