MBA Courses

Description: This course revisits and strengthens the basic algebra and statistics skills presented in MBA 640. The course uses a combination of online lectures and workshops and in person tutorials to develop and apply these skills to different business problems. Assessment is carried out via assignments and a final exam.

• Students who have received credit for COMM 600 may not take this course for credit.
• Students who have received credit for COMM 500 may not take this course for credit.

Description: The On-Ramp covers basic quantitative tools needed to succeed in the MBA Program. The course is divided into several learning modules to review and test the essential quantitative skills needed prior to starting the program.

Component(s): Lecture

• At the end of the On-Ramp, students' quantitative skills are assessed via an examination evaluated on a pass/fail basis. Unsuccessful students are required to retake the test after a 5-day waiting period. Failure to successfully complete MBA 640, could delay the beginning of the MBA program.

Prerequisite/Corequisite: The following course must be completed previously or concurrently: MBA 640.

Description: This introductory course focuses on management, organizations and society. Students reflect on who managers are and what they do, and understand how their work is vital in all the functions of the organization. Taking a multi-level approach acknowledging the individual, organizational, and societal impacts of business, this course critically explores ethical behaviour, corporate responsibility and stakeholder engagement. Students develop a more nuanced understanding of what it means to be a responsible manager and the role of business as a vibrant and important actor in society. The pedagogical method is primarily through case analysis.

Component(s): Lecture

• Students are expected to complete this course in their first term.

• Students who have received credit for MBA 691 may not take this course for credit.

Prerequisite/Corequisite: The following course must be completed concurrently: MBA 640.

Description: This course provides an overview of the corporate external financial reporting system. It examines the role played by management, creditors, investors and auditors. The legal environment for enforcing accounting standards is also studied. As financial reporting helps various decision-makers allocate resources to the most profitable and socially responsible ventures, annual reports’ comparability is analyzed under existing International and U.S. reporting standards. The pedagogical approach used in this course is based on lectures, case analyses and the discussion of current professional issues, such as triple bottom line accounting and the detection of accounting fraud.

• Students who have received credit for MBA 607 may not take this course for credit.

Prerequisite/Corequisite: The following course must be completed previously or concurrently: MBA 641.

Description: This course emphasizes the development of analytical skills needed to work effectively in a business environment. It introduces the basics of knowledge discovery from big data, business analytics and predictive modelling for data-driven decision making and policy formation. Topics include exploratory data analysis, statistical analysis and modeling, forecasting and data visualization. Practical usages of the methodologies are demonstrated via projects and case analysis based on big data from various functional areas of business.

Component(s): Lecture

• Students who have received credit for MBA 608 may not take this course for credit.

Prerequisite/Corequisite: The following course must be completed previously or concurrently: MBA 641.

Description: This course focuses on the strategic role of marketing for firms by cultivating marketing management perspectives and skills. Attention is directed toward demonstrating how a manager can use information in micro and macro environments to develop marketing strategies for consumer value creation that integrate product, pricing, promotion, and distribution in order to obtain and maintain a sustainable competitive advantage. Both online and offline aspects of marketing strategies are incorporated to reflect the current environment. Through the use of lectures, case discussions and application-oriented readings, the requisite mindset is nurtured to facilitate marketing excellence in today's multi-faceted and dynamic business environment.

Component(s): Lecture

• Students who have received credit for MBA 610 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously or concurrently: MBA 641.

Description: This course applies the principles and methodologies of economics to the analysis of the global economy and its impact on the domestic business landscape. Students learn how domestic and foreign fiscal and monetary policies influence the performance of national economies through the study of macroeconomic factors such as exchange rates, interest rates, inflation and trade barriers. By the end of the course, students have developed a framework that allows them to identify and assess the systemic risks and opportunities facing any organization. Pedagogical methods may include lectures, cases and/or projects.

Component(s): Lecture

• Students who have received credit for MBA 618 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 642.

Description: This course develops the tools and theories necessary for sound financial and risk management decisions. The core concepts of opportunity cost, risk and return are applied to the practical problems facing financial managers in large and small enterprises. Specific topics explored in depth include the time value of money, security and option valuation, capital budgeting and cost of capital, liquidity management, corporate governance and performance evaluation. Pedagogical tools including lectures, cases/simulations, discussions and applied research are used to present and critique standard and best practices in financial decision making.

