TABLE OF CONTENTS

JOHN MOLSON MBA PROGRAM STRUCTURE 3

Courses in the John Molson MBA Program 3

Part I: Core Courses 4

Part II: Electives 4

REGISTRATION POLICIES & PROCEDURES 5

Registration 5

Registration Blocks You May Encounter 5

Address Verification 6

Course Change Deadlines 6

Registration for the MBA Research Project 7

Students Classified as “Continuing in Program” (C.I.P.) 7

Students Who Have Been Granted a “Leave of Absence” 7

myConcordia Portal 7

Graduate Visiting or Independent Students 8

Graduate Visiting Students 8

Independent Graduate Students 8

Electives Taken Outside the John Molson MBA Program 8

MBA Co-operative Option 9

JMSB International Student Exchange Program 10

POTENTIAL GRADUATES 11

Fall Convocation 11

Spring Convocation 11

GRADING SYSTEM FOR GRADUATE PROGRAMS 11

Dean’s List 11

MBA PROGRAM REGULATIONS AND POLICIES 12

Academic Regulations 12

Student Request Procedures 12

Time Limit 12

Time-Limit Extension Fee 12

Course Load Full time Students 12

Course Load Part time Students 12

Course Load Reduction 13

Change of Status 13

Academic Standing 13

Conditional and Failed Standing 13

Failure Regulation 14

Program Withdrawal 14

Student Identification Card 14

FEE STRUCTURE 15

Continuation Fee 15

Health and Dental Plan 15

FIRSTCLASS EMAIL AND INTRANET 16

MBA/Conference Folder 16

FACILITIES 17

Study Rooms 17

Library 18

Electronic Resources 18

CAREER SERVICES 19

John Molson School of Business Career Management Services 19

Career Resource Centre (CRC) 19

Career and Placement Service (CAPS) 19

COUNSELLING AND DEVELOPMENT 20

BEYOND THE CLASSROOM 20

The John Molson MBA Society 20

View from the Top – Corporate Speaker Series 20

MBA Society Consulting Club 20

The John Molson MBA International Case Competition 21

Women in Business Club 21

The John Molson School of Business French Coach 21

The Commerce Graduate Students’ Association (CGSA) 22

COURSE DESCRIPTIONS 23

Part I - Core Courses 23

Part II - Electives 26

Option Related Electives 26

ACCOUNTANCY ELECTIVES 28

DECISION SCIENCES & MIS ELECTIVES 28

FINANCE ELECTIVES 29

MANAGEMENT ELECTIVES 34

MARKETING ELECTIVES 39

ACADEMIC CALENDAR 2010-2011 41

Summer 2010 Class Schedule 43

Fall 2010 Class Schedule 44

Winter 2011 Class Schedule 45

M.Sc. in Administration Electives 46

M.Sc. Course Descriptions 46

JMSB GRADUATE PROGRAMS CONTACT DIRECTORY 50

2

JOHN MOLSON MBA PROGRAM STRUCTURE 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.

Courses in the John Molson MBA Program 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.

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 Work 6 elective courses 18 credits Option B Business Research Paper 4 elective courses 12 credits MBA 631-Research Paper or Case Competition Option 6 credits 18 credits Option C Practicum Project 5 elective courses 15 credits MBA 632: MBA Practicum Project 3 credits 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 Javier Lee, Assistant Director by phone at (514) 848-2424 ext. 2714 or by email at jlee@jmsb.concordia.ca to schedule a registration appointment at their earliest convenience.

Register through your myConcordia portal

www.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.

For security reasons please keep your password confidential

Registration Blocks You May Encounter If 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

o The maximum course load for full-time students is 15 credits per term o 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 Javier Lee, Assistant Director. Please contact Javier Lee by phone at (514) 848-2424 ext. 2714 or by email at jlee@jmsb.concordia.ca if you are encountering difficulties registering for courses.

5

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.

Course Change Deadlines

2010 Summer Term I (May 3 – June 16)

DNE Deadline: Monday May 10, 2010

ADD Deadline: Monday May 10, 2010

DISC Deadline: Monday May 31, 2010

2010 Summer Term II (June 28 – August 12)

DNE Deadline: Monday July 5, 2010

ADD Deadline: Monday July 5, 2010

DISC Deadline: Tuesday July 27, 2010

2010 Fall Term September 7 – December 6

DNE Deadline: Monday September 20, 2010

ADD Deadline: Monday September 20, 2010

DISC Deadline: Sunday October 31, 2010

2011 Winter Term January 3 –April 9

DNE Deadline: Sunday January 16, 2011

ADD Deadline: Sunday January 16, 2011

DISC Deadline: Saturday March 5, 2011

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 Javier Lee.

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 Javier Lee, Assistant Director, 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

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, www.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 • Your personal booklist • Student record • Statement of account • Current course grades • Address change • Code Permanent status • E-mail address change • Loans & bursaries

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

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: www.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 Javier Lee at jlee@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, 1257 Guy Street, Room BE 341.15 Application deadlines: Fall work term February 15th Winter work term June 15th Summer work term October 15th

For more information on the Co-operative Option contact Mr. Alex Bottausci, Coordinator, Institute for Co-operative Education

1550 de Maisonneuve Blvd. W., GM 430 Montreal, Quebec, H3G 1N2 (514) 848-2424 ext. 3950, alex.bottausci@concordia.cahttp://co-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 www.international.concordia.ca • Provide:

− Statement of purpose − CV − Two letters of reference − Proof of Financial Situation

For further information, please contact

Olivier Fortin International Liaison Officer

Africa, Europe & the Middle East (514) 848-2424 x. 4987

olivier.fortin@concordia.ca

Christine Archer International Liaison Officer Americas, Asia & Oceania (514) 848-2424 x. 4988

christine.archer@concordia.ca

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

10

POTENTIAL GRADUATES

Fall Convocation Students who wish to have their files considered for graduation for Fall 2010 must complete the Graduation Application form and return it to the Student Services Centre by July 15, 2010.

