Graduate Academic Handbook
MBA
MBA/JD
MBA/MFA/MA
IMBA
Post-MBA Diploma in Advanced Management
Financial Engineering Diploma (Stand Alone)
Schulich 2015-2016
Sessional Course Dates
2015-2016 Sessional Dates
Summer 2015
Activity
Class Start Date (Smart Start is Apr. 23)
Class End Date
Reading Week
Examinations
Last date to Enrol without permission
Last date to Enrol with permission
Last date to DROP courses (without academic penalty)
Term SW
3.00 P-section
Weekend courses
April 25-26
July 5
n/a
July 11-12
Apr 24
May 1
June 19
Term S
Most 3.00
courses
April 27
July 17
n/a
July 18-26
May 1
May 8
June 26
Term E
All first-half
1.50 courses
April 27
June 5
n/a
June 12
May 1
May 8
May 15
Term G
All second-half
1.50 courses
June 8
July 17
n/a
July 18-26
June 12
June 19
June 26
The University is closed on Victoria Day, Monday, May 18. Make-up classes will be held on Friday, May 22.
The University is closed on Canada Day, Wednesday, July 1. Make-up classes will be held on Friday, July 3.
Weekend class dates (P section): Classes are normally held Saturdays and Sundays from 9:30 am – 12:30 pm and 2:00 pm – 5:00 pm.
The summer weekend term (SW) meets on the following dates:
Weekend 1: April 25-26, 2015
Weekend 2: May 9-10
Weekend 3: May 23-24
Weekend 4: June 6-7
Exams: July 11-12
Weekend 5: June 20-21
Weekend 6: July 4-5
Fall 2015
Activity
Class Start Date (Launch Week is Sept 9-13)
Class End Date
Reading Week
Examinations
Last date to ENROL without permission
Last date to ENROL with permission
Last date to DROP courses (without academic penalty)
Term F2
Most 3.00
courses
Sept 14
Dec 11
Oct 27-30
Dec 14-18
Sept 18
Sept 25
Nov 20
Term FP
Most courses
on weekends
Sept 19-20
Nov 28-29
n/a
Dec 12-13
Sept 18
Oct 2
Nov 13
Term A
All first-half
1.50 courses
Sept 14
Oct 26
n/a
Oct 27-30
Sept 18
Sept 25
Oct 2
Term M
All second-half
1.50 courses
Nov 2
Dec 11
n/a
Dec 14-18
Nov 6
Nov 13
Nov 20
Career Day is Friday, September 25 – MBA classes will be held.
Weekend class dates (P section): Classes are normally held Saturdays and Sundays from 9:30 am – 12:30 pm and 2:00 pm – 5:00 pm.
The Fall weekend term (FP) meets on the following dates:
Weekend 1: Sept 19-20, 2015
Weekend 2: Oct 3-4
Weekend 3: Oct 17-18
Weekend 4: Oct 31 – Nov 1
Exams: Dec 12-13
Weekend 5: Nov 14-15
Weekend 6: Nov 28-29
Winter 2016
Activity
Class Start Date (Launch Week is Jan 6-10)
Class End Date
Reading Week
Examinations
Last date to ENROL without permission
Last date to ENROL with permission Jan 22
Last date to DROP courses (without academic penalty)
Term W2
Most 3.00
courses
Jan 11
Apr 11
Feb 23 - 26
Apr 12 - 18
Jan 15
Feb 5
Mar 18
Term WP
Most courses
on weekends
Jan 23 - 24
Apr 3
n/a
Apr 16 - 17
Jan 22
Jan 22
Mar 18
Term C
All first-half
1.50 courses
Jan 11
Feb 22
n/a
Feb 23 - 26
Jan 15
Mar 11
Jan 29
Term N
All second-half
1.50 courses
Feb 29
Apr 11
n/a
Apr 12 - 18
Mar 4
Mar 18
Weekend class dates (P section): Classes are normally held Saturdays and Sundays from 9:30 am – 12:30 pm and 2:00 pm – 5:00 pm.
The Winter weekend term (WP) meets on the following dates:
Weekend 1: Jan 23-24, 2016
Weekend 2: Feb 6-7
Schulich School of Business
Weekend 3: Feb 20-21
Weekend 4: Mar 5-6
Weekend 5: Mar 19-20
Weekend 6: Apr 2-3
Exams: Apr 16-17
Important Dates
2015 - 2016 Important Dates
Key to Symbols
* No classes and University offices are closed on these holidays.
*
April 23, 2015
Enrolment Status Change
Last day to change status (part-time, full-time) for Summer 2015
April 25-26
Term Start
Start of Summer SW term weekend classes
April 27
Term Start
Start of Summer – Terms E and S
May 10
Fees
Last day to pay summer fees without financial penalty
May 18
Holiday*
Victoria Day – Make up classes held May 22, 2015
May 22
Make-up Classes
Make-up classes held for all Monday classes
Early June
Enrolment Access Dates
Fall 2015-Winter 2016 Enrolment Access Dates are posted online.
Continuing students must log on to receive your date to enrol.
June 8
Term Start
Term G classes
June 12
Exams
Term E classes
June 16-18
Enrolment
Graduate Enrolment for Fall/Winter 2015-2016 begins for
up to 15.00 credits (full-time) until June 30
June 19
Convocation
Convocation Ceremony
July 1
Holiday*
Canada Day – University Closed
July 2
Enrolment
Full-time students may enrol in additional courses up to 18.00 credits
July 18-26
Exams
Examination Week – Term S, SW and G courses
July 21-25
Summer Break
No exams scheduled
August 3
Civic Holiday*
Civic Holiday – University Closed
September 7
Holiday*
Labour Day – University Closed
September 8
Enrolment Status Change
Last day to change status (part-time, full-time) for Fall 2015
Week of September 9
MGMT 5150 + Launch Week
Mandatory Launch Week for new Fall students (see online schedules)
September (TBA)
601 Kick-off
Mandatory Kick-off for MGMT 6100 3.00 (601)
September 14
Term Start
Fall 2015 classes begin
September 10
Fees
Last day to pay Fall 2015 fees without financial penalty
September 19-20
Term Start
Start of Fall 2015 FP term weekend classes
September 25
Career Day
Schulich Career Day - Classes are held
October 12
Holiday*
Thanksgiving – University Closed
Mid-October
Convocation
Convocation Ceremony *Date TBA
October 27-30
Exams
Examination Week – Term A classes
October 27-30
Reading Week
No classes for graduate students
December 11
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 2016 Convocation
Dec 24-Jan 3
Holiday*
Winter Break – University Closed
January 5, 2016
Enrolment Status Change
Last day to change status (part-time, full-time) for Winter 2016
January 6-10
MGMT 5150 + Launch Week
Mandatory Week for new Winter students (see online schedules)
January 10
Fees
Last day to pay Winter 2016 fees without financial penalty
January 11
Term Start
First day of classes for graduate students
January 23-24
Term Start
Start of Winter 2016 WP term weekend classes
February 15
Holiday*
Family Day – University Closed
February 23-26
Exams
Examination Week – Term C classes
February 23-26
Reading Week
No classes for graduate students
March 25
Holiday*
Good Friday – University Closed
April 11
Term End
Last day of classes for graduate students
April 12-18
Exams
Examination Week – Terms, W2, WP and N
June
Convocation
Summer Convocation Ceremony *Date TBA
July 1
Convocation
Deadline to apply for October 2016 Convocation
Schulich School of Business – 1
Table of Contents
Table of Contents
2015 - 2016 Sessional Dates .........................Inside Front Cover
2015 - 2016 Important Dates ...................................................1
Important Websites
The Schulich School ..................................................................4
York Counselling and Disability Services....................................4
York Online Services ..................................................................4
Graduate Business Council.........................................................4
Student Services Graduate Blog..................................................4
CONTACT US
Schulich Division of Student Services &
International Relations .........................................................................5
ENROLMENT
In this Section ...........................................................................6
Enrolment Process
Registration and Enrolment........................................................6
Enrolment Blocks .......................................................................6
Enrolment Access Notification ...................................................6
Enrolment in Individual Study Elective Courses .......................6
Enrolment in Elective Courses Outside Schulich .......................6
Course Changes and Withdrawals
Regulations and Deadlines .........................................................7
Impact of Changes on Length of Program..................................7
Other Enrolment Information
Course Wait Lists and Automated Wait List Database ................7
Course Cancellations..................................................................7
Revised Course Offerings ...........................................................7
Enrolment Status Information
Definition of Full-time and Part-time Status...............................7
Changing Full-time and Part-time Status ...................................7
FEES AND PAYMENT OF FEES
In this Section ...........................................................................8
Domestic and International Fees ............................................8
Tuition & Supplementary Fees
Academic Tuition Fees/Charges ..................................................8
Domestic Student Category ........................................................8
International Student Category ..................................................8
Non-refundable Admission Deposit ...........................................8
Supplementary Fees/Charges......................................................9
Ancillary Fees.............................................................................9
Student Referenda Fees ..............................................................9
Additional Fees
Leave of Absence Fee .................................................................9
Language Course Fees for Non-IMBA Students..........................9
Language Testing Fees for IMBA Students..................................9
Health and Dental Insurance Plans
University Health Insurance Plan (UHIP)
for International Students...........................................................9
Supplemental Health and Dental Insurance Plan .......................9
Payment of Fees
Student Accounts Statement.......................................................9
Methods of Payment...................................................................9
Deadlines for Fees Payment........................................................9
Receipts ......................................................................................9
Waiving Payment of Fees
York Employees/Dependents ....................................................10
OSAP Loans..............................................................................10
2 – Schulich School of Business
Outstanding University Debts ................................................10
Academic Sanctions for Accounts Not in Good Standing................10
Tuition and Education Tax Credit Certificate ....................10
Refund of Fees
Refund for Complete Withdrawal from a Term................................10
Financial Petitions...................................................................10
SCHOLARSHIPS AND FINANCIAL ASSISTANCE
Scholarships, Awards and Bursaries for Continuing Students
Continuing Student Awards .....................................................11
Specialization Awards ...............................................................11
Bursaries...................................................................................11
OTHER INFORMATION
In this Section .........................................................................12
Advanced Standing/Waiver with Replacement
Petitions for Advanced Standing/Waiver with Replacement .....12
Advanced Standing ..................................................................12
Waiver with Replacement.........................................................13
Course Duplication ...................................................................13
Classroom-Based Academic Concerns
& Just-In-Time (JIT) Teaching Feedback Process...............13
Computing Services
Computer Ownership ..............................................................14
Computer Accounts .................................................................14
Computing Locations/Hours ....................................................14
Personal Computing Recommendations...................................14
Course Materials Information
Course Packages.......................................................................14
Course Materials Database........................................................14
Graduation/Convocation.........................................................14
Student Identification
YU-card ....................................................................................14
Class Photo Lists ......................................................................14
PROGRAMS
In this Section .........................................................................15
Master of Business Administration (MBA) ..........................16
International Master of Business Administration (IMBA) ........20
Joint and Dual MBA Programs
Joint MBA/MFA and MBA/MA Degrees ....................................23
Joint MBA/JD Degrees ..............................................................26
Joint York/Laval Degrees...........................................................29
Graduate Diplomas .................................................................30
Post-MBA Diploma in Advanced Management....................31
Financial Engineering Diploma (Stand Alone).....................32
AREA AND PROGRAM SPECIALIZATION
INFORMATION
In this Section .........................................................................33
Introduction .............................................................................33
Accounting ................................................................................34
Arts and Media Administration.............................................35
Business and Sustainability ...................................................36
Business Consulting ................................................................37
Economics.................................................................................38
Entrepreneurial Studies ..........................................................39
Finance......................................................................................40
Financial Engineering ............................................................41
Financial Services ...................................................................42
Global Mining Management....................................................43
Global Retail Management......................................................44
Table of Contents
Health Industry Management ...............................................45
International Business ............................................................46
Marketing..................................................................................47
Operations Management & Information Systems ..............48
Organization Studies...............................................................49
Public Management ................................................................50
Real Estate and Infrastructure ............................................. 51
Social Sector Management .....................................................52
Strategic Management ............................................................53
SCHULICH REQUIRED FOUNDATIONS OF
MANAGEMENT CORE COURSES
In this Section .........................................................................54
Introduction..............................................................................54
Nature of Courses ....................................................................54
MBA Core Courses...................................................................54
MBA 1 ......................................................................................54
MBA 2 ......................................................................................55
Additional MBA/JD Core Courses ..........................................57
Additional IMBA Core Courses ..............................................57
IMBA Core Courses .................................................................57
COURSE DESCRIPTIONS: ELECTIVE COURSES
In this Section .........................................................................59
Introduction..............................................................................59
Schulich Individual Study 6900 X.XX Series........................59
Non-Schulich Electives ............................................................59
Schulich Elective Courses .......................................................60
ACTG - Accounting..................................................................63
ARTM - Arts and Media Administration ..................................64
BSUS - Business and Sustainability...........................................65
ECON - Economics..................................................................65
ENTR - Entrepreneurial Studies ...............................................66
ETHC - Business Ethics............................................................67
FINE - Finance.........................................................................67
FNEN - Financial Engineering .................................................69
FNSV - Financial Services ........................................................70
HIMP - Health Industry Management ......................................71
IBUS - International Business ...................................................72
MGMT - Management ..............................................................73
MINE - Global Mining Management ........................................73
MKTG - Marketing...................................................................74
OMIS - Operations Management & Information Systems ........75
ORGS - Organization Studies ...................................................77
PROP - Real Estate and Infrastructure......................................78
PUBL - Public Management......................................................79
SGMT - Strategic Management.................................................79
SOCM - Social Sector Management..........................................80
EXCHANGE
In this Section .........................................................................81
Exchange..................................................................................81
Eligibility Criteria .....................................................................81
Study Options ..........................................................................81
Program Length........................................................................81
The Academic Program ............................................................81
Application Deadlines ..............................................................81
Application Process ..................................................................81
Fee Schedule ............................................................................81
Partner Schools
Africa........................................................................................82
Americas...................................................................................82
Asia/Pacific ...............................................................................82
Europe & Middle East..............................................................83
ACADEMIC POLICIES AND REGULATIONS
In this Section ..........................................................................84
York University Rules, Regulations and Policies.................84
General......................................................................................84
Assignments .............................................................................84
Papers Satisfying More than One Course Assignment ..............84
Attendance ...............................................................................85
Conduct ...................................................................................85
Course/Instructor Evaluations ..................................................85
Enrolment Status .....................................................................85
Faculty Council ........................................................................85
Rate of Progress ........................................................................85
Personal Documents.................................................................86
Personal Information................................................................86
Schulich Centre for Teaching Excellence..................................86
Student Affairs Committee .......................................................86
Examinations ...........................................................................86
General Information ................................................................86
Conduct in Examinations.........................................................86
Accommodations for Special Circumstances ............................87
Transcripts of Academic Records..........................................88
Schulich School Implementation of
the Senate Policy on Academic Honesty...............................88
Introduction .............................................................................88
Senate Policy on Academic Honesty.........................................88
Senate Guidelines on Academic Honesty .................................89
Procedures Governing Breach of Academic Honesty ................90
Order of Faculty or Senate Hearings on Academic Honesty.....93
Grading and Promotion ..........................................................94
Graduation................................................................................96
Grade Appeals for Schulich Courses.....................................96
Academic Petitions ..................................................................96
Appeal to the Executive Committee.......................................97
Schulich Human Participants Research (HPR) Policy .......97
STUDENT SERVICES AND STUDENT LIFE: SCHULICH
In this Section ..........................................................................98
Student Services.......................................................................99
Student Services & International Relations ........................99
Career Development Centre (CDC) .......................................99
Other Schulich Services
Lockers.....................................................................................99
The Trading Floor ..................................................................100
Tuchner’s ................................................................................100
Commercial Business Publications .........................................100
Student Life
Graduate Business Council (GBC)..........................................100
Student Events and Initiatives ................................................100
Student Clubs and Activities ..................................................100
GBC Clubs and Committees ..................................................100
GBC Affiliates .........................................................................100
Schulich Global Alumni Network
The Schulich Global Alumni Network
Can Offer You......................................................................104
Alumni Can Offer the Schulich School ..................................104
continued on next page
Schulich School of Business – 3
Table of Contents
STUDENT SERVICES AND STUDENT LIFE:
YORK UNIVERSITY
Accommodation/Housing ....................................................105
Bookstore................................................................................105
Campus Security....................................................................105
Department of Security Services.............................................105
goSAFE...................................................................................105
Centre for Student Community and
Leadership Development ...............................................106
Childcare.................................................................................106
Counselling and Disability Services....................................106
Health Services.......................................................................107
Health Education and Promotion at York..........................107
Library Services .....................................................................107
Office of Student Conduct and Dispute Resolution ........108
Office of the Ombudsperson ...............................................108
Centre for Human Rights ....................................................108
Parking Services.....................................................................108
Shopping Services..................................................................108
Sport and Recreation Programs...........................................109
York International..................................................................109
Student Centre .......................................................................109
Transportation Services........................................................109
Van-GO ..................................................................................109
Centre for Women and Trans People..................................110
INTERNATIONAL STUDENTS
In this Section .......................................................................111
Benefits of Study in Canada ...............................................111
Accreditation and Canadian Business Schools ................111
Ontario Business Schools .......................................................111
Cost of Studying and Living in Canada ............................111
Tuition and Related Academic Fees ........................................111
Living Expenses......................................................................111
Financial Assistance ............................................................111
Resources and Support .........................................................112
Orientation Services ...............................................................112
English Language Support......................................................112
International Student Advising...............................................112
Visa and Study Permit ..........................................................112
Work Eligibility During Studies...........................................112
Working in Canada After Graduation ................................112
FACULTY AND ADVISORS
Faculty ....................................................................................113
The Dean’s Advisory Council ..............................................114
Executives-in-Residence .......................................................115
International Advisory Council ..........................................115
Program Advisory Boards ...................................................115
MAP OF YORK UNIVERSITY ...................Inside Back Cover
The policies, requirements, course offerings, schedules, activities, tuition and fees as described in this Handbook are subject
to change without notice at any time at the discretion of York
University and the Schulich School of Business.
Important Websites
The Schulich School:
www.schulich.yorku.ca
York Online Services:
www.yorku.ca/yorkweb/cs.htm
• Graduate degree programs, specializations, Schulich Career
Development Centre, Lotes Notes e-mail, Exchange
• Links to Graduate course offerings, wait list database, exam
schedules, student forms and sessional dates
• Newly admitted students should refer to
www.schulich.yorku.ca/newtoschulich
• Enrolment and fees
• Address changes
• Grade Reports
York Counselling and Disability Services:
www.yorku.ca/cds
• Resources and services to help students develop and fulfill
their personal and academic potential (i.e. personal & group
counselling, workshops, learning skills, etc.)
The Career Development Centre (CDC):
• Apply to job postings, register for recruitment events, register for
career workshops, and find access to subscription based career
development research and tools.
4 – Schulich School of Business
• York University Academic Regulations
• Parking and Transportation
• Housing
Graduate Business Council:
www.gbc.schulich.yorku.ca
• Mission statement, services, events and contact information for all
Graduate Schulich students
Student Services Graduate Blog:
gradblog.schulich.yorku.ca
• Regular updates about courses, important dates, enrolment,
exchange and events
Contact Us
Contact Us
Schulich Division of Student Services & International Relations
The 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
Marcia Annisette
Executive Director of Student
Services & International Relations
416-736-5059
edssir@schulich.yorku.ca
W263C
Su-Lan Tenn
Assistant Dean, Students
416-736-2100
ext. 70228
stenn@schulich.yorku.ca
W262O
Heidi Furcha
Financial Administrative Assistant
416-736-2100
ext. 22293
hfurcha@schulich.yorku.ca
W263
mjudd@schulich.yorku.ca
W262B
Executive Director
Student & Enrolment Services
Academic counselling
Program planning
Academic appeals
Complaints officer
Melissa Judd
Director, Student & Enrolment Services
416-736-2100
ext. 22062
Petitions & appeals
Academic Honesty policies
TBA
Student & Academic Services Coordinator
416-736-2100
ext. 22744
Convocation
Grades
Advising appointments
Sandra Osti
Records and Promotions
Administrative Assistant
416-736-2100
ext. 77971
sosti@schulich.yorku.ca
W262E
Enrolment & Registration
Academic counselling (graduate)
Carolyn Ward
Manager, Enrolment Services
416-736-2100
ext. 77007
cward@schulich.yorku.ca
studentservices@schulich.yorku.ca
W262N
Course/section changes
Status changes
Fees inquiries
Registration/enrolment
Wait lists
Kareene Martin
Registration & Academic Services Assistant
416-736-5303
Option 2
studentservices@schulich.yorku.ca
W262P
Meghann Fonceca
Student Programs Assistant
416-736-5303
Option 2
studentservices@schulich.yorku.ca
W262P
Olga Carew
Manager, Admissions and Financial Aid
416-736-2100
ext. 77979
ocarew@schulich.yorku.ca
W262J
Anne Caulfield
Financial Aid Officer
416-736-2100
ext. 30515
acaulfield@schulich.yorku.ca
W262K
International students –
recruitment & admissions
International student advising
Lindsay Hillcoat
Associate Director,
International Student Services and Programs
416-736-2100
ext. 77893
lhillcoat@schulich.yorku.ca
W262L
Graduate Exchange
Cheryl Stickley
Graduate
International Program Coordinator
416-736-2100
ext. 22811
cstickley@schulich.yorku.ca
W262M
International inquiries
Lan Yu
International Information Assistant
416-736-5059
416-736-2100
ext. 77973
lyu@schulich.yorku.ca
W262P
W262E
Financial Aid
Financial Aid
OSAP Information
Bursaries, scholarships,
fellowships, awards
Emergency Loans
International Relations
Graduate Recruitment & Admissions
Recruitment & Admissions
TBA
Director, Recruitment and Admissions
416-736-2100
ext. 44405
W263A
Admissions
Renice Jones
Assistant Director, Recruitment & Admissions
416-736-2100
ext. 20393
rjones@schulich.yorku.ca
W262H
Admissions
Graham Sue
Assistant Director, Recruitment & Admissions
416-736-2100
ext. 77970
gsue@schulich.yorku.ca
W262C
Building tours
Class visits
Carol Partland
Manager, Marketing and Recruitment
416-736-2100
ext. 77968
cpartland@schulich.yorku.ca
W262D
Advanced Standing
Admissions inquiries
Michelle Hughes
Graduate Admissions Assistant
416-736-2100
ext. 22535
mhughes@schulich.yorku.ca
W263B
Admissions inquiries
Jessica Costa
Enquiries Assistant, Graduate Admissions
416-736-5060
admissions@schulich.yorku.ca
W263B
Schulich School of Business – 5
Enrolment
Enrolment
IN THIS SECTION:
Enrolment Process
Registration and Enrolment ......................................................6
Enrolment Blocks .....................................................................6
Enrolment Access Notification..................................................6
Enrolment in Individual Study Elective Courses.......................6
Enrolment in Elective Courses Outside Schulich ......................6
ENROLMENT PROCESS
Course Changes and Withdrawals
Regulations and Deadlines........................................................7
Impact of Changes on Length of Program ................................7
Other Enrolment Information
Course Wait Lists and Automated Wait List Database...............7
Course Cancellations ................................................................7
Revised Course Offerings..........................................................7
Enrolment Status Information
Definition of Full-time and Part-time Status .............................7
Changing Full-time and Part-time Status..................................7
•
Registration and Enrolment
•
•
•
•
•
the course enrolment process at York is completed by students
online
the process of making enrolment changes at York is also
available online (e.g. changing course sections, substituting
one course for another by dropping one and adding another,
or dropping a course)
students without immediate access to a computer may use
on-campus terminals, including the library, computer lab, or in
the Schulich Student Services Office, W262
students normally enrol for Summer term courses in March and
for Fall and Winter courses in June
enrolment is on a first-come, first-served basis
Enrolment Blocks
All students with an outstanding balance of $1,000.00 or more one
week prior to their Enrolment Access Period will be blocked from
enrolling in the Summer, Fall and/or Winter terms.
Enrolment Access Notification
A student’s Enrolment Access Period begins on the date and time
posted online at www.yorku.ca/yorkweb/cs.htm. Access Periods are
updated and can be viewed in March and June.
Enrolment access is determined according to the number of completed credits a student obtains. Schulich access periods begin
on different days. Students with the highest number of credits
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 once
their access period begins.
We also encourage students to verify their enrolment periodically online.
Enrolment in Individual Study Elective Courses
(6.00 credits maximum)
•
•
print the Individual Study form from schulich.yorku.ca/forms
return completed form to the Student Services Office, W262, by
the end of Week 1 of the term in which the course is undertaken
6 – Schulich School of Business
•
•
include the approved clearly defined course topic, title and signature of the faculty member supervising the course. Please
note that faculty members are not obligated to accept individual
study proposals from students pursuing individual studies
upon receipt of approved form, you will be advised by e-mail
to enrol in the course online
see “Schulich Individual Study” on page 59 for additional
information
Enrolment in Elective Courses Outside Schulich
(6.00 credits maximum)
To enrol in an elective course offered at another
York University Faculty:
•
•
•
•
well in advance of the start of term (at least 4 to 6 weeks), print the
Take Courses in Another Graduate Program at York form from
schulich.yorku.ca/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 home
department of the course you wish to take
upon approval by both Faculties, you will be notified by e-mail
to enrol online
To enrol in elective courses at other Graduate
Schools outside York University
For 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) application, available in W262, Schulich
• submit the completed form, a course syllabus for the desired
elective course from the university you wish to attend, and a
rationale for taking this course outside of the Schulich School
to the Student Services Office, W262, Schulich
• you will be contacted via e-mail 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 course
outside of the Schulich School to the Student Services Office,
W262, Schulich
• you will be contacted via e-mail regarding the status of your
request
Enrolment
COURSE CHANGES AND WITHDRAWALS
There are different academic and financial deadlines for adding and
dropping courses. See inside cover and page 9.
Regulations and Deadlines
•
•
after the first term of study, students are free to add courses
(space permitting), transfer sections or change courses up to the
end of the first week of a term using the online system (sessional
dates are listed online)
should a course reach its enrolment limit, students may add
their name to a wait list. Please see below for details
NOTE: Students cannot drop MGMT 5150 3.00 or transfer sections
without special permission, as this is considered to be a withdrawal
from 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 completing
an MBA 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 completed before the student can progress
dropping SGMT 6000 3.00 requires dropping MGMT 6090
0.00 and MGMT 6100 3.00 if the two courses are being taken
concurrently
see your academic advisor ahead of time to discuss your decision to drop a course
OTHER ENROLMENT INFORMATION
Course Wait Lists and Automated
Wait List Database
During the enrolment period, a course may reach its enrolment
limit. When this happens, students trying to enrol in that course
will 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, or
c) the course is full
Students receiving any of these messages should add themselves to
the wait list if they have earned the course prerequisites. Please contact Schulich Student Services if you have questions about the enrolment message at studentservices@schulich.yorku.ca.
The Wait List database maintains a list of students who are waiting
for a space in a particular course. Students who add their names to
the Wait List by the end of the week after the start of the enrolment
period (date is listed on the database) will be given priority on the
list according to the number of credits completed and in progress.
Students who add their name after that first week will be assigned
priority on a first-come, first-served basis, provided they have completed the course prerequisites.
Students may add their name to the Wait List Database at
waitlist.schulich.yorku.ca. The database requires the student’s
Lotus Notes User ID and password.
After the published deadline for the Wait List, the School reviews
the enrolment and wait list numbers for the session, assessing
demand for additional sections of scheduled courses, or for the
addition of new, previously unscheduled courses. During the first
week of class, professors whose courses have a wait list will be given
a copy, along with the current class list. During the second week of
classes, students may enrol into courses with the permission of the
instructor only. The wait list will no longer be in effect. A completed Enrol with Instructor Permission Form must be submitted to
Student Services by the specified deadline. After the second week
of classes, students will no longer be able to add themselves to
courses and are not permitted to attend courses for which they are
not formally enrolled.
If a new section is added, the Student Services staff will e-mail 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 that seniority (the number of courses
completed) is used in determining priority only for those students
whose names are recorded on the Wait List. After those students
have been awarded space, available spots will be assigned on a firstcome, first-served basis.
NOTE: Students will not be automatically enrolled into courses from
wait lists. Students will be notified by Lotus Notes e-mail that they
have 1, 3 or 5 days to enrol in the course online. Once this period has
elapsed, the Student Services staff will advance to the next student on
the wait list.
Course Cancellations
If a course is cancelled, Student Services immediately informs those
enrolled in the course by Lotus Notes e-mail. The change is also
posted online at www.schulich.yorku.ca > (Select your Program)
> Enrolling in Classes > Course Offerings.
Revised Course Offerings
Revisions to course offerings are posted on the Schulich website at
www.schulich.yorku.ca > (Select your Program) > Enrolling in
Classes > 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
For programs with a part-time study option:
• full-time status is defined as enrolment in 9.00 credits or more
to a maximum of 18.00 credits per term
• part-time status is defined as enrolment in no more than 7.50
credits 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 requested in writing prior to the start of the term
Status changes must be made by the student to be official and result
in a fee change. Enrolment in a part-time course load does not
automatically confirm that the student is part-time or paying
part-time fees. A status change must be submitted as below.
NOTE: International students should check immigration regulations
before switching to part-time status.
Changing Full-time and Part-time Status
Students may only change status from full-time to part-time or
vice versa by submitting a written request using the Enrolment
Status Change Form, found online at schulich.yorku.ca/forms.
This form must be submitted to Student 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 to
apply to change their status back by the stated deadline on the
Enrolment Status Change form. Students who wish to change their
status for numerous upcoming terms (e.g. continue part-time for
the remainder of the program) should only submit one form.
Schulich School of Business – 7
Fees and Payment of Fees
Fees and Payment of Fees
IN THIS SECTION:
Domestic and International Fees ...........................................8
Tuition & Supplementary Fees
Academic Tuition Fees/Charges ................................................8
Domestic Student Category ......................................................8
International Student Category.................................................8
Non-refundable Admission Deposit..........................................8
Supplementary Fees/Charges ...................................................9
Ancillary Fees ...........................................................................9
Student Referenda Fees.............................................................9
Additional Fees
Leave of Absence Fee................................................................9
Language Course Fees for Non-IMBA Students ........................9
Language Testing Fees for IMBA Students ................................9
Health and Dental Insurance Plans
University Health Insurance Plan (UHIP)
for International Students ...............................................................9
Supplemental Health and Dental Insurance Plan For All
Full-Time Domestic and International Students.....................9
DOMESTIC AND INTERNATIONAL FEES
Domestic and international student fees are posted on the Student
Financial Services website at sfs.yorku.ca. Follow the links to the
Schulich Fees and Refund tables.
TUITION & SUPPLEMENTARY FEES
Academic Tuition Fees/Charges
Academic fee rates are determined by the government of the
Province of Ontario according to a formula based on whether a
student is designated as a domestic or international student. Any
adjustment to this formula fee schedule will result in an adjustment
to the University’s academic fees. The University will endeavour to
inform 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 or
eligible 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 from
paying the international student fee rate
8 – Schulich School of Business
Payment of Fees
Student Accounts Statement .....................................................9
Methods of Payment.................................................................9
Deadlines for Fees Payment......................................................9
Receipts ....................................................................................9
Waiving Payment of Fees
York Employees/Dependents ..................................................10
OSAP Loans ............................................................................10
Outstanding University Debts ..............................................10
Academic Sanctions for Accounts Not in Good Standing .......10
Tuition and Education Tax Credit Certificate ...................10
Refund of Fees
Refund for Complete Withdrawal from a Term.......................10
Financial Petitions ................................................................10
Students who wish to be considered for exemption under one of the
approved exemption categories must contact the Registrar’s Office.
Students who are unable to receive exemption before paying their
academic fees are required to pay at the international student fee
rate. If fees are paid at the higher rate, and a student subsequently
becomes exempt, dated documents must be submitted to the Client
Services counter before October 31 for the Fall Term, January 31
for the Winter Term, and June 30 for the Summer Term.
•
international students can request evidence of registration at
York University by visiting Schulich Student Services, SSB W262
Non-refundable Admission Deposit
•
•
•
all newly admitted graduate students must pay a non-refundable
deposit of $3,000 to hold their place in a program
the deposit is credited against academic tuition fees after a
student registers (appears on first term account statement)
the deposit is forfeited if a student does not attend the full term
for which admission was granted
Fees and Payment of Fees
Supplementary Fees/Charges
NOTE: Students with questions about a particular supplementary
fee/charge should first contact the unit charging the fee. If the matter is unresolved, students should document the issue and send a copy
to both the Registrar’s Office and to the York University Fees
Committee, c/o Registrar’s Office.
The Ontario Ministry of Education and Training permits universities
to automatically charge certain supplementary fees in addition to
academic 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
Supplemental Health and Dental Insurance
Plan For All Full-time Domestic and
International Students
The York University Graduate Students’ Association (GSA) provides
a mandatory supplemental health and dental insurance plan for
full-time graduate domestic and international students:
•
•
•
full-time students starting in the Fall 2015 term are automatically 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. Visit
www.yugsa.ca for opt-out information
part-time and new full-time Winter 2016 students may opt-in to
the program by the deadline
For fees, benefits and deadlines, please visit the GSA website at
www.yugsa.ca
Student Referenda Fees
•
•
charged and collected centrally by York University as a portion
of overall tuition fees
ineligible for an income tax receipt
ADDITIONAL FEES
Leave of Absence Fee
•
•
a fee is charged when a leave of absence is requested by a student and approved by the Schulich Student Affairs Committee
$169.49 per term on leave of absence
Language Course Fees for Non-IMBA Students
•
•
language courses are optional non-credit courses for
non-IMBA students
contact the IMBA Program office at imba@schulich.yorku.ca
or 416-736-5942 for further details
Language Testing Fees for IMBA Students
•
•
Oral Proficiency Interviews (OPIs) $50.00 CDN, extra OPIs
$50.00 CDN, all other OPIs $144.00 CDN, paid prior to an
interview
contact the IMBA Program office at imba@schulich.yorku.ca
or 416-736-5942 for further details
HEALTH AND DENTAL INSURANCE PLANS
University Health Insurance Plan (UHIP) for
International Students
UHIP covers health care expenses for international students and
their dependents. All international students are required to
participate. For fees and benefits details, visit the UHIP website
at uhip.ca
PAYMENT OF FEES
Students are responsible for the fees associated with their enrolment in any term. A student’s non-attendance at classes does not
constitute official withdrawal from courses, from the term, or from
York University. Students must officially drop courses online. See
the Fees/Refund Tables at sfs.yorku.ca/refunds/tables/ for complete withdrawal refund schedule.
Student Accounts Statement
•
•
•
•
view online at sfs.yorku.ca
not 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 Payment
The preferred payment method for students to pay outstanding
fees is through online banking. International students should
use the York University Western Union instead of wire transfers.
Refer to sfs.yorku.ca/fees/paying/index.htm for more information.
DEADLINES FOR FEES PAYMENT
For Summer 2015
May 10, 2015
For Fall 2015
Sept. 10, 2015
For Winter 2016
Jan. 10, 2016
Receipts
Your cancelled cheque, bank receipt/stamp or transaction record
serves as proof of payment.
Schulich School of Business – 9
Fees and Payment of Fees
WAIVING PAYMENT OF FEES
York Employees/Dependents
The University will waive academic fees at the domestic fee rate for
University degree credit courses for eligible staff members, faculty
and dependents. There is a tuition waiver cap for Master’s level
Schulich students. For more information regarding academic fee
waivers or eligibility requirements, contact the Department of
Human Resources at 416-736-5005.
Tuition fees covered under the academic fee waiver policy for
courses taken by employees of York are non-taxable. Tuition fees
waived for dependents of employees are taxable and will be
reported 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 Status
form and submit the form to Bennett Centre for Student Services.
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
liabilities to the University have been settled (e.g. housing, telecommunications, parking fines, outstanding tuition fees). The following
chart 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 housing
privileges denied; purchase of parking
decals denied
10 – Schulich School of Business
TUITION AND EDUCATION TAX CREDIT
CERTIFICATE
Tuition and Education Credit Certificates for Canadian tax purposes are
available online annually in February to eligible part-time and full-time
Schulich 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 withdraw
online. The section below provides important details related to withdrawing from all courses in a term.
Refund for Complete Withdrawal from a Term
Some students may find it necessary to withdraw from a particular term.
Upon withdrawal from all courses, students may be entitled to a refund
of a portion of their fees, depending on the date by which the
withdrawal is authorized.
•
•
•
•
fees are refunded on a prorated 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 relief to the Financial Petitions Committee, c/o the Student
Financial Services. In addition to a detailed letter outlining the
exceptional circumstances, supporting documentation must be
provided. See sfs.yorku.ca for details.
Scholarships and
Financial Assistance
Scholarships and Financial Assistance for
Continuing Students
Students entering, continuing in, or graduating from Schulich School of Business programs are eligible for a range of financial assistance
options, including assistance programs administered by the Province of Ontario on the basis of financial need, and entrance scholarships
and in-course awards given by the University in recognition of scholastic achievement. A number of additional awards, bursaries, prizes
and medals are also offered. Many of these are donated by corporations, associations and private individuals.
The following is a list of specific scholarships, bursaries and awards available to continuing Schulich students. Details on these and other
available financial assistance are in the Schulich School of Business Awards and Financial Support brochure, available online on the
Schulich website. This brochure provides detailed information about:
•
•
•
entrance bursaries, scholarships and awards
graduation scholarships and awards
assistantships
•
•
loans
external scholarships, fellowships and awards
SCHOLARSHIPS, AWARDS AND BURSARIES FOR CONTINUING STUDENTS
Continuing Student Awards
Global Mining Management
$5,000.00
The Thomas Beck MBA Award
Carol Anne Letheren Women’s MBA Award
$3,000.00
The Foundation for Better Communities Award
$3,000.00
for Outstanding Leadership in Business Ethics
$2,500.00
The Kamlini Kumar Memorial Award
Wigwamen Scholarship
$2,500.00
Isaac Akande Scholarship
$2,000.00
The Alan and Esther Hockin Award in International Study
$2,000.00
The Class of 1969 Centennial Fellows Award
$2,000.00
Matthew Badeau Award
$2,000.00
Michael Paul Sardella Award for International Studies
$2,000.00
Tillo E. Kuhn International Student Award
$1,500.00
Robert Cuff Fellowship
Variable; maximum value of $1,500.00
Michael R. Bigger MBA Award
$1,400.00
Robert L. Rossman MBA Award
$1,250.00
Class of 2008 GBC Award
$1,250.00
Master’s Level Case Competition Conference Award
Variable
Joe Cicero Scholarship
$1,000.00
Union Carbide Scholarship
$1,000.00
Winchcombe Scholarship Fund
$1,000.00
The James Gillies Award
$1,000.00
Dennis Starritt MBA Award
$1,000.00
The Stanley and Frances Weigen Award
$1,000.00
The Schulich School of Business Alumni Award
$500.00 – $1,000.00
Gregory Misztela MBA Award
$540.00
The James Foy Award
$500.00
Worldreach Foundation Scholarship
$500.00
Graduating Class of ’94 Full-time Scholarship
$100.00
Graduating Class of ’94 Part-time Scholarship
$100.00
Resource Capital Funds Scholarship
The Women Who Rock Award in Global Mining Management
Specialization Awards
Bryan Hayday Memorial Award
$5,000.00
$1,500.00
$300.00
Arts and Media Administration
The Stuart McAllister Award
$5,000.00
Bickell Internship Awards
Minimum $3,000.00; Maximum $7,500.00
Imasco Awards
Variable
Joyce and Fred Zemans Scholarship
Variable
Onex Internship Award
$500.00
George Gardiner Award
$500.00
The Brian Dixon Founders’ Award
Minimum $400
The James Gillies Founders’ Award
Minimum $400
The Joe Green Founders’ Award
Minimum $400
The Paul Schafer Founders’ Award
Minimum $400
Entrepreneurial Studies
Schulich Scholarship for Entrepreneurship
Mark S. Orlan Award
The Andrew J. Sherwin Bursary
Delvinia Award for Entrepreneurship and Digital Innovation
$3,500.00
$500.00
$500.00
$2,500.00
Financial Engineering
Chandra Wijaya Award in Financial Engineering
Health Industry Management
Bryan Hayday Memorial Award
HIMP Alumni and Friends Scholarship
J. Mark Lievonen Scholarship
Dr. Raymond Rupert Scholarship
Variable
Variable
Variable
Variable
MBA/JD Joint Program
Hennick Medal for Academic Excellence
MBA/JD Joint Student Association Award
Robert J. Gemmell MBA/JD Award of Excellence
Terence G. Kawaja MBA/JD Award
Medal
$3,000.00
$1,000.00
$500.00
International MBA
Citibank President’s Award
The Pratt & Whitney Canada Inc.
International MBA Award
Vikas Patel IMBA Award
$2,000.00
$1,500.00
Variable
Marketing
Case Competition Marketing Award
$1,000.00
Social Sector Management
Social Sector Management Internship Bursary
Social Impact Management Association Internship Award
Victor Murray Bursary
Bryan Hayday Memorial Award
Delvinia Award for Entrepreneurship and Digital Innovation
$3,000.00
$1,000.00
$1,500.00
Variable
$2,500.00
Public Management
Variable
Real Estate and Infrastructure
Accounting or Finance
Steven K. Hudson Finance Scholarship
W. David Wood Award
Zoran Fotak Award
$10,000.00
$1,000.00
$1,000.00
Morguard Award
CoreNet Canada Scholarship in Real Property
The NAIOP Bursary
SIOR Scholarship in Real Property
IBI Group Award
Karen Kinsley – CAAMP Foundation Scholarship
$2,000.00
$1,000.00
$1,000.00
$1,000.00
$625.00
$2,000.00
Bursaries
MBA and IMBA Full-time Bursary
Variable
MBA Part-time Bursary
Variable
Exchange (Study Abroad) Bursary
$2,000.00
Nawel K. Seth Loan
Up to $2000.00
Schulich Travel Bursary
Maximum $1,500.00
IMBA Work Term Bursary
Equivalent to full-time tuition for the term
Schulich Case Competition Bursary
Variable
The Claridge Israel Inc. Global Leadership Bursary
Variable
Russell and Suzy Campbell Bursary
$1,125.00
The General Motors of Canada Limited Bursary
$1,000.00
The Schulich School of Business Single Parent Bursary
$1,000.00
Michael and Mara Badali Bursary
$500.00
Jose A. Danobeitia Award
$500.00
Special Program Internship Bursary
Variable
The Schulich School of Business Alumni Bursary
Variable
Financial Services
Steven K. Hudson MBA Bursary in Financial Services
The John Hunkin Financial Services Award
Great-West Life, London Life and Canada Life Award
$5,000.00
$5,000.00
$2,250.00
Schulich School of Business – 11
Other Information
Other Information
IN THIS SECTION
Advanced Standing/Waiver with Replacement
Petitions for Advanced Standing/Waiver
with Replacement.................................................................12
Advanced Standing .................................................................12
Waiver with Replacement .......................................................13
Course Duplication................................................................13
Classroom-Based Academic Concerns
& Just-In-Time (JIT) Teaching Feedback Process .............13
Computing Services
Computer Ownership.............................................................14
Computer Accounts................................................................14
Computing Location/Hours ....................................................14
Personal Computing Recommendations .................................14
Course Materials Information
Course Packages ....................................................................14
Course Materials Database ......................................................14
Graduation/Convocation ......................................................14
Student Identification
YU-card...................................................................................14
Class Photo Lists.....................................................................14
ADVANCED STANDING/WAIVER
WITH REPLACEMENT
Advanced Standing
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 program, but will not be reviewed until the student has been
admitted into the program.
2. As applications for Advanced Standing and/or Waiver with
Replacement must be processed before a candidate actually
begins his or her program, it is essential that candidates allow
at least four weeks before the mandatory academic planning
session for processing a petition.
3. Petitions must be submitted one week before the commencement of Launch Week. If the petition process is not completed
before the beginning of studies at Schulich, a student will be
unable to obtain an Advanced Standing or Waiver with
Replacement option.
To petition for Advanced Standing or Waiver with Replacement,
a candidate must:
• fill out the appropriate form provided in the Schulich Application
Package 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 Required
Foundations of Management Core Course (See ‘Course
Descriptions: Required Core Courses’ on page 54)
- a detailed course outline, including a description of the
teaching method(s) used
- a list of required textbook(s) and readings (not supplementary
readings)
- details of the duration of the course
- the name of the university at which the course was completed
Graduates of a four-year business program (e.g. BComm or BBA
degree) with two years full-time work experience, or applicants
from an approved MBA or equivalent program may shorten their
Schulich MBA program by receiving Advanced Standing for some
of the MBA 1 Required Foundations of Management Core Courses.
Canadian Chartered Accountants (CA) who have obtained both
their undergraduate honours degree* and CA designation from
the Canadian Institute of Chartered Accountants within the last
10 years may also be eligible for Advanced Standing.
NOTES:
1. A candidate’s previous credits will not automatically be considered
for Advanced Standing by the Schulich School unless a formal petition for Advanced Standing is made by the candidate prior to the
start of the program.
2. Advanced standing or waivers with replacement are not feasible
for IMBA due to the integrated nature of the core curriculum.
The Required Foundations of Management Core Courses represent the minimum knowledge that the School deems essential for
a person to be granted an MBA degree. The School, therefore, is
willing to consider Advanced Standing only under certain 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 completed 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
OR
• have been granted an undergraduate honours degree* and CA
designation from the Canadian Institute of Chartered
Accountants awarded in the last 10 years
*CAs without undergraduate business degrees who have not taken courses
in Marketing, Organizations and /or Operations Management will be required to take
Schulich’s core courses in those subjects, replacing the equivalent number
of elective credits.
12 – Schulich School of Business
Other Information
For a course to be considered for Advanced Standing,
the following are necessary:
The fact that a candidate is granted Waiver with Replacement will not
allow the candidate to shorten a Schulich Master’s-level program.
•
If Waiver with Replacement has been granted for a course, that
course must be replaced with an Elective Course (see ‘Course
Descriptions: Elective Courses’ on pages 60-80). This coursework must not duplicate previous business studies. Please see
‘Course Duplication’ section for a full explanation prior to selecting courses.
•
•
•
•
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 of
Master’s-level work (this is an approximation that varies
from functional area to area)
a student must have been awarded a grade of at least a B on a
course for which Advanced Standing is requested
a student must have completed each course within a 10-year
period prior to entry into a Schulich Master’s-level program
The MBA program consists of 60.00 credits of courses. To receive
a Master’s degree from York University, a minimum of the last year
of full-time study or the equivalent on a part-time basis must be
completed at York. All students must complete at least 30.00
credits in residence. For students who have been granted substantial advanced standing, at least 24.00 credits must be completed at the Schulich School of Business.
This coursework must not duplicate previous business studies.
Please see ‘Course Duplication’ section for a full explanation prior
to selecting courses.
Advanced Standing may be granted for a maximum of 30.00
credits in Required Foundations of Management Core Courses,
subject to the following rules:
•
•
•
•
•
Advanced Standing may be obtained for a maximum of 30.00
credits for 5000 level core courses
no Advanced Standing will be given in the MBA
program for courses in the 6000 level series
students without an undergraduate degree are not entitled to
Advanced Standing
each student is responsible for the knowledge in each course in
which Advanced Standing is obtained
if a candidate has obtained a business degree, but does not have
at least two years’ full-time work experience after graduation,
the candidate will not be eligible for Advanced Standing (but
may be eligible for Waiver with Replacement, see below)
Waiver with Replacement
Waiver with replacement is available for 5000 level core courses.
MBA/JD students are eligible only for Waiver with Replacement;
they are not eligible for Advanced Standing.
Candidates may apply for Waiver with Replacement if they:
•
•
have an undergraduate business degree (e.g. BComm or BBA
degree), but do not have two years’ work experience, or
do not have an undergraduate business degree, but have taken
courses which are sufficiently similar to MBA 1 Required
Foundations of Management Core Courses
The general criteria for course ‘overlap’ (similarity) are the same as
those described in this section under ‘Advanced Standing’.
Course Duplication
Students may not take Schulich electives for which there is 80%
overlap in content with a course taken in a previous business program. Eg: If a finance elective course covering “Investments” was
taken in the undergraduate degree program, students may not then
take the graduate course “Investments FINE 6200 3.00” at Schulich
for degree credit. If taken, it would be considered as an extra course
within the program and would be excluded from the credit count
required to graduate and from the graduate average.
Most times, it is obvious from the title and/or course description
that a course is too similar to take for degree credit. However, if
there is any doubt as to whether there is significant overlap between
an undergraduate and a graduate degree course, students must
choose another course. In the meantime, if the student still wishes
to pursue taking the Schulich elective course, he/she must contact
Student Services and the appropriate Schulich faculty member with
the full course syllabus to determine whether the course is appropriate for credit. If approval is given from the faculty member,
Student Services must be notified and the information will be
placed in the student’s file, and enrolment may then occur, space
permitting. Questions regarding degree credit exclusions can be
directed to studentservices@schulich.yorku.ca for clarification.
CLASSROOM-BASED ACADEMIC
CONCERNS & JUST-IN-TIME (JIT) TEACHING
FEEDBACK PROCESS
NOTE: The Schulich School has put in place a process for addressing
students’ classroom-based academic concerns. The following outlines steps that can be taken. Every effort is taken to maintain confidentiality throughout the process.
Students should first speak to the professor concerned to see if the
matter can be resolved directly. It is recognized however, that under
some circumstances, a student may prefer not to speak directly to
the professor, but to use the options below instead.
Just-In-Time (JIT) Teaching Feedback Process
For Year 1 core courses, contact the student elected as the Academic
Affairs Representative for your MBA or IMBA section. For MF or
second year students, contact your MF, SGMT6000, or second year
IMBA class representative. MBA and IMBA students are automatically assigned to a class “section” at the beginning of their studies.
During the first term at Schulich, you and the others in your section elect an individual to be the section’s Academic Affairs
Representative. Similarly, MF, MAcc and MBAN students and second year students elect a GBC class representative for the year. Any
JIT related inquiries may also be directed to the Vice President of
the Graduate Business Council (GBC).
Your GBC class representative or GBC Vice President will ask you
to provide documentation on the issues, the context and possible
action steps. They will then discuss your case with the Director
of the Schulich Centre for Teaching Excellence, who handles
Schulich School of Business – 13
Other Information
teaching delivery and process issues. If the issue concerns curriculum, it will be forwarded to the appropriate Area Coordinator
or the appropriate Program Director. If the issue concerns academic policy and guidelines, it will be directed to the Associate
Dean, Academic. For more information, contact the SCTE
administrative assistant, Teresa Back at 416-736-5088, N308,
tback@schulich.yorku.ca.
COMPUTING SERVICES
Computer Ownership
COURSE MATERIALS INFORMATION
Course Packages
Certain Schulich courses require the use of a course package in
place of, or in addition to, a textbook.
Course packages are available to purchase at the York University
Bookstore, Text Department. For more information on the bookstore hours or how to purchase your textbooks and course packages
online, go to bookstore.yorku.ca. Inquiries should be directed
to the Text Department at 416-736-2100, ext. 40735.
The Seymour Schulich Building is outfitted with York ethernet
ports in certain key areas for student access. It is also provisioned
with “WI-FI” wireless (802.11b) access throughout the building so
that laptops can connect to the Internet.
Miles S. Nadal textbooks should be purchased at “Books for
Business”, 120 Adelaide St. West, Toronto, 1-800-668-9372,
416-362-7822, info@booksforbusiness.com. Students can also
purchase course materials online with a delivery option through
the York University Bookstore. Details are available on page 105
or on the Bookstore website: bookstore.yorku.ca
Computer Accounts
Course Materials Databases
•
For each course an online Course Materials Database (CMD) is
created in Lotus Notes. Once classes begin, students may access
course materials and participate in online discussions in addition
to other activities. Students access their individual CMDs through
the Student Portal. In order to be able to access the CMDs students must be formally enrolled in the course.
Students must have unlimited, personal off-site access to a computer.
•
all newly admitted Schulich graduate-level students are given
computer accounts and passwords just before the mandatory
academic advising session prior to the start of term
all student accounts allow for access to electronic mail, course
material and the internet at no additional charge
Computing Location/Hours
Schulich students have access to university-wide and Schulichspecific services in a number of locations:
•
•
Schulich Computing Services
416-736-5824 (or) 416-736-2100, ext. 55824
Hours: Mon – Fri: 8:30am to 4:30pm
Schulich Computer Helpdesk
Schulich Computer Lab
W354, Seymour Schulich Building
416-736-2100, ext. 66356
E-mail: helpdesk@schulich.yorku.ca
Schulich Computer Lab Hours
DAY
TIME
Mon - Fri
8am - 9pm
Weekends
10am - 6pm
•
University Central Computing Help Desk,
Computing Commons, William Small Centre
Mon – Fri 8am to 10pm
Weekends noon to 5pm
416-736-5800 or 416-736-2100, ext. 55800
University Central Computing e-mail: helpdesk@yorku.ca
Personal Computing Recommendations
Detailed recommendations about laptop or desktop system configuration are available online on the Schulich computing website:
computing.schulich.yorku.ca
GRADUATION/CONVOCATION
•
•
to graduate, a student must go online to
www.yorku.ca/mygraduation and complete the ‘Apply
to Graduate’ form
for details regarding eligibility to graduate, see ‘Graduation
Requirements’ on page 96
Submit form by the following deadlines:
CONVOCATION DATES
DEADLINES
October 2015
July 31, 2015
June 2016
December 31, 2015
October 2016
July 31, 2016
STUDENT IDENTIFICATION
YU-card
The YU-card is York University’s official integrated photo ID and
debit card. YU-cards are issued to all registered students and are
required for services such as York Libraries, meal plans, photo
identification for exams and for OSAP pickup. New students will
have their class list/YU-card photo taken at their Academic &
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, supplied
to York by Student Services at Schulich. Students do NOT need
to submit their own photo. The card is free but if lost, there is a
$20 replacement fee payable at the YU-card Office.
For a complete list of YU-card services, visit www.yorku.ca/yucard
Class Photo Lists
Every Schulich student has their photo taken for Schulich class
lists and the YU card. Class photo lists are given to each instructor at the beginning of term, and are used to assist instructors in
learning student names, and to assure that students are given
credit for class participation. Students need to ensure that their
photo is included in the database by having it taken at their
Academic & Career Planning Session or in the Schulich Student
Services office.
14 – Schulich School of Business
Programs
Programs
IN THIS SECTION
MASTER OF BUSINESS ADMINISTRATION (MBA)
Faculty.....................................................................................16
Study Options
Full-time Study (Keele Campus) ...........................................16
Part-time Study (Keele Campus) ...........................................16
Part-time Study (Miles S. Nadal Downtown
Management Centre) ...........................................................16
Part-time weekend study (Keele Campus) .............................16
Exchange ...............................................................................16
Program Length ......................................................................16
Accelerated/Advanced Standing .............................................17
Waiver With Replacement .....................................................17
Graduation Requirements ....................................................17
The Academic Program ........................................................17
MBA 1 ...................................................................................17
MBA 2 ...................................................................................17
Elective Courses Outside Schulich ......................................17
MBA at a Glance (Samples) ..................................................18
INTERNATIONAL MASTER OF BUSINESS
ADMINISTRATION (IMBA)
Faculty ...................................................................................20
International Advisory Council –
Schulich School of Business .................................................20
Study Options .......................................................................20
Program Length ......................................................................20
IMBA Admission Information ................................................20
Language Requirements..........................................................21
International Work Term Requirements..................................21
The Academic Program .........................................................21
International Management Core Courses ................................21
Experiential Core Courses ......................................................21
Electives .................................................................................21
Additional Specialization ........................................................21
Graduation Requirements .......................................................21
IMBA at a glance.....................................................................22
JOINT AND DUAL MBA PROGRAMS
Joint MBA/MFA and MBA/MA Degrees
Faculty ...................................................................................23
Study Options ........................................................................23
Program Length ......................................................................23
Graduation Requirements .......................................................23
The Academic Program...........................................................23
Arts and Media Graduate Diploma .........................................24
Admission Criteria..................................................................24
Academic Background ............................................................24
Relevant Work Experience......................................................24
Application Process ...............................................................24
Fee Schedule .........................................................................24
Financial Assistance ...............................................................24
Joint MBA/MFA and MBA/MA at a glance ..............................25
Joint MBA/JD Degrees
Faculty ...................................................................................26
Study Options ........................................................................26
Program Length ......................................................................26
Graduation Requirements .......................................................26
Academic Program..................................................................26
4 Year Joint MBA/JD at a glance .............................................27
Summer Courses ....................................................................27
Exchange Program..................................................................27
Admission Criteria..................................................................27
Application Process ................................................................27
Fee Schedule ..........................................................................28
Financial Assistance................................................................28
3 Year Joint MBA/JD at a glance .............................................28
Joint York/Laval Degrees
Eligibility ................................................................................29
The Academic Program...........................................................29
Application Process ................................................................29
GRADUATE DIPLOMAS ....................................................30
POST-MBA DIPLOMA IN ADVANCED MANAGEMENT
Academic Regulations ............................................................31
Study Options .......................................................................31
Program Length ......................................................................31
Graduation Requirements .......................................................31
The Academic Program...........................................................31
Elective Courses .....................................................................31
Admission Criteria..................................................................31
Fee Schedule ..........................................................................31
FINANCIAL ENGINEERING DIPLOMA (STAND ALONE)
Academic Regulations.............................................................32
Study Options ........................................................................32
The Academic Program...........................................................32
Promotion and Graduation Requirements...............................32
Program Length ......................................................................32
Admission Criteria..................................................................32
Language Proficiency ..............................................................32
Schulich School of Business – 15
Programs
Master of Business Administration (MBA)
W
hether graduates choose to build a career in private, public or nonprofit organizations, the Schulich MBA prepares them to meet the
constantly 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 organizations
have to be increasingly lean, fast, innovative, entrepreneurial, global in outlook and service-oriented. To keep abreast of such changes, the
Schulich School constantly monitors the MBA marketplace. Faculty members listen to stakeholder groups. They talk with executives and
practicing managers. They consult with corporate advisors, alumni, students and faculty. They read widely and visit leading schools around
the world. The result is an MBA program that 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 women
are highly qualified and dedicated teachers, researchers and practitioners from academe and the private, public and nonprofit sectors. For a complete
list of Schulich faculty members, please refer to pages 113-114.
MBA Program Director
Ashwin Joshi
BAS Hons (Trent); PhD (Queen’s)
Associate Professor of Marketing
Executive Director, Schulich MBA in India
STUDY OPTIONS
Students may choose to study on a full-time or part-time basis, and
may 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 9.00-15.00 credits of courses per
term (maximum course load is 18.00 credits)
September or January admission possible
for September admission, continuous enrolment in Fall-Winter
terms is recommended
for January admission, continuous enrolment in WinterSummer terms is recommended
Part-time Weekend Study (Keele Campus)
•
•
•
•
•
•
•
September admission only
normal part-time course load is 6.00 credits of courses per
term; initial Summer term normally is 3.00 credits
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
completed (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 are
open to weekend students who have completed the core courses
Part-time Study (Keele Campus)
Exchange
•
•
All MBA students can apply to spend one term studying full-time
abroad in MBA 2 provided they meet certain requirements. For
further details, see ‘Exchange’ on page 81.
•
•
•
•
MBA 1 and MBA 2 courses offered on Keele Campus
normal part-time course load is 6.00 credits of courses per term
(maximum course load is 7.50 credits)
September, January or May admission possible
for September admission, continuous enrolment in Fall-Winter
terms is recommended
for January admission, continuous enrolment in WinterSummer terms is recommended
for May admission, continuous enrolment in Summer-Fall terms
is recommended
Part-time Study (Miles S. Nadal Downtown
– Management Centre)*
*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 St., Toronto.
•
•
•
•
•
MBA 1 courses are normally offered downtown
students will be required to take some courses at the Keele campus
which may include some MBA 1 courses during the Summer term
normal part-time course load is 6.00 credits of courses
per term (maximum course load is 7.50 credits)
September admission only
to maintain sequence of core courses, continuous enrolment
required for Terms 1 (Fall), 2 (Winter) and 3 (Summer)
16 – Schulich School of Business
PROGRAM LENGTH
The length of time required to complete the MBA will depend on a
number of factors, including a student’s previous educational and
work experience and choice of study options. Full-time students
usually complete the program in 4 active terms (16 months*), parttime students in 10 active terms (40 months*). Please see page 85
on Rate of Progress regulations.
Programs
Accelerated/Advanced Standing
For students with a previous four-year Honours undergraduate
business degree (e.g. BComm or BBA) or equivalent and two years’
full-time work experience, it is possible to reduce the total required
MBA courses from 60.00 credits to as few as 30.00 credits. This is
the result of the awarding of Advanced Standing for previous
undergraduate business courses. Students may also be
eligible if they are Canadian Chartered Accountants (CA) who have
obtained both their undergraduate honours degree and CA
designation from the Canadian Institute of Chartered Accountants
within the last 10 years. CAs without undergraduate business
degrees who have not taken courses in Marketing, Organizations
and/or Operations Management will be required to take Schulich’s
core courses in those subjects, replacing the equivalent number of
elective credits. Each applicant’s case is considered individually, and
advanced standing requests must be made at the time of application
to the MBA. See page 12-13 for more details.
The length of time required to complete the MBA will depend on a
number of factors, including a student’s previous educational experience and choice of study options. Full-time accelerated students
usually complete the program in 2 terms (8 months*), part-time
students in 5 active terms (20 months*). Please see page 85 on Rate
of Progress regulations.
