ACADEMIC COUNCIL AGENDA - Royal Roads University · RRU Research in DSpace: A phased approach . RRU DSpace is intended to be the primary institutional repository for storing and disseminating

ACADEMIC COUNCIL

AGENDA

MEETING OF WEDNESDAY 21 OCTOBER 2009 3:00 PM IN HC 315

1. Call to Order S. Grundy 3:00

2. Approval of the Agenda

3. RRU Research in DSpace R. Croft/D. Zornes

4. Approval of Minutes of 16 September 2009 3:30

5. Standing Committee Reports

a) Admissions Committee R. Mason b) Awards Committee G. Campden c) Curriculum Committee M. Heinz

I. MBA International Program Proposal S. Grundy Motion: To approve MBA International Program Proposal

II. Revised MBA Proposal S. Glover/P. Márquez Motion: To approve the proposed revisions to the MBA Degree

III. New Course Proposals Motion: To approve new course SOSC 700 B. Schissel Motion: To approve new course SOSC 710 B. Schissel Motion: To approve new course INDS 500 M. Heinz

IV. Master’s degree credit reduction proposal M. Heinz Motion: To approve a minimum requirement of 30 credits for Masters degrees

6. New Business, Announcements, and Communications

7. Adjournment by 4:30

AC 21 Oct 09 Page 1 of 94

ACADEMIC COUNCIL

MINUTES

MEETING OF WEDNESDAY 16 SEPTEMBER 2009 3:00 PM IN HC 315

PRESENT ELECTED MEMBERS EX OFFICIO MEMBERS Voting Niels Agger-Gupta Connie Carter Jim Bayer Steven Glover Mary Bernard Janna Jorgensen Thomas Chase (Chair) Ingrid Kajzer-Mitchell Steve Grundy Darryl Karleen Pedro Márquez Charles Krusekopf Roberta Mason Gerry Nixon Marilyn Taylor Non-Voting Doug Hamilton Rosemary Tulett (recording) REGRETS Allan Cahoon Carolin Rekar Munro Katie Klassen Erich Schellhammer Will Low Michael Young GUESTS Gwen Campden, Matthew Heinz, Cyndi McLeod, Jean Slick, Dan Tulip

_________________________________________________________________________________ 1. Call to Order 3:00 p.m. 2. Approval of the Agenda CARRIED

3. Introduction of VP Marketing, Recruitment & Business Development C. McLeod

a) Cyndi McLeod officially welcomed by Royal Roads University Academic Council b) Website redesign leading to increased interest in RRU programs c) C. McLeod and team to develop a thematic, targeted marketing approach for print ads, online &

social media, and RRU’s international profile d) C. McLeod intends to seek input from executive team, deans, faculty, industry, military, and First

Nations


4. Financial Update from VP Finance and CFO D. Tulip a) RRU’s current cost structure is not sustainable. Financial reports as of 31 July 2009 suggest a

year-end deficit of $1 million (stemming in large part from a $1.4 M shortfall in tuition revenue) b) RRU is continuing to grow our revenue sources—including establishing a BCom program in Hong

Kong, and by investing in marketing & sales—but discretionary spending needs to be further reduced

c) If we achieve what is in the new Strategic Plan—including increased enrolments in Asia and more international students coming to our campus—we can ensure sustainability (35% growth over five years = only 140 additional students per year)

d) Discussion ensued re investing in students, retention strategies, alumni, & program performance

The Chair thanked both Vice-Presidents for their willingness to attend Academic Council periodically for purposes of information sharing.

5. Approval of the Minutes of 19 August/3 September 2009 M/S Agger-Gupta/Kajzer-Mitchell Approved with the addition to #6 c) iii that M. Taylor had requested more equity in the way in which program resdesigns are budgeted and supported. CARRIED

6. Business Arising None

7. Announcements, Communications and Questions

a) Strategic Plan Timeline – Town Hall 24 September; final draft to Board 5 November; work then begins on revising subsidiary plans (academic plan, sustainability plan, etc.)

b) Jo Axe congratulated for having successfully defended her doctoral dissertation c) Gerry Nixon thanked as he steps down from Academic Council in advance of his retirement d) Vancouver Alumni event - 150 alumni attended, with Peter Robinson addressing the event e) Council agreed to invite C. McLeod and D. Tulip to attend on a quarterly basis f) Tri-council student applications for scholarships to go out these next months; G. Campden

willing to help with advice re faculty letters of appraisal g) Ann Dale’s Canada Research Chair - renewed for a further 5 years h) FOM—New core faculty member Geoff Archer i) FSAS – New core faculty members Kenneth Christie (SPCM) and Bernard Schissel (DSocSci) j) DSocSci Program—Application process now closed, with an upper limit of 10 to be accepted

8. Standing Committee Reports

a) Admissions Committee – Committee to meet 21 September R. Mason b) Awards Committee – 2 new student loan initiatives in process: G. Campden

I. Al Moammar Microcredit Fund (interest-free loans to teams; managed by VanCity II. Ernest and Rachel Fox Fund (interest free loans; offered by Victoria Foundation)


c) Curriculum Committee M. Heinz I. Modifications to MAIS Redesign approved by Academic Council 17 June 2009

M/S Hamilton/Márquez – To approve this 4-part motion of modifications CARRIED i. Motion 1: To approve laddering of RRU graduate certificates into the MAIS for

up to 12 credit hours ii. Motion 2: To approve individual listing of RRU certificate courses (as permitted

by certificate administrators) in course selection listing for MAIS students iii. Motion 3: To approve offering MAIS students the option of completing a

course-based version of the degree iv. Motion 4: To approve laddering of external, for graduate credit, certificates into

the MAIS for up to 12 credit hours

Discussion: Whether current policy of June 2005 requires including a research

component - R. Mason agreed to look into this Whether guidelines may be needed for acceptance of external certificates

II. INDS 510 Social Science Research Methods M. Heinz

M/S Hamilton/Bayer To approve new course INDS 510 (with revised title) CARRIED (title changed from Social Scientific Research methods)

III. DEMN 520 The Domains of Disaster Management: Constructs and Key Elements J. Slick M/S Hamilton/Bayer To approve new course DEMN 520 CARRIED 9. New Business

a) Student Card Policy R. Mason M/S Mason/Jorgensen To approve the policy on student cards CARRIED

b) Academic Council Script for Student Web Portal – draft for info J. Jorgensen 10. Adjournment: M/S Nixon/Márquez 4:30 p.m.

NEXT MEETING

WEDNESDAY 21 OCTOBER 2009 3:00 IN HC 315


RRU Research in DSpace: A phased approach

RRU DSpace is intended to be the primary institutional repository for storing and disseminating digital scholarly work created by RRU learners, faculty and staff, and a showcase of RRU’s research and history. The DSpace software is widely used by post-secondary institutions around the world and helps create worldwide exposure for university research. DSpace is intended to become a central and secure way to promote RRU’s research and historical material to a global audience through open access. For more information about DSpace, including its open source platform, visit http://www.dspace.org/index.php/ .

The Library has been working with IT to put DSpace into production for the past several months, and the technical customizations have almost been completed. The Library is intending to populate DSpace in a three phase approach. This phased approach is proposed in order to ensure the activities can be subsumed in existing workloads, and to ensure consistency of quality and reputation with regards to the ‘university’ presence of Royal Roads.

Phase 1 (already underway)

Student theses are added to DSpace, making them publicly accessible in fulltext online for the first time. The theses will be added using the Creative Commons licensing model http://creativecommons.ca/

Historical materials from the University Archive will also be added to DSpace making photographs and digital reproductions of documents regarding past tenants of the RRU property accessible to the community.

University documents of record, such as Academic Council minutes, policy documents, etc., will be added as appropriate.

Phase 2 (will begin as soon as possible)

Faculty (core and adjunct faculty) research is added to DSpace. Faculty will be welcome to add their articles, research and conference presentations to DSpace. It is hoped that DSpace would be a first place to go to pull together publication lists for faculty. Abstracts for research proposals could be added to Dspace as well.

