The Blended Learning Part-time MBA is a response to expectations of working professionals with 4 to 10 years of work experience who wish to accelerate in their careers while completing their studies. This semester based, blended learning format is unique amongst part-time MBAs in Ontario and provides our students, their families and employers with the flexibility necessary to fit their busy schedules. The blended delivery approach will consist of three intensive face-to-face weekend residencies per semester combined with weekly technology-enabled learning requirements during the off-campus periods.
This is the approved calendar of courses.
|Year 1||Management Fundamentals
|Economics and Statistics
Creating Customer Value
|Year 2||Managing Organizations
Intermediate Accounting (half)
Intermediate Finance (half)
|Business, Government, Global Environment
Intermediate Marketing (half)
Intermediate Operations (half)
Innovation and Design Thinking (half)
Co-Creating Strategic Foresight (half)
|Year 3||Electives (2 courses)||Elective (1 course)
Strategic Integration Project
|Elective (1 course)
Strategic Integration Project
Program Synthesis and Future Planning (half)
The first year is similar to what we provide in our full-time MBA program — but it’s adapted for working professionals so you can apply the concepts immediately in your career.
During the second year, there are intermediate courses in the core areas of accounting, finance, marketing, and operations. These build on what you learned during the first year.
During third year, what you’ve learned so far, your professional experience, and the key program features of innovation, integration, and interdisciplinary learning, are all brought together in the strategic innovation project. Your electives give you the opportunity to tailor your experience to your career and specific interests.
This course provides participants with an opportunity to engage in learning experiences and reflection exercises designed to increase leadership effectiveness in both professional and personal contexts. The process will begin by helping students establish baseline assessments of their existing leadership strengths and styles, while highlighting opportunities for development, including through coaching feedback. As part of the process, students will develop an increased understanding of established leadership literature and models of effectiveness for leading self, others, teams and organizations. Numerous opportunities for applying these models will expose students to different leadership situations requiring different responses. Key outcomes will include the creation of structured leadership development and learning journeys that will evolve throughout the course and MBA, in turn becoming a key component to the Program Synthesis and Future Planning course in the final semester. As part of this process, students will become critical thinkers and consumers of related literature and models with an increased ability to distinguish between what is empirically known about leadership development from popular fads and myths that can undermine personal effectiveness.
This course will provide participants with an opportunity to develop a foundational set of ‘hard skills’ that will prove useful throughout the entire MBA program and complement the ‘soft skills’ developed in Leadership Fundamentals. To this end, students will engage in a series of workshops and exercises designed to develop critical thinking, decision making, case study analysis, report writing and presentation skills. In preparation for core accounting and financial management concepts covered in subsequent semesters, participants will also learn how financial statements are created as well as basic business modelling skills. The course will finish with a class case competition designed to have students integrate and demonstrate the various skills areas covered throughout the semester.
Managing Financial Resources
This course will provide students with an introduction to financial statements, the relevant analysis of financial information and capital budgeting decisions. Topics include quality of earnings concepts, operating decisions and the statement of financial position, earnings and cash flows, the interpretation and integration of accounting information, time value of money, bond valuation, stock valuation, capital budgeting and capital structure.
Economics and Statistics
The first part of the course (i.e., Statistics) provides an in-depth knowledge of fundamental statistical techniques, and their applications in business and economics. Extensive examples and real data will be used throughout the course to illustrate the concepts in an applied fashion. For this, the use of computer software becomes an essential component of the course to assist in applying such techniques to solve a variety of practical problems. The emphasis in the course is not primarily mathematical, although in some cases it will be necessary to explore the mathematical derivation of key formulas.
The second part of the course (i.e., Economics) introduces how the economic paradigm can be used to inform managerial decision making. The tools and techniques of economics, which encompass numerical and statistical supports for reasoning, provide rigorous treatment of current strategies and practice in business and how leaders manage in a competitive marketplace. These skills will be used to motivate evidence-informed judgements about alternative courses of action to produce creative, action-oriented, practical strategies to business challenges.
Competing Through Digital Transformation & Analytics
This course will expose students to the strategic and transformative role that digital technologies and information systems can play in creating and sustaining a competitive advantage for organizations. To that end, the fundamental concepts of information systems and how they transform and support management and operations in the modern business environment will be examined. Students will also be introduced to the most popular analytics tools to make business decisions both within a firm and across a supply chain in an increasingly digital environment. To that end, analytics techniques will be used to logically model real- world applications, which will then be solved and analyzed within a spreadsheet environment. To sum, the first part of the course will emphasize the best practices required to unlock the full potential of organizational investments in digital technologies and systems, whereas the second part will focus on the use of state of the art analytics tools to prescribe the best course of action for different business problems.
Creating Customer Value
The customer-centric view of this course will discuss both strategic and tactical issues to create customer value. The first half of the course will provide a foundation for understanding the importance and formation of a marketing strategy and plan. Any strategy to satisfy customers involves a specific choice of product, price, promotion, and distribution. And since no business can satisfy all of the people all of the time, a choice of target market is also crucial. The second half of the course will focus on how to understand and provide value for customers in an online world. Customers generate vast amounts of data that can provide rich insights into their preferences and expectations. In today’s digitally driven world, organizations must understand how to leverage these insights to provide their customers with rich experiences online and offline. The course also explores the ethical issues that abound in our digital age, with a focus on organizational responsibilities.