* Not counting breaks (e.g., Summers off or leaves of absences).
Waiver With Replacement
For students with some prior undergraduate business courses
but no undergraduate business degree, MBA 1 individual course
requirements may be waived and elective courses substituted in
their place. Each applicant’s case is considered individually and
Waiver with Replacement requests must be made at the time of
application to the MBA.
The length of time required to complete the MBA will depend on
a number of factors, including a student’s previous educational
experience and choice of study options. Full-time students usually complete the program in 4 terms (16 months*), part-time
students in 10 active terms (40 months*). Please see page 85 on
Rate of Progress regulations.
* Not counting breaks (e.g., Summers off or leaves of absences).
LAUNCH WEEK
• required at the beginning of Term 1
• for details, see ‘MBA at a Glance’ (on pages 18-19)
• students who begin the MBA in the Summer term are required
to participate in Launch Week in the following Fall term
MBA 1
REQUIREMENTS
• 27.00 credits of Required Foundations of Management Core
Courses (see below)
• 3.00 credits of elective course(s) (Please refer to ‘Elective
Courses’ starting on page 60)
MBA 1 REQUIRED COURSES
ACTG 5100 3.00
ACTG 5210 1.50
ECON 5100 3.00
FINE 5200 3.00
MGMT 5150 3.00
MGMT 5260 3.00
MKTG 5200 3.00
OMIS 5110 1.50
OMIS 5120 1.50
OMIS 5210 1.50
ORGS 5100 3.00
Financial Accounting for Managers
Management Accounting
The Economic Environment of Business
Managerial Finance
Skills for Leadership
Managing for Value Creation
Marketing Management
Information Systems
Quantitative Methods
Operations Management
Organizational Behaviour
ELECTIVE COURSE(S)
Unless prerequisite or corequisite elective courses are specified,
students are free to select their MBA elective(s) from the list on
pages 60-62. Students wishing to use electives to fulfill requirements for a Graduate Diploma or Specialization in a specific area
should consult ‘Area & Program Specialization Information’ on
pages 33-53.
MBA 2
REQUIREMENTS
• 6.00 credits of Required Foundations of Management Core
Courses (see below).
• 24.00 credits of elective courses (Please refer to ‘Elective
Courses’ starting on page 60)
GRADUATION REQUIREMENTS
MBA 2 REQUIRED COURSES
•
SGMT 6000 3.00
MGMT 6090 0.00
MGMT 6100 3.00
•
•
successful completion of 60.00 credits of courses consisting of:
- 33.00 credits of Required Foundations of Management Core
Courses
- 27.00 credits of electives
grade point average (GPA) of at least 4.40 (B-)
grading scheme outlined on pages 94-95
THE ACADEMIC PROGRAM
EXPLANATION OF TERMS
MBA 1 = the first half of the MBA program
MBA 2 = the second half of the MBA program
3.00
= the code used for courses of one term (12 weeks in
length), which are worth 3.00 credits
1.50
= the code used for courses of one half-term (6 weeks in
length), which are worth 1.50 credits
Strategic Management
Strategy Field Study Formation
Strategy Field Study
Unless prerequisite or corequisite elective courses are specified,
students are free to select their MBA elective(s) from the list on
pages 60-62. Students wishing to use electives to fulfill requirements for a Graduate Diploma or Specialization in a specific area
should consult pages 33-53.
ELECTIVE COURSES OUTSIDE SCHULICH
The maximum number of elective courses taken outside Schulich
for which credit is given is the equivalent of 6.00 credits of
courses. See page 59 for details about non-Schulich electives.
Enrolment instructions are online at www.schulich.yorku.ca >
(Select your Program) > Enrolling in Classes > Enrolment and
Registration.
Schulich School of Business – 17
Programs
MBA AT A GLANCE (SAMPLES)
MBA YEAR 1 – PART-TIME
MBA YEAR 2 – FULL-TIME
KEELE CAMPUS
KEELE CAMPUS
ACCELERATED
KEELE CAMPUS
LAUNCH WEEK
LAUNCH WEEK
LAUNCH WEEK
TERM 2
ACTG 5210 1.50
MANAGEMENT
ACCOUNTING
OMIS 5210 1.50
OPERATIONS
MANAGEMENT
MKTG 5200 3.00
MARKETING MANAGEMENT
ELECTIVE(S) AND
SPECIALIZATION OPPORTUNITIES
(3.00 CREDITS)
TERM 5
FINE 5200 3.00
MANAGERIAL FINANCE
OMIS 5110 1.50
INFORMATION
SYSTEMS
OMIS 5120 1.50
QUANTITATIVE
METHODS
TERMS 3-4
ELECTIVES AND
SPECIALIZATION OPPORTUNITIES
(24.00 CREDITS)
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY
(TWO TERMS)
TERM 2
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
ACTG 5210 1.50
MANAGEMENT
ACCOUNTING
OMIS 5210 1.50
OPERATIONS
MANAGEMENT
ELECTIVE(S) AND
SPECIALIZATION OPPORTUNITIES
(3.00 CREDITS)
MBA YEAR 2
SGMT 6000 3.00
STRATEGIC MANAGEMENT
ELECTIVES AND
SPECIALIZATION OPPORTUNITIES
(24.00 CREDITS)
Complete MGMT 6100 3.00
STRATEGY FIELD STUDY
(TWO TERMS)
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (15.00 CREDITS)1
MBA YEAR 2 – PART-TIME
ACCELERATED
KEELE CAMPUS
MKTG 5200 3.00
MARKETING MANAGEMENT
FINE 5200 3.00
MANAGERIAL FINANCE
Begin MGMT 6100 3.00
STRATEGY FIELD STUDY
(TWO TERMS)
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (9.00 CREDITS)1
ACTG 5100 3.00
FINANCIAL ACCOUNTING FOR MANAGERS
MBA YEAR 2
SGMT 6000 3.00
STRATEGIC MANAGEMENT
TERM 1
MGMT 6090 0.00
STRATEGIC FIELD STUDY FORMATION
LAUNCH WEEK
TERM 1
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
SGMT 6000 3.00
STRATEGIC MANAGEMENT
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (3.00 CREDITS)1
TERM 2
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
SGMT 6000 3.00
STRATEGIC MANAGEMENT
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (6.00 CREDITS)1
TERM 3
OMIS 5120 1.50
QUANTITATIVE
METHODS
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (6.00 CREDITS)1
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (9.00 CREDITS)1
MGMT 6100 3.00
STRATEGY FIELD STUDY (TWO TERMS)
Term 4 or 5 – MGMT 6090 0.002
STRATEGY FIELD STUDY FORMATION
TERMS 4 - 5
OMIS 5110 1.50
INFORMATION
SYSTEMS
TERM 2
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
TERM 3
TERM 1
ACTG 5100 3.00
FINANCIAL ACCOUNTING
FOR MANAGERS
TERM 4
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
TERM 1
MBA YEAR 1 – FULL-TIME
Begin MGMT 6100 3.00
STRATEGY FIELD STUDY
(TWO TERMS)
Complete MGMT 6100 3.003
STRATEGY FIELD STUDY
(TWO TERMS)
Core Foundation Courses
Electives
Strategy Field Study
1
2
3
Electives must not duplicate previous business courses taken. See page 13 for details.
Students must enrol in MGMT 6090 0.00 in the first term of their Strategy Field Study.
Students may enrol in MGMT 6100 3.00 in either the first or second term of their Strategy Field Study.
18 – Schulich School of Business
Programs
MBA AT A GLANCE (SAMPLES)
MBA YEAR 1 – PART-TIME
WEEKEND OPTION
KEELE CAMPUS
KEELE CAMPUS
SUMMER START
LAUNCH WEEK
LAUNCH WEEK
SMART START
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
FINE 5200 3.00
MANAGERIAL FINANCE
ACTG 5210 1.50
MANAGEMENT
ACCOUNTING
OMIS 5210 1.50
OPERATIONS
MANAGEMENT
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (3.00 CREDITS)
MBA YEAR 2
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
OMIS 5110 1.50
INFORMATION
SYSTEMS
OMIS 5120 1.50
QUANTITATIVE
METHODS
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (3.00 CREDITS)
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
OMIS 5210 1.50
OPERATIONS
MANAGEMENT
ACTG 5210 1.50
MANAGEMENT
ACCOUNTING
MKTG 5200 3.00
MARKETING MANAGEMENT
FINE 5200 3.00
MANAGERIAL FINANCE
SGMT 6000 3.00
STRATEGIC MANAGEMENT
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
(24.00 CREDITS)
A SELECTION OF ELECTIVES WILL BE AVAILABLE
ON WEEKENDS. WEEKEND STUDENTS
ALSO HAVE THE OPTION OF ENROLLING IN
REGULAR DAY AND EVENING CLASSES.
(24.00 CREDITS)
MGMT 6100 3.00
STRATEGY FIELD STUDY (TWO TERMS)
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
ACTG 5100 3.00
FINANCIAL ACCOUNTING FOR MANAGERS
OMIS 5110 1.50
INFORMATION
SYSTEMS
OMIS 5120 1.50
QUANTITATIVE
METHODS
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
MKTG 5200 3.00
MARKETING MANAGEMENT
OMIS 5210 1.50
OPERATIONS
MANAGEMENT
ACTG 5210 1.50
MANAGEMENT
ACCOUNTING
FINE 5200 3.00
MANAGERIAL FINANCE
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (3.00 CREDITS)
MBA YEAR 2
SGMT 6000 3.00
STRATEGIC MANAGEMENT
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
LAUNCH WEEK
TERM 2
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
TERM 3
MKTG 5200 3.00
MARKETING MANAGEMENT
ACTG 5100 3.00
FINANCIAL ACCOUNTING
FOR MANAGERS
TERM 4
OMIS 5120 1.50
QUANTITATIVE
METHODS
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
TERM 5
OMIS 5110 1.50
INFORMATION
SYSTEMS
TERM 2
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
TERM 3
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
TERM 4
ACTG 5100 3.00
FINANCIAL ACCOUNTING
FOR MANAGERS
TERM 5
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
TERM 1
MBA YEAR 1 – PART-TIME
TERM 1
MBA YEAR 1 – PART-TIME
MILES S. NADAL DOWNTOWN
MANAGEMENT CENTRE*
TERM 1
TERM 2
TERM 3
TERM 4
TERM 5
continued
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY (TWO TERMS)
MBA YEAR 2
SGMT 6000 3.00
STRATEGIC MANAGEMENT
ELECTIVES AND SPECIALIZATION
OPPORTUNITIES (24.00 CREDITS)
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY (TWO TERMS)
Core Foundation Courses
Electives
Strategy Field Study
* 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.
Schulich School of Business – 19
Programs
International Master of Business Administration (IMBA)
ith the increasingly globalized operating environment of organizations, and the pressing need for managers with a holistic, integrated,
W
and culturally appropriate approach to solving business problems, the IMBA program strives to develop internationally experienced
business professionals ready to make significant contributions to the performance of their organizations and the well-being of society.
The IMBA program is designed around two interrelated themes; functional business management education and professional development.
The IMBA takes an experiential approach to business education. The modular integrative pedagogy of functional business courses, including
international negotiations, global stakeholder strategies, regional analysis and languages, combined with professional development skills
development, including personalized coaching, provides IMBA graduates with all-inclusive management skills expected by employers worldwide. Students will apply and reflect on the concepts and skills acquired in the first 2 terms during an international work term assignment
and an in-community strategic consulting project.
FACULTY
Schulich faculty teaching in the IMBA program have a wide range of international business and research experience. In addition, many have
studied and taught in foreign universities or worked abroad in corporate operations. Senior Corporate Executives, and IMBA alumni also enrich
course offerings.
Program Director
Alexandra Campbell
BA Hons (York); MBA & PhD (Toronto)
Associate Professor of Marketing
THE INTERNATIONAL ADVISORY COUNCIL – SCHULICH SCHOOL OF BUSINESS
Paul Labbé (Chair)
Director
Dundee Bank of Canada
Melanie Aitken
Bennett Jones LLP (USA)
Nicholas Armour
Former British Diplomat, International
Trade & Development (UK)
Rommie Bhutani (MBA ’96)
Managing Director, Investment Banking
Morgan Stanley International (UK)
Goran Carstedt
Former Senior Executive
IKEA, Volvo (Sweden)
Jasper Cheung (MBA ’90)
President
Amazon Japan K.K. (Japan)
Jonathan K.H. Cheung (MBA ’73)
Former Head
Bank Relationship for Asia Pacific Credit
Lyonnais Bank (China)
Peter W. Currie (MBA ’78)
Chairman, Atomic Energy of Canada Ltd.
Anna Ewing (MBA ’88)
Executive Vice-President
Global Technology Solutions
Nasdaq OMX Group (USA)
Zoran Fotak (MBA ’87)
CEO
St. George Asset Management, LLC (USA)
Jeffrey Halpern (BBA ’78)
Business Succession Advisor
TD Waterhouse, Private Client Services
Robert L. Hines
Executive Director
Career Development Centre
Schulich School of Business
Pongsak Hoontrakul
Independent Director and
Member of Nomination Committee,
UOL Group Limited., Singapore
Dezsö J. Horváth, CM
Dean & Tanna H. Schulich Chair
in Strategic Management
Schulich School of Business
Fiona K.M. Hsu (MBA ’86)
Director & Head of Relationship Management
Global Wealth Solutions
HSBC International Trustee Ltd. (China)
Linda A.M. Jackson (MBA ’86)
Owner/CEO
Anticipation Marketing
Communications Consulting
(Mexico)
Otto H. Jacobs
Professor and President Emeritus
University of Mannheim (Germany)
Terence (Terry) Kawaja (MBA/LLB ’89)
Founder and CEO
LUMA Partners LLC (USA)
Noritake Kobayashi
Professor Emeritus
Keio University (Japan)
Lelia Konyn
Chief Human Relations Officer,
Rediscovered Luxury Residences &
Voyages (China)
Raj Kothari
GTA Managing Partner
National Asset Management Leader
PWC Audit and Assurance Group
Sunghoon Lee
VP, Global HR Management
Doosan Heavy Industries & Construction,
Korea
Robert Leonidas
Former President & CEO
Nestlé USA, Prepared Foods & Baking
and Nestlé Canada
H. Ian Macdonald, OC
President Emeritus, York University
Professor Emeritus Policy
Douglas McCuaig
Executive VP
Global Client Transformation Services
CGI – Canada
Ronald McEachern (MBA ’76)
CEO
Strategic Solutions Group – Asia
Shri Satish C. Mehta
Director General
Indian Council for Cultural Relations (India)
Prafulla P. Metaparti (IMBA ’07)
Executive Director Compliance Operations
J.P. Morgan Chase (Hong Kong)
Honourable Akhilesh Mishra
Consul-General of India,
Consulate of India in Toronto
Marthi A. Morfitt (MBA ’86)
President and CEO
River Rock Partners, Inc. (USA)
Stacey Mowbray (MBA ’88)
President, Weight Watchers Canada Ltd.
Gregory K.Y. Pau (BBA ’88, MBA ’89)
Senior Vice-President
Industrial Products Ratings DBRS Limited
Yong Quek
Former President
Procter & Gamble Inc. (Canada)
Grant E. Rasmussen (MBA ’93)
Senior VP
Regional Head, Ontario
CIBC Retail Banking
S. Jane Rowe (MBA ’82)
Senior Vice-President
Teachers’ Private Capital & Teachers’
Infrastructure Group
Ontario Teachers’ Pension Plan
Javier San Juan
President
Latin America & Hispanic Zone
L’Oréal Inc., Mexico
STUDY OPTIONS
PROGRAM LENGTH
Full-time Study (Keele Campus Only)
• September entry
• 4 terms at York (or 3 terms at York with international exchange*)
• 1 international Work Term
•
*All IMBA students can apply to spend one term studying abroad,
provided they meet certain requirements.
20 – Schulich School of Business
Preeti Saran
Indian Ambassador to Vietnam
Former Consul General
Consulate of India in Toronto
Terence Shanahan (MBA ’87)
Managing Director
Deputy Global Head of Syndicate
Société Générale (UK)
Schuyler M. (Skip) Sigel (QC)
Partner
Rosenzweig & Company Inc.
Executive-in-Residence
Schulich School of Business
Peter Sutherland
Senior Business Advisor Asia
Aird & Berlis LLP
Roy Verstraete (MBA ’73)
Managing Director
Anchor Lamina GmbH (Germany)
David J.S. Winfield
Former Executive Director
International Centre for
Leadership in Finance (Malaysia)
John P. Wleugel
Retired CFO, Bata Limited
Executive-in-Residence,
Schulich School of Business
Robert C. Wong (MBA ’72)
Vice Chairman
Leon Frazer & Associates Inc.
Investment Counsel
Joseph K.Y. Yu (MBA ’77)
General Manager & Director
Pan Asian Oasis Inc. (China)
Hana E. Zalzal (MBA ’92)
Founder
CARGO Cosmetics Corp. (NY)
Wenjie X. Zhang (MBA ’01)
Managing Director
J.P. Morgan China
5 consecutive terms (20 months)
IMBA ADMISSION INFORMATION
•
•
undergraduate degree from a recognized university
minimum B average in the last two years (or equivalent) of
academic work
Programs
•
•
•
•
•
acceptable score in the GMAT or GRE (both the general test
and the writing assessment)
two letters of reference, at least one of which must be from
current or former professors
work experience is recommended, but not strictly required
proof of English proficiency is required. Faculty-wide requirements apply
all applicants will have proficiency in at least two languages,
including English. Applicants are required to declare an IMBA
language of focus other than their mother tongue (English as a
Second Language (ESL) is reserved for students whose first language is not English). A minimum speaking level of intermediate-high is required in the declared IMBA language for
admission. Proof of proficiency is required after a conditional
offer of admission by undertaking an official Oral Proficiency
Interview (OPI) by a certified tester of the American Council for
the Teaching of Foreign Languages (ACTFL) arranged by the
IMBA Program. Acceptable IMBA languages are those that are
‘primary’ languages of business in any country, and those
testable by ACTFL.
* Language Requirements
Entrance ACTFL OPI levels in IMBA supported languages (ESL,
French, German, Japanese, Mandarin or Spanish) of IntermediateHigh or Advanced-Low are required to enrol in IMBA language
courses (when offered) in Term 1 and Term 2 and pass each course
with a minimum B-. Where a course is not offered, and/or for
unsupported languages with ACTFL OPI levels below AdvancedMid, students will self-study, and self-fund remedial language training, and take an Exit ACTFL OPI in Term 5 and must achieve a
minimum level of Advanced-Mid to satisfy the IMBA language
requirement.
** International Work Term Requirements
A minimum 12 weeks full-time work is required in a country where
the student has not had any life or work experience in the last 10
years, and for students with ACTFL OPI levels below Advanced-Mid
requiring remedial language study, in a country where the IMBA language is the primary language.
Experiential Core Courses
IMBA
IMBA
IMBA
IMBA
IMBA
0.00 = the code used for courses which are non-credit
1.50 = the code used for courses 6 classes in length which are
worth 1.50 credits
3.00 = the code used for courses 12 classes in length which are
worth 3.00 credits
9.00 = the code used for the international work term (in either
Term 3 or 4) which is worth 9.00 credits
Professional Development for International Managers
Business Communication and Culture I
Business Communication and Culture II
International Work Term
International Field Study
ELECTIVES
•
21.00 credits of electives are required.
•
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 all
requirements are met
IMBA students are encouraged to add a second functional
specialization to that of international business which is built in
to their program
IMBA students require only 9.00 credits to fulfill a specialization
requirement (see titles on pages 60-62 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 electives on pages 60-62 (See
‘Specializations’ on pages 33-53). Due to overlap with IMBA
courses, IMBA students may not enrol in ECON 6510, IBUS
6410, IBUS 6430, MGMT 5260, IBUS 6490, IBUS 6430,
MKTG 6400 or ORGS 6320
•
•
•
GRADUATION REQUIREMENTS
Successful completion of all core IMBA courses and language proficiency requirements, consisting of:
•
•
•
•
THE ACADEMIC PROGRAM
EXPLANATION OF TERMS
5000 0.00
511x 0.00
521x 0.00
5300 9.00
6200 3.00
•
30.00 plus all 0.00 credits of international management core
courses
12.00 plus all 0.00 credits of experiential core courses
21.00 credits minimum of electives
An advanced facility with declared IMBA language, satisfied by:
– an entrance OPI level of Advanced-Mid, or
– successful completion of remedial language requirements
(see Language Requirements in The Academic Program section)
plus work term
overall grade point average (GPA) of 4.40 (B-)
International Management Core Courses
IMBA
IMBA
IMBA
IMBA
IMBA
IMBA
IMBA
IMBA
5001
5002
5003
5004
5100
5101
5102
5103
0.00
1.50
1.50
1.50
0.00
3.00
3.00
3.00
IMBA
IMBA
IMBA
IMBA
IMBA
IMBA
IMBA
5104
5105
5200
5201
5202
5203
5204
3.00
1.50
0.00
3.00
3.00
3.00
3.00
Contemporary Challenges and Strategic Thinking
Managerial Decisions Analysis
Global Stakeholder Strategies
International Negotiation Processes and Techniques
Integrative Management Experiences I
Financial Accounting for International Managers
The Economic Environment of International Business
Introduction to Managerial Finance for
International Managers
Managing People & Teams in a Global Context
Global Management Accounting
Integrative Management Experiences II
Regional Analysis
Marketing Management in a Global Context
Strategy for the Global Organization
Design, Control and Improvement of Processes
Schulich School of Business – 21
Programs
IMBA AT A GLANCE
TERM 1 FALL
IMBA 5000 0.00
PROFESSIONAL DEVELOPMENT FOR INTERNATIONAL MANAGERS
IMBA 5101 3.00
FINANCIAL ACCOUNTING FOR INTERNATIONAL MANAGERS
IMBA 5102 3.00
THE ECONOMIC ENVIRONMENT OF INTERNATIONAL BUSINESS
IMBA 5001 0.00
IMBA 5002 1.50
CONTEMPORARY
MANAGERIAL
CHALLENGES &
DECISIONS ANALYSIS
STRATEGIC THINKING
IMBA 5103 3.00
INTRO TO MANAGERIAL FINANCE FOR INTERNATIONAL MANAGERS
u
IMBA 5100 0.00
INTEGRATIVE
MANAGEMENT
EXPERIENCES I
u
IMBA 5100 0.00
INTEGRATIVE
MANAGEMENT
EXPERIENCES II
IMBA 5104 3.00
MANAGING PEOPLE & TEAMS IN A GLOBAL CONTEXT
IMBA 5105 3.00
GLOBAL MANAGEMENT ACCOUNTING
IMBA 511x 0.00
BUSINESS COMMUNICATION AND CULTURE I
TERM 2 WINTER
IMBA 5000 0.00
PROFESSIONAL DEVELOPMENT FOR INTERNATIONAL MANAGERS
MBA 5201 3.00
REGIONAL ANALYSIS
IMBA 5004 1.50
INTERNATIONAL
NEGOTIATION
PROCESSES AND
TECHNIQUES
IMBA 5003 1.50
GLOBAL
STAKEHOLDER
STRATEGIES
IMBA 5202 3.00
MARKETING MANAGEMENT IN A GLOBAL CONTEXT
IMBA 5203 3.00
STRATEGY FOR THE GLOBAL ORGANIZATION
IMBA 5204 3.00
DESIGN, CONTROL & IMPROVEMENT OF PROCESSES
IMBA 521x 0.00
BUSINESS COMMUNICATION AND CULTURE II
TERM 3 SUMMER*
TERM 4 FALL*
IMBA 5300 9.00
INTERNATIONAL WORK TERM
SPECIALIZATION OPPORTUNITIES
(Electives at Schulich or International Exchange)
TERM 5 WINTER
IMBA 6200 3.00
INTERNATIONAL FIELD STUDY
(Begins in Term 2, concludes in Term 5)
SPECIALIZATION OPPORTUNITIES
(Electives at Schulich)
Experiential Core Courses
International Management Core Courses
Specialization Opportunities
* Terms 3 and 4 may be reversed.
22 – Schulich School of Business
Programs
Joint and Dual MBA Programs
Joint MBA/MFA and MBA/MA Degrees
T
he Schulich School of Business and the School of Arts, Media, Performance and Design, Graduate Studies offer a three-year, full-time,
combined program leading to 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 School of Arts, Media,
Performance and Design and that of the Schulich School of Business. These Faculties have created a combined MBA/MFA degree in the programs in Visual Arts, Film, and Dance and a combined MBA/MA degree program in Art History, Dance, Music, Film (Cinema & Media
Studies) and Theatre Studies at York University.
The combined degree offers students a unique opportunity for study. Graduates of this highly challenging program will follow career paths in
which knowledge of the arts and of management and business are required. The MBA and MFA/MA programs complement each other in focus
and offer excellent preparation for those interested in management careers in the arts, media and entertainment sectors.
FACULTY
Faculty members teaching in the MBA/MFA and MBA/MA programs are drawn from the faculty complement of the Schulich School of
Business and the School of Arts, Media, Performance and Design. For a complete list of Schulich faculty members, please refer to pages 113-114.
Program Director, MBA/MFA and MBA/MA Programs
Joyce Zemans, CM
BA & MA (Toronto); DFA Hon (Nova Scotia College of
Art & Design); HonLLD (Waterloo); Hon DFA (Concordia)
Senior Scholar and University Professor Emerita
Director, Arts and Media Administration Program
STUDY OPTIONS
Full-time Study (Keele Campus)
•
normal full-time load is 15.00 credits of courses per term
PROGRAM LENGTH
This is a full-time program. The normal full-time load is 15.00
credits 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.
GRADUATION REQUIREMENTS
•
•
•
•
overall grade point average (GPA) of 5.00 (B) in the MBA
successful completion of 45.00 credits of Schulich School of
Business courses:
- 33.00 credits of Required Foundations of Management
Core Courses
- 9.00 credits of Schulich Electives and SB/ARTM 6301 3.00 or
12.00 credits of Schulich Electives and GS/ARTM 6301 3.00
(must be approved by program director)
Students who receive a waiver with replacement for Schulich
MBA 1 Required Core Courses must replace these core courses
with Schulich electives
Meet degree requirements for combined students in their
respective MFA/MA programs
THE ACADEMIC PROGRAM
Students in the combined program may choose either of the
following two options. However, most students will find that
Option 1 most easily facilitates progress through the combined
program 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 3.00 Issues in Arts
and Cultural Management during the winter semester of their first
year of study for degree credit in Fine Arts. (They may also take
ARTM 6300 3.00 Cultural Policy.)
YEAR 2
MBA 1 REQUIREMENTS
Students will take 27.00 credit hours of the Required Foundations
of Management 5000 level Core Courses in the second year of
study and one 3.00 credit Schulich elective. They may also take a
course in their Fine Arts field for degree requirement in the MFA
or MA. To be eligible to advance to the next year of the joint
program, students require a GPA of 5.00 (B), in their first year of
study at Schulich.
YEAR 2
SUMMER*
Students generally undertake an internship after completing their
second year in the program (and having fulfilled all their 5000 level
core MBA requirements.)
*Optional
Schulich School of Business – 23
Programs
YEAR 3
Students will complete the requirements in both programs during
this final year of study. Students should take Strategic Management
6000 3.00 and their Strategic Field Study (MGMT 6090 0.00 and
MGMT 6100 3.00) in the fall semester.
Students will also complete their Master’s Research Paper (MRP) or
Thesis and the balance of their course requirements in each program
over the two semesters.
Option 2
YEAR 1
MBA 1 REQUIREMENTS
Students will take 27.00 credit hours of the Required Foundations
of Management 5000 level Core Courses in the first year of study,
and SB/ARTM 6301 3.00 Issues in Arts and Cultural Management,
for degree credit at Schulich. They may also take a course in their
Fine Arts field for degree requirement in the MFA or MA. To be eligible to advance to the next year of the joint program, students
require a GPA of 5.00 (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 Arts
area. In some cases, students may take Strategic Management 6000
3.00 in SSB and may complete their Strategy Field Study (MGMT
6090 0.00 and MGMT 6100 3.00) in this year of study.
YEAR 2
Summer*
Students generally undertake an internship after completing their
second year in the program (and having fulfilled all their 5000 level
core MBA requirements.)
*Optional
ARTS AND MEDIA GRADUATE DIPLOMA
Students may choose to pursue an Arts and Media Graduate
Diploma in addition to their combined MBA/MFA(MA) degrees.
The Arts and Media Graduate Diploma requirements can be found
on www.schulich.yorku.ca, or in the calendars of the Schulich
School of Business and the Faculty of Graduate Studies. Students
who wish to pursue the graduate diploma must discuss this with
the Arts and Media Program Director or Coordinator at the beginning of the program.
If students are doing a Graduate Diploma in Arts and Media
Administration, as well as the two degrees, the summer semester
after their second year of study is an appropriate time to meet the
internship requirement; however, some students may choose to
complete this requirement in the summer after their third year of
study. All diploma requirements must be satisfied within one term
of completing the graduate degree program requirements.
ADMISSION CRITERIA
For acceptance into this combined program, students need to
meet the admission requirements for both the MBA and the MFA
or MA as outlined by the University. Students must apply to each
program separately.
Students must have a four-year undergraduate degree (or equivalent) in Fine Arts earning a minimum B+ average. Students must
earn an acceptable score on all four measurements of the Graduate
Management Admissions Test (GMAT). Students should have two
years relevant work experience within the arts or cultural industries. Students may apply for admission to the combined program
during the first year study in either the MBA program or MFA or
MA program.
Academic Background
•
a four-year undergraduate degree (or equivalent) in fine arts
from a recognized university with at least a B+ average
YEAR 3
Students will complete the requirements in both programs during
this final year of study. Students should take Strategic Management
6000 3.00 and their Strategic Field Study (MGMT 6090 0.00 and
MGMT 6100 3.00) in the fall semester, if not already completed.
Relevant Work Experience
Students will also complete their Master’s Research Paper (MRP) or
Thesis and the balance of their course requirements in each program over the two semesters.
APPLICATION PROCESS
•
applicants should have relevant work experience within the arts
or cultural industries
Applicants must apply to both the Schulich School of Business and
to York University’s Faculty of Graduate Studies.
Additional Specialization
•
•
MBA/MFA/MA students require only 9.00 credits to fulfill a
specialization requirement (see titles on pages 60-62 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 electives
on pages 60-62 (See ‘Specializations’ on pages 33-53)
FEE SCHEDULE
In total, 3 full-time terms are paid to Schulich and 3 full-time terms
are paid to Graduate Studies.
Any part-time terms are paid to the Faculty in which courses are taken.
FINANCIAL ASSISTANCE
Information on Schulich entrance scholarships and financial aid is
listed in the Schulich Awards and Financial Support brochure,
available from the Financial Aid Office. Also, see page 11 for assistance for continuing students.
For financial support through the Faculty of Graduate Studies, contact
the School of Arts, Media, Performance and Design, Reception and
General Enquiries at 416-736-5136.
24 – Schulich School of Business
Programs
JOINT MBA/MFA AND MBA/MA
AT A GLANCE – OPTION 1 (recommended)
GRADUATE STUDIES START
JOINT MBA/MFA AND MBA/MA
AT A GLANCE – OPTION 2
SCHULICH START
YEAR 1
YEAR 1
LAUNCH WEEK
The required courses in the student’s fine arts specialization
in either the MFA or MA streams in the School of Arts, Media,
Performance and Design
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
ARTM 6301 3.00
ISSUES IN ARTS AND CULTURAL MANAGEMENT
LAUNCH WEEK
TERM 1
YEAR 2
OMIS 5110 1.50
INFORMATION SYSTEMS
TERM 1
ACTG 5100 3.00
FINANCIAL ACCOUNTING FOR MANAGERS
OMIS 5120 1.50
QUANTITATIVE METHODS
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
ACTG 5100 3.00
FINANCIAL ACCOUNTING FOR MANAGERS
TERM 2
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT OF BUSINESS
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT OF BUSINESS
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
OMIS 5110 1.50
INFORMATION SYSTEMS
OMIS 5120 1.50
QUANTITATIVE METHODS
ACTG 5210 1.50
MANAGEMENT ACCOUNTING
OMIS 5210 1.50
OPERATIONS MANAGEMENT
MKTG 5200 3.00
MARKETING MANAGEMENT
FINE 5200 3.00
MANAGERIAL FINANCE
TERM 2
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
ACTG 5210 1.50
MANAGEMENT ACCOUNTING
OMIS 5210 1.50
OPERATIONS MANAGEMENT
MKTG 5200 3.00
MARKETING MANAGEMENT
FINE 5200 3.00
MANAGERIAL FINANCE
SCHULICH ELECTIVE
(3.00 CREDITS)
YEAR 3
The balance of required courses in the student’s fine arts specialization
in either the MFA or MA streams in the School of Arts, Media,
Performance and Design
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY
SGMT 6000 3.00
STRATEGIC MANAGEMENT
ARTM 6301 3.00
ISSUES IN ARTS AND CULTURAL MANAGEMENT
YEAR 2
The required courses in the student’s fine arts specialization
in either the MFA or MA streams in the School of Arts, Media,
Performance and Design
YEAR 3
The balance of required courses in the student’s fine arts specialization
in either the MFA or MA streams in the School of Arts, Media,
Performance and Design
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY
SGMT 6000 3.00
STRATEGIC MANAGEMENT
SCHULICH ELECTIVE(S)
(9.00 CREDITS)
SCHULICH ELECTIVE(S)
(6.00-9.00 CREDITS)
Core Foundation Courses
Electives
Schulich School of Business – 25
Programs
Joint MBA/JD Degrees
T
raditionally, Schulich and York’s Osgoode Hall Law School have offered a four-year joint program leading to joint Master of Business
Administration (MBA) and Juris Doctor (JD) degrees. We offer a three-year study option as well. This 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. Charts on pages
27 and 28 describe the enrolment sequence more clearly.
Graduates from these highly challenging programs follow career paths in which business and law overlap. Students normally specialize in
some 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. Regardless
of their proposed career path, students should always ensure sufficient breadth in their legal studies to prepare for the Lawyer Licensing 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 Osgoode
Office of Admissions & Student Services at 416-736-5042.
FACULTY
Faculty members teaching in the MBA/JD program are drawn from the full faculty complement of the Schulich School of Business and the
Osgoode Hall Law School. For a complete list of Schulich faculty members, please refer to pages 113-114.
MBA Co-Director, MBA/JD Program
Peter Macdonald
LLB (Osgoode); of the Bar of Ontario
JD Co-Director, MBA/JD Program
Edward J. Waitzer
LLB & LLM (Toronto), of the Bars of Ontario and New York
Professor of Strategic Management/Policy and Jarislowsky Dimma
Mooney Chair in Corporate Governance
STUDY OPTIONS 1 & 2
• 9 courses of required Osgoode Year 1 curriculum
• students who receive Waiver with Replacement for Schulich
MBA 1 required Core Courses must replace these core courses
with Schulich elective courses. No Advanced Standing is permitted in the Joint MBA/JD Program
Full-time Study (Keele Campus Only)
• normal full-time load is 15.00 credits of courses per term
• Osgoode requirements of 13-17 academic credits in each Fall
and Winter (in the upper years).
PROGRAM LENGTH
•
•
•
•
2
2
4
3
terms of MBA year 1 curriculum
terms of Osgoode Hall Year 1 curriculum
terms of combined Schulich courses and Osgoode courses
or 4 years total, depending on program chosen at start
GRADUATION REQUIREMENTS
• successful completion of:
- MGMT 5500 0.00
- 45.00 credits 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:
(i) successful completion of the Joint MBA/JD Seminar in
the final year of the Joint Program;
(ii) 2nd and 3rd year legal research and writing requirement (Osgoode);
(iii) Business Associations or the Fiduciary Relationships in
Commercial Context module;
(iv) Administrative Law or the Principles of Administrative
Law lecture; and
(v) at least one course or program with an experiential
practicum component (“Praxicum”)
- successful completion of the 40 hour Osgoode Public
Interest Requirement (OPIR)
ACADEMIC PROGRAM
YEAR 1 REQUIREMENTS
either
• 27.00 credits of Schulich MBA 1 Required Foundations of
Management Core Courses
• 3.00 credits of Schulich MBA elective courses
or
26 – Schulich School of Business
NOTE: All joint MBA/JD students are also required to take MGMT 5500 0.00
in 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 15.00 credits in Schulich (note that MBA 2 Required
Foundations of Management Core Courses SGMT 6000 3.00
Strategic Management, MGMT 6090 0.00 and MGMT 6100
3.00 Strategy Field Study can be taken in either Year 3 or Year 4)
- 45 academic credits of upper year Osgoode Hall Law
School courses, including all of the following:
(i) successful completion of the Joint MBA/JD Seminar in
the final year of the Joint Program;
(ii) 2nd and 3rd year legal research and writing requirement (Osgoode);
(iii) Business Associations or the Fiduciary Relationships in
Commercial Context module;
(iv) Administrative Law or the Principles of Administrative
Law lecture; and
(v) at least one course or program with an experiential
practicum component (“Praxicum”)
- successful completion of the 40 hour Osgoode Public
Interest Requirement (OPIR)
* Please note that sessional dates and examination periods at
Osgoode 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 first
year of Osgoode is lower than 5.5 (B), or is lower than 5.0 (B) in the
first year of Schulich. Please see page 95 on Promotion Standards.
2. Students ineligible to continue in the joint program may continue
in either or both Schulich and Osgoode, provided they maintain
the required standards of each.
Programs
4 YEAR JOINT MBA/JD AT A GLANCE – Option 1
YEAR 1 OR 2
TERM 1
MGMT 5150 3.00
SKILLS FOR LEADERSHIP
ACTG 5100 3.00
FINANCIAL ACCOUNTING FOR MANAGERS
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT OF BUSINESS
OMIS 5110 1.50
OMIS 5120 1.50
QUANTITATIVE METHODS
INFORMATION SYSTEMS
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
MGMT 5500 0.00
BUSINESS AND THE LAW SEMINAR
(COMPULSORY NON-CREDIT TAKEN UPON ENTRY TO PROGRAM)
TERM 2
LAUNCH WEEK
MGMT 5260 3.00
MANAGING FOR VALUE CREATION
OMIS 5210 1.50
ACTG 5210 1.50
MANAGEMENT ACCOUNTING
OPERATIONS MANAGEMENT
MKTG 5200 3.00
MARKETING MANAGEMENT
FINE 5200 3.00
MANAGERIAL FINANCE
MGMT 5500 0.00
BUSINESS AND THE LAW SEMINAR
(COMPULSORY NON-CREDIT TAKEN UPON ENTRY TO PROGRAM)
SCHULICH ELECTIVE(S)
(3.00 CREDITS)
TERM 2
TERM 1
YEAR 1 OR 2
LW 1300
LEGAL PROCESS (FULL YEAR COURSE)
LW 1200
ETHICAL LAWYERING IN A GLOBAL COMMUNITY
(FULL YEAR COURSE)
LW 1800
STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW
(FULL YEAR COURSE)
LW 1020 4.00
TORTS
LW 1040 4.00
CRIMINAL LAW
LW 1010 4.00
CONTRACTS
MGMT 5500 0.00
BUSINESS AND THE LAW SEMINAR
(COMPULSORY NON-CREDIT TAKEN UPON ENTRY TO PROGRAM)
LW 1300 8.00
LEGAL PROCESS (FULL YEAR COURSE)
LW 1200 3.00
ETHICAL LAWYERING IN A GLOBAL COMMUNITY
(FULL YEAR COURSE)
LW 1800 6.00
STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW
(FULL YEAR COURSE)
LW 1090 4.00
PROPERTY I
MGMT 5500 0.00
BUSINESS AND THE LAW SEMINAR
(COMPULSORY NON-CREDIT TAKEN UPON ENTRY TO PROGRAM)
FIRST YEAR PERSPECTIVE OPTION
(3.00 CREDITS)
YEARS 3 AND 4
SGMT 6000 3.00
STRATEGIC MANAGEMENT
MGMT 6090 0.00
STRATEGY FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGY FIELD STUDY (TWO TERMS)
SCHULICH ELECTIVE(S)
(9.00 CREDITS)
45 ACADEMIC CREDITS IN OSGOODE HALL, INCLUDING:
LW 3820 3.00
JOINT MBA/JD SEMINAR
AND OTHER UPPER YEAR COURSES REFERRED TO UNDER
“GRADUATION REQUIREMENTS” ON PAGE 26
SUCCESSFUL COMPLETION OF THE 40-HOUR
OSGOODE PUBLIC INTEREST REQUIREMENT (OPIR)
SUCCESSFUL COMPLETION OF
THE PRAXICUM REQUIREMENTS
Core Foundation Courses
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 all
requirements are met
• MBA/JD students require only 9.00 credits to fulfill a specialization requirement (see titles on pages 60-62 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 electives on
pages 60-62 (See ‘Specializations’ on pages 33-53).
SUMMER COURSES (4 YEAR PROGRAM)
Students in the 4 year program may enrol in a maximum of
6.00 credits in the summer term at the Schulich School of Business,
and must pay the Schulich part-time fees for that term. Taking summer courses does not allow for a reduction in Fall and Winter term
required credits but permits flexibility in course selection or additional law courses.
EXCHANGE PROGRAM
MBA/JD students may participate in a full-time Schulich exchange
term abroad only in their upper year Summer term. A maximum of
6.00 credits of exchange electives are eligible to be included in the
required 45.00 credits that must be taken at Schulich. All other
completed Schulich exchange credits will be considered extra and
will not reduce the number of credits required in the MBA. Students
on Schulich Summer exchange will pay full-time Schulich tuition
fees. Full-time exchange alternatives are available through Osgoode.
ADMISSION CRITERIA
To be eligible for consideration, each applicant must meet the MBA
admission criteria for the Schulich School of Business and the JD
admission criteria for Osgoode Hall Law School, as well as meeting
the additional admission criteria for the MBA/JD Program set forth
below. Osgoode Hall admission criteria can be found in the Law
School’s calendar. A limited number of students in Schulich MBA 1
or the first year of the Osgoode Hall JD program will be considered
each year for admission into the second year of the MBA/JD joint
program (4 year program only). Students in MBA 1 applying to the
second year of the joint program, must submit a letter of intent to
the Schulich Admissions Office.
The additional admission criteria for the MBA/JD Program referred
to above include the following:
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 work
GMAT 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 plus years of work experience
APPLICATION PROCESS
Applicants must apply both to the Schulich School of Business and
to Osgoode Hall Law School
Electives
Schulich School of Business – 27
Programs
FEE SCHEDULE – 4 YEAR PROGRAM
FINANCIAL ASSISTANCE
Fees must be paid as follows:
• Year 1 or 2 in Schulich
• Year 1 or 2 in Osgoode Hall
• Year 3 Term 1 (current Schulich tuition)
• Year 3 Term 2 and Year 4 (current Osgoode Hall tuition)
• students may also register for MBA courses (6.00 credits max)
in the Summer term, in which case part-time tuition is paid
to Schulich
• information on Schulich entrance scholarships and financial aid
is available at www.schulich.yorku.ca/financialaid and in the
Schulich Awards and Financial Support brochure. For further
information contact Anne Caulfield, Financial Aid Officer,
Schulich, acaulfield@schulich.yorku.ca
• for financial support through Osgoode Hall Law School, contact
Penny Spence, Director, Student Financial Services, Osgoode Hall
Law School, 416-650-8178, pspence@osgoode.yorku.ca, or visit
the Financial Assistance website at www.osgoode.yorku.ca
and then click on Current Students. Under Quick Links, please
click on Financial Services.
FEE SCHEDULE – 3 YEAR PROGRAM
Fees must be paid as follows:
• terms 1 and 4 in Schulich
• terms 2 and 3 in Osgoode Hall
• Year 2 Term 1 (current Schulich tuition)
• Year 2 Term 2 and Year 3 (current Osgoode Hall tuition)
• in years 2 and 3, students may also register for MBA courses
(6.00 credits max) in the Summer term, in which case part-time
tuition is paid to Schulich
3 YEAR JOINT MBA/JD AT A GLANCE – SUMMER START – Option 2
YEAR 1
ACTG 5100 3.00
FINANCIAL ACCOUNTING
FOR MANAGERS
ECON 5100 3.00
THE ECONOMIC ENVIRONMENT
OF BUSINESS
ORGS 5100 3.00
ORGANIZATIONAL BEHAVIOUR
TERM 2 – FALL
TERM 1 – SUMMER
*MGMT 5150 3.00
SKILLS FOR LEADERSHIP
OR SCHULICH CORE COURSE
(3.00 CREDITS)
OSGOODE TERM
OSGOODE TERM
LW 1300 4.00
LEGAL PROCESS
LW 1310 4.00
LEGAL PROCESS
LW 1200
ETHICAL LAWYERING IN A
GLOBAL COMMUNITY
LW 1200
ETHICAL LAWYERING IN A
GLOBAL COMMUNITY
LW 1800 3.00
STATE & CITIZEN:
CANADIAN PUBLIC &
CONSTITUTIONAL LAW
LW 1810 3.00
STATE & CITIZEN:
CANADIAN PUBLIC &
CONSTITUTIONAL LAW
LW 1020 4.00
TORTS
LW 1040 4.00
CRIMINAL LAW
OMIS 5110 1.50 OMIS 5120 1.50
INFORMATION QUANTITATIVE
METHODS
SYSTEMS
LW 1010 4.00
CONTRACTS
(OR 15.00 CREDITS ELECTIVES,
IF FULL WAIVER
WITH REPLACEMENT
WAS GRANTED)
MGMT 5500 0.00
BUSINESS AND
THE LAW SEMINAR
(COMPULSORY NON-CREDIT)
LW 1090 4.00
PROPERTY I
FIRST YEAR
PERSPECTIVE OPTION
(3.00 CREDITS)
MGMT 5500 0.00
BUSINESS AND
THE LAW SEMINAR
(COMPULSORY NON-CREDIT)
SCHULICH TERM
MGMT 5260 3.00
MANAGING FOR
VALUE CREATION
ACTG 5210 1.50 OMIS 5210 1.50
MANAGEMENT OPERATIONS
ACCOUNTING MANAGEMENT
TERM 4 – SUMMER
SMART START(1 DAY)
TERM 3 – WINTER
SCHULICH TERM
FINE 5200 3.00
MANAGERIAL FINANCE
MKTG 5200 3.00
MARKETING MANAGEMENT
OR SCHULICH CORE COURSE
(3.00 CREDITS)
(OR 15.00 CREDITS ELECTIVES,
IF FULL WAIVER
WITH REPLACEMENT
WAS GRANTED)
SCHULICH ELECTIVE (S)
(3.00 CREDITS)
* subject to availability – meet with a Schulich academic advisor to discuss course options
YEAR 2 & YEAR 3
SCHULICH & OSGOODE TERM
SGMT 6000 3.00
STRATEGIC MANAGEMENT
TERM 5 – 8
MGMT 6090 0.00 (NON-CREDIT)
STRATEGIC FIELD STUDY FORMATION
MGMT 6100 3.00
STRATEGIC FIELD STUDY (TWO TERMS)
AND 9.00 CREDITS SCHULICH ELECTIVES AND 45.00 OSGOODE ACADEMIC CREDITS
(INCLUDING LW 3820 3.00 JOINT MBA/JD SEMINAR & UPPER YEAR RESEARCH/WRITING REQUIREMENT,
TOGETHER WITH THE OTHER UPPER YEAR COURSES REFERRED TO UNDER ‘GRADUATION REQUIREMENTS’ ON PAGE 26)
TO BE COMPLETED DURING FALL & WINTER TERMS OF YEAR 2 & YEAR 3
OSGOODE OPIR TO BE COMPLETED WITHIN 3 YEARS
SUCCESSFUL COMPLETION OF THE PRAXICUM REQUIREMENT
Core Foundation Courses
28 – Schulich School of Business
Electives
Programs
Joint York/Laval Degrees
T
his joint degree is offered through the Faculté des Sciences de l’Administration de l’Université Laval in Quebec City and Schulich. The
goal 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 see
www.schulich.yorku.ca/goinginternational
ELIGIBILITY
YEAR 2 REQUIREMENTS
•
•
a cumulative grade point average (GPA) of at least 5.00 (B) on the
30.00 credits of MBA 1 and MBA 2 Required Foundations of
Management Core Courses (See ‘Year 1 Requirements’, below)
THE ACADEMIC PROGRAM
YEAR 1 REQUIREMENTS
•
•
27.00 credits of Schulich MBA 1 Required Foundations
of Management Core Courses, excluding advanced standing
(See page 54)
3.00 credits of Schulich MBA 2 Required Foundations of
Management Core Course: SGMT 6000 3.00 Strategic Management
for information on the academic program at Laval, contact
the Schulich Graduate International Program Coordinator in
W263, Schulich.
APPLICATION PROCESS
•
for eligible students, submission of application to Schulich
Graduate Admissions office by November 15 for the following
September at Laval (see ‘Eligibility’ above)
Schulich School of Business – 29
Programs
Graduate Diplomas
In addition to specializing, students may pursue a Graduate Diploma in the following areas: Arts and Media Administration, Business
and the Environment, Financial Engineering, Health Industry Management, Nonprofit Management and Leadership, Democratic
Administration, Justice System Administration, 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
internship 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*
Arts and Media
Arts and Media Administration
MBA, IMBA
35
Business and Sustainability
Business and the Environment
MBA or MES, IMBA
36
Financial Engineering
Financial Engineering
MBA, IMBA
41
Health Industry Management
Health Industry Management
MBA, IMBA
45
Public Management
Democratic Administration
MBA, IMBA
50
Public Management
Justice System Administration
MBA, IMBA
50
Real Estate and Infrastructure
Real Estate and Infrastructure
MBA, IMBA
51
Social Sector Management
Nonprofit Management and Leadership
MBA, IMBA
52
* Students pursuing MBA/MFA/MA or MBA/JD should consult with Student Services, the degree program director and diploma program
director to see if requirements can be met within the time line of the programs
30 – Schulich School of Business
PAGE
Programs
Post-MBA Diploma in Advanced Management
T
he relentless and radical change associated with the business environment means that those holding MBA degrees must constantly
upgrade 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 Advanced
Management. While other schools have chosen to mount brief ‘refresher’ programs’ for their graduates, Schulich has opted instead to
support 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 the
mainstream of Year 2 of the Schulich MBA program.
ACADEMIC REGULATIONS
THE ACADEMIC PROGRAM
Students registered in the Post-MBA Diploma in Advanced
Management are subject to the regulations governing all graduate
students at Schulich, outlined in ‘Academic Policies and Regulations’
of this handbook, including continuous registration, except where
otherwise specified. These include general policies and regulations, as well as those on academic honesty, examinations, grade
appeals, promotion criteria, and others, and all York University
rules regulations and policies.
Students are encouraged to select electives in order to broaden
knowledge of a specific specialization (e.g. add an international
perspective to existing skills and knowledge in a specific functional
area such as marketing or finance); deepen knowledge of a specific
area (e.g. add nonprofit organizations and the public sector to
existing skills and knowledge of strategic planning for private
sector firms); or develop expertise in a new area (e.g. a management
function such as organization studies; an industry such as real
estate and infrastructure); or a management topic such as business
and the environment.
STUDY OPTIONS
Full-time Study (Keele Campus)
•
•
•
normal full-time course load is 10.50-15.00 credits of
courses per term
September, January or May admission is possible
for fee-paying purposes, enrolment in any given term in 9.00 or
more credits of courses constitutes full-time study; students
declare this upon entry
Part-time Study (Keele Campus)
•
•
•
normal part-time course load is 6.00 credits of courses per
term
September, January or May admission is possible
for fee-paying purposes, enrolment in any given term in 7.50
credits of courses or less constitutes part-time study;
students declare their status upon entry or declare a change
before the start of term
ELECTIVE COURSES
Elective courses are listed on pages 60-62. Please note that prerequisites or the equivalents are required for certain electives. PostMBA Diploma students may not enrol in courses outside of the
Schulich 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 those
who have studied for at least two years in a university where
English is the language of instruction
PROGRAM LENGTH
Full-time students have a maximum of three consecutive terms to
complete the requirements for the Post-MBA Diploma in Advanced
Management. Part-time students must complete the requirements
in a maximum of six consecutive terms.
FEE SCHEDULE
See details on pages 8-9.
GRADUATION REQUIREMENTS
•
•
15.00 credits of MBA 2 elective courses
overall grade point average (GPA) of 4.40 (B-)
Schulich School of Business – 31
Programs
Financial Engineering Diploma (Stand Alone)
T
he Financial Engineering Graduate Diploma at York University is a program offered by the Schulich School of Business in collaboration
with the Department of Mathematics and Statistics. It provides rigorous training in financial theory, methods of engineering, tools of
mathematics and practice of programming.
After completing the program, students will be equipped with the theoretical knowledge and specialized skills to develop and value new
financial instruments and implement risk management schemes. Possible career paths include derivatives trading and valuation, risk management in banks, investment firms, brokerage houses, other financial institutions and consulting firms.
The Financial Engineering Diploma (Stand Alone) program offers a unique opportunity with the Schulich advantage to applicants who have
strong backgrounds in economics, mathematics, statistics, engineering science, or computing science and hope to accelerate their career in
the financial industry.
To obtain the Financial Engineering Diploma (Stand Alone), students need to complete five Masters’-level courses offered by the Schulich
School of Business and the Graduate Program of Mathematics and Statistics. Students have a maximum of six consecutive terms to complete these requirements.
ACADEMIC REGULATIONS
PROGRAM LENGTH
Students registered in the Financial Engineering Diploma (Stand
Alone) are subject to the regulations governing all graduate students
at Schulich, outlined in ‘Academic Policies and Regulations’ of this
handbook, including continuous registration, except where otherwise
specified. These include general policies and regulations, as well as
those on academic honesty, examinations, grade appeals, debarment,
and others, and all York University rules regulations and policies.
Students have a maximum of six consecutive terms to complete the
five required courses for the Financial Engineering Diploma (Stand
Alone). Students may not enrol in courses other than those specified
for the Financial Engineering Diploma (Stand Alone).
STUDY OPTIONS
•
•
•
normal part-time course load is 3.00 - 6.00 credits of courses
per term depending on course offerings in Fall, Winter and
Summer Terms.
Fall (Sept) admission only
Courses are offered during the day in some cases
THE ACADEMIC PROGRAM
ADMISSION CRITERIA
Academic Background
•
•
•
The Financial Engineering Diploma (Stand Alone) consists of five
Master’s-level 3 credit courses offered by the Schulich School of
Business (SB courses) and the Faculty of Graduate Studies Graduate
Program of Mathematics and Statistics (GS courses):
FNEN 6210 3.00
FNEN 6810 3.00
FNEN 6850 3.00
MATH 6910 3.00
MATH 6911 3.00
Theory of Portfolio Management
Derivative Securities
Fixed Income
Stochastic Calculus
Numerical Methods
For course descriptions, please refer to the Financial Engineering
Diploma (Stand Alone) website at:
www.schulich.yorku.ca/financialengineering/standalone
PROMOTION AND
GRADUATION REQUIREMENTS
•
•
•
promotion requires overall cumulative grade point average
(GPA) of 4.20 at the end of each term
graduation requires successful completion of specified courses
totaling 15.00 credits with an overall grade point average (GPA)
of 4.40 (B-)
failure in a course (3.00 credits) will result in withdrawal from the
Diploma Program. Withdrawal may be appealed to the Schulich
Student Affairs Committee
32 – Schulich School of Business
a four year undergraduate degree from a recognized university with
a minimum B average in the last two full years (or equivalent) of
academic study
a degree program which provides preparation for the highly
quantitative and computer-based aspects of the program.
Examples of degrees include Mathematics, Computer Science,
Engineering, Economics, Chemistry, and Physics
Applicants are expected to have familiarity with financial
market/economic concepts. This can be demonstrated by the
successful 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 (or
an equivalent), or
- two years work-related experience in a business context
dealing 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 those
who have studied for at least two years in a university where
English is the language of instruction.
Area & Program
Specialization Information
Area & Program Specialization Information
IN THIS SECTION
Global Mining Management ..................................................43
Global Retail Management ....................................................44
Introduction ...........................................................................33
Health Industry Management ...............................................45
Accounting ..............................................................................34
International Business...........................................................46
Arts and Media Administration............................................35
Marketing ................................................................................47
Business and Sustainability ..................................................36
Operations Management & Information Systems..............48
Business Consulting...............................................................37
Organization Studies .............................................................49
Economics ...............................................................................38
Public Management................................................................50
Entrepreneurial Studies .........................................................39
Real Estate and Infrastructure .............................................51
Finance ....................................................................................40
Social Sector Management ....................................................52
Financial Engineering ............................................................41
Strategic Management ...........................................................53
Financial Services ..................................................................42
INTRODUCTION
The Schulich School provides students with the opportunity to
select from the more than 130 elective courses. The result is a
rich opportunity to select from area and program specialization,
including management functions such as finance and marketing;
industries or sectors such as financial services, global mining management, social sector management; or management topics such
as international business, entrepreneurship, and business and
sustainability. Most electives are taken in Year 2 of a degree program. One elective is taken in Year 1.
Students may 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 continuing
careers are enhanced by selecting a wide variety of elective courses that add greater breadth to existing knowledge and skills.
In the MBA program, there are 27.00 credits available for electives. This permits a student to focus in two areas. Those who
have received Waiver with Replacement for several of the required
courses (see ‘Program Length’ on pages 16-17) may be able to
concentrate in more than two areas.
In the IMBA program, students are required to take 21.00 credits
of electives. This permits one or more specializations in addition
to international business, which is built into the program. For an
IMBA student, 9.00 credits of elective courses in one functional
area would be the guideline of declaring a specific specialization.
In the MBA/JD, MBA/MA and MFA/MA programs, students have
at least 12.00 credits of electives available. 9.00 credits of elective courses in one area or program specialization would be
required to declare a specific specialization.
Schulich students have a range of study options. They may choose
a specialization for which they are normally required to complete
12.00 or more credits of elective courses in a particular area of
study. Specialization may also take the form of a degree program
such as the International MBA (IMBA), MBA/MFA and MBA/MA, or
MBA/JD; and/or graduate diploma programs in real estate and
infrastructure, democratic administration, financial engineering,
arts and media administration, nonprofit management, or justice
system administration.
Schulich School of Business – 33
Area & Program
Specialization Information
Accounting
Study Options
• Specialization
• Post-MBA Diploma in
Advanced
Management
Summary of
Electives
ACTG 6120 3.00
Intermediate Financial
Accounting I
ACTG 6130 3.00
Intermediate Financial
Accounting for
Finance Majors
ACTG 6140 3.00
Intermediate Financial
Accounting II
ACTG 6150 3.00
Complex Financial Reporting
Issues
ACTG 6160 3.00
Advanced Financial
Accounting
ACTG 6200 3.00
Contemporary Issues in
Accounting
ACTG 6250 3.00
Financial Reporting and
Analysis
ACTG 6300 1.50
Financial Reporting Issues
For Financial Institutions
ACTG 6310 3.00
Adv Financial Statement
Analysis & Valuation
ACTG 6320 3.00
Advanced Finance Topics
ACTG 6350 1.50
Advanced Cost and
Management Accounting
ACTG 6400 3.00
Strategic Management
Accounting and Analysis
ACTG 6600 3.00
Auditing Standards and
Applications
ACTG 6610 3.00
Advanced Auditing
ACTG 6710 3.00
Introduction to Income
Taxation
chulich’s accounting courses cover financial accounting, managerial accounting, taxation and auditing. Financial
accounting provides information for decisions made by external stakeholders, including shareholders, lenders, unions,
S
customers and suppliers. It forms the basis for investment decisions and mergers and acquisitions. Managerial accounting
provides information for managerial decisions, such as resource allocation and performance evaluation.
In Schulich’s accounting courses, emphasis is placed on evaluation and judgment rather than on memorization. The
Schulich School of Business approaches the teaching of accounting by stressing critical thinking and analytical skills, as
well as technical skills. The courses are very demanding, but are crucial for any student who is interested in the financial
aspects of business.
Schulich accounting graduates have followed career paths in public accounting and auditing, taxation, entrepreneurship,
business acquisitions, consulting, financial analysis, pension administration, corporate finance, financial services, insurance, law, and the nonprofit sector. Schulich accounting graduates have become CEOs and CFOs of major corporations.
Schulich MBA accounting courses provide a good foundation for obtaining your CPA or ACCA designation.
FACULTY
Our accounting faculty members have a wide variety of backgrounds and extensive professional experience. Canada’s leading advanced and intermediate accounting textbooks were written by Schulich faculty members. Recent research includes
topics such as Canadian tax policy, the globalization of the accounting profession, sweatshop labour, privatization in developing countries, risk taking in the banking industry, hospital capacity decisions, auditor liability, and homelessness.
