Commerce Course Companion - …stufac.businesscatalyst.com/assets/commercecoursecompanion.pdf · Law and Business Relations . Comm 381 – Business Law ... and an opportunity assignment

Commerce

Course Companion

Academic Excellence. Exceptional Experience.

Presented by: Student Faculty Academics Committee

Academic Year 2010/2011

Table of Contents

Introductory Letter from the Co-Chairs………………………………………………………………..4

Course Companion Guide………………………………………………………………………………….5

StuFAC Awards 2008-2009………………………………………………………………………………6

General Business and Consulting

Comm 305 – Introduction to Entrepreneurship…………………………………7

Comm 308 – Canadian Business History………………………………………….8

Comm 404 – Business Consulting………………………………………………….9

Comm 407 – Critical Perspectives on Business………………………………...10

APSC 400 - Technology, Engineering, and Management……………….….…11

(Note: This course is not offered through the School of Business)

Accounting

Comm 310 – Environmental Accounting………………………………………...12

Comm 311 – Financial Accounting Practices, Principles and Concepts…...13

Comm 312 – Intermediate Management Accounting………………………….14

Comm 313 - Financial Accounting II……………………………………………..15

Comm 314 – Management Control………………………………………………..16

Comm 315 – Financial Statement Analysis and Accounting Valuation…...17

Comm 317 – Auditing………………………………………………………………..18

Comm 318 – Financial Accounting Theory…………………………………...…19

Comm 319 – Managerial Tax Planning……………………………………………20

Finance

Comm 321 – Derivative Securities…………………………………………………21

Comm 322 – Financial management Strategy…………………………………...22

Comm 323 – Corporate Financial Planning……………………………………...23

Comm 324 – Investment and Portfolio Management………………………….24

Comm 326 – The Economics of Canada‘s Financial System………………….25

Comm 328 – International Finance……………………………………………......26

Marketing

Comm 332 – Marketing Research………………………………………………….27

Comm 333 – Marketing Management and Marketing Strategy……………...28

Comm 335 – Integrated Marketing Communications…………………………29

Comm 336 – Consumer Behaviour………………………………………………..30

Comm 338 – Marketing Ethics (I) …………………………………………………31

Comm 434 – Sales Management…………………………………………………...32

Comm 439 – Business to Business Marketing…………………………………..33

Table of Contents

Operations & Organizational Studies

Comm 342 – Operations Strategy and Innovation Management………….34

Comm 350 – The Future: Forecasting and the Business Environment…..35

Comm 351 – Leadership…………………………………………………………...36

Comm 353 – Managing in a Multicultural Environment…………………….37

Comm 355 – Group Processes in Organizations……………………………..38

Comm 357 – Interpersonal Skills for Managers……………………………...39

Comm 358 – Human Resource Management………………………………….40

International Business

Comm 373 – International Business Negotiations………………………….41

Comm 376 – Business in the Asia-Pacific…………………………………….42

Law and Business Relations

Comm 381 – Business Law………………………………………………………43

Comm 385 – Negotiation Theory and Behavior..……………………………44

Information Systems

Comm 392 – Database Design and management…………………………..45

Comm 395 – IS Strategy – Maximizing Business Value…………………...46

Comm 398 – Business, Government, and the Global Economy…………47

*Please be advised that for various circumstances we were not able to include all upper-year electives in the Course Companion. The presented courses do not en-tirely represent all Commerce electives offered by the Queen‘s School of Business.

Letter From the Co-Chairs

Dear Fellow Students, Three years ago, the Student Faculty Committee and Commerce Review amalgamated to

form the Student Faculty Academics Committee (StuFAC). StuFAC‘s mandate is to act as

the liaison between Queen‘s Commerce students and faculty. The committee is given the

responsibility to administer formal and informal class evaluations for all Commerce

courses. These results are presented to students in the form of the course companion

and to professors in private meetings to be used for course improvements.

At this time we would like to apologize for not being able to present you with the most

recent commerce course companion. Unfortunately, due to technical difficulties in

preparing the report the 2010-2011 Commerce Course Companion will not be available

to you at this time. However, with your best interest in mind we have updated specific

sections of the previous years guide to reflect several requested additions.

We hope that students will find this year‘s Course Companion helpful as it is an

invaluable resource for opinions beyond just course descriptions. The committee urges

you to use this great tool to your advantage when completing the challenging task of

selecting your courses for the upcoming year.

Sincerely, Michael Morris & Mandi Kocaj

Student Faculty Academics Committee

Incoming Co-chairs

Page 4

The goal of the Course Companion is to provide a simple and effective breakdown of each upper-year elective offered in the Queen's Commerce Program. Each course presented in the 2009 Course Companion is presented in the following one-page format. Below is a brief description of each of the components included on each course page. Header: The header of each course page displays the course code, course title, professor, and the semester the course was provided. The term ‗Professor‘ is used to refer to professors, lecturers, adjunct lecturers and PhD students. The professor and semester represent the 2008-2009 academic year, and are subject to change for the upcoming year. Course Description: The paragraph in the body of the course page is a brief description of the course as provided by the professor. Here you will find the topics covered during the course of the semester and the professors‘ objectives for the course. As well, there are some helpful tips from students included in the description. The pie chart on the right depicts the composition of the class, generally of 3 rd-year, 4th-year and exchange students. Course Breakdown: The course breakdown shows the weighting of each component in the assessment of your final grade. All course breakdowns are reflective of the 2008-2009 academic year, and are subject to change. The Students’ Opinion: The bottom half of each course page displays students‘ aggregate opinions of various elements of the course. The charts each represent the results from the mid-year course evaluations. The three primary bar charts depict the breakdown of the student‘s assessment of the following three components:

Course Difficulty — This histogram breaks down the distribution of how challenging students found the course overall. Fairness of Evaluations — Represents how logical and fair students felt their profs were assessing their performance in the class. Overall Enjoyment — Overall how much students enjoyed both the course content and the professor. Sub-categories: The remaining seven categories present the mean values of the students‘ opinions on the following components. All figures are measured on a scale from 1 to 10. Course Workload — Measures the difficulty and time commitment required in completing the course workload through the semester. (1 = little, 10 = most) Course Organization — How well the course content was structured. Professor Effectiveness — Measures how effective and engaging the professor was in presenting the course material and accommodat-ing to students‘ needs. Amount of Participation — Gauges the level of in-class participation expected by the professor over the course of the term. Amount of Group Work — Assesses the amount of group work involved in completing course requirements. Overall Value — Students‘ opinions on the overall value obtained in participating in the course.

