Samuel Bronfman Building 1001 Sherbrooke Street West Montreal, QC, Canada H3A 1G5

Samuel Bronfman Building
1001 Sherbrooke Street West
Montreal, QC, Canada H3A 1G5

45.1 Staff

U. Böckenholt; Diploma(Oldenburg, Germany), Ph.D.(Chic.), Ph.D.(Oldenberg, Germany); Marketing (Bell Professor in E-Marketing)

L. Dubé; B.Sc.(Laval), M.B.A.(HEC), M.P.S., Ph.D.(C'nell); Marketing (James McGill Professor)

M.D. Lee; B.A.(Eckerd), M.Ed.(Temple), M.A.(S.Florida), Ph.D.(Yale); Organizational Behaviour

H. Mintzberg; B.Eng.(McG.), B.A.(Sir G.Wms.), S.M., Ph.D. (MIT); Strategy and Organization (John Cleghorn Professor of Management Studies)

F. Westley; B.A.(Vt.), M.A., Ph.D.(McG.); Strategy and Organization (James McGill Professor)

G.A. Whitmore; B.Sc.(Man.), M.Sc., Ph.D.(Minn.); Management Science (Samuel Bronfman Professor of Management Science)

T. Boyaci; B.S.(Middle-East Tech., Turkey), M.S., Ph.D.(Col.); Management Science

H. Etemad; B.S.C.; M.Eng.(Tehran), M.S., M.B.A., Ph.D.(Calif.); International Business

J. Jörgensen; B.A., M.A.(N.C.), Ph.D.(McG.); International Business, Strategy and Organization

M. Mendonça; B.A., B.Com., M.A.(Bombay), M.B.A.(McG.); Organizational Behaviour (Part-time)

K. Moore; B.Sc.(Ambassador U.); M.B.A. (U.S.C.); Ph.D. (York); Marketing/Strategy & Organization (Part-time)

A. Mukherjee; B.Eng.(Jadavpur), M.B.A.(Indian Inst. of Mgmt), Ph.D.(Texas-Austin); Marketing

V. Verter; B.A., M.S.(Bogaziçi), Ph.D.(Bilkent); Management Science/Operations Management

G. Vit; B.Com.(McG.), M.B.A.(C'dia), Ph.D.(Bradford-UK); Strategy and Organization (Part-time)

S. Barlas, B.S.(Hacettepe U., Turkey); M.S.(Illinois-Champaign); Ph.D.(Chic.); Marketing

B. Croitoru, DIAF(Institut de Statistique de l'Universite Pierre et Marie Curie-Paris); Ph.D.(Wharton); Finance

A. Durnev: M.A. (New Econ. School-Moscow); M.A. (Penn.State); PH.D. (Michigan); Finance

M-S. Jo; B.Com.(Hankuyk U., Korea), M.B.A.(Mich.), M.S.(Ill.), Ph.D.(Colo.); Marketing

M. Mortensen; B.A. (Colby Coll.); M.Sc., Ph.D.,Stanford; Organizational Behaviour

B. Smith; B.A., M.A.(Dublin) M.Sc.(Alta.), M.Sc.A.(McG.) Ph.D.(Qu.); Management Science

45.2 Programs Offered

McGill University offers eight programs which provide graduate level education in management. All programs have been tailored to meet the special needs and demands of different groups of people. Before embarking on a graduate management education, students should, therefore, be aware of the different and unique features of each program, and select the one which best suits their aspirations and abilities.

4) Post-M.B.A. Certificate
intended for professional managers who wish to update their skills and/or broaden the base of their education. The certificate may be taken on a full-time or part-time basis. (section 45.12 "Post-M.B.A. Certificate")

5) Ph.D. in Management
offered jointly by the four Montreal universities: Concordia University, École des Hautes Études Commerciales (affiliated with the Université de Montréal), McGill University, and Université du Québec à Montréal (section 45.14 "Joint Ph.D. in Management").

6) Master of Management - Manufacturing Management
a 12-month academic program followed by a four-month industrial internship, offered in collaboration with the Faculty of Engineering (section 45.13.1 "Master of Management Programs (M.M.)").

45.3 Admission Requirements

45.3.1 M.B.A. Program - Admission Requirements

Applicants with strong indications of managerial potential are desired. Given below are the minimum entrance criteria. Owing to the large number of applicants to the McGill M.B.A., merely meeting the minimum requirements will not guarantee acceptance.

a) An undergraduate degree, from an approved college or university, with a Grade Point Average of at least 3.0 out of a possible 4.0, or a B average.

b) A score of at least 570 on the Graduate Management Admission Test (GMAT), written within the past five years.

c) Applicants who earned a Bachelor degree outside Canada, the United States, Australia, New Zealand or the United Kingdom, are required to take the Test of English as a Foreign Language. The TOEFL is not waived for graduates of four-year university programs whose language of instruction is English if the university is located in a non-English speaking country. Canadian citizens or applicants with at least three years Permanent Resident status may request a TOEFL waiver. Applicants who are not Canadian citizens and whose mother tongue is not English may be asked to demonstrate an English language competency beyond the submission of the TOEFL score. A minimum score of 600 for paper-based test or 250 for computer-based test, or 100 for the Internet-based test with each component score not less than 20, is required.
Applicants may write the IELTS (International English Language Testing Systems) instead. A minimum overall band of 7.0 is required.

d) A minimum of two years of full-time work experience, following completion of an undergraduate degree.

45.3.2 M.B.A. Part-time Studies - Admission

The McGill M.B.A. Program may also be completed on a part-time basis. This is meant to accommodate persons with full-time employment. Admission as an M.B.A. part-time student may be made twice a year, in September and in January. Admission requirements are the same as in section 45.3.1 "M.B.A. Program - Admission Requirements".

45.3.3 M.B.A. Admission - Transfer of Credits

Candidates who have completed some portion of the first year of an M.B.A. program at another recognized institution may be granted CREDIT for equivalent courses up to a maximum of 15 credits. In most cases candidates would be admitted to the first year of the program and will complete the remaining first year courses on a part-time basis.

Candidates who have completed the entire first year of an M.B.A. program at another recognized institution may be exempt from the entire first year and required to take 15 second-year courses.

In both options, candidates must submit a completed application and meet the competitive entrance requirements of the M.B.A. program.

In order to be awarded an M.B.A. from McGill, a minimum of 45 credits must be completed at McGill.

45.3.4 M.B.A. Admission - Advanced Standing

OPTION 1

Candidates who hold a Bachelor of Commerce degree from a recognized North American institution with a minimum cumulative grade point average of 3.2 on a four (4) point scale and possess three or more consecutive years of full-time work experience, following completion of their undergraduate degree, in a position that has allowed for interaction across a number of areas in the enterprise may be considered for advanced standing. Candidates will be required to take 15 second-year M.B.A. courses (45 credits). Applicants applying for advanced standing must complete and return the advanced standing application, accompanied by a document detailing management responsibilities and the M.B.A. application form.

OPTION 2

Students who have a B.Com. and subsequently complete the requirements for the McGill Graduate Diploma in Public Accountancy may choose not to receive the Diploma but instead to use those 30 credits towards the M.B.A. (with an option in Accounting). They would enter the second year of the program and complete 30 credits of M.B.A. II courses. To be accepted into the M.B.A. program such students must meet the advanced standing admission requirements as outlined above.

Students accepted with Advanced Standing may apply for the International Exchange Program. However, the term of study spent abroad will be IN ADDITION to the 45 credits required for their M.B.A.

45.3.5 Visiting Student Admission

Visiting students are graduate students registered at another university taking a course in the Desautels Faculty of Management for credit at their home university.

Quebec students may apply online by going to www.crepuq.qc.ca. Visiting students from outside the province of Quebec must forward an application form and $100 fee, as well as a letter of permission from their school indicating the course(s) they are permitted to follow and an official transcript. The letter must also confirm that they are in good standing at their home university.

The deadlines for submission of applications are the same as admission deadlines.

45.4 Application Procedures

45.4.1 M.B.A. Application Procedure

The deadline for receipt of application, $100 fee and all supporting documents is February 15.

Applications are reviewed on a rolling basis so that the earlier a file is complete, the sooner the applicant may expect to receive an answer. The undergraduate record, GMAT and TOEFL scores (where applicable), work experience, essay and letters of reference are the criteria used in making admission decisions. With the exception of a few select cases, a personal interview is not mandatory.

An online application form is available at www.mcgill.ca/applying/graduate for use by those who wish to apply for entry to graduate studies at McGill. Applicants may also download the Application from the Desautels Faculty of Management Website. Further information on using the paper application to apply is available on the Web at www.mcgill.ca/management, however applicants to graduate programs in Management are strongly encouraged to apply online.

Admissions Office
McGill M.B.A. Program
Desautels Faculty of Management
McGill University
1001 Sherbrooke Street West
Montreal, Quebec H3A 1G5
E-mail: mba.mgmt@mcgill.ca
Website: www.mcgill.ca/mba

Applicants must submit the online application, or the completed paper Application Form, and arrange for the submission of:

2) duplicate official transcripts of undergraduate marks (and graduate, if any) FORWARDED DIRECTLY BY THE APPLICANT'S UNIVERSITY. For international applicants, the academic records must include: transcripts in the original language with official translations (into English), listing courses and grades for each year of study, verifying conferral of degree. These documents must bear the actual signature of the registrar and the official seal or stamp of the institution.

4) two letters of reference forwarded directly from individuals who have been responsible for evaluating the applicant's managerial performance and potential.

5) the GMAT score (written within the past five years) and the TOEFL score (where applicable) forwarded directly from the Educational Testing Service (see section 45.4.4 "GMAT and TOEFL Information").

Please note that entrance to the McGill M.B.A. is highly competitive. It is in the applicant's interest to apply as early as possible. Applicants will be notified when their file is complete and a decision will follow.

