1. MEMORANDUM
  1. SiMON FRASER UNIVERSITY
  2. SiMON FRASER UNIVERSITY
      1. MEMORANDUM
  3. 'Revised Structure
  4. replaced by two required courses, MBA 606-5. Financial Management, and MBA
  5. 615-5 Marketing Management. Essentially,, the two options which could be
  6. The program currently contains three required courses in Organization
  7. and M.B.A. 603 Organization and Management. We propose reducing this to two
  8. is to be modified marginally by consolidating what is considered essential in S
  9. material. A new elective course, M.B.A. 604 Organizational Change and
  10. The research project is currently considered the equivalent of two
  11. courses in scope. This requirement is to be reduced to make the project
  12. M.B.A. 633 Decision Analysis, is to be dropped from the program. This
  13. - 6
  14. Two other new courses are to be introduced. A course in Industrial
  15. Relations has now been offered as a special topics course three years in a
  16. row. We propose to make the course a regular elective. We also propose to
    1. Courses Dropped
    2. Courses Added
    3. Other Changes
  17. In the current program students take 50 credit hours of coursework (40
  18. required, 10 elective) plus a 10 credit research project. In the proposed
    1. Sequencing
  19. have been exempted from a required course). Thus not all elective courses
  20. need be offered every year, while over a two year period students should be
      1. - 8
      2. Analysis of problems affecting the character and success
      3. of the total enterprise. Emphasis on the functions,
      4. responsibilities, and viewpoint of top-level general
    1. management.
    2. competitors.
    3. Collection, processing and dissemination of information
    4. uncertainty, and lack of information in organizational
    5. decision-making.
      1. Applications of economic theory to practical business
    6. decision making.
      1. evaluation of the firm, and of internal financial
      2. - 13
  21. Course Outlines S
  22. ... 16
      1. CALENDAR INFORMATION:
      2. ENROLLMENT AND SCHEDULING:
      3. JUSTIFICATION:
      4. Wexler.
  23. Allf at
      1. JUSTIFICATION:
      2. ENROLLMENT AND SCHEDULING:
      3. Estimated Enrollment: 45 When will the course first be offered:
      4. Appended: a) Outline of the Course
      5. c) Library resources
      6. Faculty Graduate Studies Committee:_________________________
  24. ii1 1ii'ct f urther into accounting or Aec-4o4ogic ad control-
    1. V11. Accountjng for Changin-g Prius
      1. JUSTIFICATION:
    2. Effective indu9tri1 rplatinns is a vry im . pnrtsnt topic In British Columbia.
      1. CALENDAR INFORMATION:
      2. ENROLLMENT AND SCHEDULING:
      3. JUSTIFICATION:
      4. Senate Caduate Studies Committee:
      5. JUSTIFICATION:

SiMON FRASER UNIVERSITY
103
MEMORANDUM
To
SE
NAT....................................
From. .
.
. c9?
..9!.
PLANNING
.!L
.
, J P..
.....
Subject ........
MBA..PR0GR,AM..-
E
CJTIy
PROPOSED
CURRICULUM REVISIONS
Date.. .
.
...........................
Action undertaken by the Senate Graduate Studies Committee at its
meeting of October 31, 1983 and by the Senate Committee on Academic Planning
at its meeting of November 9, 1983 gives rise to the following motion:-
MOTION:
"That Senate approve and recommend approval to the Board of
Governors, as set forth in S.83-103, the proposed curriculum
revisions in the Executive MBA Program, including:-
change in the number of required courses from 8 to 9
(40 credits to 45 credits); change in the number of
elective courses from 2 to 3 (10 credits to 15 credits);
change in the research project (10 credits to 5 credits);
change in the total number of courses from 10 (50 credits)
S
plus a 10 credit research project,to 12 (60 credits) plus
a 5 credit research project, the addition of one credit
semester with discontinuance of the previous non-credit
accounting semester."
It is intended that this program commence September, 1984.
0

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SiMON FRASER UNIVERSITY
MEMORANDUM
5Ft('
To........
.
From..........
Dean of Graduate Studies
Subjed ...
9ti
MBA Pro
g
ramme proposed
Date
.........ovember..2.,..19 8.3
Curriculum Revisions
The attached programme changes were approved by the Executive Committee
of the Senate Graduate Studies Committee and the Senate Graduate Studies
Committee on Monday, October 31, 1983. As part of the change is considered
major, the program is now being forwarded to the Senate Committee on
Academic Planning Committee for approval.
J.M. Webster
Dean of Graduate Studies
MM/rg
U
2

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SiMON FRASER UNIVERSITY
MEMORANDUM
To
Members of the executive Committee
of the Sèriâié raduate
Studies COmmittee
Executive MBA Programme
1'roposedcurrcu1umrevisions
From .........
. .
olin I1.. ueste-
Dean
..
of raduateStudie
Dat.
.
.........
Please find attached the proposed curriculum revisions to the
Executive MBA Programme.
I draw your attention to the major components of the change:
Current Programme
The current programme consists of 8 required courses (40 credits),
2 elective courses (10 credits),and a research project (10 credits),
giving a total of 10 courses (50 credits) plus a 10 credit research
project, for a total of 60 credits.
New Programme
The new programme includes 9 required courses (45 credits), 3
elective courses (15 credits) and a research project (5 credits),
giving a total of 12 courses (60 credits) plus a 5 credit research
project, for a total of 65 credits. The new programme Involves one
full further credit semester with discontinuance of the previous
non-credit accounting semester.
These changes are forwarded for your consideration prior to processing
through the full Senate Graduate Studies Committee.
attachments
D
.
0