Component(s): Lecture

• Students who have received credit for MBA 614 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 641.

Description: Managing people in today’s organizations requires managers to understand the relationship of and between individual, team, and organizational goals. This course informs students about core concepts that help to explain and predict how people behave in organizations, including discussions of perception, motivation, team dynamics, conflict, stress management, leadership, and change. Students also learn the science behind selected and critical Human Resource Management practices, including how to train and develop employees, and how to evaluate their performance. Through a combination of lectures and activities (e.g. case discussions, experiential exercises, and projects), students develop the interpersonal, communication, and decision-making skills necessary to manage people effectively and ethically in a diverse and fast-paced business context.

Component(s): Lecture

• Students who have received credit for MBA 609 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 641.

Description: Business Process Management plays a central role in achieving competitive advantage in terms of quality, price, customer services and product variety. The focus is on improving the performance of core operations by optimally allocating scarce resources. Managerial and analytical tools are studied in improving business processes. The course covers operational issues such as demand management, resource planning, inventory management and quality management. Through case discussion, analysis and spreadsheet modelling, this course provides a hands-on approach to operations management.

Component(s): Lecture

• Students who have received credit for MBA 616 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 641; MBA 642.

Description: This course focuses on the analytical techniques deployed to assist management in the design, implementation, and monitoring of the organization’s strategy. It also covers techniques, which support the ensuing corrective decision-making. Topics covered include planning, capital budgeting, master budget, break-even point, differential analysis, product costing, etc. For management control: decentralization systems, transfer pricing, flexible budgets, standard costs and variance analysis, etc. The course uses the case method in both for-profit and not-for-profit organizations.

Component(s): Lecture

• Students who have received credit for MBA 628 may not take this course for credit.
  

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 641; MBA 644; MBA 645; MBA 646.

Description: The important issues involved in developing strategy in various business sectors are the focus of the course. Students learn to formulate strategies that clearly state the successful and sustainable path for companies. The course also looks at winning strategies defining how companies can compete against their rivals and cooperate with partners in specific business sectors. Students study strategy implementation and examine how functional strategies can be key instruments for business success. The course also looks at the relationship between strategy, culture and structure of the organization. Pedagogical methods focus primarily on cases and projects.

Component(s): Lecture

• Students who have received credit for MBA 622 may not take this course for credit.

Prerequisite/Corequisite: Written permission of the Graduate Program Director is required.

Description: Under the guidance of the supervising professor, the purpose of the MBA research project is to involve the student in a substantial learning experience in research related to business practice. It provides an opportunity to study in-depth a business problem of personal interest to the student and to the business administration. The research project is expected to fall within the confines of one or a combination of the following three broad categories: 1) collection and analysis of data to test a hypothesis, 2) development of an original theoretical model or an original synthesis of existing research on a particular issue or 3) an original case history. In all cases, a specific problem should be addressed, and conclusions and/or recommendations should be drawn regarding that problem.

Component(s): Research

Prerequisite/Corequisite: Written permission of the Graduate Program Director is required.

Description: Students undertake research reading or field projects permitting independent study under the guidance of a faculty member. The reading course is for students who wish to explore a specific topic, issue or question in greater depth. The student in consultation with the supervising professor will negotiate the parameters of the study, the prescribed readings and the assessment process.

Component(s): Reading

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: Five students are selected to organize and run the yearly John Molson MBA International Case Competition. Each member is responsible for predetermined tasks, for example, sponsorships, marketing, schools and volunteers, logistics, judges and events. The event requires nearly one year of planning whereby student organizers have the support of an academic advisor and an advisory board composed of CEOs, presidents, chairmen and vice-presidents of major multinational corporations.

Component(s): Practicum/Internship/Work Term

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: The MBA Case Competition Organizing Committee (MBACCC), supervised by the MBA Faculty Advisor to Case Competitions, is a student-run organization that provides the leadership and development of Case Competition preparation and participation. Students selected for the MBACCC will plan the competition events for the academic year and be responsible for developing a strategic plan to build and foster a competitive culture within the MBA Program. The MBACCC is responsible for the development of educational workshops, marketing of club activities, logistics for team participation at competitions, financial and budgetary activities and hosting of internal events. In addition, students will be responsible for the hand-over of knowledge, contacts, and materials to the next cohort of students.