This course is focused on the elements that enable organizations to create and sustain competitive advantage in a global economy. Students will examine globalization and the steps managers take to establish or expand their operations in international markets. Students will also explore the influence of forces such as culture, economics, politics and geography on management decision making, and the importance of the strategic acquisition, deployment, and management of human capital and high- performance work practices. Furthermore, students will learn how organizational strategy and HR practices are integrated and influence each other.
Many different types of economic decisions require accounting data. General-purpose financial statements inform outsiders about an organization’s economic status and performance while special-purpose accounting reports assist management in planning and controlling an organization’s activities. This course acquaints students with the framework and process used to construct and understand the general-purpose financial statements and highlights the linkage and use of special-purpose accounting reports for planning, control, and performance evaluation.
This course provides an in‐depth understanding of the way companies make financial decisions. The material builds on concepts of the time value of money, risk/return analysis and corporate finance first encountered in BL601, and makes extensive use of the accounting concepts, especially the organization of the balance sheet and income statement. However, BL652 is more detailed and practical, focusing on applications of theory and the complications encountered in real firms and markets. Course coverage centers on advanced corporate financial management, including project analysis and risk management; firm valuation as stand-alone and for mergers; capital structure and financial distress; models and principles of corporate governance.
Building on concepts learned in core, this course will help students develop a deeper understanding of marketing and its applications primarily through practical problem-solving exercises. The students will learn how to use marketing principles to make better decisions, from high level strategic decisions to more granular, tactical ones centered on the effective deployment of the marketing mix elements. The course will be taught through a combination of cases, lectures, and projects.
Business processes take inputs such as materials, services and technology, add value and transform these inputs into outputs such as products and services. Operations managers design, manage and improve individual and supply chains of business processes. Some of the activities comprising operations management that will be covered in this course are: process analysis and quality improvement, planning and control, and supply chain design. The course shows how integration of operations management with marketing and accounting creates competitive advantage.
Innovation and Design Thinking
This interdisciplinary course draws on human behavior, marketing, creativity and strategic management concepts to help students develop capabilities for solving problems and by identifying, supporting and scaling up new innovative solutions. Based on a design thinking process originally popularized in Silicon Valley, students will engage in a step-by-step progression that places users (customers) at the center of the creative solution process. Students will work in teams on a course length project that begins with identifying and understanding an initial user problem, challenge or opportunity. This will be followed by the generation of many possible solutions before narrowing into prototype solutions to be tested and iterated upon based on feedback from targeted users.
Co-creating Strategic Foresight
In concert with faculty, students will co-create this course based on class-wide interests on ‘big picture’ issues impacting humankind that are not covered in-depth in other required MBA courses. (e.g. climate change, changing demographics, future or work, etc.). To this end, student teams will adopt an issue area of focus and then progress through a structured foresight framework designed to explore different possible futures and implications for humankind. (Faculty will need to coordinate with students to set up the course before the semester begins).
Business, Government and Global Environment
This course equips students with an understanding of the domestic and international institutions (e.g. IMF, WTO, NAFTA, etc.), and forces that shape the environments facing business, not-for-profit, and public service organizations. This understanding comprises historical and current contexts, theory and the ability to devise strategic responses to the environment. Major topics include the structure and roles of government, culture and business ethics, international trade and investment, and foreign exchange.
Strategic management focuses on the concept of strategy formulation and implementation by exploring the functions and nature of general management. The course serves as an opportunity to develop skills for strategic thinking and analysis, leadership, communication, teamwork, and cross-functional integration.
Students learn about corporate and business planning as well as the implementation of organizational change through structures, systems, and people.
The Strategic Integration Project
The Strategic Integration Project course serves as the major capstone assignment to MBA program. Over the course of the year, teams of students will work together to integrate and apply the wide range of knowledge and skills that they have developed throughout the Program, using a host company as their basis of analysis. A key objective of this process will be to provide recommendations that will help the company improve its performance based on externally oriented or internally relevant metrics. Sponsors from the host companies will be invited to class to observe and assess final student presentations.
Program Synthesis and Future Planning
This capstone course is intended to capture key learning points and reflections from your courses undertaken and your respective program experience to create a roadmap for your life journey beyond this program. The purpose of this course is to allow you to press the pause button and take stock of the breadth of knowledge gained and the ups and downs experienced, so you can comprehend the significant progress you have made. By reflecting on your progress, you have an opportunity to reassess your personal vision, life goals, career aspirations, priorities, and future personal and professional development. Throughout this course, you will gain clarity on your values, aspirations, and strengths, as well as how learned leadership and management practices could be incorporated into your profession and workplace. You will also gain a heightened awareness of who you are and identify professional pitfalls to avoid. You will develop your own structured personalized learning portfolios that you will be able to use with existing or prospective employers, as well as your own business and volunteer organizations that can help facilitate career progress and, more importantly, attainment of professional fulfillment and purpose.
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More information about our other MBA options, including full-time, full-time with co-op, and accelerated, are available on the main MBA program website.