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.
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
Strategies for Success 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 learning and self-management strategies in their academic and professional studies. This course is intended to develop the student's self-awareness, self-authorship, and engagement in school and university activities thereby enhancing the student's ultimate academic, professional and personal success. This course is graded on a pass/fail basis. Students must pass this course in order to graduate.
Success in business requires skill at gathering and filtering information, and turning information into good decisions. This course introduces the tools and techniques of information analysis and critical thought, along with formal methods for improved decision making. Topics include argument structure and presentation and introductory decision theory. Students will learn the significance of a critical mindset not just for meeting an organization's strategic objectives and legal obligations, but also for contributing to creativity and innovation.
Ethical issues are everywhere in the world of business. Ethics 'consideration of right and wrong' applies at three overlapping levels: the managerial, the organizational, and the level of entire markets. This course provides a broad understanding of ethical issues at all three levels. It emphasises teaching students a method for thinking about and expressing a view on particular cases of ethical dispute or uncertainty. Students will also explore the relationship between ethics and legal requirements.
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)