Students who are not admitted to the program may request a Reconsideration of Application for a fee of $40. If the decision following the Reconsideration is not favourable, the student may then request an Admissions Appeal for a fee of $100. The $100 fee will be credited to the student fee account if the initial admission decision is overturned. Payment must be made as per section 45.4.3 "Application Fee Information".

45.4.2 M.B.A. Part-time Application Procedures

Admission as an M.B.A. part-time student may be made twice a year. Deadlines for receipt of application, $100 fee and all supporting documents are:

45.4.3 Application Fee Information

In all cases the cheque/money order should be made payable to McGill University.

Please note that a file will not be opened until an official application with the $100 fee is received.

45.4.4 GMAT and TOEFL Information

The GMAT is administered by Pearson Vue. It is required of all M.B.A. applicants. GMAT Program code for the McGill MBA Program is 58 H-MN-22. Only a GMAT written within the last five years will be considered valid. GMAT test results must be sent to McGill directly from Pearson Vue; photocopies will not be accepted.

All inquiries concerning testing arrangements should be addressed to: Graduate Management Admission Council, www.gmac.com.

The purpose of this test is to determine the English proficiency of non-Canadian individuals whose native language is not English.

For a copy of the Bulletin of Information, write directly to the Educational Testing Service, Box 6152, Princeton, New Jersey, USA 08541-6151 or visit their website at www.toefl.org. Copies can also be obtained from the Admissions, Recruitment and Registrar's Office in the James Administration Building.

45.4.5 Application Procedures for other Programs

45.5 Procedure for accepting an Offer of Admission to the M.B.A. Program

Those students admitted to the first year of the M.B.A. Program should confirm their acceptance via Minerva or forward a registration deposit fee of $500 (Canadian or U.S. funds; certified cheque or money order) payable to McGill University. Two passport size photographs must also be supplied along with the confirmation form.

a) This fee is payable by a specified date stated in the letter of acceptance and a place is reserved.

b) If this fee is not paid by the date specified in the letter of acceptance, no reservation will be made.

c) The fee is applied against tuition fees provided that the candidate informs the Desautels Faculty of Management by the specified date that he/she will be joining the program and if he/she registers by the given date of registration.

d) The $500 fee is refundable provided the candidate informs the Faculty by the specified date that he/she does not intend to join the program for the coming academic year.

e) The $500 fee is forfeited if the candidate fails to inform the Faculty by the specified date that he/she will not be attending the program.

f) Students who are unable to begin attending classes in the first week of the first trimester will be required to defer their admission until the next admission period.

45.5.1 Registration

All accepted candidates will receive a package outlining registration procedures as well as deadline dates for fee payment.

Candidates who fail to register during the specified registration period may do so later but will be charged a late registration fee by the University.

For more information on registration, please refer to the General Information section of the Graduate and Postdoctoral Studies Calendar for more information.

45.5.2 Orientation

Orientation for all new M.B.A. I students is held during the week before classes begin. This activity is a mandatory part of M.B.A. I. During this orientation, students get acquainted with other students and may form initial study groups. There is also an opportunity to meet with professors and to have various facets of the program outlined and clarified. An orientation fee of approximately $80 is assessed to each student.

45.6 International Applicants

The University is unable to waive or defer the application fee for international students. Applications received without the application fee will not be processed.

There is no financial aid to bring international students to study in Canada. If an international applicant has been selected to receive an entrance award, it will be credited to the student fee account after registration in September. International applicants must, therefore, rely on their own financial resources to enter Canada.

The regulations governing international students working in Canada should be checked with the nearest Canadian Embassy or Consulate. Visas must also be checked.

45.6.1 Certificat d'acceptation (C.A.Q.)/
(Certificate of Acceptance)

International Students should carefully follow all instructions sent to them when applying for their Certificate of Acceptance (CAQ) which is required of all students who wish to study in the Province of Quebec. The M.B.A. Office is unable to help students obtain this document.

All students who are not citizens or Permanent Residents of Canada are required to obtain the necessary Visa and/or Student Authorization documents prior to entering the country. Do not leave home without proper documentation. You cannot change your status from Visitor to Student in Canada.

- Issued by Canada Immigration through a Canadian Embassy or Consulate. (There is a processing fee of $125 on all applications for Student Authorizations.)

A citizen of the United States, Greenland and/or St.Pierre-Miquelon is permitted to obtain the Student Authorization at a Port of Entry, if in possession of the CAQ.

For further information, or if there is an emergency, contact International Student Services by telephone at (514) 398-4349 during regular office hours, 09:00 to 17:00, or by e-mail at international.students@mcgill.ca.

45.7 M.B.A. Program Requirements

Students studying on a full-time basis must complete this 60-credit program in three years; part-time students have a five-year time limit.

The first year of the program is designed to provide students with the basic managerial techniques and skills. The second year allows the student to concentrate in a particular field. Students will take both day and evening classes from September to April for two years.

45.7.1 First Year (M.B.A. I)

Students must have a thorough understanding of Word, Excel and basic management statistics prior to entry.

Three highly integrative 9-Week Modules have been developed to provide the skills essential to the entire organization. Emphasis is on team work and team building. MGCR 628 is a year-long project course which integrates material across the three modules.

First Trimester	Module 1	September to November
Second Trimester	Module 2	November to February
Third Trimester	Module 3	February to April


	Credit Weight
MODULE I	(September to November)
MGCR 611	Financial Accounting	2
MGCR 613	Managerial Economics	2
MGCR 614	Management Statistics	2
MGCR 618	Human Resource Management	1
MGCR 628	Integrative Course	2
MGCR 629	Global Leadership: Redefining Success	1
Module II	(November to February)
MGCR 612	Organizational Behaviour	2
MGCR 616	Marketing	2
MGCR 617	Operations Management	2
MGCR 628	Integrative Course (continues)	2
MGCR 641	Elements of Modern Finance 1	2
Module III	(February to April)
MGCR 620	Information Systems	2
MGCR 621	International Environment	2
MGCR 622	Organizational Strategy	2
MGCR 628	Integrative Course (concludes)	2
MGCR 640	Management Accounting or	2
MGCR 642	Elements of Modern Finance 2	2

The Integrative Course, MGCR 628, runs from September to April. Students completing the M.B.A. part-time will register for the Integrative Course while in the process of completing the last M.B.A. I courses.

Courses with a credit weight of 2 run for 9 weeks with 1 week for exams. Courses with a credit weight of 1 have 13.5 class hours.

45.7.2 Second Year (M.B.A. II)

The second year of the M.B.A. allows students to focus on a particular area of interest and to develop some specialization, or to create their own general management curriculum. Courses are offered both during the day and the evening. Students choose one of the following options to earn the 30 credits:

1) Five courses (15 credits) from the concentration in which the student wishes to specialize, and five elective courses (15 credits). It is not necessary to select the area of concentration until completion of the first year.
A Research Paper is an optional part of the M.B.A. which may be included as part of a concentration or replace free electives. The research paper is worth 6 credits.The Research Paper is designed to familiarize students with the process and the problems of independent research. The student is given considerable freedom in choosing research topics. Students have the opportunity to work on a one-to-one basis with a faculty member.

45.7.3 M.B.A. II Year Concentrations

The M.B.A. II Concentrations are geared to the needs and demands of the employment market. They have been designed with considerable thought and attention to provide meaningful and useful packages of courses which will be an advantage upon graduation.

Entrepreneurial Studies
Finance
Information Systems
International Business
Management for Development
Marketing
Operations Management
Strategic Management

M.B.A. students may select a concentration or create their own General Management Curriculum.

A Concentration consists of five courses within an area. Support courses from accounting, human resource management, management science, and managerial economics are also offered to supplement the five courses within each concentration.

Students wishing to do a Double Concentration must take five courses in each area.

45.8 M.B.A. Part-time Studies

The usual course load for a student studying part-time is two courses per Trimester. This would permit students to complete the first year course requirements in 2½ to 3 years. However, this is simply a guide and students may elect to take the number of courses which best suits their schedule. In the second year (M.B.A. II) courses are given in the more traditional semester (term) schedule, i.e., September to December and January to April. Students may also take second-year courses in the summer terms provided they have the necessary prerequisites.

45.8.1 Combined Full-time and Part-time Studies

There are two options by which students may combine full-time and part-time studies.

Upon completion of the entire first year (M.B.A. I) on a part-time basis, students may request a status change to full-time to complete the second year (M.B.A. II) as full-time students.

Upon completion of some portion of the first year (M.B.A. I) on a part-time basis, students may request a status change to full-time to complete the degree requirements. This may require some complex scheduling of courses and may require a meeting with the Director to make the necessary program arrangements.

Students wishing to change their status to full-time must make a written request at least 6 weeks prior to the beginning of the relevant term. These requests should be sent to the Student Adviser.

45.9 Additional M.B.A. Programs

The following special programs are also available:
M.B.A. International Exchange, M.B.A. Stage, M.D./M.B.A.,
M.B.A./Japan, M.B.A./Law.

45.9.1 M.BA. International Exchange Program

Through the McGill M.B.A. Exchange Program there are exciting opportunities to study abroad.

Participation in the program gives McGill students the opportunity to spend part of the second year of the M.B.A. studying at a business school abroad. Students successfully completing the program's requirements receive both the Master's Degree from their home university and an International Management Certificate from the foreign institution which they attended. McGill is part of the Program in International Management (PIM), a consortium of the leading business schools in North America, South America, Europe, and Asia. There are exchanges with both PIM and non-PIM schools.

- ESADE (Escuela Superior de Administracion y Direcion de
Empresas), Barcelona, Spain

45.9.2 M.B.A. Stage Program

The M.B.A. Stage program has been designed to provide students the opportunity to integrate their studies in a practical work situation. This program will be most appealing for students with little work experience in their field of specialization. The work experience is an essential part of the Stage program and students who opt for this will be required to:

1. Secure an offer from a prospective employer - the offer must be made in writing and should include the job/Stage description, duration and remuneration.