Area Coordinator
Cameron Graham
BSc (Alberta);
MDiv (Vancouver);
MBA & PhD (Calgary)
Associate Professor
of Accounting
Chair, Accounting Area
Marcia Annisette
BSc (WI, Trinidad & Tobago);
MSc (UMIST, UK);
PhD (Manchester, UK);
FCCA (UK), CPA, CGA
Associate Professor
of Accounting
Program Director,
Master of Accounting
Executive Director,
Student Services and
International Relations
Thomas H. Beechy
BBA (George Washington);
MBA (Northwestern);
DBA (Washington);
CPA (Illinois)
Professor Emeritus
of Accounting
ACTG 6720 3.00
Advanced Income Taxation
SPECIALIZATIONS
ACTG 6730 3.00
Managerial Tax Planning
General Specialization
ACTG 6800 3.00
Accounting and Control of
Nonprofit Organizations
ACTG 6951 3.00
Accounting and
Sustainability Reporting
Janne Chung
BSc & MA (Truman State);
PhD (ECowan State); CMA
Associate Professor
of Accounting
Jeffery Everett
BComm (Calgary); MNRM
(Manitoba); PhD (Calgary)
Associate Professor
of Accounting, CPA, CGA
Elizabeth Farrell
BA & BPHE (Queen’s); MBA
(York); FCPA, FCA (Ontario)
Adjunct Professor
Associate Program Director,
Master of Accounting
Sylvia Hsu
MD (TMU, Taiwan);
MBA (NCCU, Taiwan);
PhD (Wisconsin – Madison),
CPA, CGA (Ontario)
Associate Professor
of Accounting
Kiridaran Kanagaretnam
BSc (Sri Lanka); MSEE
(Purdue); PhD (Syracuse),
ACMA (UK), CGMA, CPA,
CMA, CGA
Professor of Accounting
Douglas Kong
BBA (Hawaii); MBA (York);
CPA, CMA (Ontario)
Sessional Lecturer
Linda Thorne
BCom (Toronto); MBA (York);
PhD (McGill); CA (Ontario)
Professor of Accounting
Amin Mawani
BComm (Alberta); MA
(Toronto); LLM (York); PhD
(Waterloo); FCPA, FCMA, CFP,
Fellow of FPSC
Associate Professor
of Accounting
Acting Director, Health
Industry Management
Dean Neu
BBA (Wilfrid Laurier);
MBA (York); PhD (Queen’s);
CA (Ontario)
Professor of Accounting
Sandy Qian Qu
BA (CUFE, China); MBA
(Windsor); PhD (Alberta),
CPA, CGA
Associate Professor
of Accounting
Hongping Tan
BA (Hubei, China); MA
(Wuhan, China); PhD (Queen’s)
Associate Professor
of Finance
V. Umashanker Trivedi
BSc (Andhra, India);
PhD (Arizona)
Associate Professor
of Accounting
Albert Tsang
BSc (China); MSc, MBA &
PhD (Texas)
Associate Professor
of Accounting
Alla Volodina
iBBA (York), MBA (Queen's),
CPA, CA (Ontario)
Adjunct Professor
REQUIRED ELECTIVES
ACTG 6120 3.00 Intermediate Financial Accounting I
REQUIREMENTS
RECOMMENDED ELECTIVES
•
ACTG 6140 3.00 Intermediate Financial Accounting II
ACTG 6160 3.00 Advanced Financial Accounting
ACTG 6200 3.00 Contemporary Issues in Accounting
12.00 credits of elective courses consisting of:
- 6.00 credits of required courses
- 6.00 credits of additional electives from the
‘Summary of Specialization Electives’ at left
REQUIRED ELECTIVES
ACTG 6120 3.00 Intermediate Financial Accounting I
ACTG 6400 3.00 Strategic Management Accounting
and Analysis
Financial Accounting
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
- 3.00 credits of required courses
- 9.00 credits of recommended courses or other
accounting electives
34 – Schulich School of Business
PROFESSIONAL DESIGNATIONS
The Schulich MBA can help prepare you for a CPA or ACCA
designation. This requires careful planning of your course
selections. For a list of course requirements please visit the
website. If you need assistance, please contact Melissa Judd.
Area & Program
Specialization Information
Arts and Media Administration
Study Options
• Joint Master of Business
Administration/Master
of Fine Arts (MBA/MFA)
or Master of Business
Administration/Master
of Arts (MBA/MA)
• Graduate Diploma in
Arts and Media
Administration (MBA)
• Specialization (MBA,
IMBA, MBA/JD)
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
ARTM 6300 3.00
Cultural Policy
ARTM 6301 3.00
Issues in Arts and Cultural
Management
ARTM 6340 3.00
Managing the Broadcast &
Digital Worlds: Strategy and
Change in Television and
Online Media
ARTM 6350 3.00
The Business of Creativity
in the Cultural Sector
ARTM 6360 3.00
Business Solutions for
Digital Media
chulich offers Canada’s only English language MBA with a specialization in arts and media. The program provides a deep
and current understanding of management issues and practices in the arts, media and entertainment sectors across a
S
spectrum from broadcasting, digital and social media industries to not-for-profit arts and social enterprise organizations.
Students will achieve a thorough and current understanding of the business of creative industries, enabling them to support
and advance their careers.
In its 45 year history, program alumni have achieved senior management positions in all areas of the arts, entertainment and
media sectors, as well as senior government policy positions. Program instructors are distinguished leaders in their disciplines,
and students gain regular access to current top executives, in formal and informal activities.
While the program focuses on the Canadian experience in a globalized environment, it is also designed to support educational
objectives of exchange and foreign students, with a rich network of support and extra-curricular activities.
FACULTY
Schulich ARTM faculty members are well known nationally and internationally for their work in arts, entertainment and
media. Their expertise spans a wide range of related issues, including strategic management, policy development and
entrepreneurship. All faculty members continue to play a vital role in the field of arts and culture.
Program Director
Joyce Zemans, CM
BA & MA (Toronto); DFA
Hon (Nova Scotia College of
Art & Design); Hon LLD
(Waterloo); Hon DFA
(Concordia)
Senior Scholar and
University Professor Emerita
Director, Arts and Media
Administration Program
Douglas Barrett
BA (York); MSc (Syracuse);
LLB (Dalhousie)
Visiting Bell Media Professor
in Media Management
Patricia (Pat) Bradley
BA (Concordia); MBA (York)
Sessional Lecturer in Arts
and Media
SPECIALIZATION
Peter Grant
BA (Toronto); LLB (Toronto)
Adjunct Professor
Trina McQueen, OC
BA (Carleton); Hon LLD
(Mount St. Vincent,
Carleton, Waterloo)
Adjunct Professor
Steve Ord
BA (Concordia); MBA (York)
Sessional Lecturer in Arts
and Media
Brian Wynn
BA (Yale); LLB (Toronto)
Sessional Lecturer in Arts
and Media
GRADUATE DIPLOMA IN ARTS AND
MEDIA ADMINISTRATION
REQUIREMENTS
•
•
REQUIREMENTS
12.00 credits of elective courses consisting of:
- 6.00 credits of the required electives
- 6.00 or more credits of recommended electives
•
•
MGMT 6100 3.00 Strategy Field Study is recommended
in a cultural sector organization
•
REQUIRED ELECTIVES
ARTM 6301 3.00 Issues in Arts and Cultural Management
ARTM 6300 3.00 Cultural Policy
RECOMMENDED ELECTIVES
ARTM 6340 3.00 Managing the Broadcast &
Digital Worlds: Strategy and Change
in Television and Online Media
ARTM 6350 3.00 The Business of Creativity in
the Cultural Sector
ARTM 6360 3.00 Business Solutions for Digital Media
•
taken concurrently with a Schulich graduate degree*
diploma must be completed within one term of
completing graduate program degree requirements
12.00 credits of elective courses consisting of:
- 3.00 credits of the required elective ARTM 6301 3.00
- 9.00 or more credits of recommended courses
- a minimum 12-week full-time internship in a
cultural sector organization
MGMT 6100 3.00 Strategy Field Study in a culturalsector organization.
*Students must satisfy both Graduate Diploma (above) and
MBA requirements (see page 17).
ADVISORY BOARD
Tricia Baldwin
Director
Isabel Bader Centre for the
Performing Arts
Louise Dennys
Vice-President and Publisher
Alfred A. Knopf Canada
Mallory Gilbert
Arts Consultant
Former General Manager
Tarragon Theatre
Peter Lyman
Senior Partner
Nordicity
Laura Michalchyshyn
Partner/Producer
Sundance Productions
Alexandra Montgomery
Former Executive Director
Gardiner Museum of
Ceramic Art
David Mirvish
Mirvish Productions
Andrew Shaw
Former President & CEO
Toronto Symphony
Orchestra
Schulich School of Business – 35
Area & Program
Specialization Information
Business and Sustainability
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
• Graduate Diploma in Business
and the Environment
Summary of Electives
ACTG 6951 3.00
Accounting and
Sustainability Reporting
BSUS 6200 3.00
Managing Ethics & Social
Responsibility
BSUS 6300 3.00
Management Practices for
Sustainable Business
BSUS 6500 3.00
Business Strategies for
Sustainability
BSUS 6600 3.00
Sustainability and
Carbon Finance
ECON 6170 3.00
Environmental Economics
for Business
ENTR 6655 3.00
Social Entrepreneurship
ETHC 6950 1.50
Ethics and Finance
MGMT 6200 3.00
Business Administration and
the Law
MGMT 6600 3.00
Social Innovation and the
Structure of Global Poverty
MINE 6100 3.00
Strategy and Value Creation
in Mining
MINE 6300 3.00
Towards Sustainable Mining
MKTG 6480 3.00
Nonprofit Marketing and
Resource Development
ORGS 6350 3.00
Managing Change
ORGS 6400 3.00
Power and Politics in
Organizations
ORGS 6420 3.00
Crisis Management
ORGS 6560 3.00
Negotiations
PROP 6550 3.00
Sustainable Cities: Urbanization,
Infrastructure, and Strategic
Choices
PUBL 6140 3.00
Business and Government
SOCM 6400 3.00
Social Purpose Investing
and Finance
Faculty of Environmental
Studies
ENVS 6114 3.00
Sustainable Development
for Canada
ENVS 6115 3.00
Ecological Economics
ENVS 6144 3.00
Action Learning
ENVS 6148 3.00
Environmental Negotiation and
Mediation
ENVS 6155 3.00
Program Implementation
ENVS 6164 3.00
Environmental Law
ENVS 6179 3.00
Climate Change
ENVS 6186 3.00
Theory and Methods of
Environmental Impact
Assessment
ENVS 6281 3.00
Consulting Skills
Osgoode Hall Law School
LW 2880 3.00
Environmental Law
LW 3490 3.00
Resource Management
LW 3590 3.00
Transnational Corporations
and Human Rights
LW 3830 3.00
Climate Change Law
LW 4880 3.00
International Environmental
Law: Protection of the Global
Environment
LW 5170 3.00
Corporate Governance
usiness operates in an increasingly complex setting. Environmental and social concerns are at the forefront of the new issues
which are stretching the responsibilities of business and demanding new types of management thinking. These concerns
B
first affected established industries in forestry products, chemicals and mining sectors. Today, however, they are impacting other
manufacturers, 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 at
the cutting edge of current best practice. The business and sustainability specialization equips students for general management
and senior corporate positions, as well as for work in specialist environmental management or consulting posts.
FACULTY
Faculty members from the Schulich School, York’s Osgoode Hall Law School and the Faculty of Environmental Studies have
gained recognition internationally for teaching and research in their respective fields.
Andrew Crane
BSc (Warwick);
PhD (Nottingham, UK)
Professor of Strategic
Management/Policy
George R. Gardiner Professor
in Business Ethics
Program Director,
Centre of Excellence in
Responsible Business
Wesley Cragg
BA Hons & MA (Alberta);
BPhil & DPhil (Oxford, UK)
Professor Emeritus of
Business Ethics
Cross-appointed to
Department of Philosophy,
Faculty of Liberal Arts &
Professional Studies
Dirk Matten
Dipl.Kfm. (Essen, Germany);
Dr.rer.pol. & Dr.habil.
(Düsseldorf, Germany)
Professor of Strategic
Management/Policy
Hewlett-Packard Chair in
Corporate Social Responsibility
Associate Dean, Research
Burkard Eberlein
MSc (London School of
Economics, UK); MA & PhD
(Konstanz, Germany)
Associate Professor of
Strategic Management/Policy
SPECIALIZATION
Irene Henriques
BSc & MSc (Montreal);
PhD (Queen’s)
Professor of Economics
and Sustainability
Perry Sadorsky
BSc Hons & MA (British
Columbia); PhD (Queen’s)
Associate Professor
of Economics
Douglas Kong
BBA (Hawaii); MBA (York);
CMA
Sessional Lecturer in
Accounting
Garrick Ng
MBA (York); B.Comm (UBC)
Sessional Lecturer in Business
and Sustainability
Mike Valente
BCom (Laurentian); MBA
(Wilfrid Laurier), PhD (York)
Associate Professor of
Organization Studies
Stepan Wood
BA (York); LLB (Osgoode);
SJD candidate (Harvard);
of the Bar of New York
Associate Professor
REQUIREMENTS
GRADUATE DIPLOMA IN BUSINESS
AND THE ENVIRONMENT
•
REQUIREMENTS
12.00 credits of elective courses consisting of:
- 6.00 credits of required electives
- 3.00-6.00 credits of recommended electives at left
- up to 6.00 credits of additional courses (with the
permission of the Program Director, students may take
courses in the Faculty of Environmental Studies and
Osgoode Hall Law School not listed in this publication)
REQUIRED ELECTIVES
BSUS 6200 3.00 Managing Ethics and Social Responsibility
BSUS 6300 3.00 Management Practices for Sustainable
Business
BSUS 6500 3.00 Business Strategies for Sustainability
In addition, it is possible to take an independent study towards
the specialization with the consent of the Program Director.
•
•
•
•
taken concurrently with an MBA* or MES* degree
diploma must be completed within one term of
completing graduate program degree requirements
12.00 credits of elective courses consisting of:
- 6.00 credits of required courses below
- 6.00 credits 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) and
MBA or MES requirements
REQUIRED COURSES
BSUS 6300 3.00 Management Practices for
Sustainable Business
BSUS 6500 3.00 Business Strategies for Sustainability
ADVISORY COUNCIL
Bill White (Chair)
Partner, CBW Associates Inc.
David Clarry
Vice President, Corporate
Social Responsibility
Hudbay Minerals Inc.
John Coyne
Vice President Legal and
External Affairs and
General Counsel
Unilever Canada Inc.
36 – Schulich School of Business
Frances Edmonds
Director, Environmental
Programs
Hewlett-Packard (Canada) Co.
Dave Frederickson
Vice President
National Business Development
Long View Systems
Christian Haub
CEO, Tengelmann – Americas
President & Chairman
Emil Capital Partners LLC
Lloyd Hetherington
President, LEDR Inc.
Simon Jimenez
Director, Corporate Social
Responsibility
Barrick Gold Corporation
Paul Klein
President and Founder
Impakt
Bob Mann
COO, Sustainalytics
Susan McGeachie
Market Leader,
Climate Change and
Sustainability Services
Ernst & Young LLP
Sarah Winterton
Leader, Strong Nature
Strong Economy
World Wildlife Fund
Area & Program
Specialization Information
Business Consulting
Study Options
• York Consulting Group
(YCG)
Summary of
Electives
MGMT 6700 3.00
Project Management
MGMT 6960 3.00
Management Consulting
students considering a career in business consulting, the Schulich School offers an opportunity to gain valuable
through the York Consulting Group.
Forexperience
FACULTY
James Mackay
BA Hons (Toronto); MBA (Western, Ontario);
CMC (Certified Management Consultant)
Adjunct Professor of Strategic Management
Director of Strategy Field Study Program
Academic Director, York Consulting Group
YORK CONSULTING GROUP (YCG)
Founded in 1972, the York Consulting Group (YCG) has
grown to become Canada’s largest year-round business
school consulting service. It offers a wide range of management
consulting services to organizations ranging from small
entrepreneurial to multinational corporations. Its consultants are MBA students currently enrolled in Schulich. Each
student has at least 2 years of full-time work experience
and commits to work at least 20 hours per week for
the YCG for a minimum of 2 consecutive terms. Previous
consulting projects have spanned a wide range of industries
and have included: marketing plans, feasibility studies,
promotional strategies, industry analysis, financial forecasts,
business plans, competitor research and organizational
audits. In addition to work experience, preferred candidates
for YCG positions have strong academic backgrounds. As
part of the screening process for appointment, students
must complete a special YCG case study assignment and be
interviewed by a YCG representative.
Requirements
As part of their participation in the York Consulting Group,
students enrol in a unique experiential course, MGMT 6960
3.00, Management Consulting. The course runs over 26
weeks and consists of workshops, case studies, and actual
consulting assignments. Under the supervision of faculty,
students learn to engage clients, develop consulting proposals,
undertake consulting work, complete appropriate business
research and compose consulting reports. Students are
assessed on their performance in these assignments, as well as
initiatives they undertake to promote and improve the work
of YCG. Students can only register for the course with the
approval of the YCG directors.
NOTE: YCG requires a minimum of two full terms commitment and recruitment drives happen twice a year around
October and February. Accelerated full-time students wishing to participate in YCG will have to spend an additional
term in order to complete the requirements for the program.
RECOMMENDED ELECTIVES
MGMT 6700 3.00
MGMT 6960 3.00
Project Management
Management Consulting
Schulich School of Business – 37
Area & Program
Specialization Information
Economics
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
ECON 6110 3.00
Industrial Economics
ECON 6120 3.00
The Economics of
Regulation and
Deregulation
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
T
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 for understanding
competitive interactions, corporate strategies, technology transfers and entrepreneurship. For example, economic forecasting
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 financial institutions.
Schulich graduates specializing in economics have followed career paths leading to the position of: partner – investment banks, 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.
ECON 6170 3.00
Environmental Economics
for Business
FACULTY
ECON 6180 3.00
Money, Credit and
Macroeconomic Policy
Economics faculty members have a wide variety of backgrounds and extensive professional experience. Recent research
includes topics such as Canadian manufacturing adjustments to free trade, business and the environment, the international
monetary system, and changes in the global automotive and telecommunications industries.
ECON 6210 3.00
Economic Forecasting and
Analysis
ECON 6220 3.00
Macroeconomics and the
Supply Side
ECON 6450 3.00
Innovation and
Technology Diffusion
ECON 6510 3.00
Applied International
Economics
ECON 6960 3.00
Business and Economic
Environments of East and
Southeast Asia
Area Coordinator
Atipol Bhanich Supapol
BA (Carleton);
MA (Northeastern);
PhD (Carleton)
Associate Professor
of Economics
Donald J. Daly
BA & BComm & MA
(Queen’s); PhD (Chicago)
Senior Scholar in Economics
Graeme Deans
BSc (Queen’s); MBA
(Amos Tuck School at
Dartmouth College)
Sessional Lecturer in Economics
Irene Henriques
BSc & MSc (Montreal);
PhD (Queen’s)
Professor of Economics
and Sustainability
Perry Sadorsky
BSc Hons & MA (British
Columbia); PhD (Queen’s)
Associate Professor
of Economics
Fred Lazar
BCom (Toronto);
AM & PhD (Harvard)
Associate Professor of
Economics
Cross-appointed to
Department of Economics,
Faculty of Liberal Arts &
Professional Studies
John N. Smithin
BA (London Polytechnic, UK);
MA & PhD (McMaster)
Professor of Economics
Cross-appointed to
Department of Economics,
Faculty of Liberal Arts &
Professional Studies
SPECIALIZATION
REQUIREMENTS
•
12.00 credits of recommended elective courses
RECOMMENDED ELECTIVES
ECON 6110 3.00 Industrial Economics
ECON 6120 3.00 The Economics of Regulation and
Deregulation
ECON 6170 3.00 Environmental Economics for Business
ECON 6180 3.00 Money, Credit and Macroeconomic Policy
ECON 6210 3.00 Economic Forecasting and Analysis
ECON 6220 3.00 Macroeconomics and the Supply Side
ECON 6450 3.00 Innovation and Technology Diffusion
ECON 6510 3.00 Applied International Economics
ECON 6960 3.00 Business and Economic Environments of
East and Southeast Asia
38 – Schulich School of Business
Theodore Tolias
BA (Aristotle); MA (Toronto);
PhD (ABD) (Manitoba)
Sessional Lecturer in
Economics and
International Business
Bernard M. Wolf
BA (CUNY); MA & PhD (Yale)
Professor Emeritus
of Economics
Director, International
Business Designation
(BBA, iBBA, and MBA)
Farrokh Zandi
BA (Pahlavi); MA (Lakehead);
PhD (Carleton)
Associate Director
BBA/iBBA Program
Area & Program
Specialization Information
Entrepreneurial Studies
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
ENTR 6605 3.00
Entrepreneurship and
New Firm Creation
ENTR 6625 3.00
Managing Venture Growth
and Transition
ENTR 6635 3.00
International
Entrepreneurship
ENTR 6645 3.00
Corporate Entrepreneurship
ENTR 6655 3.00
Social Entrepreneurship
ENTR 6910 3.00
Venture Capital and
Private Equity
ENTR 6991 3.00
Consulting to Family
Enterprise
HIMP 6170 3.00
Commercialization in Pharma
and Biotech
HIMP 6180 3.00
Innovation and Change
Across the Health Industry
MGMT 6800 3.00
Innovation through
Technology and Design
MKTG 6570 3.00
Strategic Professional Selling
SGMT 6050 3.00
Mergers and Acquisitions
SGMT 6400 3.00
Strategic Thinking and
Action in Turbulent
Environments
SGMT 6800 3.00
Strategic Management of
Technology-Based Firms
ourses 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 or for those who wish to advise, finance or
C
otherwise work with entrepreneurs. 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 founding and growing ventures including social, corporate, family, international or domestic enterprises. The increasing importance of growing small and medium-size enterprises as the primary job creators in national economies is part of a global trend 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 from the 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 career
paths leading to: owner and/or manager of a small or medium-size enterprise; heir to a family firm; professional manager in a
family business; manager in other organizations doing business with smaller entrepreneurial firms (e.g. a chartered bank, venture capital or private equity firms, partners of entrepreneurial firms, economic development agencies, etc.).
FACULTY
Entrepreneurial studies faculty members have a wealth of experience in the entrepreneurial sector as consultants, advisors, board
members, venture capitalists, financing and marketing experts, economic development officers and most importantly, as entrepreneurs. They have published numerous articles and technical monographs and are sought after frequently by the media to
comment 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.
Specialization Director
Charlene Zietsma
BA (Wilfrid Laurier);
MBA (Simon Fraser);
PhD (British Columbia)
Associate Professor of
Organization Studies
Ann Brown Chair in
Organization Studies
Director, Entrepreneurial
Studies Program
Douglas Cumming
BCom (McGill); MA (Queen’s);
JD & PhD (Toronto); CFA
Professor of Finance
Entrepreneurship
Ontario Research Chair
in Economics and Cross
Cultural Studies
Recipient, Schulich
Inaugural Emerging
Research Award (2015)
Yuval Deutsch
BA & MA (Hebrew);
PhD (British Columbia)
Associate Professor of
Strategic Management/
Policy and Entrepreneurial
Studies
Eileen Fischer
BA & MASc (Waterloo);
PhD (Queen’s)
Professor of Marketing
Anne & Max Tanenbaum
Chair in Entrepreneurship
and Family Enterprise
Director, PhD Program
SPECIALIZATION
12.00 credits of recommended elective courses
RECOMMENDED ELECTIVES
ENTR 6605 3.00
ENTR 6625 3.00
ENTR 6635 3.00
ENTR 6645 3.00
ENTR 6655 3.00
ENTR 6900 1.50
ENTR 6900 3.00
ENTR 6910 3.00
ENTR 6991 3.00
HIMP 6170 3.00
HIMP 6180 3.00
MGMT 6800 3.00
REQUIREMENT
•
Laurence Ginsberg
BComm (Manitoba);
MBA (Toronto); CA (Ontario)
Sessional Lecturer in
Entrepreneurial Studies
Geoffrey M. Kistruck
BA (Western); MBA
(McMaster); PhD (Western)
Associate Professor in
Entrepreneurial Studies
Ron Binns Chair in
Entrepreneurship
Sofia Johan
LLB (Liverpool);
LLM in International
Economic Law (Warwick);
PhD in Law (Tilburg)
Sessional Lecturer in
Entrepreneurial Studies
Entrepreneurship and New Firm Creation
Managing Venture Growth
and Transition
International Entrepreneurship
Corporate Entrepreneurship
Social Entrepreneurship
Individual Studies
Individual Studies
Venture Capital and Private Equity
Consulting to Family Enterprise
Commercialization in Pharma
and Biotech
MGMT 6810 3.00
MKTG 6440 3.00
MKTG 6570 3.00
OMIS 6700 3.00
SGMT 6050 3.00
SGMT 6060 3.00
SGMT 6400 3.00
SGMT 6800 3.00
Moren Lévesque
BA & MA (Laval);
PhD (British Columbia)
Certified General
Accountants of Ontario
Chair in International
Entrepreneurship
Professor of
Operations Management &
Information Systems
Steve Pulver
BA (Toronto); MBA (York)
Sessional Lecturer in
Entrepreneurial Studies
Innovation and Change Across
the Health Industry
Innovation through Technology
and Design
Creativity & Innovation: Techniques for
a Rapidly Changing World
New Products
Strategic Professional Selling
Managing New Technology
Mergers and Acquisitions
The Art of the Deal
Strategic Thinking and Action in
Turbulent Environments
Strategic Management of
Technology-Based Firms
Schulich School of Business – 39
Area & Program
Specialization Information
Finance
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
BSUS 6200 3.00
Managing Ethics & Social
Responsibility
ENTR 6991 3.00
Consulting to Family
Enterprise
ETHC 6950 1.50
Ethics and Finance
FINE 6050 3.00
Personal Financial
Management
FINE 6100 3.00
Financial Management
FINE 6150 3.00
Advanced Corporate
Finance
FINE 6200 3.00
Investments
FINE 6310 3.00
Econometrics of
Financial Markets
FINE 6400 3.00
International Financial
Management
FINE 6500 3.00
Behavioural Finance
FINE 6600 3.00
Corporate Financial Analysis
FINE 6800 3.00
Options, Futures and Other
Derivative Securities
FINE 6860 3.00
Retirement Income
Planning Models
FINE 6875 3.00
Alternative Investments
he Schulich finance specialization is one of the most extensive in Canada, with coverage of the full spectrum of financial
T
activities in Canadian business, including corporate financial management and investment management. Schulich graduates
can also specialize in financial services (see page 42) and financial engineering (see page 41).
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
managers and executives in non-financial companies.
Investment management focuses on the design, marketing and trading of financial instruments, including bonds, stocks
and derivative securities. Career paths lead to positions such as financial analyst, broker, underwriter and portfolio manager.
FACULTY
The 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 practical
applications. For example, faculty members have developed a unique approach to personal investment management over the
human 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 application
of financial theory to the development of new products, behavioral finance and international financial management.
Area Coordinator
Kee-Hong Bae
BS & MS (Korea);
PhD (Ohio State)
Professor of Finance
Chair, Finance Area
Melanie Cao
BSc & MA (Hust, China);
MBA (Ottawa);
PhD (Toronto)
Associate Professor of Finance
Karen Chiykowski
BSc (Toronto); MBA (York)
Sessional Lecturer in Finance
Douglas Cumming
BCom (McGill); MA (Queen’s);
JD & PhD (Toronto); CFA
Professor of Finance and
Entrepreneurship
Ontario Research Chair in
Economics and Cross
Cultural Studies
Ming Dong
BS (Fudan, China); MS
(New York); PhD (Ohio State)
Associate Professor of Finance
Mark Kamstra
BA Hons (Queen’s);
MA (British Columbia);
PhD (UC, San Diego)
Professor of Finance
Director, Financial
Engineering Program
Ambrus Kecskés
BCom & PhD (Toronto)
Associate Professor
of Finance
George M. Klar
BSc (Toronto); MBA (York); CFA
Sessional Lecturer in Finance
Ingrid McLeod-Dick
BSc (Queen’s), MBA (York)
Sessional Lecturer in Finance
SPECIALIZATIONS
General Specialization
Requirements
FNEN 6820 3.00
Advanced Derivative
Securities
•
FNEN 6840 3.00
Enterprise-wide Financial
Risk Management
Requirements
• 12.00 credits of elective courses as below
Required Electives
FNSV 5500 1.50
Introduction to Financial
Services Management
FNSV 6700 3.00
Management of Risk
in Canadian Financial
Institutions
FNSV 6965 3.00
Regulation of Canadian
Financial Institutions
MKTG 6300 3.00
Service Marketing
PROP 6100 3.00
Real Estate Finance
and Investment
12.00 credits of elective courses at left
Financial Management
FINE 6100 3.00 Financial Management
FINE 6150 3.00 Advanced Corporate Finance
Recommended Electives
BSUS 6200 3.00
FINE 6200 3.00
FINE 6400 3.00
FINE 6600 3.00
FINE 6875 3.00
FNSV 5500 1.50
Managing Ethics & Social Responsibility
Investments
International Financial Management
Corporate Financial Analysis
Alternative Investments
Introduction to Financial Services
Management
FNSV 6700 3.00 Management of Risk in Canadian
Financial Institutions
Investment Management
Requirements
• 12.00 credits of elective courses as below
Required Electives
FINE 6200 3.00 Investments
FINE 6800 3.00 Options, Futures and Other
Derivative Securities
40 – Schulich School of Business
Yelena Larkin
BA, MA & MBA (Hebrew,
Israel); PhD (Cornell)
Assistant Professor of Finance
Moshe Arye Milevsky
BA (Yeshiva); MA & PhD (York)
Associate Professor of Finance
Lilian Ng
BBA (Singapore); MBA
(Binghamton); PhD
(Wharton, Pennsylvania)
Scotia Bank Chair in
International Finance,
Professor of Finance
Roderick Pamenter
BA (Colgate); MBA (York); CFA
Sessional Lecturer in Finance
Eliezer Prisman
BA (Hebrew, Israel);
MSc & DSc (Technion, Israel)
Nigel Martin Chair in Finance
Gordon S. Roberts
BA (Oberlin College);
MA & PhD (Boston College)
Professor of Finance
CIBC Professor of
Financial Services
Pauline M. Shum
BA Hons (British Columbia);
MA & PhD (Toronto)
Professor of Finance
Hongping Tan
BA (Hubei, China); MA
(Wuhan, China); PhD (Queen’s)
Associate Professor of Finance
Yisong Tian
BSc (Nankai, China);
MBA & PhD (York)
Professor of Finance
Director, Master of Finance
Program
Recommended Electives
BSUS 6200 3.00
ETHC 6950 1.50
FINE 6050 3.00
FINE 6310 3.00
FINE 6500 3.00
FINE 6600 3.00
FINE 6860 3.00
FINE 6875 3.00
FNEN 6820 3.00
FNEN 6840 3.00
FNSV 6965 3.00
Managing Ethics & Social Responsibility
Ethics and Finance
Personal Financial Management
Econometrics of Financial Markets
Behavioural Finance
Corporate Financial Analysis
Retirement Income Planning Models
Alternative Investments
Advanced Derivative Securities
Enterprise-wide Financial Risk Management
Regulation of Canadian Financial
Institutions
PROP 6100 3.00 Real Estate Finance and Investment
Private Wealth Management
Requirements
• 12.00 credits of required and recommended electives
as below
Required Electives
FINE 6050 3.00
FINE 6200 3.00
Personal Financial Management
Investments
Recommended Electives
BSUS 6200 3.00 Managing Ethics and Social
Responsibility
ENTR 6991 3.00 Consulting to Family Enterprise
FINE 6500 3.00 Behavioural Finance
FINE 6800 3.00 Options, Futures, and Other Derivatives
FINE 6860 3.00 Retirement Income Planning Models
FNSV 5500 1.50 Introduction to Financial Services
Management
MKTG 6300 3.00 Service Marketing
Area & Program
Specialization Information
Financial Engineering
Study Options
• Graduate Diploma in
Financial Engineering
(MBA)
• Specialization
• Post-MBA Diploma in
Advanced
Management
• Graduate Diploma in
Financial Engineering
(Stand Alone)
Summary of
SSB Electives
FNEN 6210 3.00
Theory of Portfolio
Management
FNEN 6810 3.00
Derivative Securities
FNEN 6820 3.00
Advanced Derivative
Securities
FNEN 6840 3.00
Enterprise-wide Financial
Risk Management
FNEN 6850 3.00
Fixed Income Securities
OMIS 6000 3.00
Models and Applications in
Operational Research
Faculty of
Graduate Studies
CSE 5910 3.00
Software Foundations
MATH 6910 3.00
Stochastic Calculus in
Finance
MATH 6911 3.00
Numerical Methods in
Finance
T
he Financial Engineering Graduate Diploma at York University is a program offered by the Schulich School of Business in
collaboration with the Department of Mathematics and Statistics. It provides rigorous training in financial theory, methods of
engineering, tools of mathematics and practice of programming.
Applicants with strong quantitative backgrounds in economics, mathematics, statistics, computer science, science and engineering
are suitable for this program. After completing the program, students will be equipped with the theoretical knowledge and specialized skills to develop and value new financial instruments and implement risk management schemes. Possible career paths
include derivatives trading and valuation, risk management in banks, investment firms, brokerage houses, other financial institutions and consulting firms.
FACULTY
The faculty have been in the forefront of research into the design, development and implementation of innovative financial instruments. These include new measures of interest rate risk, correct after-tax valuation of derivative and fixed income instruments,
the innovation of financial instruments and new valuation techniques. The applications of the no-arbitrage
condition are the basis for financial engineering. Implementation of this condition to security markets has been the topic of
research projects at York. New computer software and a specialized textbook for this field have been created specifically for the
financial engineering program. Senior faculty members associated with the program are listed below.
Program Director
Mark Kamstra
BA Hons (Queen’s); MA (British
Columbia); PhD (UC, San Diego)
Professor of Finance
Director, Financial Engineering
Program
Andrew Aziz
BSc, Hons BSc; MBA (Queen’s);
PhD (York)
Lecturer
Franck van Breugel
MSc (Eindhoven University of
Technology); PhD (Free University
Amsterdam)
Professor of Computer Science &
Engineering
Melanie Cao
BSc & MA (Hust, China);
MBA (Ottawa); PhD (Toronto)
Associate Professor of Finance
Wade D. Cook
BSc (Mt. Allison); MSc (Queen’s);
PhD (Dalhousie)
Professor of Operations Management
& Information Systems
Gordon Charlton Shaw Professor
of Management Science
Chair, Operations Management
and Information Systems
Andrew Eckford
BEng (Royal Military College);
MASc & PhD (Toronto)
Associate Professor of Computer
Science and Engineering
Director, Computer Engineering
Program
Huaxiong Huang
BSc (Fudan); PhD (UBC)
Professor of Applied Mathematics
Hyejin Ku
BSc, MSc & PhD (Seoul National
University)
Associate Professor of
Mathematics & Statistics
ELIGIBILITY
All students must be approved by the Program Director based 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 website at www.yorku.ca/fineng to fill out and submit an Eligibility Questionnaire
SPECIALIZATION
REQUIREMENTS
• see Eligibility
• 12.00 credits of courses consisting of:
-
a minimum of 6.00 credits of required courses
up to 6.00 credits of recommended courses
REQUIRED ELECTIVES
FNEN 6210 3.00 Theory of Portfolio Management
FNEN 6810 3.00 Derivative Securities
FNEN 6850 3.00 Fixed Income Securities
RECOMMENDED ELECTIVES
CSE 5910 3.00 Software Foundations
FNEN 6820 3.00 Advanced Derivative Securities
FNEN 6840 3.00 Enterprise-wide Financial Risk
Management
MATH 6910 3.00 Stochastic Calculus in Finance
MATH 6911 3.00 Numerical Methods in Finance
OMIS 6000 3.00 Models and Applications
in Operational Research
Alexey Kuznetsov
MSc (Moscow State University);
PhD (Toronto)
Associate Professor of
Mathematics and Statistics
Moshe Arye Milevsky
BA (Yeshiva); MA & PhD (York)
Associate Professor of Finance
Eliezer Z. Prisman
BA (Hebrew, Israel); MSc &
DSc (Technion, Israel)
Nigel Martin Chair in Finance
Professor of Finance
S. David Promislow
BCom (Manitoba); PhD (UBC);
FSA; FCIA
Professor Emeritus of Mathematics
& Statistics
Tom Salisbury
BSc (McGill); PhD (UBC); FIMS; FIF
Professor of Mathematics and
Statistics
Yisong Tian
BSc (Nankai, China);
MBA & PhD (York)
Professor of Finance
Director, Master of Finance Program
Augustine Wong
BSc (Toronto); MA (York);
PhD (Toronto)
Professor of Mathematics and
Statistics
Man-wah Wong
BSc (Sir George Williams
University); MSc & PhD (Toronto)
Professor of Mathematics
Hongmei Zhu
BSc (China); MBc & PhD
(Waterloo)
Associate Professor of
Mathematics and Statistics
GRADUATE DIPLOMA IN FINANCIAL
ENGINEERING
REQUIREMENTS
•
•
•
see Eligibility
must be taken concurrently with a Schulich MBA*
the Graduate Diploma must be completed within one
term of completing all MBA program requirements
• 21.00 credits 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 working towards the Diploma in Financial
Engineering may take a maximum of 9.00 credits outside Schulich
* Students must satisfy both Graduate Diploma (above)
and MBA requirements (see page 17).
REQUIRED COURSES
CSE 5910 3.00 Software Foundations#
FNEN 6210 3.00 Theory of Portfolio Management
FNEN 6810 3.00 Derivative Securities
FNEN 6850 3.00 Fixed Income Securities
MATH 6910 3.00 Stochastic Calculus in Finance
MATH 6911 3.00 Numerical Methods in Finance
OMIS 6000 3.00 Models and Applications in
Operational Research
# With approval from the program director, students with a computer science
degree or acceptable experience may replace this course with FNEN 6820 3.00.
FINANCIAL ENGINEERING DIPLOMA
(STAND ALONE)
Please refer to page 32 for more information on the
Financial Engineering Diploma (Stand Alone)
Schulich School of Business – 41
Area & Program
Specialization Information
Financial Services
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
ACTG 6300 1.50
Financial Reporting Issues
For Financial Institutions
ACTG 6950 3.00
Financial Reporting
and Analysis
BSUS 6200 3.00
Managing Ethics & Social
Responsibility
ECON 6120 3.00
The Economics of Regulation
and Deregulation
ECON 6210 3.00
Economic Forecasting
and Analysis
ETHC 6950 1.50
Ethics in Finance
FNSV 6700 3.00
Management of Risk
in Canadian Financial
Institutions
FNSV 6750 1.50
Regulatory & Supervisory
Principles for Financial
Institutions
FNSV 6775 3.00
International Credit:
Markets and Metrics
FNSV 6800 1.50
Objectives and Principles
of Financial Regulation and
Supervision
FNSV 6850 1.50
Specialized Topics in
Regulation and Supervision
of Financial Institutions
FNSV 6950 3.00
Strategic and Operational
Issues in the Financial
Services Industry
FNSV 6960 1.50
Activity Based Costing
and the Financial Services
Industry
FNSV 6970 3.00
Competitive and
Organizational Strategies
for Financial Services Firms
FNSV 6975 3.00
Co-evolution of Financial
Markets and Institutions
FNSV 6985 1.50
The Canadian Life
Insurance Industry and
International Competition
FNSV 6990 1.50
Enterprise Risk
Management and Strategy
MKTG 6250 3.00
Business Marketing
MKTG 6300 3.00
Service Marketing
MKTG 6550 3.00
Brand Management
OMIS 6700 3.00
Managing New Technology
OMIS 6955 3.00
Service Operations
Management
ORGS 6020 3.00
Designing Effective
Organizations
ORGS 6350 3.00
Managing Change
SGMT 6050 3.00
Mergers and Acquisitions
SGMT 6800 3.00
Strategic Management of
Technology-Based Firms
IBUS 6410 3.00
Introduction to International
Business
IBUS 6430 3.00
International Business
Strategy
PROP 6100 3.00
Real Estate Finance and
Investment
PROP 6600 3.00
Real Estate Portfolio
Management
he Financial Services Program develops the expertise necessary to manage successfully in contemporary financial services
organizations. It is based on the principle of co-specializations, so that students can simultaneously specialize in Financial
T
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 a strong foundation in skills that will be relevant to a critically important and fast-changing industry. These skills include
general management areas such as marketing, strategy, real estate and infrastructure and organization studies. They also include
finance and financial engineering skills, which are particularly relevant to manage risk in the sector. The program is constructed
to allow students 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 and
senior executives in the financial sector that can provide ‘real-world’ perspectives on current issues.
FACULTY
Faculty members are active in research, textbook writing, consulting and public service on financial services issues. Many elective courses
are also taught by faculty members in other areas. The Program remains open to support doctoral students in all Canadian universities.
Specialization Director
James L. Darroch
BA & MA & PhD (Toronto);
MBA & PhD (York)
Associate Professor of
Strategic Management/Policy
Director,
Financial Services Program
CIT Chair in Financial Services
Chair, Strategic
Management/Policy Area
Desmond Alvares
BEng (London, UK);
MBA (York); MBCS CITP (UK);
CPA, CMA (Ontario)
Sessional Lecturer
Bernard Hyams
BA Hons (Concordia); BEd
(McGill); MEd (Ottawa);
MBA (York)
Sessional Lecturer
Christine Helsdon Tekker
BA (UWO); MBA (McMaster);
LLM (York)
Sessional Lecturer
Patricia Meredith
BA Hons (UWO); MBA
(McMaster); FCA (Ontario);
CMA (Ontario); PhD (York)
Sessional Lecturer
SPECIALIZATION
REQUIREMENTS
•
•
12.00 credits of financial services courses and elective
courses consisting of:
- 4.50 credits of financial services courses, including
FNSV 5500 1.50
- 7.50 credits 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 with
Financial Institutions and be approved by the
Specialization Director.
42 – Schulich School of Business
Lee Watchorn
BSc Hons (McGill); FSA; FCIA,
Sessional Lecturer
Lois Tullo
BComm (Saskatchewan);
MBA (UWO); CA (Ontario)
Sessional Lecturer
FINANCIAL SERVICES COURSES
FNSV 5500 1.50 Introduction to Financial Services Management
FNSV 6700 3.00 Management of Risk in Canadian
Financial Institutions
FNSV 6750 1.50 Regulatory & Supervisory Principles for
Financial Institutions
FNSV 6775 3.00 International Credit: Markets and Metrics
FNSV 6800 1.50 Objectives and Principles of Financial
Regulation and Supervision
FNSV 6850 1.50 Specialized Topics in Regulation and
Supervision of Financial Institutions
FNSV 6950 3.00 Strategic and Operational Issues in the
Financial Services Industry
FNSV 6960 1.50 Activity Based Costing and the Financial
Services Industry
FNSV 6970 3.00 Competitive and Organizational Strategies
for Financial Services Firms
FNSV 6975 3.00 Co-evolution of Financial Markets and
Institutions
FNSV 6985 1.50 The Canadian Life Insurance Industry and
International Competition
FNSV 6990 1.50 Enterprise Risk Management and Strategy
Area & Program
Specialization Information
Global Mining Management
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
MINE 5100 3.00
Introduction to the Global
Mining Industry
MINE 6100 3.00
Strategy and Value Creation
in Mining
MINE 6200 3.00
Financial Fundamentals
in Mining
MINE 6300 3.00
Towards Sustainable Mining
MINE 6400 3.00
Managing Mining
Companies
BSUS 6200 3.00
Managing Ethics & Social
Responsibility
MGMT 6700 3.00
Project Management
OMIS 6500 3.00
Global Operations and
Information Systems
ORGS 6420 3.00
Crisis Management
PROP 6750 3.00
Financing Large Scale
Infrastructure
T
he Schulich MBA specialization in Global Mining Management (GMM) provides students with an in-depth understanding
of the management complexities and strategic opportunities that leaders face in the global mining industry. Students will
develop an appreciation of responsible practices as a core value and are ideally positioned to further enhance the performance
of the industry.
Graduates of the GMM specialization have the knowledge, aptitude, and management skills necessary to make effective
business decisions in leadership roles. GMM graduates are of great interest to a wide range of employers for leadership positions in the global mining industry and also the industries that serve the sector such as: engineering, consulting, equipment
suppliers, financial institutions, legal and accounting firms, NGOs, and governments.
FACULTY
The Global Mining Management program draws its faculty from all disciplines within the Schulich School, as well as from
the mining industry. Over 30 industry experts are involved in the development and delivery of our classes.
Specialization Director
Associate Director
Richard Ross
B.Comm (Toronto), CPA,
CA (Ontario)
Inmet Chair in Global Mining
Management
Claudia Mueller
Dipl.WiRecht (Pforzheim, Germany),
MBus International (Australia)
SPECIALIZATION
•
•
SGMT 6060 3.00
The Art of the Deal
SGMT 6720 3.00
Managing Globally:
Past, Present, Future
•
•
Students enrolled in degree programs that require
12.00 credits to obtain a specialization must complete
all required courses.
Students enrolled in degree programs that require
9.00 credits to obtain a specialization (such as IMBA)
must complete MINE 6100, MINE 6300, MINE 6400
(MINE 6200 not required)
The list of recommended courses includes courses
which may be of interest to students in addition to the
required courses. These courses are suggested additions
only and do not count towards the Global Mining
Management specialization.
MINE 5100 is open to first and second year MBA/IMBA
students. Students do not have to be part (or planning
on being part) of the Global Mining Management
specialization to enroll.
REQUIRED ELECTIVES
MINE
MINE
MINE
MINE
6100
6200
6300
6400
3.00
3.00
3.00
3.00
Strategy and Value Creation in Mining
Financial Fundamentals in Mining
Towards Sustainable Mining
Managing Mining Companies
Patricia Dillon
BSc & BEd (Toronto)
Executive-in-Residence
Craig Ford
BSc & MSc (Western, Ontario),
PhD (Colorado)
Executive-in-Residence
Eleanor Westney
BA & MA (Toronto);
MA & PhD (Princeton)
Professor of Organization Studies
Scotiabank Professor of
International Business
RECOMMENDED ELECTIVES
MINE5100 1.50
Introduction to the
Global Mining Industry
In addition to the GMM courses, we urge our students to
expand their knowledge in specific subject areas such as
strategy, management, finance and sustainability. Relevant
courses for the mining industry include:
For students interested in strategy or management:
ORGS 6350 3.00
SGMT 6050 3.00
SGMT 6060 3.00
SGMT 6400 3.00
Managing Human Resources
Mergers and Acquisitions
The Art of the Deal
Strategic Thinking and Action in
Turbulent Environments
SGMT 6240 3.00 Managing Strategic Alliances and Joint
Ventures
For students interested in finance:
FINE 6100 3.00
Financial Management
ACTG 6250 3.00 Financial Reporting and Analysis
PROP 6750 3.00 Project Finance for Infrastructure
For students interested in sustainability:
BSUS 6300 3.00
Management Practices for Sustainable
Business
ACTG 6951 3.00 Accounting and Sustainability Reporting
BSUS 6500 3.00 Business Strategy for Sustainability
Schulich School of Business – 43
Area & Program
Specialization Information
Global Retail Management
Study Options
T
IBUS 6490 3.00
International Negotiations:
Analysis, Strategy and
Practice
he retail sector plays a vital role in the global economy. The Canadian retail sector is highly dynamic, with global leaders
like Canadian Tire, Loblaws, Lululemon, and the Royal Bank of Canada, engaged in major expansion and new global
entrants such as Target and Nordstrom constantly changing the scene. In North America, an estimated two-thirds of Gross
Domestic Product comes from retail consumption.
The Global Retail Management specialization combines theory and technique with context (e.g., through industry guest
speakers) and applied examples and projects. The specialization offers many international case examples and grounded studies to involve students directly in the world of contemporary global retail.
Careers in retail and retail-related industries offer a broad array of global opportunities. The specialization is designed
to help develop strategic global managers for retail operations. This includes developing store managers into head office retail
executives, as a key part of a management development program. It is also targeted to buyers, account managers, and entrylevel sales people working directly in or with retail organizations. The knowledge and skills can also be applied by those who
work in companies facing retail clients, such as product managers in consumer packaged goods and food corporations who
rely on, work with, and must continually negotiate with retailers. Finally, those in support services such as consulting, law,
or research related to retailing will find value in this specialization. Close ties between industry and the specialization help to
ensure the relevance and ongoing contact between students and the dynamic world of retailing.
MKTG 6300 3.00
Service Marketing
FACULTY
MKTG 6325 3.00
Retail Marketing Strategies
Full-time and part-time faculty representing significant academic and industry experience will teach the program in Global
Retail Management. Most courses make extensive use of guest lecturers and project oriented assignments.
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
BSUS 6300 3.00
Management Practices for
Sustainable Business
IBUS 6410 3.00
Introduction to
International Business
MKTG 6326 3.00
Retail Analytics
MKTG 6360 3.00
Marketing Metrics
MKTG 6550 3.00
Brand Management
Specialization Director
Robert Kozinets
BBA & MBA (York);
PhD (Queen’s)
Professor of Marketing
David Johnston
BA & MA & PhD (UWO)
Associate Professor of
Operations Management &
Information Systems
Kate Ellis
Sessional Lecturer
MKTG 6570 3.00
Strategic Professional
Selling
MKTG 6800 3.00
Customer Experience Design
SPECIALIZATION
OMIS 6000 3.00
Models and Applications
in Operational Research
REQUIREMENTS
• 12.00 credits, consisting of:
OMIS 6500 3.00
Global Operations and
Information Management
OMIS 6560 3.00
Supply Chain Management
OMIS 6955 3.00
Service Operations
Management
-
9.00 credits of required courses
3.00 credits of one additional recommended course
REQUIRED ELECTIVES
MKTG 6325 3.00 Retail Marketing Strategies
MKTG 6326 3.00 Retail Analytics
OMIS 6560 3.00 Supply Chain Management
ORGS 6200 3.00
Managing Human Resources
RECOMMENDED ELECTIVES
BSUS 6300 3.00
IBUS 6410 3.00
IBUS 6490 3.00
MKTG 6300 3.00
MKTG 6360 3.00
MKTG 6550 3.00
MKTG 6570 3.00
MKTG 6800 3.00
OMIS 6000 3.00
ORGS 6560 3.00
Negotiations
OMIS 6500 3.00
SGMT 6960 3.00
Strategic Management
of e-Business
OMIS 6955 3.00
ORGS 6200 3.00
ORGS 6560 3.00
SGMT 6960 3.00
44 – Schulich School of Business
Management Practices for
Sustainable Business
Introduction to International Business
International Negotiations: Analysis,
Strategy and Practice
Service Marketing
Marketing Metrics
Brand Management
Strategic Professional Selling
Customer Experience Design
Models and Applications in Operational
Research
Global Operations and Information
Management
Service Operations Management
Managing Human Resources
Negotiations
Strategic Management of e-Business
Area & Program
Specialization Information
Health Industry Management
Study Options
• Specialization
• Post-MBA Diploma
in Advanced
Management
Summary of
Electives
ECON 6450 3.00
Innovation and
Technology Diffusion
ENTR 6605 3.00
Entrepreneurship and
New Firm Creation
ENTR 6910 3.00
Venture Capital and
Private Equity
HIMP 6110 3.00
Understanding the
Canadian Health Industry:
The Roles, Responsibilities
& Challenges to Improve
Health
S
chulich has a unique Health Industry Management Program (HIMP) building on the strengths of the School. The industry includes
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 for both new entrants and midcareer 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 improve health and health systems in the 21st century. This program is designed to look at the needs and potential solutions to improve health systems.
The Health Industry Management specialization provides an opportunity for those who are currently in the health industry or those
who wish to join the industry to learn deeply about the other players in the industry. Our contention is that regardless of the role one plays
in the industry, understanding the others’ objectives, criteria and values will deeply impact your success in the 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.
FACULTY
The faculty for the Health Industry Management program are drawn from many disciplines at Schulich and our partners in
other universities.
Specialization Director
Amin Mawani
BComm (Alberta); MA (Toronto);
LLM (Osgoode); PhD (Waterloo);
FCPA, FCMA, CFP, Fellow of FPSC
Associate Professor of Accounting
Acting Director, Health Industry
Management
HIMP 6120 3.00
International Healthcare
Systems
HIMP 6130 3.00
Strategic Management of
Hospitals
HIMP 6150 3.00
Performance Indicators and
Evaluation in Health Care
Industry
Jane Cooke-Lauder
BA & MBA (University of the
Witwatersrand, South Africa);
PhD (Case Western Reserve)
Sessional Lecturer in HIMP
Isaac Gould
BIB (Carleton/Universidad de
Cantabria); IMBA (York)
Course Director, Faculty of Health
Sessional Lecturer in HIMP
REQUIREMENTS
PUBL 5500 3.00
PUBL 6800 3.00
•
•
12.00 credits of electives courses of which a minimum of 9.00
must be chosen from the recommended list below
3.00 credits of related and additional elective courses can also be
included as part of the 12.00 credits
with a letter of approval, up to 3.00 credits of relevant, graduatelevel health courses from other York Faculties may be substituted
for the elective courses listed below
MGMT 6100 3.00 Strategy Field Study to be carried out in a
health industry site
HIMP 6180 3.00
Innovation and Change
Across the Health Industry
•
MGMT 6700 3.00
Project Management
RECOMMENDED ELECTIVES
PUBL 5500 3.00
Public Policy and Public
Management
PUBL 6800 3.00
Program Evaluation
SOCM 6960 3.00
Financial Management
and Business Planning in
the Nonprofit Sector
Leandra Wells
BSc (UWO); PhD (Toronto);
MBA (York)
Sessional Lecturer in HIMP
Related courses for those interested in the public sector aspects of
health care:
•
MKTG 6480 3.00
Nonprofit Marketing and
Resource Development
Joel Shalowitz
MD & ScB (Brown);
MBA (Northwestern); FACP
Professor and Director, Health
Industry Management Program
Kellogg School of Management,
Northwestern University
SPECIALIZATION
HIMP 6170 3.00
Commercialization in
Pharma and Biotech
MGMT 6800 3.00
Innovation through
Technology and Design
Joseph Mapa
BA, BEd, DHA & MBA (Toronto)
Executive-in-Residence
Adjunct Professor in HIMP
Aditya Pai
BSc (Bombay, India); MSc (Newcastle,
UK); MSc (McGill); MS (Brandeis);
MBA (York)
Sessional Lecturer in HIMP
HIMP 6110 3.00
HIMP 6120 3.00
HIMP 6130 3.00
HIMP 6150 3.00
HIMP 6170 3.00
HIMP 6180 3.00
Understanding the Canadian Health
Industry: The Roles, Responsibilities &
Challenges to Improve Health
International Healthcare Systems
Strategic Management of Hospitals
Performance Indicators and Evaluation in
Health Care Industry
Commercialization in Pharma and Biotech
Innovation and Change Across
the Health Industry
ADDITIONAL ELECTIVES
Related courses for those interested in the nonprofit side of health care:
MGMT 6700 3.00 Project Management
MGMT 6800 3.00 Innovation through Technology
and Design
MKTG 6480 3.00 Nonprofit Marketing and
Resource Development
SOCM 6960 3.00 Financial Management and Business
Planning in the Nonprofit Sector
Public Policy and Public Management
Program Evaluation
Related courses for those interested in the supplier side of health
(pharma, biotech & medical devices):
ECON 6450 3.00
ENTR 6605 3.00
Innovation and Technology Diffusion
Entrepreneurship and
New Firm Creation
ENTR 6910 3.00 Venture Capital and Private Equity
MGMT 6700 3.00 Project Management
GRADUATE DIPLOMA IN HEALTH
INDUSTRY MANAGEMENT
REQUIREMENTS
•
•
must be taken concurrently with a Schulich MBA*
diploma must be completed within one term of completing graduate program degree requirements
• all students must take a minimum of 9.00 credits of HIMP elective courses from the recommended courses list above
• with a letter of approval, up to 3.00 credits of relevant, graduatelevel health courses from other York Faculties, or from other
Universities may be substituted for the recommended courses listed above
• MGMT 6100 3.00 Strategy Field Study to be carried out in a
health industry site or at site approved by the Program Director
• equivalent of a minimum 10-week full-time internship in a
healthcare organization
* Students must satisfy both Graduate Diploma (above) and MBA
requirements (See page 17).
ADVISORY BOARD
Lawrence Bloomberg, CM, O. Ont
(Chair)
Tom Closson
President & CEO, Tom Closson Consulting
Jeffrey Coull
President & CEO, Encycle Therapeutics Inc.
Robert Foldes
CEO, Viteava Pharmaceuticals Inc.
Shaun Francis
President & CEO, Medcan Health
Management Inc.
Ron Frisch
CEO, Kohl & Frisch Limited
Andy Giancamilli
Former CEO, Katz Group
(Rexall, Pharma Plus)
Naguib Gouda
President and CEO
Career Edge Organization
Jonathan Guss
Retired CEO, Ontario Medical Association
Nadir Hirji
EVP, Management Consulting
Jackman Reinvention Inc.
Vijay Kanwar
CEO, KMH Cardiology & Diagnostic
Centres
Carolyn Keystone
President, Trimin Capital Corp.
Jeremy Laurin
President & CEO, ventureLAB
Jeff Lozon
Retired CEO & President, Revera Inc.
David MacKinnon
Retired CEO, Ontario Hospital’s
Association
Karim Mamdani
President & CEO, Ontario Shores Centre
for Mental Health Sciences
Robert McEwen
Chairman & CEO, McEwen Mining Inc.
Matthew Morgan
VP, Patient Experience
Mount Sinai Hospital
Susan Owen
Senior Manager,
Management Consulting
KPMG Canada
Christopher Paige
VP, Research
University Health Network
Raymond Rupert
Founder & Medical Director
Rupert Case Management Inc.
Vasanthi Srinivasan
Interim CEO, Ontario SPOR SUPPORT Unit
James Stonehouse
Partner, National Health Care & Public
Enterprise Practice, Four Corners Group
Grant Tipler
Head, Life Sciences & Health Services,
RBC
Anju Virmani
Chief Information Officer, CargoJet
Income Fund
Greg Wolfond
President, SecureKey Technologies
Schulich School of Business – 45
Area & Program
Specialization Information
International Business
Study Options
• Specialization
• Post-MBA Diploma
in Advanced
Management
Summary of
Electives
ECON 6510 3.00
Applied International
Economics
or
IBUS 6410 3.00
International Business:
Strategic Overview for
Managers
BSUS 6600 3.00
Sustainability and
Carbon Finance
ECON 6180 3.00
Money, Credit and
Macroeconomic Policy
ECON 6450 3.00
Innovation and
Technology Diffusion
ECON 6960 3.00
Business and Economic
Environments of East and
Southeast Asia
ENTR 6635 3.00
International
Entrepreneurship
FINE 6400 3.00
International Financial
Management
HIMP 6120 3.00
International Healthcare
Systems
IBUS 6430 3.00
International Business
Strategy
IBUS 6490 3.00
International Negotiations:
Analysis, Strategy and
Practice
MINE 6100 3.00
Strategy and Value
Creation in Mining
MKTG 6400 3.00
International Marketing
MKTG 6951 1.50
Strategic Marketing in Asia
OMIS 6500 3.00
Global Operations and
Information Management
ORGS 6320 3.00
Cross-Cultural Management
PUBL 6150 3.00
Comparative Public Policy
chulich’s international business specialization (IBUS) 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
S
international environment. Students are encouraged to combine international business with other specializations (e.g., IBUS +
MKTG). In addition, students may wish to apply to participate in an academic exchange at one of Schulich’s partner management schools throughout the world (see pages 82-83). Students planning to specialize in international business or planning to
take at least 6.00 credits of international business courses should first take ECON 6510 3.00 – Applied International
Economics – or IBUS 6410 3.00 – International Business: Strategic Overview for Managers. IBUS 6410 is also suitable for students wishing to take only one international business course.
FACULTY
The International Business program draws its faculty from all disciplines within the Schulich School. The faculty teaching in
the specialization have a wide range of foreign business and research experience. In addition, many have studied and taught in
foreign universities or in corporations abroad. Visiting professors from overseas also enrich course offerings.
Specialization Director
TBD
Preet Aulakh
BSc & MA (Punjab, India);
PhD (Texas, Austin)
Professor of Strategic
Management/Policy
Pierre Lassonde Chair in
International Business
Kee-Hong Bae
BS & MS (Korea, Korea);
PhD (Ohio State)
Professor of Finance
Chair, Finance Area
Thomas H. Beechy
BA (George Washington);
MBA (Northwestern); DBA
(Washington); CPA (Illinois)
Professor Emeritus of Accounting
Atipol Bhanich Supapol
BA (Carleton); MA (Northeastern);
PhD (Carleton)
Associate Professor of Economics
Chair, Economics Area
Alexandra Campbell
BA Hons (York); MBA & PhD (Toronto)
Associate Professor of Marketing
Director, IMBA Program
Andrew Crane
BSc (Warwick, UK); PhD
(Nottingham, UK)
Professor of Strategic
Management/Policy
George R. Gardiner Professorship
in Business Ethics
Douglas Cumming
BCom (McGill); MA (Queen’s);
JD & PhD (Toronto); CFA
Professor of Finance and
Entrepreneurship
Ontario Research Chair in Economics
and Cross Cultural Studies
Burkard Eberlein
MA (University of Konstanz,
Germany); MSc (London School of
Economics and Political Science); PhD
(University of Konstanz, Germany)
Associate Professor of Strategic
Management/Policy
David Johnston
BA & MA & PhD (UWO)
Associate Professor of Operations
Management & Information Systems
Matthias Kipping
MA (Sorbonne, France); MPA
(Harvard); Dipl (EHESS, France);
DPhil (München, Germany)
Professor of Strategic
Management/Policy
Chair in Business History
Academic Director, Kellogg-Schulich
EMBA Program
Mehmet Murat Kristal
BSc (METU, Turkey); MBA (Bilkent,
Turkey); PhD (North Carolina)
Associate Professor of Operations
Management & Information Systems
Program Director,
Master of Business Analytics
Moren Lévesque
BSc & MSc (Laval);
PhD (British Columbia)
Certified General Accountants
of Ontario
Chair in International
Entrepreneurship
Professor of Operations
Management and
Information Systems
Anoop Madhok
BCom (Calcutta, India); MBA
(Cincinnati); MIS (Johns Hopkins);
PhD (McGill)
Professor of Strategic
Management/Policy
Dirk Matten
Dipl.Kfm. (Essen, Germany); Dr.rer.pol.
