May 18, 2024  
University of Alberta Calendar 2018-2019 
    
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University of Alberta Calendar 2018-2019 [ARCHIVED CATALOG]

Course Listings

 

Details of Courses

Courses taught at the University of Alberta are listed alphabetically. All courses, except those taught by Faculté Saint-Jean, are described in English.

Each course is designated by its computer abbreviation and a number. Students should use this abbreviation and number when completing any form requiring this information.

Courses are numbered according to the following system:

000-099 Pre-University
100-199 Basic Undergraduate. Normally requires no university-level prerequisites. Designed typically for students in the first year of a program.
200-299 Undergraduate. Prerequisites, if any, are normally at the 100-level. Designed typically for students in the second year of a program.
300-399 Undergraduate. Prerequisites, if any, are normally at the 200-level. Designed typically for students in the third year of a program.
400-499 Advanced Undergraduate. Prerequisites, if any, are normally at the 300-level. Designed typically for students in the fourth year of a program.
500-599 Graduate. Designated for graduate students and certain advanced or honors undergraduate students in their final year.
600-799 Graduate Courses
800-899 Special Registrations
900-999 Graduate Thesis and Project Numbers

For the purposes of program descriptions and prerequisite designation, courses numbered 100-199 are designated as Junior Courses and courses numbered 200-499 are designated as Senior Courses.

Note: Some exceptions to the course number system described above have been granted to the Faculty of Law and the Faculty of Medicine and Dentistry.

Course Description Symbols and Figures

Several symbols and figures are used to indicate the type, duration, and weight of courses.

  1. ★—Indicates “units of course weight,” and usually follows the course title. The accompanying number indicates the weight of the course as used in computing grade point averages and for meeting degree requirements.
    A course which runs throughout the Fall/Winter (i.e., from September through April) is usually weighted ★6. A course that runs for only one term (i.e., Fall: from September to December, or Winter: from January through April) is usually weighted ★3. Certain courses are offered over Fall/Winter or Spring/Summer, or in one term, with weights of ★1, ★2, and ★4. These are considered as one-sixth, one-third, and two-thirds of a Fall/Winter or Spring/Summer course, respectively. Some honors and graduate courses involving research may vary in weight according to the length and difficulty of the project. Some clinical courses may vary in weight according to the length of clinical experience. Some courses, not included in the computation of grade point averages, are offered for credit only and either carry a weight of ★0, or are marked as “Credit.”
    Undergraduate students who take courses offered by the Faculty of Engineering but are not registered in Engineering will have a course weight assigned for these courses according to the protocol of their home Faculty.
  2. fi—Denotes: “fee index,” the value used to calculate the instructional fees for each course. The fee index is multiplied by the fee index value (given in the appropriate subsection of Fees Payment Guide ) to give the dollar value of instructional fees for the course.
    For normal courses, the fee index is twice the value of the units of course weight; for example, a course with ★3 normally has fi 6. In cases where exceptional fees considerations need to be made, the fee index is set differently by the Board of Governors.
    Note that certain programs (e.g., MD, DDS, etc.) are assessed on a program fee basis for all or certain years. In these cases, the fee index calculation does not apply.
  3. (x term, a-b-c)—These figures in parentheses give information on when the course is offered and the hours of instruction required by the course in a week, or in some cases the total time in a term.
    In the case of a single-term course, the term in which the course is given is mentioned (item x). The designation “either term” means that the course may be offered either in the first term or in the second term or in each term, at the discretion of the department concerned. The designation “variable” means that the course may be taught either as a single-term or as a full-session course.
    Item a indicates lecture hours. Item b indicates seminar hour(s), demonstration hours (d), clinic hours (c), or lecture-laboratory hours (L). Item c indicates laboratory hours. For two-term courses, the hours of instruction are the same in both terms unless otherwise indicated. The expression 3/2 means 3 hours of instruction every second week; 2s/2 means 2 seminar hours every second week.
    Examples:
    (first term, 3-0-3): a course taught in first term with 3 hours lecture, no seminar, and 3 hours lab per week.
    (second term, 0-1s-2): a course taught in second term with no lectures, 1 seminar hour, and 2 hours of lab per week.
    (either term, 3-0-0): a course taught in either first or second term, or each term, with 3 lecture hours per week, no seminar, and no lab.
    (two-term, 3-0-3): a course taught over both first and second term with three lecture hours, no seminar, and three hours lab per week.
    (variable, 3-0-0): a course which may be taught in either first or second term or over two terms with three lecture hours per week, no seminar, and no lab.
  4. Prerequisite—This provides information on courses which must be successfully completed before registering in the more advanced course.
    Corequisite—This provides information on courses which must be taken before or at the same time as the course described in the listing.
    Note: Departments are authorized to cancel the registration of those students registered in a course offered by the department if they do not meet the prerequisite and/or corequisite requirements stated in the course description in this Calendar.
  5. [Department]— This indicates the department responsible for registration for interdepartmental courses. Normally, courses will be credited to the discipline listed in the square brackets.
  6. Open Studies Courses—Courses that are available to Open Studies students are designated in Bear Tracks Course Catalog by the  symbol.  indicates that a course is available to Open Studies students on a delayed registration basis only (see Registration  for complete details).
Important: Registration Procedures for Two-Term Courses

Students are strongly advised to refer to the Registration and Courses menu at www.registrarsoffice.ualberta.ca for details. Two-term courses are normally offered over two terms (either Fall/Winter or Spring/Summer). In a few instances, two-term courses are offered within a single term. In all cases these are identifiable in the Class Schedule because they consist of part A and part B (e.g., English 111A and 111B).

To successfully register in a two-term course, students, must do the following:

  • Register in both the part A and part B for all types of sections offered (Lectures, Labs, Seminars, etc.);
  • Register in the same section numbers for part A and part B of a course (e.g., Lecture A1 for both part A and part B, and Lab E3 for both part A and part B);
  • Register in all the appropriate sections on the same day.

All of the above must be done or the course registration is invalid and will be deleted. Invalid registrations will be deleted nightly. It is the student’s responsibility to attempt the course registration again, subject to availability.

