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This course will introduce students to some basic quantitative techniques used to solve business problems. The course is designed to provide an understanding of techniques that are based on statistical concepts and decision analysis. Topics include descriptive statistics, statistical sampling, statistical inference, regression modelling, linear programming, risk analysis, and decision-making with probabilities. In addition, students will learn and practice how to use Microsoft Excel to employ these techniques. Group case studies and class discussions prepare students to be real problem-solvers.

Domestic and international markets, government policy, and central bank decisions present opportunities, challenges, and threats to the operating and competitive decisions of business owners, managers, and investors. The main objective of this course is to provide a concise treatment of the fundamentals of economics, as the study of how economic agents allocate scarce resources to satisfy their unlimited wants in a modern market economy such as Canada.

Marketing Management goes beyond an Introductory marketing course and focuses on the fundamental marketing strategy concepts and frameworks. Current and relevant strategic issues in marketing will be covered. In many instances, students are asked to assume the role of a marketing manager, critically examine marketing scenarios, and suggest appropriate marketing strategies. Marketing Management provides the student with an introduction to the practical application of marketing theory and practice. Topics covered include, but are not limited to, identifying target markets, building customer relationships, building strong brands, and designing and building communication and promotion strategies.

This course introduces the principles and practices used to process and communicate financial information about an organization to various stakeholders. To be a competent manager, you must have some degree of accounting literacy and a critical appreciation of the subject. A portion of this course examines the challenges of financial accounting and is focused on understanding and interpreting financial statements. The course also explores the use of accounting information to help managers with internal decision-making. This is a user-oriented course that emphasizes hands-on exploration, analysis, and evaluation of accounting concepts. We will use Microsoft Excel, cases, and real financial statements during this class.

This course is designed to provide students with a broad overview of the analysis, techniques, and knowledge needed to perform the central tasks and make the main decisions required of a corporate financial manager. The core topics covered are Capital Analysis (what something is worth), Capital Budgeting (what investments to make), Capital Structure (how to raise the money for investment), Working Capital Management (management of day-to-day cash flows), and Financial Risk Management (managing uncertainty). To support and supplement the discussion of these central themes, the course will also cover Corporate Governance, Triple Bottom Line, Structure of Financial Markets, Financial Statement Analysis, Fixed Income Mathematics, Monte Carlo Simulation, and International Finance.  

In today's environment, it is essential that business managers and executives understand the basic concepts of contemporary information systems (IS), how they are managed as well as their potential effects on organizations. To this end, this course is designed to provide MBA students with a fundamental understanding of key IT issues with the belief that these individuals will be the primary decision-makers in major IT initiatives and investments. Therefore, it is necessary to provide future managers with the basic knowledge required for effective IT-related decision-making.

Businesses are deeply intertwined with social, environmental, and governance (ESG) concerns. The E in ESG, environmental criteria, include the energy your company takes in and the waste it discharges, the resources it needs, and the consequences (e.g., carbon emissions and climate change). S, social criteria, addresses the relationships a business has with people and local communities (e.g., labour relations, diversity and inclusion). G, governance, is the internal systems of practices, controls, and procedures a business adopts to govern itself, make effective decisions, comply with the law, and meet the needs of external stakeholders. ESG thinking involves being clear about the company鈥檚 purpose and taking into consideration the needs of all the company鈥檚 stakeholders 鈥� shareholders, customers, employees, directors, business partners, competitors, governments, members of the press, local communities, and the public.

This course serves as an introduction to the topics of equity, diversity, inclusion, accessibility, and decolonization in the workplace. Organizations are made up of people and with that comes processes, systems, and interactions that are subject to human perceptual biases, social power, and intergroup processes. We will work to recognize and unpack our own perceptual biases as well as learn how organizations can create systems to reduce discrimination and inequities. Organizations that tackle hard issues to establish fairness, justice, and the well-being of employees will be rewarded with a diverse and empowered workforce.

This course explores the fundamentals of entrepreneurship and innovation and their relationship. Entrepreneurship involves recognizing, crafting, and exploiting opportunities, leading to the creation of new ventures. Innovation, on the other hand, involves managing uncertainty to a point where opportunities can be assessed. Students will be exposed to the issues, problems, and challenges with the integration of innovation management into the entrepreneurial process.

This course offers an exploration of the theory and practice involved in working with people in organizations, from both formal and informal leadership perspectives. The emphasis is on understanding individual (micro) and organizational (macro) factors and the processes through which they influence behaviour, with a view to improving managerial effectiveness. Students have the opportunity to develop and apply this understanding through experiential exercises and case studies situated in real organizations.

This course places management in its broadest context and helps students from diverse disciplines explore the complex social, economic, ecological, political, and technological forces shaping 21st century leadership in the public, private, and non-profit sectors. The course is characterized by a strong emphasis on teamwork and effective problem-solving in interprofessional environments. The major focus of the course is the SIL group project. Interdisciplinary teams of 4鈥�6 students will spend the semester working on live projects hosted by organizations from across Nova Scotia. 

This course provides a survey treatment of international businesses that will benefit all MBA students and build a foundation for those proposing future study in this area. For students not going on in the field, it provides the tools needed to manage the interdependence between domestic and international markets.

All managers should be familiar with the key concepts and techniques related to the production function of an organization regardless of their areas of responsibility. Operations Management can broadly be defined as the design, operations, and improvement of the systems that create and deliver the firm鈥檚 primary products and services. It is therefore a discipline that is critical to the sustainability of all organizations focusing on managerial issues of the operations. The course covers the key concepts and the latest developments in the field.

This course focuses on the formulation and implementation of strategy. Specific topics include: the management of strategy and organization structure, leadership, organizational culture, and large-scale organizational change. Students are exposed to a wide variety of organizations through case discussions, a case assignment, and a final case examination. In addition, students will have the opportunity to conduct a detailed study of a partner organization through the Make a Difference (MAD) group project.

Focused primarily on skill set development, this course provides students with an introduction to the practical application of theory in managing people for success, all within the context of the external and organizational forces that impact management. We will address specific organizational behaviour and general management knowledge requirements for today鈥檚 managers and focus on enhancing students' capacity for creative application of that knowledge to achieve success. In particular, the course builds qualitative managerial skills and the ability to reason from both qualitative and quantitative information as a means of integrating knowledge with other MBA courses.