Rotman School of Management

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Course Descriptions

All EMBA programs say they teach leadership, but our second term focuses on a personalized approach to learning the soft skills. Coupled with the core business fundamentals you learn in the first term, our leadership courses prepare you for more senior positions. Starting with self-awareness exercises and goal-setting, we’ll provide you with feedback and coaching to help you develop, change and grow. Through a combination of course work, workshops and assessments, we’ll help you put your plan into action so you can apply what you’ve discovered.

First Term

Quantitative Reasoning for Management
with Rafael Etges

This course will show you how to use statistics to solve day-to-day business problems. Making informed decisions based on data analysis requires an understanding of how statistics are put together — and how they can be misused. We’ll study the relationships between different variables and how they contribute to trends.

Business Operations
with Rafael Etges

Operations is the process that converts inputs (labor, material, knowledge, and equipment) into outputs (goods and services) for both internal and external markets. We’ll study how to manage this process, looking at strategic issues as well as tactical and operational decision making.

Finance I 
with Prof. Alexandra MacKay

An introduction to the basic theories and applications of corporate finance, this course covers budgeting, valuation models, weighted average cost of capital, and other fundamentals. You’ll apply financial techniques and principles to managerial decisions.

Strategy I
with Jim Fisher

A good strategy is a roadmap that guides company decision making at all levels. This course, the first of two parts, will introduce you to the concepts and theories of strategic management. Analyzing case studies —starting with the ultimate brand war, Coke vs. Pepsi — you’ll build a personal toolkit that you’ll use on your own company in the second term.

Accounting I
with Prof. Ramy Elitzur

This course will teach you how to interpret financial statements — both for what they tell us, and more importantly, for what they don’t. You’ll acquire technical knowledge of how these statements are prepared, using cases and problems to study balance sheets, income statements, and more.

Marketing I 
with Profs. Dilip Soman and Claire Tsai 

Strategic marketing involves determining which customers your business should serve, what products and services you should offer them, and how. You’ll learn key concepts in marketing and how they fit into an overall strategy, looking at your own company for examples.

Second Term

Leadership Presence
with Scott Rutherford

This course will help you develop your leadership capabilities, relying on the results of your Myers-Briggs Type Indicator (MBTI) questionnaire and Bar-On emotional intelligence assessment. We’ll study how high-performance teams function, and how you can translate these insights into a personal action plan.

The Business Environment I
with Richard Powers

In an increasingly regulated business environment, legal, ethical and governance-related issues can hamper growth. We’ll look at business law in Canada and how it affects operations, and the importance of ethical behaviour among management. We’ll also examine some common dilemmas and how to resolve them effectively.

Organizational Leadership I
with Prof. John Oesch

We’ll look at some classic examples — from Southwest Airlines to Glengarry Glen Ross — to give you a thorough understanding of team dynamics, organizational power, politics, conflict, and corporate culture.

Organizational Leadership II
With Jim Fisher

We’ll explore some simple but powerful concepts that will help you create value for employees: the difference between managing and leading, theories of motivation, and building trust through authenticity. You’ll learn how to apply these concepts to the real world, in all its confusion, pressures and constraints.

Personal Leadership I: Performance Management
with Prof. Gary Latham

Becoming a good leader starts with the people you choose — and once you’ve put together a team, your job is to assess performance, instill a sense of fairness, and overcome setbacks together. We’ll talk about emotional intelligence and how it relates to effective leadership. What motivates people to give their best to the team?

RSM5004H Personal Leadership II: Negotiations
with Prof. Glen Whyte

Whether you are allocating resources or settling disputes, negotiation is an art and a science. This course will give you an honest look at your strengths and weaknesses, and help sharpen your skills by having you negotiate with your classmates.

Third Term

Strategy II
with Prof. Ajay Agrawal

This course will deepen your understanding of the theory and concepts of strategic management in large, complex business organizations. We’ll explore the dilemmas posed by innovation and ethics, and visit the Toronto Symphony Orchestra for a conversation with the CEO about the company’s remarkable turnaround.

