The MBA that
puts you first

Full-Time MBA

Curriculum

The SFU Beedie MBA is a journey. Combining theory and application, the program is split into three semesters that flow into each other, allowing you to apply what you learn as you travel through the program.

At the end of the 12 months, you’ll embark on the next stage of your career equipped with the strongest possible grounding in business fundamentals—and a 360-degree view of how businesses operate today.

Pre-program

You’ll participate in a pre-MBA online orientation that will provide you with information and resources to get you ready to start the program. The orientation will include preparation courses such as Excel and Financial Accounting. You can start the orientation before classes start in September, enabling you to learn at your own pace and ease your entry into the full-time MBA program.

 

Our students come from diverse educational backgrounds. This semester covers foundational business skills to help get everyone up to the same level in key areas.

Business Ethics

This course will be an examination and review of contemporary thinking on the changing role of business in the operations of society. You will explore the changing legal, ethical, and regulatory environments of business, focusing on the critical alignment of values, policies, technology and legal approaches between a modern organization and its broader public.

This course equips students to:

  • Highlight the strategies employed by organizations to renew and improve upon their Social Licence to Operate (SLO)
  • Map the emergence of strategies by community members, activists and their allies
  • Put the origins and costly consequences of seemingly small ethical quandaries-like workplace incivility, on the organization’s agenda
  • Distinguish four competing ethical worldviews operating in the marketplace
  • Possess the confidence to produce managerial level input into ethics related issues
  • Make decisions, which are cognizant of issues pertinent to SLO controversies
  • Develop a strategic plan which distinguishes between stakeholders and counter-publics
  • Anticipate the early warning signs for an ethical controversy

Managing People and Organizations

In this course, students will focus on four major views (frames) that comprehend much of the existing theory and research on organizations. The first is a structural frame, which emphasizes goals, roles, formal relationships, and the rational side of organizations. The second is a human resource frame, which emphasizes needs, attitudes, skills, and the human side of organizations. The third is a political frame, which examines power, conflict, and coalitions among those who have vested interests to protect and who want to advance within a context of scarce resources. The fourth and final frame is a symbolic frame, which explores how organizations create meaning and belief through symbols, myths, rituals, and ceremonies.

Students will begin by viewing organizations through each of the four frames separately. Once students understand and know how to use each frame in its own terms, students will turn to the more challenging objective of integrating the frames and considering how to use all four frames simultaneously for leadership effectiveness and organizational change.

This course equips students to:

  • Understand issues in the management of people and work in organizations
  • Understand the design and function of organizations

Financing & Managerial Accounting

The course is divided into two components: financial and managerial accounting. The financial accounting component builds upon the basic principles established in the prep course. Managerial accounting is concerned with decision making within organizations and is very much related to the planning, directing and controlling functions of management. In fact, the process of accounting can be clearly related to the transmission of power as noted in the works of sociologists, Michel Foucault and Bruno Latour. Throughout both components of the course, there is a strong emphasis on ethical decision making and the consequences of moving outside ethical frameworks.

This course equips students to:

  • Interpret financial statements and analyze corporate financial performance
  • Apply cost/volume profit analysis to examine alternative business scenarios
  • Identify the costs relevant to particular management decisions
  • Identify and evaluate costing approaches including activity based costing
  • Identify and contrast approaches to budgeting and financial planning
  • Interpret responsibility accounting statements
  • Identify and evaluate suitable measures for a performance measurement framework

Financial Management

The objective of this course is to give students a thorough understanding of the basics of finance necessary for managerial decision-making. The course is divided into two blocks: short-term financing (sometimes referred to as operational finance) and long-term financing (also known as corporate finance).

This course equips students to:

  • Asses the financial health of a company
  • Diagnose short-term funding needs
  • Determine sources for short-term finance
  • Evaluate investments projects, DCFs and cost of capital
  • Valuate a firm
  • Determine sources for long-term financing

Leadership & Teamwork

This course is designed to provide students with the opportunity to improve their leadership skills. The course creates the opportunity for students to reflect on individual beliefs, attitudes, and responses. At the individual level, the course will focus on two key areas of leadership: managing oneself (self-awareness and understanding) and managing relationships (the impact one has on others). The goal is to help develop self-aware leaders that are able to effectively manage relationships, perform through and with others, and thereby positively impact business and society.

This course equips students to:

  • Be aware of how they can lead effectively
  • Be consistent between who they are, who they say they are, and how they act
  • Think with a growth mindset
  • Envision their desired futures and the drive to make them happen
  • Recognize that effective leaders succeed through the performance of others

Managing a Globalized Workforce

This course is designed to introduce students to the area of international and cross-cultural management. The focus of the course is on the interaction between people in international work settings. By learning about the dilemmas and opportunities that are presented in international and multicultural work environments, students will be better able to function in an increasingly global business world. The over-reaching goal of this course is to convey a way of thinking that increases the students’ ability to understand the influence of crossing national and cultural boundaries on organizations and on organizational practices. Special emphasis will be placed on the management of people and groups in international organizations.

