The JOHN MOLSON MBA

INFORMATION AND REGISTRATION HANDBOOK

TABLE OF CONTENTS

JOHN MOLSON MBA PROGRAM STRUCTURE 2COURSES IN THE JOHN MOLSON MBA PROGRAM 2PART I : CORE COURSES 3PART II : ELECTIVES 3

REGISTRATION POLICIES & PROCEDURES 4REGISTRATION 4TO ACCESS REGISTRATION SITE 4 REGISTRATION BLOCKS YOU MAY ENCOUNTER 4ADDRESS VERIFICATION 4COURSE CHANGE DEADLINES 5REGISTRATION DEFINITIONS 5DID NOT ENTER (DNE) 5ADD (ADD) 5DISCONTINUED (DISC) 5

REGISTRATION FOR THE MBA RESEARCH PROJECT 6

STUDENTS CLASSIFIED AS “CONTINUING IN PROGRAM” (C.I.P.) 6

STUDENTS WHO HAVE BEEN GRANTED A “LEAVE OF ABSENCE” 6

MYCONCORDIA PORTAL 6

GRADUATE VISITING OR INDEPENDENT STUDENTS 7GRADUATE VISITING STUDENTS 7GRADUATE INDEPENDENT STUDENTS 7

ELECTIVES TAKEN OUTSIDE THE JOHN MOLSON MBA PROGRAM 7

MBA CO-OPERATIVE OPTION 8REQUIREMENTS 8HOW TO APPLY 8APPLICATION DEADLINES 8FOR MORE INFORMATION ON THE CO-OPERATIVE OPTION CONTACT 8

JMSB INTERNATIONAL STUDENT EXCHANGE PROGRAM 9BUSINESS EXCHANGE: EXPERIENCE THE WORLD! 9REQUIREMENTS 9HOW TO APPLY 9FOR MORE INFORMATION, PLEASE CONACT 9

GRADUATION APPLICATION 10

GRADING SYSTEM FOR GRADUATE PROGRAMS 10DEAN’S LIST 10

MBA PROGRAM REGULATIONS AND POLICIES 11ACADEMIC REGULATIONS 11STUDENT REQUEST PROCEDURES 11TIME LIMIT 11TIME-LIMIT EXTENSION FEE 11COURSE LOAD FULL TIME STUDENTS 11COURSE LOAD PART TIME STUDENTS 11COURSE LOAD REDUCTION 11CHANGE OF STATUS 11ACADEMIC STANDING 12CONDITIONAL AND FAILED STANDING 12FAILURE REGULATION 12PROGRAM WITHDRAWAL 12

STUDENT IDENTIFICATION CARD 12DEADLINE DATES 12SCHOOL OF GRADUATE STUDIES 13

FEE STRUCTURE 13CONTINUATION FEE 13HEALTH AND DENTAL PLAN 13

FIRSTCLASS EMAIL AND INTRANET 14IMPORTANT 14HOW DO I INSTALL FIRSTCLASS? 14HOW DO I LEARN HOW TO USE IT? 14WHAT IF I HAVE PROLBLEM? 14WHICH FOLDERS ARE MOST IMPORTANT? 14

FACILITIES 15STUDY ROOMS 15LIBRARY 15CONCORDIA LIBRARIES: ONLINE RESOURCES AND SERVICES 16RESEARCH GUIDES BY SUBJECT 16ASK-A-LIBRARIAN 16CLUES 16BUSINESS DATABASES 16LAPTOPS AND TABLETS 16

CAREER MANAGEMENT SERVICES 16CAREER RESOURCE CENTRE (CRC) 17CAREER AND PLACEMENT SERVICE (CAPS) 17

COUNSELING AND DEVELOPMENT 17

BEYOND THE CLASSROOM 18THE JOHN MOLSON MBA SOCIETY 18VIEW FROM THE TOP – CORPORATE SPEAKER SERIES 18MBA SOCIETY CONSULTING CLUB 18THE JOHN MOLSON MBA INTERNATIONAL CASE COMPETITION 18THE JOHN MOLSON GRADUATE STUDENTS’ ASSOCIATION ( JMGSA) 19 WOMEN IN BUSINESS CLUB (WIBC) 19

CONCORDIA GRADUATE AND PROFESSIONAL SKILLS 20

COURSE DESCRIPTIONS 21PART 1 - CORE COURSES 21PART II – ELECTIVES 23SPECIFIC ACTIVITIES 24

ELECTIVES 25

ACCOUNTANCY 25

SUPPLY CHAIN AND BUSINESS TECHNOLOGY MANAGEMENT (DESC) 27

FINANCE 29

MANAGEMENT 34

MARKETING 38M.SC. COURSE DESCRIPTIONS 40

JMSB GRADUATE PROGRAMS CONTACT DIRECTORY 44

-2-

The John Molson MBA Program is offered in two formats:

• JOHN MOLSON MBA• JOHN MOLSON ACCELERATED MBA (B.COMM GRADUATES ONLY)

Students in the JMSB MBA program are required to complete a 57-credit program comprised of the core courses and one of three elective options. Students in the accelerated MBA will complete a 45-credit program comprised of the core courses and one of three elective options. Full-time students will normally complete the program within 16 months to two years of their first registration and full-time students in the accelerated MBA will normally complete the program within one year. The curriculum is tightly integrated, so you can learn to analyze situations from the vantage point of each of the functional areas. Today, more than ever, corporate strategy crosses all boundaries. When you make a financial decision, you need to think about how it impacts marketing and how changes in operations will affect human resources. Our program will provide you with the strong interdisciplinary training you will need to create unimaginable solutions in a time we have yet to see.

JOHN MOLSON MBA PROGRAM STRUCTURE

The first part of the MBA Program is made up of courses that are mandatory for all students. The purpose of these courses is to provide an integrated and rigorous body of functionally oriented knowledge and skills as a foundation for the second part of the program when you can choose one of the three options for fulfilling your degree requirements. At this point, you’ll be able to really shape your degree to fit your interests and future prospects. Students in the accelerated MBA program are required to complete nine of these core courses. The required courses are chosen in consultation with the MBA Program Director, based on the student’s academic background and career prospects.

You can choose to undertake a Business Research Paper (which could be a study commissioned by your firm or a business plan to start your own venture), or a hands-on consulting project for a firm of your choice, or take extra elective courses. No matter what path you choose, the John Molson MBA will provide you with a challenging educational experience where you can cultivate your curiosity for new knowledge and engage in those that interest you most.

COURSES IN THE JOHN MOLSON MBA PROGRAM

-3-

PART I : CORE COURSES

Regular MBA

MBA 606 Managerial Economics 3 credits

MBA 607 Financial Accounting for Managerial Decisions 3 credits

MBA 608 Statistical Models for Business Decisions 3 credits

MBA 609 Organizational Behavior 3 credits

MBA 610 Marketing Management 3 credits

MBA 614 Financial Management 3 credits

MBA 615 Management Information Systems 3 credits

MBA 616 Operations Management 3 credits

MBA 618 National and International Economics 3 credits

MBA 622 Business Policy & Strategy 3 credits

MBA 625 Managing Strategic Action 3 credits

MBA 628 Management Accounting 3 credits

MBA 691 Business Ethics 3 credits

Sub-total 39 credits

Accelerated MBA (4 core courses are removed) 27 credits

PART II : ELECTIVES(Students will choose one of the options listed below)

OPTION A COURSE WORK6 elective courses 18 credits

OPTION B BUSINESS RESEARCH PAPER

4 elective courses 12 credits

MBA 631: Research Paper or Case Competition Option 6 credits

Sub-total 18 credits

OPTION C PRACTICUM PROJECT

5 elective courses 15 credits

MBA 632: MBA Practicum Project 3 credits

Sub-total 18 credits

TOTAL FOR PART I AND II: Regular MBA 57 credits

Accelerated MBA 45 credits

-4-

REGISTRATION POLICIES & PROCEDURES

REGISTRATION

New MBA and Visiting/Independent students should contact Deborah Wright, Assistant Director by phone at 514-848-2424 ext. 2714 or by email at deborahw@jmsb.concordia.ca to schedule a registration appointment at their earliest convenience.

Register through your myConcordia portal myconcordia.ca

To facilitate the registration process and to prepare a conflict-free schedule, we recommend you have your Registration Handbook nearby to see a course description or validate program policies and requirements. A copy of your transcript would also be useful to verify the courses you have completed. Plan your summer, fall and winter schedules before logging on, so not to be timed out.

After your original “start date”, web registration is available at all times, 22 hours a day, seven days a week, from 02:00 a.m. to midnight. However, to perform routine computer maintenance, the system will occasionally be unavailable on Saturdays.

TO ACCESS REGISTRATION SITE

Enter the following information:• Student ID Number: You will be required to

enter your student identification number when you access the Web Registration System.

• Password: If you have never used the Web Registration System, you must first create your own password. This will be your permanent web registration password and will be required for all future transactions on the Web Registration System.

• If you wish to change your password, follow the instructions on screen.

REGISTRATION BLOCKS YOU MAY ENCOUNTERIf there is an account restriction on your record you will be prevented from registering.

You will also be prevented from registering for specific courses for the following reasons:• Prerequisites have not been completed• You have been granted a Leave of Absence• You have been granted an exemption• You have reached maximum course load

• The maximum course load for full-time students is 15 credits per term

• The maximum course load for part-time students is 6 credits per term

If you would like to do more than the allowed credits, you require permission from the Director of the Program. Please submit your request for a course overload, in writing, to Deborah Wright, Assistant Director.

Please contact Deborah Wright by phone at 514-848-2424 ext. 2714 or by email at deborahw@jmsb.concordia.ca if you are encountering difficulties registering for courses.

ADDRESS VERIFICATION

On the screen, you will see your current address. Follow the instructions if you wish to correct your address, or continue to the next step. Please note you are responsible for providing the University with your current mailing address. You are obligated to fulfill all financial and administrative obligations within the prescribed deadlines regardless of the validity of your address in our files.

For security reasons please keep your password confidential.

-5-

REGISTRATION DEADLINES

CONSULT ACADEMIC DATES ON THE SCHOOL OF GRADUATE STUDIES WEB SITE

REGISTRATION DEFINITIONS

DID NOT ENTER (DNE)

A DNE means that the student has officially withdrawn from the course. The DNE’d course(s) will be removed from the student’s academic record, and will not appear on the record

ADD (ADD)

ADD deadline means that you are permitted to add courses up to and including this date.

DISCONTINUED (DISC)A DISC is an academic withdrawal from a course. This means thatthe student is still registered in the course, but no longer has to attend classes or complete the course work. The student will be financially responsible for the Discontinued course, and will also be financially responsible for the same course if they register for it again in the future.

-6-

REGISTRATION FOR THE MBA RESEARCH PROJECT

If you are registering for the MBA Research Project MBA 631, complete a Link-up Form, downloadable from the MBA Folder on FirstClass. For more information on the Business Research Project, please refer to the MBA Options Information Handbook, also posted in the MBA Folder on FirstClass, or contact Deborah Wright.

STUDENTS CLASSIFIED AS “CONTINUING IN PROGRAM” (C.I.P.)

Students who are still within the program time limit but not registered in course credits will be registered as “CIP” and billed accordingly.

STUDENTS WHO HAVE BEEN GRANTED A “LEAVE OF ABSENCE”

Students, who because of health, business or other reasons, are compelled to interrupt their studies in the MBA Program, may submit a student request for a “Leave of Absence”. Such requests are normally granted, if valid, for a maximum period of one academic year. Students who want to apply for a “Leave of Absence” for either one, two or three terms (maximum is three terms) must do so in writing, addressed to Deborah Wright, Assistant Director, before the beginning of the relevant term, indicating the following:

1. Reasons why “Leave of Absence” status is requested, with appropriate supporting documentation

2. Projected timetable for completion of the MBA degree requirements

How do I find help in using the Portal?Call the Helpline at 848-2424, ext. 7613, or send an e-mail message to portal@concordia.ca

MYCONCORDIA PORTAL

This is a personal portal for every student at Concordia to access to his/her student record and for all changes of personal information, such as, telephone, address, email.

A student may go to the Concordia University home page, concordia.ca, and click on My Concordia to enter. You will then be able to select your password. From your portal you can obtain the following information regarding:

• Your class schedule • Current course grades • Loans & bursaries • Statement of account • E-mail address change • Register for courses• Code Permanent status• Your personal booklist • Student record• Address change • Apply for graduation• Quebec Residency Application

*Please note that graduate exam schedules will only be available through First Class. The exam information available in the portal pertains only to undergraduates.

-7-

GRADUATE VISITING OR INDEPENDENT STUDENTS

GRADUATE VISITING STUDENTS

Graduate Visiting Students are graduate students from other universities who have been authorized by their home universities to take graduate courses at Concordia University. They are subject to the regulations of Concordia University. Registration is limited and subject to space availability. When registering, the Visiting student must have written permission from his/her Graduate Program Director, an up-to-date transcript, and proof of status in Canada.

INDEPENDENT GRADUATE STUDENTS

Independent Graduate Students are students enrolled in a particular graduate course, without enrolling in the graduate program of which that course forms a part. Normally, independent graduate students take no more than the equivalent of two graduate courses per term, and no more than the equivalent of four graduate courses from any graduate program.