Page 5

Course Companion Guide

Most Valuable Course

COMM 315 – Financial Statement Analysis and

Accounting Based Valuation 9.11 / 10

Notables:

COMM 404 Business Consulting 9.08 /10

COMM 313 Financial Accounting 8.10 / 10

Most Enjoyable Course

COMM 404 – Business Consulting

9.24 / 10

Notables:

COMM 376 Business Asia Pacific 9.14 / 10

COMM 385 Negotiation Theory 9.06 / 10

Best Professor

COMM 351 – Leadership: Prof. John Phelan

9.35 / 10

Notables:

COMM 381 Law Kissick 9.20 / 10

COMM 385 Negotiation Neville 9.18 / 10

COMM 392* DD&M Gallupe 9.60 / 10

Heaviest Workload

COMM 333 – Marketing Management and

Marketing Strategy

8.46 / 10

Notables:

COMM 404 Business Consulting 8.15 / 10

COMM 321 Derivatives 7.92 / 10

Most Difficult Overall

COMM 321 – Derivative Securities

9.64 / 10

Notables:

COMM 313 Financial Accounting (II) 8.60 / 10

COMM 311 Financial Accounting (I) 8.46 / 10

Most In-Class Participation

COMM 404 – Business Consulting

9.85 / 10

Notables:

COMM 357 Business Asia Pacific 9.71 / 10

COMM 338 Marketing Ethics 9.48 / 10

StuFAC Awards: 2008-2009

Page 6

The StuFAC Awards represent the Commerce electives which obtained the highest aggregate scores on the mid-year evaluations, as compiled by the Student Faculty Academics Committee. These results represent the student‘s opinion, of the courses from which survey results were obtained. These results are not used or officially presented by the Queen‘s School of Business.

305 - Introduction to Entrepreneurship Professor: Joseph Sexsmith

Fall Term

Page 7

Course Breakdown 10% - In-Class Simulation Exercise (team) 15% - Responses to Key Questions (Ind.) 35% - Opportunity Assessment (team) 30% - Entrepreneur interview (Ind.) 10% - In class participation

This course introduces students to small business, what it means to be an entrepreneur, and the concepts of entrepreneurship. Key assignments in this course include a simulation exercise, first hand interaction with entrepreneurs, and an opportunity assignment (the pre-cursor to a business plan). This course will complement COMM405.

3%

23%

47%

20%

7%

1 2 3 4 5

Easy Difficult

Course Difficulty

17%

0%

60%

20%

3%

1 2 3 4 5

Not Fair Fair

Fairness of Evaluations

27% 27% 27%

13%

7%

1 2 3 4 5

Not Enjoyable Enjoyable

Overall Enjoyment

5.20

7.87

7.13

4.53

3.13

7.33

Overall Value

Amount of Group Work

Amount of Participation

Professor Effectiveness

Course Organization

Course Workload

3rd Year

4th Year

Exchange

20%

30%

50%

Page 8

308 - Canadian Business History Professor: Bruce Buchan

Fall Term

3rd Year

4th Year

Exchange

Course Breakdown

15% - Seminar Presentation 30% - Research Paper

30% - Regular Participation 25% - Final Exam

The purpose of this course is to give the student of management the opportunity to study and analyze the history of the evolution of Canadian industries (and some of Canada's leading corporations) as well as the emergence of the professional manager. The student should gain a deeper understanding of the roots of Canadian business, but more importantly, be able to understand and appreciate the complex internal and external forces which must be considered today when making critical business decisions. The course will be of interest to students who plan to follow a career in management as either a practitioner or a consultant and to those who will need to be able to do a comprehensive analysis and assessment of the financial and managerial performance of the modern firm.

0%7%

53%

33%

7%

1 2 3 4 5

Not Fair Fair


6%0%

6%

75%

13%

1 2 3 4 5


Overall Enjoyment

6%

25%

44%

25%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

7.13

2.38

9.13

7.63

7.38

5.88

Overall Value




Course Organization

Course Workload

33% 20

%

47%

Course Breakdown

To Be Determined By Professor

404 - Business Consulting Professor: Robert Woyzbun

Fall Term

This course gives students the opportunity of consulting for owners, managers and staff of small and medium-sized businesses as well as professionals from not-for-profit and public organizations. Students work in consulting teams to resolve real-life management challenges or to implement business innova-tions. Classes are highly interactive and combine consulting-specific course materials, guest speakers, roundtable discussions and brainstorming ses-sions. Since this course is both project-and-client based, it is very rewarding, but demanding. Students with previous experience in managing projects, who enjoy interacting with business people, who thrive in fluid and ever-changing project cultures, who value the importance of fostering innovative or creative environ-ments, or who are considering a career in consulting, are strongly encouraged to apply.

3rd Year

4th Year

Exchange

Page 9

0% 0%

45%

36%

18%

1 2 3 4 5

Not Fair Fair


0% 0%

46%54%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%15%

8%

77%

1 2 3 4 5


Overall Enjoyment

9.08

9.69

9.85

7.69

7.23

8.15

Overall Value




Course Organization

Course Workload

25%

67%

8%

Course Breakdown

Book Review 20% Mid-Term Essay 20%

In-Class Presentation 25% Final Essay 35%

407 - Critical Perspectives on Business Professor: Jamie Swift

Winter Term

This course questions conventional business assumptions about self-regulating markets and the corporations that dominate them. It challenges students to rethink basic assumptions and learn about different perspectives, asking "if it's good for business, is really good for society?" Student`s will use Karl Polanyi's model of the double movement to examine the tensions between free markets and society as a whole. The provocative course incorpo-rates environments and class-based critiques, examining, Bhopal, Westray, liberalism, globalization, and Wal-Mart. The teacher is very passionate about this subject, and his ―non-corporate‖ perspective is very educational and valuable.

4th Year

Exchange

Page 10

0% 0%

25%

50%

25%

1 2 3 4 5

Not Fair Fair


0%

13%

50%

38%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%

13%

44% 44%

1 2 3 4 5


Overall Enjoyment

8.38

5.00

9.50

8.63

8.13

6.38

Overall Value




Course Organization

Course Workload

50%

50%

Professor: David Mody

Fall/Winter Term

Engineering

Commerce

Law

Other

81%

8%

8% 3%

Course Breakdown Bio-Rationale 5% Literature Review 20% Team Term Project 35% Book Report 20% Class Contribution 20%

310 - Environmental Accounting Professor: George Boland

Winter Term

This course is appropriate for any student interested in environmental issues and is particularly appropriate for students in the Queen's Environ-mental Studies Program. The course examines financial issues related to the environment in the context of natural capitalism and corporate social respon-sibility. The course provides an overview of concepts and tools related to 1) financial reporting, 2) assessing and managing environmental costs and bene-fits, 3) environmental entrepreneurship.

