ODETTE SCHOOL OF BUSINESS: COURSE DESCRIPTIONS Business courses are restricted to those students registered in the Odette School of Business Administration or to those students whose programs otherwise require certain Business courses. Pursuant to a grading policy set by the Odette School of Business, all required business courses in the first and second year will be graded to an average in the C range (70-151, 70-152, 71-140, 71-243, 72-270, 72-271, 73-105, 73-213, 73-220, and 74-231). Courses below are listed according to the informal administrative units of the Faculty. Not all courses listed will necessarily be offered in a particular term or year. Special permission to enter courses without the stated prerequisites must be arranged with the Dean and the instructor involved. Except as otherwise noted, there will be a minimum of thirty-nine hours of class contact for all courses. All courses will be three hours a week unless otherwise indicated. ACCOUNTING 70-151. Accounting I An introduction to the theory and practice of accounting. Emphasis is placed on the interpretation and use of accounting information for business decisions and on the concepts and principles underlying such information. The impact of ethical, regulatory, and environmental aspects on preparation and use of accounting information will be discussed. Topics covered include: accounting for transactions, accounting for business assets, preparation and presentation of financial statements, ethics, professional judgment and interpretation and use of accounting information. 70-152. Accounting II A further introduction to the theory and practice of accounting. Emphasis is placed on the concepts and principles underlying accounting information as well as the presentation, interpretation, and use of such information. Topics covered include: accounting for partnerships and corporations, income taxes, cash flows, analysis and interpretation of accounting information, management accounting and managerial decision making techniques. (Prerequisite: 70-151.) 70-256. Managerial Cost Accounting Accounting for, and reporting and analysis of costs relating to production, marketing and administration of enterprises. Emphasis will be on analysis of accounting information in connection with planning, controlling, reporting, performance evaluation, and decision-making. Behavioural and ethical issues in the use of accounting information will be discussed. (Prerequisite: 70-152.) 70-351. Accounting Theory I Current developments in the theory of generally accepted accounting principles and standards are introduced. An in-depth theoretical examination of the determination, measurement, classification and reporting of assets. Accounting for special items, such as accounting changes and error corrections are examined in detail. (Prerequisite: 70-152 with a min. C [6.0] grade.) 70-352. Accounting Theory II An in-depth theoretical examination of the determination, measurement, classification and reporting of liabilities, income taxes, and owners' equity. Emphasis is given to the use of time-adjustment techniques in connection with the accounting for bonds, pensions, and leases. The statement of changes in financial position is studied in detail. (Prerequisite: 70-351 or consent of the instructor.) 70-358. Accounting Information Systems The design and operation of manual and computerized accounting systems. The study of control environment, management and control of transactions and accounts, such as, accounts receivable, accounts payable and inventory. Emphasis will be given to the acquisition and input of information into accounting information systems; modes and methods of file structures and storage of accounting information; retrieval inquiry and report creation of information in files as well as financial statement preparation, analysis, and managerial decision making. Related issues such as audit trail, data retrieval, and data security will also be covered. (Prerequisite: 70-256 and 73-213 or consent of the instructor.) 70-360. Auditing I An introductory course designed to provide a broad foundation for all major aspects of auditing. This course focuses on objectives, concepts, standards, strategies, processes, and communications relating to external audits. Other services provided by public accountants and current developments affecting auditing and the auditing profession are considered. (Prerequisite: 70-352, and Corequisite 70-358.) 70-361. Taxation I This is the first of two courses designed to examine the Income Tax Act. This course focuses on the determination of residency and of income for tax purposes. Other tax related topics such as tax planning concepts, and concepts underlying the Act will be discussed. (Prerequisite: 70-351 or consent of the instructor.) 70-452. Independent Study in Accounting This course must be taken under the direct supervision of an accounting faculty member. (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) 70-456. Advanced Managerial Cost Accounting and Analysis This course is designed to focus on the role and use of accounting information in management decision making, and for formulating policy and strategy. The application of some of the advanced techniques for planning, controlling and performance evaluation will be discussed. Behavioural and ethical issues will be considered. (Prerequisite: 70-256 with a min. of C [6.0] grade.) 