It’s time to choose your electives for the upcoming academic year!

Below are some great choices that still have space.

For full course offerings refer to the Schulich Course database. Don’t forget to use the Visual Schedule Builder to conveniently map your electives.

Enrol today and finish planning your year!

Fall 2016 Electives

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. The course will be taught primarily through case studies, supplemented with lectures, guest presentations by corporate entrepreneurs, and group projects. Prerequisite: all 5000-series Required Foundations of Management Core Courses.

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 modelling and business valuation. Students must deal with multi-faceted, ambiguous problems similar to real-world 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: MBA/IMBA: ACTG 5210 1.50, FINE 5200 3.00, and OMIS 5120 1.50 or equivalent MF: MFIN 5200 3.00
Corequisites: One of SB/FINE 6100.030, SB/FINE 6200.030, SB/ACTG 6120.030 or SB/FNEN 6210.030.
Course credit exclusion: SB/ACTG 6250.030 (either SB/FINE 6600.030 or SB/ACTG 6250.030, but not both, may be taken for credit)

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 alterative 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 3.0

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 or permission of the instructor NOTE: Not open to IMBA students.

Winter 2017 Electives

Interested in Marketing? Check out these relevant strategic courses:

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. Pre-requisite: SB/MKTG 5200

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 3.0 Marketing Management

 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: SB/MKTG 5200.030

Explore an important new area with electives in Global Mining Management


MINE 5100 3.00: 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 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. Prerequisite: 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. Prerequisite: All 5000-series Required Foundations of Management Core Courses.

“Big Picture” Electives

SOCM 6200 3.00: Non-Profit Organizations and Their Environment

The subject of this course is management of the nonprofit organization in the context of its political, social, economic, regulatory, policy, legal, cultural and historical environments. The features of the nonprofit organization and the nonprofit sector are examined in both a Canadian and comparative perspective. The course includes an examination of the relationship between the nonprofit sector and the public and business sectors.

SOCM 6400 3.00: Social Purpose Investing & 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. Pre-requisites: All 5000-level core courses

PUBL 6050 3.00: Managing for Public Purpose

This course deepens the strategic understanding of the role of government for business in different contexts across the globe. It challenges students to take on the role of public managers who need to improve performance and service delivery, in collaboration with private and social sector partners.

Prerequisites: All 5100-series Required Foundations of Management Core Courses.

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 change: SB/ORGS 5100 3.0 or INTL 5220 3.0 for IMBA students