Graduate Handbook

Graduate Academic HandbookMBAMBA/JDMBA/MFA/MAIMBAMPAPost-MBA Diploma in Advanced ManagementFinancial Engineering Diploma (Stand Alone)

Schulich 2011-2012

Sessional Course Dates

Schulich School of Business

2011-2012 Sessional Dates

Fall 2011

Activity Term F2 Term FP Term A Term M

Most 3.00-credit Most courses All first-half All second-half courses on weekends 1.50 credit courses 1.50 credit courses

Class Start Date Sept 12 Sept 24-25 Sept 12 Oct 31

Class End Date Dec 9 Dec 10-11 Oct 24 Dec 9

Reading Week Oct 25-28 n/a n/a n/a

Examinations Dec 12-16 Dec 17-18 Oct 25-28 Dec 12-16

Last date to ENROLwithout permission Sept 16 Sept 30 Sept 16 Nov 4

Last date to ENROLwith permission Sept 23 Oct 7 Sept 23 Nov 11

Last date to DROP courses(without academic penalty) Nov 11 Nov 18 Sept 30 Nov 18

Winter 2012Activity Term W2 Term WP Term C Term N

Most 3.00 Most courses All first-half All second-half credit courses on weekends 1.50 credit courses 1.50 credit courses

Class Start Date Jan 9 Jan 14-15 Jan 9 Feb 27

Class End Date Apr 9 Mar 31-Apr 1 Feb 17 Apr 9

Reading Week Feb 21-24 n/a n/a n/a

Examinations Apr 16-20 Apr 14-15 Feb 21-24 Apr 16-20

Last date to ENROLwithout permission Jan 13 Jan 20 Jan 13 Mar 2

Last date to ENROLwith permission Jan 20 Jan 27 Jan 20 Mar 9

Last date to DROP courses(without academic penalty) Mar 9 Mar 16 Jan 27 Mar 16

Summer 2011Activity Term S1, 2 Term SW Term E2 Term G2

Most 3.00 courses 3.00 P-section All first-half All second-halfWeekend courses 1.50 courses 1.50 courses

Class Start Date May 2 Apr 30 -May 1 May 2 June 13

Class End Date July 21 July 10 June 10 July 21

Reading Week n/a n/a n/a n/a

Examinations July 25-28 July 23-24 June 17 July 25-28

Last date to Enrol without permission May 9 May 7 May 9 June 20

Last date to Enrol with permission May 16 May 13 May 16 June 27

Last date to DROP courses (without academic penalty) July 2 June 24 May 20 July 4

1 The University is closed on Victoria Day, Monday, May 23. Make-up classes for Monday classes will be held on Friday, May 27.

2 The University is closed on Canada Day, Friday, July 1.

3 Career Day is Friday, September 23 – MBA classes will be held.


Important Dates

2011-2012 Important DatesKey to Symbols* No classes and University offices are closed on these holidays.

Date Category Reminder

April 25, 2011 Enrolment Status Change Last Day to change status (part-time, full-time) for Summer 2011

Apr 30 – May 1 Term Start Start of Summer SW term weekend classes

May 2 Term Start Start of Summer Session – Terms E and S

May 10 Fees Last day to pay summer fees without financial penalty

May 23 Holiday* Victoria Day – Make-up classes held May 27, 2011

May 27 Make-up Classes Make-up classes held for all Monday classes

June 10 Convocation Summer Convocation Ceremonies: www.yorku.ca/mygraduation

Early June Enrolment Access Dates Fall 2011 – Winter 2012 Enrolment Access Dates are posted online at www.yorku.ca/yorkweb/cs.htm. Continuing students must log on to receive your date to enrol.

June 13 Term Start Term G classes

June 17 Exams Term E classes

June 21 Enrolment Graduate Enrolment for Fall/Winter 2011-2012 begins for up to 15 credit-hours (full-time) until July 6

July 1 Holiday* Canada Day – University Closed

July 8 Enrolment Full-time students may enrol in additional courses up to 18 credit-hours

July 23-28 Exams Examination Week – Term S, SW and G courses

August 1 Civic Holiday* Civic Holiday – University Closed

September 1 Enrolment Status Change Last day to change status (part-time, full-time) for Fall 2011

September 5 Holiday* Labour Day – University Closed

Week of September 6 Launch Week Mandatory Launch Week for new students

September 10 Fees Last day to pay Fall 2011 fees without financial penalty

September 12 Term Start Fall 2011 classes begin

September 23 Career Day Schulich Career Day – Classes are held

September 24-25 Term Start Start of Fall 2011 FP term weekend classes

October 10 Holiday* Thanksgiving

Mid-October Convocation Convocation Ceremonies: date TBA – www.yorku.ca/mygraduation

October 25-28 Exams Examination Week – Term A classes

October 25-28 Reading Week No classes for graduate students

December 9 Term End Last day of classes for graduate students

December 12-18 Exams Examination Week – Terms F2, M and FP

December 31 Convocation Deadline to apply for June 2012 Convocation

Dec 23 – Jan 2 Holiday* Winter Break, University Closed

January 3, 2012 Enrolment Status Change Last day to change status (part-time, full-time) for Winter 2012

January 3-8 Launch Week Mandatory week for new Winter term students – dates to be announced

January 9 Term Start First day of classes for graduate students

January 10 Fees Last day to pay Winter 2012 fees without financial penalty

January 14-15 Term Start Start of Winter 2012 WP term weekend classes

February 20 Holiday* Family Day

February 21-24 Exams Examination Week – Term C classes

February 21-24 Reading Week No classes for graduate students

April 6 Holiday* Good Friday

April 10 Term End Last day of classes for graduate students

April 14-20 Exams Examination Week – Terms W1, W2, WP and N

May 1 Convocation Deadline to apply for October 2012 Convocation

June Convocation Summer Convocation Ceremonies: date TBA – www.yorku.ca/mygraduation

2 – Schulich School of Business

Table of Contents

Table of Contents

2011-2012 Sessional Dates ..........................Inside Front Cover2011-2012 Important Dates ....................................................1Important Web Sites

The Schulich School ..................................................................4York Counselling and Disability Services....................................4York Online Services ..................................................................4Graduate Business Council.........................................................4

CONTACT USSchulich Division of Student Services & International Relations .........................................................................5

ENROLMENTIn this Section ...........................................................................6Enrolment Process

Registration and Enrolment........................................................6Enrolment Blocks .......................................................................6Enrolment Access Notification ...................................................6Enrolment in Individual Study Elective Courses .......................6Enrolment in Elective Courses Outside Schulich .......................6

Course Changes and WithdrawalsRegulations and Deadlines .........................................................7Impact of Changes on Length of Program..................................7

Other Enrolment InformationCourse Wait Lists and Automated Wait List Database ................7Course Cancellations..................................................................7Revised Course Offerings ...........................................................7

Enrolment Status InformationDefinition of Full-time and Part-time Status...............................7Changing Full-time and Part-time Status ...................................7

FEES AND PAYMENT OF FEESIn this Section ...........................................................................8Domestic and International Fees ............................................8Tuition & Supplementary Fees

Academic Tuition Fees/Charges ..................................................8Domestic Student Category........................................................8International Student Category ..................................................8Non-refundable Admission Deposit ...........................................8Supplementary Fees/Charges......................................................8Ancillary Fees.............................................................................8Student Referenda Fees ..............................................................8

Additional FeesLeave of Absence Fee .................................................................9Language Course Fees for Non-IMBA Students..........................9Language Testing Fees for IMBA Students..................................9

Health and Dental Insurance PlansUniversity Health Insurance Plan (UHIP) for International Students...........................................................9Supplemental Health and Dental Insurance Plan .......................9

Payment of FeesStudent Accounts Statement.......................................................9Methods of Payment...................................................................9Deadlines for Fees Payment........................................................9Receipts ......................................................................................9

Deferring Payment of Fees ........................................................9Waiving Payment of Fees

York Employees/Dependents ......................................................9

OSAP loans ...............................................................................10Outstanding University Debts ................................................10

Academic Sanctions for Accounts Not in Good Standing................10Tuition and Education Tax Credit Certificate ....................10Refund of Fees..........................................................................10

Refund for Complete Withdrawal from a Term................................10Financial Petitions...................................................................10

SCHOLARSHIPS AND FINANCIAL ASSISTANCEScholarships, Awards and Bursaries for Continuing Students

Continuing Student Awards .....................................................11Specialization Awards ...............................................................11Bursaries...................................................................................11

OTHER INFORMATIONIn this Section .........................................................................12Advanced Standing/Waiver with Replacement

Petitions for Advanced Standing/Waiver with Replacement .....12Advanced Standing ..................................................................12Waiver with Replacement.........................................................13IMBA Program Advanced Standing/Waiver with Replacement ...13Course Duplication ...................................................................14

Classroom-Based Academic Concerns & Just In Time (JIT) Process .................................................14Computing Services

Computer Ownership ..............................................................14Computer Accounts .................................................................14Computing Locations/Hours ....................................................14Personal Computing Recommendations...................................14

Course Materials InformationCourse Packages.......................................................................15Course Materials Database........................................................15

Graduation/Convocation.........................................................15Student Identification

YU-card ....................................................................................15Class Photo Lists ......................................................................15

PROGRAMSIn this Section .........................................................................16Master of Business Administration (MBA) ..........................17International Master of Business Administration (IMBA) ........21Master of Public Administration (MPA)...............................24Joint and Dual MBA Programs

Joint MBA/MFA and MBA/MA Degrees ....................................26Joint MBA/JD Degrees ..............................................................29Joint York/Laval Degrees...........................................................32

Graduate Diplomas .................................................................33Post-MBA Diploma in Advanced Management....................34Financial Engineering Diploma (Stand Alone).....................35

AREA AND PROGRAM SPECIALIZATION INFORMATIONIn this Section .........................................................................36Introduction .............................................................................36Accounting ................................................................................37Arts and Media Administration.............................................38Business and Sustainability ...................................................39Business Consulting ................................................................40Business Ethics ........................................................................40Economics.................................................................................41Entrepreneurial Studies ..........................................................42

continued on next page

Schulich School of Business – 3

Table of Contents

Finance ......................................................................................43Financial Engineering ............................................................44Financial Services ...................................................................45Health Industry Management ...............................................46International Business ............................................................47Marketing..................................................................................48Nonprofit Management and Leadership...............................49Operations Management & Information Systems ..............50Organization Studies...............................................................51Public Management ................................................................52Real Estate and Infrastructure ............................................. 53Strategic Management ............................................................54

SCHULICH REQUIRED FOUNDATIONS OF MANAGEMENT CORE COURSESIn this Section .........................................................................55Introduction..............................................................................55Nature of Courses ....................................................................55

MBA 1 ......................................................................................55MBA 2 ......................................................................................56Additional MBA/JD Core Courses ............................................58Additional IMBA Core Courses ................................................58Additional MPA Core Courses..................................................59

COURSE DESCRIPTIONS: ELECTIVE COURSESIn this Section .........................................................................60Introduction..............................................................................60Schulich Individual Study 6900 X.XX Series........................60Non-Schulich Electives ............................................................60Schulich Elective Courses .......................................................61

ACTG - Accounting..................................................................63ARTM - Arts and Media Administration ..................................64BSUS - Business and Sustainability...........................................64ECON - Economics..................................................................65ENTR - Entrepreneurial Studies ...............................................66ETHC - Business Ethics............................................................66FINE - Finance.........................................................................66FNEN - Financial Engineering .................................................68FNSV - Financial Services ........................................................69HIMP - Health Industry Management ......................................70IBUS - International Business ...................................................70MGMT - Management ..............................................................71MKTG - Marketing...................................................................72NMLP - Nonprofit Management and Leadership .....................74OMIS - Operations Management & Information Systems ........75ORGS - Organization Studies ...................................................76PROP - Real Estate and Infrastructure......................................77PUBL - Public Management......................................................77SGMT - Strategic Management.................................................78

STUDY ABROADIn this Section .........................................................................80

Study Abroad ...........................................................................80Eligibility Criteria .....................................................................80Study Options ..........................................................................80Program Length........................................................................80The Academic Program ............................................................80Application Deadlines ..............................................................80Application Process ..................................................................80Fee Schedule ............................................................................80

The Exchange SchoolsAfrica........................................................................................81Americas...................................................................................81Asia/Pacific ...............................................................................81Europe & Middle East..............................................................82

ACADEMIC POLICIES AND REGULATIONSIn this Section ..........................................................................83York University Rules, Regulations and Policies.................83General ......................................................................................83

Assignments .............................................................................83Papers Satisfying More than One Course Assignment ..............83Attendance ...............................................................................83Conduct ...................................................................................84Course/Instructor Evaluations ..................................................84Enrolment Status .....................................................................84Examinations ...........................................................................84Faculty Council .......................................................................85Rate of Progress .......................................................................85Personal Documents.................................................................85Personal Information................................................................86Schulich Centre for Teaching Excellence..................................86Student Affairs Committee .......................................................86

Graduation Requirements.......................................................86Transcripts of Academic Records ..........................................86Academic Honesty ...................................................................86Schulich School Implementation of the Senate Procedures for Dealing with Suspected Breaches of Academic Honesty ..............................................86

Introduction .............................................................................86Senate Policy on Academic Honesty.........................................87Senate Guidelines on Academic Honesty .................................87Procedure Governing Breach of Academic Honesty .................89Order of Faculty or Senate Hearings on Academic Honesty.....93

Grading .....................................................................................93Grade Appeals for Schulich Courses .....................................95Academic Petitions ..................................................................96Debarment and the Appeal Process.......................................96Other Appeals to the Student Affairs Committee ................96Appealing Schulich Student Affairs Committee Decisions ...96Further Appeal at the Executive Committee Level ..............96Schulich Human Participants Research (HPR) Policy .......97

STUDENT SERVICES AND STUDENT LIFE: SCHULICHIn this Section ..........................................................................98Student ServicesStudent Services & International Relations Office .............99Schulich Career Development Centre (CDC) .......................99

Career Counselling...................................................................99Career Workshops and Panels ..................................................99Career Leader ...........................................................................99Career Resources ....................................................................100Career Fairs ............................................................................100Company Information Sessions..............................................100Industry Specific Events .........................................................100Job Opportunities...................................................................100MBA Internship Program .......................................................100Professional Guidelines Document.........................................100Résumé Bank..........................................................................100Communications ....................................................................100

Other Schulich ServicesLockers...................................................................................100The Trading Floor ..................................................................101Tuckner’s ................................................................................101

continued on next page

Student LifeGraduate Business Council (GBC)..........................................101Publications............................................................................101Athletics .................................................................................101Buddy Program ......................................................................101Case Competitions .................................................................101Student Clubs and Activities ..................................................102

Global Alumni NetworkMission Statement ..................................................................105What the Schulich Global Alumni Network

Can Offer You......................................................................105What Alumni Can Offer the Schulich School.........................105Alumni Mentor Program ........................................................105

STUDENT SERVICES AND STUDENT LIFE: YORK UNIVERSITYAccommodation/Housing ....................................................106Bookstore ................................................................................106Campus Security....................................................................106

Department of Security Services.............................................106goSAFE...................................................................................106

Centre for Student Community and Leadership Development ...............................................107

Childcare.................................................................................107Counselling and Disability Services....................................107Health Services.......................................................................108Health Education and Promotion at York..........................108Library Services .....................................................................109Office of Student Conduct and Dispute Resolution ........109Office of the Ombudsperson ...............................................109Centre for Human Rights ....................................................109Parking Services.....................................................................109Shopping Services..................................................................110Sport and Recreation Programs...........................................110Student Centre .......................................................................110Transportation Services ........................................................110

Van-GO ..................................................................................110Centre for Women and Trans People ..................................110

INTERNATIONAL STUDENTSIn this Section .......................................................................111Benefits of Study in Canada ...............................................111Accreditation and Canadian Business Schools ................111

Ontario Business Schools .......................................................111Cost of Studying and Living in Canada ............................111

Tuition and Related Academic Fees ........................................111Living Expenses......................................................................112

Financial Assistance ............................................................112Resources and Support .........................................................112Study Permit (Visa)...............................................................112Work Eligibility During Studies...........................................113Working in Canada After Graduation ................................113

FACULTY AND ADVISORSIn this Section .......................................................................114Faculty ...................................................................................114The Dean’s Advisory Council ..............................................115Executives-in-Residence .......................................................115International Advisory Council ..........................................115Program Advisory Boards ...................................................115

MAP OF YORK UNIVERSITY ...................Inside Back Cover


Table of Contents

Important Web Sites

The policies, requirements, course offerings, schedules, activi-ties, tuition and fees as described in this Handbook are subjectto change without notice at any time at the discretion of YorkUniversity and the Schulich School of Business.

The Schulich School:www.schulich.yorku.ca

• Graduate degree programs, specializations, Schulich CareerDevelopment Centre, Lotes Notes e-mail, Study Abroad

• Links to Graduate course offerings, wait list database, examschedules, student forms and sessional dates

• Newly admitted students should refer towww.schulich.yorku.ca/newmbaimba

York Counselling and Disability Services:www.yorku.ca/cds

• Resources and services to help students develop and fulfilltheir personal and academic potential (i.e. personal & groupcounselling, workshops, learning skills, etc.)

York Online Services:www.yorku.ca/yorkweb/cs.htm

• Enrolment and fees • York University Academic Regulations• Address changes • Parking and Transportation• Grade Reports • Housing

Graduate Business Council:www.gbc.schulich.yorku.ca

• Mission statement, services, events and contact information for allGraduate Schulich students


Contact Us

Contact Us

Schulich Division of Student Services & International RelationsThe School’s Division of Student Services and International Relations should be consulted on questions related to admissions, enrolment, registration, grade or course problems, financial assistance or special advising.

Topics To Query Contact Telephone E-mail Location

Executive DirectorAcademic counselling Charmaine Courtis 416-736-5059 [email protected] W263CProgram planning Executive Director of StudentGraduate assistantships Services & International RelationsResearch assistantshipsSpecial cases Heidi Furcha 416-736-2100 [email protected] W288

Financial Administrative Assistant ext. 22293

Student ServicesAcademic counselling Praveen Muruganandan (until June 2012) 416-736-2100 [email protected] W262OProgram planning Melissa Judd (returning June 2012) 416-736-2100 [email protected] appeals Director, Student Services ext. 70228Complaints officer

Petitions & appeals Olga Carew 416-736-2100 [email protected] W262EAcademic Honesty policies Student and Academic ext. 22744

Services Coordinator

Convocation Sandra Osti 416-736-2100 [email protected] W262EGrades Records and Promotions ext. 77971Appeals/Committee Administrative Assistant

Enrolment & RegistrationEnrolment & Registration Keshia Gray (until September 2011) 416-736-2100 [email protected] W262NAcademic counselling (graduate) Carolyn Ward (returning September 2011) ext. 77007 [email protected]

Manager, Enrolment Services

Course/section changes Chioma Nwabugwu (until October 2011) 416-736-5303 [email protected] W262Status changes Tina Fantin (returning October 2011) [email protected] inquiries Registration AssistantRegistration/enrolment Rachel Ricer 416-736-5303 [email protected] W262Wait lists Student Programs Assistant [email protected]

Financial AidFinancial Aid Amanda Barnes 416-736-2100 [email protected] W262JOSAP Information Assistant Director, ext. 77979Bursaries, scholarships, Financial Aidfellowships, awards

Emergency Loans Anne Caulfield 416-736-2100 [email protected] W262KFinancial Aid Officer ext. 30515

International RelationsInternational students – Lindsay Hillcoat 416-736-2100 [email protected] W263Frecruitment & admissions Associate Director, ext. 77893International student advising International Relations

Study abroad Cheryl Stickley 416-736-2100 [email protected] W263D(graduate exchange) Graduate ext. 22811

International Program Coordinator

International inquiries Lan Yu 416-736-5059 [email protected] W263KInternational Information Assistant 416-736-2100

ext. 77973

Graduate AdmissionsAdmissions & Recruitment Krista Larson 416-736-2100 [email protected] W263B

Director, Admissions & Recruitment ext. 22062

Admissions Renice Jones 416-736-2100 [email protected] W263BAdvanced Standing Assistant Director, Admissions ext. 20393

(IMBA, PhD and Special Programs)

Building tours Carol Partland 416-736-2100 [email protected] W263BClass visits Manager, Marketing and Recruitment ext. 77968

Advanced Standing Michelle Hughes 416-736-2100 [email protected] W263BAdmissions inquiries Graduate Admissions Assistant ext. 22535

Enrolment

Enrolment

IN THIS SECTION:

Enrolment ProcessRegistration and Enrolment ......................................................6Enrolment Blocks .....................................................................6Enrolment Access Notification..................................................6Enrolment in Individual Study Elective Courses.......................6Enrolment in Elective Courses Outside Schulich ......................6

Course Changes and WithdrawalsRegulations and Deadlines........................................................7Impact of Changes on Length of Program ................................7

Other Enrolment InformationCourse Wait Lists and Automated Wait List Database...............7Course Cancellations ................................................................7Revised Course Offerings..........................................................7

Enrolment Status InformationDefinition of Full-time and Part-time Status .............................7Changing Full-time and Part-time Status..................................7

ENROLMENT PROCESS

Registration and Enrolment• the course enrolment process at York is automated and com-

pleted by students online• the process of making enrolment changes at York is also

automated (e.g. changing course sections, substituting onecourse for another by dropping one and adding another, ordropping a course)

• students without immediate access to a computer may use on-campus terminals, including the library, computer lab, or thecomputers in the Schulich Student Services Office, W262

• students normally enrol for Summer term courses in March andfor Fall and Winter courses in June

• enrolment is on a first-come, first-served basis

Enrolment BlocksAll students with an outstanding balance of more than $1,000.00one week prior to their Enrolment Access Period will be blockedfrom enrolling in the Summer, Fall and/or Winter terms.

Enrolment Access NotificationA student’s Enrolment Access Period begins on the date and time post-ed online at www.yorku.ca/yorkweb/cs.htm. Access Periods areupdated and can be viewed in March and June.

Enrolment access is determined according to the number of com-pleted credit-hours a student obtains. Schulich access periods beginon different days. Students with the highest number of courses completed begin first. Once the enrolment access has begun, it continues until the final date to enrol in courses for that term. We recommend that students enrol as early as possible oncetheir access period begins.

We also encourage students to verify their enrolment periodically online.

Enrolment in Individual Study Elective Courses(6.0 credit-hours maximum)

• print the Individual Study form from www.schulich.yorku.ca> (Select your Program) > Forms

• return completed form to the Student Services Office, W262, bythe end of Week 1 of the term in which the course is undertaken

• include the approved clearly defined course topic, title and sig-nature of the faculty member supervising the course. Please notethat faculty members are not obligated to accept individualstudy proposals from students pursuing individual studies

• upon receipt of approved form, you will be advised by e-mailto enrol in the course online

• see “Schulich Individual Study” on page 60 for additionalinformation

Enrolment in Elective Courses Outside Schulich (6.0 credit-hours maximum)

To enrol in an elective course offered at anotherYork University Faculty:• well in advance of the start of term (at least 4 to 6 weeks), print the

Graduate Courses at York form from www.schulich.yorku.ca> (Select your Program) > Forms

• submit the completed form to the Student Services office,W262, Schulich, along with a brief statement of intent

• once approved by Schulich, the form will be sent to the homedepartment of the course you wish to take

• upon approval by both Faculties, you will be notified by e-mailto enrol online

To enrol in elective courses at other GraduateSchools outside York UniversityFor courses in Ontario:• well in advance of the start of the term (at least 6 to 8 weeks),

complete an Ontario Visiting Graduate Student (OVGS) appli-cation, available in W262, Schulich

• submit the completed form, a course syllabus for the desiredelective course from the university you wish to attend, and arationale for taking this course outside of the Schulich Schoolto the Student Services Office, W262, Schulich

• you will be contacted via email regarding the status of your request

For courses outside Ontario:• submit a course syllabus which includes teaching hours for the

desired elective course and a rationale for taking this courseoutside of the Schulich School to the Student Services Office,W262, Schulich

• you will be contacted via email regarding the status of your request



Enrolment

COURSE CHANGES AND WITHDRAWALSThere are different academic and financial deadlines for adding anddropping courses. See also inside cover and page 10.

Regulations and Deadlines• after the first term of study, students are free to add courses

(space permitting), transfer sections or change courses up to theend of the first week of a term using the online system (session-al dates are listed online)

• should a course reach its enrolment limit, students may addtheir name to a wait list. Please see below for details

NOTE: Students cannot drop MGMT 5150 3.00 or transfer sectionswithout special permission, as this is considered to be a withdrawalfrom a degree program

Impact of Changes on Length of Program• dropping one or more Required Foundations of Management

Core Courses may prevent a full-time student from completingan MBA or MPA degree program within the normal four full-time semesters, as these are prerequisites for SGMT 6000 3.00,MGMT 6090 0.00 and MGMT 6100 3.00 and must be com-pleted before the student can progress

• dropping SGMT 6000 3.00 requires dropping MGMT 60900.00 and MGMT 6100 3.00 if the two courses are being takenconcurrently

• see your academic advisor ahead of time to discuss your deci-sion to drop a course

OTHER ENROLMENT INFORMATION

Course Wait Lists and Automated Wait List DatabaseDuring the enrolment period, a course may reach its enrolmentlimit. When this happens, students trying to enrol in that coursewill be told online that they may not enrol because:

a) they do not meet access requirements for the remaining seats, or b) the remaining seats are reserved, orc) the course is full

Students receiving any of these messages should add themselves tothe wait list if they have earned the course prerequisites. Please con-tact Schulich Student Services if you have questions about the enrol-ment message at [email protected].

The Automated Wait List database maintains a list of students whoare waiting for a space in a particular course. Students who addtheir names to the Priority Wait List by the end of the week after thestart of the enrolment period (date is listed on the database) will begiven priority on the list according to the number of credit-hourscompleted and in progress. Students who add their name after thatfirst week will be assigned priority on a first-come, first-servedbasis, provided they have completed the course prerequisites.

Students may add their name to the Automated Wait List Databaseat waitlist.schulich.yorku.ca. The database requires the student’sLotus Notes User ID and password.

After the published deadline for the Priority Wait List, the Schoolreviews the enrolment and wait list numbers for the session, assess-ing demand for additional sections of scheduled courses, or for theaddition of new, previously unscheduled courses. During the firstweek of class, professors whose courses have a wait list will be givena copy, along with the current class list. During the second week ofclasses, students may enrol into courses with the permission of theinstructor only. The wait list will no longer be in effect. A complet-ed Enrol with Instructor Permission Form must be submitted toStudent Services by the specified deadline. After the second week

of classes, students will no longer be able to add themselves tocourses and are not permitted to attend courses for which they arenot formally enrolled.

If a new section is added, the Student Services staff will e-mail theappropriate number of students via Lotus Notes, and advise the students of the new section. If space in filled courses becomes available, students will also be notified by Lotus Notes. Note thatseniority (the number of courses completed) is used in determiningpriority only for those students whose names are recorded on thePriority Wait List. After those students have been awarded space,available spots will be assigned on a first-come, first-served basis.

NOTE: Students will not be automatically enrolled into courses fromwait lists. Students will be notified by Lotus Notes e-mail that theyhave 1, 3 or 5 days to enrol in the course online. Once this period haselapsed, the Student Services staff will advance to the next student onthe wait list.

Course CancellationsIf a course is cancelled, Student Services immediately informs thoseenrolled in the course by Lotus Notes e-mail. The change is alsoposted online at www.schulich.yorku.ca > (Select your Program) >Enrolling in Classes > Course Offerings.

Revised Course OfferingsRevisions to course offerings are posted on the Schulich Web site atwww.schulich.yorku.ca > (Select your Program) > Enrolling inClasses > Course Offerings.

Revisions can include:

• cancelled courses• new courses• schedule changes (day/time)• room changes• new instructors

ENROLMENT STATUS INFORMATION

Definition of Full-time and Part-time Status• full-time status is defined as enrolment in 9.0 credit-hours or

more to a maximum of 18.0 credit-hours per term• part-time status is defined as enrolment in no more than 7.5

credit-hours per term • for continuing students, status in a new term is assumed to be

the same as in the previous term unless a change was request-ed in writing prior to the start of the term

Status changes must be made by the student to be official and resultin a fee change. Enrolment in a part-time course load does notautomatically confirm that the student is part-time or payingpart-time fees. A status change must be submitted as below.

Changing Full-time and Part-time StatusStudents may only change status from full-time to part-time or vice versa by submitting a written request using the EnrolmentStatus Change Form, found online at www.schulich.yorku.ca> (select your program) > Forms. This form must be submitted toStudent Services by the deadline indicated online and on the form.

Students who change their status for a limited period of time (e.g.from full-time to part-time for a Summer Term) must remember toapply to change their status back by the stated deadline on theEnrolment Status Change form. Students who wish to change theirstatus for numerous upcoming terms (e.g. continue part-time forthe remainder of the program) should only submit one form.


Fees and Payment of Fees

DOMESTIC AND INTERNATIONAL FEES

Domestic and international student fees are posted on the StudentFinancial Services Web site at sfs.yorku.ca. Follow the links to theSchulich Fees and Refund tables.

TUITION & SUPPLEMENTARY FEES

Academic Tuition Fees/ChargesAcademic fee rates are determined by the government of theProvince of Ontario according to a formula based on whether a student is designated as a domestic or international student. Anyadjustment to this formula fee schedule will result in an adjustmentto the University’s academic fees. The University will endeavour toinform the student community immediately upon any such adjustments. Fee rates are subject to change without notice.

Domestic Student Category• a domestic fee rate (including the cost of academic tuition) is

applied to Canadian citizens, permanent residents of Canada oreligible international students

International Student Category• an international student fee rate (including the cost of academic

tuition) is applied to students who do not fall within the exemption categories

• under certain circumstances, students can be exempted frompaying the international student fee rate

Students who wish to be considered for exemption under one of theapproved exemption categories must contact the Registrar’s Officeregarding the official documentation necessary to support such arequest. Only original documents may be presented. Photocopies are notacceptable. All such documents, or those requested as proof of status,must be submitted to the Client Services counter at the Bennett Centre forStudent Services prior to payment of academic fees.

Students who are unable to provide the required documentationbefore paying their academic fees are required to pay at the international student fee rate. If fees are paid at the higher rate, anda student subsequently becomes exempt, dated documents must besubmitted to the Client Services counter before October 31 for theFall Term, January 31 for the Winter Term, and June 30 for theSummer Term.

• international students can request evidence of registration atYork University by visiting Schulich Student Services, SSB W262

Non-refundable Admission Deposit• all newly admitted graduate students must pay a non-refundable

deposit of $2,500.00 ($1,500.00 if part-time) to hold their placein a program

• the deposit is credited against academic tuition fees after astudent registers (appears on first term account statement)

• The deposit is forfeited if a student does not attend in the termfor which admission was granted.

Supplementary Fees/ChargesNOTE: Students with questions about a particular supplementaryfee/charge should first contact the unit charging the fee. If the mat-ter is unresolved, students should document the issue and send a copyto both the Registrar’s Office and to the York University FeesCommittee, c/o Registrar’s Office.

The Ontario Ministry of Education and Training permits universitiesto automatically charge certain supplementary fees in addition toacademic tuition fees.

Ancillary Fees• charged and collected centrally by York University as a portion

of overall tuition fees• applied against University services such as: athletics, recreation,

counselling, cultural services, special services• ineligible for an income tax receipt

Student Referenda Fees• charged and collected centrally by York University as a portion

of overall tuition fees• ineligible for an income tax receipt

IN THIS SECTION:

Domestic and International Fees ...........................................8

Tuition & Supplementary FeesAcademic Tuition Fees/Charges ................................................8Domestic Student Category ......................................................8International Student Category.................................................8Non-refundable Admission Deposit..........................................8Supplementary Fees/Charges ...................................................8Ancillary Fees ...........................................................................8Student Referenda Fees.............................................................8

Additional FeesLeave of Absence Fee................................................................9Language Course Fees for Non-IMBA Students ........................9Language Testing Fees for IMBA Students ................................9

Health and Dental Insurance PlansUniversity Health Insurance Plan (UHIP)

for International Students ...............................................................9Supplemental Health and Dental Insurance Plan For All

Full-Time Domestic and International Students .....................9

Payment of FeesStudent Accounts Statement .....................................................9Methods of Payment.................................................................9Deadlines for Fees Payment......................................................9Receipts ....................................................................................9

Deferring Payment of Fees .....................................................9

Waiving Payment of FeesYork Employees/Dependents ....................................................9

OSAP Loans ............................................................................10

Outstanding University Debts ..............................................10Academic Sanctions for Accounts Not in Good Standing .......10

Tuition and Education Tax Credit Certificate ...................10

Refund of Fees .......................................................................10Refund for Complete Withdrawal From a Term......................10

Financial Petitions ................................................................10




ADDITIONAL FEES

Leave of Absence Fee• a fee is charged when a leave of absence is requested by a stu-

dent and approved by the Schulich Student Affairs Committee• $169.49 for each term on leave

Language Course Fees for Non-IMBA Students• language courses are optional non-credit courses for

non-IMBA students• contact the IMBA Program office at [email protected]

or 416-736-5942 for further details

Language Testing Fees for IMBA Students• placement OPIs (Oral Proficiency Interviews) $50.00 CDN,

unsupported exit OPIs $50.00 CDN, all other OPIs $144.00CDN, paid prior to an interview

• contact the IMBA Program office at [email protected] 416-736-5942 for further details

HEALTH AND DENTAL INSURANCE PLANS

University Health Insurance Plan (UHIP) forInternational Students UHIP covers health care expenses for international students andtheir dependents. All international students are required to par-ticipate. For fees and benefits details, visit the UHIP Web site atwww.yorku.ca/yorkint/uhip

Supplemental Health and Dental InsurancePlan For All Full-time Domestic andInternational StudentsThe York University Graduate Students’ Association (GSA) providesa mandatory supplemental health and dental insurance plan forfull-time graduate domestic and international students:

• full-time students starting in the Fall 2011 term are automati-cally opted-in to the plan

• full-time students who have equivalent coverage may opt-out of the plan by the deadline with proof of coverage. Visitwww.yugsa.ca in mid-October for opt-out information

• part-time and new full-time Winter and Summer 2012 studentsmay opt-in to the program by the deadline

For fees, benefits and opt-in or opt-out deadlines, please visit theGSA Web site at www.yugsa.ca

PAYMENT OF FEESStudents are responsible for the fees associated with their enrol-ment in any term. A student’s non-attendance at classes does notconstitute official withdrawal from courses, from the term, or fromYork University. Students must officially drop courses online. Seethe Fees/Refund Tables at sfs.yorku.ca/refunds/tables/ for com-plete withdrawal refund schedule.

Student Accounts Statement• view online at sfs.yorku.ca• not routinely sent to students• payment due date is noted on the statement• typical charges include:

- tuition- housing- health and dental insurance- parking fines- library fines

Methods of PaymentThe preferred payment method for students to pay outstandingfees is through online banking. International students should useTravelex instead of wire transfers. Refer to sfs.yorku.ca/fees/paying/index.htm for more information.

DEADLINES FOR FEES PAYMENT

For Summer 2011 May 10, 2011

For Fall 2011 Sept. 10, 2011

For Winter 2012 Jan. 10, 2012

ReceiptsYour cancelled cheque, bank receipt/stamp or transaction recordserves as proof of payment.

DEFERRING PAYMENT OF FEES It is the responsibility of each student to cover all costs associat-ed with attending the University. If financial assistance isrequired to honour this responsibility, students should immediately contact Schulich Financial Aid at 416-736-2100ext. 30515. If after reviewing a student’s financial situation andcredit history a request for assistance is accepted, the student will be required to sign a Promissory Agreement (a legally bindingcontract) with the University.

• in most cases, interest will be charged on any deferred tuition,including payment extensions

• application forms for payment extension are available from theSchulich Financial Aid Officer

• contractual obligations involved are listed on the application form• if a request to defer fees is required due to complications arising

from scholarships, sponsorships or difficulties in obtaining for-eign currency, students should make their request to defer pay-ment in writing to the Assistant Director, Schulich Financial Aid

WAIVING PAYMENT OF FEES

York Employees/DependentsThe University will waive academic fees at the domestic fee rate forUniversity degree credit courses for eligible staff members, facultyand dependents. There is a tuition waiver cap for Master’s levelSchulich students. For more information regarding academic feewaivers or eligibility requirements, contact the Department ofHuman Resources at 416-736-5005.

Tuition fees covered under the academic fee waiver policy forcourses taken by employees of York are non-taxable. Tuition feeswaived for dependents of employees are taxable and will be report-ed on the family member’s T4A slip for that year.


OSAP LOANS

To maintain interest-free status on previously negotiated student loans,full-time students must complete a Continuation of Interest-Free Statusform and submit the form to Student Financial Services, StudentServices Building.

OUTSTANDING UNIVERSITY DEBTS

York University Senate policy stipulates that graduation privileges,academic services, transcript requests and enrolment privileges,among others, be withheld from any student until all financial lia-bilities to the University have been settled (e.g. housing, telecom-munications, parking fines, outstanding tuition fees). The followingchart summarizes these academic sanctions.

Academic Sanctions for Accounts Not in Good Standing

STATE OF ACCOUNT SANCTION APPLIED

Not in good standing Graduation blocked, transcripts denied etc.

Owe $1000.00 or more Enrolment adds and drops blocked; library privileges denied; future housingprivileges denied; purchase of parkingdecals denied

TUITION AND EDUCATION TAX CREDIT CERTIFICATE

Tuition and Education Credit Certificates for Canadian tax purposes areavailable online annually in February to eligible part-time and full-timeSchulich students at sfs.yorku.ca.

REFUND OF FEES

NOTE:1. Non-attendance at classes does not constitute official withdrawal from

a course, a term or the University.

2. To withdraw from one, several or all courses, a student must withdrawonline. The section below provides important details related to with-drawing from all courses in a term.

Refund for Complete Withdrawal From a TermSome students may find it necessary to withdraw from a particular term.Upon withdrawal from all courses, students may be entitled to a refundof a portion of their fees, depending on the date by which the withdrawal is authorized.

• fees are refunded on a pro rata basis• all or a portion of a refund may be withheld until all outstanding

balances are paid• if fees have not been paid at the time of withdrawal from

a term, withdrawing students will still remain liable for any outstanding amounts

• fees refund tables are posted at sfs.yorku.ca/refunds/tables/

FINANCIAL PETITIONS

Students who withdraw from a term due to rare and unforeseen circumstances after the refund deadline listed above may apply for reliefto the Financial Petitions Committee, c/o the Student Financial Services.In addition to a detailed letter outlining the exceptionalcircumstances, supporting documentation must be provided. Seesfs.yorku.ca for details.



Scholarships and Financial Assistance

Students entering, continuing in, or graduating from Schulich School of Business programs are eligible for a range of financial assistanceoptions, including assistance programs administered by the Province of Ontario on the basis of financial need, and entrance scholarshipsand in-course awards given by the University in recognition of scholastic achievement. A number of additional awards, bursaries, prizesand medals are also offered. Many of these are donated by corporations, associations and private individuals. The University may provideacademic fee deferments and short-term emergency loans. All awards are subject to change without notice.

The following is a list of specific scholarships, bursaries and awards available to continuing Schulich students. Details on these and otheravailable financial assistance are in the Schulich School of Business Awards and Financial Support brochure, available from StudentServices and International Relations and online on the Schulich Web site. This brochure provides detailed information about:

• entrance bursaries, scholarships and awards • loans• graduation scholarships and awards • external scholarships, fellowships and awards • assistantships

Continuing Student AwardsThe Thomas Beck MBA Award $5,000.00Brokers Trust Insurance Group Award in $5,000.00

Memory of Gena GiansanteCarol Anne Letheren Women’s MBA Award $3,000.00The Foundation for Better Communities Award

for Outstanding Leadership in Business Ethics $3,000.00Sony of Canada MBA Scholarship $3,000.00Wigwamen Scholarship $2,500.00McKinnon Family MBA Entrance Award $2,500.00Isaac Akande Scholarship $2,000.00The Alan and Esther Hockin Award in International Study $2,000.00Matthew Badeau Award $2,000.00Michael Paul Sardella Award for International Studies $2,000.00Tillo E. Kuhn International Student Award $1,500.00Robert Cuff Fellowship Variable; maximum value of $1,500.00Michael R. Bigger MBA Award $1,400.00Robert L. Rossman MBA Award $1,250.00Class of 2008 GBC Award $1,250.00Canadian Association of Women Executives

and Entrepreneurs Scholarship VariableMaster’s Level Case Competition Conference Award VariableJoe Cicero Scholarship $1,000.00Union Carbide Scholarship $1,000.00Winchcombe Scholarship Fund $1,000.00The James Gillies Award $1,000.00Dennis Starritt MBA Award $1,000.00The Stanley and Frances Weigen Award $1,000.00The Kamlini Kumar Memorial Award $1,000.00The Schulich School of Business Alumni Award $500.00, $750.00 or

$1,000.00Gregory Misztela MBA Award $540.00The James Foy Award $500.00Graduating Class of ’94 Full-time Scholarship $100.00Graduating Class of ’94 Part-time Scholarship $100.00

Specialization AwardsAccounting or FinanceSteven K. Hudson Finance Scholarship $5,000.00W. David Wood Award $1,500.00Zoran Fotak Award $300.00

Arts and Media AdministrationThe Stuart McAllister Award $5,000.00Bickell Internship Awards Minimum $3,000.00; Maximum $7,500.00Imasco Awards VariableOnex Internship Award $500.00George Gardiner Award $500.00

Business and SustainabilityThe Susan Barnes and Daniel Pauze Award

for Business and Sustainability $1,000.00

Entrepreneurial StudiesSchulich Scholarship for Entrepreneurship $3,500.00 The Ntuitive Software Award $500.00The Andrew J. Sherwin Bursary $500.00

Financial EngineeringChandra Wijaya Award in Financial Engineering $1,000.00

Financial ServicesSteven K. Hudson MBA Bursary in Financial Services $5,000.00The John Hunkin Financial Services Award $5,000.00Great-West Life, London Life and Canada Life Award $2,250.00

MBA/JD Joint ProgramHennick Medal for Academic Excellence MedalMBA/JD Joint Student Association Award $3,000.00Robert J. Gemmell MBA/JD Award of Excellence $1,000.00Terence G. Kawaja MBA/JD Award $500.00

International MBACitibank President’s Award $2,000.00The Pratt & Whitney Canada Inc.

International MBA Award $1,500.00

MarketingCase Competition Marketing Award $1,000.00

Nonprofit Management and LeadershipNonprofit Internship Bursary $3,000.00Victor Murray Bursary $1,500.00

Real Estate and InfrastructureMorguard Award $2,000.00Elisa Di Bartolomeo-Di Lorenzo GTHBA Prize

in Government Relations $1,000.00George Wesley Graham Prize in Ethics $1,000.00The NAIOP Bursary $1,000.00SIOR Scholarship in Real Property $1,000.00IBI Group Award $625.00

Bursaries MBA/IMBA Full-time Bursary VariableMBA Part-time Bursary VariableInternational Student Emergency Bursary VariableExchange (Study Abroad) Bursary $2,000.00Schulich Travel Bursary maximum $1,500.00IMBA Work Term Bursary Equivalent to full-time tuition for the termSchulich Case Competition Bursary VariableThe Claridge Israel Inc. Global Leadership Bursary VariableRussell and Suzy Campbell Bursary $1,125.00The General Motors of Canada Limited Bursary $1,000.00The Schulich School of Business Single Parent Bursary $1,000.00Michael and Mara Badali Bursary $500.00Jose A. Danobeitia Award $500.00The Schulich School of Business

International Recruitment Bursary $300.00Special Program Internship Bursary VariableThe Schulich School of Business Alumni Bursary Variable

Scholarships and Financial Assistance forContinuing Students

SCHOLARSHIPS, AWARDS AND BURSARIES FOR CONTINUING STUDENTS


Other Information

Other Information

Advanced Standing/Waiver with ReplacementPetitions for Advanced Standing/Waiver

with Replacement.................................................................12Advanced Standing .................................................................12Waiver with Replacement .......................................................13IMBA Program Advanced Standing/Waiver with Replacement....13

Course Duplication ................................................................14Classroom-Based Academic Concerns& Just In Time (JIT) Process................................................14Computing Services

Computer Ownership.............................................................14Computer Accounts................................................................14Computing Location/Hours ....................................................14Personal Computing Recommendations .................................14

Course Materials InformationCourse Packages ....................................................................15Course Materials Database ......................................................15

Graduation/Convocation ......................................................15Student Identification

YU-card...................................................................................15Class Photo Lists.....................................................................15

IN THIS SECTION

ADVANCED STANDING/WAIVER WITH REPLACEMENT

Petitions for Advanced Standing/Waiver with Replacement

Important Reminders:1. Advanced Standing/Waiver with Replacement petitions will

be received with a student’s application to a Schulich pro-gram, but will not be reviewed until the student has beenadmitted into the program.

2. As applications for Advanced Standing and/or Waiver withReplacement must be processed before a candidate actuallybegins his or her program, it is essential that candidates allowat least four weeks before the mandatory academic planningsession for processing a petition.

3. Petitions must be submitted one week before the commence-ment of Launch Week. If the petition process is not completedbefore the beginning of studies at Schulich, a student will beunable to obtain an Advanced Standing or Waiver withReplacement option.

4. MPA students should refer to page 24 for MPA AdvancedStanding and waiver with replacement information.

To petition for Advanced Standing or Waiver with Replacement, a candidate must:

• fill out the appropriate form provided in the Schulich ApplicationPackage and return it together with related materials

• include related course information:- the code, name, year completed and grade received for each

course offered as a substitute for a Schulich RequiredFoundations of Management Core Course (See ‘CourseDescriptions: Required Core Courses’ on page 55)

- a detailed course outline, including a description of theteaching method(s) used

- a list of required textbook(s) and readings (not supplementaryreadings)

- details of the duration of the course- the name of the university at which the course was completed

Advanced StandingGraduates of a four-year business program (e.g. BComm or BBAdegree) with two years full-time work experience, or applicantsfrom an approved MBA or equivalent program may shorten theirSchulich MBA or MPA program by receiving Advanced Standing forsome of the MBA 1 Required Foundations of Management Core Courses.

NOTES:1. A candidate’s previous credits will not automatically be considered

for Advanced Standing by the Schulich School unless a formal peti-tion for Advanced Standing is made by the candidate prior to thestart of the program.

2. IMBA applicants can apply for Advanced Standing for certain corecourses. See IMBA section on page 13.

The Required Foundations of Management Core Courses repre-sent the minimum knowledge that the School deems essential fora person to be granted an IMBA, MBA or MPA degree. The School,therefore, is willing to consider Advanced Standing only undercertain conditions.

To be eligible for Advanced Standing, candidates must:

EITHER• have been granted a four-year Honours degree (or equivalent) in

business defined as:- a degree in which at least 40% of the course work was com-

pleted within a business or management faculty or school, and- have at least two years of full-time work experience after

graduation (a candidate with the required business degree,but lacking the required work experience may still be eligible for Waiver with Replacement described below)

OR • have completed approved Master’s-level courses in approved

MBA or equivalent programs


Other Information

For a course to be considered for Advanced Standing,the following are necessary:• a petition (application) for Advanced Standing must be made

before entry to a program • a course must overlap at least 80% with the equivalent Schulich

Required Foundations of Management Core Course • ‘overlap’ applies to:

- content (coverage of topics)- depth of study of topics- applications of topics to a management context - pedagogic method (e.g. the use of the prescriptive case

approach in financial accounting)- a general rule of thumb to apply is that two semesters of

undergraduate work are equivalent to one semester ofMaster’s-level work (this is an approximation that variesfrom functional area to area)

• a student must have been awarded a grade of at least a B on acourse for which Advanced Standing is requested

• a student must have completed each course within a 10-yearperiod prior to entry into a Schulich Master’s-level program

Both the MBA and MPA programs consist of 60.0 credit-hours ofcourses. To receive a Master’s degree from York University, a minimum of the last year of full-time study or the equivalent on apart-time basis must be completed at York. All students mustcomplete at least 30.0 credit-hours in residence. For acceleratedstudents, 6.0 of their 30.0 credit-hours may be taken out ofFaculty or on exchange.

This coursework must not duplicate previous business studies.Please see ‘Course Duplication’ section for a full explanation priorto selecting courses.

Advanced Standing may be granted for a maximum of 30.0 credit-hours in Required Foundations of Management CoreCourses, subject to the following rules:

• Advanced Standing may be obtained for a maximum of 30.0credit-hours for 5000 level core courses

• no Advanced Standing will be given in the MBA/MPA/IMBA pro-grams for courses in the 6000 level series

• students without an undergraduate degree are not entitled toAdvanced Standing

• each student is responsible for the knowledge in each course inwhich Advanced Standing is obtained

• if a candidate has obtained a business degree, but does not haveat least two years’ full-time work experience after graduation,the candidate will not be eligible for Advanced Standing (butmay be eligible for Waiver with Replacement, below)

Waiver with Replacement

MBA/JD students are eligible only for Waiver with Replacement;they are not eligible for Advanced Standing. See special conditionsfor the IMBA program below.

Candidates may apply for Waiver with Replacement if they:

• have an undergraduate business degree (e.g. BComm or BBAdegree), but do not have two years’ work experience, or

• do not have an undergraduate business degree, but have takencourses which are sufficiently similar to MBA 1 RequiredFoundations of Management Core Courses

The general criteria for course ‘overlap’ (similarity) are the same asthose described in this section under ‘Advanced Standing’.

The fact that a candidate is granted Waiver with Replacement will notallow the candidate to shorten a Schulich Master’s-level program.

If Waiver with Replacement has been granted for a course, thatcourse must be replaced with an Elective Course (see ‘CourseDescriptions: Elective Courses’ on pages 60-79). This course-work must not duplicate previous business studies. Please see ‘Course Duplication’ section for a full explanation prior toselecting courses.

Waiver with Replacement is available for courses of 3.00 and 1.50credit-hour 5000 level core courses.

IMBA Program Advanced Standing and Waiver with Replacement

Advanced Standing and Waiver with Replacement is only grantedfor the following courses listed, and is subject to all the criteria list-ed below, including that it will only be assessed before the programbegins:OMIS 5120 1.50J Quantitative MethodsECON 5100 3.00J The Economic Environment of BusinessACTG 5210 1.50J Management AccountingFINE 5200 3.00J Managerial FinanceINTL 5301 1.50 Operating in a Networked Environment I –

Information SystemsINTL 5302 1.50 Operating in a Networked Environment II –

Operations Management INTL 6060 9.00 Work Term (Advanced Standing only)

• Advanced Standing in the IMBA does not shorten the length ofthe program; rather, it allows for a reduced course load or flexibility in elective choices

• please see ‘Course Duplication’ section for a full explanationprior to selecting courses

• Advanced Standing may be obtained for INTL 6060 9.00 WorkTerm. Eligible candidates must have at least 2 years full-timecontinuous corporate work experience in a country within theirselected IMBA region of focus and have a minimum ofAdvanced-Mid level of Oral Proficiency Interview (OPI) in theirselected IMBA language at entry. Petitions must be submittedseparately in writing to the Director, International MBAProgram prior to the start of the program

The Waiver with Replacement option is intended to provide students with greater flexibility in planning their course of studyand to prevent their taking courses substantially similar to thosethey have already taken.

• Waivers with Replacement will not reduce the total number ofcredit-hours required for graduation; students will select addi-tional elective courses to make up the total program

• Waiver with Replacement will be granted where applicants candemonstrate that they have obtained a B or better grade in a coursewhich overlaps by at least 80% with a 5000 x.xx series RequiredFoundations of Management Core Course, and has been complet-ed within the 10-year period prior to entry into the IMBA program;for students with a BComm or a BBA, Waiver with Replacementmay be considered for the following courses: INTL 5100 3.00,INTL 5200 3.00, INTL 5220 3.00, and MKTG 5200 3.00, if sig-nificant international AND similar content can be demonstrated


Other Information

COURSE DUPLICATION

Students may not take Schulich electives for which there is 80%overlap in content with a course taken in a previous business pro-gram. Eg: If a finance elective course covering “Investments” wastaken in the undergraduate degree program, students may not thentake the graduate course “Investments FINE 6200 3.00” at Schulichfor degree credit. If taken, it would be considered as an extra coursewithin the program and would be excluded from the credit countrequired to graduate and from the graduate average.

Most times, it is obvious from the title and/or course descriptionthat a course is too similar to take for degree credit. However, ifthere is any doubt as to whether there is significant overlap betweenan undergraduate and a graduate degree course, students mustchoose another course. In the meantime, if the student still wishesto pursue taking the Schulich elective course, he/she must contactStudent Services and the appropriate Schulich faculty member withthe full course syllabus to determine whether the course is appro-priate for credit. If approval is given from the faculty member,Student Services must be notified and the information will beplaced in the student’s file, and enrolment may then occur, spacepermitting. Questions regarding degree credit exclusions can bedirected to [email protected] for clarification.

CLASSROOM-BASED ACADEMIC CONCERNS& JUST IN TIME (JIT) PROCESSNOTE: The Schulich School has put in place a process for addressingstudents’ classroom-based academic concerns. The following outlinessteps that can be taken. Every effort is taken to maintain confiden-tiality throughout the process.

Students should first speak to the professor concerned to see if thematter can be resolved directly. It is recognized however, that undersome circumstances, a student may prefer not to speak directly tothe professor, but to use the options below instead.

Just In Time (JIT)For Year 1 core courses, contact the student elected as the AcademicRepresentative for your MBA section. You are automaticallyassigned to a class “section” at the beginning of your studies. Duringthe first term at Schulich, you and the others in your section electan individual to be the section’s Academic Representative. For allYear 1 and Year 2 elective courses, contact the Vice-President of theGraduate Business Council (GBC).

The Academic Representative or GBC Vice-President will ask you toprovide documentation on the issues, the context and possibleaction steps. They will then discuss your case with the Director ofthe Schulich Centre for Teaching Excellence, Professor Ellen Auster,who will handle teaching process concerns. If the issue concernscurriculum, it will be forwarded to the MBA Director. If the issueconcerns academic policy and guidelines, it will be directed to theAssociate Dean – Academic. For more information, contact theSCTE administrative assistant, Debbie Farrell at 416-736-5088,N308, [email protected].

COMPUTING SERVICES

Computer Ownership Students MUST have unlimited, personal off-site access to an IBM-compatible computer.

The Seymour Schulich Building is outfitted with York ethernetports in certain key areas for student access. It is also provisionedwith “WI-FI” wireless (802.11b) access throughout the building sothat laptops can connect to the Internet.

Computer Accounts• all newly admitted Schulich graduate-level students are given

computer accounts and passwords at the mandatory academicadvising session prior to the start of term

• to obtain an account, identification and proof of registrationare required

• all student accounts allow for access to electronic mail, coursematerial and the internet at no additional charge

Computing Location/HoursSchulich students have access to university-wide and Schulich-specific services in a number of locations:

• Schulich Computing Services416-736-5824 (or) 416-736-2100, ext. 55824Hours: Mon – Fri: 8:30am to 4:30pm

• Schulich Computer HelpdeskSchulich Computer LabW354, Seymour Schulich Building416-736-2100, ext. 66356E-mail: [email protected]

Schulich Computer Lab Hours

DAY TIME

Mon - Fri 8am - 11pm

Weekends 10am - 6pm

• University Central Computing Help Desk,Computing Commons, William Small CentreMon – Fri 8am to 10pmWeekends noon to 5pm416-736-5800 or 416-736-2100, ext. 55800University Central Computing e-mail: [email protected]

Personal Computing RecommendationsDetailed recommendations about laptop or desktop system con-figuration are available online on the Schulich computing Web site:computing.schulich.yorku.ca


Other Information

COURSE MATERIALS INFORMATION

Course PackagesCertain Schulich courses require the use of a course package inplace of, or in addition to, a textbook.

Course packages are available to purchase at the York UniversityBookstore, Text Department. For more information on the bookstorehours or how to purchase your textbooks and course packages online, goto bookstore.yorku.ca. Inquiries should be directed to the TextDepartment at 416-736-2100, ext. 40735.

Miles S. Nadal textbooks should be purchased at “Books for Business”,120 Adelaide St. West, Toronto, 1-800-668-9372, 416-362-7822,[email protected].

Course Materials DatabasesFor each course an online Course Materials Database is created inLotus Notes. Students may access course materials and participatein online discussions in addition to other activities. Studentsaccess their individual CMDs through the Student Portal. In orderto be able to access the CMDs students must be formally enrolledin the course.

GRADUATION/CONVOCATION• to graduate, a student must go online to

www.yorku.ca/mygraduation and complete the ‘Applyto Graduate’ form

• for details regarding eligibility to graduate, see ‘GraduationRequirements’ on page 86

Submit form by the following deadlines:

CONVOCATION DATES DEADLINES

October 2011 May 1, 2011

June 2012 December 31, 2011

October 2012 May 1, 2012

STUDENT IDENTIFICATION

YU-cardThe YU-card is York University’s official integrated photo ID anddebit card. YU-cards are issued to all registered students and willbe the key to important services such as York Libraries, mealplans, photo identification for Exam and for OSAP pickup. Newstudents will have their class list/YU-card photo taken at theirAcademic & Career Planning session, and then pick up their YU-card during Launch Week or in Schulich Student Services,W262. The YU-card will use a student’s class list photo, suppliedto York by Student Services at Schulich. Students do NOT need tosubmit their own photo. The card is free but if lost, there is a $20replacement fee payable at the YU-card Office.

For a complete list of YU-card services, visit www.yorku.ca/yucard.

Class Photo ListsEvery Schulich student has their photo taken for Schulich classlists and the YU card. Class photo lists are given to each instruc-tor at the beginning of term, and are used to assist instructors inlearning student names, and to assure that students are givencredit for class participation. Students need to ensure that theirphoto is included in the database by having it taken at theirAcademic & Career Planning Session or in the Schulich StudentServices office.


Programs

Programs

IN THIS SECTION

MASTER OF BUSINESS ADMINISTRATION (MBA)Faculty.....................................................................................17

Study OptionsFull-Time Study (Keele Campus) ...........................................17Part-Time Study (Keele Campus) ...........................................17Part-Time Study (Miles S. Nadal Downtown

Management Centre) ...........................................................17Part-Time Weekend Study (Keele Campus) ...........................17Study Abroad ........................................................................17

Program LengthFull-Time Study ....................................................................17Part-Time Study ....................................................................17Accelerated/Advanced Standing .............................................18Waiver With Replacement .....................................................18

Graduation Requirements ....................................................18

The Academic Program ........................................................18MBA 1 ...................................................................................18MBA 2 ...................................................................................18

Elective Courses Outside Schulich ......................................18

MBA at a Glance (Samples) ..................................................19

INTERNATIONAL MASTER OF BUSINESS ADMINISTRATION (IMBA)

Faculty ...................................................................................21International Advisory Council –

Schulich School of Business .................................................21Study Options .......................................................................21Program Length ......................................................................21Special IMBA Admission Information ....................................22International Specialization Requirements ..............................22Regional Specialization ...........................................................22Language Specialization..........................................................22Additional Specialization ........................................................22Graduation Requirements .......................................................22The Academic Program...........................................................22IMBA at a glance.....................................................................23IMBA Requirements................................................................23

MASTER OF PUBLIC ADMINISTRATION (MPA)Faculty ...................................................................................24Study Options .......................................................................24Program Length ......................................................................24Graduation Requirements .......................................................24The Academic Program...........................................................24MPA at a glance .....................................................................25

JOINT AND DUAL MBA PROGRAMSJoint MBA/MFA and MBA/MA Degrees

Faculty ...................................................................................26Study Options ........................................................................26Program Length ......................................................................26

Graduation Requirements .......................................................26The Academic Program...........................................................26Arts and Media Graduate Diploma .........................................27Admission Criteria..................................................................27Academic Background ............................................................27Relevant Work Experience......................................................27Application Process ...............................................................27Fee Schedule .........................................................................27Financial Assistance ...............................................................27Joint MBA/MFA and MBA/MA at a glance ..............................28

Joint MBA/JD Degrees

Faculty ...................................................................................29Study Options ........................................................................29Program Length ......................................................................29Graduation Requirements .......................................................29Academic Program..................................................................29Summer Courses ....................................................................294-year Joint MBA/JD at a glance ............................................30Exchange Program..................................................................30Admission Criteria..................................................................30Application Process ................................................................30Fee Schedule ..........................................................................30Financial Assistance................................................................303-Year Joint MBA/JD at a glance ............................................31

Joint York/Laval DegreesEligibility ................................................................................32The Academic Program...........................................................32Application Process ................................................................32

GRADUATE DIPLOMAS ....................................................33Graduate Diploma in Justice System Administration .............33

POST-MBA DIPLOMA IN ADVANCED MANAGEMENTAcademic Regulations ............................................................34Study Options .......................................................................34Program Length ......................................................................34Graduation Requirements .......................................................34The Academic Program...........................................................34Descriptions: Elective Courses ................................................34Admission Criteria..................................................................34Fee Schedule ..........................................................................34

FINANCIAL ENGINEERING DIPLOMA (STAND ALONE)Academic Regulations.............................................................35Study Options ........................................................................35The Academic Program...........................................................35Promotion and Graduation Requirements...............................35Program Length ......................................................................35Admission Criteria..................................................................35


Programs

Master of Business Administration (MBA)

Whether graduates choose to build a career in private, public or nonprofit organizations, the Schulich MBA prepares them to meet theconstantly changing economic, political and social demands of each sector.

The organizations graduates will work for are facing seemingly endless challenges. To survive in a world of constant change, these organizationshave to be increasingly lean, fast, innovative, entrepreneurial, global in outlook and service-oriented. To keep abreast of such changes, theSchulich School constantly monitors the MBA marketplace. Faculty members listen to stakeholder groups. They talk with executives andpracticing managers. They consult with corporate advisors, alumni, students and faculty. They read widely and visit leading schools aroundthe world. The result is an MBA program which is highly relevant, practical and oriented to real-world needs.

FACULTY

Faculty members teaching in the MBA program are drawn from the full-time and part-time faculty complement of Schulich. These men and womenare highly qualified and dedicated teachers, researchers and practitioners from academe and the private, public and nonprofit sectors. For a completelist of Schulich faculty members, please refer to pages 114-115.

MBA Program DirectorCameron GrahamBSc (Alberta); MDiv (Vancouver); MBA & PhD (Calgary) Associate Professor of Accounting

STUDY OPTIONS

Students may choose to study on a full-time or part-time basis, andmay change from one to the other.

Full-time Study (Keele Campus)• MBA 1 and MBA 2 courses offered on Keele Campus• normal full-time course load is 9.0-15.0 credit-hours of courses per

term (maximum course load is 18.0 credit-hours)• September or January admission possible• for September admission, continuous enrolment in Fall-Winter

terms is recommended• for January admission, continuous enrolment in Winter-

Summer terms is recommended

Part-time Study (Keele Campus)• MBA 1 and MBA 2 courses offered on Keele Campus• normal part-time course load is 6.0 credit-hours of courses per

term (maximum course load is 7.5 credit-hours)• September, January, or May admission possible• for September admission, continuous enrolment in Fall-Winter

terms is recommended• for January admission, continuous enrolment in Winter-

Summer terms is recommended• for May admission, continuous enrolment in Summer-Fall terms

is recommended

Part-time Study (Miles S. Nadal DowntownManagement Centre)**The Miles S. Nadal Downtown Management Centre is located atKing and Bay Streets on the 5th floor of the Ernst & Young Tower,Toronto Dominion Centre, 222 Bay St., Toronto.

• MBA 1 courses are offered downtown• students will be required to take courses at the Keele campus• normal part-time course load is 6.0 credit-hours of courses

per term (maximum load is 7.5 credit-hours)• September admission only• to maintain sequence of core courses, continuous enrolment

required for Terms 1 (Fall), 2 (Winter) and 3 (Summer)

Part-time Weekend Study (Keele Campus)• September admission only• normal part-time load is 6.0 credit-hours of courses per term;

initial Summer term normally is 3.0 credit-hours• classes held Saturdays and Sundays• classes normally scheduled every other weekend• Summer session normally Saturdays only • students study with weekend cohort until core courses are

complete (5 terms); to maintain sequence of core courses,continuous enrolment is required for Terms 1 (Fall), 2(Winter) and 3 (Summer)

• weekend electives as well as weekday day and evening electives areopen to weekend students who have completed the core courses

• sessional dates and term withdrawal dates are the same as forall MBA students

Study AbroadAll MBA students can apply to spend one term studying full-timeabroad in MBA 2 provided they meet certain requirements. Forfurther details, see ‘Study Abroad’ on page 80.

PROGRAM LENGTH

The length of time required to complete the MBA will depend on anumber of factors, including a student’s previous educational andwork experience and choice of study options.

