JMSB Mba Ion Handbook 2010-2011

TABLE OF CONTENTS
JOHN MOLSON MBA PROGRAM STRUCTURE 3

Courses in the John Molson MBA Program 3
Part I: Core Courses 4
Part II: Electives 4
REGISTRATION POLICIES & PROCEDURES 5

Registration 5
Registration Blocks You May Encounter 5
Address Verification 6
Course Change Deadlines 6
Registration for the MBA Research Project 7
Students Classified as “Continuing in Program” (C.I.P.) 7
Students Who Have Been Granted a “Leave of Absence” 7
myConcordia Portal 7
Graduate Visiting or Independent Students 8
Graduate Visiting Students 8
Independent Graduate Students 8
Electives Taken Outside the John Molson MBA Program 8
MBA Co-operative Option 9
JMSB International Student Exchange Program 10
POTENTIAL GRADUATES 11
Fall Convocation 11
Spring Convocation 11
GRADING SYSTEM FOR GRADUATE PROGRAMS 11

Dean’s List 11
MBA PROGRAM REGULATIONS AND POLICIES 12

Academic Regulations 12
Student Request Procedures 12
Time Limit 12
Time-Limit Extension Fee 12
Course Load Full time Students 12
Course Load Part time Students 12
Course Load Reduction 13
Change of Status 13
Academic Standing 13
Conditional and Failed Standing 13
Failure Regulation 14
Program Withdrawal 14
Student Identification Card 14
FEE STRUCTURE 15
Continuation Fee 15
Health and Dental Plan 15
FIRSTCLASS EMAIL AND INTRANET 16

MBA/Conference Folder 16
FACILITIES 17
Study Rooms 17
Library 18
Electronic Resources 18
CAREER SERVICES 19
John Molson School of Business Career Management Services 19
Career Resource Centre (CRC) 19
Career and Placement Service (CAPS) 19
COUNSELLING AND DEVELOPMENT 20
BEYOND THE CLASSROOM 20

The John Molson MBA Society 20
View from the Top – Corporate Speaker Series 20
MBA Society Consulting Club 20
The John Molson MBA International Case Competition 21
Women in Business Club 21
The John Molson School of Business French Coach 21
The Commerce Graduate Students’ Association (CGSA) 22
COURSE DESCRIPTIONS 23
Part I - Core Courses 23
Part II - Electives 26
Option Related Electives 26
ACCOUNTANCY ELECTIVES 28
DECISION SCIENCES & MIS ELECTIVES 28
FINANCE ELECTIVES 29
MANAGEMENT ELECTIVES 34
MARKETING ELECTIVES 39
ACADEMIC CALENDAR 2010-2011 41

Summer 2010 Class Schedule 43
Fall 2010 Class Schedule 44
Winter 2011 Class Schedule 45
M.Sc. in Administration Electives 46
M.Sc. Course Descriptions 46
JMSB GRADUATE PROGRAMS CONTACT DIRECTORY 50
2
JOHN MOLSON MBA PROGRAM STRUCTURE
The John Molson MBA Program is offered in two formats:
• John Molson MBA

• John Molson accelerated MBA (B.Comm graduates only)
Students in the JMSB MBA program are required to complete a 57-credit program comprised of the core
courses and one of three elective options. Students in the accelerated MBA will complete a 45-credit program
comprised of the core courses and one of three elective options. Full-time students will normally complete the
program within 16 months to two years of their first registration and full-time students in the accelerated MBA
will normally complete the program within one year. The curriculum is tightly integrated, so you can learn to
analyze situations from the vantage point of each of the functional areas. Today, more than ever, corporate
strategy crosses all boundaries. When you make a financial decision, you need to think about how it impacts
marketing and how changes in operations will affect human resources. Our program will provide you with the
strong interdisciplinary training you will need to create unimaginable solutions in a time we have yet to see.
Courses in the John Molson MBA Program
The first part of the MBA Program is made up of courses that are mandatory for all students. The purpose of
these courses is to provide an integrated and rigorous body of functionally oriented knowledge and skills as a
foundation for the second part of the program when you can choose one of the three options for fulfilling your
degree requirements. At this point, you’ll be able to really shape your degree to fit your interests and future
prospects. Students in the accelerated MBA program are required to complete nine of these core courses. The
required courses are chosen in consultation with the MBA Program Director, based on the student’s academic
background and career prospects.
You can choose to undertake a Business Research Paper (which could be a study commissioned by your firm
or a business plan to start your own venture), or a hands-on consulting project for a firm of your choice, or take
extra elective courses. No matter what path you choose, the John Molson MBA will provide you with a
challenging educational experience where you can cultivate your curiosity for new knowledge and engage in
those that interest you most.
3
Part I: Core Courses
Regular MBA
MBA 606 Managerial Economics 3 credits

MBA 607 Financial Accounting for Managerial Decisions 3 credits
MBA 608 Statistical Models for Business Decisions 3 credits
MBA 609 Organizational Behavior 3 credits
MBA 610 Marketing Management 3 credits
MBA 614 Financial Management 3 credits
MBA 615 Management Information Systems 3 credits
MBA 616 Operations Management 3 credits
MBA 618 National and International Economics 3 credits
MBA 622 Business Policy & Strategy 3 credits
MBA 625 Managing Strategic Action 3 credits
MBA 628 Management Accounting 3 credits
MBA 691 Business Ethics 3 credits
Sub-total: 39 credits
Accelerated MBA (4 core courses are removed) 27 credits
Part II: Electives

(Students will choose one of the options listed below)
Option A Course Work

6 elective courses
18 credits
Option B Business Research Paper

4 elective courses 12 credits
MBA 631-Research Paper or Case Competition Option 6 credits
18 credits
Option C Practicum Project

5 elective courses 15 credits
MBA 632: MBA Practicum Project 3 credits
18 credits
Total for Part I and II: Regular MBA 57 credits
Accelerated MBA 45 credits
4
REGISTRATION POLICIES & PROCEDURES
Registration
New MBA and Visiting/Independent students should contact Javier Lee, Assistant Director by phone at (514)
848-2424 ext. 2714 or by email at jlee@jmsb.concordia.ca to schedule a registration appointment at their
earliest convenience.
Register through your myConcordia portal

www.myconcordia.ca
To facilitate the registration process and to prepare a conflict-free schedule, we recommend you have your
Registration Handbook nearby to see a course description or validate program policies and requirements. A
copy of your transcript would also be useful to verify the courses you have completed. Plan your summer, fall
and winter schedules before logging on, so not to be timed out.
After your original “start date”, web registration is available at all times, 22 hours a day, seven days a week,
from 02:00 a.m. to midnight. However, to perform routine computer maintenance, the system will occasionally
be unavailable on Saturdays.
To Access Registration Site

Enter the following information:
• Student ID Number: You will be required to enter your student identification number when you access
the Web Registration System.
• Password: If you have never used the Web Registration System, you must first create your own
password. This will be your permanent web registration password and will be required for all future
transactions on the Web Registration System.
• If you wish to change your password, follow the instructions on screen.
For security reasons please keep your password confidential

Registration Blocks You May Encounter
If there is an account restriction on your record you will be prevented from registering.
You will also be prevented from registering for specific courses for the following reasons:
• Prerequisites have not been completed
• You have been granted a Leave of Absence
• You have been granted an exemption
• You have reached maximum course load
o The maximum course load for full-time students is 15 credits per term
o The maximum course load for part-time students is 6 credits per term
If you would like to do more than the allowed credits, you require permission from the Director of the Program.
Please submit your request for a course overload, in writing, to Javier Lee, Assistant Director.
Please contact Javier Lee by phone at (514) 848-2424 ext. 2714 or by email at jlee@jmsb.concordia.ca if you
are encountering difficulties registering for courses.
5
Address Verification
On the screen, you will see your current address. Follow the instructions if you wish to correct your address, or
continue to the next step. Please note you are responsible for providing the University with your current mailing
address. You are obligated to fulfill all financial and administrative obligations within the prescribed deadlines
regardless of the validity of your address in our files.
Course Change Deadlines
2010 Summer Term I (May 3 – June 16)

DNE Deadline: Monday May 10, 2010
ADD Deadline: Monday May 10, 2010
DISC Deadline: Monday May 31, 2010
2010 Summer Term II (June 28 – August 12)

DNE Deadline: Monday July 5, 2010
ADD Deadline: Monday July 5, 2010
DISC Deadline: Tuesday July 27, 2010
2010 Fall Term September 7 – December 6

DNE Deadline: Monday September 20, 2010
ADD Deadline: Monday September 20, 2010
DISC Deadline: Sunday October 31, 2010
2011 Winter Term January 3 –April 9

DNE Deadline: Sunday January 16, 2011
ADD Deadline: Sunday January 16, 2011
DISC Deadline: Saturday March 5, 2011
6
Registration for the MBA Research Project
If you are registering for the MBA Research Project MBA 631, complete a Link-up Form, downloadable from the
MBA Folder on FirstClass. For more information on the Business Research Project, please refer to the MBA
Options Information Handbook, also posted in the MBA Folder on FirstClass, or contact Javier Lee.
Students Classified as “Continuing in Program” (C.I.P.)
Students who are still within the program time limit but not registered in course credits will be registered as
“CIP” and billed accordingly.
Students Who Have Been Granted a “Leave of Absence”
Students, who because of health, business or other reasons, are compelled to interrupt their studies in the
MBA Program, may submit a student request for a “Leave of Absence”. Such requests are normally granted, if
valid, for a maximum period of one academic year. Students who want to apply for a “Leave of Absence” for
either one, two or three terms (maximum is three terms) must do so in writing, addressed to Javier Lee,
Assistant Director, indicating the following:
1. Reasons why “Leave of Absence” status is requested, with appropriate supporting documentation
2. Projected timetable for completion of the MBA degree requirements
myConcordia Portal
This is a personal portal for every student at Concordia to access to his/her student record and for all changes
of personal information, such as, telephone, address, email. A student may go to the Concordia University
home page, www.concordia.ca, and click on My Concordia to enter. You will then be able to select your
password.
From your portal you can obtain the following information regarding:
• Your class schedule • Your personal booklist • Student record

• Statement of account • Current course grades • Address change
• Code Permanent status • E-mail address change • Loans & bursaries
How do I find help in using the Portal?

Call the Helpline at 848-2424, ext. 7613, or send an e-mail message to portal@concordia.ca
7
Graduate Visiting or Independent Students
Graduate Visiting Students
Graduate Visiting Students are graduate students from other universities who have been authorized by their
home universities to take graduate courses at Concordia University. They are subject to the regulations of
Concordia University. Registration is limited and subject to space availability. When registering, the Visiting
student must have written permission from his/her Graduate Program Director, an up-to-date transcript, and
proof of status in Canada.
Independent Graduate Students
Independent Graduate Students are students enrolled in a particular graduate course, without enrolling in the
graduate program of which that course forms a part. Normally, independent graduate students take no more
than the equivalent of two graduate courses per term, and no more than the equivalent of four graduate
courses from any graduate program.
Normally, credits earned by independent graduate students are not considered for transfer credit in the event
that the students are subsequently admitted to the MBA Program. An independent graduate student who
receives and F is no longer allowed to take any more courses in the program associated with the failed course.
Electives Taken Outside the John Molson MBA Program
In addition to the elective courses offered at JMSB, MBA students may also, subject to approval from the
Director of the MBA Program and availability, take courses, for example, in the following programs:
• Elective courses from the M.Sc.Admin. (Master of Science in Admin.). M.Sc.Admin. courses incorporate
a different teaching methodology and extra time and effort may be required to handle course work
successfully.
• Graduate courses offered in other Quebec Universities. You can apply on-line by going to:
www.crepuq.qc.ca
• Exchange Opportunities with international partner institutions
Course offerings and schedules for the John Molson Graduate Programs are posted on the John Molson School
of Business website.
If you are interested in taking elective courses outside the John Molson MBA Program, please contact Javier
Lee at jlee@jmsb.concordia.ca or by telephone: (514)848-2424 ext. 2714.
8
MBA Co-operative Option
The MBA Co-operative Option is non-credit and is offered to students who are enrolled in the John Molson MBA
Program. The MBA Co-op will enhance instruction by providing you with practical work experience that is
relevant to your education objectives and career goals. Co-op work terms can take place in Canada, the US or
internationally. Students can do one, two or three work terms consecutively or separately and can last for one,
two or three semesters.
Requirements:
• You must be full-time both the semester before and after your Co-op work term
• Have completed a minimum of 24 MBA credits prior to starting your work term
• Have a GPA of 3.3 or better
• Must return to full-time studies (to complete a minimum of 9 credits)
• $185 for each of the work term and the semesters before and after the work term(s)
How to apply:
• Complete an Entry Profile Sheet (available at the Institute for Co-operative Education or at JMSB)
• Complete a Transcript Authorization Form (available at the Institute for Co-operative Education or at
JMSB)
• Sign the Graduate Co-op Student Agreement (Terms and Conditions)
• Submit the above documents to Alex Bottausci, MBA Co-op Coordinator Institute for Co-operative
Education, 1257 Guy Street, Room BE 341.15
Application deadlines: Fall work term February 15th

Winter work term June 15th
Summer work term October 15th
For more information on the Co-operative Option contact