& Dr.habil. (Düsseldorf, Germany)
Professor of Strategic
Management/Policy
Hewlett-Packard Chair in Corporate
Social Responsibility
SPECIALIZATION
REQUIREMENTS
•
PROP 6300 3.00
Partnership Models for
Infrastructure Delivery
12.00 credits of elective courses consisting of:
- 3.00 credits of prerequisite elective course
taken in MBA 1
- 9.00 credits of recommended courses
SGMT 6700 3.00
Strategic Capability
Development
REQUIRED ELECTIVES
SGMT 6720 3.00
Managing Globally: Past,
Present, Future
ECON 6510 3.00 Applied International Economics
SGMT 6730 3.00
Business Strategies in China
NOTE: Students are encouraged to only take one of these.
or
IBUS 6410 3.00 International Business:
Strategic Overview for Managers
(see opening International Business paragraph above)
RECOMMENDED ELECTIVES
BSUS 6600 3.00
ECON 6180 3.00
ECON 6450 3.00
ECON 6960 3.00
46 – Schulich School of Business
Sustainability and Carbon Finance
Money, Credit and Macroeconomic Policy
Innovation and Technology Diffusion
Business and Economic Environments of
East and Southeast Asia
James McKellar
BArch (Toronto);
MCP & MArch (Pennsylvania)
Professor of Real Estate
and Infrastructure
Director, Real Estate and
Infrastructure Program
Executive Director, External Relations
Charles J. McMillan
BA (Prince Edward Island);
MBA (Alberta); PhD (Bradford, UK)
Professor of Strategic
Management/Policy
Alan C. Middleton
BSc (London, UK); MBA & PhD (York)
Assistant Professor of Marketing
Executive Director, Schulich
Executive Education Centre
Yigang Pan
BA & MA (Beijing, China);
MPhil & PhD (Columbia)
Professor of Marketing
Theodore Peridis
BSc (Athens, Greece); MA (Kent, UK)
Associate Professor of Strategic
Management/Policy
Director, Global Leadership Program
Director, India EMBA Program
Hazel Rosin
BA (Haifa, Israel); MSW (Wilfrid
Laurier); MPhil & PhD (Yale)
Associate Professor of
Organization Studies
Richard Ross, CA
Specialization Director,
Global Mining Management
Inmet Chair, Global Mining
Management
Justin Tan
BBA (Tianjin, China); MBA (McGill);
MA (Kansas); PhD (Virginia Tech)
Professor of Strategic
Management/Policy
Newmont Mining Chair in
Business Strategy
ENTR 6635 3.00
FINE 6400 3.00
HIMP 6120 3.00
IBUS 6430 3.00
IBUS 6490 3.00
Theodore Tolias
BA (Aristotle); MA (Toronto); PhD
(ABD) (Manitoba)
Sessional Lecturer in Economics and
International Business
Stephen Weiss
BA (Lafayette); MA & PhD
(Pennsylvania)
Associate Professor of Strategic
Management/Policy and
International Business
Tom Wesson
BComm (Queen’s);
MBA & PhD (Harvard)
Associate Professor of Strategic
Management/Policy
Eleanor Westney
BA & MA (Toronto);
MA & PhD (Princeton)
Professor Emeritus of
Organization Studies
Scotiabank Professor of
International Business
Bernard M. Wolf
BA (CUNY); MA & PhD (Yale)
Professor Emeritus of Economics
Director, Certificate in Managing
International Trade and Investment
Lorna Wright
BA (Wilfrid Laurier);
MA (Essex, UK); MIM (Thunderbird);
PhD (UWO)
Associate Professor of
International Business
Director, Centre for Global Enterprise
EDC Professorship in
International Business
Farrokh Zandi
BA (Pahlavi), MA (Lakehead),
PhD (Carleton)
Associate Director
BBA/iBBA Programs
Sessional Lecturer in Economics
International Entrepreneurship
International Financial Management
International Healthcare Systems
International Business Strategy
International Negotiations:
Analysis, Strategy and Practice
MINE 6100 3.00 Strategy and Value Creation in Mining
MKTG 6400 3.00 International Marketing
MKTG 6951 1.50 Strategic Marketing in Asia
OMIS 6500 3.00 Global Operations and Information
Management
ORGS 6320 3.00 Cross-Cultural Management
PROP 6300 3.00 Partnership Models for
Infrastructure Delivery
PUBL 6150 3.00 Comparative Public Policy
SGMT 6700 3.00 Strategic Capability Development
SGMT 6720 3.00 Managing Globally: Past, Present, Future
SGMT 6730 3.00 Business Strategies in China
Area & Program
Specialization Information
Marketing
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
arketing 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
M
of marketing tactics, the unique challenges of marketing specific types of offerings, and some of the key ideas behind marketing 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. Many
have also founded their own firms.
MGMT 6800 3.00
Innovation through
Technology and Design
FACULTY
MGMT 6810 3.00
Creativity and Innovation:
Techniques for A Rapidly
Changing World
In this specialization, Schulich faculty are concerned with marketing for the real world. Their education, experience and related
expertise cover a wide range of contemporary marketing issues, all of which are reflected in the School’s required and elective
marketing courses. Individual faculty have won a number of awards for both teaching and research.
MKTG 6050 3.00
Marketing Research
MKTG 6100 3.00
Strategic Market
Communications
MKTG 6150 3.00
Consumer Behaviour
MKTG 6155 3.00
Consumer Insight:
Qualitative Marketing
Research
MKTG 6226 3.00
Social Media for Marketing
and Management
MKTG 6250 3.00
Business Marketing
MKTG 6300 3.00
Service Marketing
Area Coordinator
Markus Giesler
BA & MBA & MA & PhD
(Germany)
Associate Professor of Marketing
Russell W. Belk
BS & PhD (Minnesota)
Professor of Marketing
Kraft Foods Canada Chair
in Marketing
Distinguished Research
Professor
Alexandra Campbell
BA Hons (York);
MBA & PhD (Toronto)
Associate Professor of Marketing
Director, IMBA Program
MKTG 6321 3.00
Entertainment Culture and
Marketing
Peter R. Darke
BSc (McMaster); MA &
PhD (Toronto)
Professor of Marketing
Eileen Fischer
BA & MASc (Waterloo);
PhD (Queen’s)
Professor of Marketing
Anne & Max Tanenbaum
Chair in Entrepreneurship and
Family Enterprise
Director, PhD Program
Brenda Gainer
BA Hons (Alberta); MA (Carleton);
MBA (Maine); PhD (York)
Associate Professor of Marketing
Royal Bank Professor of
Nonprofit Management
Director of Social Sector
Management Program
Ashwin Joshi
BAS Hons (Trent); PhD (Queen’s)
Associate Professor of Marketing
Executive Director,
Schulich MBA in India
Director, MBA Program
Robert Kozinets
BBA & MBA (York); PhD (Queen’s)
Professor of Marketing
Theodore J. Noseworthy
BComm (Ryerson); MBA & MSc
(Guelph); PhD (Western)
Associate Professor of Marketing
Canada Research Chair in
Entrepreneurial Innovation and
the Public Good
Yigang Pan
BA & MA (Beijing, China);
MPhil & PhD (Columbia)
Professor of Marketing
Marshall David Rice
BA (Manitoba);
MS & PhD (Illinois)
Associate Professor of Marketing
Ajay K. Sirsi
Hons BComm (Delhi, India);
MBA (Oklahoma); MA (Florida);
PhD (Arizona)
Associate Professor of Marketing
Detlev Zwick
MS (Montpellier, France/
Cologne, Germany); MS
(Memphis); PhD (Rhode Island)
Associate Professor of Marketing
Director, BBA/iBBA Programs
Ela Veresiu
iBBA (York); PhD (Witten/
Herdecke, Germany)
Assistant Professor of Marketing
MKTG 6325 3.00
Retail Marketing Strategies
MKTG 6326 3.00
Retail Analytics
SPECIALIZATIONS
Marketing Analysis
MKTG 6360 3.00
Marketing Metrics
General Specialization
MKTG 6400 3.00
International Marketing
REQUIREMENTS
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
MKTG 6440 3.00
New Products
MKTG 6480 3.00
Nonprofit Marketing and
Resource Development
MKTG 6550 3.00
Brand Management
•
12.00 credits of elective courses at left
Brand, Product and Service Management
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
MKTG 6570 3.00
Strategic Professional Selling
RECOMMENDED ELECTIVES
MKTG 6650 3.00
Strategic Market Planning
MKTG 6150 3.00 Consumer Behaviour
MKTG 6155 3.00 Consumer Insight:
Qualitative Marketing Research
MKTG 6226 3.00 Social Media for Marketing and Management
MKTG 6300 3.00 Service Marketing
MKTG 6321 3.00 Entertainment Culture and Marketing
MKTG 6360 3.00 Marketing Metrics
MKTG 6440 3.00 New Products
MKTG 6550 3.00 Brand Management
MKTG 6800 3.00 Customer Experience Design
MKTG 6951 1.50
Strategic Marketing in Asia
MKTG 6800 3.00
Customer Experience Design
ADDITIONAL ELECTIVES
MKTG 6050 3.00 Marketing Research
MKTG 6100 3.00 Strategic Market Communications
MKTG 6325 3.00 Retail Marketing Strategies
MKTG 6650 3.00 Strategic Market Planning
RECOMMENDED ELECTIVES
MKTG 6050 3.00 Marketing Research
MKTG 6155 3.00 Consumer Insight:
Qualitative Marketing Research
MKTG 6360 3.00 Marketing Metrics
ADDITIONAL ELECTIVES
MKTG 6100 3.00 Strategic Market Communications
MKTG 6150 3.00 Consumer Behaviour
MKTG 6440 3.00 New Products
Marketing Communications
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
RECOMMENDED ELECTIVES
MKTG 6050 3.00 Marketing Research
MKTG 6100 3.00 Strategic Market Communications
MKTG 6155 3.00 Consumer Insight:
Qualitative Marketing Research
MKTG 6226 3.00 Social Media for Marketing and Management
MKTG 6360 3.00 Marketing Metrics
MKTG 6800 3.00 Customer Experience Design
ADDITIONAL ELECTIVES
MKTG 6150 3.00 Consumer Behaviour
MKTG 6321 3.00 Entertainment Culture and Marketing
MKTG 6550 3.00 Brand Management
MKTG 6570 3.00 Strategic Professional Selling
Schulich School of Business – 47
Area & Program
Specialization Information
Operations Management &
Information Systems
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
BSUS 6300 3.00
Management Practices for
Sustainable Business
MGMT 6700 3.00
Project Management
MKTG 6050 3.00
Marketing Research
MKTG 6250 3.00
Business Marketing
OMIS 6000 3.00
Models and Applications in
Operational Research
OMIS 6350 3.00
Advanced Spreadsheet
Modelling and
Programming for Business
OMIS 6500 3.00
Global Operations and
Information Management
OMIS 6560 3.00
Supply Chain Management
OMIS 6700 3.00
Managing New Technology
OMIS 6710 3.00
Management Information
Systems
OMIS 6720 3.00
Systems Analysis and
Design
perations Management & Information Systems (formerly Management Science) at Schulich embraces three distinct areas of
study, all of which prepare graduates to help their organizations operate more efficiently and effectively. Specializations in
0
this area provide an understanding of operations and systems, the ability to deal with complex problems, and the management
of 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 OMIS
background will often augment their training with courses from other areas such as finance and marketing.
FACULTY
OMIS faculty members come from a wide range of backgrounds, including engineering, business, mathematics, statistics and
information systems. They have extensive experience in business and industry, and regularly act as consultants and advisors to
both private and public organizations.
Area Coordinator
Wade D. Cook
BSc (Mt. Allison); MSc
(Queen’s); PhD (Dalhousie)
Professor of Operations
Management &
Information Systems
University Professor (York)
Gordon Charlton Shaw
Professor of
Management Science
Chair, Operations
Management and
Information Systems
Markus Biehl
MS (Kaiserslautern, Germany);
MS & PhD (Georgia Institute
of Technology)
Associate Professor of
Operations Management &
Information Systems
Associate Dean, Academic
John Buzacott
BSc & BE (Sydney, Australia);
MSc & PhD (Birmingham, UK);
Dr hc (TU Eindhoven)
Professor Emeritus of
Operations Management &
Information Systems
Adam Diamant
BSc (Toronto); MSc (Boston);
PhD (Toronto)
Assistant Professor of
Operations Management
and Information Systems
Richard H. Irving
BASc & MASc & PhD (Waterloo)
Associate Professor of
Operations Management &
Information Systems
David Johnston
BA & MA & PhD (UWO)
Associate Professor of
Operations Management &
Information Systems
OMIS 6740 3.00
e-Business Technology
OMIS 6955 3.00
Service Operations
Management
SGMT 6800 3.00
Strategic Management of
Technology-Based Firms
SPECIALIZATIONS
General Specialization
REQUIREMENTS
•
12.00 credits of elective courses from the ‘Summary of
Specialization Electives’ at left
Management Information Systems
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
-
6.00 credits of required courses
6.00 credits of recommended courses
REQUIRED ELECTIVES
MGMT 6700 3.00 Project Management
OMIS 6710 3.00 Management Information Systems
SGMT 6960 3.00 Strategic Management of e-Business
RECOMMENDED ELECTIVES
OMIS 6350 3.00 Advanced Spreadsheet Modelling and
Programming for Business
OMIS 6500 3.00 Global Operations and Information
Management
OMIS 6700 3.00 Managing New Technology
OMIS 6720 3.00 Systems Analysis and Design
OMIS 6740 3.00 e-Business Technology
48 – Schulich School of Business
Henry M. Kim
BASc (Toronto); M Eng
(Michigan); PhD (Toronto)
Associate Professor of
Operations Management &
Information Systems
Mehmet Murat Kristal
BSc (METU, Turkey);
MBA (Bilkent, Turkey);
PhD (North Carolina)
Associate Professor of
Operations Management &
Information Systems
Program Director,
Master of Business Analytics
Moren Lévesque
BSc & MSc (Laval);
PhD (British Columbia)
Certified General
Accountants of Ontario
Chair in International
Entrepreneurship
Professor of Operations
Management and
Information Systems
Zhepeng (Lionel) Li
BSc (Hefei, China); MS (Hefei,
China); PhD (Utah)
Assistant Professor of
Operations Management
and Information Systems
Ronald J. McClean
BASc & MASc & PhD (Waterloo)
Assistant Professor of
Operations Management &
Information Systems
Peter Tryfos
BEc (Athens); MBA (SUNY,
Buffalo); PhD (UC, Berkeley)
Professor Emeritus of
Operations Management &
Information Systems
Scott Yeomans
BAdmin & BSc (Regina); MASc
(Toronto); PhD (McMaster)
Professor of Operations
Management &
Information Systems
Operations Management
REQUIREMENTS
• 12.00 credits of recommended electives
RECOMMENDED ELECTIVES
BSUS 6300 3.00 Management Practices for
Sustainable Business
MKTG 6250 3.00 Business Marketing
OMIS 6500 3.00 Global Operations and Information
Management
OMIS 6560 3.00 Supply Chain Management
OMIS 6700 3.00 Managing New Technology
OMIS 6955 3.00 Service Operations Management
SGMT 6800 3.00 Strategic Management of
Technology-Based Firms
Quantitative Analysis
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
-
3.00 credits of required electives
9.00 credits of recommended electives
REQUIRED ELECTIVES
OMIS 6000 3.00 Models and Applications in
Operational Research
RECOMMENDED ELECTIVES
MGMT67003.00 Project Management
MKTG 6050 3.00 Marketing Research
MKTG 6250 3.00 Business Marketing
OMIS 6350 3.00 Advanced Spreadsheet Modelling &
Programming for Business
OMIS 6560 3.00 Supply Chain Management and e-Commerce
Area & Program
Specialization Information
Organization Studies
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
IBUS 6490 3.00
International Negotiations:
Analysis, Strategy and
Practice
ORGS 6020 3.00
Designing Effective
Organizations
ORGS 6200 3.00
Managing Human Resources
ORGS 6320 3.00
Cross-Cultural Management
ORGS 6350 3.00
Managing Change
ORGS 6400 3.00
Power and Politics in
Organizations
ORGS 6420 3.00
Crisis Management
ORGS 6500 3.00
Interpersonal
Managerial Skills
ORGS 6550 3.00
Strategic Career
Management
ORGS 6560 3.00
Negotiations
ORGS 6650 3.00
The Art and Science
of Leadership
ORGS 6720 3.00
Managing Team Dynamics
n the twenty-first century, the environment in which organizations operate is increasingly turbulent, rocked by forces such as
globalization and rapid technological change. Social and demographic forces have dramatically changed the make-up of
Itoday’
s workforce which is now the most educated and ethnically diverse in history, in addition to having the greatest representation of women. These developments are profoundly affecting the way in which organizations structure themselves, just as
they 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’s
challenging environment. They provide opportunities to explore in greater depth, among others, issues covered in Year 1 courses
in 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 benefit to part-time students who are established in a functional area of management and are now assuming
more general management responsibilities.
FACULTY
Schulich faculty in this specialization represent a broad range of backgrounds, interests and accomplishments in a field
whose centrality to effective management practice and organizational effectiveness is increasingly recognized. Faculty
members have attained a strong national and international reputation through scholarly and business publications and
through their teaching expertise.
Area Coordinator
Chris Bell
BS (McGill); PhD (Duke)
Associate Professor of
Organization Studies
Chair, Organization
Studies Area
André deCarufel
BA (Carlton); MA & PhD
(North Carolina)
Associate Professor of
Organization Studies
David E. Dimick
BA (St. Olaf); MA &
PhD (Minnesota)
Professor Emeritus of
Organization Studies
Ingo Holzinger
BBA (Bremen, Germany);
MBA (GH-Paderborn,
Germany); PhD (Wisconsin,
Madison)
Sessional Assistant Professor
of Organization Studies
Rekha Karambayya
BSc (Madras, India);
MBA (IIM Bangalore, India);
PhD (Northwestern)
Associate Professor of
Organization Studies
Gareth Morgan
BSc (London, UK); MA
(Texas); PhD (Lancaster, UK)
Professor of
Organization Studies
Distinguished Research
Professor (York)
Christine Oliver
BA (Queen’s); MBA & PhD
(Toronto)
Professor of
Organization Studies
Henry J. Knowles Chair in
Organizational Strategy
Associate Dean, Research
Hazel Rosin
BA (Haifa, Israel); MSW
(Wilfrid Laurier); MPhil &
PhD (Yale)
Associate Professor of
Organization Studies
SPECIALIZATION
REQUIREMENTS
•
12.00 credits of recommended elective courses
RECOMMENDED ELECTIVES
IBUS 6490 3.00 International Negotiations:
Analysis, Strategy and Practice
MINE 6400 3.00 Managing Mining Companies
ORGS 6020 3.00 Designing Effective Organizations
Kevin Tasa
B.Comm (Saskatchewan);
M.Sc & PhD (Toronto)
Associate Professor of
Organization Studies
Mike Valente
BCom (Laurentian); MBA
(Wilfrid Laurier), PhD (York)
Associate Professor of
Organization Studies
Mary J. Waller
BBA (Oklahoma); MS
(Colorado); PhD (Texas)
Professor of
Organization Studies
Director, Schulich Centre for
Teaching Excellence
Eleanor Westney
BA & MA (Toronto); MA &
PhD (Princeton)
Professor Emeritus of
Organization Studies
Scotiabank Professor of
International Business
Lorna Wright
BA (Wilfrid Laurier);
MA (Essex, UK); MIM
(Thunderbird); PhD (UWO)
Associate Professor of
International Business
Director, Centre for
Global Enterprise
EDC Professorship in
International Business
Charlene Zietsma
BA (Wilfrid Laurier);
MBA (Simon Fraser);
PhD (British Columbia)
Associate Professor of
Organization Studies
Ann Brown Chair in
Organization Studies
Director, Entrepreneurial
Studies Program
ORGS 6200 3.00 Managing Human Resources
ORGS 6320 3.00 Cross-Cultural Management
ORGS 6350 3.00 Managing Change
ORGS 6400 3.00 Power and Politics in Organizations
ORGS 6420 3.00 Crisis Management
ORGS 6500 3.00 Interpersonal Managerial Skills
ORGS 6550 3.00 Strategic Career Management
ORGS 6560 3.00 Negotiations
ORGS 6650 3.00 The Art and Science of Leadership
ORGS 6720 3.00 Managing Team Dynamics
SGMT 6250 3.00 Strategy Execution
Schulich School of Business – 49
Area & Program
Specialization Information
Public Management
Study Options
• Graduate Diploma
in Democratic
Administration
(MBA)
• Graduate Diploma
in Justice System
Administration
(MBA)
• Specialization
• Post-MBA Diploma
in Advanced
Management
Summary of
Electives
PUBL 5500 3.00
Public Policy and Public
Management
PUBL 6140 3.00
Business and Government
PUBL 6150 3.00
Comparative Public Policy
PUBL 6200 3.00
Canadian Public Law
PUBL 6800 3.00
Program Evaluation
he 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
T
business-government relations. The program integrates courses from the Schulich School, the Faculty of Arts’ Department
of Political Science and the Osgoode Hall Law School. This program prepares graduates for leadership positions in either public sector or nonprofit organizations by developing the analytical and practical 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 government at the local, provincial and federal levels; the private sector; nonprofit organizations in healthcare, education, and
arts and media sectors.
FACULTY
Schulich School, Liberal Arts and Professional Studies and Osgoode Hall 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 tasks in both the private and public sectors in Canada and abroad.
Specialization Director
H. Ian Macdonald, OC
BCom (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/Policy
President Emeritus (York)
Faculty of
Graduate Studies
POLS 5110 3.00
Judicial Administration in
Canada
POLS 5175 6.00
Canadian Federalism in
Comparative Perspective
SPECIALIZATION
REQUIREMENTS
• 12.00 credits of elective courses consisting of:
POLS 5601 3.00
Systems of Justice
-
POLS 5605 3.00
Ethical Politics
-
POLS 6155 3.00
Democratic Administration
PPAL 6100 3.00
Canadian
Constitutional Law
PPAL 6140 3.00
Court Organization and
Management
3.00 credits of the required elective taken
in MBA 1
at least 6.00 credits of required courses
remaining credits in recommended courses
REQUIRED ELECTIVE
PUBL 5500 3.00 Public Policy and Public Management
RECOMMENDED ELECTIVES
PPAL 6100 3.00 Canadian Constitutional Law
PPAL 6210 3.00 Pgm. Evaluation & Public Policy Analysis
50 – Schulich School of Business
Associate Specialization Director
Tom Wesson
B Comm (Queen’s); MBA & PhD (Harvard)
Associate Professor of Strategic Management/Policy
John K. Wilkins
BA & MA (Manitoba)
Executive-in-Residence and part-time instructor
in Public Management
Burkard Eberlein
MSc (London School of Economics, UK);
MA & PhD (Konstanz, Germany)
Associate Professor of Strategic Management/Policy
Area & Program
Specialization Information
Real Estate and Infrastructure
Study Options
• Graduate Diploma in
Real Estate and
Infrastructure (MBA,
IMBA)
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of
Electives
PROP 6100 3.00
Real Estate Finance and
Investment
eal estate and infrastructure encompasses a broad range of public and private organizations across the globe that deliver a range
of products and services from homes, office buildings and shopping centres to power plants, highways, airports and underground
R
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 upon
construction, 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 the
two fields and the opportunity exists to craft a program of study that includes courses in both real estate and infrastructure. Students
may pursue Real Estate and Infrastructure as a specialization in the MBA or, with some additional course work, obtain the Diploma
as 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. Students have
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 construction, real estate development, asset management, consulting, financial intuitions, pension funds, equity funds, and government
organizations. Some launch their own firms. Alumni of the program are located across the globe.
PROP 6200 3.00
Development Prototypes
FACULTY
PROP 6300 3.00
Partnership Models for
Infrastructure Delivery
Electives in the program in Real Estate and Infrastructure are taught by full-time and part-time faculty representing significant
academic and industry experience. Most courses make extensive use of guest lecturers and project oriented assignments.
PROP 6550 3.00
Sustainable Cities:
Urbanization, Infrastructure,
and Strategic Choices
PROP 6580 3.00
Structuring Real Estate
Transactions and Managing
Project Delivery
Academic Director
James McKellar
BArch (Toronto); MCP &
MArch (Pennsylvania)
Professor of Real Estate
and Infrastructure
Executive Director,
External Relations
PROP 6600 3.00
Real Estate Portfolio
Management
PROP 6750 3.00
Financing Large Scale
Infrastructure
Executive Director
Andre R. Kuzmicki
BA & MBA (McGill)
Adjunct Professor
Tyler J. Hershberg
BA (Manitoba); LLB (Osgoode);
MBA (York); of the Bar of
Ontario and Manitoba
Sessional Lecturer in Real
Estate and Infrastructure
SPECIALIZATION
REQUIREMENTS
•
12.00 credits of recommended elective courses
REQUIRED ELECTIVES
PROP 6100 3.00 Real Estate Finance and Investment
PROP 6200 3.00 Development Prototypes
RECOMMENDED ELECTIVES
PROP 6300 3.00 Partnership Models for
Infrastructure Delivery
PROP 6550 3.00 Sustainable Cities: Urbanization,
Infrastructure, and Strategic Choices
PROP 6580 3.00 Structuring Real Estate Transactions and
Managing Project Delivery
PROP 6600 3.00 Real Estate Portfolio Management
PROP 6750 3.00 Financing Large Scale Infrastructure
Prerequisite requirements for these electives, as identified
on page 78 under “Course Descriptions”, require a strict
sequencing of elective PROP courses. Depending on their
point of entry, some students may need to extend their
study duration in order to follow the required sequence
in pursuance of the specialization or Graduate Diploma.
Sherena Hussain
BBA, MBA & JD (York)
Sessional Lecturer in Real
Estate and Infrastructure
Allan Perez
BCom (McGill)
Sessional Lecturer in Real
Estate and Infrastructure
Neil A. Prashad
BEs (Waterloo); S.M. RED &
S.M. ArchS (MIT)
Sessional Lecturer in Real
Estate and Infrastructure
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 program
degree requirements
21.00 credits of elective courses approved by the
Academic Director
MGMT 6100 3.00 Strategy Field Study at a site approved
by the Academic Director
an internship or a research paper
*Students must satisfy both Graduate Diploma (above)
and MBA requirements (see page 17)
REQUIRED COURSES
PROP 6100 3.00 Real Estate Finance and Investment
PROP 6200 3.00 Development Prototypes
PROP 6300 3.00 Partnership Models for
Infrastructure Delivery
PROP 6550 3.00 Sustainable Cities: Urbanization,
Infrastructure, and Strategic Choices
PROP 6580 3.00 Structuring Real Estate Transactions and
Managing Project Delivery
PROP 6600 3.00 Real Estate Portfolio Management
PROP 6750 3.00 Financing Large Scale Infrastructure
ADVISORY BOARD
For current listing please visit the Schulich School of Business website: www.schulich.yorku.ca
Schulich School of Business – 51
Area & Program
Specialization Information
Social Sector Management
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
• Graduate Diploma
in Nonprofit
Management and
Leadership
Summary of
Electives
ENTR 6655 3.00
Social Entrepreneurship
MGMT 6600 3.00
Social Innovation and the
Structure of Global Poverty
MKTG 6480 3.00
Nonprofit Marketing and
Resource Development
SOCM 6200 3.00
Leadership in Social
Sector Management
SOCM 6400 3.00
Social Purpose Investing
and Finance
SOCM 6960 3.00
Financial Management
and Business Planning in
the Nonprofit Sector
chulich offers one of the few MBA degrees in the world with a specialization in the social sector and the management of
social-purpose organizations. This degree will lead to careers in a rich variety of fields, including nonprofit organizations
S
(NGOs), social entrepreneurship, microfinance and impact investing. Our graduates work in Canada and globally in such areas
as human services, poverty alleviation, human rights, housing, education, healthcare, culture, recreation, the environment and
community development.
This program allows students with an interest in improving the quality of life and creating positive social and economic
change to build careers in general management, entrepreneurship, marketing, fundraising, finance, or human resources and
apply those skills in either nonprofit or for-profit organizations as managers or in social enterprises as founders and owners. In
addition, many students take electives in Social Sector Management to prepare themselves for positions as board members of
charitable organizations or for work in the area of corporate social responsibility for their firms.
FACULTY
The Social Sector Management program draws its faculty from all disciplines within the Schulich School, as well as from outside
organizations within the social sector.
Program Director
Brenda Gainer
BA Hons (Alberta); MA
(Carlton); MBA (Maine);
PhD (York)
Associate Professor
of Marketing
Royal Bank Professor of
Nonprofit Management
Ruth Armstrong
BA (McGill); MBA (Toronto)
Sessional Lecturer
BA (UWO); MBA (York)
Sessional Lecturer
Cameron Graham
BSc (Alberta);
MDiv (Vancouver);
MBA & PhD (Calgary)
Associate Professor of
Accounting
Chair, Accounting Area
Jonathan Hera
BA (McGill); IMBA (York)
Sessional Lecturer
Geoffrey M. Kistruck
BA (Western); MBA
(McMaster); PhD (Western)
Associate Professor &
Ron Binns Chair in
Entrepreneurship
John Milne
BA (York); MBA (York)
Sessional Lecturer
Larry Whatmore
BA (Toronto); MBA (York);
CMA (Ontario)
Sessional Lecturer
Owen Charters
GRADUATE DIPLOMA IN NONPROFIT
MANAGEMENT AND LEADERSHIP
SPECIALIZATION
REQUIREMENTS
REQUIREMENTS
•
•
•
taken concurrently with a Schulich MBA*
diploma must be completed within one term of completing
graduate program degree requirements
RECOMMENDED ELECTIVES
•
all requirements of the Social Sector Management
Specialization 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 organization (must be approved by Director)
•
•
*Students must satisfy both Graduate Diploma (above) and
MBA requirements (See page 17).
12.00 credits of recommended elective courses below
ENTR 6655 3.00 Social Entrepreneurship
MGMT 6600 3.00 Social Innovation and the Structure of
Global Poverty
MKTG 6480 3.00 Nonprofit Marketing and
Resource Development
SOCM 6200 3.00 Leadership in Social Sector Management
SOCM 6400 3.00 Social Purpose Investing and Finance
SOCM 6960 3.00 Financial Management and Business
Planning in the Nonprofit Sector
ADVISORY BOARD
For current listing please visit the Schulich School of Business website: www.schulich.yorku.ca
52 – Schulich School of Business
Area & Program
Specialization Information
Strategic Management
Study Options
• Specialization
• Post-MBA Diploma in
Advanced Management
Summary of Electives
SGMT 6050 3.00
Mergers and Acquisitions
SGMT 6060 3.00
The Art of the Deal
SGMT 6150 3.00
The Board of Directors
and the Governance of
Public Corporations
SGMT 6240 3.00
Managing Strategic
Alliances and Joint Ventures
SGMT 6250 3.00
Strategy Execution
SGMT 6400 3.00
Strategic Thinking and Action
in Turbulent Environments
SGMT 6700 3.00
Strategic Capability
Development
SGMT 6720 3.00
Managing Globally:
Past, Present, Future
SGMT 6730 3.00
Business Strategies in China
SGMT 6800 3.00
Strategic Management of
Technology-Based Firms
SGMT 6960 3.00
Strategic Management of
e-Business
SGMT 6970 3.00
Restructuring and
Turnaround Management
MGMT 6200 3.00
Business Administration and
the Law
MGMT 6700 3.00
Project Management
MGMT 6960 3.00
Management Consulting
IBUS 6410 3.00
Introduction to
International Business
IBUS 6430 3.00
International Business Strategy
IBUS 6490 3.00
International Negotiations:
Analysis, Strategy and
Practice
BSUS 6200 3.00
Managing Ethics & Social
Responsibility
BSUS 6500 3.00
Business Strategies for
Sustainability
ENTR 6605 3.00
Entrepreneurship and
New Firm Creation
ENTR 6625 3.00
Managing Venture Growth
and Transition
ENTR 6645 3.00
Corporate Entrepreneurship
FNSV 6970 3.00
The Canadian Life Insurance
Industry and International
Competition
FNSV 6985 1.50
Competitive & Organizational
Strategies for Financial
Services Firms
FNSV 6990 1.50
Enterprise Risk Management
and Strategy
HIMP 6130 3.00
Strategic Management of
Hospitals
HIMP 6170 3.00
Commercialization in Pharma
and Biotech
HIMP 6180 3.00
Innovation and Change
Across the Health Industry
MINE 6100 3.00
Strategy and Value
Creation in Mining
PUBL 6150 3.00
Comparative Public Policy
he strategic management specialization develops a framework for analysis of the organization in its totality – the environment
in which it operates, its strategy and its internal administrative activities. Strategic management examines the process of choosing
T
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 work
experience is highly desirable to take full advantage of elective courses in strategic management.
FACULTY
Faculty 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.
Area Coordinator
James L. Darroch
BA & MA & PhD (Toronto);
MBA & PhD (York)
Associate Professor of Strategic
Management/Policy
Director, Financial Services Program
CIT Chair in Financial Services
Chair, Strategic Management/
Policy Area
Preet Aulakh
BSc & MA (Punjab, India);
PhD (Texas – Austin)
Professor of Strategic
Management/Policy
Pierre Lassonde Chair in
International Business
Ellen Auster
BA (Colgate); MA & PhD (Cornell)
Professor of Strategic
Management/Policy
Wesley Cragg
BA Hons & MA (Alberta);
BPhil & DPhil (Oxford, UK)
Professor Emeritus of Business Ethics
Cross-appointed to Department of
Philosophy, Faculty of Liberal Arts &
Professional Studies
Andrew Crane
BSc (Warwick, UK);
PhD (Nottingham, UK)
Professor of Strategic
Management/Policy
George R. Gardiner Professorship
in Business Ethics
Yuval Deutsch
BA & MA (Hebrew, Israel);
PhD (British Columbia)
Associate Professor of Strategic
Management/Policy and
Entrepreneurial Studies
Burkard Eberlein
MSc (London School of Economics,
UK); MA & PhD (Konstanz, Germany)
Associate Professor of Strategic
Management/Policy
Moshe Farjoun
BSc (Technion, Israel);
MS & PhD (Northwestern)
Professor of Strategic
Management/Policy
James M. Gillies, CM
BA (UWO); MA (Brown); PhD (Indiana);
Hon LLD (Simon Fraser; York)
Professor Emeritus of Strategic
Management/Policy
Dean Emeritus
University Professor (York)
Dezsö J. Horváth, CM
Electrical Eng (Malmö, Sweden);
MBA & PhLic & PhD (Umeå, Sweden)
Professor of Strategic
Management/Policy
Tanna H. Schulich Chair in
Strategic Management
Dean
Matthias Kipping
MA (Sorbonne, France); MPA
(Harvard); Dipl (EHESS, France);
DPhil (München, Germany)
Professor of Strategic
Management/Policy
Chair in Business History
Academic Director, KelloggSchulich EMBA Program
Stan Xiao Li
BSc (Jiaotong, China); MSc
(Stirling, UK); PhD (Toronto)
Professor of Strategic
Management/Policy
Charles J. McMillan
BA (Prince Edward Island);
MBA (Alberta); PhD (Bradford)
Professor of Strategic
Management/Policy
H. Ian Macdonald, OC
BCom (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/Policy
President Emeritus (York)
Anoop Madhok
BCom (Calcutta, India); MBA
(Cincinnati); MIS (Johns Hopkins);
PhD (McGill)
Professor of Strategic
Management/Policy
Dirk Matten
Dipl Kfm (Essen, Germany); Dr rer
pol & Dr habil (Düsseldorf, Germany)
Professor of Strategic
Management/Policy
Hewlett-Packard Chair in
Corporate Social Responsibility
Theodore Peridis
BSc (Athens, Greece); MA (Kent,
UK); MPhil & PhD (New York)
Associate Professor of Strategic
Management/Policy
Director, Global Leadership
Program
Director, India EMBA Program
Willow Sheremata
BSc (McGill); MSc (Toronto); MBA
(Pennsylvania); MPh & PhD (New York)
Associate Professor of Strategic
Management/Policy
Justin Tan
BBA (Tianjin, China); MBA (McGill);
MA (Kansas); PhD (Virginia Tech)
Professor of Strategic
Management/Policy
Newmont Mining Chair in
Business Strategy
Edward J. Waitzer
LLB & LLM (Toronto), of the Bars
of Ontario and New York
Professor of Strategic
Management/Policy and
Jarislowsky Dimma Mooney Chair
in Corporate Governance
Stephen Weiss
BA (Lafayette); MA & PhD
(Pennsylvania)
Associate Professor of Strategic
Management/Policy and
International Business
Director, MBA Program
Tom Wesson
BComm (Queen’s); MBA & PhD
(Harvard)
Associate Professor of Strategic
Management/Policy
David Weitzner
BA (Western); MBA & PhD (York)
Sessional Assistant Professor
SPECIALIZATION
ADDITIONAL ELECTIVES
REQUIREMENTS
BSUS 6200 3.00 Managing Ethics & Social Responsibility
SGMT 6960 3.00 Strategic Management of e-Business
BSUS 6500 3.00 Business Strategies for Sustainability
ECON 6120 3.00 The Economics of Regulation and
Deregulation
ECON 6210 3.00 Economic Forecasting and Analysis
ECON 6220 3.00 Macroeconomics and the Supply Side
ENTR 6605 3.00 Entrepreneurship and New Firm Creation
ENTR 6625 3.00 Managing Venture Growth and Transition
ENTR 6645 3.00 Corporate Entrepreneurship
FNSV 6970 3.00 Competitive & Organizational Strategies
for Financial Services Firms
FNSV 6985 1.50 The Canadian Life Insurance Industry and
International Competition
FNSV 6990 1.50 Enterprise Risk Management and Strategy
HIMP 6130 3.00 Strategic Management of Hospitals
IBUS 6410 3.00 Introduction to International Business
IBUS 6430 3.00 International Business Strategy
IBUS 6490 3.00 International Negotiations:
Analysis, Strategy and Practice
MGMT 6200 3.00 Business Administration and the Law
MGMT 6300 3.00 Case Analysis and Presentation Skills
MGMT 6700 3.00 Project Management
MGMT 6960 3.00 Management Consulting
MINE 6100 3.00 Strategy and Value Creation in Mining
MKTG 6650 3.00 Strategic Market Planning
•
12.00 credits of elective courses consisting of:
- at least 6.00 credits of recommended courses and 6.00
credits of recommended or additional courses
RECOMMENDED ELECTIVES
SGMT 6050 3.00 Mergers and Acquisitions
SGMT 6060 3.00 The Art of the Deal
SGMT 6150 3.00 The Board of Directors and the Governance
of Public Corporations
SGMT 6240 3.00 Managing Strategic Alliances
and Joint Ventures
SGMT 6250 3.00 Strategy Execution
SGMT 6400 3.00 Strategic Thinking and Action in
Turbulent Environments
SGMT 6700 3.00 Strategic Capability Development
SGMT 6720 3.00 Managing Globally: Past, Present, Future
SGMT 6730 3.00 Business Strategies in China
SGMT 6800 3.00 Strategic Management of
Technology-Based Firms
SGMT 6970 3.00 Restructuring and Turnaround Management
Schulich School of Business – 53
Area & Program
Specialization Information
Schulich Required Foundations of
Management Core Courses
IN THIS SECTION
Introduction ...........................................................................54
Nature of Courses .................................................................54
MBA Core Courses
MBA 1 ....................................................................................54
MBA 2 ....................................................................................55
Additional MBA/JD Core Course ...........................................57
IMBA Core Courses ................................................................57
INTRODUCTION
MBA MANAGEMENT CORE COURSES
In keeping with the School’s belief that there is a common body of
knowledge and skills necessary for effective management in the
private, public and nonprofit sectors, each Schulich degree program
shares a common core of courses listed on page 54-55. The MBA/JD
program has additional program-specific core courses.
MBA 1
NOTE: 5000-level management core courses are not open to accelerated students or students in the Post-MBA Diploma Program for
degree credit
NATURE OF COURSES
Courses 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 managerial
effectiveness. Overall, there is an emphasis on student involvement
and participation in the classroom, and on practical managerial
application. Many courses involve real-time, real-life, in-company
projects of one sort or another. There is no standard teaching format,
as the organization, pedagogy and style of classes is determined solely
by the most effective way to teach a particular course. Many courses
make extensive use of case studies, but many do not. Other
approaches to delivering courses include in-class presentations, roleplaying exercises and visiting speakers and business leaders.
NOTE: All courses coded 51XX X.XX should normally be taken
before 52XX X.XX or 6XXX X.XX courses. In general all 52XX X.XX
courses must be completed before any 6XXX X.XX courses with
the same functional area or special program coding can be started
(e.g. MKTG = Marketing).
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 financial statements, 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 situations
such as cost management, pricing special orders, determining service
levels and performance appraisal. The non-applicability of external
reporting figures for most management decisions is reviewed.
Prerequisite: ACTG 5100 3.00
ECON 5100 3.00
The Economic Environment of Business
This course provides managers with an overview of the economic
environment within which business must operate, with an understanding of some of the analytical tools that economists use to solve
business and economic problems. The focus is to enable students to
identify, understand and evaluate the domestic and global forces
causing economic change. Key concepts and ideas from microeconomics, macroeconomics, and international economics are introduced. Topics relevant to real-world issues and problems provide
the focus for in-class discussion. Upon completion, students are
expected to be familiar with the fundamental concepts of economics,
and to be able to analyze how changes in the economic environment affect business performance and future strategic options.
FINE 5200 3.00
Managerial Finance
This course provides an opportunity to learn about investment and
financing. The investment decision allocates scarce resources to
projects in the organization and involves asset valuation, capital
budgeting, risk management, working capital management and
performance assessment. The financing decision chooses sources of
cash to finance the investment decisions and involves capital
structure, financial instruments, the risk-return trade-off, financial
planning and the cost of capital. Ethical considerations and management in the global context are integrated into these topics.
54 – Schulich School of Business
Course Descriptions:
Required Core Courses
MGMT 5150 3.00 Skills for Leadership
This course develops the thinking and reflective skills required for
leadership in a turbulent world. Drawing on complexity science,
the course applies a multiple perspectives framework to challenge
embedded assumptions and advance students’ ability to think creatively, analytically and strategically. Students learn to identify and
reframe complex problems more effectively, and to develop and
communicate actionable solutions compellingly.
MGMT 5260 3.00 Managing for Value Creation
This course focuses on value creation through management action
in a multi-level, multi-actor environment. We explore questions
such as what is value, how is value created, and what and who
drives value towards which ends? Locating the business enterprise
within the value creation process, we link it to the role of various
actors such as government, NGOs, consumers and employers.
Prerequisite: It would usually be expected that students have completed all 5100 required courses. No student will be allowed to take
the course without having completed MGMT 5150.
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, distribution, communication). It stresses the application of these concepts
to profit, not-for-profit, large, small, new, mature, service, productbased, domestic and international organizations. It also develops
specific skills such as problem-solving, verbal presentation, business 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 information systems in modern business applications.
OMIS 5120 1.50
Quantitative Methods
This course is an introduction to the use of quantitative methods for
business research, analysis, forecasting and optimization. The aim
is to not only convey an understanding of methods, but also to give
an appreciation of their use in addressing actual business problems,
and to acquaint students with computer software necessary for
implementing these methods.
OMIS 5210 1.50
Operations Management
Operations management in both manufacturing and service organizations involves the coordination of complex and dynamic systems
of people, technology and materials to achieve competitive objectives. The impact of alternative strategies for delivering quality
products in a cost-effective manner is examined. This includes currently popular inventory management philosophies such as ‘Total
Quality Management’ and ‘Just-In-Time’ inventory management.
MBA 2
SGMT 6000 3.00 Strategic Management
This course examines business and corporate strategy. The focus
is on strategic management, the process of choosing and defining
purposes and objectives, formulating and implementing a viable
strategy and monitoring strategic performance. It deals with the
organization in its totality and demonstrates how and why the
various functions of business are interdependent and need to be
coordinated if the organization is to perform effectively. The course
elaborates on the applicability of the strategic management discipline 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 the
basics learned throughout the core of the program. In order to maximize student learning, students are required to complete all 5000series Required Foundations of Management Core Courses before
enrolling in this course. Normally, full time students take this
course in their third semester of study. Normally, students who are
pursuing an accelerated MBA on a full time basis take this course in
their first semester of study in the program. Full time students who
are planning to Study Abroad must carefully plan the timing of this
course in consultation with the Assistant Director of International
Relations. Students with partial advanced standing are also expected to have completed all 5000-series Required Foundations of
Management Core Courses before enrolling in this course.
MGMT 6090 0.00 Strategy Field Study Formation
The Strategy Field Study represents the culmination of a student’s
work in the MBA program. Through a two-term study of an actual
organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have acquired
throughout their studies. Students must form and register their
groups for this Strategy Field Study in the term that they begin the
process and must register in MGMT 6090 to formalize the start of
the study. Students must also register for MGMT 6100 3.00 in either
the first or second term they are working on the Strategy Field Study.
NOTE: Students undertake their Strategy Field Study during the last
two semesters of their program.
Prerequisites: Students are required to complete all 5000-series
Required Foundations of Management Core Courses before
enrolling in this course, plus satisfy all other MGMT 6100 prerequisites below.
Prerequisite or Corequisite: SGMT 6000 3.00 and registration in
MGMT 6100 0.00 in the first or second term of the Field Study. See
prerequisites for MGMT 6100 3.00.
ORGS 5100 3.00
Organizational Behaviour
The purpose of this course is to create a knowledge base from
which students can develop organizational competence. It examines the relationships between organizational performance and the
behaviour of individuals, groups and overall organizations. In the
process, emphasis is given to the importance of interpersonal issues
and to issues arising from technological change, workforce diversity,
ethical challenges and internationalization.
Schulich School of Business – 55
Course Descriptions:
Required Core Courses
MGMT 6100 3.00 Strategy Field Study
The Strategy Field Study represents the culmination of a student’s
work in the MBA program. Through a two-term study of an actual
organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have
acquired throughout their studies. They are required to undertake
an extensive and in-depth analysis of the external and internal environments and an evaluation of an organization’s activities; on that
basis they develop actionable recommendations and an implementation plan that contribute to the organization’s future success.
NOTE: Students undertake their Strategy Field Study during the last
two semesters of their program.
Prerequisites: This is a capstone and integrative course that spans
two semesters. It is expected that it will be completed during the
last two semesters of a student’s program of study. Individual student members bring to their group a wealth of knowledge acquired
throughout their studies of core and elective courses and have the
opportunity to integrate, apply, and test such knowledge in a real
setting. Given that the Strategy Field Study (SFS) should be undertaken during the last two semesters of a student’s MBA studies, the
following normally apply:
Full-time students: Successful completion of all 5000-series
Required Foundations of Management Core Courses before
enrolling in this course. In addition, students must enrol in this
course concurrently with SGMT 6000 3.00 Strategic Management
and successfully complete the latter course in the first semester of
their SFS. During the first and second semesters of the SFS (which
typically correspond to the third and fourth semesters of a full time
students MBA), students are also expected to complete all their
required electives for successful graduation with the MBA degree.
Part-time students: Successful completion of all 5000-series Required
Foundations of Management Core Courses, SGMT 6000 3.00 Strategic
Management and at least four 6000-series electives courses.
Full-time students planning to study abroad on an exchange program:
Successful completion of all 5000-series Required Foundations of
Management Core Courses and SGMT 6000 3.00 Strategic
Management. Students should coordinate with Student Services &
International Relations (SSIR) and the Strategy Field Study Office
well in advance of the exchange, and make arrangements for completing this course while accommodating exchange plans. Students
should contact SSIR during the very first semester of their MBA
studies to allow ample time to make appropriate arrangements that
will not compromise their studies.
Students normally undertake their SFS during the last two semesters of their program but arrangements might have to be made from
the beginning of the second semester of their studies.
Part-time students planning to go on exchange should have no
problem scheduling their SFS to meet the part-time schedule outlined above. Students should consult with SSIR before submitting
an exchange application to ensure that such scheduling meets SFS
requirements.
Accelerated/Advanced Standing students: Students who have been
awarded partial credit for completing degree-level courses before
starting their MBA program at Schulich are considered on a case by
case basis. Their study programs are designed to mirror as closely
as possible the sequencing of courses described above for full-time
and part-time students, as appropriate.
Course credit exclusion: INTL 6200 3.00, IMBA 6200 3.00,
PUBL 6100 3.00
56 – Schulich School of Business
NOTE:
1. All information, notices regarding all required preparation, information and introductory meetings, resources, course materials for
the 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 of
unique variations on the Schulich Strategy Field Study, including
the Global Leadership Program described later in this section.
Periodically, there are opportunities to undertake studies of companies from other parts of the world, in collaboration with schools
from Schulich’s extensive network of Exchange partners.
3. For versions of the MGMT 6100 3.00 course specific to the IMBA
(prior to 2014 entry), see ‘International MBA Core Courses’ on
pages 57-58.
4. An introductory session for MGMT 6100 3.00 will be held from 5:30
to 7 pm about 6 weeks before the end of each term for those
enrolling in MGMT 6100 3.00 in the following term. Students are
advised to begin to form their groups and to talk with Year 2 students or Schulich graduates early to gather as much information as
possible and begin to think about potential sites.
5. A compulsory kick-off meeting for all students is held on Saturday
either before the Fall term (end of Launch Week) or a Saturday
early in the Winter and Summer terms. The introductory meeting
incorporates a group case exercise, lectures on the content and
process of the project and alumni who share experiences from successful and not-so successful 601 groups.
6. Students must visit the Strategy Field Study website and create
their personal registration profile before the end of the term prior
to the commencement of the course.
7. In addition to creating their personal registration profile on the
Strategy Field Study website, all students must enrol in the MGMT
6100 3.00 Strategy Field Study course online.
8. Students seeking a group to join or groups seeking additional
members should refer to the 601 database, which allows students
to post their names. The 601 database link is accessible from the
Strategy Field Study website.
9. Confirmation of a group and its members, of the three Schulich
faculty advisors who will work with it, and of the chosen site is
done through the Strategy Field Study website, using a series of
required 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.
11. Students may visit 601.schulich.yorku.ca for more course information and tips.
Course Descriptions:
Required Core Courses
The Global Leadership Program
The Global Leadership Program (GLP) takes the place of a 601
project and involves creating a market entry strategy for a foreign
company that is interested in entering the North American market
or a Canadian company contemplating a foreign market. Students
work in teams composed of five Schulich students, plus three to
five students from the partnering schools. Previous partner schools
include: the Wharton School, University of Pennsylvania in the
U.S.; Copenhagen Business School in Denmark; the Recanati
School of Business, Tel Aviv University in Israel; the Management
Development Institute of Argentina (IDEA) in Argentina; and the
Monterrey Institute of Technology (ITESM) in Mexico.
Individual projects follow a variant of the typical schedule. In early
January, students travel to their partner school/country to meet the
company, negotiate the type of research that will be conducted,
and see first hand the capabilities of the company. Team members
return to Toronto where they conduct necessary research about the
market and competition. In May, executives of the company and all
team members from the schools involved participate in a series of
meetings to review conclusions, recommendations and suggested
action plans.
Groups are formed with a balance of technical, market research and
international business skills. The sessions are intensive and demanding. Yet, students learn a tremendous amount from the experience.
The program starts in mid-November and ends in late May.
The program follows the five phases of a regular MGMT 6100 3.00
structure, but meetings with faculty advisors are more frequent. In
addition, students make presentations to a board of outside advisors in meetings which take the form of devil’s advocate sessions.
These advisors typically provide valuable insights, as well as contacts and references to assist in the students’ research.
The program covers most of the students’ travel expenses and provides some research funds for their work.
Eligibility:
1. All MBA, Joint MBA/JD full-time and part-time students with
good interpersonal and communication skills are eligible.
2. Neither knowledge of a foreign language nor direct ties to
another country are necessary for participation in the program.
However, students are required to travel to the designated location and participate in these meetings.
3. Students register for MGMT 6100 3.00 and standard MGMT
6100 3.00 eligibility requirements apply at the time of commencement of the projects.
4. Application forms can be obtained from the Program
Coordinator by sending an e-mail to: GLP@schulich.yorku.ca
ADDITIONAL MBA/JD CORE COURSE
NOTE: See also the Joint MBA/JD Degree program section,
‘Academic Program’ on page 26.
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 an
initial 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.
IMBA CORE COURSES
NOTE: All IMBA courses are restricted to IMBA students, with the
exception of those marked with an *.
IMBA 511X 0.00* Business Communication and Culture I
IMBA 521X 0.00* Business Communication and Culture II
IMBA supported languages include: French, German, Japanese,
Mandarin, Spanish and English as a Second Language (for visa
students only). For these languages, non-credit business language
courses are required for IMBA students with OPI levels of
Intermediate-High and Advanced-Low in Terms 1 and 2 (on condition that there I sufficient enrolment). Taught by native speakers,
the courses expose students to business practices and the use of
language in business contexts in the countries and regions where
these languages are spoken.
Condition of Admission: Proof of the same level as that of the
language course applied to (submitted four weeks prior to course
start). Course fees apply to non-IMBA students. Contact the IMBA
Office at imba@schulich.yorku.ca.
IMBA 5000 0.00
Professional Development for
International Managers
This course is designed to help IMBA students acquire skills and
knowledge that will facilitate their professional development,
including securing a required International Work Term, and conducting full time job search in the business arena. Under the guidance of a dedicated team, students engage in self-assessment,
develop an awareness of the changing professional environment and
learn how to interact with other professionals in different cultural
and organizational settings.
IMBA 5001 0.00
Contemporary Challenges and
Strategic Thinking
This course is a foundational building block for the following integrative modules of core courses for the IMBA program. In this
course students will be made aware of contemporary challenges
and how a leader approaches strategic thinking and integrates these
contemporary challenges into his or her decision making.
IMBA 5002 1.50
Managerial Decisions Analysis
This course provides a one week introductory course on analytical
methods for managerial decision making to be followed by an
integrative module of core functional courses. The focus is on a
robust framework to critically describe, analyze and communicate
a range of complex managerial problems using both qualitative
and quantitative data.
Schulich School of Business – 57
Course Descriptions:
Required Core Courses
Global Stakeholders Strategies
IMBA 5003 1.50
For international business professionals to create sustainable, longterm value they need to successfully navigate a complex landscape
of stakeholders that are affected by, and affect how businesses
operate across borders. This course provides students with the
necessary skills to identify, map and prioritize stakeholders.
IMBA 5004 1.50
International Negotiation Processes
and Techniques
Effective negotiation skills are essential for international business
professionals. This course focuses on negotiation processes and
practices in different countries, industries, and types of transactions.
Through practical exercises and assignments, students in this course
can expect to develop and improve their analytical, strategic and
negotiation skills for international business.
IMBA 5100 0.00
Integrative Management Experiences I
This course is multi-functional multi-disciplinary that builds on the
analytical skills students are learning in each of the functional core
courses during Term 1. Students will analyze an organization and its
corresponding industry in order to assess the key risks (strategic,
financial, organizational, regulatory, and competitive) facing them.
IMBA 5101 3.00
Financial Accounting for
International Managers
This course provides an overview of corporate financial reporting.
The emphasis is on understanding the broad accounting framework
and the ways in which financial reporting is affected by user needs,
management motivations, and national environmental factors.
IMBA 5102 3.00
The Economic Environment of
International Business
This course provides managers with an overview of the economic
environment within which businesses must operate, and an understanding of some of the analytical tools which economists use to
solve business and economic problems.
IMBA 5102 3.00
Introduction to Managerial Finance
for International Managers
This course provides an opportunity to learn about investment and
financing in an international context. The investment decision allocates scarce resources to projects in the organization and involves
asset valuation, capital budgeting, risk management, working capital management and performance assessment. Emphasis is on
applying new knowledge through industry studies and cases.
IMBA 5104 3.00
Managing People and Teams in a
Global Context
This course will introduce aspiring international managers to organizational behaviour-a discipline that studies individual and group
behaviour in the workplace. It will cover the key concepts in the
field from a cross-cultural perspective and contributes to the skills
and knowledge that students require as a foundation for leadership
positions into which they will move.
IMBA 5105 1.50
Global Management Accounting
To manage an enterprise effectively, identify strategic opportunities,
and maintain competitive advantage. Management accounting
focuses on understanding and anticipating the impacts of alternative
decisions on an organization as a whole. This course is designed to
help students become discriminating users of management accounting
information and looks to develop advanced managerial accounting
skills in a global environment.
58 – Schulich School of Business
IMBA 5200 0.00
Integrative Management
Experiences II
This multi-functional and multi-disciplinary course will build on the
analytical skills that students are acquiring in each of the core functional courses during Term 2. Students will analyze and discuss five
cases to learn how to apply and integrate the strategic, marketing,
operations and regional analysis concepts, tools and frameworks
they learn concurrently throughout Term 2.
IMBA 5201 3.00
Regional Analysis
Before making any strategic international decision, an organization
needs to gather information to assess the potential of a market and
the corresponding risk. This course will give you the tools and
frameworks to analyze any country or region of the world to provide
that information.
IMBA 5202 3.00
Marketing Management in
a Global Context
This course familiarizes students with fundamental marketing
concepts in an international context. It stresses when and how to
standardize or adapt marketing programs in different markets. It
covers both large and small firms marketing a broad range of consumer and industrial products and operating in developing and
developed country markets.
IMBA 5203 3.00
Strategy for the Global Organization
This course introduces students to the field of strategic management and develops the analytical frameworks that can help them
become effective international managers. The course looks at the
process of choosing and defining organizational purposes and
objectives, formulating and implementing a viable strategy, and
monitoring strategic performance.
IMBA 5204 3.00
Design, Control and Improvement
of Processes
In this course we cover some of the basic but powerful ideas from
operations management and the management of information
systems that drive the sustainability of the critical processes of
modern international organizations.
IMBA 5300 9.00
International Work Term
For the International Work Term, a minimum 12 weeks full-time
work is required in a country where the student has not had any life
or work experience in the last 10 years, and for students with
ACTFL OPI levels below Advanced-Mid requiring remedial language study, in a country where the IMBA language is the primary
language. Exceptions must be approved by the Program Director.
IMBA 6200 3.00
International Field Study
The International Field Study is the core, capstone, integrative,
course for the IMBA Program. It involves advanced analysis and
creation of solutions for business challenges that are complex and
multidimensional. Each pre-selected student team studies an
international organization located in a region outside of North
America, or an organization with substantial operations outside of
North America. This Field Study spans three consecutive terms.
Course Descriptions:
Required Core Courses
Course Descriptions: Elective Courses
IN THIS SECTION
Introduction ...........................................................................59
Schulich Individual Study 6900-Series ...............................59
Non-Schulich Electives
Elective Courses at other York Faculties ................................59
Elective Courses at other Graduate Schools ...........................59
Schulich Elective Courses
Functional Areas of Management............................................60
Special Programs ...................................................................61
ACTG - Accounting ................................................................63
ARTM - Arts and Media Administration ................................64
BSUS - Business and Sustainability .........................................65
ECON - Economics ................................................................65
ENTR - Entrepreneurial Studies..............................................66
INTRODUCTION
The choice of electives to complete a Schulich degree program is
entirely up to the student (respecting corequisite and prerequisite
requirements). Students are not required to choose a major.
Instead, they are encouraged to select those electives that best suit
their backgrounds and career interests. For a further discussion of
using electives to develop one or more areas of expertise, see ‘Area
& Program Specialization Information’ on pages 33-53. Each of the
areas lists available study options, including developing a specialization in a functional or program area; completing a Graduate
Diploma program concurrently with a degree program, or taking a
specialized 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 use
the one MBA 1 elective slot to enrol in the introductory course of
their respective specializations (concentration or Diploma
Programs). Check ‘Specialization Requirements’ on pages 33-53.
4. Students in degree programs also have the opportunity to apply
to take Schulich Individual Study 6900-series courses, and nonSchulich Elective Courses outside the School (see below).
5. Normally, a maximum of one 3.00 credits cross-listed elective can
count towards two specializations.
SCHULICH INDIVIDUAL STUDY
6900 X.XX SERIES
In addition to registering in regular Schulich elective courses, a student
may also work with an individual faculty member on a topic of mutual interest. They are normally supervised by a tenured or tenure track
faculty member and if the supervisor is a part-time or contract
instructor, a full time faculty member must co-sign the forms. Please
note that faculty members are not obligated to accept individual study
proposals from students.
These studies are co-designed by the student and the faculty member to have a clearly defined problem and or area of focus including:
1. learning objectives
2. means of achieving these objectives
3. method of evaluation
ETHC - Business Ethics ..........................................................67
FINE - Finance .......................................................................67
FNEN - Financial Engineering................................................69
FNSV - Financial Services.......................................................70
HIMP - Health Industry Management.....................................71
IBUS - International Business .................................................72
MGMT - Management ............................................................72
MINE - Global Mining Management ......................................73
MKTG - Marketing .................................................................74
OMIS - Operations Management & Information Systems.......75
ORGS - Organization Studies .................................................77
PROP - Real Estate and Infrastructure ....................................78
PUBL - Public Management ....................................................79
SGMT - Strategic Management ...............................................79
SOCM - Social Sector Management ........................................80
The purpose of an Individual Study is not to replace existing
courses and should be designed to have minimal overlap with
existing or previously taken courses. The workload is equivalent to
a course of the same credits. Students are advised to give careful
thought to the title that they use to describe the course since it will
appear on their transcript.