Normally, credits earned by independent graduate students are not considered for transfer credit in the event that the students are subsequently admitted to the MBA Program. An independent graduate student who receives and F is no longer allowed to take any more courses in the program associated with the failed course.

ELECTIVES TAKEN OUTSIDE THE JOHN MOLSON MBA PROGRAM

In addition to the elective courses offered at JMSB, MBA students may also, subject to approval from the Director of the MBA Program and availability, take courses, for example, in the following programs:

• Elective courses from the M.Sc.Admin. (Master of Science in Admin.). M.Sc.Admin. courses incorporate a different teaching methodology and extra time and effort may be required to handle course work successfully.

• Graduate courses offered in other Quebec Universities. You can apply on-line by going to: crepuq.qc.ca

• Exchange Opportunities with international partner institutions

Course offerings and schedules for the John Molson Graduate Programs are posted on the John Molson School of Business website.

If you are interested in taking elective courses outside the John Molson MBA Program, please contact Deborah Wright at deborahw@jmsb.concordia.ca or by telephone: 514-848-2424 ext. 2714.

-8-

MBA CO-OPERATIVE OPTION

The MBA Co-operative Option is non-credit and is offered to students who are enrolled in the John Molson MBA Program. The MBA Co-op will enhance instruction by providing you with practical work experience that is relevant to your education objectives and career goals. Co-op work terms can take place in Canada, the US or internationally. Students can do one, two or three work terms consecutively or separately and can last for one, two or three semesters.

REQUIREMENTS:

• You must be full-time both the semester before and after your Co-op work term

• Have completed a minimum of 24 MBA credits prior to starting your work term

• Have a GPA of 3.3 or better• Must return to full-time studies (to complete a

minimum of 9 credits)• $185 for each of the work term and the semesters

before and after the work term(s)

HOW TO APPLY:

• Complete an Entry Profile Sheet (available at the Institute for Co-operative Education or at JMSB)

• Complete a Transcript Authorization Form (available at the Institute for Co-operative Education or at JMSB)

• Sign the Graduate Co-op Student Agreement (Terms and Conditions)

• Submit the above documents to Alex Bottausci, MBA Co-op coordinator, Institute for Co-operative Education, 1550 De Maisonneuve Blvd. W., GM 440-02

APPLICATION DEADLINES:

Fall work term February 1

Winter work term June 1

Summer work term October 1

FOR MORE INFORMATION ON THE CO-OPERATIVE OPTION CONTACT

Mr. Alex Bottausci Coordinator Institute for Co-operative Education 1550 De Maisonneuve Blvd. W., GM 440-02

Montreal, Quebec, H3G 1N2514-848-2424 ext. 3953

alex.bottausci@concordia.caco-op.concordia.ca

-9-

JMSB INTERNATIONAL STUDENT EXCHANGE PROGRAM

BUSINESS EXCHANGE: EXPERIENCE THE WORLD!

In today’s increasingly global business environment, the opportunity to study abroad, experience different cultures, and speak different languages all add to one’s marketability in the job market. With that in mind, the JMSB International Student Exchange Program is designed to give students from The John Molson School of Business the opportunity to study abroad for a term or more, at business schools around the world. The Exchange Program is available to MBA students wishing to complete elective courses abroad. Only courses with a grade of “B” or better can be transferred into the JMSB MBA.

REQUIREMENTS:

• Completed 24 credits (core courses should be completed at JMSB)

• Have a GPA above 3.0• Have approximately $1000 per month set aside to cover the cost

of living while you are abroad

HOW TO APPLY:Fill out application forms available at international.concordia.ca

Provide:• Statement of purpose• CV• Two letters of reference• Proof of Financial Situation

FOR MORE INFORMATION PLEASE CONTACT

Julie TriganneInternational Liaison OfficerAfrica, Europe (except France) & the Middle East514-848-2424 x. 5833julie.triganne@concordia.ca

Pauliina RouleauInternational Liaison OfficerFrance514-848-2424 ext. 4987Pauliina.Rouleau@concordia.ca

Christine ArcherInternational Liaison OfficerAmericas, Asia & Oceania514-848-2424 ext. 4988Christine.Archer@concordia.ca

You can also visit Concordia International’s website for more information: international.concordia.ca

-10-

GRADUATION APPLICATION

In order to graduate, you must apply to graduate by filling out the online Graduation Application Form before the deadline. Please read the information below for details.

Spring Convocation

Fall Convocation

Term to complete all degree requirements

Fall & Winter Summer

Deadline to submit the Graduation Application form

January 15 July 15

Applications submitted after these dates will be accepted for a limited period and a late fee will be charged. The application is available on the MyConcordia.ca portal under: Student Services > Graduation Application Form

Please do not wait until you have received your grades or have defended your thesis before submitting your application. If you do not complete your degree requirements by the end of the appropriate term you will be required to reapply. If you wish to cancel your graduation application or postpone your graduation to a later date, please notify the Office of the Registrar/Enrolment Services immediately at: 514-848-2424 ext. 2668.

For more information about convocation visit: registrar.concordia.ca/convo

GRADING SYSTEM FOR GRADUATE PROGRAMS

At the end of each semester a student must maintain a cumulative GPA of 3.0 to be in good academic standing.

A student who has not fulfilled the requirements for good standing is considered either as a student on conditional standing or a failed student. For more detailed information please consult the School of Graduate Studies Calendar.

Grade A+ A A- B+ B B- C F

GPA 4.3 4.0 3.7 3.3 3.0 2.7 2.0 0.0

DEAN’S LIST

In order to be eligible for inclusion on the Dean’s List, students must have achieved a final graduation GPA of at least 3.7.

-11-

ACADEMIC REGULATIONS

Students in the John Molson MBA Program are bound by the regulations and requirements in existence at the time of their date of entry into the Program as specified in the Concordia School of Graduate Studies Calendar published of that year. Students are responsible for informing themselves of all regulations and policies applicable to them in the John Molson MBA Program.

STUDENT REQUEST PROCEDURES

A “Student Request” is the formal procedure available to students to request exemptions from MBA Program and University policies. Students must submit their requests by sending an email to Deborah Wright, Assistant Director, John Molson MBA Program, with the appropriate documentation attached.

Exemptions from the regulations or policies of the University or the John Molson MBA Program are not an inherent student right but may be granted exceptionally in consideration of the student’s academic record and the merits of the case. The MBA Office takes the view that unless there are excellent reasons to the contrary; a student is expected to be aware of and to satisfy all regulations and policies in effect.

Students who are granted an exemption must replace the exempted course with another course in order to fulfill the credit requirements of the program. Students who have been granted an exemption for a course cannot subsequently take that course for credit toward the graduate certificate, diploma or degree.

This is a reminder about the EXEMPTIONS policy which appears in the Graduate Studies Calendar: graduatestudies.concordia.ca/publications/ graduatecalendar/current/graduateregistration/ #exemptions

TIME LIMIT

The time limit to complete the John Molson MBA requirements for full time students is three years; for part time students, it is five years from the year of initial registration.

TIME-LIMIT EXTENSION FEE

A time limit extension fee of $600.00 per-term will be charged to students who have been granted a Program time-limit extension. Program time-limit extensions are usually granted for one academic year (i.e. 3 terms).

COURSE LOAD FULL TIME STUDENTS

The normal course load for a full-time student is a minimum of 12 credits of course work per term. Students can accelerate their progress by taking courses in the summer terms. A full-time student may not, without permission, register for more than 15 credits in each of the fall and winter terms or for more than 12 credits in the summer term.

COURSE LOAD PART TIME STUDENTS

The normal course load for a part-time student is a minimum of 12 credits per calendar year. A part-time student may not, without permission, register for more than 6 credits in each of the Fall and Winter terms but may accelerate their progress by taking courses in the Summer.

COURSE LOAD REDUCTION

In exceptional circumstances, students may be granted permission to reduce their course load below the normal specified in the sections describing full-time and part-time status while remaining as a student in good standing. Full-time students completing less than 9 credits per term will be re-classified as part-time and must abide by the course load requirements for part-time students as specified.

Part-time students must complete a minimum of 9 credits per year including the summer term. Full and part-time students who have been granted such permission will be subject to specific conditions outlined in the section on Academic Standing.

CHANGE OF STATUS

On application, a student may be granted permission to change his/her status from part time to full time or vice versa. If a change is permitted, the student’s time limit for the completion of the degree requirements will be adjusted accordingly. Part time students may change status and switch to full time if employment opportunities permit an “educational leave of absence”. Students who would like to take advantage of this possibility can contact Deborah Wright at (514) 848 2424 ext. 2714 or by email at deborahw@jmsb.concordia.ca for more information.

MBA PROGRAM REGULATIONS AND POLICIES

-12-

ACADEMIC STANDING

The scholastic performance of all MBA students will be reviewed on a regular basis: at the end of each term for full time students and annually for part time students. This assessment will be based on the final grades obtained in all courses for which the students have registered subsequent to their admission into the John Molson MBA Program. The purpose of the review is to monitor the students’ status and progress, to maintain the standards expected by the John Molson School of Business, and to assist students in achieving success in the Program.

To be considered in good standing at such a review, a student must have successfully completed the required course load; and• Achieved a grade point average (GPA) of 3.00

or better since the previous review or since admission in the case of the first review; or

• Achieved a grade of B or better in each course taken during any term in which a course load reduction has been granted.

A student who has not fulfilled the requirements for good standing is considered either a failed student or a student on conditional standing.

Potential graduates who have not fulfilled the requirements for good standing must apply to the MBA Student Request Committee to determine the requirements which they must meet in order to be reinstated as students in good standing, and thus be considered for graduation.

CONDITIONAL AND FAILED STANDING

Students who have not met the conditions for good standing will be considered either students on conditional standing or failed students. Conditional standing is used to monitor the progress of a student experiencing difficulty and to assist him/her in successfully completing the Program. A student on conditional standing will normally be required to achieve a GPA of 3.3 or better in the courses taken during this period. A student on conditional standing is not normally permitted to drop any courses. Additional requirements may be imposed in individual cases.

A student who does not meet the requirements of his or her conditional standing is considered a failed student and is dismissed from the Program.

FAILURE REGULATION

A student who fails one or more courses in the Program, or the conditions of his/her conditional standing will be dismissed from the Program.

PROGRAM WITHDRAWAL

A student who wishes to apply for withdrawal from the John Molson MBA Program must do so in writing, addressed to Deborah Wright, Assistant Director.

Please note: Not attending classes, or informing an instructor of intent to withdraw, does not constitute official withdrawal, nor does it entitle a student to a refund of fees or cancellation of registration. Without formally dropping the course by the appropriate academic withdrawal deadline, non-attendance of a class will result in the assignment of a failing grade.

If you are registered for a Quebec inter-university agreement you are responsible for being aware of all registration regulations and deadlines at Concordia University and the host university

STUDENT IDENTIFICATION CARD

The I.D. Card is necessary for use in the Concordia University libraries (Quebec inter library agreement), Computer Center and other university facilities. I.D. cards for new students, or validation stickers for returning students, may be obtained at the Birks Student Service Centre.

DEADLINE DATES

As is stated in the Graduate Student Handbook, please familiarize yourself with the Graduate Calendar. Students are responsible for knowing and abiding by the deadline, rules, regulations and policies as stated in the Graduate Calendar graduatestudies.concordia.ca/publications/graduatecalendar

SCHOOL OF GRADUATE STUDIES

Through the School of Graduate Studies, students, faculty and administrators are guided through the academic and administrative components of Concordia’s graduate programs. Their website can be found at graduatestudies.concordia.ca, and will provide you with links to guide you through funding, tuition and fees, important dates and well as other university resources available to graduate students.

Birks Student Service Centre

1400 De Maisonneuve W., Room LB 185 registrar.concordia.ca

Office hours:

Monday to Thursday: 10:00 a.m. – 7:00 p.m. Friday: 9:00 a.m. until 6:00 p.m.

-13-

FEE STRUCTUREUnlike undergraduate students, MBA students pay tuition and other fees based on the total number of academic credits (57). The fees are charged in equal installments over a certain number of terms:

• Full-time students are charged a fixed rate for 6 terms

• Part-time students are charged a fixed rate for 8 terms

There are three terms per academic year; Summer (/1), Fall (/2), and Winter (/4)

If the Student Accounts Office does not receive your payment by the deadline date, any courses that you are registered for in future terms may be cancelled. For example, if your summer fees are not paid by the deadline, then any fall and winter course registrations may be cancelled. If your fall fees are not paid by the deadline, then any winter registrations may be cancelled. You will not be able to re-register or continue to register in future terms until all outstanding balances on your Student Account are paid in full.

If registration is not permitted due to an Accounts Restriction, you may be withdrawn from the John Molson MBA Program. If that occurs, you may be required to re-apply and all tuition and other fees charged on your original program will not be transferred to the new admission.

If you require more information on tuition and fees please view the Tuition and Fees website: concordia.ca/admissions/tuition-and-fees

CONTINUATION FEE

Once you have been billed all of your tuition, you will be charged a continuation fee of $400.00 per term until you graduate or withdraw from the program or until your academic time limit expires.

HEALTH AND DENTAL PLAN

Students are automatically enrolled in and charged for Concordia University’s Graduate Health Plan through the Alliance pour la santé étudiante au Québec (ASÉQ).