L C
C''
L
To:
Dr. John Webster
Dean of Graduate Studies
Subject: Curriculum Revisions
Executive MBA Program
From: Dr. Bert Schoner
Director, Executive MBA Program
Date: October 4, 1983
Introduction
The Faculty of Business Administration requests permission to revise the
Executive M.B.A. Program. These revisions have been approved by the Faculty
of Business Administration Program Committee.
The changes are intended to enhance the quality of the program in three
ways:
-
-
-
-
-
-
(1)
Ensure that all students in the program receive instruction in both
Marketing Management and Financial Management.
(2)
Expand the treatment of Accounting Management in the program.
(3) Continue the trend of offering an increasing variety of elective
courses.
-
Rationale
Objective (1) is intended to mitigate a difficulty created in the 1977
curriculum revision. Prior to thai time both Marketing Management and
Financial Management were taught together in a
'
course entitled "Market
Strategies". It became clear that neither one of these functional areas was
being done justice in that the available time was adequate only for a brief
and superficial overview.
.
-'4

-
-2-
The problem was addressed by dividing the course into two sections,
Marketing Management and Financial Management, with students enrolling in one
of the two. While this allowed adequate time for both curriculum areas, it
resulted in students graduating from our program necessarily missing formal
education in either marketing or finance.
Objective (2) is required to solve a related problem. Accounting has
been taught in a six week non-credit course taken in the summer between the
first and second years of the program. Considering that the course is given
after students have already had a year of study without a break, that this is
done while most also are working full time, and that there is no academic
credit attached to the course, it is not unexpected to find that the level of
student achievement in accounting is modest. Indeed, faculty complain that
although a basic knowledge of accounting management is a fundamental tool
employed throughout the program, the majority of students leave the summer
course without this basic knowledge.
Accounting, Finance and Marketing comprise the functional core of
business management. We recognize that this core has not received the
emphasis it should have received. We propose to make all three required
courses in the program, while dropping the non-credit summer accounting review
course. Nevertheless, we intend to make these changes while simultaneously
building in, rather than removing, flexibility in the program. This is to be
accomplished by consolidations elsewhere in the program, and by extending the
program one semester.
S
5

-3-

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'Revised Structure
The required course MBA 605-5 Market !
!' is to be dropped and

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replaced by two required courses, MBA 606-5. Financial Management, and MBA

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615-5 Marketing Management. Essentially,, the two options which could be
pursued under MBA 605 are both to be made required.
The non-credit summer course in accounting is to be dropped and replaced
by a required course, M.B.A. 670-5 Accounting for Decision Making and Control.

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The program currently contains three required courses in Organization
Behavior; M.B.A. 681 Small Group Behavior, M.B.A. 60t Organization Behavior,

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and M.B.A. 603 Organization and Management. We propose reducing this to two
required courses, W.B.A. 681 and M.B.A. 603. The content of these two courses

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is to be modified marginally by consolidating what is considered essential in
S
he three courses and by putting into the elective area the remainder of the

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material. A new elective course, M.B.A. 604 Organizational Change and
Development, will incorporate and build on material on organizational change
from the previous courses. Thus the current requirement of three ...courses in
Organization Behavior is to become two required courses and one elective.

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The research project is currently considered the equivalent of two

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courses in scope. This requirement is to be reduced to make the project
equivalent to one course, as it is in Economics.

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M.B.A. 633 Decision Analysis, is to be dropped from the program. This
course has actually never been offered.
S

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-
6

-4-

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Two other new courses are to be introduced. A course in Industrial

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Relations has now been offered as a special topics course three years in a

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row. We propose to make the course a regular elective. We also propose to
include a Directed Studies course in the program.
Finally, we propose to change the name of M.B.A. 689 from Selected Topics
in Human Behavior to Selected Topics in Business for greater flexibility.
The changes are summarized below.
Courses Dropped
1.
M.B.A. 633-5 Decision Analysis (elective)
2.
M.B.A. 601-5 Organizational Behavior (currently required)
3.
Summer non-credit course in accounting management
4.
M.B.A. 605-5 Marketing Strategies (required).
Courses Added
1.
M.B.A. 670-5 Accounting for Decision Making and Control (required)
2.
M.B.A.
606-5 Financial Management (required)
(This course
and the following are currently the two options under 605.)
3. M.B.A.
615-5 Marketing Management (required)
4.
M.B.A.
698-5
Directed Studies (elective)
5.
M.B.A. 688-5 Industrial Relations (elective)
6.
M.B.A. 604-5 Organizational Change and Development.
.
-
7

-5-
Other Changes
1. M.B.A. 699-10 Research Project, becomes
M.B.A. 699-5 Research Project
2
M.B.A. 689-5 Special Topics in Human Behavior (elective), becomes
M.B.A. 689-5 Special Topics in Business Administration (elective)

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In the current program students take 50 credit hours of coursework (40

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required, 10 elective) plus a 10 credit research project. In the proposed
program students take 60 credit hours of coursework (45 required, 15 elective)
plus a 5 credit research project. A non-credit course taken during the summer
in the current program is dropped in the proposed program, keeping the total
amount of work required for the degree approximately the same in both programs.
Sequencing
As may be seen from the revised calendar material (Appendix A), we intend
to offer all elective courses in the spring semester. These courses will be
open to students from any year's class (including students from year 1 who may

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have been exempted from a required course). Thus not all elective courses

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need be offered every year, while over a two year period students should be
exposed to most of the available courses.
S
-
8

