This Calendar is effective September 1, 2001 - August 31, 2002
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9.4. Master of Business Administration

Introduction Program Structure
Program Requirements Course Offerings
Fees Academic Schedule
Course-Related Procedures Additional Services
Contact Information Course Descriptions
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The Master of Business Administration (MBA) program is offered online 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 at 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 management delivery but will also 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, three electives (one of which must be a residential elective), two comprehensive exams, one applied project, and to attend a weekend school. 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 three years. Students must complete their MBA studies within six years of their initial enrolment in the program.

Program Structure

The MBA program is divided into three distinct phases. Student undertake comprehensive exams at the end of Phase 1 and the end of Phase 2. 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, three-credit courses; Phase 2 consists of four, three-credit courses; and Phase 3 consists of three, three-credit electives, and an applied project equivalent to nine credits.

Admission to the MBA program occurs three times each year, usually in the months of January, May, and August/September. Students complete the required individual courses in a predetermined order. Students may not 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 may modify the list of available courses at any time.

A minimum grade of 60 percent is required for both the assignments and participation components in each course. The comprehensive exam is graded on a pass / fail basis, with an overall grade of 70 percent required to 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 exam and submission of the Application for Graduation Form, students may be awarded the Advanced Graduate Diploma in Management.

Program Requirements

Admission Requirements
Applicants to the program must hold one of the following: a first degree from a recognized university or college or an acceptable professional designation such as Chartered Accountant (C.A.), Certified General Accountant (C.G.A.), and Certified Management Accountant (C.M.A.); Purchasing Management Association of Canada (P.M.A.C.) designation; Canadian Information Processing Society Information Systems Professional (C.I.P.S.); Certified Human Resources Professional (C.H.R.P.) designation; or an Advanced Graduate Diploma in Management from Athabasca University.

Other Requirements
Students holding a recognized first degree must have at least three years of acceptable managerial experience that may include supervisory and professional experience with management-level responsibilities. Students holding a professional designation must have at least five 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, students must pay the required admission fee.

Students who do not meet the above educational requirements but who can demonstrate to the CIM Admissions Committee that they have substantive managerial experience and relevant education or training, will be considered for admission to the MBA program on an exception basis. These applicants should discuss prior learning assessment in graduate studies programs with a staff member at CIM.

Additional Requirements
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 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 education and experience. Requests for advanced standing must be made to the CIM Admissions Committee at the time of application to the program. The Director of CIM must approve exemptions to these requirements.

Students awarded advanced standing in a course are: a) provided with full course materials; b) remain responsible for full program tuition; and c) remain responsible to know and understand all components of the course, and to demonstrate this knowledge in the comprehensive exams.

Those with C.A., C.G.A., and C.M.A. designations are normally not required to take FACT 504 and MACT 601. Students with advanced standing are responsible for demonstrating their knowledge and understanding of all course materials covered in the comprehensive exams. 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 Graduate Management Program Council (GMPC) 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 GMPC 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 one weekend school and one residential elective during the course of the program. If minimum enrolment is not met, the University may cancel any weekend schools or residential electives.

Course Offerings (48 credits)

Athabasca University reserves the right to modify the list of required courses and available elective courses at any time.

Phase 1
STMT 500 Strategic Management (3)
ANTS 501 Analytical Tools (3)
HRMT 502 Human Resource Management
FACT 504 Financial Accounting (3)
MKMT 504 Marketing Management (3)
OPMT 505 Operations Management (3)
COMP 506 MBA Comprehensive Exam for Phase 1(0)

Phase 2
MACT 601 Managerial Accounting (3)
INTS 602 Information, Technology, Strategy (3)
STOA 603 Strategy and Organizational Analysis (3)
BSES 604 Business Economics and Society (3)
COMP 605 MBA Comprehensive Exam for Phase 2 (0)

WSCH 589 Weekend School 1

It is recommended that the weekend school be completed in Phase I of the program.