If you wish to opt out of Concordia’s Health Plan, you must do so by:

Going to the ASÉQ office: 1134 Ste-Catherine St. W., Suite 700 Montreal, Que. H3B 1H4 514-789-8790 Toll free: 1-800-795-4423

Going online at: aseq.com

International students must contact the International Students Office concerning the compulsory Concordia Health Insurance Plan for International Students.

International Students Office Room: H-653 Phone 514-848-2424 ext. 3515 iso@alcor.concordia.ca supportservices.concordia.ca/iso/healthinsurance

-14-

IMPORTANT

It is your responsibility to download and install the FirstClass software on your computer.

FirstClass is how the MBA Program Office and your instructors will communicate with you.

If you fail to install the program, you will not have access to critical course materials from your professors. You will also fail to receive important information from the MBA Office.

Your FirstClass account becomes active approximately one week before the beginning of your first semester, provided that you have registered in a course.

HOW DO I INSTALL FIRSTCLASS?

1. Open a browser adn go to jmsb.concordia.ca 2. Click DOWNLOADS 3. Choose your operating system. 4. Follow the steps outlined on screen.

After you have followed all the steps in the installation process, you will be ready to log into FirstClass.

Your User ID is the same as your Netname at Concordia University – the one you use to log into the myConcordia.ca portal. Your

User ID is the same as your Netname at Concordia University – the one you use to log into the myConcordia.ca portal. All students registered in a JMSB course will receive an email containing their default password (which is a random combination of numbers and letters. It is NO LONGER their student ID number).

HOW DO I LEARN HOW TO USE IT?

1. Go to jmsb.concordia.ca

2. Click either the video tutorials or the Client Quick Reference Guide link.

WHAT IF I HAVE PROBLEMS?

• Refer to the video tutorials or the Reference Guide mentioned above.

• Send an email to help@concordia.ca. Include as much detail as possible

• Call the help-line at 514-848-2424 ext. 7613. Leave a detailed message, with date and time that you can be reached

WHICH FOLDERS ARE MOST IMPORTANT?

On your FirstClass desktop, you will find your Mailbox, the MBA Conference folder and Classes. You should monitor these folders daily.

FIRSTCLASS EMAIL AND INTRANET

-15-

STUDY ROOMS

Working in groups is an important and necessary part of John Molson MBA student life. When you need a quiet room for your study group, you have several options:

• Book a large conference room, by sending an email to: gradprograms@jmsb.concordia.ca. In your e-mail, please write your full name; your program of study; reservation time and title your email as: “Room Booking”. Please note that a 24-hour notice is required. Please note all conference rooms are generally available on weekdays only

• There is a study room available in the Grad House (Graduate Students’ Association) 2030 Mackay (6 student capacity). Call ahead for reservations at 514-848-2424 ext. 7900.

• Webster Library Group Study Rooms. There are 10 self-booking rooms which can be booked online in CLUES. A minimum of two Concordia students in good standing are required to use a room; anyone in the group may book the room in advance. The maximum booking period is 3 HOURS. Groups must present themselves at the Circulation Desk on time with valid IDs. Bookings may be forfeited after a 15-minute grace period. Users will be charged for the replacement cost of a lost key.

• Vanier Library Group Study Rooms. There are 7 self-booking rooms which can be booked online in CLUES. A minimum of two Concordia students in good standing are required to use a room; anyone in the group may book the room in advance. The maximum booking period is 3 HOURS. Groups must present themselves at the Circulation Desk on time with valid IDs. Bookings may be forfeited after a 15-minute grace period. Users will be charged for the replacement cost of a lost key.

• MB Group Study Rooms. There are 25 group study rooms now available in the MB building. The goal of the MB Group Study Rooms Booking Policy is to provide fair and equitable access to a limited resource. Study rooms are intended to accommodate group work and study sessions only. A group consists of three or more people. Only JMSB students and professors are permitted to make advanced booking of the rooms. Rooms that are not reserved are available to all Concordia students on a first-come, first-serve basis.

How to Book a Room: Three valid Concordia student ID cards must be presented at the Information Desk in MB lobby during service hours to obtain a booking receipt. The booking receipt will be issued only to the patron who has booked the room. Alternatively, students may wish to list other group members as part of the reservation, but only a JMSB student can obtain a booking receipt for an advanced booking.

Reservations can only be made in person at the Information Desk. Reservations can be made up to 7 days in advance. Rooms may be booked for up to two consecutive hours. No renewals are permitted. However, if another room is available then students may use that room. Students are given a 15 minute grace period to get the room reservation card from the information desk. If the student who reserved a study room does not present himself with three student IDs at the Information Desk by the end of the grace period, the room will be considered vacant and will be available to other students on a first-come, first-serve basis.

LIBRARY

The Webster Library on our downtown campus is located in the J.W. McConnell Building at 1400 De Maisonneuve Blvd. W., 2nd floor. Graduate study carrels are available in the Webster Library (4th floor) and Vanier Library (3rd floor). Request a carrel at the Circulation Desk of the appropriate library. CREPUQ Cards are used by graduate students who would like to borrow from Quebec and Ontario university libraries. These cards are issued from the Circulation Desk of the Libraries.

FACILITIES

-16-

CONCORDIA LIBRARIES: ONLINE RESOURCES AND SERVICESRESEARCH GUIDES BY SUBJECT

The business research guides are a great place to learn about all the resources available to you from the library. They list the most important business databases for each department, class guides and contact information of the business librarians: library.concordia.ca/research/subjects/?id=business

ASK-A-LIBRARIAN

If you need help with your assignments, you are most welcome to chat with a librarian in real-time, or meet with a business librarian for one-on-one assistance. For more information please visit: library.concordia.ca/help/questions

CLUES

The libraries’ online catalogue is CLUES.

BUSINESS DATABASES

The library subscribes to various databases that help you find relevant and reliable information. Our online business databases cover everything from academic articles, market research reports, financial data, and company and industry analysis.

See all our databases: library.concordia.ca/research/databases

LAPTOPS AND TABLETS

There are over 200 laptops and 25 iPads available for borrowing at no cost. Students are able to borrow these from the Circulation desk using their student ID cards.

You may use your own laptop to sign on to the Concordia wireless network and access the Internet. You will need an 802.11b compliant wireless adapter that supports 128 bit encryption, and a Wireless account.

To obtain a wireless adapter card for Concordia’s network, please visit the University’s Computer Store in the Hall Building (H-224) or visit them online at ccs.concordia.ca

For more information about library services, see: library.concordia.ca/index.php

Visit our mobile site at: library.concordia.ca/services/computers/mobile.ph

CAREER MANAGEMENT SERVICESThe John Molson School of Business ( JMSB) Career Management Services (CMS) philosophy is based on value creation to help students and alumni reach professional success. The CMS team is also dedicated to building sustainable relationships with our partners in the business community.

We proactively coach our students to enhance the necessary skills to build one’s confidence and to effectively navigate today’s complex and competitive marketplace. We develop key strategic alliances with our alumni community, our faculty members, our Concordia University executive, and other business schools across Canada, to stay abreast on current industry trends and employer needs.

CMS is proud to offer an extensive variety of career management services to all current JMSB students and alumni. Users of our services are expected to adhere to professional standards of conduct at all times to help maintain the school and career centre’s reputation. By accepting the Principles of Professional Conduct framework johnmolson.concordia.ca/en/ career-services/about-us/1421-principles-of-professional-conduct-for-jmsb-students, you can openly and fairly use our services and experience a rewarding career management process. As well, our clients will fully appreciate the JMSB experience as one that encapsulates true professionalism across our students and institution.

To use the CMS’s services, please visit the CMS website and follow the two-step registration process johnmolson.concordia.ca/en/ career-services/students/register-with-cms, and follow the instructions provided.

Bob Menard Graduate Career Advisor John Molson School of Business Concordia University

Tel: 514-848-2424 ext. 2893 bmenard@jmsb.concordia.ca johnmolson.concordia.ca/en/career-services

-17-

COUNSELING AND DEVELOPMENTThe mission of Counseling & Development is to empower students to maximize their personal, academic, and career potential. They provide diverse programs, resources and expertise in a supportive student-centered environment to facilitate student success.

Counseling and Development OfficeHall Building, 1455 De Maisonneuve Blvd. W., H-440 Montreal, Quebec H3G 1M8.Tel: 514-848-2424 ext. 3545 Fax 514-848-4534

Open weekdays: 9 a.m. to 5 p.m. (during fall and winter terms) cdev.concordia.ca

In addition to career and personal workshops, see above, counseling is offered to individual students by appointment, 514-848-2424 ext. 3545.

CAREER RESOURCE CENTRE (CRC)

The Career Resource Centre (CRC) provides print, electronic and audio-visual resources to help students reach education, career and employment goals.

Whatever your aim is, the Centre collects a wide range of materials to help you achieve your utmost when it comes to your personal growth and development. This invaluable resource center is open to all students, and a librarian is on duty at all times to assist students in using the wide variety of materials.

Career Resource Centre (Sir George) 1455 De Maisonneuve Blvd. W., H-440 514-848-2424 ext. 3556

cdev.concordia.ca

CAREER AND PLACEMENT SERVICE (CAPS)

The university placement center for all students offers career guidance and placement services.

Career and Placement Service (CAPS) EN-109, 2070 Mackay, ground floor, Montreal, Quebec H3G 1M8.

Tel: 514-848-2424 ext. 7345

cdev.concordia.ca/our-services/job-search-and-resume

Open weekdays: 9 a.m. to 5 p.m. (during fall and winter terms)

-18-

THE JOHN MOLSON MBA SOCIETY

The John Molson School of Business MBA Society is an association who represents all John Molson MBA students. It works to enhance the MBA experience by providing opportunities for professional growth beyond of the classroom. Through an integrated framework of curricular and extracurricular services and activities, the John Molson MBA Society encourages greater interaction between students, alumni, recruiters, guest speakers and the business community.

Whether it is by being a voice to the school administration, by organizing events to enhance the John Molson MBA brand and experience, by providing advice to current and to potential John Molson MBA students, or simply by being an ear (or 22) for a student to speak to, the John Molson MBA Society exists for you. Come and participate! We would love to hear from you… As a student association we strongly believe that your voice is important and that working together is key to take the John Molson MBA program to the next level

Email us at mbasociety@jmsb.concordia.ca

VIEW FROM THE TOP – CORPORATE SPEAKER SERIES

The Corporate Speaker Series, an initiative of the John Molson MBA Society, is a series of breakfast events, designed to expose tomorrow’s leaders to today’s top executives. The emphasis is on creating a learning environment that stretches outside of the classroom into the business community. The Speaker Series features the personal stories and perspectives of leading executives on current business issues. Your involvement, as a future participant, organizer, or through your network of contacts, ensures that events continue to add value to the John Molson MBA community.

MBA SOCIETY CONSULTING CLUB

The mission of the MBA Society Consulting Club is to increase MBA students’ value for the management consulting market and to create a strong link between the consulting corporate world and the academic world. The Consulting Club allows its members to develop awareness of the consulting world and to enhance their performance during the hiring process. Indeed, the Consulting Club helps its members to increase and leverage their network, design a C.V. which is based on consulting requirements and to practice case interviews. In addition, professionals from top-notch firms such as McKinsey, Secor and Deloitte are invited on a regular basis to answer questions such as: what is a consultant and what does it take to be a consultant? The Consulting Club is a community that is based on the experience of sharing ideas to allow its member to know and to learn from each other.

THE JOHN MOLSON MBA INTERNATIONAL CASE COMPETITION

The John Molson International Case Competition (MBA-ICC) is the oldest and largest case competition in the world. The competition has been held each year since 1981. If you are looking for hands-on experience and a chance to network with hundreds of senior executives from the Montreal business community, as well as top MBA students from around the world, then you should consider applying to become one of the four organizers of this important event or even a competitor.

For more info on the John Molson MBA International Case Competition or to volunteers visit: mbacasecomp.com

BEYOND THE CLASSROOM

-19-

THE JOHN MOLSON GRADUATE STUDENTS’ ASSOCIATION ( JMGSA)

What is the JMGSA? The Commerce Graduate Students’ Association is the official student body representing all graduate JMSB students.

The JMGSA mandate is:I. To act as the official representative organization

of all Commerce and Administration graduate students at Concordia University.

II. To formally represent all members at the John Molson School of Business at the University level (including all board councils and committees).

III. To promote and provide for the academic, social, and recreational interests of its members.

IV. To exercise such supervision that will ensure activities are conducted in the best interests of the Association and Concordia University.

V. To represent the members’ interest within the business community.

Why is JMGSA here?

This year, the JMGSA has set the following broad objectives for their executive and council:

• Represent Commerce students at the department, faculty and university levels.

• Increase the scope of involvement in their historically successful activities and events.

• Continue to provide and manage high quality facilities for their students.

• Improve student lifestyles and increase school spirit.

For more information, please visit jmgsa.ca or email the JMGSA at president@jmgsa.ca

WOMEN IN BUSINESS CLUB (WIBC)

The Women in Business Club is an association targeting all women currently enrolled and graduates from the graduate programs of the John Molson School of Business. This Club was founded by women graduate students from both the MBA and DIA programs of JMSB.

