SiMON FRASER UNIVERSITY

?

MEMORANDUM

To. ?

SENATE ?

.

?

. From SENATE COMMITTEE ONUNDERGRADUATE?

STUDIES

CURRICULUM CHANGES - BUSINESS

Subject.. ?

ADMINISTRATION...... ....

....... .......

........Date..

....

?

DECEMBER.. 19,..19.$Q

Action undertaken by the Senate Committee on Undergraduate

Studies, at its meeting of December 16, 1980, gives rise to the follow-

ing motion:

MOTION:

?

"That Senate approve and recommend approval to

the Board of Governors, as set forth in 5.81-c

the Department of Business Administration changes

including:

a) Lower Division Requirements

i)

for a Major in Business Administration

ii)

For Honors in Business Administration

b) Upper Division Requirements

i)

For a Major in Business Administration

ii)

For Honors in Business Administration

• ?

c) Provision for Areas of Concentration, including

1) General requirements

ii) Specific courses for

I) Accounting Management Information Systems

2)

Business, Government and Society

3)

Finance

4)

Marketing

5)

Organization Behaviour

6)

Quantitative Methods in Business

d)

Requirements for a Minor - Lower Division; Upper

Division Courses Required

e)

New Courses

i)

BUS. 303-3 - Business in Society (Drop BUS. 103-3)

ii)

BUS. 328-3 - Accounting for Management

iii)

BUS. 372-3 - Micro Perspectives on Organizations

(Drop BUS. 371-3)

iv)

BUS. 374-3 - Macro Perspectives on Organizations

(Drop BUS. 371-3)

v)

BUEC 384-3 - Industrial Relations (Drop BU 386-5)

vi)

BUEC 385-3 - Collective Bargaining (Drop B

?

386-)

vii)

BUS. 415-4 - Investments

viii)

BUS. 437-3 - Decision Analysis in Business

ix)

BUS. 446-4 - Marketing Strategy

x)

BUS. 481-3 - Personnel Management I (Drop BUS.

387-3)

xi)

BUS. 482-3 - Personnel Management II (Drop

BUS. 387-3)

• ?

xii) BU

.

. 487-3 - organizational Development and Change

xiii)

BUEC 495-3 - Legal Aspects of Economic Relationships

xiv)

BUEC 496-5 - Public Policy Environment

xv)

BUS. 499-5 - Directed Studies

---

-2-

f) ?

Course Changes

1)

BUS.

221-3 - Introduction to Accounting -

prerequisite change

ii) BUS. 270-3 -

Introduction to Organizational

Behaviour and Decision Making -

prerequisite change

iii)

BUEC

391-3 - Law in the Economic Society - formerly

BUEC 293-3 - number change, prerequisite

change'

iv) BUS. 312-4 -

Business Finance - description and pre-

requisite change

v)

BUEC 332-3 - Elementary Economic and Business

Statistics I - prerequisite change

vi)

BUEC

333-3 -

Elementary Economic and Business

Statistics II - prerequisite change

vii)

BUS.

336-5 - Management Science - formerly BUS. 436-5

- number and prerequisite change

viii)

BUS. 343

7

3 -

Introduction to Marketing - title and

prerequisite change

ix)

BUS.

413-4 - Financial Management - description,

prerequisite, credit, vector changes

x)

BUS.

448-4 -

Promotion Management - formerly BUS.

348-4 - number, prerequisite changes

xi)

BUS.

473-5

- Operations Management - formerly BUS.

373-5 - number, prerequisite changes

g) ?

Retain Courses

1)

BUS.

222-3

- Accounting Structure and Method

ii)

BUS. 225-0 - Accounting Practicum I

iii) BUfC

280 3

- Introduction to Labour Economics

iv)

BUS.

307-3

- Managerial Economics

v)

BUS. 320-3 - Financial Accounting: Assets

vi) BUS. 321-3

- Financial Accounting: Equities

vii)

BUS. 324-3

- Managerial Accounting I

viii) BUS. 325-0 - Accounting Practicum II

ix)

BUS.

326-0

- Accounting Practicum III

x)

BUS. 327-0 - Accounting Practicum IV

xi)

BUS.

337-3

- Management Information Systems I

xii)

BUS. 346-3 - International Business

xiii) BUS. 347-3 - Buyer Behavior

xiv)

BUS. 393-3

- Commercial Law

xv)

BUEC

396-3

- The Structure of Industry

xvi) BUEC 397-5 - Government and Business

xvii)

BUS. 403-3

- Seminar in Business and Society

xviii) BUS. 421-3 - Accounting Theory

xix) BUS.

424-3

- Managerial Accounting [I

xx)

BUS. 425-0

- Accounting Practicum V

xxi)

BUS. 426-0 - Accounting Practicum VI

xxii) -

?

P4

PR

Si

?

El

xxiii)

C ?

- - Forecasting

and Economics

xxiv)

BUS.

444-5

- Marketing Research

xxv)

BUS.

472-3

- Seminar in Organizational Behavior

xxvi)

BUS.

477-3

- Seminar in Small Business Administration

0

---

I

?

$

.

?

-3-

• xxvii) BUS. 478-3 - Seminar in Administration Policy

xxviii)

BUS. 488-3 - Human Relations in Business

xxix)

BUS. 489-3' - Small Groups and Organizations

xxx)

BUS. 492-3 - Selected Topics in Business Administration

xxxi)

BUS. 493-3 - Selected Topics in Business Administration

xxxii)

BUS. 494-3 - Selected Topics in Business Administration

xxxiii)

BUS. 498-3 - Directed Studies

h) Drop Courses

1) as indicated in (e)

ii) drop BUEC 231-3 - Introduction to Model Building in

Business Administration and Economics - from the

BUS, curriculum."

The rationale for the revisions to the undergraduate curriculum,

Business Administration, is given on page 1 of the proposal. The intent

is to significantly improve the overall quality, of the program. An

indication of the impact of these changes is given on page 85.

I

.

?

?

Li

_L1

---

( ?

$

SiMON FRASER

UNIVERSITY

C,,Lc

Pci -,

MEMORANDUM

(a ........

?

ecretY

s.C.U.S.

..CURR.ICULUM.cHANGES - BUSINESS

Subject

.........................

Abtkt1ON

From... ?

Rberts..ecretary

.c.L

t

Y.

of Art..uriculu..

Date.

......9

25 ?

..........................

The Faculty of Arts Curriculum Committee at its meeting of

Cecember 4, 1980 approved the attached curriculum changes from the

Cepartment of Business Administration. Would you please place the

same on the agenda of the next SCUS meeting.

Thank you.

Robe

Attachment

•

19

---

THE RATIONALE FOR THE REVISIONS TO THE UNDERCEADUATE

?

CURRICULUM - BUSINESS ADMINISTRATION

When the Department of Economics and Commerce had its external review

sone five years ago, all three reviewers pointed to the need for both nre

required and specialized courses in Business Administration than were present

in the undergraduate curriculum. The curriculum was seen as lacking depth,

structure and coherence. While some steps toward luprovenEnt have been

taken, it would not be unfair to say that the criticisma still apply.

The program proposed here is designed to meet the criticisms of that

earlier review without prejudicing the primary objective of providing a

university education and not job training. That aspect of the program

which is professional is nevertheless presented in terms of an analytical

frairework and not occupational skills. In addition, students will be

taking most of their Lower Division courses outside the department and

can take as many as half their Upper Division courses outside the department.

The proposal includes a set of core courses required of students before

admission to the Major (or Honors), as well as a set of core courses to

be taken in the third year. Very rigid criteria were applied in selecting

the core. Essentially, only those courses which were deemed essential

(as opposed to desirable) were selected. As can be observed, these courses

are not necessarily within the department.

Four objectives are fulfilled by the Lower Division core courses -

preparing the student in literacy, ensuring minimal mathematical sophistication,

introducing the essential tools and setting of business, and providing sane

glinpse of what Business Administration is about. This process is completed

in the Upper Division core, while also ensuring that the student has some

introduction to the revenue generating activities of the firm (marketing),

the capital generating activities of the firm (finance) and finally the

monitoring of the firm (managerial accounting).

In keeping with the philosophy of the program, we have avoided marked

specialization at the undergraduate level. We have however, provided an

o p

portunity for students to take "an Area of Concentration", should they

so choose. An Area of Concentration is defined as a cohesive set of

courses comprising at least 14 credit hours in

some

aspect of Business

Administration. This is well short of providing a Major in such areas as

marketing or finance (which many universities do) while still presenting

a logical, structured set of courses to enable the student to pursue an

area in depth. In order to ensure that students camiot complete the

program without sons structure beyond first courses, a student who elects

not to take an Area of Concentration must select at least two pairs of

courses from Areas of Concentration.

The program-presented here represents an inportant step forward for

the Department and its students. It is both rigorous and demanding, and

the student who graduates from it can take pride in his/her achievements.

.

.

S

Dr. B.Schoner

Business Administration

---

S

2

DEPARLIIENT OF

BUSINESS ADMINISTRATION

A.

]ThJER DIVISION REQUIRENTS

Majors

MATH 100-3 (if B.C. Grade 12 Math has not

been coirpleted)

MPT 103-3

ECX)N 200-3

(Note: a 100 Division ECON course is required for ECON 200)

EODN 205-3

MATH 157-3

Any one of ENGL 101-3

ENGL 102-3

ENL 103-3

ENGL 104-3

PHIL001-3

PHIL 110-3

BUS. 221-3

BUS.

270-3

BUEC

332-3 This Upper Division course should be taken in lower levels

by students planning to Major in Business Adrrrinistration.

.. ?

Honors

In addition to the Major requirerrents Honors students must take

MATH 158-3

B.

UPPER DIVISION REQUIREL€NTS

Majors

All Business

Majors mist

take

the following Upper Division core courses

BUS.

307-3 or ECON 301-5

BUS.

328-3 or both

BUS.

222-3 and

BUS.

324-3

BUS.

312-4

BUS. 343-3

BUEC

332-3

'BUEC

333-3

Majors mist complete at least 30 credit hours including at least three

400 Division courses.

Honors

In addition

to

the Major requirements Honors students must take

EDN 305-5 ?

-

BUS.

336-5

---

p

3

__

?

In addition to the CX)RE program, Majors and Honors students may elect to

take an Area of Concentration in one of the following areas:

A C

counngJManageInt Information System

Business, Governent and Society

Finance

Marketing

Organization Behavior

Quantitative Methods in Business.

An Area of

C on cent ra t

ion will otrprise a cohesive set of courses in the

subject area totalling at least 14 credit hours, including courses in the

core.

Rationale: Students will have the option of achieving a degree of

structure and depth in areas of particular Interest. In addition,

the statement of the area of concentration in the calendar provides

guidance to the student.

Students

not electing to take an ArEaof Concentration tr.ist take at least

two - courses from each of the two Areas of Concentration listed above.

Rationale: The purpose of this requirement is to ensure that students are reasona

familiarized beyond one course in at least two areas of Business Administration.

The requirements of the individual Areas of Concentration are given below.

The Area of Concentration

1.

Accounting

ManageilEtt

Information Systems

Lower Division -

BUS. 222-3

Accounting: Structure and Method

Upper Division -

BUS. 324-3 Managerial Accounting I

plus at least three of the following courses, at least one of 'which trust be

the 400 division:

BUS. 320-3 Financial Accounting Assets

BUS. 321-3 Financial Accounting Equities

BUS. 337-3 Management Information Systems I

BUS. 421-3 Accounting Theory

BUS.

424-3 Managerial Accounting

- ?

BUS. 428-3 Management Information Systems

II

BUS. 221-3 -. This course is a lower Division requirement.

---

V

?

S

4

2:. Business, Goverment and Society

BUS. 303-3 Business in Society (forner BUS. 103-3)

BUEC 391-3 Law in the Economic Society (fortier BUEC 293-3)

plus at least 9 credits taken from courses listed below:

BUS. 374-3 Macro Perspectives on Organizations

BUEC 396-3 The Structure of Industry

BUEC 397-5 Governenerit and Business

BUS. 403-3 Seminar in Business and Society

BUEC 495-3

Legal

Aspects of Economic Relationships

BUEC 496-5 Public Policy vironnent of Business

3.

Finance

Required -

Core: BUS. 312-4 Business Finance

BUS. 413-4 Financial Management

BUS.

415-4

Investxrents

.

?

and at least one of the following courses:

ECON 310-3 Money and Banking

ECON 445-3 International Finance

4.

Marketing

Required -

Core: BUS. 343-3 Introduction to Marketing

BUS. 347-4 Buyer Behavior

BUS 444-4 Marketing Research

and at least one of the following,

BUS. 448-4 Prorrotion Managenent

BUS. 446-4 Marketing Strategy

5.

Organization Behavior

ALL students must take -.

BUS. 372-3 Micro Perspectives on Organizations

BUS. 374-3 Macro Perspectives on Organizations

and BUS. 270-3 - This course is a Lower Division Requirenent.

---

The student trust elect one.

(a)

Industrial Relations Concentration

Required -

BUEC 384-3

Industrial Relations

BUEC 385-3

Collective Bargaining

(b)

Personnel Stream

Required -

BUS. 481-3

Personnel Management I: Manpower Planning and Staffing Decisions

BUS. 482-3

Personnel Management II: Reward Systems and Employee DelopnEnt

BUS.

270-3

This course is a Lower Division requirerrent.

(c)

Organization Develonrrent Stream

Required -

BUS.

487-3

Organizational Developirent and Change

plus at least one of the following:

BUS.

488-3

Human Relations in Business

BUS.

489-3

Small Groups and Organizations

¼'

?

0

6. Quantitative Methods in Business

Required -

MATH 158-3

Calculus for Social Sciences II

BUS.

336-5

Manageuent Science

plus at least three of the following courses:

E(X)N 331-5

Introduction to Mathematical Economics

BUS. 444-5

Marketing Research

BUS.

473-5

Operations ManagerTent

BUS.

437-3

Decision Analysis in Business

BUEC 433-3

Forecasting in Business and Economics

N.B. Students are encouraged to take BUEC 332-3 in their lower levels.

C. MINOR REQUIREMENTS

Lower Division

BUS.

221-3

J ?

