Graduate Handbook

Graduate Academic Handbook
MBA MBA/JD MBA/MFA/MA IMBA MPA Post-MBA Diploma in Advanced Management Financial Engineering Diploma (Stand Alone)
Schulich 2011-2012
Sessional Course Dates
2011-2012 Sessional Dates

Summer 2011
Activity Term S1, 2 Most 3.00 courses Class Start Date Class End Date Reading Week Examinations Last date to Enrol without permission Last date to Enrol with permission Last date to DROP courses (without academic penalty) May 2 July 21 n/a July 25-28 May 9 May 16 July 2 Term SW 3.00 P-section Weekend courses Apr 30 -May 1 July 10 n/a July 23-24 May 7 May 13 June 24 Term E2 All first-half 1.50 courses May 2 June 10 n/a June 17 May 9 May 16 May 20 Term G2 All second-half 1.50 courses June 13 July 21 n/a July 25-28 June 20 June 27 July 4
1 The University is closed on Victoria Day, Monday, May 23. Make-up classes for Monday classes will be held on Friday, May 27. 2 The University is closed on Canada Day, Friday, July 1.
Fall 2011
Activity Term F2 Most 3.00-credit courses Sept 12 Dec 9 Oct 25-28 Dec 12-16 Sept 16 Sept 23 Nov 11 Term FP Most courses on weekends Sept 24-25 Dec 10-11 n/a Dec 17-18 Sept 30 Oct 7 Nov 18 Term A All first-half 1.50 credit courses Sept 12 Oct 24 n/a Oct 25-28 Sept 16 Sept 23 Sept 30 Term M All second-half 1.50 credit courses Oct 31 Dec 9 n/a Dec 12-16 Nov 4 Nov 11 Nov 18
Class Start Date Class End Date Reading Week Examinations Last date to ENROL without permission Last date to ENROL with permission Last date to DROP courses (without academic penalty)
3 Career Day is Friday, September 23 MBA classes will be held.
Winter 2012
Activity Term W2 Most 3.00 credit courses Jan 9 Apr 9 Feb 21-24 Apr 16-20 Jan 13 Jan 20 Mar 9 Term WP Most courses on weekends Jan 14-15 Mar 31-Apr 1 n/a Apr 14-15 Jan 20 Jan 27 Mar 16 Term C All first-half 1.50 credit courses Jan 9 Feb 17 n/a Feb 21-24 Jan 13 Jan 20 Jan 27 Term N All second-half 1.50 credit courses Feb 27 Apr 9 n/a Apr 16-20 Mar 2 Mar 9 Mar 16
Class Start Date Class End Date Reading Week Examinations Last date to ENROL without permission Last date to ENROL with permission Last date to DROP courses (without academic penalty)
Schulich School of Business
Important Dates
2011-2012 Important Dates

Key to Symbols
* No classes and University offices are closed on these holidays.
Date April 25, 2011 Apr 30 May 1 May 2 May 10 May 23 May 27 June 10 Early June Category Enrolment Status Change Term Start Term Start Fees Holiday* Make-up Classes Convocation Enrolment Access Dates Reminder Last Day to change status (part-time, full-time) for Summer 2011 Start of Summer SW term weekend classes Start of Summer Session Terms E and S Last day to pay summer fees without financial penalty Victoria Day Make-up classes held May 27, 2011 Make-up classes held for all Monday classes Summer Convocation Ceremonies: www.yorku.ca/mygraduation Fall 2011 Winter 2012 Enrolment Access Dates are posted online at www.yorku.ca/yorkweb/cs.htm. Continuing students must log on to receive your date to enrol. Term G classes Term E classes Graduate Enrolment for Fall/Winter 2011-2012 begins for up to 15 credit-hours (full-time) until July 6 Canada Day University Closed Full-time students may enrol in additional courses up to 18 credit-hours Examination Week Term S, SW and G courses Civic Holiday University Closed Last day to change status (part-time, full-time) for Fall 2011 Labour Day University Closed Mandatory Launch Week for new students Last day to pay Fall 2011 fees without financial penalty Fall 2011 classes begin Schulich Career Day Classes are held Start of Fall 2011 FP term weekend classes Thanksgiving Convocation Ceremonies: date TBA www.yorku.ca/mygraduation Examination Week Term A classes No classes for graduate students Last day of classes for graduate students Examination Week Terms F2, M and FP Deadline to apply for June 2012 Convocation Winter Break, University Closed Last day to change status (part-time, full-time) for Winter 2012 Mandatory week for new Winter term students dates to be announced First day of classes for graduate students Last day to pay Winter 2012 fees without financial penalty Start of Winter 2012 WP term weekend classes Family Day Examination Week Term C classes No classes for graduate students Good Friday Last day of classes for graduate students Examination Week Terms W1, W2, WP and N Deadline to apply for October 2012 Convocation Summer Convocation Ceremonies: date TBA www.yorku.ca/mygraduation
June 13 June 17 June 21 July 1 July 8 July 23-28 August 1 September 1 September 5 Week of September 6 September 10 September 12 September 23 September 24-25 October 10 Mid-October October 25-28 October 25-28 December 9 December 12-18 December 31 Dec 23 Jan 2 January 3, 2012 January 3-8 January 9 January 10 January 14-15 February 20 February 21-24 February 21-24 April 6 April 10 April 14-20 May 1 June
Term Start Exams Enrolment Holiday* Enrolment Exams Civic Holiday* Enrolment Status Change Holiday* Launch Week Fees Term Start Career Day Term Start Holiday* Convocation Exams Reading Week Term End Exams Convocation Holiday* Enrolment Status Change Launch Week Term Start Fees Term Start Holiday* Exams Reading Week Holiday* Term End Exams Convocation Convocation
Table of Contents
Table of Contents
2011-2012 Sessional Dates ..........................Inside Front Cover 2011-2012 Important Dates ....................................................1 Important Web Sites The Schulich School ..................................................................4 York Counselling and Disability Services....................................4 York Online Services ..................................................................4 Graduate Business Council.........................................................4 OSAP loans ...............................................................................10 Outstanding University Debts ................................................10 Academic Sanctions for Accounts Not in Good Standing................10 Tuition and Education Tax Credit Certificate ....................10 Refund of Fees..........................................................................10 Refund for Complete Withdrawal from a Term................................10 Financial Petitions...................................................................10
CONTACT US
Schulich Division of Student Services & International Relations .........................................................................5
SCHOLARSHIPS AND FINANCIAL ASSISTANCE

Scholarships, Awards and Bursaries for Continuing Students Continuing Student Awards .....................................................11 Specialization Awards ...............................................................11 Bursaries...................................................................................11
ENROLMENT
In this Section ...........................................................................6 Enrolment Process Registration and Enrolment........................................................6 Enrolment Blocks .......................................................................6 Enrolment Access Notification ...................................................6 Enrolment in Individual Study Elective Courses .......................6 Enrolment in Elective Courses Outside Schulich .......................6 Course Changes and Withdrawals Regulations and Deadlines .........................................................7 Impact of Changes on Length of Program..................................7 Other Enrolment Information Course Wait Lists and Automated Wait List Database ................7 Course Cancellations..................................................................7 Revised Course Offerings ...........................................................7 Enrolment Status Information Definition of Full-time and Part-time Status...............................7 Changing Full-time and Part-time Status ...................................7
OTHER INFORMATION
In this Section .........................................................................12 Advanced Standing/Waiver with Replacement Petitions for Advanced Standing/Waiver with Replacement .....12 Advanced Standing ..................................................................12 Waiver with Replacement.........................................................13 IMBA Program Advanced Standing/Waiver with Replacement ...13 Course Duplication ...................................................................14 Classroom-Based Academic Concerns & Just In Time (JIT) Process .................................................14 Computing Services Computer Ownership ..............................................................14 Computer Accounts .................................................................14 Computing Locations/Hours ....................................................14 Personal Computing Recommendations...................................14 Course Materials Information Course Packages.......................................................................15 Course Materials Database........................................................15 Graduation/Convocation.........................................................15 Student Identification YU-card ....................................................................................15 Class Photo Lists ......................................................................15
FEES AND PAYMENT OF FEES

In this Section ...........................................................................8 Domestic and International Fees ............................................8 Tuition & Supplementary Fees Academic Tuition Fees/Charges ..................................................8 Domestic Student Category ........................................................8 International Student Category ..................................................8 Non-refundable Admission Deposit ...........................................8 Supplementary Fees/Charges......................................................8 Ancillary Fees.............................................................................8 Student Referenda Fees ..............................................................8 Additional Fees Leave of Absence Fee .................................................................9 Language Course Fees for Non-IMBA Students..........................9 Language Testing Fees for IMBA Students..................................9 Health and Dental Insurance Plans University Health Insurance Plan (UHIP) for International Students...........................................................9 Supplemental Health and Dental Insurance Plan .......................9 Payment of Fees Student Accounts Statement.......................................................9 Methods of Payment...................................................................9 Deadlines for Fees Payment........................................................9 Receipts ......................................................................................9 Deferring Payment of Fees........................................................9 Waiving Payment of Fees York Employees/Dependents ......................................................9
PROGRAMS
In this Section .........................................................................16 Master of Business Administration (MBA) ..........................17 International Master of Business Administration (IMBA) ........21 Master of Public Administration (MPA)...............................24 Joint and Dual MBA Programs Joint MBA/MFA and MBA/MA Degrees ....................................26 Joint MBA/JD Degrees ..............................................................29 Joint York/Laval Degrees...........................................................32 Graduate Diplomas .................................................................33 Post-MBA Diploma in Advanced Management....................34 Financial Engineering Diploma (Stand Alone).....................35
AREA AND PROGRAM SPECIALIZATION INFORMATION

In this Section .........................................................................36 Introduction .............................................................................36 Accounting ................................................................................37 Arts and Media Administration.............................................38 Business and Sustainability ...................................................39 Business Consulting ................................................................40 Business Ethics ........................................................................40 Economics.................................................................................41 Entrepreneurial Studies ..........................................................42 continued on next page
2 Schulich School of Business
Table of Contents
Finance......................................................................................43 Financial Engineering ............................................................44 Financial Services ...................................................................45 Health Industry Management ...............................................46 International Business ............................................................47 Marketing..................................................................................48 Nonprofit Management and Leadership...............................49 Operations Management & Information Systems ..............50 Organization Studies...............................................................51 Public Management ................................................................52 Real Estate and Infrastructure ............................................. 53 Strategic Management ............................................................54
ACADEMIC POLICIES AND REGULATIONS

In this Section ..........................................................................83 York University Rules, Regulations and Policies.................83 General......................................................................................83 Assignments .............................................................................83 Papers Satisfying More than One Course Assignment ..............83 Attendance ...............................................................................83 Conduct ...................................................................................84 Course/Instructor Evaluations ..................................................84 Enrolment Status .....................................................................84 Examinations ...........................................................................84 Faculty Council .......................................................................85 Rate of Progress .......................................................................85 Personal Documents.................................................................85 Personal Information................................................................86 Schulich Centre for Teaching Excellence..................................86 Student Affairs Committee .......................................................86 Graduation Requirements.......................................................86 Transcripts of Academic Records..........................................86 Academic Honesty ...................................................................86 Schulich School Implementation of the Senate Procedures for Dealing with Suspected Breaches of Academic Honesty ..............................................86 Introduction .............................................................................86 Senate Policy on Academic Honesty.........................................87 Senate Guidelines on Academic Honesty .................................87 Procedure Governing Breach of Academic Honesty .................89 Order of Faculty or Senate Hearings on Academic Honesty.....93 Grading .....................................................................................93 Grade Appeals for Schulich Courses.....................................95 Academic Petitions ..................................................................96 Debarment and the Appeal Process.......................................96 Other Appeals to the Student Affairs Committee ................96 Appealing Schulich Student Affairs Committee Decisions ...96 Further Appeal at the Executive Committee Level ..............96 Schulich Human Participants Research (HPR) Policy .......97
SCHULICH REQUIRED FOUNDATIONS OF MANAGEMENT CORE COURSES

In this Section .........................................................................55 Introduction..............................................................................55 Nature of Courses ....................................................................55 MBA 1 ......................................................................................55 MBA 2 ......................................................................................56 Additional MBA/JD Core Courses ............................................58 Additional IMBA Core Courses ................................................58 Additional MPA Core Courses..................................................59
COURSE DESCRIPTIONS: ELECTIVE COURSES

In this Section .........................................................................60 Introduction..............................................................................60 Schulich Individual Study 6900 X.XX Series........................60 Non-Schulich Electives ............................................................60 Schulich Elective Courses .......................................................61 ACTG - Accounting..................................................................63 ARTM - Arts and Media Administration ..................................64 BSUS - Business and Sustainability...........................................64 ECON - Economics..................................................................65 ENTR - Entrepreneurial Studies ...............................................66 ETHC - Business Ethics............................................................66 FINE - Finance.........................................................................66 FNEN - Financial Engineering .................................................68 FNSV - Financial Services ........................................................69 HIMP - Health Industry Management ......................................70 IBUS - International Business ...................................................70 MGMT - Management ..............................................................71 MKTG - Marketing...................................................................72 NMLP - Nonprofit Management and Leadership .....................74 OMIS - Operations Management & Information Systems ........75 ORGS - Organization Studies ...................................................76 PROP - Real Estate and Infrastructure......................................77 PUBL - Public Management......................................................77 SGMT - Strategic Management.................................................78
STUDENT SERVICES AND STUDENT LIFE: SCHULICH

In this Section ..........................................................................98 Student Services Student Services & International Relations Office .............99 Schulich Career Development Centre (CDC) .......................99 Career Counselling...................................................................99 Career Workshops and Panels..................................................99 Career Leader ...........................................................................99 Career Resources ....................................................................100 Career Fairs ............................................................................100 Company Information Sessions..............................................100 Industry Specific Events .........................................................100 Job Opportunities...................................................................100 MBA Internship Program .......................................................100 Professional Guidelines Document.........................................100 Rsum Bank..........................................................................100 Communications ....................................................................100 Other Schulich Services Lockers...................................................................................100 The Trading Floor ..................................................................101 Tuckners ................................................................................101
STUDY ABROAD
In this Section .........................................................................80 Study Abroad ...........................................................................80 Eligibility Criteria .....................................................................80 Study Options ..........................................................................80 Program Length........................................................................80 The Academic Program ............................................................80 Application Deadlines ..............................................................80 Application Process ..................................................................80 Fee Schedule ............................................................................80 The Exchange Schools Africa........................................................................................81 Americas...................................................................................81 Asia/Pacific ...............................................................................81 Europe & Middle East..............................................................82
continued on next page
Schulich School of Business 3
Table of Contents
Student Life Graduate Business Council (GBC)..........................................101 Publications............................................................................101 Athletics .................................................................................101 Buddy Program ......................................................................101 Case Competitions .................................................................101 Student Clubs and Activities ..................................................102 Global Alumni Network Mission Statement ..................................................................105 What the Schulich Global Alumni Network Can Offer You......................................................................105 What Alumni Can Offer the Schulich School.........................105 Alumni Mentor Program ........................................................105
INTERNATIONAL STUDENTS
In this Section .......................................................................111 Benefits of Study in Canada ...............................................111 Accreditation and Canadian Business Schools ................111 Ontario Business Schools .......................................................111 Cost of Studying and Living in Canada ............................111 Tuition and Related Academic Fees ........................................111 Living Expenses......................................................................112 Financial Assistance ............................................................112 Resources and Support .........................................................112 Study Permit (Visa)...............................................................112 Work Eligibility During Studies...........................................113 Working in Canada After Graduation ................................113
STUDENT SERVICES AND STUDENT LIFE: YORK UNIVERSITY

Accommodation/Housing ....................................................106 Bookstore................................................................................106 Campus Security....................................................................106 Department of Security Services.............................................106 goSAFE...................................................................................106 Centre for Student Community and Leadership Development ...............................................107 Childcare.................................................................................107 Counselling and Disability Services....................................107 Health Services.......................................................................108 Health Education and Promotion at York..........................108 Library Services .....................................................................109 Office of Student Conduct and Dispute Resolution ........109 Office of the Ombudsperson ...............................................109 Centre for Human Rights ....................................................109 Parking Services.....................................................................109 Shopping Services..................................................................110 Sport and Recreation Programs...........................................110 Student Centre .......................................................................110 Transportation Services........................................................110 Van-GO ..................................................................................110 Centre for Women and Trans People ..................................110
FACULTY AND ADVISORS

In this Section .......................................................................114 Faculty ...................................................................................114 The Deans Advisory Council ..............................................115 Executives-in-Residence .......................................................115 International Advisory Council ..........................................115 Program Advisory Boards ...................................................115
MAP OF YORK UNIVERSITY ...................Inside Back Cover
The policies, requirements, course offerings, schedules, activities, tuition and fees as described in this Handbook are subject to change without notice at any time at the discretion of York University and the Schulich School of Business.
Important Web Sites

The Schulich School: www.schulich.yorku.ca Graduate degree programs, specializations, Schulich Career Development Centre, Lotes Notes e-mail, Study Abroad Links to Graduate course offerings, wait list database, exam schedules, student forms and sessional dates Newly admitted students should refer to www.schulich.yorku.ca/newmbaimba York Counselling and Disability Services: www.yorku.ca/cds Resources and services to help students develop and fulfill their personal and academic potential (i.e. personal & group counselling, workshops, learning skills, etc.) York Online Services: www.yorku.ca/yorkweb/cs.htm Enrolment and fees Address changes Grade Reports York University Academic Regulations Parking and Transportation Housing
Graduate Business Council: www.gbc.schulich.yorku.ca Mission statement, services, events and contact information for all Graduate Schulich students
Contact Us
Contact Us
Schulich Division of Student Services & International Relations
The Schools Division of Student Services and International Relations should be consulted on questions related to admissions, enrolment, registration, grade or course problems, financial assistance or special advising.
Topics To Query Executive Director
Academic counselling Program planning Graduate assistantships Research assistantships Special cases Charmaine Courtis Executive Director of Student Services & International Relations Heidi Furcha Financial Administrative Assistant 416-736-5059 hfurcha@schulich.yorku.ca W263C
Contact
Telephone
E-mail
Location
416-736-2100 ext. 22293
hfurcha@schulich.yorku.ca
W288
Student Services
Academic counselling Program planning Academic appeals Complaints officer Petitions & appeals Academic Honesty policies Convocation Grades Appeals/Committee Praveen Muruganandan (until June 2012) Melissa Judd (returning June 2012) Director, Student Services Olga Carew Student and Academic Services Coordinator Sandra Osti Records and Promotions Administrative Assistant 416-736-2100 416-736-2100 ext. 70228 416-736-2100 ext. 22744 416-736-2100 ext. 77971 pmuruganandan@schulich.yorku.ca mjudd@schulich.yorku.ca W262O
ocarew@schulich.yorku.ca
W262E
sosti@schulich.yorku.ca
W262E
Enrolment & Registration

Enrolment & Registration Academic counselling (graduate) Course/section changes Status changes Fees inquiries Registration/enrolment Wait lists Keshia Gray (until September 2011) Carolyn Ward (returning September 2011) Manager, Enrolment Services Chioma Nwabugwu (until October 2011) Tina Fantin (returning October 2011) Registration Assistant Rachel Ricer Student Programs Assistant 416-736-2100 ext. 77007 416-736-5303 studentservices@schulich.yorku.ca cward@schulich.yorku.ca studentservices@schulich.yorku.ca tfantin@schulich.yorku.ca rricer@schulich.yorku.ca studentservices@schulich.yorku.ca W262N
W262
416-736-5303
W262
Financial Aid
Financial Aid OSAP Information Bursaries, scholarships, fellowships, awards Emergency Loans Amanda Barnes Assistant Director, Financial Aid Anne Caulfield Financial Aid Officer 416-736-2100 ext. 77979 abarnes@schulich.yorku.ca W262J
416-736-2100 ext. 30515
acaulfield@schulich.yorku.ca
W262K
International Relations
International students recruitment & admissions International student advising Study abroad (graduate exchange) International inquiries Lindsay Hillcoat Associate Director, International Relations Cheryl Stickley Graduate International Program Coordinator Lan Yu International Information Assistant 416-736-2100 ext. 77893 416-736-2100 ext. 22811 416-736-5059 416-736-2100 ext. 77973 lhillcoat@schulich.yorku.ca W263F
cstickley@schulich.yorku.ca
W263D
lyu@schulich.yorku.ca
W263K
Graduate Admissions
Admissions & Recruitment Admissions Advanced Standing Building tours Class visits Advanced Standing Admissions inquiries Krista Larson Director, Admissions & Recruitment Renice Jones Assistant Director, Admissions (IMBA, PhD and Special Programs) Carol Partland Manager, Marketing and Recruitment Michelle Hughes Graduate Admissions Assistant 416-736-2100 ext. 22062 416-736-2100 ext. 20393 416-736-2100 ext. 77968 416-736-2100 ext. 22535 klarson@schulich.yorku.ca rjones@schulich.yorku.ca W263B W263B
cpartland@schulich.yorku.ca mhughes@schulich.yorku.ca
W263B W263B
Enrolment
Enrolment
IN THIS SECTION:
Enrolment Process Registration and Enrolment ......................................................6 Enrolment Blocks .....................................................................6 Enrolment Access Notification..................................................6 Enrolment in Individual Study Elective Courses.......................6 Enrolment in Elective Courses Outside Schulich ......................6 Course Changes and Withdrawals Regulations and Deadlines........................................................7 Impact of Changes on Length of Program ................................7 Other Enrolment Information Course Wait Lists and Automated Wait List Database...............7 Course Cancellations ................................................................7 Revised Course Offerings..........................................................7 Enrolment Status Information Definition of Full-time and Part-time Status .............................7 Changing Full-time and Part-time Status..................................7
ENROLMENT PROCESS
Registration and Enrolment
the course enrolment process at York is automated and completed by students online the process of making enrolment changes at York is also automated (e.g. changing course sections, substituting one course for another by dropping one and adding another, or dropping a course) students without immediate access to a computer may use on-campus terminals, including the library, computer lab, or the computers in the Schulich Student Services Office, W262 students normally enrol for Summer term courses in March and for Fall and Winter courses in June enrolment is on a first-come, first-served basis
include the approved clearly defined course topic, title and signature of the faculty member supervising the course. Please note that faculty members are not obligated to accept individual study proposals from students pursuing individual studies upon receipt of approved form, you will be advised by e-mail to enrol in the course online see Schulich Individual Study on page 60 for additional information
Enrolment in Elective Courses Outside Schulich (6.0 credit-hours maximum) To enrol in an elective course offered at another York University Faculty:
well in advance of the start of term (at least 4 to 6 weeks), print the Graduate Courses at York form from www.schulich.yorku.ca > (Select your Program) > Forms submit the completed form to the Student Services office, W262, Schulich, along with a brief statement of intent once approved by Schulich, the form will be sent to the home department of the course you wish to take upon approval by both Faculties, you will be notified by e-mail to enrol online
Enrolment Blocks
All students with an outstanding balance of more than $1,000.00 one week prior to their Enrolment Access Period will be blocked from enrolling in the Summer, Fall and/or Winter terms.
Enrolment Access Notification

A students Enrolment Access Period begins on the date and time posted online at www.yorku.ca/yorkweb/cs.htm. Access Periods are updated and can be viewed in March and June. Enrolment access is determined according to the number of completed credit-hours a student obtains. Schulich access periods begin on different days. Students with the highest number of courses completed begin first. Once the enrolment access has begun, it continues until the final date to enrol in courses for that term. We recommend that students enrol as early as possible once their access period begins. We also encourage students to verify their enrolment periodically online.
To enrol in elective courses at other Graduate Schools outside York University

For courses in Ontario: well in advance of the start of the term (at least 6 to 8 weeks), complete an Ontario Visiting Graduate Student (OVGS) application, available in W262, Schulich submit the completed form, a course syllabus for the desired elective course from the university you wish to attend, and a rationale for taking this course outside of the Schulich School to the Student Services Office, W262, Schulich you will be contacted via email regarding the status of your request For courses outside Ontario: submit a course syllabus which includes teaching hours for the desired elective course and a rationale for taking this course outside of the Schulich School to the Student Services Office, W262, Schulich you will be contacted via email regarding the status of your request
Enrolment in Individual Study Elective Courses (6.0 credit-hours maximum)

print the Individual Study form from www.schulich.yorku.ca > (Select your Program) > Forms return completed form to the Student Services Office, W262, by the end of Week 1 of the term in which the course is undertaken
Enrolment
COURSE CHANGES AND WITHDRAWALS

There are different academic and financial deadlines for adding and dropping courses. See also inside cover and page 10.
of classes, students will no longer be able to add themselves to courses and are not permitted to attend courses for which they are not formally enrolled. If a new section is added, the Student Services staff will e-mail the appropriate number of students via Lotus Notes, and advise the students of the new section. If space in filled courses becomes available, students will also be notified by Lotus Notes. Note that seniority (the number of courses completed) is used in determining priority only for those students whose names are recorded on the Priority Wait List. After those students have been awarded space, available spots will be assigned on a first-come, first-served basis.
NOTE: Students will not be automatically enrolled into courses from wait lists. Students will be notified by Lotus Notes e-mail that they have 1, 3 or 5 days to enrol in the course online. Once this period has elapsed, the Student Services staff will advance to the next student on the wait list.
Regulations and Deadlines

after the first term of study, students are free to add courses (space permitting), transfer sections or change courses up to the end of the first week of a term using the online system (sessional dates are listed online) should a course reach its enrolment limit, students may add their name to a wait list. Please see below for details
NOTE: Students cannot drop MGMT 5150 3.00 or transfer sections without special permission, as this is considered to be a withdrawal from a degree program
Impact of Changes on Length of Program

dropping one or more Required Foundations of Management Core Courses may prevent a full-time student from completing an MBA or MPA degree program within the normal four fulltime semesters, as these are prerequisites for SGMT 6000 3.00, MGMT 6090 0.00 and MGMT 6100 3.00 and must be completed before the student can progress dropping SGMT 6000 3.00 requires dropping MGMT 6090 0.00 and MGMT 6100 3.00 if the two courses are being taken concurrently see your academic advisor ahead of time to discuss your decision to drop a course
Course Cancellations
If a course is cancelled, Student Services immediately informs those enrolled in the course by Lotus Notes e-mail. The change is also posted online at www.schulich.yorku.ca > (Select your Program) > Enrolling in Classes > Course Offerings.
Revised Course Offerings

Revisions to course offerings are posted on the Schulich Web site at www.schulich.yorku.ca > (Select your Program) > Enrolling in Classes > Course Offerings. Revisions can include: cancelled courses new courses schedule changes (day/time) room changes new instructors
OTHER ENROLMENT INFORMATION

Course Wait Lists and Automated Wait List Database
During the enrolment period, a course may reach its enrolment limit. When this happens, students trying to enrol in that course will be told online that they may not enrol because: a) they do not meet access requirements for the remaining seats, or b) the remaining seats are reserved, or c) the course is full Students receiving any of these messages should add themselves to the wait list if they have earned the course prerequisites. Please contact Schulich Student Services if you have questions about the enrolment message at studentservices@schulich.yorku.ca. The Automated Wait List database maintains a list of students who are waiting for a space in a particular course. Students who add their names to the Priority Wait List by the end of the week after the start of the enrolment period (date is listed on the database) will be given priority on the list according to the number of credit-hours completed and in progress. Students who add their name after that first week will be assigned priority on a first-come, first-served basis, provided they have completed the course prerequisites. Students may add their name to the Automated Wait List Database at waitlist.schulich.yorku.ca. The database requires the students Lotus Notes User ID and password. After the published deadline for the Priority Wait List, the School reviews the enrolment and wait list numbers for the session, assessing demand for additional sections of scheduled courses, or for the addition of new, previously unscheduled courses. During the first week of class, professors whose courses have a wait list will be given a copy, along with the current class list. During the second week of classes, students may enrol into courses with the permission of the instructor only. The wait list will no longer be in effect. A completed Enrol with Instructor Permission Form must be submitted to Student Services by the specified deadline. After the second week
ENROLMENT STATUS INFORMATION

Definition of Full-time and Part-time Status
full-time status is defined as enrolment in 9.0 credit-hours or more to a maximum of 18.0 credit-hours per term part-time status is defined as enrolment in no more than 7.5 credit-hours per term for continuing students, status in a new term is assumed to be the same as in the previous term unless a change was requested in writing prior to the start of the term
Status changes must be made by the student to be official and result in a fee change. Enrolment in a part-time course load does not automatically confirm that the student is part-time or paying part-time fees. A status change must be submitted as below.
Changing Full-time and Part-time Status

Students may only change status from full-time to part-time or vice versa by submitting a written request using the Enrolment Status Change Form, found online at www.schulich.yorku.ca > (select your program) > Forms. This form must be submitted to Student Services by the deadline indicated online and on the form. Students who change their status for a limited period of time (e.g. from full-time to part-time for a Summer Term) must remember to apply to change their status back by the stated deadline on the Enrolment Status Change form. Students who wish to change their status for numerous upcoming terms (e.g. continue part-time for the remainder of the program) should only submit one form.
Fees and Payment of Fees

IN THIS SECTION:
Domestic and International Fees ...........................................8 Tuition & Supplementary Fees Academic Tuition Fees/Charges ................................................8 Domestic Student Category ......................................................8 International Student Category.................................................8 Non-refundable Admission Deposit..........................................8 Supplementary Fees/Charges ...................................................8 Ancillary Fees ...........................................................................8 Student Referenda Fees.............................................................8 Additional Fees Leave of Absence Fee................................................................9 Language Course Fees for Non-IMBA Students ........................9 Language Testing Fees for IMBA Students ................................9 Health and Dental Insurance Plans University Health Insurance Plan (UHIP) for International Students ...............................................................9 Supplemental Health and Dental Insurance Plan For All Full-Time Domestic and International Students.....................9 Payment of Fees Student Accounts Statement .....................................................9 Methods of Payment.................................................................9 Deadlines for Fees Payment......................................................9 Receipts ....................................................................................9 Deferring Payment of Fees .....................................................9 Waiving Payment of Fees York Employees/Dependents ....................................................9 OSAP Loans ............................................................................10 Outstanding University Debts ..............................................10 Academic Sanctions for Accounts Not in Good Standing .......10 Tuition and Education Tax Credit Certificate ...................10 Refund of Fees .......................................................................10 Refund for Complete Withdrawal From a Term......................10 Financial Petitions ................................................................10
DOMESTIC AND INTERNATIONAL FEES

Domestic and international student fees are posted on the Student Financial Services Web site at sfs.yorku.ca. Follow the links to the Schulich Fees and Refund tables.
TUITION & SUPPLEMENTARY FEES

Academic Tuition Fees/Charges
Academic fee rates are determined by the government of the Province of Ontario according to a formula based on whether a student is designated as a domestic or international student. Any adjustment to this formula fee schedule will result in an adjustment to the Universitys academic fees. The University will endeavour to inform the student community immediately upon any such adjustments. Fee rates are subject to change without notice.
Students who are unable to provide the required documentation before paying their academic fees are required to pay at the international student fee rate. If fees are paid at the higher rate, and a student subsequently becomes exempt, dated documents must be submitted to the Client Services counter before October 31 for the Fall Term, January 31 for the Winter Term, and June 30 for the Summer Term. international students can request evidence of registration at York University by visiting Schulich Student Services, SSB W262 all newly admitted graduate students must pay a non-refundable deposit of $2,500.00 ($1,500.00 if part-time) to hold their place in a program the deposit is credited against academic tuition fees after a student registers (appears on first term account statement) The deposit is forfeited if a student does not attend in the term for which admission was granted.
Non-refundable Admission Deposit
Domestic Student Category

a domestic fee rate (including the cost of academic tuition) is applied to Canadian citizens, permanent residents of Canada or eligible international students
Supplementary Fees/Charges
NOTE: Students with questions about a particular supplementary fee/charge should first contact the unit charging the fee. If the matter is unresolved, students should document the issue and send a copy to both the Registrars Office and to the York University Fees Committee, c/o Registrars Office.
International Student Category

an international student fee rate (including the cost of academic tuition) is applied to students who do not fall within the exemption categories under certain circumstances, students can be exempted from paying the international student fee rate
The Ontario Ministry of Education and Training permits universities to automatically charge certain supplementary fees in addition to academic tuition fees.
Ancillary Fees
charged and collected centrally by York University as a portion of overall tuition fees applied against University services such as: athletics, recreation, counselling, cultural services, special services ineligible for an income tax receipt
Students who wish to be considered for exemption under one of the approved exemption categories must contact the Registrars Office regarding the official documentation necessary to support such a request. Only original documents may be presented. Photocopies are not acceptable. All such documents, or those requested as proof of status, must be submitted to the Client Services counter at the Bennett Centre for Student Services prior to payment of academic fees.
Student Referenda Fees

charged and collected centrally by York University as a portion of overall tuition fees ineligible for an income tax receipt
ADDITIONAL FEES
Leave of Absence Fee
a fee is charged when a leave of absence is requested by a student and approved by the Schulich Student Affairs Committee $169.49 for each term on leave
Student Accounts Statement

view online at sfs.yorku.ca not routinely sent to students payment due date is noted on the statement typical charges include: - tuition - housing - health and dental insurance - parking fines - library fines
Language Course Fees for Non-IMBA Students

language courses are optional non-credit courses for non-IMBA students contact the IMBA Program office at imba@schulich.yorku.ca or 416-736-5942 for further details
Methods of Payment
The preferred payment method for students to pay outstanding fees is through online banking. International students should use Travelex instead of wire transfers. Refer to sfs.yorku.ca/fees/ paying/index.htm for more information.
DEADLINES FOR FEES PAYMENT For Summer 2011 For Fall 2011 For Winter 2012 May 10, 2011 Sept. 10, 2011 Jan. 10, 2012
Language Testing Fees for IMBA Students

placement OPIs (Oral Proficiency Interviews) $50.00 CDN, unsupported exit OPIs $50.00 CDN, all other OPIs $144.00 CDN, paid prior to an interview contact the IMBA Program office at imba@schulich.yorku.ca or 416-736-5942 for further details
HEALTH AND DENTAL INSURANCE PLANS

University Health Insurance Plan (UHIP) for International Students
UHIP covers health care expenses for international students and their dependents. All international students are required to participate. For fees and benefits details, visit the UHIP Web site at www.yorku.ca/yorkint/uhip
Receipts
Your cancelled cheque, bank receipt/stamp or transaction record serves as proof of payment.
DEFERRING PAYMENT OF FEES

It is the responsibility of each student to cover all costs associated with attending the University. If financial assistance is required to honour this responsibility, students should immediately contact Schulich Financial Aid at 416-736-2100 ext. 30515. If after reviewing a students financial situation and credit history a request for assistance is accepted, the student will be required to sign a Promissory Agreement (a legally binding contract) with the University. in most cases, interest will be charged on any deferred tuition, including payment extensions application forms for payment extension are available from the Schulich Financial Aid Officer contractual obligations involved are listed on the application form if a request to defer fees is required due to complications arising from scholarships, sponsorships or difficulties in obtaining foreign currency, students should make their request to defer payment in writing to the Assistant Director, Schulich Financial Aid
Supplemental Health and Dental Insurance Plan For All Full-time Domestic and International Students
The York University Graduate Students Association (GSA) provides a mandatory supplemental health and dental insurance plan for full-time graduate domestic and international students: full-time students starting in the Fall 2011 term are automatically opted-in to the plan full-time students who have equivalent coverage may opt-out of the plan by the deadline with proof of coverage. Visit www.yugsa.ca in mid-October for opt-out information part-time and new full-time Winter and Summer 2012 students may opt-in to the program by the deadline
For fees, benefits and opt-in or opt-out deadlines, please visit the GSA Web site at www.yugsa.ca
PAYMENT OF FEES
Students are responsible for the fees associated with their enrolment in any term. A students non-attendance at classes does not constitute official withdrawal from courses, from the term, or from York University. Students must officially drop courses online. See the Fees/Refund Tables at sfs.yorku.ca/refunds/tables/ for complete withdrawal refund schedule.
WAIVING PAYMENT OF FEES

York Employees/Dependents
The University will waive academic fees at the domestic fee rate for University degree credit courses for eligible staff members, faculty and dependents. There is a tuition waiver cap for Masters level Schulich students. For more information regarding academic fee waivers or eligibility requirements, contact the Department of Human Resources at 416-736-5005. Tuition fees covered under the academic fee waiver policy for courses taken by employees of York are non-taxable. Tuition fees waived for dependents of employees are taxable and will be reported on the family members T4A slip for that year.
OSAP LOANS
To maintain interest-free status on previously negotiated student loans, full-time students must complete a Continuation of Interest-Free Status form and submit the form to Student Financial Services, Student Services Building.
FINANCIAL PETITIONS
Students who withdraw from a term due to rare and unforeseen circumstances after the refund deadline listed above may apply for relief to the Financial Petitions Committee, c/o the Student Financial Services. In addition to a detailed letter outlining the exceptional circumstances, supporting documentation must be provided. See sfs.yorku.ca for details.
OUTSTANDING UNIVERSITY DEBTS

York University Senate policy stipulates that graduation privileges, academic services, transcript requests and enrolment privileges, among others, be withheld from any student until all financial liabilities to the University have been settled (e.g. housing, telecommunications, parking fines, outstanding tuition fees). The following chart summarizes these academic sanctions.
Academic Sanctions for Accounts Not in Good Standing

STATE OF ACCOUNT Not in good standing Owe $1000.00 or more SANCTION APPLIED Graduation blocked, transcripts denied etc. Enrolment adds and drops blocked; library privileges denied; future housing privileges denied; purchase of parking decals denied
TUITION AND EDUCATION TAX CREDIT CERTIFICATE

Tuition and Education Credit Certificates for Canadian tax purposes are available online annually in February to eligible part-time and full-time Schulich students at sfs.yorku.ca.
REFUND OF FEES
NOTE: 1. Non-attendance at classes does not constitute official withdrawal from a course, a term or the University. 2. To withdraw from one, several or all courses, a student must withdraw online. The section below provides important details related to withdrawing from all courses in a term.
Refund for Complete Withdrawal From a Term

Some students may find it necessary to withdraw from a particular term. Upon withdrawal from all courses, students may be entitled to a refund of a portion of their fees, depending on the date by which the withdrawal is authorized. fees are refunded on a pro rata basis all or a portion of a refund may be withheld until all outstanding balances are paid if fees have not been paid at the time of withdrawal from a term, withdrawing students will still remain liable for any outstanding amounts fees refund tables are posted at sfs.yorku.ca/refunds/tables/
Scholarships and Financial Assistance
Scholarships and Financial Assistance for Continuing Students

Students entering, continuing in, or graduating from Schulich School of Business programs are eligible for a range of financial assistance options, including assistance programs administered by the Province of Ontario on the basis of financial need, and entrance scholarships and in-course awards given by the University in recognition of scholastic achievement. A number of additional awards, bursaries, prizes and medals are also offered. Many of these are donated by corporations, associations and private individuals. The University may provide academic fee deferments and short-term emergency loans. All awards are subject to change without notice. The following is a list of specific scholarships, bursaries and awards available to continuing Schulich students. Details on these and other available financial assistance are in the Schulich School of Business Awards and Financial Support brochure, available from Student Services and International Relations and online on the Schulich Web site. This brochure provides detailed information about: entrance bursaries, scholarships and awards graduation scholarships and awards assistantships loans external scholarships, fellowships and awards
SCHOLARSHIPS, AWARDS AND BURSARIES FOR CONTINUING STUDENTS

Continuing Student Awards
The Thomas Beck MBA Award $5,000.00 Brokers Trust Insurance Group Award in $5,000.00 Memory of Gena Giansante Carol Anne Letheren Womens MBA Award $3,000.00 The Foundation for Better Communities Award for Outstanding Leadership in Business Ethics $3,000.00 Sony of Canada MBA Scholarship $3,000.00 Wigwamen Scholarship $2,500.00 McKinnon Family MBA Entrance Award $2,500.00 Isaac Akande Scholarship $2,000.00 The Alan and Esther Hockin Award in International Study $2,000.00 Matthew Badeau Award $2,000.00 Michael Paul Sardella Award for International Studies $2,000.00 Tillo E. Kuhn International Student Award $1,500.00 Robert Cuff Fellowship Variable; maximum value of $1,500.00 Michael R. Bigger MBA Award $1,400.00 Robert L. Rossman MBA Award $1,250.00 Class of 2008 GBC Award $1,250.00 Canadian Association of Women Executives and Entrepreneurs Scholarship Variable Masters Level Case Competition Conference Award Variable Joe Cicero Scholarship $1,000.00 Union Carbide Scholarship $1,000.00 Winchcombe Scholarship Fund $1,000.00 The James Gillies Award $1,000.00 Dennis Starritt MBA Award $1,000.00 The Stanley and Frances Weigen Award $1,000.00 The Kamlini Kumar Memorial Award $1,000.00 The Schulich School of Business Alumni Award $500.00, $750.00 or $1,000.00 Gregory Misztela MBA Award $540.00 The James Foy Award $500.00 Graduating Class of 94 Full-time Scholarship $100.00 Graduating Class of 94 Part-time Scholarship $100.00
Financial Engineering
Chandra Wijaya Award in Financial Engineering $1,000.00 $5,000.00 $5,000.00 $2,250.00 Medal $3,000.00 $1,000.00 $500.00 $2,000.00 $1,500.00 $1,000.00 $3,000.00 $1,500.00 $2,000.00 $1,000.00 $1,000.00 $1,000.00 $1,000.00 $625.00
Financial Services
Steven K. Hudson MBA Bursary in Financial Services The John Hunkin Financial Services Award Great-West Life, London Life and Canada Life Award
MBA/JD Joint Program

Hennick Medal for Academic Excellence MBA/JD Joint Student Association Award Robert J. Gemmell MBA/JD Award of Excellence Terence G. Kawaja MBA/JD Award
International MBA
Citibank Presidents Award The Pratt & Whitney Canada Inc. International MBA Award
Marketing
Case Competition Marketing Award
Nonprofit Management and Leadership

Nonprofit Internship Bursary Victor Murray Bursary
Real Estate and Infrastructure

Morguard Award Elisa Di Bartolomeo-Di Lorenzo GTHBA Prize in Government Relations George Wesley Graham Prize in Ethics The NAIOP Bursary SIOR Scholarship in Real Property IBI Group Award
Bursaries
MBA/IMBA Full-time Bursary Variable MBA Part-time Bursary Variable International Student Emergency Bursary Variable Exchange (Study Abroad) Bursary $2,000.00 Schulich Travel Bursary maximum $1,500.00 IMBA Work Term Bursary Equivalent to full-time tuition for the term Schulich Case Competition Bursary Variable The Claridge Israel Inc. Global Leadership Bursary Variable Russell and Suzy Campbell Bursary $1,125.00 The General Motors of Canada Limited Bursary $1,000.00 The Schulich School of Business Single Parent Bursary $1,000.00 Michael and Mara Badali Bursary $500.00 Jose A. Danobeitia Award $500.00 The Schulich School of Business International Recruitment Bursary $300.00 Special Program Internship Bursary Variable The Schulich School of Business Alumni Bursary Variable
Specialization Awards
Accounting or Finance
Steven K. Hudson Finance Scholarship W. David Wood Award Zoran Fotak Award $5,000.00 $1,500.00 $300.00
Arts and Media Administration

The Stuart McAllister Award Bickell Internship Awards Imasco Awards Onex Internship Award George Gardiner Award $5,000.00 Minimum $3,000.00; Maximum $7,500.00 Variable $500.00 $500.00
Business and Sustainability

The Susan Barnes and Daniel Pauze Award for Business and Sustainability $1,000.00 $3,500.00 $500.00 $500.00
Entrepreneurial Studies
Schulich Scholarship for Entrepreneurship The Ntuitive Software Award The Andrew J. Sherwin Bursary
Other Information
Other Information
IN THIS SECTION
Advanced Standing/Waiver with Replacement Petitions for Advanced Standing/Waiver with Replacement.................................................................12 Advanced Standing .................................................................12 Waiver with Replacement .......................................................13 IMBA Program Advanced Standing/Waiver with Replacement....13 Course Duplication................................................................14 Classroom-Based Academic Concerns & Just In Time (JIT) Process................................................14 Computing Services Computer Ownership.............................................................14 Computer Accounts................................................................14 Computing Location/Hours ....................................................14 Personal Computing Recommendations .................................14 Course Materials Information Course Packages ....................................................................15 Course Materials Database ......................................................15 Graduation/Convocation ......................................................15 Student Identification YU-card...................................................................................15 Class Photo Lists.....................................................................15
ADVANCED STANDING/WAIVER WITH REPLACEMENT

Petitions for Advanced Standing/Waiver with Replacement
Important Reminders: 1. Advanced Standing/Waiver with Replacement petitions will be received with a students application to a Schulich program, but will not be reviewed until the student has been admitted into the program. 2. As applications for Advanced Standing and/or Waiver with Replacement must be processed before a candidate actually begins his or her program, it is essential that candidates allow at least four weeks before the mandatory academic planning session for processing a petition. 3. Petitions must be submitted one week before the commencement of Launch Week. If the petition process is not completed before the beginning of studies at Schulich, a student will be unable to obtain an Advanced Standing or Waiver with Replacement option. 4. MPA students should refer to page 24 for MPA Advanced Standing and waiver with replacement information. To petition for Advanced Standing or Waiver with Replacement, a candidate must: fill out the appropriate form provided in the Schulich Application Package and return it together with related materials include related course information: - the code, name, year completed and grade received for each course offered as a substitute for a Schulich Required Foundations of Management Core Course (See Course Descriptions: Required Core Courses on page 55) - a detailed course outline, including a description of the teaching method(s) used - a list of required textbook(s) and readings (not supplementary readings) - details of the duration of the course - the name of the university at which the course was completed
Advanced Standing
Graduates of a four-year business program (e.g. BComm or BBA degree) with two years full-time work experience, or applicants from an approved MBA or equivalent program may shorten their Schulich MBA or MPA program by receiving Advanced Standing for some of the MBA 1 Required Foundations of Management Core Courses.
NOTES: 1. A candidates previous credits will not automatically be considered for Advanced Standing by the Schulich School unless a formal petition for Advanced Standing is made by the candidate prior to the start of the program. 2. IMBA applicants can apply for Advanced Standing for certain core courses. See IMBA section on page 13.
The Required Foundations of Management Core Courses represent the minimum knowledge that the School deems essential for a person to be granted an IMBA, MBA or MPA degree. The School, therefore, is willing to consider Advanced Standing only under certain conditions. To be eligible for Advanced Standing, candidates must: EITHER have been granted a four-year Honours degree (or equivalent) in business defined as: - a degree in which at least 40% of the course work was completed within a business or management faculty or school, and - have at least two years of full-time work experience after graduation (a candidate with the required business degree, but lacking the required work experience may still be eligible for Waiver with Replacement described below) OR have completed approved Masters-level courses in approved MBA or equivalent programs
Other Information
For a course to be considered for Advanced Standing, the following are necessary: a petition (application) for Advanced Standing must be made before entry to a program a course must overlap at least 80% with the equivalent Schulich Required Foundations of Management Core Course overlap applies to: - content (coverage of topics) - depth of study of topics - applications of topics to a management context - pedagogic method (e.g. the use of the prescriptive case approach in financial accounting) - a general rule of thumb to apply is that two semesters of undergraduate work are equivalent to one semester of Masters-level work (this is an approximation that varies from functional area to area) a student must have been awarded a grade of at least a B on a course for which Advanced Standing is requested a student must have completed each course within a 10-year period prior to entry into a Schulich Masters-level program Both the MBA and MPA programs consist of 60.0 credit-hours of courses. To receive a Masters degree from York University, a minimum of the last year of full-time study or the equivalent on a part-time basis must be completed at York. All students must complete at least 30.0 credit-hours in residence. For accelerated students, 6.0 of their 30.0 credit-hours may be taken out of Faculty or on exchange. This coursework must not duplicate previous business studies. Please see Course Duplication section for a full explanation prior to selecting courses. Advanced Standing may be granted for a maximum of 30.0 credit-hours in Required Foundations of Management Core Courses, subject to the following rules: Advanced Standing may be obtained for a maximum of 30.0 credit-hours for 5000 level core courses no Advanced Standing will be given in the MBA/MPA/IMBA programs for courses in the 6000 level series students without an undergraduate degree are not entitled to Advanced Standing each student is responsible for the knowledge in each course in which Advanced Standing is obtained if a candidate has obtained a business degree, but does not have at least two years full-time work experience after graduation, the candidate will not be eligible for Advanced Standing (but may be eligible for Waiver with Replacement, below)
The fact that a candidate is granted Waiver with Replacement will not allow the candidate to shorten a Schulich Masters-level program. If Waiver with Replacement has been granted for a course, that course must be replaced with an Elective Course (see Course Descriptions: Elective Courses on pages 60-79). This coursework must not duplicate previous business studies. Please see Course Duplication section for a full explanation prior to selecting courses. Waiver with Replacement is available for courses of 3.00 and 1.50 credit-hour 5000 level core courses.
IMBA Program Advanced Standing and Waiver with Replacement

Advanced Standing and Waiver with Replacement is only granted for the following courses listed, and is subject to all the criteria listed below, including that it will only be assessed before the program begins:
OMIS 5120 1.50J ECON 5100 3.00J ACTG 5210 1.50J FINE 5200 3.00J INTL 5301 1.50 INTL 5302 1.50 INTL 6060 9.00 Quantitative Methods The Economic Environment of Business Management Accounting Managerial Finance Operating in a Networked Environment I Information Systems Operating in a Networked Environment II Operations Management Work Term (Advanced Standing only)
Advanced Standing in the IMBA does not shorten the length of the program; rather, it allows for a reduced course load or flexibility in elective choices please see Course Duplication section for a full explanation prior to selecting courses Advanced Standing may be obtained for INTL 6060 9.00 Work Term. Eligible candidates must have at least 2 years full-time continuous corporate work experience in a country within their selected IMBA region of focus and have a minimum of Advanced-Mid level of Oral Proficiency Interview (OPI) in their selected IMBA language at entry. Petitions must be submitted separately in writing to the Director, International MBA Program prior to the start of the program
The Waiver with Replacement option is intended to provide students with greater flexibility in planning their course of study and to prevent their taking courses substantially similar to those they have already taken. Waivers with Replacement will not reduce the total number of credit-hours required for graduation; students will select additional elective courses to make up the total program Waiver with Replacement will be granted where applicants can demonstrate that they have obtained a B or better grade in a course which overlaps by at least 80% with a 5000 x.xx series Required Foundations of Management Core Course, and has been completed within the 10-year period prior to entry into the IMBA program; for students with a BComm or a BBA, Waiver with Replacement may be considered for the following courses: INTL 5100 3.00, INTL 5200 3.00, INTL 5220 3.00, and MKTG 5200 3.00, if significant international AND similar content can be demonstrated
Waiver with Replacement

MBA/JD students are eligible only for Waiver with Replacement; they are not eligible for Advanced Standing. See special conditions for the IMBA program below. Candidates may apply for Waiver with Replacement if they: have an undergraduate business degree (e.g. BComm or BBA degree), but do not have two years work experience, or do not have an undergraduate business degree, but have taken courses which are sufficiently similar to MBA 1 Required Foundations of Management Core Courses
The general criteria for course overlap (similarity) are the same as those described in this section under Advanced Standing.
Other Information
COURSE DUPLICATION
Students may not take Schulich electives for which there is 80% overlap in content with a course taken in a previous business program. Eg: If a finance elective course covering Investments was taken in the undergraduate degree program, students may not then take the graduate course Investments FINE 6200 3.00 at Schulich for degree credit. If taken, it would be considered as an extra course within the program and would be excluded from the credit count required to graduate and from the graduate average. Most times, it is obvious from the title and/or course description that a course is too similar to take for degree credit. However, if there is any doubt as to whether there is significant overlap between an undergraduate and a graduate degree course, students must choose another course. In the meantime, if the student still wishes to pursue taking the Schulich elective course, he/she must contact Student Services and the appropriate Schulich faculty member with the full course syllabus to determine whether the course is appropriate for credit. If approval is given from the faculty member, Student Services must be notified and the information will be placed in the students file, and enrolment may then occur, space permitting. Questions regarding degree credit exclusions can be directed to studentservices@schulich.yorku.ca for clarification.
COMPUTING SERVICES
Computer Ownership
Students MUST have unlimited, personal off-site access to an IBMcompatible computer. The Seymour Schulich Building is outfitted with York ethernet ports in certain key areas for student access. It is also provisioned with WI-FI wireless (802.11b) access throughout the building so that laptops can connect to the Internet.
Computer Accounts
all newly admitted Schulich graduate-level students are given computer accounts and passwords at the mandatory academic advising session prior to the start of term to obtain an account, identification and proof of registration are required all student accounts allow for access to electronic mail, course material and the internet at no additional charge
Computing Location/Hours
Schulich students have access to university-wide and Schulichspecific services in a number of locations: Schulich Computing Services 416-736-5824 (or) 416-736-2100, ext. 55824 Hours: Mon Fri: 8:30am to 4:30pm Schulich Computer Helpdesk Schulich Computer Lab W354, Seymour Schulich Building 416-736-2100, ext. 66356 E-mail: helpdesk@schulich.yorku.ca
CLASSROOM-BASED ACADEMIC CONCERNS & JUST IN TIME (JIT) PROCESS

NOTE: The Schulich School has put in place a process for addressing students classroom-based academic concerns. The following outlines steps that can be taken. Every effort is taken to maintain confidentiality throughout the process.
Students should first speak to the professor concerned to see if the matter can be resolved directly. It is recognized however, that under some circumstances, a student may prefer not to speak directly to the professor, but to use the options below instead.
Schulich Computer Lab Hours

DAY Mon - Fri Weekends TIME 8am - 11pm 10am - 6pm
Just In Time (JIT)

For Year 1 core courses, contact the student elected as the Academic Representative for your MBA section. You are automatically assigned to a class section at the beginning of your studies. During the first term at Schulich, you and the others in your section elect an individual to be the sections Academic Representative. For all Year 1 and Year 2 elective courses, contact the Vice-President of the Graduate Business Council (GBC). The Academic Representative or GBC Vice-President will ask you to provide documentation on the issues, the context and possible action steps. They will then discuss your case with the Director of the Schulich Centre for Teaching Excellence, Professor Ellen Auster, who will handle teaching process concerns. If the issue concerns curriculum, it will be forwarded to the MBA Director. If the issue concerns academic policy and guidelines, it will be directed to the Associate Dean Academic. For more information, contact the SCTE administrative assistant, Debbie Farrell at 416-736-5088, N308, dfarrell@schulich.yorku.ca.
University Central Computing Help Desk, Computing Commons, William Small Centre Mon Fri 8am to 10pm Weekends noon to 5pm 416-736-5800 or 416-736-2100, ext. 55800 University Central Computing e-mail: helpdesk@yorku.ca
Personal Computing Recommendations

Detailed recommendations about laptop or desktop system configuration are available online on the Schulich computing Web site: computing.schulich.yorku.ca
Other Information
COURSE MATERIALS INFORMATION

Course Packages
Certain Schulich courses require the use of a course package in place of, or in addition to, a textbook. Course packages are available to purchase at the York University Bookstore, Text Department. For more information on the bookstore hours or how to purchase your textbooks and course packages online, go to bookstore.yorku.ca. Inquiries should be directed to the Text Department at 416-736-2100, ext. 40735. Miles S. Nadal textbooks should be purchased at Books for Business, 120 Adelaide St. West, Toronto, 1-800-668-9372, 416-362-7822, info@booksforbusiness.com.
STUDENT IDENTIFICATION
YU-card
The YU-card is York Universitys official integrated photo ID and debit card. YU-cards are issued to all registered students and will be the key to important services such as York Libraries, meal plans, photo identification for Exam and for OSAP pickup. New students will have their class list/YU-card photo taken at their Academic & Career Planning session, and then pick up their YU-card during Launch Week or in Schulich Student Services, W262. The YU-card will use a students class list photo, supplied to York by Student Services at Schulich. Students do NOT need to submit their own photo. The card is free but if lost, there is a $20 replacement fee payable at the YU-card Office. For a complete list of YU-card services, visit www.yorku.ca/yucard.
Course Materials Databases

For each course an online Course Materials Database is created in Lotus Notes. Students may access course materials and participate in online discussions in addition to other activities. Students access their individual CMDs through the Student Portal. In order to be able to access the CMDs students must be formally enrolled in the course.
Class Photo Lists

Every Schulich student has their photo taken for Schulich class lists and the YU card. Class photo lists are given to each instructor at the beginning of term, and are used to assist instructors in learning student names, and to assure that students are given credit for class participation. Students need to ensure that their photo is included in the database by having it taken at their Academic & Career Planning Session or in the Schulich Student Services office.
GRADUATION/CONVOCATION
to graduate, a student must go online to www.yorku.ca/mygraduation and complete the Apply to Graduate form for details regarding eligibility to graduate, see Graduation Requirements on page 86
Submit form by the following deadlines:

CONVOCATION DATES October 2011 June 2012 October 2012 DEADLINES May 1, 2011 December 31, 2011 May 1, 2012
Programs
Programs
IN THIS SECTION
MASTER OF BUSINESS ADMINISTRATION (MBA)
Faculty.....................................................................................17 Study Options Full-Time Study (Keele Campus) ...........................................17 Part-Time Study (Keele Campus) ...........................................17 Part-Time Study (Miles S. Nadal Downtown Management Centre) ...........................................................17 Part-Time Weekend Study (Keele Campus) ...........................17 Study Abroad ........................................................................17 Program Length Full-Time Study ....................................................................17 Part-Time Study ....................................................................17 Accelerated/Advanced Standing .............................................18 Waiver With Replacement .....................................................18 Graduation Requirements ....................................................18 The Academic Program ........................................................18 MBA 1 ...................................................................................18 MBA 2 ...................................................................................18 Elective Courses Outside Schulich ......................................18 MBA at a Glance (Samples) ..................................................19 Graduation Requirements .......................................................26 The Academic Program...........................................................26 Arts and Media Graduate Diploma .........................................27 Admission Criteria..................................................................27 Academic Background ............................................................27 Relevant Work Experience......................................................27 Application Process ...............................................................27 Fee Schedule .........................................................................27 Financial Assistance ...............................................................27 Joint MBA/MFA and MBA/MA at a glance ..............................28 Joint MBA/JD Degrees Faculty ...................................................................................29 Study Options ........................................................................29 Program Length ......................................................................29 Graduation Requirements .......................................................29 Academic Program..................................................................29 Summer Courses ....................................................................29 4-year Joint MBA/JD at a glance ............................................30 Exchange Program..................................................................30 Admission Criteria..................................................................30 Application Process ................................................................30 Fee Schedule ..........................................................................30 Financial Assistance................................................................30 3-Year Joint MBA/JD at a glance ............................................31 Joint York/Laval Degrees Eligibility ................................................................................32 The Academic Program...........................................................32 Application Process ................................................................32
INTERNATIONAL MASTER OF BUSINESS ADMINISTRATION (IMBA)

Faculty ...................................................................................21 International Advisory Council Schulich School of Business .................................................21 Study Options .......................................................................21 Program Length ......................................................................21 Special IMBA Admission Information ....................................22 International Specialization Requirements ..............................22 Regional Specialization ...........................................................22 Language Specialization..........................................................22 Additional Specialization ........................................................22 Graduation Requirements .......................................................22 The Academic Program...........................................................22 IMBA at a glance.....................................................................23 IMBA Requirements................................................................23
GRADUATE DIPLOMAS ....................................................33

Graduate Diploma in Justice System Administration .............33
POST-MBA DIPLOMA IN ADVANCED MANAGEMENT

Academic Regulations ............................................................34 Study Options .......................................................................34 Program Length ......................................................................34 Graduation Requirements .......................................................34 The Academic Program...........................................................34 Descriptions: Elective Courses ................................................34 Admission Criteria..................................................................34 Fee Schedule ..........................................................................34
FINANCIAL ENGINEERING DIPLOMA (STAND ALONE)

Academic Regulations.............................................................35 Study Options ........................................................................35 The Academic Program...........................................................35 Promotion and Graduation Requirements...............................35 Program Length ......................................................................35 Admission Criteria..................................................................35
MASTER OF PUBLIC ADMINISTRATION (MPA)

Faculty ...................................................................................24 Study Options .......................................................................24 Program Length ......................................................................24 Graduation Requirements .......................................................24 The Academic Program...........................................................24 MPA at a glance .....................................................................25
JOINT AND DUAL MBA PROGRAMS

Joint MBA/MFA and MBA/MA Degrees Faculty ...................................................................................26 Study Options ........................................................................26 Program Length ......................................................................26
Programs
Master of Business Administration (MBA)

W
hether graduates choose to build a career in private, public or nonprofit organizations, the Schulich MBA prepares them to meet the constantly changing economic, political and social demands of each sector. The organizations graduates will work for are facing seemingly endless challenges. To survive in a world of constant change, these organizations have to be increasingly lean, fast, innovative, entrepreneurial, global in outlook and service-oriented. To keep abreast of such changes, the Schulich School constantly monitors the MBA marketplace. Faculty members listen to stakeholder groups. They talk with executives and practicing managers. They consult with corporate advisors, alumni, students and faculty. They read widely and visit leading schools around the world. The result is an MBA program which is highly relevant, practical and oriented to real-world needs.
FACULTY
Faculty members teaching in the MBA program are drawn from the full-time and part-time faculty complement of Schulich. These men and women are highly qualified and dedicated teachers, researchers and practitioners from academe and the private, public and nonprofit sectors. For a complete list of Schulich faculty members, please refer to pages 114-115.
MBA Program Director Cameron Graham BSc (Alberta); MDiv (Vancouver); MBA & PhD (Calgary) Associate Professor of Accounting
STUDY OPTIONS
Students may choose to study on a full-time or part-time basis, and may change from one to the other.
Part-time Weekend Study (Keele Campus)

September admission only normal part-time load is 6.0 credit-hours of courses per term; initial Summer term normally is 3.0 credit-hours classes held Saturdays and Sundays classes normally scheduled every other weekend Summer session normally Saturdays only students study with weekend cohort until core courses are complete (5 terms); to maintain sequence of core courses, continuous enrolment is required for Terms 1 (Fall), 2 (Winter) and 3 (Summer) weekend electives as well as weekday day and evening electives are open to weekend students who have completed the core courses sessional dates and term withdrawal dates are the same as for all MBA students
Full-time Study (Keele Campus)

MBA 1 and MBA 2 courses offered on Keele Campus normal full-time course load is 9.0-15.0 credit-hours of courses per term (maximum course load is 18.0 credit-hours) September or January admission possible for September admission, continuous enrolment in Fall-Winter terms is recommended for January admission, continuous enrolment in WinterSummer terms is recommended
Part-time Study (Keele Campus)

