Education
Below is a list of the different academic institutions I have graduated from. I have compiled a list of courses that I have attended
Masters in Management
Honor's Bachelor of Business Administrtion
Bachelor of Computer Science
Core Courses
| Business in the Global Economy | The purpose of this course is to provide students with an advanced understanding of the institutions of the global economy and how those institutions impact the competitive fortunes of companies. More specifically, the course will expose students to advanced topics in political risk analysis, domestic political analysis, international institutions, and economic development. In addition, students will be expected to be able to integrate this knowledge into the competitive positioning of an individual firm. Pedagogically, the course will demand considerable background reading and will focus on acquiring key tools, concepts, and methodologies. Moreover, students will be expected to create a comprehensive initial political and economic size up of the countries and/or industries that they will study in their time abroad. The course is intended to be foundational for the program and is required for all students. |
| Global Strategy | Most influential companies are global. Few companies who aspire to superior profitability are able to do so within the bounds of a single country market. For an increasing number of businesses, competing internationally is no longer an option. Moreover, the actions of non-North American multinationals means that competitive activity must have a strong defensive element as well. Success in international markets is not a matter of luck, but of skill and persistence. Developing proficiency in international strategy translates into competitive advantage, defined as superior long run return on invested capital. Building competence in this area means understanding, at a sophisticated level, how companies succeed in the most demanding competitive arenas, which are usually found beyond their borders. This course focuses on management issues associated with the growth and operation of a multinational enterprise (MNE). It covers market entry, subsidiary and head office perspectives on management, alliances, and the competitive advantage of the MNE relative to the single-country firm. Students will be expected to integrate ideas from other courses with the core theory of this one when conducting an analysis of the global strategy of a MNE The approach we will take in this course is practical and problem-oriented. It is intended to enable you to acquire proficiency at strategy formulation and implementation in an international context. The course will do this by developing and applying concepts, analytical frameworks, and intuition to the strategic issues that face real-world multinational corporations, regardless of their industry. |
| Finance for Global Managers |
This course focuses on the financial issues that managers confront in an international setting and develops a framework for evaluating the many opportunities, costs, and risks associated with multinational operations. The course employs cases extensively to provide students with a detailed and analytic look at investment and financial decisions undertaken by multinational firms. Topics covered include the behavior and determination of exchange rates; relationships among inflation, interest rates and exchange rates; foreign exchange and derivatives markets; management of international investment portfolios; corporate exchange exposure; hedging exchange risk; and cross-border valuation. |
| Leadership Across Cultures |
This is a required course aiming to prepare students as global leaders with the knowledge and skills necessary to lead and manage in business organizations around the world. Topics include: understanding cross-cultural differences; communicating across language and cultural barriers; working in transnational teams; leadership, motivation, decision-making and conflict resolution in various cultural contexts; expatriate cultural adjustments and re-entry integration; and designing and managing global organizations. The course content also includes a survey of selected cultures, with a focus on overseas study locations. This course will span the whole duration of the program, and will be fully integrated with students’ cross-cultural learning in other components of the program, including cross-cultural teamwork and the overseas study term. The course will be organized around three modules Module 1: Management in International Contexts (Term 1) Introduce the concept of culture and cultural differences. Discuss their impact on individual perception and behavior, and on business and management. Survey key aspects of effective management in the contexts of selected cultural environments, with a focus on students’ overseas study locations during Term 2. Module 2: Cross-Cultural Training: Pre-Departure Preparation (Term 1) Prepare students for cross-cultural learning during and beyond the program. Students will be exposed to the theories and skills necessary to work effectively in culturally diverse teams and to adjust successfully to overseas assignments. Module 3: Cross-Cultural Training: Reflection and Integration (Term 3) Provide students with the opportunity and learning tools to share, reflect, and make sense of their cross-cultural encounters overseas, in the form of class presentations. The topic of expatriation and international career will be discussed, integrating theoretical perspectives and students’ personal experience overseas. 0.5 credit; required course |
| Key Topics in International Business |