3rd Year

4th year

Page 12

7.73

8.00

9.73

9.00

7.36

5.36

Overall Value




Course Organization

Course Workload

32%

68%

5%

27%

55%

14%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%

27%

41%

32%

1 2 3 4 5


Overall Enjoyment

2%6%

60%

26%

6%

1 2 3 4 5

Not Fair Fair


Course Breakdown 20% - Quizzes (2x 10% each) 30% - Mid Term Examination

10% - Class Participation 40% - Final Examination

311– Financial Accounting Practices,

Principles and Concepts Professor: David McConomy

Fall Term

This is the first of two courses that constitute intermediate financial accounting. In these courses, generally accepted accounting principles and the basic assumptions underlying financial accounting decisions are examined in detail. Specific topics in this course include the Statement of Cash Flows, receivables, short- and long-term investments, and tangible and intangible capital assets. Some suggestions from past students to be successful in this course is to prepare for each class and to do the practice problems. Past students said that this is a pretty difficult course with heavy workload, and it is easy to fall behind. Therefore preparing for every class is essential!

3rd Year

4th Year

Exchange

Page 13

0% 0%

11%

55%

34%

1 2 3 4 5

Easy Difficult

Course Difficulty

8%

28%

42%

17%

5%

1 2 3 4 5

Not Fair Fair


2%

15%

38% 40%

5%

1 2 3 4 5


Overall Enjoyment

8.28

2.82

7.63

8.49

7.71

7.56

Overall Value




Course Organization

Course Workload

79%

14%

7%

Course Breakdown 10% - Written Case-problems

10% - Class preparation 35% - Mid-term Examination

45% - Final Examination (comprehensive)

312 - Intermediate Management Accounting Professor: Teri Shearer

Fall Term

Organizations‘ internal accounting systems serve two main purposes: management decision-making and management control. This course provides advanced coverage of the uses and limitations of accounting systems for both of these purposes, although the primary emphasis is on the decision-making purpose. The course is designed to build on the concepts and techniques studied in Comm 112, and to complement without duplicat-ing the Management Control focus of Comm 314. Exposure to Current and emerging concepts and practices in strategic cost management are highly emphasized. Professor Shearer is well known for her extensive knowledge of managerial accounting and for her encouragement of in-class participation.

3rd Year

4th Year

Exchange

Page 14

0%8%

50%

40%

1%

1 2 3 4 5

Easy Difficult

Course Difficulty

0%5%

25%

39%31%

1 2 3 4 5

Not Fair Fair


0% 3%

27%

55%

15%

1 2 3 4 5


Overall Enjoyment

77%

9%14%

8.14

4.36

6.60

8.50

8.49

7.04

Overall Value




Course Organization

Course Workload

Course Breakdown 20% - Quizzes (2 x 10% each) 30% - Midterm Examination

10% - Class Participation 40% - Final Examination

313 - Financial Accounting II Professor: David J. McConomy

Fall and Winter Term

This course is a continuation of COMM311. Specifically, this course examines the theoretical underpinnings and accounting decision making related to such topics as long-term debt, pensions, leases, and accounting for income taxes. The course also introduces the topic of financial statement analysis. Past students have indicated that it is important to stay on top of your readings and to study hard for evaluations by practising problems regularly. Questions may be phrased differently than in the textbook so try to think outside the box. 3rd Year

4th Year

Exchange

Page 15

3%

95%

3%

0%

20%

45%

28%

8%

1 2 3 4 5

Not Fair Fair


0% 0% 5%

60%

35%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 3%

53%

40%

5%

1 2 3 4 5


Overall Enjoyment

8.50

2.20

6.57

7.95

8.40

7.75

Overall Value




Course Organization

Course Workload

Course Breakdown

Case Assignments 40% Course Contribution 20%

Final Exam 40%

314 - Management Control Professor: Tony Dimnik

Winter Term

Management control is the process of assuring that the resources of the

organization are used effectively and efficiently in the accomplishment of

its objectives. This course deals with the design and implementation of

accounting and non-accounting related controls from a managerial

perspective. Through the use of case analysis, the course focuses on the

broad aspects of policy for management control. This course is appropri-

ate for those who plan to become professional accountants, management

consultants, and leaders of organizations. 3rd Year

4th Year

Exchange

Page 16

25%

62%

14%

0% 3%

24%

51%

22%

1 2 3 4 5

Not Fair Fair


0% 3%

33%

58%

6%

1 2 3 4 5

Easy Difficult

Course Difficulty

0%7%

13%

49%

31%

1 2 3 4 5


Overall Enjoyment

8.33

9.18

9 .82

8.42

8.42

7.65

Overall Value




Course Organization

Course Workload

Course Breakdown In-Class Quizzes 20%

Homework Assignments 20% Course Project 50%

Class Participation 10%

315 – Financial Statement Analysis and Accounting Based Valuation Professor: Mike Welker

Winter Term

This course focuses on the analysis of financial information, particularly the information contained in firms‘ financial statements, for making investment decisions. The primary focus is on determining the value of equity shares. The course begins with a comparison of various valuation models used in practice, and develops a comprehensive valuation model based on accrual accounting numbers. This is followed by a detailed analysis of balance sheets and income statements, profitability and sustainable growth, account-ing quality, and forecasting financial statement data.

3rd Year

4th Year

Exchange

Page 17

9.11

7.89

7.00

8.78

8.56

7.78

Overall Value




Course Organization

Course Workload

0% 0%

22%

61%

17%

1 2 3 4 5

Easy Difficult

Course Difficulty

6% 6%

28%

33%

28%

1 2 3 4 5

Not Fair Fair


0%6% 6%

56%

33%

1 2 3 4 5


Overall Enjoyment

33%

61%

6%

Course Breakdown 20% - Class and Group Participation

5% - In-class Group Projects 25% - Group Project 25% - Midterm Exam

25% - Final Exam

317– Auditing Professor: Pamela Murphy

Winter Term

The course begins with an examination of the factors affecting the demand for assurance including the concepts of independence and objectivity. We then introduce the business risk audit, the general approach used by the ―Big Four‖ international accounting firms. This model lends itself to in-depth examination of such key issues as knowledge of the client‘s business, analyz-ing business processes and management controls and application of analytical procedures. This course is one of the Canadian Institute for Chartered Accountants Education Requirements. Students loved the professors passion for the subject and the in-class group assignments. Some advice to succeed would be to prepare all the cases before class.

