SEM - Strategy, Entrepreneurship and Management

Offered By:
Faculty of Business

Below are the courses available from the SEM code. Select a course to view the available classes, additional class notes, and class times.

★ 3 (fi 6)(EITHER, 3-0-0)

Provides an understanding of the behavior of individuals and groups within the context of the business organization. Topics covered include organizational structure, culture, individual differences, personality, motivation, leadership, groups, decision making, power, politics, conflict, careers, stress, and organizational change. Not to be taken by students with credit in SEM 101, 201, 301 or 310. Not for credit in the Bachelor of Commerce program.

★ 3 (fi 6)(EITHER, 3-0-0)

Provides an understanding of the behavior of individuals in organizations. Draws from psychology, sociology, organization theory and covers topics such as personality, motivation, leadership, communication, conflict, and group dynamics. Prerequisite: Not open to students in the Faculty of Business. Open only to students from other faculties where the course is a requirement. Not to be taken by students with credit in SEM 200, 201 or 310.

★ 3 (fi 6)(EITHER, 1.5-1.5S-0)

Introduces students to the fundamentals of human resource management, strategy and organizational theory, and entrepreneurship/innovation. Topics include: motivating employees, designing jobs, staffing, ethics and decision making, leadership and managing teams; developing and implementing an organization's strategy, structure, control systems, and change initiatives; and identifying and evaluating opportunities, launching and growing a business, establishing networks and legitimacy. Pre-requisite *3 junior level English. Open only to students in the Faculty of Business. Not to be taken by students with credit in SEM 200 or 301.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is a general overview of human resource management issues in organizations. It focuses on reward systems, the design of work, legal issues, union-management relationships, staffing, and training and development. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

Explores why organizations such as McDonalds, Northern Telecom, Bennetton, Wal-Mart and the University of Alberta use different patterns of organization. Examines the political and behavioral dynamics of management decision making. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

Students who have taken introductory courses in the area will study in greater depth and detail theories of how people work in organizations. These include theories of motivation, leadership, communication, decision making, groups, conflict, change, and others selected by the instructor to cover new ways of thinking about people and organizations. Lecture, case study, and group work will normally be used. Prerequisite: SEM 201, 301 or 310.

★ 3 (fi 6)(EITHER, 3-0-0)

This is an interdisciplinary course for students interested in developing an idea for a new product or service into a market reality and an investable story. This course is about developing the analytical and conceptual skills required to assess the potential for a new venture. Working on a team composed of students from across different faculties, students will generate an idea, use business modeling techniques to flesh out that idea and define a venture opportunity, move through the customer research and development process in order to assess how to improve their new venture concept, and pitch their idea. Topics covered in this course will include: idea generation, business-model development, market definition, customer discovery, competitive analysis, and resource development. Open to students in any Faculty with the consent of the Department. Not open to students in first year.

Starting: 2022-09-01 SEM 330 - Exploring Innovation and Entrepreneurship

★ 3 (fi 6)(EITHER, 3-0-0)

This is an interdisciplinary, introductory online course for students interested in understanding innovation and entrepreneurial processes. The course focuses on how people, ideas, resources can be brought together to generate economic, social or cultural impact and change. Topics include entrepreneurial processes, barriers to new venture creation, how to navigate entrepreneurial ecosystems, and social and communicative skills required for resource acquisition. Through approaching entrepreneurial practice with multiple lenses, we will enhance the notion that creativity and innovation can be applied across many spheres of life - including in academic research, nonprofits, government, big companies, and small start-ups. Open to students in any Faculty. Not open to students in first year.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is the integrative, interdisciplinary capstone projects course for the innovation and entrepreneurship certificate. Students will develop, individually or in a team, an innovation and/or an entrepreneurial organization or venture that addresses an economic, social or cultural issue or problem. The course will integrate learnings across each student's innovation and entrepreneurship journey, and will be supported by the University innovation entrepreneurship centers (e.g., eHUB, ICE, the SIC). The course will include experienced innovators and entrepreneurs as guest speakers. Open to students in any Faculty. Not open to students in first year. Prerequisite: Completion of one core and two elective innovation and entrepreneurship courses.