Phase 2a (will be considered following a review of Phase 2 above after 12 months) and will allow other staff and potentially associate faculty to add their research to Dspace. A process for this will need to be determined.

Phase 3

A limited selection of student graduating papers, as determined by the Associate Deans of the two faculties, are added to DSpace, also using a Creative Commons license. A selection of graduating projects would be nominated by the schools and forwarded to the Associate Deans for final selection. It


http://www.dspace.org/index.php/�http://creativecommons.ca/�

is suggested that initially the papers selected be those that are nominated for the governor’s general award(s).

Phase 3a (will be considered following a review of Phase 3 above) and will look at how other projects of particular merit, beyond those nominated for the governor’s general award(s), can be included.

A sample of theses and historical material has already been added to DSpace for testing purposes, and this sample of RRU research will continue to be built on in the phased manner outlined above


Curriculum Committee Proposal Cover Sheet

1. Type of Submission (Please check one only)

New Program

Revised Program

New Course

Revised Course

Curriculum or Credit Change

2. Name of Submission, i.e. course, program, etc. (box will expand with text entry)

MBA International Executive Management

3. Have you consulted with the following RRU Services? (Please check)

CTET

Library

Marketing

Registrar

University Life

Logistics

4. Additional Comments (box will expand with text entry)

Please see attached proposal


Asia Operations

and

Faculty of Management

Master of Business Administration

with a Specialization in

International Executive Management

Revised Program Description and Courses

(Version 6.3 – Sept 25, 2009)

Submitted to Academic Council by: Courses re-developed by:

Dr. Steve Grundy, Associate VP & CIO Dr. Dennis Wong, Asia Operations

Dr. Pedro Marquez, Dean, FOM Dr. Dennis Ray, FOM

Mr. Eric Hwang, Director, Asia Operations


CONTENTS

Summary of Program Revisions ........................................................................................................................................ 4

Rationale of Program Revisions ......................................................................................................................................... 4

Goals .............................................................................................................................................................................. 4

Historical Context .......................................................................................................................................................... 5

Faculty of Management Involvement ........................................................................................................................... 6

The Revised MBA Program ................................................................................................................................................ 6

MBA Conceptual Framework ........................................................................................................................................ 6

Program Objectives ....................................................................................................................................................... 8

Overview of the Revised Program ................................................................................................................................. 9

Revised Program Highlights ........................................................................................................................................... 9

Basic Course Design ..................................................................................................................................................... 10

Proposed Courses: ....................................................................................................................................................... 12

Degree Designation ..................................................................................................................................................... 15

Learning Domains and Learning Outcomes ..................................................................................................................... 15

Core Learning Domains ............................................................................................................................................... 16

Secondary Domains ..................................................................................................................................................... 17

Course Descriptions ......................................................................................................................................................... 19

Definitions ................................................................................................................................................................... 19

Workshops................................................................................................................................................................... 20

Core Courses ............................................................................................................................................................... 20

Elective Course Descriptions ....................................................................................................................................... 23

Program Administration .................................................................................................................................................. 33

Admission Requirements ............................................................................................................................................ 33

Grading Policy .............................................................................................................................................................. 34

Academic Misconduct Policy ....................................................................................................................................... 35

Targeted Start Date of the Revised Program: September 2009 .................................................................................. 36

Appendix A – Existing Program ....................................................................................................................................... 37


SUMMARY OF PROGRAM REVISIONS

New Features

• Name. This is an MBA degree. The standard to which it is designed meets international and Canadian standards alike. The name of the degree should not diminish or overstate the content or the quality of the degree. Therefore the name is Master of Business Administration with a specialization in International Executive Management with the word “International” signifying both international and comparative (Canadian and U.S.) content in the core.

• More electives.

• Choice of a Major (Finance & Risk Management, Banking, Leadership and Human Resource Management, International Business Strategy, Supply Chain Management, Marketing Management, and Entrepreneurship and Small Business Management).

• Choice of single (with 4 elective courses) or double major (with 8 elective courses).

• All courses (except two workshops and project) carry 3 credits.

• Two compulsory half-course workshops.

• 51 credits for single specialization and 63 credits for double.

• Normally (if classes are offered every other week,) course work can be completed in 14 months for single specialization.

• A shorter, more practical project.

• The overall program can be completed in 17 months.

RATIONALE OF PROGRAM REVISIONS

GOALS

The revised MBA has four core goals:

1. To assure that the MBA and the component courses offered outside of Canada are seen as credible in both design and delivery.

2. To create the best possible MBA program within the boundaries and resources that shape the design, delivery and effective control of the program.

3. To assure that the MBA meets a standard for international accreditation, this program is aligning with Equis accreditation standards (see http://www.efmd.org/images/stories/efmd/EQUIS/equis_standards_and_criteria_jan09.pdf).

4. To involve the Faculty of Management in the redesign and delivery process while building, over time, a collaborative international culture between the Faculty of Management and our associate faculty offshore.


http://www.efmd.org/images/stories/efmd/EQUIS/equis_standards_and_criteria_jan09.pdf�

HISTORICAL CONTEXT

Royal Roads University has pioneered a model in Asia of working with educational partners and delivering Canadian programs in the local language. The largest of these programs is the International MBA program currently operating in Mainland China, Hong Kong and Taiwan. Since 1999, Royal Roads University began serving working professionals in China and Taiwan with an MBA program for Mandarin speakers. This MBA program has over 2,000 alumni and over 1,000 learners in China and Taiwan.

However, the University now faces many challenges with respect to internationalization – in particular, the China market. On one hand, China has one of the fastest growing economies in the world. With 1.3 billion people and double digit GDP growth every year for several decades, education is one of the main social challenges. It is widely discussed among the business community in China that one of the key obstacles of continued growth is finding and retaining skilled employees and managers. Like all high-growth emerging markets, there is a huge and continued demand for management and leadership resources. On the other hand, in some parts of China, and especially in the larger and more prominent ‘first tier’ cities, there are many MBAs available. For example in Guangdong Province (where RRU has more MBA learners than any other institution) there are more than 30 domestic Chinese programs and about 10 Sino-foreign programs. Under these conditions there is a growing sensitivity to price. The Chinese Government has always been, and still is, very sensitive towards education. The laws and regulations under their Ministry of Education (MOE) with respect to post-secondary education are complicated. Moreover, the implementation and the interpretation of these laws and regulations from Beijing and the municipal level will generate a certain amount of uncertainty and variability.

Since its inception in 1999, the International MBA program in Asia has been based on the domestic MBA design and has changed little over the past 10 years. This is reason enough for a revision especially in light of changes in the global business environment, China, and the practice of business in China and worldwide.

Further, the domestic MBA program is in the midst of a significant redesign and will consist of 51 credits. This revised domestic MBA program design is not appropriate or transferable to the offshore MBA market because its aim is to create highly integrated residencies and a heavy reliance on online courses. However, the broadest outlines of the new domestic MBA program, e.g., a reduction to 51 credits, higher levels of integration, and renewed emphasis on the practice of management are all relevant to the MBA program in offshore locations. The rationale for this revised International MBA is the need to update and improve on the degree, prepare our MBA for international accreditation, and create a shorter and more focused program within the context of a conventional MBA curriculum.

It is expected that this revised MBA program offered offshore should provide a better framework for ensuring that the quality of content and delivery is consistent with our domestic standards, while meeting the evolving needs of local markets.

Once this framework is approved, a complete set of detailed course outlines will be submitted for approval to RRU Academic Council.


FACULTY OF MANAGEMENT INVOLVEMENT

The redesign process is not and probably cannot be as interactive between the Faculty of Management in Victoria and Royal Roads associate faculty offshore as might be optimal or desired. In part, this reflects that the redesign process has fallen to Drs. Dennis Wong and Dennis Ray acting on behalf of their stakeholders on each side of the Pacific. However, once core faculty from Royal Roads University begin visiting and teaching in China and interacting with their counterparts in various business sub-fields, it is anticipated that there will be an on-going and reciprocal process of exchanging ideas about content and pedagogy that will allow for a continuous process of innovation and improvement.

