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SFU

OFFICE OF THE VICE-PRESIDENT, ACADEMIC AND PROVOST

University Drive,

Burnaby, BC

Canada V5A 1S6

TEL-778.782.3925

PAX: 778.782.5876

MEMORANDUM 

attention

Senate

date

May 22,2012

from

Jon Driver, Vice-President, Academic and

pages

1/1

RE:

Provost, and Chair, SCUP

Beedie School of Business: Revisions to the Master of Business Administr;

(SCUP 12-14)

S. 12-90

vpacad@sfu.ca

www.sfu.ca/vpacadcmic

At its May 16, 2012 meeting SCUP reviewed and approved the revisions tojthe Master of Business

Administration Program within the Beedie School of Business.

Motion:

That Senate approve the revisions to the Master of Business Administration Program within the Beedie

School

of Business, effective September 2012.

end.

c: C. Collins

SIMON

FRASER

UNIVERSITY

ENGAGING THE WORLD

MEMO

Dean of

Graduate Studies

SIR EET A DDR KSS

Maggie Benston

Student Services Centre

1100

Burnaby BC V5A 1S6

Canada

MAII.INC ADDRESS

University Drive

Burnaby BC V5A 1S6

Canada

SFU

SCUP 12-14

TO SCUP

TEL

FROM Wade Parkhouse, Dean, Graduate Studies L ^ jV (TA Su

RE Beedie School of Business

GS2012.13]

CC Colleen Collins

DATE 23 April, 2012

At its meeting of 16 April, 2012, SGSC approved the following revisions to the MBA

program and is forwarding it to SCUP for consideration:

Effective Date is September 2012

Beedie School of Business

1GS2012.13]

Masters of Business Administration (MBA)

Program requirements:

i) Increase

of total required units from 45 to 55

ii) New courses:

BUS 719-3 Managing People

BUS 723-2 Introduction to Managerial Thought

BUS 724-2 Organizational Analysis

BUS 725-2 Cross Cultural Experience

BUS 726-2 Business Innovation and Creativity

BUS 729-2 Comprehensive Examination

iii)Minor course changes:

Change

of title: BUS 707-2 Business Ethics

Change of title: BUS 708-3 Financial Management

Change of title: BUS 712-2 Managing a Globalized Workforce

Change of units, course description, and deletion of comprehensive exam component:

BUS 718-3 Business Strategy

Senators wishing to consult a more detailed report of curriculum revisions

may do so by going to Docushare:

hUps://docushare.sm.ca/dsweb/View/Collection-12682

If you are unable to access the information, please call 778-782-3168 or email

shellev_gair@sfu.ca.

SFU

FACULTY OF BUSINESS ADMINISTRATION

Memo

To: Wade Parkhouse, Dean of Graduate Studies

From: Colleen Collins, Associate Dean, Graduate Programs

Date: February 16, 2012

Re: MBA Program Change Rationale

The first cohort in our Full-Time MBA program was admitted in the Fall of 2007. The

program became an established, successful part of the Beedie School of Business.

September of 2010, it was agreed that itwas an opportune time to review the

program. The Academic Chair, Dr. Hannah and his MBA committee consulted

extensively with students, staff, and faculty, and researched other programs and what

they were doing. Overall, there was a reasonable degree of satisfaction with the

program, but there

was also a consensus that itcould be improved.

That committee

has recommended a number of changes to the program that they

believe will position it program for continued growth and success.

The main goals of the changes are as follows:

To ensure that our graduates learn all of the fundamental disciplines of business,

including the management of human capital and international business; to improve

graduates' integrative thinking skills, so that they are able to employ skills, creativity, and

knowledge from multiple disciplines when making business decisions; to ensure that our

students are aware that business decisions have implications for a broad set of

stakeholders

SFU

FACULTY OF BUSINESS ADMINISTRATION

Memo

To: Wade Parkhouse, Dean of Graduate Studies

From: Colleen Collins, Associate Dean, Graduate Programs

Date: February 16 2011— revised May 23,2012

Re: MBA Program Calendar Changes

The SFU MBA Program would like to request the following minor course changes:

- Change the title of BUS 707 Ethical Decision Making to Business Ethics

Change the title of BUS 708 Finance to Financial Management

- Change the title of BUS 712 Cross-Cultural Management to Managing a

Globalized Workforce

- Change the credits for BUS 718 Business Strategyfrom 4 credits to 3 credits and

change the course description

- Delete Bus 701-2

- Remove the Comprehensive Exam componentfrom BUS 718 Business Strategy

The SFU MBAProgram would like to request the addition of the following new courses:

- BUS 719 Managing People

BUS 723 Introduction to Managerial Thought

BUS

724 Organizational Analysis

- BUS 725 Cross-Cultural Experience

BUS 726 Business Innovation and Creativity

BUS 729 Comprehensive Examination

• Change the program requirements to a minimum of 55 units (currently they must

complete 45 units).

• The following calendar changes:

From:

Program Requirements

.....

To:

Program Requirements

Students must maintain a minimum 3.0

grade point average (GPA) (B average) and

complete a minimum of 4§ 55 units of

complete a minimum of 55 units of

prescribed courses including a comprehensive

prescribed courses including a

examination as follows:

comprehensive examination as follows:

* RU^ 701 ° 9trntrnv

• BUS 702-3 Marketing Management

• BUS 703-3 Managerial Economics

• BUS 704-3 Leadership and Groups

• BUS 705-3 Financial/Managerial

•

BUS 705-3 Financial/Managerial

Accounting

• BUS 706-2 Data and Decisions

• BUS 707-2 Business Ethics

• BUS 707-2 Ethical Decision Making

• BUS 708-3 Financial Management

Business Ethics

• BUS 709-3 Managing Information

• BUS 708-3

Finance-Financial

• BUS 710-3 Managing Global

Management

Enterprises

• BUS 709-3 Managing Information

• BUS

711-3 Negotiation and Conflict

• BUS

710-3 Managing Global

Resolution

Enterprises

• BUS 712-2 Managing a Globalized

• BUS

711-3 Negotiation and Conflict

Workforce

Resolution

• BUS 714-3 Entrepreneurship

• BUS 712-2 Cross cultural Management

• BUS 715-3 Operations Management

Managing a Globalized Workforce

• BUS 716-3 Sustainability

• BUS 714-3 Entrepreneurship

• BUS 718-3 Business Strategy

• BUS 715-3 Operations Management

• BUS 719-3 Managing People

• BUS 716-3 Sustainability

• Bus 720-2 Special Topics in Business

• BUS 718 4 Strategio Management/

Administration

Comprehensive Examination

• Bus 721-3 Special Topics in Business

Business Strategy

Administration

• BUS 719-3 Managing People

• Bus 722-4 Special Topics in Business

• Bus 720-2 Special Topics in Business

Administration

Administration

• BUS 723-2 Introduction to Managerial

• Bus 721-3 Special Topics in Business

Thought

Administration

• BUS 724-2 Organizational Analysis

•

Bus 722-4 Special Topics in Business

• BUS 725-2 Cross Cultural

Administration

Experience

• BUS 723-2 Introduction to Managerial

• BUS 726-2 Business Innovation and

Thought

Creativity

• BUS 724-2 Organizational Analysis

• BUS 727-0 MBA Internship

• BUS 725-2 Cross Cultural Experience

• BUS 729-2 Comprehensive

• BUS 726-2 Business Innovation and

Examination

Creativity

• BUS 727-0 MBA Internship

• BUS 729-2 Comprehensive

Examination

Ifyou have any further questions or concerns, please let me know.

Sincerely,

Dr. Colleen Collins

Associate Dean Graduate Programs

Faculty of Business Administration

Simon Fraser University

778-782-5195

Proposal for Revised Beedie Full-Time MBA Program

Overall Summary

The first cohort in our Full-Time MBA program was admitted in the fall of 2007. In September

of 2010, and with the appointment of a new Academic Chair, it was an opportune time to review

the program's design. The new chair and his MBA committeereviewed feedback from students,

took into account the new mission of the Beedie School of Business, and compared the structure

of the program with numerous otherprominent programs. As a resultof that reviewprocess, we

are proposing a completely revamped program that includes multiple new courses, several course

changes, and a new approach to course delivery.

Background

We originally created our full-time MBA program in 2007. At the time, we perceived that an

opportunity existed to create a new, one-year full-time program targeted at students with no

academic background in business. The program has been successful, and we have just admitted

our fifth cohort this year.

We are now considering substantial changes in the program, largely in responseto two things.

First, in 2007 the business school had no well-conceived strategy and mission. Now, we have a

clear direction that includes an emphasis on innovation and sustainability. Second, we have had

an opportunity to receive feedback from many graduates of the program. They told us that (a)

there was slack time in their schedules, (b) that we should make several changes to our

curriculum, and (c) they wanted more opportunities to apply their new knowledge in an

integrative way. We have made a number of changes to the curriculum in order to address the

issues raised by the students, and to align the program with the school's mission.

New

Modular Structure

We are also changing how we deliver our courses. We are moving to a modular structure, where

instead of having four or five independent courses running at the same time, we will now have

either two or three courses taught in an integrated fashion with joint assignments or cases. Many

other MBA programs have moved to a modular approach, recognizing that it enables greater

coordination across instructors and helps students to integrate their knowledge. While we

recognize that changes in delivery do not require approval from Senate, we note this change here

in order to demonstrate that, taking into account the curriculum changes and the delivery changes,

what we are proposing is a very different MBA program.

Change in Credits

We recognize that this new program includes ten more credits than the old one, which in turn will

mean a higher level of tuition. We wish to be very clear, however, that these changes are made

for pedagogical reasons, and we explain those reasons in more detail below.

If the changes are

approved our new tuition would be approximately $33,423.50. That would still make our tuition

$7000 cheaper than the national average

of comparable MBA programs for domestic students,

and over $20,000 cheaper than the national average for international students (see Appendix 1).

Our closest competitor, the Sauder School of Business at UBC, charges $42,179 for Canadian

Students and $52,541 for International Students.

Next, we discuss the new courses we would like to add to the program. In each case, we explain

the rationale for adding that course. We then discuss a number of minor changes to course titles.

New Courses

BUS 723 Introduction to Managerial Thought

(2 credits) replacing

Strategy

(2 credits)

In order to provide students with an overview of the courses they take each semester, we have

created a course titled

Introduction to Managerial Thought.

It consists of a single day at the

beginning of each of the three semesters of the program. All instructors that semester teach an

integrative case from the perspective of their course. This introduces students to the content of

their courses, and provides an opportunity for them to see how the knowledge from their courses

might be integrated. This day also facilitates the transition to our new, integrated, modular

structure by providing another occasion for instructors to connect their courses.

The addition of this course would not change the number of credits in the program, as it replaces

a 2-credit Strategy course.

Course Description:

This unique course takes place over three days. One day takes place at the beginning of

the fall semester; the second at the beginning of the spring semester; the third at the

beginning of the summer semester. The purpose of eachday is to provide you with an

introduction to the courses you will take in each semester. During these days, each of the

upcoming semester'sinstructors will teach a case or analyze a businessfrom the

perspective of their course.