Component(s): Practicum/Internship/Work Term

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: This course is available to four students per year who serve as special assistants to the MBA International Case Competition organizers. Their responsibilities are to help the organizers in well-defined roles. Each member is responsible for predetermined tasks: volunteers, logistics, judges, and sustainability.

Component(s): Practicum/Internship/Work Term

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: This course is available to two students per year who serve as special assistants to the Van Berkom Small-Cap Case Competition organizers. Their responsibilities are to help the organizers in well-defined roles. Each member is responsible for predetermined tasks, for example, sponsorships, technology and schools. The event requires around nine months of planning and is overseen by the director of the Van Berkom Small-Cap Case Competition.

Component(s): Practicum/Internship/Work Term

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: This course focuses on strategic implementation and the integration of topics from the core courses within the program. Class exercises are designed to help students integrate and apply their complete education and past experiences to a variety of business situations. Through intensive case analysis and presentations, students will learn to apply theoretical and practical ideas to real situations in a pressured environment. The course will develop analytic, presentation, and social interaction skills to prepare students for today's business environment. In addition, the try-out for the course is used to select participants to represent the John Molson School of Business at various MBA Case Competitions. The goal is to select and prepare teams that will represent Concordia University with excellence and integrity.

Component(s): Lecture

• Students who have received credit for MANA 691 may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed concurrently: MANA 683. Written permission of the Graduate Program Director after a selection process is required.

Description: The Concordia Small Business Consulting Bureau provides professional consulting services to start-ups and small businesses at competitive rates. Students selected for the Small Business Consulting Bureau provide ad-hoc consulting services to entrepreneurs looking to launch a new business, or business owners wanting to grow their current business or requiring specific strategy or business advice. In addition to earning credit, students also receive compensation as a percentage of the revenues generated by the projects executed. Students must be available for a period of 12 months and are expected to dedicate at least 15 hours per week to the Bureau.

Component(s): Practicum/Internship/Work Term

• Students who have received credit for the topic Small Business Consulting Bureau under an MBA 695 number may not take this course for credit.

Prerequisite/Corequisite: Students must have completed 24 credits in the MBA program prior to enrolling. Written permission of the Graduate Program Director after a selection process is required.

Description: Students provide in-depth consulting for credit under the guidance of faculty. The Coordinator of the Community Service Initiative (CSI) builds relationships with representatives of the host organizations, determines their specific needs and develops a course outline to address them. Approved projects focus on providing a relevant service to the organization and experiential learning and credit for the students.

Component(s): Practicum/Internship/Work Term

• Students who have received credit for the topic JMSB/MBA Community Services Initiative under an MBA 695 number may not take this course for credit.

Prerequisite/Corequisite: Written permission of the Graduate Program Director after a selection process is required.

Description: Experimental Surgery is the process of surgical innovation and acquisition of hands-on skills necessary to work within a multidisciplinary team in the creation of a novel, needs- driven, and marketable prototype used in the care of the surgical patient. This is the second of two courses on Surgical Innovation introducing concepts and performing needs analyses right through to exploring the entrepreneurial skills needed to launch a start-up company. In this course, students work in teams and are expected to create a prototype of the solution as determined in the first course, establish and validate the value proposition, and present the prototype and business model.

Component(s): Practicum/Internship/Work Term

• Surgical Innovation I is offered by McGill University. Students who have received credit for MBA 652 may not take this course for credit.

Prerequisite/Corequisite:

The following course must be completed previously or concurrently: MBA 683. Enrolment in a program offered by the John Molson School of Business MBA is required. Written permission of the Graduate Program Director after a selection process is required.

Description: The District 3 Startup Consulting course is a non-credit experiential learning opportunity. Students provide ad-hoc consulting services to startup entrepreneurs in the District 3 incubator. During the term, students attend a four-module workshop on client and mandate identification, data collection, project development, and project closure. Under the supervision of a District 3 Coordinator, consulting services may include feasibility studies, market analysis, writing business plans, financial analysis and projection models, strategy development, and writing funding applications and sponsorship proposals.