Example: A student wishes to register in ABCD 101, a two-term course. It has a lecture and a lab section. Based on the student’s timetable planning, decides to take Lecture C3 and Lab C8. The student must add

In Fall Term ABCD 101A Lec C3 and ABCD 101A Lab C8,
and  
In Winter Term ABCD 101B Lec C3 and ABCD 101B Lab C8.

All these sections must be added on the same day to successfully register. Otherwise the registration in ABCD 101 will be deleted overnight and the student’s place in the course will be lost.

Course Renumbering

Over the years many courses have been renumbered. Old numbers can be found within individual course listings of previous Calendar editions.

Courses on Reserve

Courses not offered in the past four years are removed from this Calendar and placed on Reserve. These courses may be taught again in the future, in which case they would be brought back into the active Course Listings and placed in the Calendar. Information about Reserve Courses is available through the Registrar’s Office, the University Secretariat, and Faculty Offices.

Faculty Specific Regulations Regarding Courses

For specific Faculty regulations relating to courses and for a complete list of subjects taught by a Faculty, please consult the Undergraduate Programs section of the Calendar at the end of each Faculty section.

Physical Requirements for University Courses

The University has a commitment to the education of all academically qualified students and special services are frequently provided on campus to assist disabled students.

Nevertheless, some courses make certain unavoidable demands on students with respect to the possession of a certain level of physical skill or ability if the academic objectives of the course are to be realized. In case of doubt, students are advised to contact the Department concerned and Student Accessibility Disability Services (SAS), Office of the Dean of Students.

Because support services cannot be guaranteed for all off-campus courses, instructors may be obliged to refuse registration in such courses.

Course Availability

The following is a comprehensive course listing of all the approved courses that the University of Alberta may offer. The appearance of a course in this list does not guarantee that the course will actually be offered. The most current information on courses is available on Bear Tracks at https://www.beartracks.ualberta.ca

Course Listings
 

Statistics: Graduate
  

  • STAT 553 - Risk Theory

    ★ 3 (fi 6) (either term, 3-0-0) Classical ruin theory, individual risk models, collective risk models, models for loss severity: parametric models, tail behavior, models for loss frequency, mixed Poisson models; compound Poisson models, convolutions and recursive methods, probability and moment generating functions. Prerequisite: STAT 371 or equivalent. Note: Cannot be used for credit towards a thesis-based graduate program in the Department of Mathematical and Statistical Sciences.
  

  • STAT 561 - Sample Survey Methodology

    ★ 3 (fi 6) (either term, 3-0-0) Review of basic sampling schemes: simple random sampling, and stratified random sampling, and systematic sampling. Multistage sampling schemes. Estimation of nonlinear parameters: ratios, regression coefficients, and correlation coefficients. Variance estimation techniques: linearization, BRR, jackknife, and bootstrap. Selected topics: model-based estimation, regression analysis from complex survey data. Relevant computer packages. Prerequisites: STAT 361, 372, 471.
  

  • STAT 562 - Discrete Data Analysis

    ★ 3 (fi 6) (either term, 3-0-0) Sampling models and methods of inference for discrete data. Maximum likelihood estimation for complete contingency tables, measures of association and agreement. Goodness-of-fit. Incomplete tables. Analysis of square tables; symmetry and marginal homogeneity. Model selection and closeness of fit; practical aspects. Chi-square tests for categorical data from complex surveys. Prerequisite: STAT 372 or 471.
  

  • STAT 566 - Methods of Statistical Inference

    ★ 3 (fi 6) (either term, 3-0-0) An introduction to the theory of statistical inference. Topics to include exponential families and general linear models, likelihood, sufficiency, ancillarity, interval and point estimation, asymptotic approximations. Optional topics as time allows, may include Bayesian methods, Robustness, resampling techniques. This course is intended primarily for MSc students. Prerequisite: STAT 471 or consent of Department.
  

  • STAT 568 - Design and Analysis of Experiments

    ★ 3 (fi 6) (either term, 3-0-0) The general linear model. Fully randomized designs, one-way layout, multiple comparisons. Block designs, Latin squares. Factorial designs confounding, fractions. Nested designs, randomization restrictions. Response surface methodology. Analysis of covariance. Prerequisite: STAT 368 and a 400-level STAT course.
  

  • STAT 571 - Probability and Measure

    ★ 3 (fi 6) (either term, 3-0-0) Measure and integration, Laws of Large Numbers, convergence of probability measures. Conditional expectation as time permits. Prerequisites: STAT 471 and STAT 512 or their equivalents.
  

  • STAT 575 - Multivariate Analysis

    ★ 3 (fi 6) (either term, 3-0-0) The multivariate normal distribution, multivariate regression and analysis of variance, classification, canonical correlation, principal components, factor analysis. Prerequisite: STAT 372 and STAT 512.
  

  • STAT 578 - Regression Analysis

    ★ 3 (fi 6) (either term, 3-0-0) Multiple linear regression, ordinary and generalized least squares, partial and multiple correlation. Regression diagnostics, collinearity, model building. Nonlinear regression. Selected topics: robust and nonparametric regression, measurement error models. Prerequisites: STAT 378 and a 400-level statistics course.
  

  • STAT 580 - Stochastic Processes

    ★ 3 (fi 6) (either term, 3-0-0) Elements of stochastic processes. Discrete and continuous time Markov Chains; Birth and Death processes. Branching processes. Brownian Motion. General Stationary and Markov processes. Examples. Prerequisite: STAT 471 or consent of Instructor.
  

  • STAT 590 - Statistical Consulting

    ★ 3 (fi 6) (either term, 3-0-0) Data analysis, problem solving, oral communication with clients, issues in planning experiments and collecting data; practical aspects of consulting and report writing. Corequisite: STAT 568 and 578 or their equivalents.
  

  • STAT 600 - Reading in Statistics

    ★ 3 (fi 6) (either term, 3-0-0) Students will be supervised by an individual staff member to participate in areas of research interest of that staff member. Students can register only with the permission of the Chair of the Department in special circumstances. Will not be counted toward the minimum course requirement for graduate credits.
  

  • STAT 664 - Advanced Statistical Inference

    ★ 3 (fi 6) (either term, 3-0-0) Modern methods of statistical inference. Various versions of likelihood: conditional, marginal, integrated, profile, partial, empirical. Estimating equations. Semi-parametric models. Foundational issues. Prerequisites: STAT 512 and 566.
  