-6-
__
S
Required Resources
(1)
None of the new courses require additional library material.
(2)
Normally, three to four faculty members are involved in teaching the
second year class in the spring semester. One extra faculty member will
be required for the proposed program during the spring semester. This is
largely balanced, however, by no longer requiring a sessional lecturer or
regular faculty member to teach the summer semester non-credit accounting
course.
APPENDIX A
Graduate Calendar Entry
Master of Business Administration
5
The Faculty of Business Administration offers two programs leading to the
M.B.A. Degree; the Executive M.B.A. Program and the M.BA. Program. The
Executive M.B.A. is an evening program for mid-career managers or executives;
it is comprised of a generalized course of studies which exposes the student
to broad management issues rather than in-depth specialization within business
subjects. The M.B.A. Program is a day-time program designed primarily for
recent Business graduates who desire more concentrated exposure to a specific
field of Business study and development of applied research skills.
I
-
9

.______
Executive M.B.A. Program
The Executive M.B.A. Program is one of evening study, designed primarily
for persons in regular employment in private or public corporations who have
had several years of experience in a managerial capacity. Details of this
Executive Program are given below:
Admission
- Applicants will be considered for admipsion on the basis of information
drawn from some or all of the following:
a)
Extended application forms
b)
Undergraduate grades
c)
Letters of recommendation
d)
Graduate Management Admission Test
Normally, candidates admitted will be expected to possess a Bachelor's
degree (in any discipline) with at least a good second class (B)
standing. However, considerable weight will be attached to the other
criteria of admission, and a few candidates may be admitted who do not
possess a university degree, provided their relevant qualities in other
respects are considered outstanding.
- 10

-8-
S.'
Requirements
To qualify for the M.B.A. degree, acandidàte must complete successfully
twelve courses and a research project. Nine of the
required and three are electives. In place of the 600 level M.B.A.
course offerings listed below, students may substitute, with the prior
consent of the Program Committee, equivalent graduate course-work from
any department in Simon Fraser University. Prior approval is not
required for students to submit 800 level Bus. or BUEC courses as
electives.
In order to attain good standing within the Program, a student must
demonstrate working knowledge of: (1) mathematics (through calculus),
(2) elementary probability theory and statistics, and (3) microeconomic
principles. Competence normally will be demonstrated through
Standardized proficiency examinations, but where the student has taken
substaqtial prior course-work in the area or where he/she has
professional qualifications pertinent to the requirement, the' examination
requirements will be waived. Non-credit review courses and independent
study materials are made available to students who either lack prior
preparation or wish to resharpen their skills.
Summer
Non-credit courses and independent study
to remove any background deficiencies in
mathematics, statistics, microeconomic
principles, and reading and study skills.
Fall Semester 1
MBA 651-5 Managerial Economics
MBA 681-5 Small Group Behavior
S
11

-9-
Spring Semester
2
MBA 670-5
Accounting for Decision
.
Making and Control
MBA 632-5
Operations Research
Fall. Semester 3
MBA 603-5
Organization and Management
MBA 606-5
Financial Management
Spring Semester
4
Elective Course
Marketing Management
Summer Semester
5
MBA 699-5
Research Project
Fall. Semeäter 6
MBA 607-5
Organization Policy
MBA 691-5
Business and Society
Spring Semester
7
Elective
Course
- -
-
Elective
Course
-
Description of MBA Executive Program Courses
MBA 603-5
Organization and Management
Analysis of the inter-relatednes.s of major subdivisions of
• the organization and interactions between the organization
• and itsenvironment. The management of motivation and job
design.
MBA -604--5
Organizational Change and Development
An examination of the concepts, principles and assumptions
of organization development.
MBA 606-5
Financial
• An introduction to decision making with respect to
• •
investments (capital budgeting), financing and dividend
• policy.
.
12

- 10 -
MBA 607-5
Organization Policy
Analysis of problems affecting the character and
success
of
the
total
enterprise.
Emphasis
on the
functions,
responsibilities, and viewpoint of
top-level
general
management.
MBA 615-5
Marketing Management
An analysis of
the
strategic consideration of marketing
management
and
their impact on
the
firm
and
its
competitors.
MBA 621-5
Management Information and Controls
Collection,
processing and
dissemination
of
information
required by managers to make top-level decisions and
to
control the organization's activities.
MBA
632-5
Operations Research
Quantitative methods to cope with problems of complexity,
uncertainty,
and lack
of
information in
organizational
decision-making.
MBA
651-5
Managerial Economics
Applications
of
economic theory
to practical
business
decision making.
MBA 670-5
Accounting for Decision Making and Control
Analysis
of financial
statements and
their
role in
evaluation
of
the firm, and
of internal
financial
information
and its function in
planning,
control
and
performance evaluation.
-
13

- 11 -
40
MM 681-5
Small Group Behavior
Interpersonal
relationS and
group
dynamics
in
organizational
life.
Development
of perceptual and
communication skills
in small groups.
Leaderahip
theory
and work group behavior.
MBA 688-5
Industrial Relations
Collective
bargaining,
the
collective
agreement,
work
stoppages, arbitration and the legal environment
MBA 689-5
Special Topics in Business Administration
Course content varies from semester to semester.
Specific
course
outlines
and bibliograhies
must
receive prior
approval of the graduate Program Committee.
MBA 690-5
The Canadian Economy
An investigation of Canadian economic issues and problems,
with
particular
emphasis
on
their
impact
on
business
decisions.
MBA 691-5
Business and Society
Relations
between business and other social
institutions
such as
government,
religion,
and education.
Non-market
forces in the environment influencing business decisions.
MBA 695-5
Methods of Research
Methods
and
aims
of
business
research
and
how
it
contributes to effective management.
is
-
14

- 12 -
MBA 698-5
Directed Studies
in Business Administration
Individual study with a faculty member.
The course
outline must be approved by the Graduate Program Committee.
MBA 699-5
Research Project
Execution of research project under faculty supervision.
No formal classes.
S
15
0

- 13 -
APPENDIX B
.

