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Management MSc

Admission Requirements

  • Bachelor's degree with high academic standing serves as a prerequisite for the program. To be eligible for admission, applicants must have maintained at least a B average in their final two years and have obtained a Grade Point Average (GPA) of at least 3.00 on a 4.30 scale, or the equivalent, from an accredited university.
  • Applicants must submit proof of satisfactory performance on the Graduate Management Admission Test (GMAT) or the Graduate Record Examination (GRE) completed within the previous five years, three letters of recommendation with the Academic Assessment forms, and a short statement of purpose. (Please note that the GMAT is preferred to the GRE).
  • Proficiency in English. Applicants whose primary language is not English must demonstrate that their knowledge of English is sufficient to pursue graduate studies in their chosen field. Please refer to the Graduate Admission page for further information on the Language Proficiency requirements and exemptions.
  • Concordia Comprehensive ESL Placement Test (ConCEPT). Applicants who have been admitted by a program and whose test results fall within the range requiring a language placement test are required to write the Concordia Comprehensive ESL Placement Test (ConCEPT).

Degree Requirements

Fully-qualified candidates are required to complete a minimum of 45 credits.

In the first year of the program, candidates are required to complete a minimum of 24 credits.

6 credits – Required Courses

MSCA 602 - Applied Linear Statistical Models (3 credits)
MSCA 615 - Research Methodology - Administrative Sciences (3 credits)

18 credits – Management Seminars

Upon approval of the Department MSc Management Advisor and the instructor, up to nine credits may include the following:
- Seminars in any other JMSB MSc program;
- PhD seminar in Management (ADMI 810-819 and ADMI 850-859).
- Cognate graduate seminars offered by other departments within the university.

21 credits – Thesis

MSCA 699 - Research Thesis (21 credits)

Academic Regulations

  1. Academic Standing. Please refer to the Academic Standing section of the Calendar for a detailed review of the Academic Regulations.
  2. Residence. In accordance with standard university policy, the minimum residence requirement for this master’s degree is three terms of full-time study, or the equivalent in part-time study. This requirement must be met regardless of the amount of graduate work previously completed in any other program or at any other university.
  3. Time Limit. Please refer to the Academic Regulation page for further details regarding the Time Limit requirements.
  4. Credit Load: Full-time Students. The normal course load for full-time students is 12 credits in each of the terms in the first year and the 21-credit thesis in the second year.
  5. Credit Load: Part-time Students. The maximum course load for part-time students is 9 credits per calendar year. The 21-credit thesis should take one year to 18 months to complete.
  6. Course Reduction. In exceptional circumstances, students may be granted permission to reduce their course load below the normal specified above while remaining in good standing.
  7. Program and Course Withdrawal. Students who wish to apply for withdrawal from an MSc program must do so in writing at the office of the Associate Dean, Research and Research Programs. Students may drop a course up to the end of the course change period. This is normally about two weeks after classes begin (see Academic Calendar). In addition to the regulations which appear in the Graduate Registration section of the Graduate Calendar, students enrolled in an MSc program will be required to observe the following rules.
  8. Graduation Requirement. In order to graduate, students must have a minimum cumulative GPA of 2.70.


Management Seminars

Each year a selection of specialized seminars will be offered on a rotating basis from those listed below.

MSCA 640 Seminar in Organizational Behaviour
MSCA 641 Seminar in Staffing and Career Management
MSCA 643  Seminar in Motivation, Evaluation and Rewards
MSCA 644 Seminar in Meso Organizational Behaviour
MSCA 645 Seminar in Organizational Theory and Design
MSCA 646 Seminar in Leadership
MSCA 647 Seminar in Strategic Management in Global Context
MSCA 648 Seminar in International Management
MSCA 649 Seminar in Comparative Corporate Governance
MSCA 651 Seminar in Entrepreneurship across Contexts
MSCA 652 Seminar in Special Topics in Management
Changes in topic will be indicated by the letter following this seminar number (e.g., MSCA 652A, MSCA 652B).
MSCA 654 Seminar in Consulting

Seminar Descriptions

MSCA 602 Applied Linear Statistical Models
The course focuses on systematic treatments of linear statistical models for regression, analysis of variance and experimental design with special emphasis on applications in business and economics. Topics include regression analysis: inference, model building, diagnostics, remedial measures and validation; single-factor and two-factor ANOVA models, and analysis of covariance. Other statistical tools for specialized applications discussed may include logistic regression, path analysis and time series regression. Case studies are employed to illustrate tools for fitting, checking, validating and interpreting linear models.