BUS 719 ManagingPeople

(3 credits)

When we interviewed our graduates, all of themfelt that the program sufferedbecause it did not

have a course on Managing People. Every other program researched had a course on this topic.

Our graduates felt they were lacking knowledge on how to help organizations to attract and retain

good employees.

Course Description:

Managing Peoplefocuses on organizational behaviour and human resources management,

withthe goal of understanding howorganizations can develop an engaged, committed,

motivated, and productive workforce.

3. BUS 724 Organizational Analysis

(2 credits)

Our graduates also told us that they would like us to do a better job providing them with

opportunities to employ skills, creativity, and knowledge from multiple disciplines when making

businessdecisions. In addition to changingour methodof delivering courses, we have added

opportunities for students develop and test their integrative thinking skills. We would like to

conclude the fall semester with a half course that is a business simulation. This will enable

students to apply all the concepts they have learned that semester in the context of a paper-and-

pencil simulation of a business.

Course Description:

This course is built around a unique experience. It is an intensive 2-14 day behavioural

simulation, during which groups of 20 students assumeleadership positions (e.g. CEO,

CFO, SVP). It provides an integratedexperience to conclude the semester.

BUS 726 Business Innovation and Creativity

(2 credits)

In our mission, the Beedie School emphasizes its thought leadership in the area of innovation.

We have many top-notch teachers and researchers who are experts in technologyand innovation

management, and our students wantto learn from these experts. Further, there is an increasing

demand from employers for students who are creative and innovative. We hope that creative

graduates will be able to come up with solutions to help business operate in ways that are

economically, socially, and environmentally sustainable. In order to align the content of the

program with our expertise and our mission, we would like to add a class on

Business Innovation

and Creativity.

Course Description:

Students are introduced to a method for dealing with difficult, complex, "wicked"

problems. Students learn to reframe problemsby deeply understandingtheir context and

the users who are affected by them, and to develop solution requirements based on this

deep understanding. Throughout the course, students observe their own and their

colleagues' problem solving approach and learn how they can become better problem

solvers.

5. BUS 725 Cross-Cultural Experience

(2 credits)

Another aspect of our new mission is cross-cultural management. In an increasingly globalized

business world, companies can only succeed if they have employees that are able to manage

individuals from different cultures. In order to provide our students with hands-on experience,

we would like to have a mandatory course where students will observe management practices in

another culture or cultures.

We presently run two kinds of optional cross-cultural experiences. First, we arrange an

international trip for students to travel to another country and observe differences in how

organizations there do business. Second, for international students whose visas will not permit

them to travel outside of Canada, and for those students who are interested in first nations issues,

we arrange a local trip where students visit a number of B.C. first nations and learn about their

cultures.

At the present time, these experiences are optional and have an additional cost; as a result, many

students choose not to go. We would like all

of our graduates to have these experiences, and

therefore would like to make this a mandatory course. The tuition fees for this course will go

towards the cost

of these cross-cultural experiences.

Course Description:

This course is designed to expose students to a new cultural and institutional setting in

ways that will not only educate them about this particular setting, but will also help them

gain a broader understanding of the complexities of working in a multicultural business

environment.

BUS 729 Comprehensive Examination

(2 credits)

The capstone examination for the course is a week long, computerized business simulation that

tests students' knowledge of all of the material in the program. This examination was previously

part of the Business 718 course in Business Strategy, but since it covered more topics than just

strategy, we would like to include it as a two-credit course. We are also reducing the Strategy

course from 4 credits to 3.

Course Description:

This course serves as a capstone experience and a comprehensive examination for the

MBA program. Students must obtain a passing grade in this course in order to complete

the program. Students will participate in a comprehensive simulation called CAPSIM.

CAPSIM is used in leading business schools around the world to help students enact, and

in turn be tested on, their knowledge of business.

Changes to Existing Courses

We will change the names of the following courses, but their content will not be changing.

BUS 707 EthicalDecision-Making,

BUS 707Business Ethics

This change will reflect the fact that ethics play a role not just in decision-making, but also in all

aspects of business.

BUS 708 Finance,

BUS 708 Financial Management

This change will reflect the course's emphasis on training managers how to manage the finances

of their business, in contrast to simplybeing aware of the detailsof finance in business.

BUS 712 Cross-Cultural Management,

BUS 712 Managing a Globalized Workforce

The change in course title should make it clear how this course relates to and complements the

Managing the Globalized Enterprise course. Managing a Global Workforce focuses largely on

the challenges of managing individuals and teams across cultures, and Managing the Globalized

Enterprise, as explained earlier, will focus on country-level issues.

d. Changing

BUS 718 Business Strategy

from 4 credits to 3 credits

Since we have removed the comprehensive exam component from this course, we are reducing its

credits from 4 to 3. The course description has beenchanged to reflect those changes.

Course Description:

A capstone course in strategy that integrates material learned in the program's more

micro-focused courses, this course focuses on the development and implementation of

organizational-level strategies.

Appendix 1

Master of Businc

tss

Administration (M

School

Beedie

Sauder

Rotman

Ivey

Schulich

Desautels

Ted Rogers

DeGroote

Laurier

Odette

John Molson

Haskayne

Average

Median

Max

Min

BA) :

•B

>: SFU W

Diff

IB/

University

ruition

Tuition Diff.

$/Course

$/Cour

IntI Tuition

IntI

$/Course Courses

SFU Current

SFU Proposed

UBC

27,000

33,424

42,179

6,424

15,179

$1,688

$1,592

$ 2,812

(96)

1,124

27,000

33,424

52,541

1,688

1,592

3,503

3,300

3,688

UofT

80,931

73,500

53,931

46,500

$ 2,698

1,010

1,375

99,001

88,500

Western

$ 3,063

York

Queens

50,000

69,000

23,000

42,000

$ 2,083

$ 3,450

395

1,762

60,000

75,000

2,500

3,750

Royal Roads

McGIII

37,190

69,500

15,427

33,105

23,328

17,275

15,106

24,500

27,720

39,949

33,264

80,931

15,106

10,190

42,500

$ 2,324

$ 4,088

636

2,400

(724)

(33)

(522)

(728)

(893)

(399)

(302)

(1,688)

313

(17)

2,400

(893)

55,800

69,500

21,619

58,677

29,100

37,000

42,704

47,000

56,034

53,306

54,171

99,001

21,619

3,488

4,088

1,351

2,934

1,455

2,056

2,248

2,474

2,802

2,682

2,651

4,088

1,351

Ryerson

McMaster

(11,573)

6,105

(3,672)

(9J25)

(11,894)

(2,500)

720

14,340

8,148

53,931

(11,894)

$ 964

$ 1,655

Wilfrid

Laurier

Windsor

Concordia

MBA

$ 1,166

$ 960

$ 795

Alberta

Calgary

$1,289

$ 1,386

2,001

$1,671

$ 4,088

$ 795

http://stadents.sftixa/calendar/business_admim

Page 1 of 3

Simon Fraser University

Master of Business Administration

Beedie School of Business

Simon Fraser University Calendar 2012 Spring

This master of business administration (MBA) program provides broad-based and rigorous business education to prepare

students for the global business world. The program is designed for individuals who are early in their career and have non

business undergraduate degrees.

Students who completed the graduate diploma in business administration (GDBA) at a suitable standard will qualify for

waivers of equivalent courses.

Admission Requirements

Entry is competitive. Meeting the minimum admission requirements does not guarantee acceptance. Applicants must have an

undergraduate degree with a minimum 3.0 cumulative grade point average (CGPA) (B average) or an undergraduate degree

and the graduate diploma in businessaAdministration (GDBA) with a minimum 3.0 cumulative grade point average (CGPA)

In addition, applicants will be assessed on the basis of their verbal and quantitative community experience, other

achievements, and letters of reference.

Students can apply online at htm://www.sfu.ca/dean-gradstudies/prosp students/application process/ and then submit the

following documentation.

• Simon Fraser University's online graduate studies applicaton for admission

• MBA program application essay

• official undergraduate transcripts mailed directly from the granting institution

• resume

• three confidential letters of reference mailed directly from the referees, preferaby from supervisors or former

professors

• graduate management admission test (GMAT) results

• applicants whose primary languageis not English, or whose previous educationwas conductedin another language,

must submit evidence of satisfactory completion of a standardized English test that is acceptable to the University (see

1.3.2 Admission to a Graduate Diploma Program). The minimum acceptable test scores are: TOEFL 88 with a

minimum of 20 in each category (Internet based exam); or TOEFL 570 and TWE 5 (paper based exam); or TOEFL

230 (computer based exam) and IELTS with a 7.0 overall band score.

• a recent passport-style photograph

• interview (shortlisted candidates only)

Applicants should also refer to the program website located at www.sfubusiness.ca/mba.

Program Requirements

Students must maintain a minimum 3.0 grade point average (GPA) (B average) and complete 45 units of prescribed courses

including either a final essay or comprehensive examination (BUS 718) as follows.

Course work follows three general themes: foundation (F), transformation (T) and exploration (E).

• BUS 701-2 Strategy F

http://students.sfijxa/calendar/business_administration/MBA.html 2/23/2012

http://students.sfu.ca/calendar/business administration/MBA.ht... Page 2 of 3 „

BUS

702-3

Marketing

ManagementF

BUS 703-3 Managerial Economics F

BUS 704-3 Leadership and Team Building T

BUS

705-3

Financial/Managerial

Accounting

BUS 706-2 Data and Decisions F

BUS 707-2 Ethical Decision Making T

BUS 708-3 Finance F

BUS 709-3 Managing Information F

BUS 710-3 Emerging Markets F

BUS 711-3 Negotiation and Conflict Resolution F

BUS

712-2

Cross-Cultural

ManagementT

BUS 714-3 New Ventures E

BUS 715-3 Operations Management1"

BUS 716-3 Sustainability T

BUS

718-4

Strategic

Management/Comprehensive

Examination

tt"

BUS 727-0 MBA Internship E*

and one of

# BUS 713-4 Essays E+

BUS

718-4

Strategic

Management/Comprehensive

Examination

foundation

Ttransformation

Exploration

*Students entering a PhDprogram following completion of therequired courses above maysubstitute a research assistantship

during their first or second term of the PhD program for BUS 727 MBA Internship.

+pre-session

course

Graduate diploma in business administration graduates may apply for course waivers for BUS 702, 703, 704, 705, 706,708.

A minimum 3.0 CGPA in that diploma program is required.

Courses from the other master of business administration programs or other programs may be used as substitutes for these

courses at the discretion of the academic chair.

All graduate students must satisfy the academic requirements that are specified in the graduate general regulations (residence,

course work, academic progress, supervision, research competence requirement, completion time, and degree completion), as

well as the specific requirements for the program in which they are enrolled, as shown above.