BUS. 270-3

ECON 200-3 -

a 100 division ECON course is required

---

V

6

S

EON 205-3

MATH 157-3

Upper Division

At least 15 credit hours including the following courses:

BUS. 343-3

BUS. 307-3 or ECON 301-5

BUS. 312-4

BUS. 328-3 or BUS. 222-3 and BUS. 324-3

SUGGESTED COURSES IN (YThIER DEPA1E'flS

The departnent has corpiled listing of courses which are coup1enntary

to the Business MnLnistration program for students' guidance. This

?

list

is available from

t

he tpartnental Advisors.

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---

CHANGE OF PREREQUISITES ONLY

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

COURSE PROPOSAL FORM

Calendar Information

?

Department

BUSINESS ADMINISTRATION

Abbreviation Code:

?

Course Number: 221

?

Credit Hours:

3 Vector: 2-1-0

Title of Course:

Introduction to Accounting

Calendar Description of Course:

A survey course designed to give students some familiarity

with financial statements as the output from the accounting process, with an emphasis on

terminology, relationships and interpretation. Conventional financial statements (including

national income accounts) and their limitations as well as potential different statement on

different measurement bases will be covered.

Nature of Course

Lecture/Tutorial

P

ere isite ( r special

instructions):

At

least 15 credit hours. NOTE: Students are

sronYy advises to take MATH 157-3, CMPT 103-3 and a 100 division English course, or PHIL

001-3 or PHIL 110-3 as part of the 15 credit hours required as a prerequisite to this course.

What course (courses), if any, Is being dropped from the calendar if this course is

approved:

2. Scheduling

How frequently will the course be offered?

Semester In which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of the Course

4. Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

Staff

Library

Audio Visual

Space

Equipment

5. Approval

Date:

?

:DEC 16

"

?

Dean ?

"Chairman, SCUE

73-34b:- (When completing this form, for instructions see MemorandumSCUS 73-34a.

Attach course outline).

Arts

---

V

BUS 221-3

Siii IODhiCITOTJ i()

Prerequisite: At least 15 credit hours.

1tc: SLudeuLs are strongly

advised

to take MATH 151-3,

CMP'!' 103-.1 arid a 100-hi vi:; Ic

ni

]nglIsh course, or PHIL

001-3 or PHIL 110-3 as part of the 15 credit hours

required

aS

a prerequisi

IM

Lo this course

r

pex Lbo k :

1ecji.red, A. Thompson MonLjoiriery, Financial Accounting Information,

(Addison-Wesley Publishing Company, Don Mills,

1978)

Art Guthrie, Dan McDonald and '['urgut Var, Accounting:

Canadian Scene, (K(.-ndall & Hunt, Dubuque,

1980)

ObjecLive of the course: In recent years, the objectives and the coverage

of the first courses in aceouriting have

been

changing. The

(:lI:c.tIgc:;

have reClecLect !roirsssivc awareness of two facts:

a. Majority of students enrolling in elementary accounting

courses do not interi(I t.ü he account-ing majors.

h . Both groujc of Ludet : ( rtc,riac(*cw

I

Lan L:; and future

accountants) have the same essential information

requirements related to basic accounting.

'

Iii recognition of these I'nc L:; , I.hi course will teach you

how to read and understarai financial. statements. In order

' ?

to master the language of business (i.e. accounting) you

will be exposed to both vocabulary and grammar. Learning

vocabulary involves becoming f;Lrni].iur with both the exact

definition of accounting words and how they are used. The

grammar part, involves merely an agreed ordering of infor-

mation. Both

are

considered to he essential. However,

disagreement:; on several inai ri .i:;sues (for example, various

valuation approaches, etc.) wi...1 be emphasized throughout

the course. THIS COURSE WILL NOT TEACH YOU BOOKKEEPING.

Ccc c;; Cove rage: ACCOUNTING INFORMATION AND ITS EHVIRONMENT, VERIFICATION

THE CONCEPT OF NET WORTH - BALANCE SHEET

Fh]f INCOME-BOTTOM LINE AND ChANCES IN I3LANCE SHEET

CONCEPTS OF WORKING CAPITAL, AND FUNDS FROM OPERATIONS

ChANGES IN FINANCIAL POSITION AND CASH BUDGET

MEASUREMENT OF ASSETS AND LIABILITIES

FINANCIAL STATEMENT ANALYSIS

PRESENT VALUE CONCEPT

C(JBHEN'i VALUE AND PRICE LEVEL ADJUSTMENTS

ALL IN

THE

FAMILY: COMBINATIONS AND CONSOLIDATIONS

•k

eIN

---

Faculty

Staff

Library

Audio Visual

Space

Equipment

App ro"1

Date:

4.

V

JS 73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Kttach course outline).

0

CHANGE OF PREREQUISITES ONLY

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

COURSE PROPOSAL FORM

?

S

Calendar Information

?

Department Business Administration

Abbreviation Code:

?

BUS. ?

Course Number:

?

270- ?

Credit Hours: 3 Vector: 2-1-0

Title of Course: Introduction to Organizational Behavior and Decision Making

Calendar Description of Course: Introduction to basic behavioral concepts pertinent to

an understanding

of

the business organization. Attention

will

be directed to the resource

allocation process together with an elaboration

of

models describing rational and subjectively

rational (behavioral) decision-making processes

Nature of courseLecture/TUtOnjal

Prerequisites (or special instructions):

ENGL 100 Division

or

PHIL 100

or

110 and 30 credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved: None

2. Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of the Course

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Arts 78-3

?

-,

---

I

• ?

SENATE

COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Calendar information

?

Department

Business Aciministrati...

Abbreviation Code:

?

Course Number:

303

?

Credit Hours:

3

Vector:

210

Title of Course:

?

Business in Society

Calendar Description of Course:

This course examines the changing role of business in

Canadian society. Emphasis is placed on the historical, social and political developments

which have and continue to shape the Canadian business community.

Nature of Course

Lecture/Tutorial

Prerequisites (or special instructions):

What course (courses), if any, is being dropped from the calendar if this course is

approved: BUS.

103-3

2. Schedul

How frequently will the course be offered?

at

least

2

times

a

year

Semester in which the course will first be offered?

September

81.

Which of your present faculty would be available to make the proposed offering

possible? Richards, Wexler

W

O

b

jectives of the Course

To

introduce the student to the historical, social and political processes which have

shaped the business community in Canada.

4.

Budg

eta

ry and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

Staff

?

None

Library

Audio Visual)

Space

?

None

)

Equipment

5.

Lkpp

r

ovai

Date: ?

C. ?

to

?

€c16 ie

( -z

^^,j ?

, , - — 0.,,—

1/

4

Ch

airman,

scus

Dean

OJS 73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

Arts 78-3

?

i3

---

SIMON FRASER UNIVERSITY

?

SCHOOL OF BUSINESS ADMINISTRATION AND ECONOMICS

?

EXAMPLE OF COURSE OUTLINE

Course: ?

303

?

Semester: Fail, 1981

Title: Business and Society

?

Instructors: Mark Wexler

John Richards

Intent:

This course examines the changing role of business in

Canadian society.

?

The emergence of the business community

in Canada will be treated in historical, social and political

perspectives.

Example

of Topics

1)

Introduction to the Canadian business community

2)

The early years of business

3)

The staples theory

4)

Hinterland metropolis perspectives

5)

The concept of the elite

6)

Foreign investment and Canadian business

7)

Social power and the business community

8)

Ethnic groups and business in Canada

9)

The government, business interface

10)

Regulation and business

11)

Social responsibility

12)

The future of the business community in Canada

Example of texts:.

1)

Michael Bliss

1974-A Living Profit: Studies in the Social History

of Canadian Business 1883-191.1. Toronto: McLelland

?

Stewart.

2)

Wallace Clement

1975 The Canadian Corporate Elite:

An

Analysis of Economic

Power. Toronto: McLellaiid

?

Stewart.

---

o

3)

Gustavus Myers

1975 A History of Canadian Wealth. Toronto: J. Lorimer

?

Co.

4)

David K. Banner

1979 Business and Society: Canadian Issues. Toronto:

McGraw-Full.

Example of Evaluation:

1)

research paper - 40%

2)

mid term -

?

20%

3;

?

final exam -

?

40%

S

---

.

Li

CHANGE OF DESCRIPTION & PREREQUISITES

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

?

OML

COURSE PROPOSAL FORM

/ Calendar Information

?

Department

Business Administration

Abbreviation Code:

?

BUS. ?

Course Number:

?

312 ?

Credit Hours:

4

Vector:

2-2-0

Title of Course:

Business Finance

Calendar Description of Course:

Role and function of financial managers, financial analysis, compound interest valuation

and capital budgeting, management of current assets, introduction to financial instruments

and institutions.

Nature of Course

Lecture/Tutorial

Prerequisites (or special instructions):

BUS. 221-3 and BUS. 325-3; or BUS. 221-3 and

BUS. 222-3

What course (courses), if any, is being dropped from the calendar if this course is

approved:

None

2. Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of the Course

4.

Budgetary and Space Requirements (for Information only)

What additional resources will be required in the following areas:

Faculty

Staff

Library

Audio Visual

Space

Equipment

5.

Approval

Date: ? / 0

?

PJ ?

/ ?

*

C

16

cj.

pa?ttht tloinfn

?

Dean ?

Chairman1 SCUS

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

Arts 78-3 ,.

---

SENATE

COMMITTEE ON

UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Department Business Administrat-jon

Abbreviation Code:

?

Course Number:

___

12Z

_

Credit

Hours: 3 Vector: 2-1-0

Title

,

of Course: Accounting for Management

Calendar Description of Course:

This course is designed for students who are not completing a concentration in

accounting to give them an adequate background in Management Accounting.

Nature 'of Course Lecture/Tutorial

Prerecuisites (or special instructions): BUS. 221

Students may not have credt for both BUS. 328-3 and BUS. 324-3.

What course (courses), if any, is being dropped from the calendar if this course is

approved: none

2. Scheduling

How frequently will the course be offered? each semester

Semester in which the course will first be offered? 81-3

Which of your present faculty would be available to make the proposed offering

• possible? Var McDonald

,

, Teasley, Gordon, Fleischer, Magid, Etherington

Objectives of the Course

The major purpose of this course is to show how accounting can assist in solving

the problems that confront those who are directly responsible for the management

of an enterprise.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty )

Staff ?

Memo attached

Library )

Audio Visual

Space

Equipment

5.

Approval

?

!KC 16 r

Date:

?

0 ?

'DEC.

?

--

^^o

? P. -?.., , ?

C'

?

bean ?

itman,

scus

5

iS

73-

. 34b:-

(When

completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

?

-

S

Calendar Information

GO

Arts 78-3

?

f,.4 ?

I.

---

flhJ.

326

1CC0UN'ITNG FOR MANAGEMENT

(Not rur AccounLirii Concentration)

Prerequisite: BUS.221-3

?

Credits

Objective of the

Course:

The rntL.jor pirrf'ose of this course is to show how

accounting can assist

in

solving the problems that

confront those who are directly responsible for

the

management.

Of'

an enterpr:i Sc

Textbook:

Matulich and Heitger, Managerial Accounting, McGraw-Hill,

1980,

or similar books.

Course Coverage:

1.

An Overview of Accounting Cycle and Financial Statements

2.

The Importance of Accounting Information in Decision

Making and The Decision-Making Process

3.

Cost Flows and Concepts-Product Costing

.. Cost Allocation and Manufacturing Operations - Concept of

Overhead

5.

Cost Behaviour and Co:;I,-V(,!.tunc-Profit Analysis

6.

Relevant Costs and Alternative Choice Decisions

7.

Basic Budgeting Concepts, Profit Planning, Behavioui'ai Aspects

8.

Flexible Budgeting and

g

t;LrIcIard Costs for Control

9.

Tier, ponsib:ii I ty Accouni; irig arid Decentralized Operat; ions

10.

Introduction 1.ü Capital Bisigeting Decision

11.

Summary and Integration.

Grading:

Short tests, etc.

?

30%

Mid-term ?

30

Final Exam

100%

Tools:

You will be assigned short cases and problems regularly during

the semester. These material will be discussed during the

tutorials. Your participation in these discussions will count

towards your final

p

:rwle. You will. be

expected to communicate

your ideas in written form throughout the semester.

.

f.m

'-

---

CHANGE OF PREREQUISITESONLY

SENATE COMMITTEE

ON UNDERGRADUATE

STUDIES

COURSE PROPOSAL FORM

School of Business Adminis-

DepartmeflttratiOfl and Economics

Abbreviation Code: BIJEC

?

Course Number: 332

?

Credit Hours: 3 Vector: 2-1-0

Title of Course: Elementaryafld Business Statistics I

calendar Description of Course:

An introduction to elementary statistical techniques with emphasis on their application to

business and economics. Students will be required to carry out projects of individual

interest.

Nature of Course Lecture/Tutorial

Prerequisites (or special instructions);

ECON 200-3 or ECON 205-3, MATH 157-3 and 30 credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved:

2. Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

0

possible?

Objectives of the Course

4. Budgetar

y

and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

Staff

Library

Audio Visual

Space

Equipment

I

S

-. Calendar Information

'DEC

Ole-e. T / to

?

16 10

*,S 73-34h:-

0

(When completing this forts, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

C) -

5. Approval

?

Date:

Arts 78-)

---

CHANGE OF PREREQUISITES ONLY

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

COURSE PROPOSAL FORM

Calendar Information

?

Department Business Administration

Abbreviation Code:

?

BUEC Course Number:

333 ?

Credit Hours:

3 ?

Vector: 2-1-0

Title Of Course: Elementary Economic and Business Statistics II

Calendar Description of Course: An Introduction to more advanced satistical techniques

including an introduction to econometrics and operations research. Students will be

required to apply the statistical techniques discussed to data they collect in analysing

problems of individual interest.

Nature 'of courseLeCtUre/TUtorial

Prerequisites (or special instructions):

BUEC

332-3

(formerly ECON

332-3); 30

credit hours.

Students with credit for Ec/Com

236-3

may not take this course for further credit.

What course (courses), if any, is being dropped 'from the càlendár if this course is

approved:

2. Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of the Course

4. Budgetary and Space Reguirethents (for Information only)

What additional resources will be required In the following areas:

Faculty

Staff

Library

Audio Visual

Space

Equipment

5. Approval

Date: ?

C) ?

)O

?

.-o

?

DEC 16'BO

Cean

#S 73-34b:- (When completing this form, for instructions see Memorandum ScUS 73-34a.

Attach course outline)..

KI

Arts 78-..

---

i ?

4

CHANGE OF PRE-REQUISITES

A&'O Wc't.

. ?