  • STAT 665 - Asymptotic Methods in Statistical Inference

    ★ 3 (fi 6) (either term, 3-0-0) Approximation techniques and asymptotic methods in statistics. Topics may include second and higher order expansions, asymptotics of likelihood based estimation and testing. Edgeworth expansions, exponential tilting, asymptotic relative efficiency, U-, M-, L-, and R-estimation. Prerequisites: STAT 566 or 664 and 512 or the equivalent.
  

  • STAT 900 - Directed Research Project

    ★ 6 (fi 12) (variable, unassigned) Open only to students taking the MSc non-thesis option in statistics.
  

  • STAT 901 - Practicum in Statistics I

    ★ 1.5 (fi 3) (either term, unassigned) Open only to students taking the MSc non-thesis option in Statistics.
  

  • STAT 902 - Practicum in Statistics II

    ★ 1.5 (fi 3) (either term, unassigned) Open only to students taking the MSc non-thesis option in Statistics.

Statistique: Cours de 1er cycle

Faculté Saint-Jean
  

  • STATQ 151 - Introduction à la statistique appliquée I

    ★ 3 (fi 6) (l’un ou l’autre semestre, 3-0-0) Collecte de données et leur présentation, statistiques descriptives. Loi de probabilité, distribution d’échantillonnage et théorème limite central, estimation ponctuelle et tests d’hypothèses. Corrélation et régression linéaire simple. Mesure d’ajustement et tableaux de contingences. Préalable: Mathématiques 30-1. Note: Ce cours n’est pas accessible aux étudiants ayant ou postulant des crédits pour un cours de STAT, KIN 109, PSYCO 211, SCSOC 322, SOC 210, ou SCI 151.

Strategic Management and Organization: Undergraduate

Department of Strategic Management and Organization
Faculty of Business
  

  • SMO 200 - Introduction to Management for Non-Business Students

    ★ 3 (fi 6) (either term, 3-0-0) Provides an understanding of the behavior of individuals and groups within the context of the business organization. Topics covered include organizational structure, culture, individual differences, personality, motivation, leadership, groups, decision making, power, politics, conflict, careers, stress, and organizational change. Not to be taken by students with credit in SMO 101, 201, 301 or 310. Not for credit in the Bachelor of Commerce program.
  

  • SMO 301 - Behavior in Organizations

    ★ 3 (fi 6) (either term, 3-0-0) Provides an understanding of the behavior of individuals in organizations. Draws from psychology, sociology, organization theory and covers topics such as personality, motivation, leadership, communication, conflict, and group dynamics. Prerequisite: Not open to students in the Faculty of Business. Open only to students from other faculties where the course is a requirement. Not to be taken by students with credit in SMO 200, 201 or 310.
  

  • SMO 310 - Introduction to Management

    ★ 3 (fi 6) (either term, 3-0-0) Introduces students to the behavioral, political and organizational dynamics of managerial practice. Topics include management theory, social responsibility, ethics, motivation, decision making, leadership, organizational structure, and strategy. Not to be taken by students with credit in SMO 200 or 301. Open only to students in the Faculty of Business. Not to be taken by students with credit in SMO 200, 201 or 301.
  

  • SMO 311 - HRM: Managing the Work Force in Canada

    ★ 3 (fi 6) (either term, 3-0-0) This course is a general overview of human resource management issues in organizations. It focuses on reward systems, the design of work, legal issues, union-management relationships, staffing, and training and development. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 321 - Introduction to Strategic Management and Organization Design

    ★ 3 (fi 6) (either term, 3-0-0) Explores why organizations such as McDonalds, Northern Telecom, Bennetton, Wal-Mart and the University of Alberta use different patterns of organization. Examines the political and behavioral dynamics of management decision making. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 322 - Theory of Organizational Behaviour

    ★ 3 (fi 6) (either term, 3-0-0) Students who have taken introductory courses in the area will study in greater depth and detail theories of how people work in organizations. These include theories of motivation, leadership, communication, decision making, groups, conflict, change, and others selected by the instructor to cover new ways of thinking about people and organizations. Lecture, case study, and group work will normally be used. Prerequisite: SMO 201, 301 or 310.
  

  • SMO 330 - Introduction to Entrepreneurship

    ★ 3 (fi 6) (either term, 3-0-0) This is an interdisciplinary course for students interested in developing an idea for a new product or service into a market reality and an investable story. This course is about developing the analytical and conceptual skills required to assess the potential for a new venture. Working on a team composed of students from across different faculties, students will generate an idea, use business modeling techniques to “flesh out” that idea and define a venture opportunity, move through the customer research and development process in order to assess how to improve their new venture concept, and “pitch” their idea. Topics covered in this course will include: idea generation, business-model development, market definition, customer discovery, competitive analysis, and resource development. Open to students in any Faculty with the consent of the Department. Not open to students in first year.
  

  • SMO 402 - Management Skills for Supervisors and Leaders

    ★ 3 (fi 6) (either term, 3-0-0) The purpose of this course is to increase understanding of leadership roles and skill in exercising those roles. These include team building, mentoring, managing conflict, delegating, managing participative decision making, creative problem solving, and time and stress management. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 404 - Interpersonal Communication and Team Management

    ★ 3 (fi 6) (either term, 3-0-0) This course provides an understanding of interpersonal (or face-to-face) communication process and presents opportunities for personal skill development. Students should expect to engage in role play and to receive feedback on their personal style of communication. Topics include team communication, supervisory-subordinate relationships, influence and persuasion, conflict management, and performance appraisal. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 405 - Gender Issues in Organizations

    ★ 3 (fi 6) (either term, 3-0-0) This course examines the ways in which gender, personal characteristics and organizational practices interact in influencing women’s and men’s experiences in work settings. Among the issues discussed are gender differences in career motivation and commitment, leadership skills and ability, and conflicts between professional and personal responsibilities. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 406 - Ethical Issues in Business

    ★ 3 (fi 6) (either term, 3-0-0) This course assists students in developing and refining their personal ethical frameworks by examining issues commonly facing members of business and government organizations. A wide range of issues will be explored including discrimination, product and worker safety, environmental impacts, insider trading, and employee privacy and rights. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 407 - Effective Team Management

