9.4. Master of Business Administration
The Master of Business Administration (MBA) program is offered by electronic delivery by Athabasca University's Centre for Innovative Management (CIM), a strategic business unit that also delivers the Advanced Graduate Diploma in Management and Master of Business Administration (Information Technology Management) programs from its offices in St. Albert, Alberta.
Students of the MBA program come from the private sector of small, medium and large organizations, public sector institutions, and not-for-profit organizations. It is a flexible program, allowing students to study either at home or their workplace while continuing their careers. The aim of the MBA program is to provide students with a wide range of functional management skills. These skills will not only improve a student's management delivery but provide insight into effective team management strategies and sound decision making. Today's manager is a strategic leader who understands how to create and maintain a productive working environment.
The MBA program requires students to complete ten courses, two electives, two comprehensive examinations, one applied project, and to attend a week-long summer school and two weekend schools. The program is structured as a sequence of phases, each building on the work completed in the previous phase. Students will normally complete the MBA program in two-and-a-half to three years. The regulations state students must complete their MBA studies within six years of their initial enrolment in the program.
The MBA program is divided into three distinct phases. At the end of Phase 1 and Phase 2, the student undertakes a comprehensive examination. Phase 3 is completed with an applied project.
A total of 48 credits is required for the completion of the MBA program: Phase 1 consists of six 3-credit courses; Phase 2 consists of four 3-credit courses; and Phase 3 consists of two 3-credit electives and an applied project equivalent to 12 credits.
Admission to the MBA program occurs three times each year with admission dates usually falling in the months of January, May, and September. Students move through the program in lock-step fashion, completing the required individual courses in a predetermined order. Students are unable to take two courses concurrently without permission from the Director of CIM. Students may undertake an elective course once they have successfully completed Phase 1 of the program.
Athabasca University reserves the right to modify the list of available courses at any time.
A minimum grade of 60% is required for both the assignments and participation components in each course. The comprehensive examination is graded on a pass / fail basis, with an overall grade of 70% required to be awarded a "pass."
Progression to Phase 2 of the program is conditional upon successful completion of Phase 1 requirements. Phase 3 electives can be taken once a student is in Phase 2 of the program.
Upon completion of Phase 1, including the comprehensive examination and submission of the Application for Graduation Form, you may be awarded the Advanced Graduate Diploma in Management.
Education Requirements
Applicants to the program must hold: a first degree from a recognized university or college; or an acceptable professional designation such as C.A. (Chartered Accountant), C.G.A. (Certified General Accountant), and C.M.A. (Certified Management Accountant); P.M.A.C. (Purchasing Management Association of Canada); C.I.P.S. (Canadian Information Processing Society Information Systems Professional); or an Advanced Graduate Diploma in Management from Athabasca University.
Other Requirements
Students holding a recognized first degree must have completed at least three (3) years of acceptable managerial experience that may include supervisory and professional experience with management level responsibilities. Students holding a professional designation must have completed at least five (5) years of acceptable managerial experience that may include supervisory and professional experience with management level responsibilities.
Applicants must complete all application requirements as outlined in the current CIM application package. Applicants must also pay the non-refundable application fee and confirm access to a computer system that meets the program's requirements. Upon acceptance to the program, all students must pay the required admission fee.
Exceptions
Students who do not meet the aforementioned educational requirements but who can
demonstrate substantive depth and breadth of experience in operating a business
or in managing within an organization will be considered for admission to the
Advanced Graduate Diploma in Management (AGDM) program on an exception basis.
(The Advanced Graduate Diploma in Management comprises Phase 1 of the MBA
program. See Section 9.3 Advanced Graduate Diploma in Management Program.) Check
with CIM about prior learning assessment in graduate studies programs at
Athabasca University.
Additional Requirements for the MBA Program
Students applying to the MBA program may be required to demonstrate competency
and proficiency in the English language.
Advanced Standing
There will be no direct transfer of core course credits into the MBA program, from credit courses previously completed at other accredited degree granting institutions. At the time of admission, however, graduate students may, at the discretion of the CIM Admissions Committee, be awarded advanced standing in the specific courses in light of their combined prior learning and experience. Requests for advance standing must be made to the CIM Admissions Committee at the time of application to the program. Exemptions to these requirements may be made only by the Director of CIM.
