Spring 2008 Undergraduate Calendar

ODETTE SCHOOL OF BUSINESS: COURSES

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.

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. Financial Accounting I
An introduction to the theory and concepts of financial accounting including generally accepted accounting principles and issues as to classification, recognition, realization, measurement and reporting. The emphasis of the course is from the perspective of the user of accounting information, allowing the student to become familiar with the information available and its content value.

70-251. Intro to Financial Accounting Theory
This is the first of 3 courses of intermediate accounting that presents the current developments in the theory of generally accepted accounting principles and CICA (Canadian Institute of Chartered Accountants) standards are introduced. An in-depth, theoretical examination of the determination, measurement, classification and reporting of assets is presented. (Prerequisites: 70-151).

70-255. Managerial Accounting I
An introduction into management’s use of internal accounting information for planning, managing, controlling and evaluation of business operations. Topics include cost concepts and costing techniques (including activity based costing), budgeting, cost-volume-profit analysis, standard costing, performance evaluation and product pricing. (Prerequisite: 70-151). (Credit may not be obtained for both 70-152 and 70-255).

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. Credit may not be obtained for both 70-255 and 70-256).

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: 70-251 and 70-255).

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: 70-255 or 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.)

70-459. Advanced Topics in Managerial Accounting
This course integrates quantitative and qualitative strategic analysis of accounting and business issues necessary for those intending to pursue a professional designation and management accounting careers to understand. A strategic simulation, formal case analyses, and contemporary accounting research form the structure of course materials intended to provide comprehensive insight into how to evaluate and formulate resolutions to the issues facing top management executives. Topics will include but are not limited to the application of knowledge to evaluate and recommend new solutions to long standing as well as recently articulated management issues of cost-effectiveness that include but are not limited to: affordable and sustainable development; risk assessment and diversification; maintenance of an appropriate local and global labour force; governance and regulatory compliance and non-compliance in a global environment; ethical management practices; and fulfilling professional responsibilities. (Prerequisites: 70-352, 70-456, 73-331.) (Open to Business students only.)

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 70-360.)

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

71-100. Introduction to Business Communications
Research has shown that effective communication skills are as necessary to career advancement as technical competence, work experience and academic qualifications. The importance of communication skills is not surprising when you consider that the average business manager spends 75-80% of the day communicating in one form or another. Thus, the focus of this course is to help you to sharpen your ability to communicate and manage conflict effectively - with individuals, within small groups, and with large audiences. This course stresses practical skill building for leaders. Time is spent on communication concepts and techniques, planning, organizing and making presentations, as well as the application of behavioural science theory to business communication and leadership. (Prerequisite: 75-100.)

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.

71-240. Introduction to Management and Organizational Life
This course provides an overview of the basics of management theory, coupled with a more applied view of how that theory may work in an organizational setting. It will build upon the understanding of strategic positioning and context provided by its new prerequisite Introduction to Business (75-100) where stakeholders, the environment, and business issues provide the background for understanding the challenges facing today's manager. The course will provide some experiential opportunities to develop team and leadership skills, while looking at the what affects the role of the individual and the group within the structure of the organization. An understanding of the influences upon and ways to motivate behaviour in organizations will be developed. (Prerequisite: 75-100.)(Credit can not be obtained for 71-240 or 71-340).

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: 75-100.)

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.) (Credit can not be obtained for 71-240 or 71-340).

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: 71-240 and 71-243.)

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: 75-100 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: 71-240 and 71-243.)

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: (Prerequisites: 71-240, 71-243, 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: 71-240.)

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.)

71-451. Organizational Staffing
At the heart of the organizational staffing process is the forming of matches between people and jobs that will result in an effective workforce for the organization. The course identifies the key influences upon, and components of staffing and overviews such support activities as job analysis, external and internal recruitment, selection and the assessment of staffing effectiveness. The course goes on to examine the deployment processes that represent the end pont of the person/job match. This match does may not be permanent, and so the course does go on to give consideration to equitable termination and outplacement practices which are required when people leave the organization. (Prerequisite: 71-243.)

71-452. The Management of Organization Health, Wellness and Safety
Health and safety plays a prominent role in the development of a strong organizational culture and a productive workforce. This course emphasizes the key goal of managers and HR professionals to create, develop and nurture a culture that is fully aware of the importance of safety and the advantages of a proactive employee wellness culture, and is willing to take the necessary steps to achieve it. Students will evaluate practices in the areas of health, safety, security and Workers' Compensation and the importance of due diligence and meeting safety legislation. An emphasis in the course is the adoption of proactive programs of employee wellness and assistance, careful medical and safety testing and the implementation of strategies to minimize compensation costs and maximize compliance with safety guidelines. (Prerequisite: 71-243.)

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: 71-240, 71-243 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, 75-100, 41-110, 41-111 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; 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.)

73-213. 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: 75-100, 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: 75-100, 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. (Prerequisite: 75-100.)

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. (Prerequisite: 73-102 or 73-105.)

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. Marketing Channels
The subject of marketing channels deals with the flow of ownership of a product from manufacturer to final user. Major topics include principles of marketing channel design, the types and roles of wholesalers and retailers, the impact of the other elements of the marketing mix, and issues in marketing channel management, such as power, conflict and legal concerns. (Prerequisite: 74-232).

74-337. Quantitative Analysis for Marketing Decisions
The application of quantitative techniques to marketing problems and strategy. (Prerequisite: 73-102 or 73-105.)

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 logistics activities associated with the flow of goods and related information, from the raw materials stage through to the end user. This course discusses the fundamentals of business logistics and supply chain management, including transportation, order management, warehousing, international logistics, reverse distribution, logistics information technology, and the impacts of product, price and promotion. (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

75-100. Introduction to Business
This course develops an understanding of organizations in their environments. The elements of strategic management are introduced as the guiding means for managing three broad sets of issues simultaneously. They are the creation, identification, and realization of business opportunities; the generation of organizational goals, processes and structures, given the demands of stakeholders; and the development and contributions of organizational resources and functions. The course introduces the case method as a primary means of developing analytical and decision-making skills, as well as insights into implementation. The case method is augmented with other course delivery techniques in an effort to foster a holistic approach to organizations and organizing.

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.)

75-391. 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.)

75-393. 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.)

75-490. 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: 75-100, Semester 7 or Semester 8 standing in the B.Comm. program or B.Comm. for University Graduates program and all other required Business courses.)