Spring Convocation For Spring 2011 Graduation, the deadline to complete and return the appropriate form to the Student Services Centre is no later than January 15, 2011. Students, who complete course requirements in the Fall term, must also send an email to Javier Lee, Assistant Director, before January 15, 2011 requesting that any CIP fees be waived. Forms are available from:

Student Service Centre Library Building 1400 de Maisonneuve West Room LB 185 Or online at: www.concordia.ca Please submit this form to the above address or mail it to: Concordia University Student Service Centre 1400 de Maisonneuve West Room LB 185 Montreal, Que. H3G 1M8

For more information about convocation visit

http://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

MBA PROGRAM REGULATIONS AND POLICIES

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 who are not satisfied with the outcome of their request have the right to appeal any decision. All appeals must be submitted in letter format and addressed to the MBA Student Request Committee. Students must submit their requests by sending an email to Javier Lee, Assistant, 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 Student Request Committee 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 would like to take advantage of this possibility can contact Javier Lee at (514) 848 2424 ext. 2714 for more information.

Time Limit The time limit to complete the John Molson MBA requirement 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.

12

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 Javier Lee at (514) 848 2424 ext. 2714 or by email at jlee@jmsb.concocordia.ca for more information.

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.

13

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 Javier Lee, Assistant Director.

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.

Birks Student Service Centre

1400 de Maisonneuve W., Room LB 185: http://registrar.concordia.ca

Office hours:

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

14

FEE STRUCTURE

Unlike 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 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 consult the Student Accounts Information Handbook. You can pick up a copy at the Student Service Center, LB 185, or download the handbook by going to www.concordia.ca.

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.

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

Going to the ASEQ office: 1134 Ste-Catherine St. W., Suite 700 Montreal, Que. H3B 1H4 (514) 789-8790 Toll free: 1 (800) 795-4423 Going online at: http://aseq.com

15

FIRSTCLASS EMAIL AND INTRANET

E-mail sent via FirstClass is the main mode of communication between the MBA Program Office and the Student

All students are assigned a FirstClass intranet account, activated during the first week of class. This account allows you access to the Internet, e-mail and the university’s computer-mediated conferencing system. The John Molson MBA Program will only send email to your on FirstClass email address. It is of the utmost importance that you check this e-mail account daily (mailbox and MBA Conference). Your other e-mail accounts (work and personal) can be forwarded to this account for convenience.

Where do I get the First Class Client Software?

Available for download at: http://www.johnmolson.concordia.ca/

Click on the “Intranet” button on the left and then on “Downloads”

What if I have problems?

Refer to the online help built into the FirstClass Client by choosing Help-Contents from the menu

(within the FirstClass Client) or check the FirstClass Help Guide

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

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

MBA/Conference Folder On your FirstClass desktop, you will find the MBA Conference Folder. In this folder there are the following sub-folders, which you will be referring to often throughout your studies:

• MBA Outlines & Schedules • MBA Important Info (registration Handbook, forms) • Grad Classifieds (books for sale) • MBA Awards & Scholarships • MBA Job Postings • MBA Photo Gallery

What if I don’t have the MBA Conference Folder on my FirstClass desktop? Email firstclasshelp@concordia.ca ASAP so that you don’t miss out on crucial information

16

FACILITIES

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 848-2424 ext. 7900. • Webster Library Group Study Rooms. There are four rooms located on the 4th floor, which may be

booked at the Circulation Desk. A minimum of three Concordia students in good standing are required to book a room. Valid ID cards from each student must be presented at the Circulation Desk in exchange for the key to the room. Rooms may be booked for up to two consecutive hours.

• Vanier Library Group Study Rooms. There are five group study rooms located on the third floor of the

Vanier Library. A minimum of two Concordia students in good standing are required to book a room. Valid ID cards from each student must be presented at the Circulation Desk in exchange for the key to the room. Rooms may be booked up to 7 days in advance by going to the Circulation Desk or phoning 848-2424 ext. 7770 during circulation service hours. Rooms may be booked for up to three consecutive hours. If the students who reserved a study room do not present themselves at the Circulation Desk on time, their booking will expire after a 10-minute grace period. Only one booking per day will be accepted from the same person.

• 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.

17

Library

The Webster Library on our downtown campus is located in the J.W. McConnell Building at 1400 de Maisonneuve Blvd. West, 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.

Electronic Resources

CLUES The libraries’ online catalogue is CLUES.

Databases Databases can be searched to help find references to the literature and other information resources in most subject areas. These databases and electronic journals can be accessed in the libraries and in most cases from off-site computers.

Laptops The library wireless laptops can be used inside or outside of the library. Most library computer workstations have internet access and Microsoft Office software. Almost all have USB ports and CD-read drives – some specialized multimedia stations also have CD and DVD burners. 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 http://ccs.concordia.ca/.

Please visit www.library.concordia.ca for more information on the library’s services.