MBA 1 and MBA 2 courses offered on Keele Campus normal part-time course load is 6.0 credit-hours of courses per term (maximum course load is 7.5 credit-hours) September, January, or May admission possible for September admission, continuous enrolment in Fall-Winter terms is recommended for January admission, continuous enrolment in WinterSummer terms is recommended for May admission, continuous enrolment in Summer-Fall terms is recommended
Study Abroad
All MBA students can apply to spend one term studying full-time abroad in MBA 2 provided they meet certain requirements. For further details, see Study Abroad on page 80.
PROGRAM LENGTH
The length of time required to complete the MBA will depend on a number of factors, including a students previous educational and work experience and choice of study options.
Part-time Study (Miles S. Nadal Downtown Management Centre)*

*The Miles S. Nadal Downtown Management Centre is located at King and Bay Streets on the 5th floor of the Ernst & Young Tower, Toronto Dominion Centre, 222 Bay St., Toronto. MBA 1 courses are offered downtown students will be required to take courses at the Keele campus normal part-time course load is 6.0 credit-hours of courses per term (maximum load is 7.5 credit-hours) September admission only to maintain sequence of core courses, continuous enrolment required for Terms 1 (Fall), 2 (Winter) and 3 (Summer)
Full-time Study
minimum of 16 months over 4 consecutive terms average of 20 months with Summer off maximum of 24 months over 6 terms
Part-time Study
minimum of 40 months over 10 consecutive terms average of 48 months over 12 terms (using possibility of taking time off during studies) maximum of 72 months over 18 terms (using possibility of taking time off during studies)
Programs
Accelerated/Advanced Standing
For students with a previous four-year Honours undergraduate business degree (e.g. BComm or BBA) or equivalent and two years full-time work experience, it is possible that the total required MBA courses can be reduced from 60.0 credit-hours to as few as 30.0 credit-hours. This is the result of the awarding of Advanced Standing for previous undergraduate business courses. Each applicants case is considered individually, and advanced standing requests must be made at the time of application to the MBA. See page 12-13 for more details. Full-time Study minimum of 8 months over 2 consecutive terms average of 12 months over 3 terms maximum of 24 months over 6 terms (using possibility of taking time off during studies), depending on advanced standing (see page 85 for rate of progress time lines) Part-time Study minimum of 16 months over 4 consecutive terms average of 20 months over 5 terms
LAUNCH WEEK required at the beginning of Term 1 for details, see MBA at a Glance (on pages 19-20) students who begin the MBA in the Summer term are required to participate in Launch Week in the following Fall term
MBA 1
REQUIREMENTS 27.0 credit-hours of Required Foundations of Management Core Courses (see below) 3.0 credit-hours of elective course(s) (Please refer to Elective Courses starting on page 60) MBA 1 REQUIRED COURSES
ACTG 5100 3.00 ACTG 5210 1.50 ECON 5100 3.00 FINE 5200 3.00 MGMT 5150 3.00 MGMT 5260 3.00 MKTG 5200 3.00 OMIS 5110 1.50 OMIS 5120 1.50 OMIS 5210 1.50 ORGS 5100 3.00 Financial Accounting for Managers Management Accounting The Economic Environment of Business Managerial Finance Skills for Leadership Managing for Value Creation Marketing Management Information Systems Quantitative Methods Operations Management Organizational Behaviour
Waiver With Replacement

For students with some prior undergraduate business courses but no undergraduate business degree, it is possible that MBA 1 individual course requirements may be waived and elective courses substituted in their place. Each applicants case is considered individually and Waiver with Replacement requests must be made at the time of application to the MBA. Full-time Study minimum of 16 months over 4 consecutive terms average of 20 months with summer off maximum of 24 months over 6 terms (using possibility of taking time off during studies) Part-time Study minimum of 40 months over 10 consecutive terms average of 48 months over 12 terms (using possibility of taking time off during studies) maximum of 72 months over 18 terms (using possibility of taking time off during studies)
ELECTIVE COURSE(S) Unless prerequisite or corequisite elective courses are specified, students are free to select their MBA elective(s) from the list on pages 61-62. Students wishing to use electives to fulfill requirements for a Graduate Diploma or Concentration in a specific specialization area should consult Area & Program Specialization Information on pages 36-54.
MBA 2
REQUIREMENTS 6.0 credit-hours of Required Foundations of Management Core Courses (see below). 24.0 credit-hours of elective courses (Please refer to Elective Courses starting on page 60) MBA 2 REQUIRED COURSES
SGMT 6000 3.00 MGMT 6090 0.00 MGMT 6100 3.00 Strategic Management Strategy Field Study Formation Strategy Field Study (two terms)
GRADUATION REQUIREMENTS
successful completion of 60.0 credit-hours of courses consisting of: - 33.0 credit-hours of Required Foundations of Management Core Courses - 27.0 credit-hours of electives grade point average (GPA) of at least 4.4 (B-), excluding failures grading scheme outlined on pages 93-94
THE ACADEMIC PROGRAM

EXPLANATION OF TERMS MBA 1 = MBA 2 = 3.00 = 1.50 = the first half of the MBA program the second half of the MBA program the code used for courses of one term (12 weeks in length), which are worth 3.0 credit-hours the code used for courses of one half-term (6 weeks in length), which are worth 1.5 credit-hours
Unless prerequisite or corequisite elective courses are specified, students are free to select their MBA elective(s) from the list on pages 61-62. Students wishing to use electives to fulfill requirements for a Graduate Diploma or Concentration in a specific specialization area should consult Area & Program Specialization Information on pages 36-54.
ELECTIVE COURSES OUTSIDE SCHULICH

The maximum number of elective courses taken outside Schulich for which credit is given is the equivalent of 6.0 credit-hours of courses. See page 60 for details about non-Schulich electives. Enrolment instructions are online at www.schulich.yorku.ca > (Select your Program) > Enrolling in Classes > Enrolment and Registration.
Programs
MBA AT A GLANCE (SAMPLES)

MBA YEAR 1 FULL-TIME
KEELE CAMPUS
MBA YEAR 1 PART-TIME

KEELE CAMPUS
MBA YEAR 2 FULL-TIME

ACCELERATED KEELE CAMPUS LAUNCH WEEK
SGMT 6000 3.00 STRATEGIC MANAGEMENT MGMT 6090 0.00 STRATEGIC FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS) ELECTIVES AND SPECIALIZATION OPPORTUNITIES (9.0 CREDIT-HOURS)1 Completion of MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS) ELECTIVES AND SPECIALIZATION OPPORTUNITIES (15.0 CREDIT-HOURS)1
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
TERM 1
TERM 1
OMIS 5110 1.50 INFORMATION SYSTEMS
OMIS 5120 1.50 QUANTITATIVE METHODS
TERM 2
ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS
ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS MGMT 5260 3.00 MANAGING FOR VALUE CREATION ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR ACTG 5210 1.50 MANAGEMENT ACCOUNTING OMIS 5210 1.50 OPERATIONS MANAGEMENT
MGMT 5260 3.00 MANAGING FOR VALUE CREATION ACTG 5210 1.50 MANAGEMENT ACCOUNTING OMIS 5210 1.50 OPERATIONS MANAGEMENT
TERM 3
ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR
TERM 2
TERM 1
TERM 4

ACCELERATED KEELE CAMPUS LAUNCH WEEK TERM 1
SGMT 6000 3.00 STRATEGIC MANAGEMENT ELECTIVES AND SPECIALIZATION OPPORTUNITIES (3.0 CREDIT-HOURS)1
TERM 2
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE ELECTIVE(S) AND SPECIALIZATION OPPORTUNITIES (3.0 CREDIT-HOURS)
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE ELECTIVE(S) AND SPECIALIZATION OPPORTUNITIES (3.0 CREDIT-HOURS)
TERM 2 TERM 3 TERMS 4 - 5
MBA YEAR 2
SGMT 6000 3.00 STRATEGIC MANAGEMENT ELECTIVES AND SPECIALIZATION OPPORTUNITIES (24.0 CREDIT-HOURS) MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS)
TERM 5
MBA YEAR 2
SGMT 6000 3.00 STRATEGIC MANAGEMENT ELECTIVES AND SPECIALIZATION OPPORTUNITIES (24.0 CREDIT-HOURS) MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS)
ELECTIVES AND SPECIALIZATION OPPORTUNITIES (6.0 CREDIT-HOURS)1
TERMS 3 - 4
ELECTIVES AND SPECIALIZATION OPPORTUNITIES (6.0 CREDIT-HOURS)1
ELECTIVES AND SPECIALIZATION OPPORTUNITIES (9.0 CREDIT-HOURS)1 Term 4 or 5 MGMT 6090 0.002 STRATEGY FIELD STUDY FORMATION Begin MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS) Complete MGMT 6100 3.003 STRATEGY FIELD STUDY (TWO TERMS)
Core Foundation Courses Electives Strategy Field Study

1 2 3
Electives must not duplicate previous business courses taken. See page 14 for details. Students must enrol in MGMT 6090 0.00 in the first term of their Strategy Field Study. Students may enrol in MGMT 6100 3.00 in either the first or second term of their Strategy Field Study.
Programs
MBA AT A GLANCE (SAMPLES)

MILES S. NADAL DOWNTOWN MANAGEMENT CENTRE*
continued

WEEKEND OPTION KEELE CAMPUS LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS

KEELE CAMPUS SUMMER START SMART START
ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
TERM 1
TERM 1
TERM 1
LAUNCH WEEK TERM 2

MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
TERM 2
TERM 3
TERM 3
TERM 2
MKTG 5200 3.00 MARKETING MANAGEMENT MGMT 5260 3.00 MANAGING FOR VALUE CREATION FINE 5200 3.00 MANAGERIAL FINANCE ACTG 5210 1.50 MANAGEMENT ACCOUNTING OMIS 5210 1.50 OPERATIONS MANAGEMENT
ELECTIVE(S)
TERM 3
MGMT 5260 3.00 MANAGING FOR VALUE CREATION MKTG 5200 3.00 MARKETING MANAGEMENT OMIS 5210 1.50 OPERATIONS MANAGEMENT ACTG 5210 1.50 MANAGEMENT ACCOUNTING
TERM 4
TERM 4
MGMT 5260 3.00 MANAGING FOR VALUE CREATION OMIS 5210 1.50 OPERATIONS MANAGEMENT ACTG 5210 1.50 MANAGEMENT ACCOUNTING
TERM 5
TERM 5
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE
TERM 4
ELECTIVE(S) (3.0 CREDIT-HOURS)
TERM 5
FINE 5200 3.00 MANAGERIAL FINANCE ELECTIVE(S) (3.0 CREDIT-HOURS)
TERM 6
MBA YEAR 2
SGMT 6000 3.00 STRATEGIC MANAGEMENT
A SELECTION OF ELECTIVES WILL BE AVAILABLE DOWNTOWN. STUDENTS ALSO HAVE THE OPTION OF ENROLLING IN REGULAR DAY, WEEKEND AND EVENING CLASSES AT THE KEELE CAMPUS (24.0 CREDIT-HOURS)
ELECTIVE(S)
MBA YEAR 2
MBA YEAR 2
A SELECTION OF ELECTIVES WILL BE AVAILABLE ON WEEKENDS. WEEKEND STUDENTS ALSO HAVE THE OPTION OF ENROLLING IN REGULAR DAY AND EVENING CLASSES. (24.0 CREDIT-HOURS)
ELECTIVES AND SPECIALIZATION OPPORTUNITIES (24.0 CREDIT-HOURS) MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS)
MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS)
MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS)
Core Foundation Courses Electives Strategy Field Study

* The Miles S. Nadal Downtown Management Centre is located at King and Bay Streets on the 5th Floor of the Ernst & Young Tower, Toronto Dominion Centre, 222 Bay Street, Toronto.
Programs
International Master of Business Administration (IMBA)

uilding a business requires having the skills and experience to act locally. Bspecialized career in internationaland requires an understandingknowledge to think globally andintheand other business functions, offers a This kind of cross-national thinking of international finance, marketing as well as knowledge of regions the individual countries within them. To prepare for work Canada and abroad, the IMBA balanced program of formal study and first-hand, real-world experience. Up to 40 students are admitted each September to the program. Their studies consist of three main components, each of which has distinctive goals: business courses, international studies and work experience. International studies, for example, include: Region Specialization which develops an understanding of political and economic contexts and business practices for a particular region and a country from the region; Business Communication and Culture courses, which raises existing foreign language ability to a certified professional level, work term and optional Study Abroad. The IMBA won the 1998 ScotiabankAUCC Award for Excellence in Internationalization in the Curriculum Development category.
FACULTY
Schulich faculty teaching in the IMBA program have a wide range of foreign business and research experience. In addition, many have studied and taught in foreign universities or worked abroad in corporate international operations. York University faculty from other academic units and visiting professors from overseas also enrich course offerings. For a complete list of Schulich faculty members, please refer to pages 114-115.
Program Director Atipol Bhanich Supapol BA (Carleton); MA (Northeastern); PhD (Carleton) Associate Professor of Economics Associate Director Bernard M. Wolf BA (CUNY); MA & PhD (Yale) Professor Emeritus of Economics
THE INTERNATIONAL ADVISORY COUNCIL SCHULICH SCHOOL OF BUSINESS

Paul Labb (Chair) Director Dundee Bank of Canada Nicholas Armour Director, International Group 1 UK Trade & Investment (UK) Rommie Bhutani (MBA 96) Managing Director, Investment Banking Morgan Stanley International (UK) Goran Carstedt Former Senior Executive IKEA, Volvo (Sweden) Jasper Cheung (MBA 90) President Amazon Japan K.K. (Japan) Jonathan K.H. Cheung (MBA 73) Former Head Bank Relationship for Asia Pacific Credit Lyonnais Bank (China) Jungkiu Choi Group Head of Strategy Standard Chartered Bank (Singapore) Peter W. Currie (MBA 78) Former Executive VP & Chief Financial Officer Nortel Networks Corp. Anna Ewing (MBA 88) Executive VP and CIO Nasdaq OMX Group (USA) Zoran Fotak (MBA 87) President InsCap Asset Management, LLC (USA) Jeffrey Halpern (BBA 78) Head of Wealth Management Solutions Global South Asia Deutsche Bank AG Private Wealth Management (Switzerland) Robert Hines Managing Partner CTPartners, Canada Pongsak Hoontrakul Former Independent Director United Overseas Bank (Thai) Pcl (Thailand) Dezs J. Horvth, CM Dean & Tanna H. Schulich Chair in Strategic Management Schulich School of Business Fiona K.M. Hsu (MBA 86) Director & Head of Relationship Management Global Wealth Solutions HSBC International Trustee Ltd. (China) Linda A.M. Jackson (MBA 86) Owner/CEO Anticipation Marketing Communications Consulting (Mexico) Otto H. Jacobs Professor and President Emeritus University of Mannheim (Germany) Terence (Terry) Kawaja (MBA/LLB 89) President and CEO LUMA Partners LLC Noritake Kobayashi Professor Emeritus Keio University (Japan) Lelia Konyn Director, Group Human Resources Noble Group Limited (China) Raj Kothari Partner, Audit and Assurance Group PricewaterhouseCoopers LLP Sunghoon Lee Director of Personnel CSS McKinsey Incorporated (South Korea) Robert Leonidas Former President & CEO Nestl USA, Prepared Foods & Baking Former President & CEO Nestl Canada Richard (Rick) Lint Senior Consultant Mercer Human Resource Consulting H. Ian Macdonald, OC President Emeritus, York University Professor Emeritus Policy & Director, MPA Program Schulich School of Business Bharat Masrani (BBA 78, MBA 79) Group Head US Personal and Commercial Banking TD Bank Financial Group President & CEO TD Bank N.A. (USA) Douglas McCuaig President CGI Canada Ronald McEachern (MBA 76) CEO Strategic Solutions Group Asia (China) Marti A. Morfitt (MBA 86) CEO River Rock Partners, Inc. (USA) Gregory K.Y. Pau (BBA 88, MBA 89) Director, Corporate Ratings Standard & Poors Canada Timothy Penner President Procter & Gamble Inc. (Canada) Yong Quek Former President Procter & Gamble Inc. (Canada) Grant E. Rasmussen (MBA 93) Managing Director, President and CEO UBS Bank (Canada) S. Jane Rowe (MBA 82) Senior Vice President Ontario Teachers Pension Plan Javier San Juan President & CEO LOral Canada Inc. Preeti Saran Consul General Consulate-General of India Terence Shanahan (MBA 87) Managing Director and Global Head Debt Capital Markets Syndicate Socit Gnrale Corporate and Investment Banking (UK) Schuyler M. (Skip) Sigel (QC) Senior Client Partner Korn/Ferry International Executive-in-Residence Schulich School of Business Georgina Steinsky-Schwartz Former President & CEO Imagine Canada Peter Sutherland Senior Business Advisor Asia Aird & Berlis LLP Roy Verstraete (MBA 73) President & CEO Anchor Lamina Inc. Frank M. Vettese (BBA 86, MBA 91) Partner & Global Managing Partner, Financial Advisory Deloitte & Touche LLP David J.S. Winfield Former Executive Director International Centre for Leadership in Finance (Malaysia) John P. Wleugel Former CFO Bata Limited Executive-in-Residence Schulich School of Business Robert C. Wong (MBA 72) Vice Chairman Leon Frazer & Associates Inc. Investment Counsel Joseph K.Y. Yu (MBA 77) General Manager, Director Pan Asian Oasis Inc. (China) Hana E. Zalzal (MBA 92) Founder and President CARGO Cosmetics Corp.
STUDY OPTIONS
Full-time Study (Keele Campus Only)
September entry 20 months over 5 consecutive terms (4 academic, plus 1 work term) 3 terms at York (or 4 terms at York if not on optional Exchange) 1 Work Term in region and language of specialization 1 term of optional Exchange
PROGRAM LENGTH
20 months (5 consecutive terms) beginning in September Advanced Standing is available in the IMBA program. Applicants to the IMBA are eligible to apply for Advanced Standing to have certain required Foundations of Management Core Courses and the Work Term waived (see Other Information section on page 12 for Advanced Standing possibilities). The program length remains the same.
Academic Exchange
All IMBA students can apply to spend one term studying abroad, provided they meet certain requirements (for further details, see Study Abroad, page 80).
Programs
SPECIAL IMBA ADMISSION INFORMATION

IMBA admission criteria include those of the Schulich MBA as well as the following:
successful completion of 64.5 credit-hours (credit-hours) of courses, consisting of: - 31.5 credit-hours of Required Foundations of Management Core Courses - 15.0 credit-hours of Additional Required IMBA Core Courses coded INTL (including the Work Term) - 18.0 credit-hours of electives, including at least 6.0 credithours of International Business electives (see pages 23, and 47) for unsupported languages, an Advanced-Mid level of oral proficiency in the IMBA language of specialization according to the scale developed by ACTFL. Proficiency is determined using an official ACTFL Oral Proficiency Interview (OPI) conducted by an accredited tester for supported languages, Advanced-Mid placement level at entry, or passing grades (minimum B-) in two first year non-credit language courses overall grade point average (GPA) of 4.4 (B-), excluding failures
Language
demonstrated strong functional minimum Intermediate-High level of speaking proficiency in a second language declared when applying The level of proficiency is determined through an Oral Proficiency Interview (OPI) conducted by an accredited American Council on the Teaching of Foreign Languages (ACTFL) tester.
INTERNATIONAL SPECIALIZATION REQUIREMENTS

Regional Specialization
must be declared when applying to the IMBA choices include Asia Pacific, Europe, Latin America, South or Southeast Asia, or North America (reserved for nondomestic students) must be declared when applying to the IMBA must fit with the chosen regional specialization may be a supported IMBA language (non-credit courses provided, depending on enrolment and level of OPI) may be an unsupported IMBA language testable by ACTFL; students must be prepared to continue their language studies on an independent, self-funded basis; courses in an unsupported language may be provided by the Schulich school only where five or more IMBA students in the unsupported language have an OPI level of Intermediate-High or Advanced-Low

EXPLANATION OF TERMS 0.00 = the code used for courses of one term (12 weeks) which are non-credit 1.50 = the code used for courses of one half-term (6 weeks in length) which are worth 1.5 credit-hours 3.00 = the code used for courses of one term (12 weeks in length) which are worth 3.0 credit-hours 9.00 = the code used for the work term (in either Term 3 or 4) which is worth 9.0 credit-hours LAUNCH WEEK required at the beginning of Term 1
Language Specialization

Additional Specialization
IMBA students can take advantage of any specialization offered at Schulich some diploma programs require consultation with the IMBA director and the department program director to ensure all requirements are met IMBA students are encouraged to add a second functional concentration to that of international business which is built in IMBA students require only 9.0 credit-hours to fulfill a concentration requirement within a specialization (see titles on pages 61 and 62 for elective courses within areas or programs)
Examples of Possible Region/Country/Language Specialization Combinations

REGION Latin America COUNTRY Argentina Brazil Chile Mexico Venezuela Canada Mexico United States Asia Pacific Peoples Republic of China Japan Hong Kong LANGUAGE Spanish Portuguese Spanish Spanish Spanish English as a Second Language (ESL) Spanish English as a Second Language (ESL) Mandarin Japanese Cantonese Indonesian Thai Hindi Urdu French German Spanish Russian
*North America
Unless a prerequisite is specified for a particular specialization, students are free to select their electives from the list of electives on pages 61 and 62 (See Specializations on pages 36-54). Due to overlap with IMBA courses, IMBA students may not enrol in ACTG 5100, ECON 6510, IBUS 6410, IBUS 6430, MGMT 5260, ORGS 6320 or SGMT 6000, MGMT 6100, ORGS 5100, OMIS 5110, OMIS 5210.
South & Southeast Asia Indonesia Thailand India Pakistan Europe France Germany Spain Russia
*The choice of North America as a region and ESL as the IMBA language of study is reserved for applicants on student visas who: a) intend to return to their country of origin after graduation, and b) will benefit from learning about North American business practices.
Programs
IMBA AT A GLANCE
YEAR 1 FALL
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP INTL 5100 3.00 ACCOUNTING FOR INTERNATIONAL MANAGERS
IMBA Requirements
31.5 credit-hours of Required Foundations of Management Core Courses
Management Accounting The Economic Environment of Business Managerial Finance Accounting for International Managers International Dimensions of Organizational Behaviour Operating in a Networked Environment I Information Systems Operating in a Networked Environment II Operations Management International Field Study Strategic Management Across Borders Skills for Leadership Marketing Management Quantitative Methods Strategic Thinking for the Global Manager
ACTG 5210 1.50 ECON 5100 3.00 FINE 5200 3.00 INTL 5100 3.00 INTL 5220 3.00 INTL 5301 1.50 INTL 5302 1.50 INTL 6200 3.00 INTL 6600 3.00 MGMT 5150 3.00 MKTG 5200 3.00 OMIS 5120 1.50 SGMT 5600 1.50
TERM 1 FALL
INTL 5301 1.50 OPERATING IN A NETWORKED ENVIRONMENT I INFORMATION SYSTEMS
INTL 5302 1.50 OPERATING IN A NETWORKED ENVIRONMENT II OPERATIONS MANAGEMENT
ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS INTL 5220 3.00 INTERNATIONAL DIMENSIONS OF ORGANIZATIONAL BEHAVIOUR OMIS 5120 1.50 QUANTITATIVE METHODS INTL 5500 0.00 INTERNATIONAL BUSINESS SEMINARS
15.0 credit-hours of additional IMBA Core Courses

International Trade & Monetary Systems Regional Analysis Business Communication and Culture (Term 1/2) International Business Seminars (Term 1/2) Work Term
INTL 54xx 0.00 BUSINESS COMMUNICATION AND CULTURE
YEAR 1 WINTER
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE
INTL 5200 3.00 INTL 533X 3.00 INTL 54XX 0.00* INTL 5500 0.00 INTL 6060 9.00
Required for supported languages only with OPI levels of Intermediate-High and Advanced-Low. 18.0 credit-hours of elective courses. If the student is not partaking in the optional Study Abroad, at least 6.0 credithours must be from the list of electives below 12.0 credits from courses taken and passed while on optional Study Abroad academic exchange satisfy this requirement
TERM 2 WINTER
INTL 533X 3.00 REGIONAL ANALYSIS INTL 5200 3.00 INTERNATIONAL TRADE AND MONETARY SYSTEMS ACTG 5210 1.50 MANAGEMENT ACCOUNTING INTL 5500 0.00 INTERNATIONAL BUSINESS SEMINARS SGMT 5600 1.50 STRATEGIC THINKING FOR THE GLOBAL MANAGER START INTERNATIONAL FIELD STUDY
International Business Electives for IMBA

BSUS 6600 3.00 ECON 6180 3.00 ECON 6450 3.00 ECON 6960 3.00 ENTR 6635 3.00 FINE 6400 3.00 FINE 6800 3.00 HIMP 6120 3.00 IBUS 6440 3.00 IBUS 6490 3.00 INTL 533X 3.00 MGMT 6500 3.00 MKTG 6400 3.00 MKTG 6951 1.50 OMIS 6500 3.00 PROP 6300 3.00 PUBL 6150 3.00 SGMT 6700 3.00 SGMT 6720 3.00 SGMT 6850 3.00 Sustainability and Carbon Finance Money, Credit and Macroeconomic Policy Innovation and Technology Diffusion Business and Economic Environments of East and Southeast Asia International Entrepreneurship International Financial Management Options, Futures and Other Derivative Securities International Healthcare Systems International Business and National Governments International Business Negotiations Regional Analysis (other than the region of IMBA specialization) Sustainable Value Creation International Marketing Strategic Marketing in Asia Global Operations and Information Management Principles of Public Private Infrastructure Delivery Comparative Public Policy Strategic Capabilities Development The Emergence of Global Management Managing Growth in the Global Mining Sector
INTL 54xx 0.00 BUSINESS COMMUNICATION AND CULTURE
YEAR 2 SUMMER & FALL

TERM 3 SUMMER
OPTION 1
INTL 6060 9.00 WORK TERM
OPTION 2
STUDY ABROAD (EXCHANGE) OR 4 OR 5 SCHULICH ELECTIVES (12.0 OR 15.0 CREDIT-HOURS)
TERM 4 FALL
STUDY ABROAD (EXCHANGE) OR 4 OR 5 SCHULICH ELECTIVES (12.0 OR 15.0 CREDIT-HOURS)
INTL 6060 9.00 WORK TERM
YEAR 2 WINTER
TERM 5 WINTER
ELECTIVES 1 OR 2 SCHULICH ELECTIVES (3.0 OR 6.0 CREDIT-HOURS) INTL 6200 3.00 INTERNATIONAL FIELD STUDY INTL 6600 3.00 STRATEGIC MANAGEMENT ACROSS BORDERS
Core Foundation Courses Electives
Programs
Master Of Public Administration (MPA)

W
ith the continued dynamic change in government, the professional requirements for success in the public sector are increasing rapidly. Yorks restructured Master of Public Administration (MPA) degree provides a unique combination of management education, program analysis and evaluation, and public-policy analysis and development. In designing and developing the MPA program, Schulich has joined forces with members of York Universitys Political Science Department (see Public Management specialization on page 52 for more faculty members). Graduates from the MPA program can build new careers or add value to existing careers in government at the local, provincial and federal levels; in the private sector; and in nonprofit organizations in the healthcare, education, and arts and media sectors.
FACULTY
For a complete list of Schulich faculty members, please refer to pages 114-115.
MPA Program Director H. Ian Macdonald, OC BCom (Toronto); MA & BPhil (Oxford, UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka); D. LITT. (Dr. BR Ambedkar Open University of Hyderabad, India); D. LITT (York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of Strategic Management/Policy President Emeritus (York) Director, MPA Program MPA Associate Program Director C. Ian Greene MA & PhD (Toronto) Professor of Public Policy & Administration, Faculty of Liberal Arts & Professional Studies MPA Associate Program Director Tom Wesson B Comm (Queens); MBA & PhD (Harvard) Associate Professor of Policy MPA Associate Program Director David Barrows BSBA & MA (Northeastern) Sessional Lecturer in Economics and Strategic Management/Policy
STUDY OPTIONS
It is possible to study in the MPA program at the Keele Campus on a full-time or a part-time basis. There is no downtown program, although some courses could be taken as part of the overall program.
Full-time Study minimum of 8 months over 2 consecutive terms average of 12 months maximum of 24 months over 6 terms (using possibility of taking time off during studies) Part-time Study part-time study is possible
PROGRAM LENGTH
The length of time required to complete the MPA will depend on a number of factors, including a students previous educational and work experience, and choice of study options:
Waiver with Replacement

For students with some prior undergraduate business courses but no undergraduate business degree, it is possible that MPA 1 individual course requirements may be waived and elective courses substituted in their place (each applicants case is considered individually and waiver with replacement requests must be made at the time of application to the MPA).
Full-time Study minimum of 16 months over 4 consecutive terms average of 20 months with summer off maximum of 24 months over 6 terms Part-time Study minimum of 40 months over 10 consecutive terms average of 48 months over 12 terms (using possibility of taking time off during studies) maximum of 72 months over 18 terms (using possibility of taking time off during studies)
Full-time Study minimum of 16 months over 4 consecutive terms average of 20 months with summer off maximum of 24 months over 6 terms (using possibility of taking terms off during studies) Part-time Study part-time study is possible
Advanced Standing/Waiver with Replacement

For students with a previous four-year honours undergraduate degree in political science and at least two years of employment experience in the public sector, it may be possible to obtain Advanced Standing for the Required MPA Core Courses: PUBL 5500 3.00, PUBL 6200 3.00 and PUBL 6800 3.00. Students without two years of suitable experience may receive Waiver with Replacement and must use Optional MPA Core Courses as their replacements. Decisions on advanced standing and Waiver with Replacement will be made by the MPA Program Director upon petition by an applicant at the time of application to the MPA program. For students with a previous four-year honours undergraduate business degree (e.g. BComm, BBA) and two years full-time work experience, it is possible that the total required MPA courses can be reduced from 60.0 credit-hours to as few as 30.0 credit-hours. This is the result of the awarding of Advanced Standing for previous undergraduate business courses (each applicants case is considered individually and Advanced Standing requests must be made at the time of application to the MPA program).
overall grade point average (GPA) of 4.4 (B-), excluding failures successful completion of 60.0 credit-hours of courses, consisting of: - 27.0 credit-hours of Required Foundations of Management Core Courses - 15.0 credit-hours of Required MPA Core Courses - 6.0 credit-hours of Optional MPA Core Courses - 12.0 credit-hours of Optional Recommended Schulich School or Faculty of Liberal Arts & Professional Studies/Faculty of Graduate Studies electives

Explanation of Terms MPA 1 = the first half of the MPA program MPA 2 = the second half of the MPA program 3.00 = the code used for courses of one term (12 weeks in length) which are worth 3.0 credit-hours 1.50 = the code used for courses of one half-term (6 weeks in length) which are worth 1.5 credit-hours LAUNCH WEEK required at the beginning of Term 1
Programs
MPA 1
MPA AT A GLANCE
MPA 1 FULL-TIME
TERM 1 FALL
REQUIREMENTS 27.0 credit-hours of Required Foundations of Management Core Courses (see summary of courses immediately below and Schulich Required Foundations of Management Core Courses on pages 55-59) 3.0 credit-hours of Required MPA Core Course (see Additional MPA Core Courses on page 59) REQUIRED FOUNDATIONS OF MANAGEMENT CORE COURSES
ACTG 5100 3.00 ACTG 5210 1.50 ECON 5100 3.00 FINE 5200 3.00 MGMT 5150 3.00 MGMT 5260 3.00 MKTG 5200 3.00 OMIS 5110 1.50 OMIS 5120 1.50 OMIS 5210 1.50 ORGS 5100 3.00 Financial Accounting for Managers Management Accounting The Economic Environment of Business Managerial Finance Skills for Leadership Managing for Value Creation Marketing Management Information Systems Introduction to Quantitative Methods Operations Management Organizational Behaviour
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR MGMT 5260 3.00 MANAGING FOR VALUE CREATION
TERM 2 WINTER
ACTG 5210 1.50 MANAGEMENT ACCOUNTING
OMIS 5210 1.50 OPERATIONS MANAGEMENT
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE PUBL 5500 3.00 PUBLIC POLICY AND PUBLIC MANAGEMENT
REQUIRED MPA 1 CORE COURSE

PUBL 5500 3.00 Public Policy and Public Management
MPA 2
TERM 3 FALL
REQUIREMENTS 12.0 credit-hours of Required MPA Core Courses (see summary of courses immediately below and Descriptions: Additional MPA Core Courses on page 59) at least 6.0 credit-hours of Optional MPA Core Courses (see summary below) 12.0 credit-hours of Optional Recommended Schulich School (or) Faculty of Liberal Arts & Professional Studies/Faculty of Graduate Studies electives (see summary below). Students may apply to take other graduate-level electives outside Schulich by special arrangement with the MPA Program Director REQUIRED MPA 2 CORE COURSES
PUBL 6000 3.00 PUBL 6100 3.00 PUBL 6200 3.00 PUBL 6800 3.00 Strategic Management in the Public Sector Strategy Field Study (two terms) Canadian Public Law Program Evaluation
MPA 2
PUBL 6100 3.00 STRATEGY FIELD STUDY (FINAL TWO TERMS) PUBL 6200 3.00 CANADIAN PUBLIC LAW PUBL 6800 3.00 PROGRAM EVALUATION OPTIONAL MPA CORE COURSE (3 CREDIT-HOURS) ELECTIVE(S) (3 CREDIT-HOURS) ELECTIVE(S) (TERMS 3 OR 4) (3 CREDIT-HOURS) MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION PUBL 6100 3.00 STRATEGY FIELD STUDY (CONTINUED)
OPTIONAL MPA CORE COURSES

IBUS 6440 3.00 POLS 5110 3.00 POLS 5605 3.00 POLS 6155 3.00 PUBL 6140 3.00 PUBL 6150 3.00 International Business and National Governments Judicial Administration in Canada Ethical Politics Democratic Administration Business and Government Comparative Public Policy
TERM 4 WINTER
PUBL 6000 3.00 STRATEGIC MANAGEMENT IN THE PUBLIC SECTOR OPTIONAL MPA CORE COURSE (3 CREDIT-HOURS) ELECTIVE(S) (3 CREDIT-HOURS) ELECTIVE(S) (3 CREDIT-HOURS) ELECTIVE(S) (TERMS 3 OR 4) (3 CREDIT-HOURS) Core Foundation Courses Electives
OPTIONAL RECOMMENDED COURSES

ACTG 6800 3.00 ARTM 6300 3.00 ECON 6210 3.00 ECON 6220 3.00 ECON 6510 3.00 MKTG 6480 3.00 ORGS 6250 3.00 ORGS 6320 3.00 ORGS 6350 3.00 POLS 5175 6.00 POLS 5601 3.00 POLS 5650 3.00 Accounting and Control of Nonprofit Organizations Cultural Policy Economic Forecasting and Analysis Macroeconomics and the Supply Side Applied International Economics Nonprofit Marketing and Resource Development Labour Relations Cross-Cultural Management Managing Change Canadian Federalism in Comparative Perspective Systems of Justice Provincial and Municipal Government in Ontario
NOTE: 1. MPA 2 Courses offered in the Schulich School are coded PUBL. Faculty of Liberal Arts & Professional Studies/Faculty of Graduate Studies courses are coded POLS. 2. MPA part-time students should also refer to the MBA part-time chart on pages 19-20.
Programs
Joint and Dual MBA Programs

Joint MBA/MFA and MBA/MA Degrees
he Schulich School of Business and the Faculty of Fine Arts, Graduate Studies offer a three-year, full-time, combined program leading to both a Master of Business Administration and Master of Fine Arts or Master of Arts degree.
York University has distinguished itself in many ways but among its central achievements are the excellence of its Faculty of Fine Arts and that of the Schulich School of Business. These Faculties have created a combined MBA/MFA degree in the programs in Visual Arts, Theatre, Film, and Dance and a combined MBA/MA degree program in Art History, Dance, Music, Film (Cinema & Media Studies) and Theatre Studies at York University. The combined degree offers students a unique opportunity for study. Graduates of this highly challenging program will follow career paths in which knowledge of the arts and of management and business are required. The MBA and MFA/MA programs complement each other in focus and offer excellent preparation for those interested in management careers in the arts and cultural sector.
FACULTY
Faculty members teaching in the MBA/MFA and MBA/MA programs are drawn from the faculty complement of the Schulich School of Business and the Faculty of Fine Arts. For a complete list of Schulich faculty members, please refer to pages 114-115.
Program Director, MBA/MFA and MBA/MA Programs Joyce Zemans, CM BA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); HonLLD (Waterloo) Senior Scholar and University Professor Emerita Director, Arts and Media Administration Program
STUDY OPTIONS
normal full-time load is 15.0 credit-hours of courses per term

Students in the combined program may choose either of the following two options. However, most students will find that Option 1 most easily facilitates progress through the combined program within six semesters of formal study.
PROGRAM LENGTH
This is a full-time program. The normal full-time load is 15.0 credithours of courses per term. Students who enrol in the combined program should be able to complete it over a three year period, from date of entry.
Option 1
YEAR 1 MFA/MA CORE REQUIREMENTS Students take the core course requirements in their Fine Arts area. In addition, students will take GS/ARTM 6301 3.0 Issues in Arts and Cultural Management during the winter semester of their first year of study for degree credit in Fine Arts. (They may also take a policy course either ARTM 6300 3.0 or ARTM 6330 3.0 during this first year of study.) YEAR 2 MBA 1 REQUIREMENTS Students will take 27.0 credit hours of the Required Foundations of Management 5000 level Core Courses in the second year of study and one 3 credit Schulich elective. They may also take a course in their Fine Arts field for degree requirement in the MFA or MA. To be eligible to advance to the next year of the joint program, students require a GPA of 5.0 (B), in their first year of study at Schulich. YEAR 2 SUMMER* Students generally undertake an internship after completing their second year in the program (and having fulfilled all their 5000 level core MBA requirements.) *Optional
overall grade point average (GPA) of 5 (B) in the MBA successful completion of 45.0 credit-hours of Schulich School of Business courses: - 33.0 credits of Required Foundations of Management Core Courses - 9.0 credits of Schulich Electives and SB/ARTM 6301 3.00 or 12.0 credits of Schulich Electives and GS/ARTM 6301 3.00 (must be approved by program director) Students who receive a waiver with replacement for Schulich MBA 1 Required Core Courses must replace these core courses with Schulich electives Meet degree requirements for combined students in their respective MFA/MA programs
Programs
YEAR 3 During the fall semester, in the final year of study, students will take 15 credit hours at Schulich including Strategic Management 6000 3.0 and their Strategy Field Study (MGMT 6090 0.0 & MGMT 6100 3.0) as well as 9.0 credit hours of Schulich electives. In the winter semester, students will complete the balance of the Fine Arts combined program requirements, including their Masters Research Paper (MRP) or Thesis, for their MFA/MA.
ARTS AND MEDIA GRADUATE DIPLOMA

Students may choose to pursue an Arts and Media Graduate Diploma in addition to their combined MBA/MFA(MA) degrees. The Arts and Media Graduate Diploma requirements can be found on www.schulich.yorku.ca, or in the calendars of the Schulich School of Business and the Faculty of Graduate Studies. Students who wish to pursue the graduate diploma must discuss this with the Arts and Media Program Director or Coordinator at the beginning of the program. If students are doing a Graduate Diploma in Arts and Media Administration, as well as the two degrees, the summer semester after their second year of study is an appropriate time to meet the internship requirement; however, some students may choose to complete this requirement in the summer after their third year of study. All diploma requirements must be satisfied within one term of completing the graduate degree program requirements.
Option 2
YEAR 1 MBA 1 REQUIREMENTS Students will take 27.0 credit hours of the Required Foundations of Management 5000 level Core Courses in the first year of study, and SB/ARTM 6301 3.0 Issues in Arts and Cultural Management, for degree credit at Schulich. They may also take a course in their Fine Arts field for degree requirement in the MFA or MA. To be eligible to advance to the next year of the joint program, students require a GPA of 5.0 (B), in their first year of study at Schulich. YEAR 2 MFA/MA CORE REQUIREMENTS Students will take the core course requirements in their Fine Arts area. In some cases, students may take Strategic Management 6000 3.0 in SSB and may complete their Strategy Field Study (MGMT 6090 0.0 and MGMT 6100 3.0) in this year of study. YEAR 2 Summer* Students generally undertake an internship after completing their second year in the program (and having fulfilled all their 5000 level core MBA requirements.) *Optional YEAR 3 Students will complete the requirements in both programs during this final year.
ADMISSION CRITERIA
For acceptance into this combined program, students need to meet the application requirements for both the MBA and the MFA or MA as outlined by the University. Students must apply to each program separately. Students must have a four-year undergraduate degree (or equivalent) in Fine Arts earning a minimum B+ average. Students must earn an acceptable score on all four measurements of the Graduate Management Admissions Test (GMAT). Students should have two years relevant work experience within the arts or cultural industries. Students may apply for admission to the combined program during the first year study in either the MBA program or MFA or MA program.
Academic Background
a four-year undergraduate degree (or equivalent) in fine arts from a recognized university with at least a B+ average applicants must have relevant work experience within the arts or cultural industries
Relevant Work Experience
MBA/MFA/MA students require only 9.0 credit-hours to fulfill a concentration requirement within a specialization (see titles on pages 61 and 62 for elective courses within areas or programs) unless a prerequisite is specified for a particular specialization, students are free to select their electives from the list of electives on pages 61 and 62 (See Specializations on pages 36-54)
APPLICATION PROCESS
Applicants must apply to both the Schulich School of Business and to York Universitys Faculty of Graduate Studies.
FEE SCHEDULE
Generally, 3 full-time terms are paid to Schulich and 3 full-time terms are paid to Graduate Studies. Any part-time Summer terms are paid to the Faculty in which courses are taken.
FINANCIAL ASSISTANCE
Information on Schulich entrance scholarships and financial aid is listed in the Schulich Awards and Financial Support brochure, available from the Financial Aid Office. Also, see page 11 for assistance for continuing students. For financial support through the Faculty of Graduate Studies, contact the Faculty of Fine Arts, Reception and General Enquiries at 416-736-5136.
Programs
JOINT MBA/MFA AND MBA/MA AT A GLANCE OPTION 1 (recommended) GRADUATE STUDIES START
YEAR 1
The required courses in the students fine arts specialization in either the MFA or MA streams in the Faculty of Fine Arts ARTM 6301 3.00 ISSUES IN ARTS AND CULTURAL MANAGEMENT
JOINT MBA/MFA AND MBA/MA AT A GLANCE OPTION 2 SCHULICH START

YEAR 1
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
TERM 1
YEAR 2
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP OMIS 5110 1.50 INFORMATION SYSTEMS OMIS 5120 1.50 QUANTITATIVE METHODS
ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS MGMT 5260 3.00 MANAGING FOR VALUE CREATION ACTG 5210 1.50 MANAGEMENT ACCOUNTING OMIS 5210 1.50 OPERATIONS MANAGEMENT
TERM 1
ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS
TERM 2
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE ARTM 6301 3.00 ISSUES IN ARTS AND CULTURAL MANAGEMENT
MGMT 5260 3.00 MANAGING FOR VALUE CREATION ACTG 5210 1.50 MANAGEMENT ACCOUNTING OMIS 5210 1.50 OPERATIONS MANAGEMENT
TERM 2
MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE SCHULICH ELECTIVE (3.0 CREDIT-HOURS)
YEAR 2
The required courses in the students fine arts specialization in either the MFA or MA streams in the Faculty of Fine Arts
YEAR 3
The balance of required courses in the students fine arts specialization in either the MFA or MA streams in the Faculty of Fine Arts SGMT 6000 3.00 STRATEGIC MANAGEMENT MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY SCHULICH ELECTIVE(S) (9.0 CREDIT-HOURS)
YEAR 3
The balance of required courses in the students fine arts specialization in either the MFA or MA streams in the Faculty of Fine Arts MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY SGMT 6000 3.00 STRATEGIC MANAGEMENT SCHULICH ELECTIVE(S) (9.0 CREDIT-HOURS)
Programs
Joint MBA/JD Degrees

T
raditionally, Schulich and Yorks Osgoode Hall Law School have offered a four-year joint program leading to joint Master of Business Administration (MBA) and Juris Doctor (JD) degrees. We now offer new three-year study option. This new study option requires the student to begin the program in the summer term in the MBA, and condense Years 1 and 2 to sixteen months of continuous study. Charts on pages 30 and 31 describe the enrolment sequence more clearly. Graduates from these highly challenging programs follow career paths in which business and law overlap. Students normally specialize in some business/law combination such as environmental law/business management; economic regulation; finance; international business; corporate/commercial law; corporate tax; labour law/labour relations; public administration; and real estate and infrastructure. Regardless of their proposed career path, students should always ensure sufficient breadth in their legal studies to prepare for the Bar Admissions Course and the demands of a legal career. For information additional to that included below, contact either the Schulich Graduate Admissions office at 416-736-5060, or the Osgoode Office of Student Services at 416-736-5042.
FACULTY
Faculty members teaching in the MBA/JD program are drawn from the full faculty complement of the Schulich School of Business and the Osgoode Hall Law School. For a complete list of Schulich faculty members, please refer to pages 114-115.
MBA Co-Director, MBA/JD Program Peter Macdonald LLB (Osgoode); of the Bar of Ontario JD Co-Director, MBA/JD Program G. Thomas Johnson BA Hons (York); BCL (McGill); SJD (Wisconsin); of the Bar of Ontario
STUDY OPTIONS 1 & 2

Full-time Study (Keele Campus Only)
normal full-time load is 15.0 credit-hours of courses per term Osgoode requirements of 13-17 academic credits in each Fall and Winter (in the upper years)
PROGRAM LENGTH
2 2 4 3 terms of MBA year 1 curriculum terms of Osgoode Hall Year 1 curriculum terms of combined Schulich courses and Osgoode courses or 4 years total, depending on program chosen at start
successful completion of: - MGMT 5500 0.00 - 45.0 credit-hours of Schulich School of Business courses - first year program at Osgoode Hall Law School - 45 academic credits of upper year Osgoode Hall Law School courses, including successful completion of Joint MBA/JD Seminar in the fourth year of the joint program - successful completion of an upper year legal research and writing requirement (Osgoode) - successful completion of the 40 hour Osgoode Public Interest Requirement (OPIR)
YEARS 3 AND 4 REQUIREMENTS* a combination of Schulich and Osgoode courses, consisting of: - at least 15.0 credit-hours in Schulich (note that MBA 2 Required Foundations of Management Core Courses SGMT 6000 3.00 Strategic Management, MGMT 6090 0.00 and MGMT 6100 3.00 Strategy Field Study can be taken in either Year 3 or Year 4) - at least 45 credit-hours of Osgoode Hall Law School courses, including completion of the Joint MBA/JD Seminar (LW 3820 3.00) in the final year - completion of the upper year research and writing requirement (a major paper of at least 8000 words worth at least 60% of the course grade) (Osgoode) - successful completion of the 40 hour Osgoode Public Interest Requirement (OPIR) * Please note that sessional dates and examination periods in Osgoode may differ from Schulich
NOTE: 1. Students will not be eligible to advance to the upper year(s) of the joint degree program if their grade point average (GPA) in the first year of Osgoode is lower than 5.5 (B), or is lower than 5.0 (B) in the first year of Schulich. 2. Students ineligible to continue in the joint program may continue in either or both Schulich and Osgoode, provided they maintain the required standards of each.
MBA/JD students can take advantage of any specialization offered at Schulich some diploma programs require consultation with the MBA/JD director and the department program director to ensure all requirements are met MBA/JD students require only 9.0 credit-hours to fulfill a concentration requirement within a specialization (see titles on pages 61 and 62 for elective courses within areas or programs)
ACADEMIC PROGRAM
YEAR 1 REQUIREMENTS either 27.0 credit-hours of Schulich MBA 1 Required Foundations of Management Core Courses 3.0 credit-hours of Schulich MBA elective courses or 9 courses of required Osgoode Hall Year 1 curriculum students who receive Waiver with Replacement for Schulich MBA 1 required Core Courses must replace these core courses with Schulich elective courses. No Advanced Standing is permitted in the Joint MBA/JD Program
NOTE: All joint MBA/JD students are also required to take MGMT 5500 0.00 in their first year of the Joint MBA/JD Program. This is a compulsory non-credit seminar course.
Unless a prerequisite is specified for a particular specialization, students are free to select their electives from the list of electives on pages 61 and 62 (See Specializations on pages 36-54).
SUMMER COURSES (4 YEAR PROGRAM)

Students in the 4 year program may enrol in a maximum of 6.0 credit-hours in the summer term at the Schulich School of Business, and must pay the Schulich part-time fees for that term. Taking summer courses does not allow for a reduction in Fall and Winter term required credits but permits flexibility in course selection or additional law courses.
YEAR 2 REQUIREMENTS the Year 1 required program in the other school
Programs
4 YEAR JOINT MBA/JD AT A GLANCE OPTION 1

YEAR 1 OR 2
EXCHANGE PROGRAM
MBA/JD students may participate in a Schulich Exchange term abroad, however, courses taken on exchange through Schulich are not eligible to be included in the required 45.0 credit-hours that must be taken at Schulich. Schulich exchange credits will be considered as extra credit and will extend the program. Students should consider Osgoode exchange options.
LAUNCH WEEK
MGMT 5150 3.00 SKILLS FOR LEADERSHIP ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS OMIS 5110 1.50 OMIS 5120 1.50 INFORMATION SYSTEMS QUANTITATIVE METHODS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT) MGMT 5260 3.00 MANAGING FOR VALUE CREATION ACTG 5210 1.50 OMIS 5210 1.50 MANAGEMENT ACCOUNTING OPERATIONS MANAGEMENT MKTG 5200 3.00 MARKETING MANAGEMENT FINE 5200 3.00 MANAGERIAL FINANCE MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT) SCHULICH ELECTIVE(S) (3.0 CREDIT-HOURS)
TERM 1
ADMISSION CRITERIA
To be eligible for consideration, each applicant must meet the admission criteria for both the Schulich School of Business and the Osgoode Hall Law School. Osgoode Hall admission criteria can be found in the Law Schools calendar. A limited number of students in Schulich MBA 1 or the first year of the Osgoode Hall JD program will be considered each year for admission into the second year of the MBA/JD joint program (4 year program only). Students in MBA 1 applying to the second year of the joint program, must submit a letter of intent to the Schulich Admissions Office. Schulich admission criteria are the same as those for the Schulich MBA program with the following exceptions:
TERM 2
Academic Background
an undergraduate degree from a recognized university with at least an A- average in the last two full years (or equivalent) of academic work
GMAT Score
scores on the Graduate Management Admission Test (GMAT) of no less than the 85th percentile
YEAR 1 OR 2
LW 1300 LEGAL PROCESS (FULL YEAR COURSE) LW 1200 ETHICAL LAWYERING IN A GLOBAL COMMUNITY (FULL YEAR COURSE) LW 1800 STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW (FULL YEAR COURSE) LW 1020 4.00 TORTS LW 1040 4.00 CRIMINAL LAW LW 1010 4.00 CONTRACTS MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT) LW 1300 8.00 LEGAL PROCESS (FULL YEAR COURSE) LW 1200 3.00 ETHICAL LAWYERING IN A GLOBAL COMMUNITY (FULL YEAR COURSE) LW 1800 6.00 STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW (FULL YEAR COURSE) LW 1090 4.00 PROPERTY I MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT) FIRST YEAR PERSPECTIVE OPTION (3 CREDITS)
LSAT
scores on the Law School Admission Test (LSAT) of no less than the 85th percentile
Work Experience
while work experience is not a requirement for the MBA/JD joint program, it is important to note that the average MBA student has three to four years of work experience
TERM 1
APPLICATION PROCESS
Applicants must apply both to the Schulich School of Business and to Osgoode Hall Law School
FEE SCHEDULE 4 YEAR PROGRAM

Fees must be paid as follows: Year 1 or 2 in Schulich Year 1 or 2 in Osgoode Hall Years 3 and 4 (current Osgoode Hall tuition) students may register for MBA courses (6.0 credit-hours max) in the Summer term, in which case part-time tuition is paid to Schulich
TERM 2
FEE SCHEDULE 3 YEAR PROGRAM

Fees must be paid as follows: terms 1 and 4 in Schulich terms 2 and 3 in Osgoode Hall Years 2 and 3 (current Osgoode Hall tuition) in years 2 and 3, students may register for MBA courses (6.0 credit-hours max) in the Summer term, in which case part-time tuition is paid to Schulich
YEARS 3 AND 4
SGMT 6000 3.00 STRATEGIC MANAGEMENT SCHULICH ELECTIVE(S) (9.0 CREDIT-HOURS) 45.0 ACADEMIC CREDITS IN OSGOODE HALL, INCLUDING LW 3820 3.00 JOINT MBA/JD SEMINAR MGMT 6090 0.00 STRATEGY FIELD STUDY FORMATION MGMT 6100 3.00 STRATEGY FIELD STUDY (TWO TERMS) SUCCESSFUL COMPLETION OF THE 40-HOUR OSGOODE PUBLIC INTEREST REQUIREMENT (OPIR) Core Foundation Courses Electives
information on Schulich entrance scholarships and financial aid is available at www.schulich.yorku.ca/financialaid and in the Schulich Awards and Financial Support brochure. For further information contact Anne Caulfield, Financial Aid Officer, Schulich, acaulfield@schulich.yorku.ca for financial support through Osgoode Hall Law School, contact Penny Spence, Director, Student Financial Services, Osgoode Hall Law School, 416-650-8178, pspence@osgoode.yorku.ca, or visit the Financial Assistance Web site at www.osgoode.yorku.ca and then click on Current Students. Under Quick Links, please click on Financial Services.
Programs
3 YEAR JOINT MBA/JD AT A GLANCE SUMMER START OPTION 2

YEAR 1
SCHULICH TERM SMART START(1 DAY)
*MGMT 5150 3.00 SKILLS FOR LEADERSHIP OR SCHULICH CORE COURSE (3.00 CREDIT-HOURS) ACTG 5100 3.00 FINANCIAL ACCOUNTING FOR MANAGERS ECON 5100 3.00 THE ECONOMIC ENVIRONMENT OF BUSINESS ORGS 5100 3.00 ORGANIZATIONAL BEHAVIOUR OMIS 5110 1.50 OMIS 5120 1.50 INFORMATION QUANTITATIVE SYSTEMS METHODS (OR 15 CREDIT-HOURS ELECTIVES, IF FULL WAIVER WITH REPLACEMENT WAS GRANTED)
OSGOODE TERM
LW 1300 4.00 LEGAL PROCESS LW 1200 ETHICAL LAWYERING IN A GLOBAL COMMUNITY
OSGOODE TERM
LW 1310 4.00 LEGAL PROCESS LW 1200 ETHICAL LAWYERING IN A GLOBAL COMMUNITY
SCHULICH TERM
MGMT 5260 3.00 MANAGING FOR VALUE CREATION ACTG 5210 1.50 OMIS 5210 1.50 MANAGEMENT OPERATIONS ACCOUNTING MANAGEMENT
TERM 4 SUMMER
TERM 3 WINTER
TERM 1 SUMMER
TERM 2 FALL
LW 1800 3.00 STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW LW 1020 4.00 TORTS LW 1040 4.00 CRIMINAL LAW LW 1010 4.00 CONTRACTS MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT)
LW 1810 3.00 STATE & CITIZEN: CANADIAN PUBLIC & CONSTITUTIONAL LAW LW 1090 4.00 PROPERTY I FIRST YEAR PERSPECTIVE OPTION (3 CREDITS) MGMT 5500 0.00 BUSINESS AND THE LAW SEMINAR (COMPULSORY NON-CREDIT)
FINE 5200 3.00 MANAGERIAL FINANCE MKTG 5200 3.00 MARKETING MANAGEMENT OR SCHULICH CORE COURSE (3.00 CREDIT-HOURS) (OR 15 CREDIT-HOURS ELECTIVES, IF FULL WAIVER WITH REPLACEMENT WAS GRANTED) SCHULICH ELECTIVE (S) (3.00 CREDIT-HOURS)
* subject to availability meet with a Schulich academic advisor to discuss course options
YEAR 2 & YEAR 3

SCHULICH & OSGOODE TERM
SGMT 6000 3.00 STRATEGIC MANAGEMENT MGMT 6090 0.00 (NON-CREDIT) STRATEGIC FIELD STUDY FORMATION
TERM 5 8
MGMT 6100 3.00 STRATEGIC FIELD STUDY (TWO TERMS)

AND 9.0 CREDIT-HOURS SCHULICH ELECTIVES AND 45.0 CREDIT-HOURS OSGOODE ACADEMIC CREDIT-HOURS (INCLUDING LW 3820 3.00 JOINT MBA/JD SEMINAR & UPPER YEAR RESEARCH/WRITING REQUIREMENT) TO BE COMPLETED DURING FALL & WINTER TERMS OF YEAR 2 & YEAR 3 OSGOODE OPIR TO BE COMPLETED WITHIN 3 YEARS
Programs
Joint York/Laval Degrees

T
his joint degree is offered through the Facult des Sciences de lAdministration de lUniversit Laval in Quebec City and Schulich. The goal of the program is to graduate bilingual and bicultural managers with a superior understanding of the realities and conditions of the Canadian business environment. See application process below. Exchange (Different from Joint Degree) Laval students planning to enter Schulich on exchange should see www.schulich.yorku.ca/goinginternational
ELIGIBILITY
a cumulative grade point average (GPA) of at least 5.0 (B) on the 30.0 credit-hours of MBA 1 and MBA 2 Required Foundations of Management Core Courses (See Year 1 Requirements, below)
YEAR 2 REQUIREMENTS for information on the academic program at Laval, contact the Schulich Graduate International Program Coordinator in W263, Schulich.

YEAR 1 REQUIREMENTS 27.0 credit-hours of Schulich MBA 1 Required Foundations of Management Core Courses, excluding advanced standing (See page 55) 3.0 credit-hours of Schulich MBA 2 Required Foundations of Management Core Course: SGMT 6000 3.00 Strategic Management
APPLICATION PROCESS
for eligible students, submission of application to Schulich Graduate Admissions office by November 15 for the following September at Laval (see Eligibility above)
Programs
Graduate Diplomas
In addition to specializing, students may pursue a Graduate Diploma in the following areas: Arts and Media Administration, Business and the Environment, Financial Engineering, Nonprofit Management and Leadership, Democratic Administration, Justice System Administration, and Real Estate and Infrastructure. Graduate Diplomas are available in addition to a degree diploma, and must be completed within a term following the MBA. With a concentration of courses and a strategy field study site (approved by area program director), students will also engage in an internship or research paper to complete their diploma. To obtain a Graduate Diploma, Schulich graduate students must satisfy both the graduate diploma and degree requirements.
AREA OF INTEREST Arts and Media Business and Sustainability Financial Engineering Nonprofit Management and Leadership Public Management Public Management Real Estate and Infrastructure
GRADUATE DIPLOMA Arts and Media Administration Business and the Environment Financial Engineering Nonprofit Management and Leadership Democratic Administration Justice System Administration Real Estate and Infrastructure
DEGREE* MBA, IMBA MBA or MES, IMBA MBA, IMBA MBA, IMBA MBA, MPA, IMBA MBA, MPA, IMBA MBA, IMBA, MPA
PAGE 38 39 44 49 52 Below and 52 53
* Students pursuing MBA/MFA/MA or MBA/JD should consult with Student Services, the degree program director and diploma program director to see if requirements can be met within the time line of the programs
GRADUATE DIPLOMA IN JUSTICE SYSTEM ADMINISTRATION

The program of study allows students in appropriate graduate programs at York University to specialize formally in the area of Justice System Administration, and to be awarded a Graduate Diploma in Justice System Administration. The diploma is awarded concurrently with the Masters or Doctoral degree for which the student is registered. For those students who successfully complete both the degree and diploma, the diploma is noted on the students transcript and awarded at the subsequent convocation. Students can only receive the diploma if they successfully complete their graduate degree program. The diploma aims to equip students with both analytical and practical insights needed to help administer justice system programs fairly, responsively and effectively. The program is geared to students who aspire to leadership positions in the justice system. Each student is exposed to an in-depth analysis of the literature on judicial administration in Canada, with relevant comparisons to other related jurisdictions. In addition, students will be exposed to a related body of literature on law and public administration, and students without substantial managerial experience in the justice system will complete a 12-week work placement.
REQUIREMENTS taken concurrently with a Schulich or other York University graduate degree* diploma must be completed within one term of completing all Schulich graduate program degree requirements POLS 5110 3.00 (may be counted as credit towards a Schulich graduate degree) 3.0 credit-hours of recommended courses below (may be counted as credit towards a Schulich graduate degree) MGMT 6100 3.00 or PUBL 6100 3.00 Strategy Field Study at a site approved by the Director of the Graduate Diploma Program a 12-week Internship in the justice system
*Schulich students must satisfy both Graduate Diploma and MBA/MPA requirements (MBA and MPA requirements, see pages 17 and 24 respectively) REQUIRED COURSE
POLS 5110 3.00 Judicial Administration in Canada
RECOMMENDED COURSES
POLS 5601 3.00 PUBL 6200 3.00 Systems of Justice Canadian Public Law
Programs
Post-MBA Diploma in Advanced Management

T
he relentless and radical change associated with the business environment means that those holding MBA degrees must constantly upgrade their management knowledge and skills in areas such as inventory management, the management of workplace diversity, information systems, global operations and women in management, among others. In recognition of this need, Schulich has developed a program that is unique in North America the Post-MBA Diploma in Advanced Management. While other schools have chosen to mount brief refresher programs for their graduates, Schulich has opted instead to support more in-depth study through full-term (12 week) MBA elective courses. Open to individuals who hold an MBA degree from a recognized business school, the Diploma re-immerses the MBA graduates into the mainstream of Year 2 of the Schulich MBA program.
ACADEMIC REGULATIONS
Students registered in the Post-MBA Diploma in Advanced Management are subject to the regulations governing all graduate students at Schulich, outlined in Academic Policies and Regulations of this handbook, including continuous registration, except where otherwise specified. These include general policies and regulations, as well as those on academic honesty, examinations, grade appeals, promotion criteria, and others, and all York University rules regulations and policies.