★ 3 (fi 6)(EITHER, 3-0-0)

This course offers a practical introduction for students interested in the increasingly popular phenomenon of social entrepreneurship. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, introducing students to the range of business models used to pursue both social and financial objectives. It presents and details the challenges facing social entrepreneurs and reviews strategies for recognizing social opportunities, developing a strategic plan, funding social ventures, and measuring social impact. Open to degree students in any Faculty. Not open to students in first year. Not to be taken by students with credit in SEM 445.

★ 3 (fi 6)(EITHER, 3-0-0)

The purpose of this course is to increase understanding of leadership roles and skill in exercising those roles. These include team building, mentoring, managing conflict, delegating, managing participative decision making, creative problem solving, and time and stress management. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course provides an understanding of interpersonal (or face-to-face) communication process and presents opportunities for personal skill development. Students should expect to engage in role play and to receive feedback on their personal style of communication. Topics include team communication, supervisory-subordinate relationships, influence and persuasion, conflict management, and performance appraisal. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines the ways in which gender, personal characteristics and organizational practices interact in influencing women's and men's experiences in work settings. Among the issues discussed are gender differences in career motivation and commitment, leadership skills and ability, and conflicts between professional and personal responsibilities. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course assists students in developing and refining their personal ethical frameworks by examining issues commonly facing members of business and government organizations. A wide range of issues will be explored including discrimination, product and worker safety, environmental impacts, insider trading, and employee privacy and rights. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

Modern organizations are increasingly seeing their ability to succeed as tied to their ability to better utilize human potential for innovation and creativity, primarily through the increased use of teams and small groups. Teamwork skills are required with increasing frequency, and the ability to build high performing teams is a key management competency. This includes work teams, project teams, and virtual teams. This course will focus on the factors required to transform a group of people into a high performing team. The course will integrate theory and practical skills. Students will learn how to identify healthy and unhealthy team dynamics, and explore team development activities and interventions to improve team performance. Course topics will include: effective team communication, team building, leadership and social influence, decision making processes in teams, conflict management, motivating and teams, virtual teams, and group processes. Students will be encouraged to demonstrate practical skills as well as academic learning. Students should be prepared to contribute to role plays, case studies, class presentations, virtual group experiences, and personal style assessments. Prerequisite: SEM 201, 301 or 310.

★ 3 (fi 6)(EITHER, 3-0-0)

Conflict is a part of life which we all encounter. Disagreements occur naturally between friends, co-workers, spouses, employer and employees, organizations, and nations. Conflict is both natural and positive if handled well, but can be destructive if handled badly. This course provides detailed hands-on practical experience with various methods of conflict resolution, especially mediation (third-party assistance) and negotiation. The course concentrates as well on the interpersonal communication skills, including assertiveness, which make effective conflict resolution possible. Prerequisite: SEM 201, 301 or 310.

★ 3 (fi 6)(EITHER, 3-0-0)

This is a comprehensive study of negotiation theory and practice. A negotiation simulation is conducted to provide an understanding of how theory translates into practice. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This is a comprehensive study of rights in the work place. It examines principles of human resource management as guided by statutes and case law by courts and administrative tribunals. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course examines how a company interacts with the labor market to ensure that it has the right number and skill mix of employees. Part of the course involves a field research project in which students critique the work force plan of a local company. Pre- or corequisite: SEM 311. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course is focused on the philosophy and procedures used in obtaining and maintaining an efficient work force. Topics include recruitment, selection and training. Pre- or corequisite: SEM 311. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course focuses on how organizations create and operate a performance management system. It presents an overview of current issues in the field, such as performance evaluation, compensation planning, internal consistency, external competitiveness, individual equity, and benefits. Pre- or corequisite: SEM 311. Open to third- and fourth-year students.

Starting: 2022-09-01 SEM 416 - Strategic Compensation

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course focuses on how organizations create and implement a total rewards system that aligns with the implementation of strategic goals, desired job behavior, and culture change. It presents an overview of current issues in the field, such as job evaluation, compensation planning, internal consistency, external competitiveness, individual equity, and benefits. Pre- or corequisite: SEM 311. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course comparatively explores different techniques of human resource management (HRM) used in Canada, the USA, Japan, Sweden, Germany, and France. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course examines public sector employee relations in the context of governments, public service commissions, trade unions, and administrative tribunals. It highlights public sector/private sector differences and includes a simulation of public sector labor contract negotiations. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course offers an in-depth study of the design and application of performance, training and safety management practices within organizations. Typical topics include: performance measures and processes, employee learning, needs analysis, training methods, training delivery, training evaluation, career planning & development, occupational health and safety. An overarching goal is to emphasize the strategic value of these development activities for both employees and the organization. Open to all Business students. Not open to first year students.