70-457. Advanced Accounting I A study of concepts, standards and procedures underlying intercorporate investments including portfolio investments, investments involving significant influence, and investments involving control. The preparation of consolidated financial statements under a variety of circumstances is studied in detail. Other topical areas, such as foreign currency transactions and translation, will also be covered. (Prerequisite: 70-352.) 70-458. Advanced Accounting II A study of the topical areas in accounting such as price-level and current -value accounting; governmental and other non-profit organizations; international accounting; interim and segmented reports; forecasts and projections; effect on human behaviour and emerging issues. (Prerequisite: 70-457 or consent of the instructor.) 70-460. Auditing II This course is designed to provide an in-depth knowledge of the major aspects of auditing. It will examine topics such as audit sampling; public accountants' communications to users of accounting and non-accounting information; and emerging issues in auditing. (Prerequisites: 70-358 and 360.) 70-461. Taxation II This course will focus on the computation of taxable income for individuals and corporations, and determination of tax. Tax planning techniques in business in a variety of situations will be discussed and other topics such as the Goods and Services Tax will also be considered. (Prerequisite: 70-361.) 70-462. EDP Auditing This course is designed to focus on the integration of auditing concepts, standards and procedures in a computerized environment. It will examine EDP general and application controls, the similarities and differences between manual and EDP systems from the auditor's perspective, and will introduce computer-assisted audit techniques, and emerging technologies in EDP auditing. (Prerequisites: 70-358 and 70-360.) MANAGEMENT AND LABOUR STUDIES 71-140. Principles of Management As an introduction to management in organizations, this course surveys a variety of contemporary management topics including: motivation, leadership, job and organizational design, technology, ethics, demographic diversity, and international management. The functions of management are discussed from classical, behavioural, contingency and systems perspectives. 71-243. Human Resources Management Human Resources Management (HRM) is concerned with the management of people at work - a key responsibility of people at work - a key responsibility of every manager within an organization. Topics include: integrating HRM decision making within a business strategy, recruiting and selecting qualified employees, developing and evaluating human resources and retaining and motivating employees through compensation systems, labour relations, and quality of work life initiatives. In recognition of the importance of the increasingly global context to Canadian organizations, the course incorporates a continuing international focus. (Prerequisites: 71-140 or consent of the instructor.) 71-340. Organizational Behaviour A study of individual and group behaviour in formal organizations as influenced by social, individual, organizational, and technological constraints. Topics include: personality; attitudes; motivation; group dynamics; roles, norms and status; decision making; power and control; conflict; change; leadership. Emphasis is placed on group projects that allow students to gain stills at managing behavioural differences in organizations. (Prerequisite: 71-140 or consent of the instructor.) 71-342. Compensation Management This course is intended to give an understanding of the power of organizational rewards and managing this power for organizational effectiveness. This course entails an outline of the major concepts and principles of equitable reward design within organizations. Topics include the planning of salary and wages, pay equity, incentive pay, benefits, non-financial rewards, and the clarification of the linkages between rewards and desired behaviours. Special emphasis is given to reward system design and the evaluation of compensation program effectiveness. (Prerequisites: 71-243 and 71-340.) 71-344. Labour-Management Relations A comprehensive introduction to the dynamic world of labour and management relations focusing on the unionized sector. The problems, issues, and challenges growing out of the labour-management relationship are examined against a broad background of information, including: the differences between union and non-union workplaces; the development and operation of labour unions; the impact of labour legislation; the negotiation and administration of collective agreements; and the resolution of industrial conflict. Given the size and importance of this unionized workforce in Canada, the knowledge and skills developed in this course have wide application. (Prerequisite: 71-243 or Semester 3 or above standing in the Labour Studies program.) 71-347. Women at Work This course examines women's work experiences in the workplace and in the household from a critical perspective. Topics include the division of labour by sex, the value of women's labour, sexual harassment, and women's union participation. (Prerequisite: 71-140 or 53-100 and Semester 4 or above standing.) (Cross-listed as 53-360.) 71-383. Managing in a Global Business Environment This course examines the management process for firms operating in the global business environment; we discuss planning, organizing, staffing, directing, and control issues from an international perspective, including global, ethical and environmental issues. A particular focus of the course is the management of people; we discuss staffing and training choices for parent country nationals, host country nationals and third country nationals, and we explore issues relating to motivation in diverse cultural contexts. (Prerequisite: 71-243.) 