Students are encouraged to select electives in order to broaden knowledge of a specific specialization (e.g. add an international perspective to existing skills and knowledge in a specific functional area such as marketing or finance); deepen knowledge of a specific area (e.g. add nonprofit organizations and the public sector to existing skills and knowledge of strategic planning for private sector firms); or develop expertise in a new area (e.g. a management function such as organization studies; an industry such as real estate and infrastructure); or a management topic such as business and the environment.
STUDY OPTIONS
normal full-time course load is 10.5-15.0 credit-hours of courses per term September, January or May admission is possible for fee-paying purposes, enrolment in any given term in 9.0 or more credit-hours of courses constitutes full-time study; students declare this upon entry
DESCRIPTIONS: ELECTIVE COURSES

Descriptions of elective courses begin on page 60 and can be found on the Schulich Web site (www.schulich.yorku.ca). Please note that prerequisites or the equivalents are required for certain electives. Post-MBA Diploma students may not enrol in courses outside of the Schulich School of Business or participate in individual studies.
Part-time Study (Keele Campus)

normal part-time course load is 6.0 credit-hours of courses per term September, January or May admission is possible for fee-paying purposes, enrolment in any given term in 7.5 credit-hours of courses or less constitutes part-time study; students declare their status upon entry or declare a change before the start of term
ADMISSION CRITERIA
Academic Background
previous completion of an MBA degree from a recognized school
English Proficiency
applicants whose first language is not English must submit evidence of English proficiency, with the exception of those who have studied for at least two years in a university where English is the language of instruction
PROGRAM LENGTH
Full-time students have a maximum of three consecutive terms to complete the requirements for the Post-MBA Diploma in Advanced Management. Part-time students must complete the requirements in a maximum of six consecutive terms.
FEE SCHEDULE
See details on pages 8-9.
15.0 credit-hours of MBA 2 elective courses overall grade point average (GPA) of 4.4 (B-), excluding failures
Programs
Financial Engineering Diploma (Stand Alone)

F
inancial Engineering students will gain the theoretical knowledge and specialized skills necessary to develop new financial instruments and to understand the role of financial instruments in risk management. Graduates will find career opportunities in the financial industry with banks, investment firms, brokerage houses and other financial institutions as well as risk management departments of large corporations and consulting firms. The Financial Engineering Diploma (Stand Alone) consists of five Masters-level courses offered by the Schulich School of Business and the Graduate Program of Mathematics and Statistics. This diploma program will be of particular interest to students with strong quantitative backgrounds in economics, mathematics, statistics, engineering science, or computing looking to accelerate their career in financial management. As such, the diploma offers a unique opportunity for graduates with relevant degrees to combine prior quantitative training with the Schulich advantage.
ACADEMIC REGULATIONS
Students registered in the Financial Engineering Diploma (Stand Alone) are subject to the regulations governing all graduate students at Schulich, outlined in Academic Policies and Regulations of this handbook, including continuous registration, except where otherwise specified. These include general policies and regulations, as well as those on academic honesty, examinations, grade appeals, debarment, and others, and all York University rules regulations and policies.
PROGRAM LENGTH
Students have a maximum of six consecutive terms to complete the requirements for the Financial Engineering Diploma (Stand Alone). Students may not enrol in courses other than those specified for the Financial Engineering Diploma (Stand Alone).
ADMISSION CRITERIA
Academic Background
a four year undergraduate degree from a recognized university with a minimum B average in the last two full years (or equivalent) of academic study a degree program which provides preparation for the highly quantitative and computer-based aspects of the program. Examples of degrees studied that provide appropriate levels of pre-entry knowledge include Mathematics, Computer Science, Engineering, Economics, Chemistry, and Physics Applicants are expected to have familiarity with financial market/economic concepts. This can be demonstrated by the successful completion of: - one economics/business course in prior undergraduate studies with a minimum grade of B, - successful completion of the Canadian Securities Course offered by the Canadian Securities Institute (or an equivalent), or - two years work-related experience in a business context dealing specifically with financial market/economic concepts.
STUDY OPTIONS
normal part-time course load is 3.00 - 6.00 credit-hours of courses per term depending on course offerings in Fall, Winter and Summer Terms. Summer (May) admission only Courses are offered during the day in some cases

The Financial Engineering Diploma (Stand Alone) consists of five Masters-level 3 credit-hour courses offered by the Schulich School of Business (SB courses) and the Faculty of Graduate Studies Graduate Program of Mathematics and Statistics (GS courses):
FNEN 6210 3.00 FNEN 6810 3.00 FNEN 6850 3.00 MATH 6910 3.00 MATH 6911 3.00 Theory of Portfolio Management Derivative Securities Fixed Income Stochastic Calculus Numerical Methods
For course descriptions, please refer to the Financial Engineering Diploma (Stand Alone) Web site at: www.schulich.yorku.ca/financialengineering/standalone
Language Proficiency
Applicants whose first language is not English must submit evidence of English proficiency, with the exception of those who have studied for at least two years in a university where English is the language of instruction.
PROMOTION AND GRADUATION REQUIREMENTS

promotion requires overall cumulative grade point average (GPA) of 4.2 at the end of each term graduation requires successful completion of specified courses totaling 15.0 credit-hours with an overall grade point average (GPA) of 4.4 (B-), excluding failures failure in a course (3.0 credit-hours) will result in withdrawal from the Diploma Program. Withdrawal may be appealed to the Schulich Student Affairs Committee
Area & Program Specialization Information

IN THIS SECTION
Introduction ...........................................................................36 Accounting ..............................................................................37 Arts and Media Administration............................................38 Business and Sustainability ..................................................39 Business Consulting...............................................................40 Business Ethics.......................................................................40 Economics ...............................................................................41 Entrepreneurial Studies .........................................................42 Finance ....................................................................................43 Financial Engineering ............................................................44 Financial Services ..................................................................45 Health Industry Management ...............................................46 International Business...........................................................47 Marketing ................................................................................48 Nonprofit Management and Leadership ..............................49 Operations Management & Information Systems..............50 Organization Studies .............................................................51 Public Management................................................................52 Real Estate and Infrastructure .............................................53 Strategic Management............................................................54
INTRODUCTION
By limiting the number of Required Foundations of Management Core Courses in each degree program, the Schulich School provides students with the opportunity to select a significant number of courses from the more than 130 electives it offers. The result is a rich opportunity to select from area and program specialization, including management functions such as finance and marketing; industries or sectors such as financial services, public management, nonprofit management and leadership; or management topics such as international business, entrepreneurship, and business and sustainability. Most electives are taken in Year 2 of a degree program. One elective is taken in Year 1. Students may concentrate or specialize in one or more areas. Schulich does not, however, require that its graduates specialize. Many students already possess a specialization and find that their continuing careers are enhanced by selecting a wide variety of elective courses that add greater breadth to existing knowledge and skills. Schulich students have a range of study options. They may choose a concentration or specialization for which they are normally required to complete 12.0 or more credit-hours of elective courses in a particular area of study. Specialization may also take the form of a degree program such as the International MBA (IMBA), Master of Public Administration (MPA), MBA/MFA and MBA/MA, or MBA/JD; and/or graduate diploma programs in real estate and infrastructure, democratic administration, financial engineering, arts and media administration, nonprofit management and leadership, or justice system administration.
In the MBA program, there are 27.0 credit-hours available for electives. This permits a student to focus in two areas. Those who have received Waiver with Replacement for several of the required courses (see Program Length on pages 17-18) may be able to concentrate in more than two areas. In the IMBA program, students have at least 18.0 credit-hours of electives available. This permits at least one area of concentration in addition to international business, which is built into the program specialization. For an IMBA student, 9.0 credit-hours of elective courses in one area or program specialization would be the guideline of declaring a specific focus or specialization. Similarly, the MPA program has a built-in specialization in public management (as well as general management), and its 12.0 credit-hours of electives permit students to obtain yet another concentration. In the MBA/JD, MBA/MA and MFA/MA programs, students have at least 12 credits of electives available. 9.0 credit-hours of elective courses in one area or program specialization would be required to declare a specific specialization.
Accounting
Study Options
Concentration Post-MBA Diploma in Advanced Management
accounting electives cover the principal field: financial Schulichs acquisition analysis. It is alsofortheexample,subjects in the for investment accounting, managerial accounting, taxation and auditing. Financial accounting, is the basis analysis, corporate (forensic) analysis, and merger and basis for external reporting to shareholders and other stakeholders. Managerial accounting traditionally provides information for managerial decision-making such as resource allocation and performance evaluation. In courses, emphasis is placed on evaluation and judgment rather than on memorization. Schulich graduates specializing in accounting have followed career paths leading to the positions of: owner/operator product or service corporation; chief financial officer international corporation; partner taxation, business acquisitions, consulting; auditor professional service or public accounting firm; financial analyst; pension administrator; chief executive officer; professor; lending officer bank; underwriter; investigative accountant; lawyer/investigator; executive nonprofit organization. In addition, Schulich graduates have used their Schulich graduate management degree as a stepping stone to additional professional designations or degrees. These include: certified general accountant (CGA), certified management accountant (CMA), chartered accountant (CA), law (JD), or doctorate (PhD).
Summary of Electives
ACTG 6120 3.00 Intermediate Financial Accounting I ACTG 6130 3.00 Intermediate Financial Accounting for Non-Accountants ACTG 6140 3.00 Intermediate Financial Accounting II ACTG 6160 3.00 Advanced Financial Accounting ACTG 6200 3.00 Contemporary Issues in Accounting ACTG 6250 3.00 Financial Reporting and Analysis ACTG 6300 1.50 Financial Reporting Issues For Financial Institutions ACTG 6350 1.50 Advanced Cost and Management Accounting ACTG 6400 3.00 Strategic Management Accounting and Analysis ACTG 6450 3.00 Management Accounting and Control Systems ACTG 6600 3.00 Auditing Standards and Applications ACTG 6700 3.00 Managerial Aspects of Taxation ACTG 6710 3.00 Introduction to Income Taxation ACTG 6720 3.00 Advanced Income Taxation ACTG 6800 3.00 Accounting and Control of Nonprofit Organizations ACTG 6951 3.00 Accounting and Sustainability Reporting
FACULTY
Accounting faculty members have a wide variety of backgrounds and extensive professional experience. Canadas leading advanced and intermediate accounting textbooks have been written by Schulich faculty members. Recent research includes topics such as accounting education, applied ethics, executive compensation, accounting for nonprofit organizations and international accounting harmonization, audit judgement, taxation of employee stock options, personal tax planning and policy, pension accounting, social accountability, accounting regulation and standard setting, and performance metrics and incentive plans, strategic cost management, management decision-making, strategic performance measurement systems and translation of management ideas.
Area Coordinator Linda Thorne BCom (Toronto); MBA (York); PhD (McGill); CA (Ontario) Professor of Accounting Chair, Accounting Area Marcia Annisette BSc (WI, Trinidad & Tobago); MSc (UMIST, UK); PhD (Manchester, UK); FCCA (UK); Associate Professor of Accounting Thomas H. Beechy BBA (George Washington); MBA (Northwestern); DBA (Washington); CPA (Illinois) Professor Emeritus of Accounting Janne Chung BSc & MA (Truman State); PhD (ECowan State); CMA Associate Professor of Accounting Gail Drory BA (UWO); MA & MBA (York); CA (Ontario) Adjunct Professor Elizabeth Farrell BA & BPHE (Queens); MBA (York); CA (Ontario) Adjunct Professor Cameron Graham BSc (Alberta); MDiv (Vancouver); MBA & PhD (Calgary) Associate Professor of Accounting Director, MBA Program Sylvia Hsu MD (TMU, Taiwan); MBA (NCCU, Taiwan); PhD (Wisconsin Madison) Assistant Professor of Accounting Amin Mawani BComm (Alberta); MA (Toronto); LLM (York); PhD (Waterloo); FCMA; CMA; CFP Associate Professor of Accounting Dean Neu BBA (Wilfrid Laurier); MBA (York); PhD (Queens); CA (Ontario) Professor of Accounting Sandy Qian Qu BA (CUFE, China); MBA (Windsor); PhD (Alberta) Assistant Professor of Accounting Alan J. Richardson BSc & MPI & PhD (Queens); CGA (Ontario); FCGA (Canada) Professor of Accounting V. Umashanker Trivedi BSc (Andhra, India); PhD (Arizona) Associate Professor of Accounting
CONCENTRATIONS
PROFESSIONAL ACCOUNTING DESIGNATIONS

Certified General Accountant (CGA)
The Certified General Accountants Association offers a course of study leading to the CGA designation. Schulich graduates may obtain advanced standing in the CGA program, considerably reducing the time period required to obtain the CGA designation. For details, contact: The Certified General Accountants Association of Ontario, 240 Eglinton Avenue East, Toronto, Ontario M4P 1K8, 416-322-6520.
General Concentration
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - 6.0 credit-hours of required courses - 6.0 credit-hours of additional electives from the Summary of Specialization Electives at left
REQUIRED COURSES
ACTG 6120 3.00 Intermediate Financial Accounting I ACTG 6400 3.00 Strategic Management Accounting and Analysis
Certified Management Accountant (CMA)

The Schulich School of Business and the Society of Management Accountants of Ontario offer several tools which the students can apply in their pursuit of a CMA designation: 1. Transcript evaluation; CMA offers free transcript evaluation to help you plan your courses. For more information, contact the Society of Management Accountants of Ontario (SMAO). 2. Fulfillment of course requirement; CMA offers Schulich students exemption from Part 1 of the Entrance Exam if they complete all required courses, even if they are not taking part in the MBA/IMBA-CMA Option. For more information, go to: www.cma-ontario.org 3. MBA/IMBA-CMA Option; Students who successfully complete a set of courses prescribed by CMA Ontario as part of their Schulich MBA program are eligible for reduced CMA fees, exemption from Part 1 of the Entrance Exam and the Strategic Leadership Program. Details are available from Student Services at Schulich or on the following CMA Web site: www.cmaontario.org/index.cfm/ci_id/9225/la_id/1.htm
Financial Accounting
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - 3.0 credit-hours of prerequisite course taken prior to MBA 2 - 9.0 credit-hours of recommended courses or other accounting electives
PREREQUISITE COURSES
ACTG 6120 3.00 Intermediate Financial Accounting I
RECOMMENDED COURSES
ACTG 6140 3.00 Intermediate Financial Accounting II ACTG 6160 3.00 Advanced Financial Accounting ACTG 6200 3.00 Contemporary Issues in Accounting
Chartered Accountant (CA)

The Institute of Chartered Accountants of Ontario prescribes a series of requirements leading to the CA designation. For details, contact: The Institute of Chartered Accountants of Ontario, 69 Bloor Street East, Toronto, Ontario M4W 1B3, 416-962-1841, www.icao.on.ca
Arts and Media Administration

Study Options
Joint Master of Business Administration/ Master of Fine Arts (MBA/MFA) or Master of Business Administration/Master of Arts (MBA/MA) Graduate Diploma in Arts and Media Administration (MBA) Concentration (MBA, IMBA, MPA, MBA/JD) Post-MBA Diploma in Advanced Management
Canadas only MBA a specialization in arts media administration. The is suitable Schulich offers haveoreithervisual arts,withareasinofthe cultural sectorandsuch undergraduate or literaryspecializationthe arts suchfor students who work experience or an education in areas of as music, theatre, dance the or the cultural media as film studies studies. Schulich graduates from the arts and media administration specialization fill such positions as: general manager and marketing and development directors of major performing and visual arts organizations; cultural policy analysts at all levels of government; owners of entrepreneurial endeavours in the cultural sector; and business managers in the film industry. For more information, go to www.artm.schulich.yorku.ca
FACULTY
Schulich arts and media administration faculty members are well known nationally and internationally for their research and teaching in the fields of cultural management and policy. Their work spans a wide range of related issues, including the strategic management of arts organizations, audience research, Canadian cultural policy and international comparative studies. All faculty members have played a vital role in the field of arts and culture outside York University and, as a result, bring a wealth of practical experience to the classroom.
Program Director Joyce Zemans, CM BA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); Hon LLD (Waterloo) Senior Scholar and University Professor Emerita Director, Arts and Media Administration Program Douglas Barrett BA (York); MSc (Syracuse); LLB (Dalhousie) CTV Visiting Professor in Broadcast Management Patricia (Pat) Bradley BA (Concordia); MBA (York) Sessional Lecturer in Arts and Media Heather Clark BA (McGill); MBA (State University, NY) Sessional Lecturer in Arts and Media Peter Grant BA (Toronto); LLB (Toronto) Adjunct Professor Trina McQueen, OC BA (Carleton); Hon LLD (Mount St. Vincent, Carleton, Waterloo) Adjunct Professor Steve Ord BA (Concordia); MBA (York) Sessional Lecturer in Arts and Media Brian Wynn BA (Yale); LLB (Toronto) Sessional Lecturer in Arts and Media
ARTM 6300 3.00 Cultural Policy ARTM 6301 3.00 Issues in Arts and Cultural Management ARTM 6330 3.00 Communications Policy ARTM 6340 3.00 Managing in the New Broadcast World ARTM 6350 3.00 The Business of Creativity in the Cultural Sector
GENERAL CONCENTRATION
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - 3.0 credit-hours of the prerequisite course - 9.0 or more credit-hours of recommended courses MGMT 6100 3.00 Strategy Field Study is recommended in a cultural sector organization
GRADUATE DIPLOMA IN ARTS AND MEDIA ADMINISTRATION

REQUIREMENTS
taken concurrently with a Schulich graduate degree* diploma must be completed within one term of completing graduate program degree requirements 12.0 credit-hours of elective courses consisting of: - 3.0 credit-hours of the prerequisite course - 9.0 or more credit-hours of recommended courses - a minimum 12-week full-time internship in a cultural sector organization MGMT 6100 3.00 Strategy Field Study in a culturalsector organization.
SPECIALIZED COURSES
ARTM 6300 3.00 Cultural Policy ARTM 6301 3.00 Issues in Arts and Cultural Management ARTM 6330 3.00 Communications Policy ARTM 6340 3.00 Managing in the New Broadcast World ARTM 6350 3.00 The Business of Creativity in the Cultural Sector
*Students must satisfy both Graduate Diploma (above) and MBA requirements (see page 17).
ADVISORY BOARD
Tricia Baldwin Managing Director Tafelmusik Baroque Orchestra John Brotman Executive Director Ontario Arts Council Louise Dennys Vice-President and Publisher Alfred A. Knopf Canada Mallory Gilbert Former General Manager Tarragon Theatre Laura Michalchyshyn President & General Manager Discovery Planet Green Alexandra Montgomery Executive Director Gardiner Museum of Ceramic Art David Mirvish Mirvish Productions Andrew Shaw President & CEO Toronto Symphony Orchestra Iain Taylor Vice President, National Sales and Marketing Universal Music Canada
Business and Sustainability

Study Options
Concentration Post-MBA Diploma in Advanced Management Graduate Diploma in Business and the Environment
operates in increasingly complex and social concerns are at the forefront the new which stretching the responsibilities business and demanding new types management These concerns Businessareestablishedanindustries in forestryof setting. Environmentalmining sectors.ofToday, however,thinking.ofimpactingissues first affected products, chemicals and they are other manufacturers, retailing and service industries, and the financial sector. One of the first of its kind in North America, the Erivan K. Haub Program in Business and Sustainability at Schulich is at the cutting edge of current best practice. The business and sustainability specialization equips students for general management and senior corporate positions, as well as for work in specialist environmental management or consulting posts.
ACTG 6951 3.00 Accounting and Sustainability Reporting BSUS 6300 3.00 Management Practices for Sustainable Business BSUS 6500 3.00 Business Strategies for Sustainability BSUS 6600 3.00 Sustainability and Carbon Finance ECON 6170 3.00 Environmental Economics for Business ETHC 5510 1.50 Ethics and Social Responsibility in Management MGMT 6500 3.00 Sustainable Value Creation MKTG 6480 3.00 Nonprofit Marketing and Resource Development NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models ORGS 6350 3.00 Managing Change ORGS 6400 3.00 Power and Politics in Organizations
FACULTY
Faculty members from the Schulich School, Yorks Osgoode Hall Law School and the Faculty of Environmental Studies have gained recognition internationally for teaching and research in their respective fields.
Program Directors (alternating), Centre of Excellence in Responsible Business Andrew Crane BSc (Warwick); PhD (Nottingham, UK) Professor of Strategic Management/Policy George R. Gardiner Professorship in Business Ethics Bryan Husted BA, MBA & JD (Brigham Young); PhD (UC, Berkeley) Professor of Strategic Management/Policy Erivan K. Haub Chair in Business and Sustainability Dirk Matten Dipl.Kfm. (Essen, Germany); Dr.rer.pol. & Dr.habil. (Dsseldorf, Germany) Professor of Strategic Management/Policy Hewlett-Packard Chair in Corporate Social Responsibility Markus Biehl MS (Kaiserslautern, Germany); MS & PhD (Georgia Tech) Associate Professor of Operations Management and Information Systems Associate Dean, Academic Burkard Eberlein MSc (London School of Economics, UK); MA & PhD (Konstanz, Germany) Associate Professor of Strategic Management/Policy Brenda Gainer BA Hon (Alberta); MA (Carleton); MBA (Maine); PhD (York) Associate Professor of Marketing Royal Bank Professor of Nonprofit Management Director, Nonprofit Management and Leadership Program Irene Henriques BSc & MSc (Montreal); PhD (Queens) Professor of Economics and Sustainability Mark Pagell BS (Pennsylvania); PhD (Michigan) Associate Professor of Operations Management & Information Systems Alan J. Richardson BSc & MPI & PhD (Queens); CGA (Ontario}; FCGA (Canada) Professor of Accounting Perry Sadorsky BSc Hons & MA (British Columbia); PhD (Queens) Associate Professor of Economics Stepan Wood BA (York); LLB (Osgoode); SJD candidate (Harvard); of the Bar of New York Assistant Professor Detlev Zwick MS (Montpellier, France/ Cologne, Germany); MS (Memphis); PhD (Rhode Island) Associate Professor of Marketing
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - 3.0 credit-hours of prerequisite course taken in MBA 1 - 3.0-9.0 credit-hours of recommended courses at left - up to 6.0 credit-hours of additional courses (with the permission of the Program Director, students may take courses in the Faculty of Environmental Studies and Osgoode Hall Law School not listed in this publication)
GRADUATE DIPLOMA IN BUSINESS AND THE ENVIRONMENT

REQUIREMENTS
taken concurrently with an MBA* or MES* degree diploma must be completed within one term of completing graduate program degree requirements 12.0 credit-hours of elective courses consisting of: - 6.0 credit-hours of required courses below - 6.0 credit-hours of recommended courses at left - normally complete a 12 week internship in an approved organization MGMT 6100 3.00 Strategy Field Study at a site approved by the Program Director
Faculty of Environmental Studies

ENVS 6114 3.00 Sustainable Development for Canada ENVS 6115 3.00 Ecological Economics ENVS 6144 3.00 Action Learning ENVS 6148 3.00 Environmental Negotiation and Mediation ENVS 6155 3.00 Program Implementation ENVS 6164 3.00 Environmental Law ENVS 6186 3.00 Theory and Methods of Environmental Impact Assessment ENVS 6281 3.00 Consulting Skills
PREREQUISITE COURSE
BSUS 6500 3.00 Business Strategies for Sustainability
In addition, it is possible to take an independent study towards the concentration with the consent of the program Director.
* Students must satisfy both Graduate Diploma (above) and MBA or MES requirements
REQUIRED COURSES
BSUS 6300 3.00 Management Practices for Sustainable Business BSUS 6500 3.00 Business Strategies for Sustainability
Osgoode Hall Law School

LW 2880 3.00 Environmental Law LW 3490 3.00 Resource Management LW 4880 3.00 International Environmental Law: Protection of the Global Environment
ADVISORY BOARD
Charles Hantho (Chair) Board Member, Zoom Media Executive-in-Residence Schulich School of Business Kaz Flinn Vice President, Corporate Social Responsibility Scotiabank Dave Frederickson Vice President, General Manager, Enterprise Servers, Storage & Networking Hewlett-Packard Canada Christian Haub CEO, Tengelmann Americas President & Chairman Emil Capital Partners LLC Lloyd Hetherington CEO, GlobeScan Michael Jantzi CEO, Jantzi-Sustainalytics Gord Lambert Vice President, Sustainable Development Suncor Energy Inc. Adine Mees President and CEO Canadian Business for Social Responsibility Erik Ryan Vice President, Communications & External Relations Rio Tinto Alcan Gavin Thompson Director, Corporate Citizenship Microsoft Canada Bill White Partner, CBW Associates Inc.
Business Consulting
Study Options
York Consulting Group (YCG)
considering a For studentsthrough the Yorkcareer in business consulting, the Schulich School offers an opportunity to gain valuable experience Consulting Group.
MGMT 6700 3.00 Project Management MGMT 6960 3.00 Management Consulting
FACULTY
Theodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York) Associate Professor of Strategic Management/Policy Director, Strategy Field Study & Global Leadership Programs Co-Director, York Consulting Group Chair, Strategic Management/ Policy Area Eileen Fischer BA & MASc (Waterloo); PhD (Queens) Professor of Marketing Anne & Max Tanenbaum Chair in Entrepreneurship and Family Enterprise Director, Entrepreneurial Studies Program Director, PhD Program Ashwin Joshi BAS Hons (Trent); PhD (Queens) Associate Professor of Marketing Executive Director, Schulich MBA in India
YORK CONSULTING GROUP (YCG)

Founded in 1972, the York Consulting Group (YCG) has grown to become Canadas largest year-round business school consulting service. It offers a wide range of management consulting services to organizations ranging from small entrepreneurial to multinational corporations. Its consultants are MBA students currently enrolled in Schulich. Each student has at least 2 years of full-time work experience and commits to work at least 20 hours per week for the YCG for a minimum of 2 consecutive terms. Previous consulting projects have spanned a wide range of industries and have included: marketing plans, feasibility studies, promotional strategies, industry analysis, financial forecasts, business plans, competitor research and organizational audits. In addition to work experience, preferred candidates for YCG positions have strong academic backgrounds. As part of the screening process for appointment, students must complete a special YCG case study assignment and be interviewed by a YCG representative.
Requirements
As part of their participation in the York Consulting Group, students enrol in a unique experiential course, MGMT 6960 3.00, Management Consulting. The course runs over 26 weeks and consists of workshops, case studies, and actual consulting assignments. Under the supervision of faculty, students learn to engage clients, develop consulting proposals, undertake consulting work, complete appropriate business research and compose consulting reports. Students are assessed on their performance in these assignments, as well as initiatives they undertake to promote and improve the work of YCG. Students can only register for the course with the approval of the YCG directors.
NOTE: YCG requires a minimum of two full terms commitment and recruitment drives happen twice a year around October and February.Accelerated full-time students wishing to participate in YCG will have to spend an additional term in order to complete the requirements for the program.
RECOMMENDED COURSES
MGMT 6700 3.00 MGMT 6960 3.00 Project Management Management Consulting
Business Ethics
Study Options
Elective courses Post-MBA Diploma in Advanced Management
s among the world the fields ethics, CSR, corporate goverSchulichandfaculty membersInareaddition to courses,saleading researchers ainnumber of of businessresearch the Canadian Business nance sustainability. the School houses in-house institutes and centres, including Transparency International Canada, Inc., business corruption watchdog organization, and Ethics Research Network (CBERN), established in 2007 to mobilize and profile Canadas pool of business ethics expertise.
ETHC 5510 1.50 Ethics and Social Responsibility in Management ETHC 6950 1.50 Ethics and Finance
FACULTY
Andrew Crane BSc (Warwick, UK); PhD (Nottingham, UK) Professor of Strategic Management/Policy George R. Gardiner Professorship in Business Ethics Wesley Cragg BA Hons & MA (Alberta); BPhil & DPhil (Oxford, UK) Professor Emeritus of Business Ethics Cross-appointed to Department of Philosophy, Faculty of Liberal Arts & Professional Studies
ELECTIVE COURSES
ETHC 5510 1.50 Ethics and Social Responsibility in Management ETHC 6950 1.50 Ethics and Finance
Economics
Study Options
ECON 6110 3.00 Industrial Economics ECON 6120 3.00 The Economics of Regulation and Deregulation ECON 6170 3.00 Environmental Economics for Business ECON 6180 3.00 Money, Credit and Macroeconomic Policy ECON 6210 3.00 Economic Forecasting and Analysis ECON 6220 3.00 Macroeconomics and the Supply Side ECON 6450 3.00 Innovation and Technology Diffusion ECON 6510 3.00 Applied International Economics ECON 6960 3.00 Business and Economic Environments of East and Southeast Asia
he economics specialization focuses on explaining the economic and social interactions of individuals (as consumers, employees, shareholders and managers), firms and governments in both domestic and international markets. Schulichs economics electives provide a logical and consistent framework for explaining and forecasting movements in critical variables such as interest rates, exchange rates, inflation rates, unemployment rates and economic growth, as well as for understanding competitive interactions, corporate strategies, technology transfers and entrepreneurship. For example, economic forecasting and analysis introduces the critical statistical tools for deriving relationships among variables and forecasting movements in interest rates, prices, etc. Another example, applied international economics, examines international trade relationships, foreign investment, economic integration and the international monetary system as well as international financial institutions. Schulich graduates specializing in economics have followed career paths leading to the position of: partner investment banks, merchant banks, venture capital firms, management consulting; economist banks, other financial institutions, government; analyst investment banks, banks; consultant; executive chief executive officer, vice-president planning; owner/operator product or service company.
FACULTY
Economics faculty members have a wide variety of backgrounds and extensive professional experience. Recent research includes topics such as Canadian manufacturing adjustments to free trade, business and the environment, the international monetary system, and changes in the global automotive and telecommunications industries.
Area Coordinator Atipol Bhanich Supapol BA (Carleton); MA (Northeastern); PhD (Carleton) Associate Professor of Economics Director, IMBA Program David Barrows BSBA & MA (Northeastern) Associate Director MPA Program Sessional Lecturer in Economics and Policy Donald J. Daly BA & BComm & MA (Queens); PhD (Chicago) Senior Scholar in Economics Graeme Deans BSc (Queens); MBA (Amos Tuck School at Dartmouth College) Sessional Lecturer in Economics Irene Henriques BSc & MSc (Montreal); PhD (Queens) Professor of Economics and Sustainability Fred Lazar BCom (Toronto); AM & PhD (Harvard) Associate Professor of Economics Cross-appointed to Department of Economics, Faculty of Liberal Arts & Professional Studies Perry Sadorsky BSc Hons & MA (British Columbia); PhD (Queens) Associate Professor of Economics John N. Smithin BA (London Polytechnic, UK); MA & PhD (McMaster) Professor of Economics Cross-appointed to Department of Economics, Faculty of Liberal Arts & Professional Studies Theodore Tolias BA (Aristotle); MA (Toronto); PhD (ABD) (Manitoba) Sessional Lecturer in Economics and International Business Bernard M. Wolf BA (CUNY); MA & PhD (Yale) Professor Emeritus of Economics Associate Director, IMBA Farrokh Zandi BA (Pahlavi); MA (Lakehead); PhD (Carleton) Associate Director BBA/iBBA program
REQUIREMENTS 12.0 credit-hours of recommended elective courses
RECOMMENDED COURSES
ECON 6110 3.00 Industrial Economics ECON 6120 3.00 The Economics of Regulation and Deregulation ECON 6170 3.00 Environmental Economics for Business ECON 6180 3.00 Money, Credit and Macroeconomic Policy ECON 6210 3.00 Economic Forecasting and Analysis ECON 6220 3.00 Macroeconomics and the Supply Side ECON 6450 3.00 Innovation and Technology Diffusion ECON 6510 3.00 Applied International Economics ECON 6960 3.00 Business and Economic Environments of East and Southeast Asia
Entrepreneurial Studies
Study Options
in this have attitudinal, objectives, proactive Coursesintend tospecializationown jobsresources conceptualorand skillorganizations.and are designed forinvolves theindividuals who create their in small, medium large Entrepreneurship pursuit of opportunities beyond currently existing and the building of growing business organizations. The Schulich entrepreneurial studies program is focused on growing both firms and family businesses. The increasing importance of growing small and medium-size enterprises as the primary job creators in national economies is part of a global trend that is no less significant than the development of economic free trade zones, the advent of new communications technologies or the internationalization of business. The significance of family firms in the Canadian economy is evident from the fact that they constitute 65% of all businesses in the country. Schulich graduates specializing in entrepreneurial studies have started their own businesses or followed alternate career paths leading to: owner and/or manager of a small or medium-size enterprise; heir to a family firm; professional manager in a family business; manager in a larger organization doing business with smaller entrepreneurial firms (e.g. a chartered bank or manufacturer using subcontractors, economic development agencies, etc.).
ENTR 6605 3.00 Entrepreneurship and New Firm Creation ENTR 6625 3.00 Managing Venture Growth and Transition ENTR 6635 3.00 International Entrepreneurship ENTR 6645 3.00 Corporate Entrepreneurship ENTR 6910 3.00 Venture Capital and Private Equity ENTR 6991 3.00 Consulting to Family Enterprise MGMT 6500 3.00 Sustainable Value Creation MGMT 6800 3.00 Innovation through Technology and Design NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models SGMT 6050 3.00 Mergers and Acquisitions
FACULTY
Entrepreneurial studies faculty members have a wealth of experience in the entrepreneurial sector as consultants, advisors, board members, venture capitalists, financing and marketing experts, economic development officers and most importantly, as entrepreneurs. They have published numerous articles and technical monographs and are sought after frequently by the media to comment on economic or business issues. Current research involves banking, governance in small to medium-size enterprises, family business issues, financing growing firms, strategic alliances, and reputation management.
Program Director Eileen Fischer BA & MASc (Waterloo); PhD (Queens) Professor of Marketing Anne & Max Tanenbaum Chair in Entrepreneurship and Family Enterprise Director, Entrepreneurial Studies Program Director, PhD Program Douglas Cumming BCom (McGill); MA (Queens); JD & PhD (Toronto); CFA Professor of Finance Entrepreneurship Ontario Research Chair in Economics and Cross Cultural Studies James L. Darroch BA & MA & PhD (Toronto); MBA & PhD (York) Associate Professor of Strategic Management/Policy Co-Director of Financial Services Program Yuval Deutsch BA & MA (Hebrew); PhD (British Columbia) Associate Professor of Strategic Management/ Policy and Entrepreneurial Studies Laurence Ginsberg BComm (Manitoba); MBA (Toronto); CA (Ontario) Sessional Lecturer in Entrepreneurial Studies Sofia Johan LLB (Liverpool), LLM in International Economic Law (Warwick); PhD in Law (Tilburg) Sessional Lecturer in Entrepreneurial Studies Kelly LeCouvie BA (UWO); BComm & MBA (Windsor); PhD (York) Sessional Lecturer in Entrepreneurial Studies Moren Lvesque BSc & MSc (Laval); PhD (British Columbia) Associate Professor of Operations Management & Information Systems Greg Milavsky BApSc (Toronto); MBA (Harvard) Sessional Lecturer in Entrepreneurial Studies Julie A. Morton BA (York); MA (Michigan State); PhD (Michigan State) Sessional Lecturer in Entrepreneurial Studies Theodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York) Associate Professor of Strategic Management/Policy Director, Strategy Field Study & Global Leadership Programs Co-Director, York Consulting Group Chair, Strategic Management/ Policy Area Steve Pulver BA (Toronto); MBA (York) Sessional Lecturer in Entrepreneurial Studies Kevin Talbot MBA (York) Adjunct Professor in Entrepreneurial Studies Susan Van Der Hout BA (Toronto); LLB (York); LLM (Toronto) Sessional Lecturer in Entrepreneurial Studies
REQUIREMENT
12.0 credit-hours of recommended elective courses
RECOMMENDED COURSES
ENTR 6605 3.00 ENTR 6625 3.00 Entrepreneurship and New Firm Creation Managing Venture Growth and Transition ENTR 6635 3.00 International Entrepreneurship ENTR 6645 3.00 Corporate Entrepreneurship ENTR 6910 3.00 Venture Capital and Private Equity ENTR 6991 3.00 Consulting to Family Enterprise HIMP 6160 3.00 Invention and Investment in Life Sciences HIMP 6170 3.00 Commercialization in Pharma and Biotech MGMT 6800 3.00 Innovation through Technology and Design NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models SGMT 6050 3.00 Mergers and Acquisitions
Finance
Study Options
Schulich finance specialization is the most extensive in Canada, with coverage of the full spectrum of Thespecialize in financial services (seeone of45) and financial engineering (see page 44).management. Schulichfinancial activities in Canadian business, including corporate financial management and investment graduates can also page Financial management topics include: capital budgeting (the investment decision); capital structure (the financing decision); working capital management; evaluation of acquisitions and divestitures; and management of foreign currency exposures. Graduates are well positioned to build careers as investment bankers, corporate financial advisors, financial managers and executives in non-financial companies. Investment management focuses on the design, marketing and trading of financial instruments, including bonds, stocks and derivative securities. Career paths lead to positions such as financial analyst, broker, underwriter and portfolio manager.
ETHC 5510 1.50 Ethics and Social Responsibility in Management ETHC 6950 1.50 Ethics and Finance FINE 6050 3.00 Personal Financial Management FINE 6100 3.00 Financial Management FINE 6150 3.00 Advanced Corporate Finance FINE 6200 3.00 Investments FINE 6250 3.00 Applied Investment Management FINE 6310 3.00 Econometrics of Financial Markets FINE 6400 3.00 International Financial Management FINE 6600 3.00 Corporate Financial Analysis FINE 6800 3.00 Options, Futures and Other Derivative Securities FINE 6860 3.00 Financial Models for Pension and Insurance FINE 6975 1.50 Going Private Fundamentals of the Private Equity Process FNEN 6820 3.00 Advanced Derivative Securities FNEN 6840 3.00 Enterprise-wide Financial Risk Management FNSV 5500 1.50 Introduction to Financial Services Management FNSV 6700 3.00 Management of Risk in Canadian Financial Institutions FNSV 6965 3.00 Regulation of Canadian Financial Institutions PROP 6100 3.00 Real Estate Finance and Investment
FACULTY
The teaching, research and consulting activities of finance faculty members are numerous and cover the fields of investments, financial engineering, financial services and corporate finance. The work of the faculty brings theoretical rigour to practical applications. For example, faculty members have developed a unique approach to personal investment management over the human life cycle. They have won numerous awards for this work and are in high demand by practitioners from across Canada. Other research areas include the effect of thin trading on stock prices, the management of financial institutions, the application of financial theory to the development of new products and international financial management.
Area Coordinator Mark J. Kamstra BA Hons (Queens); MA (British Columbia); PhD (UC, San Diego) Associate Professor of Finance Kee-Hong Bae BS & MS (Korea); PhD (Ohio State) Professor of Finance Melanie Cao BSc & MA (Hust, China); MBA (Ottawa); PhD (Toronto) Associate Professor of Finance Archishman Chakraborty BSc (Calcutta, India); MA (Delhi, India); PhD (Princeton) Associate Professor of Finance Douglas Cumming BCom (McGill); MA (Queens); JD & PhD (Toronto); CFA Professor of Finance and Entrepreneurship Ontario Research Chair in Economics and Cross Cultural Studies Ming Dong BS (Fudan, China); MS (New York); PhD (Ohio State) Associate Professor of Finance Nadia Massoud MA (Waterloo); PhD (Queens) Associate Professor in Finance Elizabeth M. Maynes BA (McMaster); MA & PhD (Queens) Associate Professor of Finance Director, BBA/iBBA Programs Moshe Arye Milevsky BA (Yeshiva); MA & PhD (York) Associate Professor of Finance Debarshi K. Nandy BS & MS (Calcutta, India); MCom (New South Wales, Australia); PhD (Boston College) Assistant Professor of Finance Eliezer Prisman BA (Hebrew, Israel); MSc & DSc (Technion, Israel) Nigel Martin Chair in Finance Director, Financial Engineering Program Gordon S. Roberts BA (Oberlin College); MA & PhD (Boston College) Professor of Finance CIBC Professor of Financial Services Pauline M. Shum BA Hons (British Columbia); MA & PhD (Toronto) Associate Professor of Finance Director, Master of Finance Program Yisong Tian BSc (Nankai, China); MBA & PhD (York) Professor of Finance
CONCENTRATIONS
Requirements
12.0 credit-hours of elective courses at left
Investment Management
Requirements
12.0 credit-hours of elective courses as below
Financial Management
Requirements
Required Courses
FINE 6200 3.00 Investments FINE 6800 3.00 Options, Futures and Other Derivative Securities
12.0 credit-hours of elective courses as below
Required Courses
FINE 6100 3.00 Financial Management FINE 6150 3.00 Advanced Corporate Finance
Recommended Courses
ETHC 5510 1.50 ETHC 6950 1.50 FINE 6050 3.00 FINE 6250 3.00 FINE 6310 3.00 FINE 6600 3.00 FINE 6860 3.00 FNEN 6820 3.00 FNEN 6840 3.00 FNSV 6965 3.00 PROP 6100 3.00 Ethics and Social Responsibility Ethics and Finance Personal Financial Management Applied Investment Management Econometrics of Financial Markets Corporate Financial Analysis Financial Models for Pension and Insurance Advanced Derivative Securities Enterprise-wide Financial Risk Management Regulation of Canadian Financial Institutions Real Estate Finance and Investment
Recommended Courses
ETHC 5510 1.50 Ethics and Social Responsibility in Management FINE 6200 3.00 Investments FINE 6400 3.00 International Financial Management FINE 6600 3.00 Corporate Financial Analysis FINE 6975 1.50 Going Private Fundamentals of the Private Equity Process FNSV 5500 1.50 Introduction to Financial Services Management FNSV 6700 3.00 Management of Risk in Canadian Financial Institutions
Financial Engineering
Study Options
Graduate Diploma in Financial Engineering (MBA) Concentration Post-MBA Diploma in Advanced Management
interest to with strong mathematics, Ofcomputing, students Mathematics quantitative backgrounds in economics, Department ofstatistics, engineering science or financial engineering is a Schulich specialization established in cooperation with the Faculty of Graduate Studies Department of and Statistics and supported by the Computer Science. Financial Engineering is a collaborative program as defined by the Faculty of Graduate Studies. Financial engineering graduates will have the theoretical knowledge and specialized skills necessary to develop new financial instruments and to understand the role of financial instruments within the broader economic and business contexts. Graduates will find career opportunities in the financial industry with banks, investment firms, brokerage houses and other financial institutions as well as risk management departments of large corporations and consulting firms. Visit our Web site at www.yorku.ca/fineng for detailed course descriptions, eligibility requirements, course schedules and a wealth of information about Financial Engineering. For the Part-time students, it is important to note that some courses are offered during the daytime.
FNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative Securities FNEN 6820 3.00 Advanced Derivative Securities FNEN 6840 3.00 Enterprise-wide Financial Risk Management FNEN 6850 3.00 Fixed Income Securities OMIS 6000 3.00 Models and Applications in Operational Research
FACULTY
The faculty have been in the forefront of research into the design, development and implementation of innovative financial instruments. These include new measures of interest rate risk, correct after-tax valuation of derivative and fixed income instruments, the innovation of financial instruments and new valuation techniques. The applications of the no-arbitrage condition are the basis for financial engineering. Implementation of this condition to security markets has been the topic of research projects at York. New computer software and a specialized textbook for this field have been created specifically for the financial engineering program. Senior faculty members associated with the program are listed below.
Program Director Eliezer Z. Prisman BA (Hebrew, Israel); MSc & DSc (Technion, Israel) Nigel Martin Chair in Finance Professor of Finance Director, Financial Engineering Program Andrew Aziz BSc, Hons BSc; MBA (Queens); PhD (York) Lecturer Melanie Cao BSc & MA (Hust, China); MBA (Ottawa); PhD (Toronto) Associate Professor of Finance Wade D. Cook BSc (Mt. Allison); MSc (Queens); PhD (Dalhousie) Professor of Operations Management & Information Systems Gordon Charlton Shaw Professor of Management Science Associate Dean, Research Chair, Operations Management & Information Systems Area Man-wah Wong BSc (Sir George Williams University); MSc & PhD (Toronto) Professor of Mathematics Moshe Arye Milevsky BA (Yeshiva); MA & PhD (York) Associate Professor of Finance Gordon S. Roberts BA (Oberlin College); MA & PhD (Boston College) Professor of Finance CIBC Professor of Financial Services Yisong Tian BSc (Nankai, China); MBA & PhD (York) Professor of Finance Augustine Wong BSc (Toronto); MA (York); PhD (Toronto) Professor of Mathematics and Statistics
Faculty of Graduate Studies

CSE 5910 3.00 Software Foundations MATH 6910 3.00 Stochastic Calculus in Finance MATH 6911 3.00 Numerical Methods in Finance
ELIGIBILITY
All students must be approved by the Program Director based on:
undergraduate degree
GRADUATE DIPLOMA IN FINANCIAL ENGINEERING

REQUIREMENTS must be taken concurrently with a Schulich MBA* the Graduate Diploma must be completed within one term of completing all MBA program requirements 21.0 credit-hours of required courses below an internship in a financial institution or an additional research paper enrolment in Financial Engineering courses is with the permission of the director
*Students must satisfy both Graduate Diploma requirements (above) and the degree requirements of their home faculty.
successful completion of most of the following undergraduate courses:

Calculus 1 and 2 single and several variables
Linear Algebra Foundations of Computer Science Statistics and Probability Microeconomics
Visit our Web site at www.yorku.ca/fineng to fill out and submit an Eligibility Questionnaire
REQUIREMENTS see Eligibility 12.0 credit-hours of courses consisting of:
a minimum of 6.0 credit-hours of required courses up to 6.0 credit-hours of recommended courses
REQUIRED COURSES
CSE 5910 3.00 Software Foundations* FNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative Securities FNEN 6850 3.00 Fixed Income Securities MATH 6910 3.00 Stochastic Calculus in Finance MATH 6911 3.00 Numerical Methods in Finance OMIS 6000 3.00 Models and Applications in Operational Research
NOTE: Students working towards the Diploma in Financial Engineering may take a maximum of 9.0 credit-hours outside Schulich. * With approval from the program director, students with a computer science degree or acceptable experience may replace this course with FNEN 6820 3.00.
REQUIRED COURSES
FNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative Securities FNEN 6850 3.00 Fixed Income Securities
RECOMMENDED COURSES
CSE 5910 3.00 Software Foundations FNEN 6820 3.00 Advanced Derivative Securities FNEN 6840 3.00 Enterprise-wide Financial Risk Management MATH 6910 3.00 Stochastic Calculus in Finance MATH 6911 3.00 Numerical Methods in Finance OMIS 6000 3.00 Models and Applications in Operational Research
FINANCIAL ENGINEERING DIPLOMA (STAND ALONE)

Please refer to page 35 for more information on the Financial Engineering Diploma (Stand Alone)
Financial Services
Study Options
Services expertise necessary manage successfully in contemporary financial services The FinancialfunctionalProgram develops the co-concentrations, sotothat students can simultaneously concentrate in Financial organizations. It is based on the principle of Services and a area. The financial services sector is undergoing profound and rapid change. Organizations require professionals who understand the dynamics of the industry, and the broad direction and implications of the forces of change. Such professionals must have a strong foundation in skills that will be relevant to a critically important and fast-changing industry. These skills include general management areas such as marketing, strategy, real estate and infrastructure and organization studies. They also include finance and financial engineering skills, which are particularly relevant to manage risk in the sector. The program is constructed to allow students to develop skills in one or more of these areas while also concentrating in financial services. The program stresses relevance as well as rigour. To this end, it is committed to developing relationships with firms and senior executives in the financial sector that can provide real-world perspectives on current issues.
ACTG 6300 1.50 Financial Reporting Issues For Financial Institutions ACTG 6450 3.00 Management Accounting and Control Systems ACTG 6950 3.00 Financial Reporting and Analysis ECON 6120 3.00 The Economics of Regulation and Deregulation ECON 6210 3.00 Economic Forecasting and Analysis FNSV 6700 3.00 Management of Risk in Canadian Financial Institutions FNSV 6950 3.50 Strategic and Operational Issues in the Financial Services Industry FNSV 6960 1.50 Activity Based Costing and the Financial Services Industry FNSV 6970 3.00 Competitive and Organizational Strategies for Financial Services Firms FNSV 6975 3.00 Co-evolution of Financial Markets and Institutions FNSV 6985 1.50 The Canadian Life Insurance Industry and International Competition FNSV 6990 1.50 Enterprise Risk Management and Strategy MKTG 6250 3.00 Business Marketing MKTG 6300 3.00 Service Marketing MKTG 6550 3.00 Brand Management OMIS 6700 3.00 Managing New Technology OMIS 6955 3.00 Service Operations Management ORGS 6020 3.00 Designing Effective Organizations ORGS 6350 3.00 Managing Change SGMT 6050 3.00 Mergers and Acquisitions SGMT 6800 3.00 Strategic Management of Technology-Based Firms IBUS 6410 3.00 Introduction to International Business IBUS 6430 3.00 International Business Strategy PROP 6100 3.00 Real Estate Finance and Investment PROP 6600 3.00 Real Estate Portfolio Management
FACULTY
Faculty members are active in research, textbook writing, consulting and public service on financial services issues. Many elective courses are also taught by faculty members in other areas. The program administers a $1.2 million research program into financial services and public policy, announced in January 2000. The Program remains open to support doctoral students in all Canadian universities.
Program Director James L. Darroch BA & MA & PhD (Toronto); MBA & PhD (York) Associate Professor of Strategic Management/Policy Director, Financial Services Program, Associate Director Associate Director Fred Gorbet BA (York); PhD (Duke) Associate Director, Financial Services Program Bernard Hyams BA Hons (Concordia); BEd (McGill); MEd (Ottawa); MBA (York) Lecturer Lisa Langley BBA (Loyola College); EMBA (Kellogg-Schulich) Sessional Lecturer Patricia Meredith BA Hons (UWO); MBA (McMaster); FCA (Ontario); CMA (Ontario); PhD (York) Lecturer Lee Watchorn BSc Hons (McGill); FSA; FCIA, Lecturer Lois Tullo BComm (Saskatchewan); MBA (UWO); CA (Ontario) Lecturer
CONCENTRATION
REQUIREMENTS
12.0 credit-hours of financial services courses and elective courses consisting of: - 4.5 credit-hours of financial services courses, including FNSV 5500 1.50 - 7.5 credit-hours of electives (see sidebar) MGMT 6100 3.00 - The 6100 site does not have to be a Financial Institution, but does have to have involvement with Financial Institutions and be approved by the program director.
FINANCIAL SERVICES COURSES

FNSV 5500 1.50 Introduction to Financial Services Management FNSV 6700 3.00 Management of Risk in Canadian Financial Institutions FNSV 6950 3.00 Strategic and Operational Issues in the Financial Services Industry FNSV 6960 1.50 Activity Based Costing and the Financial Services Industry FNSV 6970 3.00 Competitive and Organizational Strategies for Financial Services Firms FNSV 6975 3.00 Co-evolution of Financial Markets and Institutions FNSV 6985 1.50 The Canadian Life Insurance Industry and International Competition FNSV 6990 1.50 Enterprise Risk Management and Strategy
Health Industry Management

Study Options
Health Industry Management (HIMP) building the strengths of Schulich has a unique(as traditionallyvariety of healthProgramsupport and serviceonorganizations. Thethe School.isThe industry includes healthcare defined), pharmaceutical companies, medical device manufacturers, human biotech companies, health charities and a wide related program designed for both new entrants and mid-career professionals in the health industry who need to understand the other players more deeply. The health industry is highly complex due to the often competing goals of the providers, policy makers, administrators, consumers and citizens. In spite of the advances of medical science we need to look beyond medicine to dramatically improve health and health systems in the 21st century. This program is designed to look at the needs and potential solutions to improve health systems. The Health Industry Management concentration provides an opportunity for those who are currently in the health industry or those who wish to join the industry to learn deeply about the other players in the industry. Our contention is that regardless of the role one plays in the industry, understanding the others objectives, criteria and values will deeply impact your success in the industry. Health is highly interconnected and crosses all three sectors. It is a complex, conceptually challenging industry. Management and leadership in the sector require unique skills and the capacity to see connections across the industry. For more information go to www.himp.schulich.yorku.ca
ECON 6450 3.00 Innovation and Technology Diffusion ENTR 6910 3.00 Venture Capital and Private Equity HIMP 6110 3.00 Understanding the Canadian Health Industry: The Roles, Responsibilities & Challenges to Improve Health HIMP 6120 3.00 International Healthcare Systems HIMP 6130 3.00 Strategic Management of Hospitals HIMP 6150 3.00 Performance Indicators and Evaluation in Health Care Industry HIMP 6160 3.00 Invention and Investment in Life Sciences HIMP 6170 3.00 Commercialization in Pharma and Biotech MGMT 6700 3.00 Project Management MKTG 6480 3.00 Nonprofit Marketing and Resource Development NMLP 6500 3.00 Change, Complexity and Leadership in the Nonprofit Sector PUBL 5500 3.00 Public Policy and Public Management PUBL 6140 3.00 Business and Government PUBL 6800 3.00 Program Evaluation
FACULTY
The faculty for the Health Industry Management program are drawn from many disciplines at Schulich and our partners in other universities.
Program Director Brenda J. Zimmerman BSc (Toronto); MBA & PhD (York); CA (Ontario) Associate Professor of Strategic Management/Policy Director, Health Industry Management Program David Barrows BSBA & MA (Northeastern) Sessional Lecturer in Economics and Policy Joseph Mapa Sessional Lecturer in HIMP Amin Mawani BComm (Alberta); MA (Toronto); LLM (Osgoode); PhD (Waterloo); FCMA; CMA; CFP Associate Professor of Accounting Adita Pai BSc (Bombay, India); MSc (Newcastle, UK); MSc (McGill); MS (Brandeis); MBA (York) Sessional Lecturer in HIMP Leandra O. Wells BSc (UWO); PhD (Toronto); MBA (York) Sessional Lecturer in HIMP Joel Shalowitz MD & ScB (Brown); MBA (Northwestern); FACP Professor and Director, Health Industry Management Program Kellogg School of Management, Northwestern University Atipol Bhanich Supapol BA (Carlton); MA (Northeastern); PhD (Carleton) Associate Professor of Economics Director, IMBA Program
REQUIREMENTS 12.0 credit-hours of electives courses of which a minimum of 9.0 must be chosen from the recommended list below 3.0 credit-hours of related and additional elective courses can also be included as part of the 12.0 credit-hours with a letter of approval, up to 3.0 credit-hours of relevant, graduate-level health courses from other York Faculties may be substituted for the elective courses listed below MGMT 6100 3.00 Strategy Field Study to be carried out in a health industry site RECOMMENDED COURSES
HIMP 6110 3.00 Understanding the Canadian Health Industry: The Roles, Responsibilities & Challenges to Improve Health HIMP 6120 3.00 International Healthcare Systems HIMP 6130 3.00 Strategic Management of Hospitals HIMP 6150 3.00 Performance Indicators and Evaluation in Health Care Industry HIMP 6160 3.00 Invention and Investment in Life Sciences HIMP 6170 3.00 Commercialization in Pharma and Biotech
Related courses for those interested in the nonprofit side of health care:
MKTG 6480 3.00 Nonprofit Marketing and Resource Development NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector
Related courses for those interested in the public sector aspects of health care:
PUBL 5500 3.00 Public Policy and Public Management PUBL 6140 3.00 Business and Government PUBL 6800 3.00 Program Evaluation
Related courses for those interested in the supplier side of health (pharma, biotech & medical devices):
ECON 6450 3.00 Innovation and Technology Diffusion ENTR 6910 3.00 Venture Capital and Private Equity
ADDITIONAL COURSES
MGMT 6700 3.00 Project Management
ADVISORY BOARD
Lawrence Bloomberg (Chair) Chair of Board, Mount Sinai Hospital Dennis Bennie CEO, XDL Capital Philip Blake CEO, Bayer Canada Robert Bradshaw Chairman, Contor Industries Ltd. Adalsteinn Brown Chair in Public Health Policy Dalla Lana School of Public Health, University of Toronto Jeffrey Coull President & Acting CEO Chlorion Pharma Michael Decter President & CEO, Lawrence Decter Investment Counsel Shaun Francis President & CEO, Medcan Health Management Inc Andy Giancamilli CEO, PharmaPlus Ron Frisch CEO, Kohl & Frisch Ltd. Vijay Kanwar CEO, KMH Cardiology & Diagnostic Centres Nadir Hirji Partner, Accenture Inc. Jeff Lozon CEO, St. Michaels Hospital Carolyn Keystone President, Trimin Capital Corporation Matthew Morgan Partner, Courtyard Group Robert McEwen Chairman & CEO, US Gold Corporation & Lexam Explorations Inc. Eric Paul CEO, CanCare Health Service Phil Sorgen President, MicroSoft Canada Co. Neil Stuart Partner (retired), IBM Global Business Services Vasanthi Srinivasan Assistant Deputy Ministry Health Systems Strategy Division Ministry of Health and Long Term Care Barbara Whylie CEO (retired), National Office Canadian Cancer Society Anju Virmani Chief Information Officer, CargoJet Greg Wolfond President, BlueSky Capital
International Business
Study Options
specialization helps graduates develop career Canadian and foreign corporations, Schulichs international businesscombinedevelopspecializations withskills requiredpathsdotobusinessinternational business with a banks and governments. Its goal is to the management to in an international environment. Students are encouraged to other international business (e.g. marketing focus). Students interested in international business may wish to consider applying to participate in a Study Abroad academic exchange at one of the worlds leading management schools (see page 81). It is recommended that MBA students planning an international business concentration or planning to take at least 6.0 credit-hours of international business courses take ECON 6510.03 Applied International Economics as their first and required international business elective. If scheduling does not permit, they may substitute IBUS 6410 3.00, which is designed mainly for students wishing to take only one or two international business electives.
ECON 6510 3.00 Applied International Economics
FACULTY
The International Business program draws its faculty from all disciplines within the Schulich School. Schulich faculty teaching in the specialization have a wide range of foreign business and research experience. In addition, many have studied and taught in foreign universities or worked abroad in corporate international operations. Visiting professors from overseas also enrich course offerings.
Program Director Bernard M. Wolf BA (CUNY); MA & PhD (Yale) Professor Emeritus of Economics Associate Director, IMBA Preet Aulakh BSc & MA (Punjab, India); PhD (Texas-Austin) Professor of Strategic Management/Policy Pierre Lassonde Chair in International Business Kee-Hong Bae BS & MS (Korea, Korea); PhD (Ohio State) Professor of Finance David Barrows BSBA & MA (Northeastern) Associate Director, Master of Public Administration Program Sessional Lecturer in Economics and Policy Thomas H. Beechy BBA (George Washington); MBA (Northwestern); DBA (Washington); CPA (Illinois) Professor Emeritus of Accounting Atipol Bhanich Supapol BA (Carleton); MA (Northeastern); PhD (Carleton) Associate Professor of Economics Chair, Economics Area Director, IMBA Program Markus Biehl MS (Kaiserslautern, Germany); MS & PhD (Georgia Institute of Technology) Associate Professor of Operations Management & Information Systems Associate Dean, Academic Samuel K. Bonsu BBA (Prince Edward Island); MBA (Simon Fraser); PhD (Rhode Island) Associate Professor of Marketing Alexandra Campbell BA Hons (York); MBA & PhD (Toronto) Associate Professor of Marketing Andrew Crane BSc (Warwick, UK); PhD (Nottingham, UK) Professor of Strategic Management/Policy George R. Gardiner Professorship in Business Ethics Douglas Cumming BCom (McGill); MA (Queens); JD & PhD (Toronto); CFA Professor of Finance and Entrepreneurship Ontario Research Chair in Economics and Cross Cultural Studies Burkard Eberlein MA (University of Konstanz, Germany); MSc (London School of Economics and Political Science); PhD (University of Konstanz, Germany) Associate Professor of Strategic Management/Policy Bryan Husted BA, MBA & JD (Brigham Young); PhD (UC, Berkeley) Professor of Strategic Management/Policy Erivan K. Haub Chair in Business and Sustainability David Johnston BA & MA & PhD (UWO) Associate Professor of Operations Management & Information Systems Matthias Kipping MA (Sorbonne, France); MPA (Harvard); Dipl (EHESS, France); DPhil (Mnchen, Germany) Professor of Strategic Management/Policy Chair in Business History Mehmet Murat Kristal BSc (METU, Turkey); MBA (Bilkent, Turkey); PhD (North Carolina) Associate Professor of Operations Management & Information Systems Anoop Madhok BCom (Calcutta, India); MBA (Cincinnati); MIS (Johns Hopkins); PhD (McGill) Professor of Strategic Management/Policy Dirk Matten Dipl.Kfm. (Essen, Germany); Dr.rer.pol. & Dr.habil. (Dsseldorf, Germany) Professor of Strategic Management/Policy Hewlett-Packard Chair in Corporate Social Responsibility Amin Mawani BComm (Alberta); MA (Toronto); LLM (Osgoode); PhD (Waterloo); FCMA; CMA; CFP Associate Professor of Accounting James McKellar BArch (Toronto); MCP & MArch (Pennsylvania) Professor of Real Estate and Infrastructure Director, Real Estate and Infrastructure Program Executive Director, External Relations Charles J. McMillan BA (Prince Edward Island); MBA (Alberta); PhD (Bradford, UK) Professor of Strategic Management/Policy Alan C. Middleton BSc (London, UK); MBA & PhD (York) Assistant Professor of Marketing Executive Director, Schulich Executive Education Centre Yigang Pan BA & MA (Beijing, China); MPhil & PhD (Columbia) Professor of Marketing Theodore Peridis BSc (Athens, Greece); MA (Kent, UK) Associate Professor of Strategic Management/Policy Director, Strategy Field Study & Global Leadership Programs Co-Director, York Consulting Group Chair, Strategic Management/ Policy Area Hazel Rosin BA (Haifa, Israel); MSW (Wilfrid Laurier); MPhil & PhD (Yale) Associate Professor of Organization Studies Justin Tan BBA (Tianjin, China); MBA (McGill); MA (Kansas); PhD (Virginia Tech) Professor of Strategic Management/Policy Newmont Mining Chair in Business Strategy Theodore Tolias BA (Aristotle); MA (Toronto); PhD (ABD) (Manitoba) Sessional Lecturer in Economics and International Business Stephen Weiss BA (Lafayette); MA & PhD (Pennsylvania) Associate Professor of Strategic Management/Policy Tom Wesson BComm (Queens); MBA & PhD (Harvard) Associate Professor of Strategic Management/Policy Eleanor Westney BA & MA (Toronto); MA & PhD (Princeton) Professor of Organization Studies Scotiabank Professor of International Business Lorna Wright BA (Wilfrid Laurier); MA (Essex, UK); MIM (Thunderbird); PhD (UWO) Associate Professor of International Business Farrokh Zandi BA (Pahlavi), MA (Lakehead), PhD (Carleton) Associate Director BBA/iBBA Programs Sessional Lecturer in Economics
or
IBUS 6410 3.00 Introduction to International Business BSUS 6600 3.00 Sustainability and Carbon Finance ECON 6180 3.00 Money, Credit and Macroeconomic Policy ECON 6450 3.00 Innovation and Technology Diffusion ECON 6960 3.00 Business and Economic Environments of East and Southeast Asia ENTR 6635 3.00 International Entrepreneurship FINE 6400 3.00 International Financial Management FINE 6800 3.00 Options, Futures and Other Derivative Securities HIMP 6120 3.00 International Healthcare Systems IBUS 6430 3.00 International Business Strategy IBUS 6440 3.00 International Business and National Governments IBUS 6490 3.00 International Business Negotiations INTL 533X 3.00 Regional Analysis MGMT 6500 3.00 Sustainable Value Creation MKTG 6400 3.00 International Marketing MKTG 6951 1.50 Strategic Marketing in Asia OMIS 6500 3.00 Global Operations and Information Management ORGS 6320 3.00 CrossCultural Management PUBL 6150 3.00 Comparative Public Policy PROP 6300 3.00 Principles of Public Private Infrastructure Delivery SGMT 6700 3.00 Strategic Capabilities Development SGMT 6720 3.00 The Emergence of Global Management SGMT 6850 3.00 Managing Growth in the Global Mining Sector
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - 3.0 credit-hours of prerequisite elective course taken in MBA 1 - 9.0 credit-hours of recommended courses
PREREQUISITE COURSE
NOTE: Students are encouraged to only take one of these two courses, not both.
ECON 6510 3.00 Applied International Economics
or
IBUS 6410 3.00 Introduction to International Business
(see opening International Business paragraph above)
RECOMMENDED COURSES
BSUS 6600 3.00 ECON 6180 3.00 ECON 6450 3.00 ECON 6960 3.00 Sustainability and Carbon Finance Money, Credit and Macroeconomic Policy Innovation and Technology Diffusion Business and Economic Environments of East and Southeast Asia ENTR 6635 3.00 International Entrepreneurship
FINE 6400 3.00 International Financial Management FINE 6800 3.00 Options, Futures and Other Derivative Securities HIMP 6120 3.00 International Healthcare Systems IBUS 6430 3.00 International Business Strategy IBUS 6440 3.00 International Business and National Governments IBUS 6490 3.00 International Business Negotiations INTL 533X 3.00 Regional Analysis MGMT 6500 3.00 Sustainable Value Creation MKTG 6400 3.00 International Marketing MKTG 6951 1.50 Strategic Marketing in Asia OMIS 6500 3.00 Global Operations and Information Management ORGS 6320 3.00 Cross-Cultural Management PROP 6300 3.00 Principles of Public Private Infrastructure Delivery PUBL 6150 3.00 Comparative Public Policy SGMT 6700 3.00 Strategic Capabilities Development SGMT 6720 3.00 The Emergence of Global Management SGMT 6850 3.00 Managing Growth in the Global Mining Sector
Marketing
Study Options
is a key any organization profit or nonprofit, new small large, in abroad. Marketingtactics, theaspect of challenges of marketing specificunderstandingor mature,some oformarketing Canada or marketSchulichs marketing electives help students to develop an of the elements of strategy, the details of marketing unique types of offerings, and the key ideas behind ing to distinct target markets. Graduates specializing in marketing have pursued careers in: brand or product management, marketing communications, market research, personal selling and sales management, academe, nonprofit management, and a host of related areas. Many have also founded their own firms.
MGMT 6800 3.00 Innovation through Technology and Design MGMT 6810 3.00 Creativity and Innovation: Techniques for A Rapidly Changing World MKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market Communications MKTG 6150 3.00 Consumer Behaviour MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research MKTG 6180 1.50 Principals of Direct and Database Marketing MKTG 6226 3.00 Social Media for Marketing and Management MKTG 6250 3.00 Business Marketing MKTG 6300 3.00 Service Marketing MKTG 6321 3.00 Entertainment Culture and Marketing MKTG 6325 3.00 Retail Marketing Strategies MKTG 6360 3.00 Marketing Metrics MKTG 6400 3.00 International Marketing MKTG 6440 3.00 New Products MKTG 6480 3.00 Nonprofit Marketing and Resource Development MKTG 6525 3.00 Digital Marketing MKTG 6550 3.00 Brand Management MKTG 6570 3.00 Strategic Professional Selling MKTG 6650 3.00 Strategic Market Planning MKTG 6951 1.50 Strategic Marketing in Asia MKTG 6952 1.50 Relationship Marketing Management
FACULTY
In this specialization, Schulich faculty are concerned with marketing for the real world. Their education, experience and related expertise cover a wide range of contemporary marketing issues, all of which are reflected in the Schools required and elective marketing courses. Individual faculty have won a number of awards for both teaching and research.
Area Coordinator Robert Kozinets BBA & MBA (York); PhD (Queens) Professor of Marketing Chair, Marketing Area Russell W. Belk BS & PhD (Minnesota) Professor of Marketing Kraft Foods Canada Chair in Marketing Samuel K. Bonsu BBA (Prince Edward Island); MBA (Simon Fraser); PhD (Rhode Island) Associate Professor of Marketing Alexandra Campbell BA Hons (York); MBA & PhD (Toronto) Associate Professor of Marketing Peter R. Darke BSc (McMaster); MA & PhD (Toronto) Associate Professor of Marketing Brenda Gainer BA Hons (Alberta); MA (Carleton); MBA (Maine); PhD (York) Associate Professor of Marketing & Royal Bank Professor of Nonprofit Management Director of Nonprofit Management and Leadership Program Markus Giesler BA & MBA & MA & PhD (Germany) Associate Professor of Marketing Eileen Fischer BA & MASc (Waterloo); PhD (Queens) Anne & Max Tanenbaum Chair in Entrepreneurship and Family Enterprise Director, Entrepreneurial Studies Program Director, PhD Program Ashwin Joshi BAS Hons (Trent); PhD (Queens) Associate Professor of Marketing Executive Director, Schulich MBA in India Yigang Pan BA & MA (Beijing, China); MPhil & PhD (Columbia) Professor of Marketing Marshall D. Rice BA (Manitoba); MS & PhD (Illinois) Associate Professor of Marketing Ajay K. Sirsi Hons BComm (Delhi, India); MBA (Oklahoma); MA (Florida); PhD (Arizona) Associate Professor of Marketing Detlev Zwick MS (Montpellier, France/ Cologne, Germany); MS (Memphis); PhD (Rhode Island) Associate Professor of Marketing
CONCENTRATIONS
REQUIREMENTS
12.0 credit-hours of elective courses at left
Marketing Analysis
REQUIREMENTS 12.0 credit-hours of elective courses consisting of: RECOMMENDED COURSES
MKTG 6050 3.00 Marketing Research MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research MKTG 6360 3.00 Marketing Metrics
Business to Business Marketing