Full-time Study • minimum of 16 months over 4 consecutive terms • average of 20 months with Summer off • maximum of 24 months over 6 terms

Part-time Study• minimum of 40 months over 10 consecutive terms• average of 48 months over 12 terms (using possibility of taking

time off during studies)• maximum of 72 months over 18 terms (using possibility of

taking time off during studies)


Accelerated/Advanced Standing For students with a previous four-year Honours undergraduatebusiness degree (e.g. BComm or BBA) or equivalent and two years’full-time work experience, it is possible that the total required MBAcourses can be reduced from 60.0 credit-hours to as few as 30.0credit-hours. This is the result of the awarding of Advanced Standingfor previous undergraduate business courses. Each applicant’s caseis considered individually, and advanced standing requests must bemade at the time of application to the MBA. See page 12-13 formore details.

Full-time Study• minimum of 8 months over 2 consecutive terms• average of 12 months over 3 terms• maximum of 24 months over 6 terms (using possibility of

taking time off during studies), depending on advanced standing(see page 85 for rate of progress time lines)

Part-time Study • minimum of 16 months over 4 consecutive terms• average of 20 months over 5 terms

Waiver With Replacement For students with some prior undergraduate business courses butno undergraduate business degree, it is possible that MBA 1 individual course requirements may be waived and elective coursessubstituted in their place. Each applicant’s case is considered indi-vidually and Waiver with Replacement requests must be made atthe time of application to the MBA.

Full-time Study • minimum of 16 months over 4 consecutive terms• average of 20 months with summer off• maximum of 24 months over 6 terms (using possibility of


Part-time Study • minimum of 40 months over 10 consecutive terms• average of 48 months over 12 terms (using possibility of taking



GRADUATION REQUIREMENTS

• successful completion of 60.0 credit-hours of courses consisting of: - 33.0 credit-hours of Required Foundations of Management

Core Courses - 27.0 credit-hours of electives

• grade point average (GPA) of at least 4.4 (B-), excluding failures• grading scheme outlined on pages 93-94

THE ACADEMIC PROGRAM

EXPLANATION OF TERMS

MBA 1 = the first half of the MBA programMBA 2 = the second half of the MBA program3.00 = the code used for courses of one term (12 weeks in

length), which are worth 3.0 credit-hours1.50 = the code used for courses of one half-term (6 weeks in

length), which are worth 1.5 credit-hours

LAUNCH WEEK • required at the beginning of Term 1• for details, see ‘MBA at a Glance’ (on pages 19-20)• students who begin the MBA in the Summer term are required

to participate in Launch Week in the following Fall term

MBA 1

REQUIREMENTS• 27.0 credit-hours of Required Foundations of Management Core

Courses (see below)• 3.0 credit-hours of elective course(s) (Please refer to ‘Elective

Courses’ starting on page 60)

MBA 1 REQUIRED COURSESACTG 5100 3.00 Financial Accounting for ManagersACTG 5210 1.50 Management AccountingECON 5100 3.00 The Economic Environment of BusinessFINE 5200 3.00 Managerial FinanceMGMT 5150 3.00 Skills for LeadershipMGMT 5260 3.00 Managing for Value CreationMKTG 5200 3.00 Marketing ManagementOMIS 5110 1.50 Information SystemsOMIS 5120 1.50 Quantitative MethodsOMIS 5210 1.50 Operations Management ORGS 5100 3.00 Organizational Behaviour

ELECTIVE COURSE(S)

Unless prerequisite or corequisite elective courses are specified, stu-dents are free to select their MBA elective(s) from the list on pages61-62. Students wishing to use electives to fulfill requirements fora Graduate Diploma or Concentration in a specific specializationarea should consult ‘Area & Program Specialization Information’ onpages 36-54.

MBA 2


Courses (see below).• 24.0 credit-hours of elective courses (Please refer to ‘Elective

Courses’ starting on page 60)

MBA 2 REQUIRED COURSESSGMT 6000 3.00 Strategic ManagementMGMT 6090 0.00 Strategy Field Study FormationMGMT 6100 3.00 Strategy Field Study (two terms)

Unless prerequisite or corequisite elective courses are specified, stu-dents are free to select their MBA elective(s) from the list on pages61-62. Students wishing to use electives to fulfill requirements fora Graduate Diploma or Concentration in a specific specializationarea should consult ‘Area & Program Specialization Information’ onpages 36-54.

ELECTIVE COURSES OUTSIDE SCHULICH

The maximum number of elective courses taken outside Schulichfor which credit is given is the equivalent of 6.0 credit-hours ofcourses. See page 60 for details about non-Schulich electives.Enrolment instructions are online at www.schulich.yorku.ca > (Select your Program) > Enrolling in Classes > Enrolment and Registration.

Programs

ELECTIVES AND SPECIALIZATION OPPORTUNITIES (9.0 CREDIT-HOURS)1

Term 4 or 5 – MGMT 6090 0.002

STRATEGY FIELD STUDY FORMATION

Begin MGMT 6100 3.00STRATEGY FIELD STUDY

(TWO TERMS)

Complete MGMT 6100 3.003

STRATEGY FIELD STUDY(TWO TERMS)

TER

MS

4-5


Programs

1 Electives must not duplicate previous business courses taken. See page 14 for details. 2 Students must enrol in MGMT 6090 0.00 in the first term of their Strategy Field Study.3 Students may enrol in MGMT 6100 3.00 in either the first or second term of their Strategy Field Study.

MBA AT A GLANCE (SAMPLES)

Core Foundation Courses

Electives

Strategy Field Study

LAUNCH WEEK

MGMT 5150 3.00SKILLS FOR LEADERSHIP

ACTG 5100 3.00FINANCIAL ACCOUNTING

FOR MANAGERS

ECON 5100 3.00THE ECONOMIC ENVIRONMENT

OF BUSINESS

OMIS 5110 1.50 OMIS 5120 1.50INFORMATION QUANTITATIVE

SYSTEMS METHODS

ORGS 5100 3.00ORGANIZATIONAL BEHAVIOUR

MBA YEAR 1 – FULL-TIMEKEELE CAMPUS

MBA YEAR 2

TER

M 1

MGMT 5260 3.00MANAGING FOR VALUE CREATION

ACTG 5210 1.50 OMIS 5210 1.50MANAGEMENT OPERATIONSACCOUNTING MANAGEMENT

MKTG 5200 3.00MARKETING MANAGEMENT

FINE 5200 3.00MANAGERIAL FINANCE

ELECTIVE(S) AND SPECIALIZATION OPPORTUNITIES

(3.0 CREDIT-HOURS)

TER

M 2

SGMT 6000 3.00STRATEGIC MANAGEMENT

ELECTIVES AND SPECIALIZATION OPPORTUNITIES

(24.0 CREDIT-HOURS)

MGMT 6090 0.00STRATEGY FIELD STUDY FORMATION

MGMT 6100 3.00STRATEGY FIELD STUDY

(TWO TERMS)

TER

MS

3-4

LAUNCH WEEK



OF BUSINESS

MBA YEAR 1 – PART-TIMEKEELE CAMPUS

MBA YEAR 2

TER

M 1



TER

M 3

Completion of MGMT 6100 3.00STRATEGY FIELD STUDY

(TWO TERMS)


TER

M 2


TER

M 2




TER

M 4


ELECTIVE(S) AND SPECIALIZATION OPPORTUNITIES

(3.0 CREDIT-HOURS)

TER

M 5


ELECTIVES AND SPECIALIZATION OPPORTUNITIES

(24.0 CREDIT-HOURS)


MGMT 6100 3.00STRATEGY FIELD STUDY (TWO TERMS)


SYSTEMS METHODS

ACTG 5100 3.00FINANCIAL ACCOUNTING FOR MANAGERS

TER

M 2

LAUNCH WEEK


MGMT 6090 0.00STRATEGIC FIELD STUDY FORMATION


(TWO TERMS)


MBA YEAR 2 – FULL-TIMEACCELERATED

KEELE CAMPUS

TER

M 1

MBA YEAR 2 – PART-TIMEACCELERATED

KEELE CAMPUS

LAUNCH WEEK



TER

M 1

TER

M 3


MBA AT A GLANCE (SAMPLES) continued

Programs

LAUNCH WEEK



FOR MANAGERS

MBA YEAR 1 – PART-TIMEWEEKEND OPTION

KEELE CAMPUS

MBA YEAR 2

TER

M 1


SYSTEMS METHODS

ELECTIVE(S)

TER

M 3


OMIS 5210 1.50 ACTG 5210 1.50OPERATIONS MANAGEMENT

MANAGEMENT ACCOUNTING

TER

M 4



TER

M 5

ELECTIVE(S)

TER

M 6


A SELECTION OF ELECTIVES WILL BE AVAILABLE ON WEEKENDS. WEEKEND STUDENTS

ALSO HAVE THE OPTION OF ENROLLING IN REGULAR DAY AND EVENING CLASSES.

(24.0 CREDIT-HOURS)




OF BUSINESS


TER

M 2

SMART START


OF BUSINESS


MBA YEAR 1 – PART-TIMEKEELE CAMPUSSUMMER START

MBA YEAR 2

TER

M 1

LAUNCH WEEK



TER

M 2


SYSTEMS METHODS


TER

M 3


OMIS 5210 1.50 ACTG 5210 1.50OPERATIONS MANAGEMENT

MANAGEMENT ACCOUNTING

TER

M 4


ELECTIVE(S)(3.0 CREDIT-HOURS)

TER

M 5


ELECTIVES AND SPECIALIZATION OPPORTUNITIES (24.0 CREDIT-HOURS)




Electives

Strategy Field Study

LAUNCH WEEK



FOR MANAGERS

MBA YEAR 1 – PART-TIMEMILES S. NADAL DOWNTOWN

MANAGEMENT CENTRE*

TER

M 1


OF BUSINESS


TER

M 2



TER

M 4


SYSTEMS METHODS


TER

M 3

MBA YEAR 2


A SELECTION OF ELECTIVES WILL BE AVAILABLE DOWNTOWN. STUDENTS ALSO

HAVE THE OPTION OF ENROLLING IN REGULAR DAY, WEEKEND AND EVENING

CLASSES AT THE KEELE CAMPUS (24.0 CREDIT-HOURS)



TER

M 5


ELECTIVE(S)(3.0 CREDIT-HOURS)

* The Miles S. Nadal Downtown Management Centre is located at King and Bay Streets on the 5th Floor of the Ernst & Young Tower,Toronto Dominion Centre, 222 Bay Street, Toronto.


Programs

International Master of Business Administration (IMBA)

Building a career in international business requires having the knowledge to think globally and the skills and experience to act locally.This kind of cross-national thinking requires an understanding of international finance, marketing and other business functions, as well

as specialized knowledge of regions and the individual countries within them. To prepare for work in Canada and abroad, the IMBA offers abalanced program of formal study and first-hand, real-world experience. Up to 40 students are admitted each September to the program. Theirstudies consist of three main components, each of which has distinctive goals: business courses, international studies and work experience.

International studies, for example, include: Region Specialization which develops an understanding of political and economic contexts andbusiness practices for a particular region and a country from the region; Business Communication and Culture courses, which raises exist-ing foreign language ability to a certified professional level, work term and optional Study Abroad.

The IMBA won the 1998 Scotiabank–AUCC Award for Excellence in Internationalization in the Curriculum Development category.

FACULTY

Schulich faculty teaching in the IMBA program have a wide range of foreign business and research experience. In addition, many have studiedand taught in foreign universities or worked abroad in corporate international operations. York University faculty from other academic units andvisiting professors from overseas also enrich course offerings. For a complete list of Schulich faculty members, please refer to pages 114-115.

Program Director Associate DirectorAtipol Bhanich Supapol Bernard M. WolfBA (Carleton); MA (Northeastern); BA (CUNY); MA & PhD (Yale)PhD (Carleton) Professor Emeritus of EconomicsAssociate Professor of Economics

THE INTERNATIONAL ADVISORY COUNCIL – SCHULICH SCHOOL OF BUSINESSPaul Labbé (Chair)DirectorDundee Bank of CanadaNicholas ArmourDirector, International Group 1UK Trade & Investment (UK) Rommie Bhutani (MBA ’96)Managing Director, Investment BankingMorgan Stanley International (UK)Goran CarstedtFormer Senior ExecutiveIKEA, Volvo (Sweden)Jasper Cheung (MBA ’90)PresidentAmazon Japan K.K. (Japan)Jonathan K.H. Cheung (MBA ’73)Former HeadBank Relationship for Asia Pacific CreditLyonnais Bank (China)Jungkiu ChoiGroup Head of StrategyStandard Chartered Bank (Singapore)Peter W. Currie (MBA ’78)Former Executive VP & Chief Financial OfficerNortel Networks Corp.Anna Ewing (MBA ’88)Executive VP and CIONasdaq OMX Group (USA)Zoran Fotak (MBA ’87)PresidentInsCap Asset Management, LLC (USA) Jeffrey Halpern (BBA ’78)Head of Wealth Management SolutionsGlobal South Asia Deutsche Bank AG – Private WealthManagement (Switzerland)Robert HinesManaging PartnerCTPartners, Canada

Pongsak HoontrakulFormer Independent DirectorUnited Overseas Bank (Thai) Pcl (Thailand)Dezsö J. Horváth, CMDean & Tanna H. Schulich Chair in Strategic ManagementSchulich School of BusinessFiona K.M. Hsu (MBA ’86)Director & Head ofRelationship ManagementGlobal Wealth SolutionsHSBC International Trustee Ltd. (China)Linda A.M. Jackson (MBA ’86)Owner/CEOAnticipation Marketing Communications Consulting(Mexico)Otto H. JacobsProfessor and President EmeritusUniversity of Mannheim (Germany)Terence (Terry) Kawaja (MBA/LLB ’89)President and CEOLUMA Partners LLCNoritake KobayashiProfessor Emeritus Keio University (Japan)Lelia KonynDirector, Group Human ResourcesNoble Group Limited (China)Raj KothariPartner, Audit and Assurance GroupPricewaterhouseCoopers LLPSunghoon LeeDirector of Personnel CSSMcKinsey Incorporated (South Korea) Robert Leonidas Former President & CEONestlé USA, Prepared Foods & Baking Former President & CEONestlé Canada Richard (Rick) Lint Senior Consultant Mercer Human Resource Consulting

H. Ian Macdonald, OCPresident Emeritus, York UniversityProfessor Emeritus Policy &Director, MPA ProgramSchulich School of BusinessBharat Masrani (BBA ’78, MBA ’79)Group HeadUS Personal and Commercial Banking TD Bank Financial GroupPresident & CEOTD Bank N.A. (USA)Douglas McCuaig PresidentCGI CanadaRonald McEachern (MBA ’76)CEO Strategic Solutions Group – Asia (China)Marti A. Morfitt (MBA ’86)CEORiver Rock Partners, Inc. (USA)Gregory K.Y. Pau (BBA ’88, MBA ’89)Director, Corporate RatingsStandard & Poor’s CanadaTimothy PennerPresidentProcter & Gamble Inc. (Canada)Yong QuekFormer PresidentProcter & Gamble Inc. (Canada)Grant E. Rasmussen (MBA ’93)Managing Director, President and CEOUBS Bank (Canada)S. Jane Rowe (MBA ’82)Senior Vice PresidentOntario Teachers’ Pension PlanJavier San JuanPresident & CEOL’Oréal Canada Inc.Preeti SaranConsul General Consulate-General of India

Terence Shanahan (MBA ’87)Managing Director and Global HeadDebt Capital Markets SyndicateSociété GénéraleCorporate and Investment Banking (UK)Schuyler M. (Skip) Sigel (QC)Senior Client Partner Korn/Ferry InternationalExecutive-in-Residence Schulich School of BusinessGeorgina Steinsky-SchwartzFormer President & CEO Imagine CanadaPeter SutherlandSenior Business Advisor Asia Aird & Berlis LLPRoy Verstraete (MBA ’73)President & CEOAnchor Lamina Inc.Frank M. Vettese (BBA ’86, MBA ’91)Partner & Global Managing Partner,Financial AdvisoryDeloitte & Touche LLPDavid J.S. WinfieldFormer Executive DirectorInternational Centre for Leadership in Finance (Malaysia)John P. WleugelFormer CFOBata LimitedExecutive-in-ResidenceSchulich School of BusinessRobert C. Wong (MBA ’72)Vice ChairmanLeon Frazer & Associates Inc.Investment CounselJoseph K.Y. Yu (MBA ’77) General Manager, DirectorPan Asian Oasis Inc. (China)Hana E. Zalzal (MBA ’92)Founder and President CARGO Cosmetics Corp.

STUDY OPTIONS

Full-time Study (Keele Campus Only)• September entry• 20 months over 5 consecutive terms (4 academic, plus 1 work term)• 3 terms at York (or 4 terms at York if not on optional Exchange)• 1 Work Term in region and language of specialization• 1 term of optional Exchange

Academic ExchangeAll IMBA students can apply to spend one term studying abroad, provided they meet certain requirements (for further details, see‘Study Abroad’, page 80).

PROGRAM LENGTH• 20 months (5 consecutive terms) beginning in September• Advanced Standing is available in the IMBA program. Applicants to

the IMBA are eligible to apply for Advanced Standing to havecertain required Foundations of Management Core Courses and theWork Term waived (see ‘Other Information’ section on page 12for Advanced Standing possibilities). The program length remainsthe same.


Programs

SPECIAL IMBA ADMISSION INFORMATIONIMBA admission criteria include those of the Schulich MBA as wellas the following:

Language• demonstrated strong functional minimum Intermediate-High

level of speaking proficiency in a second language declaredwhen applying – The level of proficiency is determinedthrough an Oral Proficiency Interview (OPI) conducted by anaccredited American Council on the Teaching of ForeignLanguages (ACTFL) tester.

INTERNATIONAL SPECIALIZATION REQUIREMENTS

Regional Specialization• must be declared when applying to the IMBA• choices include Asia Pacific, Europe, Latin America, South

or Southeast Asia, or North America (reserved for non-domestic students)

Language Specialization• must be declared when applying to the IMBA• must fit with the chosen regional specialization• may be a supported IMBA language (non-credit courses pro-

vided, depending on enrolment and level of OPI)• may be an unsupported IMBA language testable by ACTFL;

students must be prepared to continue their language studieson an independent, self-funded basis; courses in an unsupport-ed language may be provided by the Schulich school onlywhere five or more IMBA students in the unsupported languagehave an OPI level of Intermediate-High or Advanced-Low

Additional Specialization• IMBA students can take advantage of any specialization offered

at Schulich• some diploma programs require consultation with the IMBA

director and the department program director to ensure allrequirements are met

• IMBA students are encouraged to add a second functional concentration to that of international business which is built in

• IMBA students require only 9.0 credit-hours to fulfill a concentration requirement within a specialization (see titles onpages 61 and 62 for elective courses within areas or programs)

Unless a prerequisite is specified for a particular specialization, students are free to select their electives from the list of electiveson pages 61 and 62 (See ‘Specializations’ on pages 36-54). Dueto overlap with IMBA courses, IMBA students may not enrol inACTG 5100, ECON 6510, IBUS 6410, IBUS 6430, MGMT 5260,ORGS 6320 or SGMT 6000, MGMT 6100, ORGS 5100, OMIS5110, OMIS 5210.

GRADUATION REQUIREMENTS• successful completion of 64.5 credit-hours (credit-hours) of

courses, consisting of:- 31.5 credit-hours of Required Foundations of Management

Core Courses- 15.0 credit-hours of Additional Required IMBA Core

Courses coded INTL (including the Work Term)- 18.0 credit-hours of electives, including at least 6.0 credit-

hours of International Business electives (see pages 23,and 47)

• for unsupported languages, an Advanced-Mid level of oral proficiency in the IMBA language of specialization according tothe scale developed by ACTFL. Proficiency is determined usingan official ACTFL Oral Proficiency Interview (OPI) conductedby an accredited tester

• for supported languages, Advanced-Mid placement level at entry, or passing grades (minimum B-) in two first year non-credit language courses

• overall grade point average (GPA) of 4.4 (B-), excluding failures

THE ACADEMIC PROGRAMEXPLANATION OF TERMS

0.00 = the code used for courses of one term (12 weeks)which are non-credit

1.50 = the code used for courses of one half-term (6 weeks inlength) which are worth 1.5 credit-hours

3.00 = the code used for courses of one term (12 weeks inlength) which are worth 3.0 credit-hours

9.00 = the code used for the work term (in either Term 3 or 4)which is worth 9.0 credit-hours

LAUNCH WEEK • required at the beginning of Term 1

Examples of Possible Region/Country/LanguageSpecialization Combinations

REGION COUNTRY LANGUAGE

Latin America Argentina SpanishBrazil PortugueseChile SpanishMexico SpanishVenezuela Spanish

*North America Canada English as a Second Language (ESL)

Mexico SpanishUnited States English as a Second

Language (ESL)

Asia Pacific People’s Republic Mandarinof ChinaJapan JapaneseHong Kong Cantonese

South & Southeast Asia Indonesia IndonesianThailand ThaiIndia HindiPakistan Urdu

Europe France FrenchGermany GermanSpain SpanishRussia Russian

*The choice of North America as a region and ESL as the IMBA language of study is reserved for applicants on student visas who: a) intend to return to their country of origin after graduation, and b) will benefit from learning about North American business practices.

TER

M 3

– S

UM

MER


Programs

IMBA Requirements• 31.5 credit-hours of Required Foundations of Management

Core Courses

ACTG 5210 1.50 Management AccountingECON 5100 3.00 The Economic Environment of BusinessFINE 5200 3.00 Managerial FinanceINTL 5100 3.00 Accounting for International ManagersINTL 5220 3.00 International Dimensions of

Organizational BehaviourINTL 5301 1.50 Operating in a Networked Environment I

– Information SystemsINTL 5302 1.50 Operating in a Networked Environment II

– Operations ManagementINTL 6200 3.00 International Field StudyINTL 6600 3.00 Strategic Management Across BordersMGMT 5150 3.00 Skills for LeadershipMKTG 5200 3.00 Marketing ManagementOMIS 5120 1.50 Quantitative MethodsSGMT 5600 1.50 Strategic Thinking for the Global Manager

• 15.0 credit-hours of additional IMBA Core Courses

INTL 5200 3.00 International Trade & Monetary SystemsINTL 533X 3.00 Regional AnalysisINTL 54XX 0.00* Business Communication and Culture (Term 1/2)INTL 5500 0.00 International Business Seminars (Term 1/2)INTL 6060 9.00 Work Term

* Required for supported languages only with OPI levels ofIntermediate-High and Advanced-Low.

• 18.0 credit-hours of elective courses. If the student is notpartaking in the optional Study Abroad, at least 6.0 credit-hours must be from the list of electives below

• 12.0 credits from courses taken and passed while on optionalStudy Abroad academic exchange satisfy this requirement

International Business Electives for IMBABSUS 6600 3.00 Sustainability and Carbon FinanceECON 6180 3.00 Money, Credit and Macroeconomic PolicyECON 6450 3.00 Innovation and Technology DiffusionECON 6960 3.00 Business and Economic Environments of East and

Southeast AsiaENTR 6635 3.00 International EntrepreneurshipFINE 6400 3.00 International Financial ManagementFINE 6800 3.00 Options, Futures and Other Derivative SecuritiesHIMP 6120 3.00 International Healthcare SystemsIBUS 6440 3.00 International Business and National GovernmentsIBUS 6490 3.00 International Business NegotiationsINTL 533X 3.00 Regional Analysis (other than the region of

IMBA specialization)MGMT 6500 3.00 Sustainable Value CreationMKTG 6400 3.00 International MarketingMKTG 6951 1.50 Strategic Marketing in AsiaOMIS 6500 3.00 Global Operations and Information ManagementPROP 6300 3.00 Principles of Public Private Infrastructure DeliveryPUBL 6150 3.00 Comparative Public PolicySGMT 6700 3.00 Strategic Capabilities DevelopmentSGMT 6720 3.00 The Emergence of Global ManagementSGMT 6850 3.00 Managing Growth in the Global Mining Sector

TER

M 4

– F

ALL

TER

M 5

– W

INTE

RTE

RM

2 –

WIN

TER

TER

M 1

– F

ALL

IMBA AT A GLANCE


Electives

INTL 6060 9.00WORK TERM

STUDY ABROAD (EXCHANGE) OR 4 OR 5 SCHULICH ELECTIVES

(12.0 OR 15.0 CREDIT-HOURS)

STUDY ABROAD (EXCHANGE) OR 4 OR 5 SCHULICH ELECTIVES

(12.0 OR 15.0 CREDIT-HOURS)

INTL 6060 9.00WORK TERM

YEAR 2 – WINTERELECTIVES

1 OR 2 SCHULICH ELECTIVES (3.0 OR 6.0 CREDIT-HOURS)

INTL 6200 3.00INTERNATIONAL FIELD STUDY

INTL 6600 3.00STRATEGIC MANAGEMENT ACROSS BORDERS

YEAR 1 – FALLLAUNCH WEEK


INTL 5100 3.00ACCOUNTING FOR INTERNATIONAL MANAGERS

INTL 5301 1.50 INTL 5302 1.50OPERATING IN A NETWORKED OPERATING IN A NETWORKED

ENVIRONMENT I – ENVIRONMENT II – INFORMATION SYSTEMS OPERATIONS MANAGEMENT

ECON 5100 3.00THE ECONOMIC ENVIRONMENT OF BUSINESS

INTL 5220 3.00INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOUR

OMIS 5120 1.50 INTL 5500 0.00QUANTITATIVE METHODS INTERNATIONAL BUSINESS

SEMINARS

INTL 54xx 0.00BUSINESS COMMUNICATION AND CULTURE

YEAR 1 – WINTERMKTG 5200 3.00

MARKETING MANAGEMENT


INTL 533X 3.00REGIONAL ANALYSIS

INTL 5200 3.00INTERNATIONAL TRADE AND MONETARY SYSTEMS

ACTG 5210 1.50 SGMT 5600 1.50MANAGEMENT ACCOUNTING STRATEGIC THINKING FOR

THE GLOBAL MANAGER

INTL 5500 0.00 START INTERNATIONALINTERNATIONAL BUSINESS SEMINARS FIELD STUDY

INTL 54xx 0.00BUSINESS COMMUNICATION AND CULTURE

YEAR 2 – SUMMER & FALLOPTION 1 OPTION 2


Programs

Master Of Public Administration (MPA)

With the continued dynamic change in government, the professional requirements for success in the public sector are increasing rapidly. York’s restructured Master of Public Administration (MPA) degree provides a unique combination of management education,

program analysis and evaluation, and public-policy analysis and development. In designing and developing the MPA program, Schulich hasjoined forces with members of York University’s Political Science Department (see ‘Public Management’ specialization on page 52 for more fac-ulty members). Graduates from the MPA program can build new careers or add value to existing careers in government at the local, provincialand federal levels; in the private sector; and in nonprofit organizations in the healthcare, education, and arts and media sectors.

FACULTY

For a complete list of Schulich faculty members, please refer to pages 114-115.

STUDY OPTIONSIt is possible to study in the MPA program at the Keele Campus on afull-time or a part-time basis. There is no downtown program,although some courses could be taken as part of the overall program.

PROGRAM LENGTHThe length of time required to complete the MPA will depend on anumber of factors, including a student’s previous educational andwork experience, and choice of study options:

Full-time Study • minimum of 16 months over 4 consecutive terms • average of 20 months with summer off • maximum of 24 months over 6 terms

Part-time Study • minimum of 40 months over 10 consecutive terms• average of 48 months over 12 terms (using possibility of taking



Advanced Standing/Waiver with Replacement For students with a previous four-year honours undergraduatedegree in political science and at least two years of employmentexperience in the public sector, it may be possible to obtainAdvanced Standing for the Required MPA Core Courses: PUBL5500 3.00, PUBL 6200 3.00 and PUBL 6800 3.00. Students with-out two years of suitable experience may receive Waiver withReplacement and must use Optional MPA Core Courses as theirreplacements. Decisions on advanced standing and Waiver withReplacement will be made by the MPA Program Director upon peti-tion by an applicant at the time of application to the MPA program.

For students with a previous four-year honours undergraduate business degree (e.g. BComm, BBA) and two years’ full-time workexperience, it is possible that the total required MPA courses can bereduced from 60.0 credit-hours to as few as 30.0 credit-hours. Thisis the result of the awarding of Advanced Standing for previousundergraduate business courses (each applicant’s case is consideredindividually and Advanced Standing requests must be made at thetime of application to the MPA program).

Full-time Study • minimum of 8 months over 2 consecutive terms • average of 12 months• maximum of 24 months over 6 terms (using possibility of taking

time off during studies)

Part-time Study • part-time study is possible

Waiver with Replacement For students with some prior undergraduate business courses but noundergraduate business degree, it is possible that MPA 1 individualcourse requirements may be waived and elective courses substitutedin their place (each applicant’s case is considered individually andwaiver with replacement requests must be made at the time of application to the MPA).

Full-time Study • minimum of 16 months over 4 consecutive terms• average of 20 months with summer off• maximum of 24 months over 6 terms (using possibility of

taking terms off during studies)

Part-time Study • part-time study is possible

GRADUATION REQUIREMENTS• overall grade point average (GPA) of 4.4 (B-), excluding failures• successful completion of 60.0 credit-hours of courses, consisting of:

- 27.0 credit-hours of Required Foundations of ManagementCore Courses

- 15.0 credit-hours of Required MPA Core Courses- 6.0 credit-hours of Optional MPA Core Courses- 12.0 credit-hours of Optional Recommended Schulich School or

Faculty of Liberal Arts & Professional Studies/Faculty ofGraduate Studies electives

THE ACADEMIC PROGRAMExplanation of TermsMPA 1 = the first half of the MPA programMPA 2 = the second half of the MPA program3.00 = the code used for courses of one term (12 weeks in

length) which are worth 3.0 credit-hours1.50 = the code used for courses of one half-term (6 weeks in

length) which are worth 1.5 credit-hours

LAUNCH WEEK• required at the beginning of Term 1

MPA Associate Program DirectorC. Ian GreeneMA & PhD (Toronto)Professor of Public Policy &Administration, Faculty of LiberalArts & Professional Studies

MPA Associate Program DirectorTom WessonB Comm (Queen’s); MBA & PhD (Harvard)Associate Professor of Policy

MPA Associate Program DirectorDavid BarrowsBSBA & MA (Northeastern)Sessional Lecturer in Economicsand Strategic Management/Policy

MPA Program DirectorH. Ian Macdonald, OCBCom (Toronto); MA & BPhil (Oxford, UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka);D. LITT. (Dr. BR Ambedkar Open University of Hyderabad, India); D. LITT (York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of Strategic Management/PolicyPresident Emeritus (York)Director, MPA Program


Programs

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M 1

– F

ALL

TER

M 2

– W

INTE

RTE

RM

3 –

FA

LLTE

RM

4 –

WIN

TER

MPA 1


Courses (see summary of courses immediately below and‘Schulich Required Foundations of Management Core Courses’on pages 55-59)

• 3.0 credit-hours of Required MPA Core Course (see ‘AdditionalMPA Core Courses’ on page 59)

REQUIRED FOUNDATIONS OF MANAGEMENT CORE COURSESACTG 5100 3.00 Financial Accounting for ManagersACTG 5210 1.50 Management AccountingECON 5100 3.00 The Economic Environment of BusinessFINE 5200 3.00 Managerial FinanceMGMT 5150 3.00 Skills for LeadershipMGMT 5260 3.00 Managing for Value CreationMKTG 5200 3.00 Marketing ManagementOMIS 5110 1.50 Information SystemsOMIS 5120 1.50 Introduction to Quantitative MethodsOMIS 5210 1.50 Operations ManagementORGS 5100 3.00 Organizational Behaviour

REQUIRED MPA 1 CORE COURSEPUBL 5500 3.00 Public Policy and Public Management

MPA 2

REQUIREMENTS• 12.0 credit-hours of Required MPA Core Courses (see summary

of courses immediately below and ‘Descriptions: AdditionalMPA Core Courses’ on page 59)

• at least 6.0 credit-hours of Optional MPA Core Courses (seesummary below)

• 12.0 credit-hours of Optional Recommended Schulich School(or) Faculty of Liberal Arts & Professional Studies/Faculty ofGraduate Studies electives (see summary below). Students mayapply to take other graduate-level electives outside Schulich byspecial arrangement with the MPA Program Director

REQUIRED MPA 2 CORE COURSESPUBL 6000 3.00 Strategic Management in the Public Sector PUBL 6100 3.00 Strategy Field Study (two terms)PUBL 6200 3.00 Canadian Public LawPUBL 6800 3.00 Program Evaluation

OPTIONAL MPA CORE COURSESIBUS 6440 3.00 International Business and National GovernmentsPOLS 5110 3.00 Judicial Administration in CanadaPOLS 5605 3.00 Ethical PoliticsPOLS 6155 3.00 Democratic AdministrationPUBL 6140 3.00 Business and GovernmentPUBL 6150 3.00 Comparative Public Policy

OPTIONAL RECOMMENDED COURSESACTG 6800 3.00 Accounting and Control of Nonprofit OrganizationsARTM 6300 3.00 Cultural PolicyECON 6210 3.00 Economic Forecasting and AnalysisECON 6220 3.00 Macroeconomics and the Supply SideECON 6510 3.00 Applied International EconomicsMKTG 6480 3.00 Nonprofit Marketing and Resource DevelopmentORGS 6250 3.00 Labour RelationsORGS 6320 3.00 Cross-Cultural ManagementORGS 6350 3.00 Managing ChangePOLS 5175 6.00 Canadian Federalism in Comparative PerspectivePOLS 5601 3.00 Systems of JusticePOLS 5650 3.00 Provincial and Municipal Government in Ontario

MPA AT A GLANCEMPA 1 FULL-TIME

LAUNCH WEEK








PUBL 5500 3.00PUBLIC POLICY AND PUBLIC MANAGEMENT

MPA 2

PUBL 6100 3.00STRATEGY FIELD STUDY (FINAL TWO TERMS)

PUBL 6200 3.00CANADIAN PUBLIC LAW

PUBL 6800 3.00PROGRAM EVALUATION

OPTIONAL MPA CORE COURSE(3 CREDIT-HOURS)

ELECTIVE(S)(3 CREDIT-HOURS)

ELECTIVE(S) (TERMS 3 OR 4) (3 CREDIT-HOURS)


PUBL 6100 3.00STRATEGY FIELD STUDY (CONTINUED)

PUBL 6000 3.00STRATEGIC MANAGEMENT IN THE PUBLIC SECTOR

OPTIONAL MPA CORE COURSE(3 CREDIT-HOURS)



ELECTIVE(S) (TERMS 3 OR 4)(3 CREDIT-HOURS)

NOTE: 1. MPA 2 Courses offered in the Schulich School are coded PUBL.

Faculty of Liberal Arts & Professional Studies/Faculty of GraduateStudies courses are coded POLS.

2. MPA part-time students should also refer to the MBA part-time charton pages 19-20.

OMIS 5210 1.50OPERATIONS MANAGEMENT

ACTG 5210 1.50MANAGEMENT ACCOUNTING

OMIS 5110 1.50INFORMATION SYSTEMS

OMIS 5120 1.50QUANTITATIVE METHODS


Electives


Programs

Joint MBA/MFA and MBA/MA Degrees

The Schulich School of Business and the Faculty of Fine Arts, Graduate Studies offer a three-year, full-time, combined program leadingto both a Master of Business Administration and Master of Fine Arts or Master of Arts degree.

York University has distinguished itself in many ways but among its central achievements are the excellence of its Faculty of Fine Arts andthat of the Schulich School of Business. These Faculties have created a combined MBA/MFA degree in the programs in Visual Arts, Theatre,Film, and Dance and a combined MBA/MA degree program in Art History, Dance, Music, Film (Cinema & Media Studies) and TheatreStudies at York University.

The combined degree offers students a unique opportunity for study. Graduates of this highly challenging program will follow career pathsin which knowledge of the arts and of management and business are required. The MBA and MFA/MA programs complement each other infocus and offer excellent preparation for those interested in management careers in the arts and cultural sector.

FACULTY

Faculty members teaching in the MBA/MFA and MBA/MA programs are drawn from the faculty complement of the Schulich School ofBusiness and the Faculty of Fine Arts. For a complete list of Schulich faculty members, please refer to pages 114-115.

Program Director, MBA/MFA and MBA/MA ProgramsJoyce Zemans, CMBA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); HonLLD (Waterloo)Senior Scholar and University Professor EmeritaDirector, Arts and Media Administration Program

Joint and Dual MBA Programs

STUDY OPTIONSFull-time Study (Keele Campus)• normal full-time load is 15.0 credit-hours of courses per term

PROGRAM LENGTH

This is a full-time program. The normal full-time load is 15.0 credit-hours of courses per term. Students who enrol in the combined program should be able to complete it over a three year period,from date of entry.


• overall grade point average (GPA) of 5 (B) in the MBA• successful completion of 45.0 credit-hours of Schulich School of

Business courses:- 33.0 credits of Required Foundations of Management

Core Courses- 9.0 credits of Schulich Electives and SB/ARTM 6301 3.00 or

12.0 credits of Schulich Electives and GS/ARTM 6301 3.00(must be approved by program director)

• Students who receive a waiver with replacement for SchulichMBA 1 Required Core Courses must replace these core courseswith Schulich electives

• Meet degree requirements for combined students in theirrespective MFA/MA programs


Students in the combined program may choose either of the following two options. However, most students will find thatOption 1 most easily facilitates progress through the combinedprogram within six semesters of formal study.

Option 1

YEAR 1 MFA/MA CORE REQUIREMENTS

Students take the core course requirements in their Fine Arts area.In addition, students will take GS/ARTM 6301 3.0 Issues in Artsand Cultural Management during the winter semester of their firstyear of study for degree credit in Fine Arts. (They may also take apolicy course – either ARTM 6300 3.0 or ARTM 6330 3.0 duringthis first year of study.)

YEAR 2 MBA 1 REQUIREMENTS

Students will take 27.0 credit hours of the Required Foundationsof Management 5000 level Core Courses in the second year ofstudy and one 3 credit Schulich elective. They may also take acourse in their Fine Arts field for degree requirement in the MFAor MA. To be eligible to advance to the next year of the joint pro-gram, students require a GPA of 5.0 (B), in their first year of studyat Schulich.

YEAR 2 SUMMER*

Students generally undertake an internship after completing theirsecond year in the program (and having fulfilled all their 5000level core MBA requirements.) *Optional


Programs

YEAR 3

During the fall semester, in the final year of study, students willtake 15 credit hours at Schulich including Strategic Management6000 3.0 and their Strategy Field Study (MGMT 6090 0.0 &MGMT 6100 3.0) as well as 9.0 credit hours of Schulich electives.In the winter semester, students will complete the balance of theFine Arts combined program requirements, including theirMaster’s Research Paper (MRP) or Thesis, for their MFA/MA.

Option 2

YEAR 1 MBA 1 REQUIREMENTS

Students will take 27.0 credit hours of the Required Foundationsof Management 5000 level Core Courses in the first year of study,and SB/ARTM 6301 3.0 Issues in Arts and Cultural Management,for degree credit at Schulich. They may also take a course in theirFine Arts field for degree requirement in the MFA or MA. To be eli-gible to advance to the next year of the joint program, studentsrequire a GPA of 5.0 (B), in their first year of study at Schulich.

YEAR 2 MFA/MA CORE REQUIREMENTS

Students will take the core course requirements in their Fine Artsarea. In some cases, students may take Strategic Management 60003.0 in SSB and may complete their Strategy Field Study (MGMT6090 0.0 and MGMT 6100 3.0) in this year of study.

YEAR 2 Summer*

Students generally undertake an internship after completing theirsecond year in the program (and having fulfilled all their 5000level core MBA requirements.)*Optional

YEAR 3

Students will complete the requirements in both programs duringthis final year.

Additional Specialization• MBA/MFA/MA students require only 9.0 credit-hours to fulfill a

concentration requirement within a specialization (see titles onpages 61 and 62 for elective courses within areas or programs)

• unless a prerequisite is specified for a particular specialization,students are free to select their electives from the list of electiveson pages 61 and 62 (See ‘Specializations’ on pages 36-54)

ARTS AND MEDIA GRADUATE DIPLOMAStudents may choose to pursue an Arts and Media GraduateDiploma in addition to their combined MBA/MFA(MA) degrees.The Arts and Media Graduate Diploma requirements can be foundon www.schulich.yorku.ca, or in the calendars of the SchulichSchool of Business and the Faculty of Graduate Studies. Studentswho wish to pursue the graduate diploma must discuss this withthe Arts and Media Program Director or Coordinator at the begin-ning of the program.

If students are doing a Graduate Diploma in Arts and MediaAdministration, as well as the two degrees, the summer semesterafter their second year of study is an appropriate time to meet theinternship requirement; however, some students may choose tocomplete this requirement in the summer after their third year ofstudy. All diploma requirements must be satisfied within one termof completing the graduate degree program requirements.

ADMISSION CRITERIAFor acceptance into this combined program, students need tomeet the application requirements for both the MBA and the MFAor MA as outlined by the University. Students must apply to eachprogram separately.

Students must have a four-year undergraduate degree (or equiv-alent) in Fine Arts earning a minimum B+ average. Students mustearn an acceptable score on all four measurements of the GraduateManagement Admissions Test (GMAT). Students should have twoyears relevant work experience within the arts or cultural indus-tries. Students may apply for admission to the combined programduring the first year study in either the MBA program or MFA orMA program.

Academic Background• a four-year undergraduate degree (or equivalent) in fine arts

from a recognized university with at least a B+ average

Relevant Work Experience• applicants must have relevant work experience within the arts

or cultural industries

APPLICATION PROCESSApplicants must apply to both the Schulich School of Business andto York University’s Faculty of Graduate Studies.

FEE SCHEDULEGenerally, 3 full-time terms are paid to Schulich and 3 full-timeterms are paid to Graduate Studies.

Any part-time Summer terms are paid to the Faculty in whichcourses are taken.

FINANCIAL ASSISTANCEInformation on Schulich entrance scholarships and financial aid islisted in the Schulich Awards and Financial Support brochure,available from the Financial Aid Office. Also, see page 11 for assis-tance for continuing students.

For financial support through the Faculty of Graduate Studies, contact the Faculty of Fine Arts, Reception and General Enquiriesat 416-736-5136.

TER

M 2

TER

M 1


JOINT MBA/MFA AND MBA/MA AT A GLANCE – OPTION 2SCHULICH START

Programs

TER

M 1

TER

M 2

YEAR 1

The required courses in the student’s fine arts specializationin either the MFA or MA streams in the Faculty of Fine Arts

ARTM 6301 3.00ISSUES IN ARTS AND CULTURAL MANAGEMENT

YEAR 2

LAUNCH WEEK


OMIS 5110 1.50 OMIS 5120 1.50INFORMATION SYSTEMS QUANTITATIVE METHODS





ACTG 5210 1.50 OMIS 5210 1.50MANAGEMENT ACCOUNTING OPERATIONS MANAGEMENT



SCHULICH ELECTIVE (3.0 CREDIT-HOURS)

YEAR 3

The balance of required courses in the student’s fine arts specializationin either the MFA or MA streams in the Faculty of Fine Arts




SCHULICH ELECTIVE(S) (9.0 CREDIT-HOURS)

JOINT MBA/MFA AND MBA/MA AT A GLANCE – OPTION 1 (recommended)GRADUATE STUDIES START


Electives

YEAR 1

LAUNCH WEEK










ARTM 6301 3.00ISSUES IN ARTS AND CULTURAL MANAGEMENT

YEAR 2

The required courses in the student’s fine arts specializationin either the MFA or MA streams in the Faculty of Fine Arts

YEAR 3

The balance of required courses in the student’s fine arts specializationin either the MFA or MA streams in the Faculty of Fine Arts




SCHULICH ELECTIVE(S) (9.0 CREDIT-HOURS)


Programs

Traditionally, Schulich and York’s Osgoode Hall Law School have offered a four-year joint program leading to joint Master of BusinessAdministration (MBA) and Juris Doctor (JD) degrees. We now offer new three-year study option. This new study option requires the

student to begin the program in the summer term in the MBA, and condense Years 1 and 2 to sixteen months of continuous study. Chartson pages 30 and 31 describe the enrolment sequence more clearly.

Graduates from these highly challenging programs follow career paths in which business and law overlap. Students normally specialize insome business/law combination such as environmental law/business management; economic regulation; finance; international business; corporate/commercial law; corporate tax; labour law/labour relations; public administration; and real estate and infrastructure. Regardlessof their proposed career path, students should always ensure sufficient breadth in their legal studies to prepare for the Bar AdmissionsCourse and the demands of a legal career.

For information additional to that included below, contact either the Schulich Graduate Admissions office at 416-736-5060, or the OsgoodeOffice of Student Services at 416-736-5042.

Joint MBA/JD Degrees

STUDY OPTIONS 1 & 2Full-time Study (Keele Campus Only)• normal full-time load is 15.0 credit-hours of courses per term• Osgoode requirements of 13-17 academic credits in each Fall

and Winter (in the upper years)

PROGRAM LENGTH• 2 terms of MBA year 1 curriculum• 2 terms of Osgoode Hall Year 1 curriculum• 4 terms of combined Schulich courses and Osgoode courses• 3 or 4 years total, depending on program chosen at start

GRADUATION REQUIREMENTS• successful completion of:

- MGMT 5500 0.00- 45.0 credit-hours of Schulich School of Business courses- first year program at Osgoode Hall Law School - 45 academic credits of upper year Osgoode Hall Law

School courses, including successful completion of JointMBA/JD Seminar in the fourth year of the joint program

- successful completion of an upper year legal research and writing requirement (Osgoode)

- successful completion of the 40 hour Osgoode PublicInterest Requirement (OPIR)

ACADEMIC PROGRAMYEAR 1 REQUIREMENTSeither• 27.0 credit-hours of Schulich MBA 1 Required Foundations of

Management Core Courses• 3.0 credit-hours of Schulich MBA elective coursesor• 9 courses of required Osgoode Hall Year 1 curriculum • students who receive Waiver with Replacement for Schulich

MBA 1 required Core Courses must replace these core courseswith Schulich elective courses. No Advanced Standing is per-mitted in the Joint MBA/JD Program

NOTE: All joint MBA/JD students are also required to take MGMT 5500 0.00in their first year of the Joint MBA/JD Program. This is a compulsory non-credit seminar course.

YEAR 2 REQUIREMENTS• the Year 1 required program in the other school

YEARS 3 AND 4 REQUIREMENTS*• a combination of Schulich and Osgoode courses, consisting of:

- at least 15.0 credit-hours in Schulich (note that MBA 2 RequiredFoundations of Management Core Courses SGMT 6000 3.00Strategic Management, MGMT 6090 0.00 and MGMT 61003.00 Strategy Field Study can be taken in either Year 3 or Year 4)

- at least 45 credit-hours of Osgoode Hall Law School courses,including completion of the Joint MBA/JD Seminar (LW 38203.00) in the final year

- completion of the upper year research and writing requirement(a major paper of at least 8000 words worth at least 60% ofthe course grade) (Osgoode)

- successful completion of the 40 hour Osgoode Public InterestRequirement (OPIR)

* Please note that sessional dates and examination periods inOsgoode may differ from Schulich

NOTE:1. Students will not be eligible to advance to the upper year(s) of the

joint degree program if their grade point average (GPA) in the firstyear of Osgoode is lower than 5.5 (B), or is lower than 5.0 (B) in thefirst year of Schulich.

2. Students ineligible to continue in the joint program may continuein either or both Schulich and Osgoode, provided they maintainthe required standards of each.

Additional Specialization• MBA/JD students can take advantage of any specialization

offered at Schulich• some diploma programs require consultation with the MBA/JD

director and the department program director to ensure allrequirements are met

• MBA/JD students require only 9.0 credit-hours to fulfill a con-centration requirement within a specialization (see titles onpages 61 and 62 for elective courses within areas or programs)

Unless a prerequisite is specified for a particular specialization, stu-dents are free to select their electives from the list of electives onpages 61 and 62 (See ‘Specializations’ on pages 36-54).

SUMMER COURSES (4 YEAR PROGRAM)Students in the 4 year program may enrol in a maximum of 6.0 credit-hours in the summer term at the Schulich School ofBusiness, and must pay the Schulich part-time fees for that term.Taking summer courses does not allow for a reduction in Fall andWinter term required credits but permits flexibility in course selec-tion or additional law courses.

FACULTYFaculty members teaching in the MBA/JD program are drawn from the full faculty complement of the Schulich School of Business and theOsgoode Hall Law School. For a complete list of Schulich faculty members, please refer to pages 114-115.MBA Co-Director, MBA/JD Program JD Co-Director, MBA/JD ProgramPeter Macdonald G. Thomas JohnsonLLB (Osgoode); of the Bar of Ontario BA Hons (York); BCL (McGill);

SJD (Wisconsin); of the Bar of Ontario


Programs

TER

M 1

TER

M 1

TER

M 2

TER

M 2

EXCHANGE PROGRAMMBA/JD students may participate in a Schulich Exchange termabroad, however, courses taken on exchange through Schulich are noteligible to be included in the required 45.0 credit-hours that mustbe taken at Schulich. Schulich exchange credits will be consideredas extra credit and will extend the program. Students should con-sider Osgoode exchange options.

ADMISSION CRITERIATo be eligible for consideration, each applicant must meet theadmission criteria for both the Schulich School of Business and theOsgoode Hall Law School. Osgoode Hall admission criteria can befound in the Law School’s calendar. A limited number of studentsin Schulich MBA 1 or the first year of the Osgoode Hall JD program will be considered each year for admission into the secondyear of the MBA/JD joint program (4 year program only). Studentsin MBA 1 applying to the second year of the joint program, mustsubmit a letter of intent to the Schulich Admissions Office.

Schulich admission criteria are the same as those for the SchulichMBA program with the following exceptions:Academic Background• an undergraduate degree from a recognized university with at least an

A- average in the last two full years (or equivalent) of academic workGMAT Score• scores on the Graduate Management Admission Test (GMAT) of

no less than the 85th percentile LSAT• scores on the Law School Admission Test (LSAT) of no less than

the 85th percentile Work Experience• while work experience is not a requirement for the MBA/JD

joint program, it is important to note that the average MBA student has three to four years of work experience

APPLICATION PROCESSApplicants must apply both to the Schulich School of Business andto Osgoode Hall Law School

FEE SCHEDULE – 4 YEAR PROGRAMFees must be paid as follows:• Year 1 or 2 in Schulich • Year 1 or 2 in Osgoode Hall • Years 3 and 4 (current Osgoode Hall tuition)• students may register for MBA courses (6.0 credit-hours max)

in the Summer term, in which case part-time tuition is paid to Schulich

FEE SCHEDULE – 3 YEAR PROGRAMFees must be paid as follows:• terms 1 and 4 in Schulich• terms 2 and 3 in Osgoode Hall• Years 2 and 3 (current Osgoode Hall tuition)• in years 2 and 3, students may register for MBA courses

(6.0 credit-hours max) in the Summer term, in which casepart-time tuition is paid to Schulich

FINANCIAL ASSISTANCE• information on Schulich entrance scholarships and financial aid

is available at www.schulich.yorku.ca/financialaid and in theSchulich Awards and Financial Support brochure. For furtherinformation contact Anne Caulfield, Financial Aid Officer,Schulich, [email protected]

• for financial support through Osgoode Hall Law School, contactPenny Spence, Director, Student Financial Services, Osgoode HallLaw School, 416-650-8178, [email protected], or visit the Financial Assistance Web site at www.osgoode.yorku.ca andthen click on Current Students. Under Quick Links, please click onFinancial Services.

4 YEAR JOINT MBA/JD AT A GLANCE –OPTION 1

YEAR 1 OR 2LAUNCH WEEK






MGMT 5500 0.00BUSINESS AND THE LAW SEMINAR

(COMPULSORY NON-CREDIT)

MGMT 5260 3.00 MANAGING FOR VALUE CREATION





(COMPULSORY NON-CREDIT)SCHULICH ELECTIVE(S)

(3.0 CREDIT-HOURS)

YEAR 1 OR 2LW 1300

LEGAL PROCESS (FULL YEAR COURSE)LW 1200

ETHICAL LAWYERING IN A GLOBAL COMMUNITY (FULL YEAR COURSE)

LW 1800STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW

(FULL YEAR COURSE)LW 1020 4.00

TORTSLW 1040 4.00

CRIMINAL LAWLW 1010 4.00CONTRACTS


(COMPULSORY NON-CREDIT)

LW 1300 8.00LEGAL PROCESS (FULL YEAR COURSE)

LW 1200 3.00ETHICAL LAWYERING IN A GLOBAL COMMUNITY

(FULL YEAR COURSE)LW 1800 6.00

STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW (FULL YEAR COURSE)

LW 1090 4.00PROPERTY I


(COMPULSORY NON-CREDIT)FIRST YEAR PERSPECTIVE OPTION

(3 CREDITS)

YEARS 3 AND 4SGMT 6000 3.00

STRATEGIC MANAGEMENT

SCHULICH ELECTIVE(S)(9.0 CREDIT-HOURS)

45.0 ACADEMIC CREDITS IN OSGOODE HALL, INCLUDINGLW 3820 3.00

JOINT MBA/JD SEMINAR



SUCCESSFUL COMPLETION OF THE 40-HOUR OSGOODE PUBLIC INTEREST REQUIREMENT (OPIR)

Core Foundation Courses Electives


Programs


Electives

3 YEAR JOINT MBA/JD AT A GLANCE – SUMMER START – OPTION 2

SCHULICH TERM

SMART START(1 DAY)

*MGMT 5150 3.00 SKILLS FOR LEADERSHIP

OR SCHULICH CORE COURSE (3.00 CREDIT-HOURS)


FOR MANAGERS

ECON 5100 3.00 THE ECONOMIC ENVIRONMENT

OF BUSINESS



SYSTEMS METHODS

(OR 15 CREDIT-HOURSELECTIVES, IF FULL

WAIVER WITH REPLACEMENT WAS GRANTED)

YEAR 1

TER

M 1

– S

UM

MER

OSGOODE TERM

LW 1300 4.00LEGAL PROCESS

LW 1200ETHICAL LAWYERING IN A

GLOBAL COMMUNITY

LW 1800 3.00 STATE & CITIZEN:

CANADIAN PUBLIC & CONSTITUTIONAL LAW

LW 1020 4.00TORTS

LW 1040 4.00CRIMINAL LAW

LW 1010 4.00CONTRACTS

MGMT 5500 0.00BUSINESS AND

THE LAW SEMINAR (COMPULSORY NON-CREDIT)

TER

M 2

– F

ALL

OSGOODE TERM

LW 1310 4.00LEGAL PROCESS

LW 1200ETHICAL LAWYERING IN A

GLOBAL COMMUNITY

LW 1810 3.00 STATE & CITIZEN:

CANADIAN PUBLIC & CONSTITUTIONAL LAW

LW 1090 4.00PROPERTY I

FIRST YEAR PERSPECTIVE OPTION

(3 CREDITS)

MGMT 5500 0.00BUSINESS AND

THE LAW SEMINAR (COMPULSORY NON-CREDIT)

TER

M 3

– W

INTE

R

TER

M 4

– S

UM

MER

SCHULICH TERM



FINE 5200 3.00 MANAGERIAL FINANCE

MKTG 5200 3.00MARKETING MANAGEMENT OR SCHULICH CORE COURSE

(3.00 CREDIT-HOURS)

(OR 15 CREDIT-HOURSELECTIVES, IF FULL WAIVER

WITH REPLACEMENT WAS GRANTED)

SCHULICH ELECTIVE (S) (3.00 CREDIT-HOURS)

SCHULICH & OSGOODE TERM

YEAR 2 & YEAR 3

TER

M 5

– 8

SGMT 6000 3.00 STRATEGIC MANAGEMENT

MGMT 6090 0.00 (NON-CREDIT) STRATEGIC FIELD

STUDY FORMATION

MGMT 6100 3.00 STRATEGIC FIELD STUDY

(TWO TERMS)

AND 9.0 CREDIT-HOURS SCHULICH ELECTIVES AND 45.0 CREDIT-HOURS OSGOODE ACADEMIC CREDIT-HOURS (INCLUDING LW 3820 3.00 JOINT MBA/JD SEMINAR &UPPER YEAR RESEARCH/WRITING REQUIREMENT) TO BE COMPLETED DURING FALL & WINTER TERMS

OF YEAR 2 & YEAR 3

OSGOODE OPIR TO BECOMPLETED WITHIN 3 YEARS

* subject to availability – meet with a Schulich academic advisor to discuss course options


Programs

Joint York/Laval Degrees

This joint degree is offered through the Faculté des Sciences de l’Administration de l’Université Laval in Quebec City and Schulich. Thegoal of the program is to graduate bilingual and bicultural managers with a superior understanding of the realities and conditions of the

Canadian business environment. See application process below.

Exchange (Different from Joint Degree) Laval students planning to enter Schulich on exchange should seewww.schulich.yorku.ca/goinginternational

ELIGIBILITY• a cumulative grade point average (GPA) of at least 5.0 (B) on the

30.0 credit-hours of MBA 1 and MBA 2 Required Foundations ofManagement Core Courses (See ‘Year 1 Requirements’, below)


YEAR 1 REQUIREMENTS

• 27.0 credit-hours of Schulich MBA 1 Required Foundations of Management Core Courses, excluding advanced standing (See page 55)

• 3.0 credit-hours of Schulich MBA 2 Required Foundations ofManagement Core Course: SGMT 6000 3.00 Strategic Management

YEAR 2 REQUIREMENTS

• for information on the academic program at Laval, contactthe Schulich Graduate International Program Coordinator inW263, Schulich.

APPLICATION PROCESS

• for eligible students, submission of application to SchulichGraduate Admissions office by November 15 for the followingSeptember at Laval (see ‘Eligibility’ above)

Schulich School of Business – 33Schulich School of Business – 33

Programs

Graduate DiplomasIn addition to specializing, students may pursue a Graduate Diploma in the following areas: Arts and Media Administration, Business andthe Environment, Financial Engineering, Nonprofit Management and Leadership, Democratic Administration, Justice SystemAdministration, and Real Estate and Infrastructure. Graduate Diplomas are available in addition to a degree diploma, and must be completed within a term following the MBA.

With a concentration of courses and a strategy field study site (approved by area program director), students will also engage in an intern-ship or research paper to complete their diploma.

To obtain a Graduate Diploma, Schulich graduate students must satisfy both the graduate diploma and degree requirements.

AREA OF INTEREST GRADUATE DIPLOMA DEGREE* PAGE

Arts and Media Arts and Media Administration MBA, IMBA 38

Business and Sustainability Business and the Environment MBA or MES, IMBA 39

Financial Engineering Financial Engineering MBA, IMBA 44

Nonprofit Management and Leadership Nonprofit Management and Leadership MBA, IMBA 49

Public Management Democratic Administration MBA, MPA, IMBA 52

Public Management Justice System Administration MBA, MPA, IMBA Below and 52

Real Estate and Infrastructure Real Estate and Infrastructure MBA, IMBA, MPA 53

* Students pursuing MBA/MFA/MA or MBA/JD should consult with Student Services, the degree program director and diploma programdirector to see if requirements can be met within the time line of the programs

GRADUATE DIPLOMA IN JUSTICE SYSTEM ADMINISTRATION

The program of study allows students in appropriate graduate pro-grams at York University to specialize formally in the area of JusticeSystem Administration, and to be awarded a Graduate Diploma inJustice System Administration. The diploma is awarded concur-rently with the Master’s or Doctoral degree for which the studentis registered. For those students who successfully complete boththe degree and diploma, the diploma is noted on the student’stranscript and awarded at the subsequent convocation. Studentscan only receive the diploma if they successfully complete theirgraduate degree program. The diploma aims to equip studentswith both analytical and practical insights needed to help admin-ister justice system programs fairly, responsively and effectively.The program is geared to students who aspire to leadership posi-tions in the justice system.

Each student is exposed to an in-depth analysis of the literature onjudicial administration in Canada, with relevant comparisons toother related jurisdictions. In addition, students will be exposed toa related body of literature on law and public administration, andstudents without substantial managerial experience in the justicesystem will complete a 12-week work placement.

REQUIREMENTS

• taken concurrently with a Schulich or other York Universitygraduate degree*

• diploma must be completed within one term of completing allSchulich graduate program degree requirements

• POLS 5110 3.00 (may be counted as credit towards a Schulichgraduate degree)

• 3.0 credit-hours of recommended courses below (may becounted as credit towards a Schulich graduate degree)

• MGMT 6100 3.00 or PUBL 6100 3.00 Strategy Field Study at asite approved by the Director of the Graduate Diploma Program

• a 12-week Internship in the justice system

*Schulich students must satisfy both Graduate Diploma andMBA/MPA requirements (MBA and MPA requirements, see pages 17and 24 respectively)

REQUIRED COURSE

POLS 5110 3.00 Judicial Administration in Canada

RECOMMENDED COURSES

POLS 5601 3.00 Systems of JusticePUBL 6200 3.00 Canadian Public Law

34 – Schulich School of Business34 – Schulich School of Business

Programs

Post-MBA Diploma in Advanced Management

ACADEMIC REGULATIONS

Students registered in the Post-MBA Diploma in Advanced Managementare subject to the regulations governing all graduate students atSchulich, outlined in ‘Academic Policies and Regulations’ of this hand-book, including continuous registration, except where otherwise speci-fied. These include general policies and regulations, as well as those onacademic honesty, examinations, grade appeals, promotion criteria, andothers, and all York University rules regulations and policies.

STUDY OPTIONS

Full-time Study (Keele Campus)• normal full-time course load is 10.5-15.0 credit-hours of

courses per term• September, January or May admission is possible• for fee-paying purposes, enrolment in any given term in 9.0 or

more credit-hours of courses constitutes full-time study; studentsdeclare this upon entry

Part-time Study (Keele Campus)• normal part-time course load is 6.0 credit-hours of courses

per term• September, January or May admission is possible• for fee-paying purposes, enrolment in any given term in 7.5

credit-hours of courses or less constitutes part-time study; students declare their status upon entry or declare a changebefore the start of term

PROGRAM LENGTH

Full-time students have a maximum of three consecutive terms tocomplete the requirements for the Post-MBA Diploma in AdvancedManagement. Part-time students must complete the requirementsin a maximum of six consecutive terms.


• 15.0 credit-hours of MBA 2 elective courses• overall grade point average (GPA) of 4.4 (B-), excluding failures


Students are encouraged to select electives in order to broadenknowledge of a specific specialization (e.g. add an international perspective to existing skills and knowledge in a specific function-al area such as marketing or finance); deepen knowledge of a specific area (e.g. add nonprofit organizations and the public sectorto existing skills and knowledge of strategic planning for privatesector firms); or develop expertise in a new area (e.g. a managementfunction such as organization studies; an industry such as realestate and infrastructure); or a management topic such as businessand the environment.

DESCRIPTIONS: ELECTIVE COURSES

Descriptions of elective courses begin on page 60 and can be foundon the Schulich Web site (www.schulich.yorku.ca). Please note thatprerequisites or the equivalents are required for certain electives.Post-MBA Diploma students may not enrol in courses outside of theSchulich School of Business or participate in individual studies.

ADMISSION CRITERIA

Academic Background• previous completion of an MBA degree from a recognized school

English Proficiency• applicants whose first language is not English must submit

evidence of English proficiency, with the exception of thosewho have studied for at least two years in a university whereEnglish is the language of instruction

FEE SCHEDULE

See details on pages 8-9.

The relentless and radical change associated with the business environment means that those holding MBA degrees must constantlyupgrade their management knowledge and skills in areas such as inventory management, the management of workplace diversity,

information systems, global operations and women in management, among others.

In recognition of this need, Schulich has developed a program that is unique in North America – the Post-MBA Diploma in AdvancedManagement. While other schools have chosen to mount brief ‘refresher’ programs’ for their graduates, Schulich has opted instead tosupport more in-depth study through full-term (12 week) MBA elective courses.

Open to individuals who hold an MBA degree from a recognized business school, the Diploma re-immerses the MBA graduates into themainstream of Year 2 of the Schulich MBA program.


Financial Engineering Diploma (Stand Alone)

ACADEMIC REGULATIONS

Students registered in the Financial Engineering Diploma (StandAlone) are subject to the regulations governing all graduate studentsat Schulich, outlined in ‘Academic Policies and Regulations’ of thishandbook, including continuous registration, except where otherwisespecified. These include general policies and regulations, as well asthose on academic honesty, examinations, grade appeals, debarment,and others, and all York University rules regulations and policies.

STUDY OPTIONS

• normal part-time course load is 3.00 - 6.00 credit-hours ofcourses per term depending on course offerings in Fall, Winterand Summer Terms.

• Summer (May) admission only• Courses are offered during the day in some cases


The Financial Engineering Diploma (Stand Alone) consists of fiveMaster’s-level 3 credit-hour courses offered by the Schulich Schoolof Business (SB courses) and the Faculty of Graduate StudiesGraduate Program of Mathematics and Statistics (GS courses):

FNEN 6210 3.00 Theory of Portfolio ManagementFNEN 6810 3.00 Derivative SecuritiesFNEN 6850 3.00 Fixed IncomeMATH 6910 3.00 Stochastic CalculusMATH 6911 3.00 Numerical Methods

For course descriptions, please refer to the Financial EngineeringDiploma (Stand Alone) Web site at:www.schulich.yorku.ca/financialengineering/standalone

PROMOTION AND GRADUATION REQUIREMENTS

• promotion requires overall cumulative grade point average(GPA) of 4.2 at the end of each term

• graduation requires successful completion of specified coursestotaling 15.0 credit-hours with an overall grade point average(GPA) of 4.4 (B-), excluding failures

• failure in a course (3.0 credit-hours) will result in withdrawal fromthe Diploma Program. Withdrawal may be appealed to the SchulichStudent Affairs Committee

PROGRAM LENGTH

Students have a maximum of six consecutive terms to complete therequirements for the Financial Engineering Diploma (Stand Alone).Students may not enrol in courses other than those specified for theFinancial Engineering Diploma (Stand Alone).