MSCA 615 Research Methodology - Administrative Sciences
This seminar provides a basic understanding of the research process and a knowledge of the methods used in the design and execution of scientific research relevant to social sciences, and specifically the business context. The seminar helps students to develop skills needed to assess the feasibility and potential contribution of proposed studies, and to critically evaluate research reported by others. The application of relevant research methods are reviewed through discussions of exemplary articles published in leading journals. Cornerstone topics in this seminar include: theory construction, measurement, overview of data collection methods, reliability, as well as internal and external validity issues.
Note: Students who have taken MSCA 612, MSCA 613 or MSCA 614 may not take this seminar for credit.

MSCA 640 Seminar in Organizational Behaviour (3 credits)
This course reviews the important developments in administrative and behavioural thinking and focuses on the work of management scholars who have made significant contributions to the theory and practice of management. The course spans the various levels of organization analysis (individual, group and organizational) and a variety of perspectives on organizational behaviour, organizational theory and administrative thought. Students are expected to understand and be able to assess critically the concepts, theories and scholarly contributions of material covered in this course. The state of the art both in theory and empirical research are emphasized.
: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 641 Seminar in Staffing and Career Management (3 credits)
This seminar provides an overview of theory, research, and applications in the fields of staffing and career management. We discuss the processes of getting job applicants into organizations and of retaining them and moving them through the ranks once they are there. Specific topics to be explored include organizational context and staffing strategy, legal issues, internal and external recruitment processes, selection methods, promotions and employee training. Emphasis is placed on scholarly reviews of the evidence, analysis of primary research articles, and the application of science-based practice to the processes of staffing and career management.

MSCA 643 Seminar in Motivation, Evaluation and Rewards (3 credits)
This seminar is designed to help students learn about theory, research, and applications in the field of human resource management, specifically with regards to the topics of: motivation, performance evaluation, financial and non-financial rewards, and employee well-being. The impact of these activities on international human resource management is also covered. Students become familiar with the dominant approaches pertaining to these topics, and reflect on how these topics are related to one another. Students also learn about how to conduct high-quality research on these topics, and how to use research to solve organizational problems.

MSCA 644 Seminar in Meso Organizational Behaviour
Meso organizational behaviour focuses on understanding organizational phenomena by bridging concepts or theories at the individual (i.e. micro) and the contextual (i.e.macro) levels of analysis. The seminar examines people within organizations by exploring different levels of analysis, including individuals, groups, departments, organizations, industries, and societies. It focuses on better understanding how similar phenomena may operate at different levels, how phenomena at any one level are shaped by phenomena at other levels, and the reciprocal dynamics that exist between levels to make up the world of organizations in which we live and work. Meso organizational behaviour is important because: (a) it helps students of human resource management better understand the systemic factors that contribute to how individuals think, feel, and act in organizations; and (b) it helps students better understand how organizations are shaped by the people that populate them.
Note: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 645 Seminar in Organizational Theory and Design (3 credits)
In this seminar we explore organizations and organizational environments. The primary aim is to introduce students to an understanding of how organizational scholars have conceptualized and studied organizations as systems of structures and relations and as cultural systems, and how these systems interact with and are embedded in the context of an external environment. To accomplish this aim the seminar focuses on some basic sociological tools for conceptually investigating a variety of organizational topics. Students acquire an in-depth understanding of how organizations are made up of formal, relational and cultural structures both inside and outside the organizational boundary. Some topics and conceptual frameworks include power, conflict, organizational identity and image, organizational control, discourse and rhetoric, legitimacy, organizational impression management, emergence of new organizations, and organizational change.