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Course Outlines
S

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...
16

SflION VRAS
L
.R LNIVERSITY
New Crduate Cour'.e Pronostl
'orm
CALENDAR INFORMATION:
Department
Faculty of Business Administration
Course Number:
MBA 604-5
Title:
Organizational Change and Develo
p ment
--
Description:
An
examination of the concepts, principles and assumptions of -
organization development
Credit Hours:
5
Vector:
2 -
_jPrerequisite(s) if anv:__
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
30
When
will the course first be offered:
Bow often will the course be offered:
onceperyear.Asanelectivecourse,itwill be
given only when there is sufficient student demand.
JUSTIFICATION:
Renamin& of course to more correctly define its content-This course
wilL
h 2 l
k
students apply knowledge about behavioral science to promote effective organizations,
especially in difficult, changing and complex environments.
_ .
RESOURCES:
Which Faculty member will normally teach the course:
Mdrews,Pinfleld, Ross, Tjosvold,Field
Wexler.
What are
the budgetary implications of mounting the course:
Noextracosts.
-
The course proposal is a revision of an existing course.
Are there sufficient
Library resources (a
pp
end details):
-
--
Appended: a) Outline of the Course
b)
An indication of the competence of the Faculty m.riber to give the course.
c)
Library resources
'
Approved: .cpar-tmentai--Araduate Studies Corrunictee:
Faculty Graduate Studies Commit
Faculty:
Senate Graduate Studios Consult
Senate
att':
___
Ce;
cc: _

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Allf at
-
17

Wexicr/Tjosvold
MBA Course on Organization Development
Objectives:
1.
Introduce Students to the literature on the management of organization
development.
2.
Develop students understanding of the use of organization development
techniques and theory in the improvement of organization dynamics.
3.
Help students acquire skills in the application of change to particular
industries.
4.
Improve students' abilities to assess the recommendations and analyses of
consultants to organizations.
5.
Provide additional review of the basic ideas in micro and macro O.B. via
an examination of organization change processes.
Outline:
-
- -
This course examines underlying concepts, principles, and assumptions of
organization development. Students will have the opportunity to develop
understanding and skills in the application of behavior science knowledge to
promote effective organizations. This ability to apply knowledge will be
particularly useful in organizations that must adapt to complex, turbulent
environments. The course will integrate both micro and macro analytic per-
spectives in organizational behavicr.
Examples of topics include:
1.
OD in historical perspective
2.
Techniques in applying OD
3.
Understanding the consultant's role
4.
OD in new industries
5.
OD in resource industries
6.
Psychological perspectives on introducing change
7.
Constructive controversy to improve decision making
8.
Cost effectiveness in OD implementation
9.
Organizational learning
10.
Interpersonal competence in OD
Possible Texts:
1.
J. Kimberly and R.H. Miles. The organizational lifecycle: Issues in the
creation, transformation, and decline
of organizations.
Jossey-Bass,
1981.
2.
W.W. Burke, Organization development. Little, Brown,
1982.
.
3. M. Beer. Organization change and development.
Goodyear,
1980.
4. W. French, C.H.
Bell, Jr., and R. Zawachi, Organization Developmen
t:
Theory, gactice, and research. Business Publications,
1978.
18
.

fUON F(ASR UNIVERSITY
New Graduate Course Pro
p osal Worn
CALENDAR INFOR$.AT EON:
Department:
F aculty of Business Administration
_Course Number:
MBA 615-5
Title:
Kqrkprincy
Management
Description:
A
course emphasizing the strategic considerations of marketin
g
m !3 na
gement
decision-making. Attention is given to those variables within the control of management
of a given firm; the impact of the actions of a_firm's competitors on that firm's
decision outcomes. 5
2 - 3 - 0
Credit Hours:
Vector:
Prerequisite(s) if anv:__
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
__When will the course first be offered:—
How often will the course be offered:
once yearly
JUSTIFICATION:
Marketin g
is one of the
key
functions of
buain
p a
g
entrpr1es.
At
pre&gat,_.this
subject is taught as part of the market strategies course.
RESOURCES:
Which Faculty member will normally teach the course:
Shapiro, Kendall, Meredith, Pinfield,
Wyckham
What are the budgetary implications of mounting the course:___________________________________
Ae there sufficient Library resources (aoind details):
Appended: a) Outline of the Course
b)
An
indication
of the competence of the Vacuity member to give
the
course.
c)
Library resources
Approved:
_Bc-v.cEmfftrt
:
i_Graduate Studies Committee:
it v
Faculty Graduate Studies Committee:
__
Faculty:
D.ate:_____
Senate Graduate Studies Committee:
Ite:
Senate:
19