MKTG 6150 3.00 Consumer Behaviour MKTG 6250 3.00 Business Marketing MKTG 6360 3.00 Marketing Metrics MKTG 6440 3.00 New Products MKTG 6570 3.00 Strategic Professional Selling MKTG 6952 1.50 Relationship Marketing Management
ADDITIONAL COURSES
MKTG 6100 3.00 Strategic Market Communications MKTG 6150 3.00 Consumer Behaviour MKTG 6180 1.50 Principles of Direct and Database Marketing MKTG 6440 3.00 New Products
Marketing Communications
MKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market Communications MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research MKTG 6180 1.50 Principles of Direct and Database Marketing MKTG 6226 3.00 Social Media for Marketing and Management MKTG 6360 3.00 Marketing Metrics
ADDITIONAL COURSES
MKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market Communications MKTG 6180 1.50 Principles of Direct and Database Marketing MKTG 6525 3.00 Digital Marketing
Brand, Product and Service Management

MKTG 6150 3.00 Consumer Behaviour MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research MKTG 6226 3.00 Social Media for Marketing and Management MKTG 6300 3.00 Service Marketing MKTG 6321 3.00 Entertainment Culture and Marketing MKTG 6360 3.00 Marketing Metrics MKTG 6440 3.00 New Products MKTG 6550 3.00 Brand Management
ADDITIONAL COURSES
MKTG 6150 3.00 Consumer Behaviour MKTG 6321 3.00 Entertainment Culture and Marketing MKTG 6550 3.00 Brand Management MKTG 6570 3.00 Strategic Professional Selling
Strategic Channel Management

REQUIREMENTS
12.0 credit-hours of elective courses consisting of:
RECOMMENDED COURSES
MKTG 6250 3.00 Business Marketing MKTG 6650 3.00 Strategic Market Planning MKTG 6570 3.00 Strategic Professional Selling MKTG 6952 1.50 Relationship Marketing Management
ADDITIONAL COURSES
MKTG 6050 3.00 Marketing Research MKTG 6100 3.00 Strategic Market Communications MKTG 6180 1.50 Principles of Direct and Database Marketing MKTG 6325 3.00 Retail Marketing Strategies MKTG 6525 3.00 Digital Marketing MKTG 6650 3.00 Strategic Market Planning
ADDITIONAL COURSES
MKTG 6050 3.00 Marketing Research MKTG 6180 1.50 Principles of Direct and Database Marketing MKTG 6325 3.00 Retail Marketing Strategies MKTG 6400 3.00 International Marketing MKTG 6525 3.00 Digital Marketing
Nonprofit Management and Leadership

Study Options
Concentration Post-MBA Diploma in Advanced Management Graduate Diploma in Nonprofit Management and Leadership
chulich offers s only nonprofit management that leads to a rich variety organizations SCanada, almostCanadahumanMBA in is education, culture, recreation,morecareersininmanufacturing of nonprofit development. including healthcare, services, religion, the environment or community In one in five paid jobs in a nonprofit organization than or retail, and almost three times as many as in the financial services industry. While working to improve the quality of life in Canada and around the world, Schulich graduates entering this sector will be able to build strong careers in general management, marketing, fundraising, human resources, or financial management. In addition, many Schulich students planning to build their careers in profit-seeking organizations take electives in nonprofit management in order to prepare themselves for positions as board members of important charitable organizations operating in their communities or work in the area of corporate social responsibility. For more information go to www.schulich.yorku.ca/nmlp
MKTG 6480 3.00 Nonprofit Marketing and Resource Development NMLP 6200 3.00 Nonprofit Organizations and Their Environment NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models NMLP 6960 3.00 Financial Management and Business Planning in the Nonprofit Sector
FACULTY
The Nonprofit Management and Leadership program draws its faculty from all disciplines within the Schulich School, as well as from outside organizations within the nonprofit sector.
Program Director Brenda Gainer BA Hons (Alberta); MA (Carlton); MBA (Maine); PhD (York) Associate Professor of Marketing Royal Bank Professor of Nonprofit Management Ruth Armstrong BA (McGill); MBA (Toronto) Sessional Lecturer John Baker BA (RMC) Sessional Lecturer Patricia Bradshaw BComm (Queens); PhD (York) Associate Professor of Organization Studies Chair, Organization Studies Owen Charters BA (UWO); MBA (York) Sessional Lecturer Larry Whatmore BA (Toronto); MBA (York); CMA (Ontario) Sessional Lecturer Joyce Zemans, CM BA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); Hon LLD (Waterloo) Senior Scholar and University Professor Emerita Director, Arts and Media Administration Program Brenda J. Zimmerman BSc (Toronto); MBA & PhD (York); CA (Ontario) Associate Professor of Strategic Management/ Policy Director, Health Industry Management Program
GRADUATE DIPLOMA IN NONPROFIT MANAGEMENT AND LEADERSHIP

REQUIREMENTS
taken concurrently with a Schulich MBA* diploma must be completed within one term of completing graduate program degree requirements
REQUIREMENTS
12.0 credit-hours of required courses below including NMLP 6200 3.00
REQUIRED COURSES
MKTG 6480 3.00 Nonprofit Marketing and Resource Development NMLP 6200 3.00 Nonprofit Organizations and Their Environment NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector NMLP 6960 3.00 Financial Management and Business Planning in the Nonprofit Sector
all requirements of the NMLP General Concentration must be satisfied MGMT 6100 3.00 Strategy Field Study to be carried out with an approved nonprofit organization 3-4 month work placement in a nonprofit organization (must be approved by Director)
*Students must satisfy both Graduate Diploma (above) and MBA requirements (See page 17).
ADVISORY BOARD
For current listing please visit the Schulich School of Business Web site: www.schulich.yorku.ca
Operations Management & Information Systems

Study Options
Management & Systems (formerly at Schulich embraces three distinct areas of 0perations of which prepareInformationto help and systems,ManagementtoScience) efficiently and effectively. Specializations in study, all graduates their organizations operate more this area provide an understanding of operations the ability deal with complex problems, and the management of information technology. OMIS specialization options are applicable to all sectors of the Canadian and global economies, including service industries, manufacturing, resource industries, and public and nonprofit sector organizations. Schulich graduates specializing in management science can follow a wide range of career paths, including systems analyst, logistics analyst, information systems manager, operations analyst and operations manager. Graduate students with an OMIS background will often augment their training with courses from other areas such as finance and marketing.
MGMT 6700 3.00 Project Management MKTG 6050 3.00 Marketing Research OMIS 6000 3.00 Models and Applications in Operational Research OMIS 6200 3.00 Quantitative Business Research and Analysis OMIS 6350 3.00 Advanced Spreadsheet Modelling and Programming for Business OMIS 6500 3.00 Global Operations and Information Management OMIS 6560 3.00 Supply Chain Management OMIS 6700 3.00 Managing New Technology OMIS 6710 3.00 Management Information Systems OMIS 6720 3.00 Systems Analysis and Design OMIS 6730 3.00 Management Issues in Planning, Implementing and Operating IT Systems OMIS 6740 3.00 e-Business Technology OMIS 6955 3.00 Service Operations Management SGMT 6800 3.00 Strategic Management of Technology-Based Firms
FACULTY
OMIS faculty members come from a wide range of backgrounds, including engineering, business, mathematics, statistics and information systems. They have extensive experience in business and industry, and regularly act as consultants and advisors to both private and public organizations.
Area Coordinator Wade D. Cook BSc (Mt. Allison); MSc (Queens); PhD (Dalhousie) Professor of Operations Management & Information Systems University Professor (York) Gordon Charlton Shaw Professor of Management Science Associate Dean, Research Chair, Operations Management & Information Systems Area Markus Biehl MS (Kaiserslautern, Germany); MS & PhD (Georgia Institute of Technology) Associate Professor of Operations Management & Information Systems Associate Dean, Academic John Buzacott BSc & BE (Sydney, Australia); MSc & PhD (Birmingham, UK); Dr hc (TU Eindhoven) Professor Emeritus of Operations Management & Information Systems Richard H. Irving BASc & MASc & PhD (Waterloo) Associate Professor of Operations Management & Information Systems David Johnston BA & MA & PhD (UWO) Associate Professor of Operations Management & Information Systems Henry M. Kim BASc (Toronto); M Eng (Michigan); PhD (Toronto) Associate Professor of Operations Management & Information Systems Mehmet Murat Kristal BSc (METU, Turkey); MBA (Bilkent, Turkey); PhD (North Carolina) Associate Professor of Operations Management & Information Systems Ronald J. McClean BASc & MASc & PhD (Waterloo) Assistant Professor of Operations Management & Information Systems Dorit Nevo BA (Haifa, Israel); MSc (Technion, Israel); PhD (British Columbia) Associate Professor in Operations Management and Information Systems Mark Pagell BS (Pennsylvania); PhD (Michigan) Associate Professor of Operations Management & Information Systems Daniele Thomassin-Singh BBA & MBA (Laval); PhD (Case Western Reserve) Assistant Professor of Operations Management & Information Systems Peter Tryfos BEc (Athens); MBA (SUNY, Buffalo); PhD (UC, Berkeley) Professor Emeritus of Operations Management & Information Systems Scott Yeomans BAdmin & BSc (Regina); MASc (Toronto); PhD (McMaster) Associate Professor of Operations Management & Information Systems
CONCENTRATIONS
REQUIREMENTS
12.0 credit-hours of elective courses from the Summary of Specialization Electives at left
Operations Management
REQUIREMENTS 12.0 credit-hours of recommended courses RECOMMENDED COURSES
OMIS 6500 3.00 Global Operations and Information Management OMIS 6560 3.00 Supply Chain Management OMIS 6700 3.00 Managing New Technology OMIS 6955 3.00 Service Operations Management SGMT 6800 3.00 Strategic Management of Technology-Based Firms
Management Information Systems REQUIREMENTS 12.0 credit-hours of elective courses consisting of:
6.0 credit-hours of required courses 6.0 credit-hours of recommended courses
Quantitative Analysis
REQUIREMENTS 12.0 credit-hours of elective courses consisting of:
6.0 credit-hours of required courses 6.0 credit-hours of recommended courses
REQUIRED COURSES
MGMT 6700 3.00 Project Management OMIS 6710 3.00 Management Information Systems SGMT 6960 3.00 Strategic Management of e-Business
RECOMMENDED COURSES
OMIS 6350 3.00 Advanced Spreadsheet Modelling and Programming for Business OMIS 6500 3.00 Global Operations and Information Management OMIS 6700 3.00 Managing New Technology OMIS 6720 3.00 Systems Analysis and Design OMIS 6740 3.00 e-Business Technology
REQUIRED COURSES
OMIS 6000 3.00 Models and Applications in Operational Research OMIS 6200 3.00 Quantitative Business Research and Analysis
RECOMMENDED COURSES
MKTG 6050 3.00 Marketing Research OMIS 6350 3.00 Advanced Spreadsheet Modelling & Programming for Business OMIS 6560 3.00 Supply Chain Management
Organization Studies
Study Options
century, the environment in operate increasingly turbulent, rocked by In thes twenty-firstwhich istechnological change.which organizationsdiverse inishistory, indramatically having thetheforces such as globalization and rapid Social and demographic forces have changed make-up of today workforce now the most educated and ethnically addition to greatest representation of women. These developments are profoundly affecting the way in which organizations structure themselves, just as they are influencing individuals attitudes to and expectations of both organizations and work. The specialization elective courses within Organization Studies prepare graduates to work effectively with others in todays challenging environment. They provide opportunities to explore in greater depth, among others, issues covered in Year 1 courses in the area: the impact of organizational change on individual and organizational effectiveness; leadership; conflict management; decision-making; motivation; and diversity. Specialization within organization studies is compatible with careers in consulting, human resources, organizational design, and change management. In addition, the field can be effectively combined with other specializations and is of particular benefit to part-time students who are established in a functional area of management and are now assuming more general management responsibilities.
ORGS 6020 3.00 Designing Effective Organizations ORGS 6200 3.00 Managing Human Resources ORGS 6250 3.00 Labour Relations ORGS 6320 3.00 Cross-Cultural Management ORGS 6350 3.00 Managing Change ORGS 6400 3.00 Power and Politics in Organizations ORGS 6500 3.00 Interpersonal Managerial Skills ORGS 6550 3.00 Strategic Career Management ORGS 6560 3.00 Negotiations ORGS 6620 3.00 Leading the Diverse Organization ORGS 6650 3.00 The Art and Science of Leadership ORGS 6720 3.00 Managing Team Dynamics
FACULTY
Schulich faculty in this specialization represent a broad range of backgrounds, interests and accomplishments in a field whose centrality to effective management practice and organizational effectiveness is increasingly recognized. Faculty members have attained a strong national and international reputation through scholarly and business publications and through their teaching expertise.
Area Coordinator Patricia Bradshaw BComm (Queens); PhD (York) Associate Professor of Organization Studies Chris Bell BS (McGill); PhD (Duke) Associate Professor of Organization Studies Andr deCarufel BA (Carlton); MA & PhD (North Carolina) Associate Professor of Organization Studies David E. Dimick BA (St. Olaf); MA & PhD (Minnesota) Associate Professor of Organization Studies Ingo Holzinger BBA (Bremen, Germany); MBA (GH-Paderborn, Germany); PhD (Wisconsin Madison) Assistant Professor of Organization Studies Rekha Karambayya BSc (Madras, India); MBA (IIM Bangalore, India); PhD (Northwestern) Associate Professor of Organization Studies Gareth Morgan BSc (London, UK); MA (Texas); PhD (Lancaster, UK) Professor of Organization Studies Distinguished Research Professor (York) Christine Oliver BA (Queens); MBA & PhD (Toronto) Professor of Organization Studies Henry J. Knowles Chair in Organizational Strategy Hazel Rosin BA (Haifa, Israel); MSW (Wilfrid Laurier); MPhil & PhD (Yale) Associate Professor of Organization Studies Kevin Tasa B.Comm (Saskatchewan); M.Sc & PhD (Toronto) Associate Professor of Organization Studies Mary J. Waller BBA (Oklahoma); MS (Colorado); PhD (Texas) Professor of Organization Studies Eleanor Westney BA & MA (Toronto); MA & PhD (Princeton) Professor of Organization Studies Scotiabank Professor of International Business Lorna Wright BA (Wilfrid Laurier); MA (Essex, UK); MIM (Thunderbird); PhD (UWO) Associate Professor of International Business
REQUIREMENTS
12.0 credit-hours of recommended elective courses
RECOMMENDED COURSES
ORGS 6020 3.00 Designing Effective Organizations ORGS 6200 3.00 Managing Human Resources ORGS 6250 3.00 Labour Relations ORGS 6320 3.00 Cross-Cultural Management ORGS 6350 3.00 Managing Change ORGS 6400 3.00 Power and Politics in Organizations ORGS 6500 3.00 Interpersonal Managerial Skills ORGS 6550 3.00 Strategic Career Management ORGS 6560 3.00 Negotiations ORGS 6620 3.00 Leading the Diverse Organization ORGS 6650 3.00 The Art and Science of Leadership ORGS 6720 3.00 Managing Team Dynamics SGMT 6250 3.00 Strategy Execution
Public Management
Study Options
Master of Public Administration Degree (MPA) Graduate Diploma in Democratic Administration (MBA, MPA) Graduate Diploma in Justice System Administration (MBA, MPA) Concentration Post-MBA Diploma in Advanced Management
has created a unique in sector management which is a distinctive The Schulich SchoolThe program integrates programfrompublicSchulichanalysis, implementation Artsevaluationcombination of private-sector management, public-sector management, public-policy and and businessgovernment relations. courses the School, the Faculty of Department of Political Science and the Osgoode Hall Law School. Schulich students are also eligible to complete a Graduate Diploma in Democratic Administration, which is administered through York Universitys Department of Political Science and awarded by the Faculty of Graduate Studies. This program prepares graduates for leadership positions in either public sector or nonprofit organizations by developing the analytical and practical insights needed to build more democratic and responsive institutions. Graduates of the public management specialization have built new careers and added value to existing careers in government at the local, provincial and federal levels; the private sector; nonprofit organizations in healthcare, education, and arts and media sectors.
FACULTY
Schulich School and Department of Political Science faculty members associated with the public management specialization represent a unique blend of backgrounds. All have strong academic credentials in public policy and administration. In addition, some have had extensive experience in the public sector. They have published widely and undertaken numerous consulting tasks in both the private and public sectors in Canada and abroad. Various members of graduate programs in Political Science and Environmental Studies teach the recommended courses.
Program Director H. Ian Macdonald, OC BCom (Toronto); MA & BPhil (Oxford, UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR Ambedkar Open University of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of Strategic Management/Policy President Emeritus (York) Director, MPA Program Associate Program Directors David Barrows BSBA & MA (Northeastern) Sessional Lecturer in Economics and Policy Tom Wesson B Comm (Queens); MBA & PhD (Harvard) Associate Professor of Strategic Management/Policy Burkard Eberlein MSc (London School of Economics, UK); MA & PhD (Konstanz, Germany) Associate Professor of Strategic Management/Policy James M. Gillies, CM BA (UWO); MA (Brown); PhD (Indiana); Hon LLD (Simon Fraser; York) Professor Emeritus of Policy Dean Emeritus University Professor (York)
IBUS 6440 3.00 International Business and National Governments PUBL 5500 3.00 Public Policy and Public Management PUBL 6140 3.00 Business and Government PUBL 6150 3.00 Comparative Public Policy PUBL 6200 3.00 Canadian Public Law PUBL 6800 3.00 Program Evaluation
Faculty of Graduate Studies

POLS 5110 3.00 Judicial Administration in Canada POLS 5175 6.00 Canadian Federalism in Comparative Perspective POLS 5601 3.00 Systems of Justice POLS 5605 3.00 Ethical Politics POLS 6155 3.00 Democratic Administration
REQUIREMENTS
GRADUATE DIPLOMA IN DEMOCRATIC ADMINISTRATION

REQUIREMENTS
taken concurrently with a Schulich or other York University graduate degree*
12.0 credit-hours of elective courses consisting of:

3.0 credit-hours of the prerequisite course taken in MBA 1 at least 6.0 credit-hours of required courses remaining credit-hours in recommended courses
PREREQUISITE COURSE
PUBL 5500 3.00 Public Policy and Public Management
REQUIRED COURSES
PUBL 6200 3.00 Canadian Public Law PUBL 6800 3.00 Program Evaluation
diploma must be completed within one term of completing all Schulich graduate program degree requirements 3.0 credit-hours of the required Faculty of Arts elective course (counted as credit towards a Schulich graduate degree) completion of a major research paper on a topic related to democratic administration approved by the Director of the Graduate Diploma Program (not counted as credit towards a Schulich graduate degree)
RECOMMENDED COURSES
POLS 5110 3.00 Judicial Administration in Canada POLS 5175 6.00 Canadian Constitutionalism in Comparative Perspective POLS 6155 3.00 Democratic Administration PUBL 5601 3.00 Systems of Justice PUBL 5605 3.00 Ethical Politics PUBL 5650 3.00 Provincial and Municipal Government in Ontario PUBL 6150 3.00 Comparative Public Policy PUBL 6140 3.00 Business and Government IBUS 6440 3.00 International Business and National Governments
*Students must satisfy both Graduate Diploma (above) and MBA/MPA requirements (see pages 17 and 24 respectively)
REQUIRED COURSE
POLS 6155 3.00 Democratic Administration
GRADUATE DIPLOMA IN JUSTICE SYSTEM ADMINISTRATION

Each student is exposed to an in-depth analysis of the literature on judicial administration in Canada, with relevant comparisons to other related jurisdictions. In addition, students will be exposed to a related body of literature on law and public administration, and students without substantial managerial experience in the justice system will complete a 12-week work placement. See page 33 for details.
Real Estate and Infrastructure

Study Options
Graduate Diploma in Real Estate and Infrastructure (MBA, IMBA, MPA) Concentration Post-MBA Diploma in Advanced Management
estate and infrastructure a broad range public organizations across the globe that a range Realproductsorganizationsfromencompassesthebuildings andofshoppingand privatepower plants, highways,the pace anddeliver growth, of and services homes, office centres to airports underground utilities. These are effected by economic cycle and market forces, demographic trends, of urban and sustainability requirements. Real estate and infrastructure spans a vast array of knowledge and practical skills that touch upon construction, financing, management, and operations, in addition to business practices that are increasingly international in scope. Students in the program typically focus on real estate or infrastructure, however, there is increasing convergence between the two fields and the opportunity exists to craft a program of study that includes courses in both real estate and infrastructure. Students may pursue Real Estate and Infrastructure as a concentration in the MBA or, with some additional course work, obtain the Diploma as well as the MBA. Instruction combines theory and practice and relies heavily upon resources within the respective industries. There is a distinct international focus to the program with the use of international cases and applications wherever possible. Students have the opportunity to pursue a summer internship following the first year. Careers in real estate and infrastructure span a broad array of opportunities, both in Canada and abroad. Graduates work in construction, real estate development, asset management, consulting, financial intuitions, pension funds, equity funds, and government organizations. Some launch their own firms. Alumni of the program are located across the globe.
PROP 6100 3.00 Real Estate Finance and Investment PROP 6200 3.00 Development Prototypes PROP 6300 3.00 Principles of Public Private Infrastructure Delivery PROP 6600 3.00 Real Estate Portfolio Management
FACULTY
Electives in the program in Real Estate and Infrastructure are taught by full-time and part-time faculty representing significant academic and industry experience. Most courses make extensive use of guest lecturers and project oriented assignments.
Academic Director James McKellar BArch (Toronto); MCP & MArch (Pennsylvania) Professor of Real Estate and Infrastructure Executive Director, External Relations Executive Director Andre R. Kuzmicki BA & MBA (McGill) Monica Contreras B. Arch (Toronto) Sessional Lecturer in Real Estate and Infrastructure Tyler J. Hershberg BA (Manitoba); LLB (Osgoode); MBA (York); of the Bar of Ontario and Manitoba Sessional Lecturer in Real Estate and Infrastructure Neil A. Prashad BEs (Waterloo); S.M. RED & S.M. ArchS (MIT) Sessional Lecturer in Real Estate and Infrastructure Michael A. Smith BAA (Ryerson), LLB (Western) Sessional Lecturer in Real Estate and Infrastructure George Theodoropoulos BA (Western Ontario); GDPA (McGill); CA (Ontario) Sessional Lecturer in Real Estate and Infrastructure
REQUIREMENTS
12.0 credit-hours of required courses
GRADUATE DIPLOMA IN REAL ESTATE AND INFRASTRUCTURE

REQUIREMENTS
taken concurrently with a Schulich graduate degree*
REQUIRED COURSES
the Graduate Diploma must be completed within one term of completing all Schulich graduate program degree requirements 21.0 credit-hours of elective courses approved by the Academic Director
MGMT 6100 3.00 Strategy Field Study at a site approved by the Academic Director
an internship or a research paper *Students must satisfy both Graduate Diploma (above) and MBA requirements (see page 17)
ELECTIVE COURSES
Three new elective courses will be offered in the Winter 2012 term
ADVISORY BOARD
For current listing please visit the Schulich School of Business Web site: www.schulich.yorku.ca
Strategic Management
Study Options
strategic management specialization develops a framework for analysis of the organization in its totality the in operates, its its internal of choosing Thewhich itpurposes andstrategy andformulatingadministrative activities. Strategic management examines the processenvironment and defining objectives, and implementing a viable strategy and monitoring strategic performance. This specialization will be of particular relevance to those interested in careers in strategic or corporate planning and in general management positions in profit-oriented enterprises operating in a competitive environment. Strong previous work experience is highly desirable to take full advantage of elective courses in strategic management.
SGMT 6050 3.00 Mergers and Acquisitions SGMT 6060 3.00 The Art of the Deal SGMT 6150 3.00 The Board of Directors and the Governance of Public Corporations SGMT 6240 3.00 Managing Strategic Alliances and Joint Ventures SGMT 6250 3.00 Strategy Execution SGMT 6400 3.00 Strategic Thinking and Action in Turbulent Environments SGMT 6700 3.00 Strategic Capabilities Development SGMT 6720 3.00 The Emergence of Global Leadership SGMT 6800 3.00 Strategic Management of Technology-Based Firms SGMT 6960 3.00 Strategic Management of e-Business SGMT 6970 3.00 Restructuring and Turnaround Management MGMT 6200 3.00 Business Administration and the Law MGMT 6500 3.00 Sustainable Value Creation MGMT 6700 3.00 Project Management MGMT 6950 3.00 Aboriginal Economic Development Program MGMT 6960 3.00 Management Consulting IBUS 6410 3.00 Introduction to International Business IBUS 6430 3.00 International Business Strategy IBUS 6440 3.00 International Business and National Governments IBUS 6490 3.00 International Business Negotiations BSUS 6500 3.00 Business Strategies for Sustainability ENTR 6605 3.00 Entrepreneurship and New Firm Creation ENTR 6625 3.00 Managing Venture Growth and Transition ENTR 6645 3.00 Corporate Entrepreneurship FNSV 6970 3.00 The Canadian Life Insurance Industry and International Competition FNSV 6985 1.50 Competitive & Organizational Strategies for Financial Services Firms FNSV 6990 1.50 Enterprise Risk Management and Strategy HIMP 6130 3.00 Strategic Management of Hospitals HIMP 6160 3.00 Invention and Investment in Life Sciences HIMP 6170 3.00 Commercialization in Pharma and Biotech PUBL 6150 3.00 Comparative Public Policy
FACULTY
Faculty members teaching strategic management offerings have a wide variety of backgrounds and professional experience. In research, they are at the cutting edge of their fields. Recent research topics include management of the multinational firm, corporate governance, strategic alliances, entrepreneurship and technology-based firms.
Area Coordinator Theodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York) Associate Professor of Strategic Management/Policy Director, Strategy Field Study & Global Leadership Programs Co-Director, York Consulting Group Chair, Strategic Management/ Policy Area Preet Aulakh BSc & MA (Punjab, India); PhD (Texas Austin) Professor of Strategic Management/Policy Pierre Lassonde Chair in International Business Ellen Auster BA (Colgate); MA & PhD (Cornell) Professor of Strategic Management/Policy Director, Schulich Centre for Teaching Excellence Wesley Cragg BA Hons & MA (Alberta); BPhil & DPhil (Oxford, UK) Professor Emeritus of Business Ethics Cross-appointed to Department of Philosophy, Faculty of Liberal Arts & Professional Studies Andrew Crane BSc (Warwick, UK); PhD (Nottingham, UK) Professor of Strategic Management/Policy George R. Gardiner Professorship in Business Ethics James L. Darroch BA & MA & PhD (Toronto); MBA & PhD (York) Associate Professor of Strategic Management/Policy Director, Financial Services Program Yuval Deutsch BA & MA (Hebrew, Israel); PhD (British Columbia) Associate Professor of Strategic Management/Policy and Entrepreneurial Studies Burkard Eberlein MSc (London School of Economics, UK); MA & PhD (Konstanz, Germany) Associate Professor of Strategic Management/Policy Moshe Farjoun BSc (Technion, Israel); MS & PhD (Northwestern) Associate Professor of Strategic Management/Policy James M. Gillies, CM BA (UWO); MA (Brown); PhD (Indiana); Hon LLD (Simon Fraser; York) Professor Emeritus of Strategic Management/Policy Dean Emeritus University Professor (York) Dezs J. Horvth, CM Electrical Eng (Malm, Sweden); MBA & PhLic & PhD (Ume, Sweden) Professor of Strategic Management/Policy Tanna H. Schulich Chair in Strategic Management Dean Bryan Husted BA & MBA & PhD (Brigham Young); PhD (UC, Berkeley) Professor of Strategic Management/Policy Erivan K. Haub Chair in Business and Sustainability Matthias Kipping MA (Sorbonne, France); MPA (Harvard); Dipl (EHESS, France); DPhil (Mnchen, Germany) Professor of Strategic Management/Policy Chair in Business History Stan Xiao Li BSc (Jiaotong, China); MSc (Stirling, UK); PhD (Toronto) Associate Professor of Strategic Management/Policy Charles J. McMillan BA (Prince Edward Island); MBA (Alberta); PhD (Bradford) Professor of Strategic Management/Policy H. Ian Macdonald, OC BCom (Toronto); MA & BPhil (Oxford, UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR Ambedkar Open University of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of Strategic Management/Policy President Emeritus (York) Director, MPA Program Anoop Madhok BCom (Calcutta, India); MBA (Cincinnati); MIS (Johns Hopkins); PhD (McGill) Professor of Strategic Management/Policy Dirk Matten Dipl Kfm (Essen, Germany); Dr rer pol & Dr habil (Dsseldorf, Germany) Professor of Strategic Management/Policy Hewlett-Packard Chair in Corporate Social Responsibility Rein Peterson BEng (McGill); MBA (UWO); PhD (Cornell); PEng (NS) Professor Emeritus of Strategic Management/Policy Willow Sheremata BSc (McGill); MSc (Toronto); MBA (Pennsylvania); MPh & PhD (New York) Associate Professor of Strategic Management/Policy Justin Tan BBA (Tianjin, China); MBA (McGill); MA (Kansas); PhD (Virginia Tech) Professor of Strategic Management/Policy Newmont Mining Chair in Business Strategy Edward J. Waitzer LLB & LLM (Toronto), of the Bars of Ontario and New York Professor of Strategic Management/Policy and Jarislowsky Dimma Mooney Chair in Corporate Governance Stephen Weiss BA (Lafayette); MA & PhD (Pennsylvania) Associate Professor of Strategic Management/Policy Tom Wesson BComm (Queens); MBA & PhD (Harvard) Associate Professor of Strategic Management/Policy H. Thomas Wilson AB (Tufts); MA & PhD (Rutgers) Professor Emeritus of Strategic Management/Policy Brenda J. Zimmerman BSc (Toronto); MBA & PhD (York); CA (Ontario) Associate Professor of Strategic Management/Policy Director, Health Industry Management Program
REQUIREMENTS
12.0 credit-hours of elective courses consisting of: - at least 6.0 credit-hours of recommended courses and 6.0 credit-hours of recommended or additional courses
RECOMMENDED COURSES:
SGMT 6050 3.00 Mergers and Acquisitions SGMT 6060 3.00 The Art of the Deal SGMT 6150 3.00 The Board of Directors and the Governance of Public Corporations SGMT 6240 3.00 Managing Strategic Alliances and Joint Ventures SGMT 6250 3.00 Strategy Execution SGMT 6700 3.00 Strategic Capabilities Development SGMT 6800 3.00 Strategic Management of Technology-Based Firms SGMT 6970 3.00 Restructuring and Turnaround Management
ADDITIONAL COURSES:
SGMT 6720 3.00 The Emergence of Global Leadership SGMT 6960 3.00 Strategic Management of e-Business BSUS 6500 3.00 Business Strategies for Sustainability ECON 6120 3.00 The Economics of Regulation and Deregulation ECON 6210 3.00 Economic Forecasting and Analysis ECON 6220 3.00 Macroeconomics and the Supply Side ENTR 6605 3.00 Entrepreneurship and New Firm Creation ENTR 6625 3.00 Managing Venture Growth and Transition
ENTR 6645 3.00 Corporate Entrepreneurship ETHC 5510 1.50 Ethics and Social Responsibility in Management FINE 6100 3.00 Financial Management FINE 6150 3.00 Advanced Corporate Finance FNSV 6970 3.00 Competitive & Organizational Strategies for Financial Services Firms FNSV 6985 1.50 The Canadian Life Insurance Industry and International Competition FNSV 6990 1.50 Enterprise Risk Management and Strategy HIMP 6130 3.00 Strategic Management of Hospitals HIMP 6160 3.00 Invention and Investment in Life Sciences HIMP 6170 3.00 Commercialization in Pharma and Biotech IBUS 6410 3.00 Introduction to International Business IBUS 6430 3.00 International Business Strategy IBUS 6440 3.00 International Business and National Governments IBUS 6490 3.00 International Business Negotiations MGMT 6200 3.00 Business Administration and the Law MGMT 6300 3.00 Case Analysis and Presentation Skills MGMT 6500 3.00 Sustainable Value Creation MGMT 6700 3.00 Project Management MGMT 6950 3.00 Aboriginal Economic Development Program MGMT 6960 3.00 Management Consulting MKTG 6650 3.00 Strategic Market Planning PUBL 6150 3.00 Comparative Public Policy
Course Descriptions: Required Core Courses
Schulich Required Foundations of Management Core Courses

IN THIS SECTION
Introduction ...........................................................................55 Nature of Courses .................................................................55 MBA 1 ...................................................................................55 MBA 2 ...................................................................................56 Additional MBA/JD Core Courses ..........................................58 Additional IMBA Core Courses ..............................................58 Additional MPA Core Courses ...............................................59
INTRODUCTION
In keeping with the Schools belief that there is a common body of knowledge and skills necessary for effective management in the private, public and nonprofit sectors, each Schulich degree program shares a common core of courses. The IMBA, MPA and MBA/JD programs have additional programspecific core courses. As well, in some instances such as the MBA 2 Strategy Field Study course (MGMT 6100 3.00), the IMBA and MPA programs have substituted a specialized version of the course (INTL 6200 3.00 for the IMBA and PUBL 6100 3.00 for the MPA).
NOTE: 5000-level management core courses are not open to accelerated students or students in the Post-MBA Diploma Program for degree credit
ECON 5100 3.00 The Economic Environment of Business This course provides managers with an overview of the economic environment within which business must operate, with an understanding of some of the analytical tools that economists use to solve business and economic problems. The focus is to enable students to identify, understand and evaluate the domestic and global forces causing economic change. Key concepts and ideas from microeconomics, macroeconomics, and international economics are introduced. Topics relevant to real-world issues and problems provide the focus for in-class discussion. Upon completion, students are expected to be familiar with the fundamental concepts of economics, and to be able to analyze how changes in the economic environment affect business performance and future strategic options. FINE 5200 3.00 Managerial Finance This course provides an opportunity to learn about investment and financing. The investment decision allocates scarce resources to projects in the organization and involves asset valuation, capital budgeting, risk management, working capital management and performance assessment. The financing decision chooses sources of cash to finance the investment decisions and involves capital structure, financial instruments, the risk-return trade-off, financial planning and the cost of capital. Ethical considerations and management in the global context are integrated into these topics. MGMT 5150 3.00 Skills for Leadership The objective of this course is to teach students the thinking and reflective skills required for business leadership. The course develops and enhances students ability to deliver compelling and coherent presentations; to apply analytic, critical and strategic thinking to complex business problems and to reflect and identify underlying assumptions and reframe them in order to drive to actionable outcomes. MGMT 5260 3.00 Managing for Value Creation This course focuses on value creation through management action in a multi-level, multi-actor environment. We explore questions such as what is value, how is value created, and what and who drives value towards which ends? Locating the business enterprise within the value creation process, we link it to the role of various actors such as government, NGOs, consumers and employers. Prerequisite: All 5100-series Required Foundations of Management Core Courses and MGMT 5150 3.00
NATURE OF COURSES
Courses are generally of two kinds: one three-hour class a week (with a 20-minute break) or two 80-minute classes a week. Underlying all pedagogy is an emphasis on developing managerial effectiveness. Overall, there is an emphasis on student involvement and participation in the classroom, and on practical managerial application. Many courses involve real-time, real-life, in-company projects of one sort or another. There is no overall teaching format, as the organization, pedagogy and style of classes is determined solely by the most effective way to teach a particular course. Many courses make extensive use of case studies, but many do not. Other approaches to delivering courses include in-class presentations, role-playing exercises and visiting speakers and business leaders.
NOTE: All courses coded 51XX X.XX should normally be taken before 52XX X.XX or 6XXX X.XX courses. In general all 52XX X.XX courses must be completed before any 6XXX X.XX courses with the same functional area or special program coding can be started (e.g. MKTG = Marketing; NMLP = Nonprofit Management and Leadership).
MBA 1
NOTE: All MBA courses marked * are not open to IMBA students; see additional IMBA core courses
ACTG 5100 3.00* Financial Accounting for Managers This course examines the assumptions and decision usefulness of financial statements that are prepared for creditors and shareholders. Emphasis is placed on interpretation of financial statements, using examples from several companies. ACTG 5210 1.50 Management Accounting This course provides an introduction to management accounting techniques that are useful in management decision-making situations such as cost management, pricing special orders, determining service levels and performance appraisal. The non-applicability of external reporting figures for most management decisions is reviewed. Prerequisite: ACTG 5100 3.00. INTL 5100 3.00 for IMBA students.
MKTG 5200 3.00 Marketing Management This course familiarizes students with the major marketing concepts (buyer behaviour, segmentation, targeting, positioning, product/service development and management, pricing, distribution, communication). It stresses the application of these concepts to profit, not-for-profit, large, small, new, mature, service, productbased, domestic and international organizations. It also develops specific skills such as problem-solving, verbal presentation, business writing and group work. OMIS 5110 1.50* Information Systems The aim of this course is to create an understanding of key management issues with respect to the use of computer and information systems in modern business applications. OMIS 5120 1.50 Quantitative Methods This course is an introduction to the use of quantitative methods for business research, analysis, forecasting and optimization. The aim is to not only convey an understanding of methods, but also to give an appreciation of their use in addressing actual business problems, and to acquaint students with computer software necessary for implementing these methods. OMIS 5210 1.50* Operations Management Operations management in both manufacturing and service organizations involves the coordination of complex and dynamic systems of people, technology and materials to achieve competitive objectives. The impact of alternative strategies for delivering quality products in a cost-effective manner is examined. This includes currently popular inventory management philosophies such as Total Quality Management and Just-In-Time inventory management. ORGS 5100 3.00* Organizational Behaviour The purpose of this course is to create a knowledge base from which students can develop organizational competence. It examines the relationships between organizational performance and the behaviour of individuals, groups and overall organizations. In the process, emphasis is given to the importance of interpersonal issues and to issues arising from technological change, workforce diversity, ethical challenges and internationalization.
course in their third semester of study. Normally, students who are pursuing an accelerated MBA on a full time basis take this course in their first semester of study in the program. Full time students who are planning to Study Abroad must carefully plan the timing of this course in consultation with the Assistant Director of International Relations. Students with partial advanced standing are also expected to have completed all 5000-series Required Foundations of Management Core Courses before enrolling in this course. MGMT 6090 0.00 Strategy Field Study Formation The Strategy Field Study represents the culmination of a students work in the MBA program. Through a two-term study of an actual organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have acquired throughout their studies. Students must form and register their groups for this Strategy Field Study in the term that they begin the process and must register in MGMT 6090 to formalize the start of the study. Students must also register for MGMT 6100.30 in either the first or second term they are working on the Strategy Field Study.
NOTE: Students undertake their Strategy Field Study during the last two semesters of their program.
Prerequisites: Students are required to complete all 5000-series Required Foundations of Management Core Courses before enrolling in this course, plus satisfy all other MGMT 6100 prerequisites below. Prerequisite or Corequisite: SGMT 6000 3.00 and registration in MGMT 6100 0.00 in the first or second term of the Field Study. See prerequisites for MGMT 6100 3.00. MGMT 6100 3.00 Strategy Field Study The Strategy Field Study represents the culmination of a students work in the MBA program. Through a two-term study of an actual organization, students working together as a team attempt to integrate, apply, and test all the knowledge and skills they have acquired throughout their studies. They are required to undertake an extensive and in-depth analysis of the external and internal environments and an evaluation of an organizations activities; on that basis they develop actionable recommendations and an implementation plan that contribute to the organizations future success.
NOTE: Students undertake their Strategy Field Study during the last two semesters of their program.
MBA 2
SGMT 6000 3.00* Strategic Management
NOTE: For versions for the SGMT 6000 3.00 course specific to the MPA, see Additional MPA Core Courses on page 59.
This course examines business and corporate strategy. The focus is on strategic management, the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy and monitoring strategic performance. It deals with the organization in its totality and demonstrates how and why the various functions of business are interdependent and need to be coordinated if the organization is to perform effectively. The course elaborates on the applicability of the strategic management discipline to a variety of sizes and types of organizations. Course credit exclusion: PUBL 6000 3.00 Prerequisites: This is an integrative course that builds on the basics learned throughout the core of the program. In order to maximize student learning, students are required to complete all 5000series Required Foundations of Management Core Courses before enrolling in this course. Normally, full time students take this
Prerequisites: This is a capstone and integrative course that spans two semesters. It is expected that it will be completed during the last two semesters of a students program of study. Individual student members bring to their group a wealth of knowledge acquired throughout their studies of core and elective courses and have the opportunity to integrate, apply, and test such knowledge in a real setting. Given that the Strategy Field Study (SFS) should be undertaken during the last two semesters of a students MBA studies, the following normally apply: Full time students: They must have successfully completed all 5000-series Required Foundations of Management Core Courses before enrolling in this course. In addition, they must enrol in this course concurrently with SGMT 6000 3.00 Strategic Management and successfully complete the latter course in the first semester of their SFS. During the first and second semesters of the SFS (which typically correspond to the third and fourth semesters of a full time students MBA) students are expected to complete all their required electives for successful graduation with the MBA degree.
Part time students: before enrolling in this course, part time students must meet the following requirements: a) they must have successfully completed all 5000-series Required Foundations of Management Core Courses; b) they must have successfully completed SGMT 6000 3.00 Strategic Management; c) they must have successfully completed at least four 6000-series electives courses. Full time students planning to study abroad on an exchange program: They should coordinate with the Division of Student Services & International Relations (DSS&IR) and the Strategy Field Study Office well in advance of their exchange, and make arrangements for completing this course while accommodating their exchange plans. It is advisable that they contact the DSS&IR during the very first semester of their MBA studies to allow for ample time to make appropriate arrangements that would not compromise their studies. In any event, they must have successfully completed all 5000-series Required Foundations of Management Core Courses, as well as the SGMT 6000 3.00 Strategic Management course before enrolling in this course. Students normally undertake their SFS during the last two semesters of their program but arrangements might have to be made from the beginning of the second semester of their studies. Part time students planning to go on exchange should have no problem scheduling their SFS to meet the schedule as outlined above for all part time students. They should consult with the DSS&IR before submitting their exchange application to ensure that such scheduling meets SFS requirements. Accelerated/Advanced Standing students: Students who have been awarded partial credit for successfully completing degree-level courses before starting their MBA program at Schulich are considered on a case by case basis; their study programs are designed to mirror as closely as possible the sequencing of courses described above for full time and part time students, as appropriate. Course credit exclusion: INTL 6200 3.00, PUBL 6100 3.00
NOTE: 1. All information, notices regarding all required preparation, information and introductory meetings, resources, course materials for the Strategy Field Study can be found by accessing the course Web site: 601.schulich.yorku.ca. 2. Eligible students may apply to participate in one of a number of unique variations on the Schulich Strategy Field Study, including the Global Leadership Program described later in this section. There exist periodic opportunities to undertake studies of companies from other parts of the world, in collaboration with schools from Schulichs extensive network of Study Abroad partners. 3. For versions of the MGMT 6100 3.00 course specific to the IMBA and MPA, see Additional IMBA Core Courses and Additional MPA Core Courses on page 59. 4. It is recommended that students begin to think about potential sites, to form their groups and to talk with Year 2 students or Schulich graduates early to gather as much information as possible. 5. A compulsory introductory meeting for all students is held on the second Saturday of each term. The introductory meeting incorporates shared experiences from successful and not-so successful 601 groups, group exercises, and Phase 0 meetings. Please note that the Phase 0 meeting is the first formal meeting between the students and the faculty chair. 6. Students must visit the Strategy Field Study Web site and create their personal registration profile before the end of the term prior to the commencement of the course. 7. In addition to creating their personal registration profile on the Strategy Field Study Web site, all students must enrol in the MGMT 6100 3.00 Strategy Field Study course online.
8. Students seeking a group to join or groups seeking additional members should refer to the 601 Marketplace, which allows students to post their names. The 601 Marketplace link is accessible from the Strategy Field Study Web site. 9. Confirmation of group and its members, of the three Schulich faculty advisors who will work with it, and of the chosen site is done through the Strategy Field Study Web site, using a series of required electronic forms and steps. 10. Students who do not meet the prerequisites of the MGMT 6090/ 6100 project will not be permitted to start until these are met.
The Global Leadership Program The Global Leadership Program (GLP) takes the place of a 601 project and involves creating a market entry strategy for a foreign company that is interested in entering the North American market or a Canadian company contemplating foreign markets. Students work in teams composed of five Schulich students, plus three to five students from the partnering schools. Previous partner schools include: the Wharton School, University of Pennsylvania in the U.S.; Copenhagen Business School (CBS) in Denmark; the Recanati School of Business, Tel Aviv University in Israel; the Management Development Institute of Argentina (IDEA) in Argentina; and the Monterrey Institute of Technology (ITESM) in Mexico. Individual projects follow a variant of the typical schedule. In early January, students travel to their partner school/country to meet the company, negotiate the type of research that will be conducted, and to see first hand the capabilities of the company. Team members return to Toronto where they conduct necessary research about the market and competition. In May, executives of the company and all team members from the schools involved meet again to review. Conclusions, recommendations and the suggested action plans are presented and discussed through a series of meetings during this time. Neither knowledge of a foreign language nor direct ties to another country are necessary for participation in the program. Students though, are required to travel to the designated location and participate in these meetings. The sessions are very intensive and demanding. Yet, students learn a tremendous amount from the experience. Groups are formed with a balance of technical, market research and international business skills. All MBA, IMBA, Joint MBA/JD full-time and part-time students with good interpersonal and communication skills are eligible. The program starts in mid-November and ends in late May. Students register for MGMT 6100 3.00 and standard MGMT 6100 3.00 eligibility requirements apply at the time of commencement of the projects. The program covers most of the students travel expenses and provides some research funds for their work. The program follows the five phases of a regular MGMT 6100 3.00 structure, but meetings with faculty advisors are more frequent. In addition, students make presentations to a board of outside advisors in meetings which take the form of devils advocate sessions. These advisors typically provide valuable insights, as well as contacts and references to assist in the students research. Application forms can be obtained from the Program Coordinator by sending an e-mail to: GLP@schulich.yorku.ca
ADDITIONAL MBA/JD CORE COURSES

NOTE: See also the Joint MBA/JD Degree program section, Academic Program on page 29.
MGMT 5500 0.00
Joint MBA/JD Seminar: Business and The Law The course is designed to introduce students in their first or second year of the Joint MBA/JD Program (either business or law) to practical issues related to business and the law. Following an initial introduction to the relationship between business and law, students will be exposed to guest lectures from a number of Canadian corporate and professional leaders representing a variety of industrial sectors.
Operating in a Networked Environment I Information Systems This course introduces students to key concepts and issues in the field of international information systems. It is becoming more difficult to fully understand global organizations without understanding the technology and systems that support and enable their operations. Managers must understand the use and impact of information systems to be able to apply them effectively in an increasingly competitive and dynamic global business environment. INTL 5302 1.50* Operating in a Networked Environment II Operations Management This course utilizes cases of real world international companies and emphasizes the importance of students working with these experiences, concepts and cases to develop their ability to think and talk credibly about operations management. INTL 533X 3.00 Regional Analysis IMBA students take one course from the INTL 533X 3.00 Region Analysis series, depending on their chosen regional focus. Each course provides specialized knowledge of the chosen IMBA region, as well as perspectives for analyzing any region and country within that region. Prerequisites: Term 1 Core Courses, non-IMBA students require IBUS 6410 3.00 or ECON 6510 3.00. Contact the IMBA Office.
NOTE: If IMBA student enrolment is below the required minimum to offer a specific regional analysis course, a student must complete an approved directed reading course on the region. (INTL 5339 3.00). Contact the IMBA Office.
INTL 5301 1.50*
ADDITIONAL IMBA CORE COURSES

NOTE: All INTL courses marked * are restricted to IMBA students.
INTL 54XX 0.00 Business Communication and Culture IMBA-supported languages include: French, German, Japanese, Mandarin, Spanish and English as a Second Language (for visa students only). For these languages, non-credit business language courses are required for IMBA students with OPI levels of Intermediate-High and Advanced-Low in Terms 1 and 2 (on condition that there is sufficient IMBA enrolment). Taught by native speakers, the courses expose students to business practices and the use of language in business contexts in the countries and regions where these languages are spoken. Condition of Admission: Proof of the same level as that of the language course applied to (submitted three weeks prior to course start) i.e. Intermediate or Advanced functional oral proficiency in the language as tested by a language instructor. Course fee of $500 per term applies to non IMBA students. Contact the IMBA Office. INTL 5100 3.00* Accounting for International Managers This course provides an overview of corporate financial reporting. The emphasis is on understanding the broad accounting framework and the ways in which financial reporting is affected by user needs, management motivations, and national environmental factors. Students will be required to discover the factors underlying accounting differences between nations and to interpret financial statements within companies local environment. INTL 5200 3.00* International Trade & Monetary Systems This course is designed to familiarize students with the workings of foreign exchange markets and their associated currency risks. It demonstrates the interrelationship between a countrys exchange rates and its balance of payments. In addition, it examines the effects of regional economic integration (e.g. the European Community, NAFTA), the role of international economic institutions (e.g. the World Trade Organization), trade liberalism and trade protectionism. Prerequisite: ECON 5100 3.00 INTL 5220 3.00* International Dimensions of Organizational Behaviour The purpose of this course is to introduce aspiring international managers to organizational behaviour, a discipline that studies individual and group behaviour in the workplace. The course will cover the key concepts in the field from a cross-cultural perspective and will contribute to the skills and knowledge that students require as a foundation for the leadership positions into which they will move. As such, it will provide them with the basis for understanding organizational phenomena and hence for improving an organizations effectiveness.
INTL 5500 0.00* International Business Seminars The seminars augment core courses and provide students with an opportunity to dialogue with executives and other international business experts about practical aspects of international business. Attendance is compulsory in Terms 1 and 5. INTL 6060 9.00* Work Term For the work term, students spend a minimum of 12 weeks working for a company, government agency or research institution (within the students region and country of focus which uses a students IMBA language). Each student is responsible for securing a work term placement which conforms to IMBA requirements. The work term is graded on a pass/fail basis. Prerequisites: Terms 1 and 2 Core Courses INTL 6200 3.00* International Field Study
NOTE: This is a program-specific, specialized version of MGMT 6100 3.00.
The International Field Study is the core, capstone, integrative, course for the IMBA Program. It involves advanced analysis and creation of solutions for business challenges that are complex and multidimensional. Each student team studies a company or organization located in another world region, or has substantial operations in another region. This strategy study spans a three-term period, both at Schulich and abroad. Prerequisites: Terms 1 and 2 Core Courses Course credit exclusion: MGMT 6100 3.00; PUBL 6100 3.00
INTL 6600 3.00*
Strategic Management Across Borders This course is designed to integrate and build on the knowledge, skills and experiences students have amassed from the various components of the IMBA program. It derives its logic from the increasing globalization of business and seeks to develop concepts and tools for designing and implementing effective competitive strategies in the rapidly changing global business environment. The purpose of this course, ultimately, is to push learnings from various program components to the next level, to capitalize of their individual and collective value, and to facilitate their transfer to an international career. This is a second year core course for the IMBA program. This course is only open to IMBA students. SGMT 5600 1.50* Strategic Thinking for the Global Manager This course introduces students to the field of strategic management and develops the analytical frameworks that can help them become effective international managers. It examines strategy and related concepts while at the same time, it juxtaposes strategic, conceptual, analytical and critical thinking skills. The focus throughout is on strategic management within an international context the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy, and monitoring strategic performances. This is a first year core course for the IMBA program. This course is only open to IMBA students.
PUBL 6100 3.00
Strategy Field Study (two terms)
NOTE: This is a program-specific, specialized version of MGMT 6100 3.00.
This study of an actual organization complements PUBL 6000 3.00 Strategic Management in the Public Sector and PUBL 6800 3.00 Program Evaluation. It requires a comprehensive description and evaluation of an organization, together with appropriate recommendations for improved performance. Students in the MPA program prepare their strategy study on a federal, provincial or municipal government, agency or program; or a nonprofit agency that receives government subsidies. Students work in groups to conduct an availability assessment of the agency, and will then develop a research design for a formative evaluation or a needs study (whichever approach is appropriate to the agency). After approval of the research design by the agency and by faculty advisors, students undertake the research and prepare a final report with recommendations for improved performance. Students review the literature on effective group work and apply these principles in their research teams. An essential component of the course is effective writing and presenting of the teams work. Prerequisites: All 5000-series Required Foundations of Management Core Courses (or equivalent) Corequisite: PUBL 6000 3.00 Course credit exclusion: MGMT 6100 3.00, INTL 6200 3.00 PUBL 6200 3.00 Canadian Public Law The purpose of this course is to analyze the impact of judicial review on public policy and public administration in Canada. After a review of the current scholarly literature in Canadian constitutional and administrative law (including current human rights issues), the course analyzes the role of judicial decisions in shaping the public policy environment and the norms of public administration. Prerequisites: PUBL 5500 3.00 PUBL 6800 3.00 Program Evaluation This course provides students with the fundamental methodological tools necessary to evaluate the effectiveness of government programs, and includes a review of the extensive literature in this area. Students will learn techniques for evaluating assessments, and will learn to develop research designs for formative evaluations, summative evaluations and needs studies. Prerequisites: PUBL 5500 3.00
ADDITIONAL MPA CORE COURSES

PUBL 5500 3.00 Public Policy and Public Management This course describes the public policy development process and the public sector management environment within which policy is implemented. In view of Canadas highly decentralized federal system of government, particular attention is given to the theory and practice of intergovernmental relations. This course provides the framework within which public policy is assessed and evaluated, and is the first course in the sequence of Required MPA Core Courses. Prerequisites: All 5100-series Required Foundations of Management Core Courses PUBL 6000 3.00 Strategy Management in the Public Sector
NOTE: This is a program-specific, specialized version of SGMT 6000 3.00.
This course applies organizational and strategic management theory to the public-sector process of management. Strategic and operational planning the process of choosing and defining purposes and objectives, formulating and implementing a viable strategy, and monitoring strategic performance will be emphasized. As well, information technologies and techniques such as reengineering to improve productivity and efficiency are utilized. The concepts will be applied to central agencies; policy development and expenditure management systems; Crown corporations; and planning and evaluation units. The role of political leaders and permanent officials in public-sector management will be addressed. Prerequisites: All 5000-series Required Foundations of Management Core Courses (or equivalent) Course credit exclusion: SGMT 6000 3.00, INTL 6000 3.00 (offered prior to 2007) / SGMT 5600 1.50
Course Descriptions: Elective Courses

IN THIS SECTION
Introduction ...........................................................................60 Schulich Individual Study 6900-Series ...............................60 Non-Schulich Electives Elective Courses at other York Faculties ................................60 Elective Courses at other Graduate Schools ...........................60 Schulich Elective Courses Functional Areas of Management............................................61 Special Programs ...................................................................61 ACTG - Accounting ................................................................63 ARTM - Arts and Media Administration ................................64 BSUS - Business and Sustainability .........................................64 ECON - Economics ................................................................65 ENTR - Entrepreneurial Studies..............................................66 ETHC - Business Ethics ..........................................................66 FINE - Finance .......................................................................66 FNEN - Financial Engineering................................................68 FNSV - Financial Services.......................................................69 HIMP - Health Industry Management.....................................70 IBUS - International Business .................................................70 MGMT - Management ............................................................71 MKTG - Marketing .................................................................72 NMLP - Nonprofit Management and Leadership ....................74 OMIS - Operations Management & Information Systems.......75 ORGS - Organization Studies .................................................76 PROP - Real Estate and Infrastructure ....................................77 PUBL - Public Management ....................................................77 SGMT - Strategic Management ...............................................78
INTRODUCTION
The choice of electives to complete a Schulich degree program is entirely up to the student (respecting corequisite and prerequisite requirements). Students are not required to choose a major. Instead, they are encouraged to select those electives that best suit their backgrounds and career interests. For a further discussion of using electives to develop one or more areas of expertise, see Area & Program Specialization Information on pages 36-54. Each of the areas lists available study options, including developing a concentration in a functional or program area; completing a Graduate Diploma program concurrently with a degree program, or taking a specialized degree program (e.g. the Master of Public Administration).
NOTE: 1. Students cannot take electives until MBA 1 5100-series Required Foundations of Management Core Courses have been completed. 2. Most electives have either corequisite or prerequisite requirements. 3. Certain functional areas and programs require that students use the one MBA 1 elective slot to enrol in the introductory course of their respective specializations (concentration or Diploma Programs). Check Specialization Requirements on pages 36-54. 4. Students in degree programs also have the opportunity to apply to take Schulich Individual Study 6900-series courses, and nonSchulich Elective Courses outside the School (see below). 5. Normally, a maximum of one 3.0 credit-hour cross-listed elective can count towards two concentrations.
The purpose of an Individual Study is not to replace existing courses and should be designed to have minimal overlap with existing or previously taken courses. The workload is equivalent to a course of the same credits. Students are advised to give careful thought to the title that they use to describe the course since it will appear on their transcript. A student may take a maximum of 6.0 credit-hours of Individual Study courses for degree credit. Individual Study courses are coded as XXXX 6900 X.XX. The initial XXXX portion of the course code uses the functional area or program a faculty member is associated with, while the final X.XX indicates whether the course is worth 3.0 or 1.5 credithours (e.g., FINE 6900 3.00 or BSUS 6900 1.50.) See page 6 for more information.
NON-SCHULICH ELECTIVES
NOTE: 1. The maximum number of elective courses taken outside Schulich for which credit is given is the equivalent of 6.0 credit-hours. Application for taking courses outside Schulich should be submitted to Student Services well in advance of a course start date, as authorization from Schulich and the external Faculty/School is required. Undergraduate courses are not credited towards Schulich graduate degrees. 2. Post-MBA Diploma students may not take courses outside of the Schulich School of Business. 3. See page 6 and our online enrolment pages for more information.
SCHULICH INDIVIDUAL STUDY 6900 X.XX SERIES