Academic Requirements within the Graduate General Regulations

All graduate students must satisfy the academic requirements that are specified in the Graduate General Regulations

(residence, course work, academic progress, supervision, research competence requirement, completion time, and degree

http://students.sfii.ca/calendar/business^atoinistration/MBA.html 2/23/2012

EMO

ean of

raduaic Studies

laggie Benston

udent Services Centre

100

urnaby BC VsA iSr.

anada

\:!."m; A!>hk j.ns

588 University Drive

urnaby BC VsA iSr.

anada

TO:

Senate

S.12-38

TEL

•v -

FROM Wade

Parkhouse,

Dean. Graduate Studies ^T* C"^._Ui

RE Beedie School of Business

[GS2012.07

CC Colleen Collins

...

DATE January 17. 2012

f-ej£s> &/.<»• rf-r-i

For

information

Acting under delegated authority at its meeting of 16 January 2012. the SGSC

approved the following curriculum revisions:

Effective Date is September 2012

Beedie School of Business

a. Master Program Business Administration (MBA)

i) Change to title: BUS 704-3 Leadership and Groups

ii) Change to

title: BUS 710-3 Managing Global Enterprises

iii) Change to

title: BUS 714-3 Entrepreneurship

iv) Change to title: BUS 718-4 Business Strategy

b. Master Program Business Administration (MOT MBA)

Change to number: BUS 757-2 Negotiations

(GS2012.07;

Senators wishing to consult a more detailed report of curriculum revisions

may do so by going to Docushare:

https://docushare.sfu.ca/dsvveb/View/Collection-12682

If you are unable to access the information, please call 778-782-3168 or email

shellev uairfflsf'u.ca.

>*•

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

PROPOSED COURSE

Program (eg. ECON] BUS

Course Title (max 80 characters)

Managing People

Number (eg. 810) 719

Short Title (appears on transcripts, max 25 characters)

Managing People

Units (eg. A) 3

Course Description for SFU Calendar • see attached document

Learning outcomes identified

Develops an understanding of issues in the management of people and work as well as the design and functioning of

organizations.

The field of organization theory and management currently includes a number of different conceptual

perspectives. Focuses on four major views (frames) that comprehend much of the existing theory and research on

organizations.

Available Course Components: • Lecture • Seminar D Laboratory • Practicum • Online D

Grading Basis

E Graded

D Satisfactory/Unsatisfactory • In Progress/Complete

Prerequisites (ifany) •

see attached document

• This proposed course is combined with an undergrad course: Course number and units:

Additional course requirements for graduate students • See attached document (if this space is insufficient)

Campus at which course will be offered (check all that apply) O Burnaby •Vancouver

• Surrey • GNW E Vancouver - Segai

Estimated enrolment

Date of initial offering

Fall 2012

Course delivery (eg. 3 hrs/week for 13weeks)

6 hrs/week for 6 weeks

Justification • See attached document

Program did not have a component on managing people. Feedback from students and community

recommend its inclusion.

H» RESOURCES

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on the source(s) of those additional resources.

Faculty memberlsl who will normally teach this course B information about their competency to teach the course is appended

Carolyn Egri

Number of additional faculty members required in order to offer this course

Additional space required in order to offer this course D see attached document

Additional specialized equipment required in order to offer this course Dsee attached document

Additional Library resources required (append details) D Annually $_

L-T

D One-time $_

PROPOSED

COURSE from

first

page

Program (eg. ECON) BUS

Course title (max 80 characters!

Managing People

Numberleg. BID) 719

Units(eg. 4) 3

mam

approval signatures

When a department proposes a new course it must first be sent to the chairs ofeach faculty graduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with bysigning the appropriate space or viaa separate memo or e-mail (attached to this forml.

The new course proposal must also be sent to the Libraryfor a report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval by the department, home faculty and

Senate Graduate Studies Committee.

Other Faculties

The signature(s) below indicate that the Dean(s) or designate of other Faculties affected by the proposed new course

support(s) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

Departmental Approval

(non-departmentalized faculties need not sign!

Department Graduate Program Committee

Signature^**^

s^^* /rp

Date

Department Chair

Signature

Date

Faculty Approval

Facultyapproval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Library funds and any

other necessary resources.

Faculty Graduate Program Committee

Senate Graduate Studies Committee Approval

SGSCapproval indicates that the Library report has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Senate Graduate Studies Committee

>NA^u&^

SiqnatureT

Date

h^zaI

cz_

warn

CONTACT

Uponapproval of the course, the Dean of Graduate Studies office will consutt with the department or school regarding

other course attributes that may be required to enable the proper entry ofthe new course in the student record system.

Department / School / Program

Contact name

Contact email

(<o

SFU

BEEDIE SCHOOL Of BUSINESS

Beedie Full-Time MBA

BUS 719 Managing People

Fall 2012

Instructor:

Professor Carolyn Egri

Office

TBA

Telephone

778-782-3456

egri(a)sfu.ca

Required Texts:

Bolman, L.G., & Deal, T.E. (2008).

Refraining Organizations: Artistry, Choice, and Leadership (4

edition).

San Francisco, CA: Jossey-Bass. [ISBN: 978-0-7879-8798-5]

Supplemental Cases and Readings Package.

Course Overview and Objectives:

The purpose of this course is to develop an understanding of issues in the management of people and work

as well as the design and functioning of organizations. The field of organization theory and management

currently includes a number

of different conceptual perspectives. In this course, we will focus on four major

views

{frames)

that comprehend much of the existing theory and research on organizations.

1. A

structural

frame, which emphasizes goals, roles, formal relationships, and the rational side of

organizations.

2. A

human resource

frame, which emphasizes needs, attitudes, skills, and the human side of organizations.

Apolitical

frame, which examines power, conflict, and coalitions among those who have vested interests

to protect and who want to advance within a context

of scarce resources.

4. A

symbolic

frame, which explores how organizations create meaning and belief through symbols, myths,

rituals, and ceremonies.

We will begin by viewing organizations through each of the four frames separately. Once we

understand and know how to use each frame in its own terms, we will turn to the more challenging objective

of integrating the frames and considering how to use all four frames simultaneously for leadership

effectiveness and organizational change.

A variety of learning methods will be utilized to encourage both an intellectual understanding and a

personal sense of the subject matter. Brief lectures will be complemented by experiential learning

techniques (e.g., case analyses, role plays, discussion groups, exercises, videos) to facilitate understanding

of course concepts and their application to organizational situations.

Assignments and Grading

Individual Case Analyses (2@ 15%)

30%

SFU

D EED I F. SCHOOL OF BUSINESS

Team Report

Personal Case Study

Class Contribution

25%

30%

15%

(Sr

CUR1CULUM VITAE

CAROLYN PATRICIA EGRI

Beedie School of Business

Telephone: (778)782-3456

Simon Fraser University

FAX:

(778)782-4920

8888 University Drive

email:

egri@sfu.ca

Burnaby, B.C. V5A 1S6

15 August 2011

EDUCATION

University of Britisb Columbia, Faculty of Commerce and Busmess Administration

1994 PhD. (Organizational Behaviour)

1983 M.Sc. (Business Administration - Human Resource Management).

1975 Bachelor

of Commerce (Organizational Behaviour/Industrial Relations—Honours)

EMPLOYMENT AND ACADEMIC APPOINTMENTS

Simon Fraser University, Beedie School of Business,

Burnaby, B.C.

2005-present Professor

1999-2005

Associate Professor

1994-1999

Assistant Professor

1992-1994

Lecturer

2003-2006

Faculty, Sustainable Enterprise Academy.

York University Schulich School of Business—Simon Fraser University.

1998-2002

Instructor, Foundation Program in Management for Women,

Faculty of Continuing Studies

Xi'an Jiaotong University,

Xi'an,China

2005-present. Visiting Professor of Management

Macquarie University,

Sydney, Australia

2010 (Oct/Nov) Visiting Scholar, Faculty of Business and Economics

Hong Kong Polytechnic University,

Hong Kong, China

2007 (Feb)

Visiting Fellow (Management Strategy), Faculty of Business Administration

Helsinki School of Economics Executive Education,

Singapore

2002

Visiting Professor, Executive MBA Program

2002,2004

Instructor, Nokia Focus Program (Singapore; Beijing, China)

The International Finance Corporation (World Bank Group), Washington, DC

2003-2004

Faculty, "Building Better Business" IFC Sustainability Learning Program

Training Resources for the Environmental Community,

Vashon, WA, U.S.A.

2002-2004.

Instructor, "Leadership Development Program".

i<?

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

mam-

proposed course

Program (eg. ECON) g(J5

Number (eg. 810) 723

Units (eg. 4] 2

Course Title (max 80 characters)

Introduction to Managerial Thought

Short Title (appears en transcripts, max 25 characters)

Introduction to Managerial Thought

Course Description for SFU Calendar • see attached document • Learning outcomes identified

Provides students with an integrated introduction to the courses they will take in each semester.

Semester's instructors teach a case or analyze a business from the perspective of their course

AvailableCourse Components: • Lecture 0 Seminar D Laboratory

• Practicum • Online D

Grading Basis J? Graded • Satisfactory/Unsatisfactory • InProgress/Complete

Prerequisites lifany) D see attached document

D This proposed course is combined with an undergrad course: Course number and units:

Additional course requirements for graduate students • See attached document [ifthis space is insufficient)

Campus at whichcourse will be offered [check all that apply) O Burnaby • Vancouver • Surrey • GNW

Vancouver - sKQai

Estimated enrolment

Date of initial offering

Summer 2012

Course delivery (eg. 3 hrs/week for 13 weeks)

6 hrs each of 3 semesters

Justification • See attached document

Integrates courses offered each term. Students enroll only in final term.

mam

resources

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on

the sourcels) of those additional resources.

Facultymember(s) who will normally teach this course

EJ information about their competency to teach the course is appended

David Hannah

Number of additional faculty members required in order to offer this course

Additional space required in order to offer this course O see attached document

Additional specialized equipment required in order to offer this course Dsee attached document

Additional Library resources required (append details) D Annually $.2

D One-time $^

•zo

PROPOSED COURSE

from first

page

Program leg. ECONl

BUS

Course title (max 80 characters)

Introduction to Managerial Thought

Number leg. 810) 723

Units leg. 4) 2

W^m

APPROVAL SIGNATURES

When a department proposes a new course it must first be sent to the chairs of each faculty graduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with bysigning the appropriate space or via a separate memo or e-mail (attached to this formI.

The new course proposal must also be sent to the Library for a report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval by the department, home faculty and

Senate Graduate Studies Committee.

Other Faculties

The signature(s) below indicate that the Dean(s) or designate of other Faculties affected bythe proposed new course

supportls) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

Departmental Approval (non-departmentalized faculties need not sign)

Department Graduate Program Committee

Signature

Date

Department Chair

Signature

Date

Faculty Approval

Faculty approval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Libraryfunds and any other necessary resources.

Faculty Graduate Program Committee

Date,

%V2^

Senate Graduate Studies Committee Approval

SGSCapproval indicates that the Library report has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Senate Graduate Studies Committee

Signature

Date

Afi^2^/(<1

H» CONTACT

Upon approval of the course, the Dean of Graduate Studies officewill consult with the department or school regarding

other course attributes that may be required to enable the proper entry of the new course inthe student record system.