The goal of the Club is to enhance women students’ life by providing a network to interact with fellow business women, women alumni, and the powerful business women from Montreal’s business community. Through speakers series, various networking and social events, mentorship programs, workshops and community activities we aim to be an active, visible, and integral part of the John Molson School of Business life. This will help expose Concordia’s women to the Montreal business community and help our students into their future careers. The ultimate desire of this club is to build a strong platform for women graduates to have a lasting bond with Concordia University.

For more information on the Women in Business Club, email JMWIBC@gmail.com or visit: jmwibc.com

-20-

CONCORDIA GRADUATE AND PROFESSIONAL SKILLS Welcome to Concordia University’s Graduate and Professional Skills (GradProSkills) training program!

In partnership with on-campus and external providers, this student driven program offers graduate students and postdoctoral fellows skills development workshops, on-line resources and responsive learning options designed to enrich the graduate experience and transition into a future career.• Choose from a full range of FREE graduate and professional skills development

workshops (a non-attendance fee may apply) • Learn to communicate effectively, plan and manage projects, be entrepreneurial,

understand and apply ethical practices, work effectively in teams and as leaders, develop a memorable CV, speak in a second language, and more

• Register for workshops easily through the myConcordia portal (how to register)• Request a GradProSkills record of completed workshops to include with funding

applications and job searches• Propose new workshops or resources for future development

-21-

PART 1 - CORE COURSES

MB

ACOURSE DESCRIPTIONSPlease note: The University reserves the right to cancel classes with less than minimum registration and to place a student quota on any one section.

MBA 606: MANAGERIAL ECONOMICS (3 CREDITS)

This course provides the theory and the practical techniques for economic decision-making by business firms and other institutions. Topics covered include demand theory, cost theory and estimation, and pricing theory and practice. These issues are discussed within a firm-theoretic framework and business applications of the theory are emphasized.

MBA 607: FINANCIAL ACCOUNTING FOR MANAGERIAL DECISIONS (3 CREDITS)

This course provides an overview of the corporate external financial reporting system and of the managerial objectives of corporate financial statements. The roles of management, government and auditors are examined. The specific information needs of the principal users are reviewed. The process for developing and enforcing generally accepted accounting principles (GAAP) and reporting standards, both legal and professional, is examined. At the outset, this includes a review of the financial accounting model that underlies traditional corporate financial statements. However, emphasis is placed on examining selected major GAAPs and comparing them to actual corporate reporting practices.

MBA 608: MANAGERIAL STATISTICS (3 CREDITS)

This course focuses on the applications of statistical techniques that are essential in business data analysis and decision-making. Topics include descriptive statistics, probability and probability distributions, inferences about means, proportions and variances, tests of goodness-of-fit and independence, analysis of variance and linear regression analysis. Statistical software packages are used to perform analyses of data sets and present findings.

MBA 609: ORGANIZATIONAL BEHAVIOR (3 CREDITS)

Organizational behaviour (OB) is a field of study that investigates the impact that individuals, groups, and structure have on behaviour within an organization, and then applies that knowledge to improve an organization’s effectiveness using social and behavioural principles. Because OB is concerned with employment-related situations, it emphasizes behaviour and the job, absenteeism, employee turnover, productivity, human performance and management. Particular emphasis is placed on identifying and diagnosing the causes and consequences of effective and ineffective behaviour in organizations. Topics covered include perception, work attitudes, motivation, leadership, some aspects of decision-making, and group dynamics including intra- and inter-group processes. The management of change is covered as well, using a mixture of discussion, case analyses and experiential exercises.

MBA 610: MARKETING MANAGEMENT (3 CREDITS)

This course focuses generally on the strategic role of marketing for any firm. The primary objective is the cultivation of marketing management skills and perspectives. All aspects of the marketing management process are covered. Particular attention is directed to the analysis of marketing opportunities, the researching and selection of target markets, tthe designing of marketing strategies, the planning of marketing programs, and the organizing, implementing and controlling of marketing effort. A blend of lectures, cases, readings and papers are used to achieve the course objectives.

-22-

MB

A MBA 614: FINANCIAL MANAGEMENT (3 CREDITS)Prerequisite: MBA 607, Co-requisite: MBA 608

This foundation course provides a framework for making corporate investment, financing and risk management decisions. With the underlying objective of maximizing firm value, this course examines practical decisions confronting financial managers in large and small enterprises by drawing on core concepts and empirical evidence that support best practices. Specific topics explored in depth include security and option valuation, capital budgeting, asset pricing, capital structure and dividend policy decisions. Other topics such as working capital management, takeover and leasing may also be discussed.

MBA 615: MANAGEMENT INFORMATION SYSTEMS (3 CREDITS)

Management information systems (MIS) deals with the coordination and use of three very important organizational resources: information, information technology, and people. This course introduces MIS core concepts and principles and elaborates on the role of the MIS department and the organization. Practical solutions and theoretical models are used to illustrate common MIS issues in organizations, and to apply knowledge acquired through readings and lectures.

MBA 616: OPERATIONS MANAGEMENT (3 CREDITS) Co-requisite: MBA 608

This course concentrates on the quantitative and qualitative techniques used in business to achieve efficient and effective utilization of scarce resources. Management and control of labour, machinery, material, money, planning, information and time resources in manufacturing and the service sectors are studied. Among the topics covered are linear programming, aggregate planning, scheduling, materials management, quality control and project management. The interactions with other functional areas, such as information systems, marketing, accounting and finance, are illustrated through case studies. Recent developments in

the area are introduced within the context of manufacturing and service strategies. Modeling and implementation aspects of operations management are emphasized throughout the course. A computer package is used as an aid for the solution phase of the operations management problem-solving process.

MBA 618: NATIONAL AND INTERNATIONAL ECONOMICS (3 CREDITS)

This course explores the causes of economic growth and decline in firms and in industries, with special emphasis on international factors. Topics discussed include the constituent parts of national output, inflation and unemployment, and money and interest rates. Coverage also includes foreign exchange rate determination, balance of payments issues and the theory of international trade.

MBA 622: BUSINESS POLICY AND STRATEGY (3 CREDITS) Prerequisites: MBA 606, MBA 609, MBA 610 and MBA 614.

This course integrates the core functional disciplines of business within a strategic perspective. The course introduces several strategic management concepts including industry analysis and dynamics, the organizational resource audit, strategic typologies, the role of the general manager and the management of strategic transformations. The principle goal is to develop and enhance student ability in problem identification, environmental and organizational analyses, strategic alternative formulation, and action implementation. The pedagogy of the course is based upon comprehensive case studies that deal with strategic issues, in a variety of contemporary business contexts.

MBA 625: MANAGING STRATEGIC ACTION (3 CREDITS) Prerequisite: MBA 622

This course explores the process by which strategic intent and strategy are linked to managerial action in a context of social responsibility that encompasses business ethics. The course centers in on both the development of strategic action in response to issues emanating in the broader external

-23-

environment as well as issues concerned with the implementation of action programs in contemporary organizations, especially the ethical challenges they face in their relations with multiple stakeholders. Specific topics concerned with the external environment include managing social responsibility, ethical dilemmas, economic and social regulations and technological change. Using major organizational theory concepts as a framework, the course also examines how strategic intent can be linked to functional strategies, organizational structure, performance evaluation and management systems. A principal objective of the course is to enhance the student’s ability to make strategic and ethical decisions through case studies, student presentations, lectures, and group consulting projects.

MBA 628: MANAGEMENT ACCOUNTING (3 CREDITS) Prerequisite: MBA 607

This course focuses on the use of accounting data and the analytical techniques required to provide information for internal decision-making in organizations. The main topics in the course are the nature and behaviour of costs, types of costing systems, short-run and long-run decision-making, budgeting, responsibility accounting, and control systems.

MBA 691: BUSINESS ETHICS (3 CREDITS) Co-requisite: MBA 622.

This course exposes students to ethical theory and its practical application in the business environment. By utilizing the stakeholder model, the strategic management process is expanded to include ethical elements as means for evaluating business decisions. Through case analysis, group discussions, in-class debates and presentations, students learn to apply theoretical and practical ideas to real life business situations.

PART II – ELECTIVESOPTION RELATED ELECTIVES

CASE COMPETITION ORGANIZATION (6 CREDITS)

The International Case Competition is organized by four full-time MBA students. The organizing process starts in the late spring of every year

and runs until the following winter. Interested students must apply as a team of four and must go through an interview process (in the form of an oral presentation to the Case Competition Advisory Board). The selection process is generally carried out between March and April. Students will be notified via the Weekly Updates as to when applications will be received. The Case Competition Option is treated like the Research Project, where in addition to organizing the competition; the team must submit a report of the event’s organization process and outcome for grading to the organizers’ supervising professor.

As an organizer, you will obtain six credits and work with an advisory board made up of prominent business leaders, as well as an academic advisor. You will coordinate 300 senior executive judges, over 40 sponsors and over 30 teams from all over the world.

If you are interested in being an organizer, you must assemble a team of four MBA students and provide copies of each of your resumes to Deborah Wright, MB 6.211, on or before the fourth week of March. Your group will be asked to make a short power-point presentation to the advisory board about yourselves and why you feel you are suitable as organizers. Do not miss out on this once-in-a-lifetime opportunity!

MBA 631: MBA BUSINESS RESEARCH PROJECT (6 CREDITS)

Working on a one-to-one basis with a faculty member of choice, students carry out an in-depth investigation of a selected business problem, in a specialized area or interdisciplinary in scope. The investigation will normally extend over two terms. More information on the Business Research Project is available in the Options Handbook, posted in the MBA Folder on FirstClass.

MBA 632: MBA PRACTICUM CONSULTING PROJECT (3 CREDITS)

Although the course is not limited to full-time students, part-time students wishing to be considered must be available during the day throughout the fall term to attend the necessary course lectures and carry out

MB

A

-24-

field work assignments. The objective of the Practicum Project is to provide students with an opportunity to carry out an in-depth investigation of a complex business problem within a corporation or other economic entity. The project is intended to enhance students’ diagnostic skills, their ability to develop innovative and practical responses to complex interdisciplinary problems or entrepreneurial opportunities, their ability to work effectively with executives and with other group members, and their communication skills. Students work together in small groups within the framework of a course which extends over two terms and which includes lectures and readings on appropriate research skills as well as presentations and discussions with executives and with other participants in the course. The number of sections offered in a given year will be limited. (Students are encouraged to create their own work groups in advance).

MBA 695I: JMSB / MBA COMMUNITY SERVICE INITIATIVE

The MBA Community Service Initiative (MBA CSI) encourages and promotes community service and links the resources of the JMSB at Concordia University with the needs of communities, organizations, small businesses, institutions and industries.

The MBA CSI coordinates the efforts of students, faculty and staff in providing consulting and business counselling, mentoring and coaching, technical assistance and hands-on training to:

• Support community and sustainable economic development activities

• Educate and provide relevant, value-added working experiences for future business leaders in the not-for-profit sector

• Develop challenging and rewarding career paths for graduates

• Serve as a point of contact for volunteer assistance and service opportunities

• Encourage and support social entrepreneurship and socially responsible enterprises

• Promote activities that balance environmental, social and economic interests.

SPECIFIC ACTIVITIES

1. MBA 695I INTERNSHIP (COMMUNITY SERVICE ELECTIVE)

Senior student interns provide in-depth consulting for credit under the guidance of faculty. Selected students can be full-time or part-time, in good academic standing and should have completed 4 courses (12 credits) of the program

• Students are matched with an internship opportunity that corresponds to their specific area of concentration and interest.

• Approved internships are focused on creating a “win-win” for both the organization and the student: providing a relevant service to the organization and experiential learning for the student

• Students are graded based on performance at the internship site, and on an academic paper graded by faculty.

2. VOLUNTEER ASSISTANCE AND SERVICE OPPORTUNITIES

Communities can request volunteer assistance for specific projects and/or provide service opportunities. MBA CSI will coordinate assistance and placement. We can also engage communities and propose solutions to problems through mechanisms such as:• Ask–an–expert: a volunteer bank of

students, faculty and staff respond to specific questions and queries within their area of expertise

• Case Studies: faculty develop case studies on specific community problems and have students conduct analysis and propose solutions as part of their course work

• Community Think Tank: Students, faculty and staff participate in partnerships and collaborative efforts that support community and economic development initiatives.

MB

A

-25-

ACCOUNTANCY

ACCO 691: BUSINESS VALUATIONSPrerequisite: MBA 607

This course will cover concepts, principles and practices; approaches and methodology of valuing shares and business interests; control versus minority positions; goodwill; law and valuation; financial statement analysis; and role of the expert witness.

ACCO 695S: CORPORATE SOCIAL REPORTING, RESPONSIBILITY AND ACCOUNTABILITY Prerequisite: MBA 607

This course provides an introduction to the notion of corporate social reporting, responsibility, and the meaning/issues that social responsibility entails in a democracy. The course will examine the theories and practices of social and environmental reporting, and look at the practical and political constraints on the development of substantive social and environmental reporting. It will also explore different ways in which the discharge of social accountability might be achieved and assess some of the current developments and applications of that reporting.

