Rotman School of Management

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Curriculum and Faculty

Omnium faculty members are distinguished by their stellar reputation for ground-breaking research, authoritative insight and ongoing involvement in the business world. They are selected from the University of Toronto and our affiliate institutions around the world.


North America

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Toronto, Canada

The North American Module in Canada introduces key concepts in strategy, statistics, and leadership.

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 this course you will learn how to use and understand these important tools so you can improve your organizational operations and achieve strategic objectives.

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.

Doing Business in North America
One of the prominent features in the North American business environment is the diversity of the workforce. This course will examine the business case for diversity and inclusion. Through company visits and interactions with local business leaders, students will come away with a better understanding of
North American economic environment, diversity practices, and business culture.

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.

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.

Introduction to Capstone Project
The Capstone Project is a course that begins in the first module and continues throughout the program. It will help you to understand bias and apply your learning through scenario planning, applied innovation and defining sources of competitive advantage. It will give you a deeper understanding of complex issues and teach you how to create and implement global strategies for sustainable, high performing, innovative companies.

East Asia


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Hong Kong and Shanghai, China

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

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, especially in large multinational companies.

Global Marketing 1
The goal of marketing is the same as the goal of the organization itself – to create value for 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.

Global Business Operations
Global Business Operations will focus on the role of processes and process thinking in organizations with respect to different topics like strategy, structure, information, technology, and leadership. Topics covered
will include capacity management, timing and flexibility across the global value chains and networks, services and total quality management along with analytical methods and decision-support tools.

Doing Business in East Asia
We’ll gain an insider perspective on the East Asian 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.

South Asia

South Asia

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Mumbai and New Delhi, India

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

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
Focusing on the main challenges of technology innovation based transformation, this course creates the link between strategy, innovation and technology. It presents a holistic, methodical approach to technology based transformation by introducing an integrated model dealing with three main design areas: strategy, processes and information systems. You will apply this model to various case studies.

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 South Asia
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. In this course we’ll examine the forces that have combined to fuel this growth, focusing on the unique nature of Indian business.



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St.Gallen, Switzerland and Budapest, Hungary

In Europe, you’ll explore how both established and developing markets manage economic opportunities and crisis.

International Accounting 2
You’ll gain insight into the diversity and complexity of accounting practices in various countries around the world. Varied reporting systems reflect distinctive national developments, histories, and social characteristics, and you’ll better understand how to interpret the financial positions and operations results
of internationally active corporations.

Corporate Governance
Governance is one of the most pressing issue facing complex business organizations today. From a global perspective, we’ll explore the situational, strategic, and managerial dimensions. You’ll learn how to adapt practices to suit specific national contexts, build a critical but constructive culture of trust, and evaluate success at the board level.

Corporate Finance
You’ll explore the key components of corporate finance, with particular attention given to international differences in financial thinking. Starting with an introduction to corporate finance theory and practice, you
will move on to critically evaluate the different methods of project and enterprise valuation. Besides substance value, you will apply market multiples, discounting future earnings and discounting future cash flows methodologies. You will also look at the international perspective of enterprise valuation.

Doing Business in Europe
Visiting businesses in Europe, you’ll have in-depth discussions with managers and get an unparalleled opportunity to deepen your understanding of the European business environment, both in established and
emerging markets.

South America

South America

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Sao Paulo, Brazil and Buenos Aires,  Argentina

In South America, you’ll get to know business leaders who have helped their companies thrive in ever-changing conditions.

Business Ethics 
What role should ethics play in the conduct of business? How do cultural considerations bear on the issue? Investigating the relationship of ethics to success and culture to ethics, we’ll tackle the thorny issues associated with doing business around the world.

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.

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 and as intrapreneur – along with best practices for developing your business plan, venture capital, and life-cycle management.

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 of doing business in South America. Groups will brief the class and submit a written report to the instructor.
Middle East

Middle East

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Istanbul, Turkey and Dubai, United Arab Emirates

In the Middle East, you’ll gain access to business and thought leaders, 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.

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.

International Business
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. 

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. 