3. Upon completion of the Stage and in order to obtain credit, submit a paper on the integration of the applied and academic aspects of the first year courses and the Stage experience

International students will also require a work-authorization for employment from Citizenship and Immigration Canada.

45.9.3 M.D./M.B.A. Program

The M.D./M.B.A. program recognizes that physicians will be increasingly involved in the growing partnership between business and health/sickness care. The program will graduate a group of doctors with skills uniquely directed towards
management in the health care sector. This will provide opportunity to compete for positions in a growing niche of physician-managers who will be found in all facilities from the smallest clinic to the largest tertiary health care facility, from research laboratory to university or hospital medical departments.

This is a five-year program in which the first year from September to the following July is spent in the Desautels Faculty of Management. In August the students will begin their medical studies with the first year class and elements of health management and practicums will be integrated into the elective opportunities in the regular four-year medical curriculum. At graduation, graduates will receive an M.B.A. from the Desautels Faculty of Management and an M.D.,C.M. from the Faculty of Medicine.

Applicants to this program must apply separately to each program and meet the admission requirements of both the Faculty of Medicine and the Desautels Faculty of Management. Applications and all supporting documents for both M.B.A. and Medicine must be received by the respective Admissions Offices by November 15. Further information and application forms for the Faculty of Medicine can be obtained from:

Program Administrator M.D./M.B.A. Program,
McIntyre Medical Sciences Building,
3655 Promenade Sir William Osler,
Montreal, QC H3G 1Y6
Telephone: (514) 398-3521 Fax: (514) 398-3595

45.9.4 M.B.A./Japan

This two-year M.B.A. program - delivered by McGill faculty at the campus of the prestigious Sophia University in downtown Tokyo, Japan - provides local students with a world-class North American style graduate business education in International Business,

General Management or Finance while maintaining full-time employment. For more information visit our Website at www.mcgillmbajapan.com.

45.9.5 M.B.A./Law Program

The Desautels Faculty of Management, in cooperation with the Faculty of Law, offers a joint M.B.A./Law degree. This program prepares students for admission to the Quebec legal profession as well as for admission to the Bars of the Common Law Provinces.

The combined degree program has been designed for those students who are interested in both the legal and administrative aspects of business and will help prepare them for careers in private and public enterprises as well as government service. The joint program may be completed in 4½ years.

Students who are interested in applying for the joint program must apply to both the Faculty of Law and the Desautels Faculty of Management. They must meet the admission requirements for both Faculties. A minimum of one year of full-time work experience is required for admission to the M.B.A. For Law, students must demonstrate a substantial fluency in both the French and English languages.

If accepted, students will begin their first year in the M.B.A. program with a guarantee of admission to Law the following year, providing they successfully complete the first year M.B.A. program requirements.

The application deadline for Law is January 15th. Students wishing information on the Law program should contact:

Faculty of Law, Admissions Office,
3544 Peel Street, Montreal, Quebec H3A 1W9
Telephone: (514) 398-6666
E-mail: undergradadmissions.law@mcgill.ca

45.10 Policies and Regulations of the M.B.A. (Full-time)

The following is a brief overview of the rules and regulations of the M.B.A. program. All attending students will be given a copy of the "Official Rules and Regulations" from the M.B.A. office. Students are responsible for reading and abiding by these rules and
regulations.

The McGill M.B.A. (full-time) is designed as a two-year program. The academic year begins in September and ends in May. Students admitted with advanced standing may complete the program in 15 months.

45.10.1 Withdrawal from the M.B.A. Program

Students wishing to withdraw from the McGill M.B.A. program must complete a "Withdrawal Form" available from the M.B.A. office. Students will not be considered as officially withdrawn until this form is completed. Students who drop out of the program but do not complete this form will be billed for the full tuition. Refer to the General Information section of the Graduate and Postdoctoral Studies Calendar for further information.

45.10.2 Exemptions

M.B.A. I students may be exempted up to a maximum of 15 credits excluding the Integrative Course, based on academic proof and contingent on professors' and M.B.A. Program approval. Each credit must be replaced by a second-year credit.

45.10.3 Grading and Promotion Standards

Students are permitted one failure in the M.B.A. Program. Any subsequent failure, including an unsuccessful supplemental examination, will result in the student being asked to withdraw from the M.B.A. Program.

Promotion into M.B.A. II

Students must have obtained an overall average of at least B (70%) to be permitted to continue into second year and in order to graduate.

45.10.4 Outside Elective Courses

An outside elective is any course which is not part of the M.B.A. program. This includes courses in other faculties within McGill University or outside McGill University.

Students wishing to take an elective offered in another department at McGill must first obtain approval from the Director. Once approval is obtained, students must obtain permission from the department offering the course before registering for the elective with their Faculty.

All Quebec Universities have agreed to permit transfer of academic credit and fees among themselves up to a maximum of two courses (6 credits) in any one year. However, this agreement (for Canadians and Permanent Residents) includes only those courses not offered at the home university and which fit into the student's program. Authorization for an M.B.A. student to transfer courses must be obtained from the Director.

There are, however, limitations to the number of courses an M.B.A. student can take outside the Desautels Faculty of Management during the M.B.A. Program:

45.11 M.B.A. Courses

Students preparing to register should consult the Web at www.mcgill.ca/minerva (click on Class Schedule) for the most up-to-date list of courses available; courses may have been added, rescheduled or cancelled after this Calendar went to press. Class Schedule lists courses by term and includes days, times, locations, and names of instructors.

Single term and Multi-term Courses (D1/D2, N1/N2, J1/J2/J3)

The same course may be available as a single term offering and also as a multi-term offering. The course content and credit weight is equivalent in all modes; the only difference being the scheduling.

The course credit weight is given in parentheses after the title. For more information on Multi-term Courses, Course Terminology, Class Schedule and Course Catalog, see the General Information, Regulations and Research Guidelines, Graduate and Postdoctoral Studies Calendar for 2006-07.

45.11.1 M.B.A. I Year: Course Descriptions

(6) The process and problems of independent research. Choice of topic may be a normative or descriptive study based on primary or secondary data. Opportunity to work on a one-to-one basis with a faculty member. Members of the Montreal business community may act as resource consultants.

(Students must register for both MGCR 610D1 and MGCR 610D2) (No credit will be given for this course unless both MGCR 610D1 and MGCR 610D2 are successfully completed in consecutive terms) (MGCR 610D1 and MGCR 610D2 together are equivalent to MGCR 610) The process and problems of independent research. Choice of topic may be a normative or descriptive study based on primary or secondary data. Opportunity to work on a one-to-one basis with a faculty member. Members of the Montreal business community may act as resource consultants.

(2) (Students must also register for MGCR 610J2 and MGCR 610J3) (No credit will be given for this course unless MGCR 610J1, MGCR 610J2 and MGCR 610J3 are all successfully completed in consecutive terms) (MGCR 610J1, MGCR 610J2 and MGCR 610J3 together are equivalent to MGCR 610) The process and problems of independent research. Choice of topic may be a normative or descriptive study based on primary or secondary data. Opportunity to work on a one-to-one basis with a faculty member. Members of the Montreal business community may act as resource consultants.

(2) (Prerequisite: MGCR 610J1) (Students must also register for MGCR 610J3) (No credit will be given for this course unless MGCR 610J1, MGCR 610J2 and MGCR 610J3 are all successfully completed in consecutive terms) (MGCR 610J1, MGCR 610J2 and MGCR 610J3 together are equivalent to MGCR 610) See MGCR 610J1 for course description.

(2) (Prerequisite: MGCR 610J2) (No credit will be given for this course unless MGCR 610J1, MGCR 610J2 and MGCR 610J3 are all successfully completed in consecutive terms) (MGCR 610J1, MGCR 610J2 and MGCR 610J3 together are equivalent to MGCR 610) See MGCR 610J1 for course description.

(2) The understanding and use of published financial statements as a primary source of accounting information. The concepts, conventions and techniques involved in the preparation of financial statements leading to the analysis and interpretation of this information.

(2) Overview of the many issues that influence the management of complex organizations. Understanding of individual and group attitudes, cognitions, and behaviours, providing the essential core knowledge for day-to-day managerial activity.

(2) The course provides an understanding of how economic systems and markets work, a command of how concepts and models developed by economists can be used in managerial decisions, a familiarity with the more practical aspects of competitive behaviour and the structure of competition, and a good appreciation of issues arising in the development of corporate goals and strategies. The emphasis of the course is on the use of economic analysis in strategy formulation.

(2) The course aims to provide students with the appropriate skills that will allow them to use up-to-date statistical analysis to extract information from a set of data. The emphasis will be placed on the application and interpretation of results rather than on formal statistical theory; the challenge will be in the selection of the appropriate statistical methodology to address the problem and an understanding of the limitations of this answer. The course will fully integrate the use of statistical software with statistical analysis.

(2) The course concentrates on what may be the most scarce resource for most corporations today - the customer. The course examines how organizations research what the customer wants and needs. The course also looks at the social and psychological backgrounds of consumer choice and looks at the methods for grouping consumers into segments according to the heterogeneity of their desires. The firm's response to consumers is then considered. First, the need satisfying item is considered - the product. Following this, the elements of the marketing mix, distribution, pricing and promotion, are considered.

(2) (Change in description awaiting University approval.) A comprehensive introduction to the fundamental decisions and tradeoffs associated with the management of a firm's production and service activities will be examined. It is a study of how production and service systems can be effectively designed, utilized and managed in order for them to compete successfully on the basis of different parameters.

(1) (Change in description awaiting University approval.) This course investigates current theory and practice for effective people management in an increasingly competitive, international and technologically sophisticated environment. The course objective is two-fold; to develop an understanding of the relationship between managing human resources and organizational effectiveness; and to gain the knowledge and diagnostic tools needed to engage in high quality people management in a variety of business and organizational settings.