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

0tv

-

COURSE PROPOSAL FORM

1.

Calendar Information

?

Department

Busines Administrat

.1

Abbreviation Code:

BUS.

?

Course Number:

?

•

336_

Credit Hours: 5 Vector: 32...0?

Title

of

Course:

Management Science

Calendar Description of Course:

The application of Management Science techniques to the

analysis of marketing finance, production, or organizational and administrative problems.

Nature of Course

Lecture/Tutorial

Pr.

r

"sites (or special instructions):

BUEC 332-3 (formerly C0N/COMM 332-3); 60 credit.

hours.

Co-Requisites: BUEC 333-3 (formerly ECON/COMM 333-3)

What course (courses), if any, is being dropped from the calendar if this

c

..

ourse is

approved:

2.

Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

ossible?

3.

Objectives of the Course

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required In the following areas:

Faculty

Staff

Library

Audio Visual

Space

Equipment

5.

Approval

Date:

?

tIC. /80

?

rDec. - / o

?

t16

V

-

C-

hairman, SCU

Departme

?

Dean

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

Arts 78-3

---

- ?

ur ia DEAN

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

?

JUL 2 5 10

CHANGE OF TITLE

A-ri9

?

0EACUL7Y0FTh

Calendar Information ?

Department Business Administration

Abbreviation Code:

0

CA 3.

Course Number: 343 - Credit Hours: 3

.

Vector: 2-1-0

Title of Course: Introduction to Marketing

Calendar Description of Course: The environment of marketing; relation of social sciences

to marketing; evaluation of marketing theory. and research; assessment of deman1 consumer

behavior analysis; market institutions; method andmechanics of distribution in domestic,

foreign and overseas markets; sales organization; advertising;, new product development,

printing and promotion; marketing programs.

Nature of Course Lecture/Tutorial

Prerequisites (or special instructions):

60 credit hours including ECON 200-3 and ECON 205-3.

What course (courses), if any, is being droppedi from the calendar if this course is

approved: None

2. Scheduling

How frequently will the course be offered?

Semester

in

which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of

-

?

the Course

0

The objective of this course is to provide students with the opportunity to

be exposed to the basic concepts of martketing.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty -

Staff

Library

Audio Visual

Space

Equipment

5.

Approval ?

., .

Date:_LQ

?

/ ?

\

c___ -.

?

t3

Department Chai

l rman ?

Dean ?

/ ?

Chairman, SCUS

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline)..

Arts 78-3

Cs

---

EC 1610

e

S ?

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Calendar Information

?

Department BUSINESS ADMINISTRATION

Abbreviation Code: -BUS.

?

Course Number:

?

372 ?

Credit Hours:

?

3

Vector:

2-1-0

Title of Course:

?

MICRO PERSPECTIVES ON ORGANIZATIONS

Calendar Description of Course: This course will examine models and concepts which are

used to understand individuals and small groups in organizational settings. It explores

issues of motivation, group and intergroup dynamics, leadership, communication, decision-

making, organization climate, and organizational effectiveness.

Nature of Course

?

Lecture/Tutorial

Prerequisites (or special instructions):

?

BUS. 270-3 or permission of the Department;

60 credit hours

What course (courses), if any, is being dropped from the calendar if this course is

approved: BUS. 371-3 Both BUS. 372 and 37(

b

eplace BUS. 371-3

2. Schedul ing

How frequently will the course be offered?

4

times per year

Semester in which the course will first be offered? September, 1981

Which of your present facu!

f"

would be available to make the proposed offering

possible? Andrews, Field, Pinfleld, Tjosvoid, McGill, Wexler

W Objectives of the Course

To provide students with greater depth of understanding of therole Of the individual

and the small group in organizations.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty ?

- see attached memos

Staff

?

- see attached memos

Library ?

- see attached memos

Audio Visual - none

Space ?

- none

Equipment

?

- none

5. Approval

Date:

V

epa ( r

—

t-

r;;t

-

Ch

-

aT-

ID

S

73-34b:-

(When completing this form, for instructions see Memorandum SCUS

73-34a.

Attach course outline).

Arts 78-3

?

(jU

---

4

SIMON FRASER UNIVERSITY

SCHOOL OF BUSINESS ADMINISTRATION AND ECONOMICS

?

0

COURSE OUTLINE

COURSE: BUS. 372

?

SEMESTER: Spring, 1981

TITLE: Micro Perspectives on Organizations INSTRUCTORS: Andrews, Field, Pinfield

Wéxler, Tjosvold

This course develops in detail the role of the individual and small group

in business organizations. Its emphasis will be on the theories Of

individual and group behavior, and the goals, of the course are to be able

to understand, predict, and Influence individual and small group behavior.

Major topics to be Included:

1. Nature of theory

2. Role of scientific investigation

3.

Individual learning

4. Individual motivation

5. Group formation and norms

6. Group and intergroup dynamics

7. Leadership

8.

Communication

9.

Decision-making

10. Organizational effectiveness

11. Job redesign

Text: (Example)

T. Mitchell, People in Organizations, McGraw-Hill'; 1978.

Evaluation System: (Example)

Tutorial participations - 10%

Mid-term exam ?

- 30%

1 research paper ?

- 20%

Final exam ?

- 40%

is

C;

---

S ?

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

0 ?

-

?

BUSINESS

Calendar Information ?

Department

ADMINISTRATION

Abbreviation Code: BUS.

?

Course Number:

?

374 ?

Credit Hours:

?

3

Vector:

2-1-0

Title of Course:

MACRO PERSPECTIVES ON ORGANIZATIONS

Calendar Description or Course:

This course will examine theories of organization

which use the organization as a basic unit of analysis. It will show how the

structure and internal processes of an organization are linked to and parti-

ally determined by forces in the external environment of the organization.

Contextual factors such as the technology and corporate strategy of the

Nature of Course

organization will also be examined.

LECTURE!

Prerequisites

TUTORIAL

(or special instructions):

BUS. 270-3 Introduction to Organizational

Behaviour and Decision-Making

or permission of the Department; 60

What coirse (courses), if any, is being dropped from the calendar if this course Is

approved:

BUS. 371-3 Note: BUS. 372 or BUS. 374 both replace BUS. 371-3

2. Scheduling

How frequently will the course be offered?

4 times per year?

Semester in which the course will first be offered?

September 1981

Which of your present faculty would be available to make the proposed offering

•possible?

Field, Hoyt,. McGill, Rogow, Pinfield, Wexler

Objectives of the Course

To Drovide the student with further depth than can be provided in BUS. 270

in their understanding of models and theories of organizations and their

environments.

4.

Budgetary and Space Requirements (for Information only)

What additional resources will be required in the following areas:

Faculty ?

-

see attached memoranda

Staff

?

-

see

attached memoranda

Library ?

-

see

attached memoranda

Audio Visual -

none

161U

Chairman, SCUS

Dean

es 73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

Arts 78-3

?

.

?

30

Space

?

- none

Equipment ?

- none

5.

Approval

Date:

?

Ju

---

SIMON FRASER UNIVERSITY

SCHOOL OF BUSINESS ADMINISTRATION AND ECONOMICS

?

Example of Course Outline

COURSE: ?

BUS. 374-3

?

SEMESTER: Future

TITLE: Macro Perspectives on Organizations

?

INSTRUCTOR: Field, Hoyt, McGill,

Pinfield, Rogow, Wexler

This course examines organizational structure and processes from various con-

temporary macro-theoretical perspectives. It develops In more detail (than

B1j270) the structures of organizations, processes between units within an

organization and the ongoing linkages between different yet interdependent

organizations. The emphasis upon contextual rather than individual or small

group factors provides the perspective on management normally experienced

by the most senior executives, of an organization.

Major topics to be included:

Examples:

1.

Organizational macro-processes (introduction)

2.

Organizational structures

3.

Organizational technology

4.

Organizational typologies

5.

Organizational power/politics/conflict

6.

Organizational resource allocation

7.

organization-environment relations

8.

:'anáging the organizational environment

9.

Macro concepts of organizational effectiveness

10.

Reading the organizational environment

11.

Managing organizational boundaries

12.

organizations and society

Example of texts:

Robert H. Miles. Macro-Organizational Behavior. Goodyear: 1980.

C. Perrow. Complex Organizations: A Critical Essay. Wadworth: 1979.

Example of evaluation system:

tutorial participations -

10%

mid-term-exam

?

- 30%

1 research paper

?

- 20%

Final exam

?

- 40%

---

S

.SENATE COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

School of Business Administration

Calendar Information

?

Department ?

and Ec.o.nwaies

Abbreviation Code:

?

BUEC Course Number:

?

384

?

Credit Hours:

?

3 Vector: 3-0-0

Title of Course:

?

INDUSTRIAL RELATIONS

Calendar Description of Course:

Industrial Relations systems, legal and other environmental settings for

labour-management relations, structure of bargaining and bargaining

organizations, political supplements or alternatives to collective

bargainin.g.

Nature of course

L

c.4

vC..

Prerequisites (or special instructions):

Economics 200 and 205... 60 credit hours.

BUEC 280 recommended.

Students with

credit

for BUEC 386-3

-

may not takè2thi

Cou's

e ?

For

ther

fur

creit.-

?

-

What course (courses), if any,

is

being dropped rom tne ca endar if this course is

approved:

?

BUEC 386-5 INDUSTRIAL RELATIONS

2. ScheduMng

How frequently will the course be offered?

?

Twice a year.

Semester in which the course will first be offered? 81-3 (or earlier, if,per-

mission obtainable)

Which of your present faculty would be available to make the proposed orrering

1ossible?

K. Strand, R. Rogow

Objectives of the Course

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

Staff

Library

none

Audio Visual

Space

Equipment

5.

Approval

(EC

?

Date: ?

to

16

___

4

S p

73-34b:- (When completing th.s form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

?

Arts 78-3

?

.

---

BUEC 38

.

4-3 ?

INDUSTRIAL RELATIONS

Calendar Description: -

Industrial relations systems, legal and other environmental

settings for labour-management relations, structure of bar-

gaining and of bargaining organizations, political supple-

ments or alternatives to collective bargaining.

Topics: -

1.

The "Industrial Relations System" model and alternative

theoretical approaches.

2.

National and regional differences in environmental forces.

3.

The

legal and "public policy"

?

settings.

4.

The

structure of collective bargaining:

?

(a) ?

determinants,

(b)

Canadian and British Columbian aspects.

5.

The

structure of bargaining organizations:

?

(a)

?

unions and

(bargaining and non-bargaining)

?

coalitions of unions,

?

(b)

employers and ?

(bargaining and non-bargaining)

?

coalitions of

employers.

4fto

?

6.

The

establishment of the bargaining relationship:

(a)

certification and voluntary recognition.

(b)

unit determination.

(c)

"employee" and "union" definitions.

(d)

majority support and prohibited interferences with it.

(e)

subsequent changes in bargaining units.

(f)

the role of labour relations boards in determining and

changing bargaining relationships.

7.

"Essential services" dispute resolution.

8.

Compulsory arbitration.

9.

Public sector collective bargaining.

10.

Political action by unions and employer organizations.

11.

Other political processes (labour standards legislation,

incomes policites, etc.).

---

S

BUEC 384-3

INDUSTRIAL 'RELATIONS

?

COURSE OUTLINE

1. CONCEPTS AND MODELS OF AN "INDUSTRIAL RELATIONS SYSTEM"

*

r John Dunlop, "Industrial Relations and Industrial

Society", in Bakke, Kerr and Anrod (Editors).

Unions, Management and the Public, 3rd edition.

r John Crispo, The Canadian Industrial Relations

System, Chapter 1, "The Study of Industrial

Relations", pp. -l3.

S

Davies, "The Role'' Relevance of Theory in Indus-

trial Relations", Labour Gazette, October 1977,

pp.

436-445.

READINGS questions: -

1.

What do Dunlop's and Crispo's (p.11) models of the

industrial relations system have in common?

2.

How do they differ?

3.

What would Davies dislike most about both of them?

GENERAL questions: -

5 ?

1. What phenomena, relationships, or processes does the

field of industrial relations concentrate on?

2. What are the relationships between the field of in-

dustrial relations and: -

(a)

such standard social science disciplines as

economics, sociology, and political science?

(b)

the "commerce" or "management" or "organizational

behaviour" areas of study?

3. What standards might we apply to decide whether a

given model of industrial relations is a good one?

2. NATIONAL AND REGIONAL DIFFERENCES IN ENVIRONMENTAL FORCES

*

r Arthur Kruger, "Direction of Unionism in Canada", in

H.C. Jam (Editor), Canadian Labour and Industrial

Relations, pp. 27-34.

r Lloyd G. Reynolds, Labour Economics and Labour Rela-

tions, 6th Edition, Chapter 14, "Industrial Relations

Systems: A Comparative View",

pp.

335-362.

* "r" designates required' readings.

"s" designates suggested readings.

34

---

-2-

?

S

READINGS questions: -

1.

After reading Reynolds, what differences in indus-

trial relations systems would you expect to find in

different countries? . . . . what similarities?

2.

How does Kruger's treatment of environmental

in-

flUences on industrial relations compare with Reynolds'?

.Dunlop's?

GENERAL questions: -

1. In what ways do the environmental settings of the

following pairs of industrial relations systems

differ? -

(a)

Canada vs. U.S.A.

? -

(b)

B.C. vs. Canada

(c)

B.C. construction industry vs. B.C. health care

industry.

2. How powerful are the environmental forces in con-

straining or moulding the behaviours of the parties

in industrial relations? Do they retain substantial

freedom of action, or are they more "acted upon" than

"a c to r

3. THE LEGAL AND "PUBLIC POLICY" SETTINGS

r H.D. Woods, Labour Policy in Canada, 2nd edition,

Chapter 1,

pp.

1-18.

s Woods, Chapter 2,

pp.

19-31 only.

r J. Douglas Muir, "Highlights In the Development of the

Legal System" in S.M.A. Hameed (Editor), Canadian

Industrial Relations,

pp.

97-107.

s John A. Fossum, Labor Relations, 1979, Chapter 4,

"Federal Statutory Labor Law",

pp.

60-76.

READINGS questions:

1. What is the significance for public policy of Woods'

statements that: -

(a)

"Law is the surface codification of the rules

of the industrial relations system."

(b)

"....labour relations are power relations."

(c)

Collective agreements are "systems of private

government."?

2. To Muir, what are the main features of present-day

Canadian labour legislation?