ADMISSION CRITERIA

Academic Background• a four year undergraduate degree from a recognized university with

a minimum B average in the last two full years (or equivalent) ofacademic study

• a degree program which provides preparation for the highlyquantitative and computer-based aspects of the program.Examples of degrees studied that provide appropriate levels ofpre-entry knowledge include Mathematics, Computer Science,Engineering, Economics, Chemistry, and Physics

• Applicants are expected to have familiarity with financialmarket/economic concepts. This can be demonstrated by thesuccessful completion of:- one economics/business course in prior undergraduate

studies with a minimum grade of B,- successful completion of the Canadian Securities

Course offered by the Canadian Securities Institute (oran equivalent), or

- two years work-related experience in a business contextdealing specifically with financial market/economic concepts.

Language Proficiency• Applicants whose first language is not English must submit

evidence of English proficiency, with the exception of thosewho have studied for at least two years in a university whereEnglish is the language of instruction.

Financial Engineering students will gain the theoretical knowledge and specialized skills necessary to develop new financial instrumentsand to understand the role of financial instruments in risk management. Graduates will find career opportunities in the financial indus-

try with banks, investment firms, brokerage houses and other financial institutions as well as risk management departments of large corpo-rations and consulting firms.

The Financial Engineering Diploma (Stand Alone) consists of five Master’s-level courses offered by the Schulich School of Business and theGraduate Program of Mathematics and Statistics. This diploma program will be of particular interest to students with strong quantitative back-grounds in economics, mathematics, statistics, engineering science, or computing looking to accelerate their career in financial management.

As such, the diploma offers a unique opportunity for graduates with relevant degrees to combine prior quantitative training with theSchulich advantage.

Programs


Area & Program Specialization Information


IN THIS SECTION

Introduction ...........................................................................36

Accounting ..............................................................................37

Arts and Media Administration ............................................38

Business and Sustainability ..................................................39

Business Consulting...............................................................40

Business Ethics .......................................................................40

Economics ...............................................................................41

Entrepreneurial Studies .........................................................42

Finance ....................................................................................43

Financial Engineering ............................................................44

Financial Services ..................................................................45

Health Industry Management ...............................................46

International Business...........................................................47

Marketing ................................................................................48

Nonprofit Management and Leadership ..............................49

Operations Management & Information Systems ..............50

Organization Studies .............................................................51

Public Management................................................................52

Real Estate and Infrastructure .............................................53

Strategic Management............................................................54

INTRODUCTION

By limiting the number of Required Foundations of ManagementCore Courses in each degree program, the Schulich School providesstudents with the opportunity to select a significant number ofcourses from the more than 130 electives it offers. The result is arich opportunity to select from area and program specialization,including management functions such as finance and marketing;industries or sectors such as financial services, public manage-ment, nonprofit management and leadership; or managementtopics such as international business, entrepreneurship, and busi-ness and sustainability. Most electives are taken in Year 2 of a degreeprogram. One elective is taken in Year 1.

Students may concentrate or specialize in one or more areas.Schulich does not, however, require that its graduates specialize.Many students already possess a specialization and find that their con-tinuing careers are enhanced by selecting a wide variety of electivecourses that add greater breadth to existing knowledge and skills.

Schulich students have a range of study options. They may choosea concentration or specialization for which they are normallyrequired to complete 12.0 or more credit-hours of elective cours-es in a particular area of study. Specialization may also take theform of a degree program such as the International MBA (IMBA),Master of Public Administration (MPA), MBA/MFA and MBA/MA,or MBA/JD; and/or graduate diploma programs in real estate andinfrastructure, democratic administration, financial engineering,arts and media administration, nonprofit management and lead-ership, or justice system administration.

In the MBA program, there are 27.0 credit-hours available for electives. This permits a student to focus in two areas. Those whohave received Waiver with Replacement for several of the requiredcourses (see ‘Program Length’ on pages 17-18) may be able to con-centrate in more than two areas.

In the IMBA program, students have at least 18.0 credit-hours ofelectives available. This permits at least one area of concentrationin addition to international business, which is built into the pro-gram specialization. For an IMBA student, 9.0 credit-hours ofelective courses in one area or program specialization would bethe guideline of declaring a specific focus or specialization.Similarly, the MPA program has a built-in specialization in pub-lic management (as well as general management), and its 12.0credit-hours of electives permit students to obtain yet anotherconcentration.

In the MBA/JD, MBA/MA and MFA/MA programs, students haveat least 12 credits of electives available. 9.0 credit-hours of elec-tive courses in one area or program specialization would berequired to declare a specific specialization.



AccountingStudy Options

• Concentration • Post-MBA Diploma in

AdvancedManagement

Summary ofElectivesACTG 6120 3.00 Intermediate FinancialAccounting I

ACTG 6130 3.00Intermediate FinancialAccounting for Non-Accountants

ACTG 6140 3.00Intermediate FinancialAccounting II

ACTG 6160 3.00Advanced FinancialAccounting

ACTG 6200 3.00Contemporary Issues inAccounting

ACTG 6250 3.00Financial Reporting andAnalysis

ACTG 6300 1.50Financial Reporting IssuesFor Financial Institutions

ACTG 6350 1.50Advanced Cost andManagement Accounting

ACTG 6400 3.00 Strategic ManagementAccounting and Analysis

ACTG 6450 3.00 Management Accountingand Control Systems

ACTG 6600 3.00Auditing Standards andApplications

ACTG 6700 3.00 Managerial Aspects ofTaxation

ACTG 6710 3.00Introduction to IncomeTaxation

ACTG 6720 3.00Advanced Income Taxation

ACTG 6800 3.00 Accounting and Control ofNonprofit Organizations

ACTG 6951 3.00 Accounting andSustainability Reporting

Schulich’s accounting electives cover the principal subjects in the field: financial accounting, managerial accounting, taxationand auditing. Financial accounting, for example, is the basis for investment analysis, corporate (forensic) analysis, and

merger and acquisition analysis. It is also the basis for external reporting to shareholders and other stakeholders. Managerialaccounting traditionally provides information for managerial decision-making such as resource allocation and performanceevaluation. In courses, emphasis is placed on evaluation and judgment rather than on memorization.

Schulich graduates specializing in accounting have followed career paths leading to the positions of: owner/operator – product or service corporation; chief financial officer – international corporation; partner – taxation, business acquisitions, consulting; auditor – professional service or public accounting firm; financial analyst; pension administrator; chief executive officer;professor; lending officer – bank; underwriter; investigative accountant; lawyer/investigator; executive – nonprofit organization.

In addition, Schulich graduates have used their Schulich graduate management degree as a stepping stone to additionalprofessional designations or degrees. These include: certified general accountant (CGA), certified management accountant(CMA), chartered accountant (CA), law (JD), or doctorate (PhD).

FACULTYAccounting faculty members have a wide variety of backgrounds and extensive professional experience. Canada’s leading advancedand intermediate accounting textbooks have been written by Schulich faculty members. Recent research includes topics such asaccounting education, applied ethics, executive compensation, accounting for nonprofit organizations and international account-ing harmonization, audit judgement, taxation of employee stock options, personal tax planning and policy, pension accounting,social accountability, accounting regulation and standard setting, and performance metrics and incentive plans, strategic cost man-agement, management decision-making, strategic performance measurement systems and translation of management ideas.

CONCENTRATIONS

General ConcentrationREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

- 6.0 credit-hours of required courses - 6.0 credit-hours of additional electives from the

‘Summary of Specialization Electives’ at left

REQUIRED COURSESACTG 6120 3.00 Intermediate Financial Accounting IACTG 6400 3.00 Strategic Management Accounting

and Analysis

Financial AccountingREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

- 3.0 credit-hours of prerequisite course taken prior toMBA 2

- 9.0 credit-hours of recommended courses or otheraccounting electives

PREREQUISITE COURSESACTG 6120 3.00 Intermediate Financial Accounting I

RECOMMENDED COURSESACTG 6140 3.00 Intermediate Financial Accounting IIACTG 6160 3.00 Advanced Financial AccountingACTG 6200 3.00 Contemporary Issues in Accounting

PROFESSIONAL ACCOUNTING DESIGNATIONS

Certified General Accountant (CGA)The Certified General Accountants Association offers a courseof study leading to the CGA designation. Schulich graduatesmay obtain advanced standing in the CGA program, consid-erably reducing the time period required to obtain the CGAdesignation. For details, contact: The Certified GeneralAccountants Association of Ontario, 240 Eglinton AvenueEast, Toronto, Ontario M4P 1K8, 416-322-6520.

Certified Management Accountant (CMA)The Schulich School of Business and the Society of ManagementAccountants of Ontario offer several tools which the studentscan apply in their pursuit of a CMA designation: 1. Transcript evaluation; CMA offers free transcript evaluation to

help you plan your courses. For more information, contactthe Society of Management Accountants of Ontario (SMAO).

2. Fulfillment of course requirement; CMA offers Schulich stu-dents exemption from Part 1 of the Entrance Exam if theycomplete all required courses, even if they are not taking partin the MBA/IMBA-CMA Option. For more information, goto: www.cma-ontario.org

3. MBA/IMBA-CMA Option; Students who successfully com-plete a set of courses prescribed by CMA Ontario as part oftheir Schulich MBA program are eligible for reduced CMA fees,exemption from Part 1 of the Entrance Exam and the StrategicLeadership Program. Details are available from StudentServices at Schulich or on the following CMA Web site:www.cmaontario.org/index.cfm/ci_id/9225/la_id/1.htm

Chartered Accountant (CA)The Institute of Chartered Accountants of Ontario prescribes aseries of requirements leading to the CA designation. For details,contact: The Institute of Chartered Accountants of Ontario, 69Bloor Street East, Toronto, Ontario M4W 1B3, 416-962-1841,www.icao.on.ca

Area CoordinatorLinda ThorneBCom (Toronto); MBA (York);PhD (McGill); CA (Ontario)Professor of AccountingChair, Accounting AreaMarcia Annisette BSc (WI, Trinidad & Tobago);MSc (UMIST, UK); PhD(Manchester, UK); FCCA (UK); Associate Professor of AccountingThomas H. BeechyBBA (George Washington);MBA (Northwestern); DBA(Washington); CPA (Illinois)Professor Emeritus of Accounting

Janne ChungBSc & MA (Truman State); PhD (ECowan State); CMA Associate Professor of AccountingGail DroryBA (UWO); MA & MBA (York);CA (Ontario)Adjunct ProfessorElizabeth FarrellBA & BPHE (Queen’s); MBA (York); CA (Ontario)Adjunct ProfessorCameron GrahamBSc (Alberta); MDiv (Vancouver);MBA & PhD (Calgary) Associate Professor of AccountingDirector, MBA Program

Sylvia HsuMD (TMU, Taiwan); MBA(NCCU, Taiwan); PhD(Wisconsin – Madison)Assistant Professor of AccountingAmin MawaniBComm (Alberta); MA (Toronto);LLM (York); PhD (Waterloo);FCMA; CMA; CFPAssociate Professor of AccountingDean Neu BBA (Wilfrid Laurier); MBA (York); PhD (Queen’s);CA (Ontario) Professor of Accounting

Sandy Qian QuBA (CUFE, China); MBA(Windsor); PhD (Alberta)Assistant Professor of AccountingAlan J. RichardsonBSc & MPI & PhD (Queen’s);CGA (Ontario); FCGA (Canada)Professor of AccountingV. Umashanker TrivediBSc (Andhra, India); PhD (Arizona)Associate Professor of Accounting



Arts and Media Administration

GENERAL CONCENTRATION

REQUIREMENTS

• 12.0 credit-hours of elective courses consisting of:- 3.0 credit-hours of the prerequisite course - 9.0 or more credit-hours of recommended courses

• MGMT 6100 3.00 Strategy Field Study is recommendedin a cultural sector organization

SPECIALIZED COURSES

ARTM 6300 3.00 Cultural PolicyARTM 6301 3.00 Issues in Arts and Cultural ManagementARTM 6330 3.00 Communications PolicyARTM 6340 3.00 Managing in the New Broadcast WorldARTM 6350 3.00 The Business of Creativity in

the Cultural Sector

GRADUATE DIPLOMA IN ARTS ANDMEDIA ADMINISTRATION

REQUIREMENTS

• taken concurrently with a Schulich graduate degree*• diploma must be completed within one term of

completing graduate program degree requirements• 12.0 credit-hours of elective courses consisting of:

- 3.0 credit-hours of the prerequisite course- 9.0 or more credit-hours of recommended courses - a minimum 12-week full-time internship in a

cultural sector organization

• MGMT 6100 3.00 Strategy Field Study in a cultural-sector organization.

*Students must satisfy both Graduate Diploma (above) andMBA requirements (see page 17).

Tricia BaldwinManaging DirectorTafelmusik BaroqueOrchestra

John BrotmanExecutive DirectorOntario Arts Council

Louise DennysVice-President and PublisherAlfred A. Knopf Canada

Mallory GilbertFormer General ManagerTarragon Theatre

Laura MichalchyshynPresident & GeneralManagerDiscovery Planet Green

Alexandra MontgomeryExecutive DirectorGardiner Museum ofCeramic Art

David MirvishMirvish Productions

Andrew ShawPresident & CEOToronto SymphonyOrchestra

Iain TaylorVice President, NationalSales and MarketingUniversal Music Canada

ADVISORY BOARD

Study Options• Joint Master of Business

Administration/ Masterof Fine Arts (MBA/MFA)or Master of BusinessAdministration/Masterof Arts (MBA/MA)

• Graduate Diploma inArts and MediaAdministration (MBA)

• Concentration (MBA,IMBA, MPA, MBA/JD)

• Post-MBA Diploma inAdvanced Management

Summary ofElectivesARTM 6300 3.00Cultural Policy

ARTM 6301 3.00Issues in Arts and CulturalManagement

ARTM 6330 3.00Communications Policy

ARTM 6340 3.00Managing in the NewBroadcast World

ARTM 6350 3.00The Business of Creativity in the Cultural Sector

Schulich offers Canada’s only MBA with a specialization in arts and media administration. The specialization is suitable forstudents who have either work experience in the cultural sector or an undergraduate education in areas of the arts such as

music, theatre, dance or the visual arts, or areas of the cultural media such as film studies or literary studies. Schulich graduatesfrom the arts and media administration specialization fill such positions as: general manager and marketing and developmentdirectors of major performing and visual arts organizations; cultural policy analysts at all levels of government; owners of entrepreneurial endeavours in the cultural sector; and business managers in the film industry. For more information, go towww.artm.schulich.yorku.ca

FACULTYSchulich arts and media administration faculty members are well known nationally and internationally for their research andteaching in the fields of cultural management and policy. Their work spans a wide range of related issues, including thestrategic management of arts organizations, audience research, Canadian cultural policy and international comparative studies.All faculty members have played a vital role in the field of arts and culture outside York University and, as a result, bring a wealthof practical experience to the classroom.

Program Director

Joyce Zemans, CM BA & MA (Toronto); DFAHon (Nova Scotia College ofArt & Design); Hon LLD(Waterloo)Senior Scholar andUniversity Professor EmeritaDirector, Arts and MediaAdministration Program

Douglas BarrettBA (York); MSc (Syracuse); LLB (Dalhousie)CTV Visiting Professor in Broadcast Management

Patricia (Pat) BradleyBA (Concordia); MBA (York)Sessional Lecturer in Artsand Media

Heather ClarkBA (McGill); MBA (StateUniversity, NY)Sessional Lecturer in Artsand Media

Peter GrantBA (Toronto); LLB (Toronto)Adjunct Professor

Trina McQueen, OCBA (Carleton); Hon LLD(Mount St. Vincent,Carleton, Waterloo)Adjunct Professor

Steve OrdBA (Concordia); MBA (York)Sessional Lecturer in Artsand Media

Brian WynnBA (Yale); LLB (Toronto)Sessional Lecturer in Artsand Media



Business and Sustainability

Program Directors (alternating),Centre of Excellence inResponsible Business

Andrew CraneBSc (Warwick); PhD (Nottingham, UK)Professor of StrategicManagement/Policy George R. Gardiner Professorshipin Business Ethics

Bryan Husted BA, MBA & JD (BrighamYoung); PhD (UC, Berkeley)Professor of StrategicManagement/PolicyErivan K. Haub Chair inBusiness and Sustainability

Dirk MattenDipl.Kfm. (Essen, Germany);Dr.rer.pol. & Dr.habil.(Düsseldorf, Germany) Professor of StrategicManagement/PolicyHewlett-Packard Chair inCorporate Social Responsibility

Markus BiehlMS (Kaiserslautern, Germany);MS & PhD (Georgia Tech)Associate Professor ofOperations Management and Information SystemsAssociate Dean, Academic

Burkard EberleinMSc (London School of Economics, UK); MA & PhD(Konstanz, Germany)Associate Professor ofStrategic Management/Policy

Brenda GainerBA Hon (Alberta); MA (Carleton);MBA (Maine); PhD (York)Associate Professor of MarketingRoyal Bank Professor ofNonprofit ManagementDirector, NonprofitManagement and Leadership Program

Irene HenriquesBSc & MSc (Montreal); PhD (Queen’s)Professor of Economics andSustainability

Mark PagellBS (Pennsylvania); PhD (Michigan)Associate Professor ofOperations Management &Information Systems

Alan J. RichardsonBSc & MPI & PhD (Queen’s);CGA (Ontario}; FCGA (Canada)Professor of Accounting

Perry SadorskyBSc Hons & MA (BritishColumbia); PhD (Queen’s)Associate Professor of Economics

Stepan WoodBA (York); LLB (Osgoode); SJD candidate (Harvard); of the Bar of New York Assistant Professor

Detlev ZwickMS (Montpellier, France/Cologne, Germany); MS(Memphis); PhD (Rhode Island)Associate Professor ofMarketing

Study Options

• Concentration• Post-MBA Diploma in

Advanced Management • Graduate Diploma

in Business and the Environment

Summary of ElectivesACTG 6951 3.00Accounting and Sustainability Reporting

BSUS 6300 3.00Management Practices forSustainable Business

BSUS 6500 3.00 Business Strategies forSustainability

BSUS 6600 3.00Sustainability and Carbon Finance

ECON 6170 3.00Environmental Economics for Business

ETHC 5510 1.50Ethics and SocialResponsibility inManagement

MGMT 6500 3.00Sustainable Value Creation

MKTG 6480 3.00Nonprofit Marketing andResource Development

NMLP 6350 3.00Social Purpose Business: Alternative Economic Models

ORGS 6350 3.00Managing Change

ORGS 6400 3.00Power and Politics inOrganizations

Faculty of EnvironmentalStudiesENVS 6114 3.00Sustainable Development for Canada

ENVS 6115 3.00Ecological Economics

ENVS 6144 3.00Action Learning

ENVS 6148 3.00Environmental Negotiationand Mediation

ENVS 6155 3.00Program Implementation

ENVS 6164 3.00Environmental Law

ENVS 6186 3.00Theory and Methods ofEnvironmental ImpactAssessment

ENVS 6281 3.00Consulting Skills

Osgoode Hall Law SchoolLW 2880 3.00Environmental Law

LW 3490 3.00Resource Management

LW 4880 3.00International EnvironmentalLaw: Protection of the GlobalEnvironment

Business operates in an increasingly complex setting. Environmental and social concerns are at the forefront of the new issueswhich are stretching the responsibilities of business and demanding new types of management thinking. These concerns

first affected established industries in forestry products, chemicals and mining sectors. Today, however, they are impacting othermanufacturers, retailing and service industries, and the financial sector.

One of the first of its kind in North America, the Erivan K. Haub Program in Business and Sustainability at Schulich is atthe cutting edge of current best practice. The business and sustainability specialization equips students for general managementand senior corporate positions, as well as for work in specialist environmental management or consulting posts.

FACULTYFaculty members from the Schulich School, York’s Osgoode Hall Law School and the Faculty of Environmental Studies havegained recognition internationally for teaching and research in their respective fields.


REQUIREMENTS

• 12.0 credit-hours of elective courses consisting of:- 3.0 credit-hours of prerequisite course taken in MBA 1- 3.0-9.0 credit-hours of recommended courses at left- up to 6.0 credit-hours of additional courses (with the

permission of the Program Director, students may takecourses in the Faculty of Environmental Studies andOsgoode Hall Law School not listed in this publication)

PREREQUISITE COURSE

BSUS 6500 3.00 Business Strategies for Sustainability

In addition, it is possible to take an independent study towardsthe concentration with the consent of the program Director.

GRADUATE DIPLOMA IN BUSINESSAND THE ENVIRONMENT

REQUIREMENTS

• taken concurrently with an MBA* or MES* degree• diploma must be completed within one term of

completing graduate program degree requirements• 12.0 credit-hours of elective courses consisting of:

- 6.0 credit-hours of required courses below- 6.0 credit-hours of recommended courses at left- normally complete a 12 week internship in an

approved organization• MGMT 6100 3.00 Strategy Field Study at a site approved

by the Program Director

* Students must satisfy both Graduate Diploma (above) andMBA or MES requirements

REQUIRED COURSES

BSUS 6300 3.00 Management Practices for Sustainable Business


Charles Hantho (Chair)Board Member, Zoom MediaExecutive-in-ResidenceSchulich School of BusinessKaz FlinnVice President, Corporate Social ResponsibilityScotiabank

Dave FredericksonVice President, General Manager,Enterprise Servers, Storage &NetworkingHewlett-Packard CanadaChristian HaubCEO, Tengelmann – AmericasPresident & ChairmanEmil Capital Partners LLCLloyd HetheringtonCEO, GlobeScan

Michael JantziCEO, Jantzi-SustainalyticsGord LambertVice President, Sustainable DevelopmentSuncor Energy Inc.Adine MeesPresident and CEOCanadian Business for Social Responsibility

Erik RyanVice President, Communications& External RelationsRio Tinto AlcanGavin ThompsonDirector, Corporate CitizenshipMicrosoft CanadaBill WhitePartner, CBW Associates Inc.

ADVISORY BOARD



Business Consulting

For students considering a career in business consulting, the Schulich School offers an opportunity to gain valuable experience through the York Consulting Group.

FACULTYTheodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York)Associate Professor of Strategic Management/PolicyDirector, Strategy Field Study & Global Leadership ProgramsCo-Director, York Consulting Group Chair, Strategic Management/ Policy Area

Eileen Fischer BA & MASc (Waterloo); PhD (Queen’s)Professor of MarketingAnne & Max Tanenbaum Chair in Entrepreneurship and Family Enterprise Director, EntrepreneurialStudies ProgramDirector, PhD Program

Ashwin Joshi BAS Hons (Trent); PhD (Queen’s)Associate Professor of MarketingExecutive Director, Schulich MBA in India

YORK CONSULTING GROUP (YCG)Founded in 1972, the York Consulting Group (YCG) hasgrown to become Canada’s largest year-round business schoolconsulting service. It offers a wide range of management consulting services to organizations ranging from small entre-preneurial to multinational corporations. Its consultants areMBA students currently enrolled in Schulich. Each studenthas at least 2 years of full-time work experience and commitsto work at least 20 hours per week for the YCG for a minimumof 2 consecutive terms. Previous consulting projects havespanned a wide range of industries and have included: marketingplans, feasibility studies, promotional strategies, industry analysis,financial forecasts, business plans, competitor research and organizational audits. In addition to work experience, preferredcandidates for YCG positions have strong academic backgrounds. As part of the screening process for appointment,students must complete a special YCG case study assignmentand be interviewed by a YCG representative.

RequirementsAs part of their participation in the York Consulting Group,students enrol in a unique experiential course, MGMT 69603.00, Management Consulting. The course runs over 26weeks and consists of workshops, case studies, and actualconsulting assignments. Under the supervision of faculty, students learn to engage clients, develop consulting proposals,undertake consulting work, complete appropriate businessresearch and compose consulting reports. Students areassessed on their performance in these assignments, as well asinitiatives they undertake to promote and improve the workof YCG. Students can only register for the course with theapproval of the YCG directors.

NOTE: YCG requires a minimum of two full terms commit-ment and recruitment drives happen twice a year aroundOctober and February.Accelerated full-time students wish-ing to participate in YCG will have to spend an additionalterm in order to complete the requirements for the program.

RECOMMENDED COURSES

MGMT 6700 3.00 Project ManagementMGMT 6960 3.00 Management Consulting

Study Options

• York Consulting Group(YCG)

Summary ofElectivesMGMT 6700 3.00Project Management

MGMT 6960 3.00Management Consulting

Andrew CraneBSc (Warwick, UK); PhD (Nottingham, UK)Professor of Strategic Management/PolicyGeorge R. Gardiner Professorship in Business Ethics

Wesley CraggBA Hons & MA (Alberta); BPhil & DPhil (Oxford, UK)Professor Emeritus of Business Ethics Cross-appointed to Department of Philosophy, Faculty ofLiberal Arts & Professional Studies

Business Ethics

Schulich’s faculty members are among the world’s leading researchers in the fields of business ethics, CSR, corporate gover-nance and sustainability. In addition to courses, the School houses a number of in-house research institutes and centres,

including Transparency International Canada, Inc., a business corruption watchdog organization, and the Canadian BusinessEthics Research Network (CBERN), established in 2007 to mobilize and profile Canada’s pool of business ethics expertise.

FACULTY

ELECTIVE COURSESETHC 5510 1.50 Ethics and Social Responsibility

in ManagementETHC 6950 1.50 Ethics and Finance

Study Options

• Elective courses• Post-MBA Diploma in

Advanced Management

Summary ofElectivesETHC 5510 1.50Ethics and SocialResponsibility inManagement

ETHC 6950 1.50Ethics and Finance



EconomicsStudy Options


Advanced Management

Summary ofElectivesECON 6110 3.00Industrial Economics

ECON 6120 3.00The Economics ofRegulation andDeregulation

ECON 6170 3.00Environmental Economicsfor Business

ECON 6180 3.00Money, Credit andMacroeconomic Policy

ECON 6210 3.00Economic Forecasting andAnalysis

ECON 6220 3.00Macroeconomics and theSupply Side

ECON 6450 3.00Innovation and Technology Diffusion

ECON 6510 3.00Applied InternationalEconomics

ECON 6960 3.00Business and EconomicEnvironments of East andSoutheast Asia

T he economics specialization focuses on explaining the economic and social interactions of individuals (as consumers, employees, shareholders and managers), firms and governments in both domestic and international markets.Schulich’s economics electives provide a logical and consistent framework for explaining and forecasting movements in

critical variables such as interest rates, exchange rates, inflation rates, unemployment rates and economic growth, as well as forunderstanding competitive interactions, corporate strategies, technology transfers and entrepreneurship. For example, economicforecasting and analysis introduces the critical statistical tools for deriving relationships among variables and forecasting movements in interest rates, prices, etc. Another example, applied international economics, examines international trade relationships, foreign investment, economic integration and the international monetary system as well as international financialinstitutions.

Schulich graduates specializing in economics have followed career paths leading to the position of: partner – investmentbanks, merchant banks, venture capital firms, management consulting; economist – banks, other financial institutions, government;analyst – investment banks, banks; consultant; executive – chief executive officer, vice-president planning; owner/operator –product or service company.

FACULTYEconomics faculty members have a wide variety of backgrounds and extensive professional experience. Recent researchincludes topics such as Canadian manufacturing adjustments to free trade, business and the environment, the internationalmonetary system, and changes in the global automotive and telecommunications industries.

Area Coordinator

Atipol Bhanich SupapolBA (Carleton); MA (Northeastern); PhD (Carleton)Associate Professor of EconomicsDirector, IMBA Program

David BarrowsBSBA & MA (Northeastern)Associate DirectorMPA ProgramSessional Lecturer inEconomics and Policy

Donald J. DalyBA & BComm & MA(Queen’s); PhD (Chicago)Senior Scholar in Economics

Graeme DeansBSc (Queen’s); MBA (Amos Tuck School atDartmouth College)Sessional Lecturer in Economics

Irene HenriquesBSc & MSc (Montreal); PhD (Queen’s)Professor of Economicsand Sustainability

Fred LazarBCom (Toronto); AM & PhD (Harvard)Associate Professor ofEconomicsCross-appointed toDepartment of Economics,Faculty of Liberal Arts &Professional Studies

Perry SadorskyBSc Hons & MA (British Columbia); PhD (Queen’s)Associate Professor of Economics

John N. SmithinBA (London Polytechnic, UK);MA & PhD (McMaster)Professor of EconomicsCross-appointed toDepartment of Economics,Faculty of Liberal Arts &Professional Studies

Theodore ToliasBA (Aristotle); MA (Toronto);PhD (ABD) (Manitoba)Sessional Lecturer inEconomics and InternationalBusiness

Bernard M. WolfBA (CUNY); MA & PhD (Yale)Professor Emeritus of EconomicsAssociate Director, IMBA

Farrokh ZandiBA (Pahlavi); MA (Lakehead);PhD (Carleton)Associate Director BBA/iBBA program


REQUIREMENTS

• 12.0 credit-hours of recommended elective courses

RECOMMENDED COURSES

ECON 6110 3.00 Industrial EconomicsECON 6120 3.00 The Economics of Regulation and

DeregulationECON 6170 3.00 Environmental Economics for BusinessECON 6180 3.00 Money, Credit and Macroeconomic PolicyECON 6210 3.00 Economic Forecasting and AnalysisECON 6220 3.00 Macroeconomics and the Supply SideECON 6450 3.00 Innovation and Technology DiffusionECON 6510 3.00 Applied International EconomicsECON 6960 3.00 Business and Economic Environments of

East and Southeast Asia



Entrepreneurial Studies


REQUIREMENT


RECOMMENDED COURSES

ENTR 6605 3.00 Entrepreneurship and New Firm CreationENTR 6625 3.00 Managing Venture Growth

and TransitionENTR 6635 3.00 International EntrepreneurshipENTR 6645 3.00 Corporate EntrepreneurshipENTR 6910 3.00 Venture Capital and Private EquityENTR 6991 3.00 Consulting to Family EnterpriseHIMP 6160 3.00 Invention and Investment in

Life SciencesHIMP 6170 3.00 Commercialization in Pharma

and BiotechMGMT 6800 3.00 Innovation through Technology

and DesignNMLP 6350 3.00 Social Purpose Business:

Alternative Economic ModelsSGMT 6050 3.00 Mergers and Acquisitions

Study Options


Advanced Management

Summary ofElectivesENTR 6605 3.00Entrepreneurship andNew Firm Creation

ENTR 6625 3.00Managing Venture Growthand Transition

ENTR 6635 3.00 InternationalEntrepreneurship

ENTR 6645 3.00Corporate Entrepreneurship

ENTR 6910 3.00Venture Capital andPrivate Equity

ENTR 6991 3.00Consulting to FamilyEnterprise


MGMT 6800 3.00Innovation throughTechnology and Design

NMLP 6350 3.00Social Purpose Business:Alternative EconomicModels

SGMT 6050 3.00Mergers and Acquisitions

Courses in this specialization have attitudinal, conceptual and skill objectives, and are designed for proactive individuals who intend to create their own jobs in small, medium or large organizations. Entrepreneurship involves the pursuit of

opportunities beyond currently existing resources and the building of growing business organizations.The Schulich entrepreneurial studies program is focused on growing both firms and family businesses. The increasing

importance of growing small and medium-size enterprises as the primary job creators in national economies is part of a globaltrend that is no less significant than the development of economic free trade zones, the advent of new communications technologies or the internationalization of business. The significance of family firms in the Canadian economy is evident fromthe fact that they constitute 65% of all businesses in the country.

Schulich graduates specializing in entrepreneurial studies have started their own businesses or followed alternate careerpaths leading to: owner and/or manager of a small or medium-size enterprise; heir to a family firm; professional manager in afamily business; manager in a larger organization doing business with smaller entrepreneurial firms (e.g. a chartered bank ormanufacturer using subcontractors, economic development agencies, etc.).

FACULTYEntrepreneurial studies faculty members have a wealth of experience in the entrepreneurial sector as consultants, advisors, boardmembers, venture capitalists, financing and marketing experts, economic development officers and most importantly, as entre-preneurs. They have published numerous articles and technical monographs and are sought after frequently by the media tocomment on economic or business issues. Current research involves banking, governance in small to medium-size enterprises,family business issues, financing growing firms, strategic alliances, and reputation management.

Program Director

Eileen FischerBA & MASc (Waterloo); PhD (Queen’s)Professor of MarketingAnne & Max TanenbaumChair in Entrepreneurshipand Family Enterprise Director, EntrepreneurialStudies ProgramDirector, PhD Program

Douglas CummingBCom (McGill); MA (Queen’s);JD & PhD (Toronto); CFAProfessor of FinanceEntrepreneurshipOntario Research Chair in Economics and CrossCultural Studies

James L. DarrochBA & MA & PhD (Toronto);MBA & PhD (York)Associate Professor ofStrategic Management/PolicyCo-Director of Financial Services Program

Yuval DeutschBA & MA (Hebrew); PhD (British Columbia)Associate Professor ofStrategic Management/Policy and EntrepreneurialStudies

Laurence GinsbergBComm (Manitoba); MBA(Toronto); CA (Ontario)Sessional Lecturer inEntrepreneurial Studies

Sofia JohanLLB (Liverpool), LLM in InternationalEconomic Law (Warwick);PhD in Law (Tilburg)Sessional Lecturer inEntrepreneurial Studies

Kelly LeCouvieBA (UWO); BComm & MBA(Windsor); PhD (York)Sessional Lecturer inEntrepreneurial Studies

Moren LévesqueBSc & MSc (Laval); PhD(British Columbia)Associate Professor of Operations Management & Information Systems

Greg MilavskyBApSc (Toronto); MBA (Harvard)Sessional Lecturer inEntrepreneurial Studies

Julie A. MortonBA (York); MA (MichiganState); PhD (Michigan State)Sessional Lecturer inEntrepreneurial Studies

Theodore PeridisBSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York)Associate Professor ofStrategic Management/PolicyDirector, Strategy Field Study& Global Leadership ProgramsCo-Director, York Consulting GroupChair, Strategic Management/Policy Area

Steve PulverBA (Toronto); MBA (York)Sessional Lecturer inEntrepreneurial Studies

Kevin TalbotMBA (York)Adjunct Professor inEntrepreneurial Studies

Susan Van Der HoutBA (Toronto); LLB (York);LLM (Toronto)Sessional Lecturer inEntrepreneurial Studies



Finance

CONCENTRATIONS

General Concentration

Requirements

• 12.0 credit-hours of elective courses at left

Financial Management

Requirements

• 12.0 credit-hours of elective courses as below

Required Courses

FINE 6100 3.00 Financial ManagementFINE 6150 3.00 Advanced Corporate Finance

Recommended Courses

ETHC 5510 1.50 Ethics and Social Responsibility inManagement

FINE 6200 3.00 InvestmentsFINE 6400 3.00 International Financial ManagementFINE 6600 3.00 Corporate Financial AnalysisFINE 6975 1.50 Going Private – Fundamentals of

the Private Equity ProcessFNSV 5500 1.50 Introduction to Financial Services

ManagementFNSV 6700 3.00 Management of Risk in Canadian

Financial Institutions

Investment Management

Requirements

• 12.0 credit-hours of elective courses as below

Required Courses

FINE 6200 3.00 InvestmentsFINE 6800 3.00 Options, Futures and Other

Derivative Securities

Recommended Courses

ETHC 5510 1.50 Ethics and Social ResponsibilityETHC 6950 1.50 Ethics and FinanceFINE 6050 3.00 Personal Financial ManagementFINE 6250 3.00 Applied Investment ManagementFINE 6310 3.00 Econometrics of Financial MarketsFINE 6600 3.00 Corporate Financial AnalysisFINE 6860 3.00 Financial Models for Pension and

InsuranceFNEN 6820 3.00 Advanced Derivative SecuritiesFNEN 6840 3.00 Enterprise-wide Financial Risk

ManagementFNSV 6965 3.00 Regulation of Canadian Financial

InstitutionsPROP 6100 3.00 Real Estate Finance and Investment

Study Options


Advanced Management

Summary ofElectivesETHC 5510 1.50Ethics and SocialResponsibility inManagement

ETHC 6950 1.50Ethics and Finance

FINE 6050 3.00Personal FinancialManagement

FINE 6100 3.00Financial Management

FINE 6150 3.00Advanced CorporateFinance

FINE 6200 3.00Investments

FINE 6250 3.00Applied InvestmentManagement

FINE 6310 3.00Econometrics ofFinancial Markets

FINE 6400 3.00International FinancialManagement

FINE 6600 3.00Corporate Financial Analysis

FINE 6800 3.00Options, Futures and OtherDerivative Securities

FINE 6860 3.00Financial Models for Pensionand Insurance

FINE 6975 1.50Going Private –Fundamentals of the PrivateEquity Process

FNEN 6820 3.00Advanced DerivativeSecurities

FNEN 6840 3.00Enterprise-wide FinancialRisk Management

FNSV 5500 1.50Introduction to FinancialServices Management

FNSV 6700 3.00Management of Risk in Canadian FinancialInstitutions

FNSV 6965 3.00Regulation of CanadianFinancial Institutions

PROP 6100 3.00Real Estate Finance and Investment

The Schulich finance specialization is one of the most extensive in Canada, with coverage of the full spectrum of financial activ-ities in Canadian business, including corporate financial management and investment management. Schulich graduates can

also specialize in financial services (see page 45) and financial engineering (see page 44).Financial management topics include: capital budgeting (the investment decision); capital structure (the financing

decision); working capital management; evaluation of acquisitions and divestitures; and management of foreign currency exposures. Graduates are well positioned to build careers as investment bankers, corporate financial advisors, financial managersand executives in non-financial companies.

Investment management focuses on the design, marketing and trading of financial instruments, including bonds, stocksand derivative securities. Career paths lead to positions such as financial analyst, broker, underwriter and portfolio manager.

FACULTYThe teaching, research and consulting activities of finance faculty members are numerous and cover the fields of investments,financial engineering, financial services and corporate finance. The work of the faculty brings theoretical rigour to practicalapplications. For example, faculty members have developed a unique approach to personal investment management over thehuman life cycle. They have won numerous awards for this work and are in high demand by practitioners from across Canada.Other research areas include the effect of thin trading on stock prices, the management of financial institutions, the applicationof financial theory to the development of new products and international financial management.

Area Coordinator

Mark J. KamstraBA Hons (Queen’s); MA (British Columbia);PhD (UC, San Diego)Associate Professor of Finance

Kee-Hong BaeBS & MS (Korea); PhD (Ohio State)Professor of Finance

Melanie CaoBSc & MA (Hust, China);MBA (Ottawa); PhD(Toronto)Associate Professor of Finance

Archishman ChakrabortyBSc (Calcutta, India); MA(Delhi, India); PhD (Princeton)Associate Professor of FinanceDouglas CummingBCom (McGill); MA (Queen’s); JD & PhD (Toronto); CFAProfessor of Finance andEntrepreneurshipOntario Research Chair in Economics and CrossCultural Studies

Ming DongBS (Fudan, China); MS (New York); PhD (Ohio State)Associate Professor of Finance

Nadia MassoudMA (Waterloo); PhD (Queen’s)Associate Professor in Finance

Elizabeth M. MaynesBA (McMaster); MA & PhD (Queen’s)Associate Professor of FinanceDirector, BBA/iBBA Programs

Moshe Arye Milevsky BA (Yeshiva); MA & PhD (York)Associate Professor of Finance

Debarshi K. Nandy BS & MS (Calcutta, India);MCom (New South Wales,Australia); PhD (Boston College)Assistant Professor of Finance

Eliezer PrismanBA (Hebrew, Israel); MSc &DSc (Technion, Israel)Nigel Martin Chair in FinanceDirector, FinancialEngineering Program

Gordon S. RobertsBA (Oberlin College); MA & PhD (Boston College)Professor of FinanceCIBC Professor of Financial Services

Pauline M. ShumBA Hons (British Columbia); MA & PhD (Toronto)Associate Professor of FinanceDirector, Master of FinanceProgram

Yisong TianBSc (Nankai, China); MBA & PhD (York)Professor of Finance



Financial Engineering

ELIGIBILITYAll students must be approved by the Program Directorbased on:• undergraduate degree• successful completion of most of the following

undergraduate courses:- Calculus 1 and 2 – single and several variables- Linear Algebra- Foundations of Computer Science- Statistics and Probability- Microeconomics

Visit our Web site at www.yorku.ca/fineng to fill out andsubmit an Eligibility Questionnaire


REQUIREMENTS• see Eligibility• 12.0 credit-hours of courses consisting of:

- a minimum of 6.0 credit-hours of required courses- up to 6.0 credit-hours of recommended courses

REQUIRED COURSESFNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative Securities FNEN 6850 3.00 Fixed Income Securities

RECOMMENDED COURSESCSE 5910 3.00 Software FoundationsFNEN 6820 3.00 Advanced Derivative SecuritiesFNEN 6840 3.00 Enterprise-wide Financial Risk

ManagementMATH 6910 3.00 Stochastic Calculus in FinanceMATH 6911 3.00 Numerical Methods in FinanceOMIS 6000 3.00 Models and Applications

in Operational Research

GRADUATE DIPLOMA IN FINANCIALENGINEERING

REQUIREMENTS• must be taken concurrently with a Schulich MBA*• the Graduate Diploma must be completed within one

term of completing all MBA program requirements• 21.0 credit-hours of required courses below• an internship in a financial institution or an

additional research paper• enrolment in Financial Engineering courses is with

the permission of the director

*Students must satisfy both Graduate Diploma requirements(above) and the degree requirements of their home faculty.

REQUIRED COURSESCSE 5910 3.00 Software Foundations*FNEN 6210 3.00 Theory of Portfolio ManagementFNEN 6810 3.00 Derivative SecuritiesFNEN 6850 3.00 Fixed Income SecuritiesMATH 6910 3.00 Stochastic Calculus in FinanceMATH 6911 3.00 Numerical Methods in Finance OMIS 6000 3.00 Models and Applications in

Operational ResearchNOTE: Students working towards the Diploma in Financial Engineering maytake a maximum of 9.0 credit-hours outside Schulich.

* With approval from the program director, students with a computer sciencedegree or acceptable experience may replace this course with FNEN 6820 3.00.

FINANCIAL ENGINEERING DIPLOMA(STAND ALONE)Please refer to page 35 for more information on theFinancial Engineering Diploma (Stand Alone)

Study Options

• Graduate Diploma inFinancial Engineering(MBA)


AdvancedManagement

Summary ofElectivesFNEN 6210 3.00Theory of PortfolioManagement

FNEN 6810 3.00Derivative Securities

FNEN 6820 3.00Advanced DerivativeSecurities

FNEN 6840 3.00Enterprise-wide FinancialRisk Management

FNEN 6850 3.00Fixed Income Securities

OMIS 6000 3.00Models and Applications inOperational Research

Faculty ofGraduate StudiesCSE 5910 3.00Software Foundations

MATH 6910 3.00Stochastic Calculus inFinance

MATH 6911 3.00Numerical Methods inFinance

Of interest to students with strong quantitative backgrounds in economics, mathematics, statistics, engineering science orcomputing, financial engineering is a Schulich specialization established in cooperation with the Faculty of Graduate

Studies’ Department of Mathematics and Statistics and supported by the Department of Computer Science. FinancialEngineering is a collaborative program as defined by the Faculty of Graduate Studies.

Financial engineering graduates will have the theoretical knowledge and specialized skills necessary to develop new financialinstruments and to understand the role of financial instruments within the broader economic and business contexts.

Graduates will find career opportunities in the financial industry with banks, investment firms, brokerage houses and otherfinancial institutions as well as risk management departments of large corporations and consulting firms. Visit our Web site atwww.yorku.ca/fineng for detailed course descriptions, eligibility requirements, course schedules and a wealth of informationabout Financial Engineering.

For the Part-time students, it is important to note that some courses are offered during the daytime.

FACULTYThe faculty have been in the forefront of research into the design, development and implementation of innovative financialinstruments. These include new measures of interest rate risk, correct after-tax valuation of derivative and fixed incomeinstruments, the innovation of financial instruments and new valuation techniques. The applications of the no-arbitragecondition are the basis for financial engineering. Implementation of this condition to security markets has been the topic ofresearch projects at York. New computer software and a specialized textbook for this field have been created specifically for thefinancial engineering program. Senior faculty members associated with the program are listed below.

Program Director

Eliezer Z. PrismanBA (Hebrew, Israel); MSc &DSc (Technion, Israel)Nigel Martin Chair in FinanceProfessor of FinanceDirector, FinancialEngineering Program

Andrew AzizBSc, Hons BSc; MBA (Queen’s);PhD (York)Lecturer

Melanie CaoBSc & MA (Hust, China);MBA (Ottawa); PhD (Toronto)Associate Professor of Finance

Wade D. CookBSc (Mt. Allison); MSc(Queen’s); PhD (Dalhousie)Professor of OperationsManagement & Information SystemsGordon Charlton Shaw Professorof Management ScienceAssociate Dean, ResearchChair, Operations Management& Information Systems Area

Man-wah WongBSc (Sir George WilliamsUniversity); MSc & PhD(Toronto)Professor of Mathematics

Moshe Arye Milevsky BA (Yeshiva); MA & PhD (York)Associate Professor of Finance

Gordon S. RobertsBA (Oberlin College); MA &PhD (Boston College)Professor of FinanceCIBC Professor of FinancialServices

Yisong TianBSc (Nankai, China); MBA &PhD (York)Professor of Finance

Augustine WongBSc (Toronto); MA (York); PhD (Toronto)Professor of Mathematicsand Statistics



Financial ServicesStudy Options• Concentration• Post-MBA Diploma in

Advanced Management

Summary ofElectivesACTG 6300 1.50Financial Reporting IssuesFor Financial Institutions

ACTG 6450 3.00Management Accountingand Control Systems

ACTG 6950 3.00Financial Reporting and Analysis

ECON 6120 3.00 The Economics of Regulationand Deregulation

ECON 6210 3.00Economic Forecasting and Analysis

FNSV 6700 3.00Management of Risk in Canadian FinancialInstitutions

FNSV 6950 3.50Strategic and OperationalIssues in the FinancialServices Industry

FNSV 6960 1.50Activity Based Costing and the Financial ServicesIndustry

FNSV 6970 3.00Competitive andOrganizational Strategiesfor Financial Services Firms

FNSV 6975 3.00Co-evolution of FinancialMarkets and Institutions

FNSV 6985 1.50The Canadian LifeInsurance Industry andInternational Competition

FNSV 6990 1.50Enterprise RiskManagement and Strategy

MKTG 6250 3.00Business Marketing

MKTG 6300 3.00Service Marketing

MKTG 6550 3.00Brand Management

OMIS 6700 3.00Managing New Technology

OMIS 6955 3.00Service OperationsManagement

ORGS 6020 3.00Designing EffectiveOrganizations


SGMT 6050 3.00Mergers and Acquisitions

SGMT 6800 3.00Strategic Management ofTechnology-Based Firms

IBUS 6410 3.00Introduction to InternationalBusiness

IBUS 6430 3.00International BusinessStrategy

PROP 6100 3.00Real Estate Finance andInvestment

PROP 6600 3.00Real Estate PortfolioManagement

The Financial Services Program develops the expertise necessary to manage successfully in contemporary financial servicesorganizations. It is based on the principle of co-concentrations, so that students can simultaneously concentrate in Financial

Services and a functional area.The financial services sector is undergoing profound and rapid change. Organizations require professionals who understand

the dynamics of the industry, and the broad direction and implications of the forces of change. Such professionals must have astrong foundation in skills that will be relevant to a critically important and fast-changing industry. These skills include generalmanagement areas such as marketing, strategy, real estate and infrastructure and organization studies. They also include financeand financial engineering skills, which are particularly relevant to manage risk in the sector. The program is constructed to allowstudents to develop skills in one or more of these areas while also concentrating in financial services.

The program stresses relevance as well as rigour. To this end, it is committed to developing relationships with firms andsenior executives in the financial sector that can provide ‘real-world’ perspectives on current issues.

FACULTYFaculty members are active in research, textbook writing, consulting and public service on financial services issues. Many elective coursesare also taught by faculty members in other areas. The program administers a $1.2 million research program into financial services andpublic policy, announced in January 2000. The Program remains open to support doctoral students in all Canadian universities.

Program Director

James L. DarrochBA & MA & PhD (Toronto);MBA & PhD (York) Associate Professor ofStrategic Management/PolicyDirector, Financial Services Program, Associate Director

Associate Director

Fred GorbetBA (York); PhD (Duke)Associate Director, Financial Services Program

Bernard HyamsBA Hons (Concordia); BEd(McGill); MEd (Ottawa); MBA (York)Lecturer

Lisa LangleyBBA (Loyola College); EMBA(Kellogg-Schulich)Sessional Lecturer

Patricia MeredithBA Hons (UWO); MBA(McMaster); FCA (Ontario);CMA (Ontario); PhD (York)Lecturer

Lee WatchornBSc Hons (McGill); FSA; FCIA,Lecturer

Lois TulloBComm (Saskatchewan); MBA (UWO); CA (Ontario)Lecturer

CONCENTRATIONREQUIREMENTS• 12.0 credit-hours of financial services courses and elective

courses consisting of:- 4.5 credit-hours of financial services courses, includ-

ing FNSV 5500 1.50- 7.5 credit-hours of electives (see sidebar)

• MGMT 6100 3.00 - The 6100 site does not have to be a Financial

Institution, but does have to have involvement withFinancial Institutions and be approved by the pro-gram director.

FINANCIAL SERVICES COURSESFNSV 5500 1.50 Introduction to Financial Services ManagementFNSV 6700 3.00 Management of Risk in Canadian

Financial InstitutionsFNSV 6950 3.00 Strategic and Operational Issues in the

Financial Services Industry FNSV 6960 1.50 Activity Based Costing and the Financial

Services IndustryFNSV 6970 3.00 Competitive and Organizational Strategies

for Financial Services FirmsFNSV 6975 3.00 Co-evolution of Financial Markets and

InstitutionsFNSV 6985 1.50 The Canadian Life Insurance Industry and

International CompetitionFNSV 6990 1.50 Enterprise Risk Management and Strategy



Health Industry Management

GENERAL CONCENTRATIONREQUIREMENTS• 12.0 credit-hours of electives courses of which a min-

imum of 9.0 must be chosen from the recommendedlist below

• 3.0 credit-hours of related and additional electivecourses can also be included as part of the 12.0 credit-hours

• with a letter of approval, up to 3.0 credit-hours ofrelevant, graduate-level health courses from otherYork Faculties may be substituted for the electivecourses listed below

• MGMT 6100 3.00 Strategy Field Study to be carriedout in a health industry site

RECOMMENDED COURSESHIMP 6110 3.00 Understanding the Canadian Health

Industry: The Roles, Responsibilities &Challenges to Improve Health

HIMP 6120 3.00 International Healthcare SystemsHIMP 6130 3.00 Strategic Management of HospitalsHIMP 6150 3.00 Performance Indicators and Evaluation in

Health Care IndustryHIMP 6160 3.00 Invention and Investment in Life SciencesHIMP 6170 3.00 Commercialization in Pharma and Biotech

Related courses for those interested in the nonprofit sideof health care:

MKTG 6480 3.00 Nonprofit Marketing and Resource Development

NMLP 6500 3.00 Change, Leadership and Complexityin the Nonprofit Sector

Related courses for those interested in the public sectoraspects of health care:

PUBL 5500 3.00 Public Policy and Public ManagementPUBL 6140 3.00 Business and GovernmentPUBL 6800 3.00 Program Evaluation

Related courses for those interested in the supplier sideof health (pharma, biotech & medical devices):

ECON 6450 3.00 Innovation and Technology DiffusionENTR 6910 3.00 Venture Capital and Private Equity

ADDITIONAL COURSES

MGMT 6700 3.00 Project Management

Study Options

• Concentration• Post-MBA Diploma

in AdvancedManagement

Summary ofElectivesECON 6450 3.00 Innovation and Technology Diffusion

ENTR 6910 3.00 Venture Capital andPrivate Equity

HIMP 6110 3.00 Understanding theCanadian Health Industry:The Roles, Responsibilities &Challenges to ImproveHealth

HIMP 6120 3.00International HealthcareSystems

HIMP 6130 3.00Strategic Management ofHospitals

HIMP 6150 3.00Performance Indicators andEvaluation in Health CareIndustry

HIMP 6160 3.00Invention and Investmentin Life Sciences

HIMP 6170 3.00Commercialization in Pharma and Biotech


MKTG 6480 3.00 Nonprofit Marketing andResource Development

NMLP 6500 3.00 Change, Complexity andLeadership in the NonprofitSector

PUBL 5500 3.00Public Policy and PublicManagement

PUBL 6140 3.00 Business and Government

PUBL 6800 3.00 Program Evaluation

Schulich has a unique Health Industry Management Program (HIMP) building on the strengths of the School. The industryincludes healthcare (as traditionally defined), pharmaceutical companies, medical device manufacturers, human biotech

companies, health charities and a wide variety of health related support and service organizations. The program is designed forboth new entrants and mid-career professionals in the health industry who need to understand the other players more deeply.

The health industry is highly complex due to the often competing goals of the providers, policy makers, administrators,consumers and citizens. In spite of the advances of medical science we need to look beyond medicine to dramatically improvehealth and health systems in the 21st century. This program is designed to look at the needs and potential solutions to improvehealth systems.

The Health Industry Management concentration provides an opportunity for those who are currently in the health industryor those who wish to join the industry to learn deeply about the other players in the industry. Our contention is that regardlessof the role one plays in the industry, understanding the others’ objectives, criteria and values will deeply impact your success inthe industry. Health is highly interconnected and crosses all three sectors. It is a complex, conceptually challenging industry.Management and leadership in the sector require unique skills and the capacity to see connections across the industry. For moreinformation go to www.himp.schulich.yorku.ca

FACULTYThe faculty for the Health Industry Management program are drawn from many disciplines at Schulich and our partnersin other universities.

Program DirectorBrenda J. ZimmermanBSc (Toronto); MBA & PhD(York); CA (Ontario)Associate Professor ofStrategic Management/PolicyDirector, Health IndustryManagement Program

David BarrowsBSBA & MA (Northeastern)Sessional Lecturer inEconomics and Policy

Joseph MapaSessional Lecturer in HIMPAmin MawaniBComm (Alberta); MA(Toronto); LLM (Osgoode); PhD(Waterloo); FCMA; CMA; CFPAssociate Professor ofAccountingAdita PaiBSc (Bombay, India); MSc(Newcastle, UK); MSc (McGill);MS (Brandeis); MBA (York)Sessional Lecturer in HIMP

Leandra O. WellsBSc (UWO); PhD (Toronto);MBA (York)Sessional Lecturer in HIMP

Joel ShalowitzMD & ScB (Brown); MBA(Northwestern); FACPProfessor and Director, HealthIndustry Management ProgramKellogg School ofManagement, NorthwesternUniversity

Atipol Bhanich SupapolBA (Carlton); MA(Northeastern); PhD (Carleton)Associate Professor of EconomicsDirector, IMBA Program

Lawrence Bloomberg (Chair)Chair of Board, Mount Sinai HospitalDennis BennieCEO, XDL CapitalPhilip BlakeCEO, Bayer CanadaRobert BradshawChairman, Contor Industries Ltd.Adalsteinn BrownChair in Public Health Policy Dalla Lana School of PublicHealth, University of TorontoJeffrey CoullPresident & Acting CEOChlorion Pharma

Michael DecterPresident & CEO, LawrenceDecter Investment CounselShaun FrancisPresident & CEO, Medcan HealthManagement IncAndy GiancamilliCEO, PharmaPlusRon FrischCEO, Kohl & Frisch Ltd.Vijay KanwarCEO, KMH Cardiology &Diagnostic CentresNadir HirjiPartner, Accenture Inc.

Jeff Lozon CEO, St. Michael’s HospitalCarolyn KeystonePresident, Trimin CapitalCorporationMatthew MorganPartner, Courtyard GroupRobert McEwenChairman & CEO, US GoldCorporation & LexamExplorations Inc.Eric PaulCEO, CanCare Health ServicePhil SorgenPresident, MicroSoft Canada Co.

Neil StuartPartner (retired), IBM GlobalBusiness ServicesVasanthi SrinivasanAssistant Deputy MinistryHealth Systems Strategy DivisionMinistry of Health and Long Term CareBarbara WhylieCEO (retired), National OfficeCanadian Cancer SocietyAnju VirmaniChief Information Officer, CargoJetGreg WolfondPresident, BlueSky Capital

ADVISORY BOARD


International Business

Schulich’s international business specialization helps graduates develop career paths to Canadian and foreign corporations,banks and governments. Its goal is to develop the management skills required to do business in an international environ-

ment. Students are encouraged to combine other specializations with international business (e.g. international business with amarketing focus). Students interested in international business may wish to consider applying to participate in a Study Abroadacademic exchange at one of the world’s leading management schools (see page 81). It is recommended that MBA studentsplanning an international business concentration or planning to take at least 6.0 credit-hours of international business coursestake ECON 6510.03 – Applied International Economics as their first and required international business elective. If schedulingdoes not permit, they may substitute IBUS 6410 3.00, which is designed mainly for students wishing to take only one or twointernational business electives.

FACULTYThe International Business program draws its faculty from all disciplines within the Schulich School. Schulich faculty teaching in thespecialization have a wide range of foreign business and research experience. In addition, many have studied and taught in foreignuniversities or worked abroad in corporate international operations. Visiting professors from overseas also enrich course offerings.Program DirectorBernard M. WolfBA (CUNY); MA & PhD (Yale)Professor Emeritus of EconomicsAssociate Director, IMBAPreet AulakhBSc & MA (Punjab, India); PhD (Texas-Austin)Professor of StrategicManagement/PolicyPierre Lassonde Chair inInternational BusinessKee-Hong BaeBS & MS (Korea, Korea); PhD (Ohio State)Professor of FinanceDavid BarrowsBSBA & MA (Northeastern)Associate Director, Master of PublicAdministration ProgramSessional Lecturer in Economics andPolicyThomas H. BeechyBBA (George Washington);MBA (Northwestern); DBA(Washington); CPA (Illinois)Professor Emeritus of AccountingAtipol Bhanich SupapolBA (Carleton); MA (Northeastern); PhD (Carleton)Associate Professor of EconomicsChair, Economics AreaDirector, IMBA ProgramMarkus BiehlMS (Kaiserslautern, Germany); MS &PhD (Georgia Institute of Technology)Associate Professor of Operations Management &Information SystemsAssociate Dean, AcademicSamuel K. BonsuBBA (Prince Edward Island); MBA (Simon Fraser); PhD (Rhode Island)Associate Professor of Marketing

Alexandra CampbellBA Hons (York); MBA & PhD (Toronto)Associate Professor of MarketingAndrew CraneBSc (Warwick, UK); PhD(Nottingham, UK)Professor of StrategicManagement/PolicyGeorge R. Gardiner Professorshipin Business EthicsDouglas CummingBCom (McGill); MA (Queen’s);JD & PhD (Toronto); CFAProfessor of Finance andEntrepreneurshipOntario Research Chair in Economicsand Cross Cultural StudiesBurkard EberleinMA (University of Konstanz,Germany); MSc (London School ofEconomics and Political Science);PhD (University of Konstanz,Germany)Associate Professor of StrategicManagement/PolicyBryan HustedBA, MBA & JD (Brigham Young);PhD (UC, Berkeley)Professor of StrategicManagement/PolicyErivan K. Haub Chair in Business and SustainabilityDavid JohnstonBA & MA & PhD (UWO)Associate Professor of OperationsManagement & Information SystemsMatthias Kipping MA (Sorbonne, France); MPA(Harvard); Dipl (EHESS, France);DPhil (München, Germany)Professor of StrategicManagement/PolicyChair in Business HistoryMehmet Murat Kristal BSc (METU, Turkey); MBA (Bilkent,Turkey); PhD (North Carolina)Associate Professor of OperationsManagement & Information Systems

Anoop MadhokBCom (Calcutta, India); MBA(Cincinnati); MIS (Johns Hopkins);PhD (McGill) Professor of StrategicManagement/PolicyDirk MattenDipl.Kfm. (Essen, Germany); Dr.rer.pol.& Dr.habil. (Düsseldorf, Germany)Professor of StrategicManagement/PolicyHewlett-Packard Chair in CorporateSocial ResponsibilityAmin Mawani BComm (Alberta); MA (Toronto);LLM (Osgoode); PhD (Waterloo);FCMA; CMA; CFPAssociate Professor of AccountingJames McKellar BArch (Toronto); MCP & MArch (Pennsylvania)Professor of Real Estate and InfrastructureDirector, Real Estate andInfrastructure ProgramExecutive Director, External RelationsCharles J. McMillan BA (Prince Edward Island); MBA (Alberta); PhD (Bradford, UK)Professor of StrategicManagement/PolicyAlan C. Middleton BSc (London, UK); MBA & PhD (York)Assistant Professor of MarketingExecutive Director, SchulichExecutive Education CentreYigang Pan BA & MA (Beijing, China); MPhil & PhD (Columbia)Professor of MarketingTheodore Peridis BSc (Athens, Greece); MA (Kent, UK)Associate Professor of StrategicManagement/PolicyDirector, Strategy Field Study &Global Leadership ProgramsCo-Director, York Consulting GroupChair, Strategic Management/Policy Area

Hazel Rosin BA (Haifa, Israel); MSW (WilfridLaurier); MPhil & PhD (Yale)Associate Professor ofOrganization Studies Justin Tan BBA (Tianjin, China); MBA (McGill);MA (Kansas); PhD (Virginia Tech)Professor of StrategicManagement/PolicyNewmont Mining Chair inBusiness StrategyTheodore ToliasBA (Aristotle); MA (Toronto); PhD(ABD) (Manitoba)Sessional Lecturer in Economics andInternational BusinessStephen Weiss BA (Lafayette); MA & PhD(Pennsylvania)Associate Professor of StrategicManagement/PolicyTom Wesson BComm (Queen’s); MBA & PhD (Harvard)Associate Professor of StrategicManagement/PolicyEleanor WestneyBA & MA (Toronto); MA & PhD (Princeton)Professor of Organization StudiesScotiabank Professor of InternationalBusinessLorna WrightBA (Wilfrid Laurier); MA (Essex, UK); MIM (Thunderbird);PhD (UWO)Associate Professor of International BusinessFarrokh ZandiBA (Pahlavi), MA (Lakehead), PhD (Carleton)Associate DirectorBBA/iBBA ProgramsSessional Lecturer in Economics

Study Options



Summary ofElectivesECON 6510 3.00Applied InternationalEconomics

orIBUS 6410 3.00Introduction to InternationalBusiness

BSUS 6600 3.00 Sustainability and Carbon Finance

ECON 6180 3.00Money, Credit andMacroeconomic Policy

ECON 6450 3.00Innovation and Technology Diffusion

ECON 6960 3.00Business and EconomicEnvironments of East andSoutheast Asia

ENTR 6635 3.00InternationalEntrepreneurship

FINE 6400 3.00International FinancialManagement

FINE 6800 3.00Options, Futures and OtherDerivative Securities

HIMP 6120 3.00International HealthcareSystems

IBUS 6430 3.00International BusinessStrategy

IBUS 6440 3.00International Business andNational Governments

IBUS 6490 3.00International BusinessNegotiations

INTL 533X 3.00Regional Analysis


MKTG 6400 3.00International Marketing

MKTG 6951 1.50Strategic Marketing in Asia

OMIS 6500 3.00Global Operations andInformation Management

ORGS 6320 3.00Cross–Cultural Management

PUBL 6150 3.00Comparative Public Policy

PROP 6300 3.00 Principles of Public PrivateInfrastructure Delivery

SGMT 6700 3.00Strategic CapabilitiesDevelopment

SGMT 6720 3.00The Emergence of GlobalManagement

SGMT 6850 3.00Managing Growth in the Global Mining Sector


GENERAL CONCENTRATIONREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

- 3.0 credit-hours of prerequisite elective course taken in MBA 1

- 9.0 credit-hours of recommended courses

PREREQUISITE COURSENOTE: Students are encouraged to only take one of these twocourses, not both.ECON 6510 3.00 Applied International EconomicsorIBUS 6410 3.00 Introduction to International Business(see opening International Business paragraph above)

RECOMMENDED COURSESBSUS 6600 3.00 Sustainability and Carbon FinanceECON 6180 3.00 Money, Credit and Macroeconomic PolicyECON 6450 3.00 Innovation and Technology DiffusionECON 6960 3.00 Business and Economic Environments of

East and Southeast AsiaENTR 6635 3.00 International Entrepreneurship

FINE 6400 3.00 International Financial ManagementFINE 6800 3.00 Options, Futures and Other

Derivative SecuritiesHIMP 6120 3.00 International Healthcare SystemsIBUS 6430 3.00 International Business StrategyIBUS 6440 3.00 International Business and National

GovernmentsIBUS 6490 3.00 International Business NegotiationsINTL 533X 3.00 Regional AnalysisMGMT 6500 3.00 Sustainable Value CreationMKTG 6400 3.00 International MarketingMKTG 6951 1.50 Strategic Marketing in AsiaOMIS 6500 3.00 Global Operations and Information

ManagementORGS 6320 3.00 Cross-Cultural ManagementPROP 6300 3.00 Principles of Public Private

Infrastructure DeliveryPUBL 6150 3.00 Comparative Public PolicySGMT 6700 3.00 Strategic Capabilities DevelopmentSGMT 6720 3.00 The Emergence of Global ManagementSGMT 6850 3.00 Managing Growth in

the Global Mining Sector



MarketingStudy Options• Concentration• Post-MBA Diploma in

Advanced Management

Summary ofElectivesMGMT 6800 3.00Innovation throughTechnology and Design

MGMT 6810 3.00Creativity and Innovation:Techniques for A RapidlyChanging World

MKTG 6050 3.00Marketing Research

MKTG 6100 3.00Strategic MarketCommunications

MKTG 6150 3.00Consumer Behaviour

MKTG 6155 3.00Consumer Insight:Qualitative MarketingResearch

MKTG 6180 1.50Principals of Direct andDatabase Marketing

MKTG 6226 3.00Social Media for Marketingand Management

MKTG 6250 3.00Business Marketing

MKTG 6300 3.00Service Marketing

MKTG 6321 3.00Entertainment Culture andMarketing

MKTG 6325 3.00Retail Marketing Strategies

MKTG 6360 3.00Marketing Metrics

MKTG 6400 3.00International Marketing

MKTG 6440 3.00New Products

MKTG 6480 3.00Nonprofit Marketing andResource Development

MKTG 6525 3.00Digital Marketing

MKTG 6550 3.00Brand Management

MKTG 6570 3.00Strategic Professional Selling

MKTG 6650 3.00Strategic Market Planning

MKTG 6951 1.50Strategic Marketing in Asia

MKTG 6952 1.50Relationship MarketingManagement

Marketing is a key aspect of any organization – profit or nonprofit, new or mature, small or large, in Canada or abroad.Schulich’s marketing electives help students to develop an understanding of the elements of marketing strategy, the details

of marketing tactics, the unique challenges of marketing specific types of offerings, and some of the key ideas behind market-ing to distinct target markets.