(1) While technology per se exists in many domains of the firm, this course focuses on the research and development domain of the firm. This is an essential function - even in low-tech industries, well managed RD&E is essential because this is what provides the attributes and performance capabilities that customers desire in the products and services sold by the firm. Thus, every manager must understand how RD&E applies knowledge to achieve new performance capabilities, producing new products or services or enhancing existing ones. In addition, managers must be aware of the special and challenging issues faced by managers of this domain. Finally, managers must be aware of how they can provide a more effective link with the RD&E function.

(2) Overview of the information systems issues that influence the management of organizations. Understanding (as opposed to computation) of the impact of information technology on firm operations and benefits and limitations of information technology, as it relates to the essential core knowledge needed for day-to-day managerial activity.

(2) Overview of the international issues that influence the management of organizations. Understanding of the international environment as it relates to the essential core knowledge needed for day-to-day managerial activity.

(2) Organizational strategy concerns the process through which managers position their business or unit favorably against competitors, with customers, and in accordance with societal needs. This course emphasizes the skills that managers need to assess strategic threats and opportunities, match them with internal competencies to develop a strategy, devise action plans to realize the strategy, and continually develop capabilities to keep the organization viable.

(6) This course provides an integrative perspective to the topics in the first year core, building on progressive stages of integrative understanding from basic management skills looking inward to basic and specialized management skills looking both inward and outward. The emphasis is on pedagogic tools which focus on a holistic view of the organization, forcing an understanding of the management of the enterprise from multiple perspectives and the resolution of conflicting viewpoints.

(Students must register for both MGCR 628D1 and MGCR 628D2) (No credit will be given for this course unless both MGCR 628D1 and MGCR 628D2 are successfully completed in consecutive terms) (MGCR 628D1 and MGCR 628D2 together are equivalent to MGCR 628) This course provides an integrative perspective to the topics in the first year core, building on progressive stages of integrative understanding from basic management skills looking inward to basic and specialized management skills looking both inward and outward. The emphasis is on pedagogic tools which focus on a holistic view of the organization, forcing an understanding of the management of the enterprise from multiple perspectives and the resolution of conflicting viewpoints.

(2) (Students must also register for MGCR 628J2 and MGCR 628J3) (No credit will be given for this course unless MGCR 628J1, MGCR 628J2 and MGCR 628J3 are all successfully completed in consecutive terms) (MGCR 628J1, MGCR 628J2 and MGCR 628J3 together are equivalent to MGCR 628) This course provides an integrative perspective to the topics in the first year core, building on progressive stages of integrative understanding from basic management skills looking inward to basic and specialized management skills looking both inward and outward. The emphasis is on pedagogic tools which focus on a holistic view of the organization, forcing an understanding of the management of the enterprise from multiple perspectives and the resolution of conflicting viewpoints.

(2) (Prerequisite: MGCR 628J1) (Students must also register for MGCR 628J3) (No credit will be given for this course unless MGCR 628J1, MGCR 628J2 and MGCR 628J3 are all successfully completed in consecutive terms) (MGCR 628J1, MGCR 628J2 and MGCR 628J3 together are equivalent to MGCR 628) See MGCR 628J1 for course description.

(2) (Prerequisite: MGCR 628J2) (No credit will be given for this course unless MGCR 628J1, MGCR 628J2 and MGCR 628J3 are all successfully completed in consecutive terms) (MGCR 628J1, MGCR 628J2 and MGCR 628J3 together are equivalent to MGCR 628) See MGCR 628J1 for course description.

(1) Aug. 29, 30 & 31st 9:00 to 5:00 p.m. Place: TBD. An introduction to the leadership challenges of the 21st century in a rapidly changing global environment at the intersection of business and society.

(2) The use of internally generated accounting information for decision making, planning and control purposes. The concepts and techniques involved in developing and interpreting accounting information that is relevant and useful for managers.

(2) Topics: appropriate evaluation criteria for projects, risk and return; how to construct efficient portfolios; rigorous techniques for valuing financial assets. Corporate financing strategies, efficient market theories and investment banking; principles of debt financing and Modigliani-Miller propositions.

(2) Topics: asset pricing theories; organization and structure of bond markets; yield curves, term structure of interest rates; boot-strapping techniques, bond pricing; concepts of duration; corporate debt market; structure and covenant features; tax effects; innovations and project finance; derivative markets; futures and forward pricing; options trading strategies.

45.11.2 M.B.A. II Course Descriptions

(3) An indepth analysis of corporate financial reporting principles and practices, with emphasis on developing the abilities of the student to discriminate between the form and substance of corporate financial reports. Analysis of all components of the financial statements with the effect of reference to alternative practices on financial reports.

(3) Analysis of financial statements and their uses. A financial statement analysis framework will be developed and applied to: (1) development of business and securities valuations, (2) the prediction of bankruptcy, (3) the strategic planning process, (4) the interpretation of consolidated financial statements.

(3) An in-depth study of business relationships and management practices in the world's most dynamic region. Principal focus is on the dominant Asian economy, Japan, with discussion also of China, Korea and ASEAN countries. Emphasis is placed throughout on underlying cultural differences and how they influence the ways in which organizations are managed. The course is built on a variety of readings, case studies, reports and films in a seminar format emphasizing interaction between students, professor, and invited guest speakers.

(3) Introduction to the law regulating international business. The world's three main legal systems and procedure of civil trials before their courts. The main business organizations used in world trade. Forms and documentation of various types of foreign trade contracts. Conflict avoidance, arbitration and international transaction litigation. Specific analysis of trade terms, international commercial transactions (export sales, marketing through distributors, licensing) and international conventions (tax treaties, industrial and intellectual property, GATT, etc.).

(3) As trade barriers diminish and worldwide communications expand, North America can no longer consider itself an isolated haven of prosperity. But it is still one of the current "triad" of economic powers, centered on the dominating strength of the United States. This course focuses on how the other two North American nations, Canada and Mexico, are adjusting to the realities of global competitiveness and to the often overwhelming regional role of the United States. The evolution of NAFTA and the possible next steps in trade accords are examined, as are continuing efforts to preserve elements of meaningful national autonomy in a rapidly changing global marketplace.

(1) After completing their stage, (minimum 80 hours in an organization) students in the M.B.A program must submit a paper which integrates the applied and academic aspects of the first year courses and stage. This paper involves the equivalent of 15 academic hours.

(3) Application of the knowledge acquired in graduate business education to the launching of a new product or service through venture capital funding.

(3) Focusing on the strategies and operating policies of small business enterprises, the course is designed for individuals who are considering entrepreneurial careers either as owners or managers. Provides a practical approach to the many problems likely to be encountered in the evolving life cycle of the small business.

(3) The course is designed to teach students the concepts of entrepreneurship and the fundamentals of managing small businesses. It will explore, within the context of small entrepreneurial companies, the various interactions between financing, accounting, marketing, strategic planning, operations and human resources.

(3) Overview of current social, economic and business developments in Europe; examination of cultures, practices and institutional arrangements underpinning business in both the EU and Eastern Europe; opportunities and challenges in conducting business in Europe.

(3) Overview and study of the Quebec, Canadian and international health care systems within the Canadian context. Brief historical overview and analysis of its major elements: Quebec Ministry of Social Affaires, Regional Health Councils, Social Service Centres, hospitals, etc. Critical issues examined: planning health care needs and resources, financing health care, labour relations, patterns of power and assessing quality of care.

(3) Course is divided into hospital goals and priorities; the basic elements and functioning of administrative and medical organization structure; the complexity of hospital management; assessment of overall as well as departmental performance. Course material, approach and assignments are strongly practice-oriented.

(3) (Prerequisite (Undergraduate):FINE 441. U3 students only) (Prerequisite (Graduate): Permission of the instructor.) Students are exposed to practical aspects of managing investment portfolios. A principal activity of students is participation in the management of a substantial investment fund.

(Prerequisite (Undergraduate): FINE 441. U3 students only) (Prerequisite (Graduate): Permission of the instructor.) (Students must register for both FINE 541D1 and FINE 541D2.) (No credit will be given for this course unless both FINE 541D1 and FINE 541D2 are successfully completed in consecutive terms) (FINE 541D1 and FINE 541D2 together are equivalent to FINE 541) Students are exposed to practical aspects of managing investment portfolios. A principal activity of students is participation in the management of a substantial investment fund.

(3) (Prerequisite (Undergraduate): FINE 441 and FINE 443, or FINE 646.) (Prerequisite (Graduate): must have completed at least 4 finance courses and/or be taking last courses in concentration concurrently.) (Restriction: Not open to students who have taken FINE 647.) (Note: Lectures for this course span both the fall and winter semesters.) Selected topics will be discussed by Faculty members, invited guest speakers, and the students. Each student is required to select a topic for study and prepare a written report for presentation.

(3) (Restriction: MBA students only.) (Note: This course requires advance preparation based on each new case study presented each week.) This course deals with the rationale, structuring, shareholder value creation, financial implications and management of corporate joint ventures, alliances, mergers and acquisitions, including discussion of the external and internal reasons for these alliances and combinations and the steps taken to create structure and value and then to manage their implementation.

(3) (Prerequisite: FINE 639.) (Restriction: MBA students only.) (Note: Students require a good grounding in the use of financial information, ratios and finance concepts such as the cost of capital and discounted cash flow.) Methods of creating and measuring value for the shareholders of a business, emphasizing the practical use of valuation in the context of making business decisions.

(3) (Prerequisite: FINE 639.) Fixed income securities and their uses for financial engineering as well as risk management at both the trading desk and the aggregate firm level. This will involve a treatment of basic fixed income mathematics, risk management concepts, term structure modeling, derivatives valuation theory and credit risk analysis.