Component(s): Practicum/Internship/Work Term

• Students are evaluated on a pass/fail basis.

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take more than one of these courses, provided that course content has changed.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 642.

Description: This course provides participants with the tools and methods that allow them to translate a firm’s financial situation as well as its strategic objectives into financial projections that serve as inputs to a business valuation model. To achieve that end, the course revolves around two key pivots. First, the fundamentals of financial statement analysis are presented and discussed. Following a review of critical financial reporting principles, the course then focuses on how to assess a firm’s underlying financial situation through an analysis of its financial statements. In that context, a mapping of a firm’s strategic position, its key success factors and its financial statements is developed. Second, based on such financial and strategic diagnostics, the preparation of financial projections to be used as inputs into valuation models is discussed and illustrated. Alternative valuation models are then reviewed and analyzed. The course relies on a practical case-based approach that emphasizes the different contexts in which business valuation is required or applied.

Component(s): Lecture

Prerequisite/Corequisite: The following courses must be completed previously: MBA 642.

Description: This course examines the effect of the Canadian Federal Income Tax Regulations on decision-making and financial planning for both corporations and individuals. Since every management decision has a tax impact, and cash flow exists only on an after-tax basis, every responsible manager should have a general understanding of taxation issues. Through real-life examples, experiential learning, class discussions and case analysis, students make decisions and discuss the tax impact on cash flows. Students also gain practical experience in the taxation issues affecting domestic and foreign expansion and use computer-based application software to prepare and analyze tax data.

Component(s): Lecture

• Students who have received credit for the topic Tax Planning and Decision Making for Managers under an ACCO 695 number may not take this course for credit.

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take this course more than once for credit, provided that course content has changed.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 643.

Description: This course presents the principles and techniques of widely used statistical software systems, such as SAS, for data management (information storage and retrieval), data modification, file handling, and statistical analysis and reporting. The course covers special features such as graphics, macro languages, software and/or library interfacing and the basics of data mining. Classes are held in computer labs, and half of the time is devoted to lab work.

• Students who have received credit for the topic Statistical Software for Data Management and Analysis under a DESC 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 643.

Description: Reliable managerial forecasts of business variables must often be obtained against a background of structural changes in markets. This course focuses on the theory and applications of the most widely used methods of forecasting including decomposition methods, exponential smoothing, and the Box-Jenkins (ARIMA Building) techniques for non-seasonal and seasonal modelling. Recent approaches in forecasting such as artificial neural networks are also introduced. Business and economic databases are analyzed using statistical software packages in both class and project assignments.

Component(s): Lecture

• Students who have received credit for DESC 677 may not take this course for credit.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 643.

Description: The course covers essential ideas and techniques for extracting information from large amounts of data. It discusses both supervised and unsupervised methods and covers topics such as dimension reduction, multiple regression, logistic regression, discriminant analysis, classification and regression trees, neural networks, association rules, cluster analysis and multi-dimensional scaling. Illustrations of the concepts and methods are given, and students gain practical experience in data mining with the use of popular data mining software.

Component(s): Lecture

• Students who have received credit for the topic Data Mining Techniques under a DESC 695 number may not take BSTA 678 for credit.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 643.

Description: This course introduces and examines the role of contemporary statistical methods in improving business and industrial processes. The methodologies selected for discussion represent those that are most extensively used in contemporary business studies and analyses. The topics covered include modern statistical thinking, linear regression analysis, logistic regression, and experimental methods in product and process designs. The course involves mostly analyses of real-life data using statistical software packages. The understanding of the rationale of the methodologies introduced is also emphasized.

Component(s): Lecture

• Students who have received credit for the topic Statistical Models for Data Analysis under BTM 695 may not take this course for credit.

• The subject matter for this course varies from term to term. Students may take this course more than once, provided that the course content has changed.

Prerequisite/Corequisite:

Students must have completed 6 credits in their degree program prior to enrolling.

Description: Students critically evaluate IT and business problems with a focus on strategic management of IT for competitive advantage. Using case studies, students are provided with real-world situations where they must make and explain business decisions in the context of IT governance and alignment. Topics covered include, among others: emerging technologies, digital transformation, enterprise architecture, security and risk management, etc. Pedagogical methods include lectures, case studies, presentations, and an IT strategy report.

