This course applies contemporary organizational theory to the managerial challenges of entrepreneurial, corporate, public sector and not-for-profit organizations in the areas of organizational structure and change, adapting the organizations to their changing environment, and articulating alternate plans for organizational survival (and where possible, growth). Equivalent Courses: MBA603.

Provides a solid grounding in the principles of business finance. Students are introduced to important financial tools and gain an appreciation of how business decisions impact financial performance and shareholder value. Equivalent Courses: MBA606.

Analysis of strategic issues affecting the success of the total enterprise and its sub-units. The course includes industry analysis, internal analysis of the core competencies and value chains that enable corporate and business level strategies, the evolution of strategy and how that occurs in different environments and organizational types, and implementation issues organizations face when enacting strategies. Equivalent Courses: MBA607.

Individual study with a faculty member. The course outline must be approved by the graduate program committee.

Individual study with a faculty member. The course outline must be approved by the graduate program committee.

Individual study with a faculty member. The course outline must be approved by the graduate program committee.

Apply the fundamentals of marketing management including understanding competitive rationality, why competitive advantage needs to be managed as a process, and the creation and evaluation of customer equity. Learn how to formulate and implement offering, pricing, placement and marketing communication strategies that will lead to growth and competitive advantage. Students who have taken BUS 637 and BUS 638 may not take this course for further credit.

A seminar format will be used to discuss the concepts and frameworks essential to the effective management of information technology. Our focus will be on the strategic role that information systems play in organizations, their structure and components, and various perspectives on how to plan and manage this technology. Equivalent Courses: MBA621.

Focuses on the processes by which goods and services are produced and the impact of operations on corporate strategy and elements in the value chain. Students with credit for MBA 632 may not take this course for further credit.

Provides a thorough understanding of the basics of finance and the application of financial frameworks for better managerial decision-making based on financial statements.

Provides a solid grounding in the basics of Corporate Finance, its principles and importance in capital structure issues. Corporate Finance issues are primarily the responsibility of senior management or corporate boards and require strategic high-level understanding that includes knowledge of capital budgeting, cost of capital, valuation, LBO structure, dividend policy and IPO.

Provides an understanding of marketing management through the articulation and application of the fundamentals of marketing management, competitive rationality and creation & valuation of customer equity as well as managing competitive advantage as a process.

An examination of how knowledge of an organization's customers, competitors and collaborators as well as its competencies enable those who direct marketing strategy to decide on the organization's target markets, and in turn formulate and implement offering, pricing, placement and marketing communication strategies that will lead to growth and competitive advantage.

Provides an understanding of the linkages between financial statements such as annual reports and prospectuses including the three principal financial statements (balance sheet, income statement and cash flow statement) and how useful information about a company can be extracted from them.

Provides theoretical and practical knowledge of how to use accounting information for strategic planning and decision making from a variety of stakeholder perspectives.

Focuses on the ability to understand the influence of crossing national and cultural boundaries on organizations and on organizational practices. Special emphasis will be placed on the management of people and groups in international organizations.

Focuses on building global competency and management skills needed to develop strategies, design organizations, and manage the operations of companies whose activities span national boundaries.

An overview of entrepreneurial thinking and action important to entrepreneurs or persons who want to exhibit an entrepreneurial spirit, including: opportunity discovery; entrepreneurial strategy and implementation; and innovation in the context of uncertainty, ambiguity and risk.

Provides a thorough understanding of how venture capital works and what an entrepreneur or potential investor in start-ups needs to know about business plans, opportunity assessment, valuation, financing, structuring and due diligence.

Comprehensive exam.

Addresses the theory and practice of the management of innovation in order to improve the innovative capacity of a firm, including strategy and tools to help firms create and capture value from innovation under conditions of technology and/or market uncertainty.

Facilitates the understanding of entrepreneurs and entrepreneurship by providing conceptual tools which can be used to launch and run a business as a startup or within an existing company.

Focuses on the matters involved when businesses are operating, or intend to operate, in the traditional territories of First Nations or other Indigenous Peoples. Cases where Indigenous relations were significant factors in the success or failure of businesses or major products will be examined, and a sense of potential challenges and opportunities with regard to Indigenous engagement will be explored.

A holistic view of corporate responsibility encompassing the social, ecological, and economic responsibilities of organizations. Integrative approaches will be used to learn about topics such as philosophies of corporate social responsibility and environmental sustainability, sustainable business models, corporate transparency and reporting, embedding corporate responsibility into organizational cultures, and responsible leadership.

Examines the rising interest, relevance and importance of business ethics to both effective managers in the firm and to efficient administrators in government and not-for-profit organizations.

The application of modern microeconomic theory to problems of managerial decision-making. The importance of both economic models and quantitative applications are explained. Topics include demand, cost and productivity analysis; the analysis of market structure and firm strategy, international competition and trade; organizational economics; and the analysis of risk, uncertainty and information. Equivalent Courses: MBA651.

Course content varies from term to term. Specific course outlines must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines must receive prior approval of the graduate program committee. Graded on a satisfactory/unsatisfactory basis.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Negotiation is the art and science of securing agreements between two or more parties that are interdependent and who are seeking to maximize their outcomes. The central issues of this course deal with understanding behaviour of individuals, groups and organizations in the context of competitive situations. Graded on a satisfactory/unsatisfactory basis.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

The challenge in business today is to move away from functional silos and adopt an innovative, cross-functional approach to problem-solving. Consistent with this challenge, our focus will be on entrepreneurship, or the "pursuit of opportunity without regard to resources currently controlled".

Leadership theory, interpersonal relations and group dynamics in organizational life, and the development of perceptual and communication skills in small groups. Equivalent Courses: MBA681.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Examines the rationale for and nature of government intervention, and the impact of public policies on business. Students with credit for MBA 691 may not take this course for further credit.

An intensive 3-day program of experiential activities to develop knowledge, skills, and strategies for success in a team-based learning environment. This course is graded on the satisfactory/unsatisfactory basis. Prerequisite: Admission to the EMBA program.

Analysis of strategic issues affecting the success of the total enterprise and its sub-units. The course includes industry analysis, internal analysis of the core competencies and value chains that enable corporate and business level strategies, the evolution of strategy and how that occurs in different environments and organizational types, and implementation issues organizations face when enacting strategies. Equivalent Courses: MBA607.

Focuses on the ability to understand the influence of crossing national and cultural boundaries on organizations and on organizational practices. Special emphasis will be placed on the management of people and groups in international organizations.

Negotiation is the art and science of securing agreements between two or more parties that are interdependent and who are seeking to maximize their outcomes. The central issues of this course deal with understanding behaviour of individuals, groups and organizations in the context of competitive situations. Graded on a satisfactory/unsatisfactory basis.

Provides the opportunity to apply student learning in the context of a management or globalization challenge outside of the classroom. Supported by the instructor, an industry partner, and working in a cross-cultural team, students will integrate their knowledge across courses to develop skills important to relationship management and organizational development. Prerequisite: Enrollment in the Americas stream of the EMBA. Students with credit for BUS 696 may not take this course for further credit.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

Course content varies from term to term. Specific course outlines and bibliographies must receive prior approval of the graduate program committee.

The challenge in business today is to move away from functional silos and adopt an innovative, cross-functional approach to problem-solving. Consistent with this challenge, our focus will be on entrepreneurship, or the "pursuit of opportunity without regard to resources currently controlled".