U1A l•:x,,,L 1. vi. I'
IXlLLlflLL ci' tiiUuso
Administration
Simun
Fraser Ui ivt rcity
ouisi; 1A 615-5
Fall 1982, 'fhuru.
ma rkc
L
Lug
Iss'ritUCTOlt; S.J.
5I..ip&u
1)
T,.xt: Philip Kotler, 1'rincipic of Marketing. (En1ewouU Cliff.., X.J.
Prentice-Hall 1980).
2)
SluctOd handouts; Ruadinu and
uuu
Schedule of luLuru- and Ituading Auuiiiiu.iiL,,
/
1.
Sept
9-
2.
Sept 16-
3.
Sept 23-
4.
Sept 30-
5.
DCL
•/-
6.
Oct
14-
S7. 0,; L
21-
8.
Oct
28-
9.
Nov
4-
10.
Nov
9-
U.
Nov
18-
12.
Nov
25-
Kotler, Chsptr 1 Msrkuting and Human Needs
Kotler, Chapter 2 The Structure of Markatig Syutenai
Apex Ctiuii (oral)
6
ivon out in class
Kotlar, Chapter 3 Streto'ic Planning and the
keLini
Ketl,r. Chapter 4 Marketing Planning pp 99-124
"Financial Analysis of M keting Decisions"
"lxercises in Financial Analysis of Marketing Discu jun.."
Kotler, Chapter 5 The Marketing Information SysLuin
Kotler, Chapter 6 The Marketing Organization
1.earnirig from Making Decisions and Marketing Stratu:y i..............
"Teledyne Canada Li,njled" (written)
-- -
N & S Uncontrollable Environments Affecting )larkutii,.
M 6 S Dmmogrspliic Dimensions of the Canadian Consu;;u; -
"Crab Shoes Limited" (written)
Kotlot, Chuptur Ii Wittimitur Mctkuts and Uuyiig Uuliav
Lu
Kotler, Chapter 9 Oiunizationu1 Markets and Duyin
"Armstrong cork lndu;trieu Limited" (written)
Kotler, Chapter
to
Market Segmentation and TargutLin
Kotler, Chapter 19 International Marketing
"A & W Drive Ins " lundy Liiiitd" (written)
Mid-term uxonijutition - all material to date
Kotler, Chapter 11 New Product Development and Prodiitt
I.
Cycle Strategies
Kotler, Chapter 12 Product Branding, Packaging and
SurvL...•
"Newman Company Limited" (oral)
First half of inarkaCin plan submitted for usesinCIit (wi
Kotler, Chapter 14 Marketing Channel and Phyuiai distt:
Strategy
Kotler, Chapter 15 RetuU.ing and Wholesaling Scrate'
"Hayes Dana Perfect Circle (written)
TUESDAY (Claus Changed fcom Thursday November 1101).
Kotler, Chapter 15 Prici
Strategy
Kotler, Chapter 16 tlr;:keting CommunicucionD
"Hudson Chemical Company" (written)
Kotler, Chapter 17 Advertising, Sales Promotion
Kotler, Chapter 18 Personal Selling and Sales
.....
"Cool Ray Sun Classes" (writLuis)
Kotler, Chapter 4 Control pp
114-128
Exercises related to the assigned readings (writ Len)
.
20.

13.
Doc
2-
Kocler, Chapter 20 M;rket.ng of Services etc.
Kotler, Chapter 21 Marketing and Society
Shapiro, "fti rket i.ng in a Conserver Society"
Wyckham, "The Life Cycle of Consumer Protection in r
:.I
14.
I)ec
9-
l!iital Examination - all material SINCE mid-term
(This (lLtte couLd be changed to Dec 7 if the 901 conmiLL . wit.
Xmas Party).
15.
Dec 16- Final date for thesubmission of marketing plans
BREAKDOWN OF THE FINAL GRADE
a)
Financial
exercises - weeks
2
and 12: 5 points each
I'
b)
Cases - 5
out of the 7 written cases:
5
points
each
2
e)
First examination
covering weeks 1 to 6
()
t'
iii
d)
Second examü.nation
covering weels 8 to 13
20
',ILIt:.
e) Marketing
Plan - parts 1 and 2 coubined
100 poiiii...
.
S
21

SflION FRASF.R UNLVES1TY
New Graduate Course Prons;,l 'orm
CALENDAR INFORMATION:
Department:
Faculty
of Business Administration
_Course Number:_
MBA
606-5
Title:
- -
Financial Management
Description:To
introduce students to
finni'i1
nnagPmenr and
de'iRthn making
The investment (or capital budgeting)decision, the financing (or capital structure
de'f q
inn) and the dividend
dec'isinn_
Credit Hours:
5
Vector:
2 - 3
Prerequisite(8) if any:
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
45
When will the course first be offered:
Bow often will the course be offered:
once _oer_year
JUSTIFICATION:
Knowledgeofbusinessfinance_is_crucialforall_mana
g
ers._Thiscourseis currently
taught as part of market strategies.
RESOURCES:
Which Faculty member will normally teach the course:________________________________________
What are the budgetary implications of mounting the course:
Noextra_costs
-
Ae therà sufficient Library resources (a
ppend
,
details):
Appended: a) Outline of the Course
b)
An indication of the competence of the Vacuity
member to give the course.
c)
Library resources
Approved:
raduate Studies Committee:
s'
Faculty Graduate Studies Committee:_________________________
-
Date:
1 4
-
Faculty:
_L ,'_
n.itc:fp
.
::::::1t0 Studios CommLtt
cJ
._Q"L/
Date:
:
22