Students awarded with "advanced standing" in a course are: a) provided with full course materials; b) remain responsible for full program costs; and c) remain responsible to know and understand all components of the course, and to demonstrate this knowledge in the comprehensive examinations.
Those with C.A. (Chartered Accountant), C.G.A. (Certified General Accountant), and C.M.A. (Certified Management Accountant) designations are normally not required to take FACT 504 and MACT 505. Students with advanced standing are responsible for demonstrating their knowledge and understanding of all course materials covered in the comprehensive examinations. Applicants to the MBA program who hold the Advanced Graduate Diploma in Management are eligible to transfer directly into Phase 2. A transfer fee of $100 is applicable.
Transfer Credit: Elective Courses
Subject to the approval of the Director of CIM, and payment of the appropriate fee, students may take one of their required MBA elective courses from another post-secondary institution (or apply for transfer of credit) if such a course is relevant and equivalent to courses in the MBA program at Athabasca University. A written request including a detailed outline of the course must be sent to the Director of CIM at least one month before the registration deadline for the course. Upon successful completion of the course (with the appropriate passing grade), students must submit an official transcript in order to obtain credit for the course.
Residency Requirements
Students in the MBA program must attend two weekend schools and one week-long summer school during the course of the program. The University reserves the right to cancel any weekend or summer school due if minimum enrolment requirements are not met.
MBA Program Phases (48 credits)
| Athabasca University reserves the right to modify the list of required courses and available elective courses at any time. |
Phase 1
STRT 500 Thinking About Strategy
STMK 501 Strategic Marketing
HRMT 502 Human Resource Management
OPDM 503 Operations and Decision-Making
FACT 504 Financial Accounting
MACT 505 Managerial Accounting
COMP 506 Advanced Diploma Comprehensive Examination for Phase 1
Phase 2
INTP 602 Information, Technology, and Performance
STCH 601 Making Strategic Choices
GMMT 603 Global Marketing Management
MMCH 604 Making Sense of Major Change
COMP 605 MBA Comprehensive Examination for Phase 2
Schools
WSCH 589 Weekend School 1
WSCH 689 Weekend School 2
SSCH 698 Summer School
Phase 3
Phase 3 requires students to complete two of the following list of electives and
an applied project:
ELTO 606 The Learning Organization I
ELTO 607 The Learning Organization II
EPCT 610 Public Consultation
ENVD 612 New Venture Development
EMDV 613 Breaking the Mould: Managing Diversity in the Workplace
EMSV 614 Marketing of Services
EEPD 617 Entrepreneurship Development
ESDB 619 Sustainable Development and Business
EHPW 620 The High Performance Workplace: New Approaches and Practices in Performance Management
ECIA 622 Contemporary Issues in Accounting
EBSL 631 Business Law
EPSM 637 Public Sector Management
EFMT 640 Financial Management
EIND 623 Independent Study Elective
Week-long Residential Electives
APRJ 699 Applied Project (12)
Application fee: $165
Comprehensive examination fee (repeats): $250
Course re-registration fee: $1,777
(course tuition less $170 course materials handling fee [if applicable])
Deferral fee: $150
Admission fee: $550
Elective withdrawal processing fee: $150
Letter of Certification fee: $5
Program extension fee: $500
Program fee for
Phase 1: $10,659
Phase 2: $7,106
Phase 3: $5,500
Transcript fee: $10
Transfer credit fee: $250
Summer school fee: $2,420
Weekend school fee (two @ $550): $ 1,100
Withdrawal and expulsion processing fee: $500
| A 20% surcharge will be charged on all fees (with the exception of the $165 application fee) for programs delivered outside of Canada. Fees are subject to change. The University reserves the right to: apply a surcharge to posted weekend and summer school fee rates when such programs are delivered outside of Canada; charge for late cancellation of attendance at weekend and summer schools; and/or suspend students if their program fees are overdue. (See Section 8.4. 2.d) - Delinquent Accounts). |
| 2000 |
| May 1 |
May program starts |
| May 22 |
Victoria Day, Centre closed |
| June 15 |
Last day for receipt of admission materials for September start dates |
| July 3 |
Canada Day, Centre closed |
| Aug. 7 |
Civic Holiday, Centre closed |
| Aug. 28 |
September program starts |
| Sept. 4 |
Labour Day, Centre closed |
| Oct. 9 |
Thanksgiving Day, Centre closed |
| Oct. 15 |
Last day for receipt of admission materials for January start dates |
| Nov. 13 |
Centre closed in lieu of Remembrance Day |
Dec. 23/00-
Jan. 2/2001 |
Centre closed |
| |
| 2001 |
| Jan. 8 |
January program starts |
| Feb. 15 |
Last day for receipt of admission materials for May start dates |
| Feb. 19 |
Family Day, Centre closed |
| Apr. 13-16 |
Easter break (inclusive), Centre closed |
| May 7 |
May program starts |
Program start dates are subject to change.
