ADM6260 PROJECT MANAGEMENT I (1.5 units)
Project management methods based on standards, including the Guide to Project Management Body of Knowledge (PMBOK®) of the Project Management Institute (PMI)®; project success and stakeholders; project charter and project plan; managing a project throughout its life cycle (identification, design, planning, realization and close-out). Students will have hands-on experience using MS Project.
ADM6261 PROJECT MANAGEMENT II (1.5 units)
Focus on projects that have incomplete and/or unstable requirements such as IT projects or software development projects. Topics covered include: portfolio management; risk management; determining requirements and solutions; quality management; communication management; design methods (Quality Function deployment, Value Analysis); iterative and adaptive project management; fast tracking and concurrent methods of project management.
MBA5235 MANAGEMENT SKILLS 1 (1.5 units)
Development of increased skills and understanding of participant preferences for the management of interpersonal and team-based issues and processes in a work environment. Special focus on diversity and ethics in a team environment. Effective business communications, including skills for delivery of high quality business presentations; exposure to common business software for inclusion in the student's professional toolbox.
MBA5236 LEADERSHIP AND MANAGEMENT (1.5 units)
Leadership versus management; participatory leadership; transactional leadership; transformational leadership; reciprocity and mutual influence between leaders and followers; leading up (followership); situational determinants of effective leadership; cross-cultural leadership; virtual leadership. Course delivery involves class discussions, experiential exercises, guest speakers and case studies. Prerequisite: MBA 5330 or permission of the MBA program director.
MBA5238 MANAGEMENT SKILLS 2 (1.5 units)
Understanding and development of the management skills required to manage people and processes in an organizational setting. Conflict resolution, negotiation, problem-solving, team development and applied emotional intelligence. Prerequisite: MBA 5235 or permission of the MBA program director.
MBA5241 MANAGERIAL ACCOUNTING INFORMATION AND DECISIONS (1.5 units)
This course focuses on the role of the accounting function internal to the organization. It takes a broad view of managerial accounting, introducing students to various costing systems, cost behaviour patterns and cost structures. It demonstrates the use of accounting for the evaluation of product, managerial and divisional performance thus helping students to understand what accounting can do for decision makers and how accounting choices affect decisions. Emphasis the strategic importance of aligning accounting systems with firm technologies and goals. Current issues in management accounting and internal reporting are discussed.
MBA5250 INTRODUCTION TO CORPORATE FINANCE (1.5 units)
Financial Management and the financial environment. Risk and rates of return. Discounted cash flow analysis. Bond valuation, preferred share, common share and corporate valuation models. Prerequisite: MBA5340
MBA6262 ENTREPRENEURSHIP (1.5 units)
Creating, growing, and sustaining or exiting a new firm in a technology-intensive industry. Issues important to the technology (the scope and nature of technological knowledge and intellectual property protection), financing (seed capital, venture capital, and initial public offerings), and inter-firm relationships (spin-offs, alliances and equity alliances, and acquisitions). The course is practically oriented and will draw upon local expertise to enhance its pertinence and appeal.
MHA6203 PROGRAM EVALUATION FOR HEALTH CARE MANAGERS (1.5 units)
This course is intended for future health care managers who will contract out or procure program evaluations within their organizations. It covers the development of evaluation questions and standards of effectiveness, program evaluation designs, sampling, collecting information (primary and secondary), evaluation measures, managing evaluation data, analyzing evaluation data, evaluation reports, and development of “Requests for Proposals (RFPs)” that form the basis for these evaluations. Students prepare an evaluation proposal similar to the kind of proposal that is submitted by consulting firms and/or academic groups in response to RFPs from health care managers. At the conclusion of this course, students will be able to develop RFPs and to adequately assess evaluation proposals, i.e., be able ask to right questions, and to know which disciplines should be represented on the proposal review team.
MHA6212 GOVERNANCE AND ETHICAL MANAGEMENT IN HEALTH CARE ORGANIZATIONS (1.5 units)
Governance models for health care organizations. Definition, resolution and handling of ethical problems of administrators, professionals and researchers in health organizations. Reconciliation of conflicting interests of the stakeholders according to ethical principles.
MHA6215 MANAGEMENT AND EVALUATION OF QUALITY OF PATIENT CARE (1.5 units)
This course will apply concepts from the literature to analyze and understand quality management and patient safety issues, and discuss these concepts in relation to accountability. It will prepare students for the health care workplace by exposing them to practices and aspects related to patient safety and quality in health care, and by identifying contemporary approaches to address them. Various models and approaches for assessing and improving quality will be discussed, including evidence-based medicine and management, systematic reviews, clinical practice guidelines, and quality improvement approaches. Various quality initiatives and quality improvement tools will be discussed and evaluated.
MHA6230 HUMAN RESOURCE MANAGEMENT IN H EALTH CARE (1.5 units)
Focus on the major issues unique to effective health human resources management. Topics covered include measuring needs and planning for the current and future supply of human resources. Recruitment, retention and development strategies to meet changing workforce conditions. Understanding the unique regulatory environments where many professions are regulated by provincial laws and professional colleges while others are not. Labor relation issues and approaches in this highly unionized environment. Funding, team work and inter-professional practice, scope of practice issues and organizational design. Interactions of organizational and professional accreditation mechanisms (such as professional colleges and associations, and accreditation bodies).