Department / School / Program

Contact name

Contact email

(\KCC rcu2 C&> C<ti<

•rr^.

Revised Justification for Business 723: Introduction to Managerial Thought

credits)

April 2012

This course, titled

Introduction to Managerial Thought,

is organized and taught by a single

instructor, usually the Academic Chair of the MBA Program. It will involve considerable

preparation time because the course instructor must convene meetings with all of the instructors

who are teaching in each semester. S/he must coordinate the course's instruction and evaluation,

must choose cases for each of the three days of instruction, organize visits from managers from

local industry to at least two of the sessions.

This course is designed to introduce students to the content of the courses they take each semester,

and to help teach students howto integrate the material from those courses. It consists of

approximately 20 hours of instruction, consisting of a full day at the beginning of each of the

three semesters of the program. All instructors who are teaching that semester will teach an

integrative case from the perspective of their course. This day also facilitates the transition to our

new, integrated, modular structure by providing another occasion for instructors to connect their

courses.

The evaluation for the course will take place in the third day, when the students will engage in a

case competition organized and coordinated by the course instructor. Students will be introduced

to the content of that semester's courses, andthey are expected to work in teams to apply those

ideas in a case analysis. Students' grades will depend on the quality of their presentations relative

to other teams, and will follow the usual grading norms for graduate programs.

Course Description:

This unique course takes place over three days. One day takes place at the beginning of

the fall semester, with the second at the beginning of the spring semester and the third at

the beginning of the summer semester. The purpose of each day is to provide you with

an introduction to the courses you will take in each semester. During these days, each of

the upcoming semester's instructors will teach a case or analyze a business from the

perspective of their course.

-2-2-

2*r

SFU

BEEDIE SCHOOL OF BUSINESS

Beedie Full-Time MBA

BUS 723 Introduction to Managerial Thought

Fall 2012

Instructor:

David Hannah

dhannah@sfu.ca

Introduction & Course Objectives

This unique course takes place over three days. One day takes placeat the beginning of the fall semester;

the second at the beginning of the spring semester; the third at the beginning of the summer semester.

The purpose of each day is to provide you with an introduction to the courses you

will take in each

semester. During these days, each of the upcoming semester's instructors will teach a case or analyze a

business from the perspective of their course.

Attendance at these days is mandatory. Iffor any reason you are unable to attend one of the days, you

must write a paper, minimum 12 pages in length, that serves the same purpose of the day: introducing and

applying material from every course to a case or organization. That paper must be submitted before

classes begin in that semester. If papers are submitted late, that will influence students' grades in the

course.

Evaluation

Provided that students attend and participate in all three case days, grades will be determined by teams'

performance in a case competition on the third instructional day, the one that takes place immediately

before the summer semester. Inthat presentation, your team will be asked to analyze a case and present

recommendations to the course instructors. The instructors

will rank the presentations, and grades will

be determined by teams' rankings. All members of a team will receive the same grade. Presentations will

be graded based on the following criteria:

•

Use of course concepts:

how accurately and extensively did you utilize concepts learned in the

class?

•

Thoroughness:

have you covered all the important issues,and been clear about why you have

chosen to focus on some issues and not on others?

•

Engagingness:

was the presentation engaging? Was the audience entertained?

Curriculum Vitae

David R. Hannah

Associate Professor, Faculty of Business Administration

Simon Fraser University, Burnaby, British Columbia, Canada

Education

2000 Ph.D.

Organization Science, University of Texas at Austin. Advisor Janice Beyer.

1992 B.Comm.

Industrial Relations Management, University

of British Columbia. (With honors).

Employment History

^Sept 2010 - Present Academic Chair, MBA Program, Faculty of Business Administration, SFU.

Sept 2008 - Present Simon Fraser University, Associate Professor, Management and Organization

Studies.

Feb 2009

University of York, Distinguished Visiting Fellow, York Management School.

Aug 2001 - Aug 2008 Simon Fraser University, Assistant Professor, Management and Organization

Studies.

Sept 2000 - July 2001 Texas A&M University, Visiting Assistant Professor, Management

Aug 1993 - Jul 1995 Fletcher's Fine Foods,Vancouver, B.C, Personnel Manager.

Awards and

Honors

2008

Ascendant Scholar, Western Academy of Management.

Research Awards

2006

Annual Excellence in Research Award, SFU Faculty of Business Administration.

2002

Finalist for Best Paper from a Dissertation, Technologyand Innovation

Management Division, Academy of Management.

2000

Best Paper, Western Academy of Management Conference.

Teaching Awards

2010,2008,2007, SFU Faculty of Business Administration Teaching Honor Roll

2005,2003

2005

TD-Canada Trust Distinguished Teaching Award

££

SIMON FRASLR UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

PROPOSED COURSE

Program (eg. ECON) BUS

Course Title Imax 80 characters!

Organizational Analysis

Number [eg. 810) 724

Short Title [appears on transcripts, max 25 characters)

Organizational Analysis

Units leg. 4) 2

Course Description for SFU Calendar

• see attached document • Learning outcomes identified

A behavioral simulation during which students assume the leadership positions of a diversified

multinational corporation. Gives students an opportunity to apply and integrate the knowledge

acquired with a heavy emphasis on giving and receiving effective feedback.

Available Course Components: 0 Lecture • Seminar • Laboratory • Practicum • Online D

Grading Basis El Graded • Satisfactory/Unsatisfactory • In Progress/Complete

Prerequisites (if any) • see attached document

D This proposed course is combined with an undergrad course: Course number and units:

Additional course requirements for graduate students • See attached document [if this space is insufficient)

Provides experiential learning opportunity in organization analysis, which is a component of most

MBA programs.

Campus at which course will be offered (check all that apply) D Burnaby D Vancouver D Surrey • GNW B Vancowor-Se3al

Estimated enrolment

Date of initial offering

Fall 2012

Justification D See attached document

Course delivery (eg. 3 hrs/week for 13 weeks)

3 hrs/week 6 weeks

warn

resources

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on the source(s) of those additional resources.

Faculty member(s) who will normally teach this course ED information about their competency tc teach the course is appended

Tom Lawrence and Andrew von Nordenflycht

Number of additional faculty members required in order to offer this course

Additional space required in order to offer this course • see attached document

Additional specialized equipment required in order to offer this course Dsee attached document

Additional Library resources required lappend details)

P Annually $_

• One-time $.

PROPOSED COURSE

from first page

Program leg. ECON) BUS

Course title (max 60 characters)

Organizational Analysis

Number leg. 810) 724

Units(eg.4) 2

mam

approval signatures

When a department proposes a new course it must first be sent to the chairs of each faculty graduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with bysigningthe appropriate space or via a separate memo or e-mail (attached to this form).

The new course proposal must also be sent to the Library for a report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval bythe department, home faculty and

Senate Graduate Studies Committee.

Other Faculties

The signaturels) below indicate that the Dean(s) or designate of other Faculties affected bythe proposed new course

supportls) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

Departmental Approval

(non-departmentalized faculties need not sign]

Department Graduate Program Committee

Signature

Date

Department Chair

Signature

Date

Faculty Approval

Faculty approval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Library funds and any other necessary resources.

Faculty Graduate Program Committee

Senate Graduate Studies Committee Approval

SGSC approval indicates that the Libraryreport has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Date

Senate Graduate Studies Committee

C-CY^n, \^

VxC±jl^j? .

Date

/WZ4 /l7-

warn

CONTACT

Upon approval of the course, the Dean of Graduate Studies office willconsult with the department or school regarding

other course attributes that may be required to enable the proper entry of the new course in the student record system.

Department / School / Program

Contact name

Hubs* KcCrac

Contact email

raceme &*fu.ca.

SFU

BEEDIE SCHOOL OF BUSINESS

Beedie Full-Time MBA

BUS 724 Organizational Analysis

Fall 2012

Instructor:

Professor Tom Lawrence, Professor Andrew von Nordenflycht

Office

TBA

Telephone

TBA

torn lawrence@sfu.ca. vonetc@sfii.ca

COURSE OVERVIEW AND OBJECTIVES

Middle and Senior Managers are increasingly responsible for rapidly managing and resolving competing

claims for the organization's limited resources (financial and human). Doing so requires advanced

capabilities at managing "cross-functionally" and between business units. The sophisticated interpersonal

and action skills required to translate one'stechnical knowledge into effective actions are therefore critical.

Equally important

are the "systems" managers must design, maintain, and update in order to facilitate the

implementation of the firm's strategy.

This course is builtaround a unique experience - an intensive 2 1/2 day behavioral (not computer)

simulation, during which groups of 20 students assume the leadership positions (e.g., CEO, CFO, EVP,

SVP, VP, etc.) of a diversified multinational corporation. Based on the behavioral simulation, which

serves as the students'common experience, this course is intended to give you an opportunity to apply

and integrate the knowledge you have acquired this semester. This course places a heavy emphasis on

effective feedback giving and receiving.

STUDENT EVALUATION

Group Simulation Analysis

75%

Class Participation

25%

Since this is a simulation-based course on an intensive schedule, attendance is mandatory at all five

scheduled sessions for which you have signed up. Failure to attend a single session will result in a zero

for the course. Ifyou cannot attend all sessions forwhich you have signed up, you will have to retake the

course next year.

Group Simulation Analysis (75 percent of course mark)

You will write an analysis of the simulation experience in a group covering two to three roles from the

simulation. Your group is a function of the role you choose to play in the simulation, as the group

composition is pre-defined by the roles in the simulation. This analysis should include answers to the

following:

1. How effective was the company in both simulation runs? Compare and contrast across

weekends. What worked better in one run than the other? Why? What led to any differences?

2. How effective were each of your group members (your analysis group, not your simulation

weekend group) in their particular roles? Compare and contrast across weekends. Why? What

led to any differences?

2-7

SFU

BEEDIE SCHOOL OF BUSINESS

3. How personally successful were each of your group members (your analysis group)? How did the

members of your group that had the same roles in the different runs of the simulation compare

and contrast? What led to those similarities and differences?

4. What did you learn through this experience (both the simulation and comparing across the

different runs)?

You should not consult with other analysis groups as you prepare the behavioral simulation analysis. The

analysis should not exceed 10 double-spaced typewritten pages using 12-point font. The limit does not

include appendices, which you are free to use to provide charts, figures, or other background material not

necessary in the main body of your analysis. However, appendices which are not directly referenced in

the main text will not be read.

Your analysis will be evaluated equally on the following criteria:

Specificity

cf analysis - hcweffectiveyou areat bring'ngin specific ©carplesfrem eati

weekend to illustrate points made in volt analysis.

• Analysis cf effectiveness - analyzing effectiveness at ccrrpany, rde and personal levels.