Registration Information
Courses will be offered (in sequential order within each phase) on a paced basis with specified start and completion dates. Subject to the approval of the Director of CIM, students may be permitted to take more than one course at a time. Upon admission to his or her program of study, each student will receive a timetable outlining course start and completion dates for the cohort group to which the student belongs.
Subject to approval, students may be permitted to take courses within the same phase in any order except for: a) Thinking About Strategy, which must be successfully completed before a student can progress to any other course; and b) Financial Accounting, which must be successfully completed before taking Managerial Accounting. Students register for electives and residential schools on an individual basis. Schedule and registration information is posted to students on a regular basis.
Incomplete Status
If you are unable to complete a course (within your current phase) within the allowable time frame you may: a) request an incomplete status; b) request a deferral (see Deferrals below); or c) withdraw (see Withdrawal and Re-enrolment).
Applications for incomplete status must be made to the academic coach before the completion date of the course the student is enrolled in. The student will then have up to a maximum of one (1) additional calendar month to provide all necessary work required to complete the course. Failure to produce this work and complete the course will result in a failing grade being awarded for the course. Incomplete status will only be awarded where extenuating circumstances are evident and at the discretion of the academic coach.
Deferrals
Students who have commenced their studies can find themselves with changed circumstances in either their business or personal lives. In such circumstances, studies may be deferred. With the payment of the applicable fee, the University permits a student to defer his or her MBA studies.
The following rules govern deferral status.
- Deferral must occur within 21 calendar days of the start of a course in
which a student is registered, otherwise the student will be considered enrolled.
- Payment of the applicable fee.
- Deferral will not occur by default. Deferral requests must be submitted
by a student to the appropriate areas, before the 21-day expiry period noted.
| Course deferrals do not apply to elective courses. |
Elective Withdrawals
You may withdraw from an elective at any time up to the 21st day of the course start date without academic penalty, providing you meet the following criteria:
- You must formally request to withdraw from an elective course; simply not completing the course requirements does not constitute a withdrawal.
- Students formally withdraw from an elective course by supplying written notification to their Cohort Coordinator in Registration and Records. Such notification may be submitted by e-mail or fax.
- If you withdraw within 21 days of the start date, the record of registration will be deleted from your record. If you withdraw after the 21 days, you will receive a failing grade. Students failing to formally withdraw will automatically be assigned a failing grade.
Refunds
There are two levels of refund available to students who withdraw from an elective course either before the start date or no later than 21 days after the start date providing they meet the certain criteria explained in this section.
Refund A: Course Materials Undamaged. If the course materials are completely
unmarked, able to be issued to another student, and received by CIM within 30 days of the processing of a refundable withdrawal request, you will receive a refund of tuition paid less the elective withdrawal processing fee.
Refund B: Course Materials Damaged, Marked, or Missing. If the course materials
have been damaged, marked, or some are missing, do not return the material. You
will be charged both the elective withdrawal processing fee and the course
materials and handling fee and are entitled to keep the material.