In addition to registering in regular Schulich elective courses, a student may also work with an individual faculty member on a topic of mutual interest. They are normally supervised by a tenured or tenure track faculty member and if the supervisor is a part-time or contract instructor, a full time faculty member must co-sign the forms. Please note that faculty members are not obligated to accept individual study proposals from students. These studies are co-designed by the student and the faculty member to have a clearly defined problem and or area of focus including: 1. learning objectives 2. means of achieving these objectives 3. method of evaluation
ELECTIVE COURSES AT OTHER YORK FACULTIES In addition to electives offered within Schulich, students can seek permission from the Director of Student Services to take the equivalent of 6.0 credit-hours of courses in other graduate Faculties at York, including those offered by the Faculty of Environmental Studies, the Faculty of Fine Arts, the Faculty of Liberal Arts & Professional Studies and Osgoode Hall Law School. ELECTIVE COURSES AT OTHER GRADUATE SCHOOLS In addition to electives offered within Schulich, students can seek permission from the Director of Student Services to take the equivalent of 6.0 credit-hours of courses at other graduate schools (outside York University).
SCHULICH ELECTIVE COURSES

FUNCTIONAL AREAS OF MANAGEMENT
ACCOUNTING
ACTG 6120 3.00 ACTG 6130 3.00 ACTG 6140 3.00 ACTG 6160 3.00 ACTG 6200 3.00 ACTG 6250 3.00 ACTG 6300 1.50 ACTG 6350 1.50 ACTG 6400 3.00 ACTG 6450 3.00 ACTG 6600 3.00 ACTG 6700 3.00 ACTG 6710 3.00 ACTG 6720 3.00 ACTG 6800 3.00 ACTG 6951 3.00 Intermediate Financial Accounting I Intermediate Financial Accounting for Non-Accountants Intermediate Financial Accounting II Advanced Financial Accounting Contemporary Issues in Accounting Financial Reporting and Analysis Financial Reporting Issues For Financial Institutions Advanced Cost and Management Accounting Strategic Management Accounting and Analysis Management Accounting and Control Systems Auditing Standards and Applications Managerial Aspects of Taxation Introduction to Income Taxation Advanced Income Taxation Accounting and Control of Nonprofit Organizations Accountability and Sustainability Reporting Industrial Economics The Economics of Regulation and Deregulation Environmental Economics for Business Money, Credit and Macroeconomic Policy Economic Forecasting and Analysis Macroeconomics and the Supply Side Innovation and Technology Diffusion Applied International Economics Business and Economic Environments of East and Southeast Asia Ethics and Social Responsibility in Management Ethics in Finance Personal Financial Management Financial Management Advanced Corporate Finance Investments Applied Investment Management Econometrics of Financial Markets International Financial Management Corporate Financial Analysis Options, Futures and Other Derivative Securities Financial Models for Pension and Insurance Going Private Fundamentals of the Private Equity Process Advanced Derivative Securities Enterprise-wide Financial Risk Management Introduction to Financial Services Management Management of Risk in Canadian Financial Institutions Real Estate Finance and Investment MKTG 6550 3.00 MKTG 6570 3.00 MKTG 6650 3.00 MKTG 6951 1.50 MKTG 6952 1.50 Brand Management Strategic Professional Selling Strategic Market Planning Strategic Marketing in Asia Relationship Marketing Management
OPERATIONS MANAGEMENT & INFORMATION SYSTEMS

MGMT 6700 3.00 MKTG 6050 3.00 OMIS 6000 3.00 OMIS 6200 3.00 OMIS 6350 3.00 OMIS 6500 3.00 OMIS 6560 3.00 OMIS 6700 3.00 OMIS 6710 3.00 OMIS 6720 3.00 OMIS 6740 3.00 OMIS 6955 3.00 SGMT 6960 3.00 ORGS 6020 3.00 ORGS 6200 3.00 ORGS 6250 3.00 ORGS 6320 3.00 ORGS 6350 3.00 ORGS 6400 3.00 ORGS 6500 3.00 ORGS 6550 3.00 ORGS 6560 3.00 ORGS 6620 3.00 ORGS 6650 3.00 ORGS 6720 3.00 SGMT 6050 3.00 SGMT 6060 3.00 SGMT 6150 3.00 SGMT 6240 3.00 SGMT 6250 3.00 SGMT 6400 3.00 SGMT 6700 3.00 SGMT 6720 3.00 SGMT 6800 3.00 SGMT 6960 3.00 SGMT 6970 3.00 BSUS 6500 3.00 ENTR 6605 3.00 ENTR 6625 3.00 ENTR 6645 3.00 FNSV 6970 3.00 FNSV 6985 1.50 FNSV 6990 1.50 HIMP 6130 3.00 HIMP 6160 3.00 HIMP 6170 3.00 IBUS 6410 3.00 IBUS 6430 3.00 IBUS 6440 3.00 IBUS 6490 3.00 MGMT 6200 3.00 MGMT 6300 3.00 MGMT 6500 3.00 MGMT 6700 3.00 MGMT 6950 3.00 MGMT 6960 3.00 NMLP 6500 3.00 PUBL 6150 3.00 Project Management Marketing Research Models and Applications in Operational Research Quantitative Business Research and Analysis Advanced Spreadsheet Modelling & Programming for Business Global Operations and Information Management Supply Chain Management Managing New Technology Management Information Systems Systems Analysis and Design e-Business Technology Service Operations Management Strategic Management of e-Business Designing Effective Organizations Managing Human Resources Labour Relations Cross-Cultural Management Managing Change Power and Politics in Organizations Interpersonal Managerial Skills Strategic Career Management Negotiations Leading the Diverse Organization The Art and Science of Leadership Managing Team Dynamics Mergers and Acquisitions The Art of the Deal The Board of Directors and the Governance of Public Corporations Managing Strategic Alliances and Joint Ventures Strategy Execution Strategic Thinking and Action in Turbulent Environments Strategic Capabilities Development The Emergence of Global Leadership Strategic Management of Technology-Based Firms Strategic Management of e-Business Restructuring and Turnaround Management Business Strategies for Sustainability Entrepreneurship and New Firm Creation Managing Venture Growth and Transition Corporate Entrepreneurship Competitive & Organizational Strategies for Financial Services Firms The Canadian Life Insurance Industry and International Competition Enterprise Risk Management and Strategy Strategic Management of Hospitals Invention and Investment in Life Sciences Commercialization in Pharma & Biotech Introduction to International Business International Business Strategy International Business and National Governments International Business Negotiations Business Administration and the Law Case Analysis and Presentation Skills Sustainable Value Creation Project Management Aboriginal Economic Development Program Management Consulting Change, Leadership and Complexity in the Nonprofit Sector Comparative Public Policy
ECONOMICS
ECON 6110 3.00 ECON 6120 3.00 ECON 6170 3.00 ECON 6180 3.00 ECON 6210 3.00 ECON 6220 3.00 ECON 6450 3.00 ECON 6510 3.00 ECON 6960 3.00
ORGANIZATION STUDIES
FINANCE
ETHC 5510 1.50 ETHC 6950 1.50 FINE 6050 3.00 FINE 6100 3.00 FINE 6150 3.00 FINE 6200 3.00 FINE 6250 3.00 FINE 6310 3.00 FINE 6400 3.00 FINE 6600 3.00 FINE 6800 3.00 FINE 6860 3.00 FINE 6975 1.50 FNEN 6820 3.00 FNEN 6840 3.00 FNSV 5500 1.50 FNSV 6700 3.00 PROP 6100 3.00
STRATEGIC MANAGEMENT
MANAGEMENT
MGMT 6200 3.00 MGMT 6300 3.00 MGMT 6500 3.00 MGMT 6700 3.00 MGMT 6800 3.00 MGMT 6810 3.00 MGMT 6950 3.00 MGMT 6960 3.00 Business Administration and the Law Case Analysis and Presentation Skills Sustainable Value Creation Project Management Innovation Through Technology and Design Creativity and Innovation: Techniques for A Rapidly Changing World Aboriginal Economic Development Program Management Consulting
MARKETING
MGMT 6800 3.00 MGMT 6810 3.00 MKTG 6050 3.00 MKTG 6100 3.00 MKTG 6150 3.00 MKTG 6155 3.00 MKTG 6180 1.50 MKTG 6226 3.00 MKTG 6250 3.00 MKTG 6300 3.00 MKTG 6321 3.00 MKTG 6325 3.00 MKTG 6360 3.00 MKTG 6400 3.00 MKTG 6440 3.00 MKTG 6480 3.00 MKTG 6525 3.00 Innovation through Technology and Design Creativity and Innovation: Techniques for A Rapidly Changing World Marketing Research Strategic Market Communications Consumer Behaviour Consumer Insight: Qualitative Marketing Research Principles of Direct and Database Marketing Social Media for Marketing and Management Business Marketing Service Marketing Entertainment Culture and Marketing Retail Marketing Strategies Marketing Metrics International Marketing New Products Nonprofit Marketing and Resource Development Digital Marketing
SPECIAL PROGRAMS
ARTS AND MEDIA ADMINISTRATION
ARTM 6300 3.00 ARTM 6301 3.00 ARTM 6330 3.00 ARTM 6340 3.00 ARTM 6350 3.00 Cultural Policy Issues in Arts and Cultural Management Communications Policy Managing in the New Broadcast World The Business of Creativity in the Cultural Sector
BUSINESS AND SUSTAINABILITY

SCHULICH SCHOOL ACTG 6951 3.00 Accountability and Sustainability Reporting BSUS 6300 3.00 Management Practices for Sustainable Business BSUS 6500 3.00 Business Strategies for Sustainability BSUS 6600 3.00 Sustainability and Carbon Finance ECON 6170 3.00 Environmental Economics for Business ETHC 5510 1.50 Ethics and Social Responsibility in Management MGMT 6500 3.00 Sustainable Value Creation MKTG 6480 3.00 Nonprofit Marketing and Resource Development ORGS 6350 3.00 Managing Change ORGS 6400 3.00 Power and Politics in Organizations FACULTY OF ENVIRONMENTAL STUDIES ENVS 6114 3.00 Sustainable Development for Canada ENVS 6115 3.00 Ecological Economics ENVS 6144 3.00 Action Learning ENVS 6148 3.00 Environmental Negotiation and Mediation ENVS 6155 3.00 Program Implementation ENVS 6186 3.00 Theory and Methods of Impact Assessment ENVS 6281 3.00 Consulting Skills OSGOODE HALL LAW SCHOOL LW 2880 3.00 Environmental Law LW 3490 3.00 Resource Management LW 4880 3.00 International Environmental Law: Protection of the Global Environment
HEALTH INDUSTRY MANAGEMENT

ECON 6450 3.00 ENTR 6910 3.00 HIMP 6110 3.00 HIMP 6120 3.00 HIMP 6130 3.00 HIMP 6150 3.00 HIMP 6160 3.00 HIMP 6170 3.00 MGMT 6700 3.00 MKTG 6480 3.00 NMLP 6500 3.00 PUBL 5500 3.00 PUBL 6140 3.00 PUBL 6800 3.00 ECON 6180 3.00 ECON 6450 3.00 ECON 6960 3.00 ENTR 6635 3.00 FINE 6400 3.00 FINE 6800 3.00 HIMP 6120 3.00 IBUS 6430 3.00 IBUS 6440 3.00 IBUS 6490 3.00 INTL 533X 3.00 MGMT 6500 3.00 MKTG 6400 3.00 MKTG 6951 1.50 OMIS 6500 3.00 ORGS 6320 3.00 SGMT 6700 3.00 SGMT 6720 3.00 SGMT 6850 3.00 MKTG 6480 3.00 NMLP 6200 3.00 NMLP 6350 3.00 NMLP 6500 3.00 NMLP 6960 3.00 Innovation and Technology Diffusion Venture Capital and Private Equity Understanding the Canadian Health Industry: The Roles, Responsibilities and Challenges to Improve Health International Healthcare Systems Strategic Management of Hospitals Performance Indicators and Evaluation in Health Care Industry Invention and Investment in Life Sciences Commercialization in Pharma and Biotech Project Management Nonprofit Marketing and Resource Development Change, Leadership and Complexity in the Nonprofit Sector Public Policy and Public Management Business and Government Program Evaluation Money, Credit and Macroeconomic Policy Innovation and Technology Diffusion Business and Economic Environments of East and Southeast Asia International Entrepreneurship International Financial Management Options, Futures and Other Derivative Securities International Healthcare Systems International Business Strategy International Business and National Governments International Business Negotiations Regional Analysis Sustainable Value Creation International Marketing Strategic Marketing in Asia Global Operations and Information Management Cross-Cultural Management Strategic Capabilities Development The Emergence of Global Management Managing Growth in the Global Mining Sector Nonprofit Marketing and Resource Development Nonprofit Organizations and Their Environment Social Purpose Business: Alternative Economic Models Change, Leadership and Complexity in the Nonprofit Sector Financial Management and Business Planning in the Nonprofit Sector
INTERNATIONAL BUSINESS
BUSINESS ETHICS
ETHC 5510 1.50 ETHC 6950 1.50 ENTR 6605 3.00 ENTR 6625 3.00 ENTR 6635 3.00 ENTR 6645 3.00 ENTR 6910 3.00 ENTR 6991 3.00 HIMP 6160 3.00 HIMP 6170 3.00 MGMT 6800 3.00 NMLP 6350 3.00 SGMT 6050 3.00 Ethics and Social Responsibility in Management Ethics and Finance Entrepreneurship and New Firm Creation Managing Venture Growth and Transition International Entrepreneurship Corporate Entrepreneurship Venture Capital and Private Equity Consulting to Family Enterprise Invention and Investment in Life Sciences Commercialization in Pharma and Biotech Innovation through Technology and Design Social Purpose Business: Alternative Economic Models Mergers and Acquisitions
ENTREPRENEURIAL STUDIES
NONPROFIT MANAGEMENT AND LEADERSHIP
FINANCIAL ENGINEERING
SCHULICH SCHOOL FNEN 6210 3.00 Theory of Portfolio Management FNEN 6810 3.00 Derivative Securities FNEN 6820 3.00 Advanced Derivative Securities FNEN 6840 3.00 Enterprise-wide Financial Risk Management FNEN 6850 3.00 Fixed Income Securities OMIS 6000 3.00 Models and Applications in Operational Research FACULTY OF GRADUATE STUDIES CSE 5910 3.00 Software Foundations MATH 6910 3.00 Stochastic Calculus in Finance MATH 6911 3.00 Numerical Methods in Finance
PUBLIC MANAGEMENT
SCHULICH SCHOOL IBUS 6440 3.00 International Business and National Governments PUBL 5500 3.00 Public Policy and Public Management PUBL 6000 3.00 Strategic Management in the Public Sector PUBL 6140 3.00 Business and Government PUBL 6150 3.00 Comparative Public Policy PUBL 6200 3.00 Canadian Public Law PUBL 6800 3.00 Program Evaluation FACULTY OF GRADUATE STUDIES POLS 5110 3.00 Judicial Administration in Canada POLS 5175 6.00 Canadian Federalism in Comparative Perspective POLS 5601 3.00 Systems of Justice POLS 5605 3.00 Ethical Politics POLS 5650 3.00 Provincial and Municipal Government in Ontario POLS 6155 3.00 Democratic Administration
FINANCIAL SERVICES
FNSV 5500 1.50 FNSV 6700 3.00 FNSV 6950 3.00 FNSV 6960 1.50 FNSV 6970 3.00 FNSV 6975 3.00 FNSV 6985 1.50 FNSV 6990 1.50 ACTG 6250 3.00 ACTG 6300 1.50 ACTG 6450 3.00 ECON 6120 3.00 ECON 6210 3.00 MKTG 6250 3.00 MKTG 6300 3.00 MKTG 6550 3.00 OMIS 6700 3.00 ORGS 6020 3.00 ORGS 6350 3.00 SGMT 6050 3.00 SGMT 6800 3.00 IBUS 6410 3.00 IBUS 6430 3.00 PROP 6100 3.00 PROP 6600 3.00 Introduction to Financial Services Management Management of Risk in Canadian Financial Institutions Strategic and Operational Issues in the Financial Services Industry Activity Based Costing and the Financial Services Industry Competitive and Organizational Strategies for Financial Services Firms Co-evolution of Financial Markets and Institutions The Canadian Life Insurance Industry and International Competition Enterprise Risk Management and Strategy Financial Reporting and Analysis Financial Reporting Issues For Financial Institutions Management Accounting and Control Systems The Economics of Regulation and Deregulation Economic Forecasting and Analysis Business Marketing Service Marketing Brand Management Managing New Technology Designing Effective Organizations Managing Change Mergers and Acquisitions Strategic Management of Technology-Based Firms Introduction to International Business International Business Strategy Real Estate Finance and Investment Real Estate Portfolio Management
REAL ESTATE AND INFRASTRUCTURE*

PROP PROP PROP PROP 6100 6200 6300 6600 3.00 3.00 3.00 3.00 Real Estate Finance and Investment Development Prototypes Principles of Public Private Infrastructure Delivery Real Estate Portfolio Management
*Three new electives will be offered in the Winter 2012 term
ACTG ACCOUNTING
Room S344K, Schulich, 416-736-5062, fax 416-736-5687, e-mail actg@schulich.yorku.ca ACTG 6120 3.00 Intermediate Financial Accounting I This course examines the accounting concepts and principles that relate to the asset accounts. Attention is given to alternative asset measurement bases and related revenue recognition and income determination bases. Prerequisite: ACTG 5100 3.00 ACTG 6130 3.00 Intermediate Financial Accounting for Non-Accountants This course is meant specifically for non-accountants who want a broader understanding of accounting issues and how they impact financial statements. This course covers both sides of the balance sheet focusing on understanding the impact of the issues on the financial statements instead of the detailed technical application. This course is not recognized as a course by the accounting designations. Prerequisite: ACTG 5100 3.00 or enrolled in Master of Finance program Course credit exclusion: ACTG 6120 3.00 and ACTG 6140 3.00 ACTG 6140 3.00 Intermediate Financial Accounting II This is an extension of ACTG 6120 3.00 with emphasis on the liability and equity accounts. Major topics include tax allocation, pensions, leases, capital transactions and financial statement analysis. Prerequisite: ACTG 6120 3.00 ACTG 6160 3.00 Advanced Financial Accounting The final course in the three-course financial accounting core, this course emphasizes accounting for international activities and intercorporate investments. The application of accounting principles to case situations in specialized industries and nonprofit organizations is also considered. Prerequisite: ACTG 6120 3.00 ACTG 6200 3.00 Contemporary Issues in Accounting This course concentrates on the application of accounting theory to controversial issues in financial accounting. The topics vary with the changing importance of current accounting issues. Source materials include current accounting literature and the research publications of professional accounting organizations. The development of research and writing skills, along with analytical abilities, is emphasized. Prerequisite: ACTG 6120 3.00 ACTG 6250 3.00 Financial Reporting and Analysis This course examines why stock prices react when firms announce their earnings, and why certain trends in industry earnings affect stock prices of many firms in that industry. Under highly stylized Generally Accepted Accounting Principles (GAAP), abnormal accounting earnings of a firm can be discounted to derive an estimate of the share price. This course therefore offers a direct link between accounting policy choices, abnormal earnings (based on adjusted reported earnings) and stock price valuation. Prerequisite: ACTG 5100 3.00 Course credit exclusion: FINE 6600 3.00 (either ACTG 6250 3.00 or FINE 6600 3.00, but not both, may be taken for credit)
ACTG 6300 1.50 Financial Reporting Issues For Financial Institutions This course reviews the unique financial reporting issues affecting financial institutions. These issues, such as fair value accounting, are at the leading edge of changes in financial reporting. By studying them, students will better understand how financial reporting in general is being transformed. Prerequisite: ACTG 6120 3.00 or permission of instructor. ACTG 6350 1.50 Advanced Cost and Management Accounting This course develops problem-solving skills for internal accounting applications. Topics covered include product mix decisions, managing scarce resources, product costing and pricing, budgeting, and international transfer pricing. Prerequisite: ACTG 5210 1.50 ACTG 6400 3.00 Strategic Management Accounting and Analysis This course surveys recent innovations in management accounting with an emphasis on developing and using management accounting information for strategic decision making. This case based course focuses on developing critical competencies necessary to design and use strategic management accounting systems. Prerequisite: ACTG 6350 1.50 ACTG 6450 3.00 Management Accounting and Control Systems This course concentrates on accounting and related controls as part of the management process. The objective of the course is to develop a thorough understanding of planning and control systems in organizations. The behavioural implications of accounting are emphasized. Students may be expected to complete a research paper or project. ACTG 6600 3.00 Auditing Standards and Applications This course focuses on the standards and applications underlying the latest functions and responsibilities of external and internal auditors. The theory of audit evidence and certain basic techniques are used to provide an understanding of auditing methodology. The auditors responsibility beyond the financial audit and current developments in auditing are also examined. Students may be expected to complete a research paper or project. Prerequisite: ACTG 5100 3.00 ACTG 6700 3.00 Managerial Aspects of Taxation This course will review general income and commodity tax planning for individuals and corporations and discuss the major taxation issues facing managers. The presentation of the material will be less technical than ACTG 6710 3.00 and therefore will be suitable for MBA students who want to know the basic taxation without the detail. Course credit exclusion: ACTG 6710 3.00 (either ACTG 6700 3.00 or ACTG 6710 3.00 may be taken for credit, but not both) Prerequisite: All 5100-series Foundations of Management Core Courses and FINE 5200 3.00 ACTG 6710 3.00 Introduction to Income Taxation The basic concepts and techniques of income taxation and applications to personal and corporate contexts are examined. Course credit exclusion: ACTG 6700 3.00 (either ACTG 6710 3.00 or ACTG 6700 3.00, but not both, may be taken for credit) Prerequisite: ACTG 5100 3.00
ACTG 6720 3.00 Advanced Income Taxation A continuation of ACTG 6710 3.00, this course concentrates in greater detail on the taxation of business income. Prerequisite: ACTG 6710 3.00 ACTG 6800 3.00 Accounting and Control of Nonprofit Organizations This course critically examines financial and management accounting and control systems of nonprofit and governmental organizations. A term project may be required. Prerequisite: ACTG 5100 3.00 ACTG 6951 3.00 Accountability and Sustainability Reporting How do organizations effectively measure and communicate their performance against the triple bottom line of environmental, social and economic sustainability in a way that demonstrates accountability to stakeholders? This course provides students with the opportunity to explore the nature of corporate responsibility and accountability, and develops understanding of new models of sustainability measurement and reporting, social auditing, and assurance.
ARTM 6340 3.00 Managing in the New Broadcast World This course identifies and examines central issues in the management of public and private television enterprises in Canada. Students will analyse the current environment and the scenarios for the future of Canadian broadcasting, and they will investigate how broadcasters and producers are managing content and revenue on both traditional and new platforms and in new partnerships. Prerequisite: ARTM 6301 3.00 and/or broadcast experience, plus permission of the instructor. It is recommended that students also take ARTM 6330 3.00 (Communications Policy). ARTM 6350 3.00 The Business of Creativity in the Cultural Sector Negotiation and management of creative rights, processes and people are core to the strategic competence of arts and media organizations and their relationship with audiences. Technological developments are changing the way that these organizations approach their business. This course examines this complex evolving business through such topics as: perspectives on creativity; power, conflict and politics relating to managing unions; free-lance talent and celebrities; decision-making for market risk; financing models; and the impact of the competitive and regulatory environment on management in the cultural sector. This course will be particularly valuable for those interested in the cultural industries including film, music, publishing, broadcasting and the performing arts.
ARTM ARTS AND MEDIA ADMINISTRATION

Room N319 Schulich, 416-736-5217, fax 416-736-5762, e-mail artm@schulich.yorku.ca ARTM 6300 3.00 Cultural Policy This course examines Canadian cultural policy, including its historical development and the formulation and execution of municipal, provincial and federal policies. The course will have a research orientation. It will focus on policy development in Canada with a particular focus on current issues and strategies for the future. Where appropriate, comparative analysis will examine other policy models with special reference to Europe, Britain and the United States. Prerequisite: ARTM 6301 3.00 or with permission of the instructor ARTM 6301 3.00 Issues in Arts and Cultural Management This course will explore the dynamics of different perspectives on the human and economic resources involved in the production, distribution and support of the arts and cultural products in Canada. The central question of this course concerns the management issues that arise from these dynamics. This is the prerequisite course for the MBA Program in Arts and Media Administration. It is intended to serve those students who have a real interest in managing in the arts and cultural sector. However, for those students who wish to discover the sector and to test their interest, this is also a useful course. ARTM 6330 3.00 Communications Policy The communications media in Canada functions within an extensive framework of public policy intended to achieve public interest objectives. This course examines the structure and operation of the Canadian cultural industries within the public policy framework and within the international environment of the expanding communications sector. The course focuses on the broadcasting, publishing, film and sound recording industries. Prerequisite: ARTM 6301 3.00 or permission of the instructor
BSUS BUSINESS AND SUSTAINABILITY

Room N211 Schulich, 416-736-5268, fax 416-736-5195, e-mail bsus@schulich.yorku.ca BSUS 6300 3.00 Management Practices for Sustainable Business This course provides a detailed review and analysis of the environmental and stakeholder management tools and techniques used by managers. The course considers how these techniques fit together to form management systems and examines their underlying assumptions, approach and role in managerial decision-making. Techniques include environmental management systems and audits; product life-cycle analysis and design for the environment; social and environmental reporting; sustainability and organizational change and stakeholder approaches to management. Prerequisite: All 5100-series Required Foundations of Management Core Courses or with permission of instructor BSUS 6500 3.00 Business Strategies for Sustainability All organizations impact the natural and social environment. However, it is only recently that sustainability has become a strategic issue for business and its managers. For increasing numbers of companies, sustainability is now an integrated part of organizational strategy formulation and implementation. Through a series of live cases, this course is designed to introduce students to the critical strategic and managerial issues in developing, implementing and adapting strategy to create environmental, social and economic value. Prerequisites: All 5100-series Required Foundations of Management Core Courses or with permission of instructor BSUS 6600 3.00 Sustainability and Carbon Finance This course introduces the problem of climate change and analyzes the new carbon markets and financial instruments being developed to provide incentives for companies to reduce their greenhouse gas emissions. In particular, the course emphasizes the drivers behind carbon finance, the current state of carbon finance, and the likely direction carbon finance is to take in the future. Prerequisites: FINE 5200 3.00 and ECON 5100 3.00
ECON ECONOMICS
Room N205B Schulich, 416-736-5068, fax 416-736-5762, e-mail econ@schulich.yorku.ca ECON 6110 3.00 Industrial Economics This course explores the relationship between the structure and business environment of Canadian industries. Major emphasis is placed on identifying the structural determinants of firm behaviour using both game theoretic techniques and industry analysis, and on evaluating government policies affecting the business environment. Prerequisite: ECON 5100 3.00 ECON 6120 3.00 The Economics of Regulation and Deregulation In Canada and around the world, governments are revisiting their traditional regulatory practices towards business. This course surveys the basic economic principles providing the rationale and the blueprint for government regulatory intervention, and discusses instances of such intervention in the light of recent experience both in Canada and elsewhere. The course objective is to provide future business professionals and managers with up-to-date theoretical and practical knowledge in an area of government activity with far-reaching consequences for both business performance and consumer welfare. The discussion ranges over a wide variety of issues regarding direct and indirect regulation, regulatory failures and deregulation. These may include mergers, strategic alliances, privatization of public enterprises, product safety and consumer protection, occupational health and safety etc. Other regulatory issues regarding financial markets and institutions, insurance, the environment, health care, labour markets, transportation, trade, agriculture etc. may also be discussed. Prerequisite: ECON 5100 3.00 ECON 6170 3.00 Environmental Economics for Business This course focuses on the relationship between the economy and the environment. The economy consists of many agents including citizens, producers (or businesses), governments and non-governmental agencies (NGOs). The setting in which these agents interact and from which they derive their resources is the natural environment. Environmental economics is the study of the allocation of this scarce resource. What have businesses done to safeguard this scarce resource? What pressures do businesses respond to insofar as environmental issues are concerned? What role should governments have in seeking to achieve a given level of environmental quality? What criteria should be used to evaluate environmental policies? The course examines the theory, application and experience (both positive and negative) of practices such as the use of property rights, cost benefit analysis, the role of risk analysis and risk management in environmental protection, command and control strategies, incentive based strategies and the role of transnational organizations in dealing with global environmental issues. Prerequisite: ECON 5100 3.00 Course credit exclusion: ENVS 6115 3.00 and ENVS 5164 3.00 (either ECON 6170 3.00 or ENVS 6115 3.00 may be taken for credit towards the Business & Sustainability Diploma) ECON 6180 3.00 Money, Credit and Macroeconomic Policy This course examines the role of monetary institutions in national and global economies, and the impact of monetary policy on economic performance and overall business conditions. Topics discussed include: the determination of interest rates, inflation rates and exchange rates; financial innovation; the links between monetary policy and fiscal policy; global trends; and implications for business decision-making. Prerequisite: ECON 5100 3.00
ECON 6210 3.00 Economic Forecasting and Analysis An increasing number of organizations make explicit forecasts of the economic environment within which they will be operating as a basis for forward-looking plans. This course studies the main forecasting methods in relation to the length of the forecasting time horizon. Several systematic appraisals of past forecasts are reviewed. Prerequisites: ECON 5100 3.00 and OMIS 5120 1.50 ECON 6220 3.00 Macroeconomics and the Supply Side Increasingly, governments are using fiscal, monetary and industrial policies to achieve major national goals. This course emphasizes economic theory and quantitative evidence to investigate the effects of such government policies on Canadas international competitiveness. Attention is given to corporate strategies that respond to government initiatives and changes in the global marketplace. Prerequisite: ECON 5100 3.00 ECON 6450 3.00 Innovation and Technology Diffusion This course examines key economic and managerial issues related to the international movement of technology and the competition for technical and managerial know-how. It focuses on the impact of domestic and foreign research and development on the economic performance of firms and nations. Sources of innovation, rates and directions of technology diffusion and factors affecting the commercialization and profitability of innovations are discussed. The course examines the economics of alternative technology transfer arrangements, with particular emphasis on the role of intellectual property rights, multinational corporations and government science and technology policy. Prerequisite: ECON 5100 3.00 ECON 6510 3.00 Applied International Economics This course examines international economics from the viewpoint of the firm and the nation. International trade in goods and services, inward and outward foreign investment, trade barriers, the World Trade Organization, economic integration, the balance of payments, the foreign exchange market, the impact of exchange rate changes and the international monetary system including the International Monetary Fund and the World Bank are among the topics discussed. Prerequisite: ECON 5100 3.00
NOTE: Not open to IMBA students
ECON 6960 3.00 Business and Economic Environments of East and Southeast Asia The objective of this course is to provide students with fundamental knowledge about the economies of East and Southeast Asia, and an appreciation of doing business in the region. The course examines factors contributing to regional economic success, and provides a comparative study of economic growth and public policy in East and Southeast Asia. Students will become familiar with the roots of economic success and their implications for Canada and the emerging Southeast Asian economies. International trade and investment issues are discussed, and the economics of regional trading alliances/associations such as ASEAN and AFTA are examined. The course focuses on the role of multinational corporations, and the development of domestic MNEs. Aspects relating to politics, customs, traditions, and ways of doing business within the region are also covered. This course aims to provide students with the knowledge necessary to analyze economic opportunities/risks and to conduct business within the region. Prerequisite: ECON 5100 3.00
ENTR ENTREPRENEURIAL STUDIES

Room N305A Schulich, 416-736-2100, ext. 77960, fax 416-736-5762, e-mail entr@schulich.yorku.ca ENTR 6605 3.00 Entrepreneurship and New Firm Creation This course explores various dimensions of the creation of new ventures, including family enterprises. It is concerned with content and process questions as well as with formulation and implementation issues that relate to conceptualizing, developing and managing successful new ventures. The course examines the nature of entrepreneurs and what they do. It identifies the nature of opportunities and considers how new venture ideas can successfully be screened. The course provides the opportunity to develop a cohesive and effective business plan for a start-up venture. Prerequisites: All 5000-series Required Foundations of Management Core Courses ENTR 6625 3.00 Managing Venture Growth and Transition The focus in this course is on firms that are seeking to manage growth and successfully navigate issues of transition. Examples of the concepts discussed in the course include: business life cycles; IPOs and harvesting options; valuation of firms with track records; and corporate governance, including issues related to family businesses. The course will examine such growth options as partnering and internationalization, and will pay particular attention to challenges of financing growth and marketing for growth. In this course, students will prepare a business plan for a venture that is in a transitional phase and that is seeking to grow. Prerequisites: All 5000-series Required Foundations of Management Core Courses ENTR 6635 3.00 International Entrepreneurship The main objective of this course is to provide the student with an understanding of the problems and challenges facing an entrepreneur in the process and operating a business that will span international borders. Prerequisites: All 5000-series Required Foundations of Management Core Courses ENTR 6645 3.00 Corporate Entrepreneurship The course focuses on entrepreneurial activities in large, established corporations. To survive and to enable continued growth in todays fast changing environment, large corporations need to continually renew themselves through new products and new businesses. The course will introduce students to the best practices and theory on fostering innovation through the process of identifying new ideas and converting them to commercial products and new businesses. We will discuss strategies, organizational structures and implementation challenges of new ventures within an established corporation as well as options to leverage external partners outside of the boundaries of the corporation within the process of developing new businesses. The course will be taught primarily through case-studies, supplemented with lectures, guest presentations by corporate entrepreneurs, and group projects. Prerequisites: All 5000-series Required Foundations of Management Core Courses
ENTR 6910 3.00 Venture Capital and Private Equity This course is primarily geared to students interested in working in venture capital or other private equity organizations at some point in the their careers. It is also valuable for those who intend to work alongside venture capitalists as managers of firms being financed by such investors and for students interested in applying aspects of private equity investing to established organizations. The course is divided into 4 modules focusing on the venture capital cycle including fundraising, investing, and exiting. In the final module the course explores new frontiers in venture capital including corporate venturing. Throughout the course we touch on career issues with respect to private equity. Prerequisites: All 5000-series Required Foundations of Management courses ENTR 6991 3.00 Consulting to Family Enterprise This course focuses on consulting to family/closely held businesses to support successful strategy in key areas including product/ operations, marketing, finance, organizational structure and transition. The course recognizes the special challenges of family owned enterprises that entail overlapping family, business and ownership structures. It addresses the interests of all stakeholders including owners, successors, non-family managers, employees and external investors.
ETHC BUSINESS ETHICS

Room N211 Schulich, 416-736-5268, fax 416-736-5195, e-mail ethc@schulich.yorku.ca ETHC 5510 1.50 Ethics and Social Responsibility in Management This course has two objectives: the development of issue and value identification, clarification and characterization skills needed for good management; and the examination of the role ethics, social responsibility and related values play in business, government, and the not-for-profit sector (locally, nationally and internationally). Prerequisites: All 5100-series Required Foundations of Management Core Courses ETHC 6950 1.50 Ethics and Finance This course will examine the role of ethics in finance and financial services. It will begin with an overview of the need for ethics in finance. Tools for identifying ethical issues will be introduced and evaluated. The course will then turn to an examination of ethical issues in financial services, investment decisions and ethics in financial markets. The course will conclude with a discussion of the dominant theories of the firm and their ethical implications.
FINE FINANCE
Room N204A Schulich, 416-736-5073, fax 416-736-5687, e-mail fine@schulich.yorku.ca FINE 6050 3.00 Personal Financial Management Students learn the concepts and techniques of personal financial management in a thorough and rigorous finance framework. Topics include goal setting, budgeting, financial intermediation, income tax, risk management, insurance, debt management, home valuation, investments, retirement planning, estate planning and strategic use of personal financial planning in financial institutions. Prerequisite: FINE 5200 3.00
FINE 6100 3.00 Financial Management This course focuses on key issues in corporate financial management. It covers working capital management, capital budgeting, capital structure decisions, dividend policy, mergers and acquisitions, leasing and the impact of inflation on financial decisions. Extensive use may be made of case studies. Prerequisite: FINE 5200 3.00 FINE 6150 3.00 Advanced Corporate Finance Building on the concepts, models and decision situations presented in FINE 5200 3.00 and FINE 6100 3.00, this course exposes the student to more advanced, complex and specialized decision situations in the areas of corporate investment, financing, financial planning and financial management. Applications and case analysis are important aspects of the course. A term research paper is usually required. Prerequisite: FINE 6100 3.00 FINE 6200 3.00 Investments This course surveys major investment problems. Factors affecting the term structure and risk structure of yields on financial claims are identified and analyzed. The course focuses on the development of principles of personal and institutional portfolio management; modern capital asset pricing theory; valuation discussions on Canadian models for common stock prices. The institutional structure of the investment markets in Canada is viewed, with special emphasis on the role of security exchanges and the impact of institutional investors. Emphasis is placed on the efficiency of financial asset markets in adjusting to information entering the marketplace. Prerequisite: FINE 5200 3.00 Course credit exclusion: FNEN 6210 3.00 (either FINE 6200 3.00 or FNEN 6210 3.00, but not both, may be taken for credit) FINE 6250 3.00 Applied Investment Management This course focuses on approaches to investment and speculation in the securities and commodity markets. The emphasis is on the development, application, evaluation and understanding of decision rules for investment and speculation within and across a variety of markets. Prerequisite: FINE 6200 3.00 or FNEN 6210 3.00 FINE 6310 3.00 Econometrics of Financial Markets This empirical methods course focuses on the statistical techniques that are most often used in the analysis of financial markets. The list of topics include: statistical properties of asset returns, tests of asset pricing models, efficient market hypothesis, event study methodology, simulation methods, panel data analysis, and volatility estimation such as GARCH, value-at-risk, and time-varying correlations. Prerequisite: FINE 6200 3.00 Corequisite: FINE 6800 3.00 FINE 6400 3.00 International Financial Management The most pervasive problems faced by international managers are those resulting from currency differences and currency risks. This course applies financial and economic theory to the international financing and investment decisions of corporations, financial institutions and individual investors. Reduction of risk through use of forward exchange markets and hedging will be examined. The various methods of moving liquid assets and their constraints will be considered. Capital budgeting decisions and issues regarding capital structure, where the assets and sources of financing are in different economies, are also studied. An extension of the Capital Asset Pricing Model to an integrated world model is considered. A term paper is usually required. Prerequisite for MBA students: FINE 6100 3.00 (It is recommended that students take ECON 6510 3.00 before commencing this course) Prerequisite for IMBA students: All 5100-series Required Foundations of Management Core Courses (FINE 6100 3.00 is recommended as a prerequisite or corequisite.)
FINE 6600 3.00 Corporate Financial Analysis This course uses principles of economics, finance and accounting to examine problems in topics such as cash flow analysis, ratio analysis, strategic financial planning, interpretation of annual reports and prospectuses, economic modeling and business valuation. Students must deal with multifaceted, ambiguous problems similar to realworld situations. The well-behaved data and simplifying assumptions used in theory courses are discarded in favour of the realistic, complex data in annual reports and other sources of financial information. Prerequisites: FINE 5200 3.00, ACTG 5210 1.50, OMIS 5120 1.50 Corequisite: one of FINE 6100 3.00, FINE 6200 3.00, ACTG 6120 3.00 or FNEN 6210 3.00 Course credit exclusion: ACTG 6250 3.00 (either FINE 6600 3.00 or ACTG 6250 3.00, but not both, may be taken for credit) FINE 6800 3.00 Options, Futures and Other Derivative Securities This course explains the way in which derivative securities such as options, futures contracts, forward contracts, swaps and interest, rate caps can be valued. It discusses arbitrage relationships, risk, neutral valuation, the creation of options synthetically, numerical procedures and the evaluation of credit risk. Course credit exclusion: FNEN 6810 3.00 (either FINE 6800 3.00 or FNEN 6810 3.00, but not both, may be taken for credit) Prerequisite: FINE 6200 3.00 FINE 6860 3.00 Financial Models for Pensions and Insurance This course will develop the computational models underlying the pricing and demand for securities that are linked to both mortality and financial uncertainty, a.k.a. mortality-contingent claims, but from a distinctly financial economic perspective. We will highlight the concepts of arbitrage-free pricing, economic equilibrium, risk management, hedging, optimality and rationality. The course will place particular emphasis on how, why, and when financial valuation might differ from actuarial reserving for long-dated pension annuities and life insurance liabilities. The course will be split evenly between the perspective of the individual user on the one hand, and the institutional provider of these products on the other. The pedagogy will be hands-on using real-world data with extensive use of software. Prerequisites: FINE 6200 3.00; or FNEN 6810 3.00 and FNEN 6210 3.00 Corequisite: FINE 6800 3.00 FINE 6975 1.50 Going Private Fundamentals of the Private Equity Process This course will explore going-private considerations from the buyers perspective and that of the targeted public company. The course will combine many of the basic skills acquired by students with a finance or financial services major, including valuation techniques, financial statements analysis, industry analysis, competitive analysis, credit fundamentals, and capital markets. Prerequisites: All 5000-series Required Foundations of Management Core Courses, FNSV 5500 1.50, and FINE 6100 3.00 or approval of the instructor
FNEN FINANCIAL ENGINEERING

Room N211 Schulich, 416-736-5690, fax 416-736-5687, e-mail fnen@schulich.yorku.ca SCHULICH SCHOOL FNEN 6210 3.00 Theory of Portfolio Management This course deals with portfolios of financial assets such as stocks and bonds. It explores the basic principles underlying rational portfolio choice and what these mean for prices determined in the marketplace. Much of the analysis developed in the course is equally applicable to real assets. The first part of this course is devoted to the problems of decision-makers how to structure their problems so that they are left with a manageable number of alternatives. The second part of the course deals with rational choice among these alternatives, methods for implementing and controlling the decision process and equilibrium conditions in the capital markets to which the previous analysis leads. The course takes a rigorous approach to portfolio management and builds upon the use of symbolic and numerical tools. Maple will be used from the very beginning as a computer algebra system and then as a generator of codes in C++ and/or FORTRAN. Registration with permission of the Director, Financial Engineering Program Prerequisites: a quantitative background Course credit exclusion: FINE 6200 3.00 (either FNEN 6210 3.00 or FINE 6200 3.00, but not both, may be taken for credit) FNEN 6810 3.00 Derivative Securities This course blends theory and practice that incorporates a new approach to teaching derivative securities. A unified approach to option pricing utilizing Maples symbolic power and its connection to numerical valuation is presented. This is an advanced course combining theory and practice of pricing and hedging derivative securities. The course emphasizes the applications of financial engineering and covers option and futures pricing theory and practice. Institutional material will be assigned mostly as reading material and the course will concentrate on the theory and practical applications of currency and commodity derivatives, as well as exotic options. Registration with permission of the Director, Financial Engineering Program Prerequisites: a quantitative background Corequisite: FNEN 6210 3.00 Course credit exclusion: FINE 6800 3.00 (either FNEN 6810 3.00 or FINE 6800 3.00, but not both, may be taken for credit) FNEN 6820 3.00 Advanced Derivative Securities This course covers a list of advanced topics in derivative securities with a focus on pricing and hedging. Students are assumed to have taken an introductory course in derivatives. The objective of this course is to develop modeling skills needed to value the full range of derivative securities: from exchange-traded options to over-thecounter products including exotic options, embedded options and credit derivatives. The fundamental theory is the Equivalent Martingale Pricing Principle or the Risk-neutral valuation by no-arbitrage. Analytical models and various numerical methods will be discussed in detail. It is assumed that students are familiar with the Black-Scholes and binomial pricing models. Prerequisites: FNEN 6810 3.00 or FINE 6800 3.00
FNEN 6840 3.00 Enterprise-wide Financial Risk Management This course provides a comprehensive introduction to the discipline of financial risk management. It covers the market and regulatory trends that have motivated the need for financial institutions and corporations to evolve from traditional desk level risk management to an enterprise-wide function spanning all sources of risk in a consistent manner. Students will learn the fundamentals required to support a general risk management process in addition to gaining an understanding of industry best-practice methodologies. The course will cover in depth the analytics of standard risk assessment techniques for market risk, credit risk and operational risk as well as introducing the leading edge tools used to manage the overall business process. Prerequisites: FINE 6200 3.00 and FINE 6800 3.00, or FNEN 6210 3.00 and FNEN 6810 3.00 FNEN 6850 3.00 Fixed Income Securities The course builds upon the use of symbolic and numerical tools. Maple is used as a computer algebra system and then as a generator of codes in C++ and/or FORTRAN. This course provides an overview of the major components of fixed income markets, including a review of the major instruments, the issuers and the investors. The valuation of interest-rate sensitive cash flows is the underlying theme. Major topics covered include: theories of the term structure, institutional aspects of the fixed income markets, and analytical techniques for managing interest rate risk. The course will concentrate on modern valuation methods as well as traditional techniques for risk management in the fixed income market. The effect of the assumed interest rate dynamics and the prevailing interest rate condition for the riskiness and value of various features of these contracts will also be analyzed. The power of convexity and duration upon risk management and valuation will be developed. Students will use the substantive approaches developed in the course to address concrete problems. The coursework will include a project dealing with Canadian data. Registration with permission of the Director, Financial Engineering Program Prerequisites: FNEN 6810 3.00 FACULTY OF GRADUATE STUDIES CSE 5910 3.00 Software Foundations This course introduces object-oriented programming and the basic principles of software development to non-CS students already familiar with programming. Web technologies for the collection and dissemination of knowledge will be introduced and studied. MATH 6910 3.00 Stochastic Calculus in Finance Probability models and discrete time stochastic processes; Brownian motion; Filtrations, conditional expectations, martingales; Stochastic integrals, Itos formula; Stochastic differential equations; Diffusions, Kolmogorov equation; Girsanov Formula; Black Scholes. MATH 6911 3.00 Numerical Methods in Finance Introduction to Partial Differential Equations; basic properties of the diffusion equation; Finite difference methods; explicit methods; implicit methods including Crank Nicholson; Free boundary problems; variational inequalities; Lattice Methods.
FNSV FINANCIAL SERVICES

Room N205A Schulich, 416-736-5075, fax 416-736-5687, e-mail fnsv@schulich.yorku.ca FNSV 5500 1.50 Introduction to Financial Services Management This course provides an overview of the global financial services industry with attention to the role of financial institutions in financial systems and the differences between different types of financial institutions. The course will introduce students to key issues facing financial institutions including the importance of public policy, institutional change, growth strategies, risk management and practical management issues. Prerequisites: All 5100-series Required Foundations of Management Core Courses (FINE 5200 3.00 is recommended). This course should be taken in the first year of study to provide an opportunity to enrol in the Financial Services elective classes. FNSV 6700 3.00 Management of Risk in Canadian Financial Institutions Risk is the fundamental element that influences the behaviour of financial institutions. FNSV 6700 provides a comprehensive introduction to risk management. Presented within the framework of financial institutions, the course covers the design and operation of a risk-management system, modeling and the interplay between internal oversight and external regulation. The theory of risk management (market, credit and operational risk) comes alive through practical case evaluation and presentations from senior executives in the risk management field. The course provides the essential analytical foundations of risk management in a way appropriate for those who do not have a mathematical background. Prerequisites: FNSV 5500 1.50 FNSV 6950 3.00 Strategic and Operational Issues in the Financial Services Industry This course focuses on challenges facing the financial services sector and responses to these challenges, at the strategic and operations levels. The first half of the course concentrates on an analysis of how technology, globalization, demographics and changing consumer preferences are impacting upon the way in which financial services are being provided, and the implications for existing institutions and for regulators. The second half examines how Canadian financial institutions are adjusting to these forces of change. Students will be asked to work on problems facing particular financial institutions today. Prerequisite: FNSV 5500 1.50 FNSV 6960 1.50 Activity Based Costing and the Financial Services Industry
FNSV 6970 3.00
Competitive and Organizational Strategies for Financial Services Firms This course will introduce students to strategy formulation and implementation in the financial services sector. Students will learn the competitive dynamics that affect positioning in the industry as well as how to create organizations that enhance the abilities of individuals to carry out these strategies. Key to this is the role played by delegation of decision rights, compensation systems and performance measurements systems. Prerequisites: SGMT 6000 3.00 or equivalent and FNSV 5500 1.50 (can be waived with permission of the instructor) FNSV 6975 3.00 The Co-evolution of Financial Markets and Institutions This course examines differences between market- and bank-based financial systems around the world, their origins and evolution as affected by domestic and global capital markets, and their periodic crises and resolutions. Strategists and policy-makers developing either domestic or global strategies must understand how their opportunities and risks are affected by their unique historical development and domestic and global markets. Prerequisite: All 5100-series Required Foundations of Management Core Courses or permission of instructor FNSV 6985 1.50 The Canadian Life Insurance Industry and International Competition The life insurance business in Canada is one of this countrys least known success stories. This course will focus on the key drivers of success of life insurers, the various strategic and operational options open to insurers, the risks faced by insurers and how they mitigate them and the international aspects of their businesses. Prerequisite: All 5000-series required Foundations of Management Core Courses and FNSV 5500 3.00 or approval of the instructor. This course cannot be taken for credit by any students who have previously taken: FNSV 6980 3.00 Enterprise Risk Management and Strategy Strategy and risk management are two sides of value creation for companies. Strategic choice must identify how these choices affect a broad array of stakeholders. A firm must be organized to recognize, measure, monitor, and disclose risks if it is to implement its strategy. This course will focus upon the strategic importance of risk management rather than more technical aspects. Prerequisite: All 5000-series Required Foundations of Management Core Courses Pre or Corequisite: SGMT 6000 3.00 FNSV 6990 1.50
This six-week course will introduce students to the role that activity based costing plays in the financial services sector. Students will learn the language, key concepts, and fundamentals of management accounting in a dynamic and interactive classroom environment. They will also understand the fundamental importance of effective cost management in running a successful financial services business.
HIMP HEALTH INDUSTRY MANAGEMENT

Room N305A Schulich, 416-736-2100 ext. 77960, fax 416-736-5687, e-mail himp@schulich.yorku.ca HIMP 6110 3.00 Understanding the Canadian Health Industry: The Roles, Responsibilities and Challenges to Improve Health Todays major health challenges demand that industry participants (healthcare providers, institutional managers, pharmaceutical and biotech companies, policy makers, etc.) be aware of each others roles, values, responsibilities and perspectives. During the course, students will be mapping and modelling the health industry. We will use multi-faceted current health care challenges as cases to revise the maps and provide insights into management solutions. Prerequisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor HIMP 6120 3.00 International Healthcare Systems This course critically evaluates international healthcare systems. This purpose will be attained through the following goals: a) Develop a framework for understanding major healthcare issues; b) Acquire a working knowledge of the Canadian, US and other countries healthcare systems; c) Discern the similarities and differences across international healthcare systems; and d) Develop a familiarity with the healthcare management literature. Prerequisites: All 5100-series Required Foundations of Management Core Courses or permission of instructor HIMP 6130 3.00 Strategic Management of Hospitals This course examines strategic management in hospital enterprises, large and small, from the perspective of a health administrator. The course applies strategic management concepts in complex management settings very qualified people, complicated multi-disciplinary situations, changing technologies and methods of health delivery (telemedicine, e-health vs. in situ hospitals and clinics), complex public policy issues relating to scale, critical mass, and expensive technologies vs. small, clinical, doctor-patient relationships. Prerequisite: All 5100-series Required Foundations of Management Core Courses Corequisite: SGMT 6000 3.00 HIMP 6150 3.00 Performance Indicators and Evaluation in Health Care Industry This course is designed to develop an understanding of the concepts essential for the design and effective use of management accounting and control systems in Health Care Organizations ranging from hospitals to pharmaceuticals and biotech companies. The Health Care Industry requires decision-influencing management control systems with innovative use of financial and non-financial measures for a diverse set of stakeholders to evaluate health care organizations and their managers. Through case illustrations, students will develop a conceptual basis for selecting the most relevant and appropriate financial and management control system for the health care organization in which it is to be used. An ideal management control system is one that best accomplishes the goals of the organization. Prerequisite: ACTG 5100, ACTG 5210, FINE 5200 Recommended: One or both of HIMP 6110, HIMP 6120
HIMP 6160 3.00 Invention & Investment in Life Sciences This action learning orientation course delves into the commercial dynamics related to the unique business development and investment decision making complexities in the global Life Sciences sector with its ethical, product development and technology processes and regulatory environment. Making money in healthcare and making investment decisions to conclude win/lose business transactions in healthcare are the unifying objectives of this course. Our aim is to put theory and knowledge into practice through the art of doing the deal. Prerequisite: All 5000-series Required Foundations of Management Core Courses Corequisite: SGMT 6000 3.00 HIMP 6170 3.00 Commercialization in Pharma & Biotech This course focuses on the rapidly growing biotechnologygenomics-biopharmaceuticals sector. This sector has received high attention due to modern technological marvels such as the Human Genome Project and technologies associated with the same. These technologies in turn promise to revolutionize modern medicine. Prerequisite: Completion of all 5000-series Required Foundations of Management Core Courses Corequisite: SGMT 6000 3.00
IBUS INTERNATIONAL BUSINESS

Room N203B Schulich, 416-736-5942, e-mail ibus@schulich.yorku.ca
NOTE: Descriptions for other International Business Concentration electives are listed under the appropriate functional area
IBUS 6410 3.00
Introduction to International Business
This course examines issues and problems which arise when business operations or institutions transcend national boundaries and become international and multinational in scope and character. Adaptations of the basic managerial functions in different countries are emphasized. This framework is applied to current trade patterns and manufacturing costs in Canada, including government policy options and the implications for corporate strategies. Prerequisites: All 5100-series Required Foundations of Management Core Courses
NOTE: Not open to IMBA students.
IBUS 6430 3.00
International Business Strategy
This course examines the development of the international enterprise (large and small) in the global economy, focusing on the evolving strategies and structures and the similarities and differences between American, European, Japanese and Canadian enterprises. The course identifies domestic and international environmental constraints and their influence on the operating performance of the enterprises in different countries, both developed and developing. The adaptation of basic managerial functions to these different environmental constraints is considered. Prerequisite: SGMT 6000 3.00
IBUS 6440 3.00
International Business and National Governments
MGMT MANAGEMENT
Room N305A Schulich, 416-736-5087, fax 416-736-5762, e-mail sgmt@schulich.yorku.ca MGMT 6200 3.00 Business Administration and the Law This course familiarizes students with basic legal concepts and principles relevant to business administration. Topics include: the Canadian judicial system; contract law; tort law (including negligence, defamation and product liability); forms of carrying on business (including sole proprietorships, partnerships and corporations); agency and employment law; government regulation of business (including consumer protection, privacy and competition law); and intellectual property law. Prerequisites: All 5100-series Required Foundation of Management core courses
NOTE: Neither law students, nor students with a law degree, are permitted to take this course.
The global landscape is rapidly changing, as are the rules by which the international business game is being played by firms and governments. The purpose of this course is to critically examine the strategic choices made by firms and governments in a variety of industry contexts that cut across all spectrums of global competition: high technology and low technology; manufacturing and raw materials; North-North trade and North-South trade; and industries in which governments are heavily involved, and those in which governments role is peripheral. The conceptual framework employed includes key factors such as country advantages, industry structure, organizational and strategic attributes of firms, government policies and historical (corporate and governmental) inertia. Patterns of global competition and outcomes are tested through the application of four models: comparative advantage; oligopolistic competition; regulated competition; and political competition. Prerequisites: SGMT 6000 3.00 or SGMT 5600 1.50 (for MBA/IMBA students) and either ECON 6510 3.00 or IBUS 6410 3.00 taken concurrently IBUS 6490 3.00 International Business Negotiations This course draws on cumulative knowledge of functional areas and international business, introduces current research and thought on the negotiation process, and compels the students to apply their knowledge in simulations of actual negotiations. Both role-playing and written work are assigned to help develop analytic, strategic and negotiating skills in an international context. The course targets two attributes considered essential to successful management today: an ability to manage human resources, and a global perspective. Two Saturday commitments are involved. Prerequisites: ECON 6510 3.00 or IBUS 6410 3.00. For IMBA students: INTL 5200 3.00 or SGMT 5600 1.50 INTL 533X 3.00 Regional Analysis Each region course provides specialized knowledge of the chosen region, as well as perspectives for analysing any region and country within that region. Regions may include: Asia Pacific, Europe, Latin America, South Asia, Southeast Asia, North America (reserved for visa students). Prerequisites: Non-IMBA students require IBUS 6410 3.00 or ECON 6510 3.00. Contact imba@schulich.yorku.ca INTL 54XX 0.00 Business Communication and Culture These language courses are not for credit. They are offered in the Fall and Winter terms at intermediate and/or advanced levels of oral proficiency. Enrolment is limited to ten students. Languages include: English as a Second Language, French, German, Japanese, Mandarin and Spanish. Taught by native speakers, each course exposes students to business practices and the use of language in business contexts in the countries and regions where these languages are spoken. Condition of Admission: Proof of the same level as that of the language course applied to (submitted three weeks prior to course start) i.e. Intermediate High or Advanced Low oral proficiency in the language as tested by an IMBA language instructor. Course fee of $500 per term applies to non IMBA students. Contact imba@schulich.yorku.ca
MGMT 6300 3.00 Case Analysis and Presentation Skills This course is designed to give students the opportunity to practice and develop their analytical thinking and presentation skills. The key objective of the course is to train students to successfully participate in national and international case competitions. A secondary objective is to prepare students to successfully interview for management consulting positions. Second year MBA students who enjoy analyzing cases and delivering presentations are encouraged to take the course. Prerequisites: All 5000-series Required Foundations of Management Core Courses MGMT 6500 3.00 Sustainable Value Creation This course explores the disruptive for-profit pro-poor business models which are emerging in developing countries. It explains the strategic and organizational processes by which new grassroots ventures and spin-offs of large multinational corporations come to recognize unconventional niches and then successfully create new economic and social value in ways that harness and sustain novel sources of competitive advantage. Prerequisites: All 5000-series Required Foundations of Management Core Courses or with permission of instructor MGMT 6700 3.00 Project Management This course covers the strategic, organizational and operational aspects of managing projects. Students learn to manage the technical, behavioural, political and cultural aspects of temporary groups performing unique tasks. Topics covered include: defining deliverables, formulating project strategy, effective group organization and management, dynamically allocating resources, managing without authority, and resolving conflict. Traditional cost and time management techniques are covered using contemporary software packages. Prerequisites: All 5100-series Required Foundations of Management Core Courses
MGMT 6800 3.00 Innovation through Technology and Design Managing innovation, technology and design is key to success. This cross-functional course provides students with understanding and hands-on innovation lab experience applying the latest thinking in technology and design to innovation strategies. Suitable for all students, the course emphasizes the balancing of 21st century management skills of creativity, rigor, and intuition in the end-to-end management of customer experience. MGMT 6810 3.00 Creativity and Innovation: Techniques for A Rapidly Changing World Creativity and innovation are essential leadership skills in this everchanging environment. This applied-learning course arms MBA graduates with the right mix of creativity-enhancing tools and techniques to explore innovation in contemporary business contexts. These techniques include lenses of human understanding, creativity, visual thinking and holistic visioning. Bridging a necessary gap, the outcomes are applied to practical business issues. Prerequisites: All 5100-series Required Foundations of Management Core Courses MGMT 6950 3.00 Aboriginal Economic Development Program This advanced elective affords students the opportunity to experience first hand the culture and the economic development challenges facing our First Nations people. Through an experiential learning format that includes spending time in an Aboriginal Reserve and working with members of the Aboriginal community, students investigate the economic viability of an economic initiative, develop a comprehensive business plan, and finally assist in the implementation of a specific business project. Prerequisites: All 5000-series Required Foundations of Management Core Courses Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
NOTE: The Canadian Executive Services Organization (CESO) Aboriginal Services program begins in January and concludes in late April. Students apply and are selected during the early part of the previous Fall term. Groups of three or four students undertake to investigate the viability of an economic initiative linked to one of the Aboriginal Reserves in Canada. They provide specific recommendations related to the initiative. The project usually involves producing a feasibility study or a business plan, as well as articulating an action plan to implement the recommendations. Normally, the program loosely follows the five phases of a typical MGMT 6100 3.00 Strategy Field Study. However, meetings are more frequent, and the final report is presented to the appropriate members of the Aboriginal community under study. All MBA, IMBA, MPA, PDAM and Joint MBA/JD full-time and parttime students with good interpersonal and communication skills are eligible. Prior experience and work with the Aboriginal community is not necessary. However, a demonstrable appreciation of cultural diversity is an asset. Individual members of groups are selected in order to balance functional expertise and expenses. Students spend seven to ten days at an Aboriginal reserve, living and working with members of the community. Information and application forms can be obtained from the Program Director, N305, Schulich.
MGMT 6960 3.00 Management Consulting This course provides students who are seeking a career in consulting with a thorough understanding of the function of management consulting and of the analytical and diagnostic skills that are required of consultants. This elective consolidates and builds on the concepts introduced in core courses, and applies them in the context of consultancy. The application of concepts and skills to a variety of types and sizes of organizations is highlighted in the course. This is a distinctively experiential course: actual consulting assignments form a major component of it.
NOTE: Enrolment in the course is limited to those who are accepted as York Consulting Group members, to ensure that focus can be maintained, sufficient consulting assignments can be identified, and optimal levels of feedback and supervision can be provided. Students are selected from among the pool of applicants on the basis of: work experience; academic excellence; interpersonal skills; analytical skills and focus on consultancy career path.
MKTG MARKETING
Room N304A Schulich, 416-736-5076, fax 416-736-5762, e-mail mktg@schulich.yorku.ca MKTG 6050 3.00 Marketing Research This course develops a managerial appreciation toward marketing research. The steps of the research process are delineated, starting from recognizing and specifying the informational needs of the decision-maker and definition of the problem, through research design, sample selection, preparation of the instrument, data collection, data reduction, analysis, presentation and follow-up. Integration of the concepts discussed is achieved through considering the broader requirements of a marketing information system. The method of instruction includes cases, discussion of readings and use of computer analysis packages. A major term project is required. Prerequisite: MKTG 5200 3.00 MKTG 6100 3.00 Strategic Market Communications This course offers a focused approach to the formulation and implementation of an integrated communications strategy to meet particular marketing objectives. Topics of interest include advertising, sales, promotion, public relations, and social media communications, and their integration both online and offline. The approach is cutting edge, multidisciplinary, integrative, practical and applied. Teaching approaches include case analysis, discussion, and guest participants. Prerequisite: MKTG 5200 3.00 MKTG 6150 3.00 Consumer Behaviour This course assists students in developing a thorough understanding of the behaviour of both organizational buyers and end consumers. The psychological, sociological, organizational and environmental factors that shape buyer behaviour are reviewed. Throughout the course, the implications for both marketing strategies and tactics are addressed. Prerequisite: MKTG 5200 3.00
MKTG 6155 3.00 Consumer Insight: Qualitative Marketing Research In this course, students learn to conduct, analyze, and evaluate qualitative research in a marketing and management context. The course is centered around a group project focused on product or brand consumption. Through various project phases, students learn project planning, qualitative data collection, analysis, and interpretation, visual methods, videography, netnography, projective methods, and report preparation and presentation skills. Prerequisite: MKTG 5200 3.00 MKTG 6180 1.50 Principles of Direct and Database Marketing This course is an introduction to the practical and theoretical aspects of direct marketing, including measurability and accountability; traditional and new media applications; lists; and database marketing. Special attention is given to understanding direct marketing as an aspect of marketing in general, and to the applications of the direct marketing process to nontraditional profit and not-for-profit sectors. Prerequisite: MKTG 5200 3.00 MKTG 6226 3.00 Social Media for Marketing and Management Social media is changing society, changing the nature of marketing, and changing the way that business is conducted and managed. In this course, students explore the role of social media in the life of the marketer and business manager. It begins with a detailed understanding of the origins, forms, and uses of social media. It expands into an examination and hands-on of the methods for researching and understanding social media. The course then overviews the various uses and forms of social media, ranging web-pages, forums, and blogs to social networking sites. Twitter, wikis and mobile. The course features an applied student project that brings to life the potential and pitfalls of this new marketing and management communications form. Prerequisite: MKTG 5200 3.00 MKTG 6250 3.00 Business Marketing The course explores the management of inter-firm relationships in a supply chain context, encompassing both supplier-manufacturer relationships, and the relationships between manufacturers and channel intermediaries. Students learn to see these relationships as strategic combinations of market competition, power and trust. Topics covered include firm buying behaviour, the design of distribution channels, strategic implications of forward and backward vertical integration, various technology applications in SCM, and franchising. Prerequisite: MKTG 5200 3.00 MKTG 6300 3.00 Service Marketing This course examines the need for marketing in service industries, develops an understanding of the ways in which service marketing differs from product marketing, and improves students understanding of how service characteristics affect the marketing function. Students learn to develop and implement marketing plans for service organizations. Prerequisite: MKTG 5200 3.00
MKTG 6321 3.00 Entertainment Culture and Marketing Using an effective combination of readings, class discussions, real world entertainment marketing cases and guest speakers, this course develops a managerial and socio-cultural perspective on the marketing of entertainment. Attention is focused on analyzing the relationship between the global marketplace and entertainment business decision-making; the determination of entertainment products, services, experiences, prices, channels, and communication strategies for motion pictures, music games, theme parks and online entertainment culture. Prerequisite: MKTG 5200 3.00 MKTG 6325 3.00 Retail Marketing Strategies This course examines retail strategies on a number of fronts including: product selection, service quality, pricing, promotion, e-commerce and consumer loyalty. The course provides students with the knowledge required to assess and develop retail strategy within and beyond the Canadian context. Prerequisite: MKTG 5200 3.00 MKTG 6360 3.00 Marketing Metrics This course focuses on developing the analytical skills required to successfully apply the principles of quantitative analysis to the marketing discipline. Students will learn the most common measurement methods currently being used in the marketing field. Prerequisites: MKTG 5200 3.00, ACTG 5100 3.00 and FINE 5200 3.00 MKTG 6400 3.00 International Marketing This course satisfies two interrelated objectives: to improve the students marketing decision-making ability through the solution of complex multinational marketing problems; and to increase the students sensitivity to different cultural, socioeconomic and legal environments encountered in the international marketplace. The course uses readings, cases and a group project. Prerequisite: MKTG 5200 3.00 MKTG 6440 3.00 New Products This course is designed to answer the question What do I need to know and do in order to develop a successful new product or service? It will provide you with a firm understanding of the steps you need to follow in order to bring a new product or service successfully from an idea to a product that is ready to launch. Prerequisite: MKTG 5200 3.00 MKTG 6480 3.00 Nonprofit Marketing and Resource Development This course examines the relationship between nonprofit organizations and their external constituencies. It includes a critical examination of the application of marketing theory and practice in a nontraditional setting (segmentation, target marketing, positioning, the marketing concept and the marketing mix), as well as specialized topics such as social marketing, volunteer marketing and fundraising. The course would be of interest to those specializing in nonprofit management, as well as marketing majors who wish to expand their knowledge of marketing principles and techniques. Prerequisite: MKTG 5200 3.00
MKTG 6525 3.00 Digital Marketing This course explores ways in which digital marketing tools support overall marketing strategies. The course covers both fundamental strategic challenges as well as tactical tools. Questions include: Which aspects of the business should be delivered online? Effects on communication, pricing, and channel strategy? How do targeting and positioning decisions affect a businesss online presence? Prerequisite: MKTG 5200 3.00 MKTG 6550 3.00 Brand Management This course focuses on the role of products in the marketing mix. In particular, topics explored will include the creation of new products, the deletion of obsolete products and the management of mature products in the firms product line. Systematic models of new product planning are studied to facilitate the integration of new offerings with the existing product line. Instruction includes lectures, case analysis and textbook discussion. Prerequisite: MKTG 5200 3.00 MKTG 6570 3.00 Strategic Professional Selling A highly lucrative and satisfying career path for students is in professional sales. In fact, many organizations require hires to spend time in sales before making the move into another function such as marketing. This is because sales is the only function in a business that is directly responsible for revenue generation, through interacting with the customer. The most successful sales professionals do not really sell anything; rather, they are customer relationship managers, matching the needs of their customers with firm offerings. In this course students will learn frameworks and tools that will help them succeed in professional sales. MKTG 6650 3.00 Strategic Market Planning This course familiarizes the student with the range of decisions involved in planning market strategy for the future, and develops skills in using a variety of analytical frameworks for making such decisions. It is targeted at final-term marketing or strategic management majors. Prerequisites: MKTG 5200 3.00 MKTG 6951 1.50 Strategic Marketing in Asia This course provides an in-depth study of the strategic marketing issues in Asia, mostly focusing on the Greater China area, Japan and South Korea. It focuses on understanding how social, cultural, political, and economic environments affect the formulation, execution and evaluation of marketing strategies in that region. Topics include collaborating with strategic marketing partners, marketing in regulated environments, market entry strategies, brand and image management, distribution partnership, and developing relationship with customers. Prerequisite: MKTG 5200 3.00 MKTG 6952 1.50 Relationship Marketing Management Relationship marketing is an emerging business strategy paradigm that focuses on the systematic development and maintenance of collaborative business relationships both internal and external to the firm. This course explores the conceptual and managerial issues involved in changing a firms perspective from share of the market to share of the customer. Topics include: whether or not relationship marketing really represents a paradigm shift; choosing a partner; the strategic foundations for Relationship Marketing; Relationship Marketing planning, programs and tactics and how firms build and sustain customer relationships. Prerequisite: MKTG 5200 3.00
NMLP NONPROFIT MANAGEMENT AND LEADERSHIP