This course equips students to:

  • Understand and appreciate the challenges of working internationally
  • Utilize the basic concepts of national culture, cultural differences, stereotyping and cultural sensemaking
  • Understand the role of culture and cultural differences in various contexts including interpersonal communication, interpersonal negotiation, global teams, leadership, and international careers
  • Facilitate communication across different cultures and national contexts
  • Think with a global mind-set

Business and Indigenous Peoples

The purpose of this course is to help students understand the issues involved when businesses are operating, or intend to operate, in the traditional territories of First Nations and other Indigenous peoples. Virtually all resource and energy projects now require extensive consultation and accommodation of Indigenous interests but businesses in many other industries are finding competitive advantage in building strong respectful relationships with Indigenous peoples. Students completing the course should come away with knowledge about who Indigenous people are, why their interests should be taken into account, and what some best and worst practices are with regard to Indigenous engagement.

Business Analytics

Business analytics is becoming an increasingly important part of decision making. Large amounts of computer-based data combined with ever-improving analysis software are creating entirely new ways of addressing business problems. This is a business analytics course for general managers. Its purpose is to equip managers with a basic understanding of emerging analytic tools and techniques.

This course equips students to:

  • Consider analytic tools within the broader context of a decision-making methodology
  • Emphasize hands-on problem solving using sophisticated decision-making tools

Here’s where things get truly interactive as you learn about effective leadership. You’ll need to work fast as a team to solve the challenges thrown your way.

Managerial Economics

The aim of this course is to give students an understanding of how ideas from economics can help with managerial and strategic decision-making. This course is all about ideas. These ideas or economic models are, we believe, useful in understanding real business situations. Managerial economics emphasizes the practical application of these economic models through practice problems, discussions, and graded problem sets. These will usually involve articles taken from the business press.

This course equips students to:

  • Understand fundamental economic concepts that are useful in business situations
  • Understand which concepts can be applied to which business situations
  • Apply the concepts in specific business situations to help make tactical and strategic decisions

Business and Indigenous Communities

Taken alongside Business & Indigenous Peoples, this course provides a local experiential learning project that is designed to help students gain an understanding of how businesses across industry sectors in Canada can incorporate the legal and ethical requirements of its Indigenous population. This course gives students the opportunity to visit Indigenous and non-Indigenous industries and communities with diverse business foci, while providing an overview of general Indigenous issues and how they interact with business, culture, language, history, geography and law.

Business Analytics

Business analytics is becoming an increasingly important part of decision making. Large amounts of computer-based data combined with ever-improving analysis software are creating entirely new ways of addressing business problems. This is a business analytics course for general managers. Its purpose is to equip managers with a basic understanding of emerging analytic tools and techniques.

This course equips students to:

  • Consider analytic tools within the broader context of a decision-making methodology
  • Emphasize hands-on problem solving using sophisticated decision-making tools

Marketing Management

In this course, students consider the functions and responsibilities of general managers in formulating, co-operating with, and implementing corporate marketing strategies and policies. Students will find themselves in a managerial role, often that of CEO or Marketing Director, having to determine the overall direction the organization will take with regard to its relationships with its markets.

This course equips students to:

  • Tackle the responsibilities of marketing and leadership in all organizations
  • Apply these skills to a series of cases about companies facing situations similar to those in which students may have worked in the past, or intend to work in the future
  • Understand cutting-edge tools and concepts
  • Demonstrate the usefulness of these tools by applying them to real-life corporate problems
  • Reinforce the principles that are essential for a creative, self-disciplined team to lead a high-performance company in a fast-changing marketplace

Managing Information

This course is about understanding IS and IT as strategic assets. This course is not about the information systems function within the firm or about technology itself. The objective is not to teach students how to be a chief information officer (CIO). Instead, the course is about working with the CIO and their team, and the opportunities and pitfalls associated with the use of information technologies in business.

This course equips students to:

  • Create and protect value using IS
  • Develop, implement and evaluate IS
  • Manage IS

Negotiation & Conflict Resolution

Negotiation is the art and science of securing agreements between two or more parties who are interdependent and who are seeking to maximize their outcomes. The central issues of this course deal with understanding the behavior of individuals, groups and organizations in the context of mixed-motive (competitive and cooperative) situations. This course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers and professionals.

