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Étude des transformations récentes de la démocratie et de l'évolution des idéologies contemporaines, sur la scène politique occidentale. Analyse théorique de deux phénomènes politiques qui ébranlent les démocraties occidentales d'aujourd'hui, à savoir le phénomène populiste et le complotisme.

Le développement du système de santé canadien, ses composantes législatives et philosophiques ainsi que son financement et son organisation; l'étude comparative des défis au système de santé canadien posés par les enjeux financiers, l'accès universel et les modes alternatifs. Note(s): (1) La priorité sera accordée aux étudiants du BScInf (bilingue).(2) Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour POL S 321 ou 322.

Le sujet de ce cours change selon les thématiques qui sont d'actualité en politique comparée ou selon les intérêts des professeurs de la Faculté Saint-Jean. Préalable: SC PO 270. Note: Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour POL S 354.

Ce cours examine l'interconnexion croissante du monde et son effet sur la vie des gens et sur les institutions politiques, financières et sociales. Il explore les différentes dimensions de la mondialisation (politique, économique et culturelle) et leurs effets sur le Canada et sur le développement des pays du Sud. On étudiera aussi la remise en cause de la mondialisation et on explorera des thèmes d'actualité liés à différentes régions du monde, avec un accent sur les populations marginalisées et la justice social. Note : Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour SC PO 262, SOCIE 364 ou SOCIE 369.

Ce cours examine les principales tendances et le développement de la politique étrangère canadienne depuis 1945. Préalable(s): SC PO 225 ou 226 ou 261 ou 262. Note: Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour POL S 365.

Ce cours met l'accent sur la politique canadienne actuelle et il varie selon les intérêts de recherche des professeurs de la Faculté Saint-Jean. Préalable(s): SC PO 225 ou SC PO 226. Note: Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour POL S 421.

Analyse du développement et des théories du fédéralisme canadien. On étudiera en particulier les problèmes actuels du système fédéral. Préalable: SC PO 225 ou 226 ou POL S 220.

Etude des structures, des fonctions et des processus de certains gouvernements provinciaux au Canada. Préalable(s): SC PO 225 ou 226 ou POL S 220.

Cours dont le contenu varie d'une année à l'autre. Les sujets sont annoncés avant la période d'inscription. Préalable: l'approbation du Vice-doyen aux affaires académiques.

Introduction to the history, culture, and society of Scandinavia from the 19th century to the present. Note: Taught in English.

Introduction to important works of Scandinavian literature, film, and music from the 19th century to the present. Note: Taught in English.

A study of the narrative and pictorial tradition of Scandinavian children's literature from the 17th century to the present. The stories and picture books will be discussed in their historical, pedagogical, and social contexts. Taught in English.

An examination of contemporary crime fiction novels from Norway, Sweden, Denmark, and Iceland. Works covered range from the time of the ground breaking Swedish writers Maj Sjöwall and Per Wahlöö to the present day. Taught in English.

Survey of Old Scandinavian mythology from the earliest times to the end of the Viking Period. Readings in English from the Poetic and Prose Eddas, including the heroic legends and lays. Also included is a brief look at runic inscriptions and skaldic poetry. Note: Taught in English.

Survey of the cultural and literary history of the Viking and Medieval periods in Scandinavia with selections in English from primary sources. Note: Taught in English.

An exploration of Scandinavian folk literature as an expression of the human experience from pre-industrial to contemporary Scandinavia. Taught in English.

Chronological study of Old Norse-Icelandic sagas from the earliest times until the Reformation with selections in English from primary sources. Note: Taught in English.

Various media which reflect women's lives and voices in Denmark, Norway, Sweden, Finland, Iceland, and Samiland. Note: Taught in English.

Introduction to the culture, practice, and ways of thinking in science. This course will (a) emphasize the importance of the scientific approach to understanding and explaining the world, and (b) promote the discovery of the science student's role within the world. Students will engage in active and discovery-based learning. Through lectures, guided activities, and academic and real-world projects, students will gain skills and strategies of broad use in the areas of critical thinking, creative problem solving, and information literacy. Restricted to students who have completed less than *30.