Mr. Alex Bottausci, Coordinator, Institute for Co-operative Education
1550 de Maisonneuve Blvd. W., GM 430
Montreal, Quebec, H3G 1N2
(514) 848-2424 ext. 3950,
alex.bottausci@concordia.ca
http://co-op.concordia.ca/
9
JMSB International Student Exchange Program
Business Exchange: Experience the World!
In today’s increasingly global business environment, the opportunity to study abroad, experience different
cultures, and speak different languages all add to one’s marketability in the job market. With that in mind, the
JMSB International Student Exchange Program is designed to give students from The John Molson School of
Business the opportunity to study abroad for a term or more, at business schools around the world. The
Exchange Program is available to MBA students wishing to complete elective courses abroad. Only courses
with a grade of “B” or better can be transferred into the JMSB MBA.
Requirements:
• Completed 24 credits (core courses should be completed at JMSB)

• Have a GPA above 3.0
• Have approximately $1000 per month set aside to cover the cost of living while you are abroad
How to Apply:
• Fill out application forms available at www.international.concordia.ca

• Provide:
− Statement of purpose
− CV
− Two letters of reference
− Proof of Financial Situation
For further information, please contact
Olivier Fortin Christine Archer

International Liaison Officer International Liaison Officer
Africa, Europe & the Middle East Americas, Asia & Oceania
(514) 848-2424 x. 4987 (514) 848-2424 x. 4988
olivier.fortin@concordia.ca christine.archer@concordia.ca
You can also visit Concordia International’s website for more information: www.international.concordia.ca/
10
POTENTIAL GRADUATES
Fall Convocation
Students who wish to have their files considered for graduation for Fall 2010 must complete the Graduation
Application form and return it to the Student Services Centre by July 15, 2010.
Spring Convocation
For Spring 2011 Graduation, the deadline to complete and return the appropriate form to the Student Services
Centre is no later than January 15, 2011. Students, who complete course requirements in the Fall term, must
also send an email to Javier Lee, Assistant Director, before January 15, 2011 requesting that any CIP fees be
waived.
Forms are available from:
Student Service Centre

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

http://registrar.concordia.ca/convo/
GRADING SYSTEM FOR GRADUATE PROGRAMS

At the end of each semester a student must maintain a cumulative GPA of 3.0 to be in good academic
standing. A student who has not fulfilled the requirements for good standing is considered either as a student
on conditional standing or a failed student. For more detailed information please consult the School of
Graduate Studies Calendar.
Grade A+ A A- B+ B B- C F
GPA 4.3 4.0 3.7 3.3 3.0 2.7 2.0 0.0
Dean’s List
In order to be eligible for inclusion on the Dean’s List, students must have achieved a final graduation GPA of
at least 3.7.
11
MBA PROGRAM REGULATIONS AND POLICIES
Academic Regulations
Students in the John Molson MBA Program are bound by the regulations and requirements in existence at the
time of their date of entry into the Program as specified in the Concordia School of Graduate Studies Calendar
published of that year. Students are responsible for informing themselves of all regulations and policies
applicable to them in the John Molson MBA Program.
Student Request Procedures

A “Student Request” is the formal procedure available to students to request exemptions from MBA Program
and University policies. Students who are not satisfied with the outcome of their request have the right to
appeal any decision. All appeals must be submitted in letter format and addressed to the MBA Student
Request Committee.
Students must submit their requests by sending an email to Javier Lee, Assistant, John Molson MBA Program,
with the appropriate documentation attached.
Exemptions from the regulations or policies of the University or the John Molson MBA Program are not an
inherent student right but may be granted exceptionally in consideration of the student's academic record and
the merits of the case. The MBA Student Request Committee takes the view that unless there are excellent
reasons to the contrary; a student is expected to be aware of and to satisfy all regulations and policies in
effect. Students who would like to take advantage of this possibility can contact Javier Lee at (514) 848 2424
ext. 2714 for more information.
Time Limit
The time limit to complete the John Molson MBA requirement for full time students is three years; for part time
students, it is five years from the year of initial registration.
Time-Limit Extension Fee

A time limit extension fee of $600.00 per-term will be charged to students who have been granted a Program
time-limit extension. Program time-limit extensions are usually granted for one academic year (i.e. 3 terms).
Course Load Full time Students

The normal course load for a full-time student is a minimum of 12 credits of course work per term. Students
can accelerate their progress by taking courses in the summer terms. A full-time student may not, without
permission, register for more than 15 credits in each of the fall and winter terms or for more than 12 credits in
the summer term.
Course Load Part time Students

The normal course load for a part-time student is a minimum of 12 credits per calendar year. A part-time
student may not, without permission, register for more than 6 credits in each of the Fall and Winter terms but
may accelerate their progress by taking courses in the Summer.
12
Course Load Reduction
In exceptional circumstances, students may be granted permission to reduce their course load below the
normal specified in the sections describing full-time and part-time status while remaining as a student in good
standing. Full-time students completing less than 9 credits per term will be re-classified as part-time and must
abide by the course load requirements for part-time students as specified.
Part-time students must complete a minimum of 9 credits per year including the summer term. Full and part-
time students who have been granted such permission will be subject to specific conditions outlined in the
section on Academic Standing.
Change of Status
On application, a student may be granted permission to change his/her status from part time to full time or
vice versa. If a change is permitted, the student's time limit for the completion of the degree requirements will
be adjusted accordingly. Part time students may change status and switch to full time if employment
opportunities permit an "educational leave of absence". Students who would like to take advantage of this
possibility can contact Javier Lee at (514) 848 2424 ext. 2714 or by email at jlee@jmsb.concocordia.ca for
more information.
Academic Standing
The scholastic performance of all MBA students will be reviewed on a regular basis: at the end of each term
for full time students and annually for part time students. This assessment will be based on the final grades
obtained in all courses for which the students have registered subsequent to their admission into the John
Molson MBA Program. The purpose of the review is to monitor the students' status and progress, to maintain
the standards expected by the John Molson School of Business, and to assist students in achieving success in
the Program.
To be considered in good standing at such a review, a student must have successfully completed the required
course load; and
• Achieved a grade point average (GPA) of 3.00 or better since the previous review or since admission in
the case of the first review; or
• Achieved a grade of B or better in each course taken during any term in which a course load reduction
has been granted.
A student who has not fulfilled the requirements for good standing is considered either a failed student or a
student on conditional standing.
Potential graduates who have not fulfilled the requirements for good standing must apply to the MBA Student
Request Committee to determine the requirements which they must meet in order to be reinstated as students
in good standing, and thus be considered for graduation.
Conditional and Failed Standing

Students who have not met the conditions for good standing will be considered either students on conditional
standing or failed students. Conditional standing is used to monitor the progress of a student experiencing
difficulty and to assist him/her in successfully completing the Program. A student on conditional standing will
normally be required to achieve a GPA of 3.3 or better in the courses taken during this period. A student on
conditional standing is not normally permitted to drop any courses. Additional requirements may be imposed
in individual cases.
A student who does not meet the requirements of his or her conditional standing is considered a failed student
and is dismissed from the Program.
13
Failure Regulation
A student who fails one or more courses in the Program, or the conditions of his/her conditional standing will
be dismissed from the Program.
Program Withdrawal
A student who wishes to apply for withdrawal from the John Molson MBA Program must do so in writing,
addressed to Javier Lee, Assistant Director.
Student Identification Card

The I.D. Card is necessary for use in the Concordia University libraries (Quebec inter library agreement),
Computer Center and other university facilities. I.D. cards for new students, or validation stickers for returning
students, may be obtained at the Birks Student Service Centre.
Birks Student Service Centre

1400 de Maisonneuve W., Room LB 185:
http://registrar.concordia.ca
Office hours:
Monday to Thursday: 10:00 a.m. until 7:00 p.m.
Friday: 9:00 p.m. until 6:00 p.m.
14
FEE STRUCTURE
Unlike undergraduate students, MBA students pay tuition and other fees based on the total number of
academic credits (57). The fees are charged in equal installments over a certain number of terms:
• Full-time students are charged a fixed rate for 6 terms

• Part-time students are charged a fixed rate for 8 terms
There are three terms per academic year; Summer (/1), Fall (/2), and Winter (/4)
If the Student Accounts Office does not receive your payment by the deadline date, any courses that you
registered for in future terms may be cancelled. For example, if your summer fees are not paid by the
deadline, then any fall and winter course registrations may be cancelled. If your fall fees are not paid by the
deadline, then any winter registrations may be cancelled. You will not be able to re-register or continue to
register in future terms until all outstanding balances on your Student Account are paid in full.
If registration is not permitted due to an Accounts Restriction, you may be withdrawn from the John Molson
MBA Program. If that occurs, you may be required to re-apply and all tuition and other fees charged on your
original program will not be transferred to the new admission.
If you require more information on tuition and fees please consult the Student Accounts Information
Handbook. You can pick up a copy at the Student Service Center, LB 185, or download the handbook by going
to www.concordia.ca.
Continuation Fee
Once you have been billed all of your tuition, you will be charged a continuation fee of $400.00 per term until
you graduate or withdraw from the program or until your academic time limit expires.
Health and Dental Plan

Students are automatically enrolled in and charged for Concordia University’s Graduate Health Plan.
If you wish to opt out of Concordia’s Health Plan, you must do so by:
Going to the ASEQ office: 1134 Ste-Catherine St. W., Suite 700
Montreal, Que. H3B 1H4
(514) 789-8790
Toll free: 1 (800) 795-4423
Going online at: http://aseq.com
15
FIRSTCLASS EMAIL AND INTRANET
E-mail sent via FirstClass is the main mode of communication

between the MBA Program Office and the Student
All students are assigned a FirstClass intranet account, activated during the first week of class. This account
allows you access to the Internet, e-mail and the university’s computer-mediated conferencing system.
The John Molson MBA Program will only send email to your on FirstClass email address. It is of the utmost
importance that you check this e-mail account daily (mailbox and MBA Conference). Your other e-mail accounts
(work and personal) can be forwarded to this account for convenience.
Where do I get the First Class Client Software?
Available for download at: http://www.johnmolson.concordia.ca/

Click on the “Intranet” button on the left and then on “Downloads”
What if I have problems?
Refer to the online help built into the FirstClass Client by choosing Help-Contents from the menu
(within the FirstClass Client) or check the FirstClass Help Guide
Send an email to firstclasshelp@concordia.ca. Include as much detail as possible
Call the help-line at 848-2424 ext. 7613. Leave a detailed message,

with date and time that you can be reached
MBA/Conference Folder
On your FirstClass desktop, you will find the MBA Conference Folder. In this folder there are the following sub-
folders, which you will be referring to often throughout your studies:
• MBA Outlines & Schedules

• MBA Important Info (registration Handbook, forms)
• Grad Classifieds (books for sale)
• MBA Awards & Scholarships
• MBA Job Postings
• MBA Photo Gallery
What if I don’t have the MBA Conference Folder on my FirstClass desktop?

Email firstclasshelp@concordia.ca ASAP so that you don’t miss out on crucial information
16
FACILITIES
Study Rooms
Working in groups is an important and necessary part of John Molson MBA student life.
When you need a quiet room for your study group, you have several options:
• Book a large conference room, by sending an email to: gradprograms@jmsb.concordia.ca

In your e-mail, please write your full name; your program of study; reservation time and title your email
as: “Room Booking”. Please note that a 24-hour notice is required. Please note all conference rooms
are generally available on weekdays only
• There is a study room available in the Grad House (Graduate Students’ Association) 2030 Mackay (6
student capacity). Call ahead for reservations at 848-2424 ext. 7900.
• Webster Library Group Study Rooms. There are four rooms located on the 4th floor, which may be
booked at the Circulation Desk. A minimum of three Concordia students in good standing are required
to book a room. Valid ID cards from each student must be presented at the Circulation Desk in
exchange for the key to the room. Rooms may be booked for up to two consecutive hours.
• Vanier Library Group Study Rooms. There are five group study rooms located on the third floor of the
Vanier Library. A minimum of two Concordia students in good standing are required to book a room.
Valid ID cards from each student must be presented at the Circulation Desk in exchange for the key to
the room. Rooms may be booked up to 7 days in advance by going to the Circulation Desk or phoning
848-2424 ext. 7770 during circulation service hours. Rooms may be booked for up to three
consecutive hours. If the students who reserved a study room do not present themselves at the
Circulation Desk on time, their booking will expire after a 10-minute grace period. Only one booking
per day will be accepted from the same person.
• MB Group Study Rooms. There are 25 group study rooms now available in the MB building. The goal of
the MB Group Study Rooms Booking Policy is to provide fair and equitable access to a limited
resource. Study rooms are intended to accommodate group work and study sessions only. A group
consists of three or more people. Only JMSB students and professors are permitted to make advanced
booking of the rooms. Rooms that are not reserved are available to all Concordia students on a first-
come, first-serve basis.
How to Book a Room: Three valid Concordia student ID cards must be presented at the Information
Desk in MB lobby during service hours to obtain a booking receipt. The booking receipt will be issued
only to the patron who has booked the room. Alternatively, students may wish to list other group
members as part of the reservation, but only a JMSB student can obtain a booking receipt for an
advanced booking.
Reservations can only be made in person at the Information Desk. Reservations can be made up to 7
days in advance.
Rooms may be booked for up to two consecutive hours. No renewals are permitted. However, if
another room is available then students may use that room.
Students are given a 15 minute grace period to get the room reservation card from the information
desk. If the student who reserved a study room does not present himself with three student IDs at the
Information Desk by the end of the grace period, the room will be considered vacant and will be
available to other students on a first- come, first-serve basis.
17
Library
The Webster Library on our downtown campus is located in the J.W. McConnell Building at 1400 de
Maisonneuve Blvd. West, 2nd floor.
Graduate study carrels are available in the Webster Library (4th floor) and Vanier Library (3rd floor). Request a
carrel at the Circulation Desk of the appropriate library.
CREPUQ Cards are used by graduate students who would like to borrow from Quebec and Ontario university
libraries. These cards are issued from the Circulation Desk of the Libraries.
Electronic Resources
CLUES
The libraries’ online catalogue is CLUES.
Databases
Databases can be searched to help find references to the literature and other information resources in most
subject areas. These databases and electronic journals can be accessed in the libraries and in most cases
from off-site computers.
Laptops
The library wireless laptops can be used inside or outside of the library. Most library computer workstations
have internet access and Microsoft Office software. Almost all have USB ports and CD-read drives – some
specialized multimedia stations also have CD and DVD burners.
You may use your own laptop to sign on to the Concordia wireless network and access the Internet. You will
need an 802.11b compliant wireless adapter that supports 128 bit encryption, and a Wireless account.
To obtain a wireless adapter card for Concordia’s network, please visit the University’s Computer Store in the
Hall Building (H-224) or visit them online at http://ccs.concordia.ca/.
Please visit www.library.concordia.ca for more information on the library’s services.
18
CAREER SERVICES
John Molson School of Business Career Management Services

