Managers in any corporate function should understand how to value basic financial assets such as bonds, stocks, and options. The course will examine how these assets "should" be priced and why their actual prices are sometimes not the same because of institutional factors or market frictions. This course will teach key investment concepts and techniques in the fixed income, equity, and options markets. We will study the optimal construction of combinations (portfolios) of securities with a focus on the trade-off between risk and return. We will emphasize the concepts of capital markets in a real-world setting using real-world problems and examples from financial markets around the world. Students should be aware that finance is inherently quantitative and that many of the important problems must be attacked by theoretical and mathematical methods. The most important mathematical relationships need to be understood by all general managers, not just finance professionals like investment bankers. Students are forewarned that this course will be analytically rigorous.

This course introduces students to the different concepts and practices of modern corporate finance. We will cover the investment and financing activities of corporations as well as related topics that are expected as foundations for second year electives in finance. Students will learn about real-world investment decision-making tools, capital structure and capital raising activities, corporate payout policy, mergers and acquisitions, and the role of financial institutions and markets in corporate finance.

The term "operations" refers to the processes by which organizations convert inputs (e.g., labour, material, knowledge, equipment) into outputs (goods and/or services) for both internal and external markets. In this broad-spectrum course, we will study how to manage these processes. We will view operations through the framework of business processes and discuss process improvement through the management of capacity, throughput, inventory, lead time and quality. We will consider business processes at various levels, from an individual process to an entire supply chain. Within the context of the course, we will discuss several service and manufacturing examples. However, the emphasis of the course will be on the fundamental ideas, principles and tools that are the basis for managing operations in an organization.

In this course, we will be taking a strategic approach to marketing. Strategic marketing involves determining which customers your organization should serve, which products and services it should offer them, and how. This course is intended to develop an analytical framework for these decisions. Emphasis will be placed on developing a position in the market place that provides value to customers that is not readily duplicated by competitors. This course is focused on establishing a framework for creating and managing customer value, and emphasizing the key linkage between customer value and firm value in the long run. The act of managing customer value has several key components. First, it is critical to understand and articulate what customer value is, and how it can be created by the positioning of products and services. Second, it is important to relate this to customer behaviour and specific customer-related actions that the organization can take in order to create and manage value over time. Third, it is important to analyze customer needs in the relevant market context. Finally, it is necessary to apply these ideas in a changing marketplace.

This course provides an overview of theory and research on understanding the behaviour of individuals and groups in modern organizations. Through exercises, case discussions, lectures, videos, and assignments, the course will provide you with the opportunity to learn and practice these skills. If you make an effort to learn in this course and familiarize yourself with systematic and scientific knowledge about the psychology of organizational life, you will have an advantage over others who lack this knowledge. This is why executives come back to take courses about leading people more than they do for any other topic: because it is difficult and challenging, and few really know how to do it well.

Today's managers need to understand data in order to make effective decisions. This course emphasizes the usefulness of data to a variety of business problems. It covers a variety of statistical tools including correlation, inference, and prediction, with an emphasis on regression analysis. This is not a course in “pure” statistics but rather about understanding and effectively using statistical methods and models for managerial decision making. It draws on real life examples and our own experience to provide students with the ability to use data to inform decisions. Building on what you have learned in the Foundations term, we emphasize the difference between what the data say and what the data mean. The objective is for students to leave this course with a better/an improved understanding of what statistics can (and cannot) do to help their business.

How do organizations create and capture value? Why do some companies consistently outperform their rivals? The purpose of strategy is to orient an organization to accomplish something uniquely important — and then to orchestrate the distribution of that value to make the continued investment attractive to stakeholders. Understanding the causes of persistent differences between firms in creating value and in orchestrating its distribution are the central objectives of scholarly research in strategic management. Optimizing the performance of an organization is the central objective of the strategic manager. This course is designed to bring these objectives together by equipping you with the most sophisticated and up-to-date research-based explanations on the causes of superior organizational performance and empowering you to apply this knowledge to make better strategic decisions in your careers.