Phase 3
Phase 3 requires students to complete two electives from the following list, one residential elective, and an Applied Project:

ELTO 606 The Learning Organization (3)
EPCT 610 Public Consultation (3)
ENVD 612 New Venture Development (3)
EMSV 614 Marketing of Services (3)
ESDB 619 Sustainable Development and Business (3)
EHPW 620 The High Performance Workplace (3)
ECIA 622 Contemporary Issues in Accounting (3)
EBSL 631 Business Law (3)
EPSM 637 Public Sector Management (3)
EFMT 640 Financial Management (3)
EMDC 644 Managing Diversity for Competitive Advantage (3)
EBRM 645 Business Research Methods (3)
EGSM 646 Global Strategic Management (3)
EIND 623 Independent Study Elective (3)
Week-long Residential Elective (3)
APRJ 699 Applied Project (9)

Fees (effective Aug. 1, 2001)

Application fee: $165
Comprehensive examination fee (repeats): $250
Course reregistration fee: $1,875
   (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: $11,250
   Phase 2: $7,500
   Phase 3: $9,335
Transcript fee: $10
Transfer credit fee: $250
Weekend school fee: $700
Program discontinuation fee: $500

A 20 percent 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 schools and residential electives rates when such programs are delivered outside of Canada; charge for late cancellation of attendance at weekend schools and residential electives; and/or suspend students if their program fees are overdue. (See Section 8.4.3. Delinquent Accounts).

Academic Schedule

Program start dates are subject to change.

May 21 May program starts
May 21 Victoria Day, Centre closed
June 15 Last day for receipt of admission materials for September 2001 start dates
July 2 Centre closed in lieu of Canada Day
Aug. 6 Civic Holiday, Centre closed
Aug. 13 August/September program starts
Sept. 3 Labour Day, Centre closed
Oct. 8 Thanksgiving Day, Centre closed
Oct. 15 Last day for receipt of admission materials for January 2002 start dates
Nov. 12 Centre closed in lieu of Remembrance Day
Dec. 24/01-
Jan. 2/02
The Centre will close at 3 p.m. Monday, Dec. 24, 2001 and will reopen at 8:30 a.m. Wednesday, Jan. 2, 2002.
Jan. 7 January program starts
Feb. 15 Last day for receipt of admission materials for May start dates
Feb. 18 Family Day, Centre closed
Mar. 29 to April 1 (inclusive) Easter break, Centre closed
May 20 May program starts
May 20 Victoria Day, Centre closed
July 1 Canada Day, Centre closed

Course-Related Procedures

Courses will be offered (in sequential order within each phase) by the grouped-study method, meaning there are specified start and completion dates. Subject to the approval of the Director of CIM, students may be permitted to take one or more courses at a time. Upon admission to a program of study, students will receive a timetable outlining course start and completion dates for the cohort group to which they belong.

Subject to approval, students may be permitted to take courses within the same phase in any order with the exception of STMT 500 Strategic Management, which must be completed successfully before students can progress to other courses. Students register for electives and residential schools on an individual basis. Schedule and registration information is posted to students on a regular basis.

Students who have commenced their studies and find themselves with changed circumstances in either their business or personal lives, may defer studies with the payment of the applicable fee.

The following rules govern deferral status.

  1. 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 registered.
  2. Payment of the applicable fee is required.
  3. 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 (refer to Elective Withdrawals below).

Incomplete Status
Students who are unable to complete a course in which they are registered, within the allowable time frame, may: a) request a derral (refer to Deferrals above); b) request an incomplete status; or c) withdraw (refer to Withdrawal and Re-enrolment below) from the program.

Under extraordinary circumstances, students may receive permission for an incomplete status for a course. These students must submit such a request to the academic coach before the end date of the course. The academic coach will seek approval from the course manager to grant incomplete status. If approved, students will have up to 30 calendar days to complete the outstanding individual written assignments (as approved). Group assignments and participation components of the course are not included under this policy.

Elective Withdrawals
Students may withdraw from electives at any time up to the 21st day of the course start date without academic penalty, providing they meet the following criteria:

  1. Students must formally request to withdraw from an elective course; simply not completing the course requirements does not constitute a withdrawal.
  2. 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.
  3. If students withdraw within 21 days of the start date, the record of registration will be deleted from their record. If students withdraw after the 21 days, they will receive a failing grade. Students failing to formally withdraw will be assigned a failing grade.
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.

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, students 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, the student will be charged both the elective withdrawal processing fee and the course materials and handling fee. The course materials will remain the student's property and should not be returned.

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 after the 21 days by students withdrawing from an elective course and hoping to obtain a refund, the course materials will not be returned to the student and become the property of Athabasca University.

The refund will be processed approximately 45 days after the elective course withdrawal.

Reregistrations and Repeats
Students who fail a course in the MBA program, may repeat that course only once. Full tuition for the particular course failed 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 program discontinuation fee will be withheld before any refund will be made.