The Career Management Services (CMS) counsels students and alumni from the John Molson School of
Business. From job search strategies to résumé writing to interview skills to recruiter contacts, the CMS
provides the tools and resources to connect you to career information and meaningful job opportunities.
Located at 1450 Guy Street, MB 4-301, the CMS offers a variety of services and workshops to aid students with
their career development. They manage on- and off-campus recruitment specifically for students in the JMSB
and maintain an online job bank.
To use the CMS’s services, please visit the CMS website and follow the two-step registration process
(http://placement.concordia.ca/fmi/xsl/placement/registration.xsl) and follow the instructions provided. The
CMS will confirm your registration by e-mail. Stay informed by reading your digital copy of Career Moves- the
CPC digital newsletter which you will receive by email. It will keep you updated with event and workshop
updates, career information and hot jobs on offer.
The sooner you get started with the Career Management Services the better your likelihood to find your ideal
job, so make sure you get to know your Graduate Career Advisor Bob Menard to lay down the foundation for a
successful career path!
Bob Menard
Graduate Career Advisor
John Molson School of Business, Concordia University
Tel: (514) 848-2424, ext. 2893
bmenard@jmsb.concordia.ca
http://www.johnmolson.concordia.ca/cms/
Career Resource Centre (CRC)

The Career Resource Centre (CRC) provides print, electronic and audio-visual resources to help students reach
education, career and employment goals.
Whatever your aim is, the Centre collects a wide range of materials to help you achieve your utmost when it
comes to your personal growth and development. This invaluable resource center is open to all students, and
a librarian is on duty at all times to assist students in using the wide variety of materials.
Career Resource Centre (Sir George)

1455 de Maisonneuve Blvd. W., H-440
(514) 848-2424, ext. 3556
http://cdev.concordia.ca/CnD/crc/
Career and Placement Service (CAPS)

The university placement center for all students offers career guidance and placement services.
Career and Placement Service (CAPS), EN-109

2070 Mackay, ground floor, Montreal, Quebec H3G 1M8.
Tel: (514) 848-2424, ext. 7345
http://caps.concordia.ca/
Open weekdays: 9 a.m. to 5 p.m. (during fall and winter terms)
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COUNSELING AND DEVELOPMENT
The mission of Counseling & Development is to empower students to maximize their personal, academic, and
career potential. They provide diverse programs, resources and expertise in a supportive student-centered
environment to facilitate student success.
Counseling and Development Office

Hall Building, 1455 de Maisonneuve West, room: H-440
Montreal, Quebec H3G 1M8.
Tel:(514) 848-2424, ext. 3545, Fax (514) 848-4534
Open weekdays: 9 a.m. to 5 p.m. (during fall and winter terms)
http://cdev.concordia.ca/
In addition to career and personal workshops, see above, counseling is offered to individual students by
appointment, 848-2424, ext. 3545.
BEYOND THE CLASSROOM

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

The Corporate Speaker Series, an initiative of the John Molson MBA Society, is a series of breakfast events,
designed to expose tomorrow’s leaders to today’s top executives. The emphasis is on creating a learning
environment that stretches outside of the classroom into the business community. The Speaker Series
features the personal stories and perspectives of leading executives on current business issues. Your
involvement, as a future participant, organizer, or through your network of contacts, ensures that events
continue to add value to the John Molson MBA community.
MBA Society Consulting Club

The mission of the MBA Society Consulting Club is to increase MBA students’ value for the management
consulting market and to create a strong link between the consulting corporate world and the academic world.
The Consulting Club allows its members to develop awareness of the consulting world and to enhance their
performance during the hiring process. Indeed, the Consulting Club helps its members to increase and
leverage their network, design a C.V. which is based on consulting requirements and to practice case
interviews. In addition, professionals from top-notch firms such as McKinsey, Secor and Deloitte are invited on
a regular basis to answer questions such as: what is a consultant and what does it take to be a consultant?
The Consulting Club is a community that is based on the experience of sharing ideas to allow its member to
know and to learn from each other.
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The John Molson MBA International Case Competition
The John Molson International Case Competition (MBA-ICC) is the oldest and largest case competition in the
world. January 2011 will be our 29th time hosting the competition.
If you are looking for hands-on experience and a chance to network with hundreds of senior executives from
the Montreal business community, as well as top MBA students from around the world, then you should
consider applying to become one of the four organizers of this important event or even a competitor.
For more info on the

John Molson MBA International Case Competition,
To volunteers or find out more about the MBA-ICC visit www.mbacasecomp.com
Women in Business Club

The Women in Business Club is an association targeting all women currently enrolled and graduates from the
graduate programs of the John Molson School of Business. This Club was founded by women graduate
students from both the MBA and DIA programs of JMSB.
The goal of the Club is to enhance women students’ life by providing a network to interact with fellow business
women, women alumni, and the powerful business women from Montreal’s business community.
Through speakers series, various networking and social events, mentorship programs, workshops and
community activities we aim to be an active, visible, and integral part of the John Molson School of Business
life. This will help expose Concordia’s women to the Montreal business community and help our students into
their future careers. The ultimate desire of this club is to build a strong platform for women graduates to have
a lasting bond with Concordia University.
For more information on the Women in Business Club,

Such as how to become a member or upcoming events, please email them at wibc@jmsb.concordia.ca
The John Molson School of Business French Coach

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

go to www.frenchcoach.org and click on "Clubs" or email info@frenchcoach.org
*We encourage students that do not have any foundation in French to seek appropriate language instruction
from Concordia's Continuing Education or other language schools. The club cannot accommodate absolute
novice students at this time.
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The Commerce Graduate Students’ Association (CGSA)
What is the CGSA? The Commerce Graduate Students’ Association is the official student body representing all
graduate JMSB students.
The CGSA mandate is:
I. To act as the official representative organization of all Commerce and Administration graduate students
at Concordia University.
II. To formally represent all members at the John Molson School of Business at the University level
(including all board councils and committees).
III. To promote and provide for the academic, social, and recreational interests of its members.
IV. To exercise such supervision that will ensure activities are conducted in the best interests of the
Association and Concordia University.
V. To represent the members’ interest within the business community.
Where does the CGSA fit into the Concordia Community?
Organization Government Description and Services

Equivalent
GSA Organization representing all graduate students at Concordia: arts & science,
fine arts, engineering, commerce. CGSA has two seats on GSA council. GSA
(Graduate Federal
collects $45 from every graduate student; they return approximately $11.15
Students’ back as allocations; services provided included voice on Board of Governors,
Association) advocacy and administration of the group health care plan.
All commerce students at the graduate level at JMSB. This includes all
CGSA Provincial
certificates, diplomas and private MBA programs.
Represents MBA students specifically and coordinates activities and

MBA
Municipal representation at a program level, including Speaker Series and various other
Society events.
Why is CGSA here?
This year, the CGSA has set the following broad objectives for their executive and council:
• Represent Commerce students at the department, faculty and university levels.

• Increase the scope of involvement in their historically successful activities and events.
• Continue to provide and manage high quality facilities for their students.
• Improve student lifestyles and increase school spirit.
For more information,

