This course is the first in a series of three tracing the evolution of an existing Canadian-based public company from inception to current state. This course focuses on the steps necessary for the idea of a visionary to be transformed into a viable business. Topics include idea generation, understanding the market and customer needs, analyzing the competition, the transition from an informal to a formal organizational structure, financing the business, developing realistic budgets and operating within the political, economic, legal and socio-cultural constraints of the external environment. This course is not available to programs within the Ted Rogers School of Management.
Lect: 3 hrs.
Restriction: Not available to students in programs within the Ted Rogers School of Management.
This second required course focuses on the firm as it progresses beyond its start-up phase and embraces a more management-focused orientation. Topics covered include governance structures, leadership, human capital recruitment, development and retention, financial stewardship, essential financial tools for decision-making, operations management, industry analysis, strategy development and execution. This course is not available to programs within the Ted Rogers School of Management.
Lect: 3 hrs.
Prerequisite: BSM 100; Restriction: Not available to students in programs within the Ted Rogers School of Management.
This course is a capstone for the minor and thus should be taken as the final course. It focuses on the company as it seeks to dominate its markets. Topics include global expansion, tapping into capital markets, initial public offerings, debt financing, financial control, reporting and accountability, encouraging and managing innovation and change, corporate ethics and social responsibility, reputation management, and strategies to thrive in the dynamic external environment. This course is not available to programs within the Ted Rogers School of Management.
Lect: 3 hrs.
Prerequisite: BSM 200; Restriction: Not available to students in programs within the Ted Rogers School of Management
This course focuses on the development of the university level skills, attitudes, and strategies required for success in the academic and professional business world. Students will learn to apply effective educational practices and self-management strategies in their academic and professional studies. The key objective of this course is to promote student success by acculturating all business students to the values and academic expectations of the Ted Rogers School of Business Management. This course is graded on a pass/fail basis.
The purpose of the independent research elective is to produce an original piece of research that extends knowledge beyond material covered in the Business Management Program. A faculty supervisor guides the student through the project, provides advice, establishes deadlines, and recommends a grade for the completed project. To be allowed to register for BUS 720, the student must obtain pre-approval from a faculty supervisor, create a proposal detailing the project (topic, methodology, and expected outcomes), and obtain approval from both the Chair of the faculty supervisor's department and the Chair of the teaching department. In order to gain these approvals before the semester begins, the following application deadlines shall apply: If elected in the Fall, application must be made before the end of February. If elected in the Winter, application must be made before the end of October.
Strategic Management is a challenging and exciting course. It serves the function of a capstone course, integrating much of the knowledge gained in other business courses. It is a truly different kind of course. Other courses are concerned with a narrower, more specialized body of knowledge, and as a result are highly structured. Some provide quantitative techniques while others relate to specific skills. The problems and issues of strategy management cover the whole spectrum of business. Weighing the pros and cons of strategy requires a total enterprise perspective and a talent for judging how all of the relevant facts add up. To keep the discussions down to earth, each week real companies will be examined. In addition, the course uses some experiential exercises which may include a simulation. This course is by far the most demanding course in the Business Management Degree and as such it is recommended that students have 10 or fewer courses left to graduate before enrolling in this course. (formerly BUS 700)