71-441. Training and Development This course has an experiential focus: student teams are responsible for developing and presenting their own training programs. The focus of this course is on the three major aspects of training and development efforts: (1) needs assessment, (2) program development, and (3) evaluation. Course topics include the design of training programs, adult learning models, development managerial skills, and the design of effective workshops. This course has an experiential focus; student teams are responsible for development and presenting their own training programs. (Prerequisites: 71-243 and 71-340.) 71-443. Human Resources Research and Information Systems This course is designed to provide the student with an understanding of the research methodology as applied to the fields of human resources management and industrial relations. Topics will include experimental designs, field studies and surveys, scale development, and ethical issues in research. The course also will introduce the basic development, implementation, and use of a computerized human resources information system. (Prerequisites: 71-243, 71-340, 71-344, and 73-213.) 71-445. Organization Design This course is designed to provide the student with an understanding of the importance of structure and processes in the analysis of modern complex organizations. It addresses how the internal structures should be changed, renewed, and adapted in view of external environmental threats and opportunities emanating from political, economic, social, legal, technological, and demographic changes. Topics include: organizational goals and effectiveness, structure and design, bureaucracy and life cycle, structural archetypes, information and control, power and politics, intergroup relations and conflict, structure-strategy relations and organizational renewal. This course utilizes the case method and other applied problem-solving skills in analyzing and evaluating organizational structures and processes. (Prerequisite: 71-340.) 71-446. Topics in Management and Labour Studies This is a seminar course covering major concepts or current problems or issues in the area of Management and Labour Studies. The topic to be covered in a particular semester will vary and will be announced in the previous semester. Interested students should consult the Area Convenor of Management and Labour Studies. (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) 71-448. Labour Relations Law and Employment Legislation Legislation, administrative agencies and courts play a significant role in shaping employer-employee relationships. this course aims to increase the knowledge and provide analytical skills to students who are interested in employment relationships in union and non-union workplaces. The course includes an analysis of labour relations law, employment standards law, the occupational health and safety law. Emphasis will be placed on Ontario laws. Lectures and case discussions will be used. (Prerequisite: 71-344.) 71-449. Collective Bargaining Various aspects of union-management negotiations in the private and public sector will be discussed. A key aspect of the course is a bargaining simulation played by students assuming the role of union and management negotiators. Grievance arbitration and other dispute settlement procedures will also be discussed. Students will learn negotiation and conflict resolution skills relating to the union-management relations. (Prerequisite: 71-344.) 71-481. Diversity in the Workplace This course will address the knowledge and skills managers must develop in meeting the opportunities and challenges created by the diversity in the labour force. It will draw on the literature from a number of disciplines in focussing on interpersonal relationships as managers interact with and work with persons who are different from themselves. The human rights legislation will provide the framework for discussions on managing and valuing diversity in terms of gender, age, race, religion, ability and other groups. The course will use lectures and case discussions on the role of union and management in implementing equity in the workplace. (Prerequisite: 71-243.) 71-485. Human Resources Planning This course is concerned with planning of the human resources needs of organizations, focusing, in particular, on the role of the Human Resources Management function in this task. The objective is to provide an understanding of how the essential elements of the human resources planning process, in both unionized and non-unionized organizations, can be designed to match the wider organizational context. Topics include the assessment of human resources strategy and the application of planning principles to the different activity areas of human resources management, such as staffing, development and the management of diversity. An ongoing theme is the evaluation of how strategic human resources management contributes to organizational effectiveness. (Prerequisites: 71-243, 71-340 and 71-344.) 