3. Based on your reading of Possum's Chapter 4, how sim-

ilar --- or how different -- are U.S. and Canadian

labour laws?

2

---

U

. ?

-3-

?

GENERAL questions: -

1. What are the relationships between the power of laws

regarding industrial relations and the power of the

industrial relations parties? What should they be?

2. What objectives have Canadian governments aimed at in

their efforts to influence the rule-making processes?

3. Are there trade-offs among these objectives? Can you

think of alternative objectives that might have been

pursued?

4 If provincial authority over industrial relations were

(and always had been) subordinate to federal authority

would the present state of industrial relation be any

different?

5. "Canadian public policy doesn't care what the industrial

relations rules are: its concern is confined to how

they are arrived at." Is this true? Should it be true?

4. THE STRUCTURE OF COLLECTIVE BARGAINING

(a) Determinant

r Arnold Weber, "Stability and Change in the Structure of

S

?

Collective Bargaining", in American Assembly, Chal-

lenges to Collective Bargaining, pp. 13-22.

r Hugh Clegg, Trade Unionism Under Collective Bargaining,

Chapter 3, "Structure",

pp.

29-39.

w Gordon Bloom and Herbert Northrup, Economics of Labor

RelatIons, 7th edition, pp. 201-208.

READINGS questions: -

1.

What, to Weber, determines the shape of collective

bargaining structure?

2.

How does Bloom and Northrup's treatment of "multiunit

bargaining" compare with Weber's?

3. How does .

Clegg distinguish among "industrial", "occupa-

tional", and

.

"general" unionism? Is he discussing how

unions are structured, how bargaining units are struc-

tured, or both?

GENERAL questions: -

1.

What is "collective bargaining structure"?

2.

To what extent should we consider bargaining structure

as something external to collective bargaining proces-

ses (e.g. as environments, as "givens"), versus consid-

ering it as Internal to those processes (e.g. as part

of the procedural rules agreed on by the parties, rules

S ?

that continue only as long as they reflect the parties

consensus)?

C)

---

I

-4- ?

.

3. What are the relationships between bargaining structure

and the relative power of labour, management, and gov-

ernment?

(b) Canadian and B.C. Aspects

r Robert Christy, "The Structure of Collective Bargaining",

in Hameed, pp. 187-192 only.

r Ed Finn, "All You Wanted to Know about Industry-Wide

Bargaining", Labour Gazette, August 1975,

pp.

105-

121.

.r Joseph Rose, "Labour-Management Relations in Canada's

Construction Industry", Proceedings of 1978 annual

meeting, Industrial Relations Research Association,

pp.

103-110.

r Corporations and Labour Unions Returns Act (CALURA)

data: "Bargaining Structure", 8 pp.

r Negotiated Working Conditions, B.C., 2 pp.

READINGS questions: -

1. To what extent does Christy's article provide answers

to the following questions: -

(a)

"Is Canadian bargaining too decentralized?"

(b)

"Has Canadian bargaining centralization increased?"

(c)

"Is B.C. bargaining

different?"

2. Would you conclude from Finn's article that industry-

wide bargaining is against management's best interests?

3. Would Rose agree?

4. What, if any, answers to questions "l(a),(b),(c)" do the

CALURA and B.C. data suggest?

GENERAL questions: -

1.

How would you describe Canadian bargaining structure in

terms of the dimensions of structure identified in II A

(1)?

2.

What criteria would you suggest we use in determining

'whether Canadian bargaining structure is in need of

change?

3.

Are there Canadian industries, occupations, or locations

in which unusual bargaining structures would be desirable?

5. STRUCTURE OF BARGAINING ORGANTZATIONS

(a) Unions and (bargaining and non-bargaining) coalitions of

unions

r Clegg,' Chapter 4, "Government", pp. 40-54.

0

---

•

?

-5-

r W. A. Howard, "Australian Trade Unions in the Context

of Union Theory", Journal of Industrial Relations,

September 1977,

pp.

255-273.

s Jes Odam, "First the Handshake...

"

, Vancouver Sun, June

29, 1979, 4 pp.

READINGS questions: -

1.

How does Clegg see the relation between bargaining

structure and the distribution of power within unions?

2.

What implications, if any, does this have regarding

the relation between bargaining structure and union

structure?

3.

To Howard, what have been the main determinants of

Australian union structure? What have been the behav-

ioural consequences of that structure?

GENERAL questions: -

1.

What are the main determinants of union structure?

(e.g., the relative, impacts of bargaining structure,

ideology, market forces, propinquity, employer struc-

ture, law, historical accident, etc.)

2.

What difference does union structure make? Are indus-

rial relations "processes" or "outputs" different under

different structures?

3.

How does union structure interact with cooperation/

conflict relationships among unions?

4.

Are the "macro" aspects of union structure more impor-

tant than the "micro"?

(b) Employers and (bargaining and non-bargaining) coalitions

of Employers

• J. B. O'Reilly, "The Pulp and Paper Industry", in Con-

ference Board in Canada, Industrial Relations in

Canada, 1978,

pp.

36-45.

• D. Q. Mills, Labor-Management Relations, Chapter 9, pp.

118-124, 133-139 only.

READINGS questions: -

1.

To what does Mills attribute differences among indus-

tries in bargaining structure?

2.

What problems in achieving inter-employer cooperation

does he see?

3.

'Is the Canadian pulp industry experience, as summarized

by O'Reilly, consistent .with Mills' argument?

33

---

.

-6-

GENERAL questions: -

1.

What are the relationships between employing organi-

zation structure and union structure?

2.

Which of the following dimensions of employing organi-

zations' structure would you expect to have the strong-

est impact on industrial relations "outcomes"?

(a)

size of firm,

(b)

size of establishment,

(c)

ownership characteristics of firm,

(d)

industry/product line/technology.

(c) Canadian and B.C. Aspects

r CALURA data, "Union Structure", 8 pp.

r B.C. union data, 2 pp.

S

Crispo,- pp. 157-183

s Paul Malles, Employment Insecurity and Industrial Rela-

tions in the Canadian Construction Industry, Chapter

2,

pp.

11-19; Chapter 6,

pp.

49-53.

s "Are Independent Local Unions Company-Dominated?",

Labour Gazette, December 1977, 2 pp.

READINGS questions:

1.

How decisive a role does the

play in its affiliates' barg

bargaining activities?

2.

What implications for public

assigned statistics on union

3.

How much of a "special case"

ture?

Canadian Labour Congress

?

aining activities? . . . non-

policy do you draw from the

structure?

is construction union struc-

GENERAL questions:

1.

What is your explanation for the observed variations

(regional, industrial, occupational, and temporal) in

the extent of unionization in Canada?.

2.

What implications for a model of the Canadian industrial

relations system does your answer have?

3.

What criteria would you use to answer the question: "Is

Canadian union structure too centralized? ...not centra-

lized enough?"

6. ESTABLISHING THE BARGAINING RELATIONSHIP

(a) Certification and Voluntary Recognition

r Crispo, Chapter 3,

pp.

37-66 only

s Woods, Chapter 4, "Labour Relations Boards:

pp.

100-154

---

t

S ?

-7-

(b) Unit Determination

s Edward Herman, Determination of the Appropriate Bar-

gaining Unit by Labour Relations Boards in Canada,

pp.

39-48

r BCLRB, HEU/HSA/Xelowna General decision, Canada Labour

Relations Boards Reports, 1977,

pp.

58-72

r BCLRB, McMahon Ltd. & Miscellaneous Workers decision,

CLRBR, 1978, Vol. 2,

pp.

222-231

(c) "Employee" and "Union" Definitions

r BCLRB, Vernon Jubilee/H.S.A. decision #33/1978, CLRBR,

467-79

s BCLRB, School Trustees District 61 & CUPE decision

#22/

1978 ?

CLRBR, 1978, Vol. 2,

pp.

454-460

(d) Majority Support and Prohibited Interferences With It

s Christie, "The Law of Unfair Labour Practices", Hameed,

71-81

s Vancouver Sun, May 3, 1977, "Guest Home Organizing

Drama", 1 p.

r Kidd Bros. Produce Ltd. decision, BCLRB #53/1976

• ? s OLRB, Dylex decision, OLRB Reports, June 1977, pp.

357-70

r BCLRB, 1978 Annual Report, pp. 48-49

r

BCLRB, McCallum Motors and Machinists, CLRBR, 1979, Vol.

1, Part 4,

pp.

557-66

(e) Subsequent Changes in Bargaining Units

r BCLRB, CAIMAW. & Western Canada Steel decision, Labour

Research Bulletin,

pp.

73-78.

s BCLRB, B.C. Ice and Cold Storage & Meat Cutters decision,

CLRBR, 1978, Vol. 2,

pp.

545-49

(f) The Role of Labour Relations Boards in Determining and

Changj.n_Bargainfng Relationships

a John Clark, "Paul Weiler and the BCLRB", Labour Gazette,

November/December 1978, 4 pp.

r John Baigent, "The Labour Code of B.C.", in Conference

Board in Canada, Industrial Relations in Canada, 1977

s Vancouver Sun, June 13, 1978,

"

...Panelist Stays...", 1 P.

READINGS questions:

1. How, according to the assigned readings, does the cer-

tification process affect collective bargaining structure?

0

---

$

- 8 - ?

.

2. Why is so much attention given to the certification

process by Canadian public

policy?

3. What criteria do Boards use n "unIt determination"?

4.

How would you describe the (9LRB'8 general philosophy

regarding the establishment

of

the bargaining rela-

tionship?

5.

How effective has the law been in preventing inter-

ference with the free expression of majority wishes in

choice of a bargaining agent?

GENERAL questions: -

1.

"Canadian public policy enables any work group, no

matter how weak In relation to its employer it may be,

to compel him to engage In meaningful collective bar-

gaining." Assess this statement.

2.

Should unions be permitted to use the picket line as an

organizing weapon?

3. Would you like to see a change

in

the ability to change

existing bargaining units possessed by: -

(a)

Labour Relations Boards?

(b) the bargaining parties jointly?

(c)

either of the bargaining parties separately?

.' ?

7. "ESSENTIAL SERVICES" DISPUTE RESOLUTION

?

0

r James Matkin, "Government Intervention in Labor Disputes:

The B.C. Experience", Labour Gazette,

pp.

514-21,

August 1975.

r "Back-to-Work Legislation", Labour Gazette, Nov.-Dec.

1978, 1 p.

s John Munro and Ed Finn articles in Labour Gazette, April

1975,

pp.

255-74; John Crispo article in Labour Gaz-

ette, September 1975,

pp.

619-28

$ Stephen Petcheinis, "Collective Bargaining in the Railwar

Industry", Haineed,

pp.

223-36

READINGS questions: -

1.

How do the readings distinguish (explicitly or implic-

itly) between "essential industry" disputes and other

disputes?

2.

Why did Matkin prefer an ad hoc response to a permanent

and pre-stated statutory provision for handling emergency

strikes?

3.

What, according to Finn, makes railway collective bar-

gaining so difficult? Would Petcheinis agree?

---

I

S

?

-9-

DISCUSSION questions: -

1.

Should the same public policy rules apply to "essential

industry" collective bargaining and strikes as apply to

collective bargaining and strikes In general?

2.

What is the range of public policy options regarding

"essential industry" collective bargaining and strikes?

3.

How does B.C. public policy attempt to deal with "essen-

tial Industry" collective bargaining and strikes?

4.

"The strike in an essential industry is not normally a

strike against the immediate employer (who often colludes

in or engineers its occurrence), and is not normally in-

tended to be an exercise in bilateral attrition." Do

you agree?

8. COMPULSORY ARBITRATION

r Joseph Loewenberg et. Al., Compulsory Arbitration, Chap-

ter 6,

pp.

173-201

r H. J. Glasbeek, "Compulsory Arbitration in Canada",

Chapter 2 in Loewenberg,

pp.

45-81

s Mark Thompson and James Cairnie, "Compulsory Arbitration:

The Case of British Columbia Teachers", Industrial

S

and Labor Relations Review, October 1973,

pp.

3-17

S

"Prose and Cons of Compulsory Arbitration", Financial

Post, June 12, 1971, 1 p.

READINGS questions: -

1.

Do you agree with Thompson and Cairnie's conclusions

regarding the effect of compulsory arbitration on B.C.

teacher bargaining?

2.

How do Chapters 2 (Glasbeek) and 6 (Loewenberg) differ,

if at all, in their answers to the question "Is compul-

sory arbitration superior to collective bargaining?"?

DISCUSSION questions: -

1. In what areas of labour-management relations do we now

use compulsory arbitration? How well does it work? Is

this experience transferable to areas in which it has

not been used often?

2. Does compulsory arbitration: -

(a) favour management more than labour?

(b)

substitute rationality for power as the determin-

ant of industrial relations rules?

(c) weaken or destroy collective bargaining?

3. What are the merits of "Med-Arb" and "Final Offer Selec-

tion" compared to conventional arbitration?

S

---

-

10 -

9. PUBLIC SECTOR COLLECTIVE BARGAINING

r Shirley Goldenberg, "Public-Sector Labor Relations in

Canada", in Industrial Relations Research Associa-

tion, Public Sector Bargaining (1979),

pp.

254-291.

r John Anderson and Thomas Kochan, "Impasse Procedures in

the Canadian Federal Service...", Industrial and Labor

Relations Review, April 1977,

pp.

283-301

s Labour Gazette articles: Huggins, Laberge, Barnes and

Kelley, Nozolillo, Levine. 18 pp.

s J.E. Hodgetts and O.P. Dwivedi, Provincial Governments

as Employers, Chapter 10,

pp.

161-177

s John Crispo, "Seminar Report", in Collective Bargaining

in the Public Sector (Institute of Public Administra-

tion of Canada, 1973),

pp.

95-105

s Peach and Keuchle, Chapter 9, "Government Employee

Unionism",

pp.

287-314

READINGS questions: -

1.

What's the impact of arbitration on federal employee

bargaining, according to Anderson and Kochan's study?

2.

How different from one another -- and from private-

sector bargaining -- are bargaining relations at the

federal, provincial and municipal levels, according to

the readings?

3.

What major disagreements about federal employee bar-

gaining exist regarding (a) the scope of bargaining

issues, and (b) comparability with the private sector?

4.

Why does Gil Levine expect a continuation of high levels

of public sector strike activity?

DISCUSSION questions: -

1.

Should the public sector be a pattern setter or a pat-

tern follower? Would your answer be the same for wages

as for other items (e.g. job enrichment, job security,

opportunities for women workers)?