Furthermore, this redesign does not dictate to Royal Roads University associate faculty offshore that they must use a specific textbook, case study, Power Point presentation, or multimedia although completed course designs will be appropriately detailed so that Royal Roads University courses in Asia will be informed by samples of the best texts, cases, material to be covered, and available media. This will constitute the necessary support material for an effective implementation of this design and a starting point for a continuous process of innovation and improvement.

Each associate faculty member, whether in Victoria or China, is expected to draw on their experience, knowledge, and creativity to teach a course that best fits the needs of their MBA learners within the framework of generally accepted course content as set out in the full descriptions.

THE REVISED MBA PROGRAM

MBA CONCEPTUAL FRAMEWORK

(1) Two Workshops (2 x 1.5 = 3 Credits)

(2) Ten Core Courses (10 x 3 = 30 Credits)

BUSA 504 Workshop 1 Managerial Skills

BUSA 502 Workshop 2 Business Ethics

BUSA 511 Leadership

Development

BUSA 521 Managerial Economics

BUSA 526 Accounting & Bus Decisions

BUSA 520 Marketing

Management

BUSA 536 Sustainability in

Org Mgt

BUSA 606 Global Business

Env

BUSA 530 Corporate

Finance

EXMN 629 Ops & Supply

Chain Mgt

BUSA 516 HR & Org Dynamics

BUSA 651 Strategic Mgt &

Simulation


(3) for MBA Select 4 electives for Alternatives 1 and 2 or 8 electives for Alternative 3 plus the Strategic Consulting Project (SCP)

(4) Possible Majors

Major 1: Finance & Risk Mgt

Major 2: Banking

Major 3: Leadership & Human Resource Management

Major 4: International Business Strategy

Major 5: Supply Chain Management

Major 6: Marketing Management

Major 7: Entrepreneurship and Small Business Management

Major 8: To Be Designated

Alternative 1 No concentration

(12 credits)

Alternative 2 One concentration

(12 credits)

Alternative 3 Two concentrations (24

credits)

BUSA 695 Strategic Consulting Project (6 credits)

MBA MBA with a major in “Option i”

MBA with a double major in “Option j” and “Option k” or an Honors Major in 2j or 2k

Elective 1

Elective 2 Elective 3 Elective 4

Elective 1

Elective 2

Elective 3 Elective 4

Option i Elective 1

Elective 2

Elective 3 Elective 4

Option j

Elective 1

Elective 2

Elective 3

Elective 4

Option k


(5) Strategic Consulting Project (SCP) - 6 units. The Strategic Consulting Project is a practical strategy project based on a strategic and practical initiative within one’s company or organization or a business plan and concrete step towards the launch of the learner’s own new venture or business.

Total Units: 3 (Workshops) + 30 (Core Courses) + 12 (Electives) + 6 (Strategic Project) = 51

PROGRAM OBJECTIVES

The revised MBA Program in International Executive Management is designed to:

• Provide a relevant program of study that enhances learners’ intellectual, practical and professional aims in exercising leadership within different departments in the business sectors.

• Provide learning opportunities at the post-graduate level for learners with a range of qualifications and/or suitable experience.

• Provide innovative and comprehensive programs featuring specializations targeted to career growth and immediate use of the knowledge gained in the program.

• Provide flexibility to learners with choices of specializations to fit their needs.

• Develop interactive and collaborative tools that encourage teamwork.

• Develop the curriculum such that individual courses are infused with elements of the domestic design principle of 3 D’s (Discover, Do, and Decide) cycle when appropriate.

In order to achieve these program objectives, we will pursue greater collaboration between the Faculty of Management and offshore associate faculty. This will include faculty from Victoria teaching in China and collaborating with offshore associate faculty in upgrading course content and pedagogy. It is expected that this collaboration will have a beneficial impact on the domestic MBA.


OVERVIEW OF THE REVISED PROGRAM The Existing Program The Revised Program Program Title MBA in Executive Management MBA in International Executive Management

with Majors in Finance and Risk Management, Bank Management, Leadership and HRM, International Business, Supply Chain Management, Marketing Management, and Entrepreneurship and Small Business Management

Credits per Course 2 or 3 or 4 credits 3 credits (full course), and 1.5 credits (for the 2 half-course workshops)

Credits to Graduate 64 credits 51 credits (single specialization) 63 credits (double specialization)

Core Courses 36 credits 30 credits Elective Courses 16 credits 12 credits (single specialization)

24 credits (double specialization)* Project OCP or Organizational Consulting Project Strategic Consulting Project Project Credits 12 credits 6 credits Project Focus Large, research-oriented Short, practical and strategic initiative with

focus on rationale, action, results, and subjective learning

Delivery Method Face-to-face lecture (Number of days varies)

4-day face-to-face instruction for a full-course

Instructors Associate Faculty approved by RRU RRU regular faculty or RRU approved associate faculty

* Additional fee is required

REVISED PROGRAM HIGHLIGHTS

1. The curriculum consists of 2 workshops, 10 core courses, 4 elective courses and a Strategic Consulting Project.

2. Each full course consists of 3 credits, each workshop (1/2 course) consists of 1.5 credits, and the Strategy Project consists of 6 credits

3. Reduce the existing program of 64 credits to 51 credits

4. Required courses: 10 core courses and 2 workshops (total: 33 credits)

5. Majors or Elective courses: 4 courses (total: 12 credits for Single Major) or 8 courses (total: 24 credits for Double Major) and an Honors Major = 6 courses in the same area + 2 other courses + a 10-12 research paper.

6. Strategic Consulting Project: 1 course (6 credits). The Project shifts from a research oriented thesis-like paper to a practical application involving some “intervention” or “entrepreneurial action”, an analysis of why this was done, what happened and the subjective learning by the learner.

7. Each full course (3 credits) consists of 30 hours of face-to-face lectures delivered in 4 days (half course consists of 16.5 hours of face-to-face lectures delivered in 2 days) plus 75 hours of out-of-class work for a total of 105 hours.

8. Normally (if classes are offered every other week) course work can be completed in 14 months for single major, 16-17 months for a double major or honors major.


9. Most learners would complete the program in 17-18 months.

10. Each learner can choose to take four elective courses or one of seven proposed majors. The number of majors is limited because too many elective courses are uneconomical since each elective course will have a significantly lower FTE.

11. In addition, a learner is allowed to choose up to two majors by taking four additional courses or an honors major by taking six courses in the same subject area plus two other courses and a research paper with additional fee.

12. The hours of learner effort reflect the following calculations. Each credit represents 33 hours of learner effort including face-to-face instruction time and independent study time. Each learner is expected to commit 200 hours over a 9 or 10-week period to complete the 6-credit Strategic Consulting Project. At 20 hours per week, the Strategyic Consulting Project should be completed within 10 weeks. The Strategic Consulting Project final report must not be shorter than 25 or longer than 50 pages in English or the equivalent in Chinese.

BASIC COURSE DESIGN

Each 3-credit course will follow a similar overall design

Assumptions:

• Each course consists of two weekend modules two weeks apart. • Each module consists of not less than 7.5 hours on Saturday and Sunday. • Each set of modules must have the equivalent of 70 hours of work completed outside of class. • There will be 24 days of possible preparation time for each course or an average of 2.5 hours per non-class

day. • It should be noted that this is not a linear program, students can take courses in any order providing that the

basic pre-requisites are met.