Component(s): Lecture

• Students who have received credit for MBA 615 may not take this course for credit.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 643.

Description: This course introduces the students to the principles and methods of project management. Students use popular project management software tools, such as Microsoft Project and ProjectLibre to work on their projects. Topics covered include, among others: project activity planning, risk management, budgeting, scheduling, resource allocation, and monitoring, with an emphasis on Information Technology projects.

Component(s): Lecture

• Students who have received credit for DESC 660 may not take this course for credit.

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take this course more than once, provided that the content has changed.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 648.

Description: This course provides an overall perspective of various functions that exist within supply chains with an emphasis on macro processes, drivers, and performance indicators along a supply chain. Coordination issues among supply chain stakeholders are detailed. Production/service planning and control issues in managing supply chains are also covered. Mathematical modelling is emphasized in dealing with facility location, capacity planning, demand and supply management, aggregate planning, scheduling, and inventory decisions. Supplier evaluation/development practices and outsourcing are also studied. Relevant enterprise resource planning modules with advanced planning and scheduling functionalities are introduced to illustrate the integration and coordination issues in supply chain planning and control.

Component(s): Lecture

• Students who have received credit for the topic Supply Chain Management under a DESC 695 number may not take this course for credit.

Component(s): Lecture

• The subject matter varies from term to term. Students may take this course more than once, provided that the course content has changed.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 646.

Description: The objective of this course is to introduce students to recent advances in corporate finance. Topics covered include principal-agent conflicts, information asymmetry, moral hazard and adverse selection and their application to managerial decision-making under uncertainty. The course examines capital structure choice, mergers and acquisitions, financing choices, corporate governance, and payout policy. The application of these concepts is explored using Microsoft Excel and statistics.

Component(s): Lecture

Prerequisite/Corequisite: The following courses must be completed previously: MBA 646.

Description: This course provides an overview of the world of private equity. Students examine the role of private equity investments in investment portfolios and the overall contribution of the private equity asset class in the overall capital market. The course introduces different types of private equity investments such as venture capital, growth equity and leveraged buyouts. Students develop a technical framework to analyze and value companies, are introduced to the concept and practice of deal-making and business plan analysis and develop a sensitivity to the non-analytical aspects of investment analysis.

Component(s): Lecture

• Students who have received credit for the topic Venture Capital under a FINA 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 646.

Description: This course examines the financial aspects of mergers, acquisitions and other types of corporate restructuring strategies, such as hostile takeovers and the market for corporate control, financial re-capitalization, leveraged buyouts, management buyouts, going-private decisions etc. The objectives of this course are two-fold: first, to introduce the area of mergers and acquisitions and corporate restructuring, and secondly, to strengthen and develop the presentation and research skills necessary for the finance industry in general and investment banking in particular.

Component(s): Lecture

• Students who have received credit for the topic Mergers and Acquisitions under a FINA 695 number may not take this course for credit.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 645; MBA 646.

Description: This course introduces the fundamental principles and issues related to international financial markets and their implications for firms operating in an international environment. Topics covered include foreign exchange markets, international parity conditions, foreign exchange risk management, hedging with currency derivatives, and financing the firm in the global capital market.

Component(s): Lecture

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 646.

Description: This course covers recent theoretical and empirical developments in portfolio management, with an emphasis on investment strategy and the evaluation of investment performance. It introduces students to modern investment theory and the fundamentals of portfolio management. Specific topics covered include construction of optimal asset portfolios using techniques such as the single index model, extensions of the capital asset pricing model such as the zero-beta model, criteria for evaluation of investment performance, active versus passive portfolio management, portfolio insurance, and market efficiency.

Component(s): Lecture

Prerequisite/Corequisite: The following courses must be completed previously: MBA 646.

Description: This course examines the markets and valuation models for options and futures contracts, and their application to hedging and the valuation of the other financial contracts. Students explore different common derivatives pricing models such as: cost-of-carry, binomial and Black-Scholes. The strengths and limitations of these different models when applied to hedging and valuation situations are examined.

Component(s): Lecture

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 646.