2.

(a) Should private sector experience be our model for

the procedural structuring of public sector bar-

gaining?

(b) Are some dimensions of public sector bargaining

closer fits to the private sector than others are?

If so, would you identify these dimensions by level

of government, by essentiality or interruptability

of function, by closeness to market forces, or

by...?

3.

Would you consider the federal government's innovation of

a dual route to dispute resolution (the arbitration/

strike choice) a success?

I

0

---

e

S

4. (a) Are public

collective

unions?

(b) Are public

collective

managers?

10. POLITICAL ACTION BY UN

- 11 -

sector unions at a disadvantage in

bargaining compared to private sector

sector managers at a disadvantage in

bargaining compared to private sector

IONS AND EMPLOYING ORGANIZATIONS

r Richard Miller, "Political Affiliation of the Trade

Unions", in Hameed, pp. 59-69

r David Kwavnik, "Labour's Lobby in Ottawa", Labour Gaz-

ette, July

1973,

pp.

433-38

r Jean Boivan, "Organized Labour Political Action: A

Comparison of the CLC and AFL-CIO Experiences Since

1956", Relations Industrielles, Vol. 26, No.

3

(Aug-

ust 1971),

pp.

571-74

s J'. Patrick Bayer, "The Legal Status of Union Political

Contributions-in Canada Today", The Business Quarterly,

Autumn 1978,

pp.

20-35

READINGS questions: -

• ? 1. Why

1

according to Boivan, is It difficult to compare

union political activity in Canada and the U.S.?

2.

What problems in the NDP-labour coalition does Miller

point to?

3.

To what extent, and in what way, is CLC activity to

influence government policy effective, according to

Kwavnik?

DISCUSSION questions: -

1. In what sense, if any, are the following allegations

true?

(a)

"Labour political action can be revolutionary; it

can be reformist; it cannot be conservative."

(b)

"The parliamentary system prevents Canadian labour

from being both principled and effective. So far,

it has opted primarily for the former option."

(c)

"Quebec's is the most politically radical labour

movement In North America."

(d)

"The NDP is no more a labour party than the U.S.'s

Democratic Party is."

(e)

"Unions would be more effective if they avoided

political activity."

(f)

"Regionalism and ethnicity outweigh class as explan-

atory variables concerning Canadian voting behavior."

(g)

"Labour is most effective politically at the muni-

cipal level, least effective at the national level."

---

4

?

-

12 -

?

.

2. How would we recognize "effective" or "successful"

labour political action if we saw it? What criteria

for, and measurement of, success could we use?

11. OTHER POLITICAL PROCESSES (Labour Standards Legislation, In-

comes Policies, etc.)

r Paul Malles, Canadian Labour Standards In Law, Agreement

and Practice,

pp.

3-18

9

81-101

s John Munro, "A Better Deal for Canada's Unorganized

Workers", Labour Gazette,

pp.

347-53, August 1977;

Malles, "Labour Standards and Collective Bargaining",

pp.

354-56

S

"Labour Standards", B.C. Ministry of Labour Annual Re-

port

READINGS questions: -

1.

How would former federal Labour Minister Munro have

responded to the statement: "Labour Standards laws

hurt unions and help workers."?

2. Would Malles agree?

3.

How would a decision on whether a discharge were "unjust"

be arrived at under the Minister's proposed change in

?

the Canadian Labour Code?

?

-0

DISCUSSION questions: -

1.

"Canadian public policy does too much for employee

groups with bargaining power and too little for those

without it." Assess this statement.

2.

Is the governmental "extension" of all or a portion of

collective agreements to the non-union sector of an

Industry desirable?

3.

Under what circumstances would labour standards legis-

lation be a viable substitute for collective bargaining?

More specifically, what factors contribute to, and what

factors work against, such viability?

/

---

I ?

S

SENATE COHMITTEE ON UNDERGBADUATE STUDIES

NEW COURSE PROPOSAL FORM

School of Business Administr..i'u

&.ilenda

'

r Information

?

Department ?

and Economics -

,Thlrevtatiofl Code:BUEC

Cötrse Nu'er:

?

Credit Hours:3 Vector:-3-0-0

iIt1e of Course:

?

COLLECTIVE BARGAINING

Calendar Description of Course:

The collective agreement negotiation process and

the work stoppage: analytics, experience, legal and market constraints.

Contents of the collective agreement. Administration of the collective

agreement. Roles of third parties in collective bargaining.

Natuie of

Course

Le.c..4Ar't

Prerequsite8 (or special instructions):

Economics 200 and 205. 60 credit hours.

BUEC 280 recommended.

Studnsw1th .crethtfor.B1JC 386-3 may- no

.

t-take this

côt&e for furthercredit.

?

-

What course (courses),

if any, is being dropped frou the calendar if this

course is

approved:

BUEC 386-5 INDUSTRIAL RELATIONS

2. Scheduling

How frequently

will

the course be

offered?

Twice a year

Semester in which the course will first

be offered? 81-3 (or earlier, if

p erinssion obtaajle)

Which of your

present

faculty would be available to

ket e

proposed o er ng

possible?

R. Rogow, K. Strand

-

•Octivea of the Course

4.

iwdgetary and

Space Requirements (for information only)

What additional resources

will be required in

the following areas:

Faculty

Staff

Library

?

5,

Audio Visual. (

?

none

Space

Equipment

DEC 16 g

Department Chairman

?

- .Dean

./3-34b:--

(When completing this form, for instructions see Memorandum SCUS 13-34a.

Aiach course outline).

?

S

_o

5.

Approva

Date:

l

y

?

-

-I _' ?

..1'1A1J

_____

---

BUEC 385-3 ?

COLLECTIVE BARGAINING

Calendar Description:

- The collective agreement negotiation process and the

work stoppage: analytics, experience, legal and market

constraints.

- Contents of the collective agreement.

- Administration of the collective agreement: the

grievance and arbitration processes.

- Roles of third parties in collective bargaining.

Topics: -

1. Analytics of the negotiation process.

2. Legal and market constraints to the negotiation process.

3. Analytics of the work stoppage.

4. Legal and market constraints to the work stoppage and to

behaviours associated with it (picketing, stnike'0ta1(er9,

allies, etc.).

5. Bargaining outcomes: contents of the collective agreement.

6. Workplace rules: format and subject matter.

7. Grievance systems and contract administration.

8. Grievance arbitration: (a) general aspects,

(b)

the disciplinary process,

(c)

managerial freedom to change

the rules.

9. Innovations in contract administration, grievance handling,

and grievance arbitration.

10. The work stoppage during the life of the collective agreement.

11. Labour-management cooperation mechanisms.

---

BUEC 385-3

COLLECTIVE BARGAINING

COURSE OUTLINE

1. ANALYTICS OF THE NEGOTIATION PROCESS

*

r Arthur, Sloan and Fred Whitney, Labor Relations, 3rd

ed., Chapter 5, "At the Bargaining Table", pp.

187-216

r Crispo, Chapter 13, "Collective Bargaining",

pp.

324-

52, 364-69 only

S

David Peach and David Keuchie, The Practice of Indus-

trial Relations, Chapter 5, "Negotiation: Theory

and Practice",

pp.

94-117 only

r Daniel Quinn

Mills,

Labor-Management Relations, Chapter

• ?

9, "Management Preparation for Negotiations", pp.

126-33, 139-41 only

READINGS questions: -

1.

Note the table entitled "Environmental Factors and In-

dustrial Peace: on

pp.

330-31 in Crispo. Which of

the factors listed should have the greatest impact on

the probability of the parties reaching agreement

without a strike?

2.

Why might the simultaneous existance of "distributive",

"integrative", and "intraorganizatiOflal" bargaining

(e.g. Crispo

pp.

366-67) be of interest to a student

of collective bargaining?

3.

In what ways, according to Sloan and Whitney, is col-

lective bargaining a sequential or staged process?

4.

Does

?

"bargaining power" formula (e.g.

Peach,

p.

101) make sense to you?

5.

What differences would you expect between management's

preparations for negotiations, as described by Mills,

and the union's preparations?

GENERAL questions: -

1.

What are negotiators' main informational tasks?

2.

How difficult is it to renegotiate a collective agree-

ment?

3.

With what structural, environmental, or intraorganiza-

tional factors should that difficulty vary?

4.

"The less skilled the other party's negotiator, the

better off your party is." Discuss the strengths and

weaknesses of this statement.

2. LEGAL AND MARKET CONSTRAINTS ON NEGOTIATIONS

r BCLRB, CAINAW/Noranda decision #151/1974, CLRBR, 1975,

*1

?

Vol. 1, pp. 145-162

* "r" designates required readings.

"

I

s" designates suggested readings.

S

---

-2-

r BCLRB, Pulp Bureau and CPU decision No. 62/1977,

CLRBR, 1978, Vol. 1, pp. 60-80

s Frank Anton, "Work Stoppages: Should Authorization

be Mandatory?", Haineed,

pp.

347-58

r Ted Weinstein, "An Interview with Stanley Hartt", Labour

Gazette, June 1975,

pp.

362-65

s

"Conciliators Wasting Time?", Labour Gazette, Jul

y 1977,

1 P.

r B.C. mediation, 1 p.

s Federal mediation, 3 pp.

READINGS questions: -

1.

What do the two BCLRB decisions suggest about the feasi-

bility and desirability of enforcing the statutory obli-

gation to bargain in good faith during contract renego-

tiations?

2.

What do the readings suggest about the advantages and

disadvantages of compulsory conciliation?

3.

Have compulsory strike votes achieved the objectives of

their framers, according to Anton?

GENERAL questions: -

1. (a) To what extent does public policy reflect the

relative weight given to such alternative goals

as: -

(1) preventing or minimizing the frequency and

seriousness of strikes?

(2)

encouraging bargaining outcomes preferred by

government leaders?

(3)

aiding unions and management to achieve what-

ever outcomes they wish (and their relative

bargaining power can achieve)?

(b) What trade-offs exist among (1), (2), and (3)?

2. Should Canadian jurisdictions eliminate compulsory con-

ciliation and/or the related ban on stoppages before

conciliation ends? Can they eliminate...?

3. ANALYTICS OF THE WORK STOPPAGE

• Crispo, Chapter 15, "Industrial Conflict and its Resolu-

tion",

'pp.

411-418

• Walter Stewart, Strike, Chapter 1, "Causes of Strikes,

The Running-Shoe Factor",

pp.

25-39; Chapter 2, "Cost

of Strikes: The Guy in Back is Paying", pp. 40-52

• Financial Post, "The Veteran, the Rookie, and the Dead-

lock", December 9, 1978, 1 p.

• Stuart Jamieson, "Patterns of Industrial Conflict?',

Hameed,

pp.

339-46

0

---

S ?

-3-

s B.C. Labour Ministry, "Labour Disputes in B.C., 1979",

LRB 1/79, PP. 12-25

s Woodruff Imberman, "Strikes cost more than you think",

Harvard Business Review, May-June 1979, pp. 133-38

READINGS questions: -

1. According to Crispo's Chapter 15, what functions does

the stoppage perform?

2.. Could alternatives to the stoppage perform these func-

tions?

3.

. What is Stewart objecting to in his discussion of Table

4.

4.

To Jamieson, is the cause and the nature of Canadian

strikes since the late 1960's different from the cause

and nature of earlier strikes?

GENERAL questions: -

1.

"The work stoppage could not occur unless one or more

of ?

the ?

following are true:

?

-

(a)

?

somebody miscalculated or misunderstood.

(b) ?

'irrational'

?

motivations prevail

?

(e.g. ?

revenge,

clash of deeply held values,

?

catharsis,

?

expres-

•

sive and symbolic behaviour).

(c) ?

someone other than the negotiators

?

(e.g. ?

clien-

tele,

?

government) ?

has to be pressured.

(d)

?

one side's negoIiatori is

?

scared to come clean

with his principls."

Assess

?

this statement.

2.

Discuss

?

the relative

?

importance of

?

(a), ?

(b), ?

(c)

?

and

M.

?

Under what conditions would that relative impor-

tance

?

change?

3.

In explaining why the number and nature of strikes is

so variable among industries,

?

occupations, nations, and

eras, how much weight would you give to:

?

-

(a)

?

psychological explanations?

(b) ?

structural ?

explanations?

(c) ?

political ?

explanations?

4.

What criteria would you use to answer the question:

?

-

"Is ?

the level of strikes in Canada too high?"?

4. LEGAL

AND MARKET CONSTRAINTS TO THE WORK STOPPAGE AND TO BEHAV-

IOURS ASSOCIATED WITH IT

r Crispo, pp. 431-36, 44349

s Suzanne Handman and John Leopold, "The Legality of

Picketing", Relations Tndustrieilea, Vol. 34, No. 1

(1979), pp. 158-82.

.

?

r CLRB, Association of Broadcast Employees and CKLW deci-

sion, April 5, 1978, CLRBR,

pp.

306-15

* BCLRB, Declaratory Opinion on the October 14th 'Day of

Protect', Labour Research Bulletin, October 1975,

pp.

17-26

?

.

;E.) ?

-

---

S

READINGS questions: -

?

.

1.

How does the Task Force (in Crispo 431-36) suggest

that picketing be treated?

2.

What does Crispo 443-49 imply about the enforcement

problem in labour law?

3.

What are the public policy implications of the BCLRB's

'Day of Protest' decision?

GENERAL questions: -

1.

Should public policy discourage employer operation

during a strike?

2.

Develop a rationale for a consistent public policy on

the conditions under which peaceful picketing will be

permitted.

3.

Should the job retention rights of strikers be protected

by statute? If so, to what extent?

5.

BARGAINING OUTCOMES: CONTENTS OF THE COLLECTIVE AGREEMENT

r John C. Anderson, "Determinants of Bargaining Outcomes,

in the Federal Government of Canada", Industrial and

Labor Relations' Review, January 1979

r Beal, Wickersham, and Kleinast, The Practice of Collec-

tive Bargaining, Chapter 8, "The Nature of the Labor

Agreement", pp. 249-63

READINGS questions: -

1.

What, according to Anderson, are the main "Determinants

2. How convincing do you find his argument?

3.

Why do collective agreements of craft and industrial.

units differ from each other?

4.

Are there elements common to all collective agreements?

GENERAL questions:

1.

To what extent would the determinants of public and

private sector bargaining outcomes be similar?

2. To what extent do we discover bargaining power by ob-

serving differences in bargaining outcomes? Are there

any logical problems with this method?

