Curriculum and Faculty

The Foundation Module in Canada introduces key concepts in strategy, statistics, and leadership, connecting you to the peers you will form close bonds with during the program.

Quantitative Reasoning for Management

From productivity to product quality, statistics can provide managers with essential insights into organizational performance and identify which factors lead to positive change. In the latter stages of this course, students are asked to apply their learning to a challenge currently faced by their company. This project has sometimes led to substantial savings for the companies in question.

Global Strategic Management

Growing complexity and risk is an increasing challenge for managers. This course uses cases and articles to connect strategic management theory with application. Building on a comprehensive and coherent framework, we’ll create an integrated approach to relating and applying diverse streams of research and practice.

Organizational Leadership

How do you organize and motivate your human capital, manage social networks and alliances, and execute strategic change? We’ll explore some of the theories, skills, and tools needed to solve organizational problems, influence the actions of individuals and groups, and build a high-performing global organization.

Negotiating in a Global Environment

While negotiating skills have always been key, their value increases exponentially in global enterprises. Based on thoroughly tested concepts adapted to the international business arena, this course teaches effective deal-making in a global context. Participants engage in simulations designed to highlight important issues in cross-cultural negotiating.

In South America, you’ll get to know managers who have helped their com-panies thrive in ever-changing conditions.

International Accounting 1

Accounting is an essential link between business activities and decision makers such as investors, creditors, customers, and suppliers. This course teaches you the basics of financial reporting – balance sheets, income statements, cash-flow statements, and more – and how to interpret financial information and annual reports, especiallyin large multinational companies.

Global Marketing 1

The goal of marketing is the same as the goal of the organization itself – to create valuefor customers and thereby for the company. We’ll consider how customers’ needs are defined and how to develop a competitive marketing strategy. Exploring positioning statements and the marketing mix, we’ll apply these ideas to a wide variety of cases.

Business Operations

Managing material and information flows across organizational and national boundaries can present big challenges. Misaligned incentives and other behavioural issues can create barriers to integrating supply-chains. From a general manager’s perspective, we’ll explore inventory management, distribution economics, retailing operations, and supply-chain technology.

Doing Business in South America

This course presents you with an opportunity to test your ingenuity, persistence, and tact while you learn about the workings of Brazil’s economy. Students will visit local firms, investigating key challenges including the issue of Brazil’s informal economy – the business activity that takes place "off the books." What have managers’ experiences been? Groups will brief the class and submit a written report to the instructor.

On to Asia, where you’ll find your perspective changed by one of the most dynamic economies in the world.

International Finance

This course will show you how to analyze financial decisions from a global perspective, highlighting international differences in financial thinking, methods for evaluating business plans, and key concepts such as valuation. You’ll learn how to judge financial performance globally, evaluate the viability of global plans and projects, and apply costing concepts practically.

Technology Innovation

New information technology can be a help or a hindrance when it comes to business processes. Taking an interactive approach, you’ll explore new concepts in information technology and process innovations, and be asked to consider the implications for your own company or a hypothetical one.

Economics 1 (Microeconomics)

The study of how individuals and firms allocate scarce resources, microeconomics also analyzes the impact of key variables – prices and incomes – on the decisions of economic agents such as consumers, companies, and governments. You’ll acquire a thorough understanding of global economic conditions and policies, equipping you to make better-informed decisions.

Doing Business in China

We’ll gain an insider perspective on the Chinese business environment. Working in teams, you’ll meet with local businesses in Shanghai and pursue a specific opportunity to generate cash flow. Then you’ll present a market-entry business plan to experts in Hong Kong. Both an observer and a participant, you’ll experience China’s unique challenges and opportunities first-hand.

India, a thriving centre of entrepreneurial activity, will be your next base for understanding the forces that fuel economic growth.

Personal Leadership

What’s the difference between managing and leading? Why are some bosses disasters while others are great? Through case discussions, we’ll talk about the dilemmas of managing in the real world. You’ll gain new insights into a variety of approaches, reflecting in particular on how personality can influence leadership style.

Global Marketing 2

Building on the principles taught in the first marketing course, we’ll focus on the challenges and opportunities that global brands face. We’ll discuss issues of growth, control, measurement, and integration, and you’ll create a brand-health scorecard for your own company.