    ★ 3 (fi 6) (either term, 3-0-0) Modern organizations are increasingly seeing their ability to succeed as tied to their ability to better utilize human potential for innovation and creativity, primarily through the increased use of teams and small groups. Teamwork skills are required with increasing frequency, and the ability to build high performing teams is a key management competency. This includes work teams, project teams, and virtual teams. This course will focus on the factors required to transform a group of people into a high performing team. The course will integrate theory and practical skills. Students will learn how to identify healthy and unhealthy team dynamics, and explore team development activities and interventions to improve team performance. Course topics will include: effective team communication, team building, leadership and social influence, decision making processes in teams, conflict management, motivating and teams, virtual teams, and group processes. Students will be encouraged to demonstrate practical skills as well as academic learning. Students should be prepared to contribute to role plays, case studies, class presentations, virtual group experiences, and personal style assessments. Prerequisite: SMO 201, 301 or 310.
  

  • SMO 411 - Alternative Dispute Resolution

    ★ 3 (fi 6) (either term, 3-0-0) Conflict is a part of life which we all encounter. Disagreements occur naturally between friends, co-workers, spouses, employer and employees, organizations, and nations. Conflict is both natural and positive if handled well, but can be destructive if handled badly. This course provides detailed hands-on practical experience with various methods of conflict resolution, especially mediation (third-party assistance) and negotiation. The course concentrates as well on the interpersonal communication skills, including assertiveness, which make effective conflict resolution possible. Prerequisite: SMO 201, 301 or 310.
  

  • SMO 412 - Effective Negotiations

    ★ 3 (fi 6) (either term, 3-0-0) This is a comprehensive study of negotiation theory and practice. A negotiation simulation is conducted to provide an understanding of how theory translates into practice. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 413 - Rights in the Work Place

    ★ 3 (fi 6) (either term, 3-0-0) This is a comprehensive study of rights in the work place. It examines principles of human resource management as guided by statutes and case law by courts and administrative tribunals. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 414 - Work Force Planning

    ★ 3 (fi 6) (either term, 3-0-0) This Human Resource Management course examines how a company interacts with the labor market to ensure that it has the right number and skill mix of employees. Part of the course involves a field research project in which students critique the work force plan of a local company. Pre- or corequisite: SMO 311. Open to third- and fourth-year students.
  

  • SMO 415 - Staffing

    ★ 3 (fi 6) (either term, 3-0-0) This Human Resource Management course is focused on the philosophy and procedures used in obtaining and maintaining an efficient work force. Topics include recruitment, selection and training. Pre- or corequisite: SMO 311. Open to third- and fourth-year students.
  

  • SMO 416 - Performance Management and Rewards

    ★ 3 (fi 6) (either term, 3-0-0) This Human Resource Management course focuses on how organizations create and operate a performance management system. It presents an overview of current issues in the field, such as performance evaluation, compensation planning, internal consistency, external competitiveness, individual equity, and benefits. Pre- or corequisite: SMO 311. Open to third- and fourth-year students.
  

  • SMO 417 - Managing the Work Force: International Perspectives

    ★ 3 (fi 6) (either term, 3-0-0) This course comparatively explores different techniques of human resource management (HRM) used in Canada, the USA, Japan, Sweden, Germany, and France. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 418 - Public Sector Employee Relations

    ★ 3 (fi 6) (either term, 3-0-0) This Human Resource Management course examines public sector employee relations in the context of governments, public service commissions, trade unions, and administrative tribunals. It highlights public sector/private sector differences and includes a simulation of public sector labor contract negotiations. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth year students.
  

  • SMO 423 - Power and Organization

    ★ 3 (fi 6) (either term, 3-0-0) An introduction to aspects of organizational life often omitted in business courses - the role of humor, gossip, emotion and sex; the organization of time and space; the nature of the body and the construction of organizational identities - and consider their significance for understanding contemporary organizational and human resources practices. Prerequisite: Open to third- and fourth-year students only.
  

  • SMO 427 - Strategic Consulting for Family Businesses

    ★ 3 (fi 6) (either term, 3-0-0) In this course, students will examine some of the most salient issues facing family businesses from a consulting perspective. Case studies and recent research will be used to help students learn how consultants and other advisors can address fundamental challenges facing family businesses in practice (e.g., strategic repositioning, process improvement, business valuation, governance and succession issues, and complex family dynamics). The course is case-based and highly interactive, providing students with an opportunity to both learn consulting skills and understand the unique dynamics associated with family businesses.
  

  • SMO 428 - Managing Family Enterprise

    ★ 3 (fi 6) (either term, 3-0-0) Designed to improve managerial knowledge and practice through improved recognition and understanding of the significance of family firms and of the unique challenges they face. The course is designed primarily for individuals who a) are members of a family with established business interests; b) might find themselves working for family controlled firms; c) might find themselves working in a professional capacity with family controlled firms in roles such as accountant, lawyer, banker or consultant. Prerequisite: SMO 201, 301 or 310 or permission of the instructor.
  

  • SMO 430 - Introduction to Small Business Management

    ★ 3 (fi 6) (either term, 3-0-0) Focus is specifically on issues related to the establishment of small business enterprises and particular issues related to managing them. This course employs the knowledge already acquired in the Undergraduate Program disciplines (OA, Marketing, Finance, Accounting, etc.) and applies it to case analysis and to the study of existing small businesses in Alberta. Students should be prepared to visit small business sites and to prepare case analyses of their management systems. Prerequisites: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 431 - New Venture Creation and Organization

    ★ 3 (fi 6) (either term, 3-0-0) This course explores how small businesses are created and operated. Topics include the entrepreneurial process, opportunity recognition, business planning, mobilizing resources and organization creation. Prerequisite: FIN 301, and SMO 201, 301 or 310.
  