3rd Year

4th Year

Exchange

Page 18

0% 0%

41%

54%

4%

1 2 3 4 5

Easy Difficult

Course Difficulty

5%11%

23%

50%

11%

1 2 3 4 5

Not Fair Fair


0%7%

35%39%

20%

1 2 3 4 5


Overall Enjoyment

8.22

9.43

9.13

8.45

8 .13

7.48

Overall Value




Course Organization

Course Workload

2%

87%

11%

Course Breakdown

Mid Term Exam 20% Assignments 20% Final Exam 60%

318 - Financial Accounting Theory Professor: W.R. Scott

Winter Term

This is a course about accounting, not a course in how to account. It has two main goals. The first is to describe and explain various theories that underlie financial accounting and reporting. For the most part, these theories derive from information economics. Financial accounting information plays a crucial role in controlling this information asymmetry, thereby improving the operation of contracting, securities markets and managerial labour markets. The second goal is to illustrate the relevance of the theories for the practice of financial accounting, from the standpoint of both investors and managers. This will involve a critical evaluation of several accounting standards and of articles from the financial press.

3rd Year

4th Year

Exchange

Page 19

0%11%

26%

58%

5%

1 2 3 4 5

Not Fair Fair


11%

21%

47%

21%

0%

1 2 3 4 5


Overall Enjoyment

0% 0%

16%

84%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

6.42

2.33

5.58

6.11

6.11

7.05

Overall Value




Course Organization

Course Workload

Course Breakdown 20% - Group Project (4-6 members)

20% - Class Participation (if positive) 20% - Midterm Test

40% - Final Examination

319 - Managerial Tax Planning Professor: Daniel B. Thornton

Fall Term

The importance of considering taxes in business decision-making has long been recognized. Only since the 1990s, however, did the joint application of tax planning and business management begin to achieve the level of an inte-grated discipline with its own assumptions, theories, and methods. Managerial Tax Planning integrates tax planning with the theory and practice of manage-ment in a coherent framework.

3rd Year

4th Year

Exchange

Page 20

7%

84%

9%

0% 4%12%

51%

33%

1 2 3 4 5

Easy Difficult

Course Difficulty

2% 6%

60%

26%

6%

1 2 3 4 5Not Fair Fair


4%

13%

28%

44%

12%

1 2 3 4 5Not Enjoyable Enjoyable

Overall Enjoyment

8.23

6.00

6.15

7.74

7.90

6.77

Overall Value




Course Organization

Course Workload

Course Breakdown

To Be Determined by Professor

321 - Derivative Securities Professor: Louis Gagnon

Winter Term

This course explores derivative securities and their applications as risk management and yield enhancement tools for financial institutions and non-financial corporations. We develop the key relationships of derivatives and valuation (the cost-of-carry model, risk neutral valuations, binomial trees, and the Black-Scholes model). We extend the option-pricing framework to the valuation of real options. We analyze standard derivative instruments (futures, forwards, FRA's, swaps, stock options) as well as more recent ones such as exotic options and credit derivatives. This course is designed for students aiming to pursue a career in investment banking, consulting, or in the non-finance corporate sector.

3rd Year

4th Year

Exchange

Page 21

9%

18%

42%

27%

3%

1 2 3 4 5

Not Fair Fair


3% 6%

27%

39%

24%

1 2 3 4 5


Overall Enjoyment

0% 0% 3%12%

85%

1 2 3 4 5

Easy Difficult

Course Difficulty

8.36

7.21

6.73

7.27

7.69

7.82

Overall Value




Course Organization

Course Workload

33%

40%

27%

Course Breakdown


322 - Financial Management: Strategy Professor: Alfred Davis

Fall Term

The focus of the course is to provide a bridge to understanding the underlying principles behind ―why‖ these decisions such as capital investment, financing, capital structure, and dividend policy are made and to offer explanations for observed behaviours on the part of financial decision makers. A comprehensive framework of conceptual knowledge that builds on the principle of value maximization will be developed. The conceptual framework used by an entrepreneur in his/her simultaneous consumption and investment decision is shown to be the same as that use by large sophisticated corporations in their capital budgeting decisions using mean-variance portfolio theory and option pricing theory.

3rd Year

4th Year

Exchange

Page 22

0% 0%

16%

64%

20%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%8%

61%

31%

1 2 3 4 5

Not Fair Fair


2%

13%

28%

44%

14%

1 2 3 4 5


Overall Enjoyment

8.09

7.19

5.78

7.09

8.06

7.06

Overall Value




Course Organization

Course Workload

55%

23%

22%

Course Breakdown 15% - Group Presentation 25% - Assignments (2) 10% - Class Participation 15% - Midterm 10% - Corporate News Analysis 25% - Final Exam

323 - Corporate Financial Planning Professor: Shan Lin

Fall Term

This is a case-based course which emphasizes the practical application of

financial management principles. It is designed to help students relate the

various approaches of modern financial theory to the functions and

responsibilities of financial managers in the corporate world. Students will

learn to identify and analyze key corporate financial planning and policy

decisions using insights offered by theory. The application of theory to the

real world is the focus of the course. A series of popular corporate finance

topics will be explored using cases of real companies in various sectors and

industries in Canada and abroad.

3rd Year

4th Year

Exchange

Page 23

6%40%

54%

0%

10%

23%

56%

10%

1 2 3 4 5

Not Fair Fair


3%8%

36% 36%

18%

1 2 3 4 5

Easy Difficult

Course Difficulty

0%5%

49%

38%

8%

1 2 3 4 5


Overall Enjoyment

7.44

8.67

8.36

6.46

6.87

6.67

Overall Value




Course Organization

Course Workload

Course Breakdown 15% - Assignments

8% - Quiz/Participation 12% - Project

25% - Midterm Exam 40% - Final Exam

324– Investment and Portfolio Management Professor: Wulin Suo

Fall Term

This course presents important models in finance that can be solved either numerically of with simulations. The classes of models include Portfolio Models (example: estimating betas, finding efficient portfolios), Option Pricing Models (example: Black-Scholes, binomial pricing models, portfolio insurance), Bonds and Duration (example: immunization strategies, modeling the term structure). The course emphasizes the intuition underlying the models and shows how intuition can be cultivated with appropriate use of spreadsheets and computer graphics. Some suggestions from past students to be success-ful in this course is to do the assignments in advance as they will take a long time to do and make sure to read the textbook. Students enjoyed the stock market simulation because it allowed them to put what is taught into practice.