Contrast analysis - analyzing the irrieriying reasons behind dfferent outocrres in the two

weekends,

• Leaning insic/t-hcwinsightfJ is ycu-smrrarycf your leaning frcm

analysis

• Qjalitycf written analysis- cverail writingflew and presentaticn

Class Participation (25 percent of course mark)

Since this is a simulation based course on an intensive schedule, attendance is mandatory at allfive

scheduled sessions for which you have signed up. Failure to attend a single session will result in a zero

for the course. Ifyou can not attend all sessions for which you have signed up, itwould be best to take

this course another semester. Your class participation mark will be calculated based upon attendance at

the three simulation days and participation in the post-simulation discussions.

Policy

Regarding Re-reads of All Graded Coursework

In the event that you feel something was missed in the grading of your work (be it mathematical error or

other), please write a brief summary of what you feel needs further attention and submit this re-read request

with yourmarked work. If you request a re-read, it will be read from scratch and yourgrade may go up or

down. Each grade component is considered final one week after given to the class and will no longer be

open for re-reading or discussion. We do not accept personal lobbying efforts on behalf of grades other

than in writing. We are happy to discuss your work with you for educational purposes, but keep in mind

that once we discuss the workthe grade is considered final ifyou have not already had the work re- read.

^ IS

SFU

BEEDIE SCHOOL OF BUSINESS

COURSE SCHEDULE

DATE

Introduction to the Course

SIMULATION

Day 1

5:00 pm to 8:00 pm in Segal XXXX (Dress in business attire)

Role

selection, initial briefing, press conference about vision and strategy

Day 2

9:00 am to 4:00 pm in Segal XXXX (Dress in business attire)

Corporate meetings and preparation for Board of Directors

4:00 pm to 6:00 pm in Segal XXXX (Dress in business attire)

Presentation to Board of Directors

Day 3

9:30 am to 3:30 pm in Segal XXXX (Casual attire)

Debrief and feedback session

Assignment due date: Group Simulation Analysis Paper due by XX:XX on 12/XX.

¥T

SFU

BEEDIE SCHOOL OF BUSINESS

COURSE CONTRACT

I recognize the commitment required on my part to create a positive learning environment for both my

classmates and me. This commitment entails a significant amount of effort including, but not limited to,

the following:

1) I promise to

assume my role during the simulation weekend and not "break character." I

recognize that staying in role improves the simulation experience for all of my classmates.

2) I promise not to communicate with classmates in other runs of the simulation about any aspect of

the simulation until the debriefs. I recognize that such communication would jeopardize the

simulation experience for my classmates.

3) I promise not to tell people outside of the course about the details of the simulation, so as to avoid

ruining the simulation experience for students who may take the course in the future.

4) I recognize

that I will be required to block offand attend an entire three day weekend (Friday

evening through Sunday afternoon) for the simulation exercise and that no portion of that

weekend'sactivities can be missed without damaging the experience for my classmates.

5) I recognize that attendance at all five sessions (including the three day weekend) is mandatory

and that I will receive a zero for the course ifImiss any ofthe sessions.

6) I have read the complete syllabus and understand the deadlines and requirements for the course.

Student's Printed Name

Student'sSignature

Date

Thomas B. Lawrence

3243 West 2nd Avenue, Vancouver, British Columbia, Canada V6K 1K9

Cell:

778-859-8362

E-mail:

tom_lawrence@sfu.ca

Education

Ph.D. in Organizational Analysis.

University of Alberta, July 1993.

Dissertation:

Institutional

Entrepreneurs

EmergingIndustries.

Bachelor

of Commerce

(with Distinction). University of Alberta, 1986. Major: Finance.

Major Research Interests

• Social innovation

• Inter-organizational collaboration

• Institutional work

• Language and culture in organizations

• Power and politics in organizations

• Organizational sensemaking

Academic Awards and Honors

2010

2010 Greif Research Impact Award,

awarded by the Greif Center for

Entrepreneurial Studies at the University of Southern California to the

entrepreneurship paper that appeared in a top-tier management or

entrepreneurship journal six years ago and received the highest number of

citations in the five years following publication. (For: Maguire, S., Hardy, C,

&. Lawrence, T. B. 2004. Institutional entrepreneurship in emerging fields:

HIV/AIDS treatment advocacy in Canada.

Academy of Management Journal,

47(5): 657-679.)

Featured Article for Invited Dialogue, Journal of Management Inquiry.

Based on the scholarly impact of a recent article and book, my co-authors and I

were invited to write an essay (Lawrence, T. B., Suddaby, R. & Leca, B. In

press. "Institutional work - Refocusing institutional studies of organization") to

which 6 sets of authors were invited to respond.

Showcase Symposium,

Annual Meeting of the Academy of Management. (For:

Maitlis, S. & Lawrence, T. B. 2010. The wellspnng of opportunity: Conversation

as the source of positive organizational change.)

2009

Gianni Montezemolo Visiting Professor in Strategy & Marketing,

Judge

Business School, Cambridge University.

Visiting Fellow,

Clare Hall, Cambridge University.

Thomas B. Lawrence

1997

Showcase Symposium,

Annual Meetingof the Academy of Management. (For:

Cropper, S., Gray, B., Hardy, C, Lawrence, T. B. Palmer, I., & Phillips, N.

"New perspectives on interorganizational collaboration: Integrating international

experience").

1993

Inaugural Recipient,

Chulalongkorn-University of Victoria, Professorial

Exchange Program.

1992

Graduate Student Teaching Award,

University of Alberta.

Business Ph.D. Award,

Faculty of Business, University of Alberta.

1990

Sage Publications

Best Doctoral Paper,

Research Methods Division, Annual

Meeting of the Academy of Management.

Doctoral Research Grant,

Center for International Business Studies, University

of Alberta.

Walter H. Johns Fellowship,

Faculty of Business, University of Alberta.

Doctoral Fellowship,

Social Sciences and Humanities Research Council.

1987

National Doctoral Fellowship,

Association of American Collegiate Schools of

Business.

Academic Positions Held

2011 -

W. J. VanDusen Professor of Management,

Professor of Management and Organization Studies,

Beedie School of Business, Simon Fraser University

2006 -

Director, CMA Centre for Strategic Change and Performance

^yS

Measurement,

Beedie School of Business, Simon Fraser University

2002 - 2011

Weyerhaeuser Professor of Change Management,

Associate Professor of Management and Organization Studies,

Faculty of Business Administration, Simon Fraser University

1992 - 2002

Associate Professor,

Faculty of Business, University of Victoria (since 1998)

Assistant Professor,

Faculty of Business, University of Victoria (1992-1998)

Fall, 2000

Visiting Associate Professor,

University of British Columbia

1999,2000

Visiting Associate Professor,

Royal Roads University

Fall, 1993

Visiting Professor,

Chulalongkorn University, Bangkok, Thailand

32-

ANDREW von NORDENFLYCHT

Beedie School of Business, Simon Fraser University

500 Granville Street | Vancouver, BC V6C 1W61 Canada

778-782-2236 | vonetcffisfu.ca Jhttp://www.bccdic.sfu.ca/profiles/AndrewvonNordcriflvcht

RESEARCH INTERESTS

Disciplines:

Strategy; Organizational Economics & Organization Theory; Business History

Topics:

Governance in Human Capital-intensive Firms; Professional Services; Airlines.

Education

Massachusetts Institute of Technology,

Sloan School

of Management

Ph.D. in Management, June 2004

Committee: Tom Kochan, Bob Gibbons, Rebecca Henderson, Simon Johnson

Thesis:

Governing the Human Capitalists: Ownership & Authority in Advertising and Airlines

Stanford University

B.A. in History (with Distinction), Phi Beta Kappa, June 1991

Academic Positions

Simon Fraser University,

Faculty of Business

Administration

Vancouver,

Associate Professor, September 2010

British Columbia

Assistant Professor, August 2004—August 2010

University of Washington,

Management & Organization Dept

Seattle, WA

Visiting Scholar, September 2010—July

2011

The Wharton School, University of Pennsylvania,

Management Dept,

Philadelphia, PA

Visiting Assistant Professor, September 2005—December 2005

Refereed Journal Articles

von Nordenflycht, A. 2011. "Let's Get Testing: Making Progress on Understanding Professional

Service Firms,"

Academy of Management Review,

36(1): 180-187.

von Nordenflycht, A. 2010. "Firm Size and Industry Structure under Human Capital Intensity:

Insights from the Evolution of the Global Advertising Industry,"

Organization Science,

22: 141-

157.

von Nordenflycht, A. 2010. "What is a Professional Service Firm? Towards a Theory and Taxonomy

of Knowledge Intensive Firms,"

Academy of Management Review,

35(1) Jan: 155-174.

von Nordenflycht, A. 2007. "Is Public Ownership Bad for Professional Service Firms? Ad Agency

Ownership, Performance and Creativity,"

Academy of Management Journal,

50(2): 429-445.

"33

SFU

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

amm

proposed course

Program (eg. ECON] BUS

Course Title (max 80 characters)

Cross Cultural Experience

Number leg. 810) 725

Short Title (appears on transcripts, max 25 characters)

Cross Cultural Experience

Units [eg.

A) 2

Course Description for SFU Calendar • see attached document D Learning outcomes identified

Designed to expose students to a new cultural and institutional setting in ways that will nol only educate them about this particular

setting but willalso

help them gain a broader understanding of the complexities of working in a multi-cultural business environment.

Available Course Components:

D Lecture • Seminar

D Laboratory • Practicum

• Online ia F-eidsiudy

Grading Basis

• Graded • Satisfactory/Unsatisfactory • In Progress/Complete

Prerequisites |if any) •

see attached document

• This proposed course is combined with an undergrad course: Course number and units:

Additional course requirements for graduate students D See attached document (ifthis space is insufficient)

Campus at which course will be offered (check all that apply) D Burnaby D Vancouver • Surrey D GNW E

Estimated enrolment

Date of initial offering

Spring 2013

Course delivery (eg. 3 hrs/week for 13 weeks)

10 days off campus

Justification • See attached document

Provides for a required cross-cultural component through either a local or international field school

experience.

mam

resources

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on the source(s) of those additional resources.

Facultymember(s) who will normally teach this course 0 information about their competency to teach the course is appended

Mila Lazarova

Number of additional faculty members required in order to offer this course

Additional

space required in order to offer this course O see attached document

Additional specialized equipment required in order to offer this course Dsee attached document

Additional Library resources required (append details)

• Annually$.

• One-time $.

PROPOSED COURSE

from first page

Program (eg. ECON)

BUS

Course title (max 80 characters)

Cross Cultural Experience

Number leg. 810) 725

Units (eg. 4] 2

mam

approval signatures

When a department proposes a new course it must first be sent to the chairs of each facultygraduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with

by signing the appropriate space or viaa separate memo or e-mail (attached to this form).

The new course proposal must also be sent to the Libraryfora report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval by the department, home faculty and

Senate Graduate Studies Committee.

Other Faculties

The signature(s) below indicate that the Dean(s) or designate of other Faculties affected by the proposed new course

support(s) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

DepartmentalApproval

(non-departmentalized faculties need not sign]

Department Graduate Program Committee

Signature

Date

Department Chair

Signature

Date

Faculty Approval

Facultyapproval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Library funds and any other necessary resources.