  • SMO 432 - Managing for Quality

    ★ 3 (fi 6) (either term, 3-0-0) This course examines what quality management is, how it is used to improve performance, and how an organization can transform itself to a quality management orientation. In addition the history of management thought related to quality management including that of prominent figures such as Taylor, Deming, and Juvan is explored. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 433 - Managing Organizational Change

    ★ 3 (fi 6) (either term, 3-0-0) This course examines organization change, e.g. how organizations make transitions from one state to another. There is also a focus on understanding how management goes about changing corporate culture, organization structure and management systems. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 435 - Managing International Business

    ★ 3 (fi 6) (either term, 3-0-0) This course explores issues related to managing businesses that operate in an international content. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 437 - Managing Culture

    ★ 3 (fi 6) (either term, 3-0-0) This course has two aims: 1) to explore how organizational and work group cultures affect the management of an organization; and 2) to explore how national culture impacts management practice and ‘doing business’ in foreign settings. Prerequisite: SMO 201, 301 or 310. Open to third- and fourth-year students.
  

  • SMO 438 - Managing Public, Not-for-Profit Organizations

    ★ 3 (fi 6) (either term, 3-0-0) Many management ideas and practices are derived from private, for-profit organizations. This course examines some of the issues confronting management in the public, voluntary and not-for-profit sectors, for example, health, education, charities, churches, cultural organization and the arts, community groups, aid agencies, etc. It addresses the issues of to what extent and how management in these types of organizations is different from the dominant private sector view of management; the extent to which practices from one sector may be adopted by another, and pressures which lead in this direction, through, for example, funding agencies. Specific issues such as the management of volunteers will also be considered. Prerequisite: SMO 201, 301 or 310.
  

  • SMO 441 - Strategy and Innovation

    ★ 3 (fi 6) (either term, 3-0-0) This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. The course will have a special focus on innovation and innovative ways of competing and creating value. Guest Faculty members and executives will participate. Prerequisites: FIN 301; MARK 301; and SMO 201, 301 or 310. Open only to students in the Faculty of Business.
  

  • SMO 442 - International Family Enterprise

    ★ 3 (fi 6) (either term, 3-0-0) International Family Enterprise provides an opportunity for students to investigate issues related to family enterprise in international contexts. Using a combination of theoretical information, written case studies, and presentations from guest speakers the course studies family firms from the perspective of family, ownership and business. The course allows students the opportunity to investigate how non-family businesses can best deal with family firms in other countries. The course looks at family firms operating outside Canada and the US, as well as Canadian family firms with international operations.
  

  • SMO 445 - Corporate Social Responsibility and Social Entrepreneurship

    ★ 3 (fi 6) (either term, 3-0-0) Corporate social and environmental responsibility is an important strategic consideration for companies around the world. The relationship a business has with both government and the larger public is integral to its success, reputation, and day-to-day activities. This course offers a practical introduction to social entrepreneurship and addresses entrepreneurship, innovation, and corporate social responsibility. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, including organizational learning, sustainability, philanthropy, commercialization, and profit and nonprofit development. It also presents cases that illustrate these concepts in practical contexts. Ideas and skills learned in this course will better enable students to: play a role in shaping socially responsible businesses; develop a genuinely sustainable business enterprise; infuse non-profit organizations with a spirit of social innovation and practical financial sustainability; assist in influencing future government actions. Open to third and fourth year students.
  

  • SMO 470 - Leadership Lecture Series

    ★ 3 (fi 6) (either term, 0-3s-0) This course will provide students with an opportunity to hear leaders speak in a small group setting. Speakers will be leaders in academic life, business, military, professions, government, and the volunteer, cultural and non-profit communities as examples. Leadership in all areas of life will be explored. The lecture series will also allow the School to organize and offer innovative learning experiences for the students that will enhance the cohort “esprit de corps” and learning. (This course is normally restricted to students enrolled in Credit Certificate in Leadership.)
  

  • SMO 471 - Leadership Seminar

    ★ 3 (fi 6) (either term, 0-3s-0) This course is designed as an intensive examination of the role of the leader in an organization, the tasks and responsibilities of the leader, the dynamic processes in any organization, and developing leadership skills. (This course is normally restricted to students enrolled in Credit Certificate in Leadership.)
  

  • SMO 488 - Selected Topics in Organization Theory

    ★ 3 (fi 6) (either term, 3-0-0) Normally restricted to third- and fourth-year Business students. Prerequisites: SMO 201, 301 or 310 or consent of Department. Additional prerequisites may be required.
  

  • SMO 495 - Individual Research Project I

    ★ 3 (fi 6) (either term, 3-0-0) Special study for advanced undergraduates. Prerequisites: consent of Instructor and Assistant Dean, Undergraduate Program.
  

  • SMO 496 - Individual Research Project II

    ★ 3 (fi 6) (either term, 3-0-0) Special Study for advanced undergraduates. Prerequisites: SMO 495, consent of the Instructor and Assistant Dean, Undergraduate Program.
  

  • SMO 497 - Individual Research Project III

    ★ 3 (fi 6) (either term, 3-0-0) Special Study for advanced undergraduates. Prerequisites: SMO 496, consent of the Instructor and Assistant Dean, Undergraduate Program.

Strategic Management and Organization: Graduate
  

  • SMO 500 - Managing People

    ★ 3 (fi 6) (either term, 3-0-0) Introduces students to organizational behavior (OB) and human resource management (HRM), and how to generate energy and commitment in employees. Examines options relevant to staffing, performance management, reward systems, leadership, motivation, decision making, communication, labor relations, and current issues in the field of management. Credit will not be given for SMO 500 when ORG A 500 or 503 or 504 have been completed.
  

  • SMO 502 - Organization Strategy/Managing Organizations

    ★ 3 (fi 6) (either term, 3-0-0) The first part of this course examines the formation of business strategy. It recognizes the complexities and messiness of strategy formation and explores how organizations actually develop strategies. The second part examines the evolution, determinants, and relevance of alternative ways of organizing. Contemporary ideas (e.g. re-engineering, the learning organization, virtual organizations) are critically reviewed. Not open to students who have completed SMO 610. Prerequisite: SMO 500.
  

  • SMO 530 - The Entrepreneurial Mindset and Innovation

    ★ 3 (fi 6) (either term, 3-0-0) This is an interdisciplinary course for graduate students interested in understanding and cultivating an entrepreneurial mindset. The class will explore the notion that creativity and innovation can be applied across many spheres of life - including in academic research, nonprofits, government, big companies, and small start-ups. Note: Open to students in any Faculty with the consent of the Department. Students in the Faculty of Business may not take this course for credit.
  