There are no refunds for students who withdraw more than 21 days after the
course start date
- if the course materials are returned to CIM by students withdrawing from
an elective course and hoping to obtain a refund, the course materials will not
be returned to the student. Returned course materials become the property of
Athabasca University;
- your refund will be processed approximately 45 days after the elective
course withdrawal.
Re-registrations and Repeats
Should you fail a course in the MBA program, you may repeat that course only once. A re-registration fee will be required for each course repeated. In all cases, the higher of the original or repeat grade will be counted. Students who fail the same course twice will be expelled from their program of study, with no opportunity for re-enrolment. The applicable expulsion fee will be withheld before any refund will be made.
A student who fails a comprehensive exam may repeat the exam only once. An appropriate fee will be charged for repetition of exams and the student must wait until the next scheduled offering of the exam to re-write it. Students who fail the second writing of either Phase 1 or 2 comprehensive exams will be expelled from their program of study with no opportunity for re-enrolment.
Active Status and Continuation
To maintain active status, a student must complete and achieve a successful passing grade in at least one course in his or her program of study within any given twelve-month (12) period. This includes the applied project requirement of the program. For active status definition purposes, the comprehensive examinations are considered as part of the requirements for maintaining active status; weekend schools or summer school do not. A student who does not maintain active status will be deemed to have withdrawn from the program.
Withdrawal from the Program
Withdrawal from a Particular Phase
A student may withdraw from any phase of the program by notifying the University in writing. Students who choose to withdraw from the MBA without record of registration, must do so within thirty (30) calendar days of the commencement of the program. A withdrawal occurring in this time will not be recorded on the student's transcript, however, the student will be required to pay a program withdrawal fee. A student who withdraws from a program after the thirty calendar-day period from the start of program will:
- have this withdrawal recorded on his or her transcript;
- be required to pay a program withdrawal fee and
- pay the tuition portion for courses completed and currently registered in.
Re-enrolment in the Program
Re-enrolment to a program can occur, subject to re-application, review and approval by the Graduate Management Program Council and payment of all applicable fees. Students will be required to pay the applicable enrolment fee and any fee increases that occur between the time of last enrolment and re-enrolment. Credit for courses previously completed, will be re-evaluated and applied to the program requirements, where appropriate. Additional extensions
and alternatives may be granted by the Graduate Management Program Council only in exceptional circumstances and on payment of the appropriate fee.
Refunds
Tuition paid is refunded after the applicable withdrawal fee and the tuition
portion for the courses completed and currently registered in, are processed.
Computer System Requirements
Access to a microcomputer is mandatory for the completion of assignments and contact with other students, faculty, and CIM. Students must be computer literate and possess or have access to computer equipment that will run the software used in the program. Contact CIM to obtain a listing of the acceptable computer equipment.
Exams
You must undertake a comprehensive exam upon the completion of Phase 1 and Phase 2. These exams will be scheduled on at least two occasions per year, as determined by the Graduate Management Program Council. The comprehensive exams are graded on a pass / fail basis, with a grade of 70% being a pass. A student who fails a comprehensive exam may repeat the exam only once. An appropriate fee will be charged for repetition of the exams and the student must wait until the next scheduled offering of the exam to re-write it. Students who fail the second
writing of the comprehensive exam will be expelled from their program of study with no opportunity for re-enrolment.
Grading System
Each assignment and participation component that is to be counted towards the final grade for a course shall be given a percentage grade (the following scale is used for conversion). Comprehensive examinations and the applied project are graded on a pass / fail basis, with an overall grade of 70% required to pass.
| A+ | 90 - 100% | |
| A | 85 - 89% | |
| A- | 80 - 84% | |
| B+ | 77 - 79% | |
| B | 74 - 76% | |
| B- | 70 - 73% | |
| C+ | 67 - 69% | |
| C | 64 - 66% | |
| C- | 60 - 63% | |
| F | 0 - 59% | |
| IN | Incomplete status | |
Applied Project
The applied project is normally associated with Phase 3 of the MBA. However, students may commence work on their applied project during Phase 2 of their program. The applied project is completed in two consecutive phases: the time allowed for proposal development and completion of the applied project is normally six months. This time may be extended or shortened with the approval of the Director of CIM or delegated academic manager. The applied project is graded
on a pass / fail basis, with a grade of 70% being a pass.