18

CAREER SERVICES

John Molson School of Business Career Management Services The Career Management Services (CMS) counsels students and alumni from the John Molson School of Business. From job search strategies to résumé writing to interview skills to recruiter contacts, the CMS provides the tools and resources to connect you to career information and meaningful job opportunities. Located at 1450 Guy Street, MB 4-301, the CMS offers a variety of services and workshops to aid students with their career development. They manage on- and off-campus recruitment specifically for students in the JMSB and maintain an online job bank. To use the CMS’s services, please visit the CMS website and follow the two-step registration process (http://placement.concordia.ca/fmi/xsl/placement/registration.xsl) and follow the instructions provided. The CMS will confirm your registration by e-mail. Stay informed by reading your digital copy of Career Moves- the CPC digital newsletter which you will receive by email. It will keep you updated with event and workshop updates, career information and hot jobs on offer. The sooner you get started with the Career Management Services the better your likelihood to find your ideal job, so make sure you get to know your Graduate Career Advisor Bob Menard to lay down the foundation for a successful career path!

Bob Menard

Graduate Career Advisor John Molson School of Business, Concordia University

Tel: (514) 848-2424, ext. 2893 bmenard@jmsb.concordia.ca

http://www.johnmolson.concordia.ca/cms/

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

http://cdev.concordia.ca/CnD/crc/

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

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

19

COUNSELING AND DEVELOPMENT

The 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 Office

Hall Building, 1455 de Maisonneuve West, room: 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)

http://cdev.concordia.ca/

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

BEYOND THE CLASSROOM

The John Molson MBA Society The John Molson MBA Society works to enhance the MBA experience by providing you with opportunities to develop managerial experience and forge strong relationships with future leaders. Through an integrated framework of professional and social events, recreational activities and sports teams, the MBA Society encourages greater interaction between students, alumni, recruiters, guest speakers, and the business community. The society relies on your initiative and innovation to create new projects with other motivated students. To become an active member, send an e-mail to 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.

20

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. January 2011 will be our 29th time hosting the competition. 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, To volunteers or find out more about the MBA-ICC visit www.mbacasecomp.com

Women in Business Club 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,

Such as how to become a member or upcoming events, please email them at wibc@jmsb.concordia.ca

The John Molson School of Business French Coach The JMSB French Coach provides language coaching to business students who need to learn more about the francophone environment in which they hope to work. Language coaching classes, the club's core program, utilize business materials and industry jargon to engage students in conversation to improve their French communication skills at the beginner*, intermediate and advanced levels. Coaching classes, taught in French by qualified instructors, discuss current business trends, the nuts and bolts of working in French (presentations, emailing, informal meetings, on-the-phone) and job-seeking techniques (Interviewing Skills in French and Tips for writing your CV/Resume in French). Complimentary program activities include: French Buddy Program, Speaker Series, and Cultural Events. The club runs its programs on the semester schedule - Fall & Winter are a 10-week course and Summer is an 8-week course. A per-semester membership fee is required to attend all classes; other activities may include a modest participation fee.

For more information, go to www.frenchcoach.org and click on "Clubs" or email info@frenchcoach.org

*We encourage students that do not have any foundation in French to seek appropriate language instruction from Concordia's Continuing Education or other language schools. The club cannot accommodate absolute novice students at this time.

21

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

The CGSA 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.

Where does the CGSA fit into the Concordia Community?

Organization

Government Equivalent

Description and Services

GSA (Graduate Students’

Association)

Federal

Organization representing all graduate students at Concordia: arts & science, fine arts, engineering, commerce. CGSA has two seats on GSA council. GSA collects $45 from every graduate student; they return approximately $11.15 back as allocations; services provided included voice on Board of Governors, advocacy and administration of the group health care plan.

CGSA Provincial All commerce students at the graduate level at JMSB. This includes all certificates, diplomas and private MBA programs.

MBA Society

Municipal Represents MBA students specifically and coordinates activities and representation at a program level, including Speaker Series and various other events.

Why is CGSA here?

This year, the CGSA 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 www.cgsa-concordia.com or email the CGSA at cgsa@jmsb.concordia.ca

22

COURSE DESCRIPTIONS

Please note

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

Part 1 - Core Courses

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 Statistical Models for Business Decisions (3 credits)

This course focuses on the applications of statistical techniques that are frequently used in data analysis and managerial decision-making. Topics include inference on means of several populations; correlation and multiple regression analysis; elements of logistic regression; time series regression and forecasting. Applications of these techniques in various businesses functions such as finance, human resources management, managerial accounting, marketing, and operations management are studied through problems and cases using computers.

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.

23

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, the 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.

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.

24

MBA 622 Business Policy and Strategy (3 credits) Prerequisites: MBA 606, MBA 607, MBA 608, 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 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.

25

PART II – Electives

Option 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 Javier Lee, MB 11.127, 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 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

Overview 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.

Objectives 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:

26

• 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 information and referral and assistance • Encourage and support social entrepreneurship and socially responsible enterprises • Promote activities that balance environmental, social and economic interests.