  • SMO 600 - From Science to Business: Translational and Entrepreneurial Challenges

    ★ 3 (fi 6) (variable, 3-0-0) This is a project-focused course on technology entrepreneurship and translation. At the core of the course will be `real life’ projects that require business development analysis and assessment. Based on their projects, students will be expected to produce technology commercialization plans as a key output for the course. In addition, the course will address key strategic and policy issues related to enhancing technology entrepreneurship at the science-business interface. Topics covered include open innovation systems, the challenges associated with the bridging the gap between science and business, and the strategic management technology translation and entrepreneurship. Prerequisite: SMO 659 or permission from the MBA Office.
  

  • SMO 601 - Innovation and Sustainability: The Cleantech Revolution

    ★ 3 (fi 6) (either term, 3-0-0) The clean technology and renewables course is a course designed to fit with three areas of graduate study: technology development and transfer, strategy, and sustainability. In this course, we will begin with an examination renewable energy industries (solar, water, wind, etc.) and clean technologies focused on waste and recycling. Clean and green strategies will be identified and discussed, using specific examples from our international clean technology research and database. At the end of the course, students will present either a project with a local clean technology company project or a case analysis of a key clean technology company of interest.
  

  • SMO 603 - Managing Innovation

    ★ 3 (fi 6) (either term, 3-0-0) This course is an introduction to practical applications to manage the innovation process in established companies. The focus will be on building and exploring clear innovation strategies, as well as understanding successful innovative organizations. This course is intended to provide participants with an overview of the management structures, processes and roles for successfully managing and participating in the management of innovation activities.
  

  • SMO 610 - The Manager as Strategist

    ★ 3 (fi 6) (either term, 3-0-0) This is a two week intensive course designed to develop critical thinking skills for executives. The course provides an overview of the substantive areas of management including human resources, leadership, organizational behaviour and strategy skills. Restricted to students in the FastTrack MBA for Business Graduates and the Master of Accounting. Credit will not be given for both SMO 610 and SMO 502.
  

  • SMO 617 - Managing the Work Force: International Perspectives

    ★ 3 (fi 6) (either term, 3-0-0) This Human Resource Management course comparatively explores different systems of human resources management (HRM) that are used in Canada, the USA, Japan, Sweden, Germany, and France, and their implications for firm competitiveness. Throughout the course, the North American experience serves as the backdrop or frame of reference for analytical discussions.
  

  • SMO 627 - Strategic Consulting for Family Businesses

    ★ 3 (fi 6) (either term, 3-0-0) In this course students will examine some of the most salient issues facing family businesses from a consulting perspective. Case studies and recent research will be used to help students learn how consultants and other advisors can address fundamental challenges facing family businesses in practice (e.g., strategic repositioning, process improvement, business valuation, governance and succession issues, and complex family dynamics). The course is case-based and highly interactive, providing students with an opportunity to both learn consulting skills and understand the unique dynamics associated with family businesses.
  

  • SMO 628 - Managing Family Enterprise

    ★ 3 (fi 6) (either term, 3-0-0) Designed to improve managerial knowledge and practice through improved recognition and understanding of the significance of family firms and of the unique challenges they face. Designed primarily for individuals who a) are members of a family with established business interests; b) might find themselves working for family controlled firms; c) might find themselves working in a professional capacity with family controlled firms in roles such as accountant, lawyer, banker or consultant.
  

  • SMO 631 - New Venture Creation and Organization

    ★ 3 (fi 6) (either term, 3-0-0) This course concentrates on the development of a new enterprise and the management of an existing small business. Casework and projects enable students to assess the opportunities, risks, and capabilities necessary for entrepreneurial success. The course emphasizes managerial and strategic problems during the early years of business formation and growth, including business planning. The course emphasizes the interface between theory and practice.
  

  • SMO 632 - Managing for Quality

    ★ 3 (fi 6) (either term, 3-0-0) This course examines what quality management is, how it is used to improve performance, and how an organization can transform itself to a quality management orientation. In addition, the history of management thought related to quality management including that of prominent figures such as Taylor, Deming, and Juran is explored.
  

  • SMO 633 - Managing Organizational Change

    ★ 3 (fi 6) (either term, 3-0-0) This course examines organization change, e.g. how organizations make transitions from one state to another. There is also a focus on understanding how management goes about changing corporate culture, organization structure and management systems.
  

  • SMO 635 - Managing International Enterprises

    ★ 3 (fi 6) (either term, 3-0-0) International enterprises are for-profit businesses and nonprofit organizations which actively coordinate their operations sited in multiple countries. Top managers of international enterprises must ensure that their organizations simultaneously adapt to differences in external contexts around the world and increase internal coordination, efficiency, and innovation on a worldwide basis. Students will be put in the role of practicing top managers who are facing challenges, making decisions, and providing leadership in complex, multicultural contexts. Topics may include: entry decisions; aligning strategy, structure, and process; globalization; international strategic alliances; and sustainability. Prerequisites: SMO 500.
  

  • SMO 636 - Management Consulting

    ★ 3 (fi 6) (either term, 3-0-0) This course is an introduction to the management consulting industry. It is primarily intended for those considering a possible career as a management consultant and for those looking to pursue an Internship with a consulting firm or a position with VGC. First, the course outlines the history, regulation, business models and competitive structure of the industry. Because the industry is changing quite rapidly, attention will be given to the dynamics of the industry’s business models and competitive structure. Second, the course introduces participants to key practices in the consulting process, with specific attention to the analytical and diagnostic approach to the preparation of proposals and management of engagements.
  

  • SMO 637 - Managing Not-For-Profit Organizations

    ★ 3 (fi 6) (either term, 3-0-0) Many management ideas and practices are derived from large, private, for-profit corporations. This course examines some of the issues confronting management in the not-for-profit sector, for example, health, education, charities, social/human services, and the arts. It addresses the issues of to what extent and how management in these types of organizations is different from the dominant private sector view of management, and how these practices are applied in the not for profit sector. Specific issues such as the management of volunteers, boards, and resource development programs are considered.
  