Entrepreneurship

The aim of a start-up is new wealth generation, which is mainly achieved through innovation. Leading-edge concepts from global entrepreneurship research and case studies will be part of this course, including how to recognize, evaluate, and decide to pursue an idea – both as entrepreneur andas intrapreneur – along with best practices for developing your business plan, venture capital, and life-cycle management.

Doing Business in India

India, the world’s second-largest emerging market after China, has transformed itself from a slow-growth, state-managed economy to a thriving and very successful centre of entrepreneurial activity. Inthis course we’ll examine the forces that have combined to fuel this growth, focusing on the unique nature of Indian entrepreneurialism.

In the Middle East, you’ll gain access to business and thought leaders at the highest levels, while tying together all of the knowledge and experiences you’ve gained in the program.

Corporate Strategy

In this course you will extend the analysis of business-level strategy to the corporate or multi-business level. You’ll address decision criteria for guiding diversification strategies, strategic factors influencing the optimal size of a firm, and extreme competition and its implications for corporate strategy. You will also learn how multi-business-unit firms exploit network effects, and discuss the extent to which corporate strategies are congruent with the overall welfare of humankind. Topics will be explored through the lens of economic theory.

International Business and Risk Management

Doing business in emerging economies involves challenges and risks. Drawing on corporate site visits and theories of political economy and risk management, you’ll learn how to assess, measure, and mitigate these risks, applying various techniques to common scenarios.

Economics 2 (Macroeconomics)

In what context do managers make major decisions? We’ll examine what influences aggregate economic activity in modern open economies. Using a simple model of the macroeconomy in both large and small countries, we’ll analyze important issues such as free trade, monetary policy, fiscal policy, and inflation.

Capstone Project

In the final module you will complete your Capstone project, which will demonstrate your learning throughout the program. It will give you a deeper understanding of complex issues and teach you how to create and implement strategies for sustainable, high-performing companies.

Simon Ashbourne

Simon Ashbourne started his career at Procter and Gamble and Cadbury before moving into consulting. His work is primarily with senior marketing and sales managers and focuses on helping them develop clear and compelling answers to the "tough questions" they face in the marketplace, for example: What do we want our consumers or customers to do differently than they are doing today? How can we influence their attitudes and behaviours? How should we organize our marketing and sales resources so that we are most effective? How do we identify the most attractive business opportunities to pursue? How do we plan effectively - neither under-investing or over-investing in the planning process?

Dr. Tomas Casas, B.Sc., MBA, Ph.D.

Lecturer, Institute for Leadership and HR Management
University of St. Gallen
Professor Tomas Casas has expertise in theoretical entrepreneurship models, business practices in Chinese firms and behaviorist economics. His extensive business experience includes having founded various IT and software firms in greater China as well as operational companies in Beijing, Shanghai, Taipei, Guangzhou, Hong Kong and Manila. He has worked as a project manager in international business development for the NEC Corporation in Tokyo and as an international trade consultant for the Wharton Export Network in Philadelphia.

Prof. Jim Fisher, MBA

CCMF Chair in Entrepreneurship, Professor of Strategic Management, Vice Dean, MBA Programs & Executive Education, Rotman School of Management, University of Toronto
Three times voted “Teacher of the Year” by the second-year MBA classes, Professor Jim Fischer teaches leadership, strategy and organization design in the MBA, Executive MBA and Executive Development Programs. He brings extensive practical business experience to the classroom. Having worked with McKinsey & Company, Professor Fisher co-founded the Canada Consulting Group, the country's largest Canadian-owned strategy firm before it merged with the Boston Consulting Group. He joined George Weston Limited in 1986 and served as Executive Vice President of Weston Foods, Chairman and President of William Neilson Limited and President of George Weston North American Bakeries. Currently he serves on a numbers of boards, including Canadian Tire Corporation, Atlas Cold Storage and the ICD Corporate Governance College. He graduated from the University of Toronto with a BA in political science and economics and from Harvard University with an MBA.

Prof. Walid Hejazi, Ph.D.

Associate Professor, International Business, Rotman School of Management, University of Toronto
Professor Walid Hejazi’s research interests focus on the interaction between globalization and economic growth. He has written on the importance of trade, foreign investment, human capital accumulation and financial and institutional development for the growth experience of a large number of countries. He has examined, in particular, the strategies pursued by multinationals, and the effects these strategies have had on home and host economies, especially as they relate to the diffusion of technology. His most recent work addresses the social, economic and fiscal problems posed by the rapidly aging populations of East Asia and makes policy recommendations for pension reform. Professor Hejazi has advised the governments of several developing countries on the formulation of optimal monetary and fiscal policies.