ACCO 695T: ACCOUNTING AND SUSTAINABILITY

The rationale for this course is to introduce students to the theory and practice of Corporate Sustainability Accounting. The course situates corporate activity and accounting within the wider context of Sustainability and Sustainable Development. In particular, emphasis is placed upon the information that corporations produce in order to inform society about its social and environmental impacts, assessing whether that information is credible and considering what other information would ideally benefit society in coming to an informed opinion about whether certain corporations contribute towards sustainability or not.

ELECTIVESPlease also refer to pages 42-45 for additional electives offered in the M.Sc. in Administration Program.

3. COMMUNITY AND ECONOMIC DEVELOPMENT TRAINING PROGRAMS

In response to specific requests, teams of faculty and students develop and conduct programs to:

• Train communities to create and manage sustainable enterprises

• Help community managers to improve their management, governance and decision-making mechanisms and frameworks

• Train community entrepreneurs to enhance their business and managerial skills.

FOR MORE INFORMATION PLEASE CONTACT:

Dave McKenzie, CoordinatorMBA Community Service Initiative (MBA CSI)John Molson School of Business1450 Guy Street, MB 6.213Tel: 514-848-2424 ext. 2790; Fax: 514-848-2816dmckenzie@jmsb.concordia.ca

AC

CO

-26-

The course is aimed at students from a wide array of disciplines. The course would be of interest to accounting and other business majors who are interested in understanding how accounting is being transformed by the Sustainability Agenda, as well to students from disciplines outside of business who are interested in Sustainability and who would be keen to explore the role of business and accounting therein.

ACCO 695U: TAX PLANNING AND DECISION MAKING FOR MANAGERSPre-requisite: MBA 607 or equivalent.

Taxation affects all business plans and managerial decisions cannot be made effectively without considering the tax impact. This course will examine the tax variables that effect the decision making process.

This course will present tax in a logical flow and structured with a limited number of variables that impact on the business decision process. The major topics will include:• Taxpayers - Individuals, Corporations

and Trusts;• Types of income - Business, Property,

Employment and Capital gains; • Alternate forms of business structures -

Proprietorship, Corporation, Partnership, Limited Partnership, Joint venture and Income trusts;

• Tax jurisdictions-Federal, Provincial and International.

AC

CO

-27-

SUPPLY CHAIN AND BUSINESS TECHNOLOGY MANAGEMENT

DESC 660: PROJECT MANAGEMENT Prerequisite: MBA 615

This course gives a fast-track approach to managing projects, with an emphasis on information technology projects and covers the essential steps in setting up project plans, scheduling, monitoring progress and exercising control to achieve desired project results. It incorporates the Project Management Body of Knowledge (PMBOK) of the Project Management Institute, to provide an important base of knowledge that builds a foundation for information technology project management.

DESC 664: NEGOTIATION AND E-NEG MANAGEMENT SUPPORTCo-requisite: MBA 615

A large company that was going to be bought by another company verified its true value and decided on their walk away value. After several weeks of negotiation with the buyer the company was bought for 80% more, than they would accept. Another company went bankrupt because neither the union nor the company was able to break the impasse. These are just two of many examples showing that even professional negotiators not only may achieve inefficient deals but they also fail. This course will help students better understand themselves as negotiators, the problem and their negotiation counterparts. It will prepare students to prepare for and engage in commercial and noncommercial negotiations. The course presents three complementary perspectives on negotiation; behavioural, analytical and technological.

DESC 677: BUSINESS FORECASTINGPrerequisite: MBA 608

This course focuses on the theory and applications of the most widely used methods of forecasting including decomposition methods, exponential smoothing, and the Box-Jenkins techniques for non-seasonal and seasonal data modeling. Recent approaches in forecasting such as artificial neural networks and data mining are also introduced. Business and economic databases are analyzed using statistical software packages in both class and project assignments.

DESC 695D: DATA MINING TECHNIQUESPrerequisite: MBA 608

The course covers essential ideas and techniques for extracting information from large amounts of data. The data mining tools introduced are popular in business intelligence with their uses propelled by an expanding knowledge-based economy and the decreasing cost and availability of automatic data capture mechanisms. The course discusses both supervised and unsupervised methods, and covers topics such as dimension reduction, multiple regression, logistic regression, discriminant analysis, classification and regression trees, neural networks, association rules, cluster analysis and multidimensional scaling. Illustrations of the concepts and methods will be given, and students will gain practical experience in data mining with the uses of popular data mining software.

DESC 695F: MANAGERIAL FORECASTINGPrerequisite: MBA 608

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

DESC 695M: SUPPLY CHAIN MANAGEMENTPrerequisite: MBA 616

The ultimate objective of any firm is to make and deliver the right product to the right customer at the right time and at the right price. All the above events require the cooperation of all the major stakeholders, inside and outside the organization, who contribute in realizing the product. Supply Chain Management is the coordinated management of functions within and across firms. The intra-firm coordination could be at the strategic level (eg. facility location, technology adoption, outsourcing, and

DE

SC

-28-

distribution network design) or at the operational level (eg. scheduling, routing, and demand management). The course covers topics such as coordination, customization and postponement strategy, and the management of demand, risk and revenue.

DESC 695P: PROJECT MANAGEMENT

The course covers the theory, tools and techniques associated with the management of projects, including the use of project management software. The topics cover fundamentals of project management such as project organizing, planning, monitoring, and co trolling. The course introduces relevant cases in supply chain operations management, management information systems, and other business contexts to illustrate essential steps in setting up project plans, scheduling work, monitoring progress, and exercising control to achieve desired results. The course integrates the Project Management Body of Knowledge in line with the Project Management Institute’s certification requirements.

DESC 695S: STATISTICAL SOFTWARE FOR DATA MANAGEMENT AND ANALYSISCo-requisite: MBA 608

This course presents the principles and techniques of widely used statistical software, such as the SAS System, for data management (information storage and retrieval), data modification, file handling, and statistical analysis and reporting. It will focus on data manipulation, in particular, data cleaning techniques, combining and updating multiple databases, formating tools and libraries, data presentation such as plotting and charting including maps, table creation and reporting, SQL, macros and interfaces for data importing and exporting.

DE

SC

-29-

FINANCE

FINA 663: SEMINAR IN CORPORATE FINANCEPrerequisite: MBA 614

This course focuses on the financial theory of the firm and examines the Modigliani-Miller propositions, agency theory, and asymmetric information theory. Topics covered include capital structure and the cost of capital, investment and financing decisions, real options, valuation and issuance of new securities including initial public offerings, financial distress and bankruptcy resolution, and corporate governance issues. The course emphasizes both theoretical and empirical developments in corporate finance.

FINA 682: INTERNATIONAL FINANCIAL MANAGEMENTPrerequisite: MBA 614

This course prepares you to manage the complexities and opportunities of international markets. The main topics covered in this course are: determinants of exchange rates, management of foreign exchange risk, use of foreign currency derivatives, and international capital markets. In addition, we address some issues concerning international portfolio diversification, project financing, and privatization. The emphasis of this course is on learning how to solve problems and meet challenges of international markets. Students will solve a number of cases and learn necessary theory for solving international finance problems. We will also rely on a number of hands-on exercises on computer to understand international finance. Students’ participation in the classes is required. This course is designed for students in various finance or international business concentrations.

FINA 683: SEMINAR IN PORTFOLIO MANAGEMENTPrerequisite: MBA 614

This course focuses on modern investment theory and its application to the management of entire portfolios. Topics include: a) construction of optimal asset portfolios using techniques such as the single index model, b) extensions

of the capital asset pricing model and related tests, c) criteria for evaluation of investment performance,d) active vs. passive portfolio management, e) use of derivatives in portfolio management, and f ) market efficiency. Case studies, computer exercises, and readings may be assigned to illustrate the theoretical foundations and practical applications of the material.

FINA 685: OPTIONS & FUTURESPrerequisite: MBA 614The major objective of this course is to address the use of derivatives in risk management. Importers, exporters, multinational corporations and borrowers or cash investors face risk and commodity price risk. These risks may be managed by options, futures and other derivatives. An understanding of how to manage risk by using derivatives requires an understanding of the theoretical and empirical foundations underlying these capital market instruments. We will rigorously examine the institutional characteristics of options and futures markets, valuation models for these instruments as well as their use in speculation, arbitrage and hedging. Further, we will examine business studies, which emphasize the practical applications of over-the-counter and exchange-traded foreign currency options, currency swaps, index futures contracts and participating forwards in risk management.

FINA 687: SEMINAR IN DERIVATIVES AND RISK MANAGEMENTPrerequisite: FINA 685This course focuses on advanced topics in the area of derivatives. Topics covered include the valuation of derivatives using numerical procedures and martingales, modeling the term structure of interest rates, valuation of interest rate swaps, interest rate options, caps, floors, swaptions and exotic options, and application of derivatives in risk management such as value at risk models, estimation of volatility and credit risk derivatives. Factors that affect corporate risk management practices and the impact of such practices on corporate investment and financing decisions will also be explored.

FIN

A

-30-

FINA 691: SEMINAR IN REAL ESTATE FINANCEPrerequisite: MBA 614

This course deals with the central issues in real estate finance and investment. Students will be introduced to basic topics such as the organization of real estate markets, pricing, inflation, taxation, valuation methods, brokerage, ownership forms, and real estate law. In addition, students will conduct a project feasibility study based on the investment and financing criteria. Students will evaluate a project and calculate the payback period, discounted payback period, net present value, and internal rate of return, profitability index and discount rate.

FINA 695B: CREDIT CRISES AND GLOBAL BUBBLESPrerequisite: MBA 614

This course explores today’s financial reality by visiting the factors that contribute to the formation of economic bubbles and the economic crises that follow. A historic review of past bubbles and ensuing crises will reveal the key factors present in all such events. Students will learn the how and why it has happened in the past which will set the ground for reviewing the current state of the USA economy and the global impact of the sub-prime mortgage meltdown.

Specifically, the subject matter is analyzed using very timely data provided for in articles and academic papers addressing ABCP’s & CDO’s, the failure of Bear Stearns and Countrywide Financial, rescue efforts of the FED and other Central Banks. The existence of household credit growth and a high propensity to consume as a predictor of banking crises will be examined. We will determine whether the rapid expansion in the supply of mortgages driven by disintermediation can explain a large fraction of recent U.S. house price appreciation and subsequent mortgage defaults. Additionally, whether the US Federal Reserve’s $1 Trillion (and growing) in financial backing was the best strategy, will be analyzed. Students will finally investigate the impact of moral hazard on behalf of originators selling mortgages.

FINA 695E: SEMINAR IN MERGERS AND ACQUISITIONSPrerequisite: MBA 614Merger and acquisition activity is evaluated from the perspective of finance. Basic financial

theory, agency theory and empirical evidence provides the tools to critically examine such issues as deal valuation; acquisition strategies; bidding strategies; defensive strategies; financing strategies; the legal and political environment; corporate governance. In addition, going private transactions such as leverage buyouts and management buyouts will also be considered.

FINA 695F: FINANCIAL MARKETS AND TRADINGPrerequisite: MBA 614

The objective of this course is to provide participants with a practical framework for constructing sound investment processes, identifying tactical and structural market opportunities, and managing directional and relative positions. Topics covered include market microstructure, fundamental and technical analyses, trading systems, money and risk management, and trading strategies using equities, futures and options. To bridge the gap between theory and practice, the formal lectures are accompanied by a combination of topic workshops, software training and supervised paper-trading. The learning method also includes a group hedge fund strategy project, which provides participants with the opportunity to assume responsibilities of managing and pitching a sizable portfolio, gain knowledge about popular hedge fund strategies and trade a wide range of marketable securities. Leading buy-side and sell-side professionals are invited to share experiences and discuss current investment themes.

FINA 695G: GLOBAL ECONOMIC ISSUESPrerequisite: MBA 614

The objective of this course is to provide students with awareness, deeper understanding, and sensitivity of global issues that may influence our world as well as business environment over the next decade or two. A better and more descriptive title for this course would be “what you should grasp about the economics of global issues if you want to be a successful business leader in the future.” We will discuss some of the economic challenges and problems that the global community faces at the present time order to understand why these issues and problems are important, who is affected by these problems, alternatives to address them, and why a business manager should be aware of, and involved in, the discussion of these issues.

FIN

A

-31-

FINA 695H: CANADIAN PERSPECTIVE ON GLOBAL BANKINGPrerequisite: MBA 614

Students will learn and understand the issues facing Financial Institutions today. The first part of the course will explore the notion of “Canada without banks…” Following successive acts of deregulation, Canadian banks are a model of the “Universal Banking Model” that integrates what was formerly known as the 4 pillars of Financial Institutions: Banking, Trust Activities, Insurance and Investment Banking. Canada, alongside other nations with a universal banking model, doesn’t have banks operating in its jurisdictions per se. It has instead, complex organizations facing unique risks and opportunities. Students will have a solid understanding after the 1st part of the course, of the most critical issues affecting Canadian FI’s.

We then travel around the world, with emphasize on China, Mexico, Japan, Latin America and the United States (perhaps a pit stop in Russia if time permits) to explore the issues affecting FI’s in these countries. While we will continue to emphasize the management and risks affecting FI’s internationally, we will also come to learn about the socio-economic, political and cultural impacts on these organizations doing business on multinational fronts. Case studies figure prominently.