(3) (Prerequisite: FINE 639) Latest techniques of market risk management including volatility and correlational modeling, extreme value theory, Monte Carlo simulation, historical simulation and filtered historical simulation. Option pricing with time varying volatility and option risk management. Backtesting and Stress testing.

(3) (Prerequisite: FINE 646) This course studies the field of investments related to options and futures. The course will concentrate on trading strategies and analytical models for valuing options and futures contacts.

(3) (Prerequisite (Undergraduate): MGCR 341) Demand for and supply of money and other financial instruments by and to banks and near banks. Simple analytical models integrating the Canadian Institutional aspects. The role of the banking sector in the money creation process. International aspects of monetary policy.

(3) The prime objective is to provide the student with a rational framework for investment. The portfolio and capital market theory of FINE 650 is extended and the empirical evidence supporting these and competing hypotheses is investigated for both individual securities and portfolios.

(3) Concepts and techniques developed in earlier courses are extended and/or applied to problems faced by managers in Corporate Finance. Such problems include: working capital management, capital budgeting, capital structure, dividend policy, cost of capital and mergers and acquisitions. Stresses the application of theory and techniques and extensive use is made of case studies.

(3) (Restriction: for non-Finance Concentration) Designed as a second course in Finance for students not specializing in Finance. Topics include: short and long term asset and liability management, risk and diversification, and the nature of capital markets. The course format will be a mixture of cases, lectures, projects and discussions.

(3) Primary focus will be on global investments. The course will deal with the theoretical foundations of modern international portfolio theory and empirical evidence in a real world setting. It will span the developed markets of Europe and Japan, NICS of the Pacific rim and emerging markets. The primary objective is to prepare a new generation of managers who can operate effectively in the new global investment environment.

(3) (Prerequisite: MGCR 642.) (Restriction: MBA students only.) (Note: This course requires usage of various financial databases.) To gain understanding of the interrelation between fundamental and behavioural approaches in exploring financial market dynamics, investment strategies and performance.

(3) Quantitative finance, including mathematics, statistics and financial economics.

(3) (Prerequisite: FINE 673.) Theoretical foundations of modern financial economics, including the principles underlying the theoretical results on individual portfolio decisions under uncertainty and the implications for the valuation of securities.

(3) (Prerequisite: FINE 673.) Fund raising for companies: The choice between long-term debit and equity. The basic concepts of valuing a company.

(3) (Prerequisite: FINE 673.) Financial markets, portfolio theory, and portfolio management.

(3) (Prerequisite: FINE 673.) International finance, including comprehensive analysis of the institutions and the theoretical models that characterize open economies.

(3) (Prerequisite: FINE 673.) Introduction to the valuation and hedging of derivatives contracts such as options, futures and forwards.

(3) (Prerequisite: FINE 679.) Financial tools required for good business decisions, focusing on the relation between finance and corporate strategy.

(3) (Prerequisite: FINE 682.) Fixed income financial instruments and their uses for financial engineering and risk management.

(3) (Prerequisite: FINE 682.) Measuring and managing risks facing corporations, focusing on aspects of market risks.

(3) (Prerequisite: FINE 681.) Multinational financial management, including quantitative approach to tackle issues currently faced by multinational corporations and all enterprises interested in accessing global markets.

(3) (Prerequisite: FINE 681.) Top-down portfolio management skills, including basic understanding of the global investment approach.

(3) (Prerequisite: FINE 679.) Mergers and acquisition (M&A) activities and the processes used to successfully accomplish and create shareholder value from these activities. Joint ventures and alliances, governance and regulatory, cross border M&A, divestitures.

(12) (Prerequisite: 33 credits completed in the regular coursework of the Master of Management in Finance Program. The proposal must be submitted by the student at the beginning of the project and accepted by a finance faculty member and by the master's program.) Supervised research project.

(3) The international financial environment as it affects the multinational manager. In-depth study of the various balance of payments concepts, adjustment of the external balance, and the international monetary system will be followed by a review of theory and institutional aspects of the foreign exchange and the international (Eurodollar) markets.

(3) (Prerequisite: MGMT 693) Focus on the operational problems of financial management in the multinational enterprise: financing of international trade, determining the firm's exposure to foreign exchange rate changes, protection against exchange losses, international capital budgeting, multinational cost of capital, working capital management and international portfolio diversification.

(3) The goal of this course is to develop student's understanding of law, institutions, current practices, and power relations affecting the workplace. Topics include: regulation of employment, relationships in the unionized and nonunionized sectors, managerial approaches to labour relations, collective bargaining, union organizing, negotiation of collective agreements, dispute resolution and grievance procedures.

(3) Theory, structure and activity of collective bargaining and arbitration as practiced in Canada and the Western industrial societies in general: how collective bargaining works; why it does or sometimes doesn't work. Emphasis on the realities of actual practice. Contract structure, grievance and arbitration procedures and bargaining practices, including costing of contracts.

(3) Role of government, both as legislator and as employer. Development of public policy toward industrial relations and collective bargaining in the private and public sectors as well as other government policies that affect employment and industrial relations. The private sector model of collective bargaining and the peculiarities of public employment.

(3) The objective of the course is to show the similarities and differences between the ways governments can create prosperity, and the ways
companies can create wealth. The first part of the course covers topics in economic policy (what makes some countries, regions prosper and others fall behind), the second part covers financial, managerial and strategic topics companies face (what makes their market value increase and what makes this value diminish).

(3) (Prerequisite: INSY 332 or CCCS 300) (Requirement for the Institute of Internal Auditors) This course considers problems and methods of establishing effective controls of computer systems at an advanced level. The student will learn how to review, and evaluate controls in a computer environment through the use of case studies. The student will also learn how to use computer assisted audit techniques to test computer controls.

(3) Techniques for conducting systems requirements analysis and project management using structured analysis for specifying both manual and automated systems. Focuses on the role of the analyst in investigating the current organizational environment, defining information system requirements, working with technical and non-technical staff, and making recommendations for system improvement. Analysis project.

(3) Types of organizational knowledge and their value for organizations, analysing knowledge processes, and assessing tools and technologies for managing knowledge.

(3) Conceptual foundations of integrated office systems: data, text, voice and video transmission. Issues of network design, and current trends in local area networks. Communications technology and its management. Network protocols and computer interfaces. Applications for distributed computing and office automation will be studied.

(3) This course covers the issues relating to managing information systems resources. A combination of lecture and class discussions covers topics such as the role of the Information Systems department within the corporation, staff organization and leadership, strategic systems, planning, end user computing, and other areas of importance to information systems managers.

(3) Principles of business systems designs, organization structure, software design and systems theory. Information system modelling techniques. Inter- organizational systems. Use of Computer Assisted Software Engineering tools. Design Project.

(3) Focus on the management of organizational data and database management systems. Practice in database design. Examination of different models of representing data with emphasis on the relational model.

(3) This course will provide students with an understanding of e-commerce. The most important concepts, models, tools and applications related to e-commerce will be studied. The primary objective of the course is to explore the knowledge and the skills that an IS professional should develop to face this new reality in business organizations.

(3) (Restriction: U2 and U3 students only) Examines different ideologies; business ethics and values; the corporation and its constituencies; the social impact of corporate decisions. The focus of this course is on the interaction between business organizations and society and on incorporating social impact analysis into strategic management.

(3) (Prerequisite: MBA One.) Consultation in the area of assisting firms to introduce strategic change including approaches that are used to assess, understand and advise firms whose status quo is no longer considered satisfactory.

(3) This course examines the organizational issues associated with strategic change. It focuses on how managers can orchestrate organizational changes in order to realize strategic intentions and exploit environmental opportunities. Students examine how the strategic change in process works and how to tackle key strategic transitions faced by organizations.

(3) The course applies the techniques for analyzing industries to a number of industries (electronics, photocopy, bicycles, chain saws, securities, fibre optics) through the use of specific company cases. The objective is to develop skills and techniques in a competitive environment and define competitive strategies through practical application.

(3) The course examines how organization politics impacts on the individual and how the individual can impact on the political system. We draw on some of the classic works on power, politics, decision making, and bureaucracy. We then apply the concepts derived from the theory to explicit organizational situations, to develop practical frameworks that will help and benefit the student.

(3) This course aims to produce new knowledge about the multidimensional nature of sustainable development; develop skills required to formulate and implement policies that integrate economic progress with quality of life and the preservation of the biosphere.

(3) To survive competitively, many organizations need to develop new products successfully and consistently, yet established firms often face difficulties responding to new opportunities. This course examines the strategic, organizational, and interdepartmental aspects of the new product development process to understand why problems occur and what managers can do about them. Topic areas include (1) the creative synthesis of market possibilities with technological potential; (2) the collaborative coordination of diverse functions in the firm; and (3) the strategic connection between the project and the firm's strategy and structure.

(3) The course examines strategic management challenges in developing countries using lectures and discussion of readings and cases. Topics include economic policy management (national development strategies, structural adjustment, privatization), economic cost/benefit analysis, technology choice and transfer, negotiations between multinational firms and host governments, and strategic management for public enterprise, family-owned firms, economic groups, and developmental organizations.

(3) MBAs need to understand international competitive issues, such as: forces for industry globalization, a firm's international expansion process, and international competitive strategies. Many types of firms will be analyzed, from small U.S. and Canadian firms beginning to explore internationally to large multinationals that are managing investments around the world.

(3) Development and application of conceptual approaches to general management policy and strategy formulation in multinational enterprises. Alternative forms of international business involvement (licenses,
contractual arrangements, turnkey projects, joint ventures, full direct investment); formulation and implementation of international, multinational and transnational competitive strategies; technology transfer; ownership strategy; international collaborative arrangements. A combination of conceptual readings and applied case analyses.

