The course introduces students to advanced-level marketing concepts in their use in strategic and professional contexts to prepare students for graduate-level academic and professional work in the field of marketing. The course focuses on analytical, qualitative, and strategic approaches to ethical decision making and effective problem-solving, asking students to reflect upon the field of marketing from a variety of professional, critical and ethical perspectives. The course is case-driven, with background given on advanced marketing topics through lectures, discussions, and written reports. The course culminates with a final portfolio project relevant to each student’s personal, academic, and professional goals presented to program faculty and industry professionals. This course is intended as a capstone course for Marketing majors as their final course in the program sequence, as well as for Marketing minors and other Economics & Management Majors. It leverages all the subject areas studied in the marketing program and it is highly recommended that students complete their required relevant courses before enrolling in the class.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Monday | 16:55 | 19:50 | G-113 |
Teams of student-managers compete in a complex international business simulation designed to allow them to demonstrate mastery of department-level, major and discipline specific learning objectives. The teams operate a company in the international athletic footwear industry. Using a hands-on experiential approach, teams make strategic management, marketing, human resources, operations, facilities, finance, and corporate social responsibility decisions over ten fiscal years. Students are evaluated on their
company’s performance, but also on written individual and group analyses of the simulation and on a final comprehensive exam. Please note this course has a fee.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Monday | 16:55 | 18:15 | G-002 |
Teams of student-managers compete in a complex international business simulation designed to allow them to demonstrate mastery of department-level, major and discipline specific learning objectives. The teams operate a company in the international athletic footwear industry. Using a hands-on experiential approach, teams make strategic management, marketing, human resources, operations, facilities, finance, and corporate social responsibility decisions over ten fiscal years. Students are evaluated on their
company’s performance, but also on written individual and group analyses of the simulation and on a final comprehensive exam. Please note this course has a fee.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Monday | 15:20 | 16:40 | G-002 |
Through readings, in-class activities, assignments and cases, the course will explore how Strategic Management influences the direction of organizations and businesses and how theoretical and societal trends influence practices in these areas. The course follows a participative model, so students are expected to be prepared and attend each course meeting.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Wednesday | 12:10 | 15:05 | C-102 |
This course takes an interdisciplinary and comparative approach to NGO and mission-based management based on the assumption that management principles vary significantly according to the context in which NGOs function. The course focuses on the operational, financial, and organizational issues of mission-based organizations – and understanding how some conventional strategies translate into a non-profit and mission-driven environment and others do not.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Tuesday | 16:55 | 19:50 | G-102 |
The senior research seminar in economics and finance provides students with a capstone experience. Using
quantitative tools, students will embark on an empirical research project in economics or finance that interests
them most.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Monday | 09:00 | 10:20 | G-102 |
Thursday | 09:00 | 10:20 | G-102 |
Overview of management control, managerial accounting, as well as financial and performance reporting, management by exception, balanced scorecard, cost accounting, etc. Takes a critical approach to using accounting and performance management tools in managerial decision making. The course focuses on how conventional management tools can inform decision-making, and how to consider financial, strategic, and ethical mitigating factors in more ambiguous and nuanced contexts.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Monday | 15:20 | 18:15 | G-009 |
Throughout this course students will explore, critique and utilize various methods of sustainable investment including socially responsible investing and shareholder activism, green bonds, microfinance, and impact investing.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Thursday | 15:20 | 18:15 | G-009 |
This course engages students with advanced themes and methods in management consultancy, both in theory and in practice. We will take a critical approach to understand how theory influences practice and how our perceptions of management consultancy evolve over time and circumstance. Students will examine management consultancy in terms of specific cultural, international and organizational elements given specific consulting frameworks.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Friday | 12:10 | 13:30 | G-113 |
This course introduces essential financial and operational strategies used in the management of NGOs and Mission-based Enterprises (MBEs). Topics covered include: financial management and operations of NGOs and MBEs, developing a clear mission statement, establishing organizational accountability and transparency, organizational design, financial management and reporting, financial controls and audits, marketing, fundraising, grant writing and operational management of organizational missions.
| Day | Start Time | End Time | Room |
|---|---|---|---|
Tuesday | 16:55 | 19:50 | G-102 |