71-492. Independent Study Course The student, with the agreement of the instructor, will select, research and report on a topic. (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) FINANCE 72-270. Business Finance I A basic theoretical framework for decision making in financial management. The primary objective of the course is to study and understand the concepts and principles of financial management of the business enterprise. After an introduction to managerial finance, the course will cover the areas of financial analysis, planning and control, and working capital management. (Prerequisites: 70-151, 73-101, and 62-194 or equivalent.) 72-271. Business Finance II The focus of this course is the long-term area of financial management. The objective is to develop an understanding of the concepts and principles of the management of capital assets and resources. Topics include capital budgeting, cost of capital, capital structure, sources of long-term financing, and budgeting will be covered. (Prerequisites: 73-102 or 73-105 and 72-270.) 72-371. Intermediate Corporate Finance This course covers important topics in Corporate Finance regarding long-term investment and financing decisions. It provides an in-depth analysis of valuation and capital budgeting, risk and return, capital structure and dividend policy, long-term financing, and mergers and acquisitions. The approach will be oriented towards the development of skills which serve to enhanced decision making in a corporate setting. (Prerequisite: 72-271.) 72-373. Working Capital Management A seminar in working capital management using case studies. Emphasis is placed on domestic and international cash management, control of accounts receivable, principles of inventory management, short and intermediate term financing. (Prerequisite: 72-271.) 72-374. Finance: Long-term Financial Management A seminar course in long-term financial management. Particular attention is directed toward long-term sources of funds, the firm's capital structure, and the cost of the various sources of long-term funds. Principles are illustrated by means of case studies. (Prerequisite: 72-271.) 72-375. Pension Management and Design This course provides an overview of pension administration and design. Emphasis is placed on analyzing the problems corporations face in establishing, changing or terminating a pension plan. The concepts and techniques used in managing existing plans are also discussed. (Prerequisite: 72-271.) 72-471. Investment Fundamentals Appraising bonds, preferred, and common stocks as vehicles for investment. The course also involves the study of alternative investments, the market setting, technical analysis, and securities legislation in Canada. (Prerequisite: 72-271.) 72-472. Portfolio Management The shaping of portfolios to fulfill the needs of individuals and institutions including risk-return concepts, diversification, beta analysis, and market efficiency. (Prerequisite: 72-371.) 72-475. Management of Financial Institutions An analysis of the assets and liabilities of major Canadian financial institutions. An evaluation of the domestic and international financial problems faced by these institutions. A review of financial systems outside of Canada. (Prerequisite: 72-271.) 72-476. International Financial Management A study of international corporate financial management, international banking, and financial markets. Emphasis is placed on foreign exchange and exposure management. The financial problems and risks faced by multinational corporations and banks are also discussed. (Prerequisite: 72-271.) 72-477. Analysis of Financial Decisions This course focuses on the quantitative tools and models that have been most widely used in financial management, including: measurement and management of different dimensions of risk, valuation of different securities, arbitrage pricing relationships across securities markets. It is also to acquaint students with a number of important issues in current financial industry and to introduce some basic financial research techniques. (Prerequisite: 72-371.) 72-479. Independent Study (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) MANAGEMENT SCIENCE 73-101. An Introduction to Business Data Analysis An introduction to uncertainty and the use of probability and statistics in analysing this uncertainty in a business context. Topics include graphical and numerical descriptive statistics; probability concepts and rules; expectation; discrete and continuous probability distributions; sampling distributions; and, an introduction to statistical inference. (Antirequisites: Grade 12 "U" Data Management; 73-105, or any equivalent introductory Statistics course.) 73-102. Business Data Analysis Statistical inference in a business environment. Topics include one population inferences, two population inferences, analysis of variance, Chi-Square tests, linear regression and correlation. (Prerequisite: 73-101 or Grade 12 "U" Data Management. Antirequisites: 73-205 or any equivalent statistics course). 73-105. Business Data Analysis I The presentation and analysis of data in a business environment. Topics include graphical and numerical descriptive statistics; probability and discrete vs. continuous probability distributions; single population estimation and hypothesis testing; and simple linear regression and correlation. (Antirequisites: 02-250, 65-250, 65-205, 85-222, or any other introductory Science statistics course.) (Prerequisite: 62-194 or equivalent.) (Available only to students who were registered in a BComm program prior to July 1, 2003. Antirequisites: 73-101 and 73-102.) 