(3) (Prerequisite: (Undergraduate) MGCR 271.) (Restriction: Not open to students who have taken MGSC 675.) Management applications of time series analysis. Starting with ratio-to-moving average methods, the course deals successively with Census 2, exponential smoothing methods, the methodology introduced by Box and Jenkins, spectral analysis and time-series regression techniques. Computational aspects and applications of the methodology are emphasized.

(3) (Prerequisite: (Undergraduate) MGCR 271.) (Restriction: Not open to students who have taken MGSC 678.) Building simulation models of management systems. Design of simulation experiments and the analysis and implementation of results. Students are expected to design a complete simulation of a real problem using a standard simulation language.

(3) This course discusses the latest developments in manufacturing technology and manufacturing planning, and examines issues in manufacturing management. Lectures and cases emphasize both the understanding of technology as well as operational and planning issues in effective utilization of technology. With this as a framework the course deals with appropriate technology (conventional and automated) and its evaluation, development and implementation process, manufacturing planning and design, design for manufacturability and the engineering/manufacturing interface. The course will present in detail operational issues related to management (design and control) of automated systems.

(3) A review of the basic framework of competitive strategies, and the role of manufacturing in the elaboration of the firm's overall strategy. Specific manufacturing determinants of competitiveness include: technology, processes, integration, manufacturing-marketing-design interface, location, product mix, cost, quality and timeliness.

(3) (Prerequisite (Undergraduate): MGSC 472) The management of the logistics functions in a manufacturing firm. Internal logistics includes the design and operation of a production-distribution system, with emphasis on the management of supply chains in global manufacturing companies. External logistics includes an analysis of the prevailing sourcing strategies and alternative means of customer satisfaction. Important tools such as forecasting techniques and information technology are also covered.

(3) (Prerequisite (Undergraduate): MGCR 272 or MGCR 274) The topics include: Top Management Commitment, Leadership Style, Bench Marking, Employee involvement, Human Resource Utilization, Employee Motivation, Quality Function Deployment, Statistical Techniques for Quality Improvement including the seven tools of quality and statistical process control. New topics of ISO9000, Just-in-Time, "Kaizen" and Return-of Quality are also discussed. Students are encouraged to do industry projects on TQM.

(3) The goal is to evaluate quantitative information and to make sound decisions in complex situations. The course provides a foundation for various models of uncertainty, techniques for interpreting data and many decision making approaches in both deterministic and stochastic environments.

(3) (Prerequisite (Undergraduate): MGCR 472) This course presents a framework for design and control of modern production and inventory systems, and bridges the gap between theory and practice of production and inventory management. The course develops analytical concepts in the area and highlights their applications in manufacturing industry. The course is divided into three segments. The first segment looks at the production planning process and discusses in detail the resource allocation issues. The second segment deals with analysis and operation of inventory systems. The third segment integrates production planning and inventory control and looks at various integrated models for determining replenishment quantities and production lots.

(3) (Prerequisite (Undergraduate): MGCR 272, MGCR 373) Building simulation models of management systems. Design of simulation experiments and the analysis and implementation of results. Students are expected to design a complete simulation of a real problem using a standard simulation language.

(3) (Prerequisite (Undergraduate): MGCR 373) Methodological topics include linear, nonlinear and integer programming. Emphasis on modelling discrete or continuous decision problems that arise in business or industry, using the modern software tools of algebraic modelling (GAMS) that let the user concentrate on the model and on its implementation rather than on solution techniques. Management cases involving energy systems, production and inventory scheduling, logistics and portfolio selection, will be used
extensively.

(3) Its orientation is one of decision making and problem solving. Focuses on the decision areas of marketing management. Emphasizes the application of marketing theory, concepts and methods to the solution of real life marketing problems.

(3) The design and implementation of advertising and promotions. Draws on theories of persuasion to develop a managerially oriented decision making framework. Links the framework to decisions pertaining to creative strategy, media planning, consumer promotions and trade promotions.

(3) The design and implementation of marketing plans. Emphasis on management decision- making; approaches and techniques for formulating marketing objectives; identifying alternate strategies; preparing the marketing plan; implementing and controlling the plan.

(3) Research approaches focusing on the behaviour of the consumer in the market place. Intended to sensitize the students to human behaviour in general so they may carry their understanding of basic processes over to the more specific area of the consumer.

(Students must register for both MRKT 657D1 and MRKT 657D2) (No credit will be given for this course unless both MRKT 657D1 and MRKT 657D2 are successfully completed in consecutive terms) (MRKT 657D1 and MRKT 657D2 together are equivalent to MRKT 657) Research approaches focusing on the behaviour of the consumer in the market place. Intended to sensitize the students to human behaviour in general so they may carry their understanding of basic processes over to the more specific area of the consumer.

(3) The basic problems of searching for additional information for better marketing decisions. Designed from the marketing manager's point of view. Placed in a cost-benefit perspective. All steps of the research process (problem definition, data collection methods, sample design, etc.) are covered.

(3) Advanced decision-making and management of the marketing effort in a business to business (b-to-b) context, including the b-to-b marketing system; segmentation; customer relationship management; products, services, price, distribution, selling and advertising decisions; strategies for business markets and both electronic and traditional approaches to each.

(3) Marketing management considerations of a company seeking to extend beyond the confines of its domestic market. A review of product, pricing, channels of distribution and communications policies to develop an optimum strategy (between adapting completely to each local environment and standardizing across them) for arriving at an integrated and profitable operation. Particular attention to international marketing and exporting in the Canadian context.

(3) (Prerequisite (Undergraduate): MGCR 320) (Prerequisite (Continuing Education): MGCR 222) Compensation policies and practices, consistent with motivational theories, are examined. Topics include: design and evaluation of job evaluation systems, salary structures, and performance-based pay; compensation of special employee groups; and current pay equity laws. Projects and simulations provide "hands-on" experience in the use of compensation techniques.

(3) Examine strategies of organizational development (OD) that enhance the organization's capacity to respond to change, maximize productivity and allow employees to experience dignity and meaning in their work. Explores the strategic, techno-structural, human process, and human resource management types of OD interventions. In addition, the course will provide opportunities for the practice of various OD skills (process consultation, feedback, observation) which enable managers to identify dysfunctional policies or behaviors. The fundamental theoretical framework of the course will draw upon developments in the behavioural and socio-technical systems approaches to organizational change.

(3) The dynamics of group and interpersonal behaviour. As well as learning conceptual frameworks, participants will examine their own interpersonal style and behaviour in group processes.

(3) Sun/Mon: Sept. 10-11, 17-18, & 24-25, 2006. Jan. 12-13, 19-20 & 26-27, 2007. Negotiating is a critical managerial skill. The purpose of this course is to allow students to learn to be more effective negotiators. The class environment used to accomplish this goal includes many exercises, personality inventories, and cases. The focus of the course will be on the processes of bargaining and the emphasis is "hands on" learning, although theories of negotiation and research examining negotiation will also be covered. Each student will have a great deal of control over how much he or she will develop into a better negotiator as a result of participating in this course.

(3) Influence of personality, situational and cultural factors on strategic decision making. The role of power and political behaviour in organizational life. Topics include: managerial style, superior-subordinate relationships, organizational stress, entrepreneurial behaviour patterns, power and politics in decision making.

(3) Cross-cultural awareness and communication skills necessary to manage in multicultural organizations. The focus of the course is on the relationship between cultural values and communication styles as they affect inter-and-intra cultural communication of managers, personnel and clients of multinational and multicultural corporations and organizations.

45.12 Post-M.B.A. Certificate

The Post-M.B.A. Certificate will be awarded after the equivalent of one term of residence and the successful completion of 15 credits of M.B.A. courses.

The certificate meets the needs of two groups of professional managers: (1) managers who graduated from an M.B.A. program several years ago and would like to take a series of courses to update their skills; and, (2) managers who graduated from an M.B.A. program recently and who would like to broaden the base of their education with a selection of courses that complement their major field of studies. The certificate may be taken on a full-time or part-time basis.

The entrance requirement is an M.B.A. degree from a recognized university with a CGPA that meets the minimum requirements of the Graduate and Postdoctoral Studies Office (a TOEFL to determine the English proficiency of non-Canadians may be also be required) as well as two years of full-time work experience.

For more information visit our Web site at www.mcgill.ca/
management or call the Master Programs Office at (514) 398-4648.

45.13 Other Master and Graduate Diploma Programs

45.13.1 Master of Management Programs (M.M.)

MASTER IN MANUFACTURING MANAGEMENT

The Master in Manufacturing Management program (MMM) is offered to students who wish to have a career as manufacturing managers. The curriculum is a balance between manufacturing and management subjects and provides exposure to industry through case studies, seminars, tours and a paid industry internship. The MMM program is a 12-month academic program starting in September followed by a 4-month industrial internship. The program is a collaboration between the Faculties of Engineering and Management, which jointly grant the Master of Management degree.

Students should hold an undergraduate degree in engineering or science. Two or more years of industrial experience is preferred, but not mandatory. Students with other academic backgrounds and appropriate industrial experience will be considered, but may have to take one or two qualifying courses. The program is intended for full-time as well as part-time students. Enrolment is limited.