★ 3 (fi 6)(EITHER, 3-0-0)

An introduction to aspects of organizational life often omitted in business courses - the role of humor, gossip, emotion and sex; the organization of time and space; the nature of the body and the construction of organizational identities - and consider their significance for understanding contemporary organizational and human resources practices. Prerequisite: Open to third- and fourth-year students only.

★ 3 (fi 6)(EITHER, 3-0-0)

In this course, students will examine some of the most salient issues facing family businesses from a consulting perspective. Case studies and recent research will be used to help students learn how consultants and other advisors can address fundamental challenges facing family businesses in practice (e.g., strategic repositioning, process improvement, business valuation, governance and succession issues, and complex family dynamics). The course is case-based and highly interactive, providing students with an opportunity to both learn consulting skills and understand the unique dynamics associated with family businesses.

★ 3 (fi 6)(EITHER, 3-0-0)

Designed to improve managerial knowledge and practice through improved recognition and understanding of the significance of family firms and of the unique challenges they face. The course is designed primarily for individuals who a) are members of a family with established business interests; b) might find themselves working for family controlled firms; c) might find themselves working in a professional capacity with family controlled firms in roles such as accountant, lawyer, banker or consultant. Prerequisite: SEM 201, 301 or 310 or permission of the instructor.

★ 3 (fi 6)(EITHER, 3-0-0)

Focus is specifically on issues related to the establishment of small business enterprises and particular issues related to managing them. This course employs the knowledge already acquired in the Undergraduate Program disciplines (OA, Marketing, Finance, Accounting, etc.) and applies it to case analysis and to the study of existing small businesses in Alberta. Students should be prepared to visit small business sites and to prepare case analyses of their management systems. Prerequisites: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course explores how small businesses are created and operated. Topics include the entrepreneurial process, opportunity recognition, business planning, mobilizing resources and organization creation. Prerequisite: FIN 301, and SEM 201, 301 or 310.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines what quality management is, how it is used to improve performance, and how an organization can transform itself to a quality management orientation. In addition the history of management thought related to quality management including that of prominent figures such as Taylor, Deming, and Juvan is explored. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines organization change, e.g. how organizations make transitions from one state to another. There is also a focus on understanding how management goes about changing corporate culture, organization structure and management systems. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course explores issues related to managing enterprises that operate in an international context. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course has two aims: 1) to explore how organizational and work group cultures affect the management of an organization; and 2) to explore how national culture impacts management practice and 'doing business' in foreign settings. Prerequisite: SEM 201, 301 or 310. Open to third- and fourth-year students.

★ 3 (fi 6)(EITHER, 3-0-0)

Many management ideas and practices are derived from private, for-profit organizations. This course examines some of the issues confronting management in the public, voluntary and not-for-profit sectors, for example, health, education, charities, churches, cultural organization and the arts, community groups, aid agencies, etc. It addresses the issues of to what extent and how management in these types of organizations is different from the dominant private sector view of management; the extent to which practices from one sector may be adopted by another, and pressures which lead in this direction, through, for example, funding agencies. Specific issues such as the management of volunteers will also be considered. Prerequisite: SEM 201, 301 or 310.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. The course will have a special focus on innovation and innovative ways of competing and creating value. Guest Faculty members and executives will participate. Prerequisites: FIN 301; MARK 301; and SEM 201, 301 or 310. Open only to students in the Faculty of Business.

★ 3 (fi 6)(EITHER, 3-0-0)

International Family Enterprise provides an opportunity for students to investigate issues related to family enterprise in international contexts. Using a combination of theoretical information, written case studies, and presentations from guest speakers the course studies family firms from the perspective of family, ownership and business. The course allows students the opportunity to investigate how non-family businesses can best deal with family firms in other countries. The course looks at family firms operating outside Canada and the US, as well as Canadian family firms with international operations.