Description: This course deals with the measurement and management of risks faced by corporations and financial institutions. It introduces students to the tools and techniques used in managing financial risk. The course involves a detailed examination of the various types of risks such as interest rate risk, credit risk, liquidity risk, market risk, and operational risk, and, an in-depth analysis of the tools, techniques, and Instruments that firms use to manage those risks. Students are exposed to statistical techniques, simulations, and Excel modelling with the purpose of understanding how specific risks and the aggregate risk faced by firms are managed.

Component(s): Lecture

• Students who have received credit for the topic Financial Risk Management under a FINA 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously: MBA 646.

Description: This course introduces financial investments and analysis from the viewpoint of both individuals and institutional investors. Conversely, it also benefits managers of publicly- listed companies to understand the drivers of security values. With an emphasis on equities and fixed-income capital markets, the course covers topics such as Alternative Investments, Behavioral Finance, and Portfolio Management.

Component(s): Lecture

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 646.

Description: This course looks at the fundamental concepts, principles and analytical methods and tools useful for making real estate investments and real estate financial decisions. There are two primary objectives for this course. These are: to expose the students to the terms issues and topics in commercial real estate, and, to provide them with the set of skills necessary to assess any commercial real estate investment/project.

Component(s): Lecture

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take this course more than once, provided that the content has changed.

Prerequisite/Corequisite: The following courses must be completed previously or concurrently: MBA 650.

Description: This course is designed to instill the knowledge and key skills necessary for graduate business students to understand the fundamental principles of governance, to assess the governance practices of public companies through their disclosure documents, and to understand the legal and regulatory frameworks for the governance of modern organizations. Students also learn the importance of risk management in the role of corporate governance and how ethical and governance principles can be applied to practical situations as they arise in their work experience.

• Students who have received credit for the topic Corporate Governance under a MANA 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously or concurrently: MBA 641.

Description: This course explores how businesses can create a competitive advantage through embracing issues of environmental and social sustainability in their core business strategies. This course focuses on developing both conceptual and applied understandings of sustainability and how firms can successfully develop and compete through sustainability-oriented action.

Component(s): Lecture

• Students who have received credit for the topic Sustainable Business Strategy under a MANA 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously or concurrently: MBA 641; MBA 647.

Description: This course focuses on the management consulting profession and process. The course is structured around three parallel streams. The first stream of the course examines the consulting process - the five phases of a consulting project from entry to termination. The second stream focuses on core consulting skills that are required to operate and succeed as a management consultant. The third stream is a real-world consulting project that students conduct in teams with a client firm. The course concludes by reflecting on the role of consultants and management consulting as a career choice.

Component(s): Lecture

• Students who have received credit for the topic Introduction to Management Consulting under a MANA 695 number may not take this course for credit.

Prerequisite/Corequisite: The following courses must be completed previously or concurrently: MBA 650.

Description: This course focuses on globalization and the complex competitive landscape and proliferation of new business configuration that it has created for firms/organizations in today’s global business environment. Students learn how multinational firms/organizations formulate and implement effective international strategies to deal with ongoing global challenges. It is organized around several themes such as global competitiveness and local responsiveness; reasons for going global; institutional pressures and global challenges; managing ethics and social responsibilities in a global context; international collaborative and entry strategies; internationalization of SMEs, international negotiation; organizational design and international HRM; and global governance and control mechanisms.

Prerequisite/Corequisite:

The following courses must be completed previously: MBA 647.

Description: This course focuses on current issues related to the management of people within organizations. Topics include human resource planning, recruitment, selection, training and development, performance management, compensation and employee relations. Through this course, students develop an understanding of the strategic partnership between the human resource function and managers, allowing the company to capitalize fully on the potential of people as a source of competitive advantage.

Component(s): Lecture

Prerequisite/Corequisite:

The following course must be completed previously: MBA 642. The following courses must be completed previously or concurrently: MBA 644, MBA 650

Description: This course focuses on the entrepreneurial aspects of management that are required to create, develop, and sustain either a new business venture or a major project/initiative within an existing organization. Entrepreneurial activities have a global impact on individual lives, careers, and also on organizational survival and growth. Entrepreneurs introduce change and innovation into the economic and social system, forcing other individuals and organizations to adapt constantly. This course is designed to provide students with a basic understanding of this discipline, preparing them either to start or to take over a business, grow an existing business, or interact with entrepreneurs as advisors or in similar roles.