Please visit www.cgsa-concordia.com or email the CGSA at cgsa@jmsb.concordia.ca
22
COURSE DESCRIPTIONS
Please note
The University reserves the right to cancel classes with less than minimum
registration and to place a student quota on any one section.
Part 1 - Core Courses
MBA 606
Managerial Economics (3 credits)
This course provides the theory and the practical techniques for economic decision-making by business firms
and other institutions. Topics covered include demand theory, cost theory and estimation, and pricing theory
and practice. These issues are discussed within a firm-theoretic framework and business applications of the
theory are emphasized.
MBA 607
Financial Accounting for Managerial Decisions (3 credits)
This course provides an overview of the corporate external financial reporting system and of the managerial
objectives of corporate financial statements. The roles of management, government and auditors are
examined. The specific information needs of the principal users are reviewed. The process for developing and
enforcing generally accepted accounting principles (GAAP) and reporting standards, both legal and
professional, is examined. At the outset, this includes a review of the financial accounting model that underlies
traditional corporate financial statements. However, emphasis is placed on examining selected major GAAPs
and comparing them to actual corporate reporting practices.
MBA 608
Statistical Models for Business Decisions (3 credits)
This course focuses on the applications of statistical techniques that are frequently used in data analysis and
managerial decision-making. Topics include inference on means of several populations; correlation and
multiple regression analysis; elements of logistic regression; time series regression and forecasting.
Applications of these techniques in various businesses functions such as finance, human resources
management, managerial accounting, marketing, and operations management are studied through problems
and cases using computers.
MBA 609
Organizational Behavior (3 credits)
Organizational behaviour (OB) is a field of study that investigates the impact that individuals, groups, and
structure have on behaviour within an organization, and then applies that knowledge to improve an
organization’s effectiveness using social and behavioural principles. Because OB is concerned with
employment-related situations, it emphasizes behaviour and the job, absenteeism, employee turnover,
productivity, human performance and management. Particular emphasis is placed on identifying and
diagnosing the causes and consequences of effective and ineffective behaviour in organizations. Topics
covered include perception, work attitudes, motivation, leadership, some aspects of decision-making, and
group dynamics including intra- and inter-group processes. The management of change is covered as well,
using a mixture of discussion, case analyses and experiential exercises.
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MBA 610
Marketing Management (3 credits)
This course focuses generally on the strategic role of marketing for any firm. The primary objective is the
cultivation of marketing management skills and perspectives. All aspects of the marketing management
process are covered. Particular attention is directed to the analysis of marketing opportunities, the researching
and selection of target markets, the designing of marketing strategies, the planning of marketing programs,
and the organizing, implementing and controlling of marketing effort. A blend of lectures, cases, readings and
papers are used to achieve the course objectives.
MBA 614
Financial Management (3 credits)
Prerequisite: MBA 607, Co-requisite: MBA 608
This foundation course provides a framework for making corporate investment, financing and risk
management decisions. With the underlying objective of maximizing firm value, this course examines practical
decisions confronting financial managers in large and small enterprises by drawing on core concepts and
empirical evidence that support best practices. Specific topics explored in depth include security and option
valuation, capital budgeting, asset pricing, capital structure and dividend policy decisions. Other topics such as
working capital management, takeover and leasing may also be discussed.
MBA 615
Management Information Systems (3 credits)
Management information systems (MIS) deals with the coordination and use of three very important
organizational resources: information, information technology, and people. This course introduces MIS core
concepts and principles and elaborates on the role of the MIS department and the organization. Practical
solutions and theoretical models are used to illustrate common MIS issues in organizations, and to apply
knowledge acquired through readings and lectures.
MBA 616
Operations Management (3 credits)
Co-requisite: MBA 608
This course concentrates on the quantitative and qualitative techniques used in business to achieve efficient
and effective utilization of scarce resources. Management and control of labour, machinery, material, money,
planning, information and time resources in manufacturing and the service sectors are studied. Among the
topics covered are linear programming, aggregate planning, scheduling, materials management, quality control
and project management. The interactions with other functional areas, such as information systems,
marketing, accounting and finance, are illustrated through case studies. Recent developments in the area are
introduced within the context of manufacturing and service strategies. Modeling and implementation aspects
of operations management are emphasized throughout the course. A computer package is used as an aid for
the solution phase of the operations management problem-solving process.
MBA 618
National and International Economics (3 credits)
This course explores the causes of economic growth and decline in firms and in industries, with special
emphasis on international factors. Topics discussed include the constituent parts of national output, inflation
and unemployment, and money and interest rates. Coverage also includes foreign exchange rate
determination, balance of payments issues and the theory of international trade.
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MBA 622
Business Policy and Strategy (3 credits)
Prerequisites: MBA 606, MBA 607, MBA 608, MBA 609, MBA 610 and, MBA 614.
This course integrates the core functional disciplines of business within a strategic perspective. The course
introduces several strategic management concepts including industry analysis and dynamics, the
organizational resource audit, strategic typologies, the role of the general manager and the management of
strategic transformations. The principle goal is to develop and enhance student ability in problem
identification, environmental and organizational analyses, strategic alternative formulation, and action
implementation. The pedagogy of the course is based upon comprehensive case studies that deal with
strategic issues, in a variety of contemporary business contexts.
MBA 625
Managing Strategic Action (3 credits)
Prerequisite: MBA 622
This course explores the process by which strategic intent and strategy are linked to managerial action in a
context of social responsibility that encompasses business ethics. The course centers in on both the
development of strategic action in response to issues emanating in the broader external environment as well
as issues concerned with the implementation of action programs in contemporary organizations, especially the
ethical challenges they face in their relations with multiple stakeholders. Specific topics concerned with the
external environment include managing social responsibility, ethical dilemmas, economic and social
regulations and technological change. Using major organizational theory concepts as a framework, the course
also examines how strategic intent can be linked to functional strategies, organizational structure,
performance evaluation and management systems. A principal objective of the course is to enhance the
student’s ability to make strategic and ethical decisions through case studies, student presentations, lectures,
and group consulting projects.
MBA 628
Management Accounting (3 credits)
This course focuses on the use of accounting data and the analytical techniques required to provide
information for internal decision-making in organizations. The main topics in the course are the nature and
behaviour of costs, types of costing systems, short-run and long-run decision-making, budgeting, responsibility
accounting, and control systems.
MBA 691
Business Ethics (3 credits)
Co-requisite: MBA 622.
This course exposes students to ethical theory and its practical application in the business environment. By
utilizing the stakeholder model, the strategic management process is expanded to include ethical elements as
means for evaluating business decisions. Through case analysis, group discussions, in-class debates and
presentations, students learn to apply theoretical and practical ideas to real life business situations.
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PART II – Electives
Option Related Electives
Case Competition Organization (6 credits)
The International Case Competition is organized by four full-time MBA students. The organizing process starts
in the late spring of every year and runs until the following winter. Interested students must apply as a team of
four and must go through an interview process (in the form of an oral presentation to the Case Competition
Advisory Board). The selection process is generally carried out between March and April. Students will be
notified via the Weekly Updates as to when applications will be received. The Case Competition Option is
treated like the Research Project, where in addition to organizing the competition; the team must submit a
report of the event’s organization process and outcome for grading to the organizers’ supervising professor.
As an organizer, you will obtain six credits and work with an advisory board made up of prominent business
leaders, as well as an academic advisor. You will coordinate 300 senior executive judges, over 40 sponsors
and over 30 teams from all over the world.
If you are interested in being an organizer, you must assemble a team of four MBA students and provide copies
of each of your resumes to Javier Lee, MB 11.127, on or before the fourth week of March. Your group will be
asked to make a short power-point presentation to the advisory board about yourselves and why you feel you
are suitable as organizers. Do not miss out on this once-in-a-lifetime opportunity!
MBA 631
MBA Business Research Project (6 credits)
Working on a one-to-one basis with a faculty member of choice, students carry out an in-depth investigation of
a selected business problem, in a specialized area or interdisciplinary in scope. The investigation will normally
extend over two terms. More information on the Business Research Project is available in the Options
Handbook, posted in the MBA Folder on FirstClass.
MBA 632
MBA Practicum Consulting Project (3 credits)
Although the course is not limited to full-time students, part-time students wishing to be considered must be
available during the day throughout the fall term to attend the necessary course lectures and carry out field
work assignments. The objective of the Practicum Project is to provide students with an opportunity to carry out
an in-depth investigation of a complex business problem within a corporation or other economic entity. The
project is intended to enhance students’ diagnostic skills, their ability to develop innovative and practical
responses to complex interdisciplinary problems or entrepreneurial opportunities, their ability to work
effectively with executives and with other group members, and their communication skills. Students work
together in small groups within the framework of a course which extends over two terms and which includes
lectures and readings on appropriate research skills as well as presentations and discussions with executives
and with other participants in the course. The number of sections offered in a given year will be limited.
(Students are encouraged to create their own work groups in advance).
MBA 695I
JMSB / MBA Community Service Initiative
Overview
The MBA Community Service Initiative (MBA CSI) encourages and promotes community service and links the
resources of the JMSB at Concordia University with the needs of communities, organizations, small businesses,
institutions and industries.
Objectives
The MBA CSI coordinates the efforts of students, faculty and staff in providing consulting and business
counselling, mentoring and coaching, technical assistance and hands-on training to:
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• Support community and sustainable economic development activities
• Educate and provide relevant, value-added working experiences for future business leaders in the not-
for-profit sector
• Develop challenging and rewarding career paths for graduates
• Serve as a point of contact for information and referral and assistance
• Encourage and support social entrepreneurship and socially responsible enterprises
• Promote activities that balance environmental, social and economic interests.
Specific Activities
1. MBA 695 Community Service Elective

Senior student interns provide in-depth consulting for credit under the guidance of faculty. Selected
students can be full-time or part-time, in good academic standing and should have completed 8 courses
(24 credits) of the program
• Students are matched with an internship opportunity that corresponds to their specific area of
concentration and interest
• Approved internships are focused on creating a “win-win” for both the organization and the student:
providing a relevant service to the organization and experiential learning for the student
• Students are graded based on performance at the internship site, and on an academic paper
graded by faculty.
2. Information and Referral and Volunteer Assistance

Communities can request volunteer assistance for specific projects. MBA CSI will coordinate assistance
and placement. We can also engage communities and propose solutions to problems through
mechanisms such as:
• Ask - an - expert: a volunteer bank of students, faculty and staff respond to specific questions and
queries within their area of expertise
• Case Studies: faculty develop case studies on specific community problems and have students
conduct analysis and propose solutions as part of their course work
• Think Tanks: Students, faculty and staff participate in partnerships and collaborative efforts that
support community and economic development initiatives.
3. Community and Economic Development Training Programs

In response to specific requests, teams of faculty and students develop and conduct programs to:
• Train communities to create and manage sustainable enterprises

• Help community managers to improve their management, governance and decision-making
mechanisms and frameworks
• Train community entrepreneurs to enhance their business and managerial skills.
For more information please contact:
Dave McKenzie, Coordinator