  • SMO 638 - Corporate Sustainability

    ★ 3 (fi 6) (either term, 3-0-0) This course examines business strategies for sustainable development. Business sustainability is defined as managing the “triple bottom line” - designing mission driven enterprises that provide a thriving future for business, society and the planet. To achieve this, managers must adopt a fresh understanding of the role of the business enterprise. The course will draw from successful sustainability efforts of leading business organizations, both locally and internationally, by identifying key success factors that encourage sustainable business practices. It will also place current understandings of sustainability in a wider context by exploring the historical roots of current sustainability practices and examining their implications for key stakeholders of the business enterprise.
  

  • SMO 639 - The Process of Making Public Policy

    ★ 3 (fi 6) (either term, 3-0-0) Emphasizes a systematic and comprehensive approach to the study of developing and implementing public policy within the context of Canadian society. This course explores both the decision-making process, and such factors as the separation of powers between levels of government, electoral politics, interest groups, media and government bureaucracy as they influence the making of public policy.
  

  • SMO 640 - Implementing Public Policy

    ★ 3 (fi 6) (either term, 3-0-0) Examines how public policy is implemented in organizations. Topic areas will include: using new knowledge to develop policy; influencing policy; and the role of managers in effectively implementing policy. There will be a strong focus on how public sector managers can effectively design and implement change strategies that take into consideration the organizational structure, systems, leadership, culture and politics. Combines classroom discussion of theoretical concepts with practical application in organizational settings.
  

  • SMO 641 - Business Strategy

    ★ 3 (fi 6) (either term, 3-0-0) This course examines top management decisions and emphasizes the development of business and corporate strategy. It integrates the management principles studied in the business core using a series of business cases. Guest Faculty members and executives will participate. Prerequisite: All required Year one MBA core courses.
  

  • SMO 642 - International Family Enterprise

    ★ 3 (fi 6) (either term, 3-0-0) International Family Enterprise provides an opportunity for students to investigate issues related to family enterprise in international contexts. Using a combination of theoretical information, written case studies, and presentations from guest speakers the course studies family firms from the perspective of family, ownership and business. As well, since family business is a prevalent organizational form throughout the world, the course allows students the opportunity to investigate how non-family businesses can best deal with family firms in other countries. The course looks at family firms operating outside Canada and the US, as well as Canadian family firms with international operations and addresses the following general questions: What are the key organizational and strategic issues for family businesses in other countries? How can we best understand the combination of family, ownership and business issues in international family firms? How can Canadian family firms best organize in order to compete internationally?
  

  • SMO 643 - Strategic Management in the Public Sector

    ★ 3 (fi 6) (either term, 3-0-0) Strategic management in the public sector comprises defining public value, building consensus and support, making decisions, deploying organizational capacity to implement, and managing performance to achieve the desired mission and goals. Addresses the unique complexities, ambiguities and messiness of strategic management in the public sector.
  

  • SMO 644 - Public Sector Leadership

    ★ 3 (fi 6) (either term, 3-0-0) Nearly all research on leadership has focused on the private sector. This course will concentrate on the unique features of leadership in the public and non-profit sectors. The course will examine the senior management structures in the different orders of government but the focus will be transformative leadership in areas of current policy interest including examples from environment, health, education, and social services. Prerequisite: SMO 652.
  

  • SMO 645 - Social Entrepreneurship

    ★ 3 (fi 6) (either term, 3-0-0) Corporate social and environmental responsibility is an important strategic consideration for companies around the world. The relationship a business has with both government and the larger public is integral to its success, reputation, and day-to-day activities. This course offers a practical introduction to social entrepreneurship and addresses entrepreneurship, innovation, and corporate social responsibility. The course focuses on key concepts in the field of social entrepreneurship and social enterprise, including organizational learning, sustainability, philanthropy, commercialization, and profit and nonprofit development. It also presents cases that illustrate these concepts in practical contexts. Ideas and skills learned in this course will better enable students to; play a role in shaping socially responsible businesses; develop a genuinely sustainable business enterprise; infuse non-profit organizations with a spirit of social innovation and practical financial sustainability; assist in influencing future government actions.
  

  • SMO 648 - International Family Business Study Tour

    ★ 3 (fi 6) (either term, 3-0-0) Combines lectures at the University of Alberta with an on-site study tour to a foreign country. The study tour component is normally for a one-to-two week period, during which students participate in company tours and lectures, to develop an appreciation for family business and entrepreneurship in an international context. Students are usually expected to complete projects or case studies relating to the country under study. Check with MBA office for enrolment restrictions. Credit will not be given for both SMO 648 and any other MBA study tour to the same destination. Students may receive credit for only two of the following three courses: BUS 648, BUEC 648, SMO 648.
  

  • SMO 651 - Project Management for Consulting Professionals

    ★ 3 (fi 6) (either term, 3-0-0) This course is an introduction to project management for the management consulting industry. This course is designed for management consulting professionals, current and prospective, and will explore the dynamics of project management fundamentals. The focus will be on managing the constraints faced by a project manager in any project: budgets, human resources, time frames, changing specifications, and quality. This course will examine techniques for establishing project objectives, developing deliverables, managing scope, developing work plans, managing and mitigating risks, issues and challenges as well as explore client management, profitability, and project close-out techniques.
  

  • SMO 652 - Leadership Skills

    ★ 3 (fi 6) (either term, 3-0-0) The purpose of this course is to increase the student’s understanding of leadership roles and skill in exercising those roles. These include team building, mentoring, managing conflict, delegating, managing participative decision making, creative problem solving, and time and stress management.
  

  • SMO 656 - High Technology Business Development

    ★ 3 (fi 6) (either term, 3-0-0) This course introduces students to the skills and components involved in the development of a high technology based business. Emphasis will be on business development at the interface of science and technology product development, including challenges facing new start-ups. Key business development topics include product development, market creation, building a management team, intellectual property, financing, ownership and exit strategy. Students will experience business development through case studies, presentations and class discussions.
  

  • SMO 657 - Interpersonal Communication and Team Management

    ★ 3 (fi 6) (either term, 3-0-0) This course provides the understanding of interpersonal (or face-to-face) communication process and presents opportunities for personal skill development. Students should expect to engage in role plays and to receive feedback on their personal style of communication. Topics include team communication supervisory-subordinate relationships, influence and persuasion, conflict management, and performance appraisal.
  