Time Limits for Completion
Students must complete their MBA studies within six years of their initial enrolment in the program. Extensions of up to one year will be considered by the Director of CIM in exceptional circumstances and will require the payment of a fee.
Graduation Requirements
To be awarded the Master of Business Administration program, a graduate student must: a) successfully complete the program course structure set out at the time of admission into the program; b) successfully complete the comprehensive examinations; c) complete an application for graduation form; and d) meet all other regulations. In addition, students must have paid all necessary fees owed to the University and have returned all library resources.
Library
Athabasca University Library also serves the needs of graduate students. See Section 10.8 - Library Services.
Income Tax Deductions
Application and tuition fees can be used to reduce income tax. Only fees paid and expended during the calendar year can be reflected in the tax receipt. Canada Customs and Revenue Agency regulations permit the University to issue an education tax credit receipt only for amounts greater than $100. Full-time students may be eligible for the education tax credit for each month of full-time registration. T2202 tax forms for the educational tax deduction along
with the tuition tax receipts are automatically mailed in February to the address on record.
Appeal Information
All students at Athabasca University, whether undergraduate or graduate, are bound by the same policies and regulations governing academic conduct and appeals. Refer to Section 12 - Student Code of Conduct and Right to Appeal.
Transcripts and Confidential Information
Graduate students, like undergraduate students, are bound by the institution's policies, regulations, and procedures governing the release of transcripts and confidential information.
International Transcripts
Applicants submitting any official documents (e.g., transcripts) in a language other than English must provide an official translation of such documents. If the credential being submitted has been earned outside North America, documentation attesting to its equivalence to a North American baccalaureate is required. Such documentation can be provided through the International Qualifications Assurance Services (IQAS) at the following address.
International Qualifications Assurance Services
4th Floor, Sterling Place
9940-106 Street
Edmonton, AB T5K 2V1
E-mail: iquas@gov.ab.ca
http://www.aecd.gov.ab.ca/iqas/
Centre for Innovative Management
Athabasca University
301 Grandin Park Plaza
22 Sir Winston Churchill Avenue
St. Albert, AB
T8N 1B4
(800) 561-4650 or (780) 459-1144
Fax: (800) 561-4660 or (780) 459-2093
E-mail: cimoffice@athabascau.ca
http://www.athabascau.ca/mba/index.htm
Office hours: Monday to Friday from 8:30 a.m. to 4:30 p.m. (Mountain Time)
Phase 1
STRT 500
3—Thinking about Strategy
The first two lessons of this course provide an introduction to the resources, tools, and skills that you will be required to use as an Athabasca University MBA student. These lessons will help you understand the responsibilities associated with graduate studies and the kind of support you can expect to receive from your academic coach while completing a course. You will be oriented to the learning platform used in the MBA program (Lotus Notes), the Internet, the AU Library, and appropriate referencing techniques. These lessons will also discuss the role of the learning conversation in our program and will provide hints for making the most of this dialogue.
The next six lessons provide you with an overview of the key strategies behind high performing organizations from a generic strategy point of view. You will examine the work of Henry Mintzberg, Michael Porter, and Peter Senge and will discuss "real-life" applications of their models. As well, you will consider the strategic nature of business failures as put forth by Danny Miller and Spiros Makridakis. Through case studies, readings, workshops, and discussions you will acquire the analytical skills (e.g., data collection, SWOT analysis, competitive
analysis) necessary for you to successfully complete a strategic review of your organization.
STMK 501
3—Strategic Marketing
Strategic Marketing will teach the fundamentals of marketing and the role that marketing plays in both profit and non-profit organizations. Through selected readings, case studies, discussion groups, and an active marketing assignment you will look at the way marketing strategy reflects the fundamental business strategy of the organization.