Graduates specializing in marketing have pursued careers in: brand or product management, marketing communications,market research, personal selling and sales management, academe, nonprofit management, and a host of related areas. Manyhave also founded their own firms.

FACULTYIn this specialization, Schulich faculty are concerned with marketing for the real world. Their education, experience and relatedexpertise cover a wide range of contemporary marketing issues, all of which are reflected in the School’s required and electivemarketing courses. Individual faculty have won a number of awards for both teaching and research.

Area CoordinatorRobert KozinetsBBA & MBA (York); PhD (Queen’s)Professor of MarketingChair, Marketing AreaRussell W. BelkBS & PhD (Minnesota)Professor of MarketingKraft Foods Canada Chair in MarketingSamuel K. BonsuBBA (Prince Edward Island);MBA (Simon Fraser); PhD (Rhode Island)Associate Professor of Marketing

Alexandra CampbellBA Hons (York); MBA & PhD (Toronto)Associate Professor of MarketingPeter R. DarkeBSc (McMaster); MA &PhD (Toronto)Associate Professor of MarketingBrenda GainerBA Hons (Alberta); MA (Carleton);MBA (Maine); PhD (York)Associate Professor ofMarketing & Royal BankProfessor of NonprofitManagementDirector of NonprofitManagement and Leadership Program

Markus GieslerBA & MBA & MA & PhD(Germany)Associate Professor of MarketingEileen FischerBA & MASc (Waterloo); PhD (Queen’s)Anne & Max Tanenbaum Chair in Entrepreneurship andFamily Enterprise Director, EntrepreneurialStudies Program Director, PhD ProgramAshwin JoshiBAS Hons (Trent); PhD (Queen’s)Associate Professor of MarketingExecutive Director, Schulich MBA in India

Yigang PanBA & MA (Beijing, China);MPhil & PhD (Columbia)Professor of MarketingMarshall D. RiceBA (Manitoba); MS & PhD (Illinois)Associate Professor of MarketingAjay K. SirsiHons BComm (Delhi, India);MBA (Oklahoma); MA (Florida);PhD (Arizona)Associate Professor of MarketingDetlev ZwickMS (Montpellier, France/Cologne, Germany); MS(Memphis); PhD (Rhode Island)Associate Professor of Marketing

CONCENTRATIONSGeneral Concentration

REQUIREMENTS• 12.0 credit-hours of elective courses at left

Business to Business Marketing

REQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

RECOMMENDED COURSES MKTG 6150 3.00 Consumer BehaviourMKTG 6250 3.00 Business MarketingMKTG 6360 3.00 Marketing MetricsMKTG 6440 3.00 New ProductsMKTG 6570 3.00 Strategic Professional SellingMKTG 6952 1.50 Relationship Marketing Management

ADDITIONAL COURSESMKTG 6050 3.00 Marketing ResearchMKTG 6100 3.00 Strategic Market CommunicationsMKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6525 3.00 Digital Marketing

Brand, Product and Service Management


RECOMMENDED COURSES MKTG 6150 3.00 Consumer BehaviourMKTG 6155 3.00 Consumer Insight:

Qualitative Marketing ResearchMKTG 6226 3.00 Social Media for Marketing and ManagementMKTG 6300 3.00 Service MarketingMKTG 6321 3.00 Entertainment Culture and MarketingMKTG 6360 3.00 Marketing Metrics MKTG 6440 3.00 New ProductsMKTG 6550 3.00 Brand Management

ADDITIONAL COURSESMKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market CommunicationsMKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6325 3.00 Retail Marketing StrategiesMKTG 6525 3.00 Digital MarketingMKTG 6650 3.00 Strategic Market Planning

Marketing AnalysisREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

RECOMMENDED COURSES MKTG 6050 3.00 Marketing ResearchMKTG 6155 3.00 Consumer Insight:

Qualitative Marketing ResearchMKTG 6360 3.00 Marketing Metrics

ADDITIONAL COURSESMKTG 6100 3.00 Strategic Market CommunicationsMKTG 6150 3.00 Consumer Behaviour MKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6440 3.00 New Products

Marketing CommunicationsREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

RECOMMENDED COURSES MKTG 6050 3.00 Marketing ResearchMKTG 6100 3.00 Strategic Market CommunicationsMKTG 6155 3.00 Consumer Insight:

Qualitative Marketing ResearchMKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6226 3.00 Social Media for Marketing and ManagementMKTG 6360 3.00 Marketing Metrics

ADDITIONAL COURSESMKTG 6150 3.00 Consumer BehaviourMKTG 6321 3.00 Entertainment Culture and MarketingMKTG 6550 3.00 Brand ManagementMKTG 6570 3.00 Strategic Professional Selling

Strategic Channel ManagementREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

RECOMMENDED COURSES MKTG 6250 3.00 Business MarketingMKTG 6650 3.00 Strategic Market PlanningMKTG 6570 3.00 Strategic Professional SellingMKTG 6952 1.50 Relationship Marketing Management

ADDITIONAL COURSESMKTG 6050 3.00 Marketing ResearchMKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6325 3.00 Retail Marketing StrategiesMKTG 6400 3.00 International MarketingMKTG 6525 3.00 Digital Marketing



Study Options


Advanced Management• Graduate Diploma in

Nonprofit Managementand Leadership

Summary ofElectivesMKTG 6480 3.00Nonprofit Marketing andResource Development

NMLP 6200 3.00Nonprofit Organizationsand Their Environment

NMLP 6500 3.00Change, Leadership andComplexity in the NonprofitSector

NMLP 6350 3.00Social Purpose Business:Alternative EconomicModels

NMLP 6960 3.00Financial Management and Business Planning in the Nonprofit Sector

Nonprofit Management and Leadership

GRADUATE DIPLOMA IN NONPROFITMANAGEMENT AND LEADERSHIP

REQUIREMENTS

• taken concurrently with a Schulich MBA*• diploma must be completed within one term of completing

graduate program degree requirements• all requirements of the NMLP General Concentration

must be satisfied• MGMT 6100 3.00 Strategy Field Study to be carried

out with an approved nonprofit organization• 3-4 month work placement in a nonprofit organiza-

tion (must be approved by Director)

*Students must satisfy both Graduate Diploma (above) andMBA requirements (See page 17).


REQUIREMENTS

• 12.0 credit-hours of required courses below includingNMLP 6200 3.00

REQUIRED COURSES

MKTG 6480 3.00 Nonprofit Marketing and ResourceDevelopment

NMLP 6200 3.00 Nonprofit Organizations and Their Environment

NMLP 6350 3.00 Social Purpose Business: AlternativeEconomic Models

NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector

NMLP 6960 3.00 Financial Management and BusinessPlanning in the Nonprofit Sector

ADVISORY BOARD

Schulich offers Canada’s only MBA in nonprofit management that leads to careers in a rich variety of nonprofit organizationsincluding healthcare, human services, education, culture, recreation, religion, the environment or community development.

In Canada, almost one in five paid jobs is in a nonprofit organization – more than in manufacturing or retail, and almost threetimes as many as in the financial services industry.

While working to improve the quality of life in Canada and around the world, Schulich graduates entering this sectorwill be able to build strong careers in general management, marketing, fundraising, human resources, or financial manage-ment. In addition, many Schulich students planning to build their careers in profit-seeking organizations take electives in nonprofit management in order to prepare themselves for positions as board members of important charitable organiza-tions operating in their communities or work in the area of corporate social responsibility. For more information go towww.schulich.yorku.ca/nmlp

FACULTYThe Nonprofit Management and Leadership program draws its faculty from all disciplines within the Schulich School, as well asfrom outside organizations within the nonprofit sector.

Program Director

Brenda GainerBA Hons (Alberta); MA(Carlton); MBA (Maine); PhD (York) Associate Professor of MarketingRoyal Bank Professor ofNonprofit Management

Ruth ArmstrongBA (McGill); MBA (Toronto)Sessional Lecturer

John BakerBA (RMC)Sessional Lecturer

Patricia BradshawBComm (Queen’s); PhD (York) Associate Professor ofOrganization StudiesChair, Organization Studies

Owen ChartersBA (UWO); MBA (York)Sessional Lecturer

Larry WhatmoreBA (Toronto); MBA (York);CMA (Ontario)Sessional Lecturer

Joyce Zemans, CMBA & MA (Toronto); DFA Hon(Nova Scotia College of Art &Design); Hon LLD (Waterloo)Senior Scholar andUniversity Professor EmeritaDirector, Arts and MediaAdministration Program

Brenda J. Zimmerman BSc (Toronto); MBA & PhD(York); CA (Ontario)Associate Professor ofStrategic Management/Policy Director, HealthIndustry Management Program

For current listing please visit the Schulich School of Business Web site: www.schulich.yorku.ca



CONCENTRATIONS

General Concentration

REQUIREMENTS• 12.0 credit-hours of elective courses from the ‘Summary

of Specialization Electives’ at left

Management Information Systems


- 6.0 credit-hours of required courses - 6.0 credit-hours of recommended courses

REQUIRED COURSESMGMT 6700 3.00 Project ManagementOMIS 6710 3.00 Management Information Systems SGMT 6960 3.00 Strategic Management of e-Business

RECOMMENDED COURSES OMIS 6350 3.00 Advanced Spreadsheet Modelling and

Programming for BusinessOMIS 6500 3.00 Global Operations and Information

ManagementOMIS 6700 3.00 Managing New TechnologyOMIS 6720 3.00 Systems Analysis and Design OMIS 6740 3.00 e-Business Technology

Operations ManagementREQUIREMENTS• 12.0 credit-hours of recommended courses

RECOMMENDED COURSESOMIS 6500 3.00 Global Operations and Information

ManagementOMIS 6560 3.00 Supply Chain ManagementOMIS 6700 3.00 Managing New TechnologyOMIS 6955 3.00 Service Operations ManagementSGMT 6800 3.00 Strategic Management of

Technology-Based Firms

Quantitative AnalysisREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

- 6.0 credit-hours of required courses - 6.0 credit-hours of recommended courses

REQUIRED COURSESOMIS 6000 3.00 Models and Applications in

Operational ResearchOMIS 6200 3.00 Quantitative Business Research and Analysis

RECOMMENDED COURSES MKTG 6050 3.00 Marketing ResearchOMIS 6350 3.00 Advanced Spreadsheet Modelling &

Programming for BusinessOMIS 6560 3.00 Supply Chain Management

Study Options


Advanced Management

Summary ofElectivesMGMT 6700 3.00Project Management

MKTG 6050 3.00Marketing Research

OMIS 6000 3.00Models and Applications inOperational Research

OMIS 6200 3.00Quantitative BusinessResearch and Analysis

OMIS 6350 3.00Advanced SpreadsheetModelling andProgramming for Business

OMIS 6500 3.00Global Operations andInformation Management

OMIS 6560 3.00Supply Chain Management

OMIS 6700 3.00Managing New Technology

OMIS 6710 3.00Management InformationSystems

OMIS 6720 3.00Systems Analysis andDesign

OMIS 6730 3.00Management Issues inPlanning, Implementing andOperating IT Systems

OMIS 6740 3.00e-Business Technology

OMIS 6955 3.00Service OperationsManagement

SGMT 6800 3.00Strategic Management ofTechnology-Based Firms

0perations Management & Information Systems (formerly Management Science) at Schulich embraces three distinct areas ofstudy, all of which prepare graduates to help their organizations operate more efficiently and effectively. Specializations in

this area provide an understanding of operations and systems, the ability to deal with complex problems, and the managementof information technology. OMIS specialization options are applicable to all sectors of the Canadian and global economies,including service industries, manufacturing, resource industries, and public and nonprofit sector organizations.

Schulich graduates specializing in management science can follow a wide range of career paths, including systems analyst,logistics analyst, information systems manager, operations analyst and operations manager. Graduate students with an OMISbackground will often augment their training with courses from other areas such as finance and marketing.

FACULTYOMIS faculty members come from a wide range of backgrounds, including engineering, business, mathematics, statistics andinformation systems. They have extensive experience in business and industry, and regularly act as consultants and advisors toboth private and public organizations.

Area CoordinatorWade D. CookBSc (Mt. Allison); MSc(Queen’s); PhD (Dalhousie)Professor of OperationsManagement & Information SystemsUniversity Professor (York)Gordon Charlton ShawProfessor of Management ScienceAssociate Dean, ResearchChair, Operations Management& Information Systems Area

Markus BiehlMS (Kaiserslautern, Germany);MS & PhD (Georgia Instituteof Technology)Associate Professor ofOperations Management & Information SystemsAssociate Dean, Academic

John BuzacottBSc & BE (Sydney, Australia);MSc & PhD (Birmingham, UK);Dr hc (TU Eindhoven)Professor Emeritus ofOperations Management &Information Systems

Richard H. IrvingBASc & MASc & PhD (Waterloo)Associate Professor of Operations Management &Information Systems

David JohnstonBA & MA & PhD (UWO)Associate Professor of Operations Management &Information Systems

Henry M. KimBASc (Toronto); M Eng(Michigan); PhD (Toronto)Associate Professor of Operations Management &Information Systems

Mehmet Murat KristalBSc (METU, Turkey); MBA (Bilkent, Turkey); PhD (North Carolina)Associate Professor ofOperations Management &Information Systems

Ronald J. McCleanBASc & MASc & PhD (Waterloo)Assistant Professor of Operations Management &Information SystemsDorit NevoBA (Haifa, Israel); MSc (Technion, Israel); PhD (British Columbia)Associate Professor inOperations Managementand Information Systems

Mark PagellBS (Pennsylvania); PhD (Michigan)Associate Professor ofOperations Management &Information Systems

Daniele Thomassin-SinghBBA & MBA (Laval); PhD(Case Western Reserve)Assistant Professor ofOperations Management &Information Systems

Peter TryfosBEc (Athens); MBA (SUNY,Buffalo); PhD (UC, Berkeley)Professor Emeritus of Operations Management &Information Systems

Scott YeomansBAdmin & BSc (Regina); MASc(Toronto); PhD (McMaster)Associate Professor of Operations Management &Information Systems

Operations Management & Information Systems



Organization Studies


REQUIREMENTS


RECOMMENDED COURSES

ORGS 6020 3.00 Designing Effective OrganizationsORGS 6200 3.00 Managing Human ResourcesORGS 6250 3.00 Labour RelationsORGS 6320 3.00 Cross-Cultural ManagementORGS 6350 3.00 Managing ChangeORGS 6400 3.00 Power and Politics in OrganizationsORGS 6500 3.00 Interpersonal Managerial SkillsORGS 6550 3.00 Strategic Career ManagementORGS 6560 3.00 NegotiationsORGS 6620 3.00 Leading the Diverse OrganizationORGS 6650 3.00 The Art and Science of LeadershipORGS 6720 3.00 Managing Team DynamicsSGMT 6250 3.00 Strategy Execution

Study Options


Advanced Management

Summary ofElectives

ORGS 6020 3.00Designing Effective Organizations

ORGS 6200 3.00Managing Human Resources

ORGS 6250 3.00Labour Relations

ORGS 6320 3.00Cross-Cultural Management


ORGS 6400 3.00Power and Politics inOrganizations

ORGS 6500 3.00Interpersonal Managerial Skills

ORGS 6550 3.00Strategic CareerManagement

ORGS 6560 3.00Negotiations

ORGS 6620 3.00Leading the DiverseOrganization

ORGS 6650 3.00The Art and Scienceof Leadership

ORGS 6720 3.00Managing Team Dynamics

In the twenty-first century, the environment in which organizations operate is increasingly turbulent, rocked by forces such asglobalization and rapid technological change. Social and demographic forces have dramatically changed the make-up of

today’s workforce which is now the most educated and ethnically diverse in history, in addition to having the greatest repre-sentation of women. These developments are profoundly affecting the way in which organizations structure themselves, just asthey are influencing individuals’ attitudes to and expectations of both organizations and work.

The specialization elective courses within Organization Studies prepare graduates to work effectively with others in today’schallenging environment. They provide opportunities to explore in greater depth, among others, issues covered in Year 1 coursesin the area: the impact of organizational change on individual and organizational effectiveness; leadership; conflict management;decision-making; motivation; and diversity.

Specialization within organization studies is compatible with careers in consulting, human resources, organizational design,and change management. In addition, the field can be effectively combined with other specializations and is of particular benefitto part-time students who are established in a functional area of management and are now assuming more general management responsibilities.

FACULTYSchulich faculty in this specialization represent a broad range of backgrounds, interests and accomplishments in a field whose cen-trality to effective management practice and organizational effectiveness is increasingly recognized. Faculty members have attaineda strong national and international reputation through scholarly and business publications and through their teaching expertise.

Area CoordinatorPatricia BradshawBComm (Queen’s); PhD (York)Associate Professor ofOrganization Studies

Chris BellBS (McGill); PhD (Duke)Associate Professor ofOrganization Studies

André deCarufelBA (Carlton); MA & PhD (North Carolina)Associate Professor of Organization Studies

David E. DimickBA (St. Olaf); MA & PhD (Minnesota)Associate Professor ofOrganization Studies

Ingo HolzingerBBA (Bremen, Germany);MBA (GH-Paderborn,Germany);PhD (Wisconsin – Madison)Assistant Professor ofOrganization Studies

Rekha KarambayyaBSc (Madras, India); MBA(IIM Bangalore, India); PhD(Northwestern)Associate Professor ofOrganization Studies

Gareth MorganBSc (London, UK); MA(Texas); PhD (Lancaster, UK)Professor of Organization StudiesDistinguished ResearchProfessor (York)

Christine OliverBA (Queen’s); MBA & PhD(Toronto)Professor of Organization StudiesHenry J. Knowles Chair inOrganizational Strategy

Hazel RosinBA (Haifa, Israel); MSW(Wilfrid Laurier); MPhil &PhD (Yale)Associate Professor ofOrganization Studies

Kevin TasaB.Comm (Saskatchewan);M.Sc & PhD (Toronto)Associate Professor ofOrganization Studies

Mary J. WallerBBA (Oklahoma); MS(Colorado); PhD (Texas)Professor of Organization Studies

Eleanor WestneyBA & MA (Toronto); MA &PhD (Princeton)Professor of Organization StudiesScotiabank Professor ofInternational Business

Lorna WrightBA (Wilfrid Laurier); MA(Essex, UK); MIM(Thunderbird); PhD (UWO)Associate Professor ofInternational Business



Public Management


REQUIREMENTS

• 12.0 credit-hours of elective courses consisting of:- 3.0 credit-hours of the prerequisite course taken

in MBA 1 - at least 6.0 credit-hours of required courses - remaining credit-hours in recommended courses

PREREQUISITE COURSE

PUBL 5500 3.00 Public Policy and Public Management

REQUIRED COURSES

PUBL 6200 3.00 Canadian Public LawPUBL 6800 3.00 Program Evaluation

RECOMMENDED COURSES

POLS 5110 3.00 Judicial Administration in CanadaPOLS 5175 6.00 Canadian Constitutionalism in

Comparative PerspectivePOLS 6155 3.00 Democratic AdministrationPUBL 5601 3.00 Systems of JusticePUBL 5605 3.00 Ethical PoliticsPUBL 5650 3.00 Provincial and Municipal Government

in OntarioPUBL 6150 3.00 Comparative Public PolicyPUBL 6140 3.00 Business and GovernmentIBUS 6440 3.00 International Business and

National Governments

GRADUATE DIPLOMA IN DEMOCRATIC ADMINISTRATION

REQUIREMENTS• taken concurrently with a Schulich or other York

University graduate degree*• diploma must be completed within one term of

completing all Schulich graduate program degreerequirements

• 3.0 credit-hours of the required Faculty of Arts elective course (counted as credit towards a Schulichgraduate degree)

• completion of a major research paper on a topicrelated to democratic administration approved by theDirector of the Graduate Diploma Program (notcounted as credit towards a Schulich graduate degree)

*Students must satisfy both Graduate Diploma (above) andMBA/MPA requirements (see pages 17 and 24 respectively)

REQUIRED COURSE

POLS 6155 3.00 Democratic Administration

GRADUATE DIPLOMA IN JUSTICE SYSTEM ADMINISTRATIONEach student is exposed to an in-depth analysis of the litera-ture on judicial administration in Canada, with relevantcomparisons to other related jurisdictions. In addition, stu-dents will be exposed to a related body of literature on lawand public administration, and students without substantialmanagerial experience in the justice system will complete a12-week work placement. See page 33 for details.

Study Options

• Master of PublicAdministration Degree (MPA)

• Graduate Diploma in DemocraticAdministration (MBA, MPA)

• Graduate Diploma in Justice SystemAdministration (MBA, MPA)



Summary ofElectivesIBUS 6440 3.00International Business andNational Governments

PUBL 5500 3.00Public Policy and PublicManagement

PUBL 6140 3.00Business and Government

PUBL 6150 3.00Comparative Public Policy

PUBL 6200 3.00Canadian Public Law

PUBL 6800 3.00Program Evaluation

Faculty ofGraduate StudiesPOLS 5110 3.00Judicial Administration inCanada

POLS 5175 6.00Canadian Federalism inComparative Perspective

POLS 5601 3.00Systems of Justice

POLS 5605 3.00Ethical Politics

POLS 6155 3.00Democratic Administration

The Schulich School has created a unique program in public sector management which is a distinctive combination of private-sector management, public-sector management, public-policy analysis, implementation and evaluation and business-

government relations. The program integrates courses from the Schulich School, the Faculty of Arts’ Department of PoliticalScience and the Osgoode Hall Law School.

Schulich students are also eligible to complete a Graduate Diploma in Democratic Administration, which is administeredthrough York University’s Department of Political Science and awarded by the Faculty of Graduate Studies. This program prepares graduates for leadership positions in either public sector or nonprofit organizations by developing the analytical andpractical insights needed to build more democratic and responsive institutions.

Graduates of the public management specialization have built new careers and added value to existing careers in govern-ment at the local, provincial and federal levels; the private sector; nonprofit organizations in healthcare, education, and arts andmedia sectors.

FACULTYSchulich School and Department of Political Science faculty members associated with the public management specialization represent a unique blend of backgrounds. All have strong academic credentials in public policy and administration. In addition,some have had extensive experience in the public sector. They have published widely and undertaken numerous consulting tasksin both the private and public sectors in Canada and abroad. Various members of graduate programs in Political Science andEnvironmental Studies teach the recommended courses.

Program Director

H. Ian Macdonald, OCBCom (Toronto); MA & BPhil (Oxford,UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR Ambedkar OpenUniversity of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of StrategicManagement/PolicyPresident Emeritus (York)Director, MPA Program

Associate Program Directors

David BarrowsBSBA & MA (Northeastern)Sessional Lecturer in Economics and Policy

Tom WessonB Comm (Queen’s); MBA & PhD (Harvard)Associate Professor of StrategicManagement/Policy

Burkard EberleinMSc (London School of Economics, UK);MA & PhD (Konstanz, Germany)Associate Professor of Strategic Management/Policy

James M. Gillies, CMBA (UWO); MA (Brown); PhD (Indiana);Hon LLD (Simon Fraser; York)Professor Emeritus of PolicyDean EmeritusUniversity Professor (York)



Real Estate and Infrastructure


REQUIREMENTS• 12.0 credit-hours of required courses

REQUIRED COURSESPROP 6100 3.00 Real Estate Finance and InvestmentPROP 6200 3.00 Development PrototypesPROP 6300 3.00 Principles of Public Private

Infrastructure DeliveryPROP 6600 3.00 Real Estate Portfolio Management

GRADUATE DIPLOMA IN REAL ESTATE AND INFRASTRUCTURE

REQUIREMENTS• taken concurrently with a Schulich graduate degree*• the Graduate Diploma must be completed within one

term of completing all Schulich graduate programdegree requirements

• 21.0 credit-hours of elective courses approved by theAcademic Director

• MGMT 6100 3.00 Strategy Field Study at a site approvedby the Academic Director

• an internship or a research paper

*Students must satisfy both Graduate Diploma (above)and MBA requirements (see page 17)

ELECTIVE COURSES

PROP 6100 3.00 Real Estate Finance and InvestmentPROP 6200 3.00 Development PrototypesPROP 6300 3.00 Principles of Public Private

Infrastructure DeliveryPROP 6600 3.00 Real Estate Portfolio Management

Three new elective courses will be offered in the Winter2012 term

Study Options

• Graduate Diploma inReal Estate andInfrastructure (MBA,IMBA, MPA)


Advanced Management

Summary ofElectivesPROP 6100 3.00Real Estate Finance andInvestment

PROP 6200 3.00Development Prototypes

PROP 6300 3.00Principles of Public PrivateInfrastructure Delivery

PROP 6600 3.00Real Estate PortfolioManagement

Real estate and infrastructure encompasses a broad range of public and private organizations across the globe that deliver a rangeof products and services from homes, office buildings and shopping centres to power plants, highways, airports and underground

utilities. These organizations are effected by the economic cycle and market forces, demographic trends, the pace of urban growth,and sustainability requirements. Real estate and infrastructure spans a vast array of knowledge and practical skills that touch uponconstruction, financing, management, and operations, in addition to business practices that are increasingly international in scope.

Students in the program typically focus on real estate or infrastructure, however, there is increasing convergence between thetwo fields and the opportunity exists to craft a program of study that includes courses in both real estate and infrastructure. Studentsmay pursue Real Estate and Infrastructure as a concentration in the MBA or, with some additional course work, obtain the Diplomaas well as the MBA. Instruction combines theory and practice and relies heavily upon resources within the respective industries.There is a distinct international focus to the program with the use of international cases and applications wherever possible. Studentshave the opportunity to pursue a summer internship following the first year.

Careers in real estate and infrastructure span a broad array of opportunities, both in Canada and abroad. Graduates work in con-struction, real estate development, asset management, consulting, financial intuitions, pension funds, equity funds, and governmentorganizations. Some launch their own firms. Alumni of the program are located across the globe.

FACULTYElectives in the program in Real Estate and Infrastructure are taught by full-time and part-time faculty representing significantacademic and industry experience. Most courses make extensive use of guest lecturers and project oriented assignments.

Academic DirectorJames McKellarBArch (Toronto); MCP &MArch (Pennsylvania)Professor of Real Estate and InfrastructureExecutive Director, External Relations

Executive DirectorAndre R. KuzmickiBA & MBA (McGill)Monica ContrerasB. Arch (Toronto)Sessional Lecturer in RealEstate and Infrastructure

Tyler J. HershbergBA (Manitoba); LLB (Osgoode);MBA (York); of the Bar ofOntario and ManitobaSessional Lecturer in RealEstate and InfrastructureNeil A. PrashadBEs (Waterloo); S.M. RED &S.M. ArchS (MIT)Sessional Lecturer in RealEstate and Infrastructure

Michael A. SmithBAA (Ryerson), LLB (Western)Sessional Lecturer in RealEstate and InfrastructureGeorge TheodoropoulosBA (Western Ontario); GDPA(McGill); CA (Ontario)Sessional Lecturer in RealEstate and Infrastructure

ADVISORY BOARDFor current listing please visit the Schulich School of Business Web site: www.schulich.yorku.ca



Strategic Management

Study Options• Concentration• Post-MBA Diploma in

Advanced Management

Summary ofElectivesSGMT 6050 3.00 Mergers and AcquisitionsSGMT 6060 3.00 The Art of the DealSGMT 6150 3.00 The Board of Directors and the Governance ofPublic CorporationsSGMT 6240 3.00Managing StrategicAlliances and Joint VenturesSGMT 6250 3.00Strategy ExecutionSGMT 6400 3.00Strategic Thinking and Actionin Turbulent EnvironmentsSGMT 6700 3.00 Strategic CapabilitiesDevelopmentSGMT 6720 3.00The Emergence of GlobalLeadershipSGMT 6800 3.00 Strategic Management ofTechnology-Based FirmsSGMT 6960 3.00 Strategic Management of e-BusinessSGMT 6970 3.00 Restructuring andTurnaround ManagementMGMT 6200 3.00 Business Administration andthe LawMGMT 6500 3.00Sustainable Value CreationMGMT 6700 3.00 Project ManagementMGMT 6950 3.00Aboriginal EconomicDevelopment ProgramMGMT 6960 3.00Management ConsultingIBUS 6410 3.00 Introduction to International BusinessIBUS 6430 3.00 International Business StrategyIBUS 6440 3.00 International Business andNational GovernmentsIBUS 6490 3.00 International BusinessNegotiationsBSUS 6500 3.00Business Strategies forSustainabilityENTR 6605 3.00Entrepreneurship and New Firm CreationENTR 6625 3.00Managing Venture Growthand TransitionENTR 6645 3.00Corporate EntrepreneurshipFNSV 6970 3.00The Canadian Life InsuranceIndustry and InternationalCompetitionFNSV 6985 1.50Competitive &Organizational Strategies forFinancial Services FirmsFNSV 6990 1.50Enterprise Risk Managementand StrategyHIMP 6130 3.00Strategic Management ofHospitalsHIMP 6160 3.00Invention and Investment in Life SciencesHIMP 6170 3.00Commercialization inPharma and BiotechPUBL 6150 3.00Comparative Public Policy

The strategic management specialization develops a framework for analysis of the organization in its totality – the environmentin which it operates, its strategy and its internal administrative activities. Strategic management examines the process of choosing

and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance.This specialization will be of particular relevance to those interested in careers in strategic or corporate planning and in

general management positions in profit-oriented enterprises operating in a competitive environment. Strong previous workexperience is highly desirable to take full advantage of elective courses in strategic management.

FACULTYFaculty members teaching strategic management offerings have a wide variety of backgrounds and professional experience.In research, they are at the cutting edge of their fields. Recent research topics include management of the multinational firm, corporate governance, strategic alliances, entrepreneurship and technology-based firms.

GENERAL CONCENTRATIONREQUIREMENTS• 12.0 credit-hours of elective courses consisting of:

- at least 6.0 credit-hours of recommended courses and6.0 credit-hours of recommended or additional courses

RECOMMENDED COURSES:SGMT 6050 3.00 Mergers and AcquisitionsSGMT 6060 3.00 The Art of the DealSGMT 6150 3.00 The Board of Directors and the Governance

of Public CorporationsSGMT 6240 3.00 Managing Strategic Alliances

and Joint VenturesSGMT 6250 3.00 Strategy ExecutionSGMT 6700 3.00 Strategic Capabilities DevelopmentSGMT 6800 3.00 Strategic Management of

Technology-Based FirmsSGMT 6970 3.00 Restructuring and Turnaround Management

ADDITIONAL COURSES:SGMT 6720 3.00 The Emergence of Global LeadershipSGMT 6960 3.00 Strategic Management of e-BusinessBSUS 6500 3.00 Business Strategies for SustainabilityECON 6120 3.00 The Economics of Regulation and

DeregulationECON 6210 3.00 Economic Forecasting and AnalysisECON 6220 3.00 Macroeconomics and the Supply SideENTR 6605 3.00 Entrepreneurship and New Firm CreationENTR 6625 3.00 Managing Venture Growth and Transition

ENTR 6645 3.00 Corporate EntrepreneurshipETHC 5510 1.50 Ethics and Social Responsibility

in ManagementFINE 6100 3.00 Financial ManagementFINE 6150 3.00 Advanced Corporate FinanceFNSV 6970 3.00 Competitive & Organizational Strategies

for Financial Services FirmsFNSV 6985 1.50 The Canadian Life Insurance Industry and

International CompetitionFNSV 6990 1.50 Enterprise Risk Management and StrategyHIMP 6130 3.00 Strategic Management of HospitalsHIMP 6160 3.00 Invention and Investment in Life SciencesHIMP 6170 3.00 Commercialization in Pharma and BiotechIBUS 6410 3.00 Introduction to International BusinessIBUS 6430 3.00 International Business StrategyIBUS 6440 3.00 International Business and National

GovernmentsIBUS 6490 3.00 International Business NegotiationsMGMT 6200 3.00 Business Administration and the LawMGMT 6300 3.00 Case Analysis and Presentation SkillsMGMT 6500 3.00 Sustainable Value CreationMGMT 6700 3.00 Project ManagementMGMT 6950 3.00 Aboriginal Economic Development ProgramMGMT 6960 3.00 Management ConsultingMKTG 6650 3.00 Strategic Market Planning PUBL 6150 3.00 Comparative Public Policy

Area CoordinatorTheodore Peridis BSc (Athens, Greece); MA (Kent,UK); MPhil & PhD (New York)Associate Professor of StrategicManagement/PolicyDirector, Strategy Field Study &Global Leadership ProgramsCo-Director, York Consulting GroupChair, Strategic Management/Policy AreaPreet AulakhBSc & MA (Punjab, India); PhD (Texas – Austin)Professor of StrategicManagement/PolicyPierre Lassonde Chair inInternational BusinessEllen AusterBA (Colgate); MA & PhD (Cornell)Professor of StrategicManagement/PolicyDirector, Schulich Centre forTeaching ExcellenceWesley Cragg BA Hons & MA (Alberta);BPhil & DPhil (Oxford, UK)Professor Emeritus of Business EthicsCross-appointed to Department ofPhilosophy, Faculty of Liberal Arts &Professional StudiesAndrew CraneBSc (Warwick, UK); PhD (Nottingham, UK)Professor of StrategicManagement/PolicyGeorge R. Gardiner Professorshipin Business EthicsJames L. DarrochBA & MA & PhD (Toronto); MBA & PhD (York)Associate Professor of StrategicManagement/PolicyDirector, Financial Services Program

Yuval DeutschBA & MA (Hebrew, Israel); PhD (British Columbia)Associate Professor of StrategicManagement/Policy andEntrepreneurial StudiesBurkard EberleinMSc (London School of Economics,UK); MA & PhD (Konstanz, Germany)Associate Professor of StrategicManagement/PolicyMoshe FarjounBSc (Technion, Israel); MS & PhD (Northwestern)Associate Professor of StrategicManagement/PolicyJames M. Gillies, CMBA (UWO); MA (Brown); PhD (Indiana);Hon LLD (Simon Fraser; York)Professor Emeritus of StrategicManagement/PolicyDean EmeritusUniversity Professor (York)Dezsö J. Horváth, CM Electrical Eng (Malmö, Sweden);MBA & PhLic & PhD (Umeå, Sweden)Professor of StrategicManagement/PolicyTanna H. Schulich Chair in StrategicManagementDeanBryan HustedBA & MBA & PhD (Brigham Young);PhD (UC, Berkeley)Professor of StrategicManagement/PolicyErivan K. Haub Chair in Businessand SustainabilityMatthias KippingMA (Sorbonne, France); MPA(Harvard); Dipl (EHESS, France);DPhil (München, Germany)Professor of StrategicManagement/Policy Chair in Business History

Stan Xiao LiBSc (Jiaotong, China); MSc(Stirling, UK); PhD (Toronto)Associate Professor of StrategicManagement/PolicyCharles J. McMillanBA (Prince Edward Island); MBA (Alberta); PhD (Bradford)Professor of StrategicManagement/PolicyH. Ian Macdonald, OCBCom (Toronto); MA & BPhil (Oxford,UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR Ambedkar OpenUniversity of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning)Professor Emeritus of StrategicManagement/PolicyPresident Emeritus (York)Director, MPA ProgramAnoop MadhokBCom (Calcutta, India); MBA(Cincinnati); MIS (Johns Hopkins);PhD (McGill) Professor of StrategicManagement/PolicyDirk MattenDipl Kfm (Essen, Germany); Dr rerpol & Dr habil (Düsseldorf, Germany)Professor of StrategicManagement/PolicyHewlett-Packard Chair inCorporate Social ResponsibilityRein PetersonBEng (McGill); MBA (UWO); PhD(Cornell); PEng (NS)Professor Emeritus of StrategicManagement/Policy

Willow SheremataBSc (McGill); MSc (Toronto); MBA(Pennsylvania); MPh & PhD (New York)Associate Professor of StrategicManagement/PolicyJustin TanBBA (Tianjin, China); MBA (McGill);MA (Kansas); PhD (Virginia Tech)Professor of StrategicManagement/Policy Newmont Mining Chair in Business StrategyEdward J. WaitzerLLB & LLM (Toronto), of the Barsof Ontario and New YorkProfessor of StrategicManagement/Policy andJarislowsky Dimma Mooney Chairin Corporate Governance Stephen WeissBA (Lafayette); MA & PhD(Pennsylvania)Associate Professor of StrategicManagement/PolicyTom WessonBComm (Queen’s); MBA & PhD(Harvard)Associate Professor of StrategicManagement/PolicyH. Thomas WilsonAB (Tufts); MA & PhD (Rutgers)Professor Emeritus of StrategicManagement/PolicyBrenda J. ZimmermanBSc (Toronto); MBA & PhD (York);CA (Ontario)Associate Professor of StrategicManagement/PolicyDirector, Health IndustryManagement Program


Course Descriptions:Required Core Courses

Schulich Required Foundations of Management Core Courses

INTRODUCTIONIn keeping with the School’s belief that there is a common body ofknowledge and skills necessary for effective management in the private, public and nonprofit sectors, each Schulich degree programshares a common core of courses.

The IMBA, MPA and MBA/JD programs have additional program-specific core courses. As well, in some instances such as the MBA 2Strategy Field Study course (MGMT 6100 3.00), the IMBA andMPA programs have substituted a specialized version of the course(INTL 6200 3.00 for the IMBA and PUBL 6100 3.00 for the MPA).

NOTE: 5000-level management core courses are not open to acceler-ated students or students in the Post-MBA Diploma Program fordegree credit

NATURE OF COURSESCourses are generally of two kinds: one three-hour class a week(with a 20-minute break) or two 80-minute classes a week.Underlying all pedagogy is an emphasis on developing managerialeffectiveness. Overall, there is an emphasis on student involvementand participation in the classroom, and on practical managerialapplication. Many courses involve real-time, real-life, in-companyprojects of one sort or another. There is no overall teaching format,as the organization, pedagogy and style of classes is determinedsolely by the most effective way to teach a particular course. Manycourses make extensive use of case studies, but many do not. Otherapproaches to delivering courses include in-class presentations,role-playing exercises and visiting speakers and business leaders.

NOTE: All courses coded 51XX X.XX should normally be taken before52XX X.XX or 6XXX X.XX courses. In general all 52XX X.XX coursesmust be completed before any 6XXX X.XX courses with the same func-tional area or special program coding can be started (e.g. MKTG =Marketing; NMLP = Nonprofit Management and Leadership).

MBA 1NOTE: All MBA courses marked * are not open to IMBA students; see additional IMBA core courses

ACTG 5100 3.00* Financial Accounting for Managers

This course examines the assumptions and decision usefulness of financial statements that are prepared for creditors and shareholders. Emphasis is placed on interpretation of financialstatements, using examples from several companies.

ACTG 5210 1.50 Management Accounting

This course provides an introduction to management accounting techniques that are useful in management decision-making situationssuch as cost management, pricing special orders, determining servicelevels and performance appraisal. The non-applicability of externalreporting figures for most management decisions is reviewed.

Prerequisite: ACTG 5100 3.00. INTL 5100 3.00 for IMBA students.

ECON 5100 3.00 The Economic Environment of Business

This course provides managers with an overview of the economicenvironment within which business must operate, with an under-standing of some of the analytical tools that economists use to solvebusiness and economic problems. The focus is to enable students toidentify, understand and evaluate the domestic and global forcescausing economic change. Key concepts and ideas from microeco-nomics, macroeconomics, and international economics are intro-duced. Topics relevant to real-world issues and problems providethe focus for in-class discussion. Upon completion, students areexpected to be familiar with the fundamental concepts of economics,and to be able to analyze how changes in the economic environ-ment affect business performance and future strategic options.

FINE 5200 3.00 Managerial Finance

This course provides an opportunity to learn about investment andfinancing. The investment decision allocates scarce resources toprojects in the organization and involves asset valuation, capitalbudgeting, risk management, working capital management andperformance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capitalstructure, financial instruments, the risk-return trade-off, financial planning and the cost of capital. Ethical considerations and man-agement in the global context are integrated into these topics.

MGMT 5150 3.00 Skills for Leadership

The objective of this course is to teach students the thinking andreflective skills required for business leadership. The course devel-ops and enhances students’ ability to deliver compelling andcoherent presentations; to apply analytic, critical and strategicthinking to complex business problems and to reflect and identifyunderlying assumptions and reframe them in order to drive toactionable outcomes.

MGMT 5260 3.00 Managing for Value Creation

This course focuses on value creation through management actionin a multi-level, multi-actor environment. We explore questionssuch as what is value, how is value created, and what and who dri-ves value towards which ends? Locating the business enterprisewithin the value creation process, we link it to the role of variousactors such as government, NGOs, consumers and employers.

Prerequisite: All 5100-series Required Foundations of ManagementCore Courses and MGMT 5150 3.00

IN THIS SECTION

Introduction ...........................................................................55

Nature of Courses .................................................................55MBA 1 ...................................................................................55

MBA 2 ...................................................................................56Additional MBA/JD Core Courses ..........................................58Additional IMBA Core Courses ..............................................58Additional MPA Core Courses ...............................................59



MKTG 5200 3.00 Marketing Management

This course familiarizes students with the major marketing concepts (buyer behaviour, segmentation, targeting, positioning,product/service development and management, pricing, distribu-tion, communication). It stresses the application of these conceptsto profit, not-for-profit, large, small, new, mature, service, product-based, domestic and international organizations. It also developsspecific skills such as problem-solving, verbal presentation, busi-ness writing and group work.

OMIS 5110 1.50* Information Systems

The aim of this course is to create an understanding of key management issues with respect to the use of computer and infor-mation systems in modern business applications.

OMIS 5120 1.50 Quantitative Methods

This course is an introduction to the use of quantitative methods forbusiness research, analysis, forecasting and optimization. The aimis to not only convey an understanding of methods, but also to givean appreciation of their use in addressing actual business problems,and to acquaint students with computer software necessary forimplementing these methods.

OMIS 5210 1.50* Operations Management

Operations management in both manufacturing and service organi-zations involves the coordination of complex and dynamic systemsof people, technology and materials to achieve competitive objec-tives. The impact of alternative strategies for delivering qualityproducts in a cost-effective manner is examined. This includes cur-rently popular inventory management philosophies such as ‘TotalQuality Management’ and ‘Just-In-Time’ inventory management.

ORGS 5100 3.00* Organizational Behaviour

The purpose of this course is to create a knowledge base fromwhich students can develop organizational competence. It exam-ines the relationships between organizational performance and thebehaviour of individuals, groups and overall organizations. In theprocess, emphasis is given to the importance of interpersonal issuesand to issues arising from technological change, workforce diversity,ethical challenges and internationalization.

MBA 2SGMT 6000 3.00* Strategic ManagementNOTE: For versions for the SGMT 6000 3.00 course specific to theMPA, see ‘Additional MPA Core Courses’ on page 59.

This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and definingpurposes and objectives, formulating and implementing a viablestrategy and monitoring strategic performance. It deals with theorganization in its totality and demonstrates how and why the various functions of business are interdependent and need to becoordinated if the organization is to perform effectively. The courseelaborates on the applicability of the strategic management disci-pline to a variety of sizes and types of organizations.

Course credit exclusion: PUBL 6000 3.00

Prerequisites: This is an integrative course that builds on thebasics learned throughout the core of the program. In order to max-imize student learning, students are required to complete all 5000-series Required Foundations of Management Core Courses beforeenrolling in this course. Normally, full time students take this

course in their third semester of study. Normally, students who arepursuing an accelerated MBA on a full time basis take this course intheir first semester of study in the program. Full time students whoare planning to Study Abroad must carefully plan the timing of thiscourse in consultation with the Assistant Director of InternationalRelations. Students with partial advanced standing are also expect-ed to have completed all 5000-series Required Foundations ofManagement Core Courses before enrolling in this course.

MGMT 6090 0.00 Strategy Field Study FormationThe Strategy Field Study represents the culmination of a student’swork in the MBA program. Through a two-term study of an actualorganization, students working together as a team attempt to inte-grate, apply, and test all the knowledge and skills they have acquiredthroughout their studies. Students must form and register theirgroups for this Strategy Field Study in the term that they begin theprocess and must register in MGMT 6090 to formalize the start ofthe study. Students must also register for MGMT 6100.30 in eitherthe first or second term they are working on the Strategy Field Study.

NOTE: Students undertake their Strategy Field Study during the lasttwo semesters of their program.

Prerequisites: Students are required to complete all 5000-seriesRequired Foundations of Management Core Courses beforeenrolling in this course, plus satisfy all other MGMT 6100 prereq-uisites below.

Prerequisite or Corequisite: SGMT 6000 3.00 and registration inMGMT 6100 0.00 in the first or second term of the Field Study. Seeprerequisites for MGMT 6100 3.00.

MGMT 6100 3.00 Strategy Field StudyThe Strategy Field Study represents the culmination of a student’swork in the MBA program. Through a two-term study of an actualorganization, students working together as a team attempt to inte-grate, apply, and test all the knowledge and skills they haveacquired throughout their studies. They are required to undertakean extensive and in-depth analysis of the external and internal envi-ronments and an evaluation of an organization’s activities; on thatbasis they develop actionable recommendations and an implemen-tation plan that contribute to the organization’s future success.

NOTE: Students undertake their Strategy Field Study during the lasttwo semesters of their program.

Prerequisites: This is a capstone and integrative course that spanstwo semesters. It is expected that it will be completed during thelast two semesters of a student’s program of study. Individual stu-dent members bring to their group a wealth of knowledge acquiredthroughout their studies of core and elective courses and have theopportunity to integrate, apply, and test such knowledge in a realsetting. Given that the Strategy Field Study (SFS) should be under-taken during the last two semesters of a student’s MBA studies, thefollowing normally apply:

Full time students: They must have successfully completed all5000-series Required Foundations of Management Core Coursesbefore enrolling in this course. In addition, they must enrol in thiscourse concurrently with SGMT 6000 3.00 Strategic Managementand successfully complete the latter course in the first semester oftheir SFS. During the first and second semesters of the SFS (whichtypically correspond to the third and fourth semesters of a full timestudents MBA) students are expected to complete all their requiredelectives for successful graduation with the MBA degree.



Part time students: before enrolling in this course, part time stu-dents must meet the following requirements: a) they must havesuccessfully completed all 5000-series Required Foundations ofManagement Core Courses; b) they must have successfully com-pleted SGMT 6000 3.00 Strategic Management; c) they must havesuccessfully completed at least four 6000-series electives courses.

Full time students planning to study abroad on an exchange program:They should coordinate with the Division of Student Services &International Relations (DSS&IR) and the Strategy Field StudyOffice well in advance of their exchange, and make arrangementsfor completing this course while accommodating their exchangeplans. It is advisable that they contact the DSS&IR during the veryfirst semester of their MBA studies to allow for ample time to makeappropriate arrangements that would not compromise their studies.In any event, they must have successfully completed all 5000-seriesRequired Foundations of Management Core Courses, as well as theSGMT 6000 3.00 Strategic Management course before enrolling inthis course. Students normally undertake their SFS during the lasttwo semesters of their program but arrangements might have to bemade from the beginning of the second semester of their studies.

Part time students planning to go on exchange should have noproblem scheduling their SFS to meet the schedule as outlinedabove for all part time students. They should consult with theDSS&IR before submitting their exchange application to ensurethat such scheduling meets SFS requirements.

Accelerated/Advanced Standing students: Students who have beenawarded partial credit for successfully completing degree-levelcourses before starting their MBA program at Schulich are consid-ered on a case by case basis; their study programs are designed tomirror as closely as possible the sequencing of courses describedabove for full time and part time students, as appropriate.Course credit exclusion: INTL 6200 3.00, PUBL 6100 3.00

NOTE:1. All information, notices regarding all required preparation, infor-

mation and introductory meetings, resources, course materials forthe Strategy Field Study can be found by accessing the course Website: 601.schulich.yorku.ca.

2. Eligible students may apply to participate in one of a number ofunique variations on the Schulich Strategy Field Study, includingthe Global Leadership Program described later in this section.There exist periodic opportunities to undertake studies of compa-nies from other parts of the world, in collaboration with schoolsfrom Schulich’s extensive network of Study Abroad partners.

3. For versions of the MGMT 6100 3.00 course specific to the IMBAand MPA, see ‘Additional IMBA Core Courses’ and ‘AdditionalMPA Core Courses’ on page 59.

4. It is recommended that students begin to think about potentialsites, to form their groups and to talk with Year 2 students orSchulich graduates early to gather as much information as possible.

5. A compulsory introductory meeting for all students is held on thesecond Saturday of each term. The introductory meeting incorpo-rates shared experiences from successful and not-so successful 601groups, group exercises, and Phase 0 meetings. Please note thatthe Phase 0 meeting is the first formal meeting between the stu-dents and the faculty chair.

6. Students must visit the Strategy Field Study Web site and createtheir personal registration profile before the end of the term priorto the commencement of the course.

7. In addition to creating their personal registration profile on theStrategy Field Study Web site, all students must enrol in theMGMT 6100 3.00 Strategy Field Study course online.

8. Students seeking a group to join or groups seeking additionalmembers should refer to the 601 Marketplace, which allows stu-dents to post their names. The 601 Marketplace link is accessiblefrom the Strategy Field Study Web site.

9. Confirmation of group and its members, of the three Schulich fac-ulty advisors who will work with it, and of the chosen site is donethrough the Strategy Field Study Web site, using a series ofrequired electronic forms and steps.

10. Students who do not meet the prerequisites of the MGMT 6090/6100 project will not be permitted to start until these are met.

The Global Leadership Program

The Global Leadership Program (GLP) takes the place of a 601project and involves creating a market entry strategy for a foreigncompany that is interested in entering the North American marketor a Canadian company contemplating foreign markets. Studentswork in teams composed of five Schulich students, plus three tofive students from the partnering schools. Previous partner schoolsinclude: the Wharton School, University of Pennsylvania in theU.S.; Copenhagen Business School (CBS) in Denmark; the RecanatiSchool of Business, Tel Aviv University in Israel; the ManagementDevelopment Institute of Argentina (IDEA) in Argentina; and theMonterrey Institute of Technology (ITESM) in Mexico.

Individual projects follow a variant of the typical schedule. In earlyJanuary, students travel to their partner school/country to meet thecompany, negotiate the type of research that will be conducted,and to see first hand the capabilities of the company. Team mem-bers return to Toronto where they conduct necessary researchabout the market and competition. In May, executives of the com-pany and all team members from the schools involved meet againto review. Conclusions, recommendations and the suggested actionplans are presented and discussed through a series of meetingsduring this time.

Neither knowledge of a foreign language nor direct ties to anothercountry are necessary for participation in the program. Studentsthough, are required to travel to the designated location and par-ticipate in these meetings. The sessions are very intensive anddemanding. Yet, students learn a tremendous amount from theexperience. Groups are formed with a balance of technical, marketresearch and international business skills. All MBA, IMBA, JointMBA/JD full-time and part-time students with good interpersonaland communication skills are eligible.

The program starts in mid-November and ends in late May.Students register for MGMT 6100 3.00 and standard MGMT 61003.00 eligibility requirements apply at the time of commencementof the projects. The program covers most of the students’ travelexpenses and provides some research funds for their work.

The program follows the five phases of a regular MGMT 6100 3.00structure, but meetings with faculty advisors are more frequent. Inaddition, students make presentations to a board of outside advi-sors in meetings which take the form of devil’s advocate sessions.These advisors typically provide valuable insights, as well as con-tacts and references to assist in the students’ research.

Application forms can be obtained from the Program Coordinatorby sending an e-mail to: [email protected]



ADDITIONAL MBA/JD CORE COURSESNOTE: See also the Joint MBA/JD Degree program section,‘Academic Program’ on page 29.

MGMT 5500 0.00 Joint MBA/JD Seminar: Business and The Law

The course is designed to introduce students in their first or second year of the Joint MBA/JD Program (either business or law)to practical issues related to business and the law. Following aninitial introduction to the relationship between business and law,students will be exposed to guest lectures from a number of Canadian corporate and professional leaders representing a variety of industrial sectors.

ADDITIONAL IMBA CORE COURSESNOTE: All INTL courses marked * are restricted to IMBA students.

INTL 54XX 0.00 Business Communication and CultureIMBA-supported languages include: French, German, Japanese,Mandarin, Spanish and English as a Second Language (for visastudents only). For these languages, non-credit business languagecourses are required for IMBA students with OPI levels ofIntermediate-High and Advanced-Low in Terms 1 and 2 (on con-dition that there is sufficient IMBA enrolment). Taught by nativespeakers, the courses expose students to business practices andthe use of language in business contexts in the countries andregions where these languages are spoken.

Condition of Admission: Proof of the same level as that of the lan-guage course applied to (submitted three weeks prior to coursestart) – i.e. Intermediate or Advanced functional oral proficiency inthe language as tested by a language instructor. Course fee of $500per term applies to non IMBA students. Contact the IMBA Office.

INTL 5100 3.00* Accounting for International ManagersThis course provides an overview of corporate financial reporting.The emphasis is on understanding the broad accounting frameworkand the ways in which financial reporting is affected by user needs,management motivations, and national environmental factors.Students will be required to discover the factors underlyingaccounting differences between nations and to interpret financialstatements within companies’ local environment.

INTL 5200 3.00* International Trade & Monetary SystemsThis course is designed to familiarize students with the workings offoreign exchange markets and their associated currency risks. Itdemonstrates the interrelationship between a country’s exchangerates and its balance of payments. In addition, it examines theeffects of regional economic integration (e.g. the EuropeanCommunity, NAFTA), the role of international economic institu-tions (e.g. the World Trade Organization), trade liberalism andtrade protectionism.Prerequisite: ECON 5100 3.00

INTL 5220 3.00* International Dimensions of Organizational Behaviour

The purpose of this course is to introduce aspiring internationalmanagers to organizational behaviour, a discipline that studies individual and group behaviour in the workplace. The course willcover the key concepts in the field from a cross-cultural perspectiveand will contribute to the skills and knowledge that studentsrequire as a foundation for the leadership positions into which theywill move. As such, it will provide them with the basis for under-standing organizational phenomena and hence for improving anorganization’s effectiveness.

INTL 5301 1.50* Operating in a Networked Environment I– Information Systems

This course introduces students to key concepts and issues in thefield of international information systems. It is becoming more difficult to fully understand global organizations without under-standing the technology and systems that support and enable theiroperations. Managers must understand the use and impact of infor-mation systems to be able to apply them effectively in an increas-ingly competitive and dynamic global business environment.

INTL 5302 1.50* Operating in a Networked Environment II– Operations Management

This course utilizes cases of real world international companies andemphasizes the importance of students working with these experi-ences, concepts and cases to develop their ability to think and talkcredibly about operations management.

INTL 533X 3.00 Regional Analysis

IMBA students take one course from the INTL 533X 3.00 RegionAnalysis series, depending on their chosen regional focus. Eachcourse provides specialized knowledge of the chosen IMBA region,as well as perspectives for analyzing any region and country withinthat region.Prerequisites: Term 1 Core Courses, non-IMBA students requireIBUS 6410 3.00 or ECON 6510 3.00. Contact the IMBA Office.

NOTE: If IMBA student enrolment is below the required minimum tooffer a specific regional analysis course, a student must complete anapproved directed reading course on the region. (INTL 5339 3.00).Contact the IMBA Office.

INTL 5500 0.00* International Business Seminars

The seminars augment core courses and provide students with anopportunity to dialogue with executives and other internationalbusiness experts about practical aspects of international business.Attendance is compulsory in Terms 1 and 5.

INTL 6060 9.00* Work Term

For the work term, students spend a minimum of 12 weeksworking for a company, government agency or research institution(within the student’s region and country of focus which uses a stu-dent’s IMBA language). Each student is responsible for securing awork term placement which conforms to IMBA requirements. Thework term is graded on a pass/fail basis.Prerequisites: Terms 1 and 2 Core Courses

INTL 6200 3.00* International Field StudyNOTE: This is a program-specific, specialized version of MGMT 6100 3.00.

The International Field Study is the core, capstone, integrative,course for the IMBA Program. It involves advanced analysis andcreation of solutions for business challenges that are complex andmultidimensional. Each student team studies a company or organi-zation located in another world region, or has substantial operationsin another region. This strategy study spans a three-term period,both at Schulich and abroad.Prerequisites: Terms 1 and 2 Core CoursesCourse credit exclusion: MGMT 6100 3.00; PUBL 6100 3.00



INTL 6600 3.00* Strategic Management Across Borders

This course is designed to integrate and build on the knowledge,skills and experiences students have amassed from the variouscomponents of the IMBA program. It derives its logic from theincreasing globalization of business and seeks to develop conceptsand tools for designing and implementing effective competitivestrategies in the rapidly changing global business environment.The purpose of this course, ultimately, is to push ‘learnings’ fromvarious program components to the next level, to capitalize of theirindividual and collective value, and to facilitate their transfer to aninternational career.

This is a second year core course for the IMBA program. Thiscourse is only open to IMBA students.

SGMT 5600 1.50* Strategic Thinking for the Global Manager

This course introduces students to the field of strategic manage-ment and develops the analytical frameworks that can help thembecome effective international managers. It examines strategy andrelated concepts while at the same time, it juxtaposes strategic,conceptual, analytical and critical thinking skills. The focusthroughout is on strategic management within an internationalcontext – the process of choosing and defining purposes andobjectives, formulating and implementing a viable strategy, andmonitoring strategic performances.

This is a first year core course for the IMBA program. This courseis only open to IMBA students.

ADDITIONAL MPA CORE COURSES


This course describes the public policy development process andthe public sector management environment within which policyis implemented. In view of Canada’s highly decentralized federalsystem of government, particular attention is given to the theoryand practice of intergovernmental relations. This course providesthe framework within which public policy is assessed and evalu-ated, and is the first course in the sequence of Required MPACore Courses.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

PUBL 6000 3.00 Strategy Management in the Public Sector

NOTE: This is a program-specific, specialized version of SGMT 6000 3.00.

This course applies organizational and strategic management theo-ry to the public-sector process of management. Strategic and oper-ational planning – the process of choosing and defining purposesand objectives, formulating and implementing a viable strategy, andmonitoring strategic performance – will be emphasized. As well,information technologies and techniques such as reengineering toimprove productivity and efficiency are utilized. The concepts willbe applied to central agencies; policy development and expendituremanagement systems; Crown corporations; and planning and eval-uation units. The role of political leaders and permanent officials inpublic-sector management will be addressed.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses (or equivalent)Course credit exclusion: SGMT 6000 3.00, INTL 6000 3.00(offered prior to 2007) / SGMT 5600 1.50

PUBL 6100 3.00 Strategy Field Study (two terms)NOTE: This is a program-specific, specialized version of MGMT 6100 3.00.

This study of an actual organization complements PUBL 6000 3.00Strategic Management in the Public Sector and PUBL 6800 3.00Program Evaluation. It requires a comprehensive description and evaluation of an organization, together with appropriate recom-mendations for improved performance. Students in the MPA program prepare their strategy study on a federal, provincial ormunicipal government, agency or program; or a nonprofit agencythat receives government subsidies. Students work in groups toconduct an availability assessment of the agency, and will thendevelop a research design for a formative evaluation or a needsstudy (whichever approach is appropriate to the agency). Afterapproval of the research design by the agency and by faculty advisors, students undertake the research and prepare a finalreport with recommendations for improved performance. Studentsreview the literature on effective group work and apply these prin-ciples in their research teams. An essential component of thecourse is effective writing and presenting of the team’s work.Prerequisites: All 5000-series Required Foundations ofManagement Core Courses (or equivalent)Corequisite: PUBL 6000 3.00Course credit exclusion: MGMT 6100 3.00, INTL 6200 3.00

PUBL 6200 3.00 Canadian Public Law

The purpose of this course is to analyze the impact of judicialreview on public policy and public administration in Canada.After a review of the current scholarly literature in Canadianconstitutional and administrative law (including current humanrights issues), the course analyzes the role of judicial decisionsin shaping the public policy environment and the norms of public administration.Prerequisites: PUBL 5500 3.00


This course provides students with the fundamental methodologicaltools necessary to evaluate the effectiveness of government programs, and includes a review of the extensive literature in thisarea. Students will learn techniques for evaluating assessments, andwill learn to develop research designs for formative evaluations,summative evaluations and needs studies.Prerequisites: PUBL 5500 3.00


Course Descriptions:Elective Courses

IN THIS SECTION

Introduction ...........................................................................60

Schulich Individual Study 6900-Series ...............................60

Non-Schulich ElectivesElective Courses at other York Faculties ................................60Elective Courses at other Graduate Schools ...........................60

Schulich Elective Courses Functional Areas of Management............................................61Special Programs ...................................................................61ACTG - Accounting ................................................................63ARTM - Arts and Media Administration ................................64BSUS - Business and Sustainability .........................................64ECON - Economics ................................................................65ENTR - Entrepreneurial Studies..............................................66

ETHC - Business Ethics ..........................................................66FINE - Finance .......................................................................66FNEN - Financial Engineering................................................68FNSV - Financial Services.......................................................69HIMP - Health Industry Management.....................................70IBUS - International Business .................................................70MGMT - Management ............................................................71MKTG - Marketing .................................................................72NMLP - Nonprofit Management and Leadership ....................74OMIS - Operations Management & Information Systems.......75ORGS - Organization Studies .................................................76PROP - Real Estate and Infrastructure ....................................77PUBL - Public Management ....................................................77SGMT - Strategic Management ...............................................78

Course Descriptions: Elective Courses

INTRODUCTIONThe choice of electives to complete a Schulich degree program isentirely up to the student (respecting corequisite and prerequisiterequirements). Students are not required to choose a major.Instead, they are encouraged to select those electives that best suittheir backgrounds and career interests. For a further discussion ofusing electives to develop one or more areas of expertise, see ‘Area& Program Specialization Information’ on pages 36-54. Each of theareas lists available study options, including developing a concen-tration in a functional or program area; completing a GraduateDiploma program concurrently with a degree program, or taking aspecialized degree program (e.g. the Master of Public Administration).

NOTE:1. Students cannot take electives until MBA 1 5100-series Required

Foundations of Management Core Courses have been completed.

2. Most electives have either corequisite or prerequisite requirements.

3. Certain functional areas and programs require that students usethe one MBA 1 elective slot to enrol in the introductory course oftheir respective specializations (concentration or DiplomaPrograms). Check ‘Specialization Requirements’ on pages 36-54.

4. Students in degree programs also have the opportunity to applyto take Schulich Individual Study 6900-series courses, and non-Schulich Elective Courses outside the School (see below).

5. Normally, a maximum of one 3.0 credit-hour cross-listed electivecan count towards two concentrations.

SCHULICH INDIVIDUAL STUDY6900 X.XX SERIES

In addition to registering in regular Schulich elective courses, a studentmay also work with an individual faculty member on a topic of mutu-al interest. They are normally supervised by a tenured or tenure trackfaculty member and if the supervisor is a part-time or contractinstructor, a full time faculty member must co-sign the forms. Pleasenote that faculty members are not obligated to accept individual studyproposals from students.