MBA Community Service Initiative (MBA CSI)
John Molson School of Business
Concordia University
1455 de Maisonneuve Blvd., West, MB 11.109
Montreal, Quebec, Canada H3G 1M8
Tel: (514) 848-2424 ext. 2790; Fax: (514) 848-2816
E-mail: dmckenzie@jmsb.concordia.ca
27
ELECTIVES
Please also refer to pages 46-49 for additional electives offered in the M.Sc. in Administration Program.
ACCOUNTANCY
ACCO 691
BUSINESS VALUATIONS
This course will cover concepts, principles and practices; approaches and methodology of valuing shares and
business interests; control versus minority positions; goodwill; law and valuation; financial statement analysis;
and role of the expert witness.
ACCO 695S
CORPORATE SOCIAL REPORTING, RESPONSIBILITY AND ACCOUNTABILITY
This course provides an introduction to the notion of corporate social reporting, responsibility, and the
meaning/issues that social responsibility entails in a democracy. The course will examine the theories and
practices of social and environmental reporting, and look at the practical and political constraints on the
development of substantive social and environmental reporting. It will also explore different ways in which the
discharge of social accountability might be achieved and assess some of the current developments and
applications of that reporting.
ACCO 695T
ACCOUNTING AND SUSTAINABILITY
The rationale for this course is to introduce students to the theory and practice of Corporate Sustainability
Accounting. The course situates corporate activity and accounting within the wider context of Sustainability
and Sustainable Development. In particular, emphasis is placed upon the information that corporations
produce in order to inform society about its social and environmental impacts, assessing whether that
information is credible and considering what other information would ideally benefit society in coming to an
informed opinion about whether certain corporations contribute towards sustainability or not.
The course is aimed at students from a wide array of disciplines. The course would be of interest to accounting
and other business majors who are interested in understanding how accounting is being transformed by the
Sustainability Agenda, as well to students from disciplines outside of business who are interested in
Sustainability and who would be keen to explore the role of business and accounting therein.
DECISION SCIENCES & MIS
DESC 664
NEGOTIATION AND E-NEG MANAGEMENT SUPPORT
Co-requisite: MBA 615
A large company that was going to be bought by another company verified its true value and decided on their
walk away value. After several weeks of negotiation with they buyer the company was bought for 80% more,
than they would accept. Another company went bankrupt because neither the union nor the company were
able to break the impasse. These are just two of many examples showing that even professional negotiators
not only may achieve inefficient deals but they also fail. This course will help students better understand
themselves as negotiators, the problem and their negotiation counterparts. It will prepare students to prepare
for and engage in commercial and noncommercial negotiations. The course presents three complementary
perspectives on negotiation; behavioural, analytical and technological.
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DESC 695D
DATA MINING TECHNIQUES
(Description will be provided by the department)
DESC 695F
MANAGERIAL FORECASTING
Reliable managerial forecasts of business variables must often be obtained against a background of structural
changes in markets. This course presents techniques and methods used in the private and public sectors to
prepare short-term and long-term forecasts. The course focuses on the theory and applications of the most
widely used methods of forecasting including decomposition methods, moving averages, exponential
smoothing and the Box-Jenkins modeling, technological forecasting, and growth curves. Recent approaches in
forecasting such as artificial neural networks will also be introduced. Business and economic database will be
analyzed using statistical software packages and/or Excel with statistical add-ins.
DESC 695P
PROJECT MANAGEMENT
In today’s fast-paced world, organizations that practice sound project management methods have a
competitive advantage because competition is rapidly becoming time-based as well as cost-based. This course
gives you a fast-track approach to managing your information systems projects. You will learn the essential
steps in setting up your project plans, scheduling your work, monitoring progress and exercising control to
achieve desired project results.
The approach outline in this course is based on what is considered best practice in the field. If you follow the
method presented in the course, you will increase the probability that you can meet critical performance, cost
and schedule targets. Admittedly, there is a lot more to project management than can be presented in this
course, but if you learn the essence of the tools, you can go on from there to increase your skill.
DESC 695S
STATISTICAL SOFTWARE FOR DATA MANAGEMENT AND ANALYSIS
The course presents the principles and techniques of widely used statistical software systems, such as SAS, for
data management (information storage and retrieval), data modification, file handling, and statistical analysis
and reporting. The course also covers special features such as graphics, SQL and the use of SAS Macro
facilities in writing flexible codes, software and/or library interfacing and the basics of data mining.
FINANCE
FINA 663
SEMINAR IN CORPORATE FINANCE
This course focuses on the financial theory of the firm and examines the Modigliani-Miller propositions, agency
theory, and asymmetric information theory. Topics covered include capital structure and the cost of capital,
investment and financing decisions, real options, valuation and issuance of new securities including initial
public offerings, financial distress and bankruptcy resolution, and corporate governance issues. The course
emphasizes both theoretical and empirical developments in corporate finance.
29
FINA 682
INTERNATIONAL FINANCIAL MANAGEMENT
This course prepares you to manage the complexities and opportunities of international markets. The main
topics covered in this course are: determinants of exchange rates, management of foreign exchange risk, use
of foreign currency derivatives, and international capital markets. In addition, we address some issues
concerning international portfolio diversification, project financing, and privatization. The emphasis of this
course is on learning how to solve problems and meet challenges of international markets. Students will solve
a number of cases and learn necessary theory for solving international finance problems. We will also rely on a
number of hands-on exercises on computer to understand international finance. Students’ participation in the
classes is required. This course is designed for students in various finance or international business
concentrations.
FINA 683
SEMINAR IN PORTFOLIO MANAGEMENT
A study of the theory and practice of diversification, the capital market pricing theory, and portfolio
management techniques.
FINA 685
OPTIONS & FUTURES
The major objective of this course is to address the use of derivatives in risk management. Importers,
exporters, multinational corporations and borrowers or cash investors face risk and commodity price risk.
These risks may be managed by options, futures and other derivatives. An understanding of how to manage
risk by using derivatives requires an understanding of the theoretical and empirical foundations underlying
these capital market instruments. We will rigorously examine the institutional characteristics of options and
futures markets, valuation models for these instruments as well as their use in speculation, arbitrage and
hedging. Further, we will examine business studies, which emphasize the practical applications of over-the-
counter and exchange-traded foreign currency options, currency swaps, index futures contracts and
participating forwards in risk management.
FINA 687
SEMINAR IN DERIVATIVES AND RISK MANAGEMENT
Prerequisite: FINA 685
This course focuses on advanced topics in the area of derivatives. Topics covered include the valuation of
derivatives using numerical procedures and martingales, modeling the term structure of interest rates,
valuation of interest rate swaps, interest rate options, caps, floors, swaptions and exotic options, and
application of derivatives in risk management such as value at risk models, estimation of volatility and credit
risk derivatives. Factors that affect corporate risk management practices and the impact of such practices on
corporate investment and financing decisions will also be explored.
FINA 691
SEMINAR IN REAL ESTATE FINANCE
This course deals with the central issues in real estate finance and investment. Students will be introduced to
basic topics such as the organization of real estate markets, pricing, inflation, taxation, valuation methods,
brokerage, ownership forms, and real estate law. In addition, students will conduct a project feasibility study
based on the investment and financing criteria. Students will evaluate a project and calculate the payback
period, discounted payback period, net present value, and internal rate of return, profitability index and
discount rate.
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FINA 695B
CREDIT CRISES AND GLOBAL BUBBLES
Prerequisite: FINA 614
This course explores today’s financial reality by visiting the factors that contribute to the formation of economic
bubbles and the economic crises that follow. A historic review of past bubbles and ensuing crises will reveal
the key factors present in all such events. Students will learn the how and why it has happened in the past
which will set the ground for reviewing the current state of the USA economy and the global impact of the sub-
prime mortgage meltdown.
Specifically, the subject matter is analyzed using very timely data provided for in articles and academic papers
addressing ABCP’s & CDO’s, the failure of Bear Stearns and Countrywide Financial, rescue efforts of the FED
and other Central Banks. The existence of household credit growth and a high propensity to consume as a
predictor of banking crises will be examined. We will determine whether the rapid expansion in the supply of
mortgages driven by disintermediation can explain a large fraction of recent U.S. house price appreciation and
subsequent mortgage defaults. Additionally, whether the US Federal Reserve’s $1 Trillion (and growing) in
financial backing was the best strategy, will be analyzed. Students will finally investigate the impact of moral
hazard on behalf of originators selling mortgages.
FINA 695E
SEMINAR IN MERGERS AND ACQUISITIONS
Merger and acquisition activity is evaluated from the perspective of finance. Basic financial theory, agency
theory and empirical evidence provides the tools to critically examine such issues as deal valuation; acquisition
strategies; bidding strategies; defensive strategies; financing strategies; the legal and political environment;
corporate governance. In addition, going private transactions such as leverage buyouts and management
buyouts will also be considered.
FINA 695F
FINANCIAL MARKETS AND TRADING
The objective of this course is to provide participants with a practical framework for constructing sound
investment processes, identifying tactical and structural market opportunities, and managing directional and
relative positions. Topics covered include market microstructure, fundamental and technical analyses, trading
systems, money and risk management, and trading strategies using equities, futures and options. To bridge
the gap between theory and practice, the formal lectures are accompanied by a combination of topic
workshops, software training and supervised paper-trading. The learning method also includes a group hedge
fund strategy project, which provides participants with the opportunity to assume responsibilities of managing
and pitching a sizable portfolio, gain knowledge about popular hedge fund strategies and trade a wide range of
marketable securities. Leading buy-side and sell-side professionals are invited to share experiences and
discuss current investment themes.
FINA 695G
GLOBAL ECONOMIC ISSUES
The objective of this course is to provide students with awareness, deeper understanding, and sensitivity of
global issues that may influence our world as well as business environment over the next decade or two. A
better and more descriptive title for this course would be “what you should grasp about the economics of
global issues if you want to be a successful business leader in the future.” We will discuss some of the
economic challenges and problems that the global community faces at the present time order to understand
why these issues and problems are important, who is affected by these problems, alternatives to address
them, and why a business manager should be aware of, and involved in, the discussion of these issues.
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FINA 695H
CANADIAN PERSPECTIVE ON GLOBAL BANKING
Students will learn and understand the issues facing Financial Institutions today. The first part of the course
will explore the notion of “Canada without banks…” Following successive acts of deregulation, Canadian banks
are a model of the “Universal Banking Model” that integrates what was formerly known as the 4 pillars of
Financial Institutions: Banking, Trust Activities, Insurance and Investment Banking. Canada, alongside other
nations with a universal banking model, doesn’t have banks operating in its jurisdictions per se. It has instead,
complex organizations facing unique risks and opportunities. Students will have a solid understanding after the
1st part of the course, of the most critical issues affecting Canadian FI’s.
We then travel around the world, with emphasize on China, Mexico, Japan, Latin America and the United States
(perhaps a pit stop in Russia if time permits) to explore the issues affecting FI’s in these countries. While we
will continue to emphasize the management and risks affecting FI’s internationally, we will also come to learn
about the socio-economic, political and cultural impacts on these organizations doing business on
multinational fronts. Case studies figure prominently.
FINA 695I
INVESTOR RELATIONS
Getting your message across to investors and analysts, while staying out of trouble with regulators and
profiting from effective financial and business media coverage. This course will help students reach out to
industries and\or sectors of their personal career interest. Guest speakers will be from industry and the
marketplace. Term papers will require field work with them, or those in similar positions and their colleagues.
Every MBA student worth their salt is planning for the day when their IPO or option’s offer shapes their
schedule. This course explains how and why the market reacts to the news that will make or break that IPO or
options deal. Students might also keep in mind that the investor relations portfolio is increasingly becoming a
high profile executive office finance position.
This course focuses on the practical aspects of investor relations. The guest speakers will be those who do it.
They will be IR VPs, venture capitalists who have gone forward with an IPO, sell and buy side analysts, fund
managers, a TSX regulator and those that write for the financial media. The text: Using Investor Relations to
Maximize Equity Valuation is a thorough, up to date and concise text written by Chad Jacobs and Thomas Ryan.
They are MBAs who have dedicated their professional lives to building successful IR programs in the US and
Asia through their agency ICR. The course is given by John Graham a founding partner of Investor Relations
International based in Montreal and New York, he has been active in agency and corporate investor relations
as well as the international financial media for over twenty years.
FINA 695L
SPECIAL TOPICS – CASES IN FINANCE
This course is designed to further develop the understanding and application of analytical tools in corporate
finance and is intended to enhance students´ confidence, skills and sophistication in applying these tools to
more realistic case study problems. The case study assignments will improve your use of accounting and other
economic data to evaluate assets and corporations and to make corporate financial decisions. The course
consists of approximately 50% lectures and 50% cases. Lectures in the first half of the course will cover capital
structure, dividend/payout policy, corporate valuation, risk management and advanced M&A. Class sessions in
the second half will case work: class discussion, case presentations and rebuttals as well as summaries from
the instructor. To register for this elective, please contact Javier Lee by email at jlee@jmsb.concordia.ca.
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FINA 695M
MANAGING ASYMMETRIC INFORMATION
The asymmetry of information between the manager and owners of the modern corporation is the focus of this
course. The course examines different strategies for reducing the asymmetry from both the academic and
applied perspectives. The course will include an examination of disclosure, both voluntary and mandated; the
purpose, consequences and value of disclosure; the regulatory environment in North America and abroad and
other relevant topics; through both academic research and current cases. Students will be assessed on the
basis of class participation, one individual assignment and one group project. To register for this elective,
please contact Javier Lee by email at jlee@jmsb.concordia.ca.
FINA 695N
BEHAVIOURAL FINANCE
The tenet “Rational agents in an efficient market” does not exhaustively describe or define the behaviour of
financial markets. Behavioural Finance is observed at two levels: Individual and Corporate. The course will
expose: 1) how investor behaviour impacts the asset allocation process & portfolio returns 2) how managers or
the Board of Directors affect the wealth of shareholders as a result of biases. Course material will be chosen
so to expose common investor biases (individual) and demonstrate how this aggregation manifests itself at
large (systemic). Additionally, common business finance topics such as Capital Budgeting, Raising
Capital/Debt, Dividend Policy that are rendered less than efficient due to biases will be explored. Classes
include many behavioural exercises intended to showcase the most prominent financial biases that interfere
with “Rational” Finance.
FINA 695O
APPLIED PERFORMANCE ANALYTICS IN FINANCE
Pre-requisite: MBA 614 or permission from the professor
Nowadays, institutional investors typically combine financial diversification (many asset classes and styles)
with organizational diversification (many managers). This situation of multi-management and of
multidistribution has created a need for performance analytics that go beyond the traditional measures based
on the linear market model such as the Sharpe ratio, Treynor’s ratio and Jensen’s alpha. MBA graduates who
understand these modern performance analytics will be able to play an essential advising role with these
institutional investors. This course offers a hands-on approach, including an introduction to programming with
Matlab®. We will discuss the theory of the techniques and immediately apply them in a lab setting. At the end
of the course, the students will have developed a series of programs implementing these techniques that will
be of use in their future professional activities.
FINA 695V
VENTURE CAPITAL
Private equity is a broad term that pertains to an equity investment in an asset that is not tradable on the stock
market. This relates specifically to the way funds are raised to finance firms of all sizes and in different
industries. Private equity can also be specifically related to venture capital where the provision of funds can be
designed for growth financing, buyout, and mezzanine financing. This course will specifically focus on the
venture capital part of private equity, where the focus is on the growing Small-Medium Sized Enterprise.
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MANAGEMENT
MANA 683
ENTREPRENEURSHIP AND SMALL BUSINESS
This seminar will involve the examination of a variety of topics related to the art and science of new enterprise
development and small business management. Some of the topics to be developed include, the role of the
entrepreneur, lifestyle and entrepreneurial careers, entrepreneurial self-evaluation, writing a business plan for
a new venture, recognizing and evaluating new venture potential, securing venture capital, common problems
and pitfalls for new enterprises, etc. This course will be primarily case discussion and project oriented.
Speakers and possibly field trips will be incorporated when feasible/desirable.
MANA 691
STRATEGIES IN ACTION: CASE COMPETITION
In order to compete in the John Molson MBA International Case Competition, students must enroll in Strategies
in Action: Case Competition course offered in the fall semester of each year. This management elective, with a
maximum enrollment of ten students, is focused on simulating the strategic management decision making
process within the classroom. Through intensive case analysis and presentations, students will learn to apply
theoretical and practical ideas to real situations in a “pressure” environment. Each class will consist of three
hours of preparation time, followed by one hour of presentations, and one hour of debriefing. Student
evaluations will be based solely on these in-class exercises.
In addition, this course will be used to select participants to represent the John Molson School of Business at
the International MBA Case Competition, held in January of each year. To fulfill this objective, the students who
are selected to form the team are required to be available over the winter break in order to prepare for the
event.
Interested students should submit a copy of their resume and a letter of intent (explaining their reason for
taking the course) to Javier Lee (MB 11.127) by mid March. A try-out session consisting of a case analysis will
take place after the application deadline.