HRMT 502
3—Human Resource Management
Managing and motivating people is a critical task for management, particularly in the context of rapidly changing and competitive organizational environments. This course focuses on the strategic approach to human resource management, integrating topics from organization behaviour and organization theory. It takes a fresh look at topics such as motivation, leadership, culture, recruitment and selection, development, performance management, rewards, and organizational design. Through online conferencing and case work, human resource management assumptions and practices are critically examined in the context of the different organizations and industries represented by students in the course.
OPDM 503
3—Operations and Decision-Making
Operations management is at the core of business success and competitive strength. In services, manufacturing, profit or non-profit organizations, operations determines the quality of the good or service, its cost, whether it is delivered on time and its ability to meet customer expectations. This course introduces you to the various approaches that exist to operations topics, leads you to participate in discussions about operations, and gives you the practical understanding you will need to apply the appropriate operations approach in your
organization.
In the past, operations was seen as a staid subject. There was one approach (known as scientific management) and it was regurgitated in most operations courses. An operations manager's job was to follow the accepted rules; not everybody's notion of a challenging career, nor one where you would be noticed for promotion. Today it is different; operations is increasingly recognized as having a key role in company competitiveness. Achieving that competitiveness requires strategic choices to be selected from a variety of approaches. This
course takes an integrated approach to operations and stresses the importance of applying the ideas and practices studied.
FACT 504
3—Financial Accounting
Understanding the language of accounting and financial information is important for all managers. The financial accounting course focuses on financial information from the user's perspective. The impact of alternative accounting policies on investing, financing, and operating activities of the organization is presented. The course uses financial analysis techniques as a basis for understanding financial reports: balance sheets, income statements, and the cash flow statements. Group discussions of cases and individual problems are used to reinforce the learning process.
MACT 505
3—Managerial Accounting
Managerial accounting plays an important role in all organizations. It is used for decision making, planning, and controlling activities. In this course, students study: a) how management accounting systems are used to measure the cost and profitability of the organization's products and services; and b) how management accounting information is used to measure the economic performance of decentralized operating units of manufacturing, service, not-for-profit, and governmental organizations.
COMP 506
0—Advanced Diploma Comprehensive Examination
Using a case study method of assessment, students will be given a comprehensive test of their knowledge and understanding of all courses completed and will be asked to show how this knowledge is integrated.
Phase 2
STCH 601
3—Making Strategic Choices
By studying the markets for products and services and by analysing the competitive environment, students learn to understand the consequences of strategic choices and options. This involves both "what if" analysis methods and skills, and the analysis of strategic options. Students will acquire a set of advanced quantitative and qualitative skills that will assist in their analysis of strategic choices.
INTP 602
3—Information, Technology, and Performance
Building on the Phase 1 courses, this course deals with the nature of effective information systems and the process of developing an effective information strategy for the management of an organization. Case studies on innovative information management systems will be used throughout this course.
GMMT 603
3—Global Marketing Management
Using a case method approach and some detailed analysis of the effects of global trading arrangements (e.g., NAFTA & EU), this course covers the impact of global marketing and production strategies on the way in which companies develop global marketing plans. Using three industries — telecommunications, biotechnology, and health care — students will look at the influence of globalization on management decision-making.
MMCH 604
3—Making Sense of Major Change
This course is about the nature of change in management in both the public and private sector. It uses a model intended to facilitate the analysis of change at the personal, team, unit, organization, and marketplace levels. Skills to diagnose and evaluate change, success, and failure will also be presented. The impact of change on individuals and organizational culture will be explored. At the end of the course, students will have the skills necessary in change project management to apply to their own organization. Some of the issues associated with politics, unions, and ethics will also be examined.
COMP 605
0—MBA (ITM) Comprehensive Examination
This exam follows a different format from the Phase 1 exam. Instead of studying a text-based case, students work on an IT management business simulation. There is a group component and an individual written component to this exam. The entire exam process runs over two weeks, with the written component being performed over the last three days of the two-week exam.