MSCA 646 Seminar in Leadership (3 credits)
This course adopts the interactional framework of leadership, which considers that the leadership process is a function of three components: the leader, the followers, and the context. The course is structured to cover classic and emergent theories that address each of these components; though most theories focus on one of these three components, they also inform the other components in the model, either implicitly or explicitly. Implications for the practice of leadership are addressed through class discussions. An effort is made to ensure that students do not adopt a myopic view of leadership. Rather, different perspectives on the process of leadership are presented, that make radically different assumptions. Students are therefore required to identify these assumptions and develop well-articulated arguments that either support or refute these assumptions in order to develop a sophisticated view of leadership.
: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 647 Seminar in Strategic Management in Global Context (3 credits)
This seminar provides a broad survey of core literature and research findings in the strategic-management and international-business fields, exploring the opportunities and challenges associated with conducting business in a global context. The objective of this course is to provide a theoretical overview of strategic management with a particular emphasis on the strategy of multinational enterprises. By the end of the course, students should understand the basic theories within the field and should develop their skills in framing research questions relevant to strategy or globalization.

MSCA 648 Seminar in International Management (3 credits)
This seminar is designed to introduce students to the key concepts and important areas of research related to globalization, multinational corporate strategies, and organizations and management systems in both developed and developing countries. We start with an overview of international management and multinational enterprise theories followed by a discussion on important methodological issues for doing research in an international context. The impacts of national culture and national institutions of different countries on today’s global business environment are discussed as well. Specific areas such as internationalization of small and medium-sized enterprises, entry modes, international joint ventures, and management practices are covered. The seminar concludes by discussing future research trends in this field. A key goal is to articulate appropriate research questions, develop theoretical frameworks, design empirical strategies, and to write an academic paper using key components from this seminar.
: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 649 Seminar in Comparative Corporate Governance (3 credits)
Corporate governance, defined broadly, is the study of power and influence over decision making within the corporation. Comparative corporate governance examines how institutions in different social and economic contexts influence this relationship and its consequences for the ownership, management, and strategic competitiveness of firms. In this seminar we address questions such as: How is corporate governance practised in different countries? Why are corporate governance practices similar or different across countries? Can we identify international best practices of corporate governance? To what extent are corporate governance best practices transferable across international contexts? How do different systems of corporate governance embody different economic, social, and political trade-offs among corporate stakeholders? We approach the questions from managerial, economic, legal, political, sociological and cultural perspectives. Using both conceptual and empirical studies, we also focus on a range of substantial issues, including corporate governance in family firms and in emerging market business groups.
: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 651 Seminar in Entrepreneurship across Contexts (3 credits)
This course provides an overview of the diverse manifestations of contemporary entrepreneurship research. We review and critically evaluate the study of entrepreneurship across the contexts of new venture creation, family, social, sustainable, corporate, bottom of the pyramid and others. We cross levels of analysis—from individual to family, to firm, to network, to industry—and theoretical traditions. There is a strong emphasis on critical reasoning, empirical scrutiny and theoretical development. Students develop competencies in all aspects of the entrepreneurship research process, culminating with their own independent contributions to the field through a novel research paper.
: Students who have received credit for this topic under a MSCA 652 number may not take this course for credit.

MSCA 654 Seminar in Consulting (3 credits)
This course focuses on the management consulting profession and process. The course is structured around three parallel streams and provides important concepts and ideas for the tool-kit of the management consultant involved in analytical as well as change implementation projects. The first stream of the course examines the consulting process, i.e. the five phases of a consulting project from entry to termination. The second stream focuses on core consulting skills, i.e. the skills required to operate and succeed as a management consultant. These skills are essential for any type of consulting engagement, whether one works as an external or internal consultant, and whether the client in a private sector, public, or non-profit organization. The third stream is a real world consulting project that students conduct in teams with a client firm in order to apply the tools and skills discussed in class. The course concludes by reflecting on the role of internal consultants and management consulting as a career choice.

MSCA 699 Research Thesis (21 credits)
The MSc thesis is intended to provide candidates with an opportunity to carry out an investigation in-depth in a particular area of interest and to make a contribution to knowledge in the area. It is expected that the thesis will include a comprehensive and critical synthesis of the relevant literature and will also embody either a theoretical contribution to knowledge, a rigorous empirical investigation or both.

A Thesis Committee consists of a faculty member from the department as supervisor and two other faculty members. An Examining Committee consists of the Thesis Committee and a Thesis Examination Chair appointed by the Associate Dean, Research and Research Programs in accordance with the thesis regulations specified in the relevant section of this calendar.

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