These studies are co-designed by the student and the faculty mem-ber to have a clearly defined problem and or area of focus including:

1. learning objectives2. means of achieving these objectives3. method of evaluation

The purpose of an Individual Study is not to replace existingcourses and should be designed to have minimal overlap withexisting or previously taken courses. The workload is equivalent toa course of the same credits. Students are advised to give carefulthought to the title that they use to describe the course since it willappear on their transcript.

A student may take a maximum of 6.0 credit-hours of IndividualStudy courses for degree credit.

Individual Study courses are coded as XXXX 6900 X.XX. The initial XXXX portion of the course code uses the functional areaor program a faculty member is associated with, while the finalX.XX indicates whether the course is worth 3.0 or 1.5 credit-hours (e.g., FINE 6900 3.00 or BSUS 6900 1.50.) See page 6 formore information.

NON-SCHULICH ELECTIVES

NOTE:1. The maximum number of elective courses taken outside Schulich

for which credit is given is the equivalent of 6.0 credit-hours.Application for taking courses outside Schulich should be submit-ted to Student Services well in advance of a course start date, asauthorization from Schulich and the external Faculty/Schoolis required. Undergraduate courses are not credited towardsSchulich graduate degrees.

2. Post-MBA Diploma students may not take courses outside of theSchulich School of Business.

3. See page 6 and our online enrolment pages for more information.

ELECTIVE COURSES AT OTHER YORK FACULTIES

In addition to electives offered within Schulich, students can seek permission from the Director of Student Services to take the equivalentof 6.0 credit-hours of courses in other graduate Faculties at York, includ-ing those offered by the Faculty of Environmental Studies, the Faculty ofFine Arts, the Faculty of Liberal Arts & Professional Studies and OsgoodeHall Law School.

ELECTIVE COURSES AT OTHER GRADUATE SCHOOLS

In addition to electives offered within Schulich, students can seekpermission from the Director of Student Services to take theequivalent of 6.0 credit-hours of courses at other graduate schools(outside York University).



FUNCTIONAL AREAS OF MANAGEMENTACCOUNTINGACTG 6120 3.00 Intermediate Financial Accounting I ACTG 6130 3.00 Intermediate Financial Accounting for Non-AccountantsACTG 6140 3.00 Intermediate Financial Accounting IIACTG 6160 3.00 Advanced Financial AccountingACTG 6200 3.00 Contemporary Issues in AccountingACTG 6250 3.00 Financial Reporting and AnalysisACTG 6300 1.50 Financial Reporting Issues For Financial Institutions ACTG 6350 1.50 Advanced Cost and Management AccountingACTG 6400 3.00 Strategic Management Accounting and AnalysisACTG 6450 3.00 Management Accounting and Control SystemsACTG 6600 3.00 Auditing Standards and ApplicationsACTG 6700 3.00 Managerial Aspects of TaxationACTG 6710 3.00 Introduction to Income TaxationACTG 6720 3.00 Advanced Income TaxationACTG 6800 3.00 Accounting and Control of Nonprofit OrganizationsACTG 6951 3.00 Accountability and Sustainability Reporting

ECONOMICSECON 6110 3.00 Industrial EconomicsECON 6120 3.00 The Economics of Regulation and DeregulationECON 6170 3.00 Environmental Economics for BusinessECON 6180 3.00 Money, Credit and Macroeconomic PolicyECON 6210 3.00 Economic Forecasting and AnalysisECON 6220 3.00 Macroeconomics and the Supply SideECON 6450 3.00 Innovation and Technology DiffusionECON 6510 3.00 Applied International Economics ECON 6960 3.00 Business and Economic Environments of East and

Southeast Asia

FINANCEETHC 5510 1.50 Ethics and Social Responsibility in ManagementETHC 6950 1.50 Ethics in FinanceFINE 6050 3.00 Personal Financial ManagementFINE 6100 3.00 Financial ManagementFINE 6150 3.00 Advanced Corporate FinanceFINE 6200 3.00 InvestmentsFINE 6250 3.00 Applied Investment ManagementFINE 6310 3.00 Econometrics of Financial MarketsFINE 6400 3.00 International Financial ManagementFINE 6600 3.00 Corporate Financial AnalysisFINE 6800 3.00 Options, Futures and Other Derivative SecuritiesFINE 6860 3.00 Financial Models for Pension and InsuranceFINE 6975 1.50 Going Private – Fundamentals of the Private

Equity ProcessFNEN 6820 3.00 Advanced Derivative SecuritiesFNEN 6840 3.00 Enterprise-wide Financial Risk ManagementFNSV 5500 1.50 Introduction to Financial Services ManagementFNSV 6700 3.00 Management of Risk in Canadian Financial InstitutionsPROP 6100 3.00 Real Estate Finance and Investment

MANAGEMENTMGMT 6200 3.00 Business Administration and the LawMGMT 6300 3.00 Case Analysis and Presentation SkillsMGMT 6500 3.00 Sustainable Value CreationMGMT 6700 3.00 Project ManagementMGMT 6800 3.00 Innovation Through Technology and DesignMGMT 6810 3.00 Creativity and Innovation: Techniques for A Rapidly

Changing WorldMGMT 6950 3.00 Aboriginal Economic Development ProgramMGMT 6960 3.00 Management Consulting

MARKETINGMGMT 6800 3.00 Innovation through Technology and DesignMGMT 6810 3.00 Creativity and Innovation: Techniques for A Rapidly

Changing WorldMKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market CommunicationsMKTG 6150 3.00 Consumer BehaviourMKTG 6155 3.00 Consumer Insight: Qualitative Marketing ResearchMKTG 6180 1.50 Principles of Direct and Database MarketingMKTG 6226 3.00 Social Media for Marketing and ManagementMKTG 6250 3.00 Business MarketingMKTG 6300 3.00 Service Marketing MKTG 6321 3.00 Entertainment Culture and MarketingMKTG 6325 3.00 Retail Marketing Strategies MKTG 6360 3.00 Marketing MetricsMKTG 6400 3.00 International MarketingMKTG 6440 3.00 New Products MKTG 6480 3.00 Nonprofit Marketing and Resource DevelopmentMKTG 6525 3.00 Digital Marketing

MKTG 6550 3.00 Brand ManagementMKTG 6570 3.00 Strategic Professional Selling MKTG 6650 3.00 Strategic Market PlanningMKTG 6951 1.50 Strategic Marketing in AsiaMKTG 6952 1.50 Relationship Marketing Management

OPERATIONS MANAGEMENT & INFORMATION SYSTEMSMGMT 6700 3.00 Project ManagementMKTG 6050 3.00 Marketing ResearchOMIS 6000 3.00 Models and Applications in Operational ResearchOMIS 6200 3.00 Quantitative Business Research and AnalysisOMIS 6350 3.00 Advanced Spreadsheet Modelling &

Programming for BusinessOMIS 6500 3.00 Global Operations and Information ManagementOMIS 6560 3.00 Supply Chain Management OMIS 6700 3.00 Managing New TechnologyOMIS 6710 3.00 Management Information Systems OMIS 6720 3.00 Systems Analysis and DesignOMIS 6740 3.00 e-Business TechnologyOMIS 6955 3.00 Service Operations ManagementSGMT 6960 3.00 Strategic Management of e-Business

ORGANIZATION STUDIESORGS 6020 3.00 Designing Effective OrganizationsORGS 6200 3.00 Managing Human ResourcesORGS 6250 3.00 Labour RelationsORGS 6320 3.00 Cross-Cultural ManagementORGS 6350 3.00 Managing ChangeORGS 6400 3.00 Power and Politics in OrganizationsORGS 6500 3.00 Interpersonal Managerial SkillsORGS 6550 3.00 Strategic Career ManagementORGS 6560 3.00 NegotiationsORGS 6620 3.00 Leading the Diverse OrganizationORGS 6650 3.00 The Art and Science of LeadershipORGS 6720 3.00 Managing Team Dynamics

STRATEGIC MANAGEMENTSGMT 6050 3.00 Mergers and AcquisitionsSGMT 6060 3.00 The Art of the DealSGMT 6150 3.00 The Board of Directors and the Governance

of Public CorporationsSGMT 6240 3.00 Managing Strategic Alliances and Joint VenturesSGMT 6250 3.00 Strategy ExecutionSGMT 6400 3.00 Strategic Thinking and Action in Turbulent EnvironmentsSGMT 6700 3.00 Strategic Capabilities DevelopmentSGMT 6720 3.00 The Emergence of Global LeadershipSGMT 6800 3.00 Strategic Management of Technology-Based FirmsSGMT 6960 3.00 Strategic Management of e-BusinessSGMT 6970 3.00 Restructuring and Turnaround ManagementBSUS 6500 3.00 Business Strategies for SustainabilityENTR 6605 3.00 Entrepreneurship and New Firm CreationENTR 6625 3.00 Managing Venture Growth and TransitionENTR 6645 3.00 Corporate EntrepreneurshipFNSV 6970 3.00 Competitive & Organizational Strategies for

Financial Services FirmsFNSV 6985 1.50 The Canadian Life Insurance Industry and

International CompetitionFNSV 6990 1.50 Enterprise Risk Management and StrategyHIMP 6130 3.00 Strategic Management of HospitalsHIMP 6160 3.00 Invention and Investment in Life SciencesHIMP 6170 3.00 Commercialization in Pharma & BiotechIBUS 6410 3.00 Introduction to International BusinessIBUS 6430 3.00 International Business StrategyIBUS 6440 3.00 International Business and National GovernmentsIBUS 6490 3.00 International Business NegotiationsMGMT 6200 3.00 Business Administration and the LawMGMT 6300 3.00 Case Analysis and Presentation SkillsMGMT 6500 3.00 Sustainable Value CreationMGMT 6700 3.00 Project ManagementMGMT 6950 3.00 Aboriginal Economic Development ProgramMGMT 6960 3.00 Management ConsultingNMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit SectorPUBL 6150 3.00 Comparative Public Policy

SPECIAL PROGRAMSARTS AND MEDIA ADMINISTRATIONARTM 6300 3.00 Cultural PolicyARTM 6301 3.00 Issues in Arts and Cultural Management ARTM 6330 3.00 Communications PolicyARTM 6340 3.00 Managing in the New Broadcast WorldARTM 6350 3.00 The Business of Creativity in the Cultural Sector

SCHULICH ELECTIVE COURSES



BUSINESS AND SUSTAINABILITYSCHULICH SCHOOLACTG 6951 3.00 Accountability and Sustainability ReportingBSUS 6300 3.00 Management Practices for Sustainable BusinessBSUS 6500 3.00 Business Strategies for SustainabilityBSUS 6600 3.00 Sustainability and Carbon FinanceECON 6170 3.00 Environmental Economics for BusinessETHC 5510 1.50 Ethics and Social Responsibility in ManagementMGMT 6500 3.00 Sustainable Value CreationMKTG 6480 3.00 Nonprofit Marketing and Resource DevelopmentORGS 6350 3.00 Managing ChangeORGS 6400 3.00 Power and Politics in Organizations

FACULTY OF ENVIRONMENTAL STUDIESENVS 6114 3.00 Sustainable Development for CanadaENVS 6115 3.00 Ecological EconomicsENVS 6144 3.00 Action LearningENVS 6148 3.00 Environmental Negotiation and MediationENVS 6155 3.00 Program ImplementationENVS 6186 3.00 Theory and Methods of Impact AssessmentENVS 6281 3.00 Consulting Skills

OSGOODE HALL LAW SCHOOLLW 2880 3.00 Environmental LawLW 3490 3.00 Resource ManagementLW 4880 3.00 International Environmental Law: Protection of the

Global Environment

BUSINESS ETHICSETHC 5510 1.50 Ethics and Social Responsibility in ManagementETHC 6950 1.50 Ethics and Finance

ENTREPRENEURIAL STUDIESENTR 6605 3.00 Entrepreneurship and New Firm CreationENTR 6625 3.00 Managing Venture Growth and TransitionENTR 6635 3.00 International EntrepreneurshipENTR 6645 3.00 Corporate EntrepreneurshipENTR 6910 3.00 Venture Capital and Private EquityENTR 6991 3.00 Consulting to Family EnterpriseHIMP 6160 3.00 Invention and Investment in Life SciencesHIMP 6170 3.00 Commercialization in Pharma and BiotechMGMT 6800 3.00 Innovation through Technology and DesignNMLP 6350 3.00 Social Purpose Business: Alternative Economic ModelsSGMT 6050 3.00 Mergers and Acquisitions

FINANCIAL ENGINEERINGSCHULICH SCHOOLFNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative SecuritiesFNEN 6820 3.00 Advanced Derivative SecuritiesFNEN 6840 3.00 Enterprise-wide Financial Risk ManagementFNEN 6850 3.00 Fixed Income SecuritiesOMIS 6000 3.00 Models and Applications in Operational Research

FACULTY OF GRADUATE STUDIESCSE 5910 3.00 Software FoundationsMATH 6910 3.00 Stochastic Calculus in FinanceMATH 6911 3.00 Numerical Methods in Finance

FINANCIAL SERVICESFNSV 5500 1.50 Introduction to Financial Services ManagementFNSV 6700 3.00 Management of Risk in Canadian Financial InstitutionsFNSV 6950 3.00 Strategic and Operational Issues in the Financial

Services IndustryFNSV 6960 1.50 Activity Based Costing and the Financial Services IndustryFNSV 6970 3.00 Competitive and Organizational Strategies for Financial

Services FirmsFNSV 6975 3.00 Co-evolution of Financial Markets and InstitutionsFNSV 6985 1.50 The Canadian Life Insurance Industry and

International CompetitionFNSV 6990 1.50 Enterprise Risk Management and StrategyACTG 6250 3.00 Financial Reporting and AnalysisACTG 6300 1.50 Financial Reporting Issues For Financial InstitutionsACTG 6450 3.00 Management Accounting and Control SystemsECON 6120 3.00 The Economics of Regulation and DeregulationECON 6210 3.00 Economic Forecasting and AnalysisMKTG 6250 3.00 Business MarketingMKTG 6300 3.00 Service MarketingMKTG 6550 3.00 Brand ManagementOMIS 6700 3.00 Managing New TechnologyORGS 6020 3.00 Designing Effective OrganizationsORGS 6350 3.00 Managing ChangeSGMT 6050 3.00 Mergers and AcquisitionsSGMT 6800 3.00 Strategic Management of Technology-Based FirmsIBUS 6410 3.00 Introduction to International BusinessIBUS 6430 3.00 International Business StrategyPROP 6100 3.00 Real Estate Finance and InvestmentPROP 6600 3.00 Real Estate Portfolio Management

HEALTH INDUSTRY MANAGEMENTECON 6450 3.00 Innovation and Technology DiffusionENTR 6910 3.00 Venture Capital and Private EquityHIMP 6110 3.00 Understanding the Canadian Health Industry: The

Roles, Responsibilities and Challenges to Improve HealthHIMP 6120 3.00 International Healthcare SystemsHIMP 6130 3.00 Strategic Management of HospitalsHIMP 6150 3.00 Performance Indicators and Evaluation in

Health Care IndustryHIMP 6160 3.00 Invention and Investment in Life SciencesHIMP 6170 3.00 Commercialization in Pharma and BiotechMGMT 6700 3.00 Project ManagementMKTG 6480 3.00 Nonprofit Marketing and Resource DevelopmentNMLP 6500 3.00 Change, Leadership and Complexity in

the Nonprofit SectorPUBL 5500 3.00 Public Policy and Public ManagementPUBL 6140 3.00 Business and GovernmentPUBL 6800 3.00 Program Evaluation

INTERNATIONAL BUSINESSECON 6180 3.00 Money, Credit and Macroeconomic PolicyECON 6450 3.00 Innovation and Technology DiffusionECON 6960 3.00 Business and Economic Environments of East and

Southeast AsiaENTR 6635 3.00 International EntrepreneurshipFINE 6400 3.00 International Financial ManagementFINE 6800 3.00 Options, Futures and Other Derivative SecuritiesHIMP 6120 3.00 International Healthcare SystemsIBUS 6430 3.00 International Business StrategyIBUS 6440 3.00 International Business and National GovernmentsIBUS 6490 3.00 International Business NegotiationsINTL 533X 3.00 Regional AnalysisMGMT 6500 3.00 Sustainable Value CreationMKTG 6400 3.00 International MarketingMKTG 6951 1.50 Strategic Marketing in AsiaOMIS 6500 3.00 Global Operations and Information ManagementORGS 6320 3.00 Cross-Cultural ManagementSGMT 6700 3.00 Strategic Capabilities DevelopmentSGMT 6720 3.00 The Emergence of Global ManagementSGMT 6850 3.00 Managing Growth in the Global Mining Sector

NONPROFIT MANAGEMENT AND LEADERSHIPMKTG 6480 3.00 Nonprofit Marketing and Resource DevelopmentNMLP 6200 3.00 Nonprofit Organizations and Their EnvironmentNMLP 6350 3.00 Social Purpose Business: Alternative Economic ModelsNMLP 6500 3.00 Change, Leadership and Complexity in the

Nonprofit SectorNMLP 6960 3.00 Financial Management and Business Planning

in the Nonprofit Sector

PUBLIC MANAGEMENTSCHULICH SCHOOLIBUS 6440 3.00 International Business and National GovernmentsPUBL 5500 3.00 Public Policy and Public ManagementPUBL 6000 3.00 Strategic Management in the Public SectorPUBL 6140 3.00 Business and GovernmentPUBL 6150 3.00 Comparative Public PolicyPUBL 6200 3.00 Canadian Public LawPUBL 6800 3.00 Program Evaluation

FACULTY OF GRADUATE STUDIESPOLS 5110 3.00 Judicial Administration in CanadaPOLS 5175 6.00 Canadian Federalism in Comparative PerspectivePOLS 5601 3.00 Systems of JusticePOLS 5605 3.00 Ethical PoliticsPOLS 5650 3.00 Provincial and Municipal Government in OntarioPOLS 6155 3.00 Democratic Administration

REAL ESTATE AND INFRASTRUCTURE*PROP 6100 3.00 Real Estate Finance and InvestmentPROP 6200 3.00 Development PrototypesPROP 6300 3.00 Principles of Public Private Infrastructure DeliveryPROP 6600 3.00 Real Estate Portfolio Management

*Three new electives will be offered in the Winter 2012 term



ACTG – ACCOUNTINGRoom S344K, Schulich, 416-736-5062, fax 416-736-5687, [email protected]

ACTG 6120 3.00 Intermediate Financial Accounting I

This course examines the accounting concepts and principles thatrelate to the asset accounts. Attention is given to alternative assetmeasurement bases and related revenue recognition and incomedetermination bases.Prerequisite: ACTG 5100 3.00

ACTG 6130 3.00 Intermediate Financial Accounting forNon-Accountants

This course is meant specifically for non-accountants who want abroader understanding of accounting issues and how they impactfinancial statements. This course covers both sides of the balancesheet focusing on understanding the impact of the issues on thefinancial statements instead of the detailed technical application. Thiscourse is not recognized as a course by the accounting designations.Prerequisite: ACTG 5100 3.00 or enrolled in Master of FinanceprogramCourse credit exclusion: ACTG 6120 3.00 and ACTG 6140 3.00

ACTG 6140 3.00 Intermediate Financial Accounting II

This is an extension of ACTG 6120 3.00 with emphasis on theliability and equity accounts. Major topics include tax allocation,pensions, leases, capital transactions and financial statement analysis.Prerequisite: ACTG 6120 3.00

ACTG 6160 3.00 Advanced Financial Accounting

The final course in the three-course financial accounting core, thiscourse emphasizes accounting for international activities and inter-corporate investments. The application of accounting principles tocase situations in specialized industries and nonprofit organizationsis also considered.Prerequisite: ACTG 6120 3.00

ACTG 6200 3.00 Contemporary Issues in Accounting

This course concentrates on the application of accounting theory tocontroversial issues in financial accounting. The topics vary withthe changing importance of current accounting issues. Source materialsinclude current accounting literature and the research publications ofprofessional accounting organizations. The development of research andwriting skills, along with analytical abilities, is emphasized.Prerequisite: ACTG 6120 3.00

ACTG 6250 3.00 Financial Reporting and Analysis

This course examines why stock prices react when firms announcetheir earnings, and why certain trends in industry earnings affectstock prices of many firms in that industry. Under highly stylizedGenerally Accepted Accounting Principles (GAAP), abnormalaccounting earnings of a firm can be discounted to derive anestimate of the share price. This course therefore offers a direct linkbetween accounting policy choices, abnormal earnings (based onadjusted reported earnings) and stock price valuation.Prerequisite: ACTG 5100 3.00Course credit exclusion: FINE 6600 3.00 (either ACTG 6250 3.00or FINE 6600 3.00, but not both, may be taken for credit)

ACTG 6300 1.50 Financial Reporting Issues For Financial Institutions

This course reviews the unique financial reporting issues affectingfinancial institutions. These issues, such as fair value accounting,are at the leading edge of changes in financial reporting. By study-ing them, students will better understand how financial reportingin general is being transformed. Prerequisite: ACTG 6120 3.00 or permission of instructor.

ACTG 6350 1.50 Advanced Cost and Management Accounting

This course develops problem-solving skills for internal accountingapplications. Topics covered include product mix decisions, managing scarce resources, product costing and pricing, budgeting,and international transfer pricing.Prerequisite: ACTG 5210 1.50

ACTG 6400 3.00 Strategic Management Accounting and Analysis

This course surveys recent innovations in management accountingwith an emphasis on developing and using management accountinginformation for strategic decision making. This case based coursefocuses on developing critical competencies necessary to designand use strategic management accounting systems.Prerequisite: ACTG 6350 1.50

ACTG 6450 3.00 Management Accounting and Control Systems

This course concentrates on accounting and related controls as partof the management process. The objective of the course is todevelop a thorough understanding of planning and control systemsin organizations. The behavioural implications of accounting areemphasized. Students may be expected to complete a researchpaper or project.

ACTG 6600 3.00 Auditing Standards and Applications

This course focuses on the standards and applications underlyingthe latest functions and responsibilities of external and internalauditors. The theory of audit evidence and certain basic techniquesare used to provide an understanding of auditing methodology.The auditor’s responsibility beyond the financial audit and currentdevelopments in auditing are also examined. Students may beexpected to complete a research paper or project.Prerequisite: ACTG 5100 3.00

ACTG 6700 3.00 Managerial Aspects of Taxation

This course will review general income and commodity tax planningfor individuals and corporations and discuss the major taxation issuesfacing managers. The presentation of the material will be less techni-cal than ACTG 6710 3.00 and therefore will be suitable for MBA students who want to know the basic taxation without the detail.Course credit exclusion: ACTG 6710 3.00 (either ACTG 6700 3.00or ACTG 6710 3.00 may be taken for credit, but not both)Prerequisite: All 5100-series Foundations of Management CoreCourses and FINE 5200 3.00

ACTG 6710 3.00 Introduction to Income Taxation

The basic concepts and techniques of income taxation and applica-tions to personal and corporate contexts are examined. Course credit exclusion: ACTG 6700 3.00 (either ACTG 6710 3.00or ACTG 6700 3.00, but not both, may be taken for credit)Prerequisite: ACTG 5100 3.00



ACTG 6720 3.00 Advanced Income Taxation

A continuation of ACTG 6710 3.00, this course concentrates ingreater detail on the taxation of business income.Prerequisite: ACTG 6710 3.00

ACTG 6800 3.00 Accounting and Control of Nonprofit Organizations

This course critically examines financial and management accountingand control systems of nonprofit and governmental organizations.A term project may be required.Prerequisite: ACTG 5100 3.00

ACTG 6951 3.00 Accountability and Sustainability Reporting

How do organizations effectively measure and communicate theirperformance against the triple bottom line of environmental,social and economic sustainability in a way that demonstratesaccountability to stakeholders? This course provides studentswith the opportunity to explore the nature of corporate responsi-bility and accountability, and develops understanding of newmodels of sustainability measurement and reporting, social audit-ing, and assurance.

ARTM – ARTS AND MEDIA ADMINISTRATIONRoom N319 Schulich, 416-736-5217, fax 416-736-5762, [email protected]

ARTM 6300 3.00 Cultural PolicyThis course examines Canadian cultural policy, including its histor-ical development and the formulation and execution of municipal,provincial and federal policies. The course will have a research ori-entation. It will focus on policy development in Canada with a par-ticular focus on current issues and strategies for the future. Whereappropriate, comparative analysis will examine other policy modelswith special reference to Europe, Britain and the United States. Prerequisite: ARTM 6301 3.00 or with permission of the instructor

ARTM 6301 3.00 Issues in Arts and Cultural ManagementThis course will explore the dynamics of different perspectives onthe human and economic resources involved in the production, distribution and support of the arts and cultural products inCanada. The central question of this course concerns the manage-ment issues that arise from these dynamics. This is the prerequisitecourse for the MBA Program in Arts and Media Administration. Itis intended to serve those students who have a real interest in man-aging in the arts and cultural sector. However, for those studentswho wish to discover the sector and to test their interest, this is alsoa useful course.

ARTM 6330 3.00 Communications PolicyThe communications media in Canada functions within an exten-sive framework of public policy intended to achieve public interestobjectives. This course examines the structure and operation of theCanadian cultural industries within the public policy frameworkand within the international environment of the expandingcommunications sector. The course focuses on the broadcasting,publishing, film and sound recording industries.Prerequisite: ARTM 6301 3.00 or permission of the instructor

ARTM 6340 3.00 Managing in the New Broadcast WorldThis course identifies and examines central issues in the manage-ment of public and private television enterprises in Canada.Students will analyse the current environment and the scenarios forthe future of Canadian broadcasting, and they will investigate howbroadcasters and producers are managing content and revenue onboth traditional and new platforms and in new partnerships.Prerequisite: ARTM 6301 3.00 and/or broadcast experience,plus permission of the instructor. It is recommended that stu-dents also take ARTM 6330 3.00 (Communications Policy).

ARTM 6350 3.00 The Business of Creativity in the Cultural Sector

Negotiation and management of creative rights, processes and peopleare core to the strategic competence of arts and media organizationsand their relationship with audiences. Technological developmentsare changing the way that these organizations approach theirbusiness. This course examines this complex evolving businessthrough such topics as: perspectives on creativity; power, conflictand politics relating to managing unions; free-lance talent andcelebrities; decision-making for market risk; financing models;and the impact of the competitive and regulatory environmenton management in the cultural sector. This course will be particularly valuable for those interested in the cultural indus-tries including film, music, publishing, broadcasting and theperforming arts.

BSUS – BUSINESS AND SUSTAINABILITYRoom N211 Schulich, 416-736-5268, fax 416-736-5195, [email protected]

BSUS 6300 3.00 Management Practices for Sustainable Business

This course provides a detailed review and analysis of the environ-mental and stakeholder management tools and techniques used bymanagers. The course considers how these techniques fit togetherto form management systems and examines their underlyingassumptions, approach and role in managerial decision-making.Techniques include environmental management systems andaudits; product life-cycle analysis and design for the environment;social and environmental reporting; sustainability and organiza-tional change and stakeholder approaches to management.Prerequisite: All 5100-series Required Foundations of ManagementCore Courses or with permission of instructor


All organizations impact the natural and social environment.However, it is only recently that sustainability has become a strategicissue for business and its managers. For increasing numbers of com-panies, sustainability is now an integrated part of organizational strategy formulation and implementation. Through a series of ‘livecases’, this course is designed to introduce students to the criticalstrategic and managerial issues in developing, implementing andadapting strategy to create environmental, social and economic value.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses or with permission of instructor

BSUS 6600 3.00 Sustainability and Carbon Finance

This course introduces the problem of climate change and analyzesthe new carbon markets and financial instruments being developedto provide incentives for companies to reduce their greenhouse gasemissions. In particular, the course emphasizes the drivers behindcarbon finance, the current state of carbon finance, and the likelydirection carbon finance is to take in the future.Prerequisites: FINE 5200 3.00 and ECON 5100 3.00



ECON – ECONOMICSRoom N205B Schulich, 416-736-5068, fax 416-736-5762, [email protected]

ECON 6110 3.00 Industrial Economics

This course explores the relationship between the structure andbusiness environment of Canadian industries. Major emphasis isplaced on identifying the structural determinants of firm behaviourusing both game theoretic techniques and industry analysis, and onevaluating government policies affecting the business environment.Prerequisite: ECON 5100 3.00

ECON 6120 3.00 The Economics of Regulation and Deregulation

In Canada and around the world, governments are revisiting theirtraditional regulatory practices towards business. This course sur-veys the basic economic principles providing the rationale and the‘blueprint’ for government regulatory intervention, and discussesinstances of such intervention in the light of recent experience bothin Canada and elsewhere. The course objective is to provide futurebusiness professionals and managers with up-to-date theoreticaland practical knowledge in an area of government activity with far-reaching consequences for both business performance and consumer welfare. The discussion ranges over a wide variety ofissues regarding direct and indirect regulation, regulatory failuresand deregulation. These may include mergers, strategic alliances,privatization of public enterprises, product safety and consumerprotection, occupational health and safety etc. Other regulatoryissues regarding financial markets and institutions, insurance, theenvironment, health care, labour markets, transportation, trade,agriculture etc. may also be discussed.Prerequisite: ECON 5100 3.00

ECON 6170 3.00 Environmental Economics for Business

This course focuses on the relationship between the economy andthe environment. The economy consists of many agents includingcitizens, producers (or businesses), governments and non-govern-mental agencies (NGOs). The setting in which these agents interactand from which they derive their resources is the natural environ-ment. Environmental economics is the study of the allocation ofthis scarce resource. What have businesses done to safeguard thisscarce resource? What pressures do businesses respond to insofar asenvironmental issues are concerned? What role should govern-ments have in seeking to achieve a given level of environmentalquality? What criteria should be used to evaluate environmentalpolicies? The course examines the theory, application and experi-ence (both positive and negative) of practices such as the use ofproperty rights, cost benefit analysis, the role of risk analysis andrisk management in environmental protection, command and con-trol strategies, incentive based strategies and the role of transna-tional organizations in dealing with global environmental issues. Prerequisite: ECON 5100 3.00Course credit exclusion: ENVS 6115 3.00 and ENVS 5164 3.00(either ECON 6170 3.00 or ENVS 6115 3.00 may be taken for credittowards the Business & Sustainability Diploma)

ECON 6180 3.00 Money, Credit and Macroeconomic Policy

This course examines the role of monetary institutions in nationaland global economies, and the impact of monetary policy on eco-nomic performance and overall business conditions. Topics dis-cussed include: the determination of interest rates, inflation ratesand exchange rates; financial innovation; the links between mone-tary policy and fiscal policy; global trends; and implications forbusiness decision-making.Prerequisite: ECON 5100 3.00

ECON 6210 3.00 Economic Forecasting and Analysis

An increasing number of organizations make explicit forecasts ofthe economic environment within which they will be operating asa basis for forward-looking plans. This course studies the mainforecasting methods in relation to the length of the forecasting timehorizon. Several systematic appraisals of past forecasts are reviewed.Prerequisites: ECON 5100 3.00 and OMIS 5120 1.50

ECON 6220 3.00 Macroeconomics and the Supply Side

Increasingly, governments are using fiscal, monetary and industrialpolicies to achieve major national goals. This course emphasizeseconomic theory and quantitative evidence to investigate the effectsof such government policies on Canada’s international competitive-ness. Attention is given to corporate strategies that respond to government initiatives and changes in the global marketplace.Prerequisite: ECON 5100 3.00

ECON 6450 3.00 Innovation and Technology Diffusion

This course examines key economic and managerial issues relatedto the international movement of technology and the competitionfor technical and managerial know-how. It focuses on the impact ofdomestic and foreign research and development on the economicperformance of firms and nations. Sources of innovation, rates anddirections of technology diffusion and factors affecting the com-mercialization and profitability of innovations are discussed. Thecourse examines the economics of alternative technology transferarrangements, with particular emphasis on the role of intellectualproperty rights, multinational corporations and government science and technology policy.Prerequisite: ECON 5100 3.00

ECON 6510 3.00 Applied International Economics

This course examines international economics from the viewpoint ofthe firm and the nation. International trade in goods and services,inward and outward foreign investment, trade barriers, the WorldTrade Organization, economic integration, the balance of payments,the foreign exchange market, the impact of exchange rate changesand the international monetary system including the InternationalMonetary Fund and the World Bank are among the topics discussed.Prerequisite: ECON 5100 3.00

NOTE: Not open to IMBA students

ECON 6960 3.00 Business and Economic Environments of East and Southeast Asia

The objective of this course is to provide students with fundamentalknowledge about the economies of East and Southeast Asia, and anappreciation of doing business in the region. The course examines factors contributing to regional economic success, and provides acomparative study of economic growth and public policy in East andSoutheast Asia. Students will become familiar with the roots of eco-nomic success and their implications for Canada and the emergingSoutheast Asian economies. International trade and investment issuesare discussed, and the economics of regional trading alliances/associ-ations such as ASEAN and AFTA are examined. The course focuses onthe role of multinational corporations, and the development of domesticMNEs. Aspects relating to politics, customs, traditions, and ways ofdoing business within the region are also covered. This course aims toprovide students with the knowledge necessary to analyze economicopportunities/risks and to conduct business within the region.Prerequisite: ECON 5100 3.00



ENTR – ENTREPRENEURIAL STUDIESRoom N305A Schulich, 416-736-2100, ext. 77960, fax 416-736-5762, e-mail [email protected]

ENTR 6605 3.00 Entrepreneurship and New Firm Creation

This course explores various dimensions of the creation of new ven-tures, including family enterprises. It is concerned with content andprocess questions as well as with formulation and implementationissues that relate to conceptualizing, developing and managing suc-cessful new ventures. The course examines the nature of entrepre-neurs and what they do. It identifies the nature of opportunities andconsiders how new venture ideas can successfully be screened. Thecourse provides the opportunity to develop a cohesive and effectivebusiness plan for a start-up venture.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

ENTR 6625 3.00 Managing Venture Growth and Transition

The focus in this course is on firms that are seeking to managegrowth and successfully navigate issues of transition. Examples ofthe concepts discussed in the course include: business life cycles;IPOs and harvesting options; valuation of firms with track records;and corporate governance, including issues related to family busi-nesses. The course will examine such growth options as partneringand internationalization, and will pay particular attention to chal-lenges of financing growth and marketing for growth. In thiscourse, students will prepare a business plan for a venture that is ina transitional phase and that is seeking to grow.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

ENTR 6635 3.00 International Entrepreneurship

The main objective of this course is to provide the student with anunderstanding of the problems and challenges facing an entrepre-neur in the process and operating a business that will span interna-tional borders.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

ENTR 6645 3.00 Corporate Entrepreneurship

The course focuses on entrepreneurial activities in large, establishedcorporations. To survive and to enable continued growth in today’sfast changing environment, large corporations need to continuallyrenew themselves through new products and new businesses. Thecourse will introduce students to the best practices and theory onfostering innovation through the process of identifying new ideasand converting them to commercial products and new businesses.We will discuss strategies, organizational structures and implemen-tation challenges of new ventures within an established corporationas well as options to leverage external partners outside of theboundaries of the corporation within the process of developing newbusinesses. The course will be taught primarily through case-studies,supplemented with lectures, guest presentations by corporateentrepreneurs, and group projects.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

ENTR 6910 3.00 Venture Capital and Private Equity

This course is primarily geared to students interested in working in venture capital or other private equity organizations at some point in thetheir careers. It is also valuable for those who intend to work alongsideventure capitalists as managers of firms being financed by such investorsand for students interested in applying aspects of private equityinvesting to established organizations. The course is divided into 4modules focusing on the venture capital cycle including fundraising,investing, and exiting. In the final module the course explores new fron-tiers in venture capital including corporate venturing. Throughout thecourse we touch on career issues with respect to private equity.Prerequisites: All 5000-series Required Foundations ofManagement courses

ENTR 6991 3.00 Consulting to Family Enterprise

This course focuses on consulting to family/closely held businessesto support successful strategy in key areas including product/operations, marketing, finance, organizational structure and tran-sition. The course recognizes the special challenges of familyowned enterprises that entail overlapping family, business andownership structures. It addresses the interests of all stakeholdersincluding owners, successors, non-family managers, employeesand external investors.

ETHC – BUSINESS ETHICSRoom N211 Schulich, 416-736-5268, fax 416-736-5195, [email protected]

ETHC 5510 1.50 Ethics and Social Responsibility inManagement

This course has two objectives: the development of issue and valueidentification, clarification and characterization skills needed forgood management; and the examination of the role ethics, socialresponsibility and related values play in business, government, andthe not-for-profit sector (locally, nationally and internationally).Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

ETHC 6950 1.50 Ethics and Finance

This course will examine the role of ethics in finance and financialservices. It will begin with an overview of the need for ethics infinance. Tools for identifying ethical issues will be introduced andevaluated. The course will then turn to an examination of ethicalissues in financial services, investment decisions and ethics infinancial markets. The course will conclude with a discussion of thedominant theories of the firm and their ethical implications.

FINE – FINANCERoom N204A Schulich, 416-736-5073, fax 416-736-5687, [email protected]

FINE 6050 3.00 Personal Financial Management

Students learn the concepts and techniques of personal financialmanagement in a thorough and rigorous finance framework. Topicsinclude goal setting, budgeting, financial intermediation, incometax, risk management, insurance, debt management, home valua-tion, investments, retirement planning, estate planning and strategicuse of personal financial planning in financial institutions.Prerequisite: FINE 5200 3.00



FINE 6100 3.00 Financial Management

This course focuses on key issues in corporate financial manage-ment. It covers working capital management, capital budgeting,capital structure decisions, dividend policy, mergers and acquisi-tions, leasing and the impact of inflation on financial decisions.Extensive use may be made of case studies.Prerequisite: FINE 5200 3.00

FINE 6150 3.00 Advanced Corporate FinanceBuilding on the concepts, models and decision situations presented inFINE 5200 3.00 and FINE 6100 3.00, this course exposes the studentto more advanced, complex and specialized decision situations in theareas of corporate investment, financing, financial planning and finan-cial management. Applications and case analysis are important aspectsof the course. A term research paper is usually required.Prerequisite: FINE 6100 3.00

FINE 6200 3.00 Investments

This course surveys major investment problems. Factors affectingthe term structure and risk structure of yields on financial claimsare identified and analyzed. The course focuses on the developmentof principles of personal and institutional portfolio management;modern capital asset pricing theory; valuation discussions onCanadian models for common stock prices. The institutional struc-ture of the investment markets in Canada is viewed, with specialemphasis on the role of security exchanges and the impact of insti-tutional investors. Emphasis is placed on the efficiency of financialasset markets in adjusting to information entering the marketplace.Prerequisite: FINE 5200 3.00Course credit exclusion: FNEN 6210 3.00 (either FINE 62003.00 or FNEN 6210 3.00, but not both, may be taken for credit)

FINE 6250 3.00 Applied Investment Management

This course focuses on approaches to investment and speculation inthe securities and commodity markets. The emphasis is on the devel-opment, application, evaluation and understanding of decision rulesfor investment and speculation within and across a variety of markets.Prerequisite: FINE 6200 3.00 or FNEN 6210 3.00

FINE 6310 3.00 Econometrics of Financial Markets

This empirical methods course focuses on the statistical techniquesthat are most often used in the analysis of financial markets. The listof topics include: statistical properties of asset returns, tests of assetpricing models, efficient market hypothesis, event study methodolo-gy, simulation methods, panel data analysis, and volatility estimationsuch as GARCH, value-at-risk, and time-varying correlations.Prerequisite: FINE 6200 3.00Corequisite: FINE 6800 3.00

FINE 6400 3.00 International Financial Management

The most pervasive problems faced by international managers arethose resulting from currency differences and currency risks. Thiscourse applies financial and economic theory to the internationalfinancing and investment decisions of corporations, financial insti-tutions and individual investors. Reduction of risk through use offorward exchange markets and hedging will be examined. The various methods of moving liquid assets and their constraints willbe considered. Capital budgeting decisions and issues regardingcapital structure, where the assets and sources of financing are indifferent economies, are also studied. An extension of the CapitalAsset Pricing Model to an integrated world model is considered. A term paper is usually required.Prerequisite for MBA students: FINE 6100 3.00 (It is recommendedthat students take ECON 6510 3.00 before commencing this course)Prerequisite for IMBA students: All 5100-series RequiredFoundations of Management Core Courses (FINE 6100 3.00 is recommended as a prerequisite or corequisite.)

FINE 6600 3.00 Corporate Financial Analysis

This course uses principles of economics, finance and accounting toexamine problems in topics such as cash flow analysis, ratio analysis,strategic financial planning, interpretation of annual reports andprospectuses, economic modeling and business valuation. Studentsmust deal with multifaceted, ambiguous problems similar to real-world situations. The well-behaved data and simplifying assumptionsused in theory courses are discarded in favour of the realistic, complexdata in annual reports and other sources of financial information.Prerequisites: FINE 5200 3.00, ACTG 5210 1.50, OMIS 5120 1.50Corequisite: one of FINE 6100 3.00, FINE 6200 3.00, ACTG6120 3.00 or FNEN 6210 3.00Course credit exclusion: ACTG 6250 3.00 (either FINE 6600 3.00or ACTG 6250 3.00, but not both, may be taken for credit)

FINE 6800 3.00 Options, Futures and Other Derivative Securities

This course explains the way in which derivative securities such asoptions, futures contracts, forward contracts, swaps and interest,rate caps can be valued. It discusses arbitrage relationships, risk,neutral valuation, the creation of options synthetically, numericalprocedures and the evaluation of credit risk.Course credit exclusion: FNEN 6810 3.00 (either FINE 6800 3.00or FNEN 6810 3.00, but not both, may be taken for credit)Prerequisite: FINE 6200 3.00

FINE 6860 3.00 Financial Models for Pensions and Insurance

This course will develop the computational models underlying thepricing and demand for securities that are linked to both mortalityand financial uncertainty, a.k.a. mortality-contingent claims, but froma distinctly financial economic perspective. We will highlight the concepts of arbitrage-free pricing, economic equilibrium, risk management, hedging, optimality and rationality. The course willplace particular emphasis on how, why, and when financial valuationmight differ from actuarial reserving for long-dated pension annuitiesand life insurance liabilities. The course will be split evenly betweenthe perspective of the individual user on the one hand, and the institutional provider of these products on the other. The pedagogywill be hands-on using real-world data with extensive use of software.Prerequisites: FINE 6200 3.00; or FNEN 6810 3.00 and FNEN 6210 3.00 Corequisite: FINE 6800 3.00

FINE 6975 1.50 Going Private – Fundamentals of thePrivate Equity Process

This course will explore going-private considerations from the buyer’sperspective and that of the targeted public company. The course willcombine many of the basic skills acquired by students with a financeor financial services major, including valuation techniques, financialstatements analysis, industry analysis, competitive analysis, creditfundamentals, and capital markets.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses, FNSV 5500 1.50, and FINE 6100 3.00 or approval ofthe instructor



FNEN – FINANCIAL ENGINEERINGRoom N211 Schulich, 416-736-5690, fax 416-736-5687, [email protected]

SCHULICH SCHOOL

FNEN 6210 3.00 Theory of Portfolio Management

This course deals with portfolios of financial assets such as stocksand bonds. It explores the basic principles underlying rational portfolio choice and what these mean for prices determined in themarketplace. Much of the analysis developed in the course is equallyapplicable to real assets. The first part of this course is devoted tothe problems of decision-makers – how to structure their problemsso that they are left with a manageable number of alternatives. The second part of the course deals with rational choice amongthese alternatives, methods for implementing and controlling thedecision process and equilibrium conditions in the capital marketsto which the previous analysis leads. The course takes a rigorousapproach to portfolio management and builds upon the use of symbolic and numerical tools. Maple will be used from the verybeginning as a computer algebra system and then as a generator ofcodes in C++ and/or FORTRAN.

Registration with permission of the Director, Financial Engineering ProgramPrerequisites: a quantitative background Course credit exclusion: FINE 6200 3.00 (either FNEN 62103.00 or FINE 6200 3.00, but not both, may be taken for credit)

FNEN 6810 3.00 Derivative Securities

This course blends theory and practice that incorporates a newapproach to teaching derivative securities. A unified approach tooption pricing utilizing Maple’s symbolic power and its connectionto numerical valuation is presented. This is an advanced coursecombining theory and practice of pricing and hedging derivativesecurities. The course emphasizes the applications of financial engi-neering and covers option and futures pricing theory and practice.

Institutional material will be assigned mostly as reading material andthe course will concentrate on the theory and practical applicationsof currency and commodity derivatives, as well as exotic options.Registration with permission of the Director, Financial Engineering ProgramPrerequisites: a quantitative background Corequisite: FNEN 6210 3.00Course credit exclusion: FINE 6800 3.00 (either FNEN 68103.00 or FINE 6800 3.00, but not both, may be taken for credit)

FNEN 6820 3.00 Advanced Derivative Securities

This course covers a list of advanced topics in derivative securitieswith a focus on pricing and hedging. Students are assumed to havetaken an introductory course in derivatives. The objective of thiscourse is to develop modeling skills needed to value the full rangeof derivative securities: from exchange-traded options to over-the-counter products including exotic options, embedded options andcredit derivatives. The fundamental theory is the EquivalentMartingale Pricing Principle or the Risk-neutral valuation by no-arbitrage. Analytical models and various numerical methodswill be discussed in detail. It is assumed that students are familiarwith the Black-Scholes and binomial pricing models.Prerequisites: FNEN 6810 3.00 or FINE 6800 3.00

FNEN 6840 3.00 Enterprise-wide Financial Risk Management

This course provides a comprehensive introduction to the disci-pline of financial risk management. It covers the market and regu-latory trends that have motivated the need for financial institutionsand corporations to evolve from traditional desk level risk manage-ment to an enterprise-wide function spanning all sources of risk in aconsistent manner. Students will learn the fundamentals required tosupport a general risk management process in addition to gainingan understanding of industry best-practice methodologies. Thecourse will cover in depth the analytics of standard risk assessmenttechniques for market risk, credit risk and operational risk as wellas introducing the leading edge tools used to manage the overallbusiness process.Prerequisites: FINE 6200 3.00 and FINE 6800 3.00, or FNEN6210 3.00 and FNEN 6810 3.00

FNEN 6850 3.00 Fixed Income Securities

The course builds upon the use of symbolic and numerical tools.Maple is used as a computer algebra system and then as a generator of codes in C++ and/or FORTRAN. This course providesan overview of the major components of fixed income markets,including a review of the major instruments, the issuers and theinvestors. The valuation of interest-rate sensitive cash flows is theunderlying theme. Major topics covered include: theories of theterm structure, institutional aspects of the fixed income markets,and analytical techniques for managing interest rate risk. Thecourse will concentrate on modern valuation methods as well astraditional techniques for risk management in the fixed incomemarket. The effect of the assumed interest rate dynamics and theprevailing interest rate condition for the riskiness and value of various features of these contracts will also be analyzed. The powerof convexity and duration upon risk management and valuationwill be developed. Students will use the substantive approaches developed in the course to address concrete problems. The course-work will include a project dealing with Canadian data.

Registration with permission of the Director, Financial Engineering ProgramPrerequisites: FNEN 6810 3.00

FACULTY OF GRADUATE STUDIES

CSE 5910 3.00 Software Foundations

This course introduces object-oriented programming and the basicprinciples of software development to non-CS students alreadyfamiliar with programming. Web technologies for the collectionand dissemination of knowledge will be introduced and studied.

MATH 6910 3.00 Stochastic Calculus in Finance

Probability models and discrete time stochastic processes;Brownian motion; Filtrations, conditional expectations, martin-gales; Stochastic integrals, Ito’s formula; Stochastic differentialequations; Diffusions, Kolmogorov equation; Girsanov Formula;Black Scholes.

MATH 6911 3.00 Numerical Methods in Finance

Introduction to Partial Differential Equations; basic properties ofthe diffusion equation; Finite difference methods; explicit methods;implicit methods including Crank Nicholson; Free boundary prob-lems; variational inequalities; Lattice Methods.



FNSV – FINANCIAL SERVICES Room N205A Schulich, 416-736-5075, fax 416-736-5687, [email protected]

FNSV 5500 1.50 Introduction to Financial Services Management

This course provides an overview of the global financial servicesindustry with attention to the role of financial institutions in finan-cial systems and the differences between different types of financialinstitutions. The course will introduce students to key issues fac-ing financial institutions including the importance of public policy,institutional change, growth strategies, risk management and prac-tical management issues.Prerequisites: All 5100-series Required Foundations ofManagement Core Courses (FINE 5200 3.00 is recommended).This course should be taken in the first year of study to provide anopportunity to enrol in the Financial Services elective classes.

FNSV 6700 3.00 Management of Risk in CanadianFinancial Institutions

Risk is the fundamental element that influences the behaviour offinancial institutions. FNSV 6700 provides a comprehensive intro-duction to risk management. Presented within the framework offinancial institutions, the course covers the design and operation ofa risk-management system, modeling and the interplay betweeninternal oversight and external regulation. The theory of risk man-agement (market, credit and operational risk) comes alive throughpractical case evaluation and presentations from senior executivesin the risk management field. The course provides the essential ana-lytical foundations of risk management in a way appropriate forthose who do not have a mathematical background.Prerequisites: FNSV 5500 1.50

FNSV 6950 3.00 Strategic and Operational Issues in the Financial Services Industry

This course focuses on challenges facing the financial servicessector and responses to these challenges, at the strategic andoperations levels. The first half of the course concentrates on ananalysis of how technology, globalization, demographics andchanging consumer preferences are impacting upon the way inwhich financial services are being provided, and the implicationsfor existing institutions and for regulators. The second halfexamines how Canadian financial institutions are adjusting tothese forces of change. Students will be asked to work on prob-lems facing particular financial institutions today.Prerequisite: FNSV 5500 1.50

FNSV 6960 1.50 Activity Based Costing and the Financial Services Industry

This six-week course will introduce students to the role that activitybased costing plays in the financial services sector. Students willlearn the language, key concepts, and fundamentals of managementaccounting in a dynamic and interactive classroom environment.They will also understand the fundamental importance of effectivecost management in running a successful financial services business.

FNSV 6970 3.00 Competitive and Organizational Strategies for Financial Services Firms

This course will introduce students to strategy formulation andimplementation in the financial services sector. Students will learnthe competitive dynamics that affect positioning in the industry aswell as how to create organizations that enhance the abilities ofindividuals to carry out these strategies. Key to this is the roleplayed by delegation of decision rights, compensation systems andperformance measurements systems.Prerequisites: SGMT 6000 3.00 or equivalent and FNSV 5500 1.50(can be waived with permission of the instructor)

FNSV 6975 3.00 The Co-evolution of Financial Markets and Institutions

This course examines differences between market- and bank-basedfinancial systems around the world, their origins and evolution asaffected by domestic and global capital markets, and their periodiccrises and resolutions. Strategists and policy-makers developingeither domestic or global strategies must understand how theiropportunities and risks are affected by their unique historical devel-opment and domestic and global markets.Prerequisite: All 5100-series Required Foundations of ManagementCore Courses or permission of instructor

FNSV 6985 1.50 The Canadian Life Insurance Industry and International Competition

The life insurance business in Canada is one of this country’s leastknown success stories. This course will focus on the key drivers ofsuccess of life insurers, the various strategic and operational optionsopen to insurers, the risks faced by insurers and how they mitigatethem and the international aspects of their businesses.Prerequisite: All 5000-series required Foundations ofManagement Core Courses and FNSV 5500 3.00 or approval of theinstructor. This course cannot be taken for credit by any studentswho have previously taken: FNSV 6980 3.00

FNSV 6990 1.50 Enterprise Risk Management and Strategy

Strategy and risk management are two sides of value creation forcompanies. Strategic choice must identify how these choices affect abroad array of stakeholders. A firm must be organized to recognize,measure, monitor, and disclose risks if it is to implement its strategy.This course will focus upon the strategic importance of risk management rather than more technical aspects.Prerequisite: All 5000-series Required Foundations of ManagementCore CoursesPre or Corequisite: SGMT 6000 3.00



HIMP – HEALTH INDUSTRY MANAGEMENT

Room N305A Schulich, 416-736-2100 ext. 77960, fax 416-736-5687, e-mail [email protected]

HIMP 6110 3.00 Understanding the Canadian HealthIndustry: The Roles, Responsibilities andChallenges to Improve Health

Today’s major health challenges demand that industry participants(healthcare providers, institutional managers, pharmaceutical andbiotech companies, policy makers, etc.) be aware of each others’roles, values, responsibilities and perspectives. During the course,students will be mapping and modelling the health industry. Wewill use multi-faceted current health care challenges as “cases” torevise the maps and provide insights into management solutions.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses or permission of instructor

HIMP 6120 3.00 International Healthcare SystemsThis course critically evaluates international healthcare systems.This purpose will be attained through the following goals:a) Develop a framework for understanding major healthcare issues;b) Acquire a working knowledge of the Canadian, US and other

countries’ healthcare systems; c) Discern the similarities and differences across international

healthcare systems; andd) Develop a familiarity with the healthcare management literature.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses or permission of instructor

HIMP 6130 3.00 Strategic Management of HospitalsThis course examines strategic management in hospital enterprises,large and small, from the perspective of a health administrator. Thecourse applies strategic management concepts in complex managementsettings – very qualified people, complicated multi-disciplinary situations, changing technologies and methods of health delivery(telemedicine, e-health vs. in situ hospitals and clinics), complexpublic policy issues relating to scale, critical mass, and expensivetechnologies vs. small, clinical, doctor-patient relationships.Prerequisite: All 5100-series Required Foundations of ManagementCore CoursesCorequisite: SGMT 6000 3.00

HIMP 6150 3.00 Performance Indicators and Evaluation in Health Care Industry

This course is designed to develop an understanding of the conceptsessential for the design and effective use of management accountingand control systems in Health Care Organizations ranging from hospitals to pharmaceuticals and biotech companies. The HealthCare Industry requires decision-influencing management controlsystems with innovative use of financial and non-financial measuresfor a diverse set of stakeholders to evaluate health care organizationsand their managers. Through case illustrations, students will developa conceptual basis for selecting the most relevant and appropriatefinancial and management control system for the health care organi-zation in which it is to be used. An ideal management control system is one that best accomplishes the goals of the organization.Prerequisite: ACTG 5100, ACTG 5210, FINE 5200Recommended: One or both of HIMP 6110, HIMP 6120

HIMP 6160 3.00 Invention & Investment in Life Sciences

This “action learning” orientation course delves into the commercialdynamics related to the unique business development and investment decision making complexities in the global Life Sciences sector with its ethical, product development and technologyprocesses and regulatory environment. Making money in healthcareand making investment decisions to conclude win/lose businesstransactions in healthcare are the unifying objectives of this course.Our aim is to put theory and knowledge into practice through the“art” of “doing the deal”.Prerequisite: All 5000-series Required Foundations of ManagementCore CoursesCorequisite: SGMT 6000 3.00

HIMP 6170 3.00 Commercialization in Pharma & BiotechThis course focuses on the rapidly growing biotechnology-genomics-biopharmaceuticals sector. This sector has received highattention due to modern technological marvels such as the HumanGenome Project and technologies associated with the same. Thesetechnologies in turn promise to revolutionize modern medicine.Prerequisite: Completion of all 5000-series Required Foundations ofManagement Core CoursesCorequisite: SGMT 6000 3.00

IBUS – INTERNATIONAL BUSINESS

Room N203B Schulich, 416-736-5942, e-mail [email protected]

NOTE: Descriptions for other International Business Concentrationelectives are listed under the appropriate functional area

IBUS 6410 3.00 Introduction to International Business

This course examines issues and problems which arise when businessoperations or institutions transcend national boundaries andbecome international and multinational in scope and character.Adaptations of the basic managerial functions in different countriesare emphasized. This framework is applied to current trade patternsand manufacturing costs in Canada, including government policyoptions and the implications for corporate strategies.Prerequisites: All 5100-series Required Foundations of ManagementCore CoursesNOTE: Not open to IMBA students.

IBUS 6430 3.00 International Business Strategy

This course examines the development of the international enterprise (large and small) in the global economy, focusing on theevolving strategies and structures and the similarities and differencesbetween American, European, Japanese and Canadian enterprises.The course identifies domestic and international environmentalconstraints and their influence on the operating performance of theenterprises in different countries, both developed and developing.The adaptation of basic managerial functions to these different environmental constraints is considered.Prerequisite: SGMT 6000 3.00NOTE: Not open to IMBA students.



IBUS 6440 3.00 International Business and National Governments

The global landscape is rapidly changing, as are the rules bywhich the international business game is being played by firmsand governments. The purpose of this course is to criticallyexamine the strategic choices made by firms and governments ina variety of industry contexts that cut across all spectrums ofglobal competition: high technology and low technology; manu-facturing and raw materials; North-North trade and North-Southtrade; and industries in which governments are heavily involved,and those in which governments’ role is peripheral. The concep-tual framework employed includes key factors such as countryadvantages, industry structure, organizational and strategicattributes of firms, government policies and historical (corporateand governmental) inertia. Patterns of global competition andoutcomes are tested through the application of four models:comparative advantage; oligopolistic competition; regulatedcompetition; and political competition.Prerequisites: SGMT 6000 3.00 or SGMT 5600 1.50 (forMBA/IMBA students) and either ECON 6510 3.00 or IBUS 64103.00 taken concurrently

IBUS 6490 3.00 International Business Negotiations

This course draws on cumulative knowledge of functional areas andinternational business, introduces current research and thought onthe negotiation process, and compels the students to apply theirknowledge in simulations of actual negotiations. Both role-playingand written work are assigned to help develop analytic, strategicand negotiating skills in an international context. The course targetstwo attributes considered essential to successful managementtoday: an ability to manage human resources, and a global perspec-tive. Two Saturday commitments are involved.Prerequisites: ECON 6510 3.00 or IBUS 6410 3.00. For IMBAstudents: INTL 5200 3.00 or SGMT 5600 1.50

INTL 533X 3.00 Regional AnalysisEach region course provides specialized knowledge of the chosenregion, as well as perspectives for analysing any region and countrywithin that region. Regions may include: Asia Pacific, Europe,Latin America, South Asia, Southeast Asia, North America (reservedfor visa students).Prerequisites: Non-IMBA students require IBUS 6410 3.00 orECON 6510 3.00. Contact [email protected]

INTL 54XX 0.00 Business Communication and CultureThese language courses are not for credit. They are offered in theFall and Winter terms at intermediate and/or advanced levels of oralproficiency. Enrolment is limited to ten students. Languagesinclude: English as a Second Language, French, German, Japanese,Mandarin and Spanish. Taught by native speakers, each courseexposes students to business practices and the use of language inbusiness contexts in the countries and regions where these lan-guages are spoken.Condition of Admission: Proof of the same level as that of thelanguage course applied to (submitted three weeks prior tocourse start) – i.e. Intermediate High or Advanced Low oral pro-ficiency in the language as tested by an IMBA language instruc-tor. Course fee of $500 per term applies to non IMBA students.Contact [email protected]

MGMT – MANAGEMENT

Room N305A Schulich, 416-736-5087, fax 416-736-5762, [email protected]

MGMT 6200 3.00 Business Administration and the Law

This course familiarizes students with basic legal concepts andprinciples relevant to business administration. Topics include: theCanadian judicial system; contract law; tort law (including negli-gence, defamation and product liability); forms of carrying onbusiness (including sole proprietorships, partnerships and corpo-rations); agency and employment law; government regulation ofbusiness (including consumer protection, privacy and competitionlaw); and intellectual property law.Prerequisites: All 5100-series Required Foundation of Managementcore coursesNOTE: Neither law students, nor students with a law degree, arepermitted to take this course.

MGMT 6300 3.00 Case Analysis and Presentation Skills

This course is designed to give students the opportunity to practiceand develop their analytical thinking and presentation skills. Thekey objective of the course is to train students to successfully par-ticipate in national and international case competitions. A sec-ondary objective is to prepare students to successfully interview formanagement consulting positions. Second year MBA students whoenjoy analyzing cases and delivering presentations are encouragedto take the course.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

MGMT 6500 3.00 Sustainable Value Creation

This course explores the disruptive for-profit pro-poor businessmodels which are emerging in developing countries. It explains thestrategic and organizational processes by which new grassroots ven-tures and spin-offs of large multinational corporations come to rec-ognize unconventional niches and then successfully create new eco-nomic and social value in ways that harness and sustain novelsources of competitive advantage.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses or with permission of instructor


This course covers the strategic, organizational and operationalaspects of managing projects. Students learn to manage the technical,behavioural, political and cultural aspects of temporary groups performing unique tasks. Topics covered include: defining deliver-ables, formulating project strategy, effective group organization andmanagement, dynamically allocating resources, managing withoutauthority, and resolving conflict. Traditional cost and time manage-ment techniques are covered using contemporary software packages.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses



MGMT 6800 3.00 Innovation through Technology and Design

Managing innovation, technology and design is key to success. Thiscross-functional course provides students with understanding andhands-on “innovation lab” experience applying the latest thinking in technology and design to innovation strategies. Suitable for allstudents, the course emphasizes the balancing of 21st century man-agement skills of creativity, rigor, and intuition in the end-to-endmanagement of customer experience.

MGMT 6810 3.00 Creativity and Innovation: Techniques forA Rapidly Changing World

Creativity and innovation are essential leadership skills in this ever-changing environment. This applied-learning course arms MBAgraduates with the right mix of creativity-enhancing tools and tech-niques to explore innovation in contemporary business contexts.These techniques include lenses of human understanding, creativity,visual thinking and holistic visioning. Bridging a necessary gap, theoutcomes are applied to practical business issues. Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

MGMT 6950 3.00 Aboriginal Economic Development Program

This advanced elective affords students the opportunity to experi-ence first hand the culture and the economic development chal-lenges facing our First Nations people. Through an experientiallearning format that includes spending time in an AboriginalReserve and working with members of the Aboriginal community,students investigate the economic viability of an economic initia-tive, develop a comprehensive business plan, and finally assist inthe implementation of a specific business project.Prerequisites: All 5000-series Required Foundations ofManagement Core CoursesPrerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50

NOTE: The Canadian Executive Services Organization (CESO)Aboriginal Services program begins in January and concludes in lateApril. Students apply and are selected during the early part of theprevious Fall term. Groups of three or four students undertake toinvestigate the viability of an economic initiative linked to one ofthe Aboriginal Reserves in Canada. They provide specific recommen-dations related to the initiative. The project usually involves producinga feasibility study or a business plan, as well as articulating an actionplan to implement the recommendations. Normally, the programloosely follows the five phases of a typical MGMT 6100 3.00 StrategyField Study. However, meetings are more frequent, and the finalreport is presented to the appropriate members of the Aboriginalcommunity under study.

All MBA, IMBA, MPA, PDAM and Joint MBA/JD full-time and part-time students with good interpersonal and communication skills areeligible. Prior experience and work with the Aboriginal community isnot necessary. However, a demonstrable appreciation of culturaldiversity is an asset. Individual members of groups are selected inorder to balance functional expertise and expenses. Students spendseven to ten days at an Aboriginal reserve, living and working withmembers of the community.

Information and application forms can be obtained from theProgram Director, N305, Schulich.

MGMT 6960 3.00 Management Consulting

This course provides students who are seeking a career in consultingwith a thorough understanding of the function of management consulting and of the analytical and diagnostic skills that arerequired of consultants. This elective consolidates and builds on theconcepts introduced in core courses, and applies them in the context of consultancy. The application of concepts and skills to avariety of types and sizes of organizations is highlighted in thecourse. This is a distinctively experiential course: actual consultingassignments form a major component of it.

NOTE: Enrolment in the course is limited to those who are acceptedas York Consulting Group members, to ensure that focus can be main-tained, sufficient consulting assignments can be identified, and opti-mal levels of feedback and supervision can be provided. Students areselected from among the pool of applicants on the basis of: workexperience; academic excellence; interpersonal skills; analytical skillsand focus on consultancy career path.