/
SIMON iIU\SER UNIVERSITY
F/\CULTY OF BUSINESS ADMINISTRATION
Instructor:
M.B.A. 606
Fuii, 1:..:
R. Grauer
MARKET STRATEGIES -- FINANCE
Course Objectives:
The purpose of the course is to introduce students to financial management and deci,-
making. To accomplish this objective we will concentrate on three decisions fuced
the financial manager: the investment (or capital budgeting) decision, the finncis,
(or capital structure) decision, and the dividend decision. In order to apprecia1t
these decisions are made, we will also introduce some basic concepts of financial mu';
and institutions.
Format and Grading:
Typically, each session will be comprised of a lecture followed by a tutorial.
Pro:h;.
will be assigned at the relevant times throughout the course. Some readings and proic;::.
will be distributed in class. The final grade for the course will be comprised of a
three hour final examination during the 14th week of the semester, and either one of-
midterm examinations. As you are mature students, I expect that you understanki,roL
are assigned for your benefit. I do not intend to grade them, but will spot cnck
on occasion.
Text:
Richard Brealey and Stewart Myers, Principles of Corporation Finance, McGraw
Hill,
New York, 1981
You may also find the following books of interest in the areas of asset pricin; uiu
efficient markets.
J.C. Francis and S. Archer, Portfolio Analysis, Second Edition, Prentice Hall,
Englewood Cliffs, N.J., 1979.
J.H. Lone and M. Hamilton, The Stock Market: Theories and Evidence, Irwin, Hone.voo;,
Ill., 1973.
W.F. Sharpe, Investments, Prentice Hall, Englewood Cliffs, N.J., 1978.
Special Notes:
The determination of market values is the integrating framework for the course. In
particular, we want to know the effect managerial decisions will have on market pri
The two key ideas in valuation theory are compound interest and risk. Compound inti
our first topic, is moderately difficult. On the other hand, risk is a much or
difficult topic.
It is more abstract, fairly quantitative, but crucially
iwII,wl.
be
prepared. Read the material on risk ahead of time, if you can, Loth
in Lhc LcxL
supplementary readings.
Assignment
The first two lectures will be concerned with compound interest and its applications.
For the first lecture, read the handout from Weston, Brigham, and Halpern, "The
Interest Factor in Financial Decisions." Prepare the answers to problems 10-1 io IC-.
on page 239 and 240 of the handout.
S
23

--
Instructor:
M.B.A. 606
Liii, l,.
R. Grauer
SBasically,
the
course will follow the book by Brealey and Myers. (BM)
1.
Introduction
13M
Chapter 1
ii.
Value
BM
Chapters 2, 3, 4,
5,
6
Handout on Compound Interest
III.
Risk
BM
Chapters 7, 8, 9
Lone And
.
Hamilton
Chapters 10, 11
Francis and Archer
Chapters 2, 3, 8
Sharpe
Chapters.
5,
6, pp. 274-298
-1Y
Practical problems in capital budgeting
-----------
BM
Chapters i0il;i2
---
V.
Financing decisions and market efficiency
BM
Chapters 13, 14, 15
Lone and Hamilton
Chapters 4, 5
VI.'
Dividend policy and capital structure
BM
Chapters 16, 17, 18, 19
• VII.
Valuing the differend kinds of debt
BM
Chapter 20
VIII. Conclusions
BM
Chapter 33
.
24

SIlO FRAS.R uNf.vI:P.SrTy
New Graduate
Cour'e Pro
p
osal worn
CALENDAR INFORMATION:
Department:_
Faculty
of Business Administration
Course Number:
?fflA 670-5
Title:
Accounting for Decision
Making and Coni-rnl
--
Description: To gain an understanding
_of the financial_statements __their role
intheevaluation of a business entity from an external user persnective.
Credit Hours:
_
Vector:
2_-_-_C)_Prerequisite(s) if any:
ENROLUIENT AND SCHEDULING:
Estimated Enrollment:
40
When will the course first he offered;
How often will the course be offered:
JUSTIFICATION:
Basic knowledge of accounting and financial statements is currently provided in the
summer accounting review course. This new course replaces the accounting review

Back to top


ii1
1ii'ct
f
urther into accounting or
Aec-4o4ogic
ad control-
S
RESOURCES:
Which Faculty member will normally teach the course:
Ethering ton, Shalchi, McDonald, Var,Magid
Gordon.
What are the budgetary implications of mounting the course:
One
extra professor for one course
less the sessional instructor usually hired for the accounting review course.
Are there sufficient Library resources (a
ppend
details):
Appended: a) Outline of the Course
b)
An indication of the competence of the Faculty member to give the course.
c)
Library resources
Approved: De
p
artmental Graduate Studies Coumiittee:________________
Faculty Graduate Studies Committee:
'
- .
DaLc:
/.L.
i/z
Faculty:__________________
-
Senate CLaduate Studios COInIDLtte
Lt:
25

• / -
Course Title: Accounting
for
J)e
cis
i on
Making and Control
Objectives
the Course will be
twofold:
1.
to gain
an
un
derstanding
of financial statements
and
LI'ji coL
pe
in
r
t
s
he
pec
e
ti
va
ve
l
a
ua
nd
tion of
a
bu
siness
.
entity, from an external user
2.
s
t
to
e
he
gm
undepl
ent
anni
s
r
,
s
f
t
r
ng,
a
om
nd
c
a
i
ont
nt
m
e
a
r
na
r
ol
na
ge
,
l
a
m
f
nd
i
e
n
nt
an
pe
p
r
c
e
f
i
r
or
al
sp
m
e
in
a
c
f
t
nc
or
ive
e
m
.
e
at
va
ion
lua
an
tion
d
it
of
s
bus
fu
nc
inc
tion
s
in
P
roposed Vacul; Lois Ethe.rington
Nossein Shaichi
Topic
Covera;
Financj.aj. aCCO.UntIIg - 6 weeks
Managerial Accounting 6 weeks
Nj'c]terni exAminaLjon- 1 week
Financia). Accounting
Topics:*
-
I. Nature and purpose of accounting.
- types
O
f accounting reports
-• genexally accepted Accountg Principles
I. Finonctal Statements
-
-
a
la
s
i
s
4nc
ets
e
,
s
li
he
a
e
bi
t
lities and ownexs" equity
.income statezpent
statement
of
'retained earn
statement of changes' in Xi'nanci2. position
I. The Accounting Process
IY
sash, C4.%
.
h E qui
y
lent an4 Ch.p.
j
-
V ,
Annual AepQXLS to Stpckho1d5,
Ci'ncluding
the
4uditor
4
's
cQ1e.
'11. Analys- of '7inanc1 Stateients.
V11. Accountjng for Changin-g Prius
• /2
.
-
26