MGCR 611	(2)	Financial Accounting
MGCR 612	(2)	Organizational Behaviour
MGCR 616	(2)	Marketing
MGCR 641	(2)	Elements of Modern Finance 1
MGSC 608	(3)	Data Decisions and Models


Two of the following courses:
INDR 603	(3)	Industrial Relations
ORGB 625	(3)	Managing Organizational Change
ORGB 632	(3)	Managing Teams in Organizations
ORGB 633	(3)	Managerial Negotiations
ORGB 640	(3)	The Art of Leadership
ORGB 685	(3)	Cross Cultural Management


MECH 524	(3)	Computer Integrated Manufacturing
MGSC 602	(3)	Manufacturing Strategy
MGSC 603	(3)	Logistics Management
MGSC 605	(3)	Total Quality Management
MGSC 631	(3)	Analysis of Manufacturing Systems


Two of the following four courses (6 credits):
MECH 526	(3)	Manufacturing and the Environment
MGSC 601	(3)	Management of Technology in Manufacturing
MGSC 615	(3)	The Internet and Manufacturing
MGSC 575	(3)	Applied Time Series Analysis Managerial Forecasting
and one of the following two options (6 credits):
Discrete Manufacturing Option
MECH 528	(3)	Product Design
MECH 529	(3)	Discrete Manufacturing Systems
Process Manufacturing Option
CHEE 571	(4)	Chemical Reaction Engineering
CHEE 641	(3)	Small Computer Applications: Chemical Engineering

MECH 627	(9)	Manufacturing Industrial Stage
MECH 628	(2)	Manufacturing Case Studies
MECH 629	(1)	Manufacturing Industrial Seminar

For more information, contact:
Program Coordinator, Mechanical Engineering
Telephone: (514) 398-7201
E-mail: mmm.mecheng@mcgill.ca
Website: www.mcgill.ca/mmm

or the Masters Programs Office, Desautels Faculty of Management.
Telephone: (514) 398-4648

INTERNATIONAL MASTERS PROGRAMS IN PRACTISING MANAGEMENT (IMPM)

Functioning within an authentically international context, this cooperative venture of business schools located in five different countries allows mid-career executives to study topical international business problems on site at universities in France, England, India, Japan and Canada.

Health

Applying an experience based approach to leadership development, the program will recruit practising managers and professionals throughout the health field, and from all parts of the world to learn from each other and gain a better understanding of their own leadership styles, the systems they work in, their organizational contexts, and the work relationships they must build in order to achieve change. For more information visit our Web site at www.imhl.ca.

International Masters Programs in Practising Management Courses

Examination of the philosophy, the history, and the practice of management, with introduction to personal competences necessary to carry out the complex role of general manager effectively. Latest developments in management theory and practice will be examined, in the context of the history, role of managers, and personal competence.

An introduction to the tools of the analytic disciplines such as managerial economics, accounting, statistics and finance. Students will apply tools to specific problems or activities within their organization, and complete an analysis that integrates these concepts and competences with a work situation.

Provides a basic understanding of the key processes and configurations of organizing, alternate systems and structures. Examines practical and theoretical aspects of measurement, data
classification, reporting, practical analysis, cost accounting, performance measurement and forecasting.

A field experience that exposes the student to critical managerial challenges faced by an organization other than his/her own. Requires application of concepts, and competences.

Examination of the role of "outsiders," and review of the competences needed by general managers to effectively manage contextual relationships such as with government bodies, capital markets, customers and suppliers. Also, examination of cultures, emerging issues in global management, and perspectives on ethics and human rights.

Examination of different models of individual behaviour and of similarities and differences among them. Review of interpersonal competences, including ability to communicate, lead individuals and groups, create commitment, develop trust for strategic alliances, and coaching employees rather than directing them.

Examination of major kinds of organizational transformations that managers must deal with including starting a new business, turning around a moribund company, restructuring, downsizing, and regrouping businesses around the world. Review of new product/service development, and development of competences that help create flexible organizations.

An examination of a major managerial issue facing their organization. Working with supervisors in weekly exchange, they will prepare a report that integrates the relevant concepts from the program to explain and/or evaluate the issue and recommend a course of action.

45.13.2 Diploma in Public Accountancy (Chartered Accountancy)

The Diploma in Public Accountancy Program is under the academic supervision of the Graduate and Postdoctoral Studies Office, and is offered by the Desautels Faculty of Management.

The faculty is made up of professionally active C.A.s with specific areas of expertise. Students benefit from a program of academic counselling, tutoring and monitoring as they progress through a program in which they are exposed to the latest concepts and practice-related issues.

Chartered Accountants play leadership roles in public practice, business, industry, government and education.

ADMISSION REQUIREMENTS

Students completing a Bachelor's degree from a recognized institution are required to obtain a minimum CGPA of 3.0 out of 4.0*, and successfully complete the nine qualifying courses listed below, or their equivalent:


ACCT 351	Intermediate Financial Accounting 1
ACCT 352	Intermediate Financial Accounting 2
ACCT 361	Intermediate Management Accounting 1
ACCT 362	Intermediate Management Accounting 2
ACCT 385	Principles of Taxation
ACCT 453	Advanced Financial Accounting
ACCT 455	Development of Accounting Thought
ACCT 475	Principles of Auditing
ACCT 486	Business Taxation 2

* Admission to the program is very competitive and meeting the minimum requirement does not secure admission.

Option 2:

Graduates of programs other than Bachelor of Commerce or graduates with foreign degrees must complete the following courses through the Centre for Continuing Education's Diploma in Accounting prior to admission to the Graduate Diploma program. Please note that obtaining the minimum requirements does not secure admission to program.


CCAU 511	Auditing 1
CCFC 511	Financial Accounting 1
CCFC 512	Financial Accounting 2
CCFC 513	Financial Accounting 3
CCFC 514	Accounting Theory and Practice
CCTX 511	Taxation 1
CCTX 532	Taxation 2
CCMA 511	Management Accounting 1
CCMA 522	Management Accounting 2
CEC2 532	Business Economics
CFIN 512	Introduction to Corporate Finance
CMS2 521	Applied Management Statistics
INSY 332	Accounting Information Systems

For more information, the Centre for Continuing Education can be contacted by telephone at (514) 398-6161, or by e-mail at info.conted@mcgill.ca.

ADMISSION PROCEDURES

Application forms are available online from our Web site. The deadline dates for admissions are as follows:

1) Applicants must have an undergraduate university degree from a recognized institution.

2) All students wishing to take courses in the Diploma in Public Accountancy must complete the Application for Admission form available on the Web at
www.mcgill.ca/applying/ graduate.

3) Due to audit and government requirements, all students must provide proof of Canadian citizenship and/or Permanent Residency in order to maintain eligibility for Canadian fees (section 8.4 "Documentation".)

4) All students must make arrangements to have two official transcripts confirming the awarding of a degree sent to the Department before their application can be considered.

5) An evaluation will be made granting credits in the program for equivalent courses completed (B- required) within the last five years. Academic advising is available to assist the student.

6) Applicants who have been accepted to the program are required to make a $250 (certified cheque or money order) deposit. This fee is non-refundable and will be applied to the student's fee account.

A deferral of admission may be considered in exceptional cases upon evidence of extenuating circumstances for one year only. A written request should be submitted to the Director of the CA Program. If approved, students wishing to defer their admission will be required to submit a confirmation deposit of $500 Canadian to secure a place for the following year/term. This fee is
non-refundable.

TIME LIMITS

The program must be completed within three years of admission. Time limits will be adjusted accordingly for those students who are granted advanced standing or who transfer from one program to another. Students exceeding the time limits may request an extension, in writing, which may be granted under special circumstances with the approval of the Department. Where appropriate a revised program of study may be recommended.

PROFESSIONAL REQUIREMENTS FOR ADMISSION TO L'ORDRE DES COMPTABLES AGRÉÉS DU QUÉBEC (C.A.)

Membership in the l'Ordre des comptables agréés du Québec and the Canadian Institute of Chartered Accountants entitles Chartered Accountants to practice the profession of Chartered Accountancy.

Admission is based upon meeting the following requirements as indicated in the Chartered Accountants Act (Bill 264).

3) passing of the national Uniform Final Examination given by the Ordre and the CICA;

4) completion of an articling period with a firm of Chartered Accountants which is registered with the Order (minimum of two years), this can be done while registered in the CA Program;

Further information can be obtained from: Ordre des comptables agréés du Québec, 680 Sherbrooke West, 18th floor, Montreal, Quebec, H3A 2S3. Tel: (514) 288-3256. E-mail: info@ocaq.qc.ca.

ADVANCED STANDING

Credit / Exemptions

An official course outline of the courses taken elsewhere, and the marks obtained, must be submitted. Students who have been granted credits and/or exemptions are not permitted to register for the courses for which they have been granted credits and/or exemptions. Credits or exemptions will NOT be granted for courses taken more than five years before the date of application.

PROGRAM REQUIREMENTS

The program requires completion of 9 courses (six 3-credit courses, and three 4-credit courses). It is composed of the courses, which cover the theoretical and technical knowledge for entry-level Chartered Accountancy practitioners, and the Uniform Final Examination (C.A. exam).

ACCT 651	(3)	Financial Accounting 4
ACCT 655	(3)	Auditing 2
ACCT 657	(3)	Systems Audit
ACCT 659	(3)	Business Communications


ACCT 679	(3)	Business Advisory Services - Core
ACCT 681	(4)	Financial Accounting 5
ACCT 683	(3)	Tax Planning and Decision Making
ACCT 685	(4)	Auditing 3
ACCT 689	(4)	Business Advisory Services - Cases

Level I must be completed prior to Level II. Flexibility exists where minimal course work is required in a prior level. Students must complete Level II courses in the 12 months prior to the Uniform Final Examination.

Students are reminded that the courses in the Diploma in Accounting are prerequisites to the Diploma Program in Public Accountancy courses, and knowledge of prerequisite course content is presumed.

COURSES

ACCT 699	(0)	Uniform Final Exam Prep Seminar

(3) (Restriction: Entry to Program. Open only to students enrolled in the Graduate Diploma in Public Accountancy.) Advanced topics in financial and reporting, including the relevant CICA Handbook pronouncements, exposure drafts, accounting guidelines and research studies. International pronouncements are discussed where no Canadian recommendation exist. The use of professional judgement in the application of accounting recommendations will be discussed.

(3) (Restriction: Entry to Program. Open only to students enrolled in the Graduate Diploma in Public Accountancy.) The role of the attest auditor. The topics covered include professional practice environment, engagement management, internal control, audit evidence, testing, reporting and general coverage of the professional services. Detailed study of the CICA Auditing recommendations, exposure drafts and guidelines. Research studies and current literature will be reviewed.