★ 3 (fi 6)(EITHER, 3-0-0)

Corporate social and environmental responsibility is an important strategic consideration for companies around the world. The relationship a business has with both government and the larger public is integral to its success, reputation, and day-to-day activities. This course offers a practical introduction to social entrepreneurship and addresses entrepreneurship, innovation, and corporate social responsibility. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, including organizational learning, sustainability, philanthropy, commercialization, and profit and nonprofit development. It also presents cases that illustrate these concepts in practical contexts. Ideas and skills learned in this course will better enable students to: play a role in shaping socially responsible businesses; develop a genuinely sustainable business enterprise; infuse non-profit organizations with a spirit of social innovation and practical financial sustainability; assist in influencing future government actions. Open to third and fourth year students.

★ 3 (fi 6)(EITHER, 0-3S-0)

This course will provide students with an opportunity to hear leaders speak in a small group setting. Speakers will be leaders in academic life, business, military, professions, government, and the volunteer, cultural and non-profit communities as examples. Leadership in all areas of life will be explored. The lecture series will also allow the School to organize and offer innovative learning experiences for the students that will enhance the cohort esprit de corps and learning. (This course is normally restricted to students enrolled in Credit Certificate in Leadership.)

★ 3 (fi 6)(EITHER, 0-3S-0)

This course is designed as an intensive examination of the role of the leader in an organization, the tasks and responsibilities of the leader, the dynamic processes in any organization, and developing leadership skills. (This course is normally restricted to students enrolled in Credit Certificate in Leadership.)

★ 3 (fi 6)(EITHER, 3-0-0)

Normally restricted to third- and fourth-year Business students. Prerequisites: SEM 201, 301 or 310 or consent of Department. Additional prerequisites may be required.

★ 3 (fi 6)(EITHER, 3-0-0)

Special study for advanced undergraduates. Prerequisites: consent of Instructor and Assistant Dean, Undergraduate Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Special Study for advanced undergraduates. Prerequisites: SEM 495, consent of the Instructor and Assistant Dean, Undergraduate Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Special Study for advanced undergraduates. Prerequisites: SEM 496, consent of the Instructor and Assistant Dean, Undergraduate Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Introduces students to organizational behavior (OB) and human resource management (HRM), and how to generate energy and commitment in employees. Examines options relevant to staffing, performance management, reward systems, leadership, motivation, decision making, communication, labor relations, and current issues in the field of management. Credit will not be given for SEM 500 when ORG A 500 or 503 or 504 have been completed.

★ 3 (fi 6)(EITHER, 3-0-0)

The first part of this course examines the formation of business strategy. It recognizes the complexities and messiness of strategy formation and explores how organizations actually develop strategies. The second part examines the evolution, determinants, and relevance of alternative ways of organizing. Contemporary ideas (e.g. re-engineering, the learning organization, virtual organizations) are critically reviewed. Not open to students who have completed SEM 610. Prerequisite: SEM 500.

★ 3 (fi 6)(EITHER, 3-0-0)

This is an interdisciplinary course for graduate students interested in understanding and cultivating an entrepreneurial mindset. The class will explore the notion that creativity and innovation can be applied across many spheres of life - including in academic research, nonprofits, government, big companies, and small start-ups. Note: Open to students in any Faculty with the consent of the Department. Students in the Faculty of Business may not take this course for credit.

★ 3 (fi 6)(VAR, 3-0-0)

This is a project-focused course on technology entrepreneurship and translation. At the core of the course will be `real life' projects that require business development analysis and assessment. Based on their projects, students will be expected to produce technology commercialization plans as a key output for the course. In addition, the course will address key strategic and policy issues related to enhancing technology entrepreneurship at the science-business interface. Topics covered include open innovation systems, the challenges associated with the bridging the gap between science and business, and the strategic management technology translation and entrepreneurship. Prerequisite: SEM 659 or permission from the MBA Office.

★ 1.5 (fi 6)(VAR, 3-0-0)

This is a project-focused course on technology entrepreneurship and translation. At the core of the course will be 'real life' projects that require business development analysis and assessment. Based on their projects, students will be expected to produce technology commercialization plans as a key output for the course. In addition, the course will address key strategic and policy issues related to enhancing technology entrepreneurship at the science-business interface. Topics covered include open innovation systems, the challenges associated with the bridging the gap between science and business, and the strategic management technology translation and entrepreneurship. Prerequisite: SEM 659 or permission from the MBA Office.