Specific Activities 1. MBA 695 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 8 courses (24 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. Information and Referral and Volunteer Assistance Communities can request volunteer assistance for specific projects. 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

• Think Tanks: Students, faculty and staff participate in partnerships and collaborative efforts that

support community and economic development initiatives. 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, Coordinator

MBA Community Service Initiative (MBA CSI) John Molson School of Business

Concordia University 1455 de Maisonneuve Blvd., West, MB 11.109

Montreal, Quebec, Canada H3G 1M8 Tel: (514) 848-2424 ext. 2790; Fax: (514) 848-2816

E-mail: dmckenzie@jmsb.concordia.ca

27

ELECTIVES Please also refer to pages 46-49 for additional electives offered in the M.Sc. in Administration Program.

ACCOUNTANCY

ACCO 691 BUSINESS VALUATIONS Prerequisite: 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. 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.

DECISION SCIENCES & MIS

DESC 664 NEGOTIATION AND E-NEG MANAGEMENT SUPPORT Co-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 they buyer the company was bought for 80% more, than they would accept. Another company went bankrupt because neither the union nor the company were 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.

28

DESC 695D DATA MINING TECHNIQUES Prerequisite: MBA 608 (Description will be provided by the department)

DESC 695F MANAGERIAL FORECASTING Prerequisite: MBA 608 Reliable managerial forecasts of business variables must often be obtained against a background of structural changes in markets. This course presents techniques and methods used in the private and public sectors to prepare short-term and long-term forecasts. The course focuses on the theory and applications of the most widely used methods of forecasting including decomposition methods, moving averages, exponential smoothing and the Box-Jenkins modeling, technological forecasting, and growth curves. Recent approaches in forecasting such as artificial neural networks will also be introduced. Business and economic database will be analyzed using statistical software packages and/or Excel with statistical add-ins.

DESC 695P PROJECT MANAGEMENT

In today’s fast-paced world, organizations that practice sound project management methods have a competitive advantage because competition is rapidly becoming time-based as well as cost-based. This course gives you a fast-track approach to managing your information systems projects. You will learn the essential steps in setting up your project plans, scheduling your work, monitoring progress and exercising control to achieve desired project results. The approach outline in this course is based on what is considered best practice in the field. If you follow the method presented in the course, you will increase the probability that you can meet critical performance, cost and schedule targets. Admittedly, there is a lot more to project management than can be presented in this course, but if you learn the essence of the tools, you can go on from there to increase your skill.

DESC 695S STATISTICAL SOFTWARE FOR DATA MANAGEMENT AND ANALYSIS

The course presents the principles and techniques of widely used statistical software systems, such as SAS, for data management (information storage and retrieval), data modification, file handling, and statistical analysis and reporting. The course also covers special features such as graphics, SQL and the use of SAS Macro facilities in writing flexible codes, software and/or library interfacing and the basics of data mining.

FINANCE

FINA 663 SEMINAR IN CORPORATE FINANCE Prerequisite: 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.

29

FINA 682 INTERNATIONAL FINANCIAL MANAGEMENT Prerequisite: 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 MANAGEMENT Prerequisite: MBA 614

A study of the theory and practice of diversification, the capital market pricing theory, and portfolio management techniques.

FINA 685 OPTIONS & FUTURES Prerequisite: MBA 614

The 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 MANAGEMENT Prerequisite: FINA 685

This 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.

FINA 691 SEMINAR IN REAL ESTATE FINANCE Prerequisite: 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.

30

FINA 695B CREDIT CRISES AND GLOBAL BUBBLES Prerequisite: FINA 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 ACQUISITIONS Prerequisite: MBA 614

Merger 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 TRADING Prerequisite: 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 ISSUES Prerequisite: 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.

31

FINA 695H CANADIAN PERSPECTIVE ON GLOBAL BANKING Prerequisite: 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 RELATIONS Prerequisite: 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 in agency and corporate investor relations as well as the international financial media for over twenty years.

FINA 695L SPECIAL TOPICS – CASES IN FINANCE Prerequisite: 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 Javier Lee by email at jlee@jmsb.concordia.ca.

32

FINA 695M MANAGING ASYMMETRIC INFORMATION Prerequisite: 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 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 Javier Lee by email at jlee@jmsb.concordia.ca.

FINA 695N BEHAVIOURAL FINANCE Prerequisite: 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 FINANCE Pre-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 695V VENTURE CAPITAL Prerequisite: 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.

33

MANAGEMENT

MANA 683 ENTREPRENEURSHIP AND SMALL BUSINESS Prerequisite: 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 STRATEGIES IN ACTION: CASE COMPETITION

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 Javier Lee (MB 11.127) 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 TECHNOLOGY Prerequisite: 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.

34

MANA 695C MANAGEMENT OF CHANGE Prerequisite: 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 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 CONSULTING Prerequisite: 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.

35

MANA 695H HUMAN RESOURCE MANAGEMENT Prerequisite: MBA 609

It is now widely recognized that in an increasingly service oriented and dynamic, complex and competitive business environment, people are the prime source of a company’s competitive advantage. Senior human resources managers are now key participants on a company’s strategic planning committee. This course will provide you with the conceptual, analytical and practical tools needed to effectively recruit, motivate, develop, reward and retain an organization’s key asset, its employees. Topics covered include job analysis, recruitment and selection, training and development, performance management and compensation, health and safety, employee rights and discipline, as well as labour relations and the legal framework of human resources 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 ANALYSIS Prerequisite: 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.

36

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 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.