Faculty Graduate Program Committee

Senate Graduate Studies Committee Approval

SGSC approval indicates that the Library report has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Senate Graduate Studies Committee

Signature

Date

<P&J fa/i*^-

Date

ft ^ Z4 /(

••» CONTACT

Upon approval of the course, the Dean of Graduate Studies office will consult with the department or school regarding

other

course attributes that may be required to enable the proper entry of the new course in the student record system.

Department / School / Program

Contact name

Hilissa HcOae

Contact email

35-

Revised Justification for Business 725: Cross Cultural Experience

credits')

April 2012

Cross-cultural management is an important focus of research and teaching at the Beedie School of

Business. In an increasingly globalized business world, companies can only succeed if they have

managers and employees that are able to manage individuals from different cultures. Presently,

we have an optional cross-cultural trip in our Full-Time MBA program. This trip allows students

to learn about cross-cultural management in an immersive, experiential way by traveling to a

different culture and meeting with businesses and managers there.

Since the trip is optional, many students choose not to go. Overthe five years of the program,

only 71 out of 277 students have gone on our international trips. This year, out of a class of 52,

seven

are traveling to Chile and Argentina and five are traveling to the west coast of Vancouver

Island to learn about aboriginal business in first nations communities.

The students who have gone unanimously

agree that the trips were great learning experiences.

Forexample, they

report that the "culture shock" they experience on the trip helps them

understand the difficulties faced by people who must work outside their home countries.

Students also reportthat they have developed closer connectionsto their travelingclassmates,

something that they value a great deal. Most cite their trip as their best learning experience in the

program. Further, many of the studentswho did not go have subsequently told us they wish they

had gone on the trip. Ultimately, our students

are worse off for not having gone on a cross-

cultural trip, and that is why we would like to make this a mandatorycourse.

In doing so, we would be the

fourth majorCanadian full-time MBA program that we know of to

have a mandatory trip, along with McGill, Ryerson, and Saskatchewan. Nine other Canadian

MBA programs have optional trips. Sixteen do not have trips, which we feel reflects poorly on

their programs. Mandatory trips are more common in the U.S.: out

of 22 U.S. programswe

researched, ten have mandatory trips and five have optional ones. The trend in both countries is

towards more trips and more mandatory trips.

We have looked into multiple ways

of funding the cross-cultural experience. The present

optional model does not work because so many students choose not to go. We looked into a field

school model, but at present there is no mandatory field school at SFU, so there is no precedent

for us to follow. We therefore prefer to have this as a required course. We will continue to offer

students the option

of choosing an international trip and a local, first-nations based trip, which

will be appropriate for students who visas do not permit them to travel outside of Canada.

Course Description:

This course is designed to expose students to a new cultural and institutional setting in

ways that will not only educate them about this particular setting, but will also help them

gain a broader understanding

of the complexities of working in a multicultural business

environment.

-3fo

~¥T

SFU

DEED1E SCHOOL OT BUSINESS

Beedie Full-Time MBA

BUS 725: Cross-Cultural Experience

Spring 2013

Instructor:

Professor Mila Lazarova

Office:

TBA

Telephone:

778-782-7720

Email:

mbl@sfu.ca

Required Text:

TBA

Course Objectives:

This course is designed to expose students to a new cultural and institutional setting in ways

that will not only educate them about this particular setting but will also help them gain a

broader understanding of the complexities of

working in a multicultural business environment.

Course Organization:

The course will involve a trip to a foreign country, or to first nations in British Columbia, with

scheduled company visits and visits to local cultural landmarks. Students will have a pre-trip

meeting, guided discussions during the trip, and a post-trip discussion. They will complete a

series of related papers about their experience.

Grading:

Paper 1 (pre-departure)

20%

Paper 2 (during or immediately following trip)

50%

Paper 3 (two weeks post-trip)

30%

Paper 1:

Pre-departure paper

In this paper you will share your expectations about the trip. You will also be asked to share

anything you know about the country or first nation we will be visiting. You do not need to do

extensive research to prepare this paper but do mention anything you learn as you

are

preparing for the trip (paper length - 2-3 pages)

Paper 2:

The trip itself

In this paper you need to describe the trip itself. What did you observe? What were the

characteristics of the culture? How were these characteristics visible to you during the visit?

What impressed you? What disappointed you? What cultural similarities and differences are

there between your own culture and

the one you visited? Which of these did you observe in

SI AldN PXASI-H I .IV lit-If.

THINKING OF THE WORLD

-2TI

SFU

BEEDIE SCHOOL OF BUSINESS

your visit? Howdo you feel about your experience? What did you learn about the other culture?

About yourself? (paper length - 5 to 10 pages)

Paper 3:

Reflections and Implications

In the last paper you need to write about two key issues: first, the extent to which your initial

expectations about the country or first nation (as described in your pre-departure paper) were

met or not. Did the visit confirm your expectations? What surprised you, if anything? Please

refer specifically to your own writing and talk about how your own perceptions were changed

(or remained unchanged) by

the trip. What do you know now that you did not know before?

You are strongly encouraged to do some additional research, beyond your personal

experiences, to complete this paper.

The second part of the paper will discuss the implications for international management. What

are some management approaches that

will work in this culture? What are some approaches

that do not? You should conclude with some reflections on the broader themes of international

management: What did you learn from this trip about managing a globalized workforce? (paper

length - 5 pages)

SIMON I KAMI.' I NIVIHHIV

THINKING OF THE WORLD

Mila B. Lazarova

Simon Fraser University

Office phone: (778) 782-6784

Beedie School

of Business

Office fax: (778) 782-4920

8888 University Drive, Burnaby

British Columbia, CANADA V6G 1J3

E-mail: mila_lazarova@sfti,ca

Academic Experience

2009- current

Simon Fraser University

Burnaby, BC, Canada

Associate Professor.

Beedie School of Business. International Business Area,

Associate Director.

Centre for Global Workforce Strategy.

2010 - 2011

Wirtschaftsuniversitat

Wien

Vienna, Austria

Vienna University of Economics and Business Administration

Visiting Professor.

November 2010-April 2011.

2004 -2009

Simon Fraser University

Burnaby, BC, Canada

Assistant Professor.

Faculty of Business Administration. International Business

Area.

2002 - 2003

Simon Fraser University

Burnaby, BC, Canada

Instructor.

Faculty of Business Administration. International Business Area.

1997- 2002

Rutgers University

New Brunswick,NJ, USA

Research Assistant

School of Management and Labor Relations.

Education

1997-2004

Rutgers University

New Brunswick, NJ, USA

Ph.D., Industrial Relations and Human Resources, January 2004

1997-2000

Rutgers University

New Brunswick, NJ, USA

Master of Science, Industrial Relations and Human Resources, May 2000

1992-1997

University of National and World Economics

Sofia, Bulgaria

Master

of International Economic Relations, July 1997

1995-1996

Duke University

Durham, NC, USA

Exchange scholar. Competitive scholarship award for the Virtual University

International Exchange Program, sponsored by the Open Society Institute

of New

York and Duke University.

i°?

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

PROPOSED COURSE

Program (eg. ECON) BUS

Course Title (max 80 characters)

Business Innovation and Creativity

Number (eg. 810) 726

Short Title (appears on transcripts, max 25 characters)

Business Innovation and Creativity

Units (eg. 4] 2

Course Description for SFU Calendar D see attached document • Learning outcomes identified

Explores the process of innovation. Students will use tools developed for the purpose of understanding customers'

experience with products and services, such as the customer's "journey" and the stakeholders involved. They will learn to

frame business issues in terms of the customer's perspective, how customers' experience can be understood through

observational research, and how solutions can be developed through structured creative thinking.

Available Course Components: O Lecture D Seminar D Laboratory O Practicum D Online D.

Grading Basis EZI Graded

D Satisfactory/Unsatisfactory D In Progress/Complete

Prerequisites (ifany) D see attached document

D This proposed course is combined with an undergrad course: Course number and units:

Additional courserequirements for graduate students D See attached document (if this space is insufficient]

Campus at which course will be offered (check all that apply) D Burnaby D Vancouver • Surrey DGNW P <*wwf,8»l

Estimated enrolment

Date of initial offering

Summer 2013

Course delivery (eg. 3 hrs/week for 13 weeks)

2hrs/week for 6 weeks

Justification D See attached document

Requested by students, consistency with new Beedie School mission and also suggested by Dean's

advisory board.

warn

RESOURCES

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on the source(s) of those additional resources.

Faculty member(s) who will normally teach this course EZI information about theircompetency to teach the courseis appended

Jan Kietzmann

Number of additional faculty members required in order to offer this course

Additional space required in order to offer this course D see attached document

Additionalspecialized equipment required in order to offer this course Dsee attached document

Additional Libraryresources required lappend details) Q Annually$.

D One-time $.

PROPOSED COURSE

fromfirst page

Program (eg. ECON) BUS

Course title (max 80 characters]

Business Innovation and Creativity

Number (eg.810) 726

Units (eg. 4) 2

mam

approval signatures

Whena department proposes a new course it must first be sent to the chairs ofeach faculty graduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with by signing the appropriate space or via a separate memo or e-mail (attached to this form).

The new course proposal must also be sent to the Library for a report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval bythe department, home facultyand

Senate Graduate Studies Committee.

Other Faculties

The signature(s) below indicate that the Dean(s) or designate of other Faculties affected by the proposed new course

supportls) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

Departmental

Approval

(non-departmentalized

faculties

need

not

sign)

Department Graduate Program Committee

Signature

Date

Department Chair

Signature

Date

Faculty Approval

Faculty approval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Library funds and any other necessary resources.

FacultyGraduate Program Committee

Senate Graduate Studies Committee Approval

SGSC approval indicates that the Library report has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Senate

GraduateGraduate StudiesStudies Committee

Comi

Signat

Date^

SignatureT^\ f~\\

Date

t^HL> CONTACT

Upon approval of the course, the Dean of Graduate Studies office will consult with the department or school regarding

other course attributes that may be required to enable the proper entry ofthe new course in the student record system.

Department / School / Program

Contact name

Contact email

SFU

BT l Dlt SCHOOL OF BUSINESS

Beedie

Full-Time MBA

BUS 726 Business Innovation and Creativity

Summer

2013

Instructor:

Professor Jan Kietzmann

Office

TBA

Telephone

TBA

jan_kietzmann@sfu.ca

Business Innovation and Creativity

Course Description

Innovation is a central challenge facing businesses in all sectors of the economy. Yet

it is notoriously hard: the type of thinking needed to run a business day-to-day is

quite different from the creativity required for true innovation. The result is that

new

product success is the exception, not the rule. Yet exceptions do exist:

companies like Amazon, Apple and Google are widely known for their repeated

success with innovation.

In this course, we explore the process of innovation. We see innovations

opportunities to create customer experiences, which can be addressed through the

methodology of design. The approach includes deep customer understanding, and

analysis ofthe business environment, the competition and the company'sresources.