i' la
na
g
e
ria-1. Accomicili6 lop
J.C, *
I.
COSL
CO-SL
Iucasurc
& estimat
i
on for planning and con trol
II.
Cost-Volume-profit analysis under
c
ertainty and unccrtaj
111.
B
udgeting and Planng
- be
havioral d1mcnj015
of'M
anagement control and budjctju
/
IV.
Cost control
-
-
cvaosrit
ous
alloccosatt ion
sys- teusmes
s
aand
nd
the
lim
c
it
ol
at
e
ions
of 'variances
V.
m
The
otiva
rol
tion
e of accounting information In performance evaluation
- cost centers, profit centers
- decentralization and control
- measuring divisional perforivance
VI. T
ransfer
.
Pricing
VII.
Internal control systems• and their role in -management
* Each topic should not he interpreted to tike one week each.
Proposed Texts;
Coleman, 8xownle 8
, , S;4.th; "F
A
na
21a
nc
na
i
ge
a]. A
V
Ccuicountde",
ing
1982,
and
St
atement Analysis:
Rappap
or
t :
AInfccorountmatiing,
on fTor
hiDrd
eE.cdiiaton
Ion,
'M1982.
aking; 'Readings in Cost and Ilanagerial
Horngren:
C
I
a
ntr
s
h.e
s
r
i
oduc
'gnj
la
ne
tttie
nt
on
r
)
.f
.
tox
o Nxa
e
na
fe
ge
Te
jue
nc
nt
e on
Acc
ba
ount
stc
i
s
ng,
, but
Fif
pr
th.
im
E
a
di
ri
t
l
i
y
on,
for
1981.
probl4Iu
Handouts, as 'xequed
LE/fw

SUION
FRAS'R LJNLVI:srr(
New Crjduate Course Pronosal Vorn
CALENDAR INFORMATION:
Department:
Faculty of Business Administration
Course
Number
_MBA
:
_688-5_
Title:
Industrial Relations
Description: Collective bargainin
g
, the
collective
agrPcunent, work
stopDaes._
grievances, arbitration, the legal environment.
Credit Hours:
5
Vector:3 -
2 - 0
Prerequis.ice(a)
if anv:__
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
25
When
will
the course first he offered:
1-
Raw often
will
the course be offered:
once per year
JUSTIFICATION:
Effective indu9tri1 rplatinns
is
a vry im
.
pnrtsnt
topic
In British Columbia.
This course hel
p
s nrepare managers to operate in B.C.'s labour re],atioijenVixonmeflt.
RESOURCES:
Which Faculty member will normally teach the course:
Rogow, Strand
What are the budgetary implications of
mounting the course:
No
extra costs. Course Is
currently offered once per year as Special Topics in Human Behavior.
Are there sufficient Library resources (a
pp
end details):____________________________________
Appended: a) Outline of the Course
b)
An indication of the competence of the Faculty member to give the course..
c)
Library resources
Approved:
_øe
Tteetut?aduate
Studies Committee:
) at '
Faculty Graduate Sdtesye:
Faculty
___________________
to
Senate Geaduate Studies
_________________________- _:
Senate'
__________________________
..:
28

SIMON FRASER UNIVERSITY
Department of Business Administration
M.B.A. 688-5
Industrial Relations and the Manager
Spring 1982
Instructor: Bob Rogow
Course Outline
I. Topics and Themes of the Course
2
3
4
S
Date
Description
13 Jan.
THE ENVIRONMENTAL BACKGROUND
Relevant Canadian national/B.C. regional characteristics
The law as environment
"The Industrial Relations System": a way of modelling
relations among
environments
and the parties to and the
processes of collective bargaining
20 Jan.
THE REGIME OF MANDATORY COLLECTIVE BARGAINING:
The Duty
to Recognize and the Duty to Bargain
Rationale for, Statutory basis
Administrative implementation by Labour Relations Boards
Bargaining power implications
27 Jan.
THE MANAGER AS UNIONIST
Legal status of supervisor, line manager, staff specialist
and professional as unionists
Feasibility of alternatives to conventional collective
bargaining for such employees
Implications of ianagerial unionism for the employing
organization, for managerial careers, and for the
management function
3 Feb. BARGAINING STRUCTURE: IMPLICATIONS FOR MANAGEMENT
(a)
Inter-Union Coordination:
Joint bargaining, voluntary and compulsory
(b)
Inter-Employer Coordination:
The spectrum cf
coordinative possibilities
Legal opportur.ities and constraints
Advantages and disadvantages of multi-employer
bargaining
10 Feb.
COLLECTIVE AGREEMENT RENEGOTIATION: THE MANAGER AS BARGAINER
(a)
Orientations toward bargaining
(b)
Analytics of the bargaining process: information
problems, timing problems
29
Week
.1.