3.

To what extent can you/can't you infer the relative

power of the bargaining parties from an examination

of the collective agreement?

4.

What portion of the rules of the workplace would you

expect to find outside of the collective agreement?

What is the significance of a rule's location?

---

-5-

6. WORKPLACE RULES: FORMAT AND SUBJECT MATTER

• Peter Doeringer and Michael Piore, Internal Labor

Markets and Manpower Analysis, Chapter 4, "Wage

Determination...", pp. 64-90

• Tom Lupton (Ed.), Pa

y

ment Systems, pp. 35-63 (Donald

Roy),

pp.

92-102 (Leonard Sayles)

• "Work Assignment: Windsor Utilities" arbitral award,

pp. 64-67 of Chapter 7 of Queen's Labour Relations

Law Casebook, 2nd Ed.

• Beal, Chapter 12, "Job Rights", pp. 374-89 only

r Doeringer and Piore, Chapter 3,

pp.

41-63

s Stuart Philpott, "The Union Hiring Hall as a Labour

Market: A Sociological Analysis:, British Journal

of Industrial Relations, March 1965, pp. 17-30

READINGS questions: -

1.

How are wages determined within the internal labour

market?

2.

Were the workers described by Roy behaving rationally?

3.

What implications for compensation policy would you

draw from Sayles' article?

4.

Why are internal labour markets of interest to the

• ?

student of industrial relations?

5.

How serious an interference with allocative efficiency

is the seniority principle, according to the readings?

6.

Row free is management to change work assignments and

job classifications, according to the arbitrator in

Windsor Utilities?

7.

What kind of socialization function did the Vancouver

longshore hiring hail perform, according to Philpott?

GENERAL questions: -

1. If you were comparing the market for labour services

within the large manufacturing plant or within the

jurisdiction of a craft union local with the economist's

model of a labour market, would you emphasize: -

(a)

the former's closeness of fit to the latter?

(b)

the former as a functional alternative to the

latter?

(c)

the former as a regrettable interference with or

'rigidity' in or 'imperfection' in the latter?

2. "It is easy to understand labour's acceptance of the

seniority principle, but management's acceptance of it

appears irrational and dysfunctional." Do you agree?

3. Under what conditions would a union be most likely to

wish to emphasize control of entry into jobs within the

internal labour market?

.

---

-6-

4.

Once the collective agreement is signed, how much

can the organizations and

individuals

involved change

the terms of the wage-effort bargain?

5.

Wage structure within the bargaining unit can be de-

termined by: -

(a)

industrial engineering and personnel management

techniques,

(b)

collective bargaining,

(c) customary and historical relationships.

Which is best? To what extent are the three comple-

mentary?

7. GRIEVANCE SYSTEMS AND CONTRACT ADMINISTRATION

r J. Douglas Muir, "Administration of the Agreement",

Hameed, 359-63

r Beal,

pp.

390-412

s Peach and Kt4hle, Chapter 7, "Contract Administration",

pp.

181-238

s William Brown, "A Consideration of 'Custom and Practice'",

British Journal of Industrial Relations, March 1972,

pp. 42-61

s James Kuhn, "The Grievance Process", in Dunlop and Cham-

berlain (Eds.), Frontiers of Collective Bargaining,

pp.

252-270

READINGS questions: -

1.

"All grievances concern differences in interpreting

contract language." Would Muir agree?

2.

The designers of Canadian public policy intended the

grievance mechanism to be a substitute for the use

of power and of tactical maneuvering during the term

of the agreement. To what extent would the readings see

this intent as achieved?

3.

What kinds of problems arising during the term of the

agreement are least amenable to resolution through the

grievance mechanism, according to the readings?

GENERAL questions: -

1.

With what factors would you expect the level and compo-

sition of grievances to be-associated?

2.

Would Canadian union members be better off with the

British rather than the U.S. model of contract admini-

stration?

3.

Is a grievance system viable in a non-union setting?

4.

Under what conditions can the grievance procedure be used

by the parties and individuals involved as a power

medium? ....a communication medium? ....an adaptive,

rule-making medium?

3

S

---

S ?

-7-

5. How effective are management's weapons against contract-

violating or statute-violating job actions during

the life of the agreement?

8. GRIEVANCE ("RIGHTS") ARBITRATION

r Paul Weller, "Avoiding the Arbitrator: Some New Al-

ternatives to the Conventional Grievance Procedure",

'ArbItr'ation-1977: Proceedings of the Thirtieth

Annual Meeting, National' Academy of Arbitrators,

Toronto, April 12-15, 1977

r Clive McKee and Owen Shime addresses, B.C. Department

of Labour, Labour Research Bulletin, November 1975,

pp. 17-24 and August 1975,

pp.

17-22

r BCLRB decision, N.M. Scott and Canadian Food and

Allied Workers", #46/76.

?

(18 pp.)

s Peach and Kuechie, Chapter 8, "Arbitration",

pp.

239-

286

s Paul Weller, "The Code, the Collective Agreement, and

the Arbitration Process...

"

, in M.A. 1-lickling (Ed.),

Grievance Arbitration,

pp.

1-17

s Cri'spo,

pp.

4360442

•

READINGS questions: ?

-

1.

How different are the McKee and Shime orientations

toward arbitration?

2.

Would you describe Section

the B.C.

?

code as a

substitute ?

for grievance arfri'b

?

ation?

?

....as a comple-

ment ?

to grievance arbitration.

3.

How does Weller see the responsibilities of

?

(a) ?

the

arbitrator and

?

(b) ?

the LRB regarding the arbitration

process?

GENERAL

questions: ?

-

1.

Are there any effective alternatives to North American-

style grievance arbitration?

2.

Can/should grievance arbitration be made less "legal-

istic"?

3.

Should grievance arbitration be limited strictly to the

determination of whether rights under the agreement

have been violated?

4.

To what extent do/should courts and LRBs act as appeal

bodies ?

in ?

'rights' ?

arbitrations?

5.

Under what conditions could grievance arbitration be

an effective way to handle problems generated by tech-

nological change during the life of the agreement?

6.

Do grievance systems and grievance arbitration inter-

fere with "management's right to manage" too much?

. . . . not

?

enou

gh ?

. ...in

?

the right ?

amount but

?

the wrong

.

way?

---

'p)

Chai

c&L

Dean ?

rman, SCUS

^aw

dS

73-34b:- (When completing this form, for instructions see Memorandum S'CUS 73-34a

Attach course outline).

Faculty

Staff

Library

Audio 'Visual

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5. Appro -

Date:

CHANGE OF NUMBER AND PREREQUISITES

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COURSE PRO

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FORM

bwe l

Calendar Information

?

Department

Business Administration

Abbreviation Code:

BUEC ?

Course Number: 391 ?

Credit Hours:

3

?

Vector:

2-1-0

Title of Course: Law

in the Economic Society

Calendar Description of Course:

An introductory examination of the history, evolution and

aspirations of the rule of law in general, and as pursued and developed within Civil and

Co-mon

Law jurisdictions with emphasis on the working of the Canadian Federal and Provincial

legislative, administrative and judicial forces,

in

particular. Students will be encouraged

to identify and analy s

e various

s2cio-

conomic lP9al issue and how

1 gal princirles are

Nature 'of

Course ?

deveiopei

wit.hifl

fle concepts of Lanaian Law an its reachon to

lecture/Tutorial ?

evolving soclo-economic f1rc9 that affc our individul anci collective

rerequisites (or special instructions):

?

ega rignts,

u

ies

a privi

an

eges ani powers.

BUEC 390-3 may not be taken concurrently with BUS.

393.

Students irterested in further courses relating to Canadian legal system may wish to consider

POL. 422-3; 60 credit hours.

What

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any, is being dropped from the calendar if this course is

approved: ?

BUEC 293-3

2. Scheduling,

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

Objectives of the Course

4. Budgetary and Space Requirements (for Information only)

What

additional resources

will be required in the following areas:

arts

---

ci \

ktEt

At

vean

i.LIUdLI,

?

CHANGE OF DESCRIPTION,

?

-PREREQUSITE ONLY

SENATE COMMITTEE ONUNDERGDUATESTUDIES c

?

1/ y-

?

E c..i'

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Department

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Abbreviation Code:

BUS. ?

Course Number:

?

413 ?

Credit Hours:

4 ?

Vector:

2-2-fl

Title of Course:

?

Financial Management

Calendar Description of Course:

Firm financial management and policy; introduction to the pricing of risky securities,

portfolio theory, the capital asset pricing model and option theory; capital budgeting

under uncertainty; capital structure; dividend policy.

Nature of Course

Lecture/Tutorial

Prereqiisites (or special instructions):

BUS. .12-4, BUEC 333-3, and either.BUS. 325-3, or BUS. 324-3., BUS. 415-4 is strongly

recommended; 60 credit hours,

What course (courses), if any, is being dropped from the calendar if this course is

approved:

None

2. Scheduling

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

S

possible?

Obiectives of the Course

4. Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

Staff

Library

Audio Visual

Space

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Appro"1

Date:

S 73-34b:- (When completing this form, for instructions see Memorandum SCIJS 73-34a.

tach course outline).

Arts 78-3

d

13

0

Calendar Information

5.

---

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

?

NEW COURSE PROPOSAL FORM

?

' Calendar Information

?

Department

Business Administration

Abbreviation Code:

BUS. ?

Course Number:

?

415 -

?

Credit Hours: 4

?

Vector:

2-2-0

Title of Course:

Investments

Calendar Description of Course:

Introduction to personal and institutional investment and portfolio management, approaches

to security analysis, efficient markets, protfolio theory, capital asset pricing model,

option pricing.

Nature of Course

Lecture/Tutorial

Prerequisites (or special instructions):

BUS.

312-4,

BUEC

333-3; 60

credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved:

None

2. Scheduling

How frequently will the course be offered?

1-2

per year

Semester in which the course will first be offered?

Fall 1981

Which of your present faculty would be available to make the proposed offering

possible?

Cheng, Grauer, Herzog.

Objectives of the Course

This course will cover the function and operation of capital markets, the determinants o

the prices and securities, the relationship between risk and return, and. investment

management.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

See attached

Staff

See attached

Library

See attached

Audio Visual

Space

Equipment

5. Approval

.1.• ?

00

WC

ts

Date: ?

(.

•'{ \

?

________________________________ —___________________________

t

TJS 73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

Attach course outline).

Arts 78;3:o,

I

---

SIMON FRASER UNIVERSITY

BUS. 415

Proposed Course Outline

This course will cover the function and operation of capital markets, the

determinants of the prices of securities, the relationship between risk

and return, and investment management.

REQUIRED TEXTS

4.F. Sharpe, Investments (Prentice-Hall, 1978)

Lone and Hamilton, The Stock Market: Theories and Evidence (Irwin, 1973; PB).

readable text covering recent stock market research..

SUPPLEMENTAL MATERIAL

1. Francis and Archer, Portfolio Analysis (Prentice-Hall, 1971).

Somewhat more advanced treatment of Portfolio theory and

the capital asset pricing model. But presents somemore

advanced ideas in a readable fashion.

o ?

2. Francis, Investments - Analysis and Management (McGraw-Hill, 1976).

Covers much the same material as Sharpe, and is recommended if you

have difficulty with any particular topic in Sharpe.

3.

Lone and Brealey, Modern Developments in Investment Management

(Praeger, 1.972; P13). A collection of readings dealing with the

stock market, portfolio management, and the evaluation of securities.

Contains many of the papers now considered classics in this field.

4.

Sharpe, Portfolio and Capital Markets (McGraw-Hill, 1970).

Sharpe's classic text - the standard reference in its area.

Note: Approximately two weeks will he spent on each of the topics listed

below.

Topic

?

Readings

1. Introduction and Setting

?

Sharpe 1,2,3,

pp.

501-512, 19

I

.

a.

Overview: Investment and Compound Interest

Valuation

b.

Investment Instruments

C.

Securities Markets

d. Investment Returns Information

?

Lone and Hamilton 6-9

2. Security Analysis

. ?

a. Bond Valuation and the term structure

?

Lone and Hamilton 6-9

b. Stocks - Fundamental Analysis

?

Sharpe 9-13

- Technical Analysis

---

-2-

4

.

BUS 415

Course Outline

Continued

3.

Portfolio theory and the Capital Asset

Pricing Model.

4.

Efficient Markets

Weak form tests

semi-strong form tests

Strong form tests

Investment performance

Measures

5.

Options - Pricing: Theory & Applications

6.

Institutional Investment Management

Readings

Sharpe 4-8

Lone and Hamilton 10-12

Lone and Hamilton 4,5

Sharpe Ch 18 (545-558)

(449-460)

Sharpe 14, 15

Sharpe 16-18

Lone and Hamilton 13-15

S

S

1:

---

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Calendar Information

?

Department BUSINESS ADMINISTRATION

Abbreviation Code:

?

BUS. ?

Course Number:

?

Credit Hours: 3

?

Vector: 0-3-0

Title of Course: DECISION ANALYSIS IN BUSINESS

Calendar Description of Course:

A seminar in

the

use of Bayesian techniques

in business decisions.

Nature of Course seminar

Prerequisites (or special instructions):

BUEC 333-3 60 credit hours.

What

course (courses), if any, is being dropped from the calendar if this course is

app rovttd:

none

2. Scheduling

How frequently will the course be offered? once a year

Semester in which the course will first be offered? 81-1

Which of your present faculty would be available to make the proposed offering

possible? ?

E. Love, B. Schoner

0

Objectives of the Course

Bayesian techniques are applicable in virtually all areas of business.

This course provides a framework for implementation.

4. Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty ?

- see attached memos

Staff ?

- see attached memos

Library ?

- see attached memos

Audio Visual

Space

Equipment

5. Approval

Date:

4tchI

c:'

(\

\ (

?

DEC 16

k

n,

41 AS^^

Dean

?cma

,—,3

40C

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

ach course outline).

Arts 78-3

?

Li

---

*

DECISION ANALYSIS IN BUSINESS

?

0

Calendar Description: A seminar in the use of Bayesian techniques:

in business decisions.

Topics:

(1)

Probability Review. A review of probability in which the subjective view

of probability is contrasted with the classical view. The implications

of permitting probability measures on parameters Is investigated.

(2)

Structure of Decision Analysis Models. The model structure is sketched

in terms of a set of acts, a set of possible states of nature, a payoff

structure and probabilities of state of nature. The role of information

and its explicit incorporation in the model is discussed.