3rd Year

4th Year

Exchange

Page 24

32%

31%

37%

0% 4%

40%50%

6%

1 2 3 4 5Easy Difficult

Course Difficulty

1%

11%

28%

47%

13%

1 2 3 4 5

Not Fair Fair


13% 12%

46%

22%

7%

1 2 3 4 5


Overall Enjoyment

7.17

4.14

5.44

5.55

6.45

7.34

Overall Value




Course Organization

Course Workload

Course Breakdown

20% Financial system article presentation 30% - Project

50% - Final Exam

326 - The Economics of Canada‘s Financial System Professor: Michael McIntyre

Fall Term

This course examines Canada's financial system and the principal economic forces which shape both the system itself and the kinds of financial deals it can bring about. The course studies financial institutions and financial markets in Canada and in other major countries. Internationally, Canada can only compete successfully for financial business if its performance standards measure up to those of other countries. Similarly on the domestic front, Canadians can sometimes learn to innovate with greater success by examining practices in other countries. This is a great course for someone looking to gain a base level of knowledge in the operation of Canada‘s financial system.

3rd Year

4th Year

Exchange

Page 25

23%

65%

13%

0%

17%

58%

25%

0%

1 2 3 4 5

Not Fair Fair


6%

34%

26% 26%

9%

1 2 3 4 5


Overall Enjoyment

7.10

7.94

6.40

6.80

5.35

5.77

Overall Value




Course Organization

Course Workload

0% 3%

37%

46%

14%

1 2 3 4 5

Easy Difficult

Course Difficulty

Course Breakdown


328 - International Finance Professor: Kelvin Huang

Winter Term

This course focuses on the financial issues that managers confront in an international setting and develops a framework for evaluating the many opportunities, costs, and risks associated with multinational operations. The course employs cases extensively to provide students with a detailed and analytic look at investment and financial decisions undertaken by firms. Topics covered include: exchange rates, currency futures, options, swaps, international investing, foreign exchange exposure, hedging exchange risk, and cross-border valuation. In this course, it is important to read the text and current events in the financial market. Also, sample problems and exercises are very helpful, and students should have a basic knowledge of finance concepts.

3rd Year

4th Year

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18%

39%

43%

0% 4%

36%

54%

7%


Course Difficulty

7% 7%

32%39%

14%

1 2 3 4 5

Not Fair Fair


18%14%

43%

14%11%

1 2 3 4 5


Overall Enjoyment

6.64

6.57

6.71

4.79

6.86

6.43

Overall Value




Course Organization

Course Workload

Course Breakdown Class Contribution - 10%

Mid-term Exam - 20% Final Exam - 30% Projects - 40%

332 - Marketing Research Professor: Victor Emerson

Winter Term

This course is designed to provide students with an appreciation and under-standing of the marketing research process, its uses, limitations and biases. Its objectives include providing students with a working knowledge of the concepts, methods and problems of marketing research; developing students' problem-analysis skills and the ability to translate a management problem into a feasible research question; increasing students' sensitivity to the biases and limitations of marketing research; and developing students' ability to critically evaluate a research design, yet still identify useful information. The course is taught using a combination of lectures, discussions, exercises, case analyses and assignments.

3rd Year

4th Year

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Page 27

20%

27%

13%

33%

7%

1 2 3 4 5

Not Fair Fair


13%

20%

27%

20% 20%

1 2 3 4 5


Overall Enjoyment

6.53

5.47

7.07

6.93

7.07

5.87

Overall Value




Course Organization

Course Workload

0%

33%40%

27%

0%


Course Difficulty

54…

33…

13…

Course Breakdown 15% - Team Case Report & Presentation 25% - Final Exam 40% - Markstrat Simulation and Briefing Notes 10% - Participation 5% each - Case Memo; Marketing In the News

333– Marketing Management and Marketing Strategy Professor: Robert Woyzbun


This course provides students with the tools to plan and implement a competitively superior marketing strategy, involving a comprehensive analysis of a firm's customers, products, competitors, markets, resources and technology. Students will learn how to develop product/market objectives, to select markets in which the firm can operate with competitive advantage, and how to develop marketing mix tactics based upon the desired strategic vision. objectives. This course examines issues such as evaluating opportunities in international markets, understanding consumer behaviour in diverse markets, strategies for entering international markets, and growing global brands. Students are exposed to the decisions faced by global marketing managers with the aim of developing frameworks coordinating strategies in world markets.

3rd Year

4th Year

Exchange

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2%10%

23%

44%

21%

1 2 3 4 5

Not Fair Fair


0%7%

23%31%

39%

1 2 3 4 5


Overall Enjoyment

0% 2%

41%

57%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

7.93

9.74

8.52

7.18

7.70

8.46

Overall Value




Course Organization

Course Workload

46%

22%

32%

Course Breakdown


335 - Integrated Marketing Communications Professor: Megann Wilson

Fall Term

This course introduces students to the fundamentals of database management in organizations. It presents the basic concepts and definitions that are required to understand the role of data and information in the modern organization. Various data models are presented, paying particular attention to the relational model. Emphasis is placed on the application and development of those models through the development of a small database system. Management issues such as database reliability and security as well as database and the Internet will also be covered.

3rd Year

4th Year

Exchange

Page 29

8.00

7.59

7.52

8.43

8.07

6.07

Overall Value




Course Organization

Course Workload

22%

31%

13%19%

15%

1 2 3 4 5

Not Fair Fair


0% 0%

18%

57%

25%

1 2 3 4 5


Overall Enjoyment

4%11%

61%

21%

4%

1 2 3 4 5

Easy Difficult

Course Difficulty

46%29

%

25%

Course Breakdown Exams - 60%

Projects - 30% Participation - 10%

336 - Consumer Behaviour Professor: Victor Emerson

Winter Term

This course helps marketers understand who buys what, how, and why. Through readings, cases, and discussion this course examines the influence of various factors in the consumers' micro (individual-level) and macro (external) environments on their market-related knowledge, brand relationships, social and self identities, and decision making and behavioural processes. Factors examined include the influence of: family reference groups, geodemographics, culture and subculture, technology, involvement; memory, attitudes, values, and lifestyles. Key learnings focus on the specific managerial implications/applications that emerge from our understanding of these influences.