In terms of the application process, every MBA student regardless of background and time in the program is
permitted to apply for consideration. Education, academic performance, work experience and additional
background are considered. Students who are most qualified based on these criteria are selected.
MANA 695B
MANAGEMENT OF TECHNOLOGY
This course, which is designed as a general management course, examines issues affecting firms operating in
advanced technology markets. The central theme of the seminar is that these firms have specific needs and
unique operating characteristics which need to be addressed if they are to compete successfully.
The topics in this course will cover four main areas: the nature of technological change, the commercialization
of innovations, the managerial practices of advanced technology firms, and the strategic management of
technology. While this course will deal primarily with firms operating in advanced technology sectors, it will
also cover basic management of technology issues which impact on most organizations. A combination of
lectures, cases, readings and student presentations will be used to develop the key concepts of this course.
Students will be evaluated on the basis of case submissions, a term paper, a class presentation, and
contribution to class discussions.
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MANA 695C
MANAGEMENT OF CHANGE
This seminar concerns facilitating and managing change in organizations. Students will acquire an
understanding of change processes, considerable knowledge and some skills about organizational diagnosis,
action planning and consultancy. Organizational development (OD) is an applied field of behavioural science
aimed at helping managers and other organization stakeholders to better understand how the organization is
functioning. It goes an important step further, however, in that it helps the organization to effectively address
human needs in the organizational context, improve productivity, and respond to the challenge of the turbulent
environment. OD stems from a rich base of theory and offers multiple applications and techniques. Its value
goes beyond the boundaries of specific programs or functions: it integrates more traditional organizational
functions in a holistic and complementary way. Both external OD consultants and internal organizational
facilitators/change agents play important roles in using OD methods to manage organizational changes and
crises and will be examined in this seminar. Experiential learning, case analysis, and role playing will be a large
part of this seminar.
MANA 695E
INTRODUCTION TO MANAGEMENT CONSULTING
This course is designed to be an upper-level course in Management focusing on the management consulting
profession and process. The course is structured around three parallel streams and provides important
concepts and ideas for the tool-kit of the management consultant involved in analytical as well as change
implementation projects. The first stream of the course examines the consulting process, i.e. the five phases of
a consulting project from entry to termination. The second stream focuses on core consulting skills, i.e. the
skills required to succeed as a management consultant. The third stream is a real world consulting project
that students conduct in teams with a client firm in order to apply the tools and skills discussed in class in
practice. The course concludes by reflecting on the role of internal consultants and management consulting as
a career choice.
MANA 695G
SEMINAR IN GLOBAL COMPETITION AND INTERNATIONAL STRATEGIES OF MULTINATIONAL
CORPORATIONS
Globalization has created a very complex competitive landscape and a proliferation of new business
configuration for firms, particularly, multinational corporations (MNCs). What does this new business
environment really mean for managers of MNCs as they formulate and implement their strategies? How can
we effectively analyze this hyper-competitive structure of global industries and translate that analysis into
winning strategies? This course is designed to immerse you in these kinds of challenges faced by MNC
managers. It is organized around several themes such as reasons for going global; the global and local
institutional environments of MNCs; global competitiveness and local responsiveness; managing global ethics
and social responsibilities; international negotiations; global competitive advantages; international,
cooperative, and entry strategies of MNCs; international joint ventures and their management structures;
organizational design and international HRM of MNCs; and global governance and control mechanisms.
Through a combination of case discussion, readings, lectures, and role play simulations this course will
develop student’s ability to understand and pursue managerial actions that is responsive to the evolving global
business environment, and to the often-conflicting demands of multiple stakeholders such as local and
overseas employees, customers, joint venture partners, governments, and non-governmental organizations.
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MANA 695H
HUMAN RESOURCE MANAGEMENT
It is now widely recognized that in an increasingly service oriented and dynamic, complex and competitive
business environment, people are the prime source of a company’s competitive advantage. Senior human
resources managers are now key participants on a company’s strategic planning committee. This course will
provide you with the conceptual, analytical and practical tools needed to effectively recruit, motivate, develop,
reward and retain an organization’s key asset, its employees. Topics covered include job analysis, recruitment
and selection, training and development, performance management and compensation, health and safety,
employee rights and discipline, as well as labour relations and the legal framework of human resources
management. Learning is achieved through lecture/discussion, exercises and cases, videos and guest
lecturers; lectures are highly interactive. The group project will be based on a real company’s operations, thus
accentuating the need for practical and realistic solutions to its business issues.
MANA 695I
INTERNATIONAL BUSINESS LIVE CASE ANALYSIS
Prerequisite: MBA 606, MBA 607, MBA 608, MBA 609 and MBA 610
This joint course between The John Molson MBA and the University of Vermont MBA is both unique and
innovative, giving the opportunity for students from both universities to test their decision-making skills in a
context that is close to the reality of contemporary international business. In this integrative course, led by two
professors, mixed teams of John Molson MBA and UVM MBA students will apply their management knowledge
acquired in their respective programs to formulate recommendations to the senior management teams of a
Canadian and a U.S. company, both of which are facing strategic international business issues. Students will
use a strategic management framework enabling them to tackle “real live” cases based on detailed and
thorough analyses of the global environment in which the two firms operate, as well a detailed assessment of
their portfolio of organizational resources and capabilities.
The course is divided into two parts. A principal objective of this first part of the course is to enhance the
student’s ability to make strategy decision in an international business context, through class discussions and
lecture. The course will begin with two three-hours sessions on each campus, where the JMSB and University of
Vermont professor will (1) introduce the challenges faced by companies conducting business in a global
economy and (2) present the theories and techniques which the students will rely on to analyze the live case
and formulate recommendations.
The second part of the course will be modeled on The John Molson MBA International Case Competition and
will involve two two-day sessions on each campus. Joint Canadian and American teams of four members will be
formed and, two weeks before each live case competition, each team will receive a reading pack containing a
general presentation of the company and its industrial sector. On the first morning of the two-day session,
members of the senior management team of the local company studied will present to the class the
international business strategic issues that their company is facing. Further documentation may then be
distributed to the teams. The competing teams will then have until the next morning to analyze the live case,
formulate their recommendations, prepare a power point presentation, and a brief written report. Each team
will make a public presentation on the second day in front of the jury composed of the two professors, as well
as the members of the company’s senior management team. The name of the winning team will be divulged at
the end of the day.
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MANA 695L
LITIGATION MANAGEMENT
Litigation is expensive and more than just in terms of damage awards, settlement costs or attorneys’ fees.
Litigation consumes irreplaceable resources such as staff time loss of focus and harm to the public image – in
the media, among customers, industry members, stock regulators and analysts. A company may even lose the
commercial benefit of sensitive trade secrets by having to supply undertakings made in depositions or filing
evidence in affidavits. The sooner a company resolves litigation, the better for the company.
The litigation manager has to know how to inform himself/herself, when to ask questions and which questions
to ask. The course will give students a structure to ask the right questions and make informed choices and
thereby better instruct the litigation counsel to lead the company out of problems and back to business. The
course will identify key types of litigation and critical stages of each. We will flag traps where procedure may
overwhelm a company’s strategy, resources or interests. Topics would include choice of jurisdiction
(administrative tribunal, court), type of recourse (injunction, motion, trial, arbitration), discuss
retainer/engagements letters, document management software, disclosure issues raised in examinations
before trial (including undertakings, confidentially, privilege, trade secrets, intellectual property), the
preparation for trial and the use of experts. All items will be reviewed in terms of their impact on the company
in cash, time, distraction or the media.
MANA 695M
LEADERSHIP AND MOTIVATION IN ACTION
This course is designed to develop your understanding of, and skills in, leading and motivating others.
Implications for the design of incentive systems and leader development will be addressed. Classes will
integrate interactive discussions of cutting-edge readings with applications of the knowledge through hands-on
exercises, cases, and simulations.
MANA 695O
CORPORATE GOVERNANCE
Corporate governance has emerged as a global business issue in the past 5 years. The objective of this course
is to instill the knowledge and key skills necessary for graduate business students to understand the
fundamental principles of governance; to be familiar with the laws and regulations in Canada, the US and
globally, that exist to build a framework for corporate governance; and to be able to apply ethical and
governance principles to practical situations as they arise in their work experience. The first part of the course
will focus on understanding the changing roles and inter-relationships of boards, management and
stakeholders in various organizational settings. The second part of the course will develop skills in such areas
as evaluating board committees, developing effective mandates, and managing change in the governance
framework.
MANA 695P
SEMINAR IN SPECIAL TOPICS – ENTREPRENEURIAL FAMILY BUSINESS
Family businesses are the predominant form of business in the world. Almost 80% of new ventures are born as
family firms and over 65% of all Canadian firms are family firms. In these firms, family members significantly
influence the business including its creation, continuity, mode and extent of growth, and exit. This course aims
to prepare students to work effectively and professionally in and with family firms, to launch and create cross
generational wealth in family firms. Students will learn about the significance, diversity, and complexity of
family firms; develop an understanding of the distinct advantages and unique challenges of these firms; and
enhance their business skills to address issues or problems faced by these firms.
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MANA 695S
DEVELOPING INTERPERSONAL AND MANAGERIAL SKILLS
Developing Interpersonal and Managerial Skills is designed to further develop core competencies required by
MBA graduates. The course will be structured as a series of seminars. The specific competencies to be
addressed will be based upon the needs of the students and will be determined in the first session of the
course. The competencies shall draw upon the following: Team Development, Conflict Resolution, Presentation
Techniques, Time Management, Negotiations, Creative Thinking, Delegating, Coaching, Goal Setting,
Supportive Communications and Interviewing. The course builds upon the research in each of the areas
included. However, the course is designed to increase skills and competencies. It is a practical and
application oriented course and not research or theoretically focused. This is a highly experientially based
course, requiring considerable interaction and participation.
MANA 695T
GLOBAL CLIMATE CHANGE-BUSINESS OPPORTUNITIES AND THREATS
Global Climate Change is the foremost economic and social challenge facing humanity in the 21st Century.
This course examines the climate change phenomenon and the business opportunities and threats it poses.
These include opportunities in renewable energy, and clean and green technologies, as well as risks imposed
carbon accumulation, pollution and waste. It offers a new perspective for companies to operate in the
emerging carbon-constrained economies that will require businesses to move towards ecologically, socially and
economically sustainable products, services, and operations.
MANA 695U
SUSTAINABLE BUSINESS STRATEGY
This course explores how businesses can create competitive advantage through embracing issues of
environmental and social sustainability into their core business strategies. Though these issues have gained
prominence in recent years, many firms are still ill-equipped to successfully address these issues in their own
business. Thus, this course focuses on developing your understanding of the opportunities around
sustainability, and what you can do to develop sustainable action in your companies. In particular, the specific
objectives of this course include: Developing an understanding and appreciation of the complex interaction of
economic, regulatory, technological, and social factors that shape how businesses react and respond to
sustainability. Applying concepts from our readings, discussions, and cases to organizations to analyze and
improve their own actions from a sustainability perspective. Analyzing and developing effective strategies for
gaining competitive advantage through sustainable action. Developing an individual perspective on how these
issues impact as you engage in your personal and professional lives
MANA 695V
EVENT MANAGEMENT – Students who have taken GDIA/GDSA 652 cannot take this course for credit
This course will provide a basic understanding of the planning process in developing sport, arts and cultural
facilities. Studied are the major functions of resource planning, principles, terminology and standards for
facilities using the specialized techniques related to these facilities. The course will examine in detail the
central tenets or organizational and management theory and how it applies to sport, arts and cultural facilities.
This course will deal with organizational and human resource theories and their relation to these facilities.
Moreover, this course will give students a brief overview of the role that economics, financial management,
marketing and fund raising play in the continual development of skilled managers interested in sport, arts and
cultural facilities.
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MARKETING
MARK 671
CONSUMER BEHAVIOR
In this course, participants will cover the basic and critical theories and concepts from consumer behavior
(including, for example, decision making processes, motivation, etc). In addition, a large portion of the course
will be devoted to the emerging and important topic of “experience marketing”. Experience marketing is
concerned with the design and delivery of memorable and pleasurable consumer experiences. Thus, the
course will provide the basic foundations from consumer behavior and in addition will examine the marketing
of products and services where pleasure and sensory experience drive consumers’ decisions and behavior.
MARK 672
STRATEGIC MARKETING
Prerequisite: MBA 610, Co-requisite: MBA 628
Rapid changes in the economic, social, technological and global business environment make it imperative that
marketing managers develop an effective and efficient system of marketing planning that profitably capitalizes
on emerging trends and shifts in the marketplace. More than ever, organizations must adopt creative and
innovative strategies to meet the challenges of the 21st century. Developing such strategies, in a systematic
and disciplined manner, is the function of strategic marketing planning.
Strategic Marketing Planning integrates concepts and tools that students have been exposed in prerequisite
marketing and other business courses. The course focuses on strategic marketing planning as a means of
building a sustainable competitive advantage for the organization. Through the in-depth application of prior
learning, experiences and course material to strategic cases, students will have the opportunity to blend theory
and practice. Pedagogical techniques such as case and class discussions, readings, lectures and an actual
planning exercise for an existing organization will be used to help students develop an analytical approach to
strategy formulation and decision making.
MARK 691
PHARMA MARKETING
This applied seminar will focus on the current marketing issues facing global pharmaceutical companies.
Marketing to both physicians and consumers will be covered with study of both research-based and generic
firms. Regulation of pricing, advertising and intellectual property as they affect marketers will be important
topic areas. A module on ethics in the industry is also included. Specific topic areas may vary by semester as
issues of importance change in the industry.
MARK 695A
INTEGRATED MARKETING COMMUNICATIONS
The purpose of this course is to introduce students to the principles and practices of Integrated Marketing
Communications (IMC) including the strategies and tactics involved in developing and executing IMC programs.
Emphasis will be placed on the notion of aligning marketing communications tools: advertising, sales
promotion, publicity, direct marketing, sponsorship and personal selling – to provide clarity, consistency and
maximum communications impact.
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MARK 695D
SEMINAR ON EXPERIENCE MARKETING
This seminar examines strategic and operational issues related to designing and delivering pleasurable and
memorable consumer experiences. The area of experience marketing encompasses both consumer goods as
well as services. The focus will be on how organizations create experiential value for stakeholders with, as
underpinning, the process by which consumers treat experiential inputs and make decisions on the basis of
such information. Examples of topics to be covered include: consumer decision making, the nature of the
experiential value creation process, experiential branding, experiential communications, design, atmospherics,
and research for experiential marketing. Practice sessions with guest speakers will invite participants to
examine various types of consumption experiences such as foodservice experiences, museum experiences,
hotel and retail shopping experiences.
MARK 695M
SALES MANAGEMENT AND PERSONAL SELLING
The objective of this course is to provide the student with a thorough understanding of current sales
management practices, as well as personal selling as it applies to the evaluation and training of salespeople.
Conceptual frameworks, practical applications through cases, role playing exercises, and the current readings
from business journals such as HBR, MIT/Sloan Management Review, Sales and Marketing Management and
The American Salesman will be used to enhance student learning. Hands-on learning will be emphasized
through the use of “SimSell” (2003), a computer simulation designed to create a real-life sales management
experience. When appropriate, guest speakers will be invited to discuss issues of interest to the class.
Key topics will be as follows: the personal selling process; organizing, staffing and training sales people;
directing sales force operations; sales planning; and the evaluation of sales performance.
MARK 695R
RELATIONSHIP MARKETING
This course will focus on the theory and practice of relationship marketing, a strategy particularly pertinent in
the new knowledge-based service economy. Relationship marketing applies concepts from the field of services
marketing and management, and permits the firm to protect its customer base by continuously creating
customer-perceived value over time. The positive economic consequences of relationship marketing result in:
increased customer retention and decreased defection; more customer referrals and less negative word-of
mouth; more and premium priced purchases over-time; lower marketing costs of maintaining rather than
attracting new clients; and the invaluable knowledge obtained from the close customer relationship.
Establishing mutually beneficial relationships involves giving promises, and enhancing them requires a new set
of promises predicated on the existence of trust developed within the relationship. This results in the firm
obtaining a sustainable competitive advantage and increased revenues over time.
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Academic Calendar 2010-2011
Summer Term 2010 - Registration - Wednesday March 17
Monday, May 3 First term Summer session begins