37

MANA 695S DEVELOPING INTERPERSONAL AND MANAGERIAL SKILLS Prerequisite: 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 695U SUSTAINABLE BUSINESS STRATEGY

This course explores how businesses can create competitive advantage through embracing issues of environmental and social sustainability into their core business strategies. Though these issues have gained prominence in recent years, many firms are still ill-equipped to successfully address these issues in their own business. Thus, this course focuses on developing your understanding of the opportunities around sustainability, and what you can do to develop sustainable action in your companies. In particular, the specific objectives of this course include: Developing an understanding and appreciation of the complex interaction of economic, regulatory, technological, and social factors that shape how businesses react and respond to sustainability. Applying concepts from our readings, discussions, and cases to organizations to analyze and improve their own actions from a sustainability perspective. Analyzing and developing effective strategies for gaining competitive advantage through sustainable action. Developing an individual perspective on how these issues impact as you engage in your personal and professional lives

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

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.

38

MARKETING

MARK 671 CONSUMER BEHAVIOR Prerequisite: 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 MARKETING Prerequisite: 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 MARKETING Prerequisite: 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 COMMUNICATIONS Prerequisite: 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.

39

MARK 695D SEMINAR ON EXPERIENCE MARKETING Prerequisite: 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 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 SELLING Prerequisite: 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 MARKETING Prerequisite: 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.

40

Academic Calendar 2010-2011

Summer Term 2010 - Registration - Wednesday March 17

Monday, May 3 First term Summer session begins

Monday, May 10 DNE deadline for first term Summer session courses

ADD deadline for first term Summer session courses

Monday, May 24 Victoria Day, University closed

Monday, May 31 DISC deadline for first-term Summer session courses

Tuesday, June 15 Last day to apply for re-evaluation of courses ending in April 2010

Wednesday, June 16 Last day of classes for first term Summer session

Thursday, June 17 Final exam period for Summer I begins

Wednesday, June 23 Final exam period for Summer I ends

Tuesday, June 22 Spring Convocation, John Molson School of Business

Thursday, June 24 Fête Nationale, University closed

Monday, June 28 Classes begin second term Summer session

Thursday, July 1 Canada Day, University closed

Monday, July 5 DNE deadline for second-term Summer session courses

ADD deadline for second-term Summer session courses

Thursday, July 15 Last day for students to apply for Fall Convocation

Tuesday, July 27 DISC deadline for second-term Summer session courses

Thursday, August 12 Last day of classes for two term and second term Summer session

Friday, August 13, Final exam period for Summer II begins

Thursday, August 19 Final exam period for Summer II ends

Fall Term 2010 - Registration - Wednesday March 31 Monday, September 6 Labour Day, University closed Tuesday, September 7 Classes begin Opt-out period for GSA Health Insurance fee (Sept. 7 to Sept. 21) Wednesday, September 15 Final submission date of theses (including all required modifications) for students who have applied for Fall Convocation Monday, September 20 DNE deadline for withdrawal from Fall 2010 (/2 courses) ADD deadline for Fall 2010 courses (/2 courses) Friday, October 1 Last day to apply for re-evaluation of courses ending in August 2010 Monday, October 11 Thanksgiving Day, University closed Sunday, October 31 DISC deadline for withdrawal from Fall 2010 courses (/2 DISC) TBA Fall Convocation Monday, December 6 Last day of classes, Fall term courses Tuesday, December 7 Make‑up day for classes scheduled on Monday, October 11 Wednesday, December 8 Final Exam Period begins Tuesday, December 21 Final Term Exam Period ends

41

Winter Term 2011 - Registration - Wednesday March 31 Monday, January 3 Classes begin for Winter term courses Opt-out period for GSA Health Insurance fee (Jan. 3 to Jan. 17) TBA 30th Annual John Molson International MBA Case Competition Saturday, January 15 Last day for students to apply for Spring Convocation Sunday, January 16 DNE deadline for withdrawal from Winter 2011 (/4 courses) ADD deadline for Winter 2011 courses (/4 courses) Tuesday, February 1 Last day to apply for re-evaluation of courses ending in December 2010 Monday, February 21 Mid-term break begins Friday, February 25 Mid-term break ends President’s Holiday, University closed Saturday, March 5 DISC deadline for withdrawal from Winter 2011 (/4 courses) Saturday, April 9 Last day of classes, Winter term Monday, April 11 Final Exam Period begins Friday, April 22 University Closed Saturday, April 23 University closed Sunday, April 24 University closed Monday, April 25 University Closed Saturday, April 30 Final Exam Period ends

42

Summer 2010 Class Schedule MBA Program 

Summer ‐ Session I May 3 ‐ June 16, 2010 

   Monday  Tuesday  Wednesday  Thursday  Saturday 

08:45‐11:30     MBA 618/1 AA 

MB‐5.275 B. SOMERS 

   MBA 618/1 AA 

MB‐5.275 B. SOMERS 

11:45‐14:30             

  

MBA 609/1 AA H 629 

 J. SACKSNER 

MBA 615/1 AA H‐605 

P. CABREJO 

MBA 609/1 AA H 629 

 J. SACKSNER 

MBA 615/1 AA H‐605 

P. CABREJO   

MBA 628/1 AA H‐631 

R. CAMPBELL 

MBA 622/1 AA H 613 

H. CAMPBELL 

MBA 628/1 AA H‐631 

R. CAMPBELL 

MBA 622/1 AA H 613 

H. CAMPBELL   17:45‐20:15 

FINA 683/1 AA MB 3.435 E. WONG 

MARK 695A/1 AA MB‐3.435 H. SIMPKINS 

FINA 683/1 AA MB 3.435 E. WONG 

MARK 695A/1 AA MB‐3.435 H. SIMPKINS 

  