This course is a series of intensive ˝ day and full day sessions, each focusing on leading edge topics that span and integrate issues across functional areas. The course includes sessions such as: Designing and Managing Virtual Teams: A Global Manager’s Perspective Global companies routinely use teams with members drawn from different areas of the company. This one-day session on virtual (geographically-distributed teams) will: highlight both the difficulties and rewards of virtual teams for global organizations; discuss the unique challenges for culturally diverse teams; present methods for overcoming these challenges to increase team effectiveness; and, provide resources of interest (e.g., ideas for team member selection, training, and rewards). Managing in a Turbulent Social Environment: Global Corporate Responsibility A number of international initiatives (such as the Global Reporting Initiative, the UN Global Compact, etc) together with empowered NGOs and other societal players present heightened concerns to global corporations about such issues as environmental sustainability, labour and human rights, and the ethical practices of companies. This one-day session on Global Corporate Responsibility provides students with the opportunity to apply the concepts they are learning throughout the Master of Global Management program in the context of some of the social dilemmas that companies actually face. Business in Emerging Economies: Focus on China China is the fastest growing market in the world, with 1.3 billion potential customers, and annually quadrupling per capita income. As a new member of the WTO, China now permits foreign firms to compete on equal footing with local firms and Chinese companies are increasingly entering the global business community. This session integrates macro-economic, strategic and cultural perspectives on doing business in China, and the role of China in the global economy. Global Logistics This session focuses on the intricate transportation logistics required in selling to and operating in multiple national markets. Topics include strategic selection of transportation alternatives, inventory management, coping with unforeseen fluctuations, and the implications of outsourcing. This session implicitly takes an importing perspective, rather than the traditional exporting perspective. Examination of case examples requires both rigorous financial analysis and cross cultural awareness. Governance and Management Control in the Global Organization: A Strategic Perspective One of the most crucial aspects of global organizations relates to their governance and management control systems and processes. This session will consist of a combination of case studies of global corporations and several conceptual frameworks valuable for analyzing, diagnosing and prescribing for the governance and control systems described in the cases. The ethical issues involved in these systems will also be part of the discussion. |
| International Negotiation |
The course will focus on bargaining, negotiating and conflict resolution in a wide variety of settings and business relationships ranging from simple buyer-seller negotiations between virtual strangers to multi-party, multi-issue, and cross-cultural disputes among long-time business partners. We will begin with the basics, spending the first half of the course distinguishing distributive and integrative bargaining, analyzing the types of relationships that develop through these processes, identifying tactics associated with each, building distributive and integrative bargaining skills, and measuring and assessing the “goodness” of negotiation outcomes and processes. After covering the fundamentals, we will step firmly into the global environment, examining issues of the micro- and macro-environment ranging from values, communication and culture to government, regulation, and stakeholder groups. A central element of the course is the development of international negotiating awareness and skills through face-to-face negotiating exercises. |
Coming soon
Core Computer Science Courses
| Computer Programming I | A first course in programming given in C - mathematical problem solving, program development, C grammar and simple system functions. Students will develop and write their own programs and run them in a timesharing environment |
| Computer Programming II | Substantially extends the programming skills developed in Computer Science 1411, with larger and more complex programs, using advanced C features. Good programming style and documentation are stressed throughout. An overview of Programming Languages. C as a model language |
| Data Structures | This course includes programming assignments in C. The general concepts of data structure and variable. Arrays, stacks, linked lists, trees, graphs and plexes. Applications to searching and sorting algorithms |
| Introduction to Computer Architecture I | Digital logic. Digital systems. Machine-level representation of data. Major component parts of a modern digital computer, namely, control unit, arithmetic and logic units, memory units and peripheral interfaces are studied |
| Introduction to Computer Architecture II | Assembly-level machine organization. Memory system organization and architecture. Interfacing and communication. Writing simple I/O routines and interrupt handlers. The organization of a modern digital computer at Instruction Set Processor level is studied |
| Introduction to Operating Systems | A practical introduction to operating systems. Basic concepts are examined by using a model operating system. Install and configure the model operating system. Diagnose operating system faults |
| Object Oriented Programming | Introduction to object oriented programming. The language used may vary from year to year (e.g. C++, Java, Smalltalk). Topics include objects, classes, construction, inline functions, references, overloading, inheritance, virtual functions, templates, access control, and the object-oriented model of computation |
| Database Management Systems | The data base concept. The relational model. SQL and other database manipulation languages. Experience with a modern database environment. Normalization and logical database design. Database administration, physical database design. |