★ 1.5 (fi 6)(VAR, 3-0-0)

This is a project-focused course on technology entrepreneurship and translation. At the core of the course will be 'real life' projects that require business development analysis and assessment. Based on their projects, students will be expected to produce technology commercialization plans as a key output for the course. In addition, the course will address key strategic and policy issues related to enhancing technology entrepreneurship at the science-business interface. Topics covered include open innovation systems, the challenges associated with the bridging the gap between science and business, and the strategic management technology translation and entrepreneurship. Prerequisite: SEM 659 or permission from the MBA Office.

★ 3 (fi 6)(EITHER, 3-0-0)

The clean technology and renewables course is a course designed to fit with three areas of graduate study: technology development and transfer, strategy, and sustainability. In this course, we will begin with an examination renewable energy industries (solar, water, wind, etc.) and clean technologies focused on waste and recycling. Clean and green strategies will be identified and discussed, using specific examples from our international clean technology research and database. At the end of the course, students will present either a project with a local clean technology company project or a case analysis of a key clean technology company of interest.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is an introduction to practical applications to manage the innovation process in established companies. The focus will be on building and exploring clear innovation strategies, as well as understanding successful innovative organizations. This course is intended to provide participants with an overview of the management structures, processes and roles for successfully managing and participating in the management of innovation activities.

★ 3 (fi 6)(EITHER, 3-0-0)

This is a two week intensive course designed to develop critical thinking skills for executives. The course provides an overview of the substantive areas of management including human resources, leadership, organizational behaviour and strategy skills. Restricted to students in the FastTrack MBA for Business Graduates and the Master of Accounting. Credit will not be given for both SEM 610 and SEM 502.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course is a comprehensive study of negotiation theory and practice. A negotiation simulation is conducted to provide an understanding of how theory translates into practice.

★ 3 (fi 6)(EITHER, 3-0-0)

This Human Resource Management course comparatively explores different systems of human resources management (HRM) that are used in Canada, the USA, Japan, Sweden, Germany, and France, and their implications for firm competitiveness. Throughout the course, the North American experience serves as the backdrop or frame of reference for analytical discussions.

★ 3 (fi 6)(EITHER, 3-0-0)

In this course students will examine some of the most salient issues facing family businesses from a consulting perspective. Case studies and recent research will be used to help students learn how consultants and other advisors can address fundamental challenges facing family businesses in practice (e.g., strategic repositioning, process improvement, business valuation, governance and succession issues, and complex family dynamics). The course is case-based and highly interactive, providing students with an opportunity to both learn consulting skills and understand the unique dynamics associated with family businesses.

★ 3 (fi 6)(EITHER, 3-0-0)

Designed to improve managerial knowledge and practice through improved recognition and understanding of the significance of family firms and of the unique challenges they face. Designed primarily for individuals who a) are members of a family with established business interests; b) might find themselves working for family controlled firms; c) might find themselves working in a professional capacity with family controlled firms in roles such as accountant, lawyer, banker or consultant.

★ 3 (fi 6)(EITHER, 3-0-0)

This course concentrates on the development of a new enterprise and the management of an existing small business. Casework and projects enable students to assess the opportunities, risks, and capabilities necessary for entrepreneurial success. The course emphasizes managerial and strategic problems during the early years of business formation and growth, including business planning. The course emphasizes the interface between theory and practice.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines what quality management is, how it is used to improve performance, and how an organization can transform itself to a quality management orientation. In addition, the history of management thought related to quality management including that of prominent figures such as Taylor, Deming, and Juran is explored.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines organization change, e.g. how organizations make transitions from one state to another. There is also a focus on understanding how management goes about changing corporate culture, organization structure and management systems.

★ 3 (fi 6)(EITHER, 3-0-0)

International enterprises are for-profit businesses and nonprofit organizations which actively coordinate their operations sited in multiple countries. Top managers of international enterprises must ensure that their organizations simultaneously adapt to differences in external contexts around the world and increase internal coordination, efficiency, and innovation on a worldwide basis. Students will be put in the role of practicing top managers who are facing challenges, making decisions, and providing leadership in complex, multicultural contexts. Topics may include: entry decisions; aligning strategy, structure, and process; globalization; international strategic alliances; and sustainability. Prerequisites: SMO 500.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is an introduction to the management consulting industry. It is primarily intended for those considering a possible career as a management consultant and for those looking to pursue an Internship with a consulting firm or a position with VGC. First, the course outlines the history, regulation, business models and competitive structure of the industry. Because the industry is changing quite rapidly, attention will be given to the dynamics of the industry's business models and competitive structure. Second, the course introduces participants to key practices in the consulting process, with specific attention to the analytical and diagnostic approach to the preparation of proposals and management of engagements.