An overriding objective of the course is to develop managerial perspectives on macroeconomic and global issues. Students will develop an understanding of aggregate output and cyclical patterns in GDP as well as factors that determine employment, prices, interest rates, and exchange rates. In an increasingly globalized economy, developments globally are intertwined with these questions and must be considered. Therefore, both national and international macroeconomic factors will be covered. The conduct of fiscal and monetary policy will be discussed in the context an open economy, and an understanding of the drivers of international trade and capital flows will be developed. Implications for corporate profitability and risk will be highlighted.

This course covers introductory finance with a focus on capital markets. The study of capital markets includes the valuation of financial securities, most importantly stocks and bonds. The tradeoff between risk and return is an important aspect. We will also spend time on options, as well as topics such as market efficiency and hedging. Corporate finance, which in many ways is the flip side of capital markets, will be stressed in Finance II in the summer term.

The term "operations" refers to the processes by which organizations convert inputs (e.g., labour, material, knowledge, equipment) into outputs (goods and/or services) for both internal and external markets. In this broad-spectrum course we will study how to manage these processes. We will study how different business strategies require different operational capabilities and how different operational capabilities sup,port different strategies. We will also study tactical and operational decision-making. We will view operations through the framework of business processes and discuss process improvement through the management of capacity, throughput, inventory, lead time, and quality. We will consider business processes at various levels, from an individual process to an entire supply chain. Operations management was initially concerned with manufacturing and supply chain operations. But many of the ideas developed have direct application in service operations such as health care, financial services and restaurant/hotel management. Within the context of the course, we will discuss several manufacturing and non-manufacturing environments; however, the emphasis of the course will be on the fundamental ideas, principles, and tools that are the basis for managing operations in an organization.

In this course, we will be taking a strategic approach to marketing. Strategic marketing involves determining which customers your organization should serve, which products and services it should offer them, and how. This course is intended to develop an analytical framework for these decisions. Emphasis will be placed on developing a position in the market place that provides value to customers that is not readily duplicated by competitors. This course is focused on establishing a framework for creating and managing customer value, and emphasizing the key linkage between customer value and firm value in the long run. The act of managing customer value has several key components. First, it is critical to understand and articulate what customer value is, and how it can be created by the positioning of products and services. Second, it is important to relate this to customer behaviour and specific customer-related actions that the organization can take in order to create and manage value over time. Third, it is important to analyze customer needs in the relevant market context. Finally, it is necessary to apply these ideas in a changing marketplace.

The most rewarding, stressful, and important aspect of organizational life is working with other people. The ability to understand and manage interactions with others is crucial to the rise of an individual’s career and to the functioning of an organization. In organizations, the consequences of "people problems" are often disastrous. The art of working with and leading people involves a myriad of skills, including the abilities to create and sustain motivation, use effective influence tactics, evaluate people and information accurately, communicate effectively, make high-quality decisions individually and with others, and manage work teams. This course provides an overview of theory and research on understanding the behaviour of individuals and groups in modern organizations. Through exercises, case discussions, lectures, videos, and assignments, the course provides you with the opportunity to learn and practice these skills. If you make an effort to learn in this course and familiarize yourself with systematic and scientific knowledge about the psychology of organizational life, you will have an advantage over others who lack this knowledge. This is why executives come back to take courses on leading people more than they do for any other topic: because it is difficult and challenging, and few really know how to do it well.

The course is designed to maximize the value and learning that each student obtains from your internship. You'll do that by demonstrating and expanding your skills and knowledge, partially gained from first-year MBA course and co-curricular experiences, and partly by on the job learning from your internship. Note that you can learn much more from your experience than just new skills and knowledge about your role, firm and industry. Beyond those, you can also significantly increase your insight into yourself, by engaging in exercises designed to ensure that you take the time to reflect on your experience. Another potential benefit from the internship is expanding your network and improving your comfort and capability in reaching out to and connecting with people who you don’t know. Students will be coached in this process by Internship Advisors who will meet with students three times throughout the course. Students are expected to work with your Internship Advisors to develop abilities in goal setting; recognition of strengths and weaknesses, identification of obstacles to success and development of a plan to overcome those obstacles; receiving feedback about performance; and making adjustments based on that feedback. At the conclusion of the course, students will provide a summary of what you learned during the internship.