Students who fail 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, students must complete and achieve a successful passing grade in at least one course in their program within a 12-month period (if a student has been inactive for six months, he or she has only six more months to remain active). This includes the Applied Project requirement of the program. The comprehensive exams are part of the requirement for maintaining active status; the weekend school is not. Students who do not maintain active status will be deemed to have withdrawn from the program.

Withdrawal from the Program
Students 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 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 discontinuation fee. Students who withdraw from a program after the 30 calendar-day period from the start of program will:

  1. have this withdrawal recorded on their transcript;
  2. be required to pay a program discontination fee and
  3. pay the tuition portion for courses completed and in which they are currently registered.

Re-enrolment in the Program
Re-enrolment in the 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 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.

Tuition paid is refunded after the applicable program discontination 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.

Students undertake a comprehensive exams at the end of Phase 1 and the end of Phase 2. These exams are scheduled at least twice each year, as determined by the Graduate Management Program Council. The comprehensive exams are graded on a pass / fail basis, with a grade of 70 percent required to pass. Review Reregistrations and Repeats above, for exam re-write information.

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 exams and the Applied Project are graded on a pass / fail basis, with an overall grade of 70 percent required to pass.

A+ 90 - 100% 
85 - 89% 
A- 80 - 84% 
B+ 77 - 79% 
74 - 76% 
B-70 - 73% 
C+67 - 69% 
64 - 66% 
C-60 - 63% 
0 - 59% 
INC Incomplete status 

Applied Project
The applied project is normally associated with Phase 3 of the MBA. However, students may begin work on their applied project during Phase 2 of their program. The applied project is completed in two consecutive 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. The applied project normally requires six months. This time may be extended or shortened with the approval of the Director of CIM or delegated academic manager.

Completion Time Limits
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, 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.

9.4.1. Course Descriptions

Phase 1

STMT 500
3—Strategic Management

This is an introductory course on business policy and strategic management. It contains a variety of qualitative and quantitative tools that make strategy formulation both logical and consistent. Using a cohesion case, the important concepts of strategy are presented and exemplified. In addition to the courseware and the text, case studies are used to give students practice on real-world problems. The skills and insights gained in this course will provide a sound foundation for the MBA program.

ANTS 501
3—Analytical Tools

The purpose of this course is to prepare students to identify business situations where use of quantitative aspects could enhance decision-making capabilities; to engender confidence with handling numbers in business situations; and to enhance awareness of the common analytical tools used in decision-making.

In today's world, numbers play a vital role in decision-making. As a manager it is not only essential to understand numbers in a meaningful way, but it is also important to present and interpret them accurately. This course introduces the practice of dealing with numbers using examples from the business world.

HRMT 502
3—Human Resource Management

Managing and motivating people are critical tasks 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 casework, human resource management assumptions and practices are critically examined in the context of the different organizations and industries represented by students in the course.

FACT 504
3—Financial Accounting

Understanding the language of accounting and financial information is important for all managers. This 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 organizations is presented. The course uses financial analysis techniques as a basis for understanding financial reports: balance sheets, income statements, and cash flow statements. Group discussions of cases and individual problems are used to reinforce the learning process.

MKMT 504
3—Marketing Management

This course presents the fundamentals of contemporary marketing and elaborates on the role marketing plays in a variety of organizational settings. Through readings, cases, discussions, and assignments, students will examine the components of a marketing strategy and understand how that strategy links to the rest of the organization's business strategy.

OPMT 505
3—Operations Management

Operations management is at the core of business success and competitive strength. In services, manufacturing, in both 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 the various approaches that exist to operations, leads to participation in discussions about operations, and gives the practical understanding needed to apply the appropriate operations approach in organizations.

Operations management 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.

COMP 506
0—Advanced Diploma Comprehensive Examination for Phase I

Using a case study method of assessment, students will be given a comprehensive test of their knowledge and understanding of all courses completed. Through their approach to specific cases, students will demonstrate how this knowledge is integrated.

Phase 2

MACT 601
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 how management accounting systems are used to measure the cost and profitability of the organization's products and services, and how management accounting information is used to measure the economic performance of decentralized operating units of manufacturing, service, not-for-profit, and government organizations.

INTS 602
3—Information, Technology, Strategy

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.