★ 3 (fi 6)(EITHER, 3-0-0)

Many management ideas and practices are derived from large, private, for-profit corporations. This course examines some of the issues confronting management in the not-for-profit sector, for example, health, education, charities, social/human services, and the arts. It addresses the issues of to what extent and how management in these types of organizations is different from the dominant private sector view of management, and how these practices are applied in the not for profit sector. Specific issues such as the management of volunteers, boards, and resource development programs are considered.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines business strategies for sustainable development. Business sustainability is defined as managing the triple bottom line - designing mission driven enterprises that provide a thriving future for business, society and the planet. To achieve this, managers must adopt a fresh understanding of the role of the business enterprise. The course will draw from successful sustainability efforts of leading business organizations, both locally and internationally, by identifying key success factors that encourage sustainable business practices. It will also place current understandings of sustainability in a wider context by exploring the historical roots of current sustainability practices and examining their implications for key stakeholders of the business enterprise.

★ 3 (fi 6)(EITHER, 3-0-0)

Emphasizes a systematic and comprehensive approach to the study of developing and implementing public policy within the context of Canadian society. This course explores both the decision-making process, and such factors as the separation of powers between levels of government, electoral politics, interest groups, media and government bureaucracy as they influence the making of public policy.

★ 3 (fi 6)(EITHER, 3-0-0)

Examines how public policy is implemented in organizations. Topic areas will include: using new knowledge to develop policy; influencing policy; and the role of managers in effectively implementing policy. There will be a strong focus on how public sector managers can effectively design and implement change strategies that take into consideration the organizational structure, systems, leadership, culture and politics. Combines classroom discussion of theoretical concepts with practical application in organizational settings.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. Guest Faculty members and executives will participate. Prerequisite: All required Year one MBA core courses.

★ 3 (fi 6)(EITHER, 3-0-0)

International Family Enterprise provides an opportunity for students to investigate issues related to family enterprise in international contexts. Using a combination of theoretical information, written case studies, and presentations from guest speakers the course studies family firms from the perspective of family, ownership and business. As well, since family business is a prevalent organizational form throughout the world, the course allows students the opportunity to investigate how non-family businesses can best deal with family firms in other countries. The course looks at family firms operating outside Canada and the US, as well as Canadian family firms with international operations and addresses the following general questions: What are the key organizational and strategic issues for family businesses in other countries? How can we best understand the combination of family, ownership and business issues in international family firms? How can Canadian family firms best organize in order to compete internationally?

★ 3 (fi 6)(EITHER, 3-0-0)

Strategic management in the public sector comprises defining public value, building consensus and support, making decisions, deploying organizational capacity to implement, and managing performance to achieve the desired mission and goals. Addresses the unique complexities, ambiguities and messiness of strategic management in the public sector.

★ 3 (fi 6)(EITHER, 3-0-0)

Nearly all research on leadership has focused on the private sector. This course will concentrate on the unique features of leadership in the public and non-profit sectors. The course will examine the senior management structures in the different orders of government but the focus will be transformative leadership in areas of current policy interest including examples from environment, health, education, and social services. Prerequisite: SEM 652.

★ 3 (fi 6)(EITHER, 3-0-0)

Corporate social and environmental responsibility is an important strategic consideration for companies around the world. The relationship a business has with both government and the larger public is integral to its success, reputation, and day-to-day activities. This course offers a practical introduction to social entrepreneurship and addresses entrepreneurship, innovation, and corporate social responsibility. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, including organizational learning, sustainability, philanthropy, commercialization, and profit and nonprofit development. It also presents cases that illustrate these concepts in practical contexts. Ideas and skills learned in this course will better enable students to; play a role in shaping socially responsible businesses; develop a genuinely sustainable business enterprise; infuse non-profit organizations with a spirit of social innovation and practical financial sustainability; assist in influencing future government actions.