MKTG – MARKETING


MKTG 6050 3.00 Marketing Research

This course develops a managerial appreciation toward marketingresearch. The steps of the research process are delineated, startingfrom recognizing and specifying the informational needs of thedecision-maker and definition of the problem, through researchdesign, sample selection, preparation of the instrument, data collection, data reduction, analysis, presentation and follow-up.Integration of the concepts discussed is achieved through consideringthe broader requirements of a marketing information system. Themethod of instruction includes cases, discussion of readings anduse of computer analysis packages. A major term project is required.Prerequisite: MKTG 5200 3.00

MKTG 6100 3.00 Strategic Market CommunicationsThis course offers a focused approach to the formulation and imple-mentation of an integrated communications strategy to meet particularmarketing objectives. Topics of interest include advertising, sales,promotion, public relations, and social media communications, andtheir integration both online and offline. The approach is cuttingedge, multidisciplinary, integrative, practical and applied. Teachingapproaches include case analysis, discussion, and guest participants. Prerequisite: MKTG 5200 3.00

MKTG 6150 3.00 Consumer BehaviourThis course assists students in developing a thorough understanding ofthe behaviour of both organizational buyers and end consumers. Thepsychological, sociological, organizational and environmental factorsthat shape buyer behaviour are reviewed. Throughout the course, theimplications for both marketing strategies and tactics are addressed.Prerequisite: MKTG 5200 3.00



MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research

In this course, students learn to conduct, analyze, and evaluate quali-tative research in a marketing and management context. The course iscentered around a group project focused on product or brand con-sumption. Through various project phases, students learn project plan-ning, qualitative data collection, analysis, and interpretation, visualmethods, videography, netnography, projective methods, and reportpreparation and presentation skills. Prerequisite: MKTG 5200 3.00

MKTG 6180 1.50 Principles of Direct and Database Marketing

This course is an introduction to the practical and theoretical aspectsof direct marketing, including measurability and accountability; tradi-tional and new media applications; lists; and database marketing.Special attention is given to understanding direct marketing as anaspect of marketing in general, and to the applications of the directmarketing process to nontraditional profit and not-for-profit sectors.Prerequisite: MKTG 5200 3.00

MKTG 6226 3.00 Social Media for Marketing and Management

Social media is changing society, changing the nature of marketing,and changing the way that business is conducted and managed. Inthis course, students explore the role of social media in the life ofthe marketer and business manager. It begins with a detailed under-standing of the origins, forms, and uses of social media. It expandsinto an examination and hands-on of the methods for researchingand understanding social media. The course then overviews thevarious uses and forms of social media, ranging web-pages, forums,and blogs to social networking sites. Twitter, wikis and mobile. Thecourse features an applied student project that brings to life thepotential and pitfalls of this new marketing and management com-munications form. Prerequisite: MKTG 5200 3.00

MKTG 6250 3.00 Business MarketingThe course explores the management of inter-firm relationships in asupply chain context, encompassing both supplier-manufacturer rela-tionships, and the relationships between manufacturers and channelintermediaries. Students learn to see these relationships as strategiccombinations of market competition, power and trust. Topics coveredinclude firm buying behaviour, the design of distribution channels,strategic implications of forward and backward vertical integration,various technology applications in SCM, and franchising.Prerequisite: MKTG 5200 3.00

MKTG 6300 3.00 Service MarketingThis course examines the need for marketing in service industries,develops an understanding of the ways in which service marketingdiffers from product marketing, and improves students’ under-standing of how service characteristics affect the marketing function. Students learn to develop and implement marketing plansfor service organizations.Prerequisite: MKTG 5200 3.00

MKTG 6321 3.00 Entertainment Culture and MarketingUsing an effective combination of readings, class discussions, realworld entertainment marketing cases and guest speakers, thiscourse develops a managerial and socio-cultural perspective on themarketing of entertainment. Attention is focused on analyzing therelationship between the global marketplace and entertainmentbusiness decision-making; the determination of entertainmentproducts, services, experiences, prices, channels, and communica-tion strategies for motion pictures, music games, theme parks andonline entertainment culture.Prerequisite: MKTG 5200 3.00

MKTG 6325 3.00 Retail Marketing StrategiesThis course examines retail strategies on a number of frontsincluding: product selection, service quality, pricing, promotion, e-commerce and consumer loyalty. The course provides studentswith the knowledge required to assess and develop retail strategywithin and beyond the Canadian context.Prerequisite: MKTG 5200 3.00

MKTG 6360 3.00 Marketing MetricsThis course focuses on developing the analytical skills required tosuccessfully apply the principles of quantitative analysis to themarketing discipline. Students will learn the most common mea-surement methods currently being used in the marketing field. Prerequisites: MKTG 5200 3.00, ACTG 5100 3.00 and FINE 5200 3.00

MKTG 6400 3.00 International MarketingThis course satisfies two interrelated objectives: to improve the stu-dent’s marketing decision-making ability through the solution ofcomplex multinational marketing problems; and to increase thestudent’s sensitivity to different cultural, socioeconomic and legalenvironments encountered in the international marketplace. Thecourse uses readings, cases and a group project.Prerequisite: MKTG 5200 3.00

MKTG 6440 3.00 New ProductsThis course is designed to answer the question “What do I need toknow and do in order to develop a successful new product or service?” It will provide you with a firm understanding of the stepsyou need to follow in order to bring a new product or service successfully from an idea to a product that is ready to launch.Prerequisite: MKTG 5200 3.00

MKTG 6480 3.00 Nonprofit Marketing and Resource Development

This course examines the relationship between nonprofit organiza-tions and their external constituencies. It includes a critical exami-nation of the application of marketing theory and practice in a non-traditional setting (segmentation, target marketing, positioning, themarketing concept and the marketing mix), as well as specializedtopics such as social marketing, volunteer marketing and fundrais-ing. The course would be of interest to those specializing in non-profit management, as well as marketing majors who wish toexpand their knowledge of marketing principles and techniques.Prerequisite: MKTG 5200 3.00



MKTG 6525 3.00 Digital MarketingThis course explores ways in which digital marketing tools supportoverall marketing strategies. The course covers both fundamentalstrategic challenges as well as tactical tools. Questions include:Which aspects of the business should be delivered online? Effectson communication, pricing, and channel strategy? How do targetingand positioning decisions affect a business’s online presence?Prerequisite: MKTG 5200 3.00

MKTG 6550 3.00 Brand Management

This course focuses on the role of products in the marketing mix.In particular, topics explored will include the creation of new prod-ucts, the deletion of obsolete products and the management ofmature products in the firm’s product line. Systematic models ofnew product planning are studied to facilitate the integration ofnew offerings with the existing product line. Instruction includeslectures, case analysis and textbook discussion.Prerequisite: MKTG 5200 3.00

MKTG 6570 3.00 Strategic Professional Selling

A highly lucrative and satisfying career path for students is in pro-fessional sales. In fact, many organizations require hires to spendtime in sales before making the move into another function such asmarketing. This is because sales is the only function in a businessthat is directly responsible for revenue generation, through inter-acting with the customer. The most successful sales professionals donot really “sell” anything; rather, they are customer relationshipmanagers, matching the needs of their customers with firm offer-ings. In this course students will learn frameworks and tools thatwill help them succeed in professional sales.

MKTG 6650 3.00 Strategic Market Planning

This course familiarizes the student with the range of decisionsinvolved in planning market strategy for the future, and developsskills in using a variety of analytical frameworks for making suchdecisions. It is targeted at final-term marketing or strategic man-agement majors.Prerequisites: MKTG 5200 3.00

MKTG 6951 1.50 Strategic Marketing in Asia

This course provides an in-depth study of the strategic marketingissues in Asia, mostly focusing on the Greater China area, Japan andSouth Korea. It focuses on understanding how social, cultural,political, and economic environments affect the formulation, exe-cution and evaluation of marketing strategies in that region. Topicsinclude collaborating with strategic marketing partners, marketingin regulated environments, market entry strategies, brand andimage management, distribution partnership, and developing rela-tionship with customers.Prerequisite: MKTG 5200 3.00

MKTG 6952 1.50 Relationship Marketing Management

Relationship marketing is an emerging business strategy paradigmthat focuses on the systematic development and maintenance ofcollaborative business relationships both internal and external tothe firm. This course explores the conceptual and managerial issuesinvolved in changing a firm’s perspective from share of the marketto share of the customer. Topics include: whether or not relation-ship marketing really represents a paradigm shift; choosing a part-ner; the strategic foundations for Relationship Marketing;Relationship Marketing planning, programs and tactics and howfirms build and sustain customer relationships.Prerequisite: MKTG 5200 3.00

NMLP – NONPROFIT MANAGEMENT AND LEADERSHIP

Room N320 Schulich, 416-736-5092, fax 416-736-5762, [email protected]

NMLP 6200 3.00 Nonprofit Organizations and Their Environment

The subject of this course is management of the nonprofit organi-zation in the context of its political, social, economic, regulatory,policy, legal, cultural and historical environments. The features ofthe nonprofit organization and the nonprofit sector are examined inboth a Canadian and comparative perspective. The course includesan examination of the relationship between the nonprofit sectorand the public and business sectors.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

NMLP 6350 3.00 Social Purpose Business: AlternativeEconomic Models

This course introduces students to social enterprise, co-operative,microfinance and fair trade organizations, all business modelsthat are designed to create or support social change. What ties all ofthese forms of economic activity together is the fact that (a)they generate sustainable revenues through market-based businessmodels and (b) their ultimate purpose is to create social valueand contribute to the public good.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector

In this course, students link theory and practice related to managingcomplex environments that have multiple stakeholders, present difficulties in quantifying outcomes, and are subject to radicalchanges in financial and organizational structure. The course alsoexamines the leadership of change at both the organizational and sectoral levels.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

NMLP 6960 3.00 Financial Management and BusinessPlanning in the Nonprofit Sector

This course is directed at the student who is planning a career insenior management in a nonprofit sector organization, or the studentwho wants to learn the necessary skills to serve as a responsible andeffective board member of nonprofit organizations. The course focus-es on the relationships between the CEO, senior functional managers,the Chief Financial Officer, the external auditor and the Treasurer ofthe Board in a variety of nonprofit organizations, and enables stu-dents to gain skills in the areas of governance, accounting practices,financial operations, planning processes and program/organizationalevaluation in nonprofit organizations.Prerequisites: All 5000-series Required Foundations of ManagementCore Courses



OMIS – OPERATIONS MANAGEMENT & INFORMATION SYSTEMS(Formerly MGTS – Management Science)

Room S337N Schulich, 416-736-5074, fax 416-736-5762, [email protected]

OMIS 6000 3.00 Models and Applications in Operational Research

This course provides a survey of selected topics in operationalresearch (OR). Emphasis is placed on the practical application ofOR tools rather than on the mathematical properties. Applicationareas include: financial planning and portfolio selection, produc-tion, priority planning and marketing. Topics include linear programming and its applications; programming to achieve a set of goals or targets with applications in finance and production;capital budgeting and project selection; transportation and net-work models; and portfolio models.Prerequisites: OMIS 5120 1.50 AND OMIS 5210 1.50 or permis-sion of the instructor

OMIS 6200 3.00 Quantitative Business Research and Analysis

The course seeks to sharpen students’ analytical skills and improvetheir understanding of modern analytical methods. It employs a mix-ture of lectures and cases. The lectures examine quantitative methodswith applications in all areas of business. They include topics inmodel building and forecasting; experimental and sampling design;time series analysis; econometric modeling; and multivariate meth-ods. The cases apply these methods to contemporary real-worldproblems and issues. They are drawn mainly from the Canadian envi-ronment in such diverse areas as: insurance; assessment and valua-tion of real estate; measurement of television and radio ratings; disposal of credit applications and setting of credit limits; industrialquality control; energy requirements; and population trends.Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50

OMIS 6350 3.00 Advanced Spreadsheet Modelling & Programming for Business

This course enables the design, development, and implementationof integrated business analysis systems by combining the extendedfunctionality of spreadsheets with the Visual Basic for Applications(VBA) programming language. The course demonstrates the powerof combining the advanced analysis and modelling techniques ofspreadsheets and VBA through applications to several practicalproblems from disparate business functions.Prerequisites: OMIS 5110 1.50 and OMIS 5120 1.50

OMIS 6500 3.00 Global Operations and Information Management

Plant location, supplier selection and product and process develop-ment are no longer solely national issues. Hence, the first part of thiscourse, we give an overview of global operations, including globalsupply chain management, network design for global operations andglobal entry strategies. This deals with how the use of informationtechnology supports the management of global operations. Topicsinclude value chain management, the concept of marketspace, busi-ness-to-business e-commerce, enterprise resource planning, and theeffect of IT on R&D and collaboration, all in an international context.Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50 or permis-sion of the instructor

OMIS 6560 3.00 Supply Chain ManagementThis course is about how to make decisions that lead to the betterdesign and management of supply chains. This often involves changingthe network of relationships between suppliers and customers andother stakeholders as they design, contract, order, plan and coordi-nate goods and services together. This course covers essential quanti-tative supply chain management models, supportive information andecommerce technologies, environmentally and socially responsiblepractices and customer-supplier relationship management.Prerequisites: OMIS 5110 1.50, OMIS 5120 1.50 and OMIS 5210 1.50

OMIS 6700 3.00 Managing New TechnologyNew technology disrupts old business models but also creates newones. This course helps managers make better choices about the relative advantages of new technology for both adoption and com-mercialization of new products and services and the implementa-tion of business process improvement. This includes asking theright questions about the viability of emerging technologies, intel-lectual property, market potential and organizational and managerialcapabilities. Planning and implementing new technology is both atechnical and a social learning process for both large and smallorganizations in a range of industries.Prerequisites: OMIS 5110 1.50, OMIS 5120 1.50 and OMIS 5210 1.50

OMIS 6710 3.00 Management Information Systems

This course acquaints students with the management issues, conceptsand terminology associated with information systems technology.With its focus on management issues, the course is of interest tostudents with either a technical or a non-technical background.Issues discussed include telecommunications; networks; multime-dia; data models and their relation to organization models; systemsdevelopment processes; and systems theory. Students will learn torecognize the technical and organizational problems generated byintroducing new technology and the long-term organizationalimplications of these decisions.Prerequisite: OMIS 5110 1.50

OMIS 6720 3.00 Systems Analysis and Design

This course helps students develop the skills necessary to carry out theanalysis, design, development, implementation and documentation ofinformation systems; learn how to manage and evaluate the process bywhich information systems are developed; and become familiar witha variety of tools and techniques used in the analysis and design ofinformation systems. Major emphasis is placed on the initial stages ofthe information systems life cycle, namely analysis and design. Issuessuch as management information systems planning, requirementsanalysis, user participation and personal and organizational impacts ofinformation systems are addressed. The course also examines databasedesign, with a special emphasis on relational database theory andapplication. Special database design techniques, such as Entity-Relationship Diagrams and Normalization, are examined in depth.During the course, students are also given the opportunity to gainhands-on experience with specific system design and construction tools.Prerequisite: OMIS 5110 1.50



OMIS 6740 3.00 e-Business Technology

In this course, we examine models for e-Business, with an emphasison architectural and implementation issues of e-Business systems.The objective is to help managers understand the technology of elec-tronic e-Business including what is possible, what is not practical,what the risk factors are, and what is needed to provide quality services. To that end, we will also discuss security, reliability, and theoperational requirements for delivering high-quality service. Prerequisite: OMIS 5110 1.50

OMIS 6955 3.00 Service Operations Management

This course is about designing and implementing service processes thatrespond effectively to customer requirements. Service processes involvehigh customer interaction, information-intensive products and therequirement for real-time responsiveness to a wide variety of customerdemands. Designing, implementing and maintaining these processes ina competitive environment requires service-oriented organizations to havea new level of competence. This course concentrates on the problems andopportunities found in large companies in rapidly changing industriessuch as financial services. Best practice and generic problems in servicedelivery can be found in many industries, from manufacturing to retailing.Identifying effective strategies as well as specific techniques for processplanning and control and project implementation are important in thedevelopment of managerial competence in service operations.Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50

ORGS – ORGANIZATION STUDIES


ORGS 6020 3.00 Designing Effective Organizations

In a world of globalization and volatility, a source of sustainablecompetitive advantage is an organization’s design and humanresources. Organizational leaders must do more than move boxeson organization charts. This course provides students with a sys-tematic understanding of organization design principles, includingthe skills to examine the impact of organizational culture and polit-ical system complexity, innovation and technology.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6200 3.00 Managing Human Resources

Employees are the most complex and critical of the resources orga-nizations use. This course examines the relationship between theoverall management of the organization and human resources management (HRM), and the shared and complementary responsi-bilities of personnel specialists and other managers in effectiveHRM. Policies and practices affecting both HRM logistics (recruiting,selection, training) and motivation (performance appraisal, rewardsystems) are included.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6250 3.00 Labour Relations

This course examines union-management relations and collectivebargaining. Topics include: union development, growth and struc-ture; management as a bargaining organization; the legal frameworkfor collective bargaining; the bargaining process; conflict and conflict resolution; substantive issues in collective bargaining; con-tract administration and the grievance procedure; and public sector,white-collar and professional unionism and collective bargaining.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6320 3.00 Cross-Cultural Management

This course is designed to address the dilemmas and opportunitiesthat managers face in multicultural and international work environments. The purpose of the course is to improve students’effectiveness in identifying, understanding, and managing cross-cultural situations through increased cultural awareness, improvedcross-cultural communication and transition skills, and enhancedknowledge of specific cultures and related business practices.Prerequisite: ORGS 5100 3.00NOTE: Not open to IMBA students.

ORGS 6350 3.00 Managing Change

As the environment of many business and nonprofit organizationsbecomes increasingly complex and unstable, it is imperative thattop managers be able to create a climate of flexibility and adapt-ability in their operations. Organizations must be able to undertakemajor change without destructive side effects to be truly successful.This course surveys the major methods available to the modernmanager for effectively managing the process of change and creating ageneral climate in which needed changes are sought and welcomedthroughout the organization. The course emphasizes case studies andthe discussion of alternative change-management models.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6400 3.00 Power and Politics in Organizations

This course examines, both conceptually and in a highly experien-tial ways, the basic dynamics underlying power, conflict and poli-tics in organizations and the implications of the dance betweenpower and powerlessness. Students explore the conditions underwhich conflict and power dynamics occur and start to identify theirpersonal, managerial and organizational sources of influence andcorresponding responsibilities.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6500 3.00 Interpersonal Managerial Skills

Research demonstrates that people and their ability to work effec-tively together are critical success factors for organizations. Thiscourse focuses on specific personal and interpersonal skills for orga-nizational (and professional) effectiveness. With an emphasis onexperiential exercises, the course helps students develop skills suchas communication; time, conflict and stress management; perfor-mance management; gaining influence; and self-awareness (includ-ing emotional intelligence).Prerequisites: ORGS 5100 3.00 AND MGMT 5150 3.00

ORGS 6550 3.00 Strategic Career Management

Strategic Career Management is an elective course providing theknowledge and skills to effectively and strategically manage one’sown and others’ careers. The course includes: 1) a self-assessmentcomponent, which provides students with extensive informationabout their key attributes and preferences; 2) a career developmentcomponent where this knowledge, together with techniques forassessing opportunities, is translated into a strategic personal careerdevelopment plan.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students



ORGS 6560 3.00 Negotiations

This course will provide students with insight into their own nego-tiation style and how to become a more effective negotiator. Thecourse takes an experiential approach to exploring the concepts,theories, and psychology of negotiations. Students will gain knowl-edge of the different approaches to negotiations and the strategiesand tactics unique to each. The course will provide students withopportunity to learn, practice and refine negotiation skills as well asequip them with the skills necessary to negotiate constructive reso-lution to conflict in the workplace.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6620 3.00 Leading the Diverse Organization

This course examines diversity (sexual orientation, gender, race,ethnicity, etc.) at the individual, group, managerial and organiza-tional levels. In order to value, celebrate and manage diversity students engage with each other and the theory in order to revealand challenge dominant ways of constructing similarities and differences. The course moves from awareness building to criticalanalysis and finally to action.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6650 3.00 The Art and Science of Leadership

This course provides future leaders a multifaceted approach toLeadership. Knowledge and skills are developed via: 1) exposureto current theories/research; 2) knowledge of one’s current level ofleadership ability via assessment tools; 3) opportunities to practiceapplying this new knowledge via course activities and projects.Students develop an in-depth plan for their own future develop-ment and success as leaders.Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students

ORGS 6720 3.00 Managing Team Dynamics

Organizations have moved to flatter, team-based structures.Unfortunately, team dynamics (and ultimately team performance)is often left to chance. This course draws on solid empiricalresearch to help future team managers increase the probability ofteam success. Participants will draw from their own experiences indiscussing team management skills, and will apply them in expe-riential exercises (no group hugs).Prerequisite: MGMT 5150 3.00 AND ORGS 5100 3.00

PROP – REAL ESTATE ANDINFRASTRUCTURERoom W362P Schulich, 416-736-5967, fax 416-650-8071, [email protected]

PROP 6100 3.00 Real Estate Finance and InvestmentThis course provides the requisite quantitative skills for analyzing realestate investments and fosters the development of a critical perspectivein financial decision-making. It covers valuation techniques, cash flowmodeling, development feasibility analysis, tax considerations, debt andequity financing, risk assessment and also examines strategic and tacti-cal investment considerations. The course uses a prescribed text, casestudies, problem sets and group assignments and has a quantitativefocus. Use of financial calculators and personal computers is required.Prerequisites: All 5000-series Required Foundations of ManagementCore CoursesCorequisites: PROP 6200 3.00 or permission of the instructor

PROP 6200 3.00 Development PrototypesThis course deals with development, developers and the products thatthey create. The course provides an understanding of the business ofreal estate development, insights into the economic, functional, techni-cal and aesthetic factors that shape dominant building forms, and anunderstanding of the link between demand and product development.Course content spans an understanding of the spatial economy ofcities-where economic activity occurs and why-to the interactionbetween demand and supply in the marketplace, a detailed examina-tion of the products that are shaped by the market forces, and anoverview of new prototypes that are emerging to meet emergingdemands. The course is delivered through a combination of lectures,case studies, and guest speakers from industry.Prerequisites: All 5000-series Required Foundations of ManagementCore CoursesCorequisites: PROP 6100 3.00 or permission of the instructor

PROP 6300 3.00 Principles of Public Private Infrastructure Delivery

Infrastructure has been elevated to an international business ofincreasing scope and scale. This course examines the many “movingparts” of this business and explores the various models that are beingemployed to address a variety of infrastructure needs from hospitalsand schools to airports, highways, and energy plants.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses

PROP 6600 3.00 Real Estate Portfolio Management

This course deals with the spectrum of investment styles, structuresand strategies employed in the creation and management of insti-tutional real estate investment portfolios in both the private andpublic markets. It includes a review of portfolio theory in a realestate context; examination of the concepts of risk, return, anddiversification and how they influence portfolio planning decisions;consideration of the advantages and disadvantages of variousinvestment vehicles; and the consequences of international diversi-fication on portfolio performance.

Prerequisites: PROP 6100 3.00

PUBL – PUBLIC MANAGEMENT

Room N208 Schulich, 416-736-5632, fax 416-736-5643, [email protected]

SCHULICH SCHOOL


This course describes the public policy development process and thepublic sector management environment within which policy is imple-mented. In view of Canada’s highly decentralized federal system ofgovernment, particular attention is given to the theory and practice ofintergovernmental relations. This course provides the frameworkwithin which public policy is assessed and evaluated, and is the firstcourse in the sequence of Required MPA Core Courses.Prerequisites: All 5100-series Required Foundations of ManagementCore Courses



PUBL 6140 3.00 Business and Government

Management of the interface between business and government isexamined through analysis of the decision-making processes of busi-ness, and government and business together. Issue identification andresolution are stressed. Types of government measures that impact onbusiness are analyzed. Current developments are stressed.

PUBL 6150 3.00 Comparative Public Policy

Public Policy is a crucial factor in the business environment. Thiscourse examines public policy-making and its effects on business froma comparative and international perspective. It introduces major pub-lic policy concepts and applies them to key public policies that are ofstrategic interest to business. The course gives special attention to theincreasingly important international and transnational dimension ofpolicy-making in a global context. Prerequisite: All 5100-series Required Foundations of ManagementCore Courses

PUBL 6200 3.00 Canadian Public Law

The purpose of this course is to analyze the impact of judicial reviewon public policy and public administration in Canada. After a reviewof the current scholarly literature in Canadian constitutional andadministrative law (including current human rights issues), the courseanalyzes the role of judicial decisions in shaping the public policyenvironment and the norms of public administration. Prerequisite: PUBL 5500 3.00


This course provides students with the fundamental methodologicaltools necessary to evaluate the effectiveness of government programs,and includes a review of the extensive literature in this area. Studentswill learn techniques for evaluating assessments, and will learn todevelop research designs for formative evaluations, summative evalu-ations and needs studies.Prerequisite: PUBL 5500 3.00

FACULTY OF LIBERAL ARTS & PROFESSIONAL STUDIES/ FACULTY OF GRADUATE STUDIES

POLS 5110 3.00 Judicial Administration in Canada

An overview of judicial administration in Canada, beginning with astudy of judicial independence, the constitutional parameters of judi-cial administration, and court administrative structures, and then pro-ceeding to a review of recent issues relevant to judicial review and thedebate over the propriety of judicial policy making.Prerequisite: PUBL 5500 3.00

POLS 5175 6.00 Canadian Constitutionalism in Comparative Perspective

This course examines the evolution of the Canadian constitution incomparative context. Particular emphasis will be placed on theinstitutions and processes of federalism and the interpretation andapplication of rights under the Charter.

PUBL 5601 3.00 Systems of Justice

An overview of procedures in the Canadian justice system, withcomparisons to other common law justice systems and some civillaw systems. The course begins with a study of civil and criminalprocedure, and then proceeds to a review of recent issues relevantto justice system procedures.Prerequisite: PUBL 5500 3.00Cross listed: POLS 5601 3.00

PUBL 5605 3.00 Ethical Politics

This course examines the philosophical and practical implications ofexpectations for ethical behaviour among public officials. Several cur-rent approaches to political ethics will be considered in relation to foursub-fields of political ethics: democratic accountability, dishonesty,impartiality (including conflict of interest), and the ethics of publicpolicy. The course will explore both the external dimension of ethicalbehaviour in politics (relations between public servants and the pub-lic), and the internal dimension (relations among public servants).Throughout the course, the relevance of insights from ethical theoryfor the day-to-day problems faced by public servants, legislators andcabinet ministers will be emphasized.Prerequisite: PUBL 5500 3.00Cross listed: POLS 5605 3.00

PUBL 5650 3.00 Provincial and Municipal Government in Ontario

This course examines the theory and practice of the Ontario provin-cial system of government, including an overview of the federal-provincial and provincial-municipal arrangements and an examina-tion of the organization of the executive branch and selected ministriesand agencies within the Ontario government.Prerequisite: PUBL 5500 3.00Cross listed: POLS 5650 3.00

PUBL 6155 3.00 Democratic Administration

An examination of the problems involved in building systematic empiri-cal theory in political science, with emphasis on the philosophy of socialscience, the development of analytic frameworks in political science, andthe construction and empirical validation of theories in political research.Prerequisite: PUBL 5500 3.00Cross listed: POLS 6155 3.00

SGMT – STRATEGIC MANAGEMENTRoom N305A Schulich, 416-736-5087, fax 416-650-8071, [email protected]

SGMT 6050 3.00 Mergers and AcquisitionsWe examine motives, techniques and management issues associat-ed with mergers and acquisitions. Through lectures and readings,we explore the people, the concepts and the challenges involved inmergers and acquisitions. Assignments and discussions around realsituations expose students to the complexities and the managerialchallenges that are unique to acquiring and integrating organizations.Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50



SGMT 6060 3.00 The Art of the DealThis course provides senior Osgoode J.D. and Schulich MBA students with a unique integrative experience and the opportunityto analytically examine the planning and execution of majorbusiness transactions. The students learn through their immer-sion in a unique experience of working closely with law studentsand with executives and professionals who participated in a specificbusiness transaction. Prerequisite: SGMT 6050 3.00

SGMT 6150 3.00 The Board of Directors and the Governance of Public Corporations

The course focuses on the role of management and directors. We dis-cuss the stakeholder and shareholder models to evaluate behaviourand to develop better approaches to decision making. Throughout thecourse we discuss the values and objectives that should define capitalmarkets and define the public corporation with reference to recentand current experiences. Prerequisites: All 5000-series Required Foundations of ManagementCore Courses

SGMT 6240 3.00 Managing Strategic Alliances and Joint Ventures

This course focuses on strategic alliances and joint ventures. It isdesigned to increase understanding and appreciation of issues related tostrategy, technology and organization as they apply to alliances and thechallenges they pose in terms of their establishment, structuring, man-agement and evolution. Theoretical perspectives and practical applica-tions are combined in addressing the key strategic, managerial as well asoperational issues.Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50

SGMT 6250 3.00 Strategy ExecutionThis course addresses the managerial challenge of executing a firm’sstrategy, by focusing on organizational elements that must be aligned tosupport a strategy as well as the tremendous difficulty of doing so. Theseelements include, but are not limited to, organizational structures andcontrol mechanisms that “match” the given strategy as well as strategicleadership. Students learn and apply theory regarding strategy executionby analyzing implementation and performance in specific firms. Prerequisite: SGMT 6000 3.00 or SGMT 5600 1.50

SGMT 6400 3.00 Strategic Thinking and Action in Turbulent Environments

This course addresses strategic thinking and action in turbulentenvironments. It articulates the key features of these environments,namely uncertainty, complexity and interdependence, and rapidand discontinuous change and innovation. It then equips the stu-dents with a specific set of tools and skills required to meet thechallenges of turbulence. Among others these include strategicresponses to uncertainty, scenario building, intelligent experimen-tation, real options, analogies, designs for flexibility and more.Students will apply class material through exercises and projects. Corequisite: SGMT 6000 or SGMT 5600 1.50

SGMT 6700 3.00 Strategic Capabilities Development

We bridge and extend SGMT 6000 and ORGS 5100, drawing on con-temporary theory and practice to further develop the skills and knowl-edge needed for translating strategy into action. Strategic successesand challenges are viewed as opportunities for building and strength-ening long-run dynamic strategic capabilities. Emphasis is placed onexperiential and applied approaches.Prerequisite: ORGS 5100 3.00Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50

SGMT 6720 3.00 The Emergence of Global Management

This course examines the strategies and structures of multinationalenterprises in a long-term perspective. It shows that companies in ear-lier time periods faced similar issues as today, including the co-ordi-nation of activities over distance and across cultural and nationalboundaries. Based on historical cases, the course develops insights formanagers in the current global environment.

SGMT 6800 3.00 Strategic Management of Technology-Based Firms

This course focuses explicitly on the linkages between technology andstrategy. Knowledge of strategic management is extended by investi-gating how strategy is different when technology is the key strategicdriving force. Topics discussed include: industry evolution; competi-tive positioning; appropriate organizational structures and systems;and the culture of technology-based organizations. Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50

SGMT 6850 3.00 Managing Growth in the Global Mining Sector

This course examines the complexities of the global mining industryand the management strategies employed to achieve growth and valuecreation for shareholders while responsibly addressing all stakeholderinterests. The course content focuses primarily on current events andtransactions in the mining sector but the learnings are equally applica-ble to all extractive resource industries.Prerequisite: All 5000-series Required Foundations of ManagementCore Courses

SGMT 6960 3.00 Strategic Management of e-Business

This course develops skills in identifying and analyzing issues relating tostrategically positioning and managing businesses in the new environ-ment of e-commerce. It covers both the processes of strategy formula-tion – inter-relating market offerings, enabling technology and financialmanagement – and strategy implementation, adjusting the fit amongorganization structure, processes and systems for effective execution.Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50

SGMT 6970 3.00 Restructuring and Turnaround Management

This course presents an overview of company turnarounds andrestructurings with the aim of providing students with sufficientknowledge to appreciate and learn how to approach issues that arisewhen companies face critical challenges to the viability of their business. To this end, it examines the three pillars of restructuring: 1) turnaround strategy, 2) legal framework, and 3) refinancing.Prerequisite: All 5000-series Required Foundations of ManagementCore CoursesPrerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50


Study Abroad

Study Abroad

STUDY ABROADEligibility Criteria...................................................................80Study Options........................................................................80Program Length .....................................................................80The Academic Program..........................................................80Application Deadlines ............................................................80Application Process................................................................80Fee Schedule..........................................................................80

THE EXCHANGE SCHOOLSAfrica .....................................................................................81Americas ................................................................................81Asia/Pacific.............................................................................81Europe & Middle East ...........................................................82

IN THIS SECTION

STUDY ABROADBuilding a career in business requires having the knowledge to thinkglobally and the skills and experience to act globally. A study termabroad can provide these unique educational and practical experi-ences that will prepare students for management positions in today’sglobal economy. Studying abroad also offers students the opportuni-ty to live in another culture, travel through various regions, developinternational networks and gain marketable international experience.

ELIGIBILITY CRITERIAAny student enrolled in the MBA, MPA or IMBA programs mayapply for a term of study abroad, including full and part time stu-dents. The actual study term abroad is taken on a full time basis. Fulltime students will normally take advantage of this opportunity in theirthird semester of the program and they are encouraged to contact theStrategy Field Study office and Associate Director of InternationalRelations early in their program in order to coordinate the completion ofSGMT 6000 and MGMT 6100. To be eligible for a term abroad, a stu-dent must have:

• completed at least 24.0 credit-hours of MBA, MPA or IMBAcourses, including all 5000-level required courses. This includesaccelerated students and credit given for Advanced Standing (see‘Program Length’ on pages 17 and 21)

• attained a cumulative grade point average (GPA) of at least 5.5 (B)on the 24.0 credit-hours of courses mentioned above

• MBA/JD students are eligible to participate in an exchangethrough Osgoode only

• accelerated students wishing to pursue exchange are requiredto add an extra term to their studies to meet both exchangeand residency eligibly requirements

STUDY OPTIONS• full-time study while abroad

PROGRAM LENGTH• one term (the length of a term may vary from school to school)• the start and end dates of Study Abroad terms at some

exchange partner schools may conflict with certain Schulichdegree programs, such as the International MBA and/orconvocation deadlines

THE ACADEMIC PROGRAMInformation on courses offered during Study Abroad terms is avail-able from the International Relations Office (W263K) or online atwww.schulich.yorku.ca/goinginternational.

APPLICATION DEADLINESInformation sessions will be provided at both the Keele and Nadalcampus prior to the application deadline. Dates and times will becommunicated at the start of the term.

APPLICATION PROCESSStudents who wish to apply to go on a Study Abroad term must submit the following to Schulich’s Graduate International ProgramCoordinator:

• a Study Abroad online application form, including completedschool research and application questions

• proof of language facility (except for programs taught in English)• a personal résumé• one passport-size photograph attached to the application form

After all applications have been reviewed, eligible candidates areinterviewed by a selection committee.

FEE SCHEDULEDuring their term of study at all exchange schools, Schulich studentspay regular full-time Schulich tuition fees to York University.

As students are registered at an Ontario university during the StudyAbroad term, they are still eligible to apply for OSAP support. Someexchange bursaries are available.

For more information, please visit the Study Abroad Web site at:www.schulich.yorku.ca/goinginternational


Study Abroad

THE EXCHANGE SCHOOLSCOUNTRY SCHOOL/CITY EXCHANGE TERM/S AVAILABLE* LANGUAGE

FALL WINTER SUMMER OF STUDY

AFRICA South Africa • Wits Business School, University of Y Y Y EnglishWitwatersrand, Johannesburg

AMERICAS Argentina • IDEA, Instituto para el Desarrollo de Y N N SpanishEmpresarios en la Argentina, Buenos Aires

• IAE Management and Business School, Y N Y Spanish/EnglishUniversidad Austral, Buenos Aires

Brazil • FGV, Escola de Administração de Empresas de Y Y N Portuguese/EnglishSão Paulo

Canada • Faculté des Sciences de l’Administration de Y Y Y Frenchl’Université Laval, Quebec City

Chile • PUC, Pontificia Universidad Y N N SpanishCatólica de Chile, Santiago

• Universidad Adolfo Ibáñez, Santiago N N Y Spanish

Mexico • Tec de Monterrey (EGADE), Monterrey Y Y N Spanish/English

• IPADE Business School, Mexico City N Y N English/Spanish

• ITAM Instituto Techológico Autónomo de Mexico, Y Y Y English/SpanishMexico City

Uruguay • Universidad ORT, Montevideo Y N N Spanish

USA • Leonard N. Stern School of Business, Y Y N EnglishNew York University

Venezuela • Instituto de Estudios Superiores de Y Y Y SpanishAdministración, Caracas

ASIA/PACIFIC Australia • Australian Graduate School of Y Y N EnglishManagement, University of New South Wales, Sydney

• Melbourne Business School Y Y N EnglishThe University of Melbourne

China • China Europe International Business School, Y N N EnglishShanghai

• Guanghua School of Management, Y Y N EnglishPeking University, Beijing

• School of Management, Fudan University Y N N English

Hong Kong • Chinese University of Hong Kong Y N N English

India • Indian Institute of Management, Ahmedabad Y N Y English

• Indian Institute of Management, Bangalore Y N Y English

• Indian School of Business, Hyderabad N Y N English

Japan • IUJ, International University of Japan, Niigata Y Y N English

• Keio University, Graduate School of Business Y Y N Japanese/EnglishAdministration, Tokyo

Philippines • Asian Institute of Management, Manila Y N N English

Singapore • National University of Singapore Y Y N English/Mandarin

• Nanyang Business School, Nanyang Y Y N EnglishTechnological University

South Korea • Korea University Business School, Seoul N Y N English/Korean

• Yonsei University, Seoul Y Y N English/Korean

Taiwan • NCCU, National Chenghi University, Taipei Y Y N Mandarin/English

• National Sun Yat-Sen University, Taipei Y Y N English

• National Taiwan University, Y Y N English/ChineseCollege of Management

Thailand • SASIN, Graduate Institute of Business Y N Y EnglishAdministration of Chulalongkorn University,Bangkok


Study Abroad

COUNTRY SCHOOL/CITY EXCHANGE TERM/S AVAILABLE* LANGUAGEFALL WINTER SUMMER OF STUDY

EUROPE & Austria • Wirtschaftsuniversität Wien, Y Y N English/GermanMIDDLE EAST Vienna

Denmark • Copenhagen Business School Y Y N English/Danish

France • EM Lyon, École Supérieure de Commerce Y Y N French/English

• ESSEC, Business School Paris-Singapore Y Y N French/English

• IAE, Aix-en-Provence, Puyricard Y Y N French/English

• HEC School of Management Y N N French/English

Germany • Universität Mannheim Y Y N German/English

• WHU Otto Beisheim Graduate School of Y N N English/GermanManagement, Vallendar

Hungary • CEU, Central European University, N N Y EnglishGraduate School of Business, Budapest

Israel • Tel Aviv University, Leon Recanati Graduate Y Y N English/HebrewSchool of Business Administration, Tel Aviv

Italy • Università Commerciale ‘Luigi Bocconi,’ Y Y N Italian/EnglishMilan

Netherlands • RSM Erasmus University (MBA), Rotterdam Y N N English

• RSM Erasmus University (MSc), Rotterdam Y Y N English

Norway • Norwegian School of Management, Oslo Y Y N English

Spain • ESADE, Escuela Superior de Administración y Y Y N English/Dirección de Empresas, Barcelona Spanish

• Instituto de Empresa, Madrid Y Y N English/Spanish

United Kingdom • Manchester Business School, University of Y N N EnglishManchester

• University of Edinburgh Management School N Y N English

• Warwick Business School, University of N N Y EnglishWarwick, Coventry

* The Study Abroad term available for each institution varies according to the agreement between Schulich and the partner school. Someexchange term dates may conflict with International MBA requirements or convocation deadlines. Contact the Graduate InternationalProgram Coordinator for details. In addition, special arrangements may be necessary to accommodate varying term dates.


Academic Policies and Regulations

Academic Policies and RegulationsIN THIS SECTION

YORK UNIVERSITY RULES, REGULATIONSAND POLICIESThe University lists York University and Senate policies pertaining toacademic and administrative matters, as well as student conduct, on theweb. See www.yorku.ca/secretariat/policies

The Student Code of Conduct is available at www.yorku.ca/scdr

GENERAL

Assignmentsa) Faxed assignments are not accepted, due to the potential volume

of submissions. b) Electronic mail (e-mail) or e-mail attachments is not an acceptable

means of submission, unless specifically requested by the instruc-tor because of the nature of the assignment. The volume of print-ing required on the receiving end is the basis for this prohibition.

c) If an assignment is due at a time when it is not possible for astudent to be on campus, the student should:• at the earliest possible time, notify the instructor of this fact,

and where possible, make alternate arrangements that aremutually agreeable for submission, and

• as a default option, use conventional mail, making sure that theenvelope containing the assignment is date-stamped, with e-mailnotification to the instructor that this action has been taken

Papers Satisfying More than One Course AssignmentThe policy for the submission of one paper to satisfy the courserequirements of more than one course is as follows:

a) Students must get approval in writing from all the professorsconcerned in advance of its preparation.

b) Professors involved must satisfy themselves that the quality andcontent of the completed paper meets the requirements of theindividual courses.

c) Papers with greater scope should be written under the 6900 X.XXarrangements (see ‘Schulich Individual Study 6900-Series’ onpage 60)

AttendanceAttendance is expected at all graduate classes. Failure to attend ANYof the class meetings during the first two weeks of class withoutmaking specific prior arrangements with the instructor in this regardis sufficient grounds for a student to be administratively de-enrolledfrom the class in question. The basis for this regulation is 1) toassure the full usefulness of all class sessions and 2) to assure thatany open spaces are made available early enough for other interest-ed students. If students stop attending a course during the term,they must officially drop the course through the online enrolmentand registration system. Non-attendance is not equivalent to with-drawal. If a student does not formally withdraw from a course, fail-ure to attend will result in a grade of ‘F’.

York University Rules, Regulations and Policies..................83General ......................................................................................83

Assignments .............................................................................83Papers Satisfying More Than One Course Assignment .............83Attendance ...............................................................................83Conduct ...................................................................................84Student/Instructor ....................................................................84Complaints...............................................................................84Course/Instructor Evaluations ..................................................84Enrolment Status......................................................................84Examinations............................................................................84General Information.................................................................85Alternate Exam Arrangements..................................................85Deferrals/Aegrotat Standing......................................................85Faculty Council ........................................................................85Rate of Progress ........................................................................85Personal Documents.................................................................85Personal Information................................................................86Schulich Centre for Teaching Excellence .................................86Student Affairs Committee .......................................................86

Graduation Requirements.......................................................86Transcripts of Academic Records...........................................86Academic Honesty ...................................................................86Schulich School Implementation of the Senate Procedures for Dealing with Suspected Breaches of Academic Honesty................................................86

Introduction .............................................................................86Senate Policy on Academic Honesty.........................................87Senate Guidelines on Academic Honesty .................................87Procedures Governing Breach of Academic Honesty ................89Order of Faculty or Senate Hearings on Academic Honesty.....93

GradingGrading Policy.........................................................................93Grading Guidelines for Individual Courses .............................94Awarding of Grades.................................................................94Grading and Promotion Standards ..........................................94Probationary Admittance and Promotion Standards................95

Grade Appeals for Schulich CoursesGrounds for Appeal.................................................................95Procedures for Appeal .............................................................95Late Grade Reappraisal............................................................95Appealing the Decision of an Appeals Officer .........................95Academic Petitions ..................................................................96

Debarment and the Appeal ProcessGrounds for Appeal.................................................................96Procedures for Appeal .............................................................96Order of Appeal within

Schulich Student Affairs Committee .....................................96Other Appeals to the Student Affairs Committee ...............96Appealing Student Affairs Committee Decisions ................96Further Appeal at the Executive Committee Level

The Appeals Process ...............................................................96Procedure for Appeal...............................................................96Determination of Prima Facie Case .........................................97Order of Appeal within the Schulich Executive Committee................................................97

Schulich Human Participants Research (HPR) Policy .......97York University Policy .............................................................97Schulich School of Business Approvals ...................................97SSB Human Participants Review Committee (HPRC)..............97SSB Appeals Mechanism .........................................................97



Conduct

Student/Instructor

Students and instructors are expected to maintain a professionalrelationship characterized by courtesy and mutual respect and torefrain from actions disruptive to such a relationship. Moreover, itis the responsibility of the instructor to maintain an appropriateacademic atmosphere in the classroom and the responsibility of thestudent to cooperate in that endeavour. Further, the instructor isthe best person to decide, in the first instance, whether such anatmosphere is present in the class. A statement of the policy andprocedures regarding disruptive and/or harassing behaviour by stu-dents is available from the Schulich School Dean’s Office, the Officeof the Vice-President, Campus Relations and from Schulich’sDivision of Student Services and International Relations.

Complaints

Members of the University who wish to register complaints or com-ments about the conduct of persons at the University may obtainadvice and guidance from the following:

• The Director of Student Services, in the Division of StudentServices & International Relations, who is the Complaint Officerfor the Schulich School of Business. The Hearing Officer forSchulich is the Associate Dean – Academic.

• The Office of Student Conduct and Dispute Resolution is respon-sible for administering the University’s non-academic code ofbehavioral conduct for students and student governments. TheOffice provides direction, leadership and guidance to theUniversity community in matters of policy interpretation regard-ing student non-academic conduct. (see page 109 for more info)

Course/Instructor EvaluationsAt the end of each term, students are asked to fill out evaluations ofeach of their instructors. These questionnaires rate instructors based ona variety of criteria. The tabulated results are available in the Peter F. Bronfman Library.

Enrolment Status

Continuous Enrolment and Leave of Absence

a) To remain in good standing, students must not take off morethan one term (including the Summer Term) between terms inwhich courses are completed.

b) Requests for a Leave of Absence for an additional term will begranted automatically. Extensions for more than one additionalterm will be granted only in rare and unforeseen circumstancesand only by petition to the Schulich Student Affairs Committee.

c) The leave of absence fee (see page 9) will be assessed for eachterm of absence beyond the first. Leaves of absence are notgranted retroactively.

NOTE: Any approved Leave of Absence extends a student’s time avail-able to complete a Schulich degree program. The length of the exten-sion is equal to the number of terms for which the Leave of Absenceis approved.

Forced Withdrawal for Failure to Maintain ContinuousRegistration

a) Students who take off more than one term, whether the addi-tional term be Fall, Winter or Summer, will automatically bewithdrawn from their degree or certificate program at theSchulich School for non-continuous registration. Such studentswill be unable to return to their degree or certificate program atthe Schulich School unless a formal petition to reapply to studyat Schulich is submitted to the Assistant Director, Admissions.

b) Students wishing to be considered for re-admission to their pro-gram must apply as one normally would for admission to theprogram in question. Such applications will be considered onthe same basis as all other applications. Re-entry to the SchulichSchool is in no way guaranteed. No Advanced Standing will begiven for 6000-series courses previously completed.

Voluntary Withdrawala) Students requesting to withdraw from their degree program dur-

ing the current term are subject to all related academic deadlines.

b) Students who voluntarily withdraw from their degree or certifi-cate program are subject to the same readmission regulationsdescribed in part b of ‘Forced Withdrawal for Failure to MaintainContinuous Registration’ above.

c) Students wishing to withdraw voluntarily from their degree or cer-tificate program at the Schulich School should submit a letter tothis effect to the Director, Student Services, Room W262, Schulich.

Examinations

NOTE: Within 24 hours of missing a final examination, students mustcontact the Director of Student Services, at 416-736-2100, ext. 77971.

The Schulich School of Business takes measures to ensure an appropriateexamination environment and to preclude improper behaviour duringExam. General guidelines for conduct at Exam include the following:

• students may be asked to sign in for Exam and have photo ID available

• student will receive and must respect clear direction about start-ing and stopping Exam

• students must place all personal belongings aside during Exam

• students are required to bring their own calculators or otherresources (where permitted). Sharing is not permitted

• students should plan NOT to leave the room during the exam forany reason unless absolutely necessary

• cheating is a serious breach of academic honesty and if identified,the matter forwarded immediately to the Associate Dean –Academic for action

If cheating is identified, the matter will be documented (written up)by the invigilator or instructor and forwarded immediately tothe Associate Dean – Academic for action. Possible penalties areindicated in the student handbook section on academic honesty.



GENERAL INFORMATION

a) Exam schedules appear online on the Schulich Web site.b) No supplemental examinations are given in the Schulich School

of Business.c) Examination booklets/answer sheets become the property of the

teaching unit and are retained for the full Fall or Winter termimmediately following the term in question.

d) Students are required to present their YU-card at all finalexaminations.

e) No unauthorized aids may be taken into the examination room.f) Students who have three exams scheduled on one day may

request changes through the Schulich Office of the AssociateDean – Academic.

g) No examinations of any kind may be given during the last twoweeks of classes.

ALTERNATE EXAM ARRANGEMENTS

Students who require alternate exam/test arrangements must regis-ter with York’s Disability Services office well in advance ofExam/tests in order to be eligible. Requests for alternate exam/testsarrangements must be made online at least 15 days prior to the testof exam. Details on how to make arrangements are available atwww.yorku.ca/altexams. In an emergency, please contact StudentServices & International Relations at Schulich.

RELIGIOUS EXAM ACCOMMODATIONS

Every effort is made to avoid scheduling in-class or formal exami-nations on days of special religious significance throughout theyear. Students who, because of religious commitment cannot writea formally scheduled examination (December and April examina-tion periods) on the date scheduled, should contact the courseinstructor no later than three weeks prior to the start of theexamination period to arrange an alternative examination date.An Examination Accommodation form is available in SchulichStudent Services (W262). Students are required to pick–up theform from Student Services, fill out the form, obtain the professor’ssignature and return a copy of the signed form to Student Servicesand a copy to the professor.

Students, who because of religious commitment cannot meet acad-emic obligations, other than formally scheduled examinations(December and April examination period), on certain holy days areresponsible for giving their instructor reasonable notice (not lessthan 14 days), of each conflict.

DEFERRALS/AEGROTAT STANDING

Students may be eligible for examination deferrals or aegrotatstanding on the grounds of sickness, accidents or family misfor-tune. Examination deferrals allow students additional time duringwhich studies may be completed and a grade earned. Deferrals arebased upon adequate proof of sickness, accident, family misfortuneor such other factors as may be deemed appropriate. Aegrotatstanding excuses students from completing the required work fortheir studies, and ‘aegrotat standing’ is entered on transcriptsinstead of a grade. It is based on adequate proof of sickness, acci-dent or family misfortune and in addition, upon the student’s hav-ing done satisfactory work up to that date.

Ordinarily, a student facing hardship will request a deferred examfrom the instructor. If denied, the student may petition the SchulichStudent Affairs Committee, giving reasons and supporting docu-ments why a deferral is necessary. Aegrotat standing is usuallyreserved for the last term of the program, just before graduation.The normal procedure is to consult the instructor involved. Wherethe request is denied, the student can make a submission to theSchulich Student Affairs Committee.

Faculty CouncilThe Schulich Faculty Council is the academic policy-making bodyfor the School. It approves all academic policies and regulationsunder which the School operates. Voting members include repre-sentatives of the Schulich student body.

Rate of ProgressMBA and MPA students are required to complete 60 credit-hours ofcoursework, the equivalent of two years of full-time study.Normally, the courses are completed within four terms by full-timestudents and between 10 and 12 terms by part-time students.Courses are offered in three 12-week teaching terms throughout theyear. It is possible for students to complete the MBA and MPA pro-grams in as little as 16 months on a full-time basis, or slightly overthree years on a part-time basis. The maximum time limits are sixterms for full-time students and 18 terms for part-time students.

The length of time available for a student to complete all require-ments of the MBA and MPA degrees is shown in the following table.Time is dependent on the student’s status as a full-time or part-timestudent as well as the number of credit-hours of Advanced Standingobtained prior to entering the program.

NOTE: Rate of progress regulations described in this section do notapply to IMBA students, who must complete their program on a full-time basis over 20 months. Post-MBA diploma students must complete their program outlined as on page 34.

NUMBER OF CREDIT-HOURS FULL-TIME PART-TIME OF ADVANCED STANDING PROGRESSION PROGRESSION

Less than 12 6 consecutive terms 18 consecutive terms(i.e. 24 months) (i.e. 72 months)

12 to 21 5 consecutive terms 15 consecutive terms(i.e. 20 months) (i.e. 60 months)

More than 21 4 consecutive terms 12 consecutive terms(i.e. 16 months) (i.e. 48 months)

For students transferring from full-time to part-time (or vice-versa),each full-time term counts as four part-time terms. Students cancalculate the maximum number of full-time and part-time termsavailable to them from the following formulae, where ‘F’ is the totalnumber of full-time terms and ‘P’ is the total of part-time terms:

a) For students with 0-11 credit-hours of Advanced Standing:4F + P < 18

b) For students with 12-21 credit-hours of Advanced Standing:4F + P < 15

c) For students with 22 or more credit-hours of Advanced Standing: 4F + P < 12

A full-time term is defined as a term during which the student com-pletes 9.0 or more credit-hours of courses. A part-time term isdefined as a term during which the student completes less than 9.0credit-hours of courses. Completing a course is defined as registeringfor and obtaining a grade for that course. Students who do not meetthese requirements will not be eligible to continue in the program.

Personal DocumentsAll documents, whether originals, reproductions or translationssubmitted in support of applications or any petitions to any officeof the University, become the property of the University. Documentssuch as birth and marriage certificates, citizenship papers and cer-tain types of educational certificates will be returned to the appli-cants or students. Copies of transcripts in a student’s file will not beissued to the student.



Personal InformationGenerally, student information is restricted and available only to thestudent concerned, to those clearly designated by the student, andto appropriate academic and administrative staff of the University.Aside from name, activity status, graduation status anddegrees/diplomas/certificates awarded for Senate-recognized pro-grams of study, no student information is normally released to anyperson or agency outside the University. Data from the Universityrecords is released to Statistics Canada and to the Ontario Ministryof Education and Training for the compilation of aggregate reports.In all such cases, unique identifying information is withheld.

Schulich Centre for Teaching ExcellenceThe Schulich Centre for Teaching Excellence was created over15 years ago as a resource centre to ensure excellence in teachingand learning at Schulich. More specifically, key activities includetraining and coaching for both new faculty and more experiencedfaculty, ongoing workshops, a Just In Time (JIT) classroom feed-back process and teaching excellence awards run jointly with theGBC, a library of resources including the SCTE Web site, end ofterm feedback meetings with all section student reps, teachinggrants and as well as other specific initiatives internally and exter-nally in any given year.

For more information on the Centre for Teaching Excellence, see‘Classroom Based Academic Concerns’ on page 14, or [email protected], Room N308, SSB.

Student Affairs CommitteeThe Schulich Student Affairs Committee is constantly reviewing theSchool’s policy with regards to the regulations that deal with academicconduct. Individual students must petition to this committee if theywish to be exempted from any Schulich regulation. Appeals for changesin grades are handled by the Associate Dean – Academic. For moreinformation, see ‘Grade Appeals for Schulich Courses’ on page 95.

GRADUATION REQUIREMENTSTo graduate, a student must achieve an overall grade point average(GPA) of at least 4.4 (B-), excluding failures. The GPA will be basedon the elective courses with the highest passing grade (where sur-plus elective courses exist), and on the highest grade received ineach of the MBA Required Foundations of Management CoreCourses, and, where applicable, in Additional Required IMBA orMPA Core Courses.

For specific requirements in Schulich graduate-level programs, see‘Graduation Requirements’ in the following:

• Master of Business Administration (MBA) (see page 17)• Joint MBA/JD (see page 29)• International Master of Business Administration (IMBA)

(see page 21)• Master of Public Administration (MPA) (see page 24) • Post-MBA Diploma in Advanced Management (see page 34) • Financial Engineering Diploma (Stand Alone) (see page 35)

TRANSCRIPTS OF ACADEMIC RECORDS

Transcripts may be ordered from the Registrar’s Office, provided thestudent is in good financial standing with the University (see‘Outstanding University Debts’).

Students should visit the Registrar’s Office Web site atwww.yorku.ca/yorkweb/currentstudents/mystudentrecordsfor ordering options and required information.

ACADEMIC HONESTYIt is the responsibility of all members of the Schulich community tobe familiar with the Schulich School of Business Policy onAcademic Honesty which is available below and atwww.schulich.yorku.ca/academichonesty

SCHULICH SCHOOL IMPLEMENTATION OF THE SENATE PROCEDURES FORDEALING WITH SUSPECTED BREACHES OF ACADEMIC HONESTY

IntroductionOn April 28, 2005, the Senate of York University approved therevised Senate Policy, Guidelines and Procedures on Academic Honesty.The Schulich School, like the rest of the University, is governed bythe Senate Policy, Guidelines and Procedures on Academic Honesty,which defines York University’s commitment to academic honesty[Section 1], identifies what constitutes an offence against standardsof academic honesty, provides the range of penalties that may beinvoked, and identifies factors that should be taken into considera-tion when penalties are set [Section 2]. The Senate ‘ProceduresGoverning Breach of Academic Honesty’ defines the purpose, juris-diction, and the standards of procedures governing the investiga-tion, exploratory meeting and formal hearing for the resolution ofcases of potential or alleged violations of the Senate Policy onAcademic Honesty [Section 3]. The order of Faculty or SenateHearings on Academic Honesty is set out in Section 4.

Schulich School of Business has established the following comple-mentary procedures specific to the investigation and resolution ofalleged violations of the Senate Policy on Academic Honesty involv-ing students in Schulich-based degree program courses at graduateand undergraduate levels (with the exception of the courses in thejoint EMBA program, which are governed by a separate proceduresunique to the joint program). It should be noted that no penal-ty for academic dishonesty in Schulich-based courses may beimposed until it has been either ratified or set by the SchulichStudent Affairs Committee.

The procedures outlined below are consistent with those specified in the Senate Policy, Guidelines and Procedures onAcademic Honesty, available on line at: www.yorku.ca/secretariat/ policies/document.php?document=69



1. Senate Policy on Academic Honesty The Policy on Academic Honesty is an affirmation and clarificationfor members of the University of the general obligation to maintainthe highest standards of academic honesty. As a clear sense of aca-demic honesty and responsibility is fundamental to good scholar-ship, the policy recognizes the general responsibility of all facultymembers to foster acceptable standards of academic conduct and ofthe student to be mindful of and abide by such standards.

Academic honesty requires that persons do not falsely claimcredit for the ideas, writing or other intellectual property of oth-ers, either by presenting such works as their own or throughimpersonation. Similarly, academic honesty requires that personsdo not cheat (attempt to gain an improper advantage in an acad-emic evaluation), nor attempt or actually alter, suppress, falsifyor fabricate any research data or results, official academic record,application or document.

Suspected breaches of academic honesty will be investigated andcharges shall be laid if reasonable and probable grounds exist. Astudent who is charged with a breach of academic honesty shall bepresumed innocent until, based upon clear and compelling evi-dence, a committee determines the student has violated the acade-mic honesty standards of the university. A finding of academic mis-conduct will lead to the range of penalties described in the guide-lines which accompany this policy. In some cases the Universityregulations on non-academic discipline may apply. A lack of famil-iarity with the Senate Policy and Guidelines on Academic Honestyon the part of a student does not constitute a defence against theirapplication. Some academic offences constitute offences under theCriminal Code of Canada; a student charged under University reg-ulations may also be subject to criminal charges. Charges may alsobe laid against York University students for matters which arise atother educational institutions.

2. Senate Guidelines on Academic Honesty

2.1 Summary of Offences Against the Standards of Academic Honesty

The following summary of offences is not exhaustive, nor arethe definitions provided for each offence confined to theexamples cited.

2.1.1 Cheating is the attempt to gain an improper advantagein an academic evaluation. Forms of cheating include:

• Obtaining a copy of an examination before it is offi-cially available or learning an examination questionbefore it is officially available;

• Copying another person’s answer to an examinationquestion;

• Consulting an unauthorized source during an examination;

• Obtaining assistance by means of documentary, electronic or other aids which are not approved bythe instructor;

• Changing a score or a record of an examination result;

• Submitting the work one has done for one class or project to a second class, or as a second project,without the prior informed consent of the relevant instructors;

• Submitting work prepared in collaboration withanother or other member(s) of a class, when collabo-rative work on a project has not been authorized bythe instructor;

• Submitting work prepared in whole or in part byanother person and representing that work asone’s own;

• Offering for sale essays or other assignments, inwhole or in part, with the expectation that theseworks will be submitted by a student for appraisal;

• Preparing work in whole or in part, with the expec-tation that this work will be submitted by a studentfor appraisal.

2.1.2 Impersonation is to have someone impersonate one’sself in class, in a test, examination or interview, or inconnection with any other type of assignment or place-ment associated with a course or academic program.Both the impersonator and the individual impersonatedmay be charged.

2.1.3 Plagiarism is the misappropriation of the work ofanother by representing another person’s ideas, writingor other intellectual property as one’s own. Thisincludes the presentation of all or part of another per-son’s work as something one has written, paraphrasinganother’s writing without proper acknowledgement, orrepresenting another’s artistic or technical work or cre-ation as one’s own. Any use of the work of others,whether published, unpublished or posted electronically,attributed or anonymous, must include properacknowledgement.

2.1.4 Improper research practices. Academic researchincludes the collection, analysis, interpretation andpublication of information or data obtained in the sci-entific laboratory or in the field. Forms of improperresearch practices include:

• Dishonest reporting of investigative results, eitherthrough fabrication or falsification;

• Taking or using the research results of others without permission or due acknowledgement;

• Misrepresentation or selective reporting of researchresults or the methods used.

2.1.5 Dishonesty in publication. It is a violation of acade-mic honesty to knowingly publish information that willmislead or deceive readers. This includes the falsifica-tion or fabrication of data or information, as well as thefailure to give credit to collaborators as joint authors orthe listing as authors of others who have not con-tributed to the work. Plagiarism is also considered aform of dishonesty in publication.

2.1.6 Dissemination of information without permission.Information or experimental data that was collectedwith a member of faculty or another student, and otherworks that involved the participation of a faculty mem-ber or another student, should not be submitted forpublication or otherwise disseminated without theirpermission.



2.1.7 Abuse of confidentiality. Taking or releasing the ideasor data of others that were given with the expectationthat they are confidential is inappropriate. This includesthe ideas or data obtained via the evaluation of confi-dential grant proposals, award applications or manu-scripts that will be or may have been submitted for pos-sible funding or publication. Unless one is authorizedto do so, it is improper to obtain a password assigned toanother or to copy or modify a data file or programbelonging to someone else. Proper authorization meansbeing granted permission either by the owner or origi-nator of that material, or by an appropriate facultymember or administrator.

2.1.8 Falsification or unauthorized modification of anacademic document/record. It is a breach of academ-ic honesty to falsify, fabricate or in any way modify,either through omission or commission, an applicationto the University or a program, course student examina-tion or test, transcript, grade, letter of recommendationor related document, a degree, a physician’s letter/formor any other document used in support of an academicapplication, record, petition/appeal or endeavor.

2.1.9 Obstruction of the academic activities of another.It is a violation of academic honesty to interfere with thescholarly activities of another in order to harass or gainunfair academic advantage. This includes interferenceor tampering with experimental data, with a human oranimal subject, with a written or other creation (e.g., apainting, sculpture or film), with a chemical used forscientific study, or with any other object of study.

2.1.10 Aiding and abetting. Encouraging, enabling or caus-ing others to do or attempt any of the above.

2.2 Summary of Penalties for Academic Misconduct

When verified, violations of academic honesty may lead to thefollowing range of penalties, which may be imposed singular-ly or in combination for any offence. The following penaltiesare listed in ascending order of severity. 2.2.1 Written disciplinary warning or reprimand.

2.2.2 Required completion of an academic honestyassignment.

2.2.3 Make-up assignment, examination or rewriting awork, subject to a lowered grade.

2.2.4 Lower grade on the assignment, examination orwork.

2.2.5 Lower grade in the course.

2.2.6 Failure in the course.

2.2.7 Permanent grade of record. The grade assigned shallremain as the one grade of record for the course, even ifthe course is repeated. This penalty can be added to anyother penalty, but shall always be attached to the penal-ty of failure in the course.

2.2.8 Notation on transcript. Notation on transcript can bea separate penalty or it can be added to any other penal-ty. Transcript notation shall always be included in casesof suspension, withholding or rescinding a York degree,diploma or certificate and expulsion from theUniversity. Transcript notation can be for a limited peri-od, at the end of which the notation will be removedfrom the student’s transcript. When no period is speci-fied for a transcript notation, a student may petition tothe Faculty Petitions Committee to have the notationremoved after a period of five years from the date atwhich the notation was entered, with the exception ofnotation of expulsion from the University.

2.2.9 Suspension from the University for a definite peri-od, not to exceed 5 years, with transcript notation.Suspension is defined as a penalty of a variable but lim-ited period during which the student may not registerin the University, imposed for serious academic offencessuch as plagiarism and cheating. A student who is oth-erwise eligible to graduate, but is suspended, may notgraduate until the suspension expires or is lifted. Thispenalty may be awarded only by a Faculty-level com-mittee which is recognized by a Faculty Council as theresponsible body to assign this penalty.

2.2.10 Expulsion from the University with transcript nota-tion. Expulsion is defined as permanently terminating aperson’s right to continue as a student in the University.This penalty may be awarded only by a Faculty-levelcommittee which is recognized by a Faculty Council asthe responsible body to assign this penalty.

2.2.11 Withholding or rescinding a York degree, diplomaor certificate with transcript notation. When aFaculty decides to rescind a degree, diploma or certifi-cate, the decision, with supporting documentation,must be forwarded to the Senate Appeals Committee forapproval on behalf of Senate.

2.3 Factors Considered When Imposing Academic Penalties

The circumstances surrounding each case of academic mis-conduct may vary to a significant degree. The penalty imposedshould reflect, reasonably, these circumstances. These guide-lines are not intended to restrict the authority or flexibility ofFaculty committees in imposing the penalties contained in thisPolicy. In each case, Faculties shall exercise their discretion,taking into consideration the relevant factors, as outlinedbelow. For the benefit of students, however, Faculties shallprovide an explanation in their written decision of the majorreason(s) the penalty imposed was deemed warranted.