(3) Utility and Payoffs. An axiomatic development of futility is presented.

(4)

Decision Analysis without Sampling. Decision rules are discussed.

Single stage and multistage models are examined. Two person, zero sum

games are discussed in terms of unknown prior probability functions.

(5)

Decision Analysis with Sampling. Examples in normal and extensive form.

Expected value of information.

(6)

Decision Analysis with Discrete Sample Observations. Conjugate families

of distribution. Beta priors with binomial sampling.

(7)

Decision Analysis with Continuous Sample Observations. Normal priors,

normal samples. Other standard distributions.

(8)

Multiattribute Decisions. Extensions to situations where utilities are

over many attributes.

Liberal use of business problems and cases will be made throughout the course.

The text will be similar to Tummala, V.M.R., Decision Analysis with Business

Applications, Intext, 1973, supplemented where necessary by readings and cases.

S

11

---

S

1. Calendar Information

Abbreviation Code:

?

Course Number: 446

Title of Course: Marketing Strategy

t

OFFiCE uF THE

JUL25

FACULTY

OF ARTS

Department BUSINESS ADMINISTRATION

Credit Hours: 4 Vector:

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

?

NEW COURSE PROPOSAL FORM

Calendar Description of Course:

Marketing strategy focuses on the analysis of market problems and opportunities and

the development of appropriate strategies. Topics include: analytical techniques,

strategic planning methods and managerial problems of planning. Case analysis and

problem solving will be the major orientation of the course.

NaturE of Course: Seminar

Prerequisites (or special Instructions): Business Administration 343 Introduction to

Marketing

Business Administration 347 Buyer Behavior

What course (courses), If any, is being drop

?

d0

?

c.enuar if this course is ?

approved: None

2. Scheduling

How frequently will the course be offered? Fall and Spring Semesters

Semester in which the course will first be offered? Fall 1981.

Which of your present faculty would be available to make the proposed

offering

.

possible? B. Schoner, K. Kendall, R. Wyckham.

f'csQA

Objectives of the Course

The objective of the course is to provide students with the opportunity to deal

with the management and strategy implications of the concepts dealt with in

Bus. 343 and 347.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty

?

None

Staff

?

None

Library

?

None

Audio Visual None

Space

?

None

Equipment None

5.

Approval

DEC is

Date:_

?

t

?

10

C

?

Department Ch/airman ?

Dean ?

airman, SCUS

S 73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

tach course outline).

Arts 78-3

---

Course Outline

BUS. 446-4 Marketing Strategy

?

S

The primary thrust of this course will be an analysis of case situations

using concepts developed in Business 343 and 347. In addition, students will be

exposed to a model of strategic planning.

Two 2

houri

seminarwill be

held

each week.

TOPICS

1.

The Marketing Philosophy of Management

Reviewed

2.

A Review of Marketing Concepts

3.

The Nature of Strategic Marketing Planning

4.

Analyzing Market Opportunity

5.

Evaluating Corporate Capability.

6.

Product Portfolio Analysis

7.

Experience Analysis

8.

The Human Dimension in Planning

9.

Preparing A Strategy Marketing Plan

READING LIST

?

0

Abell D.F., John S. Mammond Strategic Market Planning Prentice/Hall,

Ackoff, R.L.

?

"Management Misinformation System," Management Science, Dec. 1967

Assael, H. and A.M. Roscoe. "Approaches to Market Segmentation Analysis,"

Journal of Marketing, Oct. 1976

Burck, G.

?

"Myths and Realities of Corporate Pricing," Fortune, April 1972.

Buzzell, R.D., B.T. Gale and R.C.M Sutton. "Market Share - A Key to

Profitability," Harvard Business Review, Jan. - Feb. 1975.

Cadbury, N.D. "When, Where and How to Test Market," Harvard Business Reviej,

May - June, 1975.

Catry, B. and M. Chevalier, "Market Share Strategy and the Product Life Cycle,"

Journal of Marketing, Oct. 1974.

C

)

---

-4-.

-0

BUS. 446

?

MARKETING STRATEGY

READING LIST

Davidson, J.H. "Why Most New Consumer Brands Fail," Harvard Business Review,

Mar. - Ap. 1976.

Day, ?

G. S.

"Diagnosing the Product Portfolio,"

?

Journal of Marketing, April 1977.

Dhalla, N.K. and

S. Yuseph.

?

"Forget the Product Life-Cycle Concept,"

Harvard Business Review, Jan. - Feb. 1976.

Doyle, P. and I.

Fenwick. ?

"Planning and Estimation in Advertising,"

Journal of Marketing Research, Feb.

?

1975

z Edelman, F.

"Art and Science of Competitive," Harvard Business Review, July 1965

Fogs,

?

C.D.,

"Planning Gains in Market Share,"

?

Journal of Marketing, July 1974

Haley, R.I.

"Benefit Segmentation:

?

A Decidion-Oriented Research Tool,"

Journal of Marketing, 1968.

Kotler, P.

"What Consumerism Means for Marketers,"

?

Harvard Business Review,

May - June

?

1972.

Kotler, P. and S.J. Levy.

?

"Broadening the Concept of Marketing," Journal of

Marketing, Jan. 1969.

Levitt, T.

"Exploit the Product Life Cycle,"

?

Harvard Business Review, Now. -

Dec. ?

1965.

Little, J.D.C.

"Models and Managers,

?

the Concept of a Decision Calculus,"

Management

Science,

April 1970.

• ?

Lambin, J.J.

"What is the

Real

Impact of Advertising,"

?

Harvard Business Review,

May - June 1975.

Lunn, T.

"Segmenting and Constructing Markets," in RN Worcester (ed).

Consumer Market Research Handbook.

Morein, J.A.

"Shift from Brand to Product Line Marketing,"

?

Harvard Business

Review, ?

Sept. - Oct. 1975.

Schoeffler, S.,

R.D. Buzzell, and D.F. Heany,

?

"Impact of Strategic Planning on

Profit Performance," ?

Harvard Business Review,

?

March - April 1974.

Wind, Y. and N.J. Claycatnp.

?

"Planning Product Line Strategy:

?

A Matrix Approach,"

Journal of Marketing, Jan. 1976.

Winer, L.

"Are You Really Planning Your Marketin4,

?

Journal of Marketing,

Jan. 1965.

Yankelovich, D.

"New Criteria for Market Segmentation,"

?

Harvard Business Review,

March - April 1964.

Young, S.

"Copy Testing Without MaL\ic Numbers,"

?

Journal of Advertising

Research, ?

1972

?

1\

0

---

BUS. 446

?

- 2 - ?

MARKETING

STRATEGY

READING LIST

Abell D.F., John S. Hammond Strategic Market Planning Prentice/Hall,

Ackoff, A.L.

?

"Management Misinformation System," Management Science, Dec. 1967

Assael, H. and A.M. Roscoe. "Approaches to Market Segmentation Analysis,"

Journal of Marketing, Oct. 1976

Burck, C.

?

"Myths and Realities of Corporate Pricing," Fortune, April 1972.

Buzzell, R.D., B.T. Gale and R.G.M Sutton. "Market Share - A Key to

Profitability," Harvard Business Review, Jan. - Feb. 1975.

Cadbury, N.D. "When, Where and How to Test Market," Harvard Business Review,

May - June, 1975.

Catry, B. and M. Chevalier, "Market Share Strategy and the Product Life Cycle,"

Journal of Marketing, Oct. 1974.

Davidson, J.H. "Why Most New Consumer Brands Fail," Harvard Business Review,

Mar. - Ap. 1976.

Day, G.S.

"Diagnosing the Product Portfolio,"

?

Journal of Marketing, April 1977.

Dhalla, N.K. and S. Yuseph.

?

"Forget the Product Life-Cycle Concept,"

Harvard Business Review, Jan. - Feb. 1976.

Doyle, P. and I.

Fenwick. ?

"Planning and Estimation in Advertising,"

Journal of Marketing Research, Feb.

?

1975.

Edelman, F.

"Art and Science of Competitive Bidding," Harvard Business Review,

Fogg, C.D.,

July 1965.

"Planning Gains in Market Share,"

?

Journal of Marketing, July 1974.

Haley, R.I.

"Benefit Segmentation:

?

A Decision-Oriented Research Tool,"

Journal of Marketing, 1968.

Kotler, P.

"What Consumerism Means for Marketers,"

?

Harvard Business Review,

May -

June

?

1972.

Kotler, P. and

S.J.

Levy. ?

"Broadening the Concept of Marketing," Journal of

Marketing, Jan. 1969.

Levitt, T.

"Exploit the Product Life Cycle,"

?

Harvard Business Review,

Nov. -

Dec.

?

1965.

Little, J.D.C.

"Models and Managers,

?

The Concept of a Decision Caldulus,"

Management Science, April 1970.

Lambin, J.J.

"What is the Real Impact of Advertising,"

?

Harvard Business R,--view,

May - June 1975.

Lunn, T.

"Segmenting and Constructing Markets,"

?

RN Worcester (ed)., in

Consumer Market Research Handbook.

Morein, J.A.

"Shift from Brand to Product Line Marketing,"

?

Harvard Business

Review,

?

Sept. - Oct. 1975.

Schoeffler, S.,

R.D. Buzzell, and D.F. Heany,

?

"Impact of Strategic Planning on

Profit Performance," ?

Harvard Business Review,

?

March - April 1974.

Wind, Y. and H.J.

Claycamp.

?

"Planning Product Line Strategy:

?

A Matrix Approach,"

Journal of Marketing, Jan. 1976.

Winer, L.

Jan.

"Are

1965.

You Really Planning Your Marketing,"

?

Journal of Marketing,

0

Yankelovich, D

"New Criteria for Market Segmentation,"

?

Harvard Btsiness Review,

March - April 1964.

Young, S.

"Copy Testing Without Magic Numbers,"

?

Journal of

.Advertising

Research,

?

1972

1^1

---

I

LIMFUL UI

i1¼L -

iLU I

J Liii

uijL.

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

?

& COURSE NUMBER

NEW

COURSE PROPOSAL FORM

1.

Calendar Information ?

Department Business Admiflij.pj!_

Abbreviation Code: BUS.

?

Course Number: 448

?

Credit Hours: 4 Vector: 2-2-0___

Title of Course: Promotion Management

Calendar Description of Course: An integrative approach to the study of promotion including

advertising publicity, personal selling and sales promotion; evaluation of the role promotion

has in marketing and the economy; formulation and analysis of promotional goals. planning,

organizing and controlling; utilization of market research studies; forecasting, budgeting,

media selection; promotion institutions.

Nature 'of Course

?

Lecture/Tutorial

Prerequisites (or special. instructions):

BUS. 34:-3 (formerly COMM 343-3), BUEC 332-3 (formerly ECON/COMM 332-3), BUS. 3473

(formerly COMM 347-3); 60 credit hours. Students with credit for BUS

.

348-4 may

not.take

this

What coirse (courses), if any, is being dropped from the caf

approved:

2.

Scheduiinj

How frequently will the course be offered?

Semester in which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

.. Objectives of the Course

4.

BudgetaTy and Space Requirements (for information only)

What.additional resources will

be

required in the following areas:

Faculty

Staff ? ..

Library

Audio Visual

Space

Equipment

5.

Approval

OLC 16

Date:

—

\\

j

?

____

.,

?

De art

?

n

?

Dean ?

airman, SCUS

OS

73-34b:-.(When completing this form, for instructions

see Memorandum SCUS

73-34a.

Attach course outline).

Arts 78-3

?

.

---

CHANGE OF NUMBER AND PREREQUISITES ONLY

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

-

?

COURSE PROPOSAL FORM

L,.i

Calendar Information

?

Department

Business Administration

Abbreviation Code:

BUS. ?

Course Number:

473 ?

Credit Hours:

5

Vector:

Title of Course:

Operations Management

Calendar Description of Course: The management of operating systems including allocation and

scheduling of resources; control of costs, inventories, quality, and manpower; design of

operating systems including location, layout and manpower; establishment of work methods

and standards.

Nature of Course

Lecture/Tutorial

Prerequisites (or special instructions):

BUEC 332-3 (formerly ECON/COMM 332-3); BUS. 336-3 (formerly BUS. 436-3); 60 credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved: ?

BUS. 373-5

2. Scheduling

How frequently will the course he offered?

Semester in

which the course will first be offered?

Which of your present faculty would be available to make the proposed offering

possible?

, Objectives of the Course

4. Budgetary and Space Requirements (for infofmation only)

What additional resources will be required in the following areas:

S

5.

Faculty

Staff

Library

Audio Visual

Space

Equipment

Apprcr"

Date:

Dean

DEC

16

'80

Th'

Chairman, SCUS

,

.

,JS 73-34b:- (When completing this form, for instructions see Memorandum SCIJS 73-34a.

Attach course outline).

Arts 78-3.

I

'I

---

5. Appro

Date:

MC 16

Dean ?

Chairman, SCUS

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

C

is

Calendar Information

NEW COURSE PROPOSAL FORM

Department Business Administration

Abbreviation Code:

?

BUS.

?

Course Number: --48l

?

Credit Hours: 3 Vector: l-l-O

Title of Course: Personnel Management 1: Manpower Planning and Staffing Decisions

Calendar Description of Course: Development of specific manpower objectives from an

analysis of organization goals and strategy. An analysis of procedures and skills

which are useu -

1

c..ranslate objectives into staffing decisions such as employee

selection and placement.

Nature of Course

?

Lecture/Tutorial

Prereqvi ites (or special, instructions); BUS. 372-3 Organization Bhaviour and

BUEC 32-3 Elementary Economic and Business Statistics I;

O credit hours.

What course (courses), if any, is being dropped from the calendar

if this

course is

approved: BUS. 387-3 Personnel Management

2. Schedul ing

How frequently will the course be offered?

?

Each semester.

Semester in which the course will first be offered?

?

September, 1981.

Wb

4

'h of your present fa-ulty would be available to make te proposed offering

pasb1e? ?

Janz, Andrews, McGill, Field, Tjosvold

60bjectives of the Course

1.

To introduce students to line and staff roles in manpower planning, recruitment,

selection, placement, transfer and promotion.

2.

To provide an integration between organization behaviour research and personnel

policies and practices.

4. Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty ?

None )

- see attached memo

Staff

?

None )

Librar y None ?

- see attached

Audio Visual - Video cassette portable recorder and payback system.