Each course would take approximately 1 month to complete and consist of:

1. Pre-Course Preparation (5 days)

2. Module 1 (2 days)

3. Mid-Course Assignment and Preparation (12 days)

4. Module 2 (2) days

5. Post-Course Assignments (7 days)


DETAILS

Pre-Course Preparation (5 days)

• Reading 1/3 of the text and reading materials for the course. • A take-home pre-examination on the reading materials organized around a series of questions, which would

need to change on a regular basis. (Ideally this would need to be audited by intellectual leads in Victoria.) • Reading and written preparation for the equivalent of two case studies, one each for each day of Module 1.

Time: reading (5 hours), take-home pre-examination (8 hours), and two case studies (8 hours) for a total of 21 hours.

Mid-Course Assignments and Preparation (12 days)

• Reading 2/3 of the text and reading materials for the course. • Some form of verification either on a take-home or in class basis during Module 2. • Reading and written preparation for the equivalent of two case studies, one each for each day of Module 2. • Preparation of a written case study (raw or formal) by a team of not less than 3 classmates. • Completion of a (research) Discovery Project related to course content (model used in May-June 2009 by

Dennis Ray in BUSA 605. See description below)

Time: reading (10 hours), two individual case studies (8 hours), team case study (4 hours), completion of research on Discovery Project (16 hours) for a total of 38 hours.

Post-Course Assignments

• Completion of the Discovery Project1

• Completion of a take-home examination or equivalent

• Completion of an individual case analysis or equivalent.

Time: Discovery Project completion (4 hours), take-home examination (8 hours) and final individual case study (4 hours). Total 16 hours.

Total time per course:

Pre-course: 21 hours

Mid-course: 38 hours

Post-course: 16 hours

2 Modules: 30 hours

Total: 105 hours.

1 A discovery project is a special type of project that keeps the research but eliminates the large paper requirements. The students do the research but submit only a 1-page introduction which describes what they did, why, and what special problems they encountered on the way, an executive summary, a 1-page conclusion and bibliography, other components such as small articles, quotations etc. can be included.


PROPOSED COURSES:

a. Two (2) Workshops:

• Managerial Skills – BUSA 504

• Business Ethics – BUSA 502

b. Ten (10) Core Courses:

• Leadership Development – BUSA 511

• Human Resource and Organizational Dynamics – BUSA 516

• Marketing Management – BUSA 520

• Accounting and Business Decisions – BUSA 526

• Managerial Economics and Decision-making – BUSA 521

• Sustainability in Organizational Management – BUSA 536

• Corporate Finance – BUSA 530

• Global Business Environment BUSA 606

• Operations and Supply Chain Management – EXMN 629

• Capstone: Strategic Management and Simulation – BUSA 651

c. Strategy Consulting Project:

• Strategic Consulting Project (6 credits) – BUSA 695

d. Elective Courses and Majors:

Elective courses are organized into seven (7) Majors: Finance and Risk Management, Banking, Leadership and Human Resource Management, International Business Strategy, Supply Chain Management, Marketing Management, and Entrepreneurship and Small Business Management.

General Electives:

Consulting and Research Methods – BUSA 539

Negotiation and Conflict Management – BUSA 541

Knowledge Management – BUSA 542

International Commercial Law and National Legal Systems – BUSA 543

Entrepreneurship – EXMN 677

Challenges of Small and Family Business Management – BUSA 544


Major in Finance & Risk Management: (Select 4)

Financial Management – BUSA 670

International Corporate Finance – BUSA 671

Investment and Portfolio Management – BUSA 672

Risk Identification, Assessment and Management – BUSA 673


Major in Banking (Select 4)

Bank Management – BUSA 674

Advanced Corporate Finance – BUSA 675

Comparative Studies in Domestic and International Banking Practice – BUSA 676

Risk Identification, Assessment and Management – BUSA 673

Not more than 1 from:

Financial Management – BUSA 670

International Corporate Finance – BUSA 671

Investment and Portfolio Management – BUSA 672

Major in Leadership and Human Resources Management: (Select 4)

Comparative Human Resource Management – BUSA 660

Leading and Managing Change – BUSA 661

Coaching and Leadership Skills – BUSA 662

Designing and Leading the Entrepreneurial Organization – BUSA 663

Cross Cultural Aspects of Management – BUSA 664






Major in International Business Strategy: (Select 4)

International Business: Strategy and Operations – BUSA 680

Global Business Organization – BUSA 681

International Entrepreneurship – BUSA 682

International Corporate Finance- BUSA 671



Cross Cultural Aspects of Management – BUSA 664



Major in Supply Chain Management (Select 4)

Supply Chain Planning and Control Systems – BUSA 643

Strategic Process Analysis and Improvement – BUSA 644

Supply Chain Management - BUSA 645

Logistic Management – BUSA 646

Strategic Supply Chain Management – BUSA 649

Business Process Integration with ERP – BUSA 648

Major in Marketing Management (Select 4)

Marketing Strategy – BUSA 621

Services Marketing – EXMN 680

Brand Marketing – BUSA 623

Marketing Research – EXMN 641

Entrepreneurial Marketing – BUSA 625



Consulting and Research Methods – BUSA 539


Major in Entrepreneurship and Small Business Management (Select 4)

Entrepreneurship – EXMN 677

International Entrepreneurship – BUSA 682

Designing and Leading Entrepreneurial Organization – BUSA 663

Entrepreneurial Marketing - BUSA 625

Challenges of Small and Family Business– BUSA 544


Knowledge Management - BUSA 542

Negotiation and Conflict Management - BUSA 541

Consulting and Research Methods - BUSA 539

DEGREE DESIGNATION

The Degree will be specified as Master of Business Administration with a specialization in International Executive Management.

LEARNING DOMAINS AND LEARNING OUTCOMES

The revised MBA seeks to remain true to the origins of the original International and domestic MBAs by engaging current business and management theory, practice and processes.

Learning outcomes are an integral component of the MBA Program at Royal Roads University. Each course is developed with an end result in mind. Learning outcomes are the essential and enduring knowledge, abilities (skills), and attitudes (values, dispositions) that constitute the integrated learning needed by a graduate of a course or program. The learning outcomes approach to education means basing program and curriculum design, content, delivery, and assessment on an explicit identification of the integrated knowledge, skills and values needed by both students and society. However, the International MBA does not assume that it can anticipate or predict all meaningful learning. If the courses are good and challenging, there will be unanticipated and unexpected learning. A measure of the effectiveness of teaching and the program, as a whole, will be the extent to which this “emergent learning” happens. Emergent learning acknowledges that each individual brings different levels of knowledge, experience, and awareness to the MBA program and draws their own distinctive learning from a common set of educational treatments and experiences.

For these reasons, this proposal distinguishes between core learning domains and outcomes, which are seen as critical to the success of the MBA and should be infused into each and every course and secondary learning domains, which are seen as program wide and subject to selective pedagogical innovation. The implication is not that the secondary learning domains are less important; rather it is assumed that it will take time to fully cultivate them and infuse them into the MBA.


CORE LEARNING DOMAINS

There are three critical learning domains for the MBA and every course ought to take concrete efforts to achieve the learning outcomes in these three domains.

• Knowledge across relevant business disciplines

• Communication skills

• Critical thinking skills.

With regard to communication skills, the MBA program does not claim that it will create high quality English language writers or create those who can tell or write a detailed narrative in English. However, it is critical that the graduates of this MBA program will be able to use and communicate in the language of instruction at an international standard with regard to correctly understanding written and oral materials and formulate arguments that are clear, logical, and empirically based. The communication domain is a single domain but is sub-divided below into writing skills, speaking and presentation skills, and computer and Internet communication skills to highlight their distinctive importance.

Learning Domain Learning Outcomes Knowledge Possesses requisite functional knowledge and skills in accounting, finance, human resources,

operations, international business, and strategy to do business effectively as a mid-level manager or entrepreneur. Bridges a knowing-doing gap that confronts many firms and organizations. Recognizes that the ability to conceptualize a business issue, function or task in conventional or new ways does not, by itself, represent an effective business skill. Recognizes that business knowledge is the ability to bring new perspectives and insights to both old and new problems. Possesses the humility to understand that the acquisition of knowledge is a continuous and lifelong process and never guarantees success. Recognizes that the capacity to learn from practice, from mistakes, and from study, in a dynamic and constantly changing environment, maybe be the essence of business knowledge.