Important factors to be considered by committees in imposingpenalties or reviewing penalty recommendations are:

2.3.1 Extent of violation: The actions which constitute specificoffences of academic honesty (i.e., plagiarism, cheating)vary in terms of severity. Some instances of academic dis-honesty constitute only minor infractions while others rep-resent the most extreme form of violation. Penalties shouldcorrespond to the nature of the offence. Penalties may beimposed singularly or in combination for any offence.



2.3.2 Basic considerations include:

• The level of the student’s academic experience;

• Extenuating circumstances may help explain theaction taken by a student, and due weight should beattached to those circumstances;

• If the student admits guilt, accepts responsibility for theiraction, and is amenable to educative remedies, commit-tees may find it justified to levy a less severe penalty.

2.3.3 Prior/multiple incidents: If the offence is a second (orsubsequent) one for the student and/or is in combina-tion with another offence, then a more severe penaltyshould be considered.

3. Procedures Governing Breach of Academic Honesty

Note: The Schulich School Petitions and Appeals Officer. Theperson to whom questions about the academic honesty policy,guidelines and procedures should normally be addressed is thePetitions and Appeals Officer (hereinafter referred to as the PAO),who is part of the Schulich Division of Student Services andInternational Relations. The PAO provides procedural advice to allparties (students, faculty, staff) and maintains records of meetingsand decisions reached for all cases in which the dishonesty chargereaches at least the ‘Exploratory Meeting’ phase (see Section 3.5below). The PAO is present at the Exploratory Meeting and alsoprovides administrative support to the Students Affairs Committee,its panels, and subcommittees.

3.1 Purpose

The following procedures are provided for the investigationand resolution of cases of alleged violations of the SenatePolicy on Academic Honesty involving students in Schulich-based degree program courses at graduate and undergraduatelevels (with the exception of the courses in the joint EMBAprogram, which are governed by separate procedures uniqueto the joint program). In these procedures, the term “student”includes a York graduate or undergraduate student, a Yorkgraduate, a former York student, or a student who is applyingto take, is taking or has taken a York course.

3.2 Jurisdiction

3.2.1 Allegations of a breach of academic honesty by a studentin a course offered by the Schulich School shall be dealtwith by the Schulich School. In cases where the course isin other than the student’s home Faculty, then the stu-dent’s home Faculty (or Faculties) shall have observer sta-tus at a hearing and may make submission as to penalty.For students in joint programs or where allegations arisein more than one Faculty, the Faculties can agree onwhich Faculty will have jurisdiction over the proceedings.

3.2.2 All allegations of breaches of academic honesty otherthan those in course work shall be communicated bythe administrator, committee or other person withdirect knowledge (faculty, staff, clinical supervisor, etc.,)to the student’s home Faculty.

3.2.3 Should a matter arise for which there appears to beno clear Faculty jurisdiction, the Senate AppealsCommittee shall determine which Faculty shall havecarriage of the matter.

3.2.4 Appeals of decisions of a Faculty committee are con-sidered by the Senate Appeals Committee.

3.3 Investigating Potential Academic Misconduct

If a person (or persons) suspect(s) a breach of academic honesty:

3.3.1 on assignments, term papers, essays, theses and disser-tations, etc., the matter shall be reported to the con-cerned course instructor1, or graduate supervisor. Forcourses, if the evaluator is not the course instructor, theevaluator shall retain possession of the suspect materialand provide a written report, together with the confis-cated material, to the course instructor;

3.3.2 on non-course work, the person discovering the poten-tial breach of academic honesty, shall retain possessionof the suspect material and provide a written report,together with any confiscated material to the SchulichSchool Associate Dean – Academic (hereinafter referredto as the Schulich ADA);

3.3.3 in an examination, the invigilator, who is normally thecourse instructor, in cases of suspected impersonation,shall ask the student concerned to remain after theexamination and shall request appropriate Universityidentification or shall otherwise attempt to identify thestudent. In other cases of suspected breach of academichonesty the invigilator shall confiscate any suspectmaterial. In all cases, the student will be allowed tocomplete the examination. The invigilator, if other thanthe course instructor, shall give a full report, togetherwith any confiscated material, to the course instructor(See the Senate Policy on Invigilation of Examinationsfor further information);

3.3.4 for research not conducted as part of a course, majorresearch papers/projects, comprehensive examinations,theses and dissertations, person(s) suspecting potentialacademic dishonesty shall report the matter to theSchulich ADA.

3.4 Initiating an Investigation of Potential Academic Misconduct

3.4.1 When the course instructor having or sharing responsi-bility for a student’s research, examination, or disserta-tion preparation, becomes aware of a possible violationof academic honesty, it is the responsibility of the courseinstructor to initiate an investigation of the matter.

3.4.2 It is the responsibility of the course instructor to collector assist in the collection of the necessary information,to participate in the exploratory meeting and to be pre-pared to act as a witness at any committee hearing of thematter. The expectation is that the course instructor willdetermine only whether there was sufficient foundationto ask for an exploratory meeting, (described in Section3.5). That answer may be ‘yes’ or [as reflected in 3.4.2– iv, below], ‘no’. During the initial investigation, thecourse instructor is expected to:

i. gather and retain all documents that are material tothe concern. These documents include, but are notlimited to, the student paper(s) or exam(s) in ques-tion and source documents that are the apparentsource of the impropriety;



ii. interview teaching assistants, graders, and/or examina-tion invigilators who may have knowledge of whatoccurred; prepare written summaries of the resultinginformation where it appears to be relevant to the case;

iii. invite the student(s) involved to meet with him/herto respond to the concerns that have been raised.The purpose of such a meeting is to determinewhether there is an acceptable explanation for theevidence initially in hand.

iv. If a course instructor is satisfied, based on evidencecollected and discussion with the student(s), thatthere is an acceptable explanation for the evidence athand, no further action need be taken and norecords are retained.

v. However, if the course instructor is not satisfied thatthere is an acceptable explanation for the initial con-cerns, the course instructor shall notify the PAO ofthe potential infraction, leading to the steps identi-fied in 3.4.3, below.

vi. If the student(s) do not respond to the request for atimely meeting or if the student(s) do not providewhat the course instructor judges to be an accept-able explanation, notice of a potential breach of aca-demic honesty shall be sent to the PAO. (Note thatno formal ‘joint submission’ from student andcourse instructor can be struck prior to anExploratory Meeting being held.)

3.4.3 Once notified of a potential breach of academic honesty,the PAO shall post a block on the student’s enrolmentactivity in the course. The student may not drop or bederegistered from the course for any reason, nor with-draw from the University, nor may transcripts bereleased to the student until a final decision is reached.A request by a student for a transcript to be sent toanother institution or to a potential employer will beprocessed, but, if the student is found guilty of a breachof academic honesty, the recipients of the transcript willbe provided automatically with an updated transcript.

3.4.4 If the investigation relates to work already presented forevaluation but not yet evaluated, the course instructormay elect to defer the evaluation of the work until afterthe matter has been dealt with. Normally, any evaluationof a work which relates to a charge will not be entered intothe student’s record until after the matter is concluded.

3.4.5 If the course instructor or person designated bySchulich School policy decides to proceed with a formalcomplaint alleging a breach of academic honesty, thecomplaint shall be submitted in writing to the PAO assoon as is reasonably possible. The complaint shall con-tain a full, but concise, statement of the facts as per-ceived by the complainant and be accompanied by allavailable supporting evidence.

3.4.6 Carriage of a case by the Associate Dean – Academic (ADA).

When an apparent breach of academic honesty is nottied to a student’s enrolment in a specific course (exam-ples of such infractions include ‘falsification of an acad-emic record’, ‘improper research practices’, ‘obstructionof other’s academic activities’), the ADA or his/her des-ignate will take carriage of the investigation and theexploratory meeting stages of the process. The ADAshall have the capacity to conduct an initial investiga-tion parallel to that conducted by course instructors incourse-related allegations, including inviting the stu-dent[s] involved to provide an explanation for theapparent problems. The ADA may also take carriage ofany alleged breach of academic honesty if circum-stances in his/her judgment warrant such a role. TheADA or designate may follow all three stages (investiga-tion, exploratory meeting and formal hearing) or pro-ceed directly with submission of a charge to theSchulich Student Affairs Committee and request a for-mal hearing of the matter.

3.5 Exploratory Meeting

3.5.1 When a complaint is received by the PAO, an explorato-ry meeting shall be arranged to determine whether ornot there are reasonable and probable grounds to pro-ceed with a charge of breach of academic honesty. Theexploratory meeting is provided to allow the courseinstructor and the student(s) involved to determine,with the PAO present, whether they can agree onwhether an infraction has occurred and (in the casewhere they agree that it has) whether they can agree tojointly recommend a specific penalty. At least seven cal-endar days’ written notice of the meeting and a briefdescription of the reason for the meeting shall be pro-vided to the student. At this meeting, convened andchaired by the PAO, the student may be accompaniedby a representative and the course instructor may haveanother person present. The meeting is organized bythe PAO, who will make reasonable attempts to accom-modate the schedules of the concerned parties. Shouldthe student fail to appear at the scheduled exploratorymeeting and if, in the judgment of the PAO, the studenthas been given appropriate notice of this meeting, themeeting may proceed without the student present.

3.5.2 The exploratory meeting will result in one of the following:

i. It is agreed by all parties that no breach of acade-mic honesty occurred. No records of the mattershall be retained and the ‘flag’ on the student file is removed.



ii. If the student wishes to admit to a breach of acade-mic honesty, a document signed by the student andthe course instructor which includes the admission,a summary of the matter and a joint submission asto penalty shall be forwarded to the SchulichStudent Affairs Committee. The agreed-upon penal-ty shall not exceed failure in the course. A designat-ed subcommittee of the Student Affairs Committeeshall review such joint submissions and either con-firm them or refer them to a formal hearing. It isduring the review of the Student Affairs subcommit-tee that the consideration of past offenses is to beconsidered to determine whether a more severepenalty is appropriate. Normally, the Student Affairssubcommittee receiving such a joint submission willimpose the penalty suggested, but if the subcommit-tee is of the view that some other penalty would bemore appropriate, it shall arrange for a formal hear-ing of the matter, to which the student will be invit-ed and course instructor may be required to attend.In cases where the subcommittee determines that aformal hearing should be held, it will provide areport including the reasons for its decision to thestudent[s] accused, the ADA, and the panel hearingthe case prior to the formal hearing.

iii. If the student wishes to admit to a breach of acade-mic honesty but no agreement is reached on recom-mended penalty, a document signed by the studentand the course instructor, which includes the admis-sion, a summary of the matter and individual sub-missions by the student and course instructor as topenalty shall be forwarded to the Student AffairsCommittee, which shall arrange a formal hearing ofthe matter, to which the student will be invited andcourse instructor may be required to attend, as spec-ified in Section 3.6.

iv. If the student elects not to attend the exploratorymeeting, and if those present find sufficient groundsto proceed with a charge of breach of academic hon-esty, a summary of the matter shall be forwarded tothe Student Affairs Committee, which shall arrangea formal hearing of the matter, to which the studentwill be invited and the course instructor may berequired to attend.

v. If it is decided that sufficient grounds exist to pro-ceed with a formal charge of academic misconductand the student does not admit to this allegedbreach of academic honesty, a formal charge shall beprepared and submitted to the Student AffairsCommittee. The charge shall contain a full, but con-cise, statement of the facts as perceived by the com-plainant and be accompanied by all available sup-porting evidence. The PAO or person chairing theexploratory meeting will forward the documentscontemplated in items iii and iv above and this sec-tion to the Schulich ADA.

3.6 Formal Hearing

3.6.1 In cases where an allegation of academic dishonesty orthe penalty for acknowledged academic dishonesty inthe context of a course is to be resolved by a formalhearing, the responsible body is the Schulich StudentAffairs Committee. (One program is exempted fromthese procedures; the EMBA program will be subject toa different, parallel set of procedural regulations, reflect-ing the joint nature of that program between two uni-versities). The PAO shall give the student[s] and theADA (or designate) a written copy of the charge, a copyof the materials submitted by the course instructorwhich includes a summary of the evidence, a copy ofthe procedures to be followed by confirmed delivery,and not less than twenty-one calendar days’ writtennotice of the time and location of the hearing. If the stu-dent wishes to file a written response to the charge, itmust be received by the PAO within fourteen calendardays of the date on which the charge was sent to thestudent. The PAO will send a copy of the student’sresponse to the charge to the course instructor and theADA. Both the accused student[s] and the ADA (or des-ignate) must inform the PAO of their intention to callwitnesses and file names of these witnesses with thePAO at least seven calendar days prior to the hearing.

In cases where an allegation of academic dishonesty orthe penalty for acknowledged academic dishonesty out-side the context of a course or any case for which theADA has assumed carriage (allowed for in 3.4.6) is to beresolved by a formal hearing, the responsible body isalso the Schulich Student Affairs Committee. However,when the ADA has taken carriage of a case, it is theADA’s responsibility to supply the formal charge andsummary of evidence to the student[s] involved and tothe Student Affairs Committee, through the PAO. ThePAO retains the responsibility for supporting theStudent Affairs Committee panel during the processleading up to the formal hearing.



3.6.2 Prior to the hearing, if a student acknowledges theaccuracy of the charges, the student may waive the rightto a hearing by submitting a written statement that bothadmits guilt and waives the right to a hearing. Such awritten statement shall be provided at least seven daysbefore the scheduled hearing to allow the courseinstructor to review the matter and provide input to theSchulich Student Affairs Sub-Committee.

i. In this statement, the student may make submis-sions as to appropriate penalty and give reasons. Ifthe course instructor submitting the charge concurswith the penalty recommendation of the student, ajointly signed submission will be forwarded to theStudent Affairs Sub-Committee. In such cases, theagreed-upon penalty shall not exceed failure in thecourse. Should the Student Affairs Sub-Committeefind that some other penalty would be more appro-priate, it shall arrange for a formal hearing of thematter, to which the student will be invited and thecourse instructor may be required to attend.

ii. If the faculty member and student do not agree on arecommended penalty, individual submissions as topenalty shall be made by the student and courseinstructor to the Student Affairs Committee, whichshall arrange a formal hearing of the matter, towhich the student will be invited and the courseinstructor may be required to attend.

3.6.3 Formal hearings shall be heard in front of a three-per-son Panel, all of whom are normally members of theStudent Affairs Committee. Each panel will be com-prised of two faculty members2, one of whom shall beChair, and one student. The panel shall select its ownChair. Only the committee members, a recording secre-tary (normally, the PAO), the case presenter (the ADA orhis/her designate3), the student charged, each party’srepresentative(s) / adviser(s) (who may be lawyers), andthe witnesses may be present at a hearing. The courseinstructor(s) or person(s) who submitted the chargemay attend as a witness(es). Committee members shallbe at “arms length” from the student charged with abreach of academic honesty4. Committee members arenot at “arms length” if they have had a significant per-sonal or professional relationship with the studentcharged. Witnesses shall be present at the hearing onlywhile testifying. Exceptions to this policy may be madeat the discretion of the committee. The PAO will pro-vide administrative support to the panel, and will act asrecording secretary to take notes at the hearing. Arecord prepared from these notes will constitute theofficial record of the proceedings. Parties may, if theywish, arrange for their own written record of the hear-ing to be taken. The Chair of panel has full authority toassure an orderly and expeditious hearing. Any personwho disrupts a hearing, or who fails to adhere to therulings of the committee may be required to leave.

3.6.4 The panel shall consider the facts and circumstances ofthe case and determine whether there has been a breachof academic honesty. If a finding of academic miscon-duct is determined, the panel shall hear submissions asto the appropriate penalty and then decide the penalty.

3.6.5 If a student fails to appear at a hearing after propernotice, the hearing may proceed, a decision may bemade and sanctions may be imposed, unless the stu-dent can establish, in advance of the hearing and to thesatisfaction of the panel, that there are circumstancesbeyond her or his control which make an appearanceimpossible or unfairly burdensome.

3.6.6 Parties must be allowed a full and fair opportunity topresent their evidence and to respond to the evidencepresented against them. Parties are allowed to cross-examine each other’s witnesses in matters related to thecharge. The panel has the discretion to make rulings asto admissibility of evidence or the suitability of cross-examination. The panel is not bound by formal rules ofevidence applicable in courts of law.

3.6.7 When the parties have presented all available relevantevidence and witnesses, each party may present a finalargument. Following this the parties shall be excusedwithout further discussion. The panel shall then enterinto closed session to determine whether a breach ofacademic honesty has occurred. A finding of academicmisconduct supported by a majority of panel membersshall be binding.

3.6.8 If the panel does not render a finding of academic mis-conduct, all records of the charge and hearing will beheld by the Schulich School until such time as appealsprocedures are exhausted or abandoned. Thereafter, arecord consisting of the complaint and the decision let-ter will be placed in a confidential file retained in theOffice of the Dean of the Schulich School.

3.6.9 Following a finding of academic misconduct, the panelshall next allow both parties to make a presentation asto suitable penalty. At this point the panel may be madeaware of other academic offences in the student’s file.The panel will again enter into closed session anddecide upon the sanction. A decision by the majority ofthe panel to impose a particular penalty shall be bind-ing. The decision of the panel, as described in Item 4.8of the Senate Policy on Academic Honesty, must becommunicated to the parties in writing, and deliveredby confirmed delivery. A record of the offence, the pro-ceedings and the finding will be retained in the Officeof the Dean of Schulich School, regardless of the sever-ity of the penalty, and be held for a time consistent withthe University’s records retention guidelines. Thisrecord is for internal academic purposes only. A noteshall be placed on the Student Information System tobar retroactive withdrawal from the course.



3.6.10 If the student is found to have committed a breach ofacademic honesty in work related to a funded researchproject, the Vice President Academic shall be notifiedand the Vice President or a designate shall determinewhether to notify the granting agency.

3.6.11 If a student from another institution enrolled in a jointprogram or attending York on Letter of Permission isfound to have committed a breach of academic honesty,notice of the Schulich Student Affairs Committee’s find-ings will be sent to the other institution.

4. Order of Faculty or Senate Hearings on Academic Honesty

The following indicates the order in which a Faculty or Senate com-mittee should proceed when hearing a charge of breach of academ-ic honesty. The committee may alter the order in the interests offairness or in cases where multiple students are charged with relat-ed offences.

4.1 The Chair shall:

• introduce the parties and members of the committee;

• identify the nature of the case and evidence before thecommittee.

4.2 The presenter’s case:

• briefly describe the case to be presented, in an openingstatement;

• present support for the charge through oral testimony of com-plainant and witnesses, and through documentary evidence;

• the student (or his/her representative) may ask questionsof each of the presenter’s witnesses at the close of that per-son’s testimony;

• committee members normally ask questions at the end of eachperson’s testimony but may interrupt if clarity is required.

4.3 The student’s case:

• the student (or his/her representative) shall briefly reply andindicate main arguments in an opening statement;

• present support for his/her case through oral testimonyprovided by him/herself and witnesses as well as docu-mentary evidence.;

• the presenter may ask questions of each of the student’s wit-nesses at the close of that person’s testimony;

• committee members normally ask questions at the end of eachperson’s testimony but may interrupt if clarity is required.

4.4 The presenter shall be allowed to present testimony or otherevidence in reply to new issues raised in the student’s casewhich were not raised in the original presentation.

4.5 At any time the committee may require other witnesses or theproduction of other written or documentary evidence andmay, if it sees fit, adjourn the hearing after allowing both par-ties the opportunity to speak to the adjournment.

4.6 Following the presentation of evidence, the parties are entitledto make closing arguments and to summarize briefly the mainpoints of their cases, but no new evidence may be introduced.This will proceed in the following order: the student (orhis/her representative) followed by the presenter.

4.7 The committee will move into closed sessions for deliberationsand decision. If there is a finding of academic misconduct, thecommittee will then consider submissions as to appropriatepenalty, then return to closed sessions and decide on theappropriate penalty.

4.8 The written decision of the committee shall include:

• the names of committee members and all who appeared;

• a summary of the cases of the parties;

• the committee’s findings of fact, decision and reasons;

• the route of appeal.

Senate Policy, Guidelines and Procedures on Academic HonestyApproved Senate April 28, 2005

Schulich School Implementation of Senate Procedures Governing Breachof Academic Honesty, Approved Schulich School Faculty CouncilOctober 7, 2005

1 The term “course instructor”, as used in Schulich School, is equiv-alent to the term “course director” used in the Senate Policy,Guidelines and Procedures in Academic Honesty. The term “courseinstructor” has been substituted for the term “course director” inthis document.

2 Normally all panelists shall be elected members of the StudentAffairs Committee, chosen at random by the PAO. However, incases where scheduling or other factors make the timely organi-zation of a panel difficult, the Chair of the Student Affairs com-mittee may appoint any Schulich tenure stream faculty membersto a faculty role on the panel and any members of either theGraduate Student Council or Undergraduate Student Council tothe student position on the panel.

3 In cases where the ADA has developed (not just assembled) evi-dence, a designate will be chosen as ‘case presenter’ to allow theADA to be a witness at the formal hearing of the matter.

4 Members of the Student Affairs Committee or others asked to bepart of a panel shall be told the identities of the student(s) andfaculty member(s) involved. Any person asked to serve on a panelis required to disclose to the PAO any prior relationships with thestudent or faculty members involved which may be considered aconflict of interest or create an apprehension of bias. The panelwill assess any such claim and rule as to whether the panel mem-ber should be replaced. If the panel recommends the replacementof a member, the PAO shall be ask the Chair of the Student AffairsCommittee to identify a replacement panel member. [Note:Simply knowing an accused student or having taught a class thathe/she has taken does not normally constitute a conflict of inter-est or create an apprehension of bias.]

GRADING

Grading PolicyThe MBA, MPA and IMBA programs use a nine-point letter-gradingsystem; the top grade is A+ and the minimum passing grade is C–.Each letter grade for a course is assigned an Index Value, and theIndex Values are weighted by the credit-hour value to derive aweighted average. This weighted average is calculated on a cumu-lative basis, and is called the Grade Point Average (GPA). The lettergrades, together with their Index Values and a general explanationare summarized in the accompanying chart.

The Schulich School of Business does not use a percentage scale.When faculty members award marks on a percentage basis, theinstructor converts the percentages to letter grades. For example, a cumulative percentage mark of 50% does not necessarily meanthat a student will pass a course.

There is no prescribed conversion formula from percentages to letters.



LETTER GRADE INDEX INTERPRETATION

A+ 9A 8 ExcellentA- 7

B+ 6B 5 GoodB- 4

C+ 3C 2 AcceptableC- 1F 0 Failing

P 0 Pass (Courses taken on exchange)

I - Incomplete

Grading Guidelines for Individual Coursesa) Normally, course outlines should present a clear outline of the

topics to be covered, readings to be assigned, andproblems/cases to be discussed in every class. Depending onexact dates, holidays etc., that usually means 12 classes for 3.00credit-hour courses and 6 classes for 1.50 credit-hour courses,not including the final examinations.

b) Normally, student presentations should not take up more than atotal of 6.0 hours of a 3.00 credit-hour course or 3.0 hours fora 1.50 credit-hour course. The expected length of student pre-sentations should be defined.

c) Normally, there should be more than one component contribut-ing to the course grade (i.e. the entire grade should not dependon a single graded item).

d) Normally, there should be some graded feedback on students’work before the course drop date. That is before the ninth week of6.0 hours of a 3.00 credit-hour course. (There is no feasible simi-lar guideline for a 1.50 credit-hour course.)

e) The way in which the final course grade will be computed shouldbe clear to students. This will likely have several components.• normally, the percentage contribution to the final grade of

every graded element should be separately specified in thecourse outline (i.e. multiple elements should not be com-bined into a single percentage component)

• normally, the mapping of individual grades into a numericform for combination into the final grade should be speci-fied in the course outline

• normally, the mapping of final numeric grades into a finalletter grade should be specified in the course outline

• normally, if grades are to be standardized or curved in someway, this should be stated in the outline – the student shouldbe able, after each graded assignment is returned, to under-stand what the grade on that is worth in terms of a stan-dardized letter grade. Alternately, the course outline shouldspecify what class standing levels will receive what grade –students should be able, after each graded assignment isreturned to know their relative class standing

• normally, every component of the final grade should bereported separately to students either during the course orat the end of the course when final grades are reported (thisincludes class participation grades)

f) Normally, class participation should not account for more than20% of the final grade. Instructors should ensure that studentsknow the basics for the assessment of class participation andshould keep appropriate documentation as the course progresses.Instructors must retain documentation for twelve months.Participation should be based on more than attendance.

g) Sections of required Foundations of Management Core Courses,MPA and IMBA Core Courses are normally expected to have amean grade of between 4.7 and 6.1 grade points (see GPA Chartunder ‘Grading Policy’ on page 94). All elective courses (exclud-ing the Individual Study category) are expected to have a meangrade of between 5.2 and 6.2 grade points.

Awarding of Gradesa) Grades will be awarded for every course in which a student is

enrolled.b) A student who does not complete the requirements of a course

in time for a letter grade to be awarded will receive a grade of ‘I’(incomplete). This grade does not have a corresponding IndexValue and will not be included in grade averages.

c) A student who has been awarded a grade of ‘I’ will within onemonth either remove that grade or submit a plan, endorsed bythe instructor, which will remove the grade before the end of thenext academic term (including the Summer Term). A grade of ‘I’that is not removed within the prescribed or agreed-upon timewill become a grade of ‘F’ (fail).

d) Students with a GPA of 7.0 (A-) or above will be placed on theDean’s Honour List upon graduation.

e) Students may repeat any course once. The higher grade will beused in the calculation of the final GPA.

f) Grades are made available online approximately two weeks afterthe end of exams. The University does not release grades verballyor in person to students.

Grading and Promotion Standardsa) To maintain their standing in the program, all students must

maintain a GPA of at least 4.2. Full-time students will bereviewed at the end of their first two terms or after completing18.0 credit-hours of coursework (excluding AdvancedStanding), whichever comes first; part-time students will bereviewed after completing 12.0 credit-hours of coursework(excluding Advanced Standing). Post-MBA Diploma studentsare reviewed upon completion of 6.0 credit-hours of coursework. The GPA will be computed on all Schulich graduatecourses taken, including failures and repeated courses. Gradesreceived in courses for which Advanced Standing was given willnot be included in calculating the GPA (see page 29 for mini-mum requirement for MBA/JD students).

b) Students who receive a grade of ‘F’ in more than 3.0 credit-hoursof coursework will be debarred (see ‘Debarment and the AppealProcess’ later in this section).

c) Students who fail a ‘required’ course must retake it. Studentswho fail an elective course may retake it, or may elect to takeanother course.

d) Students may take more than the minimum number of electivesand may retake courses which they have not failed.

e) Grades for all courses taken will remain on the official YorkUniversity transcript.



f) Students who have obtained Advanced Standing must take atleast 12.0 credit-hours of York MBA courses before their GPA isassessed with regard to promotion standards.

g) To retain their status as Schulich students, MBA/MPA graduatesreturning as special students must maintain a GPA of at least 4.4based on all program courses taken and can fail no more than3.0 credit-hours of coursework.

Probationary Admittance and Promotion StandardsIn some instances, the Schulich Admissions Committee may rec-ommend admission for an applicant who demonstrates consider-able academic or professional ability, but does not quite satisfy thenormal requirements for admission. The committee makes suchadmissions decisions very selectively.

Such applicants are admitted as probationary students and mustreceive a GPA of 4.2 by the end of Term 1 (full-time students) or bythe end of Term 2 (part-time students). If a probationary studentachieves the required GPA by the specified time, that student willbecome a regular student. If the required GPA is not achieved with-in the specified time, the student will be required to withdraw fromthe program.

GRADE APPEALS FOR SCHULICH COURSES

Grounds for AppealA student may appeal to the Schulich Appeals Officer (theAssociate Dean – Academic, or in his/her absence, the Directorof the student’s degree program) to have a grade changed on thefollowing grounds only:

a) A clerical error has resulted in a miscalculation of the grade.b) A computational grade awarded did not fairly reflect the stu-

dent’s academic performance according to the grading systemused by the instructor.

Procedures for Appeal

Students should first attempt to resolve the appeal informally withthe instructor, who may at that time alter the grade. If a furtherappeal is required, the following procedure must be followed:

a) A formal written appeal must be made to the Schulich AppealsOfficer prior to:• February 15 for the Fall session,• June 15 for the Winter session, and • September 30 for the Summer sessionIn the absence of both the Associate Dean – Academic, and theProgram Director, the Dean of the Schulich School of Businesswill act as the Appeals Officer.

b) The Appeals Officer will initially attempt to resolve the appealby informally obtaining agreement of the instructor and student.If agreement is obtained, the Appeals Officer shall advise bothparties in writing. The instructor will then establish the agreed-upon grade and the appeal will terminate.

c) i. If item b) above is unsuccessful, the Appeals Officer isempowered to require submission of all relevant docu-ments including, final examination, term examinations,homework assignments, reports, papers and the instructor’sgrade books, as well as other documents identified as per-taining to the student’s grade. Instructors are required toretain all such documents not returned to the student for aperiod of one Fall or Winter Term after the end of anycourse’s active term. The Appeals Officer, student andinstructor shall be allowed access to all such documentspertaining to the student’s grades.

ii. The Appeals Officer is authorized to request assistance inappraisal of these documents. Normally the request will bemade to the coordinator of the area in which the course wastaught or the coordinator’s representative, before other indi-viduals are consulted. The instructor and student may begiven access to such appraisals upon request.

iii. The Appeals Officer will prepare a written decision on theappeal. The decision may be to retain, to raise, or to lowerthe student’s grade. Substantial and convincing evidence ofgrading error must be shown for the grade to be changed.

iv. The instructor may voluntarily alter the grade as recom-mended by the Appeals Officer’s report. In cases where theinstructor is unwilling or unable by reasons of absence orhealth to alter the grade, the Appeals Officer is empoweredto alter the formal record of the grade as reported by theinstructor and used by the University.

d) The student will be notified by registered mail (or an alter-nate form of delivery that produces a receipt signature) ofthe decision, and a copy of the correspondence will be sentto the instructor.

Late Grade ReappraisalAppeals for late grade reappraisals (past the deadline date) shouldbe directed to the Schulich Associate Dean – Academic. In the case of denial, an appeal may be made to the Schulich Student Affairs Committee.

Appealing the Decision of an Appeals OfficerThe student or the instructor may apply for leave to appeal the decision of the Appeals Officer to the Executive Committee of theSchulich Faculty Council within fifteen (15) days of receipt of theregistered letter containing the appeal decision.



ACADEMIC PETITIONSStudents may submit requests to petition an existing Schulich reg-ulation or academic decision due to extenuating circumstances.Students wishing to petition can schedule an academic advisingappointment or directly submit a petition to the Division of StudentServices and International Relations. Each petition must clearly out-line the request and provide proof of the extenuating circum-stances. Petitions are carefully reviewed by the Student Affairs

Committee shortly after their submission.

DEBARMENT AND THE APPEAL PROCESS

Grounds for AppealA student may appeal debarment resulting from a failure to complywith School regulations and standards concerning:

a) Academic performanceb) Residency or continuous registration requirementsc) Time limitations to complete the program of studies

Procedures for Appeala) A formal written appeal must be made by the student to the

Schulich Executive Director of Student Services andInternational Relations (hereafter, EDSS) within fifteen (15) daysof the date on which the debarment notice was received. In theabsence of the Executive Director, the Schulich Associate Dean– Academic, will act in his/her place. The written appeal will citespecific information which supports the grounds of the appeal.

b) The EDSS will investigate the information provided by the stu-dent. In addition, the EDSS may collect other relevant informa-tion and may consult with responsible individuals such as areacoordinators, program chairs, faculty members and staff.

c) The EDSS will prepare a letter to the student containing his/herdecision and the reasons for the decision. i. The letter will be limited to either of the following:ii. To grant or reject the appeal if the appeal is based solely on

an administrative or clerical error.iii. To refer the appeal to the Schulich Student Affairs Committee

if it concerns academic or other substantive matters.

Order of Appeal Within Schulich Student Affairs CommitteeThe Schulich Student Affairs Committee will review any appealreferred to it by the EDSS under ‘Procedures for Appeal’ (c) aboveand will take the following action:

a) Promptly inform the student in writing of his/her right to appearin person before the Schulich Student Affairs Committee.

b) Set a date for hearing the appeal in consultation with the student.c) Ensure a quorum for the meeting consisting of the Chair, two

professors, either the Executive Director of Student Services andInternational Relations or the Associate Dean – Academic andtwo student members of the committee.

d) Request any member of the Schulich Student Affairs Committeewith a conflict of interest to remove himself/herself from voting.

e) Ensure that the student is given access to all relevant documents,obtain copies of any written information to be presented by thestudent and attempt to verify the accuracy of this information.

f) Hold the hearing and promptly inform the student of the deci-sion and the reasons for it by registered mail.

OTHER APPEALS TO THE STUDENT AFFAIRS COMMITTEEStudents may submit a formal petition to the Schulich StudentAffairs Committee to appeal Schulich School academic regulationsand deadlines. The petition form, accompanied by a letter shouldbe submitted to the Schulich Student Affairs Committee, c/o TheDirector, Student Services. The letter should outline any compellingor extenuating circumstances that prevented the student from complying with the School’s regulations and/or deadlines. Any sup-porting documentation must be submitted with the petition.

Petitions denied by the Schulich Student Affairs Committee shouldfollow appeal procedures outlined below.

APPEALING SCHULICH STUDENT AFFAIRS COMMITTEE DECISIONSThe student, the EDSS, or any concerned faculty member mayapply for leave to appeal the decision of the Schulich StudentAffairs Committee to the Executive Committee of the SchulichFaculty Council within fifteen (15) days of receipt of the registeredletter mentioned previously.

FURTHER APPEAL AT THE EXECUTIVECOMMITTEE LEVEL

The Appeals ProcessAppeals of grades or debarment will be permitted only on thefollowing grounds:

a) New evidence (i.e. evidence relevant to the decision made at thelevel of the Appeals Officer or at the Schulich Student AffairsCommittee level, but which through no fault of the applicant,was not presented at that level). Generally speaking, events oracademic performance subsequent to the Appeals Officer’s or theSchulich Student Affairs Committee’s decision are not to be con-strued as new evidence.

b) Evidence of procedural irregularity in the Appeals Officer’s orthe Schulich Student Affairs Committee’s consideration of thecase. Procedural irregularities consist of actions taken or nottaken by a Faculty or School, its officers, committees, or mem-bers with respect to the previous disposition of the case whichviolate or nullify one or all of the following:i. normal and written procedures at the University or the School.ii. unwritten but recognized custom in the School’s or Areas’ han-

dling of the cases substantially similar to that being appealed.

Procedure for AppealThe application for leave to appeal will be considered by an‘Appeals Panel’ of the Schulich Executive Committee composedof the Chair of the Executive Committee, MBA Program Director,PhD Program Director, Undergraduate Programs Director and theDean (ex-officio). The Chair will request any member of theAppeals Panel with a conflict of interest to remove himself/herselffrom the proceedings. Three members of the Appeals Panel willconstitute a quorum.

The application for leave to appeal should contain a succinctstatement of the grounds on which the applicant intends to rely, asummary of the evidence to be relied upon, as well as all relevantdocumentation. Upon written request, an applicant shall be givenwithout charge by the School, copies of all School documentswhich may support this summary of evidence.


Determination of Prima Facie CaseThe Appeals Panel will consider the documents submitted in rela-tion to an appeal to determine whether or not a prima facie case hasbeen established on the grounds indicated. Parties are not presentat this hearing.

If the Appeals Panel determines that a prima facie case has not beenestablished, it may deny leave to appeal and promptly advise theapplicant and other concerned parties by registered mail. If theAppeals Panel is satisfied that a prima facie case has been estab-lished, it will allow the appeal to be heard by the ExecutiveCommittee. The Chair, in consultation with concerned parties, willset a date for the hearing.

Order of Appeal Within the Schulich Executive CommitteeThe following list indicates the order of an appeal where the partiesare present. The committee may alter the order of the hearing in theinterests of fairness to any or all of the parties.

a) The Chair shall:i. identify the parties and members of the committee.ii. clarify any procedural requirements.

b) The applicant or representative shall:i. briefly describe the case to be presented.ii. provide factual support for his/her case through documentary

evidence and testimony of applicant and witness, if relevant.iii. the respondent or representative may ask questions of each

witness at the close of that person’s testimony.c) The respondent or representative shall:

i. briefly reply and indicate main arguments.ii. provide factual support for his/her case through documentary

evidence and testimony of respondent or witness, if relevant.iii. the applicant or representative may ask questions of each

witness at the close of that person’s testimony.d) The applicant and his/her witnesses shall be allowed to offer

testimony or other evidence in reply to new issues raised in therespondent’s presentation.

e) At this point or sooner, the committee may require other wit-nesses or the production of other written or documentary evi-dence and may adjourn the hearing after allowing both partiesthe opportunity to speak to the adjournment. After this, no newarguments or evidence regarding the appeal may be introduced.

f) The respondent, followed by the applicant is entitled to makeclosing arguments and to briefly summarize the main points ofhis/her case.

g) The committee will move in camera for deliberations and discussion.h) The written decision of the committee shall include:

i. the names of the committee members and all who appeared.ii. a brief summary of the cases of the parties.iii. the committee’s findings of fact, decision and reasons.iv. the route of further appeal.

NOTE: Committee members normally ask questions at the end of eachperson’s testimony or interrupt any time if clarity is required.

SCHULICH HUMAN PARTICIPANTSRESEARCH (HPR) POLICY

York University PolicyThe Senate Policy for the Ethics Review Process for Research InvolvingHuman Participants states that all university-based research involvinghuman participants, whether funded or non-funded, faculty or stu-dent, scholarly, commercial or consultative, is subject to this ethicsreview process. The review of course-related, non-funded, minimalrisk research is the responsibility of each Faculty of York University,and data on approved research projects are to be reported annuallyto the York Human Participants Review Committee by June 30th.(Graduate students who are doing major research papers or disser-tations must follow the policy established by the Faculty ofGraduate Studies.)

Schulich School of Business ApprovalsAll course-related, non-funded, minimal risk research involvinghuman participants undertaken by graduate and undergraduatestudents requires approval from the Schulich Human ParticipantsReview Committee before it may begin. As well as other applicablecourses, this includes work done by students in the Strategy FieldStudy, International Field Study, Global Leadership Program,Aboriginal Economic Development Program, and York ConsultingGroup (YCG).

SSB Human Participants ReviewCommittee (HPRC)The Associate Dean – Research and the Schulich ResearchCommittee will form the Schulich Human Participants ReviewCommittee, and as such, it will act as adjudicator for approvalsbefore the conduct of such research. Reviews will be done by atleast two members of the Committee who are at arm’s length fromthe student research. The Committee will be available to reviewany work on an on-going basis throughout the academic year (i.e.reviews will not be limited to the start of the term). TheCommittee will respond particularly promptly for student workin six-week courses so that the condensed time frames of suchcourses can be accommodated.

SSB Appeals MechanismIn case of appeals, the appeals mechanism will consist of a com-mittee composed of the Schulich Associate Dean – Academic andthe specific Program Director (BBA, IBBA, MBA, IMBA, MPA, PhD)for the student project in question.



Student Services and Student Life


IN THIS SECTION:

STUDENT SERVICESStudent Services & International Relations Office ............99Schulich Career Development Centre (CDC)

Career Counselling...................................................................99Career Workshops and Panels ..................................................99Career Leader ...........................................................................99Career Resources ....................................................................100Career Fairs ............................................................................100Company Information Sessions..............................................100Industry Specific Events .........................................................100Job Opportunities...................................................................100MBA Internships ....................................................................100Professional Guidelines Document.........................................100Résumé Bank..........................................................................100Communications ....................................................................100

Other Schulich ServicesLockers.................................................................................100The Trading Floor.................................................................101Tuckner’s...............................................................................101

STUDENT LIFEGraduate Business Council (GBC).....................................101

PublicationsThe INSIDER........................................................................101Commercial Business Publications........................................101MBA Yearbook......................................................................101

Athletics ...............................................................................101

Buddy Program.....................................................................101

Case Competitions ...............................................................101

Student Clubs and Activities .............................................102

GLOBAL ALUMNI NETWORKMission Statement ..................................................................105What the Schulich Global Alumni Network

Can Offer You......................................................................105What Alumni Can Offer the Schulich School.........................105Alumni Mentor Program ........................................................105

YORK UNIVERSITYAccommodation/Housing

The York Apartments............................................................106Off-Campus..........................................................................106

Bookstore ..............................................................................106

Campus Security ..................................................................106Department of Security Services ...........................................106goSAFE.................................................................................106

Centre for Student Community and Leadership Development .................................................107

Childcare ..............................................................................107

Counselling and Disability ServicesPersonal Counselling Services (PCS).....................................107Learning Skills Services (LSS) ...............................................107Learning Disabilities Services (LDS) .....................................107Mental Health Disability Services (MHDS) ...........................108Physical, Sensory and Medical Disability Services (PSMDS)..................................................108

Health ServicesYork Lanes Health Centre .....................................................108

Health Education and Promotion at York ........................108

Library Services ...................................................................109

Office of Student Conduct and Dispute Resolution ........109

Office of the Ombudsperson ...............................................109

Centre for Human Rights ....................................................109

Parking Services ..................................................................109

Shopping Services ...............................................................110

Sport and Recreation Programs .........................................110

Student Centre .....................................................................110

Transportation Services.......................................................110Van-Go .................................................................................110

Centre for Women and Trans People ................................110


Student Services and Student Life: SchulichThe faculty, management and support staff of the Schulich Schoolare dedicated to supporting the efforts of each individual student torealize his or her fullest potential.

The School’s Division of Student Services and InternationalRelations should be consulted on questions related to all aspects ofstudy at the School: 416-736-5303. See page 5 for a listing of staffmembers and their responsibilities.

For more detailed academic information on specific functionalareas or programs, use the contacts listed on pages 63-79 or call themain York University switchboard at 416-736-2100.

The Schulich Career Centre should be consulted on questions relatedto career management (see below).

STUDENT SERVICES

Student Services & International RelationsStudent Services & International Relations, through five professionalunits, supports students in their pursuit of academic, professionaland personal goals from the first contact with the school through to graduation.

Graduate Admissions recruits and admits the best and brightestfrom around the world each year. Once admitted, the StudentServices team manages the details of their program from registra-tion through to graduation. Academic counselling is availablethroughout their time at Schulich. In addition, the Division hasdeveloped specialized units with expertise in InternationalRelations (support for international students, exchange programsand study abroad), Financial Aid (financial advising, scholarships,bursary and loan funding) and Undergraduate Programs (under-graduate assistance from prospective students to graduates).

The Division is located in the Scotiabank Suite, Room W262 on the2nd Floor of the West Wing. See page 5 for detailed contact list ofstaff and their particular expertise.

Tel: 416-736-5303 Fax: 416-650-8174E-mail: [email protected]

Office hours are:Monday – Thursday 9am to 7pmFriday* 9am to 5pm, various Saturdays 10am to 2pm*Friday in June, July and August 9am to 3:30pm

Schulich Career Development Centre (CDC)For further information:Room N202, Seymour Schulich BuildingTel: 416-736-5080 Fax: 416-650-4915E-mail: [email protected] site: www.schulich.yorku.ca/careerportal

* Ask about our CDC counsellor visits at Nadal Campus and after-hour appointments for part-time students.

The Schulich School views career management as a lifelong under-taking. To assist current students and graduates with this majorcommitment, the School offers a range of programs called theCareer Development Program exclusive to Schulich studentsthrough the Schulich Career Development Centre (CDC) office.These activities permit individuals to identify career objectives,develop career plans and hone skills for career management. TheCentre is staffed by Canada’s largest and most qualified team of pro-fessional counsellors who have significant work experience andindustry expertise.

CAREER COUNSELLING

Central to the mandate of the Career Development Centre is groupand individual career counselling. Meeting with one of our indus-try-experienced career counsellors is recommended right at thestart of your program to assess your career development needs(especially if you are switching careers) and discover where to startin terms of career conversations, self-assessment, research, resume,cover letter, and Schulich CDC or student club events that willmaximize your all-important networking opportunities.

In addition to individual counselling, interview preparation can bearranged with a counsellor through a mock interview. This is anindividual practice session with one of the CDC’s industry counsel-lors who incorporates industry specific interview practices into thesimulation. Students also have access to online, industry specific,video practice capabilities through InterviewStream, found on theCareer Portal.

Students can also quickly drop off their resumes and cover lettersat the CDC. Written comments and feedback can be picked up inthree business days (personal resume review appointments, how-ever, make for a better result).

We recommend that students attend various workshops in order tohave detailed specific discussions with a counsellor.

CAREER WORKSHOPS AND PANELS

Every term, the Career Development Centre offers a series of work-shops on job search, self-assessment, resume writing, interviewtechniques, networking, professionalism and etiquette. Specialworkshops for new students to Canada are also conducted, as arethose with specific industry focus. Dates for these sessions appearin the Events Calendar on the CDC Web site, the Career Portal.Most workshops are offered on Friday afternoons or weekdayevenings.

CAREER LEADER

Prior to personal counselling offered by the Centre, an interactiveonline business career self-assessment tool called CareerLeader isrequired to be completed by all Master’s level students.CareerLeader provides students with assessments of their uniquepattern of business-relevant interests, values and abilities. Thoseresults are integrated with recommendations that best match selected career paths. It also provides assessments of one’s entre-preneurial skills, areas of improvement and fit within certain corporate cultures and rates your match against profiles of over 30different business career paths. Use of CareerLeader has also beenintegrated into the MGMT 5150 course, and CDC encourages stu-dents to review their results with a CDC counsellor.




CAREER RESOURCES

The Schulich Career Development Centre has compiled a widerange of resources in an extensive Career Portal. There is addition-al information in the Schulich-based Peter F. Bronfman Library.

Career Portal Resources include:• Online tools (Vault, Wet Feet, Going Global, InterviewStream)

which includes extensive industry guides, career guides, topemployer profiles, and career advice

• Industry-specific resource pages with links to associations, jobbanks and current articles

• Salary data on recent Schulich graduates• Corporate and Association information

CAREER FAIRS

A major feature of career planning and development is the SchulichCareer Fair held at the end of Career Month in September. This is anopportunity for graduating and non-graduating students to meet withprospective employers to discuss career opportunities. Senior man-agement, human resource professionals and Schulich alumni repre-sent the companies that recruit on campus.

Each year, Schulich Students are invited through the CDC to manyexternally organized targeted career fairs. Some specialize inrecruiting students who are interested in various industries, intern-ships, international positions, as well as those who have special language capability (e.g. Japanese – English Bilingual) or culturalheritage (e.g. Hispanic, African-American/Canadian). These targetedcareer fairs take place in U.S. cities and others worldwide at varioustimes of the year.

COMPANY INFORMATION SESSIONS

A key component of career management is networking. Companyinformation sessions offer students an opportunity to meet recruitersand determine if a particular company matches personal career goalsand to make a great first impression. Information sessions begin in early September and are posted in the Events Calendar on the Career Development Centre’s Web site. Students must RSVP on CareerQuest.

INDUSTRY SPECIFIC EVENTS

Throughout the year, the Career Development Centre organizesindustry specific networking events with alumni and corporateguests. During the winter semester, the Industry Advising Breakfastand Mix’N’Mingle Series allow students to gather insight into careerpaths, understand various company cultures, and make industrycontacts. The Financial Services Luncheon in January is another highprofile/networking event for MBA students that CDC sponsors.

JOB OPPORTUNITIES

On an annual basis, the Schulich CDC attracts a large variety ofCanadian, US, and offshore companies to recruit for full-time andinternship positions. All job postings are posted on CareerQuest,along with links to other resources to help students in their searchfor employment. Access to Schulich’s job database “CareerQuest” isgranted to students before first term begins. Students also haveaccess to York University’s main job site for additional postings. TheCDC also offers career support and job opportunities for studentsreturning to China, South Korea, India and Russia.

MBA INTERNSHIPS

Students who join the program with excellent achievements andlimited work experience should participate in an internship. Theseare paid or voluntary internships that range from 4-16 months andare for non-graduating students only. An annual internship fair istypically held by the CDC in late Fall or early Winter.

PROFESSIONAL GUIDELINES DOCUMENT

The Schulich School recognizes that the recruiters, in choosing topartner with the School, deserve the most professional approach totheir needs, both from the CDC and from students. TheProfessional Guidelines Document outlines the responsibilities ofthe students to both the CDC and to recruiters, as well as the CDC’sresponsibilities to students.

Find them on the CDC Career Portal.

RÉSUMÉ BANK

In the early Fall of each year, the CDC publishes a resume bank ofour graduating students. This professional directory has been usedincreasingly by corporations to pre-screen and recruit candidates foremployment. Some companies choose not to post their positions andinstead, to recruit directly from the directory or find students to inviteto recruiting events. The deadline for submitting a resume for publi-cation is the beginning of July each year for graduating students.

Resume searches are also conducted for non-graduating studentsthrough the resume repository within CareerQuest. Therefore, allstudents should maintain an up-to-date version of their resumeonline at all times within CareerQuest.

COMMUNICATIONS

The Schulich Career Development Centre sends out details ofworkshops, information sessions and all other events for the com-ing week via a Lotus Notes e-mail newsletter, CDC News, everyFriday. As well, the Events Calendar lists all career-related activitiesin CareerQuest.

Other Schulich Services

LOCKERSA limited number of lockers are available for rental to students at thestart of the Fall term, on a first-come, first-served basis. Lockers arealso available at the start of the Winter term, subject to availability.

Rental fees are non-refundable.

Students may apply for a locker at Office Services in S030A duringthe first week of each term, but may sell out within a day or two.Students are encouraged to come to campus early in the morningon the first day of classes to line up. Individual requests for specif-ic locker locations cannot be accommodated.

Lockers and Office Services are located in the basement of theSchulich School of Business close to the student clubs area.

Locker codes are reset prior to the rental period and reassigned every fall.

NOTE:1. The Schulich School of Business will not assume any responsibility

for items stolen or damaged in assigned lockers.

2. All lockers must be cleaned out by July 31. Any materials left in thelockers after this date will be removed and discarded after a week.


THE TRADING FLOOR

The Trading Floor, Schulich’s retail store for Schulich logo mer-chandise, is located on the main floor of the Schulich building,adjacent to the market place and across from Timothy’s coffee shop.Inventory includes clothing, gift items and some convenience itemstargeted at our student population, Schulich staff as well as gifts tobe given to visiting guests and speakers. Payments can be made bycash, debit and credit card. For more information, stop by the storeor call 416-650-8325.

TUCKNER’S

Located in the basement of the Schulich School of Business,Tuckner’s offers a place to relax, meet as a group and purchase avariety of foods and beverages. Visit Tuckner’s for hours of opera-tion, menus and for information on special event accommodation.

STUDENT LIFE

Graduate Business Council (GBC)The Graduate Business Council (GBC) is the representative studentbody for both full-time and part-time students in all Schulich grad-uate degree programs. As the official student-faculty liaison, theGBC is responsible for representing student interests through itsrepresentatives on the Schulich School Faculty Council.

GBC social events such as the getaway weekends in Septemberand January, the Graduate Formal, networking events and Schulichrepresentation at the MBA Games in January enrich student life atthe School.

Aside from social and athletic activities, the GBC serves as thestudent body’s voice to the faculty and administration. TheCouncil provides business cards for a small fee and enhances theSchulich image among corporate leaders through corporatesponsorship relationships.

The GBC Executive is elected in February of each year. Collectively,their mandate is to serve the Schulich graduate student communi-ty. All elected are committed to making themselves accessible tostudents and receptive to suggestions. The 2011-2012 executivepositions are held by the following:

• Sudeep Garg • Alex AthanasopoulosPresident [email protected] [email protected]

• Alex Wolf • Charmainne KingCommunications Director Marketing and Events [email protected] [email protected]

• Will Duggan • Rachel BacherAthletic Director Corporate [email protected] [email protected]

• Suzanne Pragg • Saral VermaCommunity and Alumni Relations Director International [email protected] [email protected]

• Shaun Silveira • Keith LooTreasurer Part-Time [email protected] [email protected]

• Akshit BajajIT [email protected]

In addition to the Executive, the GBC consists of elected represen-tatives. Each MBA 1 full-time section elects one representative foreach of seven areas of responsibility: academic, corporate sponsor-ship, social, communications, international, community and alumniand athletics. Elections for these positions are held during class inthe second week of the Fall Term.

Representatives are also elected from each new full-time section inthe second week of the Winter Term.

GBC meetings are held weekly. All Schulich MBA students are wel-come to attend GBC meetings as working members. After attendingthree consecutive meetings, such working members (non-electedattendees) are eligible to become voting members of the council.

For assistance regarding any student-related issues, whether aca-demic or social, students are encouraged to contact the GBCOffice directly, or by phone at 416-736-2100, ext. 66385; or e-mail at [email protected]. The GBC maintains an open-door policy. Office hours at the time of publication are Mondaythrough Friday, 11:30 to 1pm and Monday through Thursday5:30pm to 7pm, unless otherwise posted. The GBC Web site iswww.gbc.schulich.yorku.ca

Publications

THE INSIDER

The INSIDER is the Schulich news source for current students,alumni, faculty and staff. Through a monthly edition and weeklyupdates, the INSIDER keeps readers informed about business newsand activities at the Schulich School of Business.

COMMERCIAL BUSINESS PUBLICATIONS

The National Post and the Toronto Star are provided free of chargeon a daily basis. Student rates are available for Business Week,Canadian Business, Financial Times, The Globe and Mail, the WallStreet Journal and Fortune magazine. All of the above publicationsare available in the current periodical reading room of the Peter F.Bronfman Library in the Schulich building. Students are stronglyencouraged to read the Globe and Mail, the National Post, or theWall Street Journal.

MBA YEARBOOK

The staff of this organization is responsible for publishing the annu-al edition of the Schulich MBA yearbook. The staff is composed ofsecond-year advisors and first year representatives who are electedby each section to compile, edit, produce and sell the current year’sedition. Elections for positions on this committee are held duringthe first week of class for each incoming group of students. For fur-ther information contact the GBC Communications Director.

AthleticsInformation about various Schulich athletic activities and events(soccer, basketball, squash, flag football etc.) may be found by contacting the GBC Athletics Director. See also ‘Sport and RecreationPrograms’ on page 110.

Buddy ProgramThe GBC aims to Grow and Build the Schulich Community, and theBuddy program will help achieve these goals. By matching up 2ndyears with 1st years, the GBC aims to create a bond between thetwo groups. In addition, 1st years benefit because they have some-one to guide them through the Schulich MBA jungle. The 2nd yearsbenefit because they contribute to the Schulich community. Both groups will benefit from the new friendships they gain from this experience. For more information and to sign up go to:www.gbc.schulich.yorku.ca/services/buddy_program.html or e-mail:[email protected]

Case CompetitionsThe case competition director works with the case competitionscommittee and various clubs to facilitate the internal and externalcase competitions.




Student Clubs and ActivitiesStudent clubs and organizations form an important part of studentlife at the Schulich School of Business. Joining clubs and activitiesnot only provides students with an enriched educational experi-ence, but it also helps in the development of marketable leadershipand management skills.

To find out more about how to join or help out in the followinggroups, please contact the Graduate Business Counciloffice at 416-736-2100, ext. 66385 or through e-mail [email protected], or contact the organization directly.

Each of these organizations solicits membership from newly admit-ted students during Launch Week, the first week of classes. Veryoften there is a nominal fee for membership, which helps to coverthe costs of many of the events that each organization holdsthroughout the academic year. Such events include guest speakers,field trips, case competitions, wine and cheese functions and muchmore. The executive committee for each association is electedtowards the end of every academic year for leadership in the fol-lowing year.

ACCOUNTING SOCIETYThe Accounting Society provides the best way for Schulich studentsto gain insight into the accounting profession, to meet significantprofessionals in the accounting field, and to network with recruitersfor internship and full-time job opportunities. The society is knownfor its incredible annual accounting dinner with employers, prominent speaker series, and workshops. Furthermore, the societypublishes a great magazine called “The Professional Perspective”,which provides relevant and important information about theaccounting field.

Web site: www.schulichaccountingsociety.com

AIESEC (ASSOCIATION INTERNATIONALE DES ÉTUDIANTSEN SCIENCES ÉCONOMIQUES ET COMMERCIALES)

AIESEC is an international association for students in economicsand commerce. The club offers overseas traineeships for students,seminars and conference opportunities and international network-ing initiatives. The York chapter also offers an opportunity to learnabout finance and banking with the Day in the Life of Program,which is offered in conjunction with the Royal Bank.

E-mail: [email protected] site: www.aiesec.ca

ARTS AND MEDIA MANAGEMENT CLUB

The Arts and Media Management Club at the Schulich School ofBusiness aims to complement academic study with exposure to andnetworking in the world of arts and media. Through the facilitationof panel discussions, awareness events and the organization ofsocial activities such as outings to concerts, performances and exhi-bitions, it helps to sustain the life blood of arts and culture inCanada and internationally.

E-mail: [email protected] site: artsandmedia.schulich.yorku.ca

BRIGHT IDEAS GROUP

The Bright Ideas Group provides marketing consulting services tosmall and medium Toronto businesses. The club is a diverse teamof 25 students that includes members from the BBA, IBBA, MBAand IMBA programs at York. Through our marketing services andnetworking opportunities that we create, B!G encourages commu-nication and cooperation between the academic and corporate settings.

E-mail: [email protected] site: big.schulich.yorku.ca

ENTREPRENEURSHIP AND VENTURE CAPITAL CLUB – EVCC

This club hosts talks by self-made and inspirational entrepreneurssuch as Harry Rosen and Stephen the K. It encourages attendanceto hear speakers such as Schulich’s own Seymour Schulich andvarious other guest speakers in conjunction with other Schulichbusiness interest clubs, in the hope that your talent and drive,combined with the valuable tools and advice this club will be ableto provide you, will catapult you into becoming the successful self-made MBA graduate that you know you can be.

THE INSIDER (SCHULICH STUDENT NEWSPAPER)

The INSIDER is the student newspaper and communication sourceof the Schulich School of Business. The staff is composed of 50 vol-unteer students working in eight departments to publish regularmonthly editions and special supplements. The INSIDER providesstudents with opportunities to be involved on the journalistic, busi-ness, graphics design or IS functions and has been cited as the bestbusiness student publication in the country.

Contact: [email protected]

International Business Club (IBC)

With members from the Schulich MBA, IMBA and the JointKellogg-Schulich Executive MBA programs, the InternationalBusiness Club is dedicated to supporting Schulich business gradu-ate students who are interested in doing international business orworking in multinational corporations (MNCs) by providing infor-mation that will improve their understanding in this field and byhelping identify international career opportunities.

E-mail: [email protected] Web site: ibc.schulich.yorku.ca

THE LATIN AMERICAN BUSINESS ASSOCIATION – LABA

LABA aims to participate in the internationalization of Schulich byraising the level of understanding of economic needs, opportunitiesand issues affecting both North and South in the Americas. LABAintends to improve the quality of business interaction between theregions and to build among Schulich students and alumnae theexpertise necessary to strategically integrate economic, social, andsustainability issues in the Pan-American business arena.Additionally, LABA provides a cultural space for students with aninterest in Latin America by organizing and promoting social andcultural events.

LGBT

LGBT Schulich is a networking and social club for LGBT membersof the Schulich School of Business and also serves as a supportnetwork for business students struggling with issues of coming outto colleagues, co-workers, and friends. The club’s membership isopen to both BBA and MBA students, as well as faculty and staff.The vision of LGBT Schulich is to create the most LGBT positivebusiness school in Canada, in North America, and the world. Formore information, please contact [email protected]

MBA/JD JOINT PROGRAM STUDENTS ASSOCIATION

This organization serves to represent the students enrolled in thejoint MBA/JD program offered in conjunction with Osgoode HallLaw School. Over the year, the association organizes a number ofevents including career crawls, speaker events and the annualMBA/JD Conference, which is open to all students, faculty mem-bers, and key industry people.


MBA YEARBOOK

The staff of this organization is responsible for publishing the annualedition of the Schulich MBA yearbook. The staff is composed of sec-ond-year advisors and first year representatives who are elected byeach section to compile, edit, produce and sell the current year’sedition. Elections for positions on this committee are held duringthe first week of class for each incoming group of students.

NET IMPACT – NEW LEADERS FOR RESPONSIBLE BUSINESS

Net Impact is a network of emerging business leaders committed tousing the power of business to create a better world. Originallyfounded in 1993, Net Impact has evolved into a network of over9,000 students from over 90 student and professional chaptersworldwide, committed to promoting sustainable business. TheSchulich chapter of Net Impact, established in the Fall of 2002, is interdisciplinary and includes students from the School ofBusiness, Faculty of Environmental Studies and Osgoode Law Hall,allowing a broad perspective. Net Impact provides members withthe opportunity to broaden their business education through YSEC(our consulting group), Speaker Series, Sustainable Learning Seriesand Site visits, and much more. Upon graduation, membership inour professional chapter allows students to continue building onthe MBA experience.

Web site: netimpact.schulich.yorku.ca

NONPROFIT MANAGEMENT ASSOCIATION

The Nonprofit Management Association is open to any students inter-ested in learning more about management and careers in the nonprof-it sector, which includes areas as diverse as health care, education, envi-ronment, culture, community services, and international development.The NMA’s mission is to enrich the experience of nonprofit and otherstudents through professional, career development and social activities.For more information, please contact [email protected].

Natural Resource Opportunities Club (N-ROC)

The Natural Resources Opportunities Club, or N-ROC, was createdwith the goal of exposing club members to the opportunities thatlie in the natural resources industry here in Canada and worldwide.This club focuses on natural resources industries from all businesslenses including management, operations, finance, manufacturing,production, and marketing. Topics we look to cover include renew-able and non-renewable energy resources, mining of naturalresources, the business of water and agriculture, and more.Throughout the year our goal is to create events that include in-house speakers and visits to company sites. N-ROC is open to MBA,EMBA, and BBA Schulich School of Business students. As an N-ROC member we hope you can contribute to the growth of ourclub by providing event suggestions, volunteering for event sup-port, recruiting members, and contributing to our blog.

E-mail: [email protected] site: http://n-roc.schulich.yorku.ca

OPEN ARMS COMMITTEE (INTERNATIONAL STUDENT LIAISON)

The purpose of Open Arms is to facilitate the transition of graduateinternational students from their native country to Canada. Thegoal of the committee is to welcome incoming students, to providea ‘buddy’ to help foreign students adjust to their new environments,and to provide all necessary information relevant to help studentssettle in to Schulich.

Undergraduate e-mail: [email protected] e-mail: [email protected] site: oac.schulich.yorku.ca/whatisoac.htm

ORGANIZATIONAL BEHAVIOUR ASSOCIATION

The OBA provides students with opportunities to network and makecontacts with industry professionals. In the past the OBA has hostedsocial events, a multitude of keynote speakers, and an informationsession on professional certification for those interested in consulting.

E-mail: [email protected]

REAL PROPERTY DEVELOPMENT ASSOCIATION

The RPDA offers students opportunities to learn more about thereal property industry. Events hosted throughout the year haveincluded an Annual Building Competition, several alumni mixers,and a breakfast lecture series.

E-mail: [email protected] site: www.schulich.yorku.ca/ssb-extra/RPA.nsf

SCHULICH AFRICAN BUSINESS ASSOCIATION

SABA is a student run organization open to all members of theSchulich community interested in learning about business oppor-tunities and investment climate in Africa. SABA will hold variousevents that will provide members with networking and careeropportunities in Africa as well as valuable insight to the culture andbusiness climate in Africa.

SCHULICH EAST ASIAN BUSINESS ASSOCIATION

SEABA is a community that opens to all MBA/IMBA students in Schulich School of Business and possesses 220 members. SEABA is dedicated to promoting social, academic and cultural activitiesfor the Schulich community in order to better understand the busi-ness environment, culture, and management issues of the EastAsian region.

SCHULICH FINANCE ASSOCIATION

The Schulich Finance Association brings together peers who sharea common interest in finance and its related fields. Historically, theSFA has acted as a liaison between students and business profes-sionals by organizing events such as Day on Bay, Speaker’s Seriesand Women in Capital Markets.

E-mail: [email protected] site: sfa.schulich.yorku.ca

SCHULICH FINANCIAL ENGINEERING ASSOCIATIONThe Schulich Financial Engineering Association provides informationand networking opportunities to its members. This association aims toground theoretical knowledge in practice, and strives to do so by invit-ing Financial Engineering professionals to share practical informationabout their working experience, and also by inviting its members toparticipate in a “Hedging Strategy” game. Contact us at [email protected]

SCHULICH GOLF CLUB

Knowing how to golf is a big advantage in the business world thesedays, but it can be intimidating for the uninitiated. The SchulichGolf Club thinks it should be a core part of your MBA, so we offerstudents the chance to hone their golf skills in a friendly environ-ment. With tournaments, lessons, speakers, free golf club rentalsand more, we aim to have fun while adding value to the Schulichexperience. For more information contact [email protected]

SCHULICH HOCKEY CLUB

The Schulich Hockey Club encourages Schulich MBA hockey play-ers of all skill levels, regardless of age or gender to play hockey.Over the past few seasons the club entered teams of students andalumni into intramural leagues and traveled to tournaments inMichigan and London, Ontario.