Schools
WSCH 589
Weekend School 1
WSCH 689
Weekend School 2
SSCH 698
Summer School
Phase 3
| Phase 3 requires students to complete two of the following list of electives and the applied project.
|
ETLO 606
3—The Learning Organization I
The Learning Organization I involves students in developing a thorough understanding of "organizational learning" and how and why organizations transform themselves into "learning organizations." Students begin by exploring the meaning and philosophy of the concept, its background and origins. Next, they examine learning processes at the individual, group (team) and organizational levels, familiarizing themselves with the tools and techniques for recognizing and enhancing the depth, breadth and speed of learning in the workplace. In the final part of the course, students study the steps involved in building a "learning organization." In addition to symposia and case study discussions, students will be involved in developing a learning organization network that will act as an information and resource base for current and future students.
ETLO 607
3—The Learning Organization II
Prerequisite: ETLO 606.
This is a project-based course supported by discussion databases and readings. It is geared towards students who are pursuing applied projects or work assignments involving organizational learning initiatives.
EPCT 610
3—Public Consultation
Leadership on how the organization affects public consulting, communities and their role in decision-making are the key topics addressed in this course. Planning, preparation, and managing the public consulting process as well as understanding the group process, managing the role of the community and advisory boards, and getting results, are all essential to the role of the public consultant.
ENVD 612
3—New Venture Development
New Venture Development is a course for would-be entrepreneurs — people who have already started a small firm and want to improve their entrepreneurial skill. It is also designed for people interested in entrepreneurship — lawyers, accountants, consultants — anyone with an interest in the creation and growth of a new enterprise.
The course objective is to provide a practical opportunity for you to realistically assess the potential of a new venture idea and develop a detailed program or plan for a small business of your own. Course topics increase your understanding of how success is achieved in an entrepreneurial career. From an overview of entrepreneurship and an understanding of the entrepreneurial process, the course considers how to evaluate a business idea, buy an existing firm, acquire a franchise, develop a marketing plan, and create a business plan for a new venture concept. It concludes with a discussion of how to grow and harvest a successful business.
EMDV 613
3—Breaking the Mould: Managing Diversity in the Workplace
This course will assist you in developing the knowledge and skills necessary to manage the variety of needs, expectations, motivations, attitudes, and behaviours represented by the increasingly diverse workforce. Students examine the psychological, social, and structural barriers that prevent optimal utilization of human resources, focusing on perception biases and stereotypes relating to age, race, gender, physical ability, ethnicity, religion, sexual orientations, and family expectations.
EMSV 614
3—Marketing of Services
This course is intended to expand your knowledge of marketing as it applies to services rather than to tangible consumer or industrial goods. Utilizing case studies, text, and readings, the course describes developmental aspects of a services marketing strategy while creating dialogue opportunities between students and the academic advisor. The course will encourage you to interact with Internet resources to update your knowledge of services marketing.
EEPD 617
3—Entrepreneurship Development
This introductory course in entrepreneurship aims to provide students with a basis for undertaking any kind of entrepreneurial activity. The course focuses on learning and using a systemic model of the entrepreneurial activity system. This model is the basis for both understanding entrepreneurs and fostering your own entrepreneurship development. Those who interact with entrepreneurs but do not plan an entrepreneurial career for themselves will find useful learning in this course. One requirement of this course is to build a personal entrepreneurial model based on the framework presented in the courseware. This is not the same as a business plan (although it can lead to one), but it does require an entrepreneurial vision for an eventual venture.
Upon completion of this course, students will have acquired three levels of knowledge; the characteristics of entrepreneurs and how entrepreneurial activities are formed, the basis of acquiring "know-how" through the development of entrepreneurial and managerial competencies and skills, and how to apply the entrepreneurial model of vision for developing their own entrepreneurial system.
ESDB 619
3—Sustainable Development and Business
In this course you will discuss the concept of sustainable development as a proposed solution to a wide array of global and local concerns. Problems such as global inequity, overpopulation and overconsumption, and environmental degradation and their inter-relationships, will be introduced. Understanding the role of environmental advocates and their impact on strategic business decision-making will be discussed. An investigation of the relationships between competitiveness and environmental performance will be undertaken with supporting examples, case studies, and contemporary readings.