Communication – Writing Skills

Demonstrates competent use of grammar (spelling, punctuation and sentence structure) to be clearly understood in language of instruction. Writes clearly and concisely. Demonstrates ability to write in a style appropriate for the audience. Correct use of whatever format and style appropriate for the audience. Demonstrates ability to use illustrative, numerical and textual materials. Use of citations and bibliographic references to acknowledge the contributions of others and provide a trail by which others might trace one’s work.

Communication – Speaking and Presentation Skills

Demonstrates competent use of grammar (spelling, punctuation and sentence structure) to be clearly understood in language of instruction. Applies models to create information and data and then draws rational and logical conclusions from this information, which is then translated into knowledge in the form of a decision, recommendation, or proposal. Makes logical and empirically based cause and effect arguments. Gathers, analyzes, synthesizes information and draws logical conclusions from diverse, complex and sometimes contradictory information. Identifies and describes a particular point of view effectively and with brevity. Assures that content and language is appropriate for the audience. Applies effective speaking, writing, listening and feedback skills. Demonstrates the ability to listen and observe accurately. Speaks and interacts with others without arrogance. Deciphers verbal and non-verbal information and signals effectively and across cultures. Uses a range of presentation media, e.g., PowerPoint, Excel, and videoconferencing effectively.


Communication – Computer and Internet Communication Skills

Effectively uses a range of software packages, e.g., word processing, spreadsheet, project planning, e-mail. Demonstrates etiquette in an online setting. Demonstrates ability to work effectively with others in an online or virtual environment. Demonstrates ability to find information and data online and through electronic databases.

Critical Thinking Demonstrates an understanding of various views on an issue. Compares and contrasts information and points of view accurately. Differentiates between fact and opinion and realizes that “facts” never speak for themselves but always have a constructed context. Effectively questions assumptions held within the team, the firm or society at large. Critically evaluates contemporary business news, mass media and coverage of domestic and international affairs and recognizes and evaluates author bias and rhetoric. Seeks out root perceptions not symbolic interpretations in formulating personal and organizational positions. Recognizes logical fallacies and faulty reasoning. Effectively uses research methodologies, data sources, and tools to investigate, evaluate, and analyze findings that inform decision-making. Demonstrates the ability to be innovative in thinking about the problems and issues of new or established, domestic or international business firms. Synthesizes ideas and develops coherent, rational, and succinct arguments.

It is expected that each course in the MBA program will build these learning outcomes into the course and course evaluation and that there will be a method to demonstrate to what extent the course has been successful in achieving these outcomes.

SECONDARY DOMAINS

There are eight additional learning domains in the MBA program. These domains should be pursued fully in at least one course and infused into as many other courses as feasible but are unlikely to be a goal of each and every course:

• Integration

• Responsibility

• Honesty

• Leadership

• Problem Solving

• Ability to Work with Others

• Innovation

• Global Mindset and Perspective


DEFINITIONS

Learning Domain Learning Outcomes Integration Ability to integrate functional areas of business into a logical, consistent and holistic view of

business organization, its processes and decisions and its effective competitive and cooperative interaction with others.

Responsibility Has the ability to distinguish between socially responsible decisions and business behaviors and those that are not. Understands the value of the corporate social responsibility of a firm with stakeholders. Awareness of the negative impact that stakeholders and non-governmental organizations can have on a company that violates their sense of social responsibility. Ability to recognize those corporate acts that contribute to and threaten the sustainability of the firm, its industry, and the natural environment in all of its complexity ranging to global warming, industrial pollution, and threats to various species. Demonstrates integrity and ethical behavior when collaborating, synthesizing findings, problem solving, making decisions or pursuing a project or strategic initiative.

Honesty Recognize that a firm or organization’s commitment to honesty may be the one thing it is least honest about. Recognition that accounting systems are only as sound as the basic honesty with which they are constructed and used. Recognition that honesty is the foundation for trust in interpersonal, inter-organization, and financial dealings. Recognize the importance of trust in virtually every aspect of business. Recognize that honesty is the foundation of corporate social responsibility.

Leadership Demonstrates ability to create compromises within a team or organization and with strategic partners and stakeholders. Incorporates conflict resolution, negotiation, change management, and networking skills in achieving team and organizational outcomes. Demonstrates the ability to motivate and inspire others. Ability to see solutions and opportunities and help in their implementation. Networks effectively and respectfully with an array of individuals from diverse professional and personal backgrounds to facilitate and support effective decision-making and business activity.

Problem Solving Has an inclination to recognize and admit problems when they exist within the team, firm, or industry. Is able to formulate alternatives both within the mainstream of a firm’s corporate culture and worldview but also outside-of-the-box of its culture and worldview. Understands the implications and costs of various alternative problem solutions. Is able to construct meaningful and empirically based casual chains of analysis, e.g., if A, then B, if B, then C and D, etc. Understands organizational barriers to problem solving and awareness of how these barriers might be overcome. Understands a solution is not a solution until it is implemented.

Ability to Work with Others

Works effectively and respectfully with fellow learners and faculty within the MBA program. Understands the importance of sharing information in a knowledge era and how such sharing creates value and helps an organization to be more effective and competitive. Is able to provide feedback in a way that is honest and still humane and supportive even when critical. Understands the importance of trust in interpersonal, organizational, and inter-organizational relationships. Recognizes the increasing dependence on collaborative ventures in most industries in a global era. Is able to represent one’s organization effectively with partners and external stakeholders.

Innovation Understands the role of innovation in driving change in a firm’s competitive environment Has ability to differentiate between continuous and discontinuous change


Is able to recognize discontinuous change early in its lifecycle and formulate firm specific responses that are coherent and effective. Is able to recognize when innovation is essential for the survival of a business model, a firm, or even an entire industry Understands the relationships between manufacturing, operational, and product innovations and the relationship between products and service.

Global Awareness and Global Mindset

Recognizes the impact of global issues on firm, industry, and nation-state and evaluates that impact astutely and honestly. Differentiates how local, regional, national and international events influence competitive change in established and emerging markets. Ability to see opportunities and threats of international events in the financial, economic, political, social, and cultural sphere. Investigates and analyzes how one’s firm and industry is influenced by governments and international affairs, and understands the role of one’s firm and industry in the context of global citizenship.

These learning domains and their outcomes are mapped across individual courses to provide the best coverage possible and not every course addresses each domain or outcome equally.

The intent is that the faculty in Victoria and Asia will work collaboratively and incrementally refine and enrich these learning outcomes and find creative ways to achieve them. The Faculty of Management will seek to create at least one assignment addressing each of these learning domains that can be infused into an appropriate core course in the revised MBA. Among these are:

• “The Leadership Challenge”

• “Canada-China Strategic Simulation Game” © Dennis Ray 2007

This will be an on-going process of pedagogical development.

COURSE DESCRIPTIONS

DEFINITIONS

Credits

Full Course: 3 credits

Half Course: 1½ credits: (For the two workshops only)

Strategic Consulting Project: 6 credits


Course Delivery Method

Half or Full Course: face-to-face classroom activities*

Strategic Consulting Project: Supervision by advisor

*There will be gradual transition of some courses from a face-to-face to an online environment with the initial online courses being offered by Victoria-based faculty. There will also be a transition from traditional lecture to various other instructional approaches, such as role-playing, brainstorming, panel of experts etc.