Week
Date
Description
6
17
Feb.
THE WORK STOPPAGE: CAUSES, CHARACTERISTIC
S
, CONSEQUENCES
Stoppage statistics: What they can and cannot tell us
The strike as
rational/Calculative,
Vs.
the strike as
expressive/emotional/ideological
Tactics of the stoppage
Costs of the stoppage
The lockout as offensive and defensive weapon
7
24 Feb.
THE WORK STOPPAGE: LEGAL CONSTRAINTS
Procedural preconditions
Behaviours during stoppages; the "when", "where", "who"
and "how" of picketing; operating during strike; employment
retention rights of strikers, etc.
8
3 Mar.
ALTERNATIVES AND SUPPLEMENTS TO THE WORK STOPPAGE;
ARBITRATION AND OTHER
-
Experience with interest
arbitration -
variations in
formats used, settings in
which used, evaluation of
results
"Essential Services" impasse resolution
Impact of
arbitration and other intervention mechanisms
on
bargaining behoviours
Mediation, compulsory and otherwise
Cooperative relationships
9
10 Mar.
INTRA-MANAGEMENT DIFFERENTIATION
IN
THE COLLECTIVE
BARGAINING FUNCTION
Vertical: the decree and character of headquarters centrali-
zation, standardization,
or
control
Horizontal: the "staff versus line" question in collective
bargaining
Public sector management: a special case?
10
17 Mar.
THE WORKPLACE "RULES" DETERMINED BY COLLECTIVE BARGAINING
Collective agreemen' provisions:
those dealing witi the wage/effort relation
those dealing with labour allocation
variability by industry and occupation
Non-collective igrecmont "rules"
management's unilaterally promulgated regulations
"custom and practice"
statutory and arbitral raquirements
11
24 Mar.
CONTRACT ADMINISTRATION: GRIEVANCE SYSTEMS
Determinants of grievance incidence and composition
Determinants of grievance
resolution
is
Grievances as tactical or power phenomena
Alternatives to the grievance: the wildcat strike
30

-
3•_
Week
Date
Description
12
31 Mar.
CONTRACT ADMINISTRATION: GRIEVANCE ARBITRATION:
PROCEDURAL AND TACTICAL CONSIDERATIONS
Preparation for arbitration
The hearing and after
13
7 Apr.
CONTRACT ADMINISTRATION: GRIEVANCE ARBITRATION:
SUBSTANTIVE CONSIDERATIONS
Enterprise Adaptability and "the rule of law"
"Management's rights" and arbitration
II. Course information
Readings: John Anderson and Morley Gunderson (Eds.), Union-Management
Relations in Canada
B.C. Labour Code
Photocopied materials
Format:
Lecture/discussion on week's topics and readings
Group presentations
Grading: Class participation and performance - ¼
Presentation - ¼
Midterm (Week 6) - ¼
Final (on second half of course topics and readings) -
Presentation:
On any applied, B.C. - relevant industrial relations topic
preferably with a "management policy" or "management problem"
focus.
By groups of 3 or 4, starting in Week 5.
31
0

SflION FRASER tJNrvI'
P .s
Fry
New.Graduate Course Proros.l 'orm
S
CALENDAR INFORMATION:
Department:
Fac u lt y
of Business Administration
_Course Number:
MBA 689-5
Title:
Special Topics in Business
Description:
S p
ecial to
p
ics in areas not
tiirrnt1y of f
p
red wDhln the offerings
of the MBA Program. Offered by
arrangement,
Credit Hours:
5
Vector:
3 - 2 - 0
Prerequiaite(s) if any:______
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
15
When will the course
first
be offered: -
How often will the course be
offered:
every
_
2nd _
yer.
JUSTIFICATION:
The c'iirrent- q
p p
rlal rop-tte t'nnvne in in human hphavlor- Thfe !'hRnge
allows
the _speefal_
topic_to_he_from
_
any
_area_
of_husiness_speA11zAtfon
RESOURCES:
Which Faculty neither will normally teach the course:
Tenuretrackfaculty
What are the budgetary implications of mounting the course:
-
- -
— -
None
Are there sufficient Library resources (a
pp
end details):__________
Appended: a) Outline of the Course
b)
An-indication of the competence of the Yaculty member to give the course.
c)
Library resources
Approved: Departmental Graduate Studies Committee;
Faculty Graduate Studies
C9puuitte
Faculty
S
Senate Caduate Studies Committee:
V
Senate:
Date:
Date:
0405
,00
0
4 If
32

SIION FttSER (JNLVF..SET'(
New Crduate Cour;e Pronoal 'orn
CALENDAR INFORMATION:
Department:
Faculty
of Business Administration
Course Number:
MBA 698-5
Title:
Directed Studies
-
Description:
Supervised readings and stud y
j_particu1ar area of aoecializsjgn.
Offered by arrangement.
Credit Hours:
5
Vector:
- 0 - 5
Prerequisite(s) if anv:__
ENROLLMENT AND SCHEDULING:
Estimated Enrollment:
5
When will the course first he offered:
g4,-3
How often will the course be offered:_________________________________________________________
JUSTIFICATION:
The MBA curriculum does not have
p
rovision for a directed
_studies course..
Situations arise in which directed tud
y is the
most a
pp ro p riate
wo provide
individualized study.
RESOURCES:
Which Faculty member will normally teach the course:
Tenure track faculty
What are the budgetary implications of mounting the course:
No extra costs. -
Are there sufficient Library resources (a
pp
end details):_____________
Appended: a) Outline of the Course
b)
An indication of the competence of the Vacuity in.rnber to give the cour'.
c)
Library resources
Approved: Departmental Graduate Studies Committee:___________________
Faculty
Faculty:
Graduate Stu
,,
Cummlttee:
Datc:.-
Pate:
IT? tt
7
Senate Geaduate Studies
_corruutttee
f1eL
c:....6,
l
Senate:
"te:

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