Summer ‐ Session II June 28 ‐ August 12, 2010 

   Monday  Tuesday  Wednesday  Thursday  Saturday 

08:45‐11:30    

  

        

14:45‐17:30 MBA 616/1 CA 

MB 6.240 M. SHARMA 

  MBA 616/1 CA  MB 6.240 M. SHARMA 

   

MBA 614/1 CA MB 6.240 W. ELALI 

MBA 610/1 CA MB 2.435 B.BARBIERI 

MBA 614/1 CA MB 6.240 W. ELALI 

MBA 610/1 CA MB 2.435 B.BARBIERI    

MBA 691/1 CA MB 2.435 

P. VOGOPOULOS 

MBA 625/1 CA MB 6.240 

H. CAMPBELL 

MBA 691/1 CA MB 2.435 

P. VOGOPOULOS 

MBA 625/1 CA MB 6.240 

H. CAMPBELL    

17:45‐20:15 

MANA 695O/1 CA MB 2.445 J. RIVEN 

FINA 695O/1 CA MB 2.445 

L.. CHARBONNEAU 

MANA 695O/1 CA MB 2.445 J. RIVEN 

FINA 695O/1 CA MB‐ 2.445 

L.. CHARBONNEAU   

Summer May 3 to August 12, 2010 

On‐line MANA 695T/1 BA P. SHRIVISATAVA 

updated May 5th, 2010 Concordia University schedules can be found at http://regsis.concordia.ca/class_schedule/ww701.html?referID=cs_tab_li  

43

Fall 2010 Class Schedule MBA Program 

FALL 2010: September 7 ‐ December 6, 2010    Monday  Tuesday  Wednesday  Thursday  Friday  Sunday 

07:00‐08:30 FINA 695N/2 A 

MB 6.240 R. Atanasiadis 

DESC 695P/2 A MB 6.240 M. Rossin 

FINA 695N/2 A MB 6.240 

R. Atanasiadis 

DESC 695P/2 A MB 6.240 M. Rossin 

     

   MBA 606/2 A MB 6.240 

A. Hochstein 

MBA 608/2 A MB 6.240 D. Morin 

MBA 691/2 A MB 6.240 T. Field 

  

08:45‐11:30 

     MBA 615/2 A MB 6.260 

G. Blanchard      

MBA 609/2 A MB 6.240 

S. Appelbaum 

MBA 625/2 A MB 6.240 M. Carney 

MBA 610/2 A MB 6.240 B. Barbieri 

MBA 607/2 A MB 6.240 M. Sellors 

  

11:45‐14:30 

     DESC 664/2 A MB 6.260  G. Kersten 

MANA 695E/2 A MB 6.260 U. Wassmer 

  

9:00‐11:45  

FINA 695V/2 A MB 6.240 K. Soufani 

ACCO 691/2 A MB‐ S2.105  M. Magnan 

MANA 683/2 A MB 6.240 

A.B. Ibrahim 

MBA 614/2 A MB 6.240 E. Wong 

        

14:45‐17:30 

     MBA 622/2 B MB 6.260 M. Carney 

        

MBA 607/2 BB MB 6.260 

T. Kopczynski 

MBA 608/2 BB MB 4.206 D. Doreen 

MBA 607/2 AA MB 6.240 H. Syed 

 MBA 606/2 AA MB 6.240 J. Slater 

MBA 610/2 BB  MB‐ 2.435 B. Delorme 

  

MBA 608/2 AA H‐ 439  

D. Doreen 

MBA 609/2 AA MB 6.240 

S. Appelbaum 

MBA 616/2 AA MB 6.260 S. Goyal 

MBA 618/2 AA MB 6.260 B. Somers 

     

MBA 622/2 AA MB 6.240 U. Wassmer 

MBA 628/2 AA FG‐ B080  

T. Kopczynski 

FINA 695F/2 AA MB 12.254 M. Gerov 

FINA 685/2 AA MB‐ S2.115 L. Shanker 

     

MANA 695H/2 AA 

MB‐ 2.435  A. Dresner 

DESC 695S/2 AA 

MB‐ S2.135  K. Dzieciolowski 

  MANA 695U/2 AA

MB‐ S2.210  R. Paquin 

     

17:45‐20:15 

  

MARK 695D/2 AA 

 MB 6.260   J. Le Bel    

MANA 691/2 AA Dickson Jay MB‐ S2.401  

 *17:45 ‐ 22:45 * 

     

On‐line MANA 695T/2 X P. Shrivastava 

updated September 3rd, 2010 

44

Concordia University schedules can be found at http://regsis.concordia.ca/class_schedule/ww701.html?referID=cs_tab_li  

Winter 2011 Class Schedule

MBA Program WINTER 2011: January 3 ‐ April 9, 2011 

   Monday  Tuesday  Wednesday  Thursday  Saturday  Sunday 

07:00‐08:30 FINA 691/4 A MB 6.240 

J. Mannadiar   

FINA 691/4 A MB 6.240 

J. Mannadiar    

     