Room N320 Schulich, 416-736-5092, fax 416-736-5762, e-mail nmlp@schulich.yorku.ca NMLP 6200 3.00 Nonprofit Organizations and Their Environment The subject of this course is management of the nonprofit organization in the context of its political, social, economic, regulatory, policy, legal, cultural and historical environments. The features of the nonprofit organization and the nonprofit sector are examined in both a Canadian and comparative perspective. The course includes an examination of the relationship between the nonprofit sector and the public and business sectors. Prerequisites: All 5100-series Required Foundations of Management Core Courses NMLP 6350 3.00 Social Purpose Business: Alternative Economic Models This course introduces students to social enterprise, co-operative, microfinance and fair trade organizations, all business models that are designed to create or support social change. What ties all of these forms of economic activity together is the fact that (a) they generate sustainable revenues through market-based business models and (b) their ultimate purpose is to create social value and contribute to the public good. Prerequisites: All 5100-series Required Foundations of Management Core Courses NMLP 6500 3.00 Change, Leadership and Complexity in the Nonprofit Sector In this course, students link theory and practice related to managing complex environments that have multiple stakeholders, present difficulties in quantifying outcomes, and are subject to radical changes in financial and organizational structure. The course also examines the leadership of change at both the organizational and sectoral levels. Prerequisites: All 5100-series Required Foundations of Management Core Courses NMLP 6960 3.00 Financial Management and Business Planning in the Nonprofit Sector This course is directed at the student who is planning a career in senior management in a nonprofit sector organization, or the student who wants to learn the necessary skills to serve as a responsible and effective board member of nonprofit organizations. The course focuses on the relationships between the CEO, senior functional managers, the Chief Financial Officer, the external auditor and the Treasurer of the Board in a variety of nonprofit organizations, and enables students to gain skills in the areas of governance, accounting practices, financial operations, planning processes and program/organizational evaluation in nonprofit organizations. Prerequisites: All 5000-series Required Foundations of Management Core Courses
OMIS OPERATIONS MANAGEMENT & INFORMATION SYSTEMS

(Formerly MGTS Management Science) Room S337N Schulich, 416-736-5074, fax 416-736-5762, e-mail omis@schulich.yorku.ca OMIS 6000 3.00 Models and Applications in Operational Research This course provides a survey of selected topics in operational research (OR). Emphasis is placed on the practical application of OR tools rather than on the mathematical properties. Application areas include: financial planning and portfolio selection, production, priority planning and marketing. Topics include linear programming and its applications; programming to achieve a set of goals or targets with applications in finance and production; capital budgeting and project selection; transportation and network models; and portfolio models. Prerequisites: OMIS 5120 1.50 AND OMIS 5210 1.50 or permission of the instructor OMIS 6200 3.00 Quantitative Business Research and Analysis The course seeks to sharpen students analytical skills and improve their understanding of modern analytical methods. It employs a mixture of lectures and cases. The lectures examine quantitative methods with applications in all areas of business. They include topics in model building and forecasting; experimental and sampling design; time series analysis; econometric modeling; and multivariate methods. The cases apply these methods to contemporary real-world problems and issues. They are drawn mainly from the Canadian environment in such diverse areas as: insurance; assessment and valuation of real estate; measurement of television and radio ratings; disposal of credit applications and setting of credit limits; industrial quality control; energy requirements; and population trends. Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50 OMIS 6350 3.00 Advanced Spreadsheet Modelling & Programming for Business This course enables the design, development, and implementation of integrated business analysis systems by combining the extended functionality of spreadsheets with the Visual Basic for Applications (VBA) programming language. The course demonstrates the power of combining the advanced analysis and modelling techniques of spreadsheets and VBA through applications to several practical problems from disparate business functions. Prerequisites: OMIS 5110 1.50 and OMIS 5120 1.50 OMIS 6500 3.00 Global Operations and Information Management Plant location, supplier selection and product and process development are no longer solely national issues. Hence, the first part of this course, we give an overview of global operations, including global supply chain management, network design for global operations and global entry strategies. This deals with how the use of information technology supports the management of global operations. Topics include value chain management, the concept of marketspace, business-to-business e-commerce, enterprise resource planning, and the effect of IT on R&D and collaboration, all in an international context. Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50 or permission of the instructor
OMIS 6560 3.00 Supply Chain Management This course is about how to make decisions that lead to the better design and management of supply chains. This often involves changing the network of relationships between suppliers and customers and other stakeholders as they design, contract, order, plan and coordinate goods and services together. This course covers essential quantitative supply chain management models, supportive information and ecommerce technologies, environmentally and socially responsible practices and customer-supplier relationship management. Prerequisites: OMIS 5110 1.50, OMIS 5120 1.50 and OMIS 5210 1.50 OMIS 6700 3.00 Managing New Technology New technology disrupts old business models but also creates new ones. This course helps managers make better choices about the relative advantages of new technology for both adoption and commercialization of new products and services and the implementation of business process improvement. This includes asking the right questions about the viability of emerging technologies, intellectual property, market potential and organizational and managerial capabilities. Planning and implementing new technology is both a technical and a social learning process for both large and small organizations in a range of industries. Prerequisites: OMIS 5110 1.50, OMIS 5120 1.50 and OMIS 5210 1.50 OMIS 6710 3.00 Management Information Systems This course acquaints students with the management issues, concepts and terminology associated with information systems technology. With its focus on management issues, the course is of interest to students with either a technical or a non-technical background. Issues discussed include telecommunications; networks; multimedia; data models and their relation to organization models; systems development processes; and systems theory. Students will learn to recognize the technical and organizational problems generated by introducing new technology and the long-term organizational implications of these decisions. Prerequisite: OMIS 5110 1.50 OMIS 6720 3.00 Systems Analysis and Design This course helps students develop the skills necessary to carry out the analysis, design, development, implementation and documentation of information systems; learn how to manage and evaluate the process by which information systems are developed; and become familiar with a variety of tools and techniques used in the analysis and design of information systems. Major emphasis is placed on the initial stages of the information systems life cycle, namely analysis and design. Issues such as management information systems planning, requirements analysis, user participation and personal and organizational impacts of information systems are addressed. The course also examines database design, with a special emphasis on relational database theory and application. Special database design techniques, such as EntityRelationship Diagrams and Normalization, are examined in depth. During the course, students are also given the opportunity to gain hands-on experience with specific system design and construction tools. Prerequisite: OMIS 5110 1.50
OMIS 6740 3.00 e-Business Technology In this course, we examine models for e-Business, with an emphasis on architectural and implementation issues of e-Business systems. The objective is to help managers understand the technology of electronic e-Business including what is possible, what is not practical, what the risk factors are, and what is needed to provide quality services. To that end, we will also discuss security, reliability, and the operational requirements for delivering high-quality service. Prerequisite: OMIS 5110 1.50 OMIS 6955 3.00 Service Operations Management This course is about designing and implementing service processes that respond effectively to customer requirements. Service processes involve high customer interaction, information-intensive products and the requirement for real-time responsiveness to a wide variety of customer demands. Designing, implementing and maintaining these processes in a competitive environment requires service-oriented organizations to have a new level of competence. This course concentrates on the problems and opportunities found in large companies in rapidly changing industries such as financial services. Best practice and generic problems in service delivery can be found in many industries, from manufacturing to retailing. Identifying effective strategies as well as specific techniques for process planning and control and project implementation are important in the development of managerial competence in service operations. Prerequisites: OMIS 5120 1.50 and OMIS 5210 1.50
ORGS 6320 3.00 Cross-Cultural Management This course is designed to address the dilemmas and opportunities that managers face in multicultural and international work environments. The purpose of the course is to improve students effectiveness in identifying, understanding, and managing crosscultural situations through increased cultural awareness, improved cross-cultural communication and transition skills, and enhanced knowledge of specific cultures and related business practices. Prerequisite: ORGS 5100 3.00
ORGS 6350 3.00 Managing Change As the environment of many business and nonprofit organizations becomes increasingly complex and unstable, it is imperative that top managers be able to create a climate of flexibility and adaptability in their operations. Organizations must be able to undertake major change without destructive side effects to be truly successful. This course surveys the major methods available to the modern manager for effectively managing the process of change and creating a general climate in which needed changes are sought and welcomed throughout the organization. The course emphasizes case studies and the discussion of alternative change-management models. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6400 3.00 Power and Politics in Organizations This course examines, both conceptually and in a highly experiential ways, the basic dynamics underlying power, conflict and politics in organizations and the implications of the dance between power and powerlessness. Students explore the conditions under which conflict and power dynamics occur and start to identify their personal, managerial and organizational sources of influence and corresponding responsibilities. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6500 3.00 Interpersonal Managerial Skills Research demonstrates that people and their ability to work effectively together are critical success factors for organizations. This course focuses on specific personal and interpersonal skills for organizational (and professional) effectiveness. With an emphasis on experiential exercises, the course helps students develop skills such as communication; time, conflict and stress management; performance management; gaining influence; and self-awareness (including emotional intelligence). Prerequisites: ORGS 5100 3.00 AND MGMT 5150 3.00 ORGS 6550 3.00 Strategic Career Management Strategic Career Management is an elective course providing the knowledge and skills to effectively and strategically manage ones own and others careers. The course includes: 1) a self-assessment component, which provides students with extensive information about their key attributes and preferences; 2) a career development component where this knowledge, together with techniques for assessing opportunities, is translated into a strategic personal career development plan. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students
ORGS ORGANIZATION STUDIES

Room N303A Schulich, 416-736-5096, fax 416-736-5762, e-mail orgs@schulich.yorku.ca ORGS 6020 3.00 Designing Effective Organizations In a world of globalization and volatility, a source of sustainable competitive advantage is an organizations design and human resources. Organizational leaders must do more than move boxes on organization charts. This course provides students with a systematic understanding of organization design principles, including the skills to examine the impact of organizational culture and political system complexity, innovation and technology. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6200 3.00 Managing Human Resources Employees are the most complex and critical of the resources organizations use. This course examines the relationship between the overall management of the organization and human resources management (HRM), and the shared and complementary responsibilities of personnel specialists and other managers in effective HRM. Policies and practices affecting both HRM logistics (recruiting, selection, training) and motivation (performance appraisal, reward systems) are included. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6250 3.00 Labour Relations This course examines union-management relations and collective bargaining. Topics include: union development, growth and structure; management as a bargaining organization; the legal framework for collective bargaining; the bargaining process; conflict and conflict resolution; substantive issues in collective bargaining; contract administration and the grievance procedure; and public sector, white-collar and professional unionism and collective bargaining. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students
ORGS 6560 3.00 Negotiations This course will provide students with insight into their own negotiation style and how to become a more effective negotiator. The course takes an experiential approach to exploring the concepts, theories, and psychology of negotiations. Students will gain knowledge of the different approaches to negotiations and the strategies and tactics unique to each. The course will provide students with opportunity to learn, practice and refine negotiation skills as well as equip them with the skills necessary to negotiate constructive resolution to conflict in the workplace. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6620 3.00 Leading the Diverse Organization This course examines diversity (sexual orientation, gender, race, ethnicity, etc.) at the individual, group, managerial and organizational levels. In order to value, celebrate and manage diversity students engage with each other and the theory in order to reveal and challenge dominant ways of constructing similarities and differences. The course moves from awareness building to critical analysis and finally to action. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6650 3.00 The Art and Science of Leadership This course provides future leaders a multifaceted approach to Leadership. Knowledge and skills are developed via: 1) exposure to current theories/research; 2) knowledge of ones current level of leadership ability via assessment tools; 3) opportunities to practice applying this new knowledge via course activities and projects. Students develop an in-depth plan for their own future development and success as leaders. Prerequisite: ORGS 5100 3.00 or INTL 5220 3.00 for IMBA students ORGS 6720 3.00 Managing Team Dynamics Organizations have moved to flatter, team-based structures. Unfortunately, team dynamics (and ultimately team performance) is often left to chance. This course draws on solid empirical research to help future team managers increase the probability of team success. Participants will draw from their own experiences in discussing team management skills, and will apply them in experiential exercises (no group hugs). Prerequisite: MGMT 5150 3.00 AND ORGS 5100 3.00
PROP 6200 3.00 Development Prototypes This course deals with development, developers and the products that they create. The course provides an understanding of the business of real estate development, insights into the economic, functional, technical and aesthetic factors that shape dominant building forms, and an understanding of the link between demand and product development. Course content spans an understanding of the spatial economy of cities-where economic activity occurs and why-to the interaction between demand and supply in the marketplace, a detailed examination of the products that are shaped by the market forces, and an overview of new prototypes that are emerging to meet emerging demands. The course is delivered through a combination of lectures, case studies, and guest speakers from industry. Prerequisites: All 5000-series Required Foundations of Management Core Courses Corequisites: PROP 6100 3.00 or permission of the instructor PROP 6300 3.00 Principles of Public Private Infrastructure Delivery Infrastructure has been elevated to an international business of increasing scope and scale. This course examines the many moving parts of this business and explores the various models that are being employed to address a variety of infrastructure needs from hospitals and schools to airports, highways, and energy plants. Prerequisites: All 5100-series Required Foundations of Management Core Courses PROP 6600 3.00 Real Estate Portfolio Management This course deals with the spectrum of investment styles, structures and strategies employed in the creation and management of institutional real estate investment portfolios in both the private and public markets. It includes a review of portfolio theory in a real estate context; examination of the concepts of risk, return, and diversification and how they influence portfolio planning decisions; consideration of the advantages and disadvantages of various investment vehicles; and the consequences of international diversification on portfolio performance. Prerequisites: PROP 6100 3.00
PUBL PUBLIC MANAGEMENT

Room N208 Schulich, 416-736-5632, fax 416-736-5643, e-mail yorkmpa@schulich.yorku.ca SCHULICH SCHOOL PUBL 5500 3.00 Public Policy and Public Management
PROP REAL ESTATE AND INFRASTRUCTURE

Room W362P Schulich, 416-736-5967, fax 416-650-8071, e-mail prop@schulich.yorku.ca PROP 6100 3.00 Real Estate Finance and Investment This course provides the requisite quantitative skills for analyzing real estate investments and fosters the development of a critical perspective in financial decision-making. It covers valuation techniques, cash flow modeling, development feasibility analysis, tax considerations, debt and equity financing, risk assessment and also examines strategic and tactical investment considerations. The course uses a prescribed text, case studies, problem sets and group assignments and has a quantitative focus. Use of financial calculators and personal computers is required. Prerequisites: All 5000-series Required Foundations of Management Core Courses Corequisites: PROP 6200 3.00 or permission of the instructor
This course describes the public policy development process and the public sector management environment within which policy is implemented. In view of Canadas highly decentralized federal system of government, particular attention is given to the theory and practice of intergovernmental relations. This course provides the framework within which public policy is assessed and evaluated, and is the first course in the sequence of Required MPA Core Courses. Prerequisites: All 5100-series Required Foundations of Management Core Courses
PUBL 6140 3.00
Business and Government
PUBL 5601 3.00
Systems of Justice
Management of the interface between business and government is examined through analysis of the decision-making processes of business, and government and business together. Issue identification and resolution are stressed. Types of government measures that impact on business are analyzed. Current developments are stressed. PUBL 6150 3.00 Comparative Public Policy
An overview of procedures in the Canadian justice system, with comparisons to other common law justice systems and some civil law systems. The course begins with a study of civil and criminal procedure, and then proceeds to a review of recent issues relevant to justice system procedures. Prerequisite: PUBL 5500 3.00 Cross listed: POLS 5601 3.00 PUBL 5605 3.00 Ethical Politics
Public Policy is a crucial factor in the business environment. This course examines public policy-making and its effects on business from a comparative and international perspective. It introduces major public policy concepts and applies them to key public policies that are of strategic interest to business. The course gives special attention to the increasingly important international and transnational dimension of policy-making in a global context. Prerequisite: All 5100-series Required Foundations of Management Core Courses PUBL 6200 3.00 Canadian Public Law The purpose of this course is to analyze the impact of judicial review on public policy and public administration in Canada. After a review of the current scholarly literature in Canadian constitutional and administrative law (including current human rights issues), the course analyzes the role of judicial decisions in shaping the public policy environment and the norms of public administration. Prerequisite: PUBL 5500 3.00 PUBL 6800 3.00 Program Evaluation
This course examines the philosophical and practical implications of expectations for ethical behaviour among public officials. Several current approaches to political ethics will be considered in relation to four sub-fields of political ethics: democratic accountability, dishonesty, impartiality (including conflict of interest), and the ethics of public policy. The course will explore both the external dimension of ethical behaviour in politics (relations between public servants and the public), and the internal dimension (relations among public servants). Throughout the course, the relevance of insights from ethical theory for the day-to-day problems faced by public servants, legislators and cabinet ministers will be emphasized. Prerequisite: PUBL 5500 3.00 Cross listed: POLS 5605 3.00 PUBL 5650 3.00 Provincial and Municipal Government in Ontario
This course provides students with the fundamental methodological tools necessary to evaluate the effectiveness of government programs, and includes a review of the extensive literature in this area. Students will learn techniques for evaluating assessments, and will learn to develop research designs for formative evaluations, summative evaluations and needs studies. Prerequisite: PUBL 5500 3.00 FACULTY OF LIBERAL ARTS & PROFESSIONAL STUDIES/ FACULTY OF GRADUATE STUDIES POLS 5110 3.00 Judicial Administration in Canada
This course examines the theory and practice of the Ontario provincial system of government, including an overview of the federalprovincial and provincial-municipal arrangements and an examination of the organization of the executive branch and selected ministries and agencies within the Ontario government. Prerequisite: PUBL 5500 3.00 Cross listed: POLS 5650 3.00 PUBL 6155 3.00 Democratic Administration An examination of the problems involved in building systematic empirical theory in political science, with emphasis on the philosophy of social science, the development of analytic frameworks in political science, and the construction and empirical validation of theories in political research. Prerequisite: PUBL 5500 3.00 Cross listed: POLS 6155 3.00
An overview of judicial administration in Canada, beginning with a study of judicial independence, the constitutional parameters of judicial administration, and court administrative structures, and then proceeding to a review of recent issues relevant to judicial review and the debate over the propriety of judicial policy making. Prerequisite: PUBL 5500 3.00 POLS 5175 6.00 Canadian Constitutionalism in Comparative Perspective
SGMT STRATEGIC MANAGEMENT

Room N305A Schulich, 416-736-5087, fax 416-650-8071, e-mail sgmt@schulich.yorku.ca SGMT 6050 3.00 Mergers and Acquisitions We examine motives, techniques and management issues associated with mergers and acquisitions. Through lectures and readings, we explore the people, the concepts and the challenges involved in mergers and acquisitions. Assignments and discussions around real situations expose students to the complexities and the managerial challenges that are unique to acquiring and integrating organizations. Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
This course examines the evolution of the Canadian constitution in comparative context. Particular emphasis will be placed on the institutions and processes of federalism and the interpretation and application of rights under the Charter.
SGMT 6060 3.00 The Art of the Deal This course provides senior Osgoode J.D. and Schulich MBA students with a unique integrative experience and the opportunity to analytically examine the planning and execution of major business transactions. The students learn through their immersion in a unique experience of working closely with law students and with executives and professionals who participated in a specific business transaction. Prerequisite: SGMT 6050 3.00 SGMT 6150 3.00 The Board of Directors and the Governance of Public Corporations The course focuses on the role of management and directors. We discuss the stakeholder and shareholder models to evaluate behaviour and to develop better approaches to decision making. Throughout the course we discuss the values and objectives that should define capital markets and define the public corporation with reference to recent and current experiences. Prerequisites: All 5000-series Required Foundations of Management Core Courses SGMT 6240 3.00 Managing Strategic Alliances and Joint Ventures This course focuses on strategic alliances and joint ventures. It is designed to increase understanding and appreciation of issues related to strategy, technology and organization as they apply to alliances and the challenges they pose in terms of their establishment, structuring, management and evolution. Theoretical perspectives and practical applications are combined in addressing the key strategic, managerial as well as operational issues. Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50 SGMT 6250 3.00 Strategy Execution This course addresses the managerial challenge of executing a firms strategy, by focusing on organizational elements that must be aligned to support a strategy as well as the tremendous difficulty of doing so. These elements include, but are not limited to, organizational structures and control mechanisms that match the given strategy as well as strategic leadership. Students learn and apply theory regarding strategy execution by analyzing implementation and performance in specific firms. Prerequisite: SGMT 6000 3.00 or SGMT 5600 1.50 SGMT 6400 3.00 Strategic Thinking and Action in Turbulent Environments This course addresses strategic thinking and action in turbulent environments. It articulates the key features of these environments, namely uncertainty, complexity and interdependence, and rapid and discontinuous change and innovation. It then equips the students with a specific set of tools and skills required to meet the challenges of turbulence. Among others these include strategic responses to uncertainty, scenario building, intelligent experimentation, real options, analogies, designs for flexibility and more. Students will apply class material through exercises and projects. Corequisite: SGMT 6000 or SGMT 5600 1.50
SGMT 6700 3.00 Strategic Capabilities Development We bridge and extend SGMT 6000 and ORGS 5100, drawing on contemporary theory and practice to further develop the skills and knowledge needed for translating strategy into action. Strategic successes and challenges are viewed as opportunities for building and strengthening long-run dynamic strategic capabilities. Emphasis is placed on experiential and applied approaches. Prerequisite: ORGS 5100 3.00 Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50 SGMT 6720 3.00 The Emergence of Global Management This course examines the strategies and structures of multinational enterprises in a long-term perspective. It shows that companies in earlier time periods faced similar issues as today, including the co-ordination of activities over distance and across cultural and national boundaries. Based on historical cases, the course develops insights for managers in the current global environment. SGMT 6800 3.00 Strategic Management of Technology-Based Firms This course focuses explicitly on the linkages between technology and strategy. Knowledge of strategic management is extended by investigating how strategy is different when technology is the key strategic driving force. Topics discussed include: industry evolution; competitive positioning; appropriate organizational structures and systems; and the culture of technology-based organizations. Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50 SGMT 6850 3.00 Managing Growth in the Global Mining Sector This course examines the complexities of the global mining industry and the management strategies employed to achieve growth and value creation for shareholders while responsibly addressing all stakeholder interests. The course content focuses primarily on current events and transactions in the mining sector but the learnings are equally applicable to all extractive resource industries. Prerequisite: All 5000-series Required Foundations of Management Core Courses SGMT 6960 3.00 Strategic Management of e-Business This course develops skills in identifying and analyzing issues relating to strategically positioning and managing businesses in the new environment of e-commerce. It covers both the processes of strategy formulation inter-relating market offerings, enabling technology and financial management and strategy implementation, adjusting the fit among organization structure, processes and systems for effective execution. Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50 SGMT 6970 3.00 Restructuring and Turnaround Management This course presents an overview of company turnarounds and restructurings with the aim of providing students with sufficient knowledge to appreciate and learn how to approach issues that arise when companies face critical challenges to the viability of their business. To this end, it examines the three pillars of restructuring: 1) turnaround strategy, 2) legal framework, and 3) refinancing. Prerequisite: All 5000-series Required Foundations of Management Core Courses Prerequisite or Corequisite: SGMT 6000 3.00 or SGMT 5600 1.50
Study Abroad
Study Abroad
IN THIS SECTION
STUDY ABROAD
Eligibility Criteria...................................................................80 Study Options........................................................................80 Program Length .....................................................................80 The Academic Program..........................................................80 Application Deadlines ............................................................80 Application Process................................................................80 Fee Schedule..........................................................................80
THE EXCHANGE SCHOOLS

Africa .....................................................................................81 Americas ................................................................................81 Asia/Pacific.............................................................................81 Europe & Middle East ...........................................................82
STUDY ABROAD
Building a career in business requires having the knowledge to think globally and the skills and experience to act globally. A study term abroad can provide these unique educational and practical experiences that will prepare students for management positions in todays global economy. Studying abroad also offers students the opportunity to live in another culture, travel through various regions, develop international networks and gain marketable international experience.

Information on courses offered during Study Abroad terms is available from the International Relations Office (W263K) or online at www.schulich.yorku.ca/goinginternational.
APPLICATION DEADLINES
Information sessions will be provided at both the Keele and Nadal campus prior to the application deadline. Dates and times will be communicated at the start of the term.
ELIGIBILITY CRITERIA
Any student enrolled in the MBA, MPA or IMBA programs may apply for a term of study abroad, including full and part time students. The actual study term abroad is taken on a full time basis. Full time students will normally take advantage of this opportunity in their third semester of the program and they are encouraged to contact the Strategy Field Study office and Associate Director of International Relations early in their program in order to coordinate the completion of SGMT 6000 and MGMT 6100. To be eligible for a term abroad, a student must have: completed at least 24.0 credit-hours of MBA, MPA or IMBA courses, including all 5000-level required courses. This includes accelerated students and credit given for Advanced Standing (see Program Length on pages 17 and 21) attained a cumulative grade point average (GPA) of at least 5.5 (B) on the 24.0 credit-hours of courses mentioned above MBA/JD students are eligible to participate in an exchange through Osgoode only accelerated students wishing to pursue exchange are required to add an extra term to their studies to meet both exchange and residency eligibly requirements
APPLICATION PROCESS
Students who wish to apply to go on a Study Abroad term must submit the following to Schulichs Graduate International Program Coordinator: a Study Abroad online application form, including completed school research and application questions proof of language facility (except for programs taught in English) a personal rsum one passport-size photograph attached to the application form
After all applications have been reviewed, eligible candidates are interviewed by a selection committee.
FEE SCHEDULE
During their term of study at all exchange schools, Schulich students pay regular full-time Schulich tuition fees to York University. As students are registered at an Ontario university during the Study Abroad term, they are still eligible to apply for OSAP support. Some exchange bursaries are available. For more information, please visit the Study Abroad Web site at: www.schulich.yorku.ca/goinginternational
STUDY OPTIONS
full-time study while abroad
PROGRAM LENGTH
one term (the length of a term may vary from school to school) the start and end dates of Study Abroad terms at some exchange partner schools may conflict with certain Schulich degree programs, such as the International MBA and/or convocation deadlines
Study Abroad
THE EXCHANGE SCHOOLS

COUNTRY SCHOOL/CITY Wits Business School, University of Witwatersrand, Johannesburg IDEA, Instituto para el Desarrollo de Empresarios en la Argentina, Buenos Aires IAE Management and Business School, Universidad Austral, Buenos Aires Brazil Canada Chile FGV, Escola de Administrao de Empresas de So Paulo Facult des Sciences de lAdministration de lUniversit Laval, Quebec City PUC, Pontificia Universidad Catlica de Chile, Santiago Universidad Adolfo Ibez, Santiago Mexico Tec de Monterrey (EGADE), Monterrey IPADE Business School, Mexico City ITAM Instituto Techolgico Autnomo de Mexico, Mexico City Uruguay USA Venezuela Universidad ORT, Montevideo Leonard N. Stern School of Business, New York University Instituto de Estudios Superiores de Administracin, Caracas Australian Graduate School of Management, University of New South Wales, Sydney Melbourne Business School The University of Melbourne China China Europe International Business School, Shanghai Guanghua School of Management, Peking University, Beijing School of Management, Fudan University Hong Kong India Chinese University of Hong Kong Indian Institute of Management, Ahmedabad Indian Institute of Management, Bangalore Indian School of Business, Hyderabad Japan IUJ, International University of Japan, Niigata Keio University, Graduate School of Business Administration, Tokyo Philippines Singapore Asian Institute of Management, Manila National University of Singapore Nanyang Business School, Nanyang Technological University South Korea Korea University Business School, Seoul Yonsei University, Seoul Taiwan NCCU, National Chenghi University, Taipei National Sun Yat-Sen University, Taipei National Taiwan University, College of Management Thailand SASIN, Graduate Institute of Business Administration of Chulalongkorn University, Bangkok EXCHANGE TERM/S AVAILABLE* FALL WINTER SUMMER Y Y Y Y Y Y N Y N Y Y Y Y Y Y N N Y Y N N Y Y Y N Y Y Y Y N Y N Y N Y N N Y N N Y N LANGUAGE OF STUDY English Spanish Spanish/English Portuguese/English French Spanish Spanish Spanish/English English/Spanish English/Spanish Spanish English Spanish English
AFRICA AMERICAS
South Africa Argentina
ASIA/PACIFIC Australia
Y Y Y Y Y Y Y N Y Y Y Y Y N Y Y Y Y Y
Y N Y N N N N Y Y Y N Y Y Y Y Y Y Y N
N N N N N Y Y N N N N N N N N N N N Y
English English English English English English English English English Japanese/English English English/Mandarin English English/Korean English/Korean Mandarin/English English English/Chinese English
Study Abroad
COUNTRY EUROPE & MIDDLE EAST Austria Denmark France
SCHOOL/CITY Wirtschaftsuniversitt Wien, Vienna Copenhagen Business School EM Lyon, cole Suprieure de Commerce ESSEC, Business School Paris-Singapore IAE, Aix-en-Provence, Puyricard HEC School of Management
EXCHANGE TERM/S AVAILABLE* FALL WINTER SUMMER Y Y Y Y Y Y Y Y Y Y Y Y Y N Y N N N N N N N N N
LANGUAGE OF STUDY English/German English/Danish French/English French/English French/English French/English German/English English/German
Germany
Universitt Mannheim WHU Otto Beisheim Graduate School of Management, Vallendar
Hungary
CEU, Central European University, Graduate School of Business, Budapest Tel Aviv University, Leon Recanati Graduate School of Business Administration, Tel Aviv Universit Commerciale Luigi Bocconi, Milan RSM Erasmus University (MBA), Rotterdam RSM Erasmus University (MSc), Rotterdam
English
Israel
English/Hebrew
Italy
Italian/English
Netherlands
Y Y Y Y
N Y Y Y
N N N N
English English English English/ Spanish English/Spanish English English English
Norway Spain
Norwegian School of Management, Oslo ESADE, Escuela Superior de Administracin y Direccin de Empresas, Barcelona Instituto de Empresa, Madrid
Y Y N N
Y N Y N
N N N Y
United Kingdom Manchester Business School, University of Manchester University of Edinburgh Management School Warwick Business School, University of Warwick, Coventry
* The Study Abroad term available for each institution varies according to the agreement between Schulich and the partner school. Some exchange term dates may conflict with International MBA requirements or convocation deadlines. Contact the Graduate International Program Coordinator for details. In addition, special arrangements may be necessary to accommodate varying term dates.
Academic Policies and Regulations

IN THIS SECTION
York University Rules, Regulations and Policies..................83 General ......................................................................................83 Assignments .............................................................................83 Papers Satisfying More Than One Course Assignment .............83 Attendance ...............................................................................83 Conduct ...................................................................................84 Student/Instructor ....................................................................84 Complaints...............................................................................84 Course/Instructor Evaluations ..................................................84 Enrolment Status......................................................................84 Examinations............................................................................84 General Information .................................................................85 Alternate Exam Arrangements..................................................85 Deferrals/Aegrotat Standing ......................................................85 Faculty Council ........................................................................85 Rate of Progress ........................................................................85 Personal Documents.................................................................85 Personal Information................................................................86 Schulich Centre for Teaching Excellence .................................86 Student Affairs Committee .......................................................86 Graduation Requirements.......................................................86 Transcripts of Academic Records...........................................86 Academic Honesty ...................................................................86 Schulich School Implementation of the Senate Procedures for Dealing with Suspected Breaches of Academic Honesty................................................86 Introduction .............................................................................86 Senate Policy on Academic Honesty.........................................87 Senate Guidelines on Academic Honesty .................................87 Procedures Governing Breach of Academic Honesty ................89 Order of Faculty or Senate Hearings on Academic Honesty.....93 Grading Grading Policy.........................................................................93 Grading Guidelines for Individual Courses .............................94 Awarding of Grades.................................................................94 Grading and Promotion Standards ..........................................94 Probationary Admittance and Promotion Standards................95 Grade Appeals for Schulich Courses Grounds for Appeal.................................................................95 Procedures for Appeal .............................................................95 Late Grade Reappraisal............................................................95 Appealing the Decision of an Appeals Officer .........................95 Academic Petitions ..................................................................96 Debarment and the Appeal Process Grounds for Appeal.................................................................96 Procedures for Appeal .............................................................96 Order of Appeal within Schulich Student Affairs Committee .....................................96 Other Appeals to the Student Affairs Committee ...............96 Appealing Student Affairs Committee Decisions ................96 Further Appeal at the Executive Committee Level The Appeals Process ...............................................................96 Procedure for Appeal...............................................................96 Determination of Prima Facie Case .........................................97 Order of Appeal within the Schulich Executive Committee................................................97 Schulich Human Participants Research (HPR) Policy .......97 York University Policy .............................................................97 Schulich School of Business Approvals ...................................97 SSB Human Participants Review Committee (HPRC)..............97 SSB Appeals Mechanism .........................................................97
YORK UNIVERSITY RULES, REGULATIONS AND POLICIES

The University lists York University and Senate policies pertaining to academic and administrative matters, as well as student conduct, on the web. See www.yorku.ca/secretariat/policies The Student Code of Conduct is available at www.yorku.ca/scdr
Papers Satisfying More than One Course Assignment

The policy for the submission of one paper to satisfy the course requirements of more than one course is as follows: a) Students must get approval in writing from all the professors concerned in advance of its preparation. b) Professors involved must satisfy themselves that the quality and content of the completed paper meets the requirements of the individual courses. c) Papers with greater scope should be written under the 6900 X.XX arrangements (see Schulich Individual Study 6900-Series on page 60)
GENERAL
Assignments
a) Faxed assignments are not accepted, due to the potential volume of submissions. b) Electronic mail (e-mail) or e-mail attachments is not an acceptable means of submission, unless specifically requested by the instructor because of the nature of the assignment. The volume of printing required on the receiving end is the basis for this prohibition. c) If an assignment is due at a time when it is not possible for a student to be on campus, the student should: at the earliest possible time, notify the instructor of this fact, and where possible, make alternate arrangements that are mutually agreeable for submission, and as a default option, use conventional mail, making sure that the envelope containing the assignment is date-stamped, with e-mail notification to the instructor that this action has been taken
Attendance
Attendance is expected at all graduate classes. Failure to attend ANY of the class meetings during the first two weeks of class without making specific prior arrangements with the instructor in this regard is sufficient grounds for a student to be administratively de-enrolled from the class in question. The basis for this regulation is 1) to assure the full usefulness of all class sessions and 2) to assure that any open spaces are made available early enough for other interested students. If students stop attending a course during the term, they must officially drop the course through the online enrolment and registration system. Non-attendance is not equivalent to withdrawal. If a student does not formally withdraw from a course, failure to attend will result in a grade of F.
Conduct
Student/Instructor Students and instructors are expected to maintain a professional relationship characterized by courtesy and mutual respect and to refrain from actions disruptive to such a relationship. Moreover, it is the responsibility of the instructor to maintain an appropriate academic atmosphere in the classroom and the responsibility of the student to cooperate in that endeavour. Further, the instructor is the best person to decide, in the first instance, whether such an atmosphere is present in the class. A statement of the policy and procedures regarding disruptive and/or harassing behaviour by students is available from the Schulich School Deans Office, the Office of the Vice-President, Campus Relations and from Schulichs Division of Student Services and International Relations. Complaints Members of the University who wish to register complaints or comments about the conduct of persons at the University may obtain advice and guidance from the following: The Director of Student Services, in the Division of Student Services & International Relations, who is the Complaint Officer for the Schulich School of Business. The Hearing Officer for Schulich is the Associate Dean Academic. The Office of Student Conduct and Dispute Resolution is responsible for administering the Universitys non-academic code of behavioral conduct for students and student governments. The Office provides direction, leadership and guidance to the University community in matters of policy interpretation regarding student non-academic conduct. (see page 109 for more info)
Forced Withdrawal for Failure to Maintain Continuous Registration a) Students who take off more than one term, whether the additional term be Fall, Winter or Summer, will automatically be withdrawn from their degree or certificate program at the Schulich School for non-continuous registration. Such students will be unable to return to their degree or certificate program at the Schulich School unless a formal petition to reapply to study at Schulich is submitted to the Assistant Director, Admissions. b) Students wishing to be considered for re-admission to their program must apply as one normally would for admission to the program in question. Such applications will be considered on the same basis as all other applications. Re-entry to the Schulich School is in no way guaranteed. No Advanced Standing will be given for 6000-series courses previously completed. Voluntary Withdrawal a) Students requesting to withdraw from their degree program during the current term are subject to all related academic deadlines. b) Students who voluntarily withdraw from their degree or certificate program are subject to the same readmission regulations described in part b of Forced Withdrawal for Failure to Maintain Continuous Registration above. c) Students wishing to withdraw voluntarily from their degree or certificate program at the Schulich School should submit a letter to this effect to the Director, Student Services, Room W262, Schulich.
Examinations
NOTE: Within 24 hours of missing a final examination, students must
Course/Instructor Evaluations
At the end of each term, students are asked to fill out evaluations of each of their instructors. These questionnaires rate instructors based on a variety of criteria. The tabulated results are available in the Peter F Bronfman Library. .
contact the Director of Student Services, at 416-736-2100, ext. 77971.
The Schulich School of Business takes measures to ensure an appropriate examination environment and to preclude improper behaviour during Exam. General guidelines for conduct at Exam include the following: students may be asked to sign in for Exam and have photo ID available student will receive and must respect clear direction about starting and stopping Exam students must place all personal belongings aside during Exam students are required to bring their own calculators or other resources (where permitted). Sharing is not permitted students should plan NOT to leave the room during the exam for any reason unless absolutely necessary cheating is a serious breach of academic honesty and if identified, the matter forwarded immediately to the Associate Dean Academic for action If cheating is identified, the matter will be documented (written up) by the invigilator or instructor and forwarded immediately to the Associate Dean Academic for action. Possible penalties are indicated in the student handbook section on academic honesty.
Enrolment Status
Continuous Enrolment and Leave of Absence a) To remain in good standing, students must not take off more than one term (including the Summer Term) between terms in which courses are completed. b) Requests for a Leave of Absence for an additional term will be granted automatically. Extensions for more than one additional term will be granted only in rare and unforeseen circumstances and only by petition to the Schulich Student Affairs Committee. c) The leave of absence fee (see page 9) will be assessed for each term of absence beyond the first. Leaves of absence are not granted retroactively.
NOTE: Any approved Leave of Absence extends a students time available to complete a Schulich degree program. The length of the extension is equal to the number of terms for which the Leave of Absence is approved.
GENERAL INFORMATION a) Exam schedules appear online on the Schulich Web site. b) No supplemental examinations are given in the Schulich School of Business. c) Examination booklets/answer sheets become the property of the teaching unit and are retained for the full Fall or Winter term immediately following the term in question. d) Students are required to present their YU-card at all final examinations. e) No unauthorized aids may be taken into the examination room. f) Students who have three exams scheduled on one day may request changes through the Schulich Office of the Associate Dean Academic. g) No examinations of any kind may be given during the last two weeks of classes. ALTERNATE EXAM ARRANGEMENTS Students who require alternate exam/test arrangements must register with Yorks Disability Services office well in advance of Exam/tests in order to be eligible. Requests for alternate exam/tests arrangements must be made online at least 15 days prior to the test of exam. Details on how to make arrangements are available at www.yorku.ca/altexams. In an emergency, please contact Student Services & International Relations at Schulich. RELIGIOUS EXAM ACCOMMODATIONS Every effort is made to avoid scheduling in-class or formal examinations on days of special religious significance throughout the year. Students who, because of religious commitment cannot write a formally scheduled examination (December and April examination periods) on the date scheduled, should contact the course instructor no later than three weeks prior to the start of the examination period to arrange an alternative examination date. An Examination Accommodation form is available in Schulich Student Services (W262). Students are required to pickup the form from Student Services, fill out the form, obtain the professors signature and return a copy of the signed form to Student Services and a copy to the professor. Students, who because of religious commitment cannot meet academic obligations, other than formally scheduled examinations (December and April examination period), on certain holy days are responsible for giving their instructor reasonable notice (not less than 14 days), of each conflict. DEFERRALS/AEGROTAT STANDING Students may be eligible for examination deferrals or aegrotat standing on the grounds of sickness, accidents or family misfortune. Examination deferrals allow students additional time during which studies may be completed and a grade earned. Deferrals are based upon adequate proof of sickness, accident, family misfortune or such other factors as may be deemed appropriate. Aegrotat standing excuses students from completing the required work for their studies, and aegrotat standing is entered on transcripts instead of a grade. It is based on adequate proof of sickness, accident or family misfortune and in addition, upon the students having done satisfactory work up to that date. Ordinarily, a student facing hardship will request a deferred exam from the instructor. If denied, the student may petition the Schulich Student Affairs Committee, giving reasons and supporting documents why a deferral is necessary. Aegrotat standing is usually reserved for the last term of the program, just before graduation. The normal procedure is to consult the instructor involved. Where the request is denied, the student can make a submission to the Schulich Student Affairs Committee.
Faculty Council
The Schulich Faculty Council is the academic policy-making body for the School. It approves all academic policies and regulations under which the School operates. Voting members include representatives of the Schulich student body.
Rate of Progress
MBA and MPA students are required to complete 60 credit-hours of coursework, the equivalent of two years of full-time study. Normally, the courses are completed within four terms by full-time students and between 10 and 12 terms by part-time students. Courses are offered in three 12-week teaching terms throughout the year. It is possible for students to complete the MBA and MPA programs in as little as 16 months on a full-time basis, or slightly over three years on a part-time basis. The maximum time limits are six terms for full-time students and 18 terms for part-time students. The length of time available for a student to complete all requirements of the MBA and MPA degrees is shown in the following table. Time is dependent on the students status as a full-time or part-time student as well as the number of credit-hours of Advanced Standing obtained prior to entering the program.
NOTE: Rate of progress regulations described in this section do not apply to IMBA students, who must complete their program on a fulltime basis over 20 months. Post-MBA diploma students must complete their program outlined as on page 34. NUMBER OF CREDIT-HOURS OF ADVANCED STANDING Less than 12 FULL-TIME PROGRESSION 6 consecutive terms (i.e. 24 months) 5 consecutive terms (i.e. 20 months) 4 consecutive terms (i.e. 16 months) PART-TIME PROGRESSION 18 consecutive terms (i.e. 72 months) 15 consecutive terms (i.e. 60 months) 12 consecutive terms (i.e. 48 months)
12 to 21
More than 21
For students transferring from full-time to part-time (or vice-versa), each full-time term counts as four part-time terms. Students can calculate the maximum number of full-time and part-time terms available to them from the following formulae, where F is the total number of full-time terms and P is the total of part-time terms: a) For students with 0-11 credit-hours of Advanced Standing: 4F + P < 18 b) For students with 12-21 credit-hours of Advanced Standing: 4F + P < 15 c) For students with 22 or more credit-hours of Advanced Standing: 4F + P < 12 A full-time term is defined as a term during which the student completes 9.0 or more credit-hours of courses. A part-time term is defined as a term during which the student completes less than 9.0 credit-hours of courses. Completing a course is defined as registering for and obtaining a grade for that course. Students who do not meet these requirements will not be eligible to continue in the program.
Personal Documents
All documents, whether originals, reproductions or translations submitted in support of applications or any petitions to any office of the University, become the property of the University. Documents such as birth and marriage certificates, citizenship papers and certain types of educational certificates will be returned to the applicants or students. Copies of transcripts in a students file will not be issued to the student.
Personal Information
Generally, student information is restricted and available only to the student concerned, to those clearly designated by the student, and to appropriate academic and administrative staff of the University. Aside from name, activity status, graduation status and degrees/diplomas/certificates awarded for Senate-recognized programs of study, no student information is normally released to any person or agency outside the University. Data from the University records is released to Statistics Canada and to the Ontario Ministry of Education and Training for the compilation of aggregate reports. In all such cases, unique identifying information is withheld.
TRANSCRIPTS OF ACADEMIC RECORDS

Transcripts may be ordered from the Registrars Office, provided the student is in good financial standing with the University (see Outstanding University Debts). Students should visit the Registrars Office Web site at www.yorku.ca/yorkweb/currentstudents/mystudentrecords for ordering options and required information.
ACADEMIC HONESTY
It is the responsibility of all members of the Schulich community to be familiar with the Schulich School of Business Policy on Academic Honesty which is available below and at www.schulich.yorku.ca/academichonesty
Schulich Centre for Teaching Excellence

The Schulich Centre for Teaching Excellence was created over 15 years ago as a resource centre to ensure excellence in teaching and learning at Schulich. More specifically, key activities include training and coaching for both new faculty and more experienced faculty, ongoing workshops, a Just In Time (JIT) classroom feedback process and teaching excellence awards run jointly with the GBC, a library of resources including the SCTE Web site, end of term feedback meetings with all section student reps, teaching grants and as well as other specific initiatives internally and externally in any given year. For more information on the Centre for Teaching Excellence, see Classroom Based Academic Concerns on page 14, or e-mail scte@schulich.yorku.ca, Room N308, SSB.
SCHULICH SCHOOL IMPLEMENTATION OF THE SENATE PROCEDURES FOR DEALING WITH SUSPECTED BREACHES OF ACADEMIC HONESTY
Introduction
On April 28, 2005, the Senate of York University approved the revised Senate Policy, Guidelines and Procedures on Academic Honesty. The Schulich School, like the rest of the University, is governed by the Senate Policy, Guidelines and Procedures on Academic Honesty, which defines York Universitys commitment to academic honesty [Section 1], identifies what constitutes an offence against standards of academic honesty, provides the range of penalties that may be invoked, and identifies factors that should be taken into consideration when penalties are set [Section 2]. The Senate Procedures Governing Breach of Academic Honesty defines the purpose, jurisdiction, and the standards of procedures governing the investigation, exploratory meeting and formal hearing for the resolution of cases of potential or alleged violations of the Senate Policy on Academic Honesty [Section 3]. The order of Faculty or Senate Hearings on Academic Honesty is set out in Section 4. Schulich School of Business has established the following complementary procedures specific to the investigation and resolution of alleged violations of the Senate Policy on Academic Honesty involving students in Schulich-based degree program courses at graduate and undergraduate levels (with the exception of the courses in the joint EMBA program, which are governed by a separate procedures unique to the joint program). It should be noted that no penalty for academic dishonesty in Schulich-based courses may be imposed until it has been either ratified or set by the Schulich Student Affairs Committee. The procedures outlined below are consistent with those specified in the Senate Policy, Guidelines and Procedures on Academic Honesty, available on line at: www.yorku.ca/ secretariat/ policies/document.php?document=69
Student Affairs Committee

The Schulich Student Affairs Committee is constantly reviewing the Schools policy with regards to the regulations that deal with academic conduct. Individual students must petition to this committee if they wish to be exempted from any Schulich regulation. Appeals for changes in grades are handled by the Associate Dean Academic. For more information, see Grade Appeals for Schulich Courses on page 95.
To graduate, a student must achieve an overall grade point average (GPA) of at least 4.4 (B-), excluding failures. The GPA will be based on the elective courses with the highest passing grade (where surplus elective courses exist), and on the highest grade received in each of the MBA Required Foundations of Management Core Courses, and, where applicable, in Additional Required IMBA or MPA Core Courses. For specific requirements in Schulich graduate-level programs, see Graduation Requirements in the following: Master of Business Administration (MBA) (see page 17) Joint MBA/JD (see page 29) International Master of Business Administration (IMBA) (see page 21) Master of Public Administration (MPA) (see page 24) Post-MBA Diploma in Advanced Management (see page 34) Financial Engineering Diploma (Stand Alone) (see page 35)
1. Senate Policy on Academic Honesty

The Policy on Academic Honesty is an affirmation and clarification for members of the University of the general obligation to maintain the highest standards of academic honesty. As a clear sense of academic honesty and responsibility is fundamental to good scholarship, the policy recognizes the general responsibility of all faculty members to foster acceptable standards of academic conduct and of the student to be mindful of and abide by such standards. Academic honesty requires that persons do not falsely claim credit for the ideas, writing or other intellectual property of others, either by presenting such works as their own or through impersonation. Similarly, academic honesty requires that persons do not cheat (attempt to gain an improper advantage in an academic evaluation), nor attempt or actually alter, suppress, falsify or fabricate any research data or results, official academic record, application or document. Suspected breaches of academic honesty will be investigated and charges shall be laid if reasonable and probable grounds exist. A student who is charged with a breach of academic honesty shall be presumed innocent until, based upon clear and compelling evidence, a committee determines the student has violated the academic honesty standards of the university. A finding of academic misconduct will lead to the range of penalties described in the guidelines which accompany this policy. In some cases the University regulations on non-academic discipline may apply. A lack of familiarity with the Senate Policy and Guidelines on Academic Honesty on the part of a student does not constitute a defence against their application. Some academic offences constitute offences under the Criminal Code of Canada; a student charged under University regulations may also be subject to criminal charges. Charges may also be laid against York University students for matters which arise at other educational institutions.
2.1.2
Submitting work prepared in whole or in part by another person and representing that work as ones own; Offering for sale essays or other assignments, in whole or in part, with the expectation that these works will be submitted by a student for appraisal; Preparing work in whole or in part, with the expectation that this work will be submitted by a student for appraisal. Impersonation is to have someone impersonate ones self in class, in a test, examination or interview, or in connection with any other type of assignment or placement associated with a course or academic program. Both the impersonator and the individual impersonated may be charged. Plagiarism is the misappropriation of the work of another by representing another persons ideas, writing or other intellectual property as ones own. This includes the presentation of all or part of another persons work as something one has written, paraphrasing anothers writing without proper acknowledgement, or representing anothers artistic or technical work or creation as ones own. Any use of the work of others, whether published, unpublished or posted electronically, attributed or anonymous, must include proper acknowledgement. Improper research practices. Academic research includes the collection, analysis, interpretation and publication of information or data obtained in the scientific laboratory or in the field. Forms of improper research practices include: Dishonest reporting of investigative results, either through fabrication or falsification; Taking or using the research results of others without permission or due acknowledgement; Misrepresentation or selective reporting of research results or the methods used.
2.1.5
2.1.3
2.1.4
2. Senate Guidelines on Academic Honesty

2.1
Summary of Offences Against the Standards of Academic Honesty The following summary of offences is not exhaustive, nor are the definitions provided for each offence confined to the examples cited.
2.1.1
Cheating is the attempt to gain an improper advantage in an academic evaluation. Forms of cheating include: Obtaining a copy of an examination before it is officially available or learning an examination question before it is officially available; Copying another persons answer to an examination question; Consulting an unauthorized source during an examination; Obtaining assistance by means of documentary, electronic or other aids which are not approved by the instructor; Changing a score or a record of an examination result; Submitting the work one has done for one class or project to a second class, or as a second project, without the prior informed consent of the relevant instructors; Submitting work prepared in collaboration with another or other member(s) of a class, when collaborative work on a project has not been authorized by the instructor;
2.1.6
Dishonesty in publication. It is a violation of academic honesty to knowingly publish information that will mislead or deceive readers. This includes the falsification or fabrication of data or information, as well as the failure to give credit to collaborators as joint authors or the listing as authors of others who have not contributed to the work. Plagiarism is also considered a form of dishonesty in publication. Dissemination of information without permission. Information or experimental data that was collected with a member of faculty or another student, and other works that involved the participation of a faculty member or another student, should not be submitted for publication or otherwise disseminated without their permission.
2.1.7
Abuse of confidentiality. Taking or releasing the ideas or data of others that were given with the expectation that they are confidential is inappropriate. This includes the ideas or data obtained via the evaluation of confidential grant proposals, award applications or manuscripts that will be or may have been submitted for possible funding or publication. Unless one is authorized to do so, it is improper to obtain a password assigned to another or to copy or modify a data file or program belonging to someone else. Proper authorization means being granted permission either by the owner or originator of that material, or by an appropriate faculty member or administrator. Falsification or unauthorized modification of an academic document/record. It is a breach of academic honesty to falsify, fabricate or in any way modify, either through omission or commission, an application to the University or a program, course student examination or test, transcript, grade, letter of recommendation or related document, a degree, a physicians letter/form or any other document used in support of an academic application, record, petition/appeal or endeavor. Obstruction of the academic activities of another. It is a violation of academic honesty to interfere with the scholarly activities of another in order to harass or gain unfair academic advantage. This includes interference or tampering with experimental data, with a human or animal subject, with a written or other creation (e.g., a painting, sculpture or film), with a chemical used for scientific study, or with any other object of study. Aiding and abetting. Encouraging, enabling or causing others to do or attempt any of the above.
2.2.8
Notation on transcript. Notation on transcript can be a separate penalty or it can be added to any other penalty. Transcript notation shall always be included in cases of suspension, withholding or rescinding a York degree, diploma or certificate and expulsion from the University. Transcript notation can be for a limited period, at the end of which the notation will be removed from the students transcript. When no period is specified for a transcript notation, a student may petition to the Faculty Petitions Committee to have the notation removed after a period of five years from the date at which the notation was entered, with the exception of notation of expulsion from the University. Suspension from the University for a definite period, not to exceed 5 years, with transcript notation. Suspension is defined as a penalty of a variable but limited period during which the student may not register in the University, imposed for serious academic offences such as plagiarism and cheating. A student who is otherwise eligible to graduate, but is suspended, may not graduate until the suspension expires or is lifted. This penalty may be awarded only by a Faculty-level committee which is recognized by a Faculty Council as the responsible body to assign this penalty. Expulsion from the University with transcript notation. Expulsion is defined as permanently terminating a persons right to continue as a student in the University. This penalty may be awarded only by a Faculty-level committee which is recognized by a Faculty Council as the responsible body to assign this penalty. Withholding or rescinding a York degree, diploma or certificate with transcript notation. When a Faculty decides to rescind a degree, diploma or certificate, the decision, with supporting documentation, must be forwarded to the Senate Appeals Committee for approval on behalf of Senate.
2.1.8
2.2.9
2.1.9
2.2.10
2.1.10
2.2.11
2.2
Summary of Penalties for Academic Misconduct When verified, violations of academic honesty may lead to the following range of penalties, which may be imposed singularly or in combination for any offence. The following penalties are listed in ascending order of severity. 2.2.1 Written disciplinary warning or reprimand. 2.2.2 Required completion of an academic honesty assignment. 2.2.3 Make-up assignment, examination or rewriting a work, subject to a lowered grade. 2.2.4 Lower grade on the assignment, examination or work. 2.2.5 Lower grade in the course. 2.2.6 Failure in the course.
2.2.7
2.3
Factors Considered When Imposing Academic Penalties The circumstances surrounding each case of academic misconduct may vary to a significant degree. The penalty imposed should reflect, reasonably, these circumstances. These guidelines are not intended to restrict the authority or flexibility of Faculty committees in imposing the penalties contained in this Policy. In each case, Faculties shall exercise their discretion, taking into consideration the relevant factors, as outlined below. For the benefit of students, however, Faculties shall provide an explanation in their written decision of the major reason(s) the penalty imposed was deemed warranted. Important factors to be considered by committees in imposing penalties or reviewing penalty recommendations are:
2.3.1
Permanent grade of record. The grade assigned shall remain as the one grade of record for the course, even if the course is repeated. This penalty can be added to any other penalty, but shall always be attached to the penalty of failure in the course.
Extent of violation: The actions which constitute specific offences of academic honesty (i.e., plagiarism, cheating) vary in terms of severity. Some instances of academic dishonesty constitute only minor infractions while others represent the most extreme form of violation. Penalties should correspond to the nature of the offence. Penalties may be imposed singularly or in combination for any offence.
2.3.2
Basic considerations include: The level of the students academic experience; Extenuating circumstances may help explain the action taken by a student, and due weight should be attached to those circumstances; If the student admits guilt, accepts responsibility for their action, and is amenable to educative remedies, committees may find it justified to levy a less severe penalty.
3.3
Investigating Potential Academic Misconduct If a person (or persons) suspect(s) a breach of academic honesty:
3.3.1
2.3.3
Prior/multiple incidents: If the offence is a second (or subsequent) one for the student and/or is in combination with another offence, then a more severe penalty should be considered.
on assignments, term papers, essays, theses and dissertations, etc., the matter shall be reported to the concerned course instructor1, or graduate supervisor. For courses, if the evaluator is not the course instructor, the evaluator shall retain possession of the suspect material and provide a written report, together with the confiscated material, to the course instructor; on non-course work, the person discovering the potential breach of academic honesty, shall retain possession of the suspect material and provide a written report, together with any confiscated material to the Schulich School Associate Dean Academic (hereinafter referred to as the Schulich ADA); in an examination, the invigilator, who is normally the course instructor, in cases of suspected impersonation, shall ask the student concerned to remain after the examination and shall request appropriate University identification or shall otherwise attempt to identify the student. In other cases of suspected breach of academic honesty the invigilator shall confiscate any suspect material. In all cases, the student will be allowed to complete the examination. The invigilator, if other than the course instructor, shall give a full report, together with any confiscated material, to the course instructor (See the Senate Policy on Invigilation of Examinations for further information); for research not conducted as part of a course, major research papers/projects, comprehensive examinations, theses and dissertations, person(s) suspecting potential academic dishonesty shall report the matter to the Schulich ADA.
3.3.2
3. Procedures Governing Breach of Academic Honesty