Course Length

Full Course: 33 contact hours delivered in 4 full days and 100 hours of learner effort

Half Course: 16.5 contact hours delivered in 2 full days and 50 hours of learner effort

Strategic Consulting Project: Minimum 9-10 weeks (200 hours)

Learner Evaluation

Half or Full Course: Class discussions, Assignments, and/or Examination

Strategy Consulting Project: Written Report assessed by at least two reviewers

WORKSHOPS

Managerial Skills Workshop (BUSA 504) (Half course)

Provides an assessment of the managerial skills of the learners and helps them develop necessary skills to successfully complete the MBA degree in areas such as presentation, interpersonal relationships, communication, managing conflicts and performance feedbacks. Learners are also helped to draw up an action plan for applying and further developing their skills in their work setting. This workshop will also preview other skills that will be developed in the MBA program, such as business negotiation, trust building, etc.

Business Ethics Workshop (BUSA 502) (Half course)

Investigates a major problem in the modern business environment, namely the question of ethics in the conduct of business. Business ethics is a major factor in the global business environment given the erosion of ethical behavior in multiple industries and national jurisdictions. Does ethical business practice enhance the performance of a company? Does it advance individual careers? The contextual role of ethics will be explored with emphasis placed on the role of individual choice and organizational culture in ethical decision-making.

CORE COURSES

Leadership Development (BUSA 511)

Identifies the characteristics of an effective leader, demonstrate some of the more important characteristics commonly identified with effective leaders, increase awareness of this vital aspect of the management function, and to understand the functional value of a shared vision and common values, the influence of corporate culture, the power of transformational leadership and the struggles and achievements of selected modern leaders.

Prerequisite: None


Human Resources and Organizational Dynamics (BUSA 516)

Examines an organization’s relationship with its various stakeholders, particularly employees. These stakeholders also include: shareholders, customers, the community, government, and labour unions. These relationships create responsibilities that should be addressed by the organization. As such, the integration of ethical human resource management (particularly human resource planning) with the overall long-range goals of the organization are examined. This is examined in the context of competitive realities, international volatility, and unforeseen crisis. An understanding of what motivates individuals to perform effectively in different cultures is a key topic and an important aspect of organizational productivity.

Prerequisite: None

Managerial Economics and Managerial Decision-Making (BUSA 521)

Provides an introduction to micro and macroeconomics. The global financial and economic situation demonstrates that managers and entrepreneurs alike must have some understanding of macroeconomics in order to make reasoned business decisions. Moreover, managers need to have an understanding of their firm’s costs and pricing and how these affect the firm’s competitive position. This course will develop these and other economic concepts and show how they can be applied to managerial decisions. This course will serve as a building block for the understanding of other business subjects such as accounting, marketing, and corporate finance and strategy.

Prerequisite: None

Accounting and Business Decisions (BUSA 526)

Explores the importance of measurement and the role it plays in the modern corporation. The course develops a solid grounding in accounting and introduces generally accepted accounting concepts and principles, the accounting process and provides some tools for analyzing financial information. Learners will be exposed to the various core elements of the subject and be financially literate. It also explores the limitations of financial data and the use of non-quantifiable factors in the decision making process. By acquiring basic accounting skills, learner should be able to increase his/her overall effectiveness as an entrepreneur or manager in order to make better-informed managerial decisions. This course will be taught within the framework of the manager’s need to understand and interpret financial information in various decision-making contexts. This course will examine why measurement and financial information is relevant to the management of a firm.

Prerequisite: None

Corporate Finance (BUSA 530)

Builds on the foundation established in BUSA 521 and 526 and focuses on financial decisions. The topics to be covered include: capital budgeting, cost of capital, capital structure, time value of money, dividend policy, financial modeling, and fund raising in capital markets. Learners will learn how to describe the firm’s financial system and its relationship to the financial markets, and will be able to interpret prospectuses and other publicly filed financial documents

Much of the terminology and basic concepts will draw upon Accounting. Some additional terms will be introduced, but every effort has been made to achieve consistency with what have been learned in Accounting. The exercises and assignments in Corporate Finance may require the use of Excel spreadsheets. Additional tools will be provided to assist learners with the number manipulation and modeling activities in this course.

Prerequisites: BUSA 521 and 526


Sustainability in Organizational Management (BUSA 536)

Examines the concept of sustainability as it applies to planning and decision-making in business. The history of sustainability and sustainability in current global and organizational management contexts will be examined and discussed. Through individual and team-based exercises and projects, learners will analyze sustainability reporting and monitoring systems, and assess the strategic and operational implications of sustainability.

The course focuses on the triple bottom line of 21st century business practice: economic efficiency, ecological protection and social responsibility. The course will examine corporate reports to demonstrate the range of tools businesses employ in management decisions about environmental, social and sustainability performance. Distinction between environmental management and sustainability for developing business strategies for sustainability will also be examined. The course also examines trends in corporate sustainability performance with reference to the application of the Global Reporting Initiative (GRI).

Prerequisite: None

Global Business Environment (BUSA 606)

Investigates the increasingly turbulent global business environment. It is imperative that business decision makers constantly scan their international environment to identify, as early as possible, and make sense of emerging global business issues. This course is designed to increase learner awareness of these issues and challenges particularly in the context of the ever-changing economic, financial, political, technological, cultural, institutional, and regulatory environment of business. The risks and opportunities generated in various social spheres at the local, national, industry, regional, and global level is the focus of this course.

Prerequisites: BUSA 511, 516, 526, 536 and 520.

Marketing Management (BUSA 520)

Examines planning and implementation of sales, pursuit of market share, and product goals of the firm. This course provides learners with a theoretical and practical understanding of how to analyze a market size and dynamics, market opportunity, develop a marketing plan, and manage the marketing function for an organization where ever it is in its organizational lifecycle. Some accounting frameworks and financial analysis are used to determine financial feasibility.

Prerequisites: BUSA 521, 526 and 530.

Operations and Supply Chain Management (EXMN 629)

Examines operations management and related techniques of business analysis. It explores the interconnection of organizational units and their dependencies in successful operations management. Business models and tools are presented for better management decision-making throughout the range of day-to-day operations and strategic decisions. The course examines logistics issues in the areas of product and service design, operational control, facilities management, schedule management, supply chain management, inventory management, and technology management.

Prerequisites: BUSA 521 and 526.

Strategic Management and Simulation: Capstone (BUSA 651)

Examines the crafting and execution of strategy in the quest for competitive advantage and other strategic goals like growth, firm survival, avoidance of competition, new product innovation, and corporate social responsibility. Through the lens of comparative approaches to strategy, learners will develop an understanding of the principles, concepts, and


primary analytical methodologies in current use in major economic regions of the world. Learners probe, question, and evaluate key aspects of an industry and its competitive environment.

Prerequisites: All core courses except BUSA 606 and 695 (SCP)

ELECTIVE COURSE DESCRIPTIONS

GENERAL ELECTIVE COURSES APPROPRIATE TO VARIOUS MAJORS

Consulting and Research Methods (BUSA 539)

Provides a practical and current review of the commonly used consulting and research processes and their practice applicable to the business environment. The context of this course is pragmatic and tactical. The material covered in the course will assist learners in developing knowledge and skills necessary to perform analytical critical thinking and problem solving relating to corporate planning, submitting proposals, conducting consultation, gathering information, analyzing data, evaluating results, and writing client reports. The course includes an overview of consulting skills and strategies, research methodologies, design, simple data analysis and evaluation. This course also introduces the practice of ethics in consulting and research.

Prerequisite: BUSA 511, 516, 521, 526, 530, and 520

Negotiation and Conflict Management (BUSA 541)

Examines negotiation strategies, tactics and styles — within diverse contexts. Special emphasis on sources of power in negotiation. The course covers conflict management, mediation, investigation, arbitration, and helping a system itself to change as a result of a dispute.

Prerequisite: BUSA 516 and 521.

Knowledge Management (BUSA 542)

Provides a practical and comprehensive view of how knowledge operates in organizations, and how it may be better managed from the level of the individual, group, organization, and country to further the goals at these institutional levels. The integration of knowledge management with other initiatives is also included. The course will examine organizational cultures that may facilitate or retard knowledge management and the role of learning in organizations.

Prerequisite: BUSA 516 and 521.