  • SMO 659 - The Strategic Management of Innovation and Entrepreneurship

    ★ 3 (fi 6) (either term, 3-0-0) This course addresses business principles at the interface of organization and technological change. It is intended for future managers and entrepreneurs, and provides the strategic frameworks needed to manage and profit from technological innovation. This course is designed in three parts, starting with an examination of innovation in the context of historical patterns of technological change. Second, it will address the organizational challenges in creating and managing innovation. To close, the course will integrate this knowledge and introduce strategies for commercialization and business development. Case studies and a final project will create opportunities to apply the frameworks.
  

  • SMO 686 - Selected Topics in Behavioral Sciences

    ★ 3 (fi 6) (either term, 3-0-0) Topics may vary from year to year. Students should check with the MBA Office for pre/corequisites of specific sections.
  

  • SMO 701 - Seminar in Organization Theory

    ★ 3 (fi 6) (either term, 3-0-0) This course introduces students to the major schools of thought in organization and management theory. It considers the development of the field, major and foundational works in these schools of thought, and provides a cognitive map with which to evaluate contemporary research and debates. At the end of the course the student will have an understanding of the strengths and weaknesses of each major perspective. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 701.
  

  • SMO 702 - Seminar in Human Behavior in Organization

    ★ 3 (fi 6) (either term, 3-0-0) This seminar examines theory and original research within the field of organizational behavior. The course covers a range of topics, including job performance, work attitudes (e.g., organizational commitment, job satisfaction), motivation, trust, justice, individual differences (e.g., personality), team structure and processes, power, leadership, and organizational culture. The primary emphasis is on the field’s classic, ground-breaking and/or provocative articles. Overall, the course exposes students to current research thinking and strategies within the field. Prerequisite: Registration in Business PhD Program at the University of Alberta or written permission of instructor. Approval of the Business PhD Program is also required for non-PhD students. Not to be taken by students with credit in ORG A 702.
  

  • SMO 703 - Seminar in Strategic Management

    ★ 3 (fi 6) (either term, 3-0-0) This course examines the current state of knowledge in strategic management. Topics may include the sources of competitive advantage, the role of industry evolution and technology, the organization of top management, and managerial decision-making and cognition. The course introduces students to alternative theoretical perspectives and available empirical evidence related to these topics. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 703.
  

  • SMO 704 - Individual Research

    ★ 3 (fi 6) (either term, 3-0-0) Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students.
  

  • SMO 705 - Seminar in Contemporary Issues

    ★ 3 (fi 6) (either term, 3-0-0) This course is designed to provide a holistic viewpoint on the life and work of a management professor. As students move through their doctoral program and into their first academic jobs, there are several skills and understandings that will be important for them to develop, with the ultimate goal of making their careers ones that are fulfilling. This course helps ground the students in a broad range of the basic skills they will build on over their careers. To that end, this course focuses on professional development, including research, teaching, presenting, and being a positive contributing member of the academe. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by student with credit in ORG A 705.
  

  • SMO 706 - Seminar in Quantitative Research Methods

    ★ 3 (fi 6) (either term, 3-0-0) Quantitative methods is an empirics-focused seminar that is intended to sharpen the student’s ability to design and use quantitative and mixed methods in behavioral studies, as well as to broaden the student’s knowledge of exemplary research in methods in this domain of research. The course complements standard regression or ANOVA course taken by students, and is particularly tailored for students of organization, strategy, and entrepreneurship. Prerequisite: Registration in Business PhD Program at the University of Alberta or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.
  

  • SMO 707 - Seminar in Special Organization Topics

    ★ 3 (fi 6) (either term, 3-0-0) This course examines special domain-related topics currently popular within organizational research. Topics will vary from one seminar to the next depending on instructor expertise, student interest and advances within the field. Illustrative topics include (but are not limited to) entrepreneurship, family enterprise and technology commercialization. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in ORG A 707.
  

  • SMO 708 - Seminar in Industrial Relations Foundations

    ★ 3 (fi 6) (either term, 3-0-0) Readings topics will include industrial relations systems theory, historical development and theories of the labor movement, comparative industrial relations systems, and collective bargaining theory. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Business PhD Program Director is also required for non-PhD students. Not to be taken by students with credit in IND R 701.
  

  • SMO 709 - Seminar in Human Resource Management

    ★ 3 (fi 6) (either term, 3-0-0) This seminar examines theory and research relevant to the employment relationship, including attracting, selecting and retaining people, socializing them about cultural values, designing jobs, and setting up reward and feedback structures, all of which affect the employees’ ability and motivation to contribute to the organization. HRM spans micro, meso, and macro levels of analysis and thus occupies an important point of intersection with other fields in management, the linkages of which are a focal point of study in this course. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, Business PhD Program, is also required for non-PhD students. Not to be taken by students with credit in HRM 703.
  

  • SMO 710 - Seminar in Family Business

    ★ 3 (fi 6) (either term, 3-0-0) Through this seminar students will develop an enhanced understanding of the evolution, current state, and envisioned future directions of family business research. A distinctive feature of the course is its emphasis upon recently-published review articles as the primary source of readings. As such, students will also leave the seminar with a stronger sense, in general, of what makes this type of article publishable and particularly compelling. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.
  

  • SMO 711 - Seminar in Entrepreneurship

    ★ 3 (fi 6) (either term, 3-0-0) This seminar introduces students to the major phenomenological topics and theoretical perspectives within the domain of entrepreneurship research. Illustrative phenomenological topics include opportunity recognition/construction, new venture creation, and resource acquisition. Illustrative theoretical perspectives include cognitive, affective and cultural approaches. The course enhances understanding of mid-range theory building and testing more broadly. Prerequisite: Registration in Business PhD Program or written permission of instructor. Approval of the Associate Dean, PhD Program is also required for non-PhD students.
  

  • SMO 810 - The Manager as Strategist

    ★ 3 (fi 32) (either term, 1 week) A week-long intensive course. Identifying and developing the human resources, leadership, and strategy skills essential for today’s successful executive. Restricted to Executive MBA students only.
  

  • SMO 820 - Managing Human Resources

    ★ 3 (fi 32) (either term, 3-0-0) Understanding interpersonal behavior within organizations; assessing and developing interpersonal effectiveness both as a leader and a team member. Restricted to Executive MBA students only.
 

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