This interdisciplinary science project course, which is rooted in statistical analysis and the scientific process, is the keystone course of the Interdisciplinary Science Threshold Experience (InSciTE). Students will explore connections between scientific disciplines while engaging in individual and group activities in the lecture and laboratory. This course includes both instructor and student directed projects that incorporate concepts and methods in applied statistics such as data collection and presentation, descriptive statistics, probability, sampling distributions, the central limit theorem, point estimation and hypothesis testing, correlation and regression analysis, goodness of fit and contingency table. Prerequisite: Pure Mathematics 30 or Mathematics 30-1. Credit may not be obtained for both SCI 151 and either STAT 151, PEDS 109, or SOC 210. Corequisites: CHEM 101 and MATH 117 or MATH 134 or MATH 144 in the Fall term. Enrollment is by consent of the Faculty of Science and requires formal admission to InSciTE.

This interdisciplinary science project course, which is rooted in statistical analysis and the scientific process, is the keystone course of the Interdisciplinary Science Threshold Experience (InSciTE). Students will explore connections between scientific disciplines while engaging in individual and group activities in the lecture and laboratory. This course includes both instructor and student directed projects that incorporate concepts and methods in applied statistics such as data collection and presentation, descriptive statistics, probability, sampling distributions, the central limit theorem, point estimation and hypothesis testing, correlation and regression analysis, goodness of fit and contingency table. Prerequisite: Pure Mathematics 30 or Mathematics 30-1. Credit may not be obtained for both SCI 151 and either STAT 151, PEDS 109, or SOC 210. Corequisites: CHEM 101 and MATH 117 or MATH 134 or MATH 144 in the Fall term. Enrollment is by consent of the Faculty of Science and requires formal admission to InSciTE.

This course addresses qualities of competent scientists, research ethics, the multidisciplinary approach to studies in the natural and social sciences, and types of scientific studies. As part of the course, students conduct mini-research projects to practice working through all four phases of the scientific process: planning and preparation, data collection, data analysis and interpretation, and scientific writing and presentation. Prerequisites: A minimum of C- in STAT 151 or STAT 161 and any 100-level science course.

Supervised participation in a student-initiated community service learning and citizenship project. In this course, students will work in interdisciplinary groups to research and present the science underlying a global issue, as well as implement a local solution to that global issue. The course will also include a discussion of the possible career paths, ethics, culture and values of scientists. Normally taken after completion of a minimum of 30 units of course weight in a program in the Faculty of Science.

Ce cours est une introduction générale aux peuples autochtones du Canada et d'ailleurs. Il vise à introduire les étudiants aux réalités autochtones dans leur unité et leur diversité. Il propose de se familiariser avec des concepts de base de cette discipline.

Introduction critique et interdisciplinaire à la justice sociale et à la sécurité humaine dans une perspective comparative. Les principaux thèmes étudiés sont : la violence structurelle, l'impérialisme culturel, la mobilité sociale, la répartition des ressources et le développement économique, diverses conceptions de la justice sociale, la sécurité et l'insécurité humaines ainsi que l'activisme et l'altermondialisme. Application des concepts étudiés aux problèmes et débats contemporains.

Ce cours présente les perspectives locales et transnationales sur la langue, la culture et l'identité dans le monde francophone. A travers plusieurs études de cas, il aborde les moments clés qui ont marqué les débats socio-culturels et politiques autour de la question `francophone' au Canada et dans le monde.

Ce cours est axé sur les enjeux de l'éducation autochtone en contexte canadien. Il aborde les relations entre sociétés autochtones et coloniales, les conceptions autochtones de la connaissance, le vécu des peuples autochtones et les Appels à l'action présentés par la Commission de vérité et réconciliation. Les étudiants seront invités à s'engager dans un processus réflexif visant à explorer les théories relatives à la décolonisation afin de les appliquer dans leur vie professionnelle et personnelle. Note : Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour EDU F 212 et EDU 211

Ce cours a pour objectif d'étudier les enjeux, les problématiques et les lois qui concernent la situation des femmes autochtones au Canada. Il vise à mieux comprendre les changements auxquels elles font face en raison de la colonisation ainsi que les préoccupations contemporaines. De plus, le cours présentera les rôles et responsabilités des femmes au sein de leurs sociétés en portant une attention particulière aux résistances. Nous explorerons également la contribution des femmes autochtones aux mouvements de justice sociale et à la résurgence culturelle de leurs Nations dans un contexte de décolonisation. Note: Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour SCSOC 499 Choix de sujet: femmes Autochtones au Canada.