International Commercial Law and National Legal Systems (BUSA 543)

Presents various legal topics that a manager might encounter in the business environment. A primary focus will be the law of contract. The law of contract facilitates certainty in business and is therefore a fundamental part of all business transactions. A number of important principles in contract to be considered in this course would include: elements of a valid contract; when and under what circumstances contracts may not be enforceable; rules regarding the interpretation of contractual terms and conditions (including limitation of liability and waiver clauses); statutory rules affecting the law of contract (including contracts for the sale of land and for the sale of goods); and remedies for breach of contract. Since most law is national and there are significant variations in national legal systems, comparative law will be examined along with international laws. Differences between Chinese and Anglo-American concepts of law will be highlighted in the course. In addition, some specialized contractual relationships like contracts for the sale of goods, agency contracts, insurance contracts and contracts of employment will be discussed. Apart from contract law, this


course will also explore various differences between the Western and Chinese conceptions of business law including intellectual property rights.

Prerequisite: None

Entrepreneurship (EXMN 677)

Explores entrepreneurship in various organizational contexts including new ventures, small business, established corporations, and not-for-profit organizations. The primary focus will be new venture development and learners will identify and screen opportunities, write a mini-business plan, and develop a Power Point version of a full business plan. The main topics in the course include the role of entrepreneurship and entrepreneurs in society, opportunity identification and assessment, mobilization of resources such as venture capital, organizational development, and strategic adaptation to changing organizational, industry and other environments.

Prerequisites: BUSA 521, 526, 530 and 520.

MAJOR IN FINANCE AND RISK MANAGEMENT

Financial Management (BUSA 670)

Investigates corporate finance and capital markets. Topics include: project and company valuation, real options, measuring risk and return, stock pricing and the performance of trading strategies, corporate financing policy, the cost of capital, and risk management. The course provides a broad overview of both theory and practice.

Prerequisites: BUSA 521, 526, and 530

International Corporate Finance (BUSA 671)

Develops the skills to interpret balance of payments and the adjustment to national and international trade and financial flow through changes in price levels, exchange rates, and national income. Other topics include: foreign exchange market and Eurocurrency market, alternative exchange rate regimes, capital movements, exchange controls, and international monetary organizations. Examines the role of the IMF, World Bank, and the G-7 and G-20 in shaping international financial processes and institutions.


Investment and Portfolio Management (BUSA 672)

Develops an understanding of finance techniques applied to evaluating investment opportunities. This course examines five core questions:

1. Why do we invest? 2. Where do returns come from? 3. How do we capture returns? 4. How do we manage risk? 5. How do we improve our odds of a successful portfolio experience?

This course is intended to answer those questions by providing an understanding of the process of investment and portfolio management and a further understanding of discounted cash flow techniques. Emphasis will be placed on common stocks but with some coverage of derivative securities including options. Focuses on determining what investments are appropriate for a given portfolio. Learners study valuation techniques and how to manage portfolios to


minimize risk for a particular level of expected return. Learners will then apply on line tools to conduct research on investment selection and portfolio management. Since this course involves analyzing cash flows to compute present and future values, it is important to understand the mathematics behind the financial calculations. To assist learners in this end, spreadsheet software (Microsoft Excel) with built-in functions will be introduced to assist with the computations.


Risk Identification, Assessment and Management (BUSA 673)

Provides a comprehensive analysis and measure of market, credit, liquidity, operations, business and other risks including country risk, political, cross cultural, legal, and risk from non-governmental organization (NGO) advocacy groups. Techniques such as value-at-risk methods, forecasting volatilities and correlations, Monte Carlo simulations, stress testing, risk metrics and their limitations will also be discussed. Examples and applications of these techniques to various financial instruments will be introduced.

Prerequisite: BUSA 521 and BUSA 526

Other Courses (Select no more than one):


MAJOR IN BANKING

Financial Management (BUSA 670)

Investigates corporate finance and capital markets. Topics include: project and company valuation, real options, measuring risk and return, stock pricing and the performance of trading strategies, corporate financing policy, the cost of capital, and risk management. The course provides a broad overview of both theory and practice.


Bank Management (BUSA 674)

Examines the role and importance of bank financial management to the modern bank. It teaches the basic models of financial management. The course discusses the various trends shaping banking markets, such as institutionalization, securitization, globalization and concentration. Among its aims are the following (1) to set the banking firm in the context of a changing financial services industry, (2) to look at the role of the financial manager within the banking firm, and (3) to examine bank capital and capital structure, and to consider the question of the adequate regulation of the banking sector to ensure its safety, to preserve bank liquidity and prevent bank failures.


Advanced Corporate Finance (BUSA 675)

Examines how companies invest in real assets and the role of banks in helping corporations raise the funds to finance these investments. Financial management is therefore planning for, acquiring, and utilizing funds in order to maximize the value of the firm efficiently and effectively. Corporate finance decisions determine company’s successes and failures today and tomorrow irrespective of companies in manufacturing and/or service sectors and/or their sizes. The inter-relationship between bank and corporate finance will be a main focus of this course.



Comparative Studies in Domestic and International Banking Practice (BUSA 676)

Critically examines the best and worst practices of national banking systems and attempt to decipher a set of sound international practices drawing on the lessons from the Asian financial crisis and the on-going global financial crisis originating in the United States.



Investment and Portfolio Management (EXMN 672)

Risk Management (BUSA 673)

MAJOR IN LEADERSHIP AND HUMAN RESOURCE MANAGEMENT

Comparative Human Resource Management (BUSA 660)

Examines how to think systematically and strategically about managing the organization's human assets, and what really needs to be done to implement these policies and to achieve competitive advantage and other strategic goals in different national contexts. The course adopts the perspective of a general manager and addresses human resource topics such as reward systems, performance management, high-performance human resource systems, training and development, recruitment, retention, equal employment opportunity laws, work-force diversity, and worker-management relationships from a comparative perspective.


Leading and Managing Change (BUSA 661)

Considers the problems, prospects and challenges of leading and managing change. Learners will study the forces of change, how organizations can effectively develop and maintain adaptive systems, effective change strategies, and barriers to the effective implementation of change programs. The course examines the human dimension of change including the cultivation of empathy for the anxiety and pain that can be associated with organizational change. Special consideration will be given to leadership issues and in particular to the development of the leadership abilities required to effectively lead change efforts.


Coaching and Leadership Skills (BUSA 662)

Examines how organizations need to adapt, let go, renew and innovate in ever accelerating business cycles and uncertain financial environments. People are seen as the most significant asset and important resource of the firm. How to effectively develop and motivate this resource is important to organizational performance. At the same time, employees are seeking more opportunities to make their work meaningful through various contributions to the firm and the community, achievement, learning, creativity, and self-discovery. Managers are challenged in new ways to attract, inspire, motivate, develop and retain the right people in increasingly turbulent times where uncertainty is high. Simultaneously, managers must also achieve results for the organization. Coaching is viewed in this course as an effective approach to management and leadership development. The course will examine ways in which to inspire others to take responsibility for their purpose, potential and performance in their roles, goals and activities.

Prerequisite: BUSA 511 and 516


Designing and Leading the Entrepreneurial Organization (BUSA 663)

Explores building, running, and sustaining a high growth organization. The course deals with how to design organizational systems; how leaders, especially founders, play a critical role in shaping an organization's culture; what really needs to be done to build a successful organization for the long-term; and what you can do to improve your likelihood of success as a team and organization builder. A primary goal is to develop your competencies in leadership, organizational design, and human resources management in the context of a new, small firm.


Cross Cultural Aspects of Management (BUSA 664)

Introduces the learners to cross-cultural differences in social values and in psychological attitudes and explores their implications for management both within and between firms. The course will review the major business cultures in Asia, contrasting them with western business cultures.