This course equips students to:

  • Understand the nature of negotiations
  • Understand the central concepts in negotiation
  • Utilize the negotiation process as an effective means for resolving conflict in organizations
  • Analyze the behavior and motives of individuals, groups, and organizations in settings that have both competitive and cooperative environments
  • Evaluate the costs and benefits of the negotiation process
  • Manage the negotiation process more effectively

Managing Global Enterprises

This course focuses on building global competency and management skills needed to develop strategies, design organizations, and manage the operations of companies whose activities span national boundaries.

This course equips students to:

  • Plan and execute a global competitive strategy
  • Understand timing, location, and entry mode for internationalization
  • Manage political risk and deal with cross cultural differences
  • Build and manage international joint ventures
  • Understand competitive strategies of firms in emerging markets
  • Understand intellectual property and international strategy
  • Manage parent-subsidiary relationships
  • Understand organizational challenges in a multinational corporation

Organizational Analysis

This course is built around a unique experience—an intensive 2 1/2 day behavioral (not computer) simulation, during which groups of 17 to 23 students assume the leadership positions (e.g., CEO, CFO, EVP, SVP, VP, etc.) of a diversified multinational corporation. Based on the behavioral simulation, which serves as the students' common experience, this course is intended to give students an opportunity to apply and integrate the knowledge they have acquired during the semester. This course places a heavy emphasis on effective feedback giving and receiving.

Business Communications

In today's international and inter-connected business environments, effective communication skills and successful communicative outcomes are essential to understanding how business is conducted across a diverse landscape where linguistic, cultural and social situations must be taken into account. This course will challenge students to explore their own communications experiences in the workplace, identify particular areas where they can improve their skills, and develop strategies to become more "global" in their approaches to workplace communication.

MBA International Applied Project

The MBA International Applied Project is a program highlight. You’ll utilize, apply and further expand upon knowledge and skills gained from the MBA Program. Choose between two international destinations to gain a global perspective on business and a broader understanding of working in multicultural business environments. You’ll gain valuable insights through integrated coursework, seminars and company visits while abroad, culminating in an applied project deliverable presented to a local Vancouver corporate partner.

The final semester focuses on practical elements and tying everything together so you can apply what you’ve learned. Explore your creative side, and gain an understanding of current business topics, such as sustainability and entrepreneurship. As you think about your post-MBA career moves and look for an internship, you’ll attend career workshops, polish your resume and participate in mock interviews.

Sustainability

After completing this course, students will be able to help organizations integrate environmental and social sustainability into their operations and help them develop more sustainable business processes and services. Students examine the key challenges and opportunities firms face in integrating sustainable business practices into their corporate strategy and across their operations and supply chains. Students also examine the key tension that underlies organizational efforts to embed sustainability: reliably and effectively delivering on existing sustainability commitments while making way for the ground-breaking innovations that will significantly improve sustainability. Topics include understanding the sustainability lifecycle of products and services; understanding the economic, social and political context for sustainable operations; managing sustainable operations; sustainable supply chains; and assessing environmental and social performance.

This course equips students to:

  • Apply lifecycle and systems thinking
  • Identify the most material environmental and social issues for a given organization and communicate the strategic implications of those issues for the business
  • Understand how to help organizations to embed sustainability into their governance, operations and supply chains
  • Assess the sustainability performance of a given company and compare its sustainability performance to its peers
  • Interact with others to improve sustainability practices within an organization or industry
  • Determine how to incorporate sustainability into a career trajectory

Entrepreneurship

This course explicitly addresses a common criticism directed at master’s students and programs. Concerns are frequently raised that graduate students and programs are strong on theory and strategic thinking, but short on the practical issues surrounding the implementation of these strategies and the pragmatic application of theories and concepts. As such, this is a course on implementation. The central focus will be on actually starting a business venture and constructing a business plan, where students not only have to come up with an innovative concept or idea, but have to address implementation issues. Students will also be responsible for addressing implementation issues as they apply to a series of cases.

Business Strategy

In this course, students will seek to understand how businesses formulate and implement strategy, and what elements go into a good strategy. The course will be integrated with Business 729, Comprehensive Exam. Jointly, the two courses will guide students down five parallel and inter-dependent paths: understanding strategy from a textbook, deep dives into business cases, interactions with strategy practitioners, applying the strategy toolkit to a single company, and finally running a simulated business that competes in a market against the businesses of your classmates.

This course equips students to:

  • Understand and analyze a firm’s mission and vision
  • Undertake industry analysis
  • Understand core competency and comparative advantage
  • Understand and different business models
  • Understand corporate and global strategy

Operations Management

The course objectives are for students to: (1) familiarize themselves with the challenges, opportunities and salient issues in managing operations; and, (2) to provide the language, concepts, insights and tools to deal with these issues in order to gain a competitive advantage through operations.