Students will use tools developed for the purpose of understanding customers'

experience with products and services, such as the customer's "journey" and the

stakeholders involved. They will learn to frame business issues in terms ofthe

customer's

perspective,

how

customers'

experience

can

understood

through

observational research, and how solutions can be developed through structured

creative thinking.

Course Objectives

To develop an appreciation of the value of deep customer understanding in

business.

To understand how to find customer insight

SFU

REEIHh SCHOOL OF BUSINESS

To apply creative thinking techniques to solve difficult problems and develop new

products and services.

Readings

A readings package will be provided.

Teaching Method

The course will be taught primarily through discussion and facilitated group work.

Some concepts and tools will be introduced through short lectures and then put into

practice in teams. Some short articles will be assigned as pre-reading and

participants

will work on an observation project between the two sessions.

Students will be assigned a real-world project, with an external client, at the

beginning of the course and will work in teams to develop an innovation to address

the issues identified in the project During the course, students will maintain a

personal journal discussing how their own thinking and approach to problems have

developed during the course.

Grading

Customer Insight (Group): 20%

Students will conduct qualitative research [observation and interviewing) to

understand the customer'sworld as it affects their innovation. Based on this

research, identify several broad themes for further development and at least one

original insight that has implications for innovation. They will present their

conclusions to their instructor and to their client

Grading will be based on the appropriateness of the methodology, the rigour of the

research, the thoroughness of the analysis and quality of insight

Final Project (Group): 30%

the end of the course, students will present their proposed innovation to their

instructor and the client Their presentations will be graded on a set ofcriteria that

include the thoroughness of their research, the degree to which they have

incorporated feedback from the Customer Insight assignment and the

viability/feasibility/desirability of their proposals.

Personal Journals (Individual): 50% (15% + 15%+ 20%)

Students will maintain a personal journal throughout the course. They will submit

three entries: one at the beginning of the course for 15% oftheir total grade, one in

the middle for a further 15%, and one capstone entry at the end for 20%. Inthe

fff

SFU

BfcKUIC SCHOOL OF BUSINESS

final entry, students will be expected to articulate their own personal process of

innovation.

Journals will be graded on the basis ofthe student's ability to demonstrate that s/he

has learned the critical skills of empathy, openness, analysis and synthesis.

i"y

Dr. Jan Kietzmann

^/Assistant Professor

Beedie School of Business

Simon Fraser University

250-13450 102nd Avenue

Surrey, British Columbia

Canada V3T0A3

Curriculum Vitae

23 February 2012

e: jan_kietzmann@sfu.ca

t:+l (778)782-5187

f:+1(778) 782-3621

http://www.sfubusiness.ca

http://mobility.lse.ac.uk

Educational Background

2007 PhD

2002 MEC

1998 BComm

Research

The London School of Economics,

London. United Kingdom

Department of Management, Information Systems and Innovation Group

Thesis: uln Touch out in the Field: Coalescence and Interactive Innovation of

Technology for Mobile Work"

Supervisor:

Carsten

Serensen

(PhD

Aalborg

University)

Dalhousie University,

Halifax, N.S., Canada

Faculties

of Business, Computer Science & Law

Master of Electronic Commerce (First Class)

University of Victoria.

Victoria, B.C., Canada

Bachelor of Commerce (Distinction)

Statement of scholarly (research) interests and objectives

My research projeas include a number of veryinteresting and diverse interests and objectives. In different ways,

they all relate to Innovation and Entrepreneurship The research is at varying stages of my data collection,

analysis and writing-up of findings.

The impact of Social Media on firms is one oi three main areas of reseaich that occupy my time. I have had two

papers accepted, and am working on another two with a colleague from the London School of Economics and

am on one early-stage study with Michael Parent.

The

second area of research involves working with Ian McCarthy and Leyland Pitt on understanding the

"Creative Consumer'* phenomenon. Wehavesofar presented ourresearch ata number of international

conferences and will be submittmg our mam paper to Research Policy very soon. We'recurrently defining the

focus of our next study.

J^PTT

VfT

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

New Graduate Course Proposal Form

PROPOSED COURSE

Program leg. ECONl

BUS

Course Title Imax 80 characters)

Comprehensive Examination

Number [eg. 810) 729

Short Title (appears on transcripts, max 25 characters]

Comprehensive Examination

Units (eg. 4) 2

Course Description for SFU Calendar • see attached document • Learning outcomes identified

A capstone experience and a comprehensive examination for the MBAprogram.

Available Course Components: • Lecture CISeminar D Laboratory • Practicum • Online •.

Grading Basis

E Graded

• Satisfactory/Unsatisfactory D In Progress/Complete

Prerequisites [ifany) D

see attached document

D This proposed course is combined with an undergrad course: Course number and units:

Additional course requirements for graduate students D See attached document (itthis space is insufficient)

Campus at which course will be offered (check all that apply) D Burnaby D Vancouver • Surrey • GNW n Vancouver - seBa

Estimated enrolment

Date of initial offering

Summer 2012

Justification • See attached document

Course delivery (eg. 3 hrs/week for 13 weeks)

hrs/week for 6 weeks

Fulfills capstone requirement. Previously combined with Strategy course - dividing them into

separate components makes faculty allocation easier.

warn

RESOURCES

Ifadditional resources are required to offer this course, the department proposing the course should be prepared to

provide information on the source(s) of those additional resources.

Faculty memberlsl who will normally teach this course 0 information about their competency to teach the course is appended

Michael Parent

Number of additional faculty members required in order to offer this course

Additional space required in order to offer this course G see attached document

Additional specialized equipment required in order to offer this course Dsee attached document

Additional Library resources required (append details)

• Annually$JL

• One-time $JL

PROPOSED COURSE

fromfirstpage

Program (eg. ECON) BUS

Course title (max 80 characters)

Comprehensive Examination

Number (eg. 8101 729

Units leg.

A) 2

••» APPROVAL SIGNATURES

Whena department proposes a new course it must first be sent to the chairs of each faculty graduate program

committee where there might be an overlap in course content. The chairs will indicate that overlap concerns have

been dealt with by signing the appropriate space or via a separate memo or e-mail (attached to this form].

The new course proposal must also be sent to the Libraryfor a report on library resources.

Once overlap concerns have been dealt with, signatures indicate approval bythe department, home faculty and

Senate Graduate Studies Committee.

Other Faculties

The signature(s) below indicate that the Dean(s] or designate of other Faculties affected by the proposed new course

support(s) the approval of the new course.

Name of Faculty

Signature of Dean or Designate

Date

Departmental Approval

(non-departmentalized faculties need not sign]

Department Graduate Program Committee

Signature

Date

Department Chair

Signature

Date

Faculty Approval

Faculty approval indicates that all the necessary course content and overlap concerns have been resolved, and that the

Faculty/Department commits to providing the required Library funds and any other necessary resources.

Signature^/

Faculty Graduate Program Committee

Date^

Z*=r-2~

Senate Graduate Studies Committee Approval

SGSCapproval indicates that the Library report has been seen, and all resource issues dealt with. Once approved, new

course proposals are sent to Senate for information.

Senate Graduate Studies Committee

SignatJnT*~v.

Date

mam

contact

Upon approval of the course, the Dean of Graduate Studies office will consult with the department or school regarding

other course attributes that may be required to enable the proper entry of the new course in the student record system.

Department / School / Program

Contact name

Contact email

¥•

SFU

BEEDIb SCHOOL OF BUSINESS

Beedie Full-Time MBA

BUS 729 COMPREHENSIVE EXAMINATION

Summer 2013

Instructor:

Professor Michael Parent

Office

3245

Telephone

778-782-5214

mparent@sfu.ca

This course serves as a capstone experience and a comprehensive examination for the MBA

program. You must obtain a passinggrade in this course in order to complete the program.

We have arranged for you to participate in a comprehensive simulation called CAPSIM. CAPSIM

is used in leading business schools around the world to help students enact, and in turn be

tested on, their knowledge of business. Details will be provided in class and online, but the gist

of the exercise is that you will participate as a company in a given competitive industry.

The exercise has two components; a group exercise (worth 50% of your final grade) and an

individual final exam (worth 50%). Each is outlined below:

Group Exercise

You will be randomly assigned to groups for this exercise in the first class. Each group will form

a company in a given industry.

Each member in the team, in turn, will occupy a specific position

(CEO, CFO, CMO,

etc..) in that company. As a company, you will be competing against every

other company (essentially the rest of your classmates who will be in companies of their own) in

your industry to create the most value over 8 rounds of competition. At the end of play, the

team with the largest cumulative profit wins. Details will be provided in class and online.

The grade is based solely on your performance as a team, as follows:

1« place

20 points

2nd place

3rd place

4th _ 5th

6* _ 7th

8th or lower

I will award scores of less than 15 points in cases of exceptionally poor performance.

Individual Exercise

Once you have completed the group simulation, you will do it all over again, but this time, on

your own! CAP-XM is an online exam that will have you competing against computer-based

companies in your own business simulation industry. Once you have completed the decision-

Lj£

SFU

BEEDIE SCHOOL OF BUSINESS

making part of the exercise, the simulation willask you to answer a series of multiple-choice

questions.

The simulation and exam will last approximately 6 hours. Your grade will be based equallyon

your performance in the simulation and on the correctness of your responses. The simulation

itself will grade the exam, and provide a %grade to me, that I will then pro-rate to a grade out

of 20 marks for the course.

>/r

September 2011

URRENT

POSITION

Michael Parent, MBA, Ph.D.

mparent@sfiLca

+1.778.782.5214

Professor

Segal Graduate School

Beedie School of Business

Simon Fraser University

Vancouver, British Columbia, CANADA

ADMINISTRA TIVE

January 2008 - present

APPOINTMENTS

Director

CIBC Centre for Corporate Governance & Risk Management

Faculty

of Business Administration, Simon Fraser University

RECENT

APPOINTMENTS

PREVIOUS

ACADEMIC

EMPLOYMENT

EDUCATION

July 2003 - August 2006

Academic Director, MBA

GDBA Programs

Faculty of Business Administration, Simon Fraser University

September 2008 - present

Visiting Professor,

Rotterdam School of Management

Erasmus University,

Rotterdam, Netherlands.

April 2009-August 2011

Visiting Professor,

Department of Business Administration and Social Sciences

Lulea University of Technology,

Lulea, Norbotten, Sweden.

July 2006-June 2007

Visiting Professor,

Faculty of Business, Economics, & Law

The University

of Queensland,

Brisbane, Australia

Associate Member,

National Centre for Information Systems Research (NCISR)

The Australian National University,

Canberra, Australia. www.ncisr.orE.au

July 1996-June 2002

Assistant Professor

The Richard Ivey School of Business

The University

of Western Ontario

London, Ontario, CANADA

1997

- Ph.D. (Management - MIS

Marketing), Queen's University, Kingston.

Degree granted with

"Outstanding Dissertation "

notation.

1992

- M.B.A., Queen'sUniversity.