Note: The Schulich School Petitions and Appeals Officer. The person to whom questions about the academic honesty policy, guidelines and procedures should normally be addressed is the Petitions and Appeals Officer (hereinafter referred to as the PAO), who is part of the Schulich Division of Student Services and International Relations. The PAO provides procedural advice to all parties (students, faculty, staff) and maintains records of meetings and decisions reached for all cases in which the dishonesty charge reaches at least the Exploratory Meeting phase (see Section 3.5 below). The PAO is present at the Exploratory Meeting and also provides administrative support to the Students Affairs Committee, its panels, and subcommittees.
3.1 3.3.3
Purpose The following procedures are provided for the investigation and resolution of cases of alleged violations of the Senate Policy on Academic Honesty involving students in Schulichbased degree program courses at graduate and undergraduate levels (with the exception of the courses in the joint EMBA program, which are governed by separate procedures unique to the joint program). In these procedures, the term student includes a York graduate or undergraduate student, a York graduate, a former York student, or a student who is applying to take, is taking or has taken a York course.
3.3.4
3.4
Initiating an Investigation of Potential Academic Misconduct

3.4.1
3.2
Jurisdiction
3.2.1
Allegations of a breach of academic honesty by a student in a course offered by the Schulich School shall be dealt with by the Schulich School. In cases where the course is in other than the students home Faculty, then the students home Faculty (or Faculties) shall have observer status at a hearing and may make submission as to penalty. For students in joint programs or where allegations arise in more than one Faculty, the Faculties can agree on which Faculty will have jurisdiction over the proceedings. All allegations of breaches of academic honesty other than those in course work shall be communicated by the administrator, committee or other person with direct knowledge (faculty, staff, clinical supervisor, etc.,) to the students home Faculty. Should a matter arise for which there appears to be no clear Faculty jurisdiction, the Senate Appeals Committee shall determine which Faculty shall have carriage of the matter. Appeals of decisions of a Faculty committee are considered by the Senate Appeals Committee.
When the course instructor having or sharing responsibility for a students research, examination, or dissertation preparation, becomes aware of a possible violation of academic honesty, it is the responsibility of the course instructor to initiate an investigation of the matter. It is the responsibility of the course instructor to collect or assist in the collection of the necessary information, to participate in the exploratory meeting and to be prepared to act as a witness at any committee hearing of the matter. The expectation is that the course instructor will determine only whether there was sufficient foundation to ask for an exploratory meeting, (described in Section 3.5). That answer may be yes or [as reflected in 3.4.2 iv, below], no. During the initial investigation, the course instructor is expected to: i. gather and retain all documents that are material to the concern. These documents include, but are not limited to, the student paper(s) or exam(s) in question and source documents that are the apparent source of the impropriety;
3.4.2
3.2.2
3.2.3
3.2.4
ii. interview teaching assistants, graders, and/or examination invigilators who may have knowledge of what occurred; prepare written summaries of the resulting information where it appears to be relevant to the case; iii. invite the student(s) involved to meet with him/her to respond to the concerns that have been raised. The purpose of such a meeting is to determine whether there is an acceptable explanation for the evidence initially in hand. iv. If a course instructor is satisfied, based on evidence collected and discussion with the student(s), that there is an acceptable explanation for the evidence at hand, no further action need be taken and no records are retained. v. However, if the course instructor is not satisfied that there is an acceptable explanation for the initial concerns, the course instructor shall notify the PAO of the potential infraction, leading to the steps identified in 3.4.3, below. vi. If the student(s) do not respond to the request for a timely meeting or if the student(s) do not provide what the course instructor judges to be an acceptable explanation, notice of a potential breach of academic honesty shall be sent to the PAO. (Note that no formal joint submission from student and course instructor can be struck prior to an Exploratory Meeting being held.)
3.4.3 3.5
3.4.6
Carriage of a case by the Associate Dean Academic (ADA). When an apparent breach of academic honesty is not tied to a students enrolment in a specific course (examples of such infractions include falsification of an academic record, improper research practices, obstruction of others academic activities), the ADA or his/her designate will take carriage of the investigation and the exploratory meeting stages of the process. The ADA shall have the capacity to conduct an initial investigation parallel to that conducted by course instructors in course-related allegations, including inviting the student[s] involved to provide an explanation for the apparent problems. The ADA may also take carriage of any alleged breach of academic honesty if circumstances in his/her judgment warrant such a role. The ADA or designate may follow all three stages (investigation, exploratory meeting and formal hearing) or proceed directly with submission of a charge to the Schulich Student Affairs Committee and request a formal hearing of the matter.
Exploratory Meeting
3.5.1
Once notified of a potential breach of academic honesty, the PAO shall post a block on the students enrolment activity in the course. The student may not drop or be deregistered from the course for any reason, nor withdraw from the University, nor may transcripts be released to the student until a final decision is reached. A request by a student for a transcript to be sent to another institution or to a potential employer will be processed, but, if the student is found guilty of a breach of academic honesty, the recipients of the transcript will be provided automatically with an updated transcript. If the investigation relates to work already presented for evaluation but not yet evaluated, the course instructor may elect to defer the evaluation of the work until after the matter has been dealt with. Normally, any evaluation of a work which relates to a charge will not be entered into the students record until after the matter is concluded. If the course instructor or person designated by Schulich School policy decides to proceed with a formal complaint alleging a breach of academic honesty, the complaint shall be submitted in writing to the PAO as soon as is reasonably possible. The complaint shall contain a full, but concise, statement of the facts as perceived by the complainant and be accompanied by all available supporting evidence.
3.4.4
When a complaint is received by the PAO, an exploratory meeting shall be arranged to determine whether or not there are reasonable and probable grounds to proceed with a charge of breach of academic honesty. The exploratory meeting is provided to allow the course instructor and the student(s) involved to determine, with the PAO present, whether they can agree on whether an infraction has occurred and (in the case where they agree that it has) whether they can agree to jointly recommend a specific penalty. At least seven calendar days written notice of the meeting and a brief description of the reason for the meeting shall be provided to the student. At this meeting, convened and chaired by the PAO, the student may be accompanied by a representative and the course instructor may have another person present. The meeting is organized by the PAO, who will make reasonable attempts to accommodate the schedules of the concerned parties. Should the student fail to appear at the scheduled exploratory meeting and if, in the judgment of the PAO, the student has been given appropriate notice of this meeting, the meeting may proceed without the student present. The exploratory meeting will result in one of the following: i. It is agreed by all parties that no breach of academic honesty occurred. No records of the matter shall be retained and the flag on the student file is removed.
3.5.2
3.4.5
ii. If the student wishes to admit to a breach of academic honesty, a document signed by the student and the course instructor which includes the admission, a summary of the matter and a joint submission as to penalty shall be forwarded to the Schulich Student Affairs Committee. The agreed-upon penalty shall not exceed failure in the course. A designated subcommittee of the Student Affairs Committee shall review such joint submissions and either confirm them or refer them to a formal hearing. It is during the review of the Student Affairs subcommittee that the consideration of past offenses is to be considered to determine whether a more severe penalty is appropriate. Normally, the Student Affairs subcommittee receiving such a joint submission will impose the penalty suggested, but if the subcommittee is of the view that some other penalty would be more appropriate, it shall arrange for a formal hearing of the matter, to which the student will be invited and course instructor may be required to attend. In cases where the subcommittee determines that a formal hearing should be held, it will provide a report including the reasons for its decision to the student[s] accused, the ADA, and the panel hearing the case prior to the formal hearing. iii. If the student wishes to admit to a breach of academic honesty but no agreement is reached on recommended penalty, a document signed by the student and the course instructor, which includes the admission, a summary of the matter and individual submissions by the student and course instructor as to penalty shall be forwarded to the Student Affairs Committee, which shall arrange a formal hearing of the matter, to which the student will be invited and course instructor may be required to attend, as specified in Section 3.6. iv. If the student elects not to attend the exploratory meeting, and if those present find sufficient grounds to proceed with a charge of breach of academic honesty, a summary of the matter shall be forwarded to the Student Affairs Committee, which shall arrange a formal hearing of the matter, to which the student will be invited and the course instructor may be required to attend. v. If it is decided that sufficient grounds exist to proceed with a formal charge of academic misconduct and the student does not admit to this alleged breach of academic honesty, a formal charge shall be prepared and submitted to the Student Affairs Committee. The charge shall contain a full, but concise, statement of the facts as perceived by the complainant and be accompanied by all available supporting evidence. The PAO or person chairing the exploratory meeting will forward the documents contemplated in items iii and iv above and this section to the Schulich ADA.
3.6
Formal Hearing
3.6.1
In cases where an allegation of academic dishonesty or the penalty for acknowledged academic dishonesty in the context of a course is to be resolved by a formal hearing, the responsible body is the Schulich Student Affairs Committee. (One program is exempted from these procedures; the EMBA program will be subject to a different, parallel set of procedural regulations, reflecting the joint nature of that program between two universities). The PAO shall give the student[s] and the ADA (or designate) a written copy of the charge, a copy of the materials submitted by the course instructor which includes a summary of the evidence, a copy of the procedures to be followed by confirmed delivery, and not less than twenty-one calendar days written notice of the time and location of the hearing. If the student wishes to file a written response to the charge, it must be received by the PAO within fourteen calendar days of the date on which the charge was sent to the student. The PAO will send a copy of the students response to the charge to the course instructor and the ADA. Both the accused student[s] and the ADA (or designate) must inform the PAO of their intention to call witnesses and file names of these witnesses with the PAO at least seven calendar days prior to the hearing. In cases where an allegation of academic dishonesty or the penalty for acknowledged academic dishonesty outside the context of a course or any case for which the ADA has assumed carriage (allowed for in 3.4.6) is to be resolved by a formal hearing, the responsible body is also the Schulich Student Affairs Committee. However, when the ADA has taken carriage of a case, it is the ADAs responsibility to supply the formal charge and summary of evidence to the student[s] involved and to the Student Affairs Committee, through the PAO. The PAO retains the responsibility for supporting the Student Affairs Committee panel during the process leading up to the formal hearing.
3.6.2
Prior to the hearing, if a student acknowledges the accuracy of the charges, the student may waive the right to a hearing by submitting a written statement that both admits guilt and waives the right to a hearing. Such a written statement shall be provided at least seven days before the scheduled hearing to allow the course instructor to review the matter and provide input to the Schulich Student Affairs Sub-Committee. i. In this statement, the student may make submissions as to appropriate penalty and give reasons. If the course instructor submitting the charge concurs with the penalty recommendation of the student, a jointly signed submission will be forwarded to the Student Affairs Sub-Committee. In such cases, the agreed-upon penalty shall not exceed failure in the course. Should the Student Affairs Sub-Committee find that some other penalty would be more appropriate, it shall arrange for a formal hearing of the matter, to which the student will be invited and the course instructor may be required to attend. ii. If the faculty member and student do not agree on a recommended penalty, individual submissions as to penalty shall be made by the student and course instructor to the Student Affairs Committee, which shall arrange a formal hearing of the matter, to which the student will be invited and the course instructor may be required to attend.
3.6.4
The panel shall consider the facts and circumstances of the case and determine whether there has been a breach of academic honesty. If a finding of academic misconduct is determined, the panel shall hear submissions as to the appropriate penalty and then decide the penalty. If a student fails to appear at a hearing after proper notice, the hearing may proceed, a decision may be made and sanctions may be imposed, unless the student can establish, in advance of the hearing and to the satisfaction of the panel, that there are circumstances beyond her or his control which make an appearance impossible or unfairly burdensome. Parties must be allowed a full and fair opportunity to present their evidence and to respond to the evidence presented against them. Parties are allowed to crossexamine each others witnesses in matters related to the charge. The panel has the discretion to make rulings as to admissibility of evidence or the suitability of crossexamination. The panel is not bound by formal rules of evidence applicable in courts of law. When the parties have presented all available relevant evidence and witnesses, each party may present a final argument. Following this the parties shall be excused without further discussion. The panel shall then enter into closed session to determine whether a breach of academic honesty has occurred. A finding of academic misconduct supported by a majority of panel members shall be binding. If the panel does not render a finding of academic misconduct, all records of the charge and hearing will be held by the Schulich School until such time as appeals procedures are exhausted or abandoned. Thereafter, a record consisting of the complaint and the decision letter will be placed in a confidential file retained in the Office of the Dean of the Schulich School. Following a finding of academic misconduct, the panel shall next allow both parties to make a presentation as to suitable penalty. At this point the panel may be made aware of other academic offences in the students file. The panel will again enter into closed session and decide upon the sanction. A decision by the majority of the panel to impose a particular penalty shall be binding. The decision of the panel, as described in Item 4.8 of the Senate Policy on Academic Honesty, must be communicated to the parties in writing, and delivered by confirmed delivery. A record of the offence, the proceedings and the finding will be retained in the Office of the Dean of Schulich School, regardless of the severity of the penalty, and be held for a time consistent with the Universitys records retention guidelines. This record is for internal academic purposes only. A note shall be placed on the Student Information System to bar retroactive withdrawal from the course.
3.6.5
3.6.6
3.6.7
3.6.3
Formal hearings shall be heard in front of a three-person Panel, all of whom are normally members of the Student Affairs Committee. Each panel will be comprised of two faculty members2, one of whom shall be Chair, and one student. The panel shall select its own Chair. Only the committee members, a recording secretary (normally, the PAO), the case presenter (the ADA or his/her designate3), the student charged, each partys representative(s) / adviser(s) (who may be lawyers), and the witnesses may be present at a hearing. The course instructor(s) or person(s) who submitted the charge may attend as a witness(es). Committee members shall be at arms length from the student charged with a breach of academic honesty4. Committee members are not at arms length if they have had a significant personal or professional relationship with the student charged. Witnesses shall be present at the hearing only while testifying. Exceptions to this policy may be made at the discretion of the committee. The PAO will provide administrative support to the panel, and will act as recording secretary to take notes at the hearing. A record prepared from these notes will constitute the official record of the proceedings. Parties may, if they wish, arrange for their own written record of the hearing to be taken. The Chair of panel has full authority to assure an orderly and expeditious hearing. Any person who disrupts a hearing, or who fails to adhere to the rulings of the committee may be required to leave.
3.6.8
3.6.9
3.6.10
If the student is found to have committed a breach of academic honesty in work related to a funded research project, the Vice President Academic shall be notified and the Vice President or a designate shall determine whether to notify the granting agency. If a student from another institution enrolled in a joint program or attending York on Letter of Permission is found to have committed a breach of academic honesty, notice of the Schulich Student Affairs Committees findings will be sent to the other institution.
4.7
The committee will move into closed sessions for deliberations and decision. If there is a finding of academic misconduct, the committee will then consider submissions as to appropriate penalty, then return to closed sessions and decide on the appropriate penalty. The written decision of the committee shall include: the names of committee members and all who appeared; a summary of the cases of the parties; the committees findings of fact, decision and reasons; the route of appeal.
3.6.11
4.8
4. Order of Faculty or Senate Hearings on Academic Honesty

The following indicates the order in which a Faculty or Senate committee should proceed when hearing a charge of breach of academic honesty. The committee may alter the order in the interests of fairness or in cases where multiple students are charged with related offences.
4.1
Senate Policy, Guidelines and Procedures on Academic Honesty Approved Senate April 28, 2005 Schulich School Implementation of Senate Procedures Governing Breach of Academic Honesty, Approved Schulich School Faculty Council October 7, 2005
1 The term course instructor, as used in Schulich School, is equivalent to the term course director used in the Senate Policy, Guidelines and Procedures in Academic Honesty. The term course instructor has been substituted for the term course director in this document. Normally all panelists shall be elected members of the Student Affairs Committee, chosen at random by the PAO. However, in cases where scheduling or other factors make the timely organization of a panel difficult, the Chair of the Student Affairs committee may appoint any Schulich tenure stream faculty members to a faculty role on the panel and any members of either the Graduate Student Council or Undergraduate Student Council to the student position on the panel. In cases where the ADA has developed (not just assembled) evidence, a designate will be chosen as case presenter to allow the ADA to be a witness at the formal hearing of the matter. Members of the Student Affairs Committee or others asked to be part of a panel shall be told the identities of the student(s) and faculty member(s) involved. Any person asked to serve on a panel is required to disclose to the PAO any prior relationships with the student or faculty members involved which may be considered a conflict of interest or create an apprehension of bias. The panel will assess any such claim and rule as to whether the panel member should be replaced. If the panel recommends the replacement of a member, the PAO shall be ask the Chair of the Student Affairs Committee to identify a replacement panel member. [Note: Simply knowing an accused student or having taught a class that he/she has taken does not normally constitute a conflict of interest or create an apprehension of bias.]
The Chair shall: introduce the parties and members of the committee; identify the nature of the case and evidence before the committee.
2
4.2
The presenters case: briefly describe the case to be presented, in an opening statement; present support for the charge through oral testimony of complainant and witnesses, and through documentary evidence; the student (or his/her representative) may ask questions of each of the presenters witnesses at the close of that persons testimony; committee members normally ask questions at the end of each persons testimony but may interrupt if clarity is required.
3
4.3
The students case: the student (or his/her representative) shall briefly reply and indicate main arguments in an opening statement; present support for his/her case through oral testimony provided by him/herself and witnesses as well as documentary evidence.; the presenter may ask questions of each of the students witnesses at the close of that persons testimony; committee members normally ask questions at the end of each persons testimony but may interrupt if clarity is required.
GRADING
Grading Policy
The MBA, MPA and IMBA programs use a nine-point letter-grading system; the top grade is A+ and the minimum passing grade is C. Each letter grade for a course is assigned an Index Value, and the Index Values are weighted by the credit-hour value to derive a weighted average. This weighted average is calculated on a cumulative basis, and is called the Grade Point Average (GPA). The letter grades, together with their Index Values and a general explanation are summarized in the accompanying chart. The Schulich School of Business does not use a percentage scale. When faculty members award marks on a percentage basis, the instructor converts the percentages to letter grades. For example, a cumulative percentage mark of 50% does not necessarily mean that a student will pass a course. There is no prescribed conversion formula from percentages to letters.
4.4
The presenter shall be allowed to present testimony or other evidence in reply to new issues raised in the students case which were not raised in the original presentation. At any time the committee may require other witnesses or the production of other written or documentary evidence and may, if it sees fit, adjourn the hearing after allowing both parties the opportunity to speak to the adjournment. Following the presentation of evidence, the parties are entitled to make closing arguments and to summarize briefly the main points of their cases, but no new evidence may be introduced. This will proceed in the following order: the student (or his/her representative) followed by the presenter.
4.5
4.6
LETTER GRADE A+ A AB+ B BC+ C CF P I
INDEX 9 8 7 6 5 4 3 2 1 0 0 -
INTERPRETATION Excellent
Good
Acceptable Failing Pass (Courses taken on exchange) Incomplete
f) Normally, class participation should not account for more than 20% of the final grade. Instructors should ensure that students know the basics for the assessment of class participation and should keep appropriate documentation as the course progresses. Instructors must retain documentation for twelve months. Participation should be based on more than attendance. g) Sections of required Foundations of Management Core Courses, MPA and IMBA Core Courses are normally expected to have a mean grade of between 4.7 and 6.1 grade points (see GPA Chart under Grading Policy on page 94). All elective courses (excluding the Individual Study category) are expected to have a mean grade of between 5.2 and 6.2 grade points.
Awarding of Grades
a) Grades will be awarded for every course in which a student is enrolled. b) A student who does not complete the requirements of a course in time for a letter grade to be awarded will receive a grade of I (incomplete). This grade does not have a corresponding Index Value and will not be included in grade averages. c) A student who has been awarded a grade of I will within one month either remove that grade or submit a plan, endorsed by the instructor, which will remove the grade before the end of the next academic term (including the Summer Term). A grade of I that is not removed within the prescribed or agreed-upon time will become a grade of F (fail). d) Students with a GPA of 7.0 (A-) or above will be placed on the Deans Honour List upon graduation. e) Students may repeat any course once. The higher grade will be used in the calculation of the final GPA. f) Grades are made available online approximately two weeks after the end of exams. The University does not release grades verbally or in person to students.
Grading Guidelines for Individual Courses

a) Normally, course outlines should present a clear outline of the topics to be covered, readings to be assigned, and problems/cases to be discussed in every class. Depending on exact dates, holidays etc., that usually means 12 classes for 3.00 credit-hour courses and 6 classes for 1.50 credit-hour courses, not including the final examinations. b) Normally, student presentations should not take up more than a total of 6.0 hours of a 3.00 credit-hour course or 3.0 hours for a 1.50 credit-hour course. The expected length of student presentations should be defined. c) Normally, there should be more than one component contributing to the course grade (i.e. the entire grade should not depend on a single graded item). d) Normally, there should be some graded feedback on students work before the course drop date. That is before the ninth week of 6.0 hours of a 3.00 credit-hour course. (There is no feasible similar guideline for a 1.50 credit-hour course.) e) The way in which the final course grade will be computed should be clear to students. This will likely have several components. normally, the percentage contribution to the final grade of every graded element should be separately specified in the course outline (i.e. multiple elements should not be combined into a single percentage component) normally, the mapping of individual grades into a numeric form for combination into the final grade should be specified in the course outline normally, the mapping of final numeric grades into a final letter grade should be specified in the course outline normally, if grades are to be standardized or curved in some way, this should be stated in the outline the student should be able, after each graded assignment is returned, to understand what the grade on that is worth in terms of a standardized letter grade. Alternately, the course outline should specify what class standing levels will receive what grade students should be able, after each graded assignment is returned to know their relative class standing normally, every component of the final grade should be reported separately to students either during the course or at the end of the course when final grades are reported (this includes class participation grades)
Grading and Promotion Standards

a) To maintain their standing in the program, all students must maintain a GPA of at least 4.2. Full-time students will be reviewed at the end of their first two terms or after completing 18.0 credit-hours of coursework (excluding Advanced Standing), whichever comes first; part-time students will be reviewed after completing 12.0 credit-hours of coursework (excluding Advanced Standing). Post-MBA Diploma students are reviewed upon completion of 6.0 credit-hours of course work. The GPA will be computed on all Schulich graduate courses taken, including failures and repeated courses. Grades received in courses for which Advanced Standing was given will not be included in calculating the GPA (see page 29 for minimum requirement for MBA/JD students). b) Students who receive a grade of F in more than 3.0 credit-hours of coursework will be debarred (see Debarment and the Appeal Process later in this section). c) Students who fail a required course must retake it. Students who fail an elective course may retake it, or may elect to take another course. d) Students may take more than the minimum number of electives and may retake courses which they have not failed. e) Grades for all courses taken will remain on the official York University transcript.
f) Students who have obtained Advanced Standing must take at least 12.0 credit-hours of York MBA courses before their GPA is assessed with regard to promotion standards. g) To retain their status as Schulich students, MBA/MPA graduates returning as special students must maintain a GPA of at least 4.4 based on all program courses taken and can fail no more than 3.0 credit-hours of coursework.
c) i.
Probationary Admittance and Promotion Standards

In some instances, the Schulich Admissions Committee may recommend admission for an applicant who demonstrates considerable academic or professional ability, but does not quite satisfy the normal requirements for admission. The committee makes such admissions decisions very selectively. Such applicants are admitted as probationary students and must receive a GPA of 4.2 by the end of Term 1 (full-time students) or by the end of Term 2 (part-time students). If a probationary student achieves the required GPA by the specified time, that student will become a regular student. If the required GPA is not achieved within the specified time, the student will be required to withdraw from the program.
GRADE APPEALS FOR SCHULICH COURSES

Grounds for Appeal
A student may appeal to the Schulich Appeals Officer (the Associate Dean Academic, or in his/her absence, the Director of the students degree program) to have a grade changed on the following grounds only: a) A clerical error has resulted in a miscalculation of the grade. b) A computational grade awarded did not fairly reflect the students academic performance according to the grading system used by the instructor.
If item b) above is unsuccessful, the Appeals Officer is empowered to require submission of all relevant documents including, final examination, term examinations, homework assignments, reports, papers and the instructors grade books, as well as other documents identified as pertaining to the students grade. Instructors are required to retain all such documents not returned to the student for a period of one Fall or Winter Term after the end of any courses active term. The Appeals Officer, student and instructor shall be allowed access to all such documents pertaining to the students grades. ii. The Appeals Officer is authorized to request assistance in appraisal of these documents. Normally the request will be made to the coordinator of the area in which the course was taught or the coordinators representative, before other individuals are consulted. The instructor and student may be given access to such appraisals upon request. iii. The Appeals Officer will prepare a written decision on the appeal. The decision may be to retain, to raise, or to lower the students grade. Substantial and convincing evidence of grading error must be shown for the grade to be changed. iv. The instructor may voluntarily alter the grade as recommended by the Appeals Officers report. In cases where the instructor is unwilling or unable by reasons of absence or health to alter the grade, the Appeals Officer is empowered to alter the formal record of the grade as reported by the instructor and used by the University. d) The student will be notified by registered mail (or an alternate form of delivery that produces a receipt signature) of the decision, and a copy of the correspondence will be sent to the instructor.
Late Grade Reappraisal

Appeals for late grade reappraisals (past the deadline date) should be directed to the Schulich Associate Dean Academic. In the case of denial, an appeal may be made to the Schulich Student Affairs Committee.
Procedures for Appeal

Students should first attempt to resolve the appeal informally with the instructor, who may at that time alter the grade. If a further appeal is required, the following procedure must be followed: a) A formal written appeal must be made to the Schulich Appeals Officer prior to: February 15 for the Fall session, June 15 for the Winter session, and September 30 for the Summer session In the absence of both the Associate Dean Academic, and the Program Director, the Dean of the Schulich School of Business will act as the Appeals Officer. b) The Appeals Officer will initially attempt to resolve the appeal by informally obtaining agreement of the instructor and student. If agreement is obtained, the Appeals Officer shall advise both parties in writing. The instructor will then establish the agreedupon grade and the appeal will terminate.
Appealing the Decision of an Appeals Officer

The student or the instructor may apply for leave to appeal the decision of the Appeals Officer to the Executive Committee of the Schulich Faculty Council within fifteen (15) days of receipt of the registered letter containing the appeal decision.
ACADEMIC PETITIONS
Students may submit requests to petition an existing Schulich regulation or academic decision due to extenuating circumstances. Students wishing to petition can schedule an academic advising appointment or directly submit a petition to the Division of Student Services and International Relations. Each petition must clearly outline the request and provide proof of the extenuating circumstances. Petitions are carefully reviewed by the Student Affairs Committee shortly after their submission.
OTHER APPEALS TO THE STUDENT AFFAIRS COMMITTEE

Students may submit a formal petition to the Schulich Student Affairs Committee to appeal Schulich School academic regulations and deadlines. The petition form, accompanied by a letter should be submitted to the Schulich Student Affairs Committee, c/o The Director, Student Services. The letter should outline any compelling or extenuating circumstances that prevented the student from complying with the Schools regulations and/or deadlines. Any supporting documentation must be submitted with the petition. Petitions denied by the Schulich Student Affairs Committee should follow appeal procedures outlined below.
DEBARMENT AND THE APPEAL PROCESS

Grounds for Appeal
A student may appeal debarment resulting from a failure to comply with School regulations and standards concerning: a) Academic performance b) Residency or continuous registration requirements c) Time limitations to complete the program of studies
APPEALING SCHULICH STUDENT AFFAIRS COMMITTEE DECISIONS

The student, the EDSS, or any concerned faculty member may apply for leave to appeal the decision of the Schulich Student Affairs Committee to the Executive Committee of the Schulich Faculty Council within fifteen (15) days of receipt of the registered letter mentioned previously.
Procedures for Appeal

a) A formal written appeal must be made by the student to the Schulich Executive Director of Student Services and International Relations (hereafter, EDSS) within fifteen (15) days of the date on which the debarment notice was received. In the absence of the Executive Director, the Schulich Associate Dean Academic, will act in his/her place. The written appeal will cite specific information which supports the grounds of the appeal. b) The EDSS will investigate the information provided by the student. In addition, the EDSS may collect other relevant information and may consult with responsible individuals such as area coordinators, program chairs, faculty members and staff. c) The EDSS will prepare a letter to the student containing his/her decision and the reasons for the decision. i. The letter will be limited to either of the following: ii. To grant or reject the appeal if the appeal is based solely on an administrative or clerical error. iii. To refer the appeal to the Schulich Student Affairs Committee if it concerns academic or other substantive matters.
FURTHER APPEAL AT THE EXECUTIVE COMMITTEE LEVEL

The Appeals Process
Appeals of grades or debarment will be permitted only on the following grounds: a) New evidence (i.e. evidence relevant to the decision made at the level of the Appeals Officer or at the Schulich Student Affairs Committee level, but which through no fault of the applicant, was not presented at that level). Generally speaking, events or academic performance subsequent to the Appeals Officers or the Schulich Student Affairs Committees decision are not to be construed as new evidence. b) Evidence of procedural irregularity in the Appeals Officers or the Schulich Student Affairs Committees consideration of the case. Procedural irregularities consist of actions taken or not taken by a Faculty or School, its officers, committees, or members with respect to the previous disposition of the case which violate or nullify one or all of the following: i. normal and written procedures at the University or the School. ii. unwritten but recognized custom in the Schools or Areas handling of the cases substantially similar to that being appealed.
Order of Appeal Within Schulich Student Affairs Committee

The Schulich Student Affairs Committee will review any appeal referred to it by the EDSS under Procedures for Appeal (c) above and will take the following action: a) Promptly inform the student in writing of his/her right to appear in person before the Schulich Student Affairs Committee. b) Set a date for hearing the appeal in consultation with the student. c) Ensure a quorum for the meeting consisting of the Chair, two professors, either the Executive Director of Student Services and International Relations or the Associate Dean Academic and two student members of the committee. d) Request any member of the Schulich Student Affairs Committee with a conflict of interest to remove himself/herself from voting. e) Ensure that the student is given access to all relevant documents, obtain copies of any written information to be presented by the student and attempt to verify the accuracy of this information. f) Hold the hearing and promptly inform the student of the decision and the reasons for it by registered mail.
Procedure for Appeal

The application for leave to appeal will be considered by an Appeals Panel of the Schulich Executive Committee composed of the Chair of the Executive Committee, MBA Program Director, PhD Program Director, Undergraduate Programs Director and the Dean (ex-officio). The Chair will request any member of the Appeals Panel with a conflict of interest to remove himself/herself from the proceedings. Three members of the Appeals Panel will constitute a quorum. The application for leave to appeal should contain a succinct statement of the grounds on which the applicant intends to rely, a summary of the evidence to be relied upon, as well as all relevant documentation. Upon written request, an applicant shall be given without charge by the School, copies of all School documents which may support this summary of evidence.
Determination of Prima Facie Case

The Appeals Panel will consider the documents submitted in relation to an appeal to determine whether or not a prima facie case has been established on the grounds indicated. Parties are not present at this hearing. If the Appeals Panel determines that a prima facie case has not been established, it may deny leave to appeal and promptly advise the applicant and other concerned parties by registered mail. If the Appeals Panel is satisfied that a prima facie case has been established, it will allow the appeal to be heard by the Executive Committee. The Chair, in consultation with concerned parties, will set a date for the hearing.
SCHULICH HUMAN PARTICIPANTS RESEARCH (HPR) POLICY

York University Policy
The Senate Policy for the Ethics Review Process for Research Involving Human Participants states that all university-based research involving human participants, whether funded or non-funded, faculty or student, scholarly, commercial or consultative, is subject to this ethics review process. The review of course-related, non-funded, minimal risk research is the responsibility of each Faculty of York University, and data on approved research projects are to be reported annually to the York Human Participants Review Committee by June 30th. (Graduate students who are doing major research papers or dissertations must follow the policy established by the Faculty of Graduate Studies.)
Order of Appeal Within the Schulich Executive Committee

The following list indicates the order of an appeal where the parties are present. The committee may alter the order of the hearing in the interests of fairness to any or all of the parties. a) The Chair shall: i. identify the parties and members of the committee. ii. clarify any procedural requirements. b) The applicant or representative shall: i. briefly describe the case to be presented. ii. provide factual support for his/her case through documentary evidence and testimony of applicant and witness, if relevant. iii. the respondent or representative may ask questions of each witness at the close of that persons testimony. c) The respondent or representative shall: i. briefly reply and indicate main arguments. ii. provide factual support for his/her case through documentary evidence and testimony of respondent or witness, if relevant. iii. the applicant or representative may ask questions of each witness at the close of that persons testimony. d) The applicant and his/her witnesses shall be allowed to offer testimony or other evidence in reply to new issues raised in the respondents presentation. e) At this point or sooner, the committee may require other witnesses or the production of other written or documentary evidence and may adjourn the hearing after allowing both parties the opportunity to speak to the adjournment. After this, no new arguments or evidence regarding the appeal may be introduced. f) The respondent, followed by the applicant is entitled to make closing arguments and to briefly summarize the main points of his/her case. g) The committee will move in camera for deliberations and discussion. h) The written decision of the committee shall include: i. the names of the committee members and all who appeared. ii. a brief summary of the cases of the parties. iii. the committees findings of fact, decision and reasons. iv. the route of further appeal.
NOTE: Committee members normally ask questions at the end of each persons testimony or interrupt any time if clarity is required.
Schulich School of Business Approvals

All course-related, non-funded, minimal risk research involving human participants undertaken by graduate and undergraduate students requires approval from the Schulich Human Participants Review Committee before it may begin. As well as other applicable courses, this includes work done by students in the Strategy Field Study, International Field Study, Global Leadership Program, Aboriginal Economic Development Program, and York Consulting Group (YCG).
SSB Human Participants Review Committee (HPRC)

The Associate Dean Research and the Schulich Research Committee will form the Schulich Human Participants Review Committee, and as such, it will act as adjudicator for approvals before the conduct of such research. Reviews will be done by at least two members of the Committee who are at arms length from the student research. The Committee will be available to review any work on an on-going basis throughout the academic year (i.e. reviews will not be limited to the start of the term). The Committee will respond particularly promptly for student work in six-week courses so that the condensed time frames of such courses can be accommodated.
SSB Appeals Mechanism

In case of appeals, the appeals mechanism will consist of a committee composed of the Schulich Associate Dean Academic and the specific Program Director (BBA, IBBA, MBA, IMBA, MPA, PhD) for the student project in question.
Student Services and Student Life

IN THIS SECTION:
STUDENT SERVICES
Student Services & International Relations Office ............99 Schulich Career Development Centre (CDC) Career Counselling...................................................................99 Career Workshops and Panels..................................................99 Career Leader ...........................................................................99 Career Resources ....................................................................100 Career Fairs ............................................................................100 Company Information Sessions..............................................100 Industry Specific Events .........................................................100 Job Opportunities...................................................................100 MBA Internships ....................................................................100 Professional Guidelines Document.........................................100 Rsum Bank..........................................................................100 Communications ....................................................................100 Other Schulich Services Lockers.................................................................................100 The Trading Floor.................................................................101 Tuckners...............................................................................101
YORK UNIVERSITY
Accommodation/Housing The York Apartments............................................................106 Off-Campus..........................................................................106 Bookstore ..............................................................................106 Campus Security ..................................................................106 Department of Security Services ...........................................106 goSAFE.................................................................................106 Centre for Student Community and Leadership Development .................................................107 Childcare ..............................................................................107 Counselling and Disability Services Personal Counselling Services (PCS).....................................107 Learning Skills Services (LSS) ...............................................107 Learning Disabilities Services (LDS) .....................................107 Mental Health Disability Services (MHDS) ...........................108 Physical, Sensory and Medical Disability Services (PSMDS)..................................................108 Health Services York Lanes Health Centre .....................................................108 Health Education and Promotion at York ........................108 Library Services ...................................................................109 Office of Student Conduct and Dispute Resolution ........109 Office of the Ombudsperson ...............................................109 Centre for Human Rights ....................................................109 Parking Services ..................................................................109 Shopping Services ...............................................................110 Sport and Recreation Programs .........................................110 Student Centre .....................................................................110 Transportation Services.......................................................110 Van-Go .................................................................................110 Centre for Women and Trans People ................................110
STUDENT LIFE
Graduate Business Council (GBC).....................................101 Publications The INSIDER........................................................................101 Commercial Business Publications........................................101 MBA Yearbook......................................................................101 Athletics ...............................................................................101 Buddy Program.....................................................................101 Case Competitions ...............................................................101 Student Clubs and Activities .............................................102
GLOBAL ALUMNI NETWORK

Mission Statement ..................................................................105 What the Schulich Global Alumni Network Can Offer You......................................................................105 What Alumni Can Offer the Schulich School.........................105 Alumni Mentor Program ........................................................105
Student Services and Student Life: Schulich

The faculty, management and support staff of the Schulich School are dedicated to supporting the efforts of each individual student to realize his or her fullest potential. The Schools Division of Student Services and International Relations should be consulted on questions related to all aspects of study at the School: 416-736-5303. See page 5 for a listing of staff members and their responsibilities. For more detailed academic information on specific functional areas or programs, use the contacts listed on pages 63-79 or call the main York University switchboard at 416-736-2100. The Schulich Career Centre should be consulted on questions related to career management (see below). The Schulich School views career management as a lifelong undertaking. To assist current students and graduates with this major commitment, the School offers a range of programs called the Career Development Program exclusive to Schulich students through the Schulich Career Development Centre (CDC) office. These activities permit individuals to identify career objectives, develop career plans and hone skills for career management. The Centre is staffed by Canadas largest and most qualified team of professional counsellors who have significant work experience and industry expertise. CAREER COUNSELLING Central to the mandate of the Career Development Centre is group and individual career counselling. Meeting with one of our industry-experienced career counsellors is recommended right at the start of your program to assess your career development needs (especially if you are switching careers) and discover where to start in terms of career conversations, self-assessment, research, resume, cover letter, and Schulich CDC or student club events that will maximize your all-important networking opportunities. In addition to individual counselling, interview preparation can be arranged with a counsellor through a mock interview. This is an individual practice session with one of the CDCs industry counsellors who incorporates industry specific interview practices into the simulation. Students also have access to online, industry specific, video practice capabilities through InterviewStream, found on the Career Portal. Students can also quickly drop off their resumes and cover letters at the CDC. Written comments and feedback can be picked up in three business days (personal resume review appointments, however, make for a better result). We recommend that students attend various workshops in order to have detailed specific discussions with a counsellor. CAREER WORKSHOPS AND PANELS Every term, the Career Development Centre offers a series of workshops on job search, self-assessment, resume writing, interview techniques, networking, professionalism and etiquette. Special workshops for new students to Canada are also conducted, as are those with specific industry focus. Dates for these sessions appear in the Events Calendar on the CDC Web site, the Career Portal. Most workshops are offered on Friday afternoons or weekday evenings. CAREER LEADER Prior to personal counselling offered by the Centre, an interactive online business career self-assessment tool called CareerLeader is required to be completed by all Masters level students. CareerLeader provides students with assessments of their unique pattern of business-relevant interests, values and abilities. Those results are integrated with recommendations that best match selected career paths. It also provides assessments of ones entrepreneurial skills, areas of improvement and fit within certain corporate cultures and rates your match against profiles of over 30 different business career paths. Use of CareerLeader has also been integrated into the MGMT 5150 course, and CDC encourages students to review their results with a CDC counsellor.
STUDENT SERVICES
Student Services & International Relations
Student Services & International Relations, through five professional units, supports students in their pursuit of academic, professional and personal goals from the first contact with the school through to graduation. Graduate Admissions recruits and admits the best and brightest from around the world each year. Once admitted, the Student Services team manages the details of their program from registration through to graduation. Academic counselling is available throughout their time at Schulich. In addition, the Division has developed specialized units with expertise in International Relations (support for international students, exchange programs and study abroad), Financial Aid (financial advising, scholarships, bursary and loan funding) and Undergraduate Programs (undergraduate assistance from prospective students to graduates). The Division is located in the Scotiabank Suite, Room W262 on the 2nd Floor of the West Wing. See page 5 for detailed contact list of staff and their particular expertise. Tel: 416-736-5303 Fax: 416-650-8174 E-mail: studentservices@schulich.yorku.ca Office hours are: Monday Thursday 9am to 7pm Friday* 9am to 5pm, various Saturdays 10am to 2pm *Friday in June, July and August 9am to 3:30pm
Schulich Career Development Centre (CDC)

For further information: Room N202, Seymour Schulich Building Tel: 416-736-5080 Fax: 416-650-4915 E-mail: career@schulich.yorku.ca Web site: www.schulich.yorku.ca/careerportal
* Ask about our CDC counsellor visits at Nadal Campus and after-hour appointments for part-time students.
CAREER RESOURCES The Schulich Career Development Centre has compiled a wide range of resources in an extensive Career Portal. There is additional information in the Schulich-based Peter F Bronfman Library. . Career Portal Resources include: Online tools (Vault, Wet Feet, Going Global, InterviewStream) which includes extensive industry guides, career guides, top employer profiles, and career advice Industry-specific resource pages with links to associations, job banks and current articles Salary data on recent Schulich graduates Corporate and Association information CAREER FAIRS A major feature of career planning and development is the Schulich Career Fair held at the end of Career Month in September. This is an opportunity for graduating and non-graduating students to meet with prospective employers to discuss career opportunities. Senior management, human resource professionals and Schulich alumni represent the companies that recruit on campus. Each year, Schulich Students are invited through the CDC to many externally organized targeted career fairs. Some specialize in recruiting students who are interested in various industries, internships, international positions, as well as those who have special language capability (e.g. Japanese English Bilingual) or cultural heritage (e.g. Hispanic, African-American/Canadian). These targeted career fairs take place in U.S. cities and others worldwide at various times of the year. COMPANY INFORMATION SESSIONS A key component of career management is networking. Company information sessions offer students an opportunity to meet recruiters and determine if a particular company matches personal career goals and to make a great first impression. Information sessions begin in early September and are posted in the Events Calendar on the Career Development Centres Web site. Students must RSVP on CareerQuest. INDUSTRY SPECIFIC EVENTS Throughout the year, the Career Development Centre organizes industry specific networking events with alumni and corporate guests. During the winter semester, the Industry Advising Breakfast and MixNMingle Series allow students to gather insight into career paths, understand various company cultures, and make industry contacts. The Financial Services Luncheon in January is another high profile/networking event for MBA students that CDC sponsors. JOB OPPORTUNITIES On an annual basis, the Schulich CDC attracts a large variety of Canadian, US, and offshore companies to recruit for full-time and internship positions. All job postings are posted on CareerQuest, along with links to other resources to help students in their search for employment. Access to Schulichs job database CareerQuest is granted to students before first term begins. Students also have access to York Universitys main job site for additional postings. The CDC also offers career support and job opportunities for students returning to China, South Korea, India and Russia.
MBA INTERNSHIPS Students who join the program with excellent achievements and limited work experience should participate in an internship. These are paid or voluntary internships that range from 4-16 months and are for non-graduating students only. An annual internship fair is typically held by the CDC in late Fall or early Winter. PROFESSIONAL GUIDELINES DOCUMENT The Schulich School recognizes that the recruiters, in choosing to partner with the School, deserve the most professional approach to their needs, both from the CDC and from students. The Professional Guidelines Document outlines the responsibilities of the students to both the CDC and to recruiters, as well as the CDCs responsibilities to students. Find them on the CDC Career Portal. RSUM BANK In the early Fall of each year, the CDC publishes a resume bank of our graduating students. This professional directory has been used increasingly by corporations to pre-screen and recruit candidates for employment. Some companies choose not to post their positions and instead, to recruit directly from the directory or find students to invite to recruiting events. The deadline for submitting a resume for publication is the beginning of July each year for graduating students. Resume searches are also conducted for non-graduating students through the resume repository within CareerQuest. Therefore, all students should maintain an up-to-date version of their resume online at all times within CareerQuest. COMMUNICATIONS The Schulich Career Development Centre sends out details of workshops, information sessions and all other events for the coming week via a Lotus Notes e-mail newsletter, CDC News, every Friday. As well, the Events Calendar lists all career-related activities in CareerQuest.
Other Schulich Services

LOCKERS A limited number of lockers are available for rental to students at the start of the Fall term, on a first-come, first-served basis. Lockers are also available at the start of the Winter term, subject to availability. Rental fees are non-refundable. Students may apply for a locker at Office Services in S030A during the first week of each term, but may sell out within a day or two. Students are encouraged to come to campus early in the morning on the first day of classes to line up. Individual requests for specific locker locations cannot be accommodated. Lockers and Office Services are located in the basement of the Schulich School of Business close to the student clubs area. Locker codes are reset prior to the rental period and reassigned every fall.
NOTE: 1. The Schulich School of Business will not assume any responsibility for items stolen or damaged in assigned lockers. 2. All lockers must be cleaned out by July 31. Any materials left in the lockers after this date will be removed and discarded after a week.
THE TRADING FLOOR The Trading Floor, Schulichs retail store for Schulich logo merchandise, is located on the main floor of the Schulich building, adjacent to the market place and across from Timothys coffee shop. Inventory includes clothing, gift items and some convenience items targeted at our student population, Schulich staff as well as gifts to be given to visiting guests and speakers. Payments can be made by cash, debit and credit card. For more information, stop by the store or call 416-650-8325. TUCKNERS Located in the basement of the Schulich School of Business, Tuckners offers a place to relax, meet as a group and purchase a variety of foods and beverages. Visit Tuckners for hours of operation, menus and for information on special event accommodation.
GBC meetings are held weekly. All Schulich MBA students are welcome to attend GBC meetings as working members. After attending three consecutive meetings, such working members (non-elected attendees) are eligible to become voting members of the council. For assistance regarding any student-related issues, whether academic or social, students are encouraged to contact the GBC Office directly, or by phone at 416-736-2100, ext. 66385; or e-mail at gbc@schulich.yorku.ca. The GBC maintains an opendoor policy. Office hours at the time of publication are Monday through Friday, 11:30 to 1pm and Monday through Thursday 5:30pm to 7pm, unless otherwise posted. The GBC Web site is www.gbc.schulich.yorku.ca
Publications
THE INSIDER The INSIDER is the Schulich news source for current students, alumni, faculty and staff. Through a monthly edition and weekly updates, the INSIDER keeps readers informed about business news and activities at the Schulich School of Business. COMMERCIAL BUSINESS PUBLICATIONS The National Post and the Toronto Star are provided free of charge on a daily basis. Student rates are available for Business Week, Canadian Business, Financial Times, The Globe and Mail, the Wall Street Journal and Fortune magazine. All of the above publications are available in the current periodical reading room of the Peter F . Bronfman Library in the Schulich building. Students are strongly encouraged to read the Globe and Mail, the National Post, or the Wall Street Journal. MBA YEARBOOK The staff of this organization is responsible for publishing the annual edition of the Schulich MBA yearbook. The staff is composed of second-year advisors and first year representatives who are elected by each section to compile, edit, produce and sell the current years edition. Elections for positions on this committee are held during the first week of class for each incoming group of students. For further information contact the GBC Communications Director.
STUDENT LIFE
Graduate Business Council (GBC)
The Graduate Business Council (GBC) is the representative student body for both full-time and part-time students in all Schulich graduate degree programs. As the official student-faculty liaison, the GBC is responsible for representing student interests through its representatives on the Schulich School Faculty Council. GBC social events such as the getaway weekends in September and January, the Graduate Formal, networking events and Schulich representation at the MBA Games in January enrich student life at the School. Aside from social and athletic activities, the GBC serves as the student bodys voice to the faculty and administration. The Council provides business cards for a small fee and enhances the Schulich image among corporate leaders through corporate sponsorship relationships. The GBC Executive is elected in February of each year. Collectively, their mandate is to serve the Schulich graduate student community. All elected are committed to making themselves accessible to students and receptive to suggestions. The 2011- 2012 executive positions are held by the following:
Sudeep Garg President president.gbc@schulich.yorku.ca Alex Athanasopoulos Vice-President vp.gbc@schulich.yorku.ca
Athletics
Information about various Schulich athletic activities and events (soccer, basketball, squash, flag football etc.) may be found by contacting the GBC Athletics Director. See also Sport and Recreation Programs on page 110.
Alex Wolf Charmainne King Communications Director Marketing and Events Director communications.gbc@schulich.yorku.ca social.gbc@schulich.yorku.ca Will Duggan Athletic Director athletics.gbc@schulich.yorku.ca Rachel Bacher Corporate Director corporate.gbc@schulich.yorku.ca
Buddy Program
The GBC aims to Grow and Build the Schulich Community, and the Buddy program will help achieve these goals. By matching up 2nd years with 1st years, the GBC aims to create a bond between the two groups. In addition, 1st years benefit because they have someone to guide them through the Schulich MBA jungle. The 2nd years benefit because they contribute to the Schulich community. Both groups will benefit from the new friendships they gain from this experience. For more information and to sign up go to: www.gbc.schulich.yorku.ca/services/buddy_program.html or e-mail: buddy.gbc@schulich.yorku.ca
Suzanne Pragg Saral Verma Community and Alumni Relations Director International Director community.gbc@schulich.yorku.ca international.gbc@schulich.yorku.ca Shaun Silveira Treasurer treasurer.gbc@schulich.yorku.ca Akshit Bajaj IT Director it.gbc@schulich.yorku.ca Keith Loo Part-Time Director parttime.gbc@schulich.yorku.ca
In addition to the Executive, the GBC consists of elected representatives. Each MBA 1 full-time section elects one representative for each of seven areas of responsibility: academic, corporate sponsorship, social, communications, international, community and alumni and athletics. Elections for these positions are held during class in the second week of the Fall Term. Representatives are also elected from each new full-time section in the second week of the Winter Term.
Case Competitions
The case competition director works with the case competitions committee and various clubs to facilitate the internal and external case competitions.
Student Clubs and Activities

Student clubs and organizations form an important part of student life at the Schulich School of Business. Joining clubs and activities not only provides students with an enriched educational experience, but it also helps in the development of marketable leadership and management skills. To find out more about how to join or help out in the following groups, please contact the Graduate Business Council office at 416-736-2100, ext. 66385 or through e-mail at gbc@schulich.yorku.ca, or contact the organization directly. Each of these organizations solicits membership from newly admitted students during Launch Week, the first week of classes. Very often there is a nominal fee for membership, which helps to cover the costs of many of the events that each organization holds throughout the academic year. Such events include guest speakers, field trips, case competitions, wine and cheese functions and much more. The executive committee for each association is elected towards the end of every academic year for leadership in the following year. ACCOUNTING SOCIETY The Accounting Society provides the best way for Schulich students to gain insight into the accounting profession, to meet significant professionals in the accounting field, and to network with recruiters for internship and full-time job opportunities. The society is known for its incredible annual accounting dinner with employers, prominent speaker series, and workshops. Furthermore, the society publishes a great magazine called The Professional Perspective, which provides relevant and important information about the accounting field. Web site: www.schulichaccountingsociety.com AIESEC (ASSOCIATION INTERNATIONALE DES TUDIANTS EN SCIENCES CONOMIQUES ET COMMERCIALES) AIESEC is an international association for students in economics and commerce. The club offers overseas traineeships for students, seminars and conference opportunities and international networking initiatives. The York chapter also offers an opportunity to learn about finance and banking with the Day in the Life of Program, which is offered in conjunction with the Royal Bank. E-mail: aiesec@yorku.ca Web site: www.aiesec.ca ARTS AND MEDIA MANAGEMENT CLUB The Arts and Media Management Club at the Schulich School of Business aims to complement academic study with exposure to and networking in the world of arts and media. Through the facilitation of panel discussions, awareness events and the organization of social activities such as outings to concerts, performances and exhibitions, it helps to sustain the life blood of arts and culture in Canada and internationally. E-mail: artsandmedia@schulich.yorku.ca Web site: artsandmedia.schulich.yorku.ca BRIGHT IDEAS GROUP The Bright Ideas Group provides marketing consulting services to small and medium Toronto businesses. The club is a diverse team of 25 students that includes members from the BBA, IBBA, MBA and IMBA programs at York. Through our marketing services and networking opportunities that we create, B!G encourages communication and cooperation between the academic and corporate settings. E-mail: big@schulich.yorku.ca Web site: big.schulich.yorku.ca
ENTREPRENEURSHIP AND VENTURE CAPITAL CLUB EVCC This club hosts talks by self-made and inspirational entrepreneurs such as Harry Rosen and Stephen the K. It encourages attendance to hear speakers such as Schulichs own Seymour Schulich and various other guest speakers in conjunction with other Schulich business interest clubs, in the hope that your talent and drive, combined with the valuable tools and advice this club will be able to provide you, will catapult you into becoming the successful selfmade MBA graduate that you know you can be. THE INSIDER (SCHULICH STUDENT NEWSPAPER) The INSIDER is the student newspaper and communication source of the Schulich School of Business. The staff is composed of 50 volunteer students working in eight departments to publish regular monthly editions and special supplements. The INSIDER provides students with opportunities to be involved on the journalistic, business, graphics design or IS functions and has been cited as the best business student publication in the country. Contact: insider@schulich.yorku.ca International Business Club (IBC) With members from the Schulich MBA, IMBA and the Joint Kellogg-Schulich Executive MBA programs, the International Business Club is dedicated to supporting Schulich business graduate students who are interested in doing international business or working in multinational corporations (MNCs) by providing information that will improve their understanding in this field and by helping identify international career opportunities. E-mail: ibcpresident@schulich.yorku.ca Web site: ibc.schulich.yorku.ca THE LATIN AMERICAN BUSINESS ASSOCIATION LABA LABA aims to participate in the internationalization of Schulich by raising the level of understanding of economic needs, opportunities and issues affecting both North and South in the Americas. LABA intends to improve the quality of business interaction between the regions and to build among Schulich students and alumnae the expertise necessary to strategically integrate economic, social, and sustainability issues in the Pan-American business arena. Additionally, LABA provides a cultural space for students with an interest in Latin America by organizing and promoting social and cultural events. LGBT LGBT Schulich is a networking and social club for LGBT members of the Schulich School of Business and also serves as a support network for business students struggling with issues of coming out to colleagues, co-workers, and friends. The clubs membership is open to both BBA and MBA students, as well as faculty and staff. The vision of LGBT Schulich is to create the most LGBT positive business school in Canada, in North America, and the world. For more information, please contact lgbt@schulich.yorku.ca MBA/JD JOINT PROGRAM STUDENTS ASSOCIATION This organization serves to represent the students enrolled in the joint MBA/JD program offered in conjunction with Osgoode Hall Law School. Over the year, the association organizes a number of events including career crawls, speaker events and the annual MBA/JD Conference, which is open to all students, faculty members, and key industry people.
MBA YEARBOOK The staff of this organization is responsible for publishing the annual edition of the Schulich MBA yearbook. The staff is composed of second-year advisors and first year representatives who are elected by each section to compile, edit, produce and sell the current years edition. Elections for positions on this committee are held during the first week of class for each incoming group of students. NET IMPACT NEW LEADERS FOR RESPONSIBLE BUSINESS Net Impact is a network of emerging business leaders committed to using the power of business to create a better world. Originally founded in 1993, Net Impact has evolved into a network of over 9,000 students from over 90 student and professional chapters worldwide, committed to promoting sustainable business. The Schulich chapter of Net Impact, established in the Fall of 2002, is interdisciplinary and includes students from the School of Business, Faculty of Environmental Studies and Osgoode Law Hall, allowing a broad perspective. Net Impact provides members with the opportunity to broaden their business education through YSEC (our consulting group), Speaker Series, Sustainable Learning Series and Site visits, and much more. Upon graduation, membership in our professional chapter allows students to continue building on the MBA experience. Web site: netimpact.schulich.yorku.ca NONPROFIT MANAGEMENT ASSOCIATION The Nonprofit Management Association is open to any students interested in learning more about management and careers in the nonprofit sector, which includes areas as diverse as health care, education, environment, culture, community services, and international development. The NMAs mission is to enrich the experience of nonprofit and other students through professional, career development and social activities. For more information, please contact nma@schulich.yorku.ca. Natural Resource Opportunities Club (N-ROC) The Natural Resources Opportunities Club, or N-ROC, was created with the goal of exposing club members to the opportunities that lie in the natural resources industry here in Canada and worldwide. This club focuses on natural resources industries from all business lenses including management, operations, finance, manufacturing, production, and marketing. Topics we look to cover include renewable and non-renewable energy resources, mining of natural resources, the business of water and agriculture, and more. Throughout the year our goal is to create events that include inhouse speakers and visits to company sites. N-ROC is open to MBA, EMBA, and BBA Schulich School of Business students. As an N-ROC member we hope you can contribute to the growth of our club by providing event suggestions, volunteering for event support, recruiting members, and contributing to our blog. E-mail: nroc@schulich.yorku.ca Web site: http://n-roc.schulich.yorku.ca OPEN ARMS COMMITTEE (INTERNATIONAL STUDENT LIAISON) The purpose of Open Arms is to facilitate the transition of graduate international students from their native country to Canada. The goal of the committee is to welcome incoming students, to provide a buddy to help foreign students adjust to their new environments, and to provide all necessary information relevant to help students settle in to Schulich. Undergraduate e-mail: bbaoac@schulich.yorku.ca Graduate e-mail: mbaoac@schulich.yorku.ca Web site: oac.schulich.yorku.ca/whatisoac.htm
ORGANIZATIONAL BEHAVIOUR ASSOCIATION The OBA provides students with opportunities to network and make contacts with industry professionals. In the past the OBA has hosted social events, a multitude of keynote speakers, and an information session on professional certification for those interested in consulting. E-mail: oba@schulich.yorku.ca REAL PROPERTY DEVELOPMENT ASSOCIATION The RPDA offers students opportunities to learn more about the real property industry. Events hosted throughout the year have included an Annual Building Competition, several alumni mixers, and a breakfast lecture series. E-mail: rpa@yorku.ca Web site: www.schulich.yorku.ca/ssb-extra/RPA.nsf SCHULICH AFRICAN BUSINESS ASSOCIATION SABA is a student run organization open to all members of the Schulich community interested in learning about business opportunities and investment climate in Africa. SABA will hold various events that will provide members with networking and career opportunities in Africa as well as valuable insight to the culture and business climate in Africa. SCHULICH EAST ASIAN BUSINESS ASSOCIATION SEABA is a community that opens to all MBA/IMBA students in Schulich School of Business and possesses 220 members. SEABA is dedicated to promoting social, academic and cultural activities for the Schulich community in order to better understand the business environment, culture, and management issues of the East Asian region. SCHULICH FINANCE ASSOCIATION The Schulich Finance Association brings together peers who share a common interest in finance and its related fields. Historically, the SFA has acted as a liaison between students and business professionals by organizing events such as Day on Bay, Speakers Series and Women in Capital Markets. E-mail: sfa@schulich.yorku.ca Web site: sfa.schulich.yorku.ca SCHULICH FINANCIAL ENGINEERING ASSOCIATION The Schulich Financial Engineering Association provides information and networking opportunities to its members. This association aims to ground theoretical knowledge in practice, and strives to do so by inviting Financial Engineering professionals to share practical information about their working experience, and also by inviting its members to participate in a Hedging Strategy game. Contact us at finengassociation@schulich.yorku.ca SCHULICH GOLF CLUB Knowing how to golf is a big advantage in the business world these days, but it can be intimidating for the uninitiated. The Schulich Golf Club thinks it should be a core part of your MBA, so we offer students the chance to hone their golf skills in a friendly environment. With tournaments, lessons, speakers, free golf club rentals and more, we aim to have fun while adding value to the Schulich experience. For more information contact golfclub@ssb.yorku.ca SCHULICH HOCKEY CLUB The Schulich Hockey Club encourages Schulich MBA hockey players of all skill levels, regardless of age or gender to play hockey. Over the past few seasons the club entered teams of students and alumni into intramural leagues and traveled to tournaments in Michigan and London, Ontario.
SCHULICH HEALTH CARE AND BIOTECHNOLOGY FORUM This club aims to provide members with a series of professional, educational and networking events designed to enhance their understanding of the role of business in health care and biotechnology. Our mission is to provide a forum for an exchange of experiences with a focus on health care and biotechnology incorporating talks from professionals in industry, hospitals, consulting companies, venture capital and finance. SCHULICH INFORMATION TECHNOLOGY ASSOCIATION (SITA) The Schulich Information Technology Association (SITA) aims to bring together students with an interest in information technology. For more information please contact sita@schulich.yorku.ca. SCHULICH TOASTMASTERS Success in business is based upon the ability to communicate. For many the thought of speaking in front of a group of people is terrifying. Toastmasters helps students learn the art of public speaking, listening, and thinking in a supportive and positive learning environment. By participating in Toastmasters students have the opportunity to develop communication and leadership skills, which in turn foster self-confidence and personal growth. For additional information contact us at toastmasters@schulich.yorku.ca. SOUTH ASIAN BUSINESS CLUB SABC aims to provide a forum through which students can explore career and business initiatives related to South Asia, maintain an ongoing support network to share experiences among students, provide guidance and support to students new to Canada. YORK BUSINESS AND THE ENVIRONMENT CLUB The York Business and the Environment Club is a student run organization with the primary goal of acting as a link between the environmental industry and students. It also serves as a forum to exchange ideas on environmental issues and to provide both learning and networking opportunities to its members. York Business and the Environment hosts the Enviro-Networking Event, where professionals and students are invited to listen to presentations on themes of business and the environment. The club is open to all members of the York community. E-mail: busenv@yorku.ca SCHULICH FINANCIAL SERVICES SOCIETY (SFSS) The Schulich Financial Services Society (SFSS) proactively seeks to build strong ties with the financial services industry by providing a forum for industry leaders, alumni, recruiters and society members to share their views, ideas and experiences in a fun and exciting atmosphere while enhancing the image of Schulich MBA in the financial services environment of Canada and abroad. Student-run and faculty-backed, SFSS holds breakfast meetings, seminars and other special events to give students an opportunity to listen to and converse with professionals from the industry. For those of you who are contemplating a career in financial services, this club will be useful in putting you on the inside track. E-mail: sfss@schulich.yorku.ca
SCHULICH MANAGEMENT CONSULTING ASSOCIATION The SMCA that aims to generate and strengthen relationships with consulting firms as well as provide club members with opportunities to learn about, and pursue, careers in management consulting and internal strategy. It aims to achieve these objectives by developing relationships with companies and offering club members broader opportunities to interact with recruiters as well as strengthening the internal knowledge base of the student body by offering pertinent and relevant workshops and events. For more information please contact: smca@schulich.yorku.ca SUPPLY CHAIN AND OPERATIONS MANAGEMENT (SCOM) Aiming to be bridge between the professional and Schulich supply chain and operations management community, SCOM, Supply Chain and Operations management Club at Schulich School of Business at York University. The clubs mission is to satisfy the needs of Schulich students interested in supply chain and operations management by providing a platform for exposing students to this area, creating career opportunities, and increasing Schulichs visibility in the professional supply chain and operations management community. WOMEN IN LEADERSHIP Women in Leadership serves the Schulich community by providing a series of professional, educational and networking events. WIL serves the Schulich community by providing a series of professional, educational and networking events. Some events include Women in Capital Markets, Diversity, Work-Life Balance, an MBA Interschool Branch, and the Womens leadership Conference at the Four Seasons Hotel. WIL is committed to giving its members a chance to develop key personal relationships and business contacts that will help them to achieve their goals in todays business environment. For more information or to join WIL, please e-mail wil@schulich.yorku.ca. Web site: wil.schulich.yorku.ca YORK CONSULTING GROUP The York Consulting Group (YCG) offers a wide range of management consulting services to businesses in both the private and public sector. As students of the Schulich School of Business, YCG consultants are high calibre MBA candidates with a wide variety of work experience and necessary skills to analyze your unique situation and propose realistic solutions to complex business problems. If you are an MBA student interested in learning more about YCGs recruiting initiatives, please contact us for more information. Web site: ycg.schulich.yorku.ca YORK ENTREPRENEUR SOCIETY The York Entrepreneur Society provides students with an opportunity to attend seminars, lectures and workshops involving experienced members of the business community. The informative sessions provide the answers to specific and general questions relating to small businesses. Topics covered include financing, business-plan review, marketing, government regulations, changing technologies and globalization. YORK INVESTMENT CLUB (YIC) The York Investment Club offers students an opportunity to learn about investing in a highly interactive setting. Members have the chance to contribute equity and invest collectively, or participate in a number of different investment challenges. As well, analyst positions are available for both novices and experts alike. E-mail: yic@schulich.yorku.ca
YORK MARKETING ASSOCIATION The York Marketing Association (YMA) offers members the knowledge and exposure to the Marketing industry to prepare them for their future careers. Attracting over 200 members every year, there are several opportunities for students to get involved in. We host a variety of events such as our annual Beyond Brands Conference, mock interview sessions, the YMA Apprentice and company visits. Web site: www.yorkmarketing.ca Several new student clubs are in the final stages of their approval: Schulich Investment Club Sorts Business Club Schulich CMA club Emotional Intelligence club
2. Career Management Schulich Schools Career Development Centre (CDC) recognizes the importance of continued career development and provides tools for alumni to find new opportunities and make career transitions. Services include: access to CareerQuest, Online Job Search Web site, Workshops and Individual Advising/Career Counselling. 3. Professional Development The Schulich Executive Education Centre offers extensive management- and executivelevel programs of varied length to alumni and the public at two locations The Executive Learning Centre at the York University main campus and at the Miles S. Nadal Management Centre in downtown Toronto, King & Bay Sts. Customized corporate in-house programs, domestic and international, are offered. 4. Alumni Network Activities The Schulich Global Alumni Network offers opportunities for networking, professional development, and recognition and awards through its special events, including: Annual Alumni Recognition Awards, Global Alumni Chapter events, and the Annual Alumni Forum. 5. Facilities Schulich alumni may book facilities in the Executive Learning Centre (main campus) and the Miles S. Nadal Management Centre (downtown campus) for receptions, functions and events that are business/learning related. What Alumni Can Offer the Schulich School Schulich alumni can refer talented students to the School; assist at Student Recruitment Fairs; host students on exchange and internship in their country/city; source global internships and career placements for new graduates; speak at student club events and conferences; recruit students for their firm and offer expertise to enrich the educational experience of Schulich students. Alumni can also serve as mentors, strategy study site hosts, speakers, panelists, guest lecturers, and recruiters. Many alumni also serve the school as advisory council members. Alumni Mentor Program The Alumni Mentorship Program is designed to foster professional and personal development of current students with Schulich alumni. The Mentorship Program draws from a large pool of graduates who work in a broad range of industry sectors and functional areas. Volunteer alumni mentors act as guides to students and relate to them their knowledge, expertise and experience. www.schulich.yorku.ca/alumni
These clubs are expected to be fully operational in the 2011 2012 academic year.
GLOBAL ALUMNI NETWORK