★ 3 (fi 6)(EITHER, 3-0-0)

Combines lectures at the University of Alberta with an on-site study tour to a foreign country. The study tour component is normally for a one-to-two week period, during which students participate in company tours and lectures, to develop an appreciation for family business and entrepreneurship in an international context. Students are usually expected to complete projects or case studies relating to the country under study. Check with MBA office for enrolment restrictions. Credit will not be given for both SMO 648 and any other MBA study tour to the same destination. Students may receive credit for only two of the following three courses: BUS 648, BUEC 648, SEM 648.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is an introduction to project management for the management consulting industry. This course is designed for management consulting professionals, current and prospective, and will explore the dynamics of project management fundamentals. The focus will be on managing the constraints faced by a project manager in any project: budgets, human resources, time frames, changing specifications, and quality. This course will examine techniques for establishing project objectives, developing deliverables, managing scope, developing work plans, managing and mitigating risks, issues and challenges as well as explore client management, profitability, and project close-out techniques.

★ 3 (fi 6)(EITHER, 3-0-0)

The purpose of this course is to increase the student's understanding of leadership roles and skill in exercising those roles. These include team building, mentoring, managing conflict, delegating, managing participative decision making, creative problem solving, and time and stress management.

★ 3 (fi 6)(EITHER, 3-0-0)

This course introduces students to the skills and components involved in the development of a high technology based business. Emphasis will be on business development at the interface of science and technology product development, including challenges facing new start-ups. Key business development topics include product development, market creation, building a management team, intellectual property, financing, ownership and exit strategy. Students will experience business development through case studies, presentations and class discussions.

★ 3 (fi 6)(EITHER, 3-0-0)

This course provides the understanding of interpersonal (or face-to-face) communication process and presents opportunities for personal skill development. Students should expect to engage in role plays and to receive feedback on their personal style of communication. Topics include team communication supervisory-subordinate relationships, influence and persuasion, conflict management, and performance appraisal.

★ 3 (fi 6)(EITHER, 3-0-0)

Technology Strategy and Innovation is an introductory MBA course that is suitable for graduate students from a wide variety of backgrounds. The overall aim of this course is to develop a high-level understanding of the dynamics of technological change, the sources and distribution of innovation and how companies and society benefit from highly-innovative organizations.

★ 3 (fi 6)(EITHER, 3-0-0)

The role of business in the public policy process: How business organizations influence public policy and its administration, and how public policies affect business. Processes of change are of particular interest. Attention is placed on the motivation, behavior patterns, and the dynamics of the interaction of different stakeholder groups, policy makers, and managers responsible for the implementation of public policies. Develops a framework for analysis of the effectiveness and efficiency of different fiscal, regulatory, and promotional policies; consideration is given to the impact of technological, economic, and social change on policy choice in the long run.

★ 3 (fi 6)(EITHER, 3-0-0)

Topics may vary from year to year. Students should check with the MBA Office for pre/corequisites of specific sections.

★ 3 (fi 6)(EITHER, 3-0-0)

This course introduces students to the major schools of thought in organization and management theory. It considers the development of the field, major and foundational works in these schools of thought, and provides a cognitive map with which to evaluate contemporary research and debates. At the end of the course the student will have an understanding of the strengths and weaknesses of each major perspective. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 701.

★ 3 (fi 6)(EITHER, 3-0-0)

This seminar examines theory and original research within the field of organizational behavior. The course covers a range of topics, including job performance, work attitudes (e.g., organizational commitment, job satisfaction), motivation, trust, justice, individual differences (e.g., personality), team structure and processes, power, leadership, and organizational culture. The primary emphasis is on the field's classic, ground-breaking and/or provocative articles. Overall, the course exposes students to current research thinking and strategies within the field. Prerequisite: Registration in Business PhD Program at the University of Alberta or written permission of instructor. Approval of the Business PhD Program is also required for non-PhD students. Not to be taken by students with credit in ORG A 702.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines the current state of knowledge in strategic management. Topics may include the sources of competitive advantage, the role of industry evolution and technology, the organization of top management, and managerial decision-making and cognition. The course introduces students to alternative theoretical perspectives and available empirical evidence related to these topics. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 703.

★ 3 (fi 6)(EITHER, 3-0-0)

Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course is designed to provide a holistic viewpoint on the life and work of a management professor. As students move through their doctoral program and into their first academic jobs, there are several skills and understandings that will be important for them to develop, with the ultimate goal of making their careers ones that are fulfilling. This course helps ground the students in a broad range of the basic skills they will build on over their careers. To that end, this course focuses on professional development, including research, teaching, presenting, and being a positive contributing member of the academe. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by student with credit in ORG A 705.

