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
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.
In
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
i
Students must maintain a minimum 3.0
Students must maintain a minimum 3.0
grade point average (GPA) (B average) and
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 702-3 Marketing Management
• BUS 703-3 Managerial Economics
• BUS 703-3 Managerial Economics
• BUS 704-3 Leadership and Groups
• BUS 704-3 Leadership and Groups
• BUS 705-3 Financial/Managerial
•
BUS 705-3 Financial/Managerial
Accounting
Accounting
• BUS 706-2 Data and Decisions
• 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
3
• 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
<r
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.
-?
/T
New Courses
1.
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.
2.
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.
^
z
^
4.
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.
X
<?
#-
6.
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.
a.
BUS 707 EthicalDecision-Making,
to
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.
b.
BUS 708 Finance,
to
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.
c.
BUS 712 Cross-Cultural Management,
to
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.
to
xr
Appendix 1
Master of Businc
tss
Administration (M
School
1
Beedie
$
Beedie
$
Sauder
$
Rotman
$
Ivey
$
Schulich
$
$
$
Desautels
$
Ted Rogers
$
DeGroote
$
Laurier
$
Odette
$
John Molson
$
$
Haskayne
$
Average
$
Median
$
Max
$
Min
$
BA) :
•B
>: SFU W
se
Diff
IB/
i
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
16
21
15
UofT
80,931
73,500
$
$
53,931
46,500
$ 2,698
$
1,010
1,375
$
$
99,001
88,500
30
Western
$ 3,063
$
24
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
24
20
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
16
17
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
$
$
16
20
Wilfrid
Laurier
Windsor
Concordia
MBA
$ 1,166
$ 960
$ 795
$
$
$
20
18
19
Alberta
Calgary
2\
$1,289
$ 1,386
$
2,001
$1,671
$ 4,088
$ 795
$
$
$
$
$
S
$
19
20
20
20
30
15
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.
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)
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
702-3
Marketing
ManagementF
BUS 703-3 Managerial Economics F
BUS 704-3 Leadership and Team Building T
^C
BUS
705-3
Financial/Managerial
Accounting
F
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
<K
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"
^
I
BUS 716-3 Sustainability T
BUS
718-4
Strategic
Management/Comprehensive
Examination
F
tt"
BUS 727-0 MBA Internship E*
and one of
# BUS 713-4 Essays E+
#
BUS
718-4
Strategic
Management/Comprehensive
Examination
F
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
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
J^
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)
i)
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
D
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
60
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
0
Additional space required in order to offer this course D see attached document
0
Additional specialized equipment required in order to offer this course Dsee attached document
0
Additional Library resources required (append details) D Annually $_
0
L-T
D One-time $_
>/
PROPOSED
COURSE from
first
page
Program (eg. ECON) BUS
Course title (max 80 characters!
Managing People
Numberleg. BID) 719
Mf
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
j
Department Chair
Signature
s^
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
Email
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.
3.
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%
n
K
SFU
D EED I F. SCHOOL OF BUSINESS
Team Report
Personal Case Study
Class Contribution
25%
30%
15%
(Sr
l*
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
I.
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)
n.
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".
y
i<?
>r
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
V*
Vancouver - sKQai
Estimated enrolment
60
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
0
Additional space required in order to offer this course O see attached document
0
Additional specialized equipment required in order to offer this course Dsee attached document
0
Additional Library resources required (append details) D Annually $.2
D One-time $^
•zo
W
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.
Jf
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
(2
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
Email
dhannah@sfu.ca
&r
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?
Z3
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
vj
££
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
60
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
0
Additional space required in order to offer this course • see attached document
0
Additional specialized equipment required in order to offer this course Dsee attached document
0
Additional Library resources required lappend details)
P Annually $_
0
zr
• 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.
>f
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
7?
~
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.
1U
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
Email
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
&r
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.
^
a
¥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
3o
2%
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
in
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.
w
2^
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
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
3*
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
60
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
0
Additional
space required in order to offer this course O see attached document
0
Additional specialized equipment required in order to offer this course Dsee attached document
0
Additional Library resources required (append details)
• Annually$.
0
zH
• 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 /(
z.
••» 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
(2
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
3S
&
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
y
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°?
yf
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
60
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
0
Additional space required in order to offer this course D see attached document
0
Additionalspecialized equipment required in order to offer this course Dsee attached document
0
Additional Libraryresources required lappend details) Q Annually$.
0
HO
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.
#r
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
77
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
Senate
GraduateGraduate StudiesStudies Committee
Comi
Signat
Date^
y
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
Hi
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
Email
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
as
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
be
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
H^
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%
At
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
H3
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
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
n*
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
60
Date of initial offering
Summer 2012
Justification • See attached document
Course delivery (eg. 3 hrs/week for 13 weeks)
3
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
0
Additional space required in order to offer this course G see attached document
0
Additional specialized equipment required in order to offer this course Dsee attached document
0
Additional Library resources required (append details)
• Annually$JL
• One-time $JL
Hb
ar
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
¥•
HI
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
Email
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
19
3rd place
18
4th _ 5th
17
6* _ 7th
16
8th or lower
15
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-
HS
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.
H?
>/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,
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
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
&r
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
_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-
1/
Wmm
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
D
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
&&vt
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.
h)
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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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
D
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
ia
e
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.
U)
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
I
Date
SV
>r
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
S
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.
L)
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
/
A
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.-
V
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)
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^?
a
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
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( ~2&(~2-
Date
Date
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