(3) (Restriction: Entry to Program. Open only to students enrolled in the Graduate Diploma in Public Accountancy.) Examining the control over computerized accounting systems and the implementation of management control systems, the student is expected to develop the ability to perform the attest audit in a computerized environment and to assist clients in business decisions. Theory and practice aspects of Comprehensive Audit will be analyzed.

(3) (Prerequisite: ACCT 651 or ACCT 655) Professionals use written and oral communication to inform and persuade other people. This course prepares students to deal with a broad range of practical situations in which communication plays a crucial role. Effective business communication skills are taught through lectures, discussions and presentations which emphasize and enhance writing and speaking skills. Students prepare written and oral presentations which are subsequently evaluated for structure, organization and presentation.

(3) (Prerequisites: ACCT 651, ACCT 655, ACCT 657, ACCT 659.) The objective of this course is to explore topics in management accounting, finance and litigation support in the context of business advisory services provided by a Chartered Accountant. A multi-discipline approach integrating other accounting related areas; financial accounting, auditing and taxation. The course will examine the role of the Chartered Accountant and skills required to support management decision making from both a financial and operational perspective.

(4) (Prerequisites: ACCT 651 and ACCT 659) (To be taken in last year of program.) (Restriction: Not open to students who have taken ACCT 671 and ACCT 681 (prior to 200509).) Theoretical basis of exposure drafts; research studies; principles and conventions; emerging issues, professional conduct, liability and litigation, and business decisions, including current issues in accounting practice.

(3) (Prerequisites: ACCT 385 and ACCT 462.) (Note: Has to taken in last year of the program.) The theory, techniques and considerations in taxation will be analyzed in a situational context. Tax planning is addressed integrating personal and corporate taxation issues. Topics such as sale of a business, rollovers and personal tax planning will be addressed.

(4) (Prerequisites: ACCT 655, ACCT 681 and ACCT 659) The theoretical basis of current Canadian auditing practice. Current Canadian and International recommendations, exposure drafts, guidelines, research studies, principles and conventions, and current literature will be used to develop an understanding of the theory and to develop the ability to apply this theory in practical situations. Current issues in auditing practice will be discussed.

(4) (Prerequisite: completion of the other eight program courses.) Through the use of the case method, this course examines the processes and considerations used in the business advisory services area of professional practice. Complex scenarios integrate topics in financial accounting, auditing, managerial accounting, taxation and finance. Central themes such as mergers and acquisitions, litigation support, financing are addressed.

(0) (Prerequisites: ACCT 651, ACCT 655, ACCT 657, ACCT 659, ACCT 679, ACCT 681, ACCT 683, ACCT 685.) (Corequisite: ACCT 689.) This course consists of lectures and case writing relating to performance management, assurance, organizational effectiveness, information technology and finance. The cases emphasizes the application of theory to practical situations.

45.14 Joint Ph.D. in Management

The Ph.D. Program in Management is offered jointly by the four Montreal universities: Concordia University, École des Hautes Études Commerciales (affiliated with the Université de Montréal), McGill University, and Université du Québec à Montréal. The program is intended to educate competent researchers and to stimulate research on management problems.

The program represents a number of innovations in doctoral work in the field of administration. First, by cooperating, the four universities are able to make available to the students a diverse pool of approximately 250 professors qualified to direct doctoral level study and research. Second, the program has been carefully developed to encourage independent, creative work on the part of its students, with close, personal contact with the professors. This program will appeal especially to the mature, experienced candidate with relatively well-defined interests. Across the four member universities, some courses are offered in English and some in French. (All papers may, however, be written in English or French.) This is viewed as a definite advantage of the program for those students who expect to work in Canada or francophone countries after graduation.

The program places considerable emphasis on the theoretical foundations of administration and its underlying disciplines. Graduates of the program are expected to have: (1) some knowledge of all the main areas of administration, (2) a thorough knowledge of one applied area of administration, and one support discipline, (3) a complete command of the research methodologies used in administration, and (4) some familiarity with modern theories and methods of the pedagogy of administration.

The program consists of three phases: preparation, specialization and dissertation.

Phase I - Preparation

The preparation phase is intended to give each student some understanding of the range of subject matter that makes up contemporary administrative theory. On entering the program, the background of each student will be assessed. Deficiencies, if any, are to be made up by graduate-level courses, papers, or assigned readings in:

Some students - notably those with strong Master's degrees in administration or related disciplines - have a minimum of work in Phase I; others require up to one academic year of work.

Phase II - Specialization

In Phase II, students probe deeply into their chosen area of specialization. With their advisory committee, students work out an individual program of study which takes about 18 months. The phase focuses on a specialization area and a support field. The specialization area could be one of the basic ones listed in Phase I (for example, marketing or management science), a sub-area within one of these (such as organizational development within organizational behaviour), or an interdisciplinary area that combines two or more of these (such as behaviour aspects of accounting or international marketing).

The support field is selected to help the student develop a foundation of knowledge in a fundamental discipline that underlies the theory in administration. For example, a student in marketing might select psychology, sociology, or statistics. One in management policy might select political science or general
systems theory or perhaps even philosophy. Many other choices are possible.

Students officially enter Phase II of the program when their advisory committee has been established and, together with the student, formally agrees on a proposal for the work to be done in Phase II. Phase II must be approved by the McGill and the Joint Doctoral Committees. This includes the following:

The advisory committee will normally consist of at least three or four persons; a chair and others decided upon jointly by the chair and the student. One of these members will typically come from the support field. Every student's advisory committee must have representation from at least two universities in the joint program.

Phase III - Dissertation

The third phase of the program consists of the dissertation in the course of which the student probes deeply into a well-defined research topic. The topic is developed with the thesis committee (at least three members), which may be the same as the Phase II advisory committee or may be reconstituted, again with representation from at least one of the other participating universities. The topic is approved formally by the thesis committee and, once the research is completed and the dissertation written, the student publicly defends the completed thesis.

45.14.1 Admission - Joint Ph.D.

Candidates normally hold a Master's level degree, with a strong academic record from a recognized university. In rare cases, North American candidates without a related Master's degree but with exceptional backgrounds may be considered for the program.

GMAT (or GRE-General Test) results are required for applications to the Doctoral Program; this includes McGill Master's students applying to the Ph.D. The minimum score required is 600 for paper-based test, 250 for computer-based test or 100 for the Internet-based test with each component not less than 20, earned within the past five years.

Non-Canadian applicants whose mother tongue is not English and who have not completed an undergraduate degree at a
recognized institution where English was the language of instruction, must submit TOEFL scores. A minimum score of 600 for the paper-based test, 250 on the computer-based test, or 100 for the Internet-based test with each component score not less than 20, is required for admission. Tests must have been written within the past two years.

Files will not be considered unless GMAT (or GRE-General Test) and TOEFL scores are received by the application deadline.

Students may apply for admission to one or more of the participating universities. These applications will be processed by both the individual university and the joint committee of the four schools. Students' preferences will prevail when more than one participating university is prepared to accept them. The Ph.D. degree will be granted by the university that admits the student. The program requires a minimum full-time residency of six terms.

2. Two copies of official transcripts of all undergraduate and graduate degrees forwarded directly by originating universities;

3. At least two letters of reference from individuals who can assess research potential (free format and submitted on original letterhead);

4. Test results: TOEFL (where applicable) written within the last two years, and, GMAT (or GRE-General Test) written within the last five years) - Test scores must be forwarded directly from the Educational Testing Service (Ph.D. in Management code: 58H-MN-62);

No documents submitted as part of the application package will be returned to the applicant.

Applications and all supporting documents must be submitted by February 1st for September admission. January admissions are rarely allowed.

Concordia University,
John Molson School of Business,
1455 de Maisonneuve Blvd West, Montreal, QC H3G 1M8

École des Hautes Études Commerciales,
3000 Chemin de la Cote Ste-Catherine,
Montréal, QC H3T 2A7

Université du Québec à Montréal,
Département des Sciences Administratives,
315 Ste-Catherine Est, Montréal, QC H3C 4R2

45.14.2 Doctoral Courses

BEHAVIOURAL SCIENCE SPECIALIZATION

(3) Introductory into behavioural science that studies groups, including organizational teams (work teams operating in organizations) and small group phenomena.

FINANCE SPECIALIZATION

(3) The course covers topics in derivative pricing and financial risk management. Examples include volatility and correlation models, extreme value distributions, Monte Carlo simulation, option pricing under GARCH and stochastic volatility, option risk management using delta, gamma and full valuation, and risk model backtesting.

(3) Course will review mainly theoretical foundations, in addition to some empirical contributions to corporate finance and financial intermediation.

(3) Theoretical framework to deal with the analysis of fixed income securities and derivatives.

INFORMATION SYSTEMS SPECIALIZATION

(3) Individual and organizational acceptance of information technologies (IT), including how users react to the implementation of new IT.

MARKETING SPECIALIZATION

(3) Automatic psychological processes underlying consumer judgements and decisions.

(3) Basic conception ideas of hierarchicallinear and nonlinear models, including various extensions of hierarchical models that are useful in applied work.

MANAGEMENT SCIENCE SPECIALIZATION

(3) (Prerequisite: Permission of instructor.) Fundamental concepts, theory and methods of statistics essential to undertaking and evaluating research in the field of management.

(3) (Prerequisite: MGSC 706 or permission of the instructor.) Theory and methods of linear statistical models, emphasizing statistical understanding and application in management research. Topics covered include regression, analysis of variance and experimental design.

(3) Manufacturing and attributes operations and the models used to design, evaluate and optimize these operations.

(3) Algorithmic developments in optimization and advanced software applications for modeling.

45 Management, Desautels Faculty of