This course constitutes the formal connection between the foundational academic knowledge acquired during core curriculum courses, the professional managerial environment, and the professional growth that students aim to achieve in the managerial environment during their initial professional placement in the program. There are two main components of the course: 1) Students reflect on their own professional situation in the context of their placement organization — and endeavor to improve it. This exercise is structured and purposeful. It results in the construction of a framework and learning of tools and practices that support continuing development as a manager. 2) Students observe and analyze the business circumstances and practices of their organization, and they connect these observations and analyses to what they learned in Rotman core courses. This exercise is structured and analytical. It results in a plan to improve the student’s value to the organization through knowledge and skills.

Today's managers need good data to make good decisions, but to make good use of data, they need to understand what the numbers mean. This course will teach you how to extract managerially useful information from data using statistical tools such as estimation, inference, and regression. We will emphasize application over theory, but we will provide the theory necessary to become an intelligent user of data. Further, to develop your ability to translate business questions into statistical questions we will have you work through several case studies based on real business problems, as well as a substantial course project involving real data. The overall objective is that you will leave the course with a sophisticated understanding of what statistics can and cannot do, and how to use statistical tools to answer questions that are likely to come up in your future careers.

Independent study.

This course is primarily targeted at students who are interested in strategy, entrepreneurship, entrepreneurial finance, new product development, and economic development policy. Students will study a framework for developing an entrepreneurial strategy and an introduction to the business of artificial intelligence (AI).

The course is relevant for students who plan to work for businesses and other organizations that operate in multiple countries or compete with firms that operate globally; as well as for those who plan to work as consultants in international markets. The core premise of this course is that no business of any size or sophistication can operate successfully with a purely domestic strategy. Therefore, a principal objective of the course is to help students learn how to position, work in, and lead businesses that operate in multiple countries and/or compete with foreign-based firms.

This course will be of interest to students who are engaged in a venture start-up, would like to start a venture, or would like to work with early-stage ventures. The major emphasis in the course is a real world hands-on approach to learning what it’s like to start a company. Using a mixture of readings, exercises, cases and speakers, a broad spectrum of issues are introduced, covering the entrepreneurial process from opportunity recognition, to startup, growth and harvesting.

This course is primarily targeted at students who are interested in careers in strategy, entrepreneurship, entrepreneurial finance, new product development, and economic development policy. The CDL Advanced Course follows the process of commercializing technological innovation by working closely with early-stage technology ventures seeking capital.

This course is for MBA students who are interested in exploring how ESG (environmental, social, and governance) and sustainability considerations are fundamentally changing the business conversation and landscape, spanning the formulation of strategy, the concept of value creation, the interaction with stakeholders, the expectations of capital markets and regulators, and collaborations with a variety of partners. This course takes an economics and strategy lens to consider how business leaders can and should respond to the rise of environmental and social concerns in a range of industries. Rather than focus on social enterprises or on firms whose primary mission is to address social and environmental concerns, this course explores how ESG issues affect ordinary companies in every sector.

The course is relevant for students who plan to work at multiple points along the healthcare and life sciences value chain in Canada or elsewhere, including pharmaceutical companies, healthcare suppliers, academic partners, distributors, providers, public agencies, and/or consultants. The course will provide institutional background about global pharmaceutical firms and the pharmaceutical value chain, as well as current strategic and policy challenges and opportunities that people face along the pharmaceutical global value chain.

This course is relevant for students who plan to work for firms that operate in emerging markets, or firms that compete with businesses in emerging markets. The course is also relevant to students who plan to work as consultants in emerging market contexts. This course focuses on strategies that firms based in emerging market economies around the world are adopting to compete in their home markets and, increasingly, in regional and global markets beyond their boundaries. The course also considers frameworks for identifying new markets through the development of new models in emerging markets, where emerging markets are defined as countries that have established moderate degrees of market-based infrastructure, including labour markets, property rights, legal transparency, capital markets, regulatory frameworks, governance, and physical infrastructure.

"Corporation 360°" is a chance to analyze a firm from many perspectives (360 degrees). In business school, we tend to look at corporations in one facet or another by studying strategy, operations, marketing, organizational behaviour, or finance without considering the trade-offs that are created by choices in one area for impacts in other areas. What new insights emerge when we examine one company from multiple perspectives? And, further, what insights develop when we compare the corporation as an engine for creating and capturing private value (and thus providing returns to the shareholder) to that of the corporation as embedded in society and therefore affecting value creation (or destruction) at the public level?