STOA 603
3— Strategy and Organizational Analysis

This course is about organizations and the linkages among their environments, strategies, and structures. How and why organizations function as they do will be described in a framework designed to improve organizational effectiveness. The course will examine the aggregate behavior of people in various organizations, for example; business, government, education, and professions. This course is considered a macro-level course, and thus provides a structural dimension for focusing on micro human behavior of individuals and small group behaviour within organizations introduced in Strategic Human Resource Management/Organizational Behaviour. The course provides an integrative approach to diagnose and analyse how the successful implementation of organizational strategies are often contingent upon achieving a fit between specific environmental factors and organizational structure and process variables.

BSES 604
3— Business Economics and Society

This course focuses on the interrelationships between business and society from both economic and stakeholder perspectives. The strategic implications of the economic and social performance of business systems will be examined through readings, cases, and discussion.

COMP 605
0—MBA Comprehensive Examination for Phase 2

This exam follows a different format from the Phase 1 exam. Instead of studying a text-based case, students work on a management business simulation. There is a group component and an individual written component to this exam. The exam process runs over two weeks, with the written component completed during last three days.


WSCH 589
Weekend School 1

Phase 3 (Electives)

Phase 3 requires students to complete the applied project and three electives, one of which must be a residential elective.

ETLO 606
3—The Learning Organization

Students develop a thorough understanding of "organizational learning" and an understanding of 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.

EPCT 610
3—Public Consultation

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 and people who have already started a small firm and want to improve their entrepreneurial skills. It is also designed for people interested in entrepreneurship—lawyers, accountants, consultants—anyone with an interest in the creation and growth of new enterprises.

The course objective is to provide a practical opportunity for students to realistically assess the potential of a new venture idea and develop a detailed program or plan for a small business of their own. Course topics increase 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.

Students will acquire 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.

EMSV 614
3—Marketing of Services

This course is intended to expand 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 students to interact with Internet resources to update their knowledge of services marketing.

ESDB 619
3—Sustainable Development and Business

In this course students 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, environmental degradation, and their inter-relationships, will be introduced. 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

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, 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 students 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. Students 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 decision-makers 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 Canadian Constitution, The Canadian Charter of Rights and Freedoms, 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.

EMDC 644
3—Managing Diversity for Competitive Advantage

This course emphasizes the need to manage change processes in increasingly diverse organizations. Students explore ideas around how to create and sustain a culture that emphasizes diversity, is linked to strategic HRM, and supports a cohesive, multicultural, effective working environment.

EBRM 645
3—Business Research Methods

This course is intended to provide students with an appreciation of how research is used to support management decision-making. From the course, students should expect to derive an understanding of the research process through developing their expertise in a variety of research methodologies that are applicable in the management disciplines. A key output of the course is the ability to produce a professional research proposal. While qualitative research techniques are examined, a considerable portion of the course is built around designing and implementing surveys.

EGSM 646
3— Global Strategic Management

The study of international business strategy is concerned with the challenges, opportunities and problems that face corporations operating outside of their domestic environment. The growing interdependency of the world economies in the last quarter of a century has rendered an understanding of international economic forces almost an essential element of any firm's strategic and operational planning.

The focus of this course is on those managerial issues that follow from the definition and implementation of corporate strategy for worldwide operations, as distinguished from purely domestic firms or those only marginally involved in international activities. It aims to develop an appreciation for the unique competitive, socio-cultural and political environments in which international business takes place and to develop the skills required to deal with these changes.

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 Elective

The residential course is an intensive week-long session concentrating on a specialized topic. In some cases, the emphasis will be on group work with individual follow-up 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 in advance.

APRJ 699
9—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.

Additional Services

Athabasca University Library also serves the needs of graduate students. See Section 10.8 Library Services.

Tuition and Education Tax Credit Receipts Information
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. In February, T2202 tax forms for the educational tax deduction, along with the tuition tax receipts, are mailed to the address on record. Full-time students may be eligible for the education tax credit for each month of full-time registration.

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 Canada and the US, documentation attesting to its equivalence to a Canadian baccalaureate is required. Such documentation may be obtained from

International Qualifications Assurance Services
4th Floor, Sterling Place
9940-106 Street
Edmonton, AB T5K 2V1

Regulations and Appeals
Athabasca University policies and regulations governing academic conduct and appeals apply, to all students. Refer to Section 12 Student Code of Conduct and Right to Appeal. Athabasca University's policies, regulations, and procedures governing the release of transcripts and confidential information apply also to graduate students. Refer to Section 5 Undergraduate Admission, Transfer Credit, and Assessments.

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.

Contact Information

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
Office hours: Monday to Friday from 8:30 a.m. to 4:30 p.m. (Mountain Time)

** This page is an official publication of Athabasca University **

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