Ce cours a pour but de répondre aux appels à l'action de la Commission de vérité et réconciliation. Dans ce contexte, on vise à comprendre les inégalités sociales, les enjeux historiques et les questions contemporaines liées à la santé des Autochtones au Canada. Le cours examinera les déterminants sociaux de la santé à partir des perspectives autochtones. De plus, le cours introduit un cadre de décolonisation et expérientiel pour examiner la conception autochtone du bien-vivre et ses méthodes de bien-être. Note La priorité sera accordée aux étudiants du BScInf (bilingue).

Initiation à quelques notions d'épistémologie concernant les sciences sociales et à quelques méthodes de recherche; principaux critères de la méthode scientifique et distinction avec les sciences exactes; construction des hypothèses et analyse conceptuelle; planification de la recherche et utilisation des documents; techniques de l'entrevue participante, de l'échantillonnage et de l'analyse de contenu. Note: Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour SCSOC 321 ou SOC 315.

Choix de thématiques explorant la musique en tant que phénomène socio-culturel et pratique sociale. Les mécanismes sociaux qui entourent la production musicale, les phénomènes de genres, de styles et d'identité. Préalable: un cours de MUSIQ/MUSIC de niveau 100 ou la permission du professeur. Note: Ce cours n'est pas accessible aux étudiants ayant des crédits pour MUSIQ 301.

Application des méthodes statistiques à certains problèmes en sciences sociales. Interprétation des données en termes de moyennes, de mesures de variabilité et de mesures de relation: études de la théorie de l'échantillonnage et des tests d'hypothèses statistiques. Préalable(s): Mathématiques 30-1 et SCSOC 225. Note(s): (1) Ce cours faisait partie de SCSOC 320. (2) Ce cours n'est pas accessible aux étudiants ayant ou postulant des crédits pour un cours de STAT ou STATQ ou SCI 151.

Etude de modèles interprétatifs des révolutions de 1642-49 et 1688, 1789 et 1917. L'approche est multidisciplinaire et s'inspire de la sociologie historique contemporaine. Les oeuvres de Laurence Stone, Theda Skocpol, Barrington Moore, Robert Merton, Robert Nisbet et Talcott Parsons serviront de références essentielles pour établir des modèles structurels d'interprétation d'événements qui ont bouleversé le monde occidental.

Le contenu varie d'une année à l'autre. Les sujets sont annoncés avant la période d'inscription. Préalable(s): *3 de niveau 300 ou 400 en ETCAN, HISTE, SC PO, SCSOC, ou SOCIE.

Cours dont le contenu varie d'une année à l'autre. Les sujets sont annoncés avant la période d'inscription. Préalable: l'approbation du vice-doyen aux affaires académiques.

Préparation du mémoire requis en quatrième année du programme de spécialisation en Sciences socio-politiques.

Préparation du mémoire requis en quatrième année du programme de spécialisation en Sciences socio-politiques.

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.

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- or co-requisite 3 units 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. Students may not receive credit for both SEM 210 and SEM 310.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

This course examines how leaders can employ data analytics to inform strategic decision making in organizations. Students will develop skills in using data to frame strategic decisions, asking critical questions about relevant data, understanding and critiquing the methods by which data have been collected and organized, and using data in analytics to improve organizational outcomes. Through interactive lectures, case studies, and real-world projects, students will learn to use data to formulate strategies, facilitate change, and create competitive value. Prerequisite: SEM 201, 301, 210 or 310. Open to third-and fourth-year students.

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.

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.

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.

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 (SEM, 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.

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.

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.

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.

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.

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. 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. Prerequisite: SEM 201, 301, 210 or 310. Open to third-and fourth-year students.

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.

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.

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.

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.

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.)

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.)

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

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

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

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

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.

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.

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.

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.

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.

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.

Conflict is a necessary part of the human experience. It's an expression of our diversity. It reflects our dynamism as a species. Conflict can be enriching or it can be destructive. This course will focus on ways to learn from conflict. Through conflict we have the opportunity to learn, to strengthen relationships, to solve problems, to make decisions or to set organizations on pathways to success. This course provides detailed, hands-on practical experience with various methods of managing and resolving conflict, including essential communication, mediation and negotiation skills. The course concentrates as well on assertive expression and anger management. This course will include presentations by the instructor/coaches, large-group discussions, and small groups, each with a coach, in which various skills are practiced. There will be an opportunity to practice skills, share approaches and challenges, and to practice mediation and negotiation.

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.

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.

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.

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.

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.

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.

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.

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.

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.