Component(s): Lecture

Description: This course is designed to provide students with the understanding that you can buy an existing business and run it as a CEO. Running your own firm offers a different career path and career lifestyle than does working for a traditional corporation. In this course, students evaluate opportunities to acquire firms and alternative strategies to successfully acquire and manage these firms. Students also meet and learn from a variety of guest speakers, from those that have travelled down this path, as well as several professionals in accounting, financing and law.

Component(s): Lecture

• Students who have received credit for MANA 695 Business Ownership may not take this course for credit.

Description: Building upon the MBA Program Case Competition Program, this course focuses on strategic implementation and the integration of topics from the courses within the program. Class exercises are designed to help students integrate and apply their complete education and past experiences to a variety of business situations. Through intensive case analysis and presentations, students will learn to apply theoretical and practical ideas to real situations in a pressured environment. The course will develop analytical, presentation and social interaction skills to prepare students for today’s business environment. In addition, student teams will participate in a ‘LIVE’ project mandate for a client on the final day of the course.

Component(s): Lecture

• Students who have received credit for MANA 695 LIVE Case Experience may not take this course for credit.

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take this course more than once, provided that the content has changed.

Prerequisite/Corequisite: The following course must be completed previously: MBA 644.

Description: This course introduces frameworks, tools, and concepts that are relevant to the consumption of goods and services. The focus in on understanding consumer behaviour in order to develop and execute effective marketing strategies. This course examines personal, social, cultural, and psychological characteristics as well as external factors to understand how these factors impact the consumption process. The pedagogy used to achieve course objectives may include lectures, case studies, group projects, and presentations.

Component(s): Lecture

Prerequisite/Corequisite: The following course must be completed previously: MBA 644.

Description: This course focuses on market analysis, marketing profitability, the establishment of marketing objectives and the development of marketing strategies as a means of building sustainable competitive advantage for the organization in different contexts. The primary objective of the course is the cultivation of effective strategic marketing planning and decision-making skills using analytical frameworks and measuring marketing and overall organizational performance. Topics covered may include: developing marketing plans; branding and managing brands as important company assets; offence-oriented and defence-oriented competitive strategies; and the measurement of marketing profitability and financial performance. The pedagogy used to achieve course objectives may include lectures, case studies, group projects, and presentations.

Component(s): Lecture

Prerequisite/Corequisite: The following course must be completed previously: MBA 644.

Description: This course focuses on the array of communication media and analytical tools available to the marketer as digital technology evolves. The nature of various social media along with their relevance and effectiveness for achieving certain communication objectives are examined. Integrating social media into the overall marketing communication plan is also studied. The primary focus of the course is how social media content is created, published, analyzed, managed, and compared. The pedagogy used to achieve course objectives may include lectures, case studies, group projects, and presentations.

Component(s): Lecture

• Students who have received credit for the topic Social Media Marketing under a MARK 695 number may not take this course for credit.

Prerequisite/Corequisite: The following course must be completed previously: MBA 644.

Description: This course focuses on the development of effective marketing communications and the importance of the integration of any organization’s marketing communications tools to ensure the achievement of marketing and communications objectives based on an understanding of the multi-directional characteristics of relevant communication methods. Topics covered may include the role of Integrated Marketing Communications; the shifting media landscape; identifying and prioritizing key stakeholder groups and generating conversations among them; creating effective message strategies; and effective use of copy and creative platforms. The pedagogy used to achieve course objectives may include lectures, case studies, group projects, and presentations.

• Students who have received credit for the topic Integrated Marketing Communications under a MARK 695 number may not take this course for credit.

Prerequisite/Corequisite: The following course must be completed previously: MBA 644.

Description: This course focuses on marketing and its role in the pharmaceutical industry. The objective is to provide the student with a thorough understanding of current marketing practices and critical issues in a key global industry. Conceptual frameworks and practical applications are featured, with emphasis on the unique nature of marketing and associated challenges in the industry. The pedagogy used to achieve course objectives may include lectures, case studies, a term project, issues analyses, and presentations. When appropriate, guest speakers may be invited to discuss specific issues confronting the industry.

Component(s): Lecture

Component(s): Lecture

• The subject matter for this course will vary from term to term and students may take this course more than once, provided that course content has changed.