★ 3 (fi 6)(EITHER, 3-0-0)

Quantitative methods is an empirics-focused seminar that is intended to sharpen the student's ability to design and use quantitative and mixed methods in behavioral studies, as well as to broaden the student's knowledge of exemplary research in methods in this domain of research. The course complements standard regression or ANOVA course taken by students, and is particularly tailored for students of organization, strategy, and entrepreneurship. Prerequisite: Registration in Business PhD Program at the University of Alberta or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.

★ 3 (fi 6)(EITHER, 3-0-0)

This course examines special domain-related topics currently popular within organizational research. Topics will vary from one seminar to the next depending on instructor expertise, student interest and advances within the field. Illustrative topics include (but are not limited to) entrepreneurship, family enterprise and technology commercialization. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 707.

★ 3 (fi 6)(EITHER, 3-0-0)

Readings topics will include industrial relations systems theory, historical development and theories of the labor movement, comparative industrial relations systems, and collective bargaining theory. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in IND R 701.

★ 3 (fi 6)(EITHER, 3-0-0)

This seminar examines theory and research relevant to the employment relationship, including attracting, selecting and retaining people, socializing them about cultural values, designing jobs, and setting up reward and feedback structures, all of which affect the employees' ability and motivation to contribute to the organization. HRM spans micro, meso, and macro levels of analysis and thus occupies an important point of intersection with other fields in management, the linkages of which are a focal point of study in this course. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, Business PhD Program, is also required for non-PhD students. Not to be taken by students with credit in HRM 703.

★ 3 (fi 6)(EITHER, 3-0-0)

Through this seminar students will develop an enhanced understanding of the evolution, current state, and envisioned future directions of family business research. A distinctive feature of the course is its emphasis upon recently-published review articles as the primary source of readings. As such, students will also leave the seminar with a stronger sense, in general, of what makes this type of article publishable and particularly compelling. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.

★ 3 (fi 6)(EITHER, 3-0-0)

This seminar introduces students to the major phenomenological topics and theoretical perspectives within the domain of entrepreneurship research. Illustrative phenomenological topics include opportunity recognition/construction, new venture creation, and resource acquisition. Illustrative theoretical perspectives include cognitive, affective and cultural approaches. The course enhances understanding of mid-range theory building and testing more broadly. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.

★ 3 (fi 6)(EITHER, 3-0-0)

Understanding corporate strategy and processes to mobilize resources to achieve corporate objectives; industry and competitive analysis. Restricted to students registered in the MBA China Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Understanding interpersonal behavior within organizations; assessing and developing interpersonal effectiveness both as a leader and a team member. Restricted to students registered in the MBA China Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Understanding the unique perspectives, tasks, and responsibilities of the executive in providing leadership to the organization; dynamic processes of organizations; and developing leadership skills. Restricted to students registered in the MBA China Program.

★ 3 (fi 6)(EITHER, 3-0-0)

This course concentrates on the development of a new enterprise and the management of an existing small business. Casework and projects enable students to assess the opportunities, risks, and capabilities necessary for entrepreneurial success. The course emphasizes managerial and strategic problems during the early years of business formation and growth, including business planning. The course emphasizes the interface between theory and practice. Restricted to students registered in the MBA China Program.

★ 3 (fi 6)(EITHER, 3-0-0)

Understanding basic science and technology; integrating new technology into operations; managing research and development. Restricted to students registered in the MBA China Program.

★ 3 (fi 32)(EITHER, 1 WEEK)

A week-long intensive course. Identifying and developing the human resources, leadership, and strategy skills essential for today's successful executive. Restricted to Executive MBA students only.

★ 3 (fi 32)(EITHER, 3-0-0)

Understanding interpersonal behavior within organizations; assessing and developing interpersonal effectiveness both as a leader and a team member. Restricted to Executive MBA students only.

★ 3 (fi 32)(EITHER, 3-0-0)

Understanding basic science and technology; integrating new technology into operations; managing research and development. Restricted to Executive MBA students only.

★ 3 (fi 32)(EITHER, 3-0-0)

Understanding corporate strategy and processes to mobilize resources to achieve corporate objectives; industry and competitive analysis. Restricted to Executive MBA students only.

★ 3 (fi 32)(EITHER, 3-0-0)

Understanding the unique perspectives, tasks, and responsibilities of the executive in providing leadership to the organization; dynamic processes of organizations; and developing leadership skills. Restricted to Executive MBA students only.