The Schulich Global Alumni Network is a network of 22,000 Schulich graduates living and working in more than 90 countries worldwide. There are over 80 alumni chapters located on every continent and representing all of Schulichs specialized areas of study. These chapters provide a valuable network and resource for graduates. Mission Statement To facilitate the growth of an ever strengthening bond among Alumni, and between Alumni and the school; to create a sense of belonging to a distinguished Alumni community that delivers mutually valuable services and programs; to build the top business school Alumni Association in the world. To accomplish this, the Association is committed to: facilitating international business, corporate, educational and community partnerships increasing the prestige and recognition of the Schulich School of Business in the global milieu organizing networking opportunities that foster business, professional and social contacts promoting the success of the School its alumni, faculty, students, staff and friends providing resources and support for the Schulich School of Business and its premier business programs What the Schulich Global Alumni Network Can Offer You 1. Connection to the Schulich Global Alumni Network via the Online E-mail Alumni Directory, a secure and private way for Schulich graduates to stay in touch with classmates and to network with other like-minded alumni. It also allows the School to keep abreast of the careers of its graduates and serves to confirm your Schulich degree as an identity document. In addition, the Alumni Directory enables you to: access alumni in 80+ countries find about chapter activities locate alumni working in your industry sector, city or country receive monthly e-bulletins of Schulich news and events search for classmates
Student Services and Student Life: York University

York University offers all students, including Schulich students, access to numerous resources. For more detailed information on the extensive services available consult the York University Web site at www.yorku.ca
BOOKSTORE
The York University Bookstore, conveniently located at the east end of York Lanes, stocks over 50,000 titles of general interest, as well as texts prescribed for courses. A selection of local and international periodicals, magazines, journals, used books, stationery, electronic equipment, York insignia clothing and gifts are also available. Regular store hours are Monday and Tuesday 9am to 7pm, Wednesday Friday 9am to 5pm and Saturday 11am to 4pm, Sunday closed. See the Bookstores Web site at www.bookstore.yorku.ca. For general Bookstore information or to reach other Bookstore departments, call 416-736-5024. For information about textbooks, call 416-736-2100, Ext. 40735.
ACCOMMODATION/HOUSING
THE YORK APARTMENTS (on-campus housing) The York University Apartments consist of six on-campus apartment buildings professionally managed by Student Housing Services. A vibrant living environment conveniently nestled at the south side of the campus, it is the ideal choice for those seeking a unique living and learning experience. York University Apartments are available to graduate students, students with families, and mature undergraduate students who are enrolled in a full-time degree program. You may apply to the York University Apartments after you receive an offer of admission to a full-time degree program. To obtain information about rental rates, building options and layouts, eligibility, and to fill out an online application, please visit our Web site at www.yorku.ca/studenthousing/yorkapts. Contact York University Apartments for more information: 101-340 Assiniboine Road York University, 4700 Keele Street Toronto, Ontario M3J 1P3 Telephone: 416-736-5339 Fax: 416-650-8008 E-mail: yorkapts@yorku.ca Office hours: Monday to Friday, 8:30am to 7pm OFF-CAMPUS York University maintains a service for those students who require assistance in finding off-campus accommodation. We produce a listing of private and shared accommodation at varying prices located off-campus. The listings can be found on the internet by visiting our Web site at www.yorku.ca/och. Drop by for useful publications: Getting Organized or Frequently Asked Questions. These publications are also available online by going to www.yorku.ca/och and clicking on Publications. Information about public transportation routes and guides, accommodation comparison checklists, apartment checklists, updates on the Landlord Protection Act, tenants rights and other related matters are available from the Off-Campus Housing Office.
CAMPUS SECURITY
The following is a reminder of some services available to students, staff and faculty at York University. Complete lists of services provided to the York community are available by visiting the Web sites below.
Department of Security Services

In a life-threatening emergency, call 911 directly. For other urgent security matters, call extension 33333. Public emergency agencies responding to 911 calls are met by Security Services personnel and escorted directly to the location of the emergency. This practice ensures that valuable time is not lost searching for a campus location. All security personnel are trained in First Aid and CPR. Other services include: Blue Light Emergency phones Closed Circuit Television Road Watch Security Services Patrols Call extension 58000 (416-650-8000) for more information, or see their Web site at www.yorku.ca/security.
goSAFE
goSAFE is a free service provided by York University to all members of the York community. If you need to get from one point on-campus to another, goSAFE staff members will meet you anywhere on campus (including parking lots, bus stops, buildings and residences) and walk with you to your on-campus destination. Upon request, goSAFE will also wait with you for your bus or taxi to arrive, or until your vehicle starts. All requests will be accommodated by foot, and the service is available 7 days per week every day of the year, excluding the University closure after the December exam period. You can arrange for an escort by using any on-campus emergency phone and asking for goSAFE, using any marked Safety Phone, using any on-campus payphone to make a free call to the goSAFE line, or calling the goSAFE office directly at extension 55454 or 416-736-5454. You will be asked for your name, desired pick-up location and destination, and a team of goSAFE staff members in uniform will be sent to meet you (typical wait time is no more than 10 minutes). goSAFE operates daily during the academic year (September to April) from 6pm to 2am and during the summer months (May to August) from 8pm to 2am. For more information please visit www.yorku.ca/goSAFE.
CENTRE FOR STUDENT COMMUNITY AND LEADERSHIP DEVELOPMENT

The Centre for Student Community and Leadership Development is dedicated to continuously improving the quality of student life at York University. Student Community & Leadership Development enriches student life by: promoting education, awareness and growth; celebrating diversity; encouraging collaboration; and developing citizenship. The Centre for Student Community and Leadership Development includes the following core units: Student Leadership Training and Development Student Organizations and Activities Aboriginal Counselling and Services Health Education and Promotion Off-campus Housing Orientation and Student Success Residence Life & the Pond Road Residence York is U Elections York
Services Offered:
PERSONAL COUNSELLING SERVICES (PCS) Students come to Personal Counselling Services because of a wide range of concerns such as depression, anxiety, abuse, self-esteem, eating and body image, issues about sexuality and stress. We offer short-term individual and couples therapy. Students seeking personal counselling are encouraged to contact us to make an appointment for an initial consultation which will be scheduled for the earliest available appointment time. The initial consultation is a brief interview during which our Intake Counsellor assesses the students counselling needs. After the initial consultation, the student may be offered an appointment at CDS or an outside referral depending upon the nature of the issue and the availability of staff. At peak times during the year, students may have to wait a short while for an initial appointment or for further counselling. In the case of a life-threatening situation, call 911 or proceed to the nearest hospital. In a non life-threatening crisis situation, same-day crisis-intervention services are available. For more information about our services visit our Web site at www.yorku.ca/cds/pcs. Personal Counselling Services also offers workshops and group programs for students on such topics as: mindfulness meditation for depression, shyness and communication skills, body image and disordered eating, test anxiety, etc. LEARNING SKILLS SERVICES (LSS) Throughout the year, students may meet individually with a learning skills counsellor or attend workshops to help in developing and improving study skills and strategies. Workshops are offered throughout the year. Students are asked to register in advance either online at www.yorku.ca/cds/lss or in person at N110 BCSS. CONTACT INFORMATION Location: N110 BCSS Hours of operation: Phone: 416-736-5297 Mon, Wed, Thurs, Fri: 9am to 4:30pm Fax: 416-736-5633 Tues: 9am to 7pm
More information is available on the Centres Web site: www.yorku.ca/scld
CHILDCARE
The Lee Wiggins Childcare provides childcare in a family group setting to the York community with priority to students and CUPE 3903 members. It provides licensed part time / full time care for children 18 months to 5 years old. Some over age and under age care may be granted. The Childcare can also provide care for emergency situations, March Break, conferences care and occasional care. On Saturdays drop in for a free Play and Learn program, offered through Early Years, for children 0 to 6 years, 10am to 1pm. The Childcare is located in The Student Centre Building, room 201. Visit the Web site for more information www.yorkchildcare.ca, or call 416-736-5959, or e-mail lowell@yorku.ca The York University Cooperative Daycare Centre located at Atkinson Residence provides licensed childcare for students, graduate students, staff and faculty of York University. For more information, you can reach us at 416-736-5190 or e-mail daycare@yorku.ca, or check our Web site at www.yorku.ca/daycare. Subsidy through the City of Toronto Childrens Services is available for those who qualify.
Disability Services:
CDS provides specialized disability-related supports as listed below: For students who wish to register with these services, relevant documentation is required. LEARNING DISABILITY SERVICES (LDS) Learning Disability Services provides support for students with specific learning disabilities, ADHD, autism and Aspergers Syndrome. Interested students should arrange an initial intake appointment to discuss appropriate academic accommodations and additional supports. For more detailed information, please visit our Web site at www.yorku.ca/cds/lds. Location: W128 BCSS Phone: 416-736-5383 Fax: 416-736-5565 Hours of operation: Mon, Wed, Thurs, Fri: 9am to 4:30pm Tues: 9am to 7pm
COUNSELLING AND DISABILITY SERVICES

Counselling & Disability Services provides a range of essential counselling and disability related services to the York University community. The primary aim of CDS is to help students realize, develop, and fulfill their personal and academic potential in order to maximally benefit from their university experience. Achieving this aim requires ready access to a range of services available to all students currently enrolled at York University.
MENTAL HEALTH DISABILITY SERVICES (MHDS) Mental Health Disability Services provides educational support for students with persistent mental health disabilities such as depression, bi-polar disorder, anxiety disorders and Post-Traumatic Stress Disorder (PTSD). To request a registration package, students can either make contact in person, by email (mhdinfo@yorku.ca) or by telephone (416-736-5297). Once the registration package is completed and returned, the student will be contacted for an initial meeting. For more detailed information please visit our Web site at www.yorku.ca/cds/mhds. Location: N110 BCSS Phone: 416-736-5297 Fax: 416-736-5633 Hours of operation: Mon, Wed, Thurs, Fri: 9am to 4:30pm Tues: 9am to 7pm PHYSICAL, SENSORY AND MEDICAL DISABILITY SERVICES (PSMDS) Services include educational support for students who experience a physical, sensory or medical disability. Students are expected to complete a registration package prior to their initial intake appointment with a disability counsellor. To request a registration package, students can contact us by phone at 416-736-5140 or in person at N108 Ross Building. Once that package is completed and returned, the student will be contacted for an initial meeting. For more detailed information, please visit our Web site at www.yorku.ca/cds/psmds. Deaf and Hard of Hearing students can also reach us at dhh@yorku.ca. Location: N108Ross Phone: 416-736-5140 Phone: 416-736-5263 (TTY) Fax: 416-650-8068 Hours of operation: Mon, Wed, Thurs, Fri: 9am to 4:30pm Tues: 9am to 7pm (After 4:30pm by appointment only) SIMILAR SERVICES ARE PROVIDED BY CDS AT THE GLENDON SITE: Location: Glendon Hall, Room 111A Phone: 416-487-6709 Location: Glendon Hall E103 Phone: 416-487-6709 Hours of operation: Fall/Winter Terms: Mon - Fri: 9am to 4:30pm
HEALTH SERVICES
YORK LANES HEALTH CENTRE On-campus medical facilities are located in the York Lanes Health Centre. While appointments are advised, walk-ins are welcome. The centre can be reached at 416-736-5525. Health services include: family medicine clinic for all ages massage therapy psychiatry clinic travel vaccines
HEALTH EDUCATION AND PROMOTION AT YORK

Located in the Centre for Student Community & Leadership Development, Health Education & Promotion at York exists to guide and support the development and maintenance of a comprehensive healthy campus. Health Education & Promotion strives to provide education and information to students through various formats, and works behind the scenes to make York a healthier place through policies and student-centred initiatives. And yes, Health Education & Promotion at York does give out free condoms! A professional health educator is available to students, free of charge. Students can schedule an appointment, send an e-mail, or place a phone call to discuss any personal health questions with a professional health educator. Whether its a question about a recent medical diagnosis for themselves or a family member, or questions on how to eat healthy with little time and money, Health Education & Promotion is here to help. All services are free and confidential. Health Education & Promotion also hosts several events throughout the year on a weekly and annual basis. For a glance at upcoming events, visit our Web site at www.yorku.ca/healthed and click on the Events Calendar. Wellness Wednesday Each Wednesday from 10am to 2pm Canadian Blood Services Blood Drive Each Semester Annual Health Fair The first Wednesday after Reading Week Presentations & Seminars Visit the Events Calendar for upcoming dates and topics Location: Centre for Student Community & Leadership Development, S172 Ross Building Phone: 416-736-5196 E-mail: healthed@yorku.ca Web site: www.yorku.ca/healthed
LIBRARY SERVICES
The Peter F Bronfman Business Library, located on the second floor . of the Schulich School of Business provides access to a comprehensive collection of print materials, and an outstanding collection of electronic marketing, financial, company, industry, textbooks, articles/newspapers and numeric databases. Off campus access to most of the electronic resources is available for students 24/7. Research support is available in person, via e-mail, IM Chat and phone. Graduate students are entitled to $300 free printing each academic year and can access this free printing from the Librarys printers. Printing services are only available during the terms in which students are enrolled. For complete information see www.library.yorku.ca/ccm/BG/index.htm Student have access to four other York University Libraries; Scott Library (humanities and social sciences), Steacie Science and Engineering Library. Osgoode Hall Law School Library and the Leslie Frost Library located on the Glendon Campus. York University students are entitled to reciprocal borrowing privileges at many other Canadian Universities Libraries. For more information see www.library.yorku.ca/ccm/jsp/homepage.jsp York University Libraries provide a full range of services to students with special needs such as adaptive equipment, facilitated services for library materials retrieval, etc.
CENTRE FOR HUMAN RIGHTS

Welcome to York Universitys Centre for Human Rights. The Centres mission and mandate includes human rights education by promoting a culture of equity and mutual respect and mounting educational initiatives. As part of its educational role, the Centre will liaise with human rights groups, committees, associations, and organizations both within the University and in the external community as resources permit with a view to gaining knowledge and information about emerging issues as well as best practices. The centre advocates for the adherence to both the spirit and intent of the provisions of the Human Rights Code as well as all human rights policies at York. The Centre assists individuals and groups to address and resolve allegations of discrimination and harassment as defined by the Code through an independent, impartial and private process. This service is available to any current student, staff or faculty member of the York University community. When such allegations are raised, an inquiry will be conducted at an informal level, seeking resolution early and effectively for the individual(s) involved. Where a complaint cannot be resolved informally by the Centre, the matter will be investigated in accordance with established University policies, practices and agreements. In addition, the centre serves as a repository of information including the maintenance of a resource centre about human rights issues. Employees are available to provide accurate information, referrals and advice to all sectors of the community. The Centre for Human Rights is located at S327 Ross South Building. It is open daily from 9am to 5pm and after hours appointments can be arranged where necessary. You can reach us at 416-736-5682, TTY 416-650-8023 or by e-mail at rights@yorku.ca. Our Web site is: www.yorku.ca/rights.
OFFICE OF STUDENT CONDUCT AND DISPUTE RESOLUTION

The Office of Student Conduct & Dispute Resolution is responsible for administering York Universitys non-academic Student Code of Conduct. In addition to receiving and investigating complaints, the Office also provides guidance to the University community in interpreting the Code of Conduct. This Office is also home to the Peer Support Team, a group of student volunteers who provide York students with dispute resolution services and assistance in clarifying the Code of Conduct. For more information, contact the Office of Student Conduct & Dispute Resolution at 416-736-5231 or www.yorku.ca/scdr
PARKING SERVICES
A limited supply of parking permits are available to all community members on a first come, first serve basis. Parking Services encourages early purchase to maximize availability and to avoid lines. Please ensure you have fully completed an application form. Incomplete applications will result in unnecessary delays. In order to purchase a parking permit you must have a valid vehicle ownership or registration (a photocopy of the front and back of your vehicle ownership will be sufficient for mail/fax and drop off applications). If the vehicle driver is different than the vehicle owner, the vehicle owner must also sign the application. Parking permits can not be issued to persons or vehicles with outstanding violations on their parking account. For information regarding outstanding violations please call 416-736-5338 for Keele campus and 416-487-6788 for Glendon campus and ask to speak with a violations officer. Acceptable payment methods to purchase your permit are cash, cheque, debit, Visa, Mastercard or AMEX. To avoid lines and the need to apply in person, applications can be processed by mail or fax. Applicants renewing their parking permits may be eligible to renew online. Please visit our Web site at www.yorku.ca/parking for more information. Parking and Transportation Services are located at: Keele Campus Parking Services Parking and Transportation Services 222 William Small Centre 155 Campus Walk York University 4700 Keele Street Toronto, Ontario M3J 1P3
OFFICE OF THE OMBUDSPERSON

The role of the York University Ombudsperson is to provide an impartial and confidential service to assist current members of York University who have been unable to resolve their concerns about University authorities application of York University policies, procedures and/or practices. The Ombudsperson is generally an office of last resort. This means that you should first try to resolve your problem by using the complaint and appeal procedures offered by the department you are dealing with. Many complaints can be resolved quickly by first approaching the department involved and using its internal complaint mechanisms. If you are not certain what complaint procedures are available, the Ombudsperson can assist you by providing referral information on how to address your problem. The Office of the Ombudsperson is located in 1050 York Research Tower. For more information please visit: http://www.yorku.ca/ombuds/.
SHOPPING SERVICES
York Lanes Mall is York Universitys unique enclosed shopping centre. Anchored by the York University Bookstore, York Lanes has over 30 shops and services, including a medical and dental clinic, pharmacy, travel agency, computer store, post office, photo-processor, hairdresser, bank and 10 restaurants. In addition, there are many other pubs and food services located across the university.
TRANSPORTATION SERVICES
York University is serviced by several GTA transit systems, including Brampton Transit, York Region Transit/VIVA, GO Transit, Greyhound and the TTC. Further details about transportation options including Zipcar, Smart Commute Carpool Zone and Shuttle Services can be found at www.yorku.ca/transportation.
Van-Go
Transportation Services, in partnership with the Office of Persons with Disabilities offer VAN-GO service, designed to assist students and staff with disabilities to get around campus safely. Contact the Office for Persons with Disabilities at 416-736-5140 or 416-736-5263 (TTY) or see www.yorku.ca/transportation/.
SPORT AND RECREATION PROGRAMS

The multi-purpose Tait McKenzie Centre features four gymnasia, 5 North American squash courts, a fitness centre (free weights, selectorize machines, cardio equipment), 5 multi-purpose studios, a spinning studio, a 25-metre swimming pool and a sport injury clinic. Sport fields include the York Stadium, 5 sport playing fields, a recreational cricket pitch, 9 outdoor tennis courts (4 courts with lights), 4 softball fields. Other facilities include the Canlan Ice Sports Complex with a feature rink and 5 additional rinks, City of Toronto Track and Field Centre with an outdoor track (8 lane, 400 m synthetic track and separate jumps and throwing areas), an indoor track (4 lane banked 200 metre) and 2 weight training areas; and the National Tennis Centre with 9 outdoor courts and 4 indoor courts (winter only). York University, through the School of Kinesiology and Health Science, has developed programs in both sport and recreation, aimed at offering opportunities across the broad continuum of physical activity to all students. Programs include inter-university sports; casual recreation in basketball, indoor soccer, badminton, table tennis, tennis, swimming, hockey, squash, pleasure skating; 22 intramural sports; instructional classes in dance, martial arts, tennis, aquatics, mind and body fitness, squash, spinning and skating; aerobics and cross-training classes; and a variety of sport clubs. The University also encourages students to take advantage of the exciting environment generated through sport and recreation at York by attending events held on campus throughout the season. For information call customer service at 416-736-5185 or check the Web sites at www.sport.yorku.ca or www. recreation.yorku.ca.
CENTRE FOR WOMEN AND TRANS PEOPLE

The Centre for Women and Trans People (formerly known as the Womens Centre) is a student-funded, collectively run, volunteerdriven organization at York University. The Centre is a progressive, pro-choice, anti-racist, queer-positive, trans-positive, feminist organization committed to: helping to break the social isolation that women and trans people face on campus through programming, socials and networking events individual and collective empowerment through esteem building, education & decolonization providing services such as peer-to-peer crisis intervention, peer counselling, advocacy & referrals from a feminist, antioppressive framework acting as a resource base for understanding, exposing and organizing on issues around gender violence and social justice creating working relationships between students and the University administration, where students are directly involved in developing programs and policies that make the campus safer for everyone developing a culture of resistance and celebration by supporting initiatives by local artists The Centre offers a comfortable lounge with couches and chairs, free phone, computer and internet access, a fridge, a microwave, and good company! Whether you want to debrief with someone about your day, or are looking for a place to chill / eat your lunch / catch up on your readings / get involved in our work dont be shy, drop by and check us out! Phone: 416-736-2100 ext 33484 E-mail: ywc@riseup.net Web site: www.yorku.ca/ywc
STUDENT CENTRE
The Student Centre, designed by renowned Toronto architect Jack Diamond, is the hub of student life at York and in 1996 won the Governor-Generals Award for Architecture. The facility is operated by the York University Student Centre Corporating and houses the York Federation of Students, the Graduate Students Association, and Student Services including the Volunteer Centre, The Centre for Women and Trans People, TBLGAY, the Access Centre and over forty student clubs. The Underground, Yorks largest full service restaurant, pub and nightclub, is located in the lower level of the Student Centre offering a modern venue for private parties with exquisite catering. Additionally, the Student Centre features the Lee Wiggins Childcare Centre, the art gallery, Gateway Newstand, and a food court accommodating 500 including Treats, Subway, Wendys, Jimmy the Greek, KFC, Taco Bell, Panzerotto and Pizza, Pagoda, and Yogen Frz.
International Students
IN THIS SECTION
Benefits of Study in Canada ..............................................111 Accreditation and Canadian Business Schools ................111 Ontario Business Schools......................................................111 Cost of Studying and Living in Canada ...........................111 Tuition and Related Academic Fees ......................................111 Living Expenses....................................................................112 Financial Assistance ...........................................................112 Resources and Support .......................................................112 Study Permit (Visa) ............................................................112 Work Eligibility During Studies..........................................113 Working in Canada After Graduation ...............................113 Contact information for international students: Telephone: 416-736-5059 Fax: 416-650-8174 E-mail: intladmissions@schulich.yorku.ca
ACCREDITATION AND CANADIAN BUSINESS SCHOOLS

In Canada, education is the responsibility of the provinces, not the federal government. All degree programs in business or management must meet the quality-control criteria of their respective provincial governments. The level of quality across Canada is consistently high. There is no separate accreditation body for university degree programs in business or most other disciplines.
Ontario Business Schools

Universities in the province of Ontario offer one-third of all Canadian MBA programs and enrol one-half of the countrys MBA students. Before a new program is established in Ontario, it must be approved by a special council, the Ontario Council for Graduate Studies (OCGS). Then, to ensure that quality is maintained, the program must be regularly reassessed by the OCGS. The Schulich School of Business graduate degree programs (MBA, MBA/JD, MPA and IMBA) are reappraised every 7 years by the OCGS. The programs have been confirmed as meeting the Councils highest standard of quality.
BENEFITS OF STUDY IN CANADA

The United Nations Human Development Report consistently ranks Canada amongst the best countries to live in. Canada offers: a high-quality educational system subject to strict government standards (see Accreditation and Canadian Business Schools on this page) internationally recognized Canadian university degrees a world-class healthcare system a multicultural society which values customs and traditions a stable, safe and peaceful country clean and environmentally friendly cities year-round, affordable sport and cultural activities the beauty of Canadian nature four distinct seasons (fall, winter, spring, summer) excellent second-language training programs eligibility to work in Canada as a student and after graduation see www.aucc.ca publication entitled Canadas Universities: a fact filled guide for international students
COST OF STUDYING AND LIVING IN CANADA

NOTES: 1. Schulich is a three-term school, which means that study is possible year-round, in the Fall (September to December), Winter (January to April) and Summer (May to July) Terms 2. The MBA program is normally a four-term program. See study options for each graduate program: MBA (page 17), MBA/MFA/MA (page 26), MBA/JD (page 29), IMBA (page 21), MPA (page 24)
Tuition and Related Academic Fees

University education in Canada is not free for anyone. Both Canadian and international students must pay tuition fees. In Ontario, there are different sets of fees for domestic and foreign students (see Fees on page 8). Universities and colleges are partly supported by Canadas provincial governments, which means that tuition fees for domestic students are kept as low as possible. On average, Canadian tuition fees are half the cost of those in the United States. Students who move permanently to Canada and are awarded Permanent Resident of Canada (PRC) status become eligible for the government-subsidized domestic fees paid by Canadian citizens and permanent residents beginning in the term after landed immigrant status has been awarded (see page 8 for details).
Living Expenses
Toronto is a moderate-cost city. The single greatest cost is for housing (e.g., an apartment) (see Accommodation/Housing on page 106). Other costs are reasonable by North American standards. Costs in the chart below are listed in Canadian dollars. The chart found online at www.schulich.yorku.ca/feeschedule is intended as a budget guide for students studying full-time on a Study Permit (Visa) at Schulich/York University.
STUDY PERMIT (VISA)

It is essential that candidates who wish to study at the Schulich School of Business not enter Canada on a visitor visa. A visitor visa, officially known as a Temporary Resident Visa (TRV) cannot be changed to a Study Permit (Visa) after an individual has entered Canada. With the exception of US citizens arriving from the US (see Note 1 below), international students who want to study in Canada must obtain in advance a Study Permit (Visa) from a Canadian Embassy or Consulate. The length of time required to obtain a Study Permit may vary from country to country. Students from certain countries may be required to have bank statements and a medical examination (see below). These additional requirements may add three to four months to the process of obtaining a Study Permit (Visa).
NOTES: 1. For US citizens arriving in Toronto from the US, all that is required to obtain a Study Permit (Visa) upon arrival at the Toronto International Airport is an unconditional letter of acceptance (admission) from York University. 2. The duration of a Study Permit (Visa) can be extended while a student is still in Canada.
There is some limited financial assistance, including scholarships and bursaries for international students studying in Canada on a Study Permit (Visa). Only Canadian citizens and landed immigrants are eligible to apply for government-supported student financial aid programs. See the Schulich School of Business Awards and Financial Support brochure available from Student Services and International Relations, or online at www.schulich.yorku.ca/financialaid.
RESOURCES AND SUPPORT

The Schulich School of Business operates entirely in English. The pace of graduate study is rapid and it is essential that students have high oral and written proficiency in English. To meet course requirements students must be able to participate fully in class and contribute to small-group discussions and analysis. Schulichs Office of International Relations offers services for students who have English as a second language (ESL). The Peer Student program offers help with written assignments, cases and papers. There are daily office hours set whereby students can bring their written work in for review, editing, and general feedback. All students who are new to Canada can take advantage of specialized advising, seminars and services offered by the International Relations Office (Room W263). The York University English Language Institute (YUELI) offers extra-fee intensive non-credit courses for students who wish to improve their English skills. Of particular interest to international students on visa is the eight-week intensive pre-MBA English Program that is offered just prior to the beginning of the Fall and Winter Terms of the academic year. Students are required to have an intermediate proficiency level in English to enter this program. Information on the Institutes programs can be obtained from YUELI: Telephone: 416-736-5353 Fax: 416-736-5908 E-mail: yueli@yorku.ca Web site: www.yueli.yorku.ca The English as a Second Language Open Learning Centre (ESLOLC) is available to all Schulich students whose first language is not English. Practical individual instruction is provided in reading, writing, listening and speaking. Professionally trained tutors from the ESLOLC are available. Appointments should be made in advance by contacting 416-736-2100 ext. 22940, Vanier College, Room 037. Web site: www.yorku.ca/eslolc
To obtain a Study Permit (Visa) for study at the Schulich School of Business at York University, the following is required: an unconditional letter of acceptance (admission) from York Universitys Schulich School of Business* completed student application forms as applicable certified copies of official education documents (transcripts of previous degrees) a valid passport and two passport-sized pictures a non-refundable processing fee of CDN $125 For certain countries, the following may also be required: documents (a bank statement) proving the student or the students parents have sufficient funds to cover tuition, living and travel costs a medical and x-ray examination Students will have to show their letter of acceptance to the Canadian Immigration officer when entering Canada. *To help speed up the time necessary to obtain a Study Permit (Visa), a prospective candidate may request to receive a fax copy of his/her unconditional letter of acceptance from the Schulich School, Division of Student Services & International Relations (see page 5 for contact information). For correct, current information about Study Permit matters, contact the appropriate Canadian Embassy or Consulate in your country/region. See www.schulich.yorku.ca/goinginternational
WORK ELIGIBILITY DURING STUDIES

Students studying with a Study Permit (Visa) are eligible to work on campus at York University without obtaining a work permit. On campus is interpreted by Citizenship and Immigration Canada (CIC) to include work at all facilities owned, leased or rented by the University. Students studying with a Study Permit (Visa) are eligible to work off campus by obtaining a work permit. Only full-time students who have been studying full-time for a minimum of six months and are in good academic standing will be eligible to apply. The Off-Campus Work Permit will be valid as long as the Study Permit is valid and the student remains full-time and in good academic standing. The Off-Campus Work Permit allows students to work off campus full-time during summer and other designated breaks and part time up to 20 hours per week during full-time study. The work permit is not tied to a particular job and can be obtained prior to finding a job. Students can initiate the process by obtaining the Off-Campus Work Permit Program Student Acknowledgement and Consent Form [IMM5582] and the Off-Campus Work Permit Program Verification Form [IMM5581] from the Citizenship and Immigration Canada (CIC) Web site. Contact Schulichs Office of International Relations for more details.
WORKING IN CANADA AFTER GRADUATION

International students are permitted to seek off-campus employment immediately after graduation. They must begin their employment within 60 days of the date when their final grades are released. The Post-Graduation Work Permit (PGWP) is valid for a maximum of 36 months (this is a different permit from the Off-Campus Work Permit described above) only if your period of study is equivalent or greater than two academic years. To obtain a post graduation Work Permit, a graduate must show: proof of eligibility to graduate from a Canadian post secondary institution, along with the name of the program completed (e.g. MBA, IMBA or MPA)
The special post-graduation employment provision gives graduates of the Schulich School of Business the opportunity to work in a management position in Canada for three years after receiving their business degree. Contact Schulichs Office of International Relations for more details.
Faculty and Advisors

IN THIS SECTION
Faculty .................................................................................114 The Deans Advisory Council................................................115 Executives-in-Residence .......................................................115 International Advisory Council.............................................115 Program Advisory Boards .....................................................115
Sylvia Hsu MD (TMU, Taiwan); MBA (NCCU, Taiwan); PhD (Wisconsin Madison) Assistant Professor of Accounting Bryan Husted BA & MBA & JD (Brigham Young); PhD (UC, Berkeley) Professor of Strategic Management/Policy Erivan K. Haub Chair in Business and Sustainability Richard H. Irving BASc & MASc & PhD (Waterloo) Associate Professor of Operations Management and Information Systems David Johnston BA & MA & PhD (Western Ontario) Associate Professor of Operations Management and Information Systems Ashwin Joshi BAS Hons (Trent); PhD (Queens) Associate Professor of Marketing Executive Director, Schulich MBA in India Mark J. Kamstra BA Hons (Queens); MA (British Columbia); PhD (UC, San Diego) Associate Professor of Finance Chair, Finance Area Rekha Karambayya BSc (Madras, India); MBA (IIM Bangalore, India); PhD (Northwestern) Associate Professor of Organization Studies Henry M. Kim BASc (Toronto); MEng (Michigan); PhD (Toronto) Associate Professor of Operations Management and Information Systems Matthias Kipping MA (Sorbonne, France); MPA (Harvard); Dipl (EHESS, France); DPhil (Mnchen, Germany) Professor of Strategic Management/Policy Chair in Business History Robert Kozinets BBA & MBA (York); PhD (Queens) Professor of Marketing Chair, Marketing Area Mehmet Murat Kristal BSc (METU, Turkey); MBA (Bilkent, Turkey); PhD (North Carolina) Associate Professor of Operations Management and Information Systems Fred Lazar BCom (Toronto); AM & PhD (Harvard) Associate Professor of Economics Cross-appointed to Department of Economics, Faculty of Liberal Arts & Professional Studies Moren Lvesque BSc & MSc (Laval); PhD (British Columbia) Associate Professor of Operations Management and Information Systems Stan Xiao Li BSc (Jiaotong, China); MSc (Stirling, UK); PhD (Toronto) Associate Professor of Strategic Management/Policy H. Ian Macdonald, OC BCom (Toronto); MA & BPhil (Oxford, UK); Hon LLD (Toronto); D. UNIV. (The Open University); D. LITT. (The Open University of Sri Lanka), D. LITT. (Dr. BR Ambedkar Open University of Hyderabad, India); D. LITT(York); F. COL (Fellow, The Commonwealth of Learning) Professor Emeritus of Strategic Management/Policy President Emeritus (York) Director, MPA Program Anoop Madhok BCom (Calcutta, India); MBA (Cincinnati); MA (Johns Hopkins); PhD (McGill) Professor of Strategic Management/Policy Nadia Massoud MA (Waterloo); PhD (Queens) Associate Professor of Finance Dirk Matten Dipl Kfm (Essen, Germany); Dr rer pol & Dr habil (Dsseldorf, Germany) Professor of Strategic Management/Policy Hewlett-Packard Chair in Corporate Social Responsibility Amin Mawani BComm (Alberta); MA (Toronto); LLM (York); PhD (Waterloo); CMA, FCMA, CFP Associate Professor of Accounting Elizabeth M. Maynes BA (McMaster); MA & PhD (Queens) Associate Professor of Finance Director, BBA/iBBA Programs Ronald J. McClean BASc & MASc & PhD (Waterloo) Assistant Professor of Operations Management and Information Systems James McKellar BArch (Toronto); MCP & MArch (Pennsylvania) Professor of Real Estate and Infrastructure Academic Director, Real Estate and Infrastructure Program Executive Director, External Relations Charles J. McMillan BA (Prince Edward Island; MBA (Alberta); PhD (Bradford, UK) Professor of Strategic Management/Policy Alan C. Middleton BSc (London, UK); MBA & PhD (York) Assistant Professor of Marketing Executive Director, Schulich Executive Education Centre Moshe Arye Milevsky BA (Yeshiva); MA & PhD (York) Associate Professor of Finance Gareth Morgan BSc (London, UK); MA (Texas); PhD (Lancaster, UK) Professor of Organization Studies Distinguished Research Professor (York) Debarshi K. Nandy BS Hons & MS (Calcutta, India); MCom (New South Wales, Australia); PhD (Boston College) Assistant Professor of Finance Dean Neu BBA (Wilfrid Laurier); MBA (York); PhD (Queens); CA (Ontario) Professor of Accounting Dorit Nevo BA (Haifa, Israel); MSc (Technion, Israel); PhD (British Columbia) Associate Professor of Operations Management and Information Systems Christine Oliver BA (Queens); MBA & PhD (Toronto) Professor of Organization Studies Henry J. Knowles Chair in Organizational Strategy Mark Pagell BS (Pennsylvania); PhD (Michigan) Associate Professor of Operations Management and Information Systems Yigang Pan BA & MA (Beijing, China); MPhil & PhD (Columbia) Professor of Marketing Theodore Peridis BSc (Athens, Greece); MA (Kent, UK); MPhil & PhD (New York) Associate Professor of Strategic Management/Policy Director, Global Leadership Program Chair, Strategic Management/Policy Area Eliezer Z. Prisman BA (Hebrew, Israel); MSc & DSc (Technion, Israel) Professor of Finance Nigel Martin Chair in Finance Director, Financial Engineering Program Sandy Qian Qu BA (CUFE, China); MBA (Windsor); PhD (Alberta) Assistant Professor of Accounting Marshall D. Rice BA (Manitoba); MS & PhD (Illinois) Associate Professor of Marketing Alan J. Richardson BSc & MPI & PhD (Queens); CGA (Ontario), FCGA (Canada) Professor of Accounting Gordon S. Roberts BA (Oberlin College); MA & PhD (Boston College) Professor of Finance CIBC Professor of Financial Services Hazel Rosin BA (Haifa, Israel); MSW (Wilfrid Laurier); MPhil & PhD (Yale) Associate Professor of Organization Studies Perry Sadorsky BSc Hons & MA (British Columbia); PhD (Queens) Associate Professor of Economics Willow Sheremata BSc (McGill); MSc (Toronto); MBA (Pennsylvania); MPh & PhD (New York) Associate Professor of Strategic Management/Policy Pauline M. Shum BA Hons (British Columbia); MA & PhD (Toronto) Associate Professor of Finance Director, Master of Finance Program Ajay K. Sirsi BComm Hons (Delhi, India); MBA (Oklahoma); MA (Florida); PhD (Arizona) Associate Professor of Marketing John N. Smithin BA (London Polytechnic, UK); MA & PhD (McMaster) Professor of Economics Cross-appointed to Department of Economics, Faculty of Liberal Arts & Professional Studies Justin Tan BBA (Tianjin, China); MA (Kansas); PhD (Virginia Tech) Professor of Strategic Management/Policy Newmont Mining Chair in Business Strategy Daniele Thomassin-Singh BBA & MBA (Laval); PhD (Case Western Reserve) Assistant Professor of Operations Management and Information Systems
FACULTY
Jean Adams BA (Western, Ontario); MBA (Wilfrid Laurier); PhD (York) Assistant Professor of Strategic Management/Policy Marcia Annisette BSc Hons (WI, Trinidad & Tobago); MSc (UMIST, UK); PhD (Manchester, UK); FCCA (UK), CA (Trinidad & Tobago) Associate Professor of Accounting Preet Aulakh BSc & MA (Punjab, India); PhD (Texas Austin) Professor of Strategic Management/Policy Pierre Lassonde Chair in International Business Ellen R. Auster BA (Colgate); MA & PhD (Cornell) Professor of Strategic Management/Policy Director, Schulich Centre for Teaching Excellence Kee-Hong Bae BS & MS (Korea, Korea); PhD (Ohio State) Professor of Finance Thomas H. Beechy BBA (George Washington); MBA (Northwestern); DBA (Washington); CPA (Illinois) Professor Emeritus of Accounting Russell W. Belk BS & PhD (Minnesota) Professor of Marketing Kraft Foods Canada Chair in Marketing Chris Bell BS (McGill); PhD (Duke) Associate Professor of Organization Studies Atipol Bhanich Supapol BA (Carleton); MA (Northeastern); PhD (Carleton) Associate Professor of Economics Chair, Economics Area Director, IMBA Program Markus Biehl MS (Kaiserslautern, Germany); MS & PhD (Georgia Institute of Technology) Associate Professor of Operations Management and Information Systems Associate Dean, Academic Samuel K. Bonsu BBA (Prince Edward Island); MBA (Simon Fraser); PhD (Rhode Island) Associate Professor of Marketing Patricia Bradshaw BComm (Queens); PhD (York) Associate Professor of Organization Studies Chair, Organization Studies Area Ronald J. Burke BA (Manitoba); MA & PhD (Michigan) Professor Emeritus of Organization Studies John Buzacott BSc & BE (Sydney, Australia); MSc & PhD (Birmingham, UK); Dr hc (TU Eindhoven, Netherlands) Professor Emeritus of Operations Management & Information Systems Alexandra Campbell BA Hons (York); MBA & PhD (Toronto) Associate Professor of Marketing Melanie Cao BSc & MA (HUST, China); MBA (Ottawa); PhD (Toronto) Associate Professor of Finance Archishman Chakraborty BSc (Calcutta, India); MA (Delhi, India); PhD (Princeton) Associate Professor of Finance Janne Chung BSc & MA (Truman State); PhD (ECowan); CMA Associate Professor of Accounting Wade D. Cook BSc (Mt. Allison); MSc (Queens); PhD (Dalhousie) Professor of Operations Management and Information Systems University Professor (York) Gordon Charlton Shaw Professor of Management Science Associate Dean, Research Chair, Operations Management and Information Systems Area Wesley Cragg BA Hons & MA (Alberta); BPhil & DPhil (Oxford, UK) Professor Emeritus of Business Ethics Cross-appointed to Department of Philosophy, Faculty of Liberal Arts & Professional Studies Andrew Crane BSc (Warwick, UK); PhD (Nottingham, UK) Professor of Strategic Management/Policy George R. Gardiner Professorship in Business Ethics Douglas Cumming BCom (McGill); MA (Queens); JD & PhD (Toronto); CFA Professor of Finance and Entrepreneurship Ontario Research Chair in Economics and Cross Cultural Studies Peter R. Darke BSc (McMaster); MA & PhD (Toronto) Associate Professor of Marketing James L. Darroch BA & MA & PhD (Toronto); MBA & PhD (York) Associate Professor of Strategic Management/Policy Director, Financial Services Program Andr deCarufel BA (Carleton); MA & PhD (North Carolina) Associate Professor of Organization Studies Academic Director, Kellogg-Schulich EMBA Program Yuval Deutsch BA & MA (Hebrew, Israel); PhD (British Columbia) Associate Professor of Strategic Management/ Policy and Entrepreneurial Studies David E. Dimick BA (St. Olaf); MA & PhD (Minnesota) Associate Professor of Organization Studies Ming Dong BS (Fudan, China); MS (New York); PhD (Ohio State) Associate Professor of Finance Burkard Eberlein MSc (LSE, UK); MA & PhD (Konstanz, Germany) Associate Professor of Strategic Management/Policy Moshe Farjoun BSc (Technion, Israel); MS & PhD (Northwestern) Associate Professor of Strategic Management/Policy Eileen Fischer BA & MASc (Waterloo); PhD (Queens) Professor of Marketing Anne & Max Tanenbaum Chair in Entrepreneurship and Family Enterprise Director, Entrepreneurial Studies Program Director, PhD Program Brenda Gainer BA Hons (Alberta); MA (Carleton); MBA (Maine); PhD (York) Associate Professor of Marketing Royal Bank Professor of Nonprofit Management Director, Nonprofit Management and Leadership Program Markus Giesler BA & MBA & MA & PhD (Witten/Herdecke, Germany) Associate Professor of Marketing James M. Gillies, CM BA (Western Ontario); MA (Brown); PhD (Indiana); Hon LLD (Simon Fraser; York) Professor Emeritus of Strategic Management/Policy Dean Emeritus University Professor (York) Fred Gorbet, CM BA (York); PhD (Duke) Associate Director, Financial Services Program Cameron Graham BSc (Alberta); MDiv (Vancouver); MBA & PhD (Calgary) Associate Professor of Accounting Director, MBA Program Irene Henriques BSc & MSc (Montreal); PhD (Queens) Professor of Economics and Sustainability Ingo Holzinger BBA (Bremen, Germany); MBA (GH-Paderborn, Germany); PhD (Wisconsin Madison) Assistant Professor of Organization Studies Dezs J. Horvth, CM Electrical Eng & MBA & PhLic & PhD (Ume, Sweden) Professor of Strategic Management/Policy Tanna H. Schulich Chair in Strategic Management Dean
Donald N. Thompson BA & BComm (Manitoba); MBA & PhD (UC, Berkeley); LLM (York) Professor Emeritus of Marketing Linda Thorne BCom (Toronto); MBA (York); PhD (McGill); CA (Ontario) Professor of Accounting Chair, Accounting Area Yisong S. Tian BSc (Nankai, China); MBA & PhD (York) Professor of Finance Viswanath Umashanker Trivedi BSc (Andhra, India); PhD (Arizona State); CA (India) Associate Professor of Accounting
Edward Waitzer LLB & LLM (Toronto), of the Bars of Ontario and New York Jarislowsky Dimma Mooney Chair in Corporate Governance Cross-appointed to Osgoode Hall Law School Mary Waller BBA (Oklahoma); MS (Colorado); PhD (Texas) Professor of Organization Studies Stephen Weiss BA (Lafayette); MA & PhD (Pennsylvania) Associate Professor of Strategic Management/Policy Tom Wesson BComm (Queens); MBA & PhD (Harvard) Associate Professor of Strategic Management/Policy
Eleanor Westney BA & MA (Toronto); MA & PhD (Princeton) Professor of Organization Studies Scotiabank Professor of International Business Bernard M. Wolf BA (CUNY); MA & PhD (Yale) Professor Emeritus of Economics Associate Director, IMBA Lorna Wright BA (Wilfrid Laurier); MA (Essex, UK); MIM (Thunderbird); PhD (Western Ontario) Associate Professor of International Business Scott Yeomans BAdmin & BSc (Regina); MASc (Toronto); PhD (McMaster) Associate Professor of Operations Management and Information Systems
Joyce Zemans, CM BA & MA (Toronto); DFA Hon (Nova Scotia College of Art & Design); Hon LLD (Waterloo) Senior Scholar and University Professor Emerita Director, Arts and Media Administration Program Brenda J. Zimmerman BSc (Toronto); MBA & PhD (York); CA (Ontario) Associate Professor of Strategic Management/Policy Director, Health Industry Management Program Detlev Zwick MS (Montpellier, France/Cologne, Germany); MS (Memphis); PhD (Rhode Island) Associate Professor of Marketing
One of the strongest series of partnerships the Schulich School has is with advisors from national and international private-sector, publicsector and nonprofit organizations. Through School-wide advisory councils and program-specific advisory boards, these men and women offer students and faculty the benefits of their extensive experience and expertise.
THE DEANS ADVISORY COUNCIL

Chair John S. Hunkin (MBA 69, Hon LLD 04) Retired CEO CIBC H. Anthony Arrell (MBA 68, Hon LLD 08) Chairman and CEO Burgundy Asset Management Ltd. Dominic Barton Global Managing Director McKinsey & Company (UK) Thomas G. Bata Chairman Bata Brands (Switzerland) Alain Batty Former Director, European Sales & Staffs Ops Ford of Europe (Germany) Thomas Beck, CM President, Fernhill Holdings Honorary Member, Board of Governors York University Maria Livanos Cattaui (Hon LLD 06) Former Secretary General International Chamber of Commerce (France) Olarn Chaipravat Former Deputy Prime Minister (Thailand) Judith L. Cohen Founding Chair Invest in Kids Foundation Marshall A. Cohen, OC Counsel, Cassels Brock & Blackwell LLP Kenneth S. Courtis Consultant, Goldman Sachs Asia LLC (China) Dominic DAlessandro (Hon LLD 06) Retired President and CEO Manulife Financial Leslie L. Dan (Hon LLD 10) Chairman Teva Canada Limited Founder & Executive Chairman Viventia Biotechnologies Inc. William A. Dimma, CM (MBA 69, Hon LLD 98) Chairman Emeritus Home Capital Group Inc. Ron H. Farmer Managing Director, Mosaic Capital Partners Anne M. Fawcett Vice Chair The Caldwell Partners International Janice R. Fukakusa (MBA 79) CAO & CFO, RBC Robert J. Gemmell (MBA/LLB 83) Former President and CEO Citigroup Global Markets Canada Inc. Peter E. Gilgan CEO, The Mattamy Corporation Fred Gorbet, CM Principal, Strategy Solutions Associate Director Financial Services Program Schulich School of Business Bill Graham (MBA 86) President, Quartham International President, Schulich International Alumni Association Syamal Gupta Chairman, Tata International Limited (India) Charles (Chuck) Hantho, CM (Hon LLD 08) Director, Zoom Media Chairman, Centre of Excellence for Responsible Business Schulich School of Business M. Marianne Harris (MBA/LLB 83) President Corporate & Investment Banking, Canada Bank of America, Merrill Lynch Christian W.E. Haub CEO, Tengelmann Americas President & Chairman, Emil Capital Partners LLC (USA) Petraea Heynike Executive Vice President & Head of Strategic Business Units, Marketing & Sales Nestl S.A. (Switzerland) Edmund H. Ho (BBA 78) Vice-Chairman The National Committee of the Chinese Peoples Consultative Conference Government of Macau SAR (China) Beth S. Horowitz Former President & CEO Amex Bank of Canada Executive-in-Residence Schulich School of Business Dezs J. Horvth, CM Dean & Tanna H. Schulich Chair in Strategic Management Schulich School of Business Steven K. Hudson (BBA 81) Chairman and CEO Cameron Capital Corporation Colleen M. Johnston (BBA 82) Group Head Finance & Chief Financial Officer TD Bank Group David W. Kerr Corporate Director Brookfield Asset Management Inc. Thomas E. Kierans, OC Chairman, Canadian Journalism Foundation Robert Krembil, CM (MBA 71, Hon LLD 00) President, Chiefswood Investors Limited Donald E. Loeb Chairman, Avanti Properties Group Jeffrey C. Lozon President and CEO, Revera Inc. The Honourable Sergio Marchi Senior Fellow International Centre for Trade and Sustainable Development (Switzerland) Albert Maringer Retired President & CEO Siemens Canada Limited The Honourable Barbara McDougall, OC Advisor, Aird & Berlis LLP Robert R. McEwen, CM (MBA 78, Hon LLD 05) Chairman and CEO US Gold Corporation, Lexam Explorations Inc. & Minera Andes Inc. Alan G. McNally (MBA 69, Hon LLD 99) Retired Chairman,Harris Bank (USA) Eileen Mercier (MBA 77, Hon LLD 10) Chair, Ontario Teachers Pension Plan Board Miles S. Nadal Chairman and CEO, MDC Partners Yongmaan (YM) Park Chairman and CEO Doosan Corporation (South Korea) Morris Perlis (MBA 72) President, Morris Perlis & Associates Denise M. Pickett (MBA 90) Executive Vice President American Express OPEN Anna Porter, OC Former President & Publisher Key Porter Books Timothy R. Price (Hon LLD 09) Chairman, Funds Management Brookfield Asset Management Inc. Andrew Prozes (MBA 75) Former Global CEO, LexisNexis Group Reed Elsevier Inc. (USA) G.M. Rao Chairman, GMR Group (India) Sam G. Reisman (MBA 77) CEO, The Rose Corporation Russel C. Robertson Chief Financial Officer, BMO Financial Group Walter Schroeder Chairman, DBRS Limited Seymour Schulich, CM (Hon LLD 03) President, Sheriff Capital Corporation Ltd. Eric Siegel (MBA 79) Former President & CEO Export Development Canada (EDC) Donald Stewart CEO, Sun Life Financial Lawrence M. (Larry) Tanenbaum, OC Chair and CEO, Kilmer Van Nostrand Co. Limited Kathleen P. Taylor (MBA/LLB 84) President and CEO Four Seasons Hotels & Resorts Philip Taylor (MBA 79) Senior Managing Director, Invesco Ltd. Shinji Teshima Teshima International Inc. (Japan) Paul Tsaparis (MBA 84) VP Technology Support Americas Technology Services Hewlett-Packard Company Kiyotaka Watanabe Executive Managing Officer/COO Iron & Steel Products Business Units Mitsui & Co. Ltd. (Japan) Richard (Rick) Waugh (MBA 74, Hon LLD 07) President and CEO, Scotiabank
*Members with degrees listed after their names are Schulich graduates. The Order of Canada Titles stand for Member (CM), Companion (CC) and Officer (OC).
EXECUTIVES-IN-RESIDENCE
Alain Berranger Senior Advisor, Private Sector Engagement David Bloom Former President, DGRB Consultants Marshall (Mickey) A. Cohen, OC Counsel, Cassels Brock & Blackwell LLP David Conklin Counsel, Goodmans LLP Malcolm J. Cowan Former CEO, Sevis Systems Inc. Bill Graham (MBA 86) President, Quartham International President, Schulich International Alumni Association Charles (Chuck) Hantho, CM (Hon LLD 08) Director, Zoom Media Chairman, Centre of Excellence for Responsible Business Schulich School of Business Beth S. Horowitz Former President & CEO, Amex Bank of Canada Fred Karp President & CEO, Arluk Holdings Robert Leonidas Former President & CEO, Nestl USA, Prepared Foods & Baking Former President & CEO, Nestl Canada Michael Mackenzie Former Superintendent, Office of the Superintendent of Financial Institutions Canada Morris Perlis (MBA 72) President, Morris Perlis & Associates Erik Peters Retired Provincial Auditor (ON) Cedric E. Ritchie Former Chairman & CEO, Scotiabank Richard Ross Former Chairman & CEO, Inmet Mining Corporation Brian Schofield Retired Director, McKinsey & Company Walter Schroeder Chairman, DBRS Limited Andrew Robert Shaw President & CEO, The Toronto Symphony Orchestra (TSO) Schuyler M. (Skip) Sigel (QC) Senior Client Partner, Korn/Ferry International John Thompson Former Deputy Superintendent Office of the Superintendent of Financial Institutions Canada John P. Wleugel Former Chief Financial Officer, Bata Limited
*Members with degrees listed after their names are Schulich graduates.
INTERNATIONAL ADVISORY COUNCIL

The membership of the council can be found on page 21.
PROGRAM ADVISORY BOARDS

Information about the Program Advisory Boards can be found on the appropriate Specialization Requirement pages listed below. Arts and Media Administration (see page 38) COERB (see page 39) Health Industry Management (see page 46) Nonprofit Management and Leadership (see page 49) Real Estate and Infrastructure (see page 53)
The material contained in this Graduate Program Student Handbook has been submitted by the administrative departments and academic units concerned. All general information and course references have been checked for accuracy as far as possible. If errors or inconsistencies do occur, please bring these to the attention of the responsible department. York University reserves the right to make changes in the information contained in this publication without prior notice. Not every course listed in this handbook need necessarily be offered in any given academic year. It is the responsibility of all students to familiarize themselves each year with the general information sections of this Handbook and with the sections covering the Schulich School of Business, as well as with any additional regulations that may be on file in the Division of Student Services and International Relations in the Schulich School of Business. It is the responsibility of all students to be familiar with the specific requirements associated with the degree, diploma or certificate sought. While advice and counselling are available, it is the responsibility of each student to ensure that the courses in which registration is effected are appropriate to the program requirements of the Schulich School of Business. The University reserves the right to limit enrolment in any program. Students should be aware that enrolment in many programs and courses is limited. While the University will make every reasonable effort to offer courses and classes as required within programs, students should note that admission to a degree or other program does not guarantee admission to any given course or class. EVERY STUDENT AGREES BY THE ACT OF REGISTRATION TO BE BOUND BY THE REGULATIONS AND POLICIES OF YORK UNIVERSITY AND OF THE SCHULICH SCHOOL OF BUSINESS. In the event of an inconsistency between the general academic regulations and policies published in student handbooks and calendars, and such regulations and policies as established by the Schulich School of Business and Senate, the version of such material as established by the Schulich School of Business and the Senate shall prevail. In addition to the foregoing, York University disclaims all responsibility and liability for loss or damage suffered or incurred by any student or other party as a result of delays in or termination of its services, courses, or classes by reason of force majeure, fire, flood, riots, war, strikes, lock-outs, damage to University property, financial exigency or other events beyond the reasonable control of the University. York University is a smoke-free institution. Smoking is permitted in designated areas only.
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Address: 4700 Keele St., Toronto, ON M3J 1P3 Location: York University is located on the west side of Keele St. between Finch and Steeles Ave. There are entrances from Keele St., Jane St., Steeles Ave. and Finch Ave.
06/11
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Division of Student Services and International Relations Schulich School of Business Seymour Schulich Building York University 4700 Keele Street Toronto, Ontario Canada M3J 1P3 Tel.: 416-736-5303 Fax: 416-650-8174 E-mail: studentservices@schulich.yorku.ca
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Graduate Academic Handbook

Sessional Course Dates

2011-2012 Sessional Dates

3 Career Day is Friday, September 23 MBA classes will be held.

Schulich School of Business

2011-2012 Important Dates

Schulich School of Business

SCHOLARSHIPS AND FINANCIAL ASSISTANCE

FEES AND PAYMENT OF FEES

AREA AND PROGRAM SPECIALIZATION INFORMATION

2 Schulich School of Business

ACADEMIC POLICIES AND REGULATIONS

SCHULICH REQUIRED FOUNDATIONS OF MANAGEMENT CORE COURSES

COURSE DESCRIPTIONS: ELECTIVE COURSES

STUDENT SERVICES AND STUDENT LIFE: SCHULICH

continued on next page

Schulich School of Business 3

STUDENT SERVICES AND STUDENT LIFE: YORK UNIVERSITY

FACULTY AND ADVISORS

MAP OF YORK UNIVERSITY ...................Inside Back Cover

Important Web Sites

4 Schulich School of Business

416-736-2100 ext. 22293

Enrolment & Registration

416-736-2100 ext. 30515

Schulich School of Business 5

Enrolment Access Notification

To enrol in elective courses at other Graduate Schools outside York University

Enrolment in Individual Study Elective Courses (6.0 credit-hours maximum)

6 Schulich School of Business

COURSE CHANGES AND WITHDRAWALS

Regulations and Deadlines

Impact of Changes on Length of Program

Revised Course Offerings

OTHER ENROLMENT INFORMATION

ENROLMENT STATUS INFORMATION

Changing Full-time and Part-time Status

Schulich School of Business 7

Fees and Payment of Fees

Fees and Payment of Fees

DOMESTIC AND INTERNATIONAL FEES

TUITION & SUPPLEMENTARY FEES

Non-refundable Admission Deposit

Domestic Student Category

International Student Category

Student Referenda Fees

8 Schulich School of Business

Fees and Payment of Fees

Student Accounts Statement

Language Course Fees for Non-IMBA Students

Language Testing Fees for IMBA Students

HEALTH AND DENTAL INSURANCE PLANS

DEFERRING PAYMENT OF FEES

WAIVING PAYMENT OF FEES

Schulich School of Business 9

Fees and Payment of Fees

OUTSTANDING UNIVERSITY DEBTS

Academic Sanctions for Accounts Not in Good Standing

TUITION AND EDUCATION TAX CREDIT CERTIFICATE

Refund for Complete Withdrawal From a Term

10 Schulich School of Business

Scholarships and Financial Assistance

Scholarships and Financial Assistance for Continuing Students