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4th Year

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43%

50%

7%

0% 0%

14%

46%39%

1 2 3 4 5

Not Fair Fair


0%11%

68%

21%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%7%

50%43%

1 2 3 4 5


Overall Enjoyment

7.93

7.29

8.36

8.43

8.21

5.79

Overall Value




Course Organization

Course Workload

Course Breakdown Participation - 10% Group Research Assignment - 25% Individual Paper - 15% Group Presentation - 20% Research Ethics & Memo - 10% In class Quiz - 20%

338 - Marketing Ethics (I)

Professor: Peggy Cunningham

Fall Term

This course is designed to 'open the eyes‘ of students to the ethical implications of their marketing decisions and give them new perspectives on marketing concepts. This advanced course builds on concepts learned in the 2nd year Business Ethics course and can be taken as a credit towards the Certificate in CSR. The course begins with an overview of the impact market-ing has on society and key decisions that have embedded ethical and societal issues. The course finishes by providing frameworks/tools, such as the marketing ethics audit, ethics code development, and ethical leadership, for managing ethics and responsibility within marketing organizations. Students are able to pursue topics or social organizations of special interest through a group research project that forms an integral part of this course.

3rd Year

4th Year

Exchange

Page 31

7.83

7.79

9.48

7.89

7.95

6.88

Overall Value




Course Organization

Course Workload

37%

37%

26%

3%8%

24%

41%

25%

1 2 3 4 5


Overall Enjoyment

1%11%

61%

23%

4%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 5%

39%48%

8%

1 2 3 4 5

Not Fair Fair


Course Breakdown 15% - Individual Contribution 25% - Individual Sales Presentation 20% - Group Topic Presentation 15% - Individual Sales Topic Project 25% - Final Examination

434 – Sales Management Professor: Jim Hamilton

Fall Term

Selling is the engine that drives all commerce. This highly-interactive and engaging course provides students with an understanding of the key aspects of professional sales and the role of corporate sales management related to planning, organizing, staffing, directing, and evaluating the selling function. Students will learn about the importance of preparing a formal sales call, dealing with objections, and closing a sale for a product or service. A wide variety of sales experts will visit the class to discuss their profession and will provide a valuable network for anyone considering a sales career. Some suggestions from past students to succeed in this course are to prepare for and contribute to every class. Students loved the professor‘s passion and experience. Also, the small class sizes led to active discussions.

3rd Year

4th Year

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8%

69%

22%

0% 2%

46% 45%

7%

1 2 3 4 5

Easy Difficult

Course Difficulty

4% 0%

17%

54%

25%

1 2 3 4 5

Not Fair Fair


8.74

7.07

9.43

9.17

8.47

6.89

Overall Value




Course Organization

Course Workload

13% 12%

46%

22%

7%

1 2 3 4 5


Overall Enjoyment

Course Breakdown Individual Participation - 15% Individual Case Studies - 40%

Group Case Presentation - 20% Group Project Presentation - 25%

This course will expose students to both the theory and practice of business-to-business marketing, especially B2B Internet marketing. While students are more familiar with business-to-consumer marketing (B2C), B2B markets are much larger and more important for many industries. Consequently, this course will help students learn about the analysis, planning, implementation, and control of business marketing systems for either goods or services. Students will explore some special issues and problems related to B2B distribution, market research, demand estimation, pricing, promotion, industrial buying situations, and marketing to governments. The course will pay particular attention to the importance and evolution of B2B portals and the role they can play in leveraging corporate reach and resources.

3rd Year

4th Year

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Page 33

439 - Business to Business Marketing Professor: Tom Elmer

Winter Term

20%

70%

10%

10%

0%

20%

50%

20%

1 2 3 4 5

Not Fair Fair


0% 0%

50% 50%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

8.20

7.40

8.80

8.60

8.20

6.80

Overall Value




Course Organization

Course Workload

0%

10%

40%

30%

20%

1 2 3 4 5


Overall Enjoyment

Course Breakdown


342 - Operations Strategy and Innovation Management Professor: Chialin Chen

Winter Term

This course examines the use of operations and innovations as competitive weapons. The emphasis is on the successful development of products, manufacturing process, and supply chains. The use of computer technologies for product and process management will also be stressed. The course proceeds from broad discussions of operations strategy to assessment of specific strategies (competing on quality, productivity, and new products and processes) to discussions of how those strategies can best be implemented over time. A key objective of the course is the development of operations and innovation strategies which are integrated with the overall business strategy of an organization as well as the other functional strategies such as marketing, technology and human resources.

3rd Year

4th Year

Exchange

Page 34

7.69

6.00

6.46

8.15

8.62

5.38

Overall Value




Course Organization

Course Workload

0% 0%

85%

15%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 0%

15%

38%46%

1 2 3 4 5

Not Fair Fair


0%8%

23%

62%

8%

1 2 3 4 5


Overall Enjoyment

45%

55%

Course Breakdown 25% - Test #1 25% - Test #2

50% - Opportunity Assessment (team)

350 - The Future: Forecasting and the Business Environment Professor: Peter Sephton

Fall Term

Course description: This course focuses on the origins of forecasting and emphasizes on the practical use of forecasting in the business world. Forecasting serves as a foundation for predicting the environments in with a business is expected to be operating. Topics that are covered in this course includes identifying and understanding the changes that occurring in the local, national, and international economics, and political and social environments. It also discusses the approaches that businesses use to make short and medium term predictions. According to past students, in order to succeed in this course, it is essential to keep up to date by taking notes on the reasoning behind each theory. Also, it is advised that students should pay special attention to GRETL.

3rd Year

4th Year

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0%4%

22%

48%

26%

1 2 3 4 5

Not Fair Fair


4%

12%

31%27% 27%

1 2 3 4 5


Overall Enjoyment

7.08

7.08

4.46

8.40

7.31

5.85

Overall Value




Course Organization

Course Workload

0%4%

44%40%

12%

1 2 3 4 5

Easy Difficult

Course Difficulty

23%

35%

42%

Course Breakdown 10% - Professionalism 20% - Leadership Essay 35% - Developing High Performance Team 20% - Interview with Great Leader Essay 15% - Final Take Home Examination

351– Leadership Professor: John Phelan


This seminar style course examines the practice and impact of leadership in organizations and communicates as we enter into the 21st century. The evolvement of leadership from the command and control style to the more recent transformation authentic, and will be examined in a variety of settings as described in both popular and academic writings on leadership. The impact of leadership will be assessed by research on whether and how individuals make a difference. The course also examines emerging trends in leadership in the 21st century. Texts and readings, exercises and team projects will be utilized.