| Software Engineering | An introduction to the concepts of software engineering: software life cycle, project planning, cost estimation, software specification, implementation, verification and validation techniques, and software maintenance. Written and oral presentations will be an integral part of the course. |
| Operating Systems | Processes and device handlers and their implementation, communication and synchronization. Synchronization primitives. Process allocation. Memory management. The software required to support a virtual memory system. Resource allocation algorithms. File system implementation. Security and protection. System implementation strategies. The evolution of computer systems: batch processing, multiprogramming, multi-processing, real-time, time-sharing, distributive systems. Each student will design and implement a module for an operating system kernel. |
| Object-Oriented Design and Methodology | An overview of the principles and methodologies of the object-oriented software development paradigm. Topics include problem analysis, object-oriented design, abstraction and specialization via inheritance, cost-effective implementation, and features of different object-oriented programming languages. |
Mathematics courses
| Calculus | Basic properties of the real number system, definitions and basic properties of algebraic and transcendental functions together with their differential and integral calculus, basic results of analysis and applications of differential and integral calculus, and sequences and series |
| Discrete Mathematics | Basic set theory; introduction to logic and proofs including propositional calculus, quantifiers, and mathematical induction; basic combinatorics; discrete probability; relations, including recurrence relations, equivalence relations, and partial orderings; graphs and trees; Boolean algebra; and algorithms. |
| Linear Algebra I | Matrices and systems of linear equations; linear transformations and matrices; elementary matrix algebra; determinants; vector spaces; change of bases; real eigenvalues and eigenvectors; applications. |
| Linear Algebra II | Eigenvalues and eigenvectors; diagonalization; inner product spaces; orthogonal bases; least-squares problems; symmetric matrices; quadratic forms; singular value decomposition; applications. |
| Introduction to Mathematical Statistics | A mathematical introduction to statistics, using the probability theory developed in Math. 2331. Topics include point and interval estimation, test of hypothesis, non-parametric methods, goodness of fit, experimental design, analysis of variance and covariance, regression and correlation. |
| Introduction to Mathematical Probability | A mathematical introduction to the theory and application of probability. Topics may include distributions and their properties, limit theorems, expectation and simulations. |
Business courses
| Introduction to Management | This course has been designed to introduce Commerce students to the fundamental principles involved in the management of organizations. Specific emphasis is placed on the functions of management related to the planning, organizing, decision-making and controlling of organizational activities. The overall aim of this course is to provide a comprehensive overview of the dynamic relationships which exist between the many interacting components which comprise the whole organization (i.e., goals, structure, technology, human resources and the relevant external environment). Systems theory is used to develop a framework which can be used to illustrate these relationships. Course content covers the following general core areas: technology and organization, decision-making, management of human resources, and interactions with the environment. |
| Financial Accounting | In this course Commerce students are introduced to the purposes, objectives, concepts and processes of financial accounting. Key topics cover the accounting cycle, including preparation and understanding of financial statements, cash versus accrual accounting and revenue recognition. Emphasis is placed on the usefulness to external users of the information produced |
| Management
Accounting |
This course is intended to provide an introduction to the basic accounting concepts and techniques for management planning, control, and decision-making. The course provides an opportunity to apply these tools to profit-oriented enterprises as well as in government and non-profit organizations. |
| Management
Information Systems |
Provides
a broad introduction to the many elements that comprise
an information system and briefly explores the
underlying information technologies and their impact on
business organizations. Emphasis is placed on managers'
information needs, the various kinds of support
necessary for decision-making, and the functional and
strategic implications of information systems for
organizations. Through the use of cases, course
participants will be expected to demonstrate an
awareness of current developments and the ability to
identify dominant issues and possible solutions arising
from the adoption of new technologies. |
| Systems
Analysis and Design |
A unifying framework for understanding the role and contributions of the systems analyst in the analysis and design of data flows, business processes, and interface technologies needed to support managerial decision-making. Emphasis is placed on the systems development life cycle (SDLC) and its implications for the orderly development of information technology solutions. In addition to learning to apply current methods and models to a wide variety of cases, course participants will be expected to demonstrate their proficiency in the use of popular tools for the diagramming, description and documentation of the final systems design. |