SCHULICH HEALTH CARE AND BIOTECHNOLOGY FORUMThis club aims to provide members with a series of professional, edu-cational and networking events designed to enhance their under-standing of the role of business in health care and biotechnology. Ourmission is to provide a forum for an exchange of experiences with afocus on health care and biotechnology incorporating talks from pro-fessionals in industry, hospitals, consulting companies, venture capi-tal and finance.

SCHULICH INFORMATION TECHNOLOGY ASSOCIATION (SITA)

The Schulich Information Technology Association (SITA) aims tobring together students with an interest in information technology.For more information please contact [email protected].

SCHULICH TOASTMASTERSSuccess in business is based upon the ability to communicate. Formany the thought of speaking in front of a group of people is terri-fying. Toastmasters helps students learn the art of public speaking,listening, and thinking in a supportive and positive learning envi-ronment. By participating in Toastmasters students have the oppor-tunity to develop communication and leadership skills, which inturn foster self-confidence and personal growth. For additionalinformation contact us at [email protected].

SOUTH ASIAN BUSINESS CLUBSABC aims to provide a forum through which students can explorecareer and business initiatives related to South Asia, maintain anongoing support network to share experiences among students,provide guidance and support to students new to Canada.

YORK BUSINESS AND THE ENVIRONMENT CLUBThe York Business and the Environment Club is a student run orga-nization with the primary goal of acting as a link between the envi-ronmental industry and students. It also serves as a forum toexchange ideas on environmental issues and to provide both learn-ing and networking opportunities to its members. York Businessand the Environment hosts the Enviro-Networking Event, whereprofessionals and students are invited to listen to presentations onthemes of business and the environment. The club is open to allmembers of the York community.


SCHULICH FINANCIAL SERVICES SOCIETY (SFSS)The Schulich Financial Services Society (SFSS) proactively seeks tobuild strong ties with the financial services industry by providing aforum for industry leaders, alumni, recruiters and society members toshare their views, ideas and experiences in a fun and exciting atmos-phere while enhancing the image of Schulich MBA in the financialservices environment of Canada and abroad. Student-run and facul-ty-backed, SFSS holds breakfast meetings, seminars and other specialevents to give students an opportunity to listen to and converse withprofessionals from the industry. For those of you who are contem-plating a career in financial services, this club will be useful in puttingyou on the inside track.


SCHULICH MANAGEMENT CONSULTING ASSOCIATIONThe SMCA that aims to generate and strengthen relationships withconsulting firms as well as provide club members with opportunitiesto learn about, and pursue, careers in management consulting andinternal strategy. It aims to achieve these objectives by developingrelationships with companies and offering club members broaderopportunities to interact with recruiters as well as strengthening theinternal knowledge base of the student body by offering pertinentand relevant workshops and events. For more information pleasecontact: [email protected]

SUPPLY CHAIN AND OPERATIONS MANAGEMENT (SCOM)Aiming to be bridge between the professional and Schulich supplychain and operations management community, SCOM, Supply Chainand Operations management Club at Schulich School of Business atYork University. The club’s mission is to satisfy the needs of Schulichstudents interested in supply chain and operations management byproviding a platform for exposing students to this area, creatingcareer opportunities, and increasing Schulich’s visibility in the pro-fessional supply chain and operations management community.

WOMEN IN LEADERSHIPWomen in Leadership serves the Schulich community by provid-ing a series of professional, educational and networking events.WIL serves the Schulich community by providing a series of pro-fessional, educational and networking events. Some eventsinclude Women in Capital Markets, Diversity, Work-Life Balance,an MBA Interschool Branch, and the Women’s leadershipConference at the Four Seasons Hotel. WIL is committed to giv-ing its members a chance to develop key personal relationshipsand business contacts that will help them to achieve their goalsin today’s business environment. For more information or to joinWIL, please e-mail [email protected].

Web site: wil.schulich.yorku.ca

YORK CONSULTING GROUPThe York Consulting Group (YCG) offers a wide range of manage-ment consulting services to businesses in both the private and pub-lic sector. As students of the Schulich School of Business, YCG con-sultants are high calibre MBA candidates with a wide variety ofwork experience and necessary skills to analyze your unique situa-tion and propose realistic solutions to complex business problems.If you are an MBA student interested in learning more about YCG’srecruiting initiatives, please contact us for more information.

Web site: ycg.schulich.yorku.ca

YORK ENTREPRENEUR SOCIETYThe York Entrepreneur Society provides students with an opportu-nity to attend seminars, lectures and workshops involving experi-enced members of the business community. The informativesessions provide the answers to specific and general questions relatingto small businesses. Topics covered include financing, business-planreview, marketing, government regulations, changing technologiesand globalization.

YORK INVESTMENT CLUB (YIC)The York Investment Club offers students an opportunity to learnabout investing in a highly interactive setting. Members have thechance to contribute equity and invest collectively, or participate ina number of different investment challenges. As well, analyst posi-tions are available for both novices and experts alike.



YORK MARKETING ASSOCIATION

The York Marketing Association (YMA) offers members the knowl-edge and exposure to the Marketing industry to prepare them fortheir future careers. Attracting over 200 members every year, thereare several opportunities for students to get involved in. We host avariety of events such as our annual Beyond Brands Conference,mock interview sessions, the YMA Apprentice and company visits.

Web site: www.yorkmarketing.ca

Several new student clubs are in the final stages of their approval:

• Schulich Investment Club • Sorts Business Club • Schulich CMA club • Emotional Intelligence club

These clubs are expected to be fully operational in the 2011 – 2012academic year.

GLOBAL ALUMNI NETWORK

The Schulich Global Alumni Network is a network of 22,000Schulich graduates living and working in more than 90 countries world-wide. There are over 80 alumni chapters located on every continent andrepresenting all of Schulich’s specialized areas of study. These chaptersprovide a valuable network and resource for graduates.

Mission Statement

To facilitate the growth of an ever strengthening bond among Alumni,and between Alumni and the school; to create a sense of belonging to adistinguished Alumni community that delivers mutually valuable ser-vices and programs; to build the top business school Alumni Associationin the world.

To accomplish this, the Association is committed to:• facilitating international business, corporate, educational and

community partnerships• increasing the prestige and recognition of the Schulich School of

Business in the global milieu• organizing networking opportunities that foster business,

professional and social contacts • promoting the success of the School – its alumni, faculty,

students, staff and friends• providing resources and support for the Schulich School of

Business and its premier business programs

What the Schulich Global Alumni NetworkCan Offer You

1. Connection to the Schulich Global Alumni Network – via the Online E-mail Alumni Directory, a secure and privateway for Schulich graduates to stay in touch with classmates andto network with other like-minded alumni. It also allows theSchool to keep abreast of the careers of its graduates and servesto confirm your Schulich degree as an identity document. Inaddition, the Alumni Directory enables you to:

• access alumni in 80+ countries• find about chapter activities• locate alumni working in your industry sector, city or country• receive monthly e-bulletins of Schulich news and events• search for classmates

2. Career Management – Schulich School’s Career DevelopmentCentre (CDC) recognizes the importance of continued careerdevelopment and provides tools for alumni to find new oppor-tunities and make career transitions. Services include: access toCareerQuest, Online Job Search Web site, Workshops andIndividual Advising/Career Counselling.

3. Professional Development – The Schulich ExecutiveEducation Centre offers extensive management- and executive-level programs of varied length to alumni and the public at twolocations – The Executive Learning Centre at the York Universitymain campus and at the Miles S. Nadal Management Centre in downtown Toronto, King & Bay Sts. Customized corporatein-house programs, domestic and international, are offered.

4. Alumni Network Activities – The Schulich Global AlumniNetwork offers opportunities for networking, professional devel-opment, and recognition and awards through its special events,including: Annual Alumni Recognition Awards, Global AlumniChapter events, and the Annual Alumni Forum.

5. Facilities – Schulich alumni may book facilities in the ExecutiveLearning Centre (main campus) and the Miles S. NadalManagement Centre (downtown campus) for receptions, func-tions and events that are business/learning related.

What Alumni Can Offer the Schulich School

Schulich alumni can refer talented students to the School; assist atStudent Recruitment Fairs; host students on exchange and internshipin their country/city; source global internships and career placementsfor new graduates; speak at student club events and conferences;recruit students for their firm and offer expertise to enrich the educa-tional experience of Schulich students.

Alumni can also serve as mentors, strategy study site hosts, speakers,panelists, guest lecturers, and recruiters. Many alumni also serve theschool as advisory council members.

Alumni Mentor Program

The Alumni Mentorship Program is designed to foster professionaland personal development of current students with Schulich alumni.The Mentorship Program draws from a large pool of graduates whowork in a broad range of industry sectors and functional areas.Volunteer alumni mentors act as guides to students and relate to themtheir knowledge, expertise and experience.

www.schulich.yorku.ca/alumni




Student Services and Student Life: York UniversityYork University offers all students, including Schulich students,access to numerous resources. For more detailed information onthe extensive services available consult the York University Web siteat www.yorku.ca

ACCOMMODATION/HOUSINGTHE YORK APARTMENTS (on-campus housing)The York University Apartments consist of six on-campus apartmentbuildings professionally managed by Student Housing Services. Avibrant living environment conveniently nestled at the south side ofthe campus, it is the ideal choice for those seeking a unique living and learning experience. York University Apartments are available tograduate students, students with families, and mature undergraduatestudents who are enrolled in a full-time degree program.

You may apply to the York University Apartments after you receive an offer of admission to a full-time degree program. To obtain infor-mation about rental rates, building options and layouts, eligibility, and to fill out an online application, please visit our Web site atwww.yorku.ca/studenthousing/yorkapts.

Contact York University Apartments for more information:101-340 Assiniboine RoadYork University, 4700 Keele StreetToronto, Ontario M3J 1P3

Telephone: 416-736-5339Fax: 416-650-8008E-mail: [email protected] hours: Monday to Friday, 8:30am to 7pm

OFF-CAMPUSYork University maintains a service for those students who requireassistance in finding off-campus accommodation. We produce alisting of private and shared accommodation at varying prices locat-ed off-campus. The listings can be found on the internet by visitingour Web site at www.yorku.ca/och.

Drop by for useful publications: Getting Organized or FrequentlyAsked Questions. These publications are also available online by goingto www.yorku.ca/och and clicking on “Publications”. Informationabout public transportation routes and guides, accommodation com-parison checklists, apartment checklists, updates on the LandlordProtection Act, tenants’ rights and other related matters are availablefrom the Off-Campus Housing Office.

BOOKSTORE

The York University Bookstore, conveniently located at the east endof York Lanes, stocks over 50,000 titles of general interest, as wellas texts prescribed for courses. A selection of local and internation-al periodicals, magazines, journals, used books, stationery, elec-tronic equipment, York insignia clothing and gifts are also available.

Regular store hours are Monday and Tuesday 9am to 7pm, Wednesday– Friday 9am to 5pm and Saturday 11am to 4pm, Sunday closed. Seethe Bookstore’s Web site at www.bookstore.yorku.ca.

For general Bookstore information or to reach other Bookstoredepartments, call 416-736-5024.

For information about textbooks, call 416-736-2100, Ext. 40735.

CAMPUS SECURITY

The following is a reminder of some services available to students, staffand faculty at York University. Complete lists of services provided tothe York community are available by visiting the Web sites below.

Department of Security Services In a life-threatening emergency, call 911 directly. For other urgentsecurity matters, call extension 33333. Public emergency agenciesresponding to 911 calls are met by Security Services personnel andescorted directly to the location of the emergency. This practiceensures that valuable time is not lost searching for a campus loca-tion. All security personnel are trained in First Aid and CPR. Otherservices include:

• Blue Light Emergency phones• Closed Circuit Television• Road Watch • Security Services Patrols

Call extension 58000 (416-650-8000) for more information, or seetheir Web site at www.yorku.ca/security.

goSAFE goSAFE is a free service provided by York University to all membersof the York community. If you need to get from one point on-cam-pus to another, goSAFE staff members will meet you anywhere oncampus (including parking lots, bus stops, buildings and resi-dences) and walk with you to your on-campus destination. Uponrequest, goSAFE will also wait with you for your bus or taxi toarrive, or until your vehicle starts. All requests will be accommo-dated by foot, and the service is available 7 days per week every dayof the year, excluding the University closure after the Decemberexam period.

You can arrange for an escort by using any on-campus emergencyphone and asking for goSAFE, using any marked Safety Phone,using any on-campus payphone to make a free call to the goSAFEline, or calling the goSAFE office directly at extension 55454 or416-736-5454. You will be asked for your name, desired pick-uplocation and destination, and a team of goSAFE staff members inuniform will be sent to meet you (typical wait time is no more than10 minutes). goSAFE operates daily during the academic year(September to April) from 6pm to 2am and during the summermonths (May to August) from 8pm to 2am.

For more information please visit www.yorku.ca/goSAFE.


CENTRE FOR STUDENT COMMUNITYAND LEADERSHIP DEVELOPMENT

The Centre for Student Community and Leadership Developmentis dedicated to continuously improving the quality of student life atYork University.

Student Community & Leadership Development enriches student lifeby: promoting education, awareness and growth; celebrating diver-sity; encouraging collaboration; and developing citizenship.

The Centre for Student Community and Leadership Developmentincludes the following core units:

• Student Leadership Training and Development• Student Organizations and Activities• Aboriginal Counselling and Services• Health Education and Promotion• Off-campus Housing• Orientation and Student Success• Residence Life & the Pond Road Residence• York is U• Elections York

More information is available on the Centre’s Web site:www.yorku.ca/scld

CHILDCARE

The Lee Wiggins Childcare provides childcare in a family group set-ting to the York community with priority to students and CUPE3903 members. It provides licensed part time / full time care forchildren 18 months to 5 years old. Some over age and under agecare may be granted. The Childcare can also provide care for emer-gency situations, March Break, conferences care and occasionalcare. On Saturdays drop in for a free “Play and Learn” program,offered through Early Years, for children 0 to 6 years, 10am to 1pm.The Childcare is located in The Student Centre Building, room 201.Visit the Web site for more information www.yorkchildcare.ca, orcall 416-736-5959, or e-mail [email protected]

The York University Cooperative Daycare Centre located atAtkinson Residence provides licensed childcare for students, graduatestudents, staff and faculty of York University. For more information,you can reach us at 416-736-5190 or e-mail [email protected], orcheck our Web site at www.yorku.ca/daycare. Subsidy throughthe City of Toronto Children’s Services is available for thosewho qualify.

COUNSELLING AND DISABILITY SERVICES

Counselling & Disability Services provides a range of essentialcounselling and disability related services to the York Universitycommunity. The primary aim of CDS is to help students realize,develop, and fulfill their personal and academic potential in orderto maximally benefit from their university experience. Achievingthis aim requires ready access to a range of services available to allstudents currently enrolled at York University.

Services Offered:

PERSONAL COUNSELLING SERVICES (PCS)

Students come to Personal Counselling Services because of a widerange of concerns such as depression, anxiety, abuse, self-esteem,eating and body image, issues about sexuality and stress. We offershort-term individual and couples therapy. Students seeking personalcounselling are encouraged to contact us to make an appointmentfor an initial consultation which will be scheduled for the earliestavailable appointment time. The initial consultation is a brief inter-view during which our Intake Counsellor assesses the student’scounselling needs. After the initial consultation, the student may beoffered an appointment at CDS or an outside referral dependingupon the nature of the issue and the availability of staff. At peaktimes during the year, students may have to wait a short while foran initial appointment or for further counselling.

In the case of a life-threatening situation, call 911 or proceed to thenearest hospital. In a non life-threatening crisis situation, same-daycrisis-intervention services are available. For more informationabout our services visit our Web site at www.yorku.ca/cds/pcs.

Personal Counselling Services also offers workshops and group pro-grams for students on such topics as: mindfulness meditation fordepression, shyness and communication skills, body image and dis-ordered eating, test anxiety, etc.

LEARNING SKILLS SERVICES (LSS)

Throughout the year, students may meet individually with a learn-ing skills counsellor or attend workshops to help in developing andimproving study skills and strategies. Workshops are offeredthroughout the year. Students are asked to register in advance eitheronline at www.yorku.ca/cds/lss or in person at N110 BCSS.

CONTACT INFORMATION

Location: N110 BCSS Hours of operation: Phone: 416-736-5297 Mon, Wed, Thurs, Fri: 9am to 4:30pmFax: 416-736-5633 Tues: 9am to 7pm

Disability Services:CDS provides specialized disability-related supports as listedbelow: For students who wish to register with these services, rele-vant documentation is required.

LEARNING DISABILITY SERVICES (LDS)

Learning Disability Services provides support for students with spe-cific learning disabilities, ADHD, autism and Asperger’s Syndrome.Interested students should arrange an initial intake appointment todiscuss appropriate academic accommodations and additional sup-ports. For more detailed information, please visit our Web site atwww.yorku.ca/cds/lds.

Location: W128 BCSS Hours of operation:Phone: 416-736-5383 Mon, Wed, Thurs, Fri: 9am to 4:30pmFax: 416-736-5565 Tues: 9am to 7pm




MENTAL HEALTH DISABILITY SERVICES (MHDS)

Mental Health Disability Services provides educational support forstudents with persistent mental health disabilities such as depres-sion, bi-polar disorder, anxiety disorders and Post-Traumatic StressDisorder (PTSD). To request a registration package, students caneither make contact in person, by email ([email protected]) or bytelephone (416-736-5297). Once the registration package is com-pleted and returned, the student will be contacted for an initialmeeting. For more detailed information please visit our Web site atwww.yorku.ca/cds/mhds.

Location: N110 BCSSPhone: 416-736-5297Fax: 416-736-5633Hours of operation: Mon, Wed, Thurs, Fri: 9am to 4:30pmTues: 9am to 7pm

PHYSICAL, SENSORY AND MEDICAL DISABILITY SERVICES(PSMDS)

Services include educational support for students who experiencea physical, sensory or medical disability. Students are expected tocomplete a registration package prior to their initial intakeappointment with a disability counsellor. To request a registrationpackage, students can contact us by phone at 416-736-5140 or inperson at N108 Ross Building. Once that package is completedand returned, the student will be contacted for an initial meeting.For more detailed information, please visit our Web site atwww.yorku.ca/cds/psmds.Deaf and Hard of Hearing students can also reach us at [email protected].

Location: N108RossPhone: 416-736-5140Phone: 416-736-5263 (TTY)Fax: 416-650-8068 Hours of operation: Mon, Wed, Thurs, Fri: 9am to 4:30pmTues: 9am to 7pm (After 4:30pm by appointment only)

SIMILAR SERVICES ARE PROVIDED BY CDS AT THE GLENDON SITE:

Location: Glendon Hall, Room 111APhone: 416-487-6709Location: Glendon Hall E103Phone: 416-487-6709Hours of operation: Fall/Winter Terms: Mon - Fri: 9am to 4:30pm

HEALTH SERVICES

YORK LANES HEALTH CENTREOn-campus medical facilities are located in the York Lanes HealthCentre. While appointments are advised, walk-ins are welcome.The centre can be reached at 416-736-5525.

Health services include:

• family medicine clinic for all ages• massage therapy• psychiatry clinic• travel vaccines

HEALTH EDUCATION AND PROMOTION AT YORK

Located in the Centre for Student Community & LeadershipDevelopment, Health Education & Promotion at York exists toguide and support the development and maintenance of a compre-hensive healthy campus. Health Education & Promotion strives toprovide education and information to students through various for-mats, and works behind the scenes to make York a healthier placethrough policies and student-centred initiatives. And yes, HealthEducation & Promotion at York does give out free condoms!

A professional health educator is available to students, free ofcharge. Students can schedule an appointment, send an e-mail, orplace a phone call to discuss any personal health questions with aprofessional health educator. Whether it’s a question about a recentmedical diagnosis for themselves or a family member, or questionson how to eat healthy with little time and money, Health Education& Promotion is here to help. All services are free and confidential.

Health Education & Promotion also hosts several events through-out the year on a weekly and annual basis. For a glance at upcomingevents, visit our Web site at www.yorku.ca/healthed and click onthe Events Calendar.

• Wellness WednesdayEach Wednesday from 10am to 2pm

• Canadian Blood Services Blood Drive Each Semester

• Annual Health FairThe first Wednesday after Reading Week

• Presentations & SeminarsVisit the Events Calendar for upcoming dates and topics

Location: Centre for Student Community & LeadershipDevelopment, S172 Ross Building Phone: 416-736-5196 E-mail: [email protected] Web site: www.yorku.ca/healthed


LIBRARY SERVICES

The Peter F. Bronfman Business Library, located on the second floorof the Schulich School of Business provides access to a comprehen-sive collection of print materials, and an outstanding collection ofelectronic marketing, financial, company, industry, textbooks, arti-cles/newspapers and numeric databases. Off campus access to mostof the electronic resources is available for students 24/7. Researchsupport is available in person, via e-mail, IM Chat and phone.Graduate students are entitled to $300 free printing each acade-mic year and can access this free printing from the Library’sprinters. Printing services are only available during the terms inwhich students are enrolled. For complete information seewww.library.yorku.ca/ccm/BG/index.htm

Student have access to four other York University Libraries; ScottLibrary (humanities and social sciences), Steacie Science andEngineering Library. Osgoode Hall Law School Library and theLeslie Frost Library located on the Glendon Campus. YorkUniversity students are entitled to reciprocal borrowing privilegesat many other Canadian Universities Libraries. For more informa-tion see www.library.yorku.ca/ccm/jsp/homepage.jsp

York University Libraries provide a full range of services to studentswith special needs such as adaptive equipment, facilitated servicesfor library materials retrieval, etc.

OFFICE OF STUDENT CONDUCT AND DISPUTE RESOLUTION

The Office of Student Conduct & Dispute Resolution is responsiblefor administering York University’s non-academic Student Code ofConduct. In addition to receiving and investigating complaints, theOffice also provides guidance to the University community in inter-preting the Code of Conduct. This Office is also home to the PeerSupport Team, a group of student volunteers who provide York stu-dents with dispute resolution services and assistance in clarifying theCode of Conduct.

For more information, contact the Office of Student Conduct &Dispute Resolution at 416-736-5231 or www.yorku.ca/scdr

OFFICE OF THE OMBUDSPERSON

The role of the York University Ombudsperson is to provide animpartial and confidential service to assist current members of YorkUniversity who have been unable to resolve their concerns aboutUniversity authorities’ application of York University policies, pro-cedures and/or practices.

The Ombudsperson is generally an office of last resort. This meansthat you should first try to resolve your problem by using the com-plaint and appeal procedures offered by the department you aredealing with. Many complaints can be resolved quickly by firstapproaching the department involved and using its internal com-plaint mechanisms. If you are not certain what complaint proce-dures are available, the Ombudsperson can assist you by providingreferral information on how to address your problem.

The Office of the Ombudsperson is located in 1050 York ResearchTower. For more information please visit:http://www.yorku.ca/ombuds/.

CENTRE FOR HUMAN RIGHTS

Welcome to York University’s Centre for Human Rights. TheCentre’s mission and mandate includes human rights education bypromoting a culture of equity and mutual respect and mountingeducational initiatives. As part of its educational role, the Centrewill liaise with human rights groups, committees, associations, andorganizations both within the University and in the external com-munity as resources permit with a view to gaining knowledge andinformation about emerging issues as well as best practices.

The centre advocates for the adherence to both the spirit and intentof the provisions of the Human Rights Code as well as all humanrights policies at York. The Centre assists individuals and groups toaddress and resolve allegations of discrimination and harassment asdefined by the Code through an independent, impartial and privateprocess. This service is available to any current student, staff or fac-ulty member of the York University community. When such allega-tions are raised, an inquiry will be conducted at an informal level,seeking resolution early and effectively for the individual(s)involved. Where a complaint cannot be resolved informally by theCentre, the matter will be investigated in accordance with estab-lished University policies, practices and agreements.

In addition, the centre serves as a repository of information includ-ing the maintenance of a resource centre about human rights issues.Employees are available to provide accurate information, referralsand advice to all sectors of the community.

The Centre for Human Rights is located at S327 Ross SouthBuilding. It is open daily from 9am to 5pm and after hours appointments can be arranged where necessary. You can reach us at 416-736-5682, TTY 416-650-8023 or by e-mail [email protected]. Our Web site is: www.yorku.ca/rights.

PARKING SERVICESA limited supply of parking permits are available to all communitymembers on a first come, first serve basis. Parking Services encour-ages early purchase to maximize availability and to avoid lines.

Please ensure you have fully completed an application form.Incomplete applications will result in unnecessary delays. In orderto purchase a parking permit you must have a valid vehicle owner-ship or registration (a photocopy of the front and back of your vehicle ownership will be sufficient for mail/fax and drop off appli-cations). If the vehicle driver is different than the vehicle owner, thevehicle owner must also sign the application.

Parking permits can not be issued to persons or vehicles with out-standing violations on their parking account. For informationregarding outstanding violations please call 416-736-5338 forKeele campus and 416-487-6788 for Glendon campus and ask tospeak with a violations officer.

Acceptable payment methods to purchase your permit are cash,cheque, debit, Visa, Mastercard or AMEX. To avoid lines and the needto apply in person, applications can be processed by mail or fax.

Applicants renewing their parking permits may be eligible to renewonline. Please visit our Web site at www.yorku.ca/parking formore information.

Parking and Transportation Services are located at:Keele Campus Parking Services Parking and Transportation Services222 William Small Centre155 Campus WalkYork University4700 Keele StreetToronto, OntarioM3J 1P3




SHOPPING SERVICES

York Lanes Mall is York University’s unique enclosed shopping centre. Anchored by the York University Bookstore, York Laneshas over 30 shops and services, including a medical and dentalclinic, pharmacy, travel agency, computer store, post office,photo-processor, hairdresser, bank and 10 restaurants. In addi-tion, there are many other pubs and food services located acrossthe university.

SPORT AND RECREATION PROGRAMS

The multi-purpose Tait McKenzie Centre features four gymnasia,5 North American squash courts, a fitness centre (free weights,selectorize machines, cardio equipment), 5 multi-purpose studios,a spinning studio, a 25-metre swimming pool and a sport injuryclinic. Sport fields include the York Stadium, 5 sport playingfields, a recreational cricket pitch, 9 outdoor tennis courts (4 courts with lights), 4 softball fields. Other facilities include theCanlan Ice Sports Complex with a feature rink and 5 additionalrinks, City of Toronto Track and Field Centre with an outdoor track(8 lane, 400 m synthetic track and separate jumps and throwingareas), an indoor track (4 lane banked 200 metre) and 2 weighttraining areas; and the National Tennis Centre with 9 outdoor courtsand 4 indoor courts (winter only).

York University, through the School of Kinesiology and HealthScience, has developed programs in both sport and recreation,aimed at offering opportunities across the broad continuum of phys-ical activity to all students. Programs include inter-university sports;casual recreation in basketball, indoor soccer, badminton, table tennis,tennis, swimming, hockey, squash, pleasure skating; 22 intramuralsports; instructional classes in dance, martial arts, tennis, aquatics,mind and body fitness, squash, spinning and skating; aerobics andcross-training classes; and a variety of sport clubs.

The University also encourages students to take advantage of theexciting environment generated through sport and recreation atYork by attending events held on campus throughout the season.For information call customer service at 416-736-5185 or check theWeb sites at www.sport.yorku.ca or www. recreation.yorku.ca.

STUDENT CENTREThe Student Centre, designed by renowned Toronto architect JackDiamond, is the hub of student life at York and in 1996 won theGovernor-General’s Award for Architecture. The facility is operatedby the York University Student Centre Corporating and houses theYork Federation of Students, the Graduate Students Association,and Student Services including the Volunteer Centre, The Centrefor Women and Trans People, TBLGAY, the Access Centre and overforty student clubs. The Underground, York’s largest full servicerestaurant, pub and nightclub, is located in the lower level of theStudent Centre offering a modern venue for private parties withexquisite catering. Additionally, the Student Centre features theLee Wiggins Childcare Centre, the art gallery, Gateway Newstand,and a food court accommodating 500 including Treats, Subway,Wendy’s, Jimmy the Greek, KFC, Taco Bell, Panzerotto and Pizza,Pagoda, and Yogen Früz.

TRANSPORTATION SERVICES

York University is serviced by several GTA transit systems, includ-ing Brampton Transit, York Region Transit/VIVA, GO Transit,Greyhound and the TTC. Further details about transportationoptions including Zipcar, Smart Commute Carpool Zone andShuttle Services can be found at www.yorku.ca/transportation.

Van-GoTransportation Services, in partnership with the Office of Personswith Disabilities offer VAN-GO service, designed to assist studentsand staff with disabilities to get around campus safely. Contactthe Office for Persons with Disabilities at 416-736-5140 or 416-736-5263 (TTY) or see www.yorku.ca/transportation/.

CENTRE FOR WOMEN AND TRANS PEOPLE

The Centre for Women and Trans People (formerly known as “theWomen’s Centre”) is a student-funded, collectively run, volunteer-driven organization at York University. The Centre is a progressive,pro-choice, anti-racist, queer-positive, trans-positive, feminist orga-nization committed to:

• helping to break the social isolation that women and transpeople face on campus through programming, socials and net-working events

• individual and collective empowerment through esteembuilding, education & decolonization

• providing services such as peer-to-peer crisis intervention,peer counselling, advocacy & referrals from a feminist, anti-oppressive framework

• acting as a resource base for understanding, exposing andorganizing on issues around gender violence and social justice

• creating working relationships between students and theUniversity administration, where students are directly involvedin developing programs and policies that make the campus saferfor everyone

• developing a culture of resistance and celebration by supportinginitiatives by local artists

The Centre offers a comfortable lounge with couches and chairs,free phone, computer and internet access, a fridge, a microwave,and good company! Whether you want to debrief with someoneabout your day, or are looking for a place to chill / eat your lunch /catch up on your readings /get involved in our work – don’t be shy,drop by and check us out!

Phone: 416-736-2100 ext 33484E-mail: [email protected] site: www.yorku.ca/ywc


International Students

IN THIS SECTION

Benefits of Study in Canada ..............................................111

Accreditation and Canadian Business Schools ................111Ontario Business Schools......................................................111

Cost of Studying and Living in Canada ...........................111Tuition and Related Academic Fees ......................................111Living Expenses....................................................................112

Financial Assistance ...........................................................112

Resources and Support .......................................................112

Study Permit (Visa) ............................................................112

Work Eligibility During Studies..........................................113

Working in Canada After Graduation ...............................113

Contact information for international students:

Telephone: 416-736-5059 Fax: 416-650-8174E-mail: [email protected]

BENEFITS OF STUDY IN CANADAThe United Nations Human Development Report consistentlyranks Canada amongst the best countries to live in. Canada offers:

• a high-quality educational system subject to strict governmentstandards (see ‘Accreditation and Canadian Business Schools’ onthis page)

• internationally recognized Canadian university degrees • a world-class healthcare system• a multicultural society which values customs and traditions• a stable, safe and peaceful country• clean and environmentally friendly cities• year-round, affordable sport and cultural activities• the beauty of Canadian nature• four distinct seasons (fall, winter, spring, summer)• excellent second-language training programs• eligibility to work in Canada as a student and after graduation• see www.aucc.ca publication entitled “Canada’s Universities:

a fact filled guide for international students”

ACCREDITATION AND CANADIAN BUSINESS SCHOOLS

In Canada, education is the responsibility of the provinces, not thefederal government. All degree programs in business or manage-ment must meet the quality-control criteria of their respectiveprovincial governments. The level of quality across Canada is consistently high. There is no separate accreditation body foruniversity degree programs in business or most other disciplines.

Ontario Business SchoolsUniversities in the province of Ontario offer one-third of allCanadian MBA programs and enrol one-half of the country’s MBAstudents. Before a new program is established in Ontario, it must beapproved by a special council, the Ontario Council for GraduateStudies (OCGS). Then, to ensure that quality is maintained, theprogram must be regularly reassessed by the OCGS.

The Schulich School of Business graduate degree programs (MBA,MBA/JD, MPA and IMBA) are reappraised every 7 years by theOCGS. The programs have been confirmed as meeting the Council’shighest standard of quality.

COST OF STUDYING AND LIVING IN CANADA

NOTES:1. Schulich is a three-term school, which means that study is possible

year-round, in the Fall (September to December), Winter (Januaryto April) and Summer (May to July) Terms

2. The MBA program is normally a four-term program. See study options for each graduate program: MBA (page 17), MBA/MFA/MA (page 26), MBA/JD (page 29), IMBA (page 21), MPA (page 24)

Tuition and Related Academic FeesUniversity education in Canada is not free for anyone. BothCanadian and international students must pay tuition fees. InOntario, there are different sets of fees for domestic and foreign stu-dents (see ‘Fees’ on page 8). Universities and colleges are partlysupported by Canada’s provincial governments, which means thattuition fees for domestic students are kept as low as possible. Onaverage, Canadian tuition fees are half the cost of those in theUnited States.

Students who move permanently to Canada and are awarded Permanent Resident of Canada (PRC) status become eligible for thegovernment-subsidized domestic fees paid by Canadian citizensand permanent residents beginning in the term after landed immi-grant status has been awarded (see page 8 for details).




Living ExpensesToronto is a moderate-cost city. The single greatest cost is for hous-ing (e.g., an apartment) (see ‘Accommodation/Housing’ on page106). Other costs are reasonable by North American standards.Costs in the chart below are listed in Canadian dollars.

The chart found online at www.schulich.yorku.ca/feeschedule isintended as a budget guide for students studying full-time on aStudy Permit (Visa) at Schulich/York University.

FINANCIAL ASSISTANCEThere is some limited financial assistance, including scholar-ships and bursaries for international students studying inCanada on a Study Permit (Visa). Only Canadian citizens andlanded immigrants are eligible to apply for government-sup-ported student financial aid programs. See the Schulich Schoolof Business Awards and Financial Support brochure availablefrom Student Services and International Relations, or online atwww.schulich.yorku.ca/financialaid.

RESOURCES AND SUPPORT

The Schulich School of Business operates entirely in English. Thepace of graduate study is rapid and it is essential that students havehigh oral and written proficiency in English. To meet courserequirements students must be able to participate fully in class andcontribute to small-group discussions and analysis.

Schulich’s Office of International Relations offers services for stu-dents who have English as a second language (ESL). The PeerStudent program offers help with written assignments, cases andpapers. There are daily office hours set whereby students can bringtheir written work in for review, editing, and general feedback.

All students who are new to Canada can take advantage of specializedadvising, seminars and services offered by the InternationalRelations Office (Room W263).

The York University English Language Institute (YUELI) offersextra-fee intensive non-credit courses for students who wish toimprove their English skills. Of particular interest to internationalstudents on visa is the eight-week intensive pre-MBA EnglishProgram that is offered just prior to the beginning of the Fall andWinter Terms of the academic year. Students are required to have anintermediate proficiency level in English to enter this program.Information on the Institute’s programs can be obtained from YUELI:

Telephone: 416-736-5353 Fax: 416-736-5908E-mail: [email protected] Web site: www.yueli.yorku.ca

The English as a Second Language Open Learning Centre (ESLOLC) isavailable to all Schulich students whose first language is not English.Practical individual instruction is provided in reading, writing, listen-ing and speaking. Professionally trained tutors from the ESLOLC areavailable. Appointments should be made in advance by contacting416-736-2100 ext. 22940, Vanier College, Room 037. Web site:www.yorku.ca/eslolc

STUDY PERMIT (VISA)It is essential that candidates who wish to study at the SchulichSchool of Business not enter Canada on a visitor visa. A visitorvisa, officially known as a Temporary Resident Visa (TRV) cannotbe changed to a Study Permit (Visa) after an individual hasentered Canada.

With the exception of US citizens arriving from the US (see Note 1below), international students who want to study in Canada mustobtain in advance a Study Permit (Visa) from a Canadian Embassyor Consulate. The length of time required to obtain a Study Permitmay vary from country to country. Students from certain countriesmay be required to have bank statements and a medical examina-tion (see below). These additional requirements may add three tofour months to the process of obtaining a Study Permit (Visa).

NOTES:

1. For US citizens arriving in Toronto from the US, all that isrequired to obtain a Study Permit (Visa) upon arrival at theToronto International Airport is an unconditional letter of accep-tance (admission) from York University.

2. The duration of a Study Permit (Visa) can be extended while astudent is still in Canada.

To obtain a Study Permit (Visa) for study at the Schulich School ofBusiness at York University, the following is required:

• an unconditional letter of acceptance (admission) from YorkUniversity’s Schulich School of Business*

• completed student application forms as applicable• certified copies of official education documents (transcripts of

previous degrees)• a valid passport and two passport-sized pictures• a non-refundable processing fee of CDN $125

For certain countries, the following may also be required:

• documents (a bank statement) proving the student or the stu-dent’s parents have sufficient funds to cover tuition, living andtravel costs

• a medical and x-ray examination

Students will have to show their letter of acceptance to theCanadian Immigration officer when entering Canada.

*To help speed up the time necessary to obtain a Study Permit(Visa), a prospective candidate may request to receive a fax copy ofhis/her unconditional letter of acceptance from the SchulichSchool, Division of Student Services & International Relations (seepage 5 for contact information).

For correct, current information about Study Permit matters, con-tact the appropriate Canadian Embassy or Consulate in yourcountry/region.

See www.schulich.yorku.ca/goinginternational


WORK ELIGIBILITY DURING STUDIES

Students studying with a Study Permit (Visa) are eligible to workon campus at York University without obtaining a work permit.‘On campus’ is interpreted by Citizenship and ImmigrationCanada (CIC) to include work at all facilities owned, leased orrented by the University.

Students studying with a Study Permit (Visa) are eligible to workoff campus by obtaining a work permit. Only full-time studentswho have been studying full-time for a minimum of six monthsand are in good academic standing will be eligible to apply. TheOff-Campus Work Permit will be valid as long as the StudyPermit is valid and the student remains full-time and in goodacademic standing. The Off-Campus Work Permit allows stu-dents to work off campus full-time during summer and otherdesignated breaks and part time up to 20 hours per week dur-ing full-time study. The work permit is not tied to a particularjob and can be obtained prior to finding a job. Students caninitiate the process by obtaining the Off-Campus Work PermitProgram – Student Acknowledgement and Consent Form[IMM5582] and the Off-Campus Work Permit Program – VerificationForm [IMM5581] from the Citizenship and Immigration Canada(CIC) Web site. Contact Schulich’s Office of International Relationsfor more details.

WORKING IN CANADA AFTER GRADUATIONInternational students are permitted to seek off-campus employ-ment immediately after graduation. They must begin theiremployment within 60 days of the date when their final gradesare released. The Post-Graduation Work Permit (PGWP) is validfor a maximum of 36 months (this is a different permit from theOff-Campus Work Permit described above) only if your period ofstudy is equivalent or greater than two academic years. To obtaina post graduation Work Permit, a graduate must show:

• proof of eligibility to graduate from a Canadian post secondaryinstitution, along with the name of the program completed (e.g. MBA, IMBA or MPA)

The special post-graduation employment provision gives graduatesof the Schulich School of Business the opportunity to work in amanagement position in Canada for three years after receiving theirbusiness degree. Contact Schulich’s Office of International Relationsfor more details.



Faculty and Advisors

Jean AdamsBA (Western, Ontario); MBA (Wilfrid Laurier); PhD (York)Assistant Professor of StrategicManagement/PolicyMarcia Annisette BSc Hons (WI, Trinidad & Tobago); MSc (UMIST, UK); PhD (Manchester, UK);FCCA (UK), CA (Trinidad & Tobago)Associate Professor of AccountingPreet AulakhBSc & MA (Punjab, India); PhD (Texas – Austin)Professor of Strategic Management/PolicyPierre Lassonde Chair in International BusinessEllen R. Auster BA (Colgate); MA & PhD (Cornell)Professor of Strategic Management/PolicyDirector, Schulich Centre for Teaching ExcellenceKee-Hong BaeBS & MS (Korea, Korea); PhD (Ohio State)Professor of FinanceThomas H. Beechy BBA (George Washington); MBA (Northwestern); DBA (Washington);CPA (Illinois)Professor Emeritus of AccountingRussell W. BelkBS & PhD (Minnesota)Professor of MarketingKraft Foods Canada Chair in MarketingChris BellBS (McGill); PhD (Duke)Associate Professor of Organization StudiesAtipol Bhanich Supapol BA (Carleton); MA (Northeastern); PhD (Carleton)Associate Professor of EconomicsChair, Economics AreaDirector, IMBA ProgramMarkus Biehl MS (Kaiserslautern, Germany); MS & PhD(Georgia Institute of Technology)Associate Professor of OperationsManagement and Information SystemsAssociate Dean, AcademicSamuel K. BonsuBBA (Prince Edward Island); MBA(Simon Fraser); PhD (Rhode Island)Associate Professor of MarketingPatricia Bradshaw BComm (Queen’s); PhD (York)Associate Professor of Organization StudiesChair, Organization Studies AreaRonald J. Burke BA (Manitoba); MA & PhD (Michigan)Professor Emeritus of Organization StudiesJohn Buzacott BSc & BE (Sydney, Australia); MSc & PhD (Birmingham, UK); Dr hc (TU Eindhoven, Netherlands) Professor Emeritus of OperationsManagement & Information SystemsAlexandra Campbell BA Hons (York); MBA & PhD (Toronto)Associate Professor of MarketingMelanie CaoBSc & MA (HUST, China); MBA (Ottawa); PhD (Toronto)Associate Professor of FinanceArchishman ChakrabortyBSc (Calcutta, India); MA (Delhi, India); PhD (Princeton)Associate Professor of FinanceJanne ChungBSc & MA (Truman State);PhD (ECowan); CMAAssociate Professor of AccountingWade D. Cook BSc (Mt. Allison); MSc (Queen’s); PhD (Dalhousie)Professor of Operations Management and Information Systems University Professor (York)Gordon Charlton Shaw Professor of Management ScienceAssociate Dean, ResearchChair, Operations Management andInformation Systems AreaWesley Cragg BA Hons & MA (Alberta);BPhil & DPhil (Oxford, UK)Professor Emeritus of Business Ethics Cross-appointed to Department ofPhilosophy, Faculty of Liberal Arts &Professional Studies

Andrew CraneBSc (Warwick, UK); PhD (Nottingham, UK)Professor of Strategic Management/PolicyGeorge R. Gardiner Professorshipin Business EthicsDouglas CummingBCom (McGill); MA (Queen’s); JD & PhD (Toronto); CFAProfessor of Finance and EntrepreneurshipOntario Research Chair in Economics andCross Cultural StudiesPeter R. DarkeBSc (McMaster); MA & PhD (Toronto)Associate Professor of MarketingJames L. Darroch BA & MA & PhD (Toronto); MBA & PhD (York)Associate Professor of StrategicManagement/PolicyDirector, Financial Services ProgramAndré deCarufelBA (Carleton); MA & PhD (North Carolina)Associate Professor of Organization StudiesAcademic Director, Kellogg-Schulich EMBA ProgramYuval Deutsch BA & MA (Hebrew, Israel); PhD (British Columbia)Associate Professor of Strategic Management/Policy and Entrepreneurial StudiesDavid E. Dimick BA (St. Olaf); MA & PhD (Minnesota)Associate Professor of Organization StudiesMing DongBS (Fudan, China); MS (New York); PhD (Ohio State)Associate Professor of FinanceBurkard EberleinMSc (LSE, UK); MA & PhD (Konstanz, Germany)Associate Professor of StrategicManagement/PolicyMoshe FarjounBSc (Technion, Israel); MS & PhD (Northwestern)Associate Professor of StrategicManagement/PolicyEileen Fischer BA & MASc (Waterloo); PhD (Queen’s)Professor of MarketingAnne & Max Tanenbaum Chair inEntrepreneurship and Family Enterprise Director, Entrepreneurial Studies ProgramDirector, PhD ProgramBrenda Gainer BA Hons (Alberta); MA (Carleton); MBA (Maine); PhD (York)Associate Professor of MarketingRoyal Bank Professor of Nonprofit ManagementDirector, Nonprofit Management and Leadership ProgramMarkus GieslerBA & MBA & MA & PhD (Witten/Herdecke, Germany)Associate Professor of Marketing James M. Gillies, CMBA (Western Ontario); MA (Brown); PhD(Indiana); Hon LLD (Simon Fraser; York)Professor Emeritus of Strategic Management/PolicyDean EmeritusUniversity Professor (York)Fred Gorbet, CMBA (York); PhD (Duke)Associate Director, Financial Services ProgramCameron GrahamBSc (Alberta); MDiv (Vancouver); MBA & PhD (Calgary) Associate Professor of AccountingDirector, MBA ProgramIrene Henriques BSc & MSc (Montreal); PhD (Queen’s)Professor of Economics and SustainabilityIngo Holzinger BBA (Bremen, Germany);MBA (GH-Paderborn, Germany);PhD (Wisconsin – Madison)Assistant Professor of Organization StudiesDezsö J. Horváth, CM Electrical Eng & MBA & PhLic & PhD (Umeå, Sweden)Professor of Strategic Management/PolicyTanna H. Schulich Chair in Strategic ManagementDean

Sylvia HsuMD (TMU, Taiwan); MBA (NCCU, Taiwan);PhD (Wisconsin – Madison)Assistant Professor of AccountingBryan HustedBA & MBA & JD (Brigham Young); PhD (UC, Berkeley)Professor of Strategic Management/PolicyErivan K. Haub Chair in Business and SustainabilityRichard H. Irving BASc & MASc & PhD (Waterloo)Associate Professor of OperationsManagement and Information SystemsDavid Johnston BA & MA & PhD (Western Ontario)Associate Professor of OperationsManagement and Information SystemsAshwin Joshi BAS Hons (Trent); PhD (Queen’s)Associate Professor of MarketingExecutive Director, Schulich MBA in India Mark J. KamstraBA Hons (Queen’s); MA (British Columbia); PhD (UC, San Diego)Associate Professor of FinanceChair, Finance AreaRekha Karambayya BSc (Madras, India); MBA (IIM Bangalore,India); PhD (Northwestern)Associate Professor of Organization StudiesHenry M. Kim BASc (Toronto); MEng (Michigan); PhD (Toronto)Associate Professor of OperationsManagement and Information SystemsMatthias KippingMA (Sorbonne, France); MPA (Harvard);Dipl (EHESS, France); DPhil (München,Germany)Professor of Strategic Management/Policy Chair in Business HistoryRobert KozinetsBBA & MBA (York); PhD (Queen’s)Professor of MarketingChair, Marketing AreaMehmet Murat Kristal BSc (METU, Turkey); MBA (Bilkent, Turkey);PhD (North Carolina)Associate Professor of OperationsManagement and Information SystemsFred Lazar BCom (Toronto); AM & PhD (Harvard)Associate Professor of EconomicsCross-appointed to Department ofEconomics, Faculty of Liberal Arts &Professional StudiesMoren LévesqueBSc & MSc (Laval); PhD (British Columbia) Associate Professor of OperationsManagement and Information SystemsStan Xiao LiBSc (Jiaotong, China); MSc (Stirling, UK); PhD (Toronto)Associate Professor of StrategicManagement/PolicyH. Ian Macdonald, OCBCom (Toronto); MA & BPhil (Oxford, UK);Hon LLD (Toronto); D. UNIV. (The OpenUniversity); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR AmbedkarOpen University of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of StrategicManagement/PolicyPresident Emeritus (York)Director, MPA ProgramAnoop MadhokBCom (Calcutta, India); MBA (Cincinnati); MA (Johns Hopkins); PhD (McGill) Professor of Strategic Management/PolicyNadia Massoud MA (Waterloo); PhD (Queen’s)Associate Professor of FinanceDirk MattenDipl Kfm (Essen, Germany); Dr rer pol & Dr habil (Düsseldorf, Germany) Professor of Strategic Management/PolicyHewlett-Packard Chair in Corporate Social ResponsibilityAmin Mawani BComm (Alberta); MA (Toronto); LLM(York); PhD (Waterloo); CMA, FCMA, CFPAssociate Professor of AccountingElizabeth M. Maynes BA (McMaster); MA & PhD (Queen’s)Associate Professor of FinanceDirector, BBA/iBBA ProgramsRonald J. McCleanBASc & MASc & PhD (Waterloo)Assistant Professor of OperationsManagement and Information SystemsJames McKellar BArch (Toronto); MCP & MArch (Pennsylvania)Professor of Real Estate and Infrastructure Academic Director, Real Estate andInfrastructure ProgramExecutive Director, External Relations

Charles J. McMillan BA (Prince Edward Island; MBA (Alberta);PhD (Bradford, UK)Professor of Strategic Management/PolicyAlan C. Middleton BSc (London, UK); MBA & PhD (York)Assistant Professor of MarketingExecutive Director, Schulich Executive Education CentreMoshe Arye Milevsky BA (Yeshiva); MA & PhD (York)Associate Professor of FinanceGareth Morgan BSc (London, UK); MA (Texas);PhD (Lancaster, UK)Professor of Organization StudiesDistinguished Research Professor (York)Debarshi K. Nandy BS Hons & MS (Calcutta, India); MCom (New South Wales, Australia); PhD (Boston College)Assistant Professor of FinanceDean Neu BBA (Wilfrid Laurier); MBA (York); PhD (Queen’s); CA (Ontario) Professor of Accounting Dorit NevoBA (Haifa, Israel); MSc (Technion, Israel); PhD (British Columbia)Associate Professor of OperationsManagement and Information SystemsChristine Oliver BA (Queen’s); MBA & PhD (Toronto)Professor of Organization StudiesHenry J. Knowles Chair in Organizational Strategy Mark PagellBS (Pennsylvania); PhD (Michigan)Associate Professor of OperationsManagement and Information SystemsYigang Pan BA & MA (Beijing, China); MPhil & PhD (Columbia)Professor of MarketingTheodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York)Associate Professor of StrategicManagement/PolicyDirector, Global Leadership ProgramChair, Strategic Management/Policy AreaEliezer Z. Prisman BA (Hebrew, Israel); MSc & DSc (Technion, Israel)Professor of FinanceNigel Martin Chair in Finance Director, Financial Engineering ProgramSandy Qian QuBA (CUFE, China); MBA (Windsor); PhD (Alberta)Assistant Professor of AccountingMarshall D. Rice BA (Manitoba); MS & PhD (Illinois)Associate Professor of MarketingAlan J. Richardson BSc & MPI & PhD (Queen’s); CGA (Ontario),FCGA (Canada)Professor of AccountingGordon S. RobertsBA (Oberlin College); MA & PhD (Boston College)Professor of FinanceCIBC Professor of Financial ServicesHazel Rosin BA (Haifa, Israel); MSW (Wilfrid Laurier);MPhil & PhD (Yale)Associate Professor of Organization StudiesPerry SadorskyBSc Hons & MA (British Columbia); PhD (Queen’s)Associate Professor of EconomicsWillow SheremataBSc (McGill); MSc (Toronto); MBA(Pennsylvania); MPh & PhD (New York)Associate Professor of StrategicManagement/PolicyPauline M. ShumBA Hons (British Columbia); MA & PhD (Toronto)Associate Professor of FinanceDirector, Master of Finance ProgramAjay K. SirsiBComm Hons (Delhi, India); MBA(Oklahoma); MA (Florida); PhD (Arizona)Associate Professor of MarketingJohn N. SmithinBA (London Polytechnic, UK); MA & PhD (McMaster)Professor of EconomicsCross-appointed to Department ofEconomics, Faculty of Liberal Arts &Professional StudiesJustin Tan BBA (Tianjin, China); MA (Kansas); PhD (Virginia Tech)Professor of Strategic Management/Policy Newmont Mining Chair inBusiness StrategyDaniele Thomassin-Singh BBA & MBA (Laval);PhD (Case Western Reserve)Assistant Professor of OperationsManagement and Information Systems

Faculty and AdvisorsIN THIS SECTION

Faculty .................................................................................114The Dean’s Advisory Council ................................................115Executives-in-Residence .......................................................115International Advisory Council.............................................115Program Advisory Boards .....................................................115

FACULTY


One of the strongest series of partnerships the Schulich School has is with advisors from national and international private-sector, public-sector and nonprofit organizations. Through School-wide advisory councils and program-specific advisory boards, these men and womenoffer students and faculty the benefits of their extensive experience and expertise.

THE DEAN’S ADVISORY COUNCIL

INTERNATIONAL ADVISORY COUNCILThe membership of the council can be found on page 21.

PROGRAM ADVISORY BOARDSInformation about the Program Advisory Boards can be found onthe appropriate ‘Specialization Requirement’ pages listed below.

• Arts and Media Administration (see page 38)• COERB (see page 39)• Health Industry Management (see page 46)• Nonprofit Management and Leadership (see page 49)• Real Estate and Infrastructure (see page 53)

Alain BerrangerSenior Advisor, Private Sector Engagement

David BloomFormer President, DGRB Consultants

Marshall (Mickey) A. Cohen, OCCounsel, Cassels Brock & Blackwell LLP

David ConklinCounsel, Goodmans LLP

Malcolm J. CowanFormer CEO, Sevis Systems Inc.

Bill Graham (MBA ’86) President, Quartham InternationalPresident, Schulich International AlumniAssociation

Charles (Chuck) Hantho, CM (Hon LLD ’08)Director, Zoom MediaChairman, Centre of Excellence for ResponsibleBusiness Schulich School of Business

Beth S. HorowitzFormer President & CEO, Amex Bank of Canada

Fred Karp President & CEO, Arluk Holdings

Robert Leonidas Former President & CEO, Nestlé USA, Prepared Foods & BakingFormer President & CEO, Nestlé Canada

Michael MackenzieFormer Superintendent, Office of the Super-intendent of Financial Institutions Canada

Morris Perlis (MBA ’72)President, Morris Perlis & Associates

Erik PetersRetired Provincial Auditor (ON)

Cedric E. RitchieFormer Chairman & CEO, Scotiabank

Richard RossFormer Chairman & CEO, Inmet MiningCorporation

Brian SchofieldRetired Director, McKinsey & Company

Walter SchroederChairman, DBRS Limited

Andrew Robert ShawPresident & CEO, The Toronto SymphonyOrchestra (TSO)

Schuyler M. (Skip) Sigel (QC)Senior Client Partner, Korn/Ferry International

John ThompsonFormer Deputy SuperintendentOffice of the Superintendent of FinancialInstitutions Canada

John P. WleugelFormer Chief Financial Officer, Bata Limited

*Members with degrees listed after theirnames are Schulich graduates.

ChairJohn S. Hunkin (MBA ’69, Hon LLD ’04) Retired CEOCIBC H. Anthony Arrell (MBA ’68, Hon LLD ’08)Chairman and CEOBurgundy Asset Management Ltd.Dominic BartonGlobal Managing DirectorMcKinsey & Company (UK)Thomas G. BataChairmanBata Brands (Switzerland)Alain BattyFormer Director, European Sales & Staffs Ops Ford of Europe (Germany)Thomas Beck, CMPresident, Fernhill HoldingsHonorary Member, Board of GovernorsYork UniversityMaria Livanos Cattaui (Hon LLD ’06)Former Secretary GeneralInternational Chamber of Commerce (France)Olarn ChaipravatFormer Deputy Prime Minister (Thailand)Judith L. CohenFounding ChairInvest in Kids FoundationMarshall A. Cohen, OCCounsel, Cassels Brock & Blackwell LLPKenneth S. CourtisConsultant, Goldman Sachs Asia LLC (China)Dominic D’Alessandro (Hon LLD ’06)Retired President and CEOManulife FinancialLeslie L. Dan (Hon LLD ’10)ChairmanTeva Canada LimitedFounder & Executive ChairmanViventia Biotechnologies Inc.William A. Dimma, CM (MBA ’69, Hon LLD ’98)Chairman EmeritusHome Capital Group Inc.Ron H. FarmerManaging Director, Mosaic Capital PartnersAnne M. FawcettVice ChairThe Caldwell Partners International

Janice R. Fukakusa (MBA ’79)CAO & CFO, RBC Robert J. Gemmell (MBA/LLB ’83)Former President and CEOCitigroup Global Markets Canada Inc.Peter E. GilganCEO, The Mattamy CorporationFred Gorbet, CMPrincipal, Strategy SolutionsAssociate DirectorFinancial Services ProgramSchulich School of BusinessBill Graham (MBA ’86)President, Quartham InternationalPresident, Schulich International AlumniAssociation Syamal Gupta Chairman, Tata International Limited (India)Charles (Chuck) Hantho, CM (Hon LLD ’08) Director, Zoom MediaChairman, Centre of Excellence forResponsible Business Schulich School of BusinessM. Marianne Harris (MBA/LLB ’83)PresidentCorporate & Investment Banking, CanadaBank of America, Merrill LynchChristian W.E. HaubCEO, Tengelmann – AmericasPresident & Chairman, Emil Capital Partners LLC (USA)Petraea HeynikeExecutive Vice President &Head of Strategic Business Units,Marketing & SalesNestlé S.A. (Switzerland)Edmund H. Ho (BBA ’78)Vice-ChairmanThe National Committee of the ChinesePeople’s Consultative Conference Government of Macau SAR (China)Beth S. HorowitzFormer President & CEO Amex Bank of CanadaExecutive-in-ResidenceSchulich School of BusinessDezsö J. Horváth, CMDean & Tanna H. Schulich Chair in StrategicManagementSchulich School of Business

Steven K. Hudson (BBA ’81)Chairman and CEOCameron Capital CorporationColleen M. Johnston (BBA ’82)Group Head Finance & Chief Financial OfficerTD Bank GroupDavid W. KerrCorporate Director Brookfield Asset Management Inc.Thomas E. Kierans, OCChairman, Canadian Journalism Foundation Robert Krembil, CM (MBA ’71, Hon LLD ’00)President, Chiefswood Investors LimitedDonald E. LoebChairman, Avanti Properties GroupJeffrey C. LozonPresident and CEO, Revera Inc.The Honourable Sergio MarchiSenior FellowInternational Centre for Trade andSustainable Development (Switzerland)Albert MaringerRetired President & CEOSiemens Canada LimitedThe Honourable Barbara McDougall, OCAdvisor, Aird & Berlis LLPRobert R. McEwen, CM (MBA ’78, Hon LLD ’05)Chairman and CEOUS Gold Corporation, Lexam Explorations Inc.& Minera Andes Inc.Alan G. McNally (MBA ’69, Hon LLD ’99)Retired Chairman,Harris Bank (USA)Eileen Mercier (MBA ’77, Hon LLD ’10)Chair, Ontario Teachers’ Pension Plan BoardMiles S. NadalChairman and CEO, MDC PartnersYongmaan (YM) ParkChairman and CEODoosan Corporation (South Korea)Morris Perlis (MBA ’72)President, Morris Perlis & Associates Denise M. Pickett (MBA ’90)Executive Vice PresidentAmerican Express OPEN Anna Porter, OCFormer President & PublisherKey Porter Books

Timothy R. Price (Hon LLD ’09)Chairman, Funds ManagementBrookfield Asset Management Inc.Andrew Prozes (MBA ’75)Former Global CEO, LexisNexis GroupReed Elsevier Inc. (USA)G.M. RaoChairman, GMR Group (India)Sam G. Reisman (MBA ’77)CEO, The Rose CorporationRussel C. RobertsonChief Financial Officer, BMO Financial GroupWalter SchroederChairman, DBRS LimitedSeymour Schulich, CM (Hon LLD ’03)President, Sheriff Capital Corporation Ltd.Eric Siegel (MBA ’79)Former President & CEOExport Development Canada (EDC)Donald StewartCEO, Sun Life FinancialLawrence M. (Larry) Tanenbaum, OCChair and CEO, Kilmer Van Nostrand Co. LimitedKathleen P. Taylor (MBA/LLB ’84)President and CEOFour Seasons Hotels & ResortsPhilip Taylor (MBA ’79)Senior Managing Director, Invesco Ltd.Shinji TeshimaTeshima International Inc. (Japan)Paul Tsaparis (MBA ’84)VP Technology SupportAmericas’ Technology ServicesHewlett-Packard CompanyKiyotaka WatanabeExecutive Managing Officer/COOIron & Steel Products Business UnitsMitsui & Co. Ltd. (Japan)Richard (Rick) Waugh (MBA ’74, Hon LLD ’07) President and CEO, Scotiabank

*Members with degrees listed after theirnames are Schulich graduates. The Order ofCanada Titles stand for Member (CM),Companion (CC) and Officer (OC).

Donald N. Thompson BA & BComm (Manitoba); MBA & PhD (UC, Berkeley); LLM (York)Professor Emeritus of MarketingLinda Thorne BCom (Toronto); MBA (York);PhD (McGill); CA (Ontario)Professor of AccountingChair, Accounting AreaYisong S. Tian BSc (Nankai, China); MBA & PhD (York)Professor of Finance

Viswanath Umashanker TrivediBSc (Andhra, India); PhD (Arizona State); CA (India)Associate Professor of Accounting

Edward WaitzerLLB & LLM (Toronto), of the Bars of Ontario and New YorkJarislowsky Dimma Mooney Chair in Corporate GovernanceCross-appointed to Osgoode Hall Law SchoolMary Waller BBA (Oklahoma); MS (Colorado); PhD (Texas)Professor of Organization StudiesStephen Weiss BA (Lafayette); MA & PhD (Pennsylvania)Associate Professor of StrategicManagement/PolicyTom Wesson BComm (Queen’s); MBA & PhD (Harvard)Associate Professor of StrategicManagement/Policy

Eleanor WestneyBA & MA (Toronto); MA & PhD (Princeton)Professor of Organization StudiesScotiabank Professor of International BusinessBernard M. Wolf BA (CUNY); MA & PhD (Yale)Professor Emeritus of EconomicsAssociate Director, IMBALorna WrightBA (Wilfrid Laurier); MA (Essex, UK);MIM (Thunderbird); PhD (Western Ontario)Associate Professor of International BusinessScott Yeomans BAdmin & BSc (Regina); MASc (Toronto); PhD (McMaster)Associate Professor of OperationsManagement and Information Systems

Joyce Zemans, CMBA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); Hon LLD (Waterloo)Senior Scholar and University Professor EmeritaDirector, Arts and Media AdministrationProgramBrenda J. ZimmermanBSc (Toronto); MBA & PhD (York); CA (Ontario)Associate Professor of StrategicManagement/PolicyDirector, Health Industry Management ProgramDetlev ZwickMS (Montpellier, France/Cologne,Germany); MS (Memphis); PhD (Rhode Island)Associate Professor of Marketing

EXECUTIVES-IN-RESIDENCE

Faculty and Advisors


The material contained in this Graduate Program Student Handbook has been sub-mitted by the administrative departments and academic units concerned. All generalinformation and course references have been checked for accuracy as far as possible.If errors or inconsistencies do occur, please bring these to the attention of theresponsible department.

York University reserves the right to make changes in the information contained inthis publication without prior notice. Not every course listed in this handbook neednecessarily be offered in any given academic year.

It is the responsibility of all students to familiarize themselves each year with the gen-eral information sections of this Handbook and with the sections covering theSchulich School of Business, as well as with any additional regulations that may beon file in the Division of Student Services and International Relations in the SchulichSchool of Business.

It is the responsibility of all students to be familiar with the specific requirementsassociated with the degree, diploma or certificate sought. While advice and coun-selling are available, it is the responsibility of each student to ensure that the cours-es in which registration is effected are appropriate to the program requirements of theSchulich School of Business.

The University reserves the right to limit enrolment in any program. Students shouldbe aware that enrolment in many programs and courses is limited. While theUniversity will make every reasonable effort to offer courses and classes as requiredwithin programs, students should note that admission to a degree or other programdoes not guarantee admission to any given course or class.

EVERY STUDENT AGREES BY THE ACT OF REGISTRATION TO BE BOUND BYTHE REGULATIONS AND POLICIES OF YORK UNIVERSITY AND OF THESCHULICH SCHOOL OF BUSINESS.

In the event of an inconsistency between the general academic regulations andpolicies published in student handbooks and calendars, and such regulations andpolicies as established by the Schulich School of Business and Senate, the versionof such material as established by the Schulich School of Business and the Senateshall prevail.

In addition to the foregoing, York University disclaims all responsibility and liabilityfor loss or damage suffered or incurred by any student or other party as a result ofdelays in or termination of its services, courses, or classes by reason of force majeure,fire, flood, riots, war, strikes, lock-outs, damage to University property, financial exigency or other events beyond the reasonable control of the University.

York University is a smoke-free institution. Smoking is permitted in designatedareas only.

York Campus Map

York Campus Map


York CampusAddress: 4700 Keele St., Toronto, ON M3J 1P3Location: York University is located on the west side of Keele St. between Finch and Steeles Ave. There are entrances from Keele St., Jane St., Steeles Ave. and Finch Ave.

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www.schulich.yorku.ca

Global Reach. Innovative Programs. Diverse Perspectives.

Contact usDivision of Student Services andInternational RelationsSchulich School of BusinessSeymour Schulich BuildingYork University4700 Keele StreetToronto, OntarioCanada M3J 1P3

Tel.: 416-736-5303Fax: 416-650-8174E-mail: [email protected]