EHPW 620
3—The High Performance Workplace: New Approaches and Practices in Performance Management
This course examines some new approaches to designing effective performance management systems. Building stronger links between organizational goals and performance outcomes, developing meaningful performance (value-added) measures, finding effective ways to reward both team and individual performance, the merits of monetary and non-monetary rewards, performance appraisal feedback, and balancing the need to assess past performance and future development, are some of the issues covered in the readings, discussions, and assignments. Performance management and compensation practices such as variable pay and incentives, gain sharing, profit sharing, competency-based approaches, multi-source assessment, skill-based pay, and flexible benefits are examined.
ECIA 622
3—Contemporary Issues in Accounting
Unlike the financial and managerial accounting courses in Phase 1, this elective course does not take you step by step through the basic principles of accounting; rather it expands on the use of financial performance measurements as an integrated component in measuring the performance of the organization as an entity. Using a series of readings and case studies you will review the overall performance of not-for-profit, public and private sector organizations. Contrasts and comparisons will be made between the types of measures that are applicable to different user groups. You will discuss the use of "creative accounting" and how traditional ways of reviewing measurements such as return on investment, contribution margins, and cost accounting can be misleading. The major assignment involves an integrated approach that uses both financial and non-financial measures that are linked with the strategic objectives and goals of the organization.
EBSL 631
3—Business Law
This course is designed to introduce students to the Canadian legal system and related common issues that arise in business. Supported by a business law textbook and supplemental readings, students will be guided through discussions on various legal topics and the implications these topics may have on business, managers, and decision-makers. This course is not intended to negate the need for lawyers, but may enable the decision-maker to determine when legal advice is necessary.
In introducing the Canadian legal system, a basic overview of topics such as common and civil law, the constitution and charter, court systems, litigation procedures and administrative law, will be provided. Following this will be a discussion on Tort law, outlining the interference with the private rights of parties (outside of the contract), whether intentionally or negligently. As contracts form the basis of most business relationships, they are of primary importance to the business manager. As such, students will study in detail the formation of contracts, factors affecting contracts, and end of contracts. Other topics to be examined are, the Sale of Goods Act, consumer protection, employment acts, forms of business organization, and personal and intellectual property.
EPSM 637
3—Public Sector Management
This course focuses on the seven core areas of major concern to public sector managers, using a combination of readings, discussions, and exercises to prepare students for the immediate and emerging challenges of public sector management. The course provides up-to-date perspectives on the core areas of public sector management theories, planning and performance measurement, policy development and evaluation, values and ethics, technology, alternative service delivery, and citizen engagement.
EFMT 640
3—Financial Management
This course is designed for a general manager seeking a basic knowledge of how financial markets operate and how businesses and households use those markets to manage their savings, their borrowings, and their associated risk exposures. The first topic covered — the time value of money — provides the framework for the study of risk, market operation, valuation, diversification, hedging, insuring, and exchange rates. The concepts will be taught using practice problems, case studies, and financial analysis of the students' employers.
EIND 623
3—Independent Study Elective
Students may submit a request to take an independent study course as one of their elective course requirements. A written proposal including learning objectives, a study plan (which may include prior or concurrent learning), a project paper outline, and a possible course supervisor, must be submitted to the Chair of the Graduate Management Program Council at least one month before registering for an independent study elective. Approval will be contingent upon the availability of an acceptable supervisor.
3—Week-long Residential Electives
The residential module is an intensive week-long session concentrating on a specialized topic. In some cases, the emphasis will be on group work with follow-up individual assignments to be submitted within 30 days following the residential week. Prerequisites and pre-course work may be required. Students are responsible for their own travel, accommodation, and meal expenses. Information and registration for residential electives takes place approximately two months before each individual elective.
APRJ 699
12—Applied Project
The MBA applied project involves a systematic, critical review and analysis of a particular project, program, action or role within an organization or an industry. The aim of this project is to show how key concepts, methods, and approaches covered in the various courses in the program can be used to draw insights and develop solutions to actual business problems. The applied project is a major piece of work completed by students in two phases. In the first phase, students register in a course that guides them through the preparation of their applied project proposal. Once the proposal has been approved, each student is assigned to an academic advisor who supervises the project through to completion.
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