Doing Business in the Middle East
Among the most significant emerging markets, the Middle East is an epicentre of business opportunity. This course will explore the business cultures of the UAE and Turkey including growing industries, political
concerns, and special considerations that can derail business opportunities. Learning will be put into practice in case study work, on site visits, networking events and in opportunities to meet corporate and government leaders.

Capstone Project Wrap-Up
Final coursework and project presentations.

Sample Faculty

Faculty Biographies

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Faculty Biographies

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.

 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.

Beatrix Dart, Ph.D.

Beatrix Dart is the Associate Dean, Executive MBA Programs, at the Rotman School of Management, University of Toronto, and is the Academic Director for the One-Year Executive MBA, and the Omnium Global Executive MBA programs. The architect of Rotman’s One-Year Executive MBA program, she was recently honoured for her contributions to the global Executive MBA industry by the Executive MBA Council with the prestigious 2012 Bud Fackler Service Award. Beatrix received her Ph.D. in Statistics and Economics from the University of Konstanz. After a successful career with McKinsey & Company, she joined the Rotman School of Management in 2000. As a Professor of Strategic Management and Management Consulting, her teaching focuses on the development of growth strategies for international companies. Beatrix also serves as the Executive Director for Rotman's Initiative for Women in Business, advancing women in management, and working with groups like the Women Entrepreneurs of Canada, Corporate Women Lawyers, or Internationally-trained women professionals to understand and remove barriers for women in their career advancement. In 2010, Beatrix received the prestigious international TIAW award for her work for women in business and just recently she was presented with the “2013 Women Worth Watching Award’ by the American Diversity Journal.

An accomplished consultant, Beatrix’s strategic advice is sought by many companies she counseled over the last years. She is often invited to present her insights to conferences and panels, and is frequently quoted in press, radio and television. She is a current board member of EllisDon, one of Canada’s largest construction companies, and a member of Rogers Women Network Advisory Board. She is a former board member of Branksome Hall, an independent school in Toronto, and served previously on the Executive MBA Council Board of Trustees, chairing the 2008 EMBAC Conference in Toronto, Canada.

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.

Dr. Sonu Goyal

Dr. Sonu Goyal is a Professor of Business Strategy and Entrepreneurship at International Management Institute, New Delhi, India. She is a doctorate from Faculty of Management Studies, University of Delhi. As part of her doctoral research she studied the strategies adopted by the Indian IT services companies and their business model. She is currently the Area Chairperson for Strategy and General Management. Her research and teaching interests are in the field of Industry and Competitive Dynamics, Managing Innovations, Entrepreneurship, CSR, Managing Change and Behavioral Context of firms. She has chaired an International Conference on ‘Green Competitiveness for Sustainable Development’ in collaboration with George Mason University, USA and Monash University, Australia. She has also edited a book on ‘Green Business’. She has conducted many in-company management development programs for state Owned enterprises such as ONGC, NHPC, DOT, CSIR, Power Forum, Engineers India ltd. IOCL as well as private firms such as CSC India, Moser Baer and Jindal Steel and Power Ltd.

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. Jan Mahrt-Smith

Jan Mahrt-Smith is Associate Professor of Finance at Rotman and teaches MBA, MFin, PhD, and Executive Education courses in Corporate Finance, M&A, and Behavioral Finance. He has won several of the highest teaching awards from the MBA students and the Dean. Jan has consulted with Citibank, Scotia, Corus Entertainment and others. He has published in the Journal of Financial Economics, the Journal of Financial and Quantitative Analysis, among others. Jan holds a PhD from M.I.T. (1998) and was on the faculty of the London Business School from 1998-2002.

Prof. Rick Powers, MBA, LLB

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. Glen R. Whyte, JD/MBA, MA, MPhil, PhD

Glen Whyte is a Professor of Organizational Behaviour and Human Resource Management at Rotman. His research interests include topics related to individual and group judgment and decision making, and managerial negotiations. Glen is a former Associate Dean of Curriculum at Rotman, and is currently an Academic Director of the Rotman and Institute of Corporate Directors’ Education Program. Glen consults frequently to the private and public sector on negotiation and dispute resolution, decision making, risk management and corporate governance.

Program faculty subject to change.