3rd Year

4th Year

Exchange

Page 36

7.95

8.43

9.08

9.35

7.62

6.97

Overall Value




Course Organization

Course Workload

0%

22%

46%

32%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

3% 0%

19%

46%

32%

1 2 3 4 5


Overall Enjoyment

3% 3%

41% 43%

11%

1 2 3 4 5

Not Fair Fair


27%

32%

41%

Course Breakdown 25% - IB Consulting Presentation

25% - IB Consultant Report 10% - Class Participation

40% - Final Exam

353 - Managing in a Multicultural Environment Professor: Jean-Paul Roy


The purpose of this course is to develop both the intellectual understanding and the behavioural skills necessary to manage effectively in other cultural environments and to work effectively with people from other cultures. Topics covered include effective communication across cultures, the effect of culture on management practices, selecting and training personnel for international assignments, managing in less developed and former socialist countries, and ethical issues. Past students note that the videos and cases in this class are very interesting, and also that it helps to prepare for class. They also recommend this course as a good choice for your international business requirement.

3rd Year

4th Year

Exchange

Page 37

32%

27%

41%

2% 3%

19%

51%

25%

1 2 3 4 5

Not Fair Fair


2%

12%

49%

35%

2%

1 2 3 4 5

Easy Difficult

Course Difficulty

8.02

7.94

8.27

8.76

8.99

7.07

Overall Value




Course Organization

Course Workload

2% 3%

19%

45%

31%

1 2 3 4 5


Overall Enjoyment

Course Breakdown Quizzes - 10%

Class and Team Involvement - 10% Group Project - 35%

Mini Assignments - 15% Group Paper - 30%

The purpose of this course is to provide students with an understanding of group and team processes in organizations. It will cover current best practices and organizational research to help students develop an intellectual under-standing of how groups and teams operate. It will also include opportunities for students to use this understanding to build teamwork skills. Topics cov-ered in the course may include group formation and change, group composi-tion and roles, group decision-making and problem-solving, conflict and coop-eration in groups, power and politics within and between groups, pro-social and anti-social behavior, diversity, and virtual groups.

3rd Year

4th Year

Exchange

Page 38

355 - Group Processes in Organizations Professor: Jana Raver

Winter Term

15%

46%

38%

0%

15%

58%

27%

0%


Course Difficulty

0%

8%

27%31%

35%

1 2 3 4 5

Not Fair Fair


8%4%

23%

35%31%

1 2 3 4 5


Overall Enjoyment

6.85

9.54

8.85

8.31

7.77

7.46

Overall Value




Course Organization

Course Workload

Course Breakdown 20% - Individual Assessment Essay 15% - Class Participation 10% - Individual Oral Presentation 25% - Final Examination 30% - Group Presentations and Report

357 - Interpersonal Skills for Managers Professor: Paul Cunningham

Fall Term

The objective of this course is to focus on your personal skill development and the practical application of interpersonal and organizational behaviour to the effective management of people at work. You will develop and enhance your understanding of the interpersonal skills crucial to the manager‘s role, including self-awareness, stress and time management, interviewing, communications and public speaking, team building, conflict management and influencing others. This course is predicated on the belief that while quantitative, analytic, and conceptual skills are essential components of managerial success, they do not, in the absence of good human or interpersonal skills, produce effective managers.

3rd Year

4th Year

Exchange

Page 39

11%

67%

22%

4%

18%

65%

11%2%

1 2 3 4 5

Easy Difficult

Course Difficulty

2% 6%

33%

53%

6%

1 2 3 4 5

Not Fair Fair


2% 4%15%

60%

20%

1 2 3 4 5


Overall Enjoyment

7.75

7.53

9.71

8.22

7.89

6.22

Overall Value




Course Organization

Course Workload

Course Breakdown 25% - Midterm

30% - Team Project and Presentation 20% - Class Participation

25% - Final Exam

358 - Human Resource Management Professor: John Carlson

Fall Term

This course examines the key Human Resource challenges facing managers today and helps students to understand the latest models, concepts and tools to help manage these challenges. Some of the topics discussed are recruitment and selection, retention, orientation, performance management, coaching, succession planning, discipline, and compensation. There is also a large emphasis on human rights with regards to the legal environment governing human resources. The central purpose of this course is to provide participants with a basic introduction to the major topics and issues related to the management of human resources within Canadian organizations. This course is highly enjoyable and valuable, with a large emphasis on class discussion.

3rd Year

4th Year

Exchange

Page 40

4%

41%48%

7%0%


Course Difficulty

0% 4%

19%

52%

26%

1 2 3 4 5

Not Fair Fair


0%4%

7%

44% 44%

1 2 3 4 5


Overall Enjoyment

8.07

8.22

9.19

8.59

7.70

5.93

Overall Value




Course Organization

Course Workload

4% 20%

76%

Course Breakdown 20% - Mid-Term Test 20% - Presentations

40% - Simulation Exercise and Final Report 20% - Class Participation

373 – International Business Negotiations Professor: Michael Hawes

Fall Term

This course requires the application of cumulative knowledge of functional areas and international business to negotiation situations. It will introduce: current thinking and research on negotiating; exploring the different aspects of international negotiations, including planning, the effect of culture on negotiating styles, and managing the process. It will concentrate on developing international negotiating awareness and skills through the use of international negotiation exercises, simulations and cases. The focus will be on both the personal level (honing your own negotiating skills and awareness) and the corporate level (analyzing the factors that are important to companies in international negotiations, planning and implementing complex negotiations).

3rd Year

4th Year

Exchange

Page 41

0%

13%

57%

30%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

7.91

6.61

8.52

6.70

6.87

6.43

Overall Value




Course Organization

Course Workload

0%4%

48%43%

4%

1 2 3 4 5

Not Fair Fair


0%4%

13%

57%

26%

1 2 3 4 5Not Enjoyable Enjoyable

Overall Enjoyment

75%

10%

15%

Course Breakdown 12% - Test #1 22% - Individual Case Analysis 16% - Test #2 35% - Class Presentation 15% - Participation

376 - Business in the Asia-Pacific Rim Professor: Nailin Bu

Fall Term

Course description: The main focus of this course is to help Canadian business students to understand the significance of the socio-cultural and political differences between Canada and the Asia-Pacific Rim countries. This course is aimed to help students identify the various factors that influence international business-making. Topics that will be covered in this course includes philosophies and cultural norms, management styles, government & business relationships, inter-business networks, institutional and economic reforms, and business etiquettes. In this course, Professor Nailin Bu uses a lot of insightful personal experiences to enhance lectures. The main advice given by past students is to thoroughly read through all course materials.