FINA 695I: INVESTOR RELATIONSPrerequisite: MBA 614

Getting your message across to investors and analysts, while staying out of trouble with regulators and profiting from effective financial and business media coverage. This course will help students reach out to industries and\or sectors of their personal career interest. Guest speakers will be from industry and the marketplace. Term papers will require field work with them, or those in similar positions and their colleagues. Every MBA student worth their salt is planning for the day when their IPO or option’s offer shapes their schedule. This course explains how and why the market reacts to the news that will make or break that IPO or options deal. Students might also keep in mind that the investor relations portfolio is increasingly becoming a high profile executive office finance position.

This course focuses on the practical aspects of investor relations. The guest speakers will be those who do it. They will be IR VPs, venture

capitalists who have gone forward with an IPO, sell and buy side analysts, fund managers, a TSX regulator and those that write for the financial media. The text: Using Investor Relations to Maximize Equity Valuation is a thorough, up to date and concise text written by Chad Jacobs and Thomas Ryan. They are MBAs who have dedicated their professional lives to building successful IR programs in the US and Asia through their agency ICR. The course is given by John Graham a founding partner of Investor Relations International based in Montreal and New York, he has been active inagency and corporate investor relations as well as the international financial media for over twenty years.

FINA 695L: SPECIAL TOPICS – CASES IN FINANCEPrerequisite: MBA 614

This course is designed to further develop the understanding and application of analytical tools in corporate finance and is intended to enhance students´ confidence, skills and sophistication in applying these tools to more realistic case study problems. The case study assignments will improve your use of accounting and other economic data to evaluate assets and corporations and to make corporate financial decisions. The course consists of approximately 50% lectures and 50% cases. Lectures in the first half of the course will cover capital structure, dividend/payout policy, corporate valuation, risk management and advanced M&A. Class sessions in the second half will case work: class discussion, case presentations and rebuttals as well as summaries from the instructor.

To register for this elective, please contact Deborah Wright by email at deborahw@jmsb.concordia.ca

FINA 695M: MANAGING ASYMMETRIC INFORMATIONPrerequisite: MBA 614

The asymmetry of information between the manager and owners of the modern corporation is the focus of this course. The course examines different strategies for reducing the asymmetry from both the academic and applied perspectives. The course will include an examination of disclosure, both voluntary and mandated; the purpose, consequences and value of disclosure; the regulatory environment in North America and abroad and other relevant

FIN

A

-32-

topics; through both academic research and current cases. Students will be assessed on the basis of class participation, one individual assignment and one group project.

To register for this elective, please contact Deborah Wright by email at deborahw@jmsb.concordia.ca.

FINA 695N: BEHAVIOURAL FINANCEPrerequisite: MBA 614

The tenet “Rational agents in an efficient market” does not exhaustively describe or define the behaviour of financial markets. Behavioural Finance is observed at two levels: Individual and Corporate. The course will expose: 1) how investor behaviour impacts the asset allocation process & portfolio returns 2) how managers or the Board of Directors affect the wealth of shareholders as a result of biases. Course material will be chosen so to expose common investor biases (individual) and demonstrate how this aggregation manifests itself at large (systemic). Additionally, common business finance topics such as Capital Budgeting, Raising Capital/Debt, Dividend Policy that are rendered less than efficient due to biases will be explored. Classes include many behavioural exercises intended to showcase the most prominent financial biases that interfere with “Rational” Finance.

FINA 695O: APPLIED PERFORMANCE ANALYTICS IN FINANCEPre-requisite: MBA 614 or permission from the professor

Nowadays, institutional investors typically combine financial diversification (many asset classes and styles) with organizational diversification (many managers). This situation of multi-management and of multidistribution has created a need for performance analytics that go beyond the traditional measures based on the linear market model such as the Sharpe ratio, Treynor’s ratio and Jensen’s alpha. MBA graduates who understand these modern performance analytics will be able to play an essential advising role with these institutional investors. This course offers a hands-on approach, including an introduction to programming with Matlab®. We will discuss the theory of the techniques and

immediately apply them in a lab setting. At the end of the course, the students will have developed a series of programs implementing these techniques that will be of use in their future professional activities.

FINA 695Q: INTERNATIONAL INVESTING AND PORTFOLIO MANAGEMENTPrerequisite: MBA 614

The purpose of this course is to use Modern Portfolio Theory to demystify the subject, and to show how International investing generally, and Emerging Market investing specifically, can enhance portfolio returns. We will look at a number of markets in terms of structure, access, and underlying fundamentals, with groups of students each presenting a country to the class, so that by the end, we can see what unites these markets, and what separates them, enabling the student to form a view on what they are worth.

FINA 695V: VENTURE CAPITALPrerequisite: MBA 614

Private equity is a broad term that pertains to an equity investment in an asset that is not tradable on the stock market. This relates specifically to the way funds are raised to finance firms of all sizes and in different industries. Private equity can also be specifically related to venture capital where the provision of funds can be designed for growth financing, buyout, and mezzanine financing. This course will specifically focus on the venture capital part of private equity, where the focus is on the growing Small-Medium Sized Enterprise.

FINA 695W: RISK MANAGEMENTPrerequisite: MBA 614

This course deals with the measurement and management of risks faced by financial institutions. Risk management has been growing in importance for all firms in the last few decades, and especially so for financial institutions because of the special role they play in the economy. Financial institutions perform the important economic function of helping to transfer funds from those parties with a surplus to those with a shortfall. Although the nature of operations may differ among various financial institutions, they all face certain common risks. All financial institutions hold assets that are subject to default risk. The mismatch in the

FIN

A

-33-

FIN

Amaturities of their assets and liabilities leaves them exposed to interest rate risk. Liquidity needs are uncertain and lack of its proper assessment could result in the failure of financial institutions. They also face operational risk because of inadequate internal systems and processes, and external events beyond their control. All these risks will be covered in the course.

Having identified the risks they face, financial institutions have to analyze and take appropriate action to manage and keep them under control. The course deals in depth with the tools, techniques and instruments that financial institutions use to manage the risks they face. Students will be exposed to statistical techniques, simulation, and Excel modeling with the purpose of understanding how specific risks and the aggregate risk faced by financial institutions are managed. Lessons can be learnt from major risk management failures of financial institutions in the past and, therefore, many such instances of failure will be covered in the course.

FINA 695ZGLOBALIZATION AND EMERGING MARKETSPrerequisite: MBA 614

The objective of the course is to present the different characteristics of Emerging markets in order to enable students to critically evaluate the risks and opportunities inherent in these markets. The student will understand the impact of countries integration and the financial/macroeconomic equilibriums in Emerging Markets. The student will study the different key factors that would allow her to make investment decisions in Emerging Markets and how these factors differ between different emerging markets and between emerging and developed markets.

-34-

MANAGEMENT

MANA 683: ENTREPRENEURSHIP AND SMALL BUSINESSPrerequisite: MBA 609

This seminar will involve the examination of a variety of topics related to the art and science of new enterprise development and small business management. Some of the topics to be developed include, the role of the entrepreneur, lifestyle and entrepreneurial careers, entrepreneurial self-evaluation, writing a business plan for a new venture, recognizing and evaluating new venture potential, securing venture capital, common problems and pitfalls for new enterprises, etc. This course will be primarily case discussion and project oriented. Speakers and possibly field trips will be incorporated when feasible/desirable.

MANA 691: CASE COMP STRATEGIES

In order to compete in the John Molson MBA International Case Competition, students must enroll in Strategies in Action: Case Competition course offered in the fall semester of each year. This management elective, with a maximum enrollment of ten students, is focused on simulating the strategic management decision making process within the classroom. Through intensive case analysis and presentations, students will learn to apply theoretical and practical ideas to real situations in a “pressure” environment. Each class will consist of three hours of preparation time, followed by one hour of presentations, and one hour of debriefing. Student evaluations will be based solely on these in-class exercises.

In addition, this course will be used to select participants to represent the John Molson School of Business at the International MBA Case Competition, held in January of each year. To fulfill this objective, the students who are selected to form the team are required to be available over the winter break in order to prepare for the event.

Interested students should submit a copy of their resume and a letter of intent (explaining their reason for taking the course) to Deborah Wright (MB 6,211) by mid-March. A try-out

session consisting of a case analysis will take place after the application deadline.

In terms of the application process, every MBA student regardless of background and time in the program is permitted to apply for consideration. Education, academic performance, work experience and additional background are considered. Students who are most qualified based on these criteria are selected.

MANA 695B: MANAGEMENT OF TECHNOLOGYPrerequisite: MBA 609

This course, which is designed as a general management course, examines issues affecting firms operating in advanced technology markets. The central theme of the seminar is that these firms have specific needs and unique operating characteristics which need to be addressed if they are to compete successfully.

The topics in this course will cover four main areas: the nature of technological change, the commercialization of innovations, the managerial practices of advanced technology firms, and the strategic management of technology. While this course will deal primarily with firms operating in advanced technology sectors, it will also cover basic management of technology issues which impact on most organizations. A combination of lectures, cases, readings and student presentations will be used to develop the key concepts of this course. Students will be evaluated on the basis of case submissions, a term paper, a class presentation, and contribution to class discussions.

MANA 695C: MANAGEMENT OF CHANGEPrerequisite: MBA 609

This seminar concerns facilitating and managing change in organizations. Students will acquire an understanding of change processes, considerable knowledge and some skills about organizational diagnosis, action planning and consultancy. Organizational development (OD) is an applied field of behavioural science aimed at helping managers and other organization stakeholders to better understand how the organization is functioning. It goes an important step further, however, in that it helps the organization to effectively address human needs in the

MA

NA

-35-

organizational context, improve productivity, and respond to the challenge of the turbulent environment. OD stems from a rich base of theory and offers multiple applications and techniques. Its value goes beyond the boundaries of specific programs or functions: it integrates more traditional organizational functions in a holistic and complementary way. Both external OD consultants and internal organizational facilitators/change agents play important roles in using OD methods to manage organizational changes and crises and will be examined in this seminar. Experiential learning, case analysis, and role playing will be a large part of this seminar.

MANA 695E: INTRODUCTION TO MANAGEMENT CONSULTINGPrerequisite: MBA 609

This course is designed to be an upper-level course in Management focusing on the management consulting profession and process. The course is structured around three parallel streams and provides important concepts and ideas for the tool-kit of the management consultant involved in analytical as well as change implementation projects. The first stream of the course examines the consulting process, i.e. the five phases of a consulting project from entry to termination. The second stream focuses on core consulting skills, i.e. the skills required to succeed as a management consultant. The third stream is a real world consulting project that students conduct in teams with a client firm in order to apply the tools and skills discussed in class in practice. The course concludes by reflecting on the role of internal consultants and management consulting as a career choice.

MANA 695G: SEMINAR IN GLOBAL COMPETITION AND INTERNATIONAL STRATEGIES OF MULTINATIONAL CORPORATIONS

Globalization has created a very complex competitive landscape and a proliferation of new business configuration for firms, particularly, multinational corporations (MNCs). What does this new business environment really mean for managers of MNCs as they formulate and implement their strategies? How can we effectively analyze this hyper-competitive structure of global industries and translate that

analysis into winning strategies? This course is designed to immerse you in these kinds of challenges faced by MNC managers. It is organized around several themes such as reasons for going global; the global and local institutional environments of MNCs; global competitiveness and local responsiveness; managing global ethics and social responsibilities; international negotiations; global competitive advantages; international, cooperative, and entry strategies of MNCs; international joint ventures and their management structures; organizational design and international HRM of MNCs; and global governance and control mechanisms. Through a combination of case discussion, readings, lectures, and role play simulations this course will develop student’s ability to understand and pursue managerial actions that is responsive to the evolving global business environment, and to the often-conflicting demands of multiple stakeholders such as local and overseas employees, customers, joint venture partners, governments, and non-governmental organizations.

MANA 695H: HUMAN RESOURCE MANAGEMENTPrerequisite: MBA 609

It is now widely recognized that in an increasingly service oriented and dynamic, competitive business environment, people are the prime source of a company’s competitive advantage. The senior human resources manager in a company is now a key participant on the company’s strategic planning committee. He/she will help frame both the possibilities and the boundaries of the company’s strategic initiatives. This course, however, will provide you, a manager within the company, with detailed insight into the conceptual, analytical and practical tools that are needed to effectively recruit, motivate, develop, reward and retain the organization’s key asset, its employees. The culture that is created by a company’s managers in effectively deploying the above human resources tools enables the employer to become an “employer of choice”. Topics covered include job analysis, recruitment and selection, training and development, performance management, compensation and benefits, health and safety, employee rights and discipline, as well as labour

MA

NA

-36-

relations management. Learning is achieved through lecture/discussion, exercises and cases, videos and guest lecturers; lectures are highly interactive. The group project will be based on a real company’s operations, thus accentuating the need for practical and realistic solutions to its business issues.

MANA 695I: INTERNATIONAL BUSINESS LIVE CASE ANALYSISPrerequisite: MBA 606, MBA 607, MBA 608, MBA 609 and MBA 610

This joint course between The John Molson MBA and the University of Vermont MBA is both unique and innovative, giving the opportunity for students from both universities to test their decision-making skills in a context that is close to the reality of contemporary international business. In this integrative course, led by two professors, mixed teams of John Molson MBA and UVM MBA students will apply their management knowledge acquired in their respective programs to formulate recommendations to the senior management teams of a Canadian and a U.S. company, both of which are facing strategic international business issues. Students will use a strategic management framework enabling them to tackle “real live” cases based on detailed and thorough analyses of the global environment in which the two firms operate, as well a detailed assessment of their portfolio of organizational resources and capabilities.