Space - Large seminar room or large lecture hail adaptable to group discussion.

Equipment - None

S 73-34b:- (When completing this form, for instructions

see

Memorandum SCUS 73-34a.

ach course outline).

Arts 78-3

---

I ?

S

SIMON FRASER UNIVERSITY

Department of Business Administration

Example of Course Outline

COURSE: BUS. 481-3

TITLE: Personnel Management I: Manpower Planning and Staffing Decisions

INSTRUCTOR: Janz

Pur2ose:

This course will examine line and staff roles in manpower planning and

staffing decisions. In addition the course will give students an opportunity

to integrate what they have learned about organization behaviour and organization

theory with an understanding of personnel policies and practices.

t^!jSjE_122ics to be Included:

1.

Staffing Policies and Strategies.

2.

Manpower planning.

3.

Job analysis.

4.

Recruitment Policies and Practices.

5.

Theory and research on employment interviewing.

6.

to ?

to"

?

to

employment testing.

7. U

?

U ?

'I ?

U

biographical data analysis.

8.

of

" criterion measurement.

9.

Internal staffing issues (e.g. promotion, transfer, dismissal).

10.

Equal employment opportunity.

11.

The role of unions in staffing decisions.

Exam1eofTexts:

Staffing Policies and Strategies, Edited by Dale Yoder

and Herbert Heneman. The Bureau of National Affairs,

1974.

ELc^jLnR je of Eva luat ion Ss

t

ems

Tutorial participation ?

15%

Midterm Exams

?

30%

Research Paper

?

20%

Final Exam ?

35%

.

---

I ?

I

SENATE COMMITTEE ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Calendar Information

?

Department Business Administration

Abbreviation Code:

?

BUS.

?

Course Number:

?

482 ?

Credit Hours: 3 Vector: 115-1½-0

Title of Course: Personnel Management II: Reward Systems and Employee Development

Calendar Description of Course:

?

The design and administration of reward systems and

employee development programs. How these systems and programs are affected by internal

and external factors such as organizational goals, corporate strategy, technology,

labour markets, and government regulations.

Nature o Course

?

Lecture/Tutorial

Prerequi;ites (or special instructions): BUS. 372-3 Organizational Behaviour;

60 credit hours

What course (courses), if any, is being dropped from the calendar if this course is

approved: ?

BUS. 387-3 Personnel Management

Note: BUS. 481 and BUS. 482 both replace BUS. 387

2. Scheduling

How frequently will the course be offered?

?

Twice per year.

Semester in which the course will first be offered?

?

September, 1981

Which of your present faculty would be available to make the proposed offering

possible? ?

Andrews, Janz, McGill, Field, Tjosvold

Otj ectiv_

Course

1.

To introduce students to line and staff roles in the design and administration of

reward systems and employee development programs.

2.

To provide an integration between organization behaviour research and personnel

policies and practices.

4. Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty ?

None ) - see attached memo

Staff

?

None )

Library ?

None - see attached memo

Audio Visual

Space

Equipment

5. Approval

Date:• ?

\

?

pa ey/CIlai ?

Dean

.

73_34b:_(When completing this form,

h course outline).

DEC 16 80

/)2 ?

(p .T)

Chairman, SCUS

for instructions; see Memorandum SCIJS 73-34a.

Arts 78-3

?

.

?

.

---

SIMON

FRASER

UNIVERSITY

Department of Business Administration

Example of Course Outline

COURSE: BUS. 482-3

TITLE:

PERSONNEL MANAGEMENT it:

Reward Systems and Employee Development

1.

This course will introduce students to line

and

staff roles in the design

and administration of reward systems.

2.

It will serve that same function for the design and administration of

employee development programs.

3.

It will provide students a chance to integrate ideas from organization

behaviour and organization theory with various issues in personnel

management.

^112K

-

12E

-

ics to be Included:

11. Work and rewards theory.

2.

Worker attitudos and expectations.

3.

Productivity, Time Study, and Incentive Pay Plans.

4.

Wage and Salary Administration, Theory and Practice.

5.

Executive compensations.

6.

Benefits and services.

7.

Government regulations and union constraints.

8.

The analysis of training needs.

9.

The design and implementation of training programs.

10.

Theory and practice of training evaluation.

11.

Management development and career planning.

Examples of Texts:

Motivation and Commitment, Edited by Yoder and Henneman, 1975

Training and Development, Edited by Yoder and Henneman, 1976

(Bureau of National Affairs)

.

r

' .-

---

\ \

?

i ?

't (

?

DEC 16 80

?

WJ)

3

?

1 ?

- ?

-

SENATE COMMITTEE

ON UNDERGRADUATE STUDIES

NEW COURSE PROPOSAL FORM

Calendar Information

?

Department BUSINESS ADMINISTRATION

Abbreviation Code: BUS.

?

Course Number:

—_

487 ?

Credit Hours: 3 Vector: 0-3-0

Title of Course: ORGANIZATIONAL DEVELOPMENT AND CHANGE

Calendar Description of Course: This course examines the underlying concepts, principles,

and assumptions of organizational development. Throughout the course, organizations are

viewed as systems composed of subsystems in dynamic interaction.

Nature 3f Course Seminar

Prerequisites (or special instructions): BUS. 372 -;

60 credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved: ?

none

2. Scheduling

How frequently will the course be offered? Twice a year

Semester in which the course will first be offered? Fal

l , 1981

Which of your present faculty would be available to make the proposed offering

possible

•Andrews, Field, Pinfield, Tjosvol.d, Wexler

Objectives of the Course

1.

To introduce students to theories of organizational change and

development

2.

To provide an advanced level review of some major concepts in organizational behaviour

3.

To provide an introduction to action research methods

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty ?

- see attached memos

Staff

?

- see attached memos

Library ?

- see attached memos

Audio Visual .- none

Space ?

- none

Equipment

?

- none

5. Appro

Date:

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

ach course outline).

.

Arts 78-3

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I

SIMON FRASER UNIVERSITY

SCHOOL OF BUSINESS ADMINISTRATION AND ECONOMICS

?

L

COURSE OUTLINE

COURSE: ?

BUS. 487

?

SEMESTER: FALL, 1981

TITLE: Organizational Development and Change.

?

INSTRUCTORS: Andrews, Field,

Pinfield, Tjosvold, Wexler

This course examines the underlying concepts and principles of the theory and

practice of organizational development. It critically reviews major approaches to

organizational interventions and introduces action research methodology.

Major topics to be included:

1.

History of organizational development

2. Models of organizational change

3.

Organizational development interventions

4.

Organizational diagnosis

5.

Current trends in organizational development

6.

Development of the change agent-client relationship

7.

Motivation of the client system

8.

Action research methodology

9.

Team building and development

10.

Organizations as open systems

Example of text:

E. F. Huse, Organization Development and Change, 2nd Edition,

West Publishing, St. Paul, MN, 1978.

Example of Evaluation System:

Seminar participation: 25%

Mid-term exam ?

20%

Research paper ?

25%

Final exam

? 30%

.

.

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SENATE COMMITTEE ON UNDERGRADUATE STUDIES

'6

?

NEW COURSE PROPOSAL FORM

?

BUSINESS ADMINISTRATION AND

Calendar Information

?

Department ?

ECONOMICS

Abbreviation Code: BUEC

?

Course Number:

?

Credit Hours:

?

Vector: 0-3-0

Title of Course:

?

Legal Aspects of Economic Relationships

Calendar Description of Course: A selected number of legal concepts will be examined

in depth together with their effects on economic relationships.

Nature of Course -

?

seminar

Prerequisites (or special instructions): BUEC 293, ECON 200 and ECON .205;

90 credit hours; or permission

of Department ;

60 credit hours.

What course (courses), if any, is being dropped from the calendar if this course is

approved: None

2. Scheduling

How frequently will the course be offered? Once each year

Semester in which the-course will first be offered? 81-1

Which of your present faculty would be available to make the proposed offering

possible? M. Stark or M. Stark and J. Knetsch jointly

SDbjectives of the Course

This course will examine relevant legal concepts, processes, principles and theory, and their

economic consequences.

4.

Budgetary and Space Requirements (for information only)

What additional resources will be required in the following areas:

Faculty None

Staff None

Library None

Audio Visual None

Space ?

None

Equipment

?

None

5.

Approval

Date: ?

(.4...Q ao

?

,go

DEC 16

80

Department Chairman ?

Dean

?

I ?

Cha rman, SCUS

.

73-34b:- (When completing this form, for instructions see Memorandum SCUS 73-34a.

ch

course outline).

*

Arts 78-3

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PROPOSED S

_XJ

LAB US

13 U

Title: LEGAL ASPECTS OF ECONOMICS RELATIONSHIPS

?

S

RATIONALE:

The offering of a course such as is proposed by BUEC 495 ought to 'round

out' the law-related courses presented in the School of Business Administration

and Economics, establishing an approach to legal studies of a special character

for schools or faculties of similar kind.

In some other school or faculties similar to this school the approach is to

develop 'rule oriented', 'information gathering', and perhaps 'how to do'

courses resulting in a variety of courses confined to specific areas of law

rather than relating those areas to their economic and business contexts.

This school has adopted an approach that is designed to motivate the student

to be aware, in a culturee as opposed to a 'rule oriented' or. 'information

gathering' sense, of the legal environment within which he experiences,

observes and deals with a variety of businesS and economic legal relationships

and exchanges between individuals, individually and collectively.

It is submitted that the graduate of a program such as is offered by the

School of Business Administration and Economics is more likely to be involved

with and exposed to and be called upon to deal with a greater variety of

legal relationships than graduates from many other programs might experience.

BUEC 495 will concentrate on critical interpretation of jurisprudential

methods and concrete and

developing legal principles

affecting economic

relationships in a variety of legal/economic contexts.

A shifting variety of legal issues will be explored and will likely change

from offering to offering depending largely on the interests of the students,

but in all likkihood there will be inquiry into

- The process and the varying attitudes to and interpretations

of Stare Decisis. For example, do the restraints of Stare

Decisis create or hinder economic efficiency?

- differing methodologies of judicial reasoning--such as the

realists 'result oriented' approach versus the positivists'

approach and the criticisms of people like R.A. Posner

- the impact that public policy mignt have on judicial decision

making and statutory

interpretation. For example

the recent

impact of the Court of Appeal of Ontario decision involving

Seneca College's hiring practices and the Ontario Human Rights

Legislation

- the expanding jurisprudence on tortious liability imposed on

experts, professionals and others to whom members of society

look and rely upon. In other words--the effect that the 1963

dicta of the House of Lords of England in Hedley Byrne and

Co. Ltd. v. Heller and Partners has had on the law of torts

and perhaps even contract

S

' r

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-2-

-

is the economist's concept of efficiency supported by the

common law in contracts, torts, administrative law or public

policy?

- the impact on the economic society (or society in general)

of the growing demand at 13w for accountability of fid-

uciaries in general and directors in particular for the

effects of their conduct on (for example) their corporations

and those corporations on the economy etc.

- consumerism

- concepts of damages for breach of contract versus for tort

and the blurring of the distinction between them

- the history, development and future of contract law and in

particular the emerging and expanding concept of promissory

estoppel to substitute for the element of 'consideration' in

contract. That is--what would be the economic consequences

of contract

if consideration ceased to

be an essential ingredient?

BUEC 495 will differ from its prerequisite BUEC 293 in its level of rigour,

its concentration on legal aspects of economic

relationships

and by the level

of students permitted to take the course. BUEC 293 is essentially a broad

survey course of our

socio-economic legal environment designed to upgrade

. ?

and improve legal literacy in the

lower level Business Administration and/or

Economics student.

EUEC 495, on the other hand, is designed to encourage the student to develop

a sophisticated awareness through in-depth research of the history, evolution,

and present posture of various legal issues, propositions, processes, and

concepts affecting and affected by his business and

economic relationships.

BUEC 495 will consist of seminar readings, discussions, research papers and

student presentations.

BUEC 495 has been offered each spring semester for the last three years as

a Special Topics Course and the enrollment has settled down to from 17 to

21 students. The majority of the research papers prepared and presented

were of

high calibre.

Attached is a list (certainly not exhaustive) of-possible readings

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SUGGESTED READINGS

Barton, J.H. "The Economic Basis of Damage for Breach of Contract," 1

J of Legal Studies (1972) 277

Beck, S.M. et. al., Business Associations Casebook, (1979)

Buchanan, J.M. "Good Economic--Bad Law," 60

irginia

Law Quarterly

(1974)

Cheshire,G.C. and Fifoot, C.H.S., The Law of Contract, (1964)

Cheshire, C.C. and Fifoot, C.H.S., Law of Contract, 6th Edition

Coval, S.C. and Smith, J.C., "The Supreme Court and a New Juresprudence

for Canada," 53 Canadian Bar

Review

(1975) 819

Denning, ?

Various writings of Lord Justice Denning, Chief Justice of

the Court of Appeal of England

Ellickson, R. "Alternatives to Zoning: Covenants, Nuisance Rules and

Fines as Land Use Controls," 40 U. of Chicago Law Review,

(1973) 681

Evershed, Lord. "The Tudicial Process in Twentieth Century England,"

Friedman, L.M. and Macauley, S., Law and the Behavioral Sciences, (1969)

Friedman, T.W., Legal Theory (1967)

Friedman and MeCaulay Law and the Behavorial Sciences

Gower, L.C.B., Modern Company Law

Herbert, A.P. Uncommon Law (1935)

Hirsch, W.Z. Law and Economics: An Introductory Analysis (Academic Press

1979.)

Holmes, O.W.

?

"The Path of the Law," 10 Harvard Law Journal (1897) 457

Hohfeld -

?

Fundamental Legal Conceptions

Kent, E.A., Ed. Law and Philosophy (1970)

Komesar,

?

"Toward a General Theory of Personal Injury Loss,"

?

3 J of Legal Studies (1974) 457

Konessky, Samuel J. and Brandies The Legacy of Holmes (1961)

Kronman and Posner eds., The Economics of Contract Law (1979)

Laskin, B.

?

"The Supreme Court of Canada," 53 Canadian Bar Review,. (1975) 457

Posner, R.A.

?

Economic Analysis of Law 1973

?

I

Posner, R.A.

?

"Some User and Abusers of Economics in Law,"

46 University of Chicago Law

Review

(1979) 281

Priest, C.

?

"Common Law Process and the Selection of Efficient Rules," 6

J of Legal Studies, (1976) 113

Rabin, ?