1982

- B.Com. (Honours), Carleton University.

5~o

From:

Ivana Niseteo [mailto:iniseteo@sfu.ca]

Sent:

February-23-12 11:33 AM

To: mba@sfu.ca

Cc: Todd Mundle

Subject:

Re: MBA New Courses

Hi Somi,

I have finished reviewing the proposal for six new MBA graduate courses and have determined

that no additional library resources will be required to support them. I have added the following

courses to the appropriate list on the Library Course Assessments page at

http://www.lib.sfli.ca/collections/course-assessments , and this will be adequate

proof of library

sign-off:

BUS 719 : Managing People

BUS 723 : Introduction to Managerial Thought

BUS 724 : Organizational Analysis

BUS 725 : Cross Cultural Experience

BUS 726 : Business Innovation and Creativity

BUS 729 : Comprehensive Examination

Best,

Ivana

Ivana Niseteo, MA, MLIS

Collections Librarian

Liaison Librarian for Linguistics, French, Humanities, French Cohort in Arts

Bennett Library, Simon Fraser University

Tel: 778.782.6838 I Fax: 778.782.6926 I iniseteo@.sfu.ca

€~l

SFU MBA Program (full-time)

From:

SFU MBA Program (full-time) <mba@sfu.ca>

Sent

February-17-12 2:14 PM

To:

'paul_budra@sfu.ca';

'rwakkary@sfu.ca';

'jcnesbit@sfu.ca';'george_agnes@sfu.ca';

'duncan_knowler@sfu.ca';'margo_moore@sfu.ca';'cameron@sfu.ca'

Cc:

'Colleen Collins" (colleen.collins@sfu.ca)

Subject:

Full Time MBA - New Courses

Attachments:

Memo MBA Program Changes 2012 2013.pdf; BUS719ManagingPeople.pdf;

BUS7231ntroductiontoManageriaJThought.pdf;

BUS7240rganizationalAnalysis.pdf

Importance:

High

Good Afternoon,

The MBA program is submitting new course proposals for:

BUS 719 Managing People

BUS 723 Introduction to Managerial Thought

BUS 724 Organizational Analysis

BUS 725 Cross Cultural Experience

BUS 726 Business Innovation and Creativity

BUS 729 Comprehensive Examination

As the attached adobe acrobat files couldn'tbe reduced in size any further, this email includes the new course proposals

for BUS 719,723 and 724. Asecond email will be sent with the remaining course proposals.

These will be submitted to Senate by the deadline for SGSC this Monday, Feb 20th. If you find there is any overlap,

please let me know.

Thank you kindly,

Somi Mann

MBA Program Assistant

Segal Graduate Programs

Beedie School of Business at Simon Fraser University

500 Granville Street Vancouver BC V6C1W6

778-782-3552 office

778-782-5122 fax

mba@sfu.ca

www.beedie.ca

_n Please consider the environment before printing this e-mail

S"2_

SFU

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES 

Graduate Course Minor Change Form

This form is for an SFU department or program to request a minor change to an existing graduate course. After approval

and

signature by the faculty graduate studies committee, this form should be forwarded to the Dean of Graduate Studies

for approval by the Senate Graduate Studies Committee (SGSC). SGSC will forward the approval to Senate for information.

mam

department

Department / School / Program

MBA

Contact name

Somi Mann

Contact email

mba@sfu.ca

Please revise the following elements of

• Catalogue

number • Units __Ti

the indicated graouate course:

tip

n Dp<;rriptinn

11Othnr-

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CURRENT COURSE

Please complete only the fields to be changed.

Program (eg. ECON)

BUS

Number leg. 810)

707

Course title (max 80 characters)

Ethical Decision Making

Units (eg. 4)

•2>

Short title (appears on transcripts, max 25 characters)

Course description for SFU Calendar D see attached

Availablecourse components D Lecture CKSeminar

• Laboratory

• Practicum C Online

Grading basis • Graded

D Satisfactory / Unsatisfactory

• In Progress

/Complete C

Prerequisites (if any)

This is combined with an undergrad course. DYes D No

Course number and units:

Additional course requirements for graduate students

APPROV

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Facultygraduate studies committee name/ |,Signatu£

(^OXa^x—VX^m ___ a

Senate graduate studies committee name

Signature

warn

REVISED COURSE

Please complete

only

the fields to be changed.

Program (eg. ECON)

BUS

Number (eg. 810)

707

Course title (max 80 characters)

Business Ethics

Units (eg.

Short title (appears on transcripts, max 25 characters)

Course description for SFU Calendar • see attached

Available course components • Lecture

• Seminar

• Laboratory • Practicum • Online •

Grading basis

D Graded D Satisfactory / Unsatisfactory

• In Progress / Complete

•

Prerequisites

(if any)

This is combined with an undergrad course.

DYes DNo

Course number and units:

Additional course requirements for graduate students

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Date

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Date

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SFU

SIMON FRASER UNIVERSITY

DEAN CF GRADUATE STUDIES

Graduate Course Minor Change Form

This form is for an SFU department or program to request a minor change to an existing graduate course. After approval

and signature by the faculty graduate studies committee, this form should be forwarded to the Dean of Graduate Studies

for approval by the Senate Graduate Studies Committee (SGSC). SGSC will forward the approval to Senate for information.

mam

department

Department / School / Program

MBA

Contact name

Somi Mann

Contact email

mba(Q)sfu.ca

Please revise the following elements of the indicated graduate course:

• Catalogue number • Units (_] Title D Description D Other:

•••CURRENT

COURSE

Please complete only the fields to be changed.

Program (eg. ECON)

BUS

Number (eg. 8101

708

Course title (max 80 characters)

Finance

Units (ea. 4)

Short title (appears on transcripts, max 25 characters)

Course description for SFU Calendar D see attached

Availablecourse components D Lecture • Seminar

D Laboratory • Practicum O Online

Grading basis

• Graded D Satisfactory / Unsatisfactory

D In Progress / Complete D

Prerequisites (if any)

This is combined with an undergrad course. DYes UNo

Course number and units:

Additional course requirements for graduate students

APPROVAL^

Faculty graduate studies committee name

___C_>__-a-g___j___a

Senate graduate studies committee name

Signature

SigHatureV"^/^

aam

revised course

Please complete

only

the

fields

to be changed.

Program (eg. ECON)

BUS

Number (eg. 810)

708

Course title (max 80 characters)

Financial Management

Units (eg.

Short title [appears on transcripts, max 25 characters)

Course description for SFU Calendar • see attached

Available course components • Lecture D Seminar

• Laboratory • Practicum • Online •

Grading basis D Graded D Satisfactory/Unsatisfactory

• In Progress / Complete •

Prerequisites (if any)

This is combined with an undergrad course. DYes DNo

Course number and units:

Additional course requirements for graduate students

Date

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

s?r

Graduate Course Minor Change Form

This form is for an SFU department or program to request a minor change to an existing graduate course. After approval

and

signature by the faculty graduate studies committee, this form should be forwarded to the Dean of Graduate Studies

for approval by the Senate Graduate Studies Committee ISGSC). SGSCwill forward the approval to Senate for information.

mam

department

Department / School / Program

MBA

Contact name

Somi Mann

Contact email

mba@sfu.ca

Please revise the following elements of the indicated graduate course:

• Catalogue number • Units 0 Title D Description

• Other:

mam

current course

Please complete only the fields to be

changed.

Program [eg. ECON)

BUS

Number leg. 810)

712

Course title (max 80 characters)

Cross-Cultural Management

Units leg. 4)

3-s

Short title (appears on transcripts, max 25 characters)

Course description for SFU Calendar O see attached

Available course components • Lecture C_Seminar

• Laboratory • Practicum • Online D

Grading basis • Graded D Satisfactory / Unsatisfactory

• In Progress / Complete D ——

Prerequisites (ifany)

This is combined with an undergrad course. DYes DNo

Course number and units:

Additional course requirements for graduate students

warn*

APPROVALS

_^ia^ __j/_s___:

Faculty graduate studies committee name

L^ 3 Vr^

rV __a__S a

Senate graduate studies committee name

Signature

mam

revised course

Please complete only the fields to be changed.

Program leg. ECON)

BUS

Number (eg. 810)

712

Course title (max 80 characters)

Managing a Globalized Workforce

Units (eg.

Short title (appears on transcripts, max 25 characters)

Course description for SFU Calendar • see attached

Available course components • Lecture • Seminar

• Laboratory • Practicum • Online •

Grading basis D Graded D Satisfactory/Unsatisfactory

• in Progress/ Complete •

Prerequisites

(if anyl

This is combined with an undergrad course. D Yes • No

Course number and units:

Additional course requirements for graduate students

Date

P___

lAz

s<r

SFU

SIMON FRASER UNIVERSITY

DEAN OF GRADUATE STUDIES

Graduate Course Minor Change Form

This form is for an SFU department or program to request a minor change to an existing graduate course. After approval

and signature bythe faculty graduate studies committee, this form should be forwarded to the Dean of Graduate Studies

for approval by the Senate Graduate Studies Committee (SGSC). SGSC will forward the approval to Senate for information.

••fr DEPARTMENT

Department / School / Program

MBA

Contact name

Somi Mann

Contact email

mba@sfu.ca

Please revise the following elements of the indicated graduate course:

• Catalogue number fl Units • Title (3 Description D Other.-

mam-

current course

Please complete only the fields to be changed.

Program leg. ECON)

BUS

Number leg. 810)

718

Course title Imax 80 characters)

Units (eg. 4)

Short title [appears on transcripts, max 25 characters)

Course description for SFU Calendar D see attached

A capstone course in strategy that integrates material

learned in the program'smore micro-focused courses, this

course focuses on the development and implementation

of organizational-level strategies. This course satisfies the

comprehensive exam requirement. Prerequisite: 30 units

of course work in the MBA program.

Available course components • Lecture __Seminar

• Laboratory • Practicum • Online D

Grading basis D Graded • Satisfactory / Unsatisfactory

• In Progress / Complete •

Prerequisites (ifany)

This is combined with an undergrad course.

DYes DNo

Course number and units:

Additional course requirements for graduate students

APtfROVAl^?

Faculty-gFaduato-'Studies committee~name

SiqnaWi

Senate graduate studies committee name

Signature

wmm

REVISED COURSE

Please complete only the fields to be changed.

Program (eg. ECON)

BUS

Number (eg. 810)

718

Course title (max 80 characters)

Units (eg. 4)

Short title [appears on transcripts, max 25 characters)

Course description for SFU Calendar • see attached

A capstone course in strategy that integrates

material learned in the program's more

micro-focused courses, this course focuses on

the development and implementation of

organizational-level strategies.

Available course components D Lecture • Seminar

D Laboratory n Practicum • Online

•

Grading basis D Graded • Satisfactory /Unsatisfactory

• in Progress / Complete •

Prerequisites (ifany)

This is combined with an undergrad course.

DYes DNo

Course number and units:

Additional course requirements for graduate students

STG

___) /_f

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Date