A student may take a maximum of 6.00 credits of Individual Study
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 area
or program a faculty member is associated with, while the final
X.XX indicates whether the course is worth 3.00 or 1.50 credits
(e.g., FINE 6900 3.00 or BSUS 6900 1.50.) See page 6 for more
information.
NON-SCHULICH ELECTIVES
NOTE:
1. The maximum number of elective courses taken outside Schulich
for which credit is given is the equivalent of 6.00 credits.
Application for taking courses outside Schulich should be submitted to Student Services well in advance of a course start date, as
authorization from Schulich and the external Faculty/School
is required. Undergraduate courses are not credited towards
Schulich graduate degrees.
2. Post-MBA Diploma students may not take courses outside of the
Schulich 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 equivalent
of 6.00 credits of courses in other graduate Faculties at York, including
those offered by the Faculty of Environmental Studies, the School of Arts,
Media, Performance and Design, the Faculty of Liberal Arts &
Professional Studies and Osgoode Hall Law School.
ELECTIVE COURSES AT OTHER GRADUATE SCHOOLS
In addition to electives offered within Schulich, students can seek
permission from the Director of Student Services to take the
equivalent of 6.00 credits of courses at other graduate schools
(outside York University).
Schulich School of Business – 59
Course Descriptions:
Elective Courses
SCHULICH ELECTIVE COURSES
FUNCTIONAL AREAS OF MANAGEMENT
MARKETING
ACCOUNTING
MGMT 6800 3.00
MGMT 6810 3.00
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
ACTG
6120
6130
6140
6150
6160
6200
6250
6300
6310
6320
6350
6400
6600
6610
6710
6720
6730
6800
6951
3.00
3.00
3.00
3.00
3.00
3.00
3.00
1.50
3.00
3.00
1.50
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Intermediate Financial Accounting I
Intermediate Financial Accounting for Finance Majors
Intermediate Financial Accounting II
Complex Financial Reporting Issues
Advanced Financial Accounting
Contemporary Issues in Accounting
Financial Reporting and Analysis
Financial Reporting Issues For Financial Institutions
Adv Financial Statement Analysis & Valuation
Advanced Finance Topics
Advanced Cost and Management Accounting
Strategic Management Accounting and Analysis
Auditing Standards and Applications
Advanced Auditing
Introduction to Income Taxation
Advanced Income Taxation
Managerial Tax Planning
Accounting and Control of Nonprofit Organizations
Accountability and Sustainability Reporting
ECONOMICS
ECON
ECON
ECON
ECON
ECON
ECON
ECON
ECON
ECON
6110
6120
6170
6180
6210
6220
6450
6510
6960
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Industrial Economics
The Economics of Regulation and Deregulation
Environmental Economics for Business
Money, Credit and Macroeconomic Policy
Economic Forecasting and Analysis
Macroeconomics and the Supply Side
Innovation and Technology Diffusion
Applied International Economics
Business and Economic Environments of East and
Southeast Asia
FINANCE
BSUS 6200 3.00
ETHC 6950 1.50
FINE 6050 3.00
FINE 6100 3.00
FINE 6150 3.00
FINE 6200 3.00
FINE 6310 3.00
FINE 6400 3.00
FINE 6500 3.00
FINE 6600 3.00
FINE 6800 3.00
FINE 6860 3.00
FINE 6875 3.00
FNEN 6820 3.00
FNEN 6840 3.00
FNSV 5500 1.50
FNSV 6700 3.00
PROP 6100 3.00
Managing Ethics & Social Responsibility
Ethics in Finance
Personal Financial Management
Financial Management
Advanced Corporate Finance
Investments
Econometrics of Financial Markets
International Financial Management
Behavioural Finance
Corporate Financial Analysis
Options, Futures and Other Derivative Securities
Retirement Income Planning Models
Alternative Investments
Advanced Derivative Securities
Enterprise-wide Financial Risk Management
Introduction to Financial Services Management
Management of Risk in Canadian Financial Institutions
Real Estate Finance and Investment
MANAGEMENT
BSUS 6200 3.00
MGMT 6200 3.00
MGMT 6300 3.00
MGMT 6600 3.00
MGMT 6700 3.00
MGMT 6800 3.00
MGMT 6810 3.00
MGMT 6960 3.00
Managing Ethics & Social Responsibility
Business Administration and the Law
Case Analysis and Presentation Skills
Social Innovation and the Structure of Global Poverty
Project Management
Innovation Through Technology and Design
Creativity and Innovation: Techniques for A Rapidly
Changing World
Management Consulting
60 – Schulich School of Business
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
MKTG
6050
6100
6150
6155
6226
6250
6300
6321
6325
6326
6360
6400
6440
6480
6550
6570
6650
6800
6951
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
1.50
Innovation through Technology and Design
Creativity and Innovation: Techniques for
A Rapidly Changing World
Marketing Research
Strategic Market Communications
Consumer Behaviour
Consumer Insight: Qualitative Marketing Research
Social Media for Marketing and Management
Business Marketing
Service Marketing
Entertainment Culture and Marketing
Retail Marketing Strategies
Retail Analytics
Marketing Metrics
International Marketing
New Products
Nonprofit Marketing and Resource Development
Brand Management
Strategic Professional Selling
Strategic Market Planning
Customer Experience Design
Strategic Marketing in Asia
OPERATIONS MANAGEMENT & INFORMATION SYSTEMS
BSUS 6300 3.00
MGMT 6700 3.00
OMIS 6000 3.00
OMIS 6350 3.00
OMIS 6500 3.00
OMIS 6560 3.00
OMIS 6700 3.00
OMIS 6710 3.00
OMIS 6720 3.00
OMIS 6740 3.00
OMIS 6955 3.00
SGMT 6960 3.00
Management Practices for Sustainable Business
Project Management
Models and Applications in Operational Research
Advanced Spreadsheet Modelling &
Programming for Business
Global Operations and Information Management
Supply Chain Management
Managing New Technology
Management Information Systems
Systems Analysis and Design
e-Business Technology
Service Operations Management
Strategic Management of e-Business
ORGANIZATION STUDIES
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
ORGS
6020
6200
6320
6350
6400
6420
6500
6550
6560
6650
6720
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
3.00
Designing Effective Organizations
Managing Human Resources
Cross-Cultural Management
Managing Change
Power and Politics in Organizations
Crisis Management
Interpersonal Managerial Skills
Strategic Career Management
Negotiations
The Art and Science of Leadership
Managing Team Dynamics
STRATEGIC MANAGEMENT
SGMT 6050 3.00
SGMT 6060 3.00
SGMT 6150 3.00
SGMT 6240 3.00
SGMT 6250 3.00
SGMT 6400 3.00
SGMT 6700 3.00
SGMT 6720 3.00
SGMT 6730 3.00
SGMT 6800 3.00
SGMT 6960 3.00
SGMT 6970 3.00
BSUS 6500 3.00
ENTR 6605 3.00
ENTR 6625 3.00
ENTR 6645 3.00
Mergers and Acquisitions
The Art of the Deal
The Board of Directors and the Governance
of Public Corporations
Managing Strategic Alliances and Joint Ventures
Strategy Execution
Strategic Thinking and Action in
Turbulent Environments
Strategic Capability Development
Managing Globally: Past, Present, Future
Business Strategies in China
Strategic Management of Technology-Based Firms
Strategic Management of e-Business
Restructuring and Turnaround Management
Business Strategies for Sustainability
Entrepreneurship and New Firm Creation
Managing Venture Growth and Transition
Corporate Entrepreneurship
Course Descriptions:
Elective Courses
SCHULICH ELECTIVE COURSES
FNSV 6970 3.00
FNSV 6985 1.50
FNSV 6990 1.50
HIMP 6130 3.00
HIMP 6170 3.00
HIMP 6180 3.00
IBUS 6410 3.00
IBUS 6430 3.00
IBUS 6490 3.00
MGMT 6200 3.00
MGMT 6300 3.00
MGMT 6700 3.00
MGMT 6960 3.00
MINE 6100 3.00
SOCM 6400 3.00
PUBL 6150 3.00
continued
Competitive & Organizational Strategies for
Financial Services Firms
The Canadian Life Insurance Industry and
International Competition
Enterprise Risk Management and Strategy
Strategic Management of Hospitals
Commercialization in Pharma & Biotech
Innovation and Change Across the Health Industry
Introduction to International Business
International Business Strategy
International Negotiations:
Analysis, Strategy and Practice
Business Administration and the Law
Case Analysis and Presentation Skills
Project Management
Management Consulting
Strategy and Value Creation in Mining
Social Purpose Investing and Finance
Comparative Public Policy
SPECIAL PROGRAMS
ARTS AND MEDIA ADMINISTRATION
ARTM 6300 3.00
ARTM 6301 3.00
ARTM 6340 3.00
ARTM 6350 3.00
ARTM 6360 3.00
Cultural Policy
Issues in Arts and Cultural Management
Managing the Broadcast & Digital Worlds:
Strategy and Change in Television and Online Media
The Business of Creativity in the Cultural Sector
Business Solutions for Digital Media
BUSINESS AND SUSTAINABILITY
SCHULICH SCHOOL
ACTG 6951 3.00
Accounting and Sustainability Reporting
BSUS 6200 3.00
Managing Ethics & Social Responsibility
BSUS 6300 3.00
Management Practices for Sustainable Business
BSUS 6500 3.00
Business Strategies for Sustainability
BSUS 6600 3.00
Sustainability and Carbon Finance
ECON 6170 3.00
Environmental Economics for Business
ENTR 6655 3.00
Social Entrepreneurship
ETHC 6950 1.50
Ethics and Finance
MGMT 6200 3.00 Business Administration and the Law
MGMT 6600 3.00 Social Innovation and the Structure of Global Poverty
MINE 6100 3.00
Strategy and Value Creation in Mining
MINE 6300 3.00
Towards Sustainable Mining
MKTG 6480 3.00 Nonprofit Marketing and Resource Development
ORGS 6350 3.00
Managing Change
ORGS 6400 3.00
Power and Politics in Organizations
ORGS 6420 3.00
Crisis Management
ORGS 6560 3.00
Negotiations
PROP 6550 3.00
Sustainable Cities: Urbanization, Infrastructure,
and Strategic Choices
PUBL 6140 3.00
Business and Government
SOCM 6400 3.00 Social Purpose Investing and Finance
FACULTY OF ENVIRONMENTAL STUDIES
ENVS 6114 3.00
Sustainable Development for Canada
ENVS 6115 3.00
Ecological Economics
ENVS 6144 3.00
Action Learning
ENVS 6148 3.00
Environmental Negotiation and Mediation
ENVS 6155 3.00
Program Implementation
ENVS 6164 3.00
Environmental Law
ENVS 6179 3.00
Climate Change
ENVS 6186 3.00
Theory and Methods of Environmental Impact
Assessment
ENVS 6281 3.00
Consulting Skills
OSGOODE HALL LAW SCHOOL
LW 2880 3.00
Environmental Law
Resource Management
LW 3490 3.00
Transnational Corporations and Human Rights
LW 3590 3.00
Climate Change Law
LW 3830 3.00
International Environmental Law: Protection of
LW 4880 3.00
the Global Environment
LW 5170 3.00
Corporate Governance
BUSINESS ETHICS
BSUS 6200 3.00
ETHC 6950 1.50
Managing Ethics & Social Responsibility
Ethics and Finance
ENTREPRENEURIAL STUDIES
ENTR 6605 3.00
ENTR 6625 3.00
ENTR 6635 3.00
ENTR 6645 3.00
ENTR 6655 3.00
ENTR 6900 1.50
ENTR 6900 3.00
ENTR 6910 3.00
ENTR 6991 3.00
HIMP 6170 3.00
HIMP 6180 3.00
MGMT 6800 3.00
MGMT 6810 3.00
Entrepreneurship and New Firm Creation
Managing Venture Growth and Transition
International Entrepreneurship
Corporate Entrepreneurship
Social Entrepreneurship
Individual Studies
Individual Studies
Venture Capital and Private Equity
Consulting to Family Enterprise
Commercialization in Pharma and Biotech
Innovation and Change Across the Health Industry
Innovation through Technology and Design
Creativity & Innovation: Techniques for a Rapidly
Changing World
MKTG 6440 3.00 New Products
MKTG 6570 3.00 Strategic Professional Selling
OMIS 6700 3.00 Managing New Technology
SGMT 6050 3.00 Mergers and Acquisitions
SGMT 6060 3.00 The Art of the Deal
SGMT 6400 3.00 Strategic Thinking and Action in Turbulent Environments
SGMT 6800 3.00 Strategic Management of Technology-Based Firms
FINANCIAL ENGINEERING
SCHULICH SCHOOL
FNEN 6210 3.00 Theory of Portfolio Management
FNEN 6810 3.00 Derivative Securities
FNEN 6820 3.00 Advanced Derivative Securities
FNEN 6840 3.00 Enterprise-wide Financial Risk Management
FNEN 6850 3.00 Fixed Income Securities
OMIS 6000 3.00 Models and Applications in Operational Research
FACULTY OF GRADUATE STUDIES
CSE 5910 3.00
Software Foundations
MATH 6910 3.00 Stochastic Calculus in Finance
MATH 6911 3.00 Numerical Methods in Finance
FINANCIAL SERVICES
FNSV 5500 1.50
FNSV 6700 3.00
FNSV 6750 1.50
FNSV 6775 3.00
FNSV 6800 1.50
FNSV 6850 1.50
FNSV 6950 3.00
FNSV 6960 1.50
FNSV 6970 3.00
FNSV 6975 3.00
FNSV 6985 1.50
Introduction to Financial Services Management
Management of Risk in Canadian Financial Institutions
Regulatory & Supervisory Principles for
Financial Institutions
International Credit: Markets and Metrics
Objectives and Principles of Financial Regulation
and Supervision
Specialized Topics in Regulation and Supervision
of Financial Institutions
Strategic and Operational Issues in the Financial
Services Industry
Activity Based Costing and the Financial
Services Industry
Competitive and Organizational Strategies for
Financial Services Firms
Co-evolution of Financial Markets and Institutions
The Canadian Life Insurance Industry and
International Competition
Schulich School of Business – 61
Course Descriptions:
Elective Courses
SCHULICH ELECTIVE COURSES
FNSV 6990 1.50
ACTG 6250 3.00
ACTG 6300 1.50
BSUS 6200 3.00
ECON 6120 3.00
ECON 6210 3.00
ETHC 6950 1.50
MKTG 6250 3.00
MKTG 6300 3.00
MKTG 6550 3.00
OMIS 6700 3.00
ORGS 6020 3.00
ORGS 6350 3.00
SGMT 6050 3.00
SGMT 6800 3.00
IBUS 6410 3.00
IBUS 6430 3.00
PROP 6100 3.00
PROP 6600 3.00
continued
Enterprise Risk Management and Strategy
Financial Reporting and Analysis
Financial Reporting Issues For Financial Institutions
Managing Ethics & Social Responsibility
The Economics of Regulation and Deregulation
Economic Forecasting and Analysis
Ethics in Finance
Business Marketing
Service Marketing
Brand Management
Managing New Technology
Designing Effective Organizations
Managing Change
Mergers and Acquisitions
Strategic Management of Technology-Based Firms
Introduction to International Business
International Business Strategy
Real Estate Finance and Investment
Real Estate Portfolio Management
GLOBAL MINING MANAGEMENT
MINE 5100 1.50
MINE 6100 3.00
MINE 6200 3.00
MINE 6300 3.00
MINE 6400 3.00
BSUS 6200 3.00
MGMT 6700 3.00
OMIS 6500 3.00
ORGS 6420 3.00
PROP 6750 3.00
SGMT 6060 3.00
SGMT 6720 3.00
Introduction to the Global Mining Industry
Strategy and Value Creation in Mining
Financial Fundamentals in Mining
Towards Sustainable Mining
Managing Mining Companies
Managing Ethics & Social Responsibility
Project Management
Global Operations and Information Systems
Crisis Management
Financing Large Scale Infrastructure
The Art of the Deal
Managing Globally: Past, Present, Future
GLOBAL RETAIL MANAGEMENT
MKTG 6300 3.00
MKTG 6325 3.00
MKTG 6326 3.00
MKTG 6360 3.00
MKTG 6550 3.00
MKTG 6570 3.00
MKTG 6800 3.00
MKTG 6900 3.00
OMIS 6000 3.00
OMIS 6500 3.00
OMIS 6560 3.00
OMIS 6900 3.00
OMIS 6955 3.00
ORGS 6200 3.00
ORGS 6560 3.00
SGMT 6960 3.00
Service Marketing
Retail Marketing Strategies
Retail Analytics
Marketing Metrics
Brand Management
Strategic Professional Selling
Customer Experience Design
Independent Study in Global Retail Management*
Models and Applications in Operational Research
Global Operations and Information Management
Supply Chain Management
Independent Study in Global Retail Management*
Service Operations Management
Managing Human Resources
Negotiations
Strategic Management of e-Business
HEALTH INDUSTRY MANAGEMENT
ECON 6450 3.00
HIMP 6110 3.00
HIMP 6120 3.00
HIMP 6130 3.00
HIMP 6150 3.00
HIMP 6170 3.00
HIMP 6180 3.00
MGMT 6700 3.00
MGMT 6800 3.00
MKTG 6480 3.00
PUBL 5500 3.00
PUBL 6140 3.00
PUBL 6800 3.00
SOCM 6960 3.00
Innovation and Technology Diffusion
Understanding the Canadian Health Industry:
The Roles, Responsibilities and Challenges to
Improve Health
International Healthcare Systems
Strategic Management of Hospitals
Performance Indicators and Evaluation in
Health Care Industry
Commercialization in Pharma and Biotech
Innovation and Change Across the Health Industry
Project Management
Innovation through Technology and Design
Nonprofit Marketing and Resource Development
Public Policy and Public Management
Business and Government
Program Evaluation
Financial Management and Business Planning in
the Nonprofit Sector
62 – Schulich School of Business
INTERNATIONAL BUSINESS
ECON
ECON
ECON
ECON
6180
6450
6510
6960
3.00
3.00
3.00
3.00
Money, Credit and Macroeconomic Policy
Innovation and Technology Diffusion
Applied International Economics
Business and Economic Environments of East and
Southeast Asia
ENTR 6635 3.00 International Entrepreneurship
FINE 6400 3.00
International Financial Management
FINE 6800 3.00
Options, Futures and Other Derivative Securities
HIMP 6120 3.00 International Healthcare Systems
International Business: Strategic Overview for Managers
IBUS 6410 3.00
International Business Strategy
IBUS 6430 3.00
International Negotiations:
IBUS 6490 3.00
Analysis, Strategy and Practice
MINE 6100 3.00 Strategy and Value Creation in Mining
MKTG 6400 3.00 International Marketing
MKTG 6951 1.50 Strategic Marketing in Asia
OMIS 6500 3.00 Global Operations and Information Management
ORGS 6320 3.00 Cross-Cultural Management
SGMT 6700 3.00 Strategic Capability Development
SGMT 6720 3.00 Managing Globally: Past, Present, Future
PUBLIC MANAGEMENT
SCHULICH SCHOOL
PUBL 5500 3.00 Public Policy and Public Management
PUBL 6000 3.00 Strategic Management in the Public Sector
PUBL 6140 3.00 Business and Government
PUBL 6150 3.00 Comparative Public Policy
PUBL 6200 3.00 Canadian Public Law
PUBL 6800 3.00 Program Evaluation
FACULTY OF GRADUATE STUDIES
POLS 5110 3.00 Judicial Administration in Canada
POLS 5175 6.00 Canadian Federalism in Comparative Perspective
POLS 5601 3.00 Systems of Justice
POLS 5605 3.00 Ethical Politics
POLS 5650 3.00 Provincial and Municipal Government in Ontario
POLS 6155 3.00 Democratic Administration
REAL ESTATE AND INFRASTRUCTURE
PROP
PROP
PROP
PROP
6100
6200
6300
6550
3.00
3.00
3.00
3.00
PROP 6580 3.00
PROP 6600 3.00
PROP 6750 3.00
Real Estate Finance and Investment
Development Prototypes
Partnership Models for Infrastructure Delivery
Sustainable Cities: Urbanization, Infrastructure,
and Strategic Choices
Structuring Real Estate Transactions and
Managing Project Delivery
Real Estate Portfolio Management
Financing Large Scale Infrastructure
SOCIAL SECTOR MANAGEMENT
ENTR 6655 3.00
MGMT 6600 3.00
MKTG 6480 3.00
SOCM 6200 3.00
SOCM 6400 3.00
SOCM 6960 3.00
Social Entrepreneurship
Social Innovation and the Structure of Global Poverty
Nonprofit Marketing and Resource Development
Leadership in Social Sector Management
Social Purpose Investing and Finance
Financial Management and Business Planning
in the Nonprofit Sector
Course Descriptions:
Elective Courses
ACTG – ACCOUNTING
Room S344K, Schulich, 416-736-5062, fax 416-736-5687, e-mail
actg@schulich.yorku.ca
ACTG 6120 3.00 Intermediate Financial Accounting I
This course examines the accounting concepts and principles that
relate to the asset accounts. Attention is given to alternative asset
measurement bases and related revenue recognition and income
determination bases.
Prerequisite: ACTG 5100 3.00
ACTG 6130 3.00 Intermediate Financial Accounting for
Finance Majors
This course is meant specifically for non-accountants who want a
broader understanding of accounting issues and how they impact
financial statements. This course covers both sides of the balance
sheet focusing on understanding the impact of the issues on the
financial statements instead of the detailed technical application. This
course is not recognized as a course by the accounting designations.
Prerequisite: ACTG 5100 3.00 or MFIN 5100 3.00
Course 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 the
liability and equity accounts. Major topics include tax allocation,
pensions, leases, capital transactions and financial statement analysis.
Prerequisite: ACTG 6120 3.00
ACTG 6150 3.00 Complex Financial Reporting Issues
This course applies concepts and knowledge learned in intermediate
financial accounting courses to specialized industries and business
and non-business sectors. The overall objective of the course is to
develop an understanding of the stakeholders, and unique accounting and reporting needs of these contexts including banking, investments, real estate, insurance, mining, oil and gas, agriculture,
technology, communications, transportation, entertainment, utilities, not for profit and public sector.
Prerequisite: ACTG 5100 3.00, ACTG 6120 3.00, ACTG 6140 3.00
ACTG 6160 3.00 Advanced Financial Accounting
The final course in the three-course financial accounting core, this
course emphasizes accounting for international activities and intercorporate investments. The application of accounting principles to
case situations in specialized industries and nonprofit organizations
is also considered.
Prerequisite: ACTG 6120 3.00
ACTG 6200 3.00 Contemporary Issues in Accounting
This course concentrates on the application of accounting theory to
controversial issues in financial accounting. The topics vary with
the changing importance of current accounting issues. Source materials
include current accounting literature and the research publications of
professional accounting organizations. The development of research and
writing 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 announce
their earnings, and why certain trends in industry earnings affect
stock prices of many firms in that industry. Under highly stylized
Generally Accepted Accounting Principles (GAAP), abnormal
accounting earnings of a firm can be discounted to derive an
estimate of the share price. This course therefore offers a direct
link between accounting policy choices, abnormal earnings (based on
adjusted reported earnings) and stock price valuation.
Prerequisite: ACTG 5100 3.00
Course credit exclusion: FINE 6600 3.00 (either ACTG 6250 3.00
or 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 affecting
financial institutions. These issues, such as fair value accounting,
are at the leading edge of changes in financial reporting. By studying them, students will better understand how financial reporting
in general is being transformed.
Prerequisite: ACTG 6120 3.00 or permission of instructor.
ACTG 6310 3.00 Adv Financial Statement
Analysis & Valuation
This course deals with the many types of methodologies used to
determine fair values of businesses, assets and liabilities. This
course reviews many of the valuation methods used in practice.
Valuations of businesses, tangible assets, intangible assets and liabilities are covered. In particular, valuations of businesses that are
being acquired, sold, or liquidated are also addressed.
Prerequisites: FINE 5200 3.00 and ACTG 6250 3.00
ACTG 6320 3.00 Advanced Finance Topics
Students are exposed to more advanced, complex, and specialized
decision making situations in the areas of cash management and
portfolio investment, determination of the appropriate capital
structure and cost of capital, and methods used to manage financial
risk. The course also discusses financial considerations related to
business acquisitions and companies in financial distress.
Prerequisites: FINE 5200 3.00 and ACTG 6250 3.00
ACTG 6350 1.50 Advanced Cost and
Management Accounting
This course develops problem-solving skills for internal accounting
applications. 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 accounting
with an emphasis on developing and using management accounting information for strategic decision making. This case based
course focuses on developing critical competencies necessary to
design and use strategic management accounting systems.
Prerequisite: ACTG 6350 1.50
Schulich School of Business – 63
Course Descriptions:
Elective Courses
ACTG 6600 3.00 Auditing Standards and Applications
This course focuses on the standards and applications underlying
the latest functions and responsibilities of external and internal
auditors. The theory of audit evidence and certain basic techniques
are used to provide an understanding of auditing methodology.
The auditor’s responsibility beyond the financial audit and current
developments in auditing are also examined. Students may be
expected to complete a research paper or project.
Prerequisite: ACTG 5100 3.00
ACTG 6610 3.00 Advanced Auditing
This course extends students’ knowledge in the area of auditing by
examining the role of the profession in society today, evaluating
current issues facing auditors, and building on their understanding
of the general audit framework and its fundamental theories. It also
examines specific audit topics such as legal liability, comprehensive
auditing, fraud, audit of not-for-profit organizations, environmental
auditing and small business audits.
Prerequisite: ACTG 6600 3.00
ACTG 6710 3.00 Introduction to Income Taxation
The basic concepts and techniques of income taxation and applications to personal and corporate contexts are examined.
Course credit exclusion: ACTG 6700 3.00 (either ACTG 6710 3.00
or 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 in
greater detail on the taxation of business income.
Prerequisite: ACTG 6710 3.00
ACTG 6730 3.00 Managerial Tax Planning
This course builds on ACTG 6710 and ACTG 6720. It explores
how individual and corporate taxpayers identify and implement tax
planning opportunities in an attempt to maximize after-tax
incomes, subject to complying with tax laws, while achieving business or financial strategies.
Prerequisites: ACTG 6710 3.00 and ACTG 6720 3.00
ACTG 6800 3.00 Accounting and Control
of Nonprofit Organizations
This course critically examines financial and management accounting
and 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 their
performance against the triple bottom line of environmental,
social and economic sustainability in a way that demonstrates
accountability to stakeholders? This course provides students
with the opportunity to explore the nature of corporate responsibility and accountability, and develops understanding of new
models of sustainability measurement and reporting, social auditing, and assurance.
64 – Schulich School of Business
ARTM – ARTS AND MEDIA
ADMINISTRATION
Room N319 Schulich, 416-736-5217, fax 416-736-5762, e-mail
artm@schulich.yorku.ca
ARTM 6300 3.00 Cultural Policy
This course examines Canadian arts and cultural policy, its historical development, and the formulation and execution of municipal,
provincial and federal policies, with a particular focus on current
issues and strategies for the future in the arts and cultural industries. The course has a research focus. Where appropriate, comparative analysis will examine other policy models with reference
to the UK, the United States, Europe and Asia.
Prerequisite: ARTM 6301 3.00 or with permission of the instructor
ARTM 6301 3.00 Issues in Arts and Cultural Management
This course will explore the dynamics of different perspectives on
the human and economic resources involved in the production,
distribution and support of the arts and cultural products in
Canada. The central question of this course concerns the management issues that arise from these dynamics. This is the prerequisite
course for the MBA Program in Arts and Media Administration. It
is intended to serve those students who have a real interest in managing in the arts and cultural sector. However, for those students
who wish to discover the sector and to test their interest, this is also
a useful course.
ARTM 6340 3.00 Managing the Broadcast & Digital
Worlds: Strategy and Change in
Television and Online Media
This course identifies and examines central issues in the management of public and private television enterprises in Canada, and
online programming undertakings. Students will analyse the
current environment and the scenarios for the future of Canadian
broadcasting; they will also investigate how broadcasters, programmers and producers are managing content and revenue on both
traditional and digital platforms and in new partnerships.
Prerequisite: Some related professional experience, plus permission of the instructor.
ARTM 6350 3.00 The Business of Creativity in
the Cultural Sector
Negotiation and management of creative rights, processes and people
are core to the strategic competence of arts and media organizations
and their relationship with audiences. Technological developments
are changing the way that these organizations approach their
business. This course examines this complex evolving business
through such topics as: perspectives on creativity; power, conflict
and politics relating to managing unions; free-lance talent and
celebrities; decision-making for market risk; financing models;
and the impact of the competitive and regulatory environment on
management in the cultural sector. This course will be particularly
valuable for those interested in the cultural industries including
film, music, publishing, broadcasting and the performing arts.
ARTM 6360 3.00 Business Solutions for Digital Media
The rapidly changing global digital media economy is creating new
business models for the Arts, Media and Entertainment sector. This
course examines how such models draw on management, creative
and policy resources in radically different ways. Students will
acquire knowledge and insights to manage digital media’s needs for
creativity, entrepreneurship, measurement, financial structures and
monetization in large and small organizations.
Course Descriptions:
Elective Courses
BSUS – BUSINESS AND SUSTAINABILITY
ECON – ECONOMICS
Room N211 Schulich, 416-736-5268, fax 416-736-5762, e-mail
bsus@schulich.yorku.ca
Room N205B Schulich, 416-736-5068, fax 416-736-5762, e-mail
econ@schulich.yorku.ca
BSUS 6200 3.00 Managing Ethics & Social Responsibility
This course explores the social and ethical challenges facing contemporary organizations and develops the knowledge and skills necessary
to manage these challenges effectively. The emphasis is on enhancing
personal moral insight, developing individual and organizational
strategies for dealing with social and ethical problems, critically evaluating relevant tools, and managing for global corporate responsibility.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
ECON 6110 3.00 Industrial Economics
This course explores the relationship between the structure and
business environment of Canadian industries. Major emphasis is
placed on identifying the structural determinants of firm behaviour
using both game theoretic techniques and industry analysis, and on
evaluating government policies affecting the business environment.
Prerequisite: ECON 5100 3.00
NOTE: This course cannot be taken for credit by any students who have
previously taken ETHC 6610 1.50
BSUS 6300 3.00
Management Practices for
Sustainable Business
This course provides a detailed review and analysis of the environmental and stakeholder management tools and techniques used by
managers. The course considers how these techniques fit together
to form management systems and examines their underlying
assumptions, approach and role in managerial decision-making.
Techniques include environmental management systems and
audits; product life-cycle analysis and design for the environment;
social and environmental reporting; sustainability and organizational change and stakeholder approaches to management.
Prerequisite: All 5100-series Required Foundations of Management
Core Courses or with permission of instructor
BSUS 6500 3.00 Business Strategies for Sustainability
All organizations impact the natural and social environment.
However, it is only recently that sustainability has become a strategic
issue for business and its managers. For increasing numbers of companies, sustainability is now an integrated part of organizational
strategy formulation and implementation. Through a series of ‘live
cases’, this course is designed to introduce students to the critical
strategic and managerial issues in developing, implementing and
adapting strategy to create environmental, social and economic value.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses or with permission of instructor
BSUS 6600 3.00 Sustainability and Carbon Finance
This course introduces the problem of climate change and analyzes
the new carbon markets and financial instruments being developed
to provide incentives for companies to reduce their greenhouse gas
emissions. In particular, the course emphasizes the drivers behind
carbon finance, the current state of carbon finance, and the likely
direction carbon finance is to take in the future.
Prerequisites: FINE 5200 3.00 and ECON 5100 3.00
ECON 6120 3.00 The Economics of Regulation
and Deregulation
In Canada and around the world, governments are revisiting their
traditional regulatory practices towards business. This course surveys the basic economic principles providing the rationale and the
‘blueprint’ for government regulatory intervention, and discusses
instances of such intervention in the light of recent experience both
in Canada and elsewhere. The course objective is to provide future
business professionals and managers with up-to-date theoretical
and 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 of
issues regarding direct and indirect regulation, regulatory failures
and deregulation. These may include mergers, strategic alliances,
privatization of public enterprises, product safety and consumer
protection, occupational health and safety etc. Other regulatory
issues regarding financial markets and institutions, insurance, the
environment, 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 and
the environment. The economy consists of many agents including
citizens, producers (or businesses), governments and non-governmental agencies (NGOs). The setting in which these agents interact
and from which they derive their resources is the natural environment. Environmental economics is the study of the allocation of
this scarce resource. What have businesses done to safeguard this
scarce resource? What pressures do businesses respond to insofar as
environmental issues are concerned? What role should governments have in seeking to achieve a given level of environmental
quality? What criteria should be used to evaluate environmental
policies? The course examines the theory, application and experience (both positive and negative) of practices such as the use of
property rights, cost benefit analysis, the role of risk analysis and
risk management in environmental protection, command and control strategies, incentive based strategies and the role of transnational organizations in dealing with global environmental issues.
Prerequisite: ECON 5100 3.00
Course 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 credit
towards the Business & Sustainability Diploma)
Schulich School of Business – 65
Course Descriptions:
Elective Courses
ECON 6180 3.00 Money, Credit and Macroeconomic Policy
This course examines the role of monetary institutions in national
and global economies, and the impact of monetary policy on economic performance and overall business conditions. Topics discussed include: the determination of interest rates, inflation rates
and exchange rates; financial innovation; the links between monetary policy and fiscal policy; global trends; and implications for
business decision-making.
Prerequisite: ECON 5100 3.00
ECON 6210 3.00 Economic Forecasting and Analysis
An increasing number of organizations make explicit forecasts of
the economic environment within which they will be operating as
a basis for forward-looking plans. This course studies the main
forecasting methods in relation to the length of the forecasting time
horizon. 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 industrial
policies to achieve major national goals. This course emphasizes
economic theory and quantitative evidence to investigate the effects
of such government policies on Canada’s international competitiveness. 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 related
to the international movement of technology and the competition
for technical and managerial know-how. It focuses on the impact of
domestic and foreign research and development on the economic
performance of firms and nations. Sources of innovation, rates and
directions of technology diffusion and factors affecting the commercialization and profitability of innovations are discussed. The
course examines the economics of alternative technology transfer
arrangements, with particular emphasis on the role of intellectual
property 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 of
the firm and the nation. International trade in goods and services,
inward and outward foreign investment, trade barriers, the World
Trade Organization, economic integration, the balance of payments,
the foreign exchange market, the impact of exchange rate changes
and the international monetary system including the International
Monetary 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 fundamental
knowledge about the economies of East and Southeast Asia, and an
appreciation of doing business in the region. The course examines
factors contributing to regional economic success, and provides a
comparative study of economic growth and public policy in East
and Southeast Asia. Students will become familiar with the roots of
economic success and their implications for Canada and the emerging Southeast Asian economies. International trade and investment
issues are discussed, and the economics of regional trading
alliances/associations such as ASEAN and AFTA are examined. The
course focuses on the role of multinational corporations, and the
development of domestic MNEs. Aspects relating to politics,
customs, traditions, and ways of doing business within the region
are also covered. This course aims to provide students with the
knowledge necessary to analyze economic opportunities/risks and
to conduct business within the region.
Prerequisite: ECON 5100 3.00
ENTR – ENTREPRENEURIAL STUDIES
Room N305A Schulich, 416-736-2100, ext. 77960,
fax 416-736-5762, e-mail entr@schulich.yorku.ca
ENTR 6605 3.00 Entrepreneurship and New Firm Creation
This course explores various dimensions of the creation of new ventures, including family enterprises. It is concerned with content and
process questions as well as with formulation and implementation
issues that relate to conceptualizing, developing and managing successful new ventures. The course examines the nature of entrepreneurs and what they do. It identifies the nature of opportunities and
considers how new venture ideas can successfully be screened. The
course provides the opportunity to develop a cohesive and effective
business plan for a start-up venture.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
ENTR 6625 3.00 Managing Venture Growth and Transition
The focus in this course is on firms that are seeking to manage
growth and successfully navigate issues of transition. Examples of
the 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 businesses. The course will examine such growth options as partnering
and internationalization, and will pay particular attention to challenges of financing growth and marketing for growth. In this
course, students will prepare a business plan for a venture that is in
a transitional phase and that is seeking to grow.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
ENTR 6635 3.00 International Entrepreneurship
The main objective of this course is to provide the student with an
understanding of the problems and challenges facing an entrepreneur in the process of operating a business that will span international borders.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
66 – Schulich School of Business
Course Descriptions:
Elective Courses
ENTR 6645 3.00 Corporate Entrepreneurship
The course focuses on entrepreneurial activities in large, established
corporations. To survive and to enable continued growth in today’s
fast changing environment, large corporations need to continually
renew themselves through new products and new businesses. The
course will introduce students to the best practices and theory on
fostering innovation through the process of identifying new ideas
and converting them to commercial products and new businesses.
We will discuss strategies, organizational structures and implementation challenges of new ventures within an established corporation
as well as options to leverage external partners outside of the
boundaries of the corporation within the process of developing new
businesses. The course will be taught primarily through case-studies,
supplemented with lectures, guest presentations by corporate
entrepreneurs, and group projects.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
ENTR 6655 3.00 Social Entrepreneurship
This course is for students interested in the phenomenon of social
entrepreneurship. Using a combination of assigned readings, videos,
guest speakers, and extensive interaction with real-world social
entrepreneurs, students will gain a broad understanding of business
models within the field, as well as the challenges and decisions social
entrepreneurs face during start-up and on an on-going basis.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses.
Course credit exclusion: NMLP 6350 3.00
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 the their careers. It is also valuable for those who intend to work
alongside venture capitalists as managers of firms being financed by
such investors and for students interested in applying aspects of
private equity investing to established organizations. The course is
divided into 4 modules focusing on the venture capital cycle
including fundraising, investing, and exiting. In the final module
the course explores new frontiers in venture capital including
corporate venturing. Throughout the course we touch on career
issues with respect to private equity.
Prerequisites: All 5000-series Required Foundations of
Management courses
ENTR 6991 3.00 Consulting to Family Enterprise
This course focuses on consulting to family/closely held businesses
to support successful strategy in key areas including product/
operations, marketing, finance, organizational structure and transition. The course recognizes the special challenges of family
owned enterprises that entail overlapping family, business and
ownership structures. It addresses the interests of all stakeholders
including owners, successors, non-family managers, employees
and external investors.
ETHC – BUSINESS ETHICS
Room N211 Schulich, 416-736-5268, fax 416-736-5762, e-mail
ethc@schulich.yorku.ca
ETHC 6950 1.50 Ethics and Finance
This course will examine the role of ethics in finance and financial
services. It will begin with an overview of the need for ethics in
finance. Tools for identifying ethical issues will be introduced and
evaluated. The course will then turn to an examination of ethical
issues in financial services, investment decisions and ethics in
financial markets. The course will conclude with a discussion of the
dominant theories of the firm and their ethical implications.
FINE – FINANCE
Room N204A Schulich, 416-736-5073, fax 416-736-5687, e-mail
fine@schulich.yorku.ca
FINE 6050 3.00 Personal Financial Management
Students learn the concepts and techniques of personal financial
management in a thorough and rigorous finance framework. Topics
include goal setting, budgeting, financial intermediation, income
tax, risk management, insurance, debt management, home valuation, investments, retirement planning, estate planning and strategic
use 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 management. It covers working capital management, capital budgeting,
capital structure decisions, dividend policy, mergers and acquisitions, 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 Finance
Building on the concepts, models and decision situations presented in
FINE 5200 3.00 and FINE 6100 3.00, this course exposes the student
to more advanced, complex and specialized decision situations in the
areas of corporate investment, financing, financial planning and financial management. Applications and case analysis are important aspects
of 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 affecting
the term structure and risk structure of yields on financial claims
are identified and analyzed. The course focuses on the development
of principles of personal and institutional portfolio management;
modern capital asset pricing theory; valuation discussions on
Canadian models for common stock prices. The institutional structure of the investment markets in Canada is viewed, with special
emphasis on the role of security exchanges and the impact of institutional investors. Emphasis is placed on the efficiency of financial
asset markets in adjusting to information entering the marketplace.
Prerequisite: FINE 5200 3.00
Course credit exclusion: FNEN 6210 3.00 (either FINE 6200
3.00 or FNEN 6210 3.00, but not both, may be taken for credit)
Schulich School of Business – 67
Course Descriptions:
Elective Courses
FINE 6310 3.00 Econometrics of Financial Markets
This empirical methods course focuses on the statistical techniques
that are most often used in the analysis of financial markets. The list
of topics include: statistical properties of asset returns, tests of asset
pricing models, efficient market hypothesis, event study methodology, simulation methods, panel data analysis, and volatility estimation
such as GARCH, value-at-risk, and time-varying correlations.
Corequisite: FINE 6200 3.00
FINE 6400 3.00 International Financial Management
The most pervasive problems faced by international managers are
those resulting from currency differences and currency risks. This
course applies financial and economic theory to the international
financing and investment decisions of corporations, financial institutions and individual investors. Reduction of risk through use of
forward exchange markets and hedging will be examined. The
various methods of moving liquid assets and their constraints will
be considered. Capital budgeting decisions and issues regarding
capital structure, where the assets and sources of financing are in
different economies, are also studied. An extension of the Capital
Asset 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 recommended
that students take ECON 6510 3.00 before commencing this course)
Prerequisite for IMBA students: All 5100-series Required
Foundations of Management Core Courses (FINE 6100 3.00 is
recommended as a prerequisite or corequisite.)
FINE 6500 3.00 Behavioural Finance
Classical finance incorporates fully rational, unemotional agents;
financial decisions are made without the influence of emotions or
personal characteristics. Much recent study contradicts this view.
By examining psychological factors known to influence individual
choice and financial decision-making we can identify behavioural
biases that are both reliable and exploitable. With care, many of
these biases can be avoided.
Prerequisite: FINE 5200 3.00
FINE 6600 3.00 Corporate Financial Analysis
This course uses principles of economics, finance and accounting to
examine problems in topics such as cash flow analysis, ratio analysis,
strategic financial planning, interpretation of annual reports and
prospectuses, economic modeling and business valuation. Students
must deal with multifaceted, ambiguous problems similar to realworld situations. The well-behaved data and simplifying assumptions
used in theory courses are discarded in favour of the realistic, complex
data in annual reports and other sources of financial information.
Prerequisites: FINE 5200 3.00, ACTG 5210 1.50, OMIS 5120 1.50
or MFIN 5200 3.00
Corequisite: one of FINE 6100 3.00, FINE 6200 3.00, ACTG
6120 3.00 or FNEN 6210 3.00
Course credit exclusion: ACTG 6250 3.00 (either FINE 6600 3.00
or ACTG 6250 3.00, but not both, may be taken for credit)
68 – Schulich School of Business
FINE 6800 3.00
Options, Futures and Other
Derivative Securities
This course explains the way in which derivative securities such as
options, futures contracts, forward contracts, swaps and interest,
rate caps can be valued. It discusses arbitrage relationships, risk,
neutral valuation, the creation of options synthetically, numerical
procedures and the evaluation of credit risk.
Course credit exclusion: FNEN 6810 3.00 (either FINE 6800 3.00
or FNEN 6810 3.00, but not both, may be taken for credit)
Prerequisite: FINE 6200 3.00 or MFIN 5600 3.00
FINE 6860 3.00 Retirement Income Planning Models
This course develops a comprehensive framework for modern
retirement-income planning. It reviews time-value of money (TVM)
calculations in continuous time, models of demographic and
longevity uncertainty, the valuation of mortality-contingent claims
and concludes with a careful understanding of the Canadian Pension
Plan (CPP). The course is grounded in the financial economics of
lifecycle planning and involves extensive use of software.
Corequisite: FINE 6200 3.00 or FINE 6050 3.00
FINE 6875 3.00 Alternative Investments
Pursuant to the recent financial turmoil, institutional investors are
increasingly looking beyond the more traditional asset classes.
The purpose of this course is to explore the world of alternative
investments such as investments on hedge funds, private, equity,
venture capital funds, real estate, commodities, art and wine
either directly or through funds of funds.
Prerequisite: FINE 5200 3.00
Course Descriptions:
Elective Courses
FNEN – FINANCIAL ENGINEERING
Room N204 Schulich, 416-736-5690, fax 416-736-5687, e-mail
fnen@schulich.yorku.ca
SCHULICH SCHOOL
FNEN 6210 3.00 Theory of Portfolio Management
This course deals with portfolios of financial assets such as stocks
and bonds. It explores the basic principles underlying rational
portfolio choice and what these mean for prices determined in the
marketplace. Much of the analysis developed in the course is
equally applicable to real assets. The first part of this course is
devoted to the problems of decision-makers – how to structure
their problems so that they are left with a manageable number of
alternatives. The second part of the course deals with rational
choice among these alternatives, methods for implementing and
controlling the decision process and equilibrium conditions in the
capital markets to which the previous analysis leads. The course
takes a rigorous approach to portfolio management and builds
upon the use of symbolic and numerical tools. Maple will be used
from the very beginning as a computer algebra system and then as
a generator of codes in C++ and/or FORTRAN.
Registration with permission of the Director, Financial Engineering Program
Prerequisites: a quantitative background
Course credit exclusion: FINE 6200 3.00 (either FNEN 6210
3.00 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 new
approach to teaching derivative securities. A unified approach to
option pricing utilizing Maple’s symbolic power and its connection
to numerical valuation is presented. This is an advanced course
combining theory and practice of pricing and hedging derivative
securities. The course emphasizes the applications of financial engineering and covers option and futures pricing theory and practice.
Institutional material will be assigned mostly as reading material and
the course will concentrate on the theory and practical applications
of currency and commodity derivatives, as well as exotic options.
Registration with permission of the Director, Financial Engineering Program
Prerequisites: a quantitative background
Corequisite: FNEN 6210 3.00
Course credit exclusion: FINE 6800 3.00 (either FNEN 6810
3.00 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 securities
with a focus on pricing and hedging. Students are assumed to have
taken an introductory course in derivatives. The objective of this
course is to develop modeling skills needed to value the full range
of derivative securities: from exchange-traded options to over-thecounter products including exotic options, embedded options and
credit derivatives. The fundamental theory is the Equivalent
Martingale Pricing Principle or the Risk-neutral valuation by
no-arbitrage. Analytical models and various numerical methods
will be discussed in detail. It is assumed that students are familiar
with 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 discipline of financial risk management. It covers the market and regulatory trends that have motivated the need for financial institutions
and corporations to evolve from traditional desk level risk management to an enterprise-wide function spanning all sources of risk in a
consistent manner. Students will learn the fundamentals required to
support a general risk management process in addition to gaining
an understanding of industry best-practice methodologies. The
course will cover in depth the analytics of standard risk assessment
techniques for market risk, credit risk and operational risk as well
as introducing the leading edge tools used to manage the overall
business process.
Prerequisites: FINE 6200 3.00 and FINE 6800 3.00, or FNEN
6210 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 V is used as a computer algebra system and then as a
generator of codes in C++ and/or FORTRAN. This course provides
an overview of the major components of fixed income markets,
including a review of the major instruments, the issuers and the
investors. The valuation of interest-rate sensitive cash flows is the
underlying theme. Major topics covered include: theories of the
term structure, institutional aspects of the fixed income markets,
and analytical techniques for managing interest rate risk. The
course will concentrate on modern valuation methods as well as
traditional techniques for risk management in the fixed income
market. The effect of the assumed interest rate dynamics and the
prevailing interest rate condition for the riskiness and value of
various features of these contracts will also be analyzed. The power
of convexity and duration upon risk management and valuation
will be developed. Students will use the substantive approaches
developed in the course to address concrete problems. The coursework will include a project dealing with Canadian data.
Registration with permission of the Director, Financial Engineering Program
Prerequisites: FNEN 6810 3.00
FACULTY OF GRADUATE STUDIES
CSE 5910 3.00
Software Foundations
This course introduces object-oriented programming and the basic
principles of software development to non-CS students already
familiar with programming. Web technologies for the collection
and 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, martingales; Stochastic integrals, Ito’s formula; Stochastic differential
equations; Diffusions, Kolmogorov equation; Girsanov Formula;
Black Scholes.
MATH 6911 3.00 Numerical Methods in Finance
Introduction to Partial Differential Equations; basic properties of
the diffusion equation; Finite difference methods; explicit methods;
implicit methods including Crank Nicholson; Free boundary problems; variational inequalities; Lattice Methods.
Schulich School of Business – 69
Course Descriptions:
Elective Courses
FNSV – FINANCIAL SERVICES
Room N205A Schulich, 416-736-5075, fax 416-736-5687, e-mail
fnsv@schulich.yorku.ca
FNSV 5500 1.50
Introduction to Financial
Services Management
This course provides an overview of the global financial services
industry with attention to the role of financial institutions in financial systems and the differences between different types of financial
institutions. The course will introduce students to key issues facing financial institutions including the importance of public policy,
institutional change, growth strategies, risk management and practical management issues.
Prerequisites: All 5100-series Required Foundations of
Management Core Courses (FINE 5200 3.00 is recommended).
This course should be taken in the first year of study to provide an
opportunity to enrol in the Financial Services elective classes.
FNSV 6700 3.00
Management of Risk in Canadian
Financial Institutions
Risk is the fundamental element that influences the behaviour of
financial institutions. FNSV 6700 provides a comprehensive introduction to risk management. Presented within the framework of
financial institutions, the course covers the design and operation of
a risk-management system, modeling and the interplay between
internal oversight and external regulation. The theory of risk management (market, credit and operational risk) comes alive through
practical case evaluation and presentations from senior executives
in the risk management field. The course provides the essential analytical foundations of risk management in a way appropriate for
those who do not have a mathematical background.
Prerequisites: FNSV 5500 1.50
FNSV 6750 1.50
Regulatory & Supervisory Principles for
Financial Institutions
This course examines the scope of regulatory and supervisory principles and their application to major financial services firms such as
deposit taking banks,insurance companies, and securities firms.
Applications in different countries are studied. The needs of a particular country in this domain are shaped by a complex combination of political, economic, and legal factors and distinctive
differences in financial systems and instruments.
Prerequisites: For MBA students: All 5100-series Required
Foundations of Management Core Courses (FINE 5200 3.00 is
recommended). For MFIN students: All Term 1 MFIN courses.
70 – Schulich School of Business
FNSV 6775 3.00 International Credit: Markets and Metrics
Managing credit risk is, perhaps, the fastest growing discipline
in financial services due to its global complexity and dynamic
nature. Focusing on how global credit markets work, regulatory
reforms and products, this course will explore these markets,
stakeholders and credit portfolio management theory and practice in Global Financial Institutions.
Prerequisites: All 5100-series Required Foundations of
Management Core Courses
FNSV 6800 1.50
Objectives and Principles of Financial
Regulation and Supervision
Weaknesses in financial regulation and supervision are widely
viewed as important contributors to the Global Financial Crisis.
However, more regulation and supervision does not necessarily
mean better regulation and supervision. A clear focus on the
objectives policymakers are seeking to achieve, along with careful
attention to the design and implementation of financial regulation
and supervision, are essential to avoid adverse consequences.
Prerequisites: For MBA Students: All 5100-series Required
Foundations of Management Core Courses (FINE 5200 3.00 is
recommended). For MFIN students: All Term 1 MFIN Courses.
FNSV 6850 1.50
Specialized Topics in Regulation and
Supervision of Financial Institutions
This course examines the following specialized topics in regulating
and supervising financial institutions: risk based supervision,
including consolidated and solo supervision; corporate governance
and reliance on external auditors and actuaries; anti-money
laundering and combating financing of terrorism; cross-border
supervision and cooperation; crisis preparedness and management
and dealing with problem institutions; and, organization
structures and accountability frameworks of supervisors, including
integrated supervisors.
Prerequisites: For MFIN students: All Term 1 MFIN Courses,
FNSV 5500 1.50, FNSV 6750 1.50, and FNSV 6800 1.50.
For MBA students: All 5100-series Required Foundations of
Management Core Courses (FINE 5200 3.00 is recommended)
plus FNSV 5500 1.50, FNSV 6750 1.50, and FNSV 6800 1.50
or Instructor’s Permission.
FNSV 6950 3.00
Strategic and Operational Issues in
the Financial Services Industry
This course focuses on challenges facing the financial services
sector and responses to these challenges, at the strategic and
operations levels. The first half of the course concentrates on an
analysis of how technology, globalization, demographics and
changing consumer preferences are impacting upon the way in
which financial services are being provided, and the implications
for existing institutions and for regulators. The second half
examines how Canadian financial institutions are adjusting to
these forces of change. Students will be asked to work on problems facing particular financial institutions today.
Prerequisite: FNSV 5500 1.50
Course Descriptions:
Elective Courses
FNSV 6960 1.50
Activity Based Costing and
the Financial Services Industry
This six-week course will introduce students to the role that activity
based costing plays in the financial services sector. Students will
learn the language, key concepts, and fundamentals of management
accounting in a dynamic and interactive classroom environment.
They will also understand the fundamental importance of effective
cost 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 and
implementation in the financial services sector. Students will learn
the competitive dynamics that affect positioning in the industry as
well as how to create organizations that enhance the abilities of
individuals to carry out these strategies. Key to this is the role
played by delegation of decision rights, compensation systems and
performance 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
Introduces students to the similarities and differences between market and bank-based financial systems around the world. The course
addresses the systems’ origins and evolution, including periodic
crises and resolutions. By understanding how historical developments shaped the current options available to financial institutions
and policy makers, students will gain insight into how to identify
future risks and shape new strategies.
Prerequisite: All 5100-series Required Foundations of Management
Core Courses or permission of instructor. For MFIN Students: All
Term 1 and Term 2 courses.
FNSV 6985 1.50
The Canadian Life Insurance Industry
and International Competition
The life insurance business in Canada is one of this country’s least
known success stories. This course will focus on the key drivers of
success of life insurers, the various strategic and operational options
open to insurers, the risks faced by insurers and how they mitigate
them and the international aspects of their businesses.
Prerequisite: All 5000-series required Foundations of
Management Core Courses and FNSV 5500 3.00 or approval of the
instructor. This course cannot be taken for credit by any students
who 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 for
companies. Strategic choice must identify how these choices affect a
broad 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 Management
Core Courses
Pre or Corequisite: SGMT 6000 3.00
HIMP – HEALTH INDUSTRY MANAGEMENT
Room N305A Schulich, 416-736-2100 ext. 77960, fax 416-736-5687,
e-mail himp@schulich.yorku.ca
HIMP 6110 3.00 Understanding the Canadian Health
Industry: The Roles, Responsibilities and
Challenges to Improve Health
Today’s major health challenges demand that industry participants
(healthcare providers, institutional managers, pharmaceutical and
biotech 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. We
will use multi-faceted current health care challenges as “cases” to
revise the maps and provide insights into management solutions.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses or permission of instructor
HIMP 6120 3.00 International Healthcare Systems
This 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; and
d) Develop a familiarity with the healthcare management literature.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses or permission of instructor
HIMP 6130 3.00 Strategic Management of Hospitals
This course examines strategic management in hospital enterprises, large and small, from the perspective of a health administrator. The course applies strategic management concepts in
complex management settings – very qualified people, complicated multi-disciplinary situations, changing technologies and
methods of health delivery (telemedicine, e-health vs. in situ
hospitals and clinics), complex public policy issues relating to
scale, critical mass, and expensive technologies vs. small, clinical,
doctor-patient relationships.
Prerequisite: All 5100-series Required Foundations of Management
Core Courses
Corequisite: 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 concepts essential for the design and effective use of management
accounting and control systems in Health Care Organizations ranging from hospitals to pharmaceuticals and biotech companies. The
Health Care Industry requires decision-influencing management
control systems with innovative use of financial and non-financial
measures for a diverse set of stakeholders to evaluate health care
organizations and their managers. Through case illustrations, students will develop a conceptual basis for selecting the most relevant
and appropriate financial and management control system for the
health care organization 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 5200
Recommended: One or both of HIMP 6110, HIMP 6120
Schulich School of Business – 71
Course Descriptions:
Elective Courses
HIMP 6170 3.00 Commercialization in Pharma & Biotech
This course focuses on the rapidly growing biotechnologygenomics-biopharmaceuticals sector. This sector has received
high attention due to modern technological marvels such as
the Human Genome Project and technologies associated with
the same. These technologies in turn promise to revolutionize
modern medicine.
Prerequisite: Completion of all 5000-series Required Foundations of
Management Core Courses
Corequisite: SGMT 6000 3.00
HIMP 6180 3.00 Innovation and Change Across
the Health Industry
Healthcare leaders face challenges of influencing (1) venture
capitalists (2) government (3) suppliers (pharma and biotech)
and (4) hospitals. This course explores value creation through
the art and science of business planning to drive investment,
innovation and transformation in healthcare. Students will analyze and write business plans for the four different healthcare
stakeholders.
Prerequisites: One of HIMP 6110 3.00, HIMP 6120 3.00, or
with the permission of HIMP Director
IBUS – INTERNATIONAL BUSINESS
Room N203B Schulich, 416-736-5942, e-mail ibus@schulich.yorku.ca
NOTE: Descriptions for other International Business Specialization
electives are listed under the appropriate functional area
IBUS 6410 3.00
International Business:
Strategic Overview for Managers
This course examines issues and challenges that arise when business transactions and organizations transcend national boundaries
and become international, regional or global. Entry strategies and
adjustments to managerial functions are considered for multiple sectors/industries (e.g., manufacturing, services; autos, pharmaceuticals,
advertising, hotels) and a variety of countries in the major regions of
the world (Americas, Asia, Europe and Africa/Middle East).
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
NOTE: 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 the
evolving strategies and structures and the similarities and differences
between American, European, Japanese and Canadian enterprises.
The course identifies domestic and international environmental
constraints and their influence on the operating performance of the
enterprises in different countries, both developed and developing.
The adaptation of basic managerial functions to these different
environmental constraints is considered.
Prerequisite: SGMT 6000 3.00
NOTE: Not open to IMBA students.
72 – Schulich School of Business
IBUS 6490 3.00
International Negotiations:
Analysis, Strategy and Practice
This course provides structured approaches to understanding,
planning, and doing business negotiations in international contexts. Students apply their business knowledge in a series of interactive exercises and written assignments in order to develop analytic,
strategic and practical negotiation skills. On two Saturdays, students
conduct complex negotiation simulations (e.g., alliance formation,
foreign market entry) and receive performance feedback from experienced negotiators.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses or permission of the instructor.
NOTE: Not open to IMBA students
INTL 54XX 0.00 Business Communication and Culture
IMBA supported languages include: French, German, Japanese,
Mandarin, Spanish and English as a Second Language (for visa
students only). For these languages, non-credit business language
courses are required for IMBA students with OPI levels of
Intermediate-High and Advanced-Low in Terms 1 and 2 (on condition that there I sufficient enrolment). Taught by native speakers,
the courses expose students to business practices and the use of
language in business contexts in the countries and regions where
these languages are spoken.
Condition of Admission: Proof of the same level as that of the
language course applied to (submitted four weeks prior to course
start). Course fee of $500.00 per term applies to non-IMBA students.
Contact the IMBA Office at imba@schulich.yorku.ca.
MGMT – MANAGEMENT
Room N305A Schulich, 416-736-5087, fax 416-736-5762, e-mail
sgmt@schulich.yorku.ca
MGMT 6200 3.00 Business Administration and the Law
This course familiarizes students with basic legal concepts and
principles relevant to business administration. Topics include: the
Canadian judicial system; contract law; tort law (including negligence, defamation and product liability); forms of carrying on
business (including sole proprietorships, partnerships and corporations); bailment, agency and employment law; real property and
mortgage law; and intellectual property law (including trademarks,
copyright and patents).
Prerequisites: All 5100-series Required Foundation of Management
core courses
NOTE: Neither law students, nor students with a law degree, are
permitted to take this course.
MGMT 6300 3.00 Case Analysis and
Presentation Skills
This course is designed to give students the opportunity to practice
and develop their analytical thinking and presentation skills. The
key objective of the course is to train students to successfully participate in national and international case competitions. A secondary objective is to prepare students to successfully interview for
management consulting positions. Second year MBA students who
enjoy analyzing cases and delivering presentations are encouraged
to take the course.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
Course Descriptions:
Elective Courses
MGMT 6600 3.00 Social Innovation and the Structure
of Global Poverty
This course teaches students to perceive opportunities for social
innovation based on a profound understanding of the global systems that create poverty. It examines many different industries and
countries, with poverty and poverty alleviation as the unifying
themes. Students develop concrete proposals for social innovation,
building leadership and value creation skills.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses.
Course credit exclusion: MGMT 6500 3.00
MGMT 6700 3.00 Project Management
This course covers the strategic, organizational and operational
aspects of managing projects. Students learn to manage the technical,
behavioural, political and cultural aspects of temporary groups
performing unique tasks. Topics covered include: defining deliverables, formulating project strategy, effective group organization and
management, dynamically allocating resources, managing without
authority, and resolving conflict. Traditional cost and time management techniques are covered using contemporary software packages.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
MGMT 6800 3.00 Innovation through Technology
and Design
Managing innovation, technology and design is key to success. This
cross-functional course provides students with understanding and
hands-on “innovation lab” experience applying the latest thinking
in technology and design to innovation strategies. Suitable for all
students, the course emphasizes the balancing of 21st century management skills of creativity, rigor, and intuition in the end-to-end
management of customer experience.