Students will see how operational capabilities support business strategies to gain competitive advantage, and how those capabilities are developed and maintained. Students will introduce an integrated framework that allows them to systematically analyze key operational dimensions of an organization such as capacity, time, flexibility and quality. Using process view of organizations, students will study how these operational dimensions are managed at the level of a single facility as well as throughout the organization’s global supply chain and distribution network. Through lectures, cases, hands-on exercises and class discussions, students will jointly develop a thorough understanding of current best practices, as well as the capability to continuously improve on existing operations and innovate with new solutions.

Capstone

This course consists of a comprehensive strategy simulation called CAPSIM. CAPSIM is used in leading business schools around the world to help students enact, and in turn be tested on their knowledge of business strategy. Students will be running a company in a competitive industry along with a group of classmates. Students will need to utilize skills learned in other classes and be able to integrate them to make business decisions.

This course equips students to:

  • Think strategically
  • Translate strategy into functional resource allocations
  • Coordinate decision across functions
  • Carefully analyze market results and plan future decisions

Work Term

At the end of the 12-month program, you have three options to apply what you have learned in a real-world setting. In each case, you deliver a report on your four months as part of your degree. Your options are:

  1. A paid four-month internship: With the support of the Career Management Centre, apply for positions where you can implement your newly acquired skills, knowledge, and fresh ideas.
  2. Starting your own new venture: Vancouver is Canada’s centre of entrepreneurship. If you’d like to start a new venture or work with innovative start-ups, you couldn’t come to a better place. SFU is home to three innovation labs: Coast Capital Savings Venture Connection®, RADIUS, and VentureLabs®.
  3. Moving straight into a permanent position: Transition directly into an employment position with your previous or a new employer.

I always saw myself working beyond clinical pharmacy. I felt that I could also shine on the business side of healthcare. I knew that with my strong clinical training an MBA would help open more doors and give me the mobility I was looking for in my career.

Morenike Akinyemi, FT MBA

Senior Project Manager, Transformation Delivery

Provincial Health Services Authority

My key lessons from the program were learning how to effectively frame and structure a problem or situation, manage a tight schedule, know what to prioritize and how to prioritize it, and identify core problems quickly and addressing them.

Bobby Dhillon, EMBA

Senior Vice President, Marketing & Planning

G&F Financial Group

The learners I work with are 95% Indigenous, and I find that they become more interested and retain information more, when we speak and learn from an Indigenous lens. The Indigenous content integrated into the program has been very beneficial to me in terms of how I can incorporate Indigenous information into the curriculum I currently teach.

Wanda Rockthunder, EMBA IBL

Business Instructor, Saskatchewan Indian Institute of Technologies

Cree, a citizen of the Muskowekwan First Nation, Saskatchewan

The immediate impact of the GDBA has been a change in the way I approach my day professionally. I am equipped to make better decisions. My confidence level has been elevated significantly, and I am enjoying a new sense of optimism in my career.

Percival Chang, GDBA

Manager & Investment Funds Advisor

PH&N Investment Services

The i2I program is perfect for people like me who are deeply involved in science, and who want to look for opportunities in the business world. A program like this opens your mind and teaches you that there is another world of possibilities outside of the lab.

Elena Groppa, i2I

Postdoctoral Research Fellow in the Faculty of Medicine

University of British Columbia Biomedical Research Centre

The comprehensive simulations provided the greatest learning for me. They helped change my mindset and connect the different areas of learning into a comprehensive view of how an organization runs.

Matthew Grunert, MOT MBA

Director, IT

Avigilon

The MSc Finance program gave me the technical foundation that I couldn’t function without. I work with clients in very senior roles, and it’s important to demonstrate your technical knowledge to gain their trust.

Christine Jakshoej, MScFin

Head of Professional Services America

FINCAD

The Part-Time MBA was excellent. It gave me exactly what I expected to receive, and I think that is the highest compliment you can pay a program. It met all my expectations and provided a solid grounding in business skills and strategies.

Oliver Zihlmann, PT MBA

Director of Development and Alumni Engagement

UBC Faculty of Pharmaceutical Sciences

FT MBA: Morenike

EMBA: Bobbie

EMBA IBL: Wanda

GDBA: Percival

i2I: Elena

MOT MBA: Matt

MSc Fin: Christine

PT MBA: Oliver


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Graduate

Segal Graduate School

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Vancouver, BC Canada

V6C 1W6

+1 778.782.5013

grad-business@sfu.ca

Undergraduate

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Burnaby, BC Canada

V5A 1S6

+1 778.782.5567

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Undergraduate & Graduate

SFU Surrey

250 – 1345 102 Avenue

Surrey, BC Canada

V3T 0A3

+1 778.782.8019

sfubeedie_undergrad@sfu.ca

grad-business@sfu.ca