Monday, May 10 DNE deadline for first term Summer session courses
ADD deadline for first term Summer session courses
Monday, May 24 Victoria Day, University closed
Monday, May 31 DISC deadline for first-term Summer session courses
Tuesday, June 15 Last day to apply for re-evaluation of courses ending in April 2010
Wednesday, June 16 Last day of classes for first term Summer session
Thursday, June 17 Final exam period for Summer I begins
Wednesday, June 23 Final exam period for Summer I ends
Tuesday, June 22 Spring Convocation, John Molson School of Business
Thursday, June 24 Fête Nationale, University closed
Monday, June 28 Classes begin second term Summer session
Thursday, July 1 Canada Day, University closed
Monday, July 5 DNE deadline for second-term Summer session courses
ADD deadline for second-term Summer session courses
Thursday, July 15 Last day for students to apply for Fall Convocation
Tuesday, July 27 DISC deadline for second-term Summer session courses
Thursday, August 12 Last day of classes for two term and second term Summer session
Friday, August 13, Final exam period for Summer II begins
Thursday, August 19 Final exam period for Summer II ends
Fall Term 2010 - Registration - Wednesday March 31
Monday, September 6 Labour Day, University closed

Tuesday, September 7 Classes begin
Opt-out period for GSA Health Insurance fee (Sept. 7 to Sept. 21)
Wednesday, September 15 Final submission date of theses (including all required modifications)
for students who have applied for Fall Convocation
Monday, September 20 DNE deadline for withdrawal from Fall 2010 (/2 courses)
ADD deadline for Fall 2010 courses (/2 courses)
Friday, October 1 Last day to apply for re-evaluation of courses ending in August 2010
Monday, October 11 Thanksgiving Day, University closed
Sunday, October 31 DISC deadline for withdrawal from Fall 2010 courses (/2 DISC)
TBA Fall Convocation
Monday, December 6 Last day of classes, Fall term courses
Tuesday, December 7 Make‑up day for classes scheduled on Monday, October 11
Wednesday, December 8 Final Exam Period begins
Tuesday, December 21 Final Term Exam Period ends
41
Winter Term 2011 - Registration - Wednesday March 31
Monday, January 3 Classes begin for Winter term courses

Opt-out period for GSA Health Insurance fee (Jan. 3 to Jan. 17)
TBA 30th Annual John Molson International MBA Case Competition
Saturday, January 15 Last day for students to apply for Spring Convocation
Sunday, January 16 DNE deadline for withdrawal from Winter 2011 (/4 courses)
ADD deadline for Winter 2011 courses (/4 courses)
Tuesday, February 1 Last day to apply for re-evaluation of courses ending in December 2010
Monday, February 21 Mid-term break begins
Friday, February 25 Mid-term break ends
President’s Holiday, University closed
Saturday, March 5 DISC deadline for withdrawal from Winter 2011 (/4 courses)
Saturday, April 9 Last day of classes, Winter term
Monday, April 11 Final Exam Period begins
Friday, April 22 University Closed
Saturday, April 23 University closed
Sunday, April 24 University closed
Monday, April 25 University Closed
Saturday, April 30 Final Exam Period ends
42
Summer 2010 Class Schedule
MBA Program
Summer ‐ Session I
May 3 ‐ June 16, 2010
Monday Tuesday Wednesday Thursday Saturday
MBA 618/1 AA MBA 618/1 AA
08:45‐11:30 MB‐5.275 MB‐5.275
B. SOMERS B. SOMERS

11:45‐14:30
MBA 609/1 AA MBA 615/1 AA MBA 609/1 AA MBA 615/1 AA

H 629 H‐605 H 629 H‐605
J. SACKSNER P. CABREJO J. SACKSNER P. CABREJO

17:45‐20:15 H‐631 H 613 H‐631 H 613
R. CAMPBELL H. CAMPBELL R. CAMPBELL H. CAMPBELL
FINA 683/1 AA MARK 695A/1 AA FINA 683/1 AA MARK 695A/1 AA

MB 3.435 MB‐3.435 MB 3.435 MB‐3.435
E. WONG H. SIMPKINS E. WONG H. SIMPKINS
Summer ‐ Session II
June 28 ‐ August 12, 2010
Monday Tuesday Wednesday Thursday Saturday
08:45‐11:30

MBA 616/1 CA MBA 616/1 CA

14:45‐17:30 MB 6.240 MB 6.240
M. SHARMA M. SHARMA
MBA 614/1 CA MBA 610/1 CA MBA 614/1 CA MBA 610/1 CA

MB 6.240 MB 2.435 MB 6.240 MB 2.435
W. ELALI B.BARBIERI W. ELALI B.BARBIERI
MBA 691/1 CA MBA 625/1 CA MBA 691/1 CA MBA 625/1 CA
17:45‐20:15 MB 2.435 MB 6.240 MB 2.435 MB 6.240
P. VOGOPOULOS H. CAMPBELL P. VOGOPOULOS H. CAMPBELL
MANA 695O/1 CA FINA 695O/1 CA MANA 695O/1 CA FINA 695O/1 CA
MB 2.445 MB 2.445 MB 2.445 MB‐ 2.445
J. RIVEN L.. CHARBONNEAU J. RIVEN L.. CHARBONNEAU
Summer
May 3 to August 12, 2010
MANA 695T/1 BA
On‐line
P. SHRIVISATAVA
updated May 5th, 2010
Concordia University schedules can be found at http://regsis.concordia.ca/class_schedule/ww701.html?referID=cs_tab_li
43
Fall 2010 Class Schedule
MBA Program
FALL 2010: September 7 ‐ December 6, 2010
Monday Tuesday Wednesday Thursday Friday Sunday
FINA 695N/2 A DESC 695P/2 A FINA 695N/2 A DESC 695P/2 A
07:00‐08:30 MB 6.240 MB 6.240 MB 6.240 MB 6.240
R. Atanasiadis M. Rossin R. Atanasiadis M. Rossin
MBA 606/2 A MBA 608/2 A MBA 691/2 A

MB 6.240 MB 6.240 MB 6.240
A. Hochstein D. Morin T. Field
08:45‐11:30
MBA 615/2 A
MB 6.260 9:00‐11:45
G. Blanchard
FINA 695V/2 A
MBA 609/2 A MBA 625/2 A MBA 610/2 A MBA 607/2 A MB 6.240
MB 6.240 MB 6.240 MB 6.240 MB 6.240 K. Soufani
S. Appelbaum M. Carney B. Barbieri M. Sellors
11:45‐14:30
DESC 664/2 A MANA 695E/2 A
MB 6.260 MB 6.260
G. Kersten U. Wassmer
ACCO 691/2 A MANA 683/2 A MBA 614/2 A

MB‐ S2.105 MB 6.240 MB 6.240
M. Magnan A.B. Ibrahim E. Wong
14:45‐17:30
MBA 622/2 B
MB 6.260
M. Carney
MBA 607/2 BB MBA 608/2 BB MBA 607/2 AA MBA 606/2 AA MBA 610/2 BB

MB 6.260 MB 4.206 MB 6.240 MB 6.240 MB‐ 2.435
T. Kopczynski D. Doreen H. Syed J. Slater B. Delorme

H‐ 439 MB 6.240 MB 6.260 MB 6.260
D. Doreen S. Appelbaum S. Goyal B. Somers
MBA 622/2 AA MBA 628/2 AA FINA 695F/2 AA FINA 685/2 AA

17:45‐20:15 MB 6.240 FG‐ B080 MB 12.254 MB‐ S2.115
U. Wassmer T. Kopczynski M. Gerov L. Shanker
MANA 695H/2 DESC 695S/2
MANA 695U/2 AA
AA AA
MB‐ S2.210
MB‐ 2.435 MB‐ S2.135
R. Paquin
A. Dresner K. Dzieciolowski
MARK 695D/2 MANA 691/2 AA
AA Dickson Jay

MB 6.260 MB‐ S2.401
J. Le Bel *17:45 ‐ 22:45 *
MANA 695T/2 X
On‐line
P. Shrivastava
updated September 3rd, 2010
44
Winter 2011 Class Schedule

MBA Program
WINTER 2011: January 3 ‐ April 9, 2011
Monday Tuesday Wednesday Thursday Saturday Sunday
FINA 691/4 A FINA 691/4 A
07:00‐08:30 MB 6.240 MB 6.240
J. Mannadiar J. Mannadiar
MBA 608/4 B MBA 618/4 A MBA 607/4 B MBA 606/4 B
08:45‐11:30 MB 6.240 MB 6.240 MB 6.240 MB 6.240
D. Morin A. Hochstein C. Cho J. Slater
10:00‐12:45
MBA 616/4 A MBA 615/4 B MBA 614/4 B MBA 610/4 B
MB 6.240 MB 6.240 MB 6.240 MB 6.240 MANA 695G/4 A
S. Goyal TBA A. Ahmad J. Le Bel MB 6.240
11:45‐14:30 M. Farashahi
FINA 695E/4 A MBA 625/4 B MANA 695S/4 A
MB 6.260 MB 6.260 MB 6.260
S. Betton TBA R. Oppenheimer
MANA 695B/4 A MBA 609/4 B MBA 628/4 A FINA 663/4 B

MB 6.240 MB 6.240 MB 6.240 MB 6.240
W. Taylor S. Appelbaum E. Boulianne H. Bhabra
14:45‐17:30
MBA 622/4 A
MB 6.260
U. Wassmer
MBA 610/4 AA MBA 608/4 CC MBA 606/4 BB MBA 607/4 CC

MB 6.260 MB 6.240 MB 6.240 MB 6.240
J. Le Bel D. Doreen J. Riley T. Kopczynski
MBA 625/4 AA MBA 615/4 BB MBA 616/4 BB MBA 614/4 BB

MB 6.240 MB 6.260 MB 6.260 MB 6.260
H. Campbell TBA S. Goyal I. Rakita
DESC 695F/4 AA DESC 695D/4 AA MBA 618/4 BB MBA 691/4 AA

17:45‐20:15 MB‐ S2.465 MB‐ S2.105 H ‐ 621 H ‐ 621
D. Kira K. Dzieciolowski B. Somers T. Field
MANA 695C/4 AA FINA 683/4 AA MANA 695P/4 AA