MGMT 6810 3.00 Creativity and Innovation: Techniques
for A Rapidly Changing World
Creativity and innovation are essential leadership skills in this ever
changing environment. This applied-learning course arms MBA
graduates with the right mix of creativity-enhancing tools and techniques to explore innovation in contemporary business contexts.
These techniques include lenses of human understanding, creativity,
visual thinking and holistic visioning. Bridging a necessary gap, the
outcomes are applied to practical business issues.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
MGMT 6960 3.00 Management Consulting
This course provides students who are seeking a career in consulting
with a thorough understanding of the function of management
consulting and of the analytical and diagnostic skills that are
required of consultants. This elective consolidates and builds on the
concepts introduced in core courses, and applies them in the
context of consultancy. The application of concepts and skills to a
variety of types and sizes of organizations is highlighted in the
course. This is a distinctively experiential course: actual consulting
assignments form a major component of it.
MINE – GLOBAL MINING MANAGEMENT
Room N211 Schulich, 416-736-2100 ext. 33700, e-mail
GMM@schulich.yorku.ca
MINE 5100 1.50 Introduction to
the Global Mining Industry
This course introduces the defining characteristics of the global mining industry. The links between these characteristics and various
strategic, financial, corporate responsibility related and other organizational decisions are explored. Guest speakers share their knowledge and experience to provide students with a foundation on the
industry’s technical basics. This course is recommended for students
interested in the Global Mining Management specialization.
MINE 6100 3.00 Strategy and Value Creation in Mining
This course examines the complexities of the global mining industry and the management strategies employed to achieve growth and
value creation for shareholders while responsibly addressing all
stakeholder interests. The course content focuses primarily on current events and transactions in the mining sector but the learnings
are equally applicable to all extractive resource industries.
Prerequisite: All 5000-series Required Foundations of
Management Core Courses
MINE 6200 3.00 Financial Fundamentals in Mining
This course explores the interrelationship and strategic implications
of a number of financial topics that are fundamental to the decision
making process of mining companies in achieving growth and value
creation. The course includes focused discussions of commodity
markets, mine valuations, mine financings as well as accounting in
the mining sector.
Prerequisites: All 5000-series Required Foundations of
Management Core Courses
MINE 6300 3.00 Towards Sustainable Mining
This course provides an overview of key sustainability challenges
and opportunities in the mining industry, the tools and strategies
available to address them, and the business case for integrating
sustainability throughout mining activities. The course content
focuses primarily on issues surrounding the environment, stakeholders, and community relations/development.
Prerequisites: All 5000-series Required Foundations of
Management Core Courses
MINE 6400 3.00 Managing Mining Companies
This course provides an overview of the unique management
practices, processes and systems necessary for the successful management of global mining companies. This includes an examination
of topics such as: organizational design, talent management, management systems, knowledge management, corporate governance,
project and operational management practices, and enterprise risk
management.
Prerequisites: All 5000-series Required Foundations of
Management Core Courses
NOTE: Enrolment in the course is limited to those who are accepted
as York Consulting Group members, to ensure that focus can be maintained, sufficient consulting assignments can be identified, and optimal levels of feedback and supervision can be provided. Students are
selected from among the pool of applicants on the basis of: work
experience; academic excellence; interpersonal skills; analytical skills
and focus on consultancy career path.
Schulich School of Business – 73
Course Descriptions:
Elective Courses
MKTG – MARKETING
Room N304A Schulich, 416-736-5076, fax 416-736-5762, e-mail
mktg@schulich.yorku.ca
MKTG 6050 3.00 Marketing Research
This course develops students’ understanding of basic and
advanced market research methods. Students learn to evaluate
completed research projects and conduct research studies, developing proficiency in defining research questions, developing research
designs, selecting appropriate samples, conducting analysis and
writing actionable management reports. Also examined are mobile
research, brand maps, social media monitoring/metrics, Big Data,
consumer surveillance and data privacy issues.
Prerequisite: MKTG 5200 3.00
MKTG 6100 3.00 Strategic Market Communications
This course offers a focused approach to the formulation and implementation of an integrated communications strategy to meet particular
marketing objectives. Topics of interest include advertising, sales,
promotion, public relations, and social media communications, and
their integration both online and offline. The approach is cutting
edge, multidisciplinary, integrative, practical and applied. Teaching
approaches include case analysis, discussion, and guest participants.
Prerequisite: MKTG 5200 3.00
MKTG 6150 3.00 Consumer Behaviour
This course assists students in developing a thorough understanding of
the behaviour of both organizational buyers and end consumers. The
psychological, sociological, organizational and environmental factors
that shape buyer behaviour are reviewed. Throughout the course, the
implications 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 qualitative research in a marketing and management context. The course is
centered around a group project focused on product or brand consumption. Through various project phases, students learn project
planning, qualitative data collection, analysis, and interpretation, visual
methods, videography, netnography, projective methods, and report
preparation and presentation skills.
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. In
this course, students explore the role of social media in the life of
the marketer and business manager. It begins with a detailed understanding of the origins, forms, and uses of social media. It expands
into an examination and hands-on of the methods for researching
and understanding social media. The course then overviews the
various uses and forms of social media, ranging web-pages, forums,
and blogs to social networking sites. Twitter, wikis and mobile. The
course features an applied student project that brings to life the
potential and pitfalls of this new marketing and management communications form.
Prerequisite: MKTG 5200 3.00
74 – Schulich School of Business
MKTG 6250 3.00 Business Marketing
The course explores the management of inter-firm relationships in a
supply chain context, encompassing both supplier-manufacturer relationships, and the relationships between manufacturers and channel
intermediaries. Students learn to see these relationships as strategic
combinations of market competition, power and trust. Topics covered
include 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 Marketing
This course examines the need for marketing in service industries,
develops an understanding of the ways in which service marketing
differs from product marketing, and improves students’ understanding of how service characteristics affect the marketing
function. Students learn to develop and implement marketing plans
for service organizations.
Prerequisite: MKTG 5200 3.00
MKTG 6321 3.00 Entertainment Culture and Marketing
Using an effective combination of readings, class discussions, real
world entertainment marketing cases and guest speakers, this
course develops a managerial and socio-cultural perspective on the
marketing of entertainment. Attention is focused on analyzing the
relationship between the global marketplace and entertainment
business decision-making; the determination of entertainment
products, services, experiences, prices, channels, and communication strategies for motion pictures, music games, theme parks and
online entertainment culture.
Prerequisite: MKTG 5200 3.00
MKTG 6325 3.00 Retail Marketing Strategies
This course examines retail strategies on a number of fronts
including: product selection, service quality, pricing, promotion,
e-commerce and consumer loyalty. The course provides students
with the knowledge required to assess and develop retail strategy
within and beyond the Canadian context.
Prerequisite: MKTG 5200 3.00
MKTG 6326 3.00 Retail Analytics
This course prepares students to work effectively with real-world
retail data sets, matching analytical approaches to data using
appropriate strategic frameworks. Current and emerging analytical techniques are taught for brick and mortar and e-commerce
retail contexts. The course prepares students for a world where
best-in-class retailers and their suppliers implement sophisticated
quantitative tools to improve marketing insight, decision-making,
and profitability.
Corequisite: MKTG 5200 3.00
MKTG 6360 3.00 Marketing Metrics
This course focuses on developing the analytical skills required to
successfully apply the principles of quantitative analysis to the
marketing discipline. Students will learn the most common measurement methods currently being used in the marketing field.
Prerequisites: MKTG 5200 3.00, ACTG 5100 3.00 and
FINE 5200 3.00
Course Descriptions:
Elective Courses
MKTG 6400 3.00 International Marketing
This course satisfies two interrelated objectives: to improve the student’s marketing decision-making ability through the solution of
complex multinational marketing problems; and to increase the
student’s sensitivity to different cultural, socioeconomic and legal
environments encountered in the international marketplace. The
course uses readings, cases and a group project.
Prerequisite: MKTG 5200 3.00. Not open to IMBA students.
MKTG 6650 3.00 Strategic Market Planning
This course familiarizes the student with the range of decisions
involved in planning market strategy for the future, and develops
skills in using a variety of analytical frameworks for making such
decisions. It is targeted at final-term marketing or strategic management majors.
Prerequisites: MKTG 5200 3.00
MKTG 6440 3.00 New Products
This course is designed to answer the question “What do I need to
know and do in order to develop a successful new product or
service?” It will provide you with a firm understanding of the steps
you 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 6800 3.00 Customer Experience Design
Customer Experience Design represents the discipline, methodology
and/or process used to comprehensively manage a customer’s crosschannel exposure, interaction and transaction with a company,
product, brand or service. This course offers an integrated framework for designing customer experiences and for learning how to
create successful experientially based market strategies that leverage
any organization’s products and services.
Prerequisite: MKTG 5200 3.00
MKTG 6480 3.00 Nonprofit Marketing and
Resource Development
This course examines the relationship between nonprofit organizations and their external constituencies. It includes a critical examination of the application of marketing theory and practice
in a non-traditional setting (segmentation, target marketing,
positioning, the marketing concept and the marketing mix), as
well as specialized topics such as social marketing, volunteer
marketing and fundraising. The course would be of interest to
those specializing in nonprofit management, as well as marketing
majors who wish to expand their knowledge of marketing principles
and techniques.
Prerequisite: MKTG 5200 3.00
MKTG 6951 1.50 Strategic Marketing in Asia
This course provides an in-depth study of the strategic marketing
issues in Asia, mostly focusing on the Greater China area, Japan and
South Korea. It focuses on understanding how social, cultural,
political, and economic environments affect the formulation, execution and evaluation of marketing strategies in that region. Topics
include collaborating with strategic marketing partners, marketing
in regulated environments, market entry strategies, brand and
image management, distribution partnership, and developing relationship with customers.
Prerequisite: MKTG 5200 3.00
MKTG 6550 3.00 Brand Management
In the complex contemporary world of marketing management,
Brand Management must be both an art and a science. This course
applies marketing strategy to the challenge of gaining sustainable
competitive advantage in the global marketplace of brands. With
a fundamental focus on building and maintaining strong brands
with loyal consumer bases, a range of topics and teaching techniques are utilized.
Prerequisite: MKTG 5200 3.00
MKTG 6570 3.00 Strategic Professional Selling
A highly lucrative and satisfying career path for students is in professional sales. In fact, many organizations require hires to spend
time in sales before making the move into another function such as
marketing. This is because sales is the only function in a business
that is directly responsible for revenue generation, through interacting with the customer. The most successful sales professionals do
not really “sell” anything; rather, they are customer relationship
managers, matching the needs of their customers with firm offerings. In this course students will learn frameworks and tools that
will help them succeed in professional sales.
OMIS – OPERATIONS MANAGEMENT
& INFORMATION SYSTEMS
Room S337N Schulich, 416-736-5074, fax 416-736-5762, e-mail
omis@schulich.yorku.ca
OMIS 6000 3.00 Models and Applications in
Operational Research
This course provides a survey of selected topics in operational
research (OR). Emphasis is placed on the practical application of
OR tools rather than on the mathematical properties. Application
areas include: financial planning and portfolio selection, production, 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 network models; and portfolio models.
Prerequisites: OMIS 5120 1.50 AND OMIS 5210 1.50 or permission of the instructor
OMIS 6350 3.00 Advanced Spreadsheet Modelling
& Programming for Business
This course enables the design, development, and implementation
of integrated business analysis systems by combining the extended
functionality of spreadsheets with the Visual Basic for Applications
(VBA) programming language. The course demonstrates the power
of combining the advanced analysis and modelling techniques of
spreadsheets and VBA through applications to several practical
problems from disparate business functions.
Prerequisites: OMIS 5110 1.50 and OMIS 5120 1.50
Schulich School of Business – 75
Course Descriptions:
Elective Courses
OMIS 6500 3.00 Global Operations and
Information Management
Plant location, supplier selection and product and process development are no longer solely national issues. Hence, the first part of this
course, we give an overview of global operations, including global
supply chain management, network design for global operations and
global entry strategies. This deals with how the use of information
technology supports the management of global operations. Topics
include value chain management, the concept of marketspace, business-to-business e-commerce, enterprise resource planning, and the
effect of IT on R&D and collaboration, all in an international context.
Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50 or permission of the instructor
OMIS 6560 3.00 Supply Chain Management
This course is about how to make decisions that lead to the better
design and management of supply chains. This often involves changing
the network of relationships between suppliers and customers and
other stakeholders as they design, contract, order, plan and coordinate goods and services together. This course covers essential quantitative supply chain management models, supportive information and
ecommerce technologies, environmentally and socially responsible
practices 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 Technology
New technology disrupts old business models but also creates new
ones. This course helps managers make better choices about the
relative advantages of new technology for both adoption and commercialization of new products and services and the implementation of business process improvement. This includes asking the
right questions about the viability of emerging technologies, intellectual property, market potential and organizational and managerial
capabilities. Planning and implementing new technology is both a
technical and a social learning process for both large and small
organizations 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, concepts
and terminology associated with information systems technology.
With its focus on management issues, the course is of interest to
students with either a technical or a non-technical background.
Issues discussed include telecommunications; networks; multimedia; data models and their relation to organization models; systems
development processes; and systems theory. Students will learn to
recognize the technical and organizational problems generated by
introducing new technology and the long-term organizational
implications of these decisions.
Prerequisite: OMIS 5110 1.50
76 – Schulich School of Business
OMIS 6720 3.00 Systems Analysis and Design
This course helps students develop the skills necessary to carry out the
analysis, design, development, implementation and documentation of
information systems; learn how to manage and evaluate the process by
which information systems are developed; and become familiar with
a variety of tools and techniques used in the analysis and design of
information systems. Major emphasis is placed on the initial stages of
the information systems life cycle, namely analysis and design. Issues
such as management information systems planning, requirements
analysis, user participation and personal and organizational impacts of
information systems are addressed. The course also examines database
design, with a special emphasis on relational database theory and
application. Special database design techniques, such as EntityRelationship Diagrams and Normalization, are examined in depth.
During the course, students are also given the opportunity to gain
hands-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 emphasis
on architectural and implementation issues of e-Business systems.
The objective is to help managers understand the technology of electronic 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 the
operational 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 that
respond effectively to customer requirements. Service processes involve
high customer interaction, information-intensive products and the
requirement for real-time responsiveness to a wide variety of customer
demands. Designing, implementing and maintaining these processes in
a competitive environment requires service-oriented organizations to have
a new level of competence. This course concentrates on the problems and
opportunities found in large companies in rapidly changing industries
such as financial services. Best practice and generic problems in service
delivery can be found in many industries, from manufacturing to retailing.
Identifying effective strategies as well as specific techniques for process
planning and control and project implementation are important in the
development of managerial competence in service operations.
Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.5
Course Descriptions:
Elective Courses
ORGS – ORGANIZATION STUDIES
Room N303A Schulich, 416-736-5096, fax 416-736-5762, e-mail
orgs@schulich.yorku.ca
ORGS 6020 3.00 Designing Effective Organizations
In a world of globalization and volatility, a source of sustainable
competitive advantage is an organization’s design and human
resources. Organizational leaders must do more than move boxes
on organization charts. This course provides students with a systematic understanding of organization design principles, including
the skills to examine the impact of organizational culture and political 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 organizations use. This course examines the relationship between the
overall management of the organization and human resources
management (HRM), and the shared and complementary responsibilities of personnel specialists and other managers in effective
HRM. Policies and practices affecting both HRM logistics (recruiting,
selection, training) and motivation (performance appraisal, reward
systems) are included.
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 opportunities
that managers face in multicultural and international work
environments. The purpose of the course is to improve students’
effectiveness in identifying, understanding, and managing crosscultural situations through increased cultural awareness, improved
cross-cultural communication and transition skills, and enhanced
knowledge of specific cultures and related business practices.
Prerequisite: ORGS 5100 3.00
NOTE: Not open to IMBA students.
ORGS 6350 3.00 Managing Change
As the environment of many business and nonprofit organizations
becomes increasingly complex and unstable, it is imperative that
top managers be able to create a climate of flexibility and adaptability in their operations. Organizations must be able to undertake
major change without destructive side effects to be truly successful.
This course surveys the major methods available to the modern
manager for effectively managing the process of change and creating a
general climate in which needed changes are sought and welcomed
throughout the organization. The course emphasizes case studies and
the 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 experiential ways, the basic dynamics underlying power, conflict and politics in organizations and the implications of the dance between
power and powerlessness. Students explore the conditions under
which conflict and power dynamics occur and start to identify their
personal, managerial and organizational sources of influence and
corresponding responsibilities.
Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students
ORGS 6420 3.00 Crisis Management
Crises in organizations are inevitable, and whether an organization
survives them is due in large part to the actions of its managers and
leaders. This course provides students with an overview of key factors
in organizational crisis management, including (1) Assessing Crisis
Vulnerabilities; (2) Planning for Crises; and (3) Managing During Crises.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
ORGS 6500 3.00 Interpersonal Managerial Skills
Research demonstrates that people and their ability to work effectively together are critical success factors for organizations. This
course focuses on specific personal and interpersonal skills for organizational (and professional) effectiveness. With an emphasis on
experiential exercises, the course helps students develop skills such
as communication; time, conflict and stress management; performance management; gaining influence; and self-awareness (including 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 the
knowledge and skills to effectively and strategically manage one’s
own and others’ careers. The course includes: 1) a self-assessment
component, which provides students with extensive information
about their key attributes and preferences; 2) a career development
component where this knowledge, together with techniques for
assessing opportunities, is translated into a strategic personal career
development 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 negotiation style and how to become a more effective negotiator. The
course takes an experiential approach to exploring the concepts,
theories, and psychology of negotiations. Students will gain knowledge of the different approaches to negotiations and the strategies
and tactics unique to each. The course will provide students with
opportunity to learn, practice and refine negotiation skills as well as
equip them with the skills necessary to negotiate constructive resolution to conflict in the workplace.
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 to
Leadership. Knowledge and skills are developed via: 1) exposure
to current theories/research; 2) knowledge of one’s current level of
leadership ability via assessment tools; 3) opportunities to practice
applying this new knowledge via course activities and projects.
Students develop an in-depth plan for their own future development and success as leaders.
Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students
Schulich School of Business – 77
Course Descriptions:
Elective Courses
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 empirical
research to help future team managers increase the probability of
team success. Participants will draw from their own experiences in
discussing team management skills, and will apply them in experiential exercises (no group hugs).
Prerequisite: MGMT 5150 3.00 AND ORGS 5100 3.00
PROP – REAL ESTATE AND
INFRASTRUCTURE
Room W362P Schulich, 416-736-5967, fax 416-650-8071, e-mail
prop@schulich.yorku.ca
PROP 6100 3.00 Real Estate Finance and Investment
This course provides the requisite quantitative skills for analyzing
real estate investments and fosters the development of a critical
perspective in financial decision-making. It covers valuation
techniques, cash flow modeling, development feasibility analysis,
tax considerations, debt and equity financing, risk assessment
and also examines strategic and tactical investment considerations.
The course uses a prescribed text, case studies, problem sets and
group assignments and has a quantitative focus. Use of financial
calculators and personal computers is required.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
Corequisites: PROP 6200 3.00 or permission of the instructor
PROP 6200 3.00 Development Prototypes
This course deals with development, developers and the products that
they create. The course provides an understanding of the business of
real estate development, insights into the economic, functional, technical and aesthetic factors that shape dominant building forms, and an
understanding of the link between demand and product development.
Course content spans an understanding of the spatial economy of
cities-where economic activity occurs and why-to the interaction
between demand and supply in the marketplace, a detailed examination of the products that are shaped by the market forces, and an
overview of new prototypes that are emerging to meet emerging
demands. The course is delivered through a combination of lectures,
case studies, and guest speakers from industry.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
Corequisites: PROP 6100 3.00 or permission of the instructor
PROP 6300 3.00 Partnership Models for
Infrastructure Delivery
Infrastructure is an international business of increasing scope, complexity and scale that typically involves both the public and private
sectors in various partnership arrangements. This course examines
the many “moving parts” of this business and explores the various
partnership models that are being employed to address a variety of
social and economic infrastructure needs.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
78 – Schulich School of Business
PROP 6550 3.00 Sustainable Cities: Urbanization,
Infrastructure, and Strategic Choices
The course provides an understanding of issues related to the pace
of urbanization across the globe and the impact on the demand for
new infrastructure. The challenges for both developing and developed
countries is examined from the perspective of potential new strategies,
new technologies, new business models and new financing techniques that can begin to make a difference in addressing a full range
of infrastructure needs. In terms of sustainability, this will include
an understanding of the demand side and supply side, cultural
factors, and the policy framework.
PROP 6580 3.00 Structuring Real Estate Transactions
and Managing Project Delivery
This course addresses the transactional details of the development
process from inception through to completion. The process is
viewed from two perspectives; first is the legal framework and related
contracts necessary to properly structure real estate transactions
throughout the development process. Second, is the delivery and
project management process that commences with design, through
construction documentation, awarding of contracts for construction,
on-site roles and responsibilities, and managing the construction,
occupancy and the warranty period.
Prerequisites: PROP 6100 3.00 and PROP 6200 3.00,
or permission of the instructor
PROP 6600 3.00 Real Estate Portfolio Management
This course deals with the spectrum of investment styles, structures
and strategies employed in the creation and management of institutional real estate investment portfolios in both the private and public
markets. It includes a review of portfolio theory in a real estate context;
examination of the concepts of risk, return, and diversification and
how they influence portfolio planning decisions; consideration of the
advantages and disadvantages of various investment vehicles; and the
consequences of international diversification on portfolio performance.
Prerequisite: PROP 6100 3.00
PROP 6750 3.00 Financing Large Scale Infrastructure
Understanding the particular characteristics of project finance is fundamental to structuring all business models for the delivery of largescale infrastructure that supports our cities. This course examines
project viability and risk, ownership and contractual structures,
funding sources, and financial structuring. The course will be taught
through lectures, guest speakers and interactive seminars focusing
on case studies.
Prerequisites: PROP 6300 3.00 or by permission of the instructor
Course Descriptions:
Elective Courses
PUBL – PUBLIC MANAGEMENT
Room N208 Schulich, 416-736-5632, fax 416-736-5643, e-mail
yorkmpa@yorku.ca
SCHULICH SCHOOL
PUBL 5500 3.00 Public Policy and Public Management
This course describes the public policy development process and the
public sector management environment within which policy is implemented. In view of Canada’s highly decentralized federal system of
government, particular attention is given to the theory and practice of
intergovernmental relations. This course provides the framework
within which public policy is assessed and evaluated.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
FACULTY OF LIBERAL ARTS & PROFESSIONAL STUDIES/
FACULTY OF GRADUATE STUDIES
PPAL 6100 3.00 Canadian Constitutional Law
This course provides students with the key concepts in public law –
focusing on constitutional law – that they need to function effectively in the public sector at all levels. The impact of judicial review,
the rule of law, multiculturalism and diversity are highlighted.
SGMT – STRATEGIC MANAGEMENT
Room N305A Schulich, 416-736-5087, fax 416-650-8071, e-mail
sgmt@schulich.yorku.ca
SGMT 6050 3.00 Mergers and Acquisitions
We examine motives, techniques and management issues associated
with mergers and acquisitions. Through lectures and readings, we
explore the people, the concepts and the challenges involved in
mergers and acquisitions. Assignments and discussions around real
situations expose students to the complexities and the managerial
challenges 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 Deal
This course provides senior Osgoode J.D. and Schulich MBA
students with a unique integrative experience and the opportunity
to analytically examine the planning and execution of major business transactions. The students learn through their immersion in
a unique experience of working closely with law students and
with executives and professionals who participated in a specific
business transaction.
Prerequisite: SGMT 6050 3.00
SGMT 6240 3.00 Managing Strategic Alliances and
Joint Ventures
This course focuses on strategic alliances and joint ventures. It is
designed to increase understanding and appreciation of issues related
to strategy, technology and organization as they apply to alliances and
the challenges they pose in terms of their establishment, structuring,
management and evolution. Theoretical perspectives and practical
applications are combined in addressing the key strategic, managerial
as well as operational issues.
Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
SGMT 6250 3.00 Strategy Execution
This course addresses the managerial challenge of executing a firm’s
strategy, by focusing on organizational elements that must be aligned
to support a strategy as well as the tremendous difficulty of doing so.
These elements include, but are not limited to, organizational structures and control mechanisms that “match” the given strategy as well
as strategic leadership. Students learn and apply theory regarding
strategy execution by 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 turbulent
environments. It articulates the key features of these environments,
namely uncertainty, complexity and interdependence, and rapid
and discontinuous change and innovation. It then equips the students
with a specific set of tools and skills required to meet the challenges
of turbulence. Among others these include strategic responses to
uncertainty, scenario building, intelligent experimentation, real
options, analogies, designs for flexibility and more. Students will
apply class material through exercises and projects.
Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
SGMT 6700 3.00 Strategic Capability Development
We bridge and extend SGMT 6000 and ORGS 5100, drawing on
contemporary theory and practice to further develop the skills
and knowledge needed for translating strategy into action.
Strategic successes and challenges are viewed as opportunities for
building and strengthening long-run dynamic strategic capabilities.
Emphasis is placed on experiential and applied approaches.
Prerequisite: ORGS 5100 3.00
Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
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 discuss the stakeholder and shareholder models to evaluate behaviour
and to develop better approaches to decision making. Throughout the
course we discuss the values and objectives that should define capital
markets and define the public corporation with reference to recent
and current experiences.
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
Schulich School of Business – 79
Course Descriptions:
Elective Courses
SGMT 6720 3.00 Managing Globally: Past, Present, Future
Many of the challenges facing global companies today are not new and
we can learn from the past to meet those challenges today and prepare
for the future. This course explores the parallels between the issues
multinationals face today and those they faced in the past. Based on
historical and contemporary cases, you will get insights and practical
tools to manage in the current global environment and develop the
necessary skills to address future challenges.
SGMT 6730 3.00 Business Strategies in China
Building on strategic management foundations, this course is an
advanced strategy course which provides analytical framework for
participants to develop specialized strategic perspectives for managing businesses pertinent to China. In particular, the course helps
participants understand how Chinese firms behave and grow and
why multinational corporations develop, adapt and adjust their
strategies for the Chinese market (e.g., industry competitive analysis,
market positioning and product development).
Prerequisite: SGMT 6000 3.00 or INTL 6600 3.00 for IMBA students
SGMT 6800 3.00 Strategic Management of
Technology-Based Firms
This course focuses explicitly on the linkages between technology and
strategy. Knowledge of strategic management is extended by investigating how strategy is different when technology is the key strategic
driving force. Topics discussed include: industry evolution; competitive positioning; appropriate organizational structures and systems;
and the culture of technology-based organizations.
Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
SGMT 6960 3.00 Strategic Management of e-Business
This course develops skills in identifying and analyzing issues relating to strategically positioning and managing businesses in the new
environment of e-commerce. It covers both the processes of strategy
formulation – inter-relating market offerings, enabling technology
and financial management – and strategy implementation, adjusting
the fit among organization 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 and
restructurings with the aim of providing students with sufficient
knowledge to appreciate and learn how to approach issues that
arise when 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 Management
Core Courses
Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
80 – Schulich School of Business
SOCM – SOCIAL SECTOR MANAGEMENT
(formerly known as Nonprofit Management and Leadership)
Room N320 Schulich, 416-736-5092, fax 416-736-5762, e-mail
socm@schulich.yorku.ca
SOCM 6200 3.00 Leadership in Social Sector Management
This course discusses contemporary challenges facing leaders in the
social sector in both Canadian and international contexts. The
course is suitable for those who wish to develop leadership skills as
either a senior manager or a board member. The course is teamtaught, involves sectoral speakers and live cases, and offers flexibility
in assignments
Prerequisites: All 5100-series Required Foundations of Management
Core Courses
SOCM 6400 3.00 Social Purpose Investing and Finance
Social impact investing, including microfinance, is an increasingly
used tool within traditional finance, social enterprise, not-for-profit
and international development spheres. This course takes an international and structural approach to considering the historical context of
its origins, the operations of a microfinance institution, the investor’s
due diligence and monitoring of an impact investment, and the field’s
current issues and developments.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
SOCM 6960 3.00 Financial Management and Business
Planning in the Nonprofit Sector
This course is directed at the student who is planning a career in
senior management in a nonprofit sector organization, or the student
who wants to learn the necessary skills to serve as a responsible and
effective board member of nonprofit organizations. The course focuses on the relationships between the CEO, senior functional managers,
the Chief Financial Officer, the external auditor and the Treasurer of
the Board in a variety of nonprofit organizations, and enables students to gain skills in the areas of governance, accounting practices,
financial operations, planning processes and program/organizational
evaluation in nonprofit organizations.
Prerequisites: All 5000-series Required Foundations of Management
Core Courses
Exchange
Exchange
IN THIS SECTION
EXCHANGE
PARTNER SCHOOLS
Eligibility Criteria...................................................................81
Study Options........................................................................81
Program Length .....................................................................81
The Academic Program..........................................................81
Application Deadlines ............................................................81
Application Process................................................................81
Fee Schedule..........................................................................81
Africa .....................................................................................82
Americas ................................................................................82
Asia/Pacific.............................................................................82
Europe & Middle East ...........................................................83
EXCHANGE
STUDY OPTIONS
Building a career in business requires having the knowledge to think
globally and the skills and experience to act globally. An exchange
term abroad can provide these unique educational and practical
experiences that will prepare students for management positions in
today’s global economy. In addition, by participating in an exchange,
students get the opportunity to live in another culture, travel through
various regions, develop international networks and gain marketable
international experience.
•
ELIGIBILITY CRITERIA
Information on courses offered during exchange terms is available
from the International Relations Office (W262) or online at
www.schulich.yorku.ca/goinginternational.
Any full or part-time student enrolled in the MBA or IMBA programs
may apply for an exchange term. The actual study term abroad is
taken on a full time basis. MBA students are encouraged to contact the
Strategy Field Study office and the International Relations office early in
their program in order to coordinate the completion of SGMT 6000 and
MGMT 6100. To be eligible for a term abroad, a student must have:
•
•
•
completed all 5000-level required courses or equivalent prior to
going on exchange
attained a cumulative grade point average (GPA) of at least 5.00
accelerated students and students with Advanced Standing must
adhere to minimum credit requirements at Schulich in order to
satisfy residence requirements (see page 13)
MBA/JD students may participate in a full-time Schulich exchange
term abroad only in their upper year Summer term. A maximum
of 6.00 credits of exchange electives are eligible to be included in the
required 45.00 credits that must be taken at Schulich. All other
completed Schulich exchange credits will be considered extra and
will not reduce the number of credits required in the MBA.
Students on Schulich Summer exchange will pay full-time
Schulich tuition fees. Full-time exchange alternatives are available
through Osgoode.
Accelerated students, Schulich India MBA, and MBA/MFA/MA
students wishing to pursue exchange are required to add an extra
term to their studies to meet both exchange and residency eligibility requirements.
full-time study while on exchange
PROGRAM LENGTH
•
•
one term (the length of a term may vary from school to school)
students should consider program requirements, term dates,
and convocation when selecting an exchange term
THE ACADEMIC PROGRAM
APPLICATION DEADLINES
Information sessions will be provided at both the Keele and Nadal
campus prior to the application deadline. Dates and times will be
communicated at the start of the term.
APPLICATION PROCESS
Students who wish to apply to go on an exchange must submit the
following to Schulich’s Graduate International Program Coordinator:
•
•
•
an online exchange application form, including completed
school research and application questions
proof of language facility (except for programs taught in English)
a personal résumé
After all applications have been reviewed, eligible candidates are
interviewed by a selection committee.
FEE SCHEDULE
During their term of study at all exchange schools, Schulich students
pay regular full-time Schulich tuition fees to York University.
As students are registered at an Ontario university during the
exchange term, they are still eligible to apply for OSAP support.
Some exchange bursaries are available.
For more information, please visit:
www.schulich.yorku.ca/financialaid
Schulich School of Business – 81
Exchange
PARTNER SCHOOLS
COUNTRY
SCHOOL/CITY
EXCHANGE TERM/S AVAILABLE*
WINTER
SUMMER
FALL
LANGUAGE
OF STUDY
AFRICA
South Africa
• Wits Business School, University of
Witwatersrand, Johannesburg
Y
Y
Y
English
AMERICAS
Argentina
• IAE Business School,
Universidad Austral, Buenos Aires
Y
N
N
Spanish/English
Brazil
• FGV, Escola de Administração de Empresas de
São Paulo
Y
Y
N
English/Portuguese
Canada
• Université Laval, Quebec City
Y
Y
N
French/English
Chile
• PUC, Pontificia Universidad
Católica de Chile, Santiago
Y
N
N
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,
Mexico City
Y
Y
Y
English/Spanish
Peru
• Universidad ESAN
Y
N
N
English/Spanish
USA
• Howard University School of Business,
Washington, DC
Y
Y
N
English
• NYU Stern, New York
Y
Y
N
English
• IESA Instituto de Estudios Superiores de
Administración, Caracas
Y
Y
Y
Spanish
• Australian Graduate School of
Management, University of New South
Wales, Sydney
Y
Y
N
English
• Melbourne Business School
The University of Melbourne
Y
Y
N
English
• CEIBS China Europe International Business School,
Shanghai
Y
N
N
English
• Guanghua School of Management,
Peking University, Beijing
Y
Y
N
English/Mandarin
• School of Economics and Management,
Beihang University, Beijing
Y
N
N
English
• School of Management, Fudan University, Shanghai
Y
Y
N
English
Venezuela
ASIA/PACIFIC Australia
China
Hong Kong
• CUHK Business School
Y
N
N
English
• HKUST Business
Y
Y
N
English
• 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
• SP Jain Institute of Management
and Research, Mumbai
N
N
Y
English
• International University of Japan, Niigata
Y
Y
N
English
• Keio University, Graduate School of Business
Administration, Tokyo
Y
Y
N
Japanese/English
Philippines
• Asian Institute of Management, Manila
Y
N
N
English
Singapore
• NUS Business School, Singapore
Y
Y
Y
English
• Nanyang Business School, Nanyang
Technological University
N
Y
N
English
• Korea University Business School, Seoul
N
Y
N
English/Korean
• Yonsei University, Seoul
Y
Y
N
English
• NCCU, National Chenghi University, Taipei
Y
Y
N
Mandarin/English
• National Sun Yat-sen University
Y
Y
N
English/Mandarin
• National Taiwan University,
College of Management, Taipei
Y
Y
N
English
• SASIN Graduate Institute of Business
Administration, Chulalongkorn University,
Bangkok
Y
N
Y
English
India
Japan
South Korea
Taiwan
Thailand
82 – Schulich School of Business
Exchange
PARTNER SCHOOLS
COUNTRY
EUROPE &
MIDDLE EAST
continued
SCHOOL/CITY
EXCHANGE TERM/S AVAILABLE*
WINTER
SUMMER
FALL
LANGUAGE
OF STUDY
Austria
• Wirtschaftsuniversität Wien,
Vienna
Y
Y
N
English/German
Denmark
• Copenhagen Business School
Y
Y
N
English/Danish
France
• EMLYON Business School
N
Y
Y
French/English
• ESSEC Business School Paris-Singapore
Y
Y
N
French/English
• IAE Aix-en-Provence, Puyricard
N
Y
N
French/English
• HEC School of Management
Y
N
N
French/English
Finland
• Aalto University School of Business
Y
Y
N
English/Finnish
Germany
• Universität Mannheim
Y
Y
N
German/English
• WHU Otto Beisheim Graduate School of
Management, Düsseldorf
Y
Y
N
English
• CEU Business School, Central European
University, Budapest
Y
Y
Y
English
Hungary
Israel
• TAU – Tel Aviv University, Tel Aviv
Y
Y
Y
English/Hebrew
Italy
• Università Commerciale Luigi Bocconi,
Milan
Y
Y
N
Italian/English
Netherlands
• Rotterdam School of Management (RSM),
Erasmus University (MBA), Rotterdam
Y
N
N
English
• Rotterdam School of Management (RSM),
Erasmus University (MSc), Rotterdam
N
Y
N
English
Norway
• BI Norwegian Business School, Oslo
Y
Y
N
English
Spain
• ESADE Business School, Barcelona
Y
Y
N
English
• IE Business School, Instituto Empresa, Madrid
Y
Y
N
English
• Koç University, Graduate School of Business,
Istanbul
Y
N
N
English
Y
N
N
English
• University of Edinburgh Business School
N
Y
N
English
• Warwick Business School, University of
Warwick, Coventry
N
Y
Y
English
Turkey
United Kingdom • Manchester Business School,
University of Manchester
* The exchange term available for each institution varies according to the agreement between Schulich and the partner school. Some
exchange term dates may conflict with International MBA requirements or convocation deadlines. Contact the Graduate International
Program Coordinator for details. In addition, special arrangements may be necessary to accommodate varying term dates.
Schulich School of Business – 83
Academic Policies
and Regulations
Academic Policies and Regulations
IN THIS SECTION
York University Rules, Regulations and Policies..................84
General ......................................................................................84
Assignments .............................................................................84
Papers Satisfying More Than One Course Assignment .............84
Attendance ...............................................................................85
Conduct ...................................................................................85
Student/Instructor ....................................................................85
Complaints...............................................................................85
Course/Instructor Evaluations ..................................................85
Enrolment Status......................................................................85
Continuous Enrolment and Leave of Absence..........................85
Forced Withdrawal for Failure to
Maintain Continuos Registration ...........................................85
Voluntary Withdrawal ..............................................................85
Faculty Council ........................................................................85
Rate of Progress ........................................................................85
Personal Documents.................................................................86
Personal Information................................................................86
Schulich Centre for Teaching Excellence..................................86
Student Affairs Committee .......................................................86
Examinations............................................................................86
General Information .................................................................86
Conduct in Examinations.........................................................86
Accommodations for Special Circumstances ............................87
Transcripts of Academic Records...........................................88
Schulich School Implementation of
the Senate Policy on Academic Honesty ..............................88
Introduction .............................................................................88
Schulich Policy on Academic Honesty .....................................88
Schulich Guidelines on Academic Honesty ..............................88
Procedures Governing Breach of Academic Honesty ................90
Order of Faculty or Senate Hearings on Academic Honesty.....93
Grading and Promotion
Grading Scale ..........................................................................94
Graduate Grading Scale...........................................................94
Grading Guidelines for Individual Courses .............................94
Awarding of Grades.................................................................94
Repeating Courses...................................................................95
GPA Calculations.....................................................................95
Promotion Standards...............................................................95
Probationary Admittance and Promotion Standards................95
Graduation
Graduation Requirements .......................................................96
Dean’s Honour List..................................................................96
Notification of Intent to Graduate ...........................................96
Grade Appeals for Schulich Courses
Grounds for Appeal.................................................................96
Procedures for Appeal .............................................................96
Late Grade Reappraisal............................................................96
Appealing the Decision of an Appeals Officer .........................96
Academic Petitions .................................................................97
Grounds for Debarment Petition .............................................97
Petitions to the Student Affairs Committee .............................97
Appeals to the Executive Committee ....................................97
The Appeals Process................................................................97
Procedure for Appeals .............................................................97
Schulich Human Participants Research (HPR) Policy .......97
York University Policy .............................................................97
Schulich School of Business Approvals ...................................97
SSB Human Participants Review Committee (HPRC)..............97
SSB Appeals Mechanism .........................................................97
YORK UNIVERSITY RULES, REGULATIONS
AND POLICIES
•
The University lists York University and Senate policies pertaining to
academic and administrative matters, as well as student conduct, on the
web. See www.yorku.ca/secretariat/policies
•
The Student Code of Conduct is available at www.yorku.ca/scdr
GENERAL
Assignments
a) 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 instructor
because of the nature of the assignment. The volume of printing
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 a
student to be on campus, the student should:
84 – Schulich School of Business
at the earliest possible time, notify the instructor of this fact,
and where possible, make alternate arrangements that are
mutually agreeable for submission, and
as a default option, use conventional mail, making sure that the
envelope containing the assignment is date-stamped, with e-mail
notification to the instructor that this action has been taken
Papers Satisfying More than
One Course Assignment
The policy for the submission of one paper to satisfy the course
requirements of more than one course is as follows:
a) Students must get approval in writing from all the professors
concerned in advance of its preparation.
b) Professors involved must satisfy themselves that the quality and
content of the completed paper meets the requirements of the
individual courses.
c) Papers with greater scope should be written under the 6900 X.XX
arrangements (see ‘Schulich Individual Study 6900-Series’ on
page 59)
Academic Policies
and Regulations
Attendance
Attendance is expected at all graduate classes. Failure to attend
ANY of the class meetings during the first two weeks of class without making specific prior arrangements with the instructor in this
regard is sufficient grounds for a student to be administratively deenrolled from the class in question. The basis for this regulation is
1) to assure the full usefulness of all class sessions and 2) to assure
that any open spaces are made available early enough for other interested students. If students stop attending a course during the term,
they must officially drop the course through the online enrolment
and registration system. Non-attendance is not equivalent to withdrawal. If a student does not formally withdraw from a course, failure to attend will result in a grade of ‘F’.
Conduct
Student/Instructor
Students and instructors are expected to maintain a professional
relationship characterized by courtesy and mutual respect and to
refrain from actions disruptive to such a relationship. Moreover, it
is the responsibility of the instructor to maintain an appropriate
academic atmosphere in the classroom and the responsibility of the
student to cooperate in that endeavour. Further, the instructor is
the best person to decide, in the first instance, whether such an
atmosphere is present in the class. A statement of the policy and
procedures regarding disruptive and/or harassing behaviour by
students is available from the Schulich School Dean’s Office, the
Office of the Vice-President, Campus Relations and from Schulich’s
Division of Student Services and International Relations.
Complaints
Members of the University who wish to register complaints or comments about the conduct of persons at the University may obtain
advice and guidance from the following:
• The Director of Student and Enrolment Services, in the Division
of Student Services & International Relations, who is the
Complaint Officer for the Schulich School of Business. The
Hearing Officer for Schulich is the Associate Dean – Academic.
• The Office of Student Conduct and Dispute Resolution is responsible for administering the University’s non-academic code of
behavioral conduct for students and student governments. The
Office provides direction, leadership and guidance to the
University community in matters of policy interpretation regarding student non-academic conduct (see page 108 for more info).
Course/Instructor Evaluations
At the end of each term, students are asked to fill out evaluations
of each of their instructors. These questionnaires rate instructors
based on a 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 more
than one term (including the Summer Term) between terms in
which courses are completed.
b) Requests for a Leave of Absence for an additional term will be
granted automatically. Extensions for more than one additional
term will be granted only in rare and unforeseen circumstances
and only by petition to the Schulich Student Affairs Committee.
c) The leave of absence fee (see page 9) will be assessed for each
term of absence beyond the first. Leaves of absence are not
granted retroactively.
NOTE: Any approved Leave of Absence extends a student’s time available to complete a Schulich degree program. The length of the extension is equal to the number of terms for which the Leave of Absence
is approved.
Forced Withdrawal for Failure to
Maintain Continuous Registration
a) Students who take off more than one term, whether the additional term be Fall, Winter or Summer, will automatically be
withdrawn from their degree or certificate program at the
Schulich School for non-continuous registration. Such students
will be unable to return to their degree or certificate program at
the Schulich School unless a formal petition to reapply to study
at Schulich is submitted to the Assistant Director, Admissions.
b) Students wishing to be considered for re-admission to their program must apply as one normally would for admission to the program in question. Such applications will be considered on the
same basis as all other applications. Re-entry to the Schulich
School is in no way guaranteed. No Advanced Standing will be
given for 6000-series courses previously completed.
Voluntary Withdrawal
a) Students requesting to withdraw from their degree program during the current term are subject to all related academic deadlines.
b) Students who voluntarily withdraw from their degree or certificate program are subject to the same readmission regulations
described in part b of ‘Forced Withdrawal for Failure to Maintain
Continuous Registration’ above.
c) Students wishing to withdraw voluntarily from their degree or certificate program at the Schulich School should submit a letter to
this effect to the Director, Student Services, Room W262, Schulich.
Faculty Council
The Schulich Faculty Council is the academic policy-making body
for the School. It approves all academic policies and regulations
under which the School operates. Voting members include representatives of the Schulich student body.
Rate of Progress
MBA students are required to complete 60 credits of coursework,
the equivalent of two years of full-time study. Normally, the courses
are completed within four terms by full-time students and between
10 and 12 terms by part-time students. Courses are offered in three
12-week teaching terms throughout the year. It is possible for
students to complete the MBA program in as little as 16 months on
a full-time basis, or slightly over three years on a part-time basis.
The maximum time limits are six terms for full-time students and
18 terms for part-time students. The length of time available for a
student to complete all requirements of the MBA degree is shown
in the following table. Time is dependent on the student’s status as
a full-time or part-time student as well as the number of credits of
Advanced Standing obtained prior to entering the program.
NOTE: Rate of progress regulations described in this section do not
apply 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 31.
Schulich School of Business – 85
Academic Policies
and Regulations
NUMBER OF CREDITS
OF ADVANCED STANDING
FULL-TIME
PROGRESSION
PART-TIME
PROGRESSION
Awards, as well as a range of other initiatives in any particular year,
to promote continuous teaching innovation and excellence.
Less than 12.00
6 consecutive terms
(i.e. 24 months)
18 consecutive terms
(i.e. 72 months)
12.00 to 21.00
5 consecutive terms
(i.e. 20 months)
15 consecutive terms
(i.e. 60 months)
For more information on the Centre for Teaching Excellence, see
‘Classroom-Based Academic Concerns’ on page 13, or e-mail
scte@schulich.yorku.ca.
More than 21.00
4 consecutive terms
(i.e. 16 months)
12 consecutive terms
(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 can
calculate the maximum number of full-time and part-time terms
available to them from the following formulae, where ‘F’ is the total
number of full-time terms and ‘P’ is the total of part-time terms:
a) For students with 0.00 -11.00 credits of Advanced Standing:
4F + P < 18
b) For students with 12.00-21.00 credits of Advanced Standing:
4F + P < 15
c) For students with 22.00 or more credits of Advanced Standing:
4F + P < 12
A full-time term is defined as a term during which the student completes 9.00 or more credits of courses. A part-time term is defined as
a term during which the student completes less than 9.00 credits of
courses. Completing a course is defined as registering for and obtaining a grade for that course. Students who do not meet these requirements will not be eligible to continue in the program.
Personal Documents
All documents, whether originals, reproductions or translations
submitted in support of applications or any petitions to any office
of the University, become the property of the University. Documents
such as birth and marriage certificates, citizenship papers and certain types of educational certificates will be returned to the applicants or students. Copies of transcripts in a student’s file will not be
issued to the student.
Personal Information
Generally, student information is restricted and available only to the
student concerned, to those clearly designated by the student, and
to appropriate academic and administrative staff of the University.
Aside from name, activity status, graduation status and degrees/
diplomas/certificates awarded for Senate-recognized programs of
study, no student information is normally released to any person or
agency outside the University. Data from the University records
is released to Statistics Canada and to the Ontario Ministry of
Education and Training for the compilation of aggregate reports In
all such cases, unique identifying information is withheld.
Schulich Centre for Teaching Excellence
The overarching goal of the Schulich Centre for Teaching
Excellence is to help create an academic community within
Schulich that is committed to teaching and learning excellence.
The Schulich Centre for Teaching Excellence (SCTE) provides an
interface between faculty and students to maximize the learning
experience in the classroom. For faculty, the SCTE offers teaching
orientations and workshops, individual teaching and coaching, a
website for “clickable” access to teaching techniques, resources and
best practices, teaching development grants, and a library of teaching
resources.
Jointly with the Undergraduate Business Society and Graduate
Business Council and students, the SCTE also supports a variety of
initiatives each year including the Just-In-Time (JIT) Teaching
Feedback Process, and the Seymour Schulich Teaching Excellence
86 – Schulich School of Business
Student Affairs Committee
The Schulich Student Affairs Committee is constantly reviewing
the School’s policy with regards to the regulations that deal with
academic conduct. Individual students must petition to this committee if they wish to be exempted from any Schulich regulation.
Appeals for changes in grades are handled by the Associate Dean
– Academic. For more information, see ‘Grade Appeals for
Schulich Courses’ on page 96.
EXAMINATIONS
General Information
a) Exam schedules appear online on the Schulich website.
b) Repeated or additional assignments and examinations are not
given in the Schulich School of Business to provide the student
with a chance of improving the course grade.
c) Examination booklets/answer sheets become the property of
the University and are retained for the full Fall or Winter term
immediately following the term in question.
d) No examinations or tests (in-class or take-home) collectively
worth more than 20% of the course grade are permitted during
the final 14 calendar days of classes in any Schulich course.
Excepted are courses that run on weekends, courses in compressed terms, and courses with 6.00 or more contact hours per
week. An assignment is not considered a take-home examination if students have at least two weeks to complete it.
If cheating is identified, the matter will be documented (written up)
by the invigilator or instructor and forwarded immediately to the
Associate Dean, Academic for action. Possible penalties are indicated
in this Handbook in the section on “Academic Honesty”.
Conduct in Examinations
The Schulich School of Business takes measures to ensure an
appropriate examination environment and to preclude improper
behaviour during exams. General guidelines for conduct at exams
include the following:
a) Students shall be required to present their YU-card and to sign
the attendance roster for the examination.
b) Students must place all personal belongings aside during exams.
c) The chief invigilator shall oversee provision of any special
accommodation in the scheduled examination sitting that has
been approved for a student in accordance with the relevant
policies and procedures.
d) The chief invigilator shall make any necessary announcements
during or at the end of the examination and announce any
materials or aids that students are allowed to have on their desk
or have access to during that examination sitting.
e) The official start and end time of the examination shall be determined and announced by the chief invigilator.
f) Students shall follow the instructions provided by the chief
invigilator and/or Associate Dean’s Office, Registrar’s Office and
Security Services (in case of emergency interruptions).
Academic Policies
and Regulations
g) Students may not speak or communicate by any means, manner or device on the subject of an examination with anyone
other than an invigilator for the duration of the examination,
including during any temporary disruption of the examination.
h) Students should plan not to leave the room during the exam
unless absolutely necessary. They may leave an exam room only
if granted permission to do so by an invigilator.
Accommodations For Special Circumstances
Exam Conflicts
An exam conflict is categorized as:
1. two exams at the same time; or
2. three exams in the same day; or
3. three exams in three consecutive periods within 24 hours.
To avoid conflicts students are encouraged to consult the exam
timetable on the Schulich website before enrolling in classes.
If students are faced with an exam conflict they are asked to discuss the matter with the instructors of the conflicting courses.
They may approach the Office of the Associate Dean, Academic
(Room N230) for help with making alternate arrangements based
on their exam schedules.
For scenarios 2 and 3, students may opt to write their exams during the regular time slots. If they cannot perform to the best of
their ability, however, they may not appeal their grade based on
this fact.
Alternate Exams
Students who require alternate exam/test arrangements must be
registered with York’s Counselling & Disability Services office
(http://www.yorku.ca/cds/) to be eligible. Requests for alternate
exam/test arrangements must be made online well in advance of
the test or exam (currently three (3) weeks – please see
http://www.yorku.ca/altexams/guidelines/ for details). In an emergency, please contact Student Services & International Relations
at Schulich.
Religious Accommodation Guidelines
The Schulich School is committed to respecting the religious
belief and practices of all members of the community, and making
accommodations for observances of special significance to adherents. Every effort is made to avoid scheduling in-class or formal
examinations on days of special religious significance throughout
the year.
Students who, because of significant religious observances, cannot
write a formally scheduled examination (December and April
examination periods) on the scheduled date should contact the
course instructor no later than three weeks prior to the start of
the examination period to arrange an alternative examination
date. An Examination Accommodation form is available in
Schulich Student Services (Room W262). Students are required to
complete the form, obtain the professor’s signature and return a
copy of the signed form to Student Services and the professor.
Unavoidable Absences
Students who miss a mid-term examination must contact their
course instructor within 24 hours and must provide the course
instructor with documentation substantiating the reason for the
absence. A copy of the documentation must also be submitted to
the Student Services (Room W262P) and will be placed in the student’s file. Accommodations and/or re-scheduling of the mid-term
exam will be left to the discretion of the professor with the expectation that the case be resolved within 14 calendar days. It is the
responsibility of students to arrange the deferred mid-term exam,
if granted, with their course instructors.
Students may be eligible for final examination deferrals or aegrotat standing on the grounds of sickness, accidents or family misfortune. Examination deferrals allow students additional time
during which studies may be completed and a grade earned.
Within 24 hours of missing a final examination students must
contact the Director of Student Services at 416-736-2100 ext.
77971. Students must also contact their course instructor.
Formal, original documentation regarding the reason for missing
the final exam must be submitted to the Director of Student
Services (Room W262P) within 48 hours of missing the final exam.
Students who miss a final exam due to illness must have their doctor complete an “Attending Physician’s Statement.” This form can
be picked up from Student Services (Room W262P, SSB) or
retrieved from the following website: schulich.yorku.ca/forms.
Submitting documentation substantiating the reason for the
absence will not guarantee approval of a deferred final exam.
Permission to write a deferred exam is subject to review by
Schulich Student Services and the course instructor. If a deferred
final exam is denied, the student may petition to the Schulich
Student Affairs Committee within 14 calendar days of the decision.
It is the responsibility of students to arrange the deferred final
exam with their course instructors. Students will not be permitted
to enrol into any subsequent course for which the incomplete
course is a pre-requisite. Students will be de-enrolled from such
subsequent courses, which could result in a financial penalty. This
situation may also impact the student’s ability to participate in an
Exchange term.
Please also refer to “Awarding of Grades” in this Handbook for
information on how deferred grades may affect your promotion
and GPA.
Aegrotat Standing
Aegrotat standing excuses students from completing the required
work for their studies, and ‘aegrotat standing’ is entered on
transcripts instead of a grade. It is based on documentation of
sickness, accident or family misfortune that may be deemed
appropriate and, in addition, upon the student having done
satisfactory work up to that date. Aegrotat standing is usually
reserved for extremely rare circumstances and the last term of the
program, just before graduation.
Students who, because of religious observances, cannot meet academic obligations other than formally scheduled examinations
(December and April examination period) on certain holy days
are responsible for giving their instructor reasonable notice (at
least 14 calendar days) of each conflict.
Schulich School of Business – 87
Academic Policies
and Regulations
TRANSCRIPTS OF ACADEMIC RECORDS
2. Senate Guidelines on Academic Honesty
Transcripts may be ordered from the Registrar’s Office, provided the
student is in good financial standing with the University (see
‘Outstanding University Debts’).
Students should visit the Registrar’s Office website at
www.yorku.ca/yorkweb/currentstudents/mystudentrecords
for ordering options and required information.
2.1
Summary of Offences Against the Standards of
Academic Honesty
The following summary of offences is not exhaustive, nor are
the definitions provided for each offence confined to the
examples cited.
2.1.1
SCHULICH SCHOOL
IMPLEMENTATION OF THE SENATE POLICY
ON ACADEMIC HONESTY
• Obtaining a copy of an examination before it is officially available or learning an examination question
before it is officially available;
Introduction
• Copying another person’s answer to an examination
question;
On February 17, 2011, the Senate of York University approved
the revised Senate Policy, Guidelines and Procedures on Academic
Honesty. The Schulich School, like the rest of the University, is
governed by the Senate Policy, Guidelines and Procedures on
Academic Honesty (yorku.ca/secretariat/policies/document.php?
document=69) and has established the following complementary
procedures specific to the investigation and resolution of alleged
violations of the Senate Policy on Academic Honesty. These procedures pertain to students in all Schulich-based courses (with
the exception of courses in the joint EMBA program, which are
governed by a separate procedure unique to the joint program).
• Consulting an unauthorized source during an
examination;
• Disruption of an academic evaluation by any means;
• Obtaining assistance by means of documentary,
electronic or other aids which are not approved by
the 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;
1. Senate Policy on Academic Honesty
• Submitting work prepared in collaboration with
another or other member(s) of a class, when collaborative work on a project has not been authorized by
the instructor;
The Policy on Academic Honesty is an affirmation and clarification
for members of the University of the general obligation to maintain
the highest standards of academic honesty. As a clear sense of academic honesty and responsibility is fundamental to good scholarship, the policy recognizes the general responsibility of all faculty
members to foster acceptable standards of academic conduct and of
the student to be mindful of and abide by such standards.
Academic honesty requires that persons do not falsely claim credit
for the ideas, writing or other intellectual property of others, either
by presenting such works as their own or through impersonation.
Similarly, academic honesty requires that persons do not cheat
(attempt to gain an improper advantage in an academic evaluation),
nor attempt or actually alter, suppress, falsify or fabricate any
research data or results, official academic record, application or
document. Finally, academic honesty requires that persons do not
aid or abet others to commit an offence of academic dishonesty,
including intentional acts to disrupt academic activities.
Suspected breaches of academic honesty will be investigated and
charges shall be laid if reasonable and probable grounds exist. A
student who is charged with a breach of academic honesty shall be
presumed innocent until, based upon clear and compelling
evidence, a committee determines the student has violated the
academic honesty standards of the University. A finding of academic misconduct will lead to the range of penalties described in the
guidelines which accompany this policy. In some cases the
University regulations on non-academic discipline may apply.
A lack of familiarity with the Senate Policy and Guidelines on
Academic Honesty on the part of a student does not constitute a
defence against their application. Some academic offences constitute offences under the Criminal Code of Canada; a student
charged under University regulations may also be subject to criminal charges. Charges may also be laid against York University
students for matters which arise at other educational institutions.
88 – Schulich School of Business
Cheating is the attempt to gain an improper
advantage in an academic evaluation. Forms of
cheating include:
• Submitting work prepared in whole or in part by another person and representing that work as one’s own;
• Offering for sale essays or other assignments, in
whole or in part, with the expectation that these
works will be submitted by a student for appraisal;
• Preparing work in whole or in part, with the expectation that this work will be submitted by a student
for appraisal.
2.1.2
Impersonation is to have someone impersonate one’s
self in class, in a test, examination or interview, or in
connection with any other type of assignment or placement associated with a course or academic program.
Both the impersonator and the individual impersonated
may be charged.
2.1.3
Plagiarism is the misappropriation of the work of
another by representing another person’s ideas, writing
or other intellectual property as one’s own. This
includes the presentation of all or part of another person’s work as something one has written, paraphrasing
another’s writing without proper acknowledgement, or
representing another’s artistic or technical work or
creation as one’s own. Any use of the work of others,
whether published, unpublished or posted electronically, attributed or anonymous, must include proper
acknowledgement.
Academic Policies
and Regulations
2.1.4
Improper research practices. Academic research
includes the collection, analysis, interpretation and
publication of information or data obtained in the scientific laboratory or in the field. Forms of improper
research practices include:
2.1.10
• Dishonest reporting of investigative results, either
through fabrication or falsification;
• Taking or using the research results of others without
permission or due acknowledgement;
• Misrepresentation or selective reporting of research
results or the methods used.
2.1.5
2.1.6
2.1.7
2.1.8
2.1.9
Dishonesty in publication. It is a violation of academic honesty to knowingly publish information that will
mislead or deceive readers. This includes the falsification or fabrication of data or information, as well as the
failure to give credit to collaborators as joint authors or
the listing as authors of others who have not contributed to the work. Plagiarism is also considered a
form of dishonesty in publication.
Dissemination of information without permission.
Information or experimental data that was collected
with a member of faculty or another student, and other
works that involved the participation of a faculty member or another student, should not be submitted for
publication or otherwise disseminated without their
permission.
Abuse of confidentiality. Taking or releasing the ideas
or data of others that were given with the expectation
that they are confidential is inappropriate. This includes
the ideas or data obtained via the evaluation of confidential grant proposals, award applications or manuscripts that will be or may have been submitted for
possible funding or publication. Unless one is authorized to do so, it is improper to obtain a password
assigned to another or to copy or modify a data file or
program belonging to someone else. Proper authorization means being granted permission either by the
owner or originator of that material, or by an appropriate faculty member or administrator.
Falsification or unauthorized modification of an academic document/record. It is a breach of academic
honesty to falsify, fabricate or in any way modify, either
through omission or commission, an application to the
University or a program, course student examination or
test, transcript, grade, letter of recommendation or
related document, a degree, a physician’s letter/form or
any other document used in support of an academic
application, record, petition/appeal or endeavor.
Obstruction of the academic activities of another. It
is a violation of academic honesty to interfere with the
scholarly activities of another in order to harass or gain
unfair academic advantage. This includes interference
or tampering with experimental data, with a human or
animal subject, with a written or other creation (e.g., a
painting, sculpture or film), with a chemical used for
scientific study, or with any other object of study.
2.2
Aiding and abetting. Encouraging, enabling or causing
others to do or attempt any of the above with intent to
mislead an instructor, academic unit, program, office or
committee as to a student’s academic status, qualifications, actions or preparation, or knowingly aiding or
abetting anyone in a breach of academic honesty shall
itself be considered misconduct. Taking any action
which can reasonably be interpreted as intending to
encourage or enable others to commit an offence of academic dishonesty.
Summary of Penalties for Academic Misconduct
When verified, violations of academic honesty may lead to the
following range of penalties, which may be imposed singularly or in combination for any offence. The following penalties
are listed in ascending order of severity.
2.2.1
2.2.2
2.2.3
2.2.4
2.2.5
2.2.6
Written disciplinary warning or reprimand.