The course is divided into two parts. A principal objective of this first part of the course is to enhance the student’s ability to make strategy decision in an international business context, through class discussions and lecture. The course will begin with two three-hours sessions on each campus, where the JMSB and University of Vermont professor will (1) introduce the challenges faced by companies conducting business in a global economy and (2) present the theories and techniques which the students will rely on to analyze the live case and formulate recommendations.

The second part of the course will be modeled on The John Molson MBA International Case Competition and will involve two two-day sessions on each campus. Joint Canadian and

American teams of four members will be formed and, two weeks before each live case competition, each team will receive a reading pack containing a general presentation of the company and its industrial sector. On the first morning of the two-day session, members of the senior management team of the local company studied will present to the class the international business strategic issues that their company is facing. Further documentation may then be distributed to the teams. The competing teams will then have until the next morning to analyze the live case, formulate their recommendations, prepare a power point presentation, and a brief written report. Each team will make a public presentation on the second day in front of the jury composed of the two professors, as well as the members of the company’s senior management team. The name of the winning team will be divulged at the end of the day.

MANA 695L: LITIGATION MANAGEMENT

Litigation is expensive and more than just in terms of damage awards, settlement costs or attorneys’ fees. Litigation consumes irreplaceable resources such as staff time loss of focus and harm to the public image – in the media, among customers, industry members, stock regulators and analysts. A company may even lose the commercial benefit of sensitive trade secrets by having to supply undertakings made in depositions or filing evidence in affidavits. The sooner a company resolves litigation, the better for the company.

The litigation manager has to know how to inform himself/herself, when to ask questions and which questions to ask. The course will give students a structure to ask the right questions and make informed choices and thereby better instruct the litigation counsel to lead the company out of problems and back to business. The course will identify key types of litigation and critical stages of each. We will flag traps where procedure may overwhelm a company’s strategy, resources or interests. Topics would include choice of jurisdiction (administrative tribunal, court), type of recourse (injunction, motion, trial, arbitration), discuss retainer/engagements letters, document management software, disclosure issues

MA

NA

-37-

raised in examinations before trial (including undertakings, confidentially, privilege, trade secrets, intellectual property), the preparation for trial and the use of experts. All items will be reviewed in terms of their impact on the company in cash, time, distraction or the media.

MANA 695M: LEADERSHIP AND MOTIVATION IN ACTION

This course is designed to develop your understanding of, and skills in, leading and motivating others. Implications for the design of incentive systems and leader development will be addressed. Classes will integrate interactive discussions of cutting-edge readings with applications of the knowledge through hands-on exercises, cases, and simulations.

MANA 695O: CORPORATE GOVERNANCE

Corporate governance has emerged as a global business issue in the past 5 years. The objective of this course is to instill the knowledge and key skills necessary for graduate business students to understand the fundamental principles of governance; to be familiar with the laws and regulations in Canada, the US and globally, that exist to build a framework for corporate governance; and to be able to apply ethical and governance principles to practical situations as they arise in their work experience. The first part of the course will focus on understanding the changing roles and inter-relationships of boards, management and stakeholders in various organizational settings. The second part of the course will develop skills in such areas as evaluating board committees, developing effective mandates, and managing change in the governance framework.

MANA 695P: SEMINAR IN SPECIAL TOPICS – ENTREPRENEURIAL FAMILY BUSINESS

Family businesses are the predominant form of business in the world. Almost 80% of new ventures are born as family firms and over 65% of all Canadian firms are family firms. In these firms, family members significantly influence the business including its creation, continuity, mode and extent of growth, and exit. This course aims to prepare students to work effectively and professionally in and with family firms, to launch and create cross generational wealth in family

firms. Students will learn about the significance, diversity, and complexity of family firms; develop an understanding of the distinct advantages and unique challenges of these firms; and enhance their business skills to address issues or problems faced by these firms.

MANA 695S: DEVELOPING INTERPERSONAL AND MANAGERIAL SKILLSPrerequisite: MBA 609

Developing Interpersonal and Managerial Skills is designed to further develop core competencies required by MBA graduates. The course will be structured as a series of seminars. The specific competencies to be addressed will be based upon the needs of the students and will be determined in the first session of the course. The competencies shall draw upon the following: Team Development, Conflict Resolution, Presentation Techniques, Time Management, Negotiations, Creative Thinking, Delegating, Coaching, Goal Setting, Supportive Communications and Interviewing. The course builds upon the research in each of the areas included. However, the course is designed to increase skills and competencies. It is a practical and application oriented course and not research or theoretically focused. This is a highly experientially based course, requiring considerable interaction and participation.

MANA 695T: GLOBAL CLIMATE CHANGE-BUSINESS OPPORTUNITIES AND THREATS

Global Climate Change is the foremost economic and social challenge facing humanity in the 21st Century. This course examines the climate change phenomenon and the business opportunities and threats it poses. These include opportunities in renewable energy, and clean and green technologies, as well as risks imposed carbon accumulation, pollution and waste. It offers a new perspective for companies to operate in the emerging carbon-constrained economies that will require businesses to move towards ecologically, socially and economically sustainable products, services, and operations.

MANA 695V: EVENT MANAGEMENT Students who have taken GDIA/GDSA 652 cannot take this course for creditPrerequisite: MBA 609

MA

NA

-38-

This course will provide a basic understanding of the planning process in developing sport, arts and cultural facilities. Studied are the major functions of resource planning, principles, terminology and standards for facilities using the specialized techniques related to these facilities. The course will examine in detail the central tenets or organizational and management theory and how it applies to sport, arts and cultural facilities.

This course will deal with organizational and human resource theories and their relation to these facilities. Moreover, this course will give students a brief overview of the role that economics, financial management, marketing and fund raising play in the continual development of skilled managers interested in sport, arts and cultural facilities.

MARKETING

MARK 671: CONSUMER BEHAVIORPrerequisite: MBA 609

In this course, participants will cover the basic and critical theories and concepts from consumer behavior (including, for example, decision making processes, motivation, etc). In addition, a large portion of the course will be devoted to the emerging and important topic of “experience marketing”. Experience marketing is concerned with the design and delivery of memorable and pleasurable consumer experiences. Thus, the course will provide the basic foundations from consumer behavior and in addition will examine the marketing of products and services where pleasure and sensory experience drive consumers’ decisions and behavior.

MARK 672: STRATEGIC MARKETINGPrerequisite: MBA 610, Co-requisite: MBA 628

Rapid changes in the economic, social, technological and global business environment make it imperative that marketing managers develop an effective and efficient system of marketing planning that profitably capitalizes on emerging trends and shifts in the marketplace. More than ever, organizations must adopt creative and innovative strategies to meet the challenges of the 21st century. Developing such strategies, in a systematic and disciplined manner, is the function of strategic marketing planning.

Strategic Marketing Planning integrates concepts and tools that students have been exposed in prerequisite marketing and other business courses. The course focuses on strategic marketing planning as a means of building a sustainable competitive advantage for the organization. Through the in-depth application of prior learning, experiences and course material to strategic cases, students will have the opportunity to blend theory and practice. Pedagogical techniques such as case and class discussions, readings, lectures and an actual planning exercise for an existing organization will be used to help students develop an analytical approach to strategy formulation and decision making.

MARK 691: PHARMA MARKETINGPrerequisite: MBA 610

This applied seminar will focus on the current marketing issues facing global pharmaceutical companies. Marketing to both physicians and consumers will be covered with study of both research-based and generic firms. Regulation of pricing, advertising and intellectual property as they affect marketers will be important topic areas. A module on ethics in the industry is also included. Specific topic areas may vary by semester as issues of importance change in the industry.

MARK 695A: INTEGRATED MARKETING COMMUNICATIONSPrerequisite: MBA 610

The purpose of this course is to introduce students to the principles and practices of Integrated Marketing Communications (IMC) including the strategies and tactics involved in developing and executing IMC programs. Emphasis will be placed on the notion of aligning marketing communications tools: advertising, sales promotion, publicity, direct marketing, sponsorship and personal selling – to provide clarity, consistency and maximum communications impact.

MARK 695D: SEMINAR ON EXPERIENCE MARKETINGPrerequisite: MBA 610

This seminar examines strategic and operational issues related to designing and delivering pleasurable and memorable consumer experiences. The area of experience marketing encompasses both consumer goods as well as

MA

NA

-39-

services. The focus will be on how organizations create experiential value for stakeholders with, as underpinning, the process by which consumers treat experiential inputs and make decisions on the basis of such information. Examples of topics to be covered include: consumer decision making, the nature of the experiential value creation process, experiential branding, experiential communications, design, atmospherics, and research for experiential marketing. Practice sessions with guest speakers will invite participants to examine various types of consumption experiences such as foodservice experiences, museum experiences, hotel and retail shopping experiences.

MARK 695M: SALES MANAGEMENT AND PERSONAL SELLINGPrerequisite: MBA 610

The objective of this course is to provide the student with a thorough understanding of current sales management practices, as well as personal selling as it applies to the evaluation and training of salespeople. Conceptual frameworks, practical applications through cases, role playing exercises, and the current readings from business journals such as HBR, MIT/Sloan Management Review, Sales and Marketing Management and The American Salesman will be used to enhance student learning. Hands-on learning will be emphasized through the use of “SimSell” (2003), a computer simulation designed to create a real-life sales management experience. When appropriate, guest speakers will be invited to discuss issues of interest to the class. Key topics will be as follows: the personal selling process; organizing, staffing and training sales people; directing sales force operations; sales planning; and the evaluation of sales performance.

MARK 695R: RELATIONSHIP MARKETINGPrerequisite: MBA 610

This course will focus on the theory and practice of relationship marketing, a strategy particularly pertinent in the new knowledge-based service economy. Relationship marketing applies concepts from the field of services marketing and management, and permits the firm to protect its customer base by continuously creating customer-perceived value over time. The positive economic consequences of relationship marketing result in: increased customer retention and decreased defection;

more customer referrals and less negative word-of-mouth; more and premium priced purchases over-time; lower marketing costs of maintaining rather than attracting new clients; and the invaluable knowledge obtained from the close customer relationship. Establishing mutually beneficial relationships involves giving promises, and enhancing them requires a new set of promises predicated on the existence of trust developed within the relationship. This results in the firm obtaining a sustainable competitive advantage and increased revenues over time.

MARK 695T: SOCIAL MEDIA MARKETING

The course focuses on the strategic role of social media marketing. The primary objective is to introduce students to the various types of social media sites on the web and demonstrate how they each can play a role in an integrated internet marketing campaign. Particular attention is given to the hands on experience in the promotion of a blog and the analysis of performance aided in part by in-class workshops. The balance of the course is a blend of lectures, readings and papers, which are used to achieve the course objectives.

MARK 695U: STRATEGIC BRAND MANAGEMENTPrerequisite: MBA 610

Brands are intangible but extremely valuable assets for organizations, and are a key component of the value offered to the consumers and other constituencies. In the contemporary marketplace, where it is easy to replicate production and distribution, branding becomes an important tool for product or service differentiation. This course will provide the key foundations of establishing a strong brand and cultivating lasting stakeholder value. In addition to providing the class participants with the foundations of successful brand management, particular attention will be given to contemporary issues such as green and cause-related branding, luxury branding, social media and brand management, brand co-creation, and person branding. Teaching methods will include lectures, case studies, industry guest speakers, and a comprehensive brand audit project.

MARK 695V: MARKETING AND CONSUMER RESEARCH

This graduate level course is designed to introduce you to a number of qualitative and quantitative analytical techniques that provide

MA

RK

-40-

MA

RK insight into the nature of market information and

consumer demand to aid managerial decision-making. The use of these techniques can improve a manager’s forecasting ability, provide a better understanding of market behavior and, ultimately, form the basis for making more effective and efficient marketing decisions.

MARK 695W: BUSINESS-TO-BUSINESS MARKETINGPrerequisite: MBA 610

This course focuses on facilitating innovation in the inter- and intra-organizational co-business/network in order to achieve effective co-value propositions and actualization among actors involved in bilateral or multilateral exchanges. The course is intended to challenge future decision makers and push them towards “out-of-the box” thinking. They will see how inter-relations can influence the future of their organization and why organizations have to re-invent “business-to-business” towards co-innovation, co- entrepreneurial, co-intrapreneurial spirit of “co-business/organization network”.

The theory and practice will be drawn from the concepts of: Service Innovation, Open Innovation, Service Dominant Logic and Open Network Theory as opposed to the more traditional view of business-to-business from a “goods exchange” perspective (sdlogic.net). The emphasis will be on infusing open innovation in “co-business/organization network” and see how to manage the “intangible and tangible assets or liabilities” that an organization shares with another (or others) in order to gain co-innovation, co-laboration, co-sharing, co-dialoging and co-networking.