Consulting and Research Methods (BUSA 539)

Business Law (BUSA 543)

MAJOR IN INTERNATIONAL BUSINESS STRATEGY

International Business: Strategy and Operations (EXMN 670 recommend a change to BUSA 680)

Covers a variety of topics associated with doing business internationally. It will examine the various modes of international business including export and import, licensing, international joint venture and alliances, direct foreign investment, and contract manufacturing and outsourcing along with the various factors common associated with the risks, problems and opportunities of each mode of international business.


Global Business (BUSA 681)

Focuses on the international dimensions of strategy and organization, and provides a framework for formulating strategies in an increasingly complex world economy, and for making those strategies work effectively. Topics include the globalization of industries, the continuing role of country factors in competition, organization of multinational enterprises, building global networks, and the changing managerial tasks under conditions of globalization. Different types of global business organization by country of orgin, industry, firm size and age, and strategic imperatives will be examined.

Prerequisites: BUSA 511, 516, 606


International Entrepreneurship (BUSA 682)

Examines new ventures “born international” or new ventures that move into international markets within their first years of operation. These are a special and relatively new type of Global Business Organization. This course will examine these firms through literature and case studies and explore the opportunities and risks of international entrepreneurship.





Cross-Cultural Aspects of Management (BUSA 663)

International Finance (BUSA 671)

Business Law (BUSA 543)

MAJOR IN SUPPLY CHAIN MANAGEMENT

Supply Chain Planning and Control Systems (BUSA 643)

Provides a solid foundation in the basics of production planning and control for manufacturing systems. By the end of this course, learners should be able to:

1. Create and use master production schedules. 2. Understand how material requirements planning (MRP) systems work. 3. Use the information from MRP systems to analyze capacity, develop material and capacity plans, and to plan

and control production on the factory floor. 4. Understand how planning and control systems change with different environments and shop floor

configurations. 5. Understand the data requirements and other system issues needed to successfully implement and operate

planning and control systems. 6. Understand how these planning and control systems integrate with the enterprise resource planning systems

used to manage supply chains.

Specific topics include:

• Sales and Operations Planning • Independent Demand Inventory • Master Production Scheduling • Material Requirements Planning • Capacity Planning and Utilization • Production Activity Control • Assembly Line Scheduling • Distribution Requirements Planning • Just-in-Time • Strategy and MPC System Design


• Enterprise Resource Planning • Selecting a System • Implementing a System

Prerequisites: EXMN 629

Strategic Process Analysis and Improvement (BUSA 644)

Explores how inputs are transformed into more valuable outputs. Since everything that occurs in an organization is part of some process, the effectiveness and efficiency of these processes determines the performance of the organization as a whole. As companies face ever increasing pressure to produce products and services customized to the needs of the customer, with shorter lead times, higher quality, and lower cost, the ability to analyze and improve business process to achieve these objectives will be critical to the survival and profitability of the firm.

Topic to be covered:

• Introduction to Process Analysis • Capacity Analysis • Process Types and Layouts • Process Flowcharting • Queuing Systems and System Behavior • Theory of Constraints • Throughput Time Reduction • Introduction to Six Sigma • Tools for Process Improvement • Statistical Process Control


Supply Chain Management (BUSA 645)

Provides an introduction to the fields of operations and logistics through developing an understanding of the managerial issues and challenges of developing and implementing a firm's supply chain strategy. Supply chain management includes all the activities involved in delivering a product from raw material through to the customer including: sourcing raw materials and parts, manufacturing and assembly, warehousing and inventory tracking, order entry and order management, distribution across all channels, delivery to the customer, and the information systems necessary to monitor all of these activities. Supply chain management coordinates and integrates all of these activities into a seamless process.

Introduces the basic supply chain concepts such as inbound and outbound logistics, inventory, warehousing, manufacturing, materials handling, transportation and sourcing. It will use text material, cases, and current articles to understand the new approaches firms are using to better manage the processes that acquire, transform and move materials and services. The class will combine lecture and discussion focused on critical thinking regarding assigned topics.


Logistics Management (BUSA 646)

Analyzes and discusses the various functions and processes that are encompassed in business logistics systems. It also seeks to identify and discuss contemporary developments, challenges, and issues in logistics and supply chain management. Among specific topics covered in the course include:


• Logistics and SCM Overview; Customer Service • Order Processing & Info. Systems; Financial Impact of Inventory • Inventory Management • Supply Chain Security • Managing Materials Flows • Transportation • Decision Strategies in Transportation • Warehousing • Financial Control; Measuring Logistics Value • Procurement


Strategic Supply Chain Management (BUSA 649)

This subject introduces a range of sophisticated concepts of purchasing and materials management. Relevant to the private, public or nonprofit sectors, this subject covers a wide range of supply chain management activities including formation and management of strategic alliances, buyer selection and management, global sourcing, ethics in contracting situations and applications of information technology in supply chain management.


Business Process Integration with Enterprise Resource Planning (BUSA 648)

Focuses on the process-oriented implementation of extended Enterprise Resource Planning (ERP) software (e.g., SAP, PeopleSoft) in the areas of management accounting, production, and supply chain management (SCM) in an enterprise. This subject provides both the theoretical concepts and instruments used in operations management/SCM and cost accounting, and their practical applications in SAP ERP.

Case study provides students with sound knowledge of real-world issues at the interface of operations management/SCM, cost accounting and integrated systems.

Content includes:

• Sales logistics and management of integrated business processes. • Processes in sales: sales order management, price determination, customer management (credit limit,

customer-specific discounts, etc.), accounting integration. • Processes in procurement: Back order processing, MRP, purchasing, production execution and control,

inventory management. • Billing. • Building blocks in logistics:

o Implementation of the organizational structure, materials master and material planning, product structure Bill of Materials (BOM), work centres, capacity controls, and routings.

• Building blocks and procedures in cost accounting: o Basic mater data, cost objects, cost planning, cost allocation methods, integration of cost accounting

and logistics, product costing. • Deriving sales projections and primary requirements, demand management and strategies. • Manufacturing Resource Planning (MRP), planned production orders and purchase requisitions, linking MRP to

accounting. • Procurement logistics, supply chain monitoring and accounting. • Master data in external procurement, information records, processing the purchase requisitions produced by

the MRP run and deriving purchase orders; delivery and invoices for the items ordered.


• Production execution and (cost) control: o Entering and checking production orders, lot splitting/summarizing, capacity planning and smoothing;

process-oriented customizing with respect to scheduling, availability check, calculation schemes, and order execution/conformation, cost variance analysis.


MAJOR IN MARKETING MANAGEMENT

Marketing Strategy (BUSA 621)

Examines the role of marketing in creating value for customers that, in turn, leads to the creation of value for the firm’s stakeholders. Introduces tools from strategy and economics to look systematically at marketing strategy. This course seeks to prepare future managers to deal with core marketing issues by providing a way of thinking strategically about the firm’s products, services and markets. Topics also include how to find profit opportunities, how to create competitive advantage, and how to challenge competitive advantage.

Prerequisite: BUSA 520.

Services Marketing (BUSA 622)

Focuses on the unique challenges of managing services and delivering quality service to customers. It explores the attraction, retention, and building of strong customer relationships through quality service and services. The course is focused on the GAPS model—a model for understanding, improving and adding services. This model looks at customer expectations and perceptions, service recovery and loyalty, the physical aspects of service, the value of employees and the financial impact of services.


Brand Marketing (BUSA 623)

Analyzes decisions about message design given different managerial objectives. It investigates the role of advertising in one particularly important objective, brand-building. Using a discussion of current marketing research, focuses on the importance of consumer perception in advertising/branding efficacy and integrated marketing communications (IMC) as an emerging goal in advertising efforts. Topics include "Smoky Signals," "Sticky Brands," and "The Medium/Content Interaction." Explores theory and practice using lectures, discussions, and readings. Half semester course.


Marketing Research (BUSA 641)

Covers the broad principle

Documents

ACADEMIC COUNCIL AGENDA - Royal Roads University · RRU Research in DSpace: A phased approach . RRU DSpace is intended to be the primary institutional repository for storing and disseminating