08:45‐11:30 MBA 608/4 B MB 6.240 D. Morin 

MBA 618/4 A MB 6.240 

A. Hochstein 

MBA 607/4 B MB 6.240 C. Cho 

MBA 606/4 B MB 6.240 J. Slater 

MBA 616/4 A MB 6.240 S. Goyal 

MBA 615/4 B MB 6.240 

TBA 

MBA 614/4 B MB 6.240 A. Ahmad 

MBA 610/4 B MB 6.240  J. Le Bel 

11:45‐14:30 

  FINA 695E/4 A MB 6.260 S. Betton 

MBA 625/4 B MB 6.260 

TBA 

MANA 695S/4 A MB 6.260 

R. Oppenheimer 

10:00‐12:45  

MANA 695G/4 A MB 6.240 

M. Farashahi 

  

MANA 695B/4 A MB 6.240 W. Taylor  

MBA 609/4 B MB 6.240 

S. Appelbaum  

MBA 628/4 A MB 6.240 

E. Boulianne 

FINA 663/4 B MB 6.240 H. Bhabra 

     

14:45‐17:30 

  MBA 622/4 A MB 6.260 U. Wassmer 

           

MBA 610/4 AA MB 6.260  J. Le Bel 

MBA 608/4 CC MB 6.240 D. Doreen 

MBA 606/4 BB MB 6.240 J. Riley 

MBA 607/4 CC MB 6.240 

T. Kopczynski      

MBA 625/4 AA MB 6.240 H. Campbell 

MBA 615/4 BB MB 6.260 

TBA 

MBA 616/4 BB MB 6.260 S. Goyal 

MBA 614/4 BB MB 6.260 I. Rakita 

     

DESC 695F/4 AA MB‐ S2.465  D. Kira 

DESC 695D/4 AA MB‐ S2.105  

K. Dzieciolowski 

MBA 618/4 BB H ‐ 621 

B. Somers 

MBA 691/4 AA H ‐ 621 T. Field 

     

MANA 695C/4 AA  MB‐ S2.285 S. Appelbaum 

FINA 683/4 AA H‐ 611  E. Wong 

MANA 695P/4 AAMB‐ S2.285  P. Sharma  

        

17:45‐20:15 

  MARK 671/4 AA 

H 623 G.Saad 

           

updated July 14th, 2010 Concordia University schedules can be found at http://regsis.concordia.ca/class_schedule/ww701.html?referID=cs_tab_li  

45

M.Sc. Course Descriptions MSCA 601 FINANCIAL ECONOMICS The course covers aspects of microeconomics and financial economics, including analysis of consumer behaviour and demand; general equilibrium and welfare; investment decisions under certainty; utility theory; time-state preference; and portfolio theory and capital market equilibrium. The course also introduces behavioural approaches alongside the neoclassical and explores how the two coexist. 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. MSCA 603 ADMINISTRATIVE THEORY This course will review the important developments in administrative and behavioural thinking and focus on the work of management scholars who have made significant contributions to the practice of management. The course will span the various levels of organization analysis (individual, group, organization and environment) and a variety of perspectives on organizational behaviour, organizational theory and administrative thought. Students are expected to understand and be able to critically assess the impact of concepts, theories, and scholarly contributions of material covered. MSCA 604 MANAGERIAL ECONOMICS This course begins with a rigorous review of microeconomic theory including analysis of consumer behavior and demand, the theory of production and supply, optimal price and output determination by firms, and the concept of market equilibrium. Within this frame-work the course will examine specific finance theory issues clarified by microeconomic theory. MSCA 611 RESEARCH METHODOLOGY - FINANCE This seminar is intended to prepare students to conduct econometric analysis in financial research. The material builds on the topics covered in the core course MSCA 602 (Applied Linear Statistical Models) 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 612 RESEARCH METHODOLOGY – MANAGEMENT This course will provide students with the basic tools needed to conduct systematic research in organizations. The emphasis will be on how scientific research principles can be used to identify and understand organizational problems and guide corrective action. The course will provide a general understanding of psychometric theory and measurement including internal validity, external validity, reliability, and questionnaire and interview design. Applied research methodologies including experiments, quasi-experiments, surveys, and program evaluation will be covered. Various qualitative research methods (e.g., case analysis) will also be addressed. MSCA 613

46

RESEARCH METHODOLOGY - MARKETING The objective of this course is to provide a basic understanding of the research process and a knowledge of the methods which will be required in the design and execution of scientific research projects to answer business problems. The 0course will help the students to develop the skills needed to assess the feasibility and potential contribution of proposed studies, and critically evaluate the results of research projects reported by others. The focus of the course is research methodology rather than specific substantive issues in marketing. However, the applications of the relevant research methods will be reviewed through discussions of exemplary articles published in the leading marketing journals. The specific research methods covered and the relative emphasis each method gets will vary from one year to another to reflect the current research trends in marketing. Some of the cornerstone topics of this course will be theory construction, measurement, reliability and validity issues, overview of different data collection methods from respondents, and internal and external validity issues in experimental design in social sciences. 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 strategies for using them for arbitrage, hedging, and speculative purposes are discussed. MSCA 642