73-205. Business Data Analysis II Statistical inferences in a business environment. Topics include two-population inference, non-parametric statistics, ANOVA, goodness of fit; test for independence, and multiple linear regression. (Antirequisite: 41-212.) (Prerequisite: 73-105 or equivalent.) (Available only to students who were registered in a BComm program prior to July 1, 2003. Antirequisites: 73-101 and 73-102.) 73-213. Introduction to Management Information Systems This course provides an overview of Management Information Systems (MIS). Topics include: various types of MIS such as Information Reporting Systems, Decision Support Systems, and Office Automation Systems; introduction to hardware and software technology; personal, functional and enterprise information systems; and the value added to an organization by MIS. (Prerequisite: 60-104 or consent of the instructor.) 73-220. Quantitative Decision Models I An introduction to the use of quantitative approaches to decision making. Topics include linear programming (model formulation and applications, computer solution, sensitivity analysis, and interpretation), transportation model, project management; PERT/CPM, inventory control. (Prerequisite: 73-102 or 73-105 and 62-194.) 73-305. Statistical Quality Design and Control The course discusses some of the important statistical concepts and methods for quality design and improvement. Topics include: statistical process control, development and interpretation of different kinds of control charts for variable and attribute data, designs of experiment for product/process improvement. A software package may be required to simulate the operation of an actual process, and to illustrate the methodology. (Prerequisites: 73-102 or 73-205.) 73-311. Introduction to Data Base Management A study of the planning and design of data base systems in a business organization. Topics include: data concepts and modelling, data base planning, data structure and storage techniques, and data base design. A micro-computer-based data base software package will be used for regular assignments and team projects. (Prerequisite: 73-213.) 73-320. Quantitative Decision Models II An introduction to the use of quantitative approaches to decision making under uncertainty. Topics include: inventory management under probabilistic demand, waiting line models or queues, computer simulation, decision analysis, multi-criteria decision making. (Prerequisite: 73-220.) 73-331. Operations Management I An introduction to the problems and techniques encountered in the production of goods and services. Topics include: forecasting, capacity planning, facility location and layout, aggregate planning, inventories and materials requirement planning. (Prerequisite: 73-220.) 73-425. Special Topics in Management Science (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) 73-429. Independent Study (May be taken for credit twice if content is different.) (Prerequisite: consent of the instructor.) 73-431. Operations Management II The course explores other substantive and analytical issues in the planning and control of operations and manufacturing. Topics include: operations scheduling, quality and assurance, reliability and maintainability; and recent advances in manufacturing technologies and control. Team or individual presentations on selected topics may be required. (Prerequisite: 73-331.) MARKETING 74-231. Principles of Marketing An introduction to the principles, concepts and techniques of marketing. A significant objective of the course is the development of a basic understanding of the marketing process and its role in the organization, in the economy, and in global markets. 74-232. Marketing Problems-Applications and Decisions The application of concepts and techniques in marketing through the use of cases and simulation gaming. The course will apply the concepts learned in 74-231, Principles of Marketing, in a managerial, decision-making format. (Prerequisite: 74-231 and Corequisite: 72-270.) 74-332. Research Methods in Marketing The use of analytical methods to improve the efficiency of the marketing operations of companies and other organizations with emphasis on the development of a broad understanding of the uses and methods of research as applied to marketing. (Prerequisites: 73-102 or 73-105 and 74-232.) 74-334. Consumer Behaviour An analysis of consumer and buyer behaviour and their implications for marketing decisions. The course examines theories of, and research in, consumer behaviour through cases and group projects. (Prerequisite: 74-232.) 74-335. Channels of Distribution This course provides an introduction to distribution channel management. Major topics include the types and roles of channel intermediaries, principles of distribution channel design, the impact of other elements of the marketing mix on channel management, and issues in channel management such as power and conflict, communication and evaluation of channel members. (Prerequisite: 74-232.) 74-337. Quantitative Analysis for Marketing Decisions The application of quantitative techniques to marketing problems and strategy. (Prerequisites: 73-102 or 73-105 and 74-232.) 74-338. Retail Marketing Management An introduction to retailing concepts and the examination of various managerial issues related to retailing, including retail marketing strategy formulation, customer care and service, product assortments, retailer-supplier relations, pricing, inventory control, and location and layout decisions. (Prerequisite: 74-232.) 