Foundations of Integrative Thinking
with Prof. John Oesch

Integrative Thinking, Rotman’s trademark philosophy, is an approach that blends logic, cognitive science, behavioural decision making and rational choice theory to understand the thought processes that underlie management decisions. You’ll learn how to use this knowledge to create a new model of business thinking.

Economics I
with Prof. Doug Hyatt

Microeconomics is the study of economic decisions on a small scale — how individual consumers, firms and governments allocate scarce resources. We’ll talk about the impact of prices and incomes, the key microeconomic variables. This course will also give you the tools to analyze current economic conditions and policies.

RSM5202H Accounting II
with Prof. Ramy Elitzur

Building on what you learned in Accounting I, we’ll take a big-picture approach, linking the material to marketing, finance and strategy. We’ll look at the underlying motivation of management to shade financial statements to suit their overall aims, and you’ll use your new tools to analyze real companies in real time.

Topics in Strategic Management
with Richard Powers

The content of this course changes from year to year, depending on current events, research innovations at Rotman and feedback from local corporations. Past topics have included Leadership from Within, Industry Analysis, and Corporate Governance.

Finance II
with Prof. Jan Mahrt-Smith

Building on the foundations of last term’s finance course, we’ll focus on planning and growth, short-term financial management, dividend policy, equity securities, debt financing, bankruptcy, derivatives and financial risk management. 

Final Term

Economics II
with Prof. Doug Hyatt

Business decisions don’t take place in isolation — managers need to consider the wider context of aggregate economic activity in Canada, which includes product demand, investment, and trade. We’ll derive a simple model of the macroeconomy, and use it to analyze important issues like free trade, interest rate policy, and inflation.

International Business
with Prof. Bernardo Blum

Doing business across borders requires an understanding of the international economic system, including exchange rates, financial flows and trade policies. We’ll discuss the impact of globalization, outsourcing, and the role of the World Trade Organization.

Marketing II
with Simon Ashbourne

Branding is a hot topic, but it’s frequently misunderstood as a form of advertising or graphic design.  It’s much more than that.  We’ll discuss the concept of branding and its implications, using examples from around the world, from financial services to coffee shops, non-profits and even personalities.

The Business Environment II: Business-Government Relations
with Peter Constantinou

The goal of this course is to help you understand the machinery of legislation and regulation that affects Canadian business, and to show how policies can be influenced. You’ll learn how to think about, work with and access important governmental programs.

Capstone Project: The Responsible Leader
with Roger Martin (former Dean, Rotman School of Management)

Integrative thinkers, rather than simply choosing one existing option or accepting one point of view, will instead leverage the tension between ideas to generate new models – models better than those that already exist. In this course, we will build on the lessons of Foundations of Integrative Thinking to provide practical tools that help you integrate between models. Our goal is to produce thinkers who, when faced with a really tough problem and no appealing solutions, see it as their job to build a new answer. The questions we will address in this class include: What do you do when you are faced with a choice that seemingly forces you to choose between two mutually exclusive, yet sub-optimal options? How do you react when dealing with a colleague whose understanding of the world seems to be fundamentally at odds with your own? How can you resolve the kinds of problems that seem to change as you attempt to solve them, the kinds of problems with answers that entail a series of unattractive negative consequences? These clashes – between ideas and individuals, within ourselves and without – are the wicked problems you almost certainly face in your managerial career. How you deal with them can make the difference between a good career and a transformative one.

Please note: course offerings, content, and instructors are subject to change

Executive MBA Classroom Experience

One-Year Executive MBA Program faculty member, Simon Ashbourne, describes the classroom experience.

ExploreInternational Electives

Customize your Rotman EMBA experience by pursuing an international elective with one of our partner institutions or complete all of your courses in Toronto and benefit from the insight international exchange students from these schools bring to Rotman.

Academic BackgroundBased on average Class Profile