Prof. Dr. Martin Hilb

Professor of Business Administration, Managing Director, Institute for Leadership and Human Resource Management, University of St.Gallen
Professor Martin Hilb is an expert in corporate governance. He has consulted on board and human resources management in more than 50 countries and published ground-breaking governance research gaining widespread notice. He acquired his practical business experience with Nestlé SA in Switzerland, Martin & Co in Berlin and Schering-Plough Corporation, USA. He ultimately served as the director of Germany’s Essex Chemie AG. His teaching experience has included engagements at the University of Dallas, the SMU in Singapore and the EIASM in Brussels. He has also conducted research at UBC in Vancouver and the MGSM in Sydney.

Prof. Doug Hyatt, Ph.D.

Professor of Business Economics, Rotman School of Management, University of Toronto
Professor Doug Hyatt teaches micro- and macroeconomics for Omnium and other Rotman Executive MBA programs. His research interests are primarily in the area of labour economics, particularly wage and employment determination. Professor Hyatt applies his expertise in legal disputes involving the valuation of economic losses, and to music and publishing copyright tariff matters.

Prof. Suren Mansinghka, Ph.D.

Adjunct Professor,
Hong Kong University of Science and Technology
Professor Suren Mansinghka has extensive experience in teaching executive programs on various topics in the field of finance, investment and risk management to US, European, Japanese, Korean, Chinese and Indian executives. He has served as a director on the board of San Francisco State University Foundation and was chair of its Finance and Investment Committee. Prof. Mansinghka was also a board member of the Cal State Credit Union 9. In addition, he was elected to serve as the chair of Education Committee and Board Member of Security Analysts of San Francisco Society, and served on the Board of Hong Kong Society of Financial Analysts. He has worked as a consultant for various profit and non-profit institutions primarily in the areas of valuation, and financial and investment analysis. Prof. Mansinghka's research interests covers Financial Analysis and Valuation, Survey based research in the use of Derivatives for Risk Management and choice of Capital Structure by corporate firms, Role and effect of Insiders-Trading, and, Case Studies for Financial Decisions. He has been a faculty member at the University of California, Berkeley, Davis and Riverside, Santa Clara University, Hong Kong University of Science & Technology, China-European International Business School, Shanghai and San Francisco State University.

Prof. John Oesch, Ph.D.

Assistant Professor of Organizational Behaviour, Rotman School of Management, University of Toronto
Professor John Oesch teaches negotiation, decision making, organizational behavior, organizational change and team building at the Rotman School. His research interests encompass negotiation, decision making and organizational justice.

Prof. Rick Powers, MBA, LLB

Assistant Dean and Executive Director, MBA Programs
Rotman School of Management, University of Toronto
A recipient of numerous teaching awards, Professor Rick Powers is an expert in corporate governance, ethics, business and corporate law and sports marketing. He is an Academic Director of the Directors Education Program and the Governance Essentials Program (in partnership with the Institute of Corporate Directors – ICD). He is also a director of several not-for-profit organizations and frequently comments on legal and governance issues in various media across Canada. Professor Powers is currently completing his doctoral studies in Higher Education at the University of Toronto.

Prof. Dr. T. Flemming Ruud

Professor of Auditing, University of St. Gallen and University of Zurich
Professor T. Flemming Ruud’s expertise encompasses internal and external auditing, financial issues of corporate governance, internal control and risk management. As well as teaching in several Executive MBA programs, including Omnium, Dr. Ruud is an advisor to European governments, businesses, academic institutions and auditing firms. He is a recipient of the Leon R. Radde Educator of the Year Award.
Professor Ruud was formerly an associate professor in auditing at the Norwegian School of Economics and Business Administration, Bergen, and full professor at the Norwegian School of Management, Oslo, Norway, where he is now adjunct professor.

Prof. Thorsten Truijens, MBA, Ph.D.

University of St. Gallen
Professor Thorsten Truijens is a consultant and practitioner of financial management and value-generation strategies and has worked for large multinationals including Cap Gemini Ernst and Young, DaimlerChrysler, Merck and Novartis. He has taught at Harvard Business School, University Witten/Herdecke, Eidgenössisch Technishe Hochschule, Centre Européen de Management Colmar and University of St Gallen (HSG). In addition, he has worked on several training projects in areas including financial and management accounting training and leads top management seminars in finance and accounting for leading European institutions.