74-339. Logistics and Supply Chain Management The planning, implementing and controlling of all logistics activities associated with the flow and transformation of goods and related information, from the raw materials stage through to the end user. This course provides an introduction to business logistics management, including logistics network design, order processing, inventory management, transportation, warehousing, international logistics information technology and logistics strategy. (Prerequisite: 74-232.) 74-431. Independent Study This course is of varying content dealing with topical issues in marketing. The course might focus on a specific functional area or a particular environment for the application of marketing concepts. Administration of the course will vary as appropriate with its content and might involve a literary survey, research project, experiential exercise, or other format. (May be repeated for credit if content is different.) (Prerequisites: 74-232 and consent of the instructor.) 74-432. Product Planning for Marketing Management An overall view of the product planning function (including the planning of services) in a company or institution, including the development and appraisal of product ideas, optimal organization of the planning process, product audits, financial and legal aspects of product planning, and intra-organizational factors. (Prerequisite: 74-232 or consent of the instructor.) 74-433. Internet Marketing This course explores the impact of the Internet on traditional marketing strategy and actions. Specific emphasis will be placed on customer segmentation/targeting, consumer behaviour and issues of on-line/off-line consistency. Students will be expected to develop an understanding of web site design and basic html coding. Classes consist of lectures, lab work, case analysis, and student discussions/presentations. The course requires both qualitative and quantitative treatment of issues. (Prerequisites 74-232, 60-104.) 74-435. International Marketing This course is concerned with the problems and opportunities of marketing in foreign environments. It will focus on the cultural, economic, and geographical problems encountered in managing the marketing function from a Canadian manager's perspective. (Prerequisite: 74-232.) 74-436. Advertising Management A study of how to approach the management of advertising in business enterprises. The focus will be on making advertising decisions (e.g., setting advertising objectives, creating advertising campaigns, developing media strategies, and measuring advertising results) in relation to the overall marketing strategy of the business or non-business enterprise. (Prerequisite: 74-232 or consent of the instructor.) 74-437. Sales Management The study of the personal selling area, including an examination of the role and responsibilities of the salesperson, the sales management, and sales management functions. (Prerequisite: 74-232.) 74-439. Marketing Strategy and Planning An advanced course in the management of the marketing function. The course will include an appraisal of the key issues in the management of the marketing function with major emphasis on the development, formulation, implementation, and control of the firm's marketing plan. Emphasis will also be placed on current key issues in the marketing area and global marketing considerations. (Prerequisites: 74-332 and 74-334, or consent of the instructor.) BUSINESS STRATEGY AND ENTREPRENEURSHIP 75-290. Fundamentals of Entrepreneurship This is a survey course designed to introduce students from all faculties to entrepreneurship as a career option. The entrepreneurial process will be explored through a mix of lectures and case studies. Topics include the identification of profitable business ideas, assessment of business opportunities, entry strategies, marshalling resources, and the start-up process. (Prerequisite: Semester 3 standing or above.) 75-390. Technological Entrepreneurship This course is designed for students with engineering or science backgrounds. This course will focus on the subject of creating a manufacturing or a technology-based enterprise. Through a mix of lectures, discussions, case studies, and field work, these topics will be examined: developing product concepts, prototype development and concept testing, estimating market potential, attracting stakeholders, writing business plans, raising funds, and assembly of needed resources. 75-391. New Venture Formation Designed for students who choose entrepreneurship as a career option, this course is an in-depth study of the process of drawing the blueprints for a new enterprise including: developing business ideas, developing business concepts, conducting feasibility studies, choosing a legal form or business, writing business plans, identifying and approaching sources of money, raising funds, and putting together a package of resources to start an enterprise. (Prerequisites: 71-140, 72-271, 74-231.) 75-392. New Venture Management Building on the knowledge gained in 75-391, students examine the details of two main stages in the life of a business venture: start-up and venture growth, and the stabilization phase. Topics include: leveraging, negotiating, teaming, raising equity capital, actual acquisition of physical resources, building an organization, generating sales, establishing information and control systems, crisis management, managing growing pains, and stabilizing the enterprise. (Prerequisite: 75-391.) 