47

EMPLOYEE DEVELOPMENT This seminar will provide the theory, concepts, and techniques necessary for the effective long-term development of employees. Areas covered include: training (needs analysis, program design, delivery, administration and evaluation), employee career development, organizational socialization and entry practices, career paths, strategic responses to technological change and employee obsolescence, downsizing, relocation, and retirement. MSCA 643 MOTIVATION, EVALUATION, COMPENSATION AND REWARDS This course reviews critical elements that influence worker motivation, including job design, management and compensation. Major motivation theories will be reviewed and evaluated. Current compensation and performance appraisal systems will be assessed. Students will learn to critically assess motivation theories and practices, as well as the research methods used in this field. MSCA 645 ORGANIZATIONAL THEORY & DESIGN 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, inter-dependencies, 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 652R ESSENTIALS OF ENTREPRENEURSHIP This overview seminar course in Entrepreneurship is aimed 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. Questions such as: What is entrepreneurship? How does it influence the longevity and success of firms? What factors lead to success of entrepreneurial ventures? How individuals can nurture and exploit their entrepreneurial spirit in different contexts are examined. By the end of the course, each student will develop a case study of a private or public firm in for- or not-for profit sector, aimed for publication in a peer reviewed journal. Students will start with exercises aimed to understand the current internal and external context of a firm and its historical development. This understanding is used to diagnose the extent of entrepreneurial orientation of the selected firm. The case culminates with recommendations to further enhance the entrepreneurial orientation of the firm to enable and sustain its success. MSCA 665 MARKETING COMMUNICATIONS This main objective of this research seminar is to understand the communication process between a company and its markets or other publics. In particular, the focus will be on how specific theories and theoretical frameworks can be used to answer specific questions related to marketing communications. Selected theories, findings, hypotheses and techniques from several disciplines, such as social psychology, sociology,

48

anthropology, political science and marketing, are studied and evaluated in the context of developing the marketing communications program. More emphasis is given to mass communications than to personal communications MSCA 668 NEW PRODUCT INNOVATION AND MARKETING This seminar acquaints students with well-known approaches to managerial decision-making and research in the area of Product Innovation and New Product Marketing. Analytical approaches presented in recent publications, combined with some important “classics”, will be stressed. The course focuses primarily on new product development/marketing and attempts to cover a variety of topics, strategies, phases and analytical approaches relevant to this subject area. MSCA 672G SEGMENTATION AND POSITIONING IN MARKETING 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 and preferences 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 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 such as BMDP, SPSS, SAS, and other software shared by researchers and academicians. MSCA 683 SEMINAR IN MULTIVARIATE DATA ANALYSIS The course attempts to address issues arising from handling multi-dimensional measurements in both business research and applications. Since a wide range of statistical methods are available for tackling different types of multivariate problems, a careful selection of such tools is made to cover those that are most commonly used in practice. These include methods of dimensionality reduction to better visualize and understand complex data, structured approaches in studying inter-relationships between the measured variables, analysis of dependency and different classification techniques for the analyses of business problems. The course emphasizes the understanding of the intuition and rationale behind each method introduced, as opposed to a more mathematical approach usually taken in a classical multivariate analysis course. Consequently, discussion of probabilistic distributional theory will be kept to a minimum. The mathematical aspect of a method will be discussed only if it helps the understanding of the purpose and application of the method. Examples from various disciplines will be employed to illustrate different techniques. While statistical computation is an integral part of implementing the introduced techniques, focus is on statistical ideas rather than details of calculation, though the course makes extensive use of computer output

49

JMSB GRADUATE PROGRAMS CONTACT DIRECTORY

Name Title Contact Information

Masters and Graduate Diploma Programs

Dr. Alan Hochstein Associate Dean Graduate Programs

Email: ahoch@jmsb.concordia.ca Phone: (514) 848-2424 ext. 2729 Office: MB 11.125

Javier Lee Assistant Director MBA and Graduate Programs

Email: jlee@jmsb.concordia.ca Phone: (514) 848 2424 ext. 2714 Office: MB 11.127

Ayanna Durant Graduate Programs Assistant Email: adurant@jmsb.concordia.ca Phone: (514) 848 2424 ext. 2708 Office: MB 11.122

Arthur Kazakian Departmental Assistant, Graduate Programs

Email: gradprograms@jmsb.concordia.ca Phone: (514) 848 2424 ext. 2727 Office: MB 11.115

Graduate Admissions

Cynthia Law Manager, Graduate Admissions & Enrolment

Email: cynthia@jmsb.concordia.ca Phone: (514) 848 2424 ext. 2707 Office: MB11.117

Lea Mirabilia Admissions Officer Email: lea@jmsb.concordia.ca Phone: (514) 848 2424 ext. 2717 Office: MB 11.106

Donna Romanini Admissions Coordinator, Graduate Programs

Email: donroma@jmsb.concordia.ca Phone: (514) 848-2424 ext. 2718 Office: MB.11.129

Theresa Wadey Admissions Coordinator, Graduate Programs

Email: tsara@jmsb.concordia.ca Phone: (514) 848-2424 ext. 2744 Office: MB 11.130

M.Sc. & Ph.D. Programs

Harjeet Bhabra Associate Dean Research and Research Programs

Email: bhabra@jmsb.concordia.ca Phone: (514) 848-2424 ext. 2909 Office: MB 11.333

Karen Fada Program Assistant Email: kfada@jmsb.concordia.ca Phone: (514) 848-2424 ext. 4149 Office: MB 11.331

Career Management Services

Gerry Hughes Director Career Management Services

Email: ghughes@jmsb.concordia.ca Phone: (514) 848-2424 ext. 4246 Office: MB 04.305

Bob Menard Graduate Career Advisor Career Management Services

Email: bmenard@jmsb.concordia.ca Phone: (514) 848-2424 ext. 2893 Office: MB 04.305

Institute for Cooperative Education

Alex Bottausci MBA Coordinator Institute for Cooperative Education

Email: alex.bottausci@concordia.ca Phone: (514) 848-2424 ext. 3953 Office: BE 341-15

50