3rd Year

4th Year

Exchange

Page 42

28%

17%

56%

3%

29%

42%

24%

3%

1 2 3 4 5

Easy Difficult

Course Difficulty

8.05

6.74

8.21

9.08

8.63

6.37

Overall Value




Course Organization

Course Workload

3% 0%

18%

45%

34%

1 2 3 4 5

Not Fair Fair


0% 0%8%

32%

61%

1 2 3 4 5


Overall Enjoyment

Course Breakdown 10% - Assignments #1 5% - Class Participation 20% - Assignment #2 10% - Mid-Term Evaluation 15% - Group Project 40% - Final Examination

381 - Business Law I Professor: Peter Kissick and Philip M. Osanic


This course is meant to provide an introduction to the system of civil law in Canada and specifically the two general areas of law that fundamentally affect business affairs in Canada. They are, respectively, the law of tort and the law of contract - the two cornerstones of civil or private law. The basic objective of this course is to familiarize students with the Canadian civil law system and the fundamental concepts of tort law and contract law. More particularly, this course will try to illustrate how these concepts are relevant in the business world: how legal problems can be identified and either prevented, or at least analyzed at a fundamental level.

3rd Year

4th Year

Exchange

Page 43

51%

47%

2%

1%6%

44%48%

2%

1 2 3 4 5

Easy Difficult

Course Difficulty

0% 3%

15%

47%

35%

1 2 3 4 5

Not Fair Fair


0% 1%6%

42%50%

1 2 3 4 5


Overall Enjoyment

8.89

5.87

8.78

9.20

8.90

6.19

Overall Value




Course Organization

Course Workload

Course Breakdown Group Facilitation 10% Midterm In-Class Test 10% Negotiation Journal 20% Negotiation Performance 10% Group Essay 25% Final In-Class Test 25%

385 – Negotiation Theory and Behaviour Professor: Lukas Neville

Winter Term

Negotiation is part of everyday life in organizations, whether negotiating with customers, clients, suppliers, co-workers or even the boss. The purpose of this course is to introduce students to theory and research on negotiations emphasizing social, behavioural, and decision-making processes. Negotiations will be studied in a variety of settings ranging from simple buyer-seller nego-tiations to multi-party, multi-issue, cross-cultural negotiations. In addition to the fundamentals of integrative and distributive bargaining, special topics may include ethics, gender, power, emotions, technology, and the use of agents. The course also includes a practical component in that students par-ticipate in simulations, exercises, and case analysis designed to develop their negotiating skills as well as their understanding of negotiation processes.

3rd Year

4thYear

Exchange

Page 44

8.82

7.47

9.05

9.18

8.59

6.94

Overall Value




Course Organization

Course Workload

3% 6%

38%

50%

3%

1 2 3 4 5

Easy Difficult

Course Difficulty

0%

18%

32%29%

21%

1 2 3 4 5

Not Fair Fair


0% 0%9%

29%

62%

1 2 3 4 5


Overall Enjoyment

44%

15%

15%

Course Breakdown 6% - Assignment #1 60% - Determined by Professor 14% - Assignment #2 20% - Assignment #3

392 - Database Design & Management Professor: Brent Gallupe

Fall Term

This course introduces students to the fundamentals of database manage-ment in organizations. It presents the basic concepts and definitions that are required to understand the role of data and information in the modern or-ganization. Various data models are presented, paying particular attention to the relational model. Emphasis is placed on the application and development of those models through the development of a small database system. Man-agement issues such as database reliability and security as well as database and the Internet will also be covered. (Note: Only 10 students surveyed)

3rd Year

4th Year

Exchange

Page 45

8.60

8.40

8.40

9.60

9.20

6.80

Overall Value




Course Organization

Course Workload

0% 0%10%

70%

20%

1 2 3 4 5


Overall Enjoyment

0% 0%

20%

50%

30%

1 2 3 4 5

Not Fair Fair


0%

10%

50%

40%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

38%

13%

50%

Course Breakdown 20% - Class Participation

10% - Topic Briefing 40% - Course Project

30% - Final Examination

395– IS Strategy—Maximizing Business Value Professor: Tracy Jenkin

Fall Term

This course examines the issues involved in managing the Information System (IS) function and investment decisions within organizations such that the organization receives the best possible benefit. It is a general course suited to any business student interested in learning about managing IS activities and maximizing the business value from these activities, as well as a capstone course for those students specializing in MIS. Topics vary somewhat from year to year but typically include IS governance, IS architecture, IS investment decisions, managing IS projects and portfolios of projects, and sourcing trends and practices. Case studies, guest speakers and projects are used to highlight issues regarding the practice of IS management.

3rd Year

4th Year

Exchange

Page 46

7%

14%

36% 36%

7%

1 2 3 4 5

Not Fair Fair


0%

23%

38% 38%

0%

1 2 3 4 5


Overall Enjoyment

0%8%

62%

31%

0%

1 2 3 4 5

Easy Difficult

Course Difficulty

7.08

8.62

8.00

7.23

7.23

6.31

Overall Value




Course Organization

Course Workload

33%

22%

45%

Course Breakdown 25% - Team Case Presentation 5% - Team Case Questions #1 25% - Mid-Term Paper 5% - Team Case Questions #2 40% - Individual Final Paper

398 - Business, Government, and the Global Economy Dr. Detomasi

Fall Term

Course description: This course focuses on the factors that affect non-market strategies and how they interact with domestic and international stakeholders in the economy on a global scale. This course covers a wide range of topics from non-tariff barriers, the WTO, debate over intellectual property rights, and risk analysis of countries. This course is aimed to provide students with an understanding of the non-market environment and its influences of the business world. Many students enjoyed the incorporation of current events and creative assignments in this course, and they strongly encourage future students to participate in class discussions. 3rd Year

4th Year

Exchange

Page 47

31%

34%

34%

0% 0%

51%

37%

11%

1 2 3 4 5

Easy Difficult

Course Difficulty

8.91

8.51

9.37

8.51

8.40

7.14

Overall Value




Course Organization

Course Workload

3% 6%

30%

39%

21%

1 2 3 4 5

Not Fair Fair


0% 0% 0%

51% 49%

1 2 3 4 5


Overall Enjoyment

Documents

Commerce Course Companion - …stufac.businesscatalyst.com/assets/commercecoursecompanion.pdf · Law and Business Relations . Comm 381 – Business Law ... and an opportunity assignment