75-393. International Business This course is designed to provide students with the tools to think globally and manage internationally. This survey course covers a wide range of topics including, the global trade and investment environment, the international firm's cultural, political, and competitive environment, and the management and operations of international firms. The focus throughout the course is on the changes that occur when a firm moves from a domestic focus to a global one. (Prerequisites: 71-140, 72-271, 74-231.) 75-397. The Law and Business Administration A survey of the law pertaining to business administration. Topics include: the legal approach to business problems, contracts, sale of goods, bills of exchange, agency, bailment, real property, partnerships, corporations, and bankruptcy. (Prerequisite: Semester 5 standing or above or permission of instructor.) 75-401. Co-op Work Term I Supervised experience in an approved career-related setting with a focus on the application of theory and the development of transferable skills. The co-op work experience is designed to provide students with an enriched learning opportunity to integrate academic theory and concepts in an applied setting. (Prerequisite: Student must be enrolled in a co-operative education program. Offered on a Pass/non-Pass basis. Supervised practicum requires the successful completion of a minimum of 420 hours. Students who do not pass the course can not continue in the co-op program.) 75-402. Co-op Work Term II Supervised experience in an approved career-related setting with a focus on the application of theory and the development of transferable skills. The co-op work experience is designed to provide students with an enriched learning opportunity to integrate academic theory and concepts in an applied setting. (Prerequisite: Student must be enrolled in a co-operative education program. Offered on a Pass/non-Pass basis. Supervised practicum requires the successful completion of a minimum of 420 hours. Students who do not pass the course can not continue in the co-op program.) 75-403. Co-op Work Term III Supervised experience in an approved career-related setting with a focus on the application of theory and the development of transferable skills. The co-op work experience is designed to provide students with an enriched learning opportunity to integrate academic theory and concepts in an applied setting. (Prerequisite: Student must be enrolled in a co-operative education program. Offered on a Pass/non-Pass basis. Supervised practicum requires the successful completion of a minimum of 420 hours. Students who do not pass the course can not continue in the co-op program.) 75-404. Co-op Work Term IV Supervised experience in an approved career-related setting with a focus on the application of theory and the development of transferable skills. The co-op work experience is designed to provide students with an enriched learning opportunity to integrate academic theory and concepts in an applied setting. (Prerequisite: Student must be enrolled in a co-operative education program. Offered on a Pass/non-Pass basis. Supervised practicum requires the successful completion of a minimum of 420 hours. Students who do not pass the course can not continue in the co-op program.) 75-411. Co-op Work Term I (Business and Computer Science) 75-412. Co-op Work Term II (Business and Computer Science) 75-413. Co-op Work Term III (Business and Computer Science) 75-414. Co-op Work Term IV (Business and Computer Science) 75-490. Strategy in the Global Business Environment This course builds on the basic knowledge provided in 75-393 to provide students with an in-depth appreciation of global management issues. The course focuses on developing and implementing global strategies. This includes a detailed analysis of the international environment and the forces that determine global effectiveness, as well as consideration of different forms of entry available to firms and the specific factors that must be addressed to implement global strategies successfully. (Prerequisite: 75-393.) 75-491. Special Topics in Strategic Management This is an advanced course designed to examine, in-depth, the strategic issues facing business decision makers. Coverage will vary to reflect the contemporary issues and concerns of today's executives. (May be taken for credit twice if content is different.) (Prerequisite: Semester 7 or Semester 8 standing.) 75-493. Field Study in Strategic Management and Entrepreneurship In this course, teams of students study an actual firm focusing on identifying the strategic issues facing the firm, the needed strategic plans for addressing them, and the implementation of such plans. Students pursuing the entrepreneurial option can also take this course to finalize the prototype for the business they intend to start. (Prerequisite: Semester 7 or Semester 8 standing.) 75-494. Directed Study in Strategic Management and Entrepreneurship Under faculty supervision, students undertake an individualized program of independent study to pursue, in great depth, a topic in strategic management or entrepreneurship where they can apply the knowledge gained in prior courses. (May be taken for credit twice if content is different.) (Prerequisite: consent of instructor.) 75-498. Strategic Management Taught from the perspective of the CEO, this is the capstone course of the B.Comm. Program. It is designed to integrate the knowledge gained in all business courses and focus such knowledge on the central task of managing the firm in its entirety. (Prerequisites: Semester 7 or Semester 8 standing in the B.Comm. program or B. Comm. for University Graduates program and all other required Business courses.)