Topics covered will include strategic agility, tensions in open innovation and collaboration, expert and expertise of multidisciplinary “ambassadors” working in complex context (online-offline), the culture of cooperation and co-creation, the notion of infusing innovation in the partnership, the crowdfunding, the social media network, MASSive ideas and open manufacturing. Future decision makers will learn about full integration of innovation through:

• The complexity of decisions involved in designing-managing a co-business/ organization network;

• Detecting dysfunctionalities (e.g. people, atmospheric architecture design, processes, systems, location, culture) and how to modify it to get fluidity and innovation back into the co-business/organization network; • Designing effective “innovative co-business/ organization networks”; • Monitoring on-going relationships between co- business/organization members; • Integrating effectively digital and “virtual fluidity” in the co-business/ organization network;• Balancing the business network with broader c challenges (e.g. politics, law, urban design & smart cities, transport, ecological, and social impact) that will revolutionize current Marketing/management practices and trends.

M.SC. COURSE DESCRIPTIONS

MSCA 601: FINANCIAL ECONOMICS

The course will begin with a rigorous review of microeconomic theory including analysis of consumer behaviour and demand, the theory of production and supply, optimal price and output determination by firms, and the concept of market equilibrium. Within this framework, the course will then focus specifically on the equilibrium determination of interest rates and asset prices under conditions of uncertainty. Finally, the course will discuss the role of market imperfections for decisions under uncertainty with particular emphasis on agency problems.

MSCA 602: APPLIED LINEAR STATISTICAL MODELS

Various Linear Model topics in statistical analysis applied to business and economic problems will be reviewed. This will include design of experiments, analysis of variance, multiple regression, model building, multi-collinearity influential observations, variable selection techniques, ANOVA models with random effects, analysis of covariance etc. Case studies illustrating the different areas of application will be used.

-41-

MS

CA

MSCA 611: RESEARCH METHODS - FINANCE

This seminar is intended to prepare students to conduct econometric analysis in financial research. The material builds up on the topics covered in the core course MSCA 602 and continues to provide an in-depth understanding of the advanced econometric techniques in finance. Topics covered include: maximum likelihood estimation, autoregressive estimation techniques, generalized least square procedures, simultaneous equation systems, non-linear estimation techniques, limited dependant variables, and qualitative response model. In addition, the course provides an introduction to the use and the development of stochastic modeling in finance.

MSCA 615: RESEARCH METHODS – ADMINISTRATIVE SCIENCES

This seminar is intended to prepare students to conduct econometric analysis in financial research. The material builds up on the topics covered in the core course MSCA 602 and continues to provide an in-depth understanding of the advanced econometric techniques in finance. Topics covered include: maximum likelihood estimation, autoregressive estimation techniques, generalized least square procedures, simultaneous equation systems, non-linear estimation techniques, limited dependent variables, and qualitative response model. In addition, the course provides an introduction to the use and the development of stochastic modeling in finance.

MSCA 621: INVESTMENT THEORY

This seminar deals with the market for financial assets, market efficiency and the valuation of financial assets. The seminar begins with a discussion of various financial assets and their institutional trading arrangements, and then continues with a theoretical development of market efficiency and testing methodologies. Various market anomalies will be identified as the empirical evidence on whether or not various types of information are fully reflected. The seminar concludes with the theory and empirical evidence on various asset-pricing paradigms. These include the Capital Asset Pricing Model (CAPM) and the Arbitrage Pricing Model (APM) for equities, the Option pricing

Model (OPM) for derivative securities, and the single factor duration model for fixed-income securities.

MSCA 622: INVESTMENT MANAGEMENT

This seminar covers the various aspects of investment analysis and management such as selection, revision and measurement in both a domestic and global environment. The seminar begins with a discussion of asset allocation systems and the merits of passive and active dynamic investment strategies in the absence and presence of market imperfections such as informational inefficiencies, taxes and transaction costs. Techniques for “stock picking”, “market timing”, portfolio insurance, program trading, bond swaps, (contingent) immunization, among others, will be discussed. The seminar ends with the measurement of investment performance and the management of particular types of investment portfolios. Normally, the Seminar in Investment Theory (MSCA 621) will be taken concurrently with, or prior to, this seminar.

MSCA 623: FINANCIAL THEORY AND CORPORATE POLICY

This seminar applies the theory of decision making under uncertainty to evaluate the firm’s financial and real policies. It offers a rigorous review of the modern theoretical and empirical literature on the valuation of the firm’s securities and their special features, the relevance of the firm’s financing choices and dividend policies, corporate mergers and acquisition activities, and the determination of the firm’s cost of capital. More specifically, the analyses are conducted in an equilibrium setting where the impact of imperfections such as taxes, bankruptcy costs, informational asymmetries, and agency problems is analyzed for corporate decisions.

MSCA 625: OPTIONS AND FUTURES

Theoretical and empirical issues on the valuation and the financial use of options and futures are studied in this seminar. The seminar begins with an introduction of the options and futures markets and proceeds with the developments of pricing models for evaluating these securities. Several different types of options and futures contracts (such as stock index options, options on debt instruments and currencies, interest rate and stock index futures) are introduced and

-42-

MS

CA strategies for using them for arbitrage, hedging,

and speculative purposes are discussed.

MSCA 632N: FINANCIAL MARKET MICRO STRUCTURE

Traditional asset pricing theory focuses primarily on macro-level financial market prices in which the Walrasian Auctioneer sets prices by equating demand and supply. In reality, security prices evolve through a large number of small-scale bilateral trades, performed by people that have specific well regulated and institutionalized roles. Market microstructure is the study of trading mechanisms used for financial securities. Its focus is on how markets actually work and market participants really behave. The first part of the course will treat the main theoretical models in this research field. The second part will deal with the empirical analysis in market microstructure. The third part will offer an overview on the special issues of particular interest in market microstructure. The course is very theoretical, and will be taught with research focus.

MSCA 641: ORGANIZATIONAL STAFFING

This seminar is the first of three seminars that together provide an in depth understanding of the modern practice of personnel and human resource management. This seminar will provide the analytical and conceptual tools needed to effectively staff organizations with qualified employees. The main areas of coverage include: strategic human resource planning, task and job analysis, and the recruitment, selection and placement of qualified applicants. In addressing these topics, attention will focus on techniques for developing valid and reliable predictors of employee effectiveness which address both the strategic needs of the organization and the legal and employment equity requirements of contemporary Quebec and Canadian organizations.

MSCA 645: SEMINAR IN ORGANIZATION THEORY

This course is a research-oriented seminar, in which we will explore a number of different theoretical perspectives on organizations and organizational environments. The primary aim of the seminar is to introduce students to an understanding of how organizational scholars

have conceptualized and studied organizations as social systems and how these social systems interact with and are embedded in the context of an external environment. Particular attention is given to how organizations can be understood, both internally and in relation to the environment, as social structures composed of relationships, interdependencies, and social-cultural institutions. At the end of the seminar, students would have acquired a sophisticated understanding of the social and social cognitive context through which behaviour by people in organizations is both facilitated and constrained.

MSCA 647: STRATEGIC MANAGEMENT

The course objectives are to provide students with an understanding of the field of strategic management and the strategic management research. To accomplish these goals, the course will cover the fundamental concepts of strategic management, and will examine relevant academic literature. Rather than utilizing traditional case studies, students will form groups and will develop their own strategic case study of an organization.

MSCA 652A: INTERNATIONAL MANAGEMENT

The overarching aim of the course is to expose students to the fundamentals of entrepreneurial success in a large spectrum of organizational contexts including small new ventures, existing small ventures, franchise operations, family firms, multinationals and voluntary organizations, in private-held and publicly traded, profit and not-for profit sectors. The course will draw and build upon your previous educational and work experiences.

MSCA 652R: ESSENTIALS OF ENTREPRENEURSHIP

The overarching aim of the course is to expose students to the fundamentals of entrepreneurial success in a large spectrum of organizational contexts including small new ventures, existing small ventures, franchise operations, family firms, multinationals and voluntary organizations, in private-held and publicly traded, profit and not-for profit sectors. The course will draw and build upon your previous educational and work experiences.

-43-

MS

CA

MSCA 665: SEMINAR IN MARKETING COMMUNICATIONS

This seminar will focus on the communication process between a company and its markets and other publics. Theories, findings, hypotheses and techniques from several disciplines, such as social psychology, sociology, political science and marketing, will be studied and evaluated in the context of the design, planning and control of marketing communications programs. More emphasis will be given to advertising decisions than to personal communications decisions.

MSCA 674: BRAND MANAGEMENT

This specialized M.Sc course in marketing aims at providing graduate students in marketing with an in-depth knowledge of consumer, organizational, and societal perspectives on brand management. The first half of the directed readings course emphasizes the cultural, personal, and interpersonal meaning of brands, and includes a discussion of the meaning of possessions, sacred and ritual brand experiences, and the role of nostalgia in shaping the meaning of brands. The second half of the directed readings course focuses on managerial aspects of branding.

MSCA 672Y: SOCIAL RESPONSIBILITY AND PUBLIC POLICY IN MARKETING

The main purpose of the course is to introduce M. Sc. students to literature in marketing that focus on consumer and corporate social responsibility and marketing topics with public policy focus. The reading list includes research primarily in marketing discipline, followed by psychology, economy, and other disciplines. The course aims to (1) provide an overview of literature and help students develop fundamental understanding of the research in social responsibility in marketing with public policy implications, (2) encourage students to develop meaningful and substantiated criticisms of assigned readings, (3) help students in developing research ideas and proposals in this field.

MSCA 672Z: SEMINAR IN PHARMACEUTICAL MARKETING

The objective of this course is to provide the student with a thorough understanding

of current practices and critical issues in the pharmaceutical industry. Both conceptual frameworks and research implications will be emphasized through the use of scholarly articles and class discussions. Guest speakers, when appropriate, have been invited to discuss issues of interest to the class, in particular, on Canadian industry topics.

MSCA 673: SEGMENTATION AND POSITIONING

Segmentation and positioning are two of the most critical strategic choices in marketing. This course focuses on some statistical models that are used often by researchers in segmentation and positioning. Collectively, these tools aim to (1) understand the nature of consumer perceptions, preferences and choices and (2) examine if they are homogeneous across groups of buyers. The models to be covered include factor analysis, deterministic and probabilistic multidimensional scaling, correspondence analysis, internal and external analysis of preferences, conjoint analysis, choice models and various types of cluster analysis. In addition to providing an understanding of the statistical foundations of these popular models in marketing research, the course will expose the students to “hands-on” data analysis through assignments that require the use of statistical software SAS.

MSCA 683MULTIVARIATE DATA ANALYSIS

This seminar is designed to introduce students to several multivariate analysis techniques with emphasis on the practical use of these tools in business research. Techniques that will be covered in this course include MANOVA, discriminant analysis, principal components and factor analysis, canonical correlation analysis and multidimensional scaling. The objective of the seminar is to provide a fundamental understanding of the nature, power, and the limitations of multivariate statistical techniques.

-44-

MASTERS AND GRADUATE DIPLOMA PROGRAMS

Sandra Betton, PhDDirector, MBA and GDBA Programs sandra.betton@concordia.ca514-848-2424 ext. 2783MB 6.207

Deborah Wright, Assistant DirectorMBA and Graduate Programsdeborahw@jmsb.concordia.ca514-848 2424 ext. 2714MB 6.211

Karen Fada, Administrative Assistantkaren.fada@concordia.ca514-848 2424 ext. 2708MB 6.209

Arthur Kazakian, Departmental Assistant, Graduate Programsgradprograms@jmsb.concordia.ca514-848 2424 ext. 2727MB 6.201

GRADUATE ADMISSIONS

Cynthia Law, Manager, Graduate Admissions & Enrolmentcynthia@jmsb.concordia.ca514-848 2424 ext. 2707MB 6.219

Lea Mirabilia, Admissions Officerlea@jmsb.concordia.ca514-848 2424 ext. 2717MB 6.221

Elena Marsillo, Admissions Officeremar@jmsb.concordia.ca514-848-2424 ext. 2718MB 6.225

Theresa Wadey, Admissions Coordinator, Graduate Programstheresa@jmsb.concordia.ca514-848-2424 ext. 2744MB 6.223

JMSB GRADUATE PROGRAMS CONTACT DIRECTORY

-45-

MSC & PHD PROGRAMS

Dr. Harjeet Bhabra, Director & Associate DeanResearch & Research Programsbhabra@jmsb.concordia.ca514-848-2424 ext. 2909MB 11.333

CAREER MANAGEMENT SERVICES

Bob Menard, Graduate Career Advisor, Career Management Services bmenard@jmsb.concordia.ca514-848-2424 ext. 2893MB 04.335

INSTITUTE FOR COOPERATIVE EDUCATION

Alex Bottausci, MBA Co-op Coordinator, Institute for Cooperative Educationalex.bottausci@concordia.ca514-848-2424 ext. 3953GM 440-02

OTHER WEBSITES AND OFFICES

School of Graduate Studies graduatestudies.concordia.ca

Tuition and Feesconcordia.ca/admissions/tuition-and-fees

First Class HelpAccess and download jmsb.concordia.caTechnical supportFirstClassHelp@concordia.ca

Student Accounts Officesstudentaccounts.concordia.ca

1450 Guy St., Montreal, Quebec, Canada H3H 0A1

J O H N M O L S O N . C O N C O R D I A . C A