MB‐ S2.285 H‐ 611 MB‐ S2.285
S. Appelbaum E. Wong P. Sharma
MARK 671/4 AA
H 623
G.Saad
updated July 14th, 2010
45
M.Sc. Course Descriptions
MSCA 601
FINANCIAL ECONOMICS
The course covers aspects of microeconomics and financial economics, including analysis of consumer
behaviour and demand; general equilibrium and welfare; investment decisions under certainty; utility theory;
time-state preference; and portfolio theory and capital market equilibrium. The course also introduces
behavioural approaches alongside the neoclassical and explores how the two coexist.
MSCA 602
APPLIED LINEAR STATISTICAL MODELS
Various Linear Model topics in statistical analysis applied to business and economic problems will be reviewed.
This will include design of experiments, analysis of variance, multiple regression, model building, multi-
collinearity influential observations, variable selection techniques, ANOVA models with random effects, analysis
of covariance etc. Case studies illustrating the different areas of application will be used.
MSCA 603
ADMINISTRATIVE THEORY
This course will review the important developments in administrative and behavioural thinking and focus on
the work of management scholars who have made significant contributions to the practice of management.
The course will span the various levels of organization analysis (individual, group, organization and
environment) and a variety of perspectives on organizational behaviour, organizational theory and
administrative thought. Students are expected to understand and be able to critically assess the impact of
concepts, theories, and scholarly contributions of material covered.
MSCA 604
MANAGERIAL ECONOMICS
This course begins with a rigorous review of microeconomic theory including analysis of consumer behavior
and demand, the theory of production and supply, optimal price and output determination by firms, and the
concept of market equilibrium. Within this frame-work the course will examine specific finance theory issues
clarified by microeconomic theory.
MSCA 611
RESEARCH METHODOLOGY - FINANCE
This seminar is intended to prepare students to conduct econometric analysis in financial research. The
material builds on the topics covered in the core course MSCA 602 (Applied Linear Statistical Models) and
continues to provide an in-depth understanding of the advanced econometric techniques in finance. Topics
covered include: maximum likelihood estimation, autoregressive estimation techniques, generalized least
square procedures, simultaneous equation systems, non-linear estimation techniques, limited dependant
variables, and qualitative response model. In addition, the course provides an introduction to the use and the
development of stochastic modeling in finance.
MSCA 612
RESEARCH METHODOLOGY – MANAGEMENT
This course will provide students with the basic tools needed to conduct systematic research in organizations.
The emphasis will be on how scientific research principles can be used to identify and understand
organizational problems and guide corrective action. The course will provide a general understanding of
psychometric theory and measurement including internal validity, external validity, reliability, and questionnaire
and interview design. Applied research methodologies including experiments, quasi-experiments, surveys, and
program evaluation will be covered. Various qualitative research methods (e.g., case analysis) will also be
addressed.
MSCA 613
46
RESEARCH METHODOLOGY - MARKETING
The objective of this course is to provide a basic understanding of the research process and a knowledge of
the methods which will be required in the design and execution of scientific research projects to answer
business problems. The 0course will help the students to develop the skills needed to assess the feasibility
and potential contribution of proposed studies, and critically evaluate the results of research projects reported
by others. The focus of the course is research methodology rather than specific substantive issues in
marketing. However, the applications of the relevant research methods will be reviewed through discussions of
exemplary articles published in the leading marketing journals. The specific research methods covered and the
relative emphasis each method gets will vary from one year to another to reflect the current research trends in
marketing. Some of the cornerstone topics of this course will be theory construction, measurement, reliability
and validity issues, overview of different data collection methods from respondents, and internal and external
validity issues in experimental design in social sciences.
MSCA 621
INVESTMENT THEORY
This seminar deals with the market for financial assets, market efficiency and the valuation of financial assets.
The seminar begins with a discussion of various financial assets and their institutional trading arrangements,
and then continues with a theoretical development of market efficiency and testing methodologies. Various
market anomalies will be identified as the empirical evidence on whether or not various types of information
are fully reflected. The seminar concludes with the theory and empirical evidence on various asset-pricing
paradigms. These include the Capital Asset Pricing Model (CAPM) and the Arbitrage Pricing Model (APM) for
equities, the Option pricing Model (OPM) for derivative securities, and the single factor duration model for
fixed-income securities.
MSCA 622
INVESTMENT MANAGEMENT
This seminar covers the various aspects of investment analysis and management such as selection, revision
and measurement in both a domestic and global environment. The seminar begins with a discussion of asset
allocation systems and the merits of passive and active dynamic investment strategies in the absence and
presence of market imperfections such as informational inefficiencies, taxes and transaction costs.
Techniques for "stock picking", "market timing", portfolio insurance, program trading, bond swaps, (contingent)
immunization, among others, will be discussed. The seminar ends with the measurement of investment
performance and the management of particular types of investment portfolios. Normally, the Seminar in
Investment Theory (MSCA 621) will be taken concurrently with, or prior to, this seminar.
MSCA 623
FINANCIAL THEORY AND CORPORATE POLICY
This seminar applies the theory of decision making under uncertainty to evaluate the firm's financial and real
policies. It offers a rigorous review of the modern theoretical and empirical literature on the valuation of the
firm's securities and their special features, the relevance of the firm's financing choices and dividend policies,
corporate mergers and acquisition activities, and the determination of the firm's cost of capital. More
specifically, the analyses are conducted in an equilibrium setting where the impact of imperfections such as
taxes, bankruptcy costs, informational asymmetries, and agency problems is analyzed for corporate decisions.
MSCA 625
OPTIONS AND FUTURES
Theoretical and empirical issues on the valuation and the financial use of options and futures are studied in
this seminar. The seminar begins with an introduction of the options and futures markets and proceeds with
the developments of pricing models for evaluating these securities. Several different types of options and
futures contracts (such as stock index options, options on debt instruments and currencies, interest rate and
stock index futures) are introduced and strategies for using them for arbitrage, hedging, and speculative
purposes are discussed.
MSCA 642
47
EMPLOYEE DEVELOPMENT
This seminar will provide the theory, concepts, and techniques necessary for the effective long-term
development of employees. Areas covered include: training (needs analysis, program design, delivery,
administration and evaluation), employee career development, organizational socialization and entry practices,
career paths, strategic responses to technological change and employee obsolescence, downsizing, relocation,
and retirement.
MSCA 643
MOTIVATION, EVALUATION, COMPENSATION AND REWARDS
This course reviews critical elements that influence worker motivation, including job design, management and
compensation. Major motivation theories will be reviewed and evaluated. Current compensation and
performance appraisal systems will be assessed. Students will learn to critically assess motivation theories
and practices, as well as the research methods used in this field.
MSCA 645
ORGANIZATIONAL THEORY & DESIGN
This course is a research-oriented seminar, in which we will explore a number of different theoretical
perspectives on organizations and organizational environments. The primary aim of the seminar is to introduce
students to an understanding of how organizational scholars have conceptualized and studied organizations as
social systems and how these social systems interact with and are embedded in the context of an external
environment. Particular attention is given to how organizations can be understood, both internally and in
relation to the environment, as social structures composed of relationships, inter-dependencies, and social-
cultural institutions. At the end of the seminar, students would have acquired a sophisticated understanding of
the social and social cognitive context through which behaviour by people in organizations is both facilitated
and constrained.
MSCA 647
STRATEGIC MANAGEMENT
The course objectives are to provide students with an understanding of the field of strategic management and
the strategic management research. To accomplish these goals, the course will cover the fundamental
Concepts of strategic management, and will examine relevant academic literature. Rather than utilizing
traditional case studies, students will form groups and will develop their own strategic case study of an
organization.
MSCA 652R
ESSENTIALS OF ENTREPRENEURSHIP
This overview seminar course in Entrepreneurship is aimed to expose students to the fundamentals of
entrepreneurial success in a large spectrum of organizational contexts including small new ventures, existing
small ventures, franchise operations, family firms, multinationals and voluntary organizations, in private-held
and publicly traded, profit and not-for profit sectors. Questions such as: What is entrepreneurship? How does it
influence the longevity and success of firms? What factors lead to success of entrepreneurial ventures? How
individuals can nurture and exploit their entrepreneurial spirit in different contexts are examined. By the end of
the course, each student will develop a case study of a private or public firm in for- or not-for profit sector,
aimed for publication in a peer reviewed journal. Students will start with exercises aimed to understand the
current internal and external context of a firm and its historical development. This understanding is used to
diagnose the extent of entrepreneurial orientation of the selected firm. The case culminates with
recommendations to further enhance the entrepreneurial orientation of the firm to enable and sustain its
success.
MSCA 665
MARKETING COMMUNICATIONS
This main objective of this research seminar is to understand the communication process between a company
and its markets or other publics. In particular, the focus will be on how specific theories and theoretical
frameworks can be used to answer specific questions related to marketing communications. Selected theories,
findings, hypotheses and techniques from several disciplines, such as social psychology, sociology,
48
anthropology, political science and marketing, are studied and evaluated in the context of developing the
marketing communications program. More emphasis is given to mass communications than to personal
communications
MSCA 668
NEW PRODUCT INNOVATION AND MARKETING
This seminar acquaints students with well-known approaches to managerial decision-making and research in
the area of Product Innovation and New Product Marketing. Analytical approaches presented in recent
publications, combined with some important “classics”, will be stressed. The course focuses primarily on new
product development/marketing and attempts to cover a variety of topics, strategies, phases and analytical
approaches relevant to this subject area.
MSCA 672G
SEGMENTATION AND POSITIONING IN MARKETING
Segmentation and positioning are two of the most critical strategic choices in marketing. This course focuses
on some statistical models that are used often by researchers in segmentation and positioning. Collectively,
these tools aim to (1) understand the nature of consumer perceptions and preferences and (2) examine if they
are homogeneous across groups of buyers. The models to be covered include factor analysis, deterministic and
probabilistic multidimensional scaling, correspondence analysis, internal and external analysis of preferences,
conjoint analysis and various types of cluster analysis. In addition to providing an understanding of the
statistical foundations of these popular models in marketing research, the course will expose the students to
"hands-on" data analysis through assignments that require the use of statistical software such as BMDP, SPSS,
SAS, and other software shared by researchers and academicians.
MSCA 683
SEMINAR IN MULTIVARIATE DATA ANALYSIS
The course attempts to address issues arising from handling multi-dimensional measurements in both
business research and applications. Since a wide range of statistical methods are available for tackling
different types of multivariate problems, a careful selection of such tools is made to cover those that are most
commonly used in practice. These include methods of dimensionality reduction to better visualize and
understand complex data, structured approaches in studying inter-relationships between the measured
variables, analysis of dependency and different classification techniques for the analyses of business
problems. The course emphasizes the understanding of the intuition and rationale behind each method
introduced, as opposed to a more mathematical approach usually taken in a classical multivariate analysis
course. Consequently, discussion of probabilistic distributional theory will be kept to a minimum. The
mathematical aspect of a method will be discussed only if it helps the understanding of the purpose and
application of the method. Examples from various disciplines will be employed to illustrate different
techniques. While statistical computation is an integral part of implementing the introduced techniques, focus
is on statistical ideas rather than details of calculation, though the course makes extensive use of computer
output
49
JMSB GRADUATE PROGRAMS CONTACT DIRECTORY
Name Title Contact Information

Masters and Graduate Diploma Programs
Email: ahoch@jmsb.concordia.ca
Associate Dean
Dr. Alan Hochstein Graduate Programs
Phone: (514) 848-2424 ext. 2729
Office: MB 11.125
Email: jlee@jmsb.concordia.ca
Assistant Director
Javier Lee MBA and Graduate Programs
Phone: (514) 848 2424 ext. 2714
Office: MB 11.127
Email: adurant@jmsb.concordia.ca
Ayanna Durant Graduate Programs Assistant Phone: (514) 848 2424 ext. 2708
Office: MB 11.122
Email: gradprograms@jmsb.concordia.ca
Departmental Assistant, Graduate
Arthur Kazakian Programs
Phone: (514) 848 2424 ext. 2727
Office: MB 11.115
Graduate Admissions
Email: cynthia@jmsb.concordia.ca
Manager, Graduate Admissions &
Cynthia Law Enrolment
Phone: (514) 848 2424 ext. 2707
Office: MB11.117
Email: lea@jmsb.concordia.ca
Lea Mirabilia Admissions Officer Phone: (514) 848 2424 ext. 2717
Office: MB 11.106
Email: donroma@jmsb.concordia.ca
Admissions Coordinator, Graduate
Donna Romanini Programs
Phone: (514) 848-2424 ext. 2718
Office: MB.11.129
Email: tsara@jmsb.concordia.ca
Admissions Coordinator, Graduate
Theresa Wadey Programs
Phone: (514) 848-2424 ext. 2744
Office: MB 11.130
M.Sc. & Ph.D. Programs

Email: bhabra@jmsb.concordia.ca
Associate Dean
Harjeet Bhabra Research and Research Programs
Phone: (514) 848-2424 ext. 2909
Office: MB 11.333
Email: kfada@jmsb.concordia.ca
Karen Fada Program Assistant Phone: (514) 848-2424 ext. 4149
Office: MB 11.331
Career Management Services

Email: ghughes@jmsb.concordia.ca
Director
Gerry Hughes Career Management Services
Phone: (514) 848-2424 ext. 4246
Office: MB 04.305
Email: bmenard@jmsb.concordia.ca
Graduate Career Advisor
Bob Menard Career Management Services
Phone: (514) 848-2424 ext. 2893
Office: MB 04.305
Institute for Cooperative Education

Email: alex.bottausci@concordia.ca
MBA Coordinator
Alex Bottausci Institute for Cooperative Education
Phone: (514) 848-2424 ext. 3953
Office: BE 341-15
50

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TABLE OF CONTENTS

JOHN MOLSON MBA PROGRAM STRUCTURE 3

REGISTRATION POLICIES & PROCEDURES 5

GRADING SYSTEM FOR GRADUATE PROGRAMS 11

MBA PROGRAM REGULATIONS AND POLICIES 12

FIRSTCLASS EMAIL AND INTRANET 16

COUNSELLING AND DEVELOPMENT 20

BEYOND THE CLASSROOM 20

ACADEMIC CALENDAR 2010-2011 41

JMSB GRADUATE PROGRAMS CONTACT DIRECTORY 50

• John Molson MBA

Courses in the John Molson MBA Program

MBA 606 Managerial Economics 3 credits

Accelerated MBA (4 core courses are removed) 27 credits

Part II: Electives

Option A Course Work

Option B Business Research Paper

Option C Practicum Project

Total for Part I and II: Regular MBA 57 credits

Accelerated MBA 45 credits

Register through your myConcordia portal

To Access Registration Site

For security reasons please keep your password confidential

Course Change Deadlines

2010 Summer Term I (May 3 – June 16)

2010 Summer Term II (June 28 – August 12)

2010 Fall Term September 7 – December 6

2011 Winter Term January 3 –April 9

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

Students Who Have Been Granted a “Leave of Absence”

2. Projected timetable for completion of the MBA degree requirements

• Your class schedule • Your personal booklist • Student record

How do I find help in using the Portal?

Independent Graduate Students

Electives Taken Outside the John Molson MBA Program

Application deadlines: Fall work term February 15th

For more information on the Co-operative Option contact

• Completed 24 credits (core courses should be completed at JMSB)

• Fill out application forms available at www.international.concordia.ca

For further information, please contact

Olivier Fortin Christine Archer

Forms are available from:

Student Service Centre

Please submit this form to the above address or mail it to:

For more information about convocation visit

GRADING SYSTEM FOR GRADUATE PROGRAMS

Student Request Procedures

Time-Limit Extension Fee

Course Load Full time Students

Course Load Part time Students

Conditional and Failed Standing

Student Identification Card

Birks Student Service Centre

• Full-time students are charged a fixed rate for 6 terms

Health and Dental Plan

Going online at: http://aseq.com

E-mail sent via FirstClass is the main mode of communication

Where do I get the First Class Client Software?

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

What if I have problems?

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

Call the help-line at 848-2424 ext. 7613. Leave a detailed message,