Required completion of an academic honesty
assignment.
Make-up assignment, examination or rewriting
a work, subject to a lowered grade.
Lower grade on the assignment, examination
or work.
Lower grade in the course.
Failure in the course.
2.2.7
Permanent grade of record. The grade assigned shall
remain as the one grade of record for the course, even if
the course is repeated. This penalty can be added to any
other penalty, but shall always be attached to the penalty of failure in the course.
2.2.8
Notation on transcript. Notation on transcript can be
a separate penalty or it can be added to any other penalty. Transcript notation shall always be included in cases
of suspension, withholding or rescinding a York degree,
diploma or certificate and expulsion from the
University. Transcript notation can be for a limited period, at the end of which the notation will be removed
from the student’s transcript. When no period is specified for a transcript notation, a student may petition to
the Faculty Petitions Committee to have the notation
removed after a period of five years from the date at
which the notation was entered, with the exception of
notation of expulsion from the University.
2.2.9
Suspension from the University for a definite period, not to exceed 5 years, with transcript notation.
Suspension is defined as a penalty of a variable but limited period during which the student may not register
in the University, imposed for serious academic offences
such as plagiarism and cheating. A student who is otherwise eligible to graduate, but is suspended, may not
graduate until the suspension expires or is lifted. This
penalty may be awarded only by a Faculty-level committee which is recognized by a Faculty Council as the
responsible body to assign this penalty.
Schulich School of Business – 89
Academic Policies
and Regulations
2.2.10
2.2.11
2.3
Expulsion from the University with transcript notation. Expulsion is defined as permanently terminating a
person’s right to continue as a student in the University
and to be re-admitted as a student in the University. This
penalty is to be imposed for extreme forms and / or multiple incidences of academic dishonesty. Expulsion from
the University may be awarded only by a Faculty-level
committee which is recognized by a Faculty Council as
the responsible body to assign this penalty.
Withholding or rescinding a York degree, diploma
or certificate with transcript notation. When a
Faculty decides to rescind a degree, diploma or certificate, the decision, with supporting documentation,
must be forwarded to the Senate Appeals Committee for
approval on behalf of Senate.
3. Procedures Governing Breach of
Academic Honesty
3.1
Purpose
The following procedures are provided for the investigation
and resolution of cases of alleged violations of the Senate
Policy on Academic Honesty involving students in Schulichbased courses (with the exception of courses in the joint
EMBA program, which are governed by separate procedures
unique to the joint program). In these procedures, the term
“student” includes a York graduate or undergraduate student,
a York graduate, a former York student, or a student who is
applying to take, is taking or has taken a York course.
3.2
Jurisdiction
3.2.1
Allegations of a breach of academic honesty in a course
offered by the Schulich School shall be dealt with by the
Schulich School. In cases where the course is in other
than the student’s home Faculty, then the student’s
home Faculty (or Faculties) shall have observer status at
a hearing and may make submission as to penalty. For
students in joint programs or where allegations arise in
more than one Faculty, the Faculties can agree on which
Faculty will have jurisdiction over the proceedings.
3.2.2
All allegations of breaches of academic honesty other
than those in course work shall be communicated by
the administrator, committee or other person with
direct knowledge (faculty, staff, clinical supervisor, etc.,)
to the student’s home Faculty.
3.2.3
Should a matter arise for which there appears to be
no clear Faculty jurisdiction, the Senate Appeals
Committee shall determine which Faculty shall have
carriage of the matter.
3.2.4
Appeals of decisions of a Faculty committee are considered by the Senate Appeals Committee.
Factors Considered When Imposing Academic Penalties
The circumstances surrounding each case of academic misconduct may vary to a significant degree. The penalty imposed
should reflect, reasonably, these circumstances. These guidelines are not intended to restrict the authority or flexibility of
Faculty committees in imposing the penalties contained in this
Policy. In each case, Faculties shall exercise their discretion,
taking into consideration the relevant factors, as outlined
below. For the benefit of students, however, Faculties shall
provide an explanation in their written decision of the major
reason(s) the penalty imposed was deemed warranted.
Important factors to be considered by committees in imposing
penalties or reviewing penalty recommendations are:
2.3.1
Extent of violation: The actions which constitute
specific offences of academic honesty (i.e., plagiarism,
cheating) vary in terms of severity. Some instances of
academic dishonesty constitute only minor infractions while others represent the most extreme form of
violation. Penalties should correspond to the nature
of the offence. Penalties may be imposed singularly or
in combination for any offence.
Basic considerations include:
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 dissertations, etc., the matter shall be reported to the concerned faculty member1. For courses, if the evaluator is
not a faculty member, the evaluator shall retain possession of the suspect material and provide a written
report, together with the confiscated material, to the
concerned faculty member;
3.3.2
On non-course work, the person discovering the potential breach of academic honesty, shall retain possession
of the suspect material and provide a written report,
together with any confiscated material to the Schulich
Associate Dean Academic;
3.3.3
In an examination, the invigilator, who is normally the
faculty member directing that course, in cases of suspected impersonation, shall ask the student concerned
to remain after the examination and shall request
appropriate University identification or shall otherwise
attempt to identify the student. In other cases of suspected breach of academic honesty the invigilator shall
confiscate any suspect material. In all cases, the student
• The level of the student’s academic experience;
• Extenuating circumstances may help explain the
action taken by a student, and due weight should be
attached to those circumstances;
• If the student admits guilt, accepts responsibility
for their action, and is amenable to educative remedies, committees may find it justified to levy a less
severe penalty.
Prior/multiple incidents: If the offence is a second (or
subsequent) one for the student and/or is in combination with another offence, then a severe penalty should
be considered.
1
The term “course director” as used in the Senate Policy, Guidelines and Procedures on Academic Honesty is not used at Schulich. The term “faculty
member” has been substituted for “course director” and “supervisor” in this document.
90 – Schulich School of Business
Academic Policies
and Regulations
will be allowed to complete the examination. The invigilator, if other than the faculty member who is directing
that course, shall give a full report, together with any
confiscated material, to the concerned faculty member
(See the Senate Policy on Invigilation of Examinations
for further information);
3.3.4
3.4
3.5
Exploratory Meeting
3.5.1
When a complaint is received by the Petitions and
Appeals Officer, an exploratory meeting shall be
arranged to determine whether or not there are reasonable and probable grounds to proceed with a charge of
breach of academic honesty. At least seven calendar
days’ written notice of the meeting vial email and a brief
description of the reason for the meeting shall be provided. At this meeting, convened and chaired by the
Petitions and Appeals Officer, the student may be
accompanied by a representative and the Associate
Dean Academic may have another person present. If the
student elects not to attend the meeting, the meeting
may proceed without the student present.
3.5.2
The exploratory meeting will result in one of the following:
For research not conducted as part of a course, major
research papers/projects, comprehensive examinations,
theses and dissertations, person(s) suspecting potential
academic dishonesty shall report the matter to the
Associate Dean Academic.
Initiating an Investigation of Potential
Academic Misconduct
3.4.1
When a faculty member directing a course, or having or
sharing responsibility for a student’s research, examination, or dissertation preparation, becomes aware of a
possible violation of academic honesty, it is the responsibility of the faculty member to initiate an investigation
of the matter. The faculty member must collect or assist
in the collection of the necessary information and be
prepared to act as a witness at any committee hearing of
the matter, if required.
3.4.2
If the investigation relates to work already presented for
evaluation but not yet evaluated, the faculty member
may elect to defer the evaluation of the work until after
the matter has been dealt with. Normally, any evaluation of a work which relates to a charge will not be
entered into the student’s record until after the matter is
concluded.
3.4.3
If the faculty member or person designated by Schulich
School policy decides to proceed with a formal complaint alleging a breach of academic honesty, the complaint shall be submitted in writing to the Petitions and
Appeals Officer as soon as is reasonably possible. The
complaint shall contain a full, but concise, statement of
the facts as perceived by the complainant and be
accompanied by all available supporting evidence.
3.4.4
Once notified of a potential breach of academic honesty, the Petitions and Appeals Officer shall post a
block on enrolment activity in the course. The student
may not drop or be deregistered from the course for
any reason, nor withdraw from the University, nor may
transcripts be released to the student until a final decision is reached. A request by a student for a transcript
to be sent to another institution or to a potential
employer will be processed, but, if the student is found
guilty of a breach of academic honesty, the recipients of
the transcript will be provided automatically with an
updated transcript.
3.4.5
The Associate Dean Academic will normally take carriage of an alleged breach of academic honesty, including when an apparent breach of academic honesty is not
tied to a student’s enrolment in a specific course.
i. It is agreed by all parties that no breach of academic honesty occurred. No records of the matter
shall be retained.
ii. If the student wishes to admit to a breach of academic honesty but no agreement is reached on recommended penalty, or the breach is a second or
subsequent incident by the student, a document
signed by the student and the Associate Dean
Academic, which includes the admission, a summary
of the matter and individual submissions by the student and Associate Dean Academic as to penalty shall
be forwarded to the responsible Faculty committee,
which shall arrange a hearing to determine penalty, to
which the student and Associate Dean Academic will
be invited.
iii. If the student wishes to admit to a breach of academic honesty, a document signed by the student
and the Associate Dean Academic which includes
the admission, a summary of the matter and a joint
submission as to penalty shall be forwarded to the
Faculty committee, which deals with allegations of
breach of academic honesty. In such cases, the
agreed-upon penalty shall not exceed failure in the
course. The responsible Faculty committee receiving such a joint submission will normally impose
the penalty suggested, but if it is of the opinion
that some other penalty would be more appropriate, or the breach is a second or subsequent incident by the student, it shall arrange for a hearing of
the matter to determine penalty, to which the student and Associate Dean Academic will be invited.
iv. If the student elects not to attend the meeting, and if
those present find sufficient grounds to proceed
with a charge of breach of academic honesty, a summary of the matter shall be forwarded to the responsible Faculty committee, which shall arrange a
hearing of the matter, to which the student and the
Associate Dean Academic will be invited.
v. If it is decided that sufficient grounds exist to proceed with a formal charge of academic misconduct
and the student does not admit to this alleged
breach of academic honesty, a formal charge shall
be prepared and submitted to the responsible
Faculty committee. The charge shall contain a full,
but concise, statement of the facts as perceived by
the complainant and be accompanied by all available supporting evidence.
Schulich School of Business – 91
Academic Policies
and Regulations
3.6
Formal Hearing at the Faculty Level
3.6.1
3.6.2
The Petitions and Appeals Officer shall give to each
party a written copy of the charge, a copy of the materials submitted by the faculty member which includes a
summary of the evidence, a copy of the procedures to
be followed and not less than twenty-one calendar days’
written notice of the time and location of the hearing. If
the student wishes to file a written response to the
charge, it must be received within fourteen calendar
days of the date on which the charge was sent to the
student. The Petitions and Appeals Officer will send a
copy of the student’s response to the charge to the
Associate Dean Academic. Both parties must inform the
committee of their intention to call witnesses and file
names of these witnesses at least seven calendar days
prior to the hearing.
The Faculty committee shall consider the facts and circumstances of the case and determine whether there
has been a breach of academic honesty. If a finding of
academic misconduct is determined, the Faculty committee shall hear submissions as to the appropriate
penalty and then decide the penalty.
3.6.5
If a student fails to appear at a hearing after proper
notice, the hearing may proceed, a decision may be
made and sanctions may be imposed, unless the student can establish, in advance of the hearing and to the
satisfaction of the committee, that there are circumstances beyond her or his control which make an
appearance impossible or unfairly burdensome.
3.6.6
Parties must be allowed a full and fair opportunity to
present their evidence and to respond to the evidence
presented against them. Parties are allowed to crossexamine each other’s witnesses in matters related to the
charge. The committee has the discretion to make rulings as to admissibility of evidence or the suitability of
cross-examination. The committee is not bound by formal rules of evidence applicable in courts of law.
3.6.7
When the parties have presented all available relevant
evidence and witnesses, each party may present a final
argument. Following this the parties shall be excused
without further discussion. The committee shall then
enter into closed session to determine whether a breach
of academic honesty has occurred. A finding of academic misconduct supported by a majority of committee
members shall be binding.
3.6.8
If the committee does not render a finding of academic
misconduct, all records of the charge and hearing will
be held by the student’s home Faculty until such time as
appeals procedures are exhausted or abandoned.
Thereafter, a record consisting of the complaint and the
decision letter will be placed in a confidential file
retained in Student Services & International Relations
in the Schulich School.
3.6.9
Following a finding of academic misconduct, the committee shall next allow both parties to make a presentation as to suitable penalty. At this point the
committee may be made aware of prior academic
offences in the student’s file. In such cases a copy of the
written decision from the prior offence(s) shall be provided by the case presenter to the committee. The committee will again enter into closed session to decide
upon the sanction. A decision by the majority of the
committee to impose a particular penalty shall be binding. The decision of the committee, as described in
item 4.8 of the Senate Policy on Academic Honesty,
must be communicated to the parties in writing, delivered by hand (confirmed via signature) or by registered
mail. If the breach of academic honesty is related to
course work, a note shall be placed on the Student
Information System to bar withdrawal from the
course(s) in which the breach occurred.
Prior to the hearing, if a student acknowledges the
accuracy of the charges, the student may waive the right
to a hearing by submitting a written statement that both
admits guilt and waives the right to a hearing.
i. In this statement, the student may make submissions as to appropriate penalty and give reasons. If
the Associate Dean Academic submitting the charge
concurs with the penalty recommendation of the
student, a jointly signed submission will be forwarded to the responsible Faculty committee. In
such cases, the agreed-upon penalty shall not exceed
failure in the course. Should the Faculty committee
find that some other penalty would be more appropriate, or if the breach is a second or subsequent
offence, it shall arrange for a hearing to determine
penalty, to which the student and Associate Dean
Academic will be invited.
ii. If the Associate Dean Academic and student do not
agree on a recommended penalty, individual submissions as to penalty shall be made by the student
and Associate Dean Academic to the responsible
Faculty committee, which shall arrange a hearing to
determine penalty, to which the student and
Associate Dean Academic will be invited. If the
breach is a second or subsequent offence by the student, a copy of the written decision from the prior
offence(s) shall be provided by the case presenter to
the committee at the penalty hearing.
3.6.3
3.6.4
Only the Faculty committee members and secretary, the
case presenter, the student, each party’s representative(s) / adviser(s) (who may be lawyers), and the witnesses may be present at a hearing. The person(s) who
submitted the charge may attend as witness(es).
Committee members shall be at “arms length” from the
student charged with a breach of academic honesty.
Committee members are not at “arms length” if they
have had a significant personal or professional relationship with the student charged. Witnesses shall be present at the hearing only while testifying. Exceptions to
this policy may be made at the discretion of the Faculty
committee. The Chair of the Faculty committee has full
authority to assure an orderly and expeditious hearing.
Any person who disrupts a hearing, or who fails to
adhere to the rulings of the committee may be required
to leave.
92 – Schulich School of Business
Academic Policies
and Regulations
3.6.10
A Record of the Proceeding will be retained in Student
Services & International Relations, regardless of the
severity of the penalty, and held for a time consistent
with the University’s records retention guidelines. The
Record of the Proceeding shall include the:
4.3
• The student (or his/her representative) shall briefly reply
and indicate main arguments in an opening statement;
• Present support for his/her case through oral testimony
provided by him/herself and witnesses as well as documentary evidence;
• Formal charge of academic misconduct and all documentary evidence filed with the Faculty committee
• The presenter may ask questions of each of the student’s
witnesses at the close of that person’s testimony;
• Written response from the student to the charge, if
any
• Committee members normally ask questions at the end of
each person’s testimony but may interrupt if clarity is required.
• Notice of the Hearing
• Decision of the committee
If a penalty is imposed that requires a notation on the
transcript, a copy of the decision of the committee will
be sent to the Registrar’s Office for the penalty to be
implemented. All other alterations to the student’s
record will be implemented by Student Services &
International Relations. The decision will be retained
for a time consistent with the University’s records retention guidelines.
3.6.11
If the student is found to have committed a breach of
academic honesty in work related to a funded research
project, the Vice President Academic and Provost shall
be notified and the Vice President or a designate shall
determine whether to notify the granting agency.
3.6.12
If a student from another institution enrolled in a joint
program or attending York on Letter of Permission is
found to have committed a breach of academic honesty,
notice of the Committee’s findings will be sent to the
other institution.
4.4
The presenter shall be allowed to present testimony or other
evidence in reply to new issues raised in the student’s case
which were not raised in the original presentation.
4.5
At any time the committee may require other witnesses or the
production of other written or documentary evidence and
may, if it sees fit, adjourn the hearing after allowing both parties the opportunity to speak to the adjournment.
4.6
Following the presentation of evidence, the parties are entitled
to make closing arguments and to summarize briefly the main
points of their cases, but no new evidence may be introduced.
This will proceed in the following order: the student (or
his/her representative) followed by the presenter.
4.7
The committee will move into closed sessions for deliberations
and decision. If there is a finding of academic misconduct, the
committee will then consider submissions as to appropriate
penalty. If the breach is a second or subsequent offence the
case presenter shall provide the committee with a copy of the
written decision from the prior offence. Following the presentation of submission on penalty by both parties, the committee will then return to closed session to decide on the
appropriate penalty.
4.8
The written decision of the committee shall include:
4. Order of Faculty or Senate Hearings on
Academic Honesty
The following indicates the order in which a Faculty or Senate
committee should proceed when hearing a charge of breach
of academic honesty. The committee may alter the order in
the interests of fairness or in cases where multiple students
are charged with related offences.
4.1
The Chair shall:
• Introduce the parties and members of the committee;
• Identify the nature of the case and evidence before the
committee.
4.2
The presenter’s case:
The student’s case:
• 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 Honesty
Approved Senate April 28, 2005. Amended February 17, 2011.
Schulich School Implementation of Senate Procedures Governing
Breach of Academic Honesty, Approved Schulich School Faculty
Council April 19, 2013.
• Briefly describe the case to be presented, in an opening
statement;
• Present support for the charge through oral testimony of complainant and witnesses, and through documentary evidence;
• The student (or his/her representative) may ask questions
of each of the presenter’s witnesses at the close of that
person’s testimony;
• Committee members normally ask questions at the end of each
person’s testimony but may interrupt if clarity is required.
Schulich School of Business – 93
Academic Policies
and Regulations
GRADING AND PROMOTION
Grading Scale
Schulich School of Business graduate programs use a nine-point
letter-grading system; the top grade is A+ and the minimum
passing grade is C-. Each letter grade for a course is assigned an
Index Value, and the Index Values are weighted by the credit
value to derive a weighted average. This weighted average is calculated on a cumulative basis, and is called the grade point average (GPA).
The Schulich School of Business does not use a percentage scale.
When instructors award marks on a percentage basis, the
instructor converts the percentages to letter grades. There is no
prescribed conversion formula from percentages to letter grades.
For example, a cumulative percentage mark of 50% in a course
does not necessarily mean that a student will pass a course.
Students should clarify any uncertainties about grading with the
course instructor.
Schulich School of Business Graduate
Grading Scale
LETTER GRADE
INDEX VALUE
INTERPRETATION
A+
A
A-
9
8
7
Excellent
B+
B
B-
6
5
4
Good
C+
C
C-
3
2
1
Acceptable
F
0
Failing
P
0
Pass (Exchange courses)
I
–
Incomplete
Grading Guidelines for Individual Courses
1. Normally courses entail 36 contact hours for 3.00 credit
courses and 18 contact hours for 1.50 credit courses, not
including the final examinations.
2. Normally, student presentations should not take up more
than a total of 6 hours of a 3.00 credit course or 3 hours for
a 1.50 credit course. The expected length of student presentations should be defined.
3. Normally, course outlines should present a clear outline of
the topics to be covered, readings to be assigned, and problems/
cases to be discussed in every class.
4. (a) The grading scheme (i.e. kinds and weights of assignments, essays, exams, etc.) should be announced, and be
available in writing, within the first two weeks of class.
(b) With the exception of courses explicitly required for
certification by a professional body, or other exceptions
agreed to by Senate, students pass or fail a course on the
basis of their final course average, without the additional
requirement of having to obtain a passing grade on a final
examination. This policy does not exclude the possibility
of a final examination representing more than 50% of the
final grade in a particular course or the requirement that
a student pass a specific course lab component.
94 – Schulich School of Business
(c) Normally, there should be more than one component
contributing to the course grade.
(d) The way in which the final course grade will be computed
should be clear to students:
– the percentage contribution to the final grade of every
graded element; multiple elements should not be combined into a single percentage component
– the mapping of individual grades into a numeric form
for combination into the final grade
– the mapping of final numeric grades into a final letter grade
– if grades are to be standardized or curved in some way,
this should be stated in the outline – the student
should be able, after each graded assignment is
returned, to understand what the grade on that is
worth in terms of a standardized letter grade.
Alternately, the course outline should specify what
class standing levels will receive what grade – students
should be able, after each graded assignment is
returned, to know their relative class standing
Every component of the final grade should be reported
separately to students (this includes class participation grades).
5. Normally, class participation should not account for more than
20% of the final grade. Instructors should ensure that students
know the basis for the assessment of class participation and
should keep appropriate documentation as the course progresses.
Instructors must retain documentation for twelve months.
Participation should be based on more than attendance.
6. Normally, students must receive graded feedback worth at
least 15% of the final grade for 3.00 credit courses prior to
the withdrawal date from a course without academic penalty,
with the following exceptions: 1.50 credit courses, courses on
a compressed schedule, practicum courses and courses where
the course work typically consist of a single piece of work.
7. Sections of required core courses are normally expected to
have a mean grade of between 4.70 and 6.10 grade points.
Elective courses (excluding the Individual Study category)
are expected to have a mean grade of between 5.20 and 6.20
grade points. Grade distributions that do not meet the guidelines must be reviewed by the Area Coordinator or appropriate
Program/Specialization Director. The Course Director and
the approver should be prepared to explain the basis for the
grade distributions that do not meet the guidelines.
Awarding of Grades
1. Grades are awarded for each course in which a student is
enrolled at York University. A course can be credited only once
towards satisfaction of degree or diploma academic credit
requirements. This also holds true when a student completes a
pair of courses designated as course credit exclusions (CCE).
2. A student who, for reasonable circumstances, with approval
from the course instructor, 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 is temporary and requirements must be completed by the end of the following academic
term. Failure to complete requirements within the specified time
will result in a grade change from I to F. Until one of the letter
grades is awarded, the I, which has no Index Value, will not be
used in computing the GPA.
Academic Policies
and Regulations
3. Unless specified otherwise by the program, approved courses
completed at York University but outside the Faculty are
not used in computing GPAs. However, a credit toward the
degree is incorporated.
4. Approved courses completed on Letters of Permission (LOP)
outside York University are not used in computing GPAs.
However, credit(s) toward the degree are incorporated.
5. Schulich students will be awarded a grade of “pass” or “fail” for
courses completed on academic exchange. When the Pass/Fail
option is used for grading a course, a “pass” does not affect the
calculation of the GPA, but a “fail” will count as 0 (zero) in the
calculation of the GPA. Schulich students cannot request a
Pass/Fail option for courses taken at York University.
6. Grades received in courses for which Advanced Standing was
given will not be included in calculating the GPA.
7. Grades are made available online approximately two weeks after
the end of the exam period. The University does not release
grades verbally or in person to students.
Repeating Courses
1. Students who fail a core course must repeat it to satisfy
program requirements before taking courses that have that
course as a prerequisite. Students who fail an elective course
may repeat the course, or may select another elective to satisfy
program requirements.
2. Students are allowed to repeat a passed or a failed course once
for academic degree or diploma credit. When a student is
allowed to repeat a course for academic degree or diploma
credit, the second grade will be the grade of record and the only
grade calculated in the student’s GPA. A course can be credited
only once towards satisfaction of degree or diploma academic
credit requirements. The record of both the first and second
time the course was taken will appear on the student’s transcript, with the first course designated as ‘No Credit Retained’
(NCR). The restrictions regarding repeating a passed or failed
course also apply to cross-listed courses and course credit
exclusions. An exception arises when the F grade was the
penalty for a breach of academic honesty: the first grade, where
the penalty occurred, will be calculated in the GPA and the second grade will be designated as ‘NCR’.
GPA Calculations
Students receive a letter grade as a final mark for a course. For
GPA calculation purposes, letter grades are translated to their
corresponding Index Value on the above nine-point scale. The
average of the Index Values, weighed by the credit hours of the
corresponding courses, constitutes the GPA.
A student transcript or grade report will contain all courses taken
and their final marks. The grade report will also list the cumulative
GPA (including all courses to date) and a sessional GPA (including
only the courses for the session most recently completed).
Promotion Standards
1. Students will be initially reviewed as follows to determine
whether or not they have met promotion requirements below.
a) Full-time MBA and IMBA students will be reviewed at the
end of their first two terms or after completing 18.00 credits
of coursework, whichever comes first; or after completing
12.00 credits if they have Advanced Standing.
b) Part-time students will be reviewed after completing 12.00
credits of coursework, excluding Advanced Standing.
c) Joint MBA/MFA, MBA/MA and MBA/JD students will
be reviewed at the end of their first two terms at Schulich
or after completing 18.00 credits of coursework, whichever comes first.
d) Post-MBA Diploma students will be reviewed upon completion of 6.00 credits of course work.
e) Master of Business Analytics and Master of Finance
students will be reviewed upon completion of the Fall term.
Subsequent reviews will take place at the end of each term
following the initial review.
2. To maintain their standing in the program, all students must
maintain a GPA of at least 4.20. MBA/JD students must maintain a GPA of at least 5.00 in the first Year of Schulich to
advance to upper years of the joint degree program.
3. Students who receive a grade of F in more than 3.00 credits of
coursework will be debarred.
4. Students who fail a required course must retake it. Students
who fail an elective course may retake it, or may elect to take
another course. Students who re-take a failed course and
receive a second failing grade will be debarred.
5. Students may take more than the minimum number of electives.
6. Grades for all courses taken will remain on the official York
University transcript.
Probationary Admittance and Promotion Standards
In some instances, the Schulich Admissions Committee may
recommend admission for an applicant who demonstrates
considerable academic or professional ability, but does not quite
satisfy the normal requirements for admission. The committee
makes such admissions decisions very selectively.
Such applicants are admitted as probationary students and must
receive a GPA of 4.20 by the end of Term 1 (full-time students)
or by the end of Term 2 (part-time students). If a probationary
student achieves the required GPA by the specified time, that
student will become a regular student. If the required GPA is not
achieved within the specified time, the student will be debarred
from the program.
The GPA will be calculated based on the required courses as laid
out in each program’s requirements along with the elective
courses with the highest grade where surplus elective course(s)
exist. Additional elective courses will appear on the transcript
but will not be included in the GPA. Courses with NCR designation will not be calculated into the GPA.
Schulich School of Business – 95
Academic Policies
and Regulations
GRADUATION
Graduation Requirements
To graduate, a student must achieve an overall GPA of at least
4.40 (B-).
For specific requirements in Schulich graduate-level programs,
see ‘Graduation Requirements’ in the following sections:
•
International Master of Business Administration (IMBA) –
page 20
•
Master of Business Administration (MBA) – page 16
•
Joint MBA/JD – page 26
•
Post-MBA Diploma in Advanced Management – page 31
•
Financial Engineering Diploma (Stand Alone) – page 32
Dean’s Honour List
Students with a GPA of 6.95 (A-) or above will be placed on the
Dean’s Honour List upon graduation.
Notification of Intent to Graduate
Students who intend to graduate at the end of the current academic year must apply to graduate online (www.yorku.ca/
mygraduation/) or obtain, complete and submit an
‘Application to Graduate’ form (available at the Division of
Student Services and International Relations Office, Schulich
School of Business, Room W262). All grades for completed
course work must be received by Student Services at least four
weeks prior to the date of convocation.
GRADE APPEALS FOR SCHULICH COURSES
Grounds for Appeal
A student may appeal to the Schulich Appeals Officer (the
Associate Dean – Academic, or in his/her absence, the Director
of the student’s degree program) to have a grade changed on the
following grounds only:
a) A clerical error has resulted in a miscalculation of the grade.
b) A computational grade awarded did not fairly reflect the student’s academic performance according to the grading system
used by the instructor.
In the case of (b), the student needs to submit as part of the
appeal a compelling argument why she/he thinks the grading is
wrong or, if grading is relative in the course or assignment under
dispute, inconsistent with that of his/her peers.
Procedures for Appeal
Students should first attempt to resolve the appeal informally with
the instructor, who may at that time alter the grade. If a further
appeal is required, the following procedure must be followed:
a) A formal written appeal must be made to the Schulich Appeals
Officer prior to:
• February 15 for the Fall session,
• June 15 for the Winter session, and
• September 30 for the Summer session
In the absence of both the Associate Dean – Academic, and the
Program Director, the Dean of the Schulich School of Business
will act as the Appeals Officer. The appeal needs to address why
this attempt has not been successful.
96 – Schulich School of Business
b) The Appeals Officer will initially attempt to resolve the appeal
by informally obtaining agreement of the instructor and student.
If agreement is obtained, the Appeals Officer shall advise both
parties in writing. The instructor will then establish the agreed
upon grade and the appeal will terminate.
c) If item b) above is unsuccessful, the following occurs:
i. The Appeals Officer is empowered to require submission
of all relevant documents including, final examination,
term examinations, homework assignments, reports,
papers and the instructor’s grade books, as well as other
documents identified as pertaining to the student’s grade.
Instructors are required to retain all such documents not
returned to the student for a period of one Fall or Winter
Term after the end of any course’s active term. The Appeals
Officer, student and instructor shall be allowed access to
all such documents pertaining to the student’s grades.
ii. The Appeals Officer is authorized to request assistance in
appraisal of these documents. Normally the request will be
made to the coordinator of the area in which the course was
taught or the coordinator’s representative, before other individuals are consulted. The instructor and student may be
given access to such appraisals upon request.
iii. The Appeals Officer will prepare a written decision on the
appeal. The decision may be to retain, to raise, or to lower
the student’s grade. Substantial and convincing evidence of
grading error must be shown for the grade to be changed.
iv. The Appeals Officer is empowered to alter the formal record
of the grade as reported by the instructor and used by the
University.
d) The student will be notified of the decision by registered
mail or other form of confirmed delivery, a copy of the correspondence will be sent to the instructor, and the Schulich
Records & Promotions Assistant will be notified of the grade
change, if applicable.
Late Grade Reappraisal
Appeals for late grade reappraisals (past the deadline date) should
be directed to the Schulich Associate Dean Academic. The appeal
shall contain a compelling argument for, and evidence of extenuating circumstances that prevented the student from appealing on
time. In the case of denial, an appeal may be made to the Schulich
Executive Committee.
Appealing the Decision of an Appeals Officer
The student or the instructor may apply for leave to appeal the
decision of the Appeals Officer to the Executive Committee of the
Schulich Faculty Council within fourteen (14) calendar days of
receipt of the registered letter containing the appeal decision.
ACADEMIC PETITIONS
Students may submit requests to petition an existing Schulich regulation or academic decision due to extenuating circumstances.
Students wishing to petition can schedule an academic advising
appointment or directly submit a petition to the Division of
Student Services and International Relations. Each petition must
clearly outline the request and provide proof of the extenuating
circumstances. Petitions are carefully reviewed by the Student
Affairs Committee shortly after their submission.
Academic Policies
and Regulations
Grounds for Debarment Petition
Procedure for Appeal
A student may petition a required debarment resulting from a
failure to comply with School regulations and standards concerning:
The application for leave to appeal should contain a succinct
statement of the grounds on which the applicant intends to rely, a
summary of the evidence to be relied upon, as well as all relevant
documentation. Upon written request, an applicant shall be given
without charge by the School, copies of all School documents
which may support this summary of evidence.
a) Academic performance
b) Residency or continuous registration requirements
c) Time limitations to complete the program of studies
Petitions to the Student Affairs Committee
Students may submit a formal petition to be exempt from Schulich
academic regulations and deadlines to the Schulich Student Affairs
Committee.
• Students who wish to petition a required debarment decision
must submit a completed Petition Form, along with relevant
supporting documentation, to Room W262P within 14 calendar days of the date on which the debarment notice was received.
• Students who wish to petition a School regulation or deadline
must complete a petition form, accompanied by a letter which
explains compelling or extenuating grounds that prevented the
student from complying with the School’s regulations and/or
deadlines, and relevant supporting documentation. The petition package should be submitted to Room W262P or via email
to petitions@schulich.yorku.ca.
Incomplete petitions will not be reviewed until all pertinent documentation has been submitted by the student. An appointment
with an advisor may be required prior to submitting a petition to
the Student Affairs Committee.
Petitions will be reviewed in the order in which they are received.
The Student Affairs Committee will also be made aware of any prior
petitions made by the student. Completed petitions may take three
to six weeks to be reviewed and responded to.
Students are expected to attend all their classes and fulfill the
regular requirements of their program until receipt of an official
decision from the Committee. Please see the Academics website
(ada.schulich.yorku.ca) for more information on the Student
Affairs Committee’s mandate and procedures.
Petitions denied by the Student Affairs Committee may be appealed
to the Executive Committee of the Schulich Faculty Council within 14 calendar days of receipt of the decision letter.
APPEAL TO THE EXECUTIVE COMMITTEE
The Appeals Process
Appeals of petition decisions or grade appeals will be permitted
only on the following grounds:
a) New evidence that, through no fault of the applicant, was not
presented at that level. Generally speaking, events or academic
performance subsequent to the initial decision are not to be
construed as new evidence.
b) Evidence of procedural irregularity in the consideration of the
case. Procedural irregularities consist of actions taken or not
taken by the School, its officers, committees, or members with
respect to the previous disposition of the case which violate 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’ handling of the cases substantially similar to that
being appealed.
Please see the Academics website (ada.schulich.yorku.ca) for more
information on the Executive Committee’s mandate and procedures.
Petitions denied by the Executive Committee may be appealed to the
Senate Appeals Committee. Please see http://www.yorku.ca/univsec/
senate/committees/sac/SACAppealsPage.html for further information.
SCHULICH HUMAN PARTICIPANTS
RESEARCH (HPR) POLICY
York University Policy
The Senate Policy for the Ethics Review Process for Research Involving
Human Participants states that all university-based research involving
human participants, whether funded or non-funded, faculty or student, scholarly, commercial or consultative, is subject to this ethics
review process. The review of course-related, non-funded, minimal
risk research is the responsibility of each Faculty of York University,
and data on approved research projects are to be reported annually
to the York Human Participants Review Committee by June 30th.
(Graduate students who are doing major research papers or dissertations must follow the policy established by the Faculty of
Graduate Studies.)
Schulich School of Business Approvals
All course-related, non-funded, minimal risk research involving
human participants undertaken by graduate and undergraduate students requires approval from the Schulich Human Participants Review
Committee before it may begin. As well as other applicable courses,
this includes work done by students in the Strategy Field Study,
International Field Study, Global Leadership Program, Aboriginal
Economic Development Program, and York Consulting Group (YCG).
SSB Human Participants Review
Committee (HPRC)
The Associate Dean – Research and the Schulich Research
Committee will form the Schulich Human Participants Review
Committee, and as such, it will act as adjudicator for approvals
before the conduct of such research. Reviews will be done by at least
two members of the Committee who are at arm’s length from the student research. The Committee will be available to review any work
on an on-going basis throughout the academic year (i.e. reviews will
not be limited to the start of the term). The Committee will respond
particularly promptly for student work in six-week courses so that
the condensed time frames of such courses can be accommodated.
SSB Appeals Mechanism
In case of appeals, the appeals mechanism will consist of a committee composed of the Schulich Associate Dean – Academic and
the director of the student’s degree program.
Schulich School of Business – 97
Student Services and Student Life
Student Services and Student Life
IN THIS SECTION:
YORK UNIVERSITY
STUDENT SERVICES
Accommodation/Housing
The York University Apartments...........................................105
Student Services & International Relations Office ............99
Schulich Career Development Centre (CDC).......................99
Bookstore ..............................................................................105
Other Schulich Services
Lockers...................................................................................99
The Trading Floor.................................................................100
Tuchner’s...............................................................................100
Commercial Business Publications........................................100
STUDENT LIFE
Graduate Business Council (GBC).....................................100
Student Events and Initiatives ...........................................100
Student Clubs and Activities .............................................100
GBC Clubs and Committees ...............................................100
GBC Affiliates .......................................................................104
GLOBAL ALUMNI NETWORK
The Schulich Global Alumni Network
Can Offer You ...................................................................104
Alumni Can Offer the Schulich School ..................................104
Campus Security ..................................................................105
Department of Security Services ...........................................105
goSAFE.................................................................................105
Centre for Student Community and
Leadership Development .................................................106
Childcare ..............................................................................106
Counselling and Disability Services
Personal Counselling Services (PCS).....................................106
Learning Skills Services (LSS) ...............................................106
Learning Disabilities Services (LDS) .....................................106
Mental Health Disability Services (MHDS) ...........................106
Physical, Sensory and Medical
Disability Services (PSMDS) ...............................................107
Health Services
York Lanes Health Centre .....................................................107
Health Education and Promotion at York ........................107
Library Services ...................................................................107
Office of Student Conduct and Dispute Resolution ........108
Office of the Ombudsperson ...............................................108
Centre for Human Rights ....................................................108
Parking Services ..................................................................108
Shopping Services ...............................................................108
Sport and Recreation Programs .........................................109
York International................................................................109
Student Centre .....................................................................109
Transportation Services.......................................................109
Van-Go .................................................................................109
Centre for Women and Trans People ................................110
98 – Schulich School of Business
Student Services and Student Life
Student Services and Student Life: Schulich
The faculty, management and support staff of the Schulich School
are dedicated to supporting the efforts of each individual student to
realize his or her fullest potential.
The School’s Division of Student Services and International Relations
should be consulted on questions related to all aspects of study at
the School: 416-736-5303. See page 5 for a listing of staff members
and their responsibilities.
For more detailed academic information on specific functional
areas or programs, use the contacts listed on pages 63-80 or call the
main York University switchboard at 416-736-2100.
The Schulich Career Centre should be consulted on questions related
to career management (see below).
STUDENT SERVICES
Student Services & International Relations
Student Services & International Relations, through five professional
units, supports students in their pursuit of academic, professional
and personal goals from the first contact with the school through
to graduation.
Graduate Admissions recruits and admits the best and brightest
from around the world each year. Once admitted, the Student
Services team manages the details of their program from registration through to graduation. Academic counselling is available
throughout their time at Schulich. In addition, the Division has
developed specialized units with expertise in International
Relations (support for international students, exchange programs
and study abroad), Financial Aid (financial advising, scholarships,
bursary and loan funding) and Undergraduate Programs (undergraduate assistance from prospective students to graduates).
The Division is located in the Scotiabank Suite, Room W262 on the
2nd Floor of the West Wing. See page 5 for detailed contact list of
staff and their particular expertise.
Tel: 416-736-5303 Fax: 416-650-8174
E-mail: studentservices@schulich.yorku.ca
Office hours are:
Monday – Thursday 9am to 7pm
Friday* 9am to 5pm, various Saturdays 10am to 2pm
*Friday in June, July and August 9am to 3:30pm
CAREER DEVELOPMENT CENTRE
The Schulich Career Development Centre provides career services
exclusively to Schulich students. We are located on the second floor
of the Schulich School of Business building:
Room N202, Seymour Schulich Building
Tel: 416-736-5080 Fax: 416-650-4915
E-mail: career@schulich.yorku.ca
Website: www.schulich.yorku.ca/careerportal
Office Hours:
Monday – Friday 8:30am to 4:30pm*
*Extended hours during heavy recruitment season. After-hour
appointments available upon request.
Some of the services available to students include:
• One-on-one industry advising by Certified Career Coaches
• Access to Networking Events
• Invitation to Recruitment and Company Information Sessions
• Access to online portal and job postings
• Career Workshops
Every student is encouraged to pick up a copy of ‘Your Career
Guide’ at the Career Development Centre before meeting with an
Industry Career Advisor. The guide is essential in preparing for a
successful job search and outlines the services the Career
Development Centre provides to Schulich students.
OTHER SCHULICH SERVICES
LOCKERS
A limited number of lockers are available for rental to students at the
start of the Fall term, on a first-come, first-served basis. Lockers are
also available at the start of the Winter term, subject to availability.
Rental fees are non-refundable.
Students may place their name on a waiting list during the first
week of the term; the exact date and time will be communicated to
students prior to the start of the term.
Individual requests for specific locker locations cannot be accommodated without supporting documentation from a licensed physician.
Students will be notified via Lotus Notes email as to whether or not they
received a locker. Priority will be given to students living off-campus.
Lockers are located in the basement of the Schulich School of Business.
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 the
lockers after this date will be removed and discarded after a week.
Schulich School of Business – 99
Student Services and Student Life
THE TRADING FLOOR
The Trading Floor, is Schulich’s retail store for Schulich logo merchandise. It is located on the main floor of the Schulich Building
adjacent to the CIBC Market Place and across from Timothy’s coffee
shop. The store includes clothing, a selection of gift and stationery
items, and other convenience items for our student population, and
Schulich faculty and employees. The Trading Floor creates customized items for clubs and events.
TUCHNER’S
Located in the basement of the Schulich School of Business,
Tuchner’s offers a place to relax, meet as a group and purchase a
variety of foods and beverages. Visit Tuchner’s for hours of operation, menus and for information on special event accommodation.
COMMERCIAL BUSINESS PUBLICATIONS
The National Post and the Toronto Star are provided free of charge
on a daily basis. Student rates are available for Business Week,
Canadian Business, Financial Times, The Globe and Mail, the Wall
Street Journal and Fortune magazine. All of the above publications
are available in the Peter F. Bronfman Library in the Schulich building. Students are strongly encouraged to read the Globe and Mail,
the National Post, or the Wall Street Journal.
STUDENT LIFE
Graduate Business Council (GBC)
The Graduate Business Council (GBC) is the representative student
body for both full-time and part-time students in all Schulich masters degree programs. As the official student-faculty liaison, the
GBC is responsible for representing student interests at the School
including on various administrative committees.
GBC programming includes the September Getaway (Schulympics),
Culture Crawl (October), Dean’s Cup Case Competition (October,
November, January, and March), MBA Insights conference
(November), MBA Games participation (January), Winter Getaway
(January/February), and the Schulich Formal (March/April).
The GBC executive team is elected in February of each year for
terms beginning on May 1st. Collectively, their mandate is to serve
the Schulich masters student community. All elected and appointed representatives are committed to making themselves accessible
to students and receptive to suggestions. The 2015 – 2016 executive
positions are held by the following:
• Catherine Farrell
President
gbcpresident@schulich.yorku.ca
• Julien Naggar
Vice President
gbcvp@schulich.yorku.ca
• Suyash Kumar
• Kelly Armstrong
Communications Director
Corporate Relations Director
gbccommunications@schulich.yorku.ca gbccorporate@schulich.yorku.ca
• Craig Hill
Athletics Director
gbcathletics@schulich.yorku.ca
• Ekta Bhardwaj
Community and Alumni
Relations Director
gbccommunity@schulich.yorku.ca
• Everardo Aleman Navarro
Social Affairs Director
gbcsocial@schulich.yorku.ca
• Santosh Prasad
International Affairs Director
gbcinternational@schulich.yorku.ca
• Vishal Pua
Part-Time Affairs Director
gbcparttime@schulich.yorku.ca
• Rohit Terdal
Case Competitions Director
gbccompetitions@schulich.yorku.ca
• Isabella Yang
Treasury Director
gbctreasurer@schulich.yorku.ca
• Kunal Bathija
Information Technology Director
gbcit@schulich.yorku.ca
100 – Schulich School of Business
In addition to the executive team, the GBC consists of elected
representatives. Each MBA and IMBA full-time section elects one
representative for each of eight areas of responsibility: academic
affairs, athletics, case competitions, communications, community and alumni relations, corporate relations, international affairs,
and social affairs. Elections for these positions are held during
class in the second week of the Fall Term. Representatives are
also elected from each new full-time section in the second or
third week of the Winter Term. Master of Finance (MF) students
and second year MBA and IMBA students also elect a class representative for each class to the Graduate Business Council.
GBC meetings are held weekly. All Schulich masters students are
welcome to attend GBC meetings. A student who attends three
consecutive GBC general council meetings, becomes a non-elected
voting member of council.
For assistance regarding any student-related issues, whether academic or social, students are encouraged to contact the GBC
Office directly at W140B or by e-mail at gbc@schulich.yorku.ca.
The GBC maintains an open door policy. The GBC website is:
http://gbc.schulich.yorku.ca
Student Events and Initiatives
The GBC produces events and leads initiatives to benefit student
life throughout the year. Events include social programming,
athletic events, case competitions, and much more. Schulich also
has a vibrant network of student clubs, as featured in the pages
that follow. Please feel free to contact the GBC with any questions
or suggestions.
Student Clubs and Activities
Student clubs and organizations form an important part of student
life at the Schulich School of Business. Joining clubs and activities
not only provides students with an enriched educational experience, but it also helps in the development of marketable leadership
and management skills. There are currently 25 GBC-affiliated
student clubs and four affiliates. Each is introduced in the pages
that follow. Visit gbc.schulich.yorku.ca/clubs for more information.
To find out more about how to join or help out in the following
groups, make sure to attend the Launch Week Club Fair in your
first term, and feel free to contact the Graduate Business Council
office at 416-736-2100, ext. 66385 or through e-mail at
gbc@schulich.yorku.ca, or contact the club/affiliate directly.
GBC Clubs and Committees
ARTS AND MEDIA MANAGEMENT CLUB (AMMC)
The Arts and Media Management Club at the Schulich School of
Business aims to complement academic study with exposure to and
networking in the world of arts and media. Through the facilitation
of panel discussions, awareness events and the organization of
social activities such as outings to concerts, performances and exhibitions, it helps to sustain the life blood of arts and culture in
Canada and internationally.
E-mail: ammc@schulich.yorku.ca
Website: http://ammcschulich.wordpress.com
Student Services and Student Life
BUSINESS OF SPORTS CLUB (BSC)
The mission of the Business of Sports Club (BSC) is to provide
members access to the sporting industry. The access will aide
members in developing a wide range of business practical skills
including marketing, strategic planning, finance, and operations
with a focus on sports.
E-mail: businessofsports@schulich.yorku.ca
BUSINESS TECHNOLOGY MANAGEMENT
ASSOCIATION (BTMA)
BTMA (Business Technology Management Association) is a community of Schulich students, alumni and faculty interested in
Information Technology and its cogency in Business. BTMA serves
as a focal point for networking, recruitment and learning opportunities for its stakeholders in the Information Technology industry in
all the Schulich Campuses.
E-mail: btma@schulich.yorku.ca
Website: www.schulichbtma.com
CASE ANALYSIS CLUB (CAC)
The CAC provides all Schulich MBA students a forum to develop
and practice critical problem solving skills taught in the classroom
via real world business cases. It strives to deliver its mandate by providing: Learning opportunity to assimilate the case solving frameworks introduced in the classes via focussed workshops in different
specializations; and opportunity to implement the learning through
internal case Competitions.
E-mail: cacrsvp@schulich.yorku.ca
Website: schulichcac.ca
ENTREPRENEURSHIP AND VENTURE CAPITAL CLUB (EVCC)
This club hosts talks by self-made and inspirational entrepreneurs
such as Harry Rosen and Stephen the K. It encourages attendance
to hear speakers such as Schulich’s own Seymour Schulich and
various other guest speakers in conjunction with other Schulich
business interest clubs, in the hope that your talent and drive,
combined with the valuable tools and advice this club will be able
to provide you, will catapult you into becoming the successful selfmade MBA graduate that you know you can be.
E-mail: evcc@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/evcc/
THE INSIDER (IMG)
The INSIDER is the student newspaper and communication source
of the Schulich School of Business. The staff is composed of 50 volunteer students working in eight departments to publish regular
monthly editions and special supplements. The INSIDER provides
students with opportunities to be involved on the journalistic, business, graphics design or IS functions and has been cited as the best
business student publication in the country.
E-mail: information@insidermediagroup.com or
admin@insidermediagroup.com
THE LATIN AMERICAN BUSINESS ASSOCIATION (LABA)
LABA aims to participate in the internationalization of Schulich by
raising the level of understanding of economic needs, opportunities
and issues affecting both North and South in the Americas. LABA
intends to improve the quality of business interaction between the
regions and to build among Schulich students and alumnae the
expertise necessary to strategically integrate economic, social, and
sustainability issues in the Pan-American business arena.
Additionally, LABA provides a cultural space for students with an
interest in Latin America by organizing and promoting social and
cultural events.
E-mail: laba@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/laba/
LGBT SCHULICH
LGBT Schulich is a networking and social club for LGBT members
of the Schulich School of Business and also serves as a support network for business students struggling with issues of coming out to
colleagues, co-workers, and friends. The club’s membership is open
to both BBA and MBA students, as well as faculty and staff. The
vision of LGBT Schulich is to create the most LGBT positive business school in Canada, in North America, and the world. For more
information, please contact lgbt@schulich.yorku.ca
E-mail: lgbt@schulich.yorku.ca
Website: http://lgbtschulich.yolasite.com/
MBA OPEN ARMS COMMITTEE (MBA_OAC)
The purpose of the MBA Open Arms Committee (MBA_OAC) is to
facilitate the transition of exchange students from their native country to Canada. It is our aim to welcome incoming students, to help
foreign students adjust to their new environments, and to provide
information relevant to help students settle into Schulich. As one of
the top ranked business schools, the Schulich School of Business
has developed an excellent reputation worldwide. The MBA OAC
can help to maintain this reputation by further representing
Schulich as a fun and enjoyable place for exchange and international students to study for the upcoming year. Being part of the
MBA OAC is an excellent experience that gives you opportunity to
share some good times with exchange students and familiarize with
the differences that exist in cultures globally, making great friends
and networking on a worldwide scale.
E-mail: mbaoac@schulich.yorku.ca
Website: openarmscommittee.wordpress.com
NATURAL RESOURCES OPPORTUNITIES CLUB (N-ROC)
The Natural Resources Opportunities Club, or N-ROC, was created
with the goal of exposing club members to the opportunities that
lie in the natural resources industry here in Canada and worldwide.
This club focuses on natural resources industries from all business
lenses including management, operations, finance, manufacturing,
production, and marketing. Topics we look to cover include renewable and non-renewable energy resources, mining of natural
resources, the business of water and agriculture, and more.
Throughout the year our goal is to create events that include
inhouse 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 our
club by providing event suggestions, volunteering for event support, recruiting members, and contributing to our blog.
E-mail: nroc@schulich.yorku.ca
Schulich School of Business – 101
Student Services and Student Life
NET IMPACT
Net Impact is a network of emerging business leaders committed
to using the power of business to create a better world. Originally
founded in 1993, Net Impact has evolved into a network of over
9,000 students from over 90 student and professional chapters
worldwide, committed to promoting sustainable business. The
Schulich chapter of Net Impact, established in the Fall of 2002, is
interdisciplinary and includes students from the School of
Business, Faculty of Environmental Studies and Osgoode Law
Hall, allowing a broad perspective. Net Impact provides members
with the opportunity to broaden their business education through
YSEC (our consulting group), Speaker Series, Sustainable
Learning Series and Site visits, and much more. Upon graduation,
membership in our professional chapter allows students to continue building on the MBA experience.
E-mail: netimpact@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/netimpact/
PORTFOLIO MANAGEMENT CLUB (PMC)
The Portfolio Management Club’s mission is to enhance investment
and portfolio management skills of its members and invest members’
periodic financial contributions in securities, options and bonds for
the purposes of charitable benefit. Club organizes guest lectures by
the industry experts and portfolio managers to facilitate the learning
of its members. Moreover, members can practice their investment
strategies during the stock challenge organized by the club. Finally,
the club provides frequent opportunities to network with industry
professionals and access to employment opportunities in the portfolio management area.
E-mail: pmc@schulich.yorku.ca
SCHULICH ACCOUNTING ASSOCIATION (SAA)
SCHULICH CIM STUDENT CHAPTER
The Schulich CIM Student Chapter is an affiliated club of the
Canadian Institute of Mining, Metallurgy and Petroleum (CIM).
The club focuses on the mining and petroleum industry from all
business lenses including management, operations, finance, sustainability, production, and marketing. The club’s primary goal is
to organize and deliver meaningful events including industry
speakers, networking opportunities, and site visits in order to
broaden the knowledge base of our members. Schulich CIM members contribute to the growth of the club by providing event,
attending or volunteering at events throughout the year, and
expanding the club’s reach.
E-mail: schulichcim@schulich.yorku.ca
SCHULICH EAST ASIAN BUSINESS ASSOCIATION (SEABA)
SEABA is a community that is open to all MBA and IMBA students
in Schulich School of Business. SEABA is dedicated to promoting
social, academic and cultural activities for the Schulich community in order to better understand the business environment, culture,
and management issues of the East Asian region.
E-mail: seaba@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/seaba/
SCHULICH FINANCE ASSOCIATION (SFA)
The Schulich Finance Association brings together peers who share
a common interest in finance and its related fields. Historically,
the SFA has acted as a liaison between students and business professionals by organizing events such as Day on Bay, Speaker’s Series
and Women in Capital Markets.
E-mail: sfa@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/sfa/
The objective of the Schulich Accounting Association (SAA) is to
educate students interested in the accounting program that is
offered at Schulich by offering real-world exposure to the industry.
The club meets its objective by hosting accounting related events
that supplement Schulich’s MBA curriculum. The SAA targets
students who are pursuing their accounting designation as well
as for students who are interested in accounting or networking
opportunities. Membership is open to all Schulich masters
students (MBA/IMBA/MF/MACC/MBAN).
SCHULICH HEALTH CARE AND
BIOTECHNOLOGY FORUM (HCBF)
This club aims to provide members with a series of professional, educational and networking events designed to enhance their understanding of the role of business in health care and biotechnology. Our
mission is to provide a forum for an exchange of experiences with a
focus on health care and biotechnology incorporating talks from professionals in industry, hospitals, consulting companies, venture capital and finance.
SCHULICH ASSOCIATION OF MANAGEMENT AND
ORGANIZATION STUDIES (SAMOS)
E-mail: hcbf@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/hcbf/
The Schulich Association of Management and Organization Studies is
dedicated to providing networking, learning, and development
opportunities to students within the areas of human resource management, change management and planning and organizational
dynamics. Each term, we host special events which focus on how
organizations impact our careers. Students interested in differentiating themselves and enhancing their profile in the workplace should
plan to attend these events.
E-mail: samos@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/samos/
SCHULICH INVESTMENT BANKING CLUB (SIBC)
The Schulich Investment Banking Club was created to provide
assistance to current Schulich School of Business students obtaining internships and full-time positions within investment banks.
The SIBC accomplishes its mission by educating members by developing the skills required in the investment banking industry; mentoring students with current practicing professionals; and building
networks with the investment banking industry. In addition, the
SIBC provides leading investment banks with priority access to
Schulich’s top prospective investment banking recruits ahead of the
recruiting periods.
E-mail: investmentbanking@schulich.yorku.ca
Website: www.schulichib.com
102 – Schulich School of Business
Student Services and Student Life
SCHULICH MARKETING ASSOCIATION (SMA)
The Schulich Marketing Association (SMA) is an MBA and IMBA
student organization registered under the Schulich School of
Business. Our primary objective at SMA is to provide students
interested in marketing with real-world exposure to the industry.
The SMA meets its objective by hosting marketing-related events
that supplement Schulich’s MBA marketing curriculum. SMA initiatives are practical: they are tailored to meet the needs of the students and are managed under the guidance of an acclaimed
Advisory Board.
E-mail: sma@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/sma
SCHULICH REAL PROPERTY STUDENTS’ ASSOCIATION
(SRPSA)
Open to all Schulich School of Business students interested in the
Real Estate and Infrastructure industries, the SRPSA is a studentrun club that acts as a “bridge” between academics and business.
Its mission is to provide students with the opportunity to learn
about the Real Estate and Infrastructure industries though interaction with industry professionals. Specifically, we encourage our
members to participate in our annual Perspectives Lecture held
downtown, invite them to industry conferences and our alumni
mixer, host guest speakers and more. Members also have access to
exclusive job postings and can include their Resume in the soughtafter Resume Book. In addition, the Real Estate and Infrastructure
community at Schulich is active in competitions: during the
2011-2012 academic year, members of the SRPSA including key
executives placed 1st in the regional Developers’ Den competition,
the international ARGUS University Case Challenge and the international MIT Real Estate Case Competition.
E-mail: srpsa@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/srpsa/
SCHULICH STUDENT SPEAKERS SERIES (4S)
The objective of Schulich Student Speaker Series (4S) is to facilitate the sharing of previous and current business experiences
through two channels. The first channel is through well-developed
and facilitated speakers events with a framework similar to that of
TED. The second is through a Schulich-wide accessible online
video page that focuses on particular themes such as; How I got to
Schulich, My summer internship, Lost in Translation, etc. 4S will
allow current students to share their experiences from their jobs,
internships, volunteering, and projects. The presentation of these
experiences will help to let Schulich students learn about what
other opportunities are available in the working world through the
lens of their fellow students. This will also provide an opportunity
for the speaker to received feedback from the diverse audience of
Schulich students.
E-mail: schulich4s@gmail.com
Website: schulich4s.wordpress.com
THE SOCIAL IMPACT MANAGEMENT ASSOCIATION (SIMA)
As Schulich’s graduate student club created specifically for students driven to make BIG impacts on improving the lives of individuals and
society as a whole, the Social Impact Management Association (SIMA)
provides opportunities to make connections within the Nonprofit and
Social Enterprise sectors. In addition, by engaging with the club’s programming, students have unique chances to enhance their skills and
knowledge through workshops, exclusive certification programs, professional speaker series’ and industry tours. Formally the Nonprofit
Management Association (NMA), the club has a history of enriching
the student experience and has connected many former students with
companies in the Nonprofit sector. Redesigned at the start of the
2014/15 school year, SIMA includes the growing sector of Social
Enterprise and recognizes that business efforts involving a drive to positively benefit society may not always fall under a Nonprofit umbrella.
The club recognizes that the biggest role that both Nonprofits and
Social Enterprises play is that of delivering ‘social impact’ – improving
the lives of individuals and society as a whole.
E-mail: sima@schulich.yorku.ca
Website: clubs.schulich.yorku.ca/sima/
SOUTH ASIAN BUSINESS CLUB (SABC)
SABC aims to provide a forum through which students can explore
career and business initiatives related to South Asia, maintain an
ongoing support network to share experiences among students,
provide guidance and support to students new to Canada.
E-mail: sabc@schulich.yorku.ca
Website: sabc.schulich.yorku.ca
SUPPLY CHAIN & OPERATIONS MANAGEMENT CLUB
(SCOMC)
Aiming to be bridge between the professional and Schulich supply
chain management community, SCOMC, Supply Chain &
Operations Management Club at Schulich School of Business at York
University, also known as a student chapter of APICS Toronto, is a
student-run club. The club’s mission is to satisfy the needs of
Schulich students interested in supply chain and operations management by providing a platform for exposing students to this area, creating career opportunities, and increasing Schulich’s visibility in the
professional supply chain and operations management community.
E-mail: scomc@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/scomc/
WOMEN IN LEADERSHIP (WIL)
Women in Leadership serves the Schulich community by providing a series of professional, educational and networking events.
WIL serves the Schulich community by providing a series of professional, educational and networking events. Some events
include Women in Capital Markets, Diversity, Work-Life Balance,
an MBA Interschool Branch, and the Women’s leadership
Conference at the Four Seasons Hotel. WIL is committed to giving its members a chance to develop key personal relationships
and business contacts that will help them to achieve their goals
in today’s business environment. For more information or to join
WIL, please e-mail wil@schulich.yorku.ca.
E-mail: wil@schulich.yorku.ca
Website: https://clubs.schulich.yorku.ca/wil/
Schulich School of Business – 103
Student Services and Student Life
GBC Affiliates
In addition to the above-mentioned, GBC-chartered student organizations, the following affiliates may be of interest to members of
the Schulich masters student community:
MBA/JD JOINT STUDENT ASSOCIATION
This organization serves to represent the students enrolled in the
joint MBA/JD program offered in conjunction with Osgoode Hall
Law School. Over the year, the association organizes a number of
events including career crawls, speaker events and the annual
MBA/JD Conference, which is open to all students, faculty members
and key industry people.
E-mail: jdmba@osgoode.yorku.ca
Website: thejdmba.ca
SIGNIFICANT OTHERS STUDENT ASSOCIATION (SOSA)
Starting a Master’s degree may be a significant change in your life as
well as in the lives of your friends and family. In particular, spouses and partners may be affected by your changing schedule and the
demands placed on you in the program. They also provide much
needed support and encouragement to you during your time in the
program. The Significant Others Student Association links the
spouses and partners of students with each other and provides an
additional network for students and spouses.
E-mail: sosa@schulich.yorku.ca
YORK CONSULTING GROUP (YCG)
The York Consulting Group (YCG) is a student staffed and managed
consulting firm that has been in business for over 40 years. The
YCG provides students the opportunity to get real consulting experience helping small-to-medium sized businesses and not-for-profit organizations with their real-world challenges. In order to deliver
professional grade experience to our clients, the YCG recruits high
caliber graduate students with a wide variety of work experience
from Schulich’s world-class student body. Students get an opportunity to use their skills in a team based format to analyze client’s
unique situations and propose realistic solutions to complex business problems. If you are a graduate student interested in learning
more about YCG’s recruiting initiatives, please contact us for more
information.
E-mail: ycg@schulich.yorku.ca
Website: ycg.schulich.yorku.ca
YORK SUSTAINABLE ENTERPRISE CONSULTANTS (YSEC)
York Sustainable Enterprise Consultants (YSEC) combines the skills
of current and former students in York University’s MBA and IMBA
and MES programs to provide consulting services in the area of
sustainable business. YSEC’s consultants share a common aim:
to advance social, environmental and economic sustainability by
promoting responsible business strategies and practices. YSEC
consultants work on a variety of tasks ranging from drafting project
proposals to working and contributing to projects. With a wide
range of expertise and backgrounds YSEC consultants deliver
feasible recommendations to real-life challenges of small to midsized companies. Please contact us to learn more about our
recruiting process.
E-mail: ysec@ysec.ca
Website: www.ysec.ca
104 – Schulich School of Business
SCHULICH GLOBAL ALUMNI NETWORK
With over 85 alumni chapters in more than 60 countries, the
Schulich Global Alumni Network represents a community of more
than 27,000 graduates from Schulich’s degree programs.
The Schulich Global Alumni Network Can Offer You
1. Connection to the Schulich Global Alumni Network –
As future alumni, you can get connected to alumni and begin
expanding your professional network in the following ways:
•
Network with alumni by attending the many Alumni
industry events and student club events
•
Connect one-on-one with alumni through the Schulich
Alumni Mentorship Program
•
Stay up to date with the latest news and events through
social media: LinkedIn, Twitter and Facebook
For more information, please visit www.schulich.yorku.ca/
alumni
2. Career Management – Schulich School’s Career Development
Centre (CDC) recognizes the importance of continued career
development and provides tools for alumni to find new opportunities and make career transitions. Services include: access
to CareerQuest, Online Job Search Website, Workshops and
Individual Advising/Career Counselling.
3. Professional Development – The Schulich Executive
Education Centre offers extensive management- and executive
level programs of varied length to alumni and the public at two
locations – The Executive Learning Centre at the York University
main campus and at the Miles S. Nadal Management Centre
in downtown Toronto, King & Bay Sts. Customized corporate
in-house programs, domestic and international, are offered.
4. Alumni Network Activities – The Schulich Global Alumni
Network offers opportunities for networking, professional development, and recognition and awards through its capstone events,
including: the Schulich Alumni Recognition Awards, Global
Alumni Chapter events, and CONNECT, the Annual Schulich
Alumni Forum.
Alumni Can Offer the Schulich School
Schulich alumni can refer talented students to the School; assist at
Student Recruitment Fairs; host students on exchange and internship
in their country/city; source global internships and career placements
for new graduates; speak at student club events and conferences;
recruit students for their firm and offer expertise to enrich the educational experience of Schulich students.
Alumni can also serve as mentors, strategy study site hosts, speakers,
panelists, guest lecturers, and recruiters. Many alumni also serve the
school as advisory council members.
Student Services and Student Life
Student Services and Student Life:
York University
York University offers all students, including Schulich students,
access to numerous resources. For more detailed information on
the extensive services available consult the York University website
at www.yorku.ca
ACCOMMODATION/HOUSING
THE YORK UNIVERSITY APARTMENTS (on-campus housing)
The York University Apartments consist of six on-campus apartment
buildings professionally managed by Student Housing Services. A
vibrant living environment conveniently nestled at the south side of
the campus, it is the ideal choice for those seeking a unique living and
learning experience. York University Apartments are available to
graduate students, students with families, and mature undergraduate
students who are enrolled in a full-time degree program.
the campus Bookstore. New in 2013: some outside food vendors
now accept the YU-card and credit students with Scholar Dollars,
redeemable only at the Bookstore.
The Bookstore’s website offers a variety of products and services,
including on-line ordering and shipping anywhere in the world.
The website also hosts a free system to connect buyers and sellers
of used textbooks. The store hours and information on many events
that the Bookstore hosts is posted on its website.
The bookstore can be reached by:
Tel: 416-736-5024 Fax: 416-736-5733
Email: bookstor@yorku.ca
Or through our website: www.bookstore.yorku.ca
CAMPUS SECURITY
You may apply to the York University Apartments after you receive
an offer of admission to a full-time degree program. To obtain information about rental rates, building options and layouts, eligibility,
and to fill out an online application, please visit our website at
www.yorku.ca/studenthousing/yorkapts.
The following is a reminder of some services available to students, staff
and faculty at York University. Complete lists of services provided to
the York community are available by visiting the websites below.
Contact York University Apartments for more information:
101-340 Assiniboine Road
York University, 4700 Keele Street
Toronto, Ontario M3J 1P3
In a life-threatening emergency, call 911 directly. For other urgent
security matters, call extension 33333. Public emergency agencies
responding to 911 calls are met by Security Services personnel and
escorted directly to the location of the emergency. This practice
ensures that valuable time is not lost searching for a campus location. All security personnel are trained in First Aid and CPR. Other
services include:
• Blue Light Emergency phones
• Closed Circuit Television
• Road Watch
• Security Services Patrols
• Security app for mobile devices
Telephone: 416-736-5339
Fax: 416-650-8008
E-mail: yorkapts@yorku.ca
Office hours: Monday to Friday, 8:30am to 7pm
BOOKSTORE
The York University Bookstore is located in York Lanes. The
Bookstore carries all course books related to undergraduate and
graduate courses. The Bookstore offers new books from publishers
and also offers a huge supply of used copies, sells the e-book version of books when available, and has a growing in-store textbook
rental program to supplement its web based rental program.
Information on instructors’ required and optional readings is linked to
the Bookstore website, and the store is organized by course and course
section, to make selection of books simple for in-store purchasers.
The Bookstore stocks and sells customized books (course kits) with
content specific to the instructors’ curriculum using its print on
demand technology. When necessary, the Bookstore obtains permission to reprint out of print editions for course work.
The Bookstore buys used books from students for resale in the
store, and for other campuses. Over 50,000 titles of general interest (including business titles, journals, magazines, academic
remainders, and sale books etc.), as well as texts prescribed for
courses, are stocked. A wide selection of stationery and gift items,
York insignia clothing, and electronic accessories are also available.
The Bookstore has expanded its fair trade clothing lines, offers more
recycled paper products, and sells York’s Fair Trade Las Nubes
coffee as a result of Schulich student projects and recommendations.
Just launched in 2012, the Bookstore has a loyalty program in
which “Scholar Dollars” accumulate at the rate of 5% on all purchases made with the YU-card. The program includes a bonus
which can double the benefit of using the YU-card when buying at
Department of Security Services
Call extension 58000 (416-650-8000) for more information, or see
their website at www.yorku.ca/security.
goSAFE
goSAFE is a free service provided by York University to all members
of the York community. If you need to get from one point oncampus to another, goSAFE staff members will meet you anywhere
on campus (including parking lots, bus stops, buildings and residences) and walk with you to your on-campus destination. Upon
request, goSAFE will also wait with you for your bus or taxi to
arrive, or until your vehicle starts. All requests will be accommodated by foot, and the service is available 7 days per week every day
of the year, excluding the University closure after the December
exam period.
You can arrange for an escort by using any on-campus emergency
phone and asking for goSAFE, using any marked Safety Phone,
using any on-campus payphone to make a free call to the goSAFE
line, or calling the goSAFE office directly at extension 55454 or
416-736-5454. You will be asked for your name, desired pick-up
location and destination, and a team of goSAFE staff members in
uniform will be sent to meet you (typical wait time is no more than
10 minutes). goSAFE operates daily during the academic year
(September to April) from 6pm to 2am and during the summer
months (May to August) from 8pm to 2am.
For more information please visit www.yorku.ca/goSAFE.
Schulich School of Business – 105
Student Services and Student Life
CENTRE FOR STUDENT COMMUNITY
AND LEADERSHIP DEVELOPMENT
The Centre for Student Community and Leadership Development
is dedicated to continuously improving the quality of student life at
York University.
Student Community & Leadership Development enriches student life
by: promoting education, awareness and growth; celebrating diversity;
encouraging collaboration; and developing citizenship.
The Centre for Student Community and Leadership Development
includes the following core units:
•
•
•
•
•
•
•
•
•
Elections
Student Media & Communications
Health Education and Promotion
Red Zone
Parent & Family
Residence Life
Leadership
Student Clubs & Organizations
Orientation
More information is available on the Centre’s website: scld.yorku.ca
CHILDCARE
At peak times during the year, students may have to wait a short
while for an initial appointment or for further counselling.
In the case of a life-threatening situation, call 911 or proceed to the
nearest hospital. In a non life-threatening crisis situation, same-day
crisis-intervention services are available. For more information
about our services visit our website at www.yorku.ca/cds/pcs.
Personal Counselling Services also offers workshops and group
programs for students on such topics as: mindfulness meditation
for depression, shyness and communication skills, body image
and disordered eating, test anxiety, etc.
LEARNING SKILLS SERVICES (LSS)
Throughout the year, students may meet individually with a learning skills counsellor or attend workshops to help in developing and
improving study skills and strategies. Workshops are offered
throughout the year. Students are asked to register in advance either
online 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 4:30pm
Fax: 416-736-5633
Tues: 9am to 7pm
Disability Services:
The Lee Wiggins Childcare provides childcare in a family grouping
setting to the York Community, with priority given to the students
and CUPE 3903 members. The childcare centre provides licensed
part-time/full-time care for children 18 months to 5 years old.
Some over age and under age care may be granted. The childcare
also provides care for emergency situations. March Breaks, conferences and occasional care. We are located in The Student centre
Building Room 201. Visit our website for more information at
www.yorkchildcare.ca, call 416-736-5959, or email yorkuchildcare@gmail.com.
CDS provides specialized disability-related supports as listed
below: For students who wish to register with these services, relevant documentation is required.
COUNSELLING AND DISABILITY SERVICES
Location: W128 BCSS
Phone: 416-736-5383
Fax: 416-736-5565
Counselling & Disability Services provides a range of essential
counselling and disability related services to the York University
community. The primary aim of CDS is to help students realize,
develop, and fulfill their personal and academic potential in order
to maximally benefit from their university experience. Achieving
this aim requires ready access to a range of services available to all
students currently enrolled at York University.
Services Offered:
PERSONAL COUNSELLING SERVICES (PCS)
Students come to Personal Counselling Services because of a wide
range of concerns such as depression, anxiety, abuse, self-esteem,
eating and body image, issues about sexuality and stress. We
offer short-term individual and couples therapy. Students seeking
personal counselling are encouraged to contact us to make an
appointment for an initial consultation which will be scheduled for
the earliest available appointment time. The initial consultation is a
brief interview during which our Intake Counsellor assesses the
student’s counselling needs. After the initial consultation, the student may be offered an appointment at CDS or an outside referral
depending upon the nature of the issue and the availability of staff.
106 – Schulich School of Business
LEARNING DISABILITY SERVICES (LDS)
Learning Disability Services provides support for students with specific learning disabilities, ADHD, and Autism Spectrum Disorders.
Interested students should arrange an initial intake appointment to
discuss appropriate academic accommodations and additional supports. For more detailed information, please visit our website at
www.yorku.ca/cds/lds.
Hours of operation:
Mon, Wed, Thurs, Fri: 9am to 4:30pm
Tues: 9am to 7pm
MENTAL HEALTH DISABILITY SERVICES (MHDS)
Mental Health Disability Services provides educational support for
students with persistent mental health disabilities such as depression, bi-polar disorder, anxiety disorders and Post-Traumatic Stress
Disorder (PTSD). To request a registration package, students can
either make contact in person, by e-mail (mhdinfo@yorku.ca) or by
telephone (416-736-5297). Once the registration package is completed and returned, the student will be contacted for an initial
meeting. For more detailed information please visit our website at
www.yorku.ca/cds/mhds.
Location: N110 BCSS
Phone: 416-736-5297
Fax: 416-736-5633
Hours of operation:
Mon, Wed, Thurs, Fri: 9am to 4:30pm
Tues: 9am to 7pm
Student Services and Student Life
PHYSICAL, SENSORY AND MEDICAL DISABILITY SERVICES
(PSMDS)
Services include educational support for students who experience
a physical, sensory or medical disability. Students are expected to
complete a registration package prior to their initial intake
appointment with a disability counsellor. To request a registration
package, students can contact us by phone at 416-736-5140 or in
person at N108 Ross Building. Once that package is completed
and returned, the student will be contacted for an initial meeting.
For more detailed information, please visit our website at
www.yorku.ca/cds/psmds.
Deaf and Hard of Hearing students can also reach us at dhh@yorku.ca.
& Promotion is here to help. All services are free and confidential.
Health Education & Promotion also hosts several events throughout the year on a weekly and annual basis. To learn more please
check out their website.
• Wellness Wednesday
Each Wednesday from 10:30 am to 2:00 pm
• Canadian Blood Services Blood Drive
Each Semester
• Presentations & Seminars
Visit the Events Calendar for upcoming dates and topics
Location: Centre for Student Community & Leadership
Development, S172 Ross Building
Phone: 416-736-5196
E-mail: lstate@yorku.ca
Website: healthed.scld.yorku.ca
Location: N108Ross
Phone: 416-736-5140
Phone: 416-736-5263 (TTY)
Fax: 416-650-8068
Hours of operation:
Mon, Wed, Thurs, Fri: 9am to 4:30pm
Tues: 9am to 7pm (After 4:30pm by appointment only)
LIBRARY SERVICES
SIMILAR SERVICES ARE PROVIDED BY CDS AT
THE GLENDON SITE:
Location: Glendon Hall, Room 111A
Phone: 416-487-6709
Location: Glendon Hall E103
Phone: 416-487-6709
Hours of operation:
Fall/Winter Terms: Mon - Fri: 9am to 4:30pm
The Peter F. Bronfman Business Library (library.yorku.ca/web/bbl),
located on the second floor of the Schulich School of Business provides access to a comprehensive collection of print materials, and
an outstanding collection of electronic marketing, financial, company, industry, articles/ newspapers and numeric databases. Off
campus access to most of the electronic resources is available for
students 24/7. An A-Z list of business databases available can be
viewed here:
www.library.yorku.ca/web/bbl/collections/businessonline/
HEALTH SERVICES
Research support is available in person, via e-mail, IM Chat and
phone; all contact details are available here:
www.library.yorku.ca/web/bbl/ask-a-question/
Appletree Medical Centre
On-campus medical facilities are located in the Appletree Medical
Centre. 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 & Leadership
Development, Health Education & Promotion at York exists to
guide and support the development and maintenance of a comprehensive healthy campus. Health Education & Promotion strives to
provide education and information to students through various formats, and works behind the scenes to make York a healthier place
through policies and student-centred initiatives. And yes, Health
Education & Promotion at York does give out free condoms!
A professional health educator is available to students, free of
charge. Students can schedule an appointment, send an e-mail, or
place a phone call to discuss any personal health questions with a
professional health educator. Whether it’s a question about a recent
medical diagnosis for themselves or a family member, or questions
on how to eat healthy with little time and money, Health Education
In addition, to help graduate students with business research, many
useful guides are available. See:
www.library.yorku.ca/web/bbl/guides/
Stay abreast of important library updates by following Bronfman
Business Library on Twitter @bronfmanlibrary or via Facebook:
www.facebook.com/BronfmanLibrary
Graduate students are entitled to $300 free printing and can
access this free printing from the Library’s printers. Printing
services are only available during the terms in which students
are enrolled. For more information about printing see:
www.library.yorku.ca/web/ask-services/print-copy-scan/
Student have access to four other York University Libraries; Scott
Library (humanities and social sciences), Steacie Science and
Engineering Library. Osgoode Hall Law School Library and the Leslie
Frost Library located on the Glendon Campus. York University students are entitled to reciprocal borrowing privileges at many other
Canadian Universities Libraries. For more information see:
www.library.yorku.ca/web/ask-services/borrow-renewreturn/direct-borrowing-at-other-libraries/
York University Libraries provide a full range of services to students
with special needs such as adaptive equipment, facilitated services
for library materials retrieval, etc. More information is available here:
www.library.yorku.ca/web/ask-services/accessibility-services/
Schulich School of Business – 107
Student Services and Student Life
OFFICE OF STUDENT CONDUCT AND
DISPUTE RESOLUTION
The Office of Student Conflict Resolution is responsible for administering the Code of Student Rights & Responsibilities (CSRR). In addition to receiving and investigating complaints, the Office also
provides advice, training and resources to the University community
in interpreting the CSRR. This Office is also home to the Peer Support
Team, a group of student volunteers who provide York students with
dispute resolution services and assistance in clarifying the CSRR.
For more information, contact the Office of Student Conflict
Resolution at 416-736-5231 or www.yorku.ca/oscr/.
OFFICE OF THE OMBUDSPERSON
The role of the York University Ombudsperson is to provide an
impartial and confidential service to assist current members of
York University who have been unable to resolve their concerns
about University authorities’ application of York University policies,
procedures and/or practices.
The Ombudsperson is generally an office of last resort. This means
that you should first try to resolve your problem by using the complaint and appeal procedures offered by the department you are
dealing with. Many complaints can be resolved quickly by first
approaching the department involved and using its internal complaint mechanisms. If you are not certain what complaint procedures are available, the Ombudsperson can assist you by providing
referral information on how to address your problem.
The Office of the Ombudsperson is located in 1050 Kaneff Tower.
For more information please visit:
http://www.yorku.ca/ombuds/.
PARKING SERVICES
A limited supply of parking permits are available to all community
members on a first come, first serve basis. Parking Services encourages 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 order
to purchase a parking permit you must have a valid vehicle ownership or registration (a photocopy of the front and back of your
vehicle ownership will be sufficient for mail/fax and drop off applications). If the vehicle driver is different than the vehicle owner,
the vehicle owner must also sign the application.
Parking permits can not be issued to persons or vehicles with outstanding violations on their parking account. For information
regarding outstanding violations please call 416-736-5335 for
Keele campus and 416-487-6788 for Glendon campus and ask to
speak with a violations officer.
Acceptable payment methods to purchase your permit are cash,
cheque, debit, Visa, Mastercard or AMEX. To avoid lines and the need
to apply in person, applications can be processed by mail or fax.
Applicants renewing their parking permits may be eligible to renew
online. Please visit our website at www.yorku.ca/parking for more
information.
Parking and Transportation Services are located at:
Keele Campus Parking Services
Parking and Transportation Services
222 William Small Centre
155 Campus Walk, York University
4700 Keele Street
Toronto, Ontario, M3J 1P3
SHOPPING SERVICES
CENTRE FOR HUMAN RIGHTS
A University administrative unit, the Centre for Human Rights
(CHR) contributes to York University’s vision of social justice and
accessible education. It strives to build a respectful, equitable,
diverse and inclusive (REDI) community by advancing, promoting,
and upholding human rights at York in accordance with provincial
human rights legislation and the University’s policies.
The CHR:
• Supports the University’s administration in developing and
implementing policies, practices, guidelines and procedures.
• Educates the York community on their human rights responsibilities and obligations and related human rights issues.
• Receives and processes human rights concerns and complaints
brought forward by current students, faculty and staff.
• Researches human rights topics and best practices for use in its
policy advice, case resolution, and educational programming.
Check out the CHR’s online training module “REDI” that uses interactive training methods to assist York students, faculty and staff in
better identifying and preventing harassment and discrimination:
http://rights.info.yorku.ca/redi/.
108 – Schulich School of Business
York Lanes Mall is York University’s unique enclosed shopping
centre. Anchored by the York University Bookstore, York Lanes
has over 30 shops and services, including a medical and dental
clinic, pharmacy, travel agency, computer store, post office,
photo-processor, hairdresser, bank and 10 restaurants. In addition, there are many other pubs and food services located across
the university.
Student Services and Student Life
SPORT AND RECREATION PROGRAMS
The multi-purpose Tait McKenzie Centre features 4 gymnasia,
5 North American squash courts, a fitness centre (free weights,
selectorize machines, cardio equipment), 5 multi-purpose studios,
a 25-metre swimming pool and a sport injury clinic. Sport fields
include the York Stadium, 5 sport playing fields, a recreational
cricket pitch, 9 outdoor tennis courts (4 courts with lights), and
4 softball fields. Other facilities include Canlan Ice Sports with
one Olympic-sized pad and 5 additional pads, the Toronto Track
and Field Centre with an outdoor track (8-lane, 400m synthetic
track and separate jumps and throwing areas), indoor track
(5-lane 200m banked track) and 2 weight training areas, and
Rexall Centre, an international tennis centre with 9 outdoor
courts and 4 indoor courts (winter only).
York University, through the School of Kinesiology & Health
Science, has developed programs in both sport and recreation,
aimed at offering opportunities across the broad continuum of
physical activity to all students. Programs include 19 interuniversity teams; a variety of competitive and recreational sport
clubs; more than 20 intramural sports; casual recreation in
basketball, indoor soccer, swimming and racquet sports; and
instructional classes in dance, martial arts, tennis, aquatics, yoga
and pilates, cycling and running.
The University also encourages students to take advantage of the
exciting environment generated through sport at York by attending
interuniversity events held on campus and cheering on the Lions.
York students can attend all regular-season games for free with the
presentation of a YU-card. For more information call customer service at 416-736-5185 or check the website at www.yorkulions.ca.
STUDENT CENTRE
The Student Centre is located in the heart of campus and has
been the nerve centre of student life for over 25 years. Students
are able to study, eat and socialize in a space designed just for
them. This Centre is student owned and operated so there is a
sense of community and ownership that is not felt anywhere else
on campus. The Centre houses the York federation of Students,
as well as several community service groups. We offer students a
wide variety of services from student clubs offices, lounge spaces,
food vendors and The Underground which is a full service
restaurant and event venue. We want students to feel like they
have a home away from home.
The York University Student Centre (YUSC) runs a work study
program funded both by York University and the Student Centre.
We employ student workers to work in all departments – the
Underground Restaurant; the central office; the events and programming; the marketing and the accounting departments.
Students enjoy working in the Student Centre as well as gaining
practical working experience.
YUSC is dedicated to enhancing the quality of student and community life on campus by providing a dynamic, central, multi-purpose facility and by facilitating effective, relevant services,
resources, events and commercial activities. Your Student Centre
offers board rooms for your use. The YUSC meeting rooms are
located on the 3rd floor of the building and are available to all recognized student organizations and external clients for meetings
and gatherings of various types. Student Clubs ratified with the
YFS and SC & LD can book rooms through an online booking system www.netsimplicity.net/YUSC/Socialview. There are five
rooms available for booking. The board rooms are perfect for casual meeting and seminars from 15 individuals to 40 individuals
max. These board rooms are equipped with flexible furniture and
AV equipment that meets the needs of the club(s) and clients.
YUSC also owns and operates a not-for-profit restaurant called the
Underground. The Underground Restaurant & Catering company
is located in the lower level of the York University Student centre
and has been servicing the York Community for over 25 years, and
as such, is a student funded and operated establishment focused
on providing high quality, nutritious food at a reasonable price to
students and faculty alike. The Underground is also one of the
largest event venues on campus, whether it's for a small working
Lunch in the restaurant, a gathering of students to celebrate a hard
fought final exam, or a large year-end Gala in our main dining hall,
the underground serves as the principle location for all food service needs. With a strategic focus on inclusivity, The Underground
also strives to support all nutritional and lifestyle choices, with a
wide selection of vegetarian, vegan, halal and gluten free options
across our entire offering, as well as accessible entrances to all of
our locations.
After 25 years of successful operation, the Student Centre is
preparing for the construction of a second building. The new
Student Centre will expand on existing services and provide
more dedicated spaces for students including but not limited to;
study, meeting, events, lounge, club office, recreation and multifaith prayer.
YORK INTERNATIONAL
In addition to services offered by Schulich's International
Relations Office, students may also take advantage of York
International’s events and programs.
York International advances York’s internationalization by offering
quality services and programs for international students and creating global learning opportunities in addition to Schulich’s
exchanges by facilitating international internships for degree
seeking students.
TRANSPORTATION SERVICES
York University is serviced by several GTA transit systems, including Brampton Transit, York Region Transit/VIVA, GO Transit,
Greyhound and the TTC. Further details about transportation
options including Zipcar, Smart Commute Carpool Zone and
Shuttle Services can be found at www.yorku.ca/transportation.
Van-Go
Transportation Services, in partnership with the Office of Persons
with Disabilities offer VAN-GO service, designed to assist students
and staff with disabilities to get around campus safely. Contact
the Office for Persons with Disabilities at 416-736-5140 or
416-736-5263 (TTY) or see www.yorku.ca/transportation/.
Schulich School of Business – 109
Student Services and Student Life
CENTRE FOR WOMEN AND TRANS PEOPLE
The Centre for Women and Trans People (formerly known as “the
Women’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
organization committed to:
• helping to break the social isolation that women and trans
people face on campus through programming, socials and
networking events
• individual and collective empowerment through esteem building,
education & decolonization
• providing services such as peer-to-peer crisis intervention,
peer counselling, and referrals from a feminist, anti-oppressive
framework
• acting as a resource base for understanding, exposing and
organizing on issues around gender violence and social justice
• creating working relationships between students and the
University administration, where students are directly
involved in developing programs and policies that make the
campus safer for everyone
• developing a culture of resistance and celebration by supporting
initiatives by local artists
The Centre offers free workshops and programs every semester.
We also offer a comfortable lounge with couches and chairs, free
local phone, computer and internet access, a fridge, a microwave,
and good company! Whether students want to debrief with someone about their day, or are looking for a place to chill/eat their
lunch/catch up on their readings/get involved in the Centre’s work –
don’t be shy, drop by and check it out!
The Centre is located in room 322 of the Student Centre.
Phone: 416-736-2100 ext 33484
E-mail: cwtpyork@gmail.com
Website: cwtpyork.ca
110 – Schulich School of Business
International Students
International Students
IN THIS SECTION
Benefits of Study in Canada ...............................................111
Accreditation and Canadian Business Schools ................111
Ontario Business Schools......................................................111
Cost of Studying and Living in Canada.............................111
Tuition and Related Academic Fees ......................................111
Living Expenses....................................................................111
Contact information for international students:
Telephone: 416-736-5059 Fax: 416-650-8174
E-mail: intlrelations@schulich.yorku.ca
BENEFITS OF STUDY IN CANADA
The United Nations Human Development Report consistently
ranks Canada amongst the best countries to live in. Canada offers:
• a high-quality educational system subject to strict government
standards (see ‘Accreditation and Canadian Business Schools’ on
this 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 the
federal government. All degree programs in business or management must meet the quality-control criteria of their respective
provincial governments. The level of quality across Canada is
consistently high. There is no separate accreditation body for
university degree programs in business or most other disciplines.
Ontario Business Schools
Universities in the province of Ontario offer one-third of all
Canadian MBA programs and enrol one-half of the country’s MBA
students. Before a new program is established in Ontario, it must be
approved by a special council, the Ontario Council for Graduate
Studies (OCGS). Then, to ensure that quality is maintained, the
program must be regularly reassessed by the OCGS.
Financial Assistance ............................................................111
Resources and Support........................................................112
Visa and Study Permit.........................................................112
Work Eligibility During Studies..........................................112
Working in Canada After Graduation ...............................112
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 (January
to 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 16), MBA/MFA/MA (page 23),
MBA/JD (page 26), IMBA (page 20)
Tuition and Related Academic Fees
In Ontario, there are different sets of fees for domestic and foreign students (see ‘Fees’ on page 8). Universities and colleges are partly supported by Canada’s provincial governments, which means that tuition
fees for domestic students are kept as low as possible.
Students who move permanently to Canada and are awarded permanent
resident status become eligible for the government-subsidized domestic fees paid by Canadian citizens and permanent residents beginning
the term after status has been awarded (see page 8 for details).
Living Expenses
The chart found online at www.schulich.yorku.ca/feeschedule is
intended as a budget guide for students studying full-time on a
study permit at Schulich/York University. Costs in the chart are listed
in Canadian dollars.
FINANCIAL ASSISTANCE
There is some limited financial assistance, including scholarships
and bursaries for international students studying in Canada
on a study permit. Only Canadian citizens and landed permanent
residents are eligible to apply for government-supported
student financial aid programs. See the Schulich School of
Business Awards and Financial Support brochure available from
Student Services and International Relations, or online at
www.schulich.yorku.ca/financialaid.
The Schulich School of Business graduate degree programs are
reappraised every 7 years by the OCGS. The programs have been
confirmed as meeting the Council’s highest standard of quality.
Schulich School of Business – 111
International Students
RESOURCES AND SUPPORT
The International Relations unit provides support to international
students from pre-arrival through to graduation. Support services
include orientation services, English language support and international student advising.
Orientation Services
New to Canada orientation sessions are provided for new international students before the beginning of classes in the Fall and
Winter terms. These orientations provide important information
that will help with the transition to Schulich, Toronto and Canada
including study and work permits, Canadian culture, finances
and banking, and health insurance.
For more information, please contact intlrelations@schulich.yorku.ca.
English Language Support
The Schulich School of Business operates entirely in English. The
pace of study is rapid and it is essential that students have high oral
and written proficiency in English. To meet course requirements
students must be able to participate fully in class and contribute to
small-group discussions and analysis.
Schulich’s Office of International Relations offers services for students who have English as a second language (ESL).
The Academic Peer Support program provides students with one-onone assistance over 45 minute sessions. Students can chose to work
on their written work such as assignments, cases and papers or
on verbal language practice to increase their confidence and
fluency in English. The written sessions typically focus on grammar,
structure and style while the verbal sessions focus on the student’s
speaking and presenting skills, improving pronunciation and the
usage of verb tenses in real-time conversation. Students can book their
appointment on their Student Portal under “Academic Peer Support
Appointment” and may contact intlrelations@schulich.yorku.ca for
more information.
(ESLOLC) is available to all Schulich students whose first language
is not English. Practical individual instruction is provided in reading, writing, listening and speaking. Professionally trained tutors
from the ESLOLC are available. Appointments should be made in
advance by contacting 416-736-2100 ext. 22940, 327 South Ross.
Website: www.yorku.ca/eslolc
The York University English Language Institute (YUELI) offers
extra-fee intensive non-credit courses for students who wish to
improve their English skills. Students are required to have an intermediate proficiency level in English to enter this program.
Information on the Institute’s programs can be obtained from YUELI:
Telephone: 416-736-5353
Fax: 416-736-5908
E-mail: yueli@yorku.ca
Website: www.yueli.yorku.ca
112 – Schulich School of Business
International Student Advising
All students who are new to Canada can take advantage of specialized advising, seminars and services offered by the
International Relations Office (Room W263). Services include
supports to help with adjustment to Canada including pre-arrival
webinars, info sessions and advising. Students are invited to attend
specialized information sessions on study and work permits, US visa
information and post-graduation work information.
VISA AND STUDY PERMIT
Degree-seeking international candidates wishing to study at the
Schulich School of Business must obtain a study permit in advance
of beginning their academic program in Canada.
The length of time required to obtain a study permit and/or
temporary resident visa (TRV) may vary from country to country.
The duration of a study permit can be extended within Canada if
required. For more information on how to apply for study permit
and/or temporary resident visa (TRV) please visit:
www.cic.gc.ca/ english/study/study.asp.
*For correct, current information about study permit matters, contact the appropriate Canadian Embassy or Consulate in your country/region. Visit www.cic.gc.ca/english/information/offices/index.asp
for a complete listing.
WORK ELIGIBILITY DURING STUDIES
Full-time students with a valid study permit are eligible to
work on-campus at York University or off-campus without
obtaining a work permit. Visit www.cic.gc.ca/english/study/
work-oncampus.asp and www.cic.gc.ca/english/study/work-offcampus.asp for more detail on the number of hours permitted
per week. You may contact Schulich’s International Relations
Office (intlrelations@schulich.yorku.ca) if you require assistance with navigating government websites.
WORKING IN CANADA AFTER GRADUATION
International students are eligible to apply for a post-graduation
work permit (PGWP) upon completing their degree requirements.
Students may submit a completed letter request form to Schulich’s
Student Services to request a letter confirming degree completion.
For more information on the post-graduation work permit
(PGWP) visit www.cic.gc.ca/english/study/work-postgrad.asp.
You may contact Schulich’s International Relations Office
(intlrelations@schulich.yorku.ca) if you require assistance with
navigating government websites.
Faculty and Advisors
Faculty and Advisors
IN THIS SECTION:
Faculty...................................................................................113
International Advisory Council ..........................................115
The Dean’s Advisory Council ..............................................114
Program Advisory Boards....................................................115
Executives-in-Residence.......................................................115
FACULTY
Jean Adams
BA (Western, Ontario);
MBA (Wilfrid Laurier); PhD (York)
Special Assistant Professor of Strategic
Management/Policy
Associate Co-Director, Institute for
Research on Learning Technologies
Marcia Annisette
BSc Hons (WI, Trinidad & Tobago);
MSc (UMIST, UK); PhD (Manchester, UK);
FCCA (UK), CPA, CGA
Associate Professor of Accounting
Program Director, Master of Accounting
Executive Director, Student Services and
International Relations
Preet Aulakh
BSc & MA (Punjab, India); PhD (Texas – Austin)
Professor of Strategic Management/Policy
Pierre Lassonde Chair in International Business
Ellen R. Auster
BA (Colgate); MA & PhD (Cornell)
Professor of Strategic Management/Policy
Kee-Hong Bae
BS & MS (Korea, Korea); PhD (Ohio State)
Professor of Finance, Chair, Finance Area
Bob Finlayson Chair in International Finance
Thomas H. Beechy
BBA (George Washington);
MBA (Northwestern); DBA (Washington);
CPA (Illinois)
Professor Emeritus of Accounting
Russell W. Belk
BS & PhD (Minnesota)
Professor of Marketing
Kraft Foods Canada Chair in Marketing
Distinguished Research Professor
Chris Bell
BS (McGill); PhD (Duke)
Associate Professor of Organization Studies
Chair, Organization Studies Area
Wade 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 Science
Chair, Operations Management and
Information Systems
Wesley Cragg
BA Hons & MA (Alberta);
BPhil & DPhil (Oxford, UK)
Professor Emeritus of Business Ethics
Cross-appointed to Department of
Philosophy, Faculty of Liberal Arts &
Professional Studies
Andrew Crane
BSc (Warwick, UK); PhD (Nottingham, UK)
Professor of Strategic Management/Policy
George R. Gardiner Professorship
in Business Ethics
Douglas Cumming
BCom (McGill); MA (Queen’s);
JD & PhD (Toronto); CFA
Professor of Finance and Entrepreneurship
Ontario Research Chair in Economics and
Cross Cultural Studies
Peter R. Darke
BSc (McMaster); MA & PhD (Toronto)
Professor of Marketing
James L. Darroch
BA & MA & PhD (Toronto); MBA & PhD (York)
Associate Professor of Strategic
Management/Policy
Director, Financial Services Program
CIT Chair in Financial Services
Chair, Strategic Management/Policy Area
André deCarufel
BA (Carleton); MA & PhD (North Carolina)
Associate Professor of Organization Studies
Atipol Bhanich Supapol
BA (Carleton); MA (Northeastern);
PhD (Carleton)
Associate Professor of Economics
Chair, Economics Area
Yuval Deutsch
BA & MA (Hebrew, Israel);
PhD (British Columbia)
Associate Professor of Strategic Management/
Policy and Entrepreneurial Studies
Markus Biehl
MS (Kaiserslautern, Germany); MS & PhD
(Georgia Institute of Technology)
Associate Professor of Operations
Management and Information Systems
Associate Dean, Academic
Adam Diamant
BSc (Toronto); MSc (Boston); PhD (Toronto)
Assistant Professor of Operations
Management and Information Systems
Ronald J. Burke
BA (Manitoba); MA & PhD (Michigan)
Professor Emeritus of Organization Studies
John Buzacott
BSc & BE (Sydney, Australia);
MSc & PhD (Birmingham, UK);
Dr hc (TU Eindhoven, Netherlands)
Professor Emeritus of Operations
Management & Information Systems
Alexandra Campbell
BA Hons (York); MBA & PhD (Toronto)
Associate Professor of Marketing
Director, IMBA Program
Melanie Cao
BSc & MA (HUST, China); MBA (Ottawa);
PhD (Toronto)
Associate Professor of Finance
Janne Chung
BSc & MA (Truman State);
PhD (ECowan); CMA
Associate Professor of Accounting
David E. Dimick
BA (St. Olaf); MA & PhD (Minnesota)
Professor Emeritus of Organization Studies
Ming Dong
BS (Fudan, China); MS (New York);
PhD (Ohio State)
Associate Professor of Finance
Burkard Eberlein
MSc (LSE, UK); MA & PhD (Konstanz, Germany)
Associate Professor of Strategic
Management/Policy
Jeffery Everett
BComm (Calgary); MNRM (Manitoba);
PhD (Calgary), CPA, CGA
Associate Professor of Accounting
Moshe Farjoun
BSc (Technion, Israel); MS & PhD
(Northwestern)
Professor of Strategic Management/Policy
Eileen Fischer
BA & MASc (Waterloo); PhD (Queen’s)
Professor of Marketing
Anne & Max Tanenbaum Chair in
Entrepreneurship and Family Enterprise
Director, PhD Program
Brenda Gainer
BA Hons (Alberta); MA (Carleton);
MBA (Maine); PhD (York)
Associate Professor of Marketing
Royal Bank Professor of
Nonprofit Management
Director, Social Sector Management
Program
Markus Giesler
BA & MBA & MA & PhD
(Witten/Herdecke, Germany)
Associate Professor of Marketing
Chair, Marketing Area
James M. Gillies, CM
BA (Western, Ontario); MA (Brown); PhD
(Indiana); Hon LLD (Simon Fraser; York)
Professor Emeritus of Strategic
Management/Policy
Dean Emeritus
University Professor (York)
Cameron Graham
BSc (Alberta); MDiv (Vancouver);
MBA & PhD (Calgary)
Associate Professor of Accounting
Chair, Accounting Area
Irene Henriques
BSc & MSc (Montreal); PhD (Queen’s)
Professor of Economics and Sustainability
Ingo Holzinger
BBA (Bremen, Germany); MBA (GH-Paderborn,
Germany); PhD (Wisconsin – Madison)
Sessional Assistant Professor of
Organization Studies
Dezsö J. Horváth, CM
Electrical Eng & MBA & PhLic & PhD
(Umeå, Sweden)
Professor of Strategic Management/Policy
Tanna H. Schulich Chair in Strategic
Management, Dean
Sylvia Hsu
MD (TMU, Taiwan); MBA (NCCU, Taiwan);
PhD (Wisconsin – Madison),
CPA, CGA (Ontario)
Associate Professor of Accounting
Richard H. Irving
BASc & MASc & PhD (Waterloo)
Associate Professor of Operations
Management and Information Systems
David Johnston
BA & MA & PhD (Western Ontario)
Associate Professor of Operations
Management and Information Systems
Ashwin Joshi
BAS Hons (Trent); PhD (Queen’s)
Associate Professor of Marketing
Executive Director, Schulich MBA in India
Director, MBA Program
Mark J. Kamstra
BA Hons (Queen’s); MA (British Columbia);
PhD (UC, San Diego)
Professor of Finance
Director, Financial Engineering Program
Kiridaran Kanagaretnam
BSc (Sri Lanka); MSEE (Purdue);
PhD (Syracuse), ACMA (UK), CGMA, CPA,
CMA, CGA
Professor of Accounting
Rekha Karambayya
BSc (Madras, India); MBA (IIM Bangalore,
India); PhD (Northwestern)
Associate Professor of Organization Studies
Ambrus Kecskés
BCom & PhD (Toronto)
Associate Professor of Finance
Henry M. Kim
BASc (Toronto); MEng (Michigan);
PhD (Toronto)
Associate Professor of Operations
Management and Information Systems
Matthias Kipping
MA (Sorbonne, France);
MPA (Harvard); Dipl (EHESS, France);
DPhil (München, Germany)
Professor of Strategic Management/Policy
Chair in Business History
Academic Director, Kellogg-Schulich
EMBA Program
Geoffrey M. Kistruck
BA (Western); MBA (McMaster);
PhD (Western)
Associate Professor of
Entrepreneurial Studies
Ron Binns Chair in Entrepreneurship
Robert Kozinets
BBA & MBA (York); PhD (Queen’s)
Professor of Marketing
Mehmet Murat Kristal
BSc (METU, Turkey); MBA (Bilkent, Turkey);
PhD (North Carolina)
Associate Professor of Operations
Management and Information Systems
Director, Master of Business Analytics
Program
Yelena Larkin
BA, MA & MBA (Hebrew, Israel);
PhD (Cornell)
Assistant Professor of Finance
Fred Lazar
BCom (Toronto); AM & PhD (Harvard)
Associate Professor of Economics
Cross-appointed to Department of
Economics, Faculty of Liberal Arts &
Professional Studies
Moren Lévesque
BSc & MSc (Laval); PhD (British Columbia)
Certified General Accountants of Ontario
Chair in International Entrepreneurship
Professor of Operations
Management and Information Systems
Stan Xiao Li
BSc (Jiaotong, China); MSc (Stirling, UK);
PhD (Toronto)
Professor of Strategic Management/Policy
Zhepeng (Lionel) Li
BSc (Hefei, China); MS (Hefei, China);
PhD (Utah)
Assistant Professor of Operations
Management and Information Systems
H. Ian Macdonald, OC
BCom (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/Policy
President Emeritus (York)
Schulich School of Business – 113
Faculty and Advisors
FACULTY
continued
Anoop Madhok
BCom (Calcutta, India); MBA (Cincinnati);
MA (Johns Hopkins); PhD (McGill)
Professor of Strategic Management/Policy
Scotiabank Professorship in International
Business and Entrepreneurship
Christine Oliver
BA (Queen’s); MBA & PhD (Toronto)
Professor of Organization Studies
Henry J. Knowles Chair in
Organizational Strategy
Associate Dean, Research
Dirk Matten
Dipl Kfm (Essen, Germany); Dr rer pol &
Dr habil (Düsseldorf, Germany)
Professor of Strategic Management/Policy
Hewlett-Packard Chair in
Corporate Social Responsibility
Yigang Pan
BA & MA (Beijing, China);
MPhil & PhD (Columbia)
Professor of Marketing
Amin Mawani
BComm (Alberta); MA (Toronto);
LLM (York); PhD (Waterloo);
FCPA, FCMA, CFP, Fellow of FPSC
Associate Professor of Accounting
Acting Director, Health Industry Management
Ronald J. McClean
BASc & MASc & PhD (Waterloo)
Assistant Professor of Operations
Management and Information Systems
James McKellar
BArch (Toronto); MCP & MArch (Pennsylvania)
Professor of Real Estate and Infrastructure
Academic Director, Real Estate and
Infrastructure Program
Executive Director, External Relations
Charles J. McMillan
BA (Prince Edward Island; MBA (Alberta);
PhD (Bradford, UK)
Professor of Strategic Management/Policy
Alan C. Middleton
BSc (London, UK); MBA & PhD (York)
Assistant Professor of Marketing
Executive Director, Schulich
Executive Education Centre
Moshe Arye Milevsky
BA (Yeshiva); MA & PhD (York)
Associate Professor of Finance
Gareth Morgan
BSc (London, UK); MA (Texas);
PhD (Lancaster, UK)
Professor of Organization Studies
Distinguished Research Professor (York)
Dean Neu
BBA (Wilfrid Laurier); MBA (York);
PhD (Queen’s); CA (Ontario)
Professor of Accounting
Lilian Ng
BBA (Singapore); MBA (New York);
PhD (Wharton)
Professor of Finance
Scotiabank Chair in International Finance
Theodore J. Noseworthy
BComm (Ryerson); MBA & MSc (Guelph);
PhD (Western)
Associate Professor of Marketing
Canada Research Chair in Entrepreneurial
Innovation and the Public Good
Theodore Peridis
BSc (Athens, Greece); MA (Kent, UK);
MPhil & PhD (New York)
Associate Professor of Strategic
Management/Policy
Director, Global Leadership Program
Director, India EMBA Program
Eliezer Z. Prisman
BA (Hebrew, Israel); MSc & DSc
(Technion, Israel)
Professor of Finance
Nigel Martin Chair in Finance
Sandy Qian Qu
BA (CUFE, China); MBA (Windsor);
PhD (Alberta), CPA, CGA
Associate Professor of Accounting
Marshall David Rice
BA (Manitoba); MS & PhD (Illinois)
Associate Professor of Marketing
Gordon S. Roberts
BA (Oberlin College); MA & PhD
(Boston College)
Professor of Finance
CIBC Professor of Financial Services
Hazel Rosin
BA (Haifa, Israel); MSW (Wilfrid Laurier);
MPhil & PhD (Yale)
Associate Professor of Organization Studies
Richard A. Ross
CPA (Ontario); BCom (Toronto)
Specialization Director and Inmet Chair in
Global Mining Management
Perry Sadorsky
BSc Hons & MA (British Columbia);
PhD (Queen’s)
Associate Professor of Economics
Willow Sheremata
BSc (McGill); MSc (Toronto); MBA
(Pennsylvania); MPh & PhD (New York)
Associate Professor of Strategic
Management/Policy
Pauline M. Shum
BA Hons (British Columbia);
MA & PhD (Toronto)
Professor of Finance
Ajay K. Sirsi
BComm Hons (Delhi, India); MBA
(Oklahoma); MA (Florida); PhD (Arizona)
Associate Professor of Marketing
John N. Smithin
BA (London Polytechnic, UK);
MA & PhD (McMaster)
Professor of Economics
Cross-appointed to Department of
Economics, Faculty of Liberal Arts &
Professional Studies
Hongping Tan
BA (Hubei, China); MA (Wuhan, China);
PhD (Queen’s)
Associate Professor of Finance
Justin Tan
BBA (Tianjin, China); MA (Kansas);
PhD (Virginia Tech)
Professor of Strategic Management/Policy
Newmont Mining Chair in
Business Strategy
Kevin Tasa
BComm (Saskatchewan);
MSc & PhD (Toronto)
Associate Professor of Organization Studies
Donald N. Thompson
BA & BComm (Manitoba); MBA & PhD
(UC, Berkeley); LLM (York)
Professor Emeritus of Marketing
Linda Thorne
BCom (Toronto); MBA (York);
PhD (McGill); CA (Ontario)
Professor of Accounting
Yisong S. Tian
BSc (Nankai, China); MBA & PhD (York)
Professor of Finance
Director, Master of Finance Program
Viswanath Umashanker Trivedi
BSc (Andhra, India); PhD (Arizona State);
CA (India)
Associate Professor of Accounting
Albert Tsang
BSc (China); MSc, MBA & PhD (Texas)
Associate Professor of Accounting
Mike Valente
BCom Hons (Laurentian); MBA (Wilfrid
Laurier), PhD (York)
Associate Professor of Organization Studies
Ela Veresiu
iBBA (York); PhD (Witten/Herdecke,
Germany)
Assistant Professor of Marketing
Mary Waller
BBA (Oklahoma); MS (Colorado); PhD (Texas)
Professor of Organization Studies
Director, Schulich Centre for
Teaching Excellence
Stephen Weiss
BA (Lafayette); MA & PhD (Pennsylvania)
Associate Professor of Strategic Management/
Policy and International Business
David Weitzner
BA Hons (Western); MBA & PhD (York)
Sessional Assistant Professor of Strategic
Management/Policy
Tom Wesson
BA (Lafayette); MA & PhD (Pennsylvania)
Associate Professor of Strategic
Management/Policy
Eleanor Westney
BA & MA (Toronto); MA & PhD (Princeton)
Professor Emeritus of Organization Studies
Bernard M. Wolf
BA (CUNY); MA & PhD (Yale)
Professor Emeritus of Economics
Lorna Wright
BA (Wilfrid Laurier); MA (Essex, UK);
MIM (Thunderbird); PhD (Western Ontario)
Associate Professor of International Business
Director, Centre for Global Enterprise
EDC Professorship in International Business
Scott Yeomans
BAdmin & BSc (Regina); MASc (Toronto);
PhD (McMaster)
Professor of Operations Management and
Information Systems
Joyce Zemans, CM
BA & MA (Toronto); DFA Hon (Nova Scotia
College of Art & Design); Hon LLD
(Waterloo); Hon DFA (Concordia)
Senior Scholar and University
Professor Emerita
Director, Arts and Media Administration
Program
Charlene Zietsma
BA (Wilfrid Laurier); MBA (Simon Fraser);
PhD (British Columbia)
Associate Professor of Organization Studies
Ann Brown Chair in Organization Studies
Director, Entrepreneurial Studies Program
Detlev Zwick
MS (Montpellier, France/Cologne, Germany);
MS (Memphis); PhD (Rhode Island)
Associate Professor of Marketing
Director, BBA/iBBA Programs
Edward Waitzer
LLB & LLM (Toronto), of the Bars
of Ontario and New York
Jarislowsky Dimma Mooney Chair
in Corporate Governance
Cross-appointed to Osgoode Hall Law School
THE DEAN’S ADVISORY COUNCIL
Chair
John S. Hunkin (MBA ’69, Hon LLD ’04)
Retired CEO, CIBC
Paul Alofs (MBA ’83)
President & CEO,
The Princess Margaret Cancer Foundation
H. Anthony Arrell (MBA ’68, Hon LLD ’08)
Chairman and CEO,
Burgundy Asset Management Ltd.
Dominic Barton
Global Managing Director,
McKinsey & Company (UK)
Thomas G. Bata
Chairman, Bata Brands (Switzerland)
Alain Batty
Former Director, European Sales & Staffs Ops
Ford of Europe (Germany)
Thomas Beck, CM
President, Fernhill Holdings
Honorary Member, Board of Governors
York University
114 – Schulich School of Business
Maria Livanos Cattaui (Hon LLD ’06)
Former Secretary General,
International Chamber of Commerce
(France)
Olarn Chaipravat (Dr.)
Deputy Prime Minister,
Office of Thailand Trade Representative
(Thailand)
Judith L. Cohen
Founding Chair, Invest in Kids Foundation
Marshall A. Cohen, OC
Counsel, Cassels Brock & Blackwell LLP
Christine Day
CEO, Luvo
William A. Dimma, CM
(MBA ’69, Hon LLD ’98)
Chairman,
Great Canadian Gaming Corporation
Robert Greenhill
Senior Fellow, Centre for International
Governance Innovation (CIGI)
Syamal Gupta
Special Advisor,
Tata International Limited (India)
Ron H. Farmer
Managing Director, Mosaic Capital Partners
Carol Hansell (JD/MBA ’86)
Founder & Partner, Hansell LLP
Anne M. Fawcett
Special Advisor, The Caldwell Partners
Charles (Chuck) Hantho, CM (Hon LLD ’08)
Director, Zoom Media
Executive-in-Residence,
Schulich School of Business
Janice R. Fukakusa (MBA ’79)
CAO & CFO, RBC
Kenneth S. Courtis
Consultant,
Goldman Sachs Asia LLC (China)
Peter E. Gilgan
CEO, The Mattamy Corporation
Dominic D’Alessandro (Hon LLD ’06)
Retired President and CEO,
Manulife Financial
Fred Gorbet, CM
Principal, Strategy Solutions
Executive-in-Residence,
Schulich School of Business
Leslie L. Dan, CM, O. Ont., (Hon LLD ’10)
Chairman, Teva Canada Limited
Founder & Executive Chairman,
Viventia Biotechnologies Inc.
Bill Graham (MBA ’86)
President, Quartham International
President, Schulich Global Alumni Network
M. Marianne Harris (MBA/LLB ’83)
Retired President,
Corporate & Investment Banking, Canada,
Bank of America Merrill Lynch
Christian W.E. Haub
CEO, Tengelmann – Americas
President & Chairman,
Emil Capital Partners LLC (USA)
Faculty and Advisors
THE DEAN’S ADVISORY COUNCIL
Petraea Heynike
Retired Executive Vice President & Head
of Strategic Business Units,
Marketing & Sales, Nestlé S.A.
(Switzerland)
Edmund H. Ho (BBA ’78)
Vice-Chairman, The National Committee
of the Chinese People’s Political
Consultative Conference Government of
Macau SAR (China)
Beth S. Horowitz
Independent Director, HSBC Bank Canada
Executive-in-Residence, Schulich School
of Business
Dezsö J. Horváth, CM
Dean & Tanna H. Schulich Chair in Strategic
Management, Schulich School of Business
Steven K. Hudson (BBA ’81)
CEO, Element Financial Corporation
Colleen M. Johnston (BBA ’82)
Group Head Finance &
Chief Financial Officer, TD Bank Group
David W. Kerr
Corporate Director,
Brookfield Asset Management Inc.
Thomas E. Kierans, OC
Former Chairman,
Canadian Journalism Foundation
Robert Krembil, CM
(MBA ’71, Hon LLD ’00)
President, Chiefswood Investors Limited
Donald E. Loeb
Chairman, Avanti Properties Group
continued
Jeffrey C. Lozon
Former, President and CEO, Revera Inc.
The Honourable Sergio Marchi
President & CEO,
Canadian Electricity Corporation
Albert Maringer
Retired President & CEO,
Siemens Canada Limited
Bharat Masrani (BBA ’78, MBA ’79)
Group President & CEO,
TD Bank Financial Group
Robert R. McEwen, CM
(MBA ’78, Hon LLD ’05)
Chairman and Chief Owner,
McEwen Mining
Chairman, Lexam VG Gold Inc.
Alan G. McNally (MBA ’69, Hon LLD ’99)
Retired Chairman, Harris Bank (USA)
Eileen A. Mercier (MBA ’77, Hon LLD ’10)
Chair, Ontario Teachers’ Pension Plan Board
Kishore Moorjani
Managing Director of Tactical
Opportunities, Blackstone (Singapore)
Miles S. Nadal
Chairman and CEO, MDC Partners
Yongmaan (YM) Park
Chairman and CEO, Doosan Corporation
(South Korea)
Morris Perlis (MBA ’72)
Executive Vice-Chairman,
Counsel Corporation
Denise M. Pickett (MBA ’90)
President, American Express OPEN® (USA)
Anna Porter, OC
Former President & Publisher,
Key Porter Books
Philip Taylor (MBA ’79)
Senior Managing Director & Head of
the Americas, Invesco Ltd.
Timothy R. Price (Hon LLD ’09)
Chairman, Funds Management,
Brookfield Asset Management Inc.
Shinji Teshima
Teshima International Inc. (Japan)
Andrew Prozes (MBA ’75)
Former Senior Adviser, Warburg Pincus
(USA)
G.M. Rao (Hon LLD ’11)
Chairman, GMR Group (India)
Sam G. Reisman (MBA ’77)
CEO, The Rose Corporation
Russel C. Robertson
Executive VP and Head Anti-Money
Laundering, BMO Financial Group
Walter Schroeder
Former Chairman, DBRS Limited
Paul Tsaparis (MBA ’84)
Former President & CEO,
Hewlett-Packard (Canada) Co.
Executive-in-Residence,
Schulich School of Business
Frank M. Vettese (BBA ’86, MBA ’91)
Managing Partner & Chief Executive
Officer for Canada, Deloitte & Touche LLP
Kiyotaka Watanabe
Former Executive Managing Officer/COO
Iron & Steel Products Business Units
Mitsui & Co. Ltd. (Japan)
Seymour Schulich, CM, OC (Hon LLD ’03)
President, Sheriff Capital Corporation Ltd.
Richard (Rick) Waugh, OC
(MBA ’74, Hon LLD ’07)
Former Deputy Chairman,
President & CEO, Scotiabank
Eric Siegel (MBA ’79)
Former President & CEO,
Export Development Canada (EDC)
Galen G. Weston
President & Executive Chairman, Loblaw
Companies Limited
Edward Sonshine, O.Ont., QC
CEO, RioCan – Real Estate Investment Trust
Bill White
Partner, CBW Associates Inc.
Management & Growth Consultants
Chair, Centre of Excellence for Responsible
Business, Schulich School of Business
Donald Stewart (Hon LLD ’12)
Retired CEO, Sun Life Financial
Lawrence (Larry) M. Tanenbaum, OC
Chair and CEO,
Kilmer Van Nostrand Co. Limited
Kathleen P. Taylor
(MBA/LLB ’84, Hon LLD ’14)
Chair of the Board,
Royal Bank of Canada (RBC)
*Members with degrees listed after their names are
Schulich graduates. The Order of Canada Titles stand
for Member (CM), Companion (CC) and Officer (OC).
EXECUTIVES-IN-RESIDENCE
Susan Black (PhD ’00)
Managing Director,
Crossbar Group Inc.
David Bloom
Former President, DGRB Consultants
Chris Carder
Co-Founder,
Strategic Innovation of Kinetic Café
Marshall (Mickey) A. Cohen, OC
Counsel, Cassels Brock & Blackwell LLP
David Conklin
Counsel, Goodmans LLP
PT Instructor, Strategic Management/Policy
Area, Schulich School of Business
Malcolm J. Cowan
Former CEO, Sevis Systems Inc.
Patricia Dillon
Former Director, Employee
Communications and Engagement, Teck
Resources Limited
Craig Ford
President, NPB Consulting
Former Vice President, Corporate
Responsibility, Inmet Mining Corporation
Fred Gorbet
Principal, Strategy Solutions Member DAC
Bill Graham (MBA ’86)
President, Quartham International
President, Schulich Global Alumni Network
Morris Perlis (MBA ’72)
Executive Vice-Chairman,
Counsel Corporation
Paul Tsaparis (MBA ’84)
Former President & CEO,
Hewlett-Packard Canada
Erik Peters
Retired Provincial Auditor (ON)
Bill White
Chair, Centre of Excellence in Responsible
Business & Schulich School of Business
Partner, CBW Associates Inc.
Management & Growth Consultants
Charles (Chuck) Hantho, CM (Hon LLD ’08)
Director, Zoom Media
Cedric E. Ritchie, OC
Former Chairman & CEO, Scotiabank
Beth S. Horowitz
Independent Director, HSBC Bank Canada
Richard A. Ross
Inmet Chair & Program Director,
Global Mining Management,
Schulich School of Business
Fred Karp
President & CEO, Arluk Holdings
Robert Leonidas
Former President & CEO, Nestlé USA,
Prepared Foods & Baking
Former President & CEO, Nestlé Canada
Michael Mackenzie
Former Superintendent,
Office of the Superintendent of
Financial Institutions Canada
Joseph Mapa
President & CEO, Mount Sinai Hospital
Brian Schofield
Retired Director, McKinsey & Company
John K. Wilkins
Former Head, Thematic Programmes
Group, Governance and Institutional
Development Division, Commonwealth
Secretariat, UK
Walter Schroeder
Retired Chairman, DBRS Limited
John P. Wleugel
Former Chief Financial Officer,
Bata Limited
Andrew Robert Shaw
Retired President & CEO,
The Toronto Symphony Orchestra (TSO)
David Yundt
President & CEO, Plexxus
Schuyler M. (Skip) Sigel, QC
Partner, Rosenwieg & Company Inc.
*Members with degrees listed after their names are
Schulich graduates.
John Thompson
Former Deputy Superintendent,
Office of the Superintendent of Financial
Institutions Canada
INTERNATIONAL ADVISORY COUNCIL
PROGRAM ADVISORY BOARDS
The membership of the council can be found on page 20.
Information about the Program Advisory Boards can be found on
the appropriate ‘Specialization Requirement’ pages listed below.
• Arts and Media Administration (see page 35)
• The Centre of Excellence in Responsible Business (COERB) (see page 36)
• Health Industry Management (see page 45)
• Social Sector Management (see page 52)
• Real Estate and Infrastructure (see page 51)
Schulich School of Business – 115
The material contained in this Graduate Program Student Handbook has been submitted by the administrative departments and academic units concerned. All general
information 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 the responsible department.
York University reserves the right to make changes in the information contained in
this publication without prior notice. Not every course listed in this handbook need
necessarily be offered in any given academic year.
It is the responsibility of all students to familiarize themselves each year with the general information sections of this Handbook and with the sections covering the
Schulich School of Business, as well as with any additional regulations that may be
on file in the Division of Student Services and International Relations in the Schulich
School of Business.
It is the responsibility of all students to be familiar with the specific requirements
associated with the degree, diploma or certificate sought. While advice and counselling are available, it is the responsibility of each student to ensure that the courses
in which registration is effected are appropriate to the program requirements of the
Schulich School of Business.
The University reserves the right to limit enrolment in any program. Students should
be aware that enrolment in many programs and courses is limited. While the
University will make every reasonable effort to offer courses and classes as required
within programs, students should note that admission to a degree or other program
does not guarantee admission to any given course or class.
EVERY STUDENT AGREES BY THE ACT OF REGISTRATION TO BE BOUND BY
THE REGULATIONS AND POLICIES OF YORK UNIVERSITY AND OF THE
SCHULICH SCHOOL OF BUSINESS.
In the event of an inconsistency between the general academic regulations and
policies published in student handbooks and calendars, and such regulations and
policies as established by the Schulich School of Business and Senate, the version
of such material as established by the Schulich School of Business and the Senate
shall prevail.
In addition to the foregoing, York University disclaims all responsibility and liability
for loss or damage suffered or incurred by any student or other party as a result of
delays 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 designated
areas only.
116 – Schulich School of Business
York Campus Map
York Campus Map
03/15
York Campus
Address: 4700 Keele St., Toronto, ON M3J 1P3
Location: 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.
Schulich School of Business
Contact us
Division of Student Services and
International Relations
Schulich School of Business
Seymour Schulich Building
York University
4700 Keele Street
Toronto, Ontario
Canada M3J 1P3
Tel.: 416-736-5303
Fax: 416-650-8174
E-mail: studentservices@schulich.yorku.ca
Website: schulich.yorku.ca/ssir
www.schulich.yorku.ca
Global Reach. Innovative Programs. Diverse Perspectives.