EMBA in Real Estate Leadership Curriculum (45 credits) Level A - Foundation Courses (30 credits): EMBA 7000 EMBA 7005 EMBA 7010 EMBA 7015 Orientation The purpose of this course is to provide students with an overview of the online collaborative learning environment and course delivery methods. Leadership Theory and Practice (3 cr.) This course gives students the foundational knowledge they need to critically assess leadership concepts and their utility. Students survey the leadership theories of key thinkers and practitioners in the field, learning about the empirical, theoretical and pragmatic strengths and limitations of each approach. Through case studies and exercises, students develop an understanding of organizational leadership. They will also learn a comprehensive set of leadership practices that will have immediate value for application at work. Financial and Managerial Accounting (3 cr.) This course offers a comprehensive, graduate level exploration of managerial accounting. The course utilizes case studies and audit reports to focus on the use of appropriate accounting systems and the application of accounting data in the management of an organization. In conjunction, what accounting data are interesting or relevant-to-task, and how such data might be used is dependent upon what the manager is seeking to accomplish and what other information may or may not be available. Managerial Finance (3 cr.) All managers are required to possess a basic understanding of financial concepts.
This course explores the principle role of finance via its concepts, calculative applications, and capital market analyses. In addition, the basic concepts of the timevalue of money, rates of return, and valuation are covered. Students will learn how capital markets function, what different securities exist, and how to manage cash flow. Credit, risk, working capital, and analysis of financial statements receive particular attention. Cases are used throughout the course to provide students with hands-on experience in the use of financial tools. Unlike other finance courses, this consists of half concept and half mathematics. Besides providing basic math skills, this course should provide students with an excellent introduction to financial management concepts. EMBA 7020 EMBA 7025 EMBA 7030 The Global Economic Environment (3 cr.) Systematic understanding of the internal and external economic environments of an organization, and the ability to analyze them as a basis for sound decisions, are core pre-requisites of sound leadership. This course reviews basic macro and micro-economic concepts (e.g. supply and demand, elasticity, production function, competitive environments, pricing, etc.), and illustrates their impact on decision making and strategy formulation. Students will learn how to think through economic challenges and opportunities presented to their organization. Governance, Strategy and Structure (3 cr.) This course examines an organization's top-level constitution and processes, i.e., how its Board of Directors is selected by, and interacts with, its owners; how the Board appoints, and interacts with, the senior management team; how the Board and senior management team jointly determine the strategic direction of the organization; and finally, how the organization itself may be structured to most effectively and efficiently accomplish the strategic directive. Leadership Values and Ethics (3 cr.) Organizational leaders convey values and
ethics that affect public trust, stakeholder trust, and trust within the organizational team. This course teaches students how to enhance this value-laden ethical capital. Classic moral philosophies are reviewed, and we explore their application to cases in community relations, environmentalism, marketing, operations, accounting, information technology and human resource management. Learners will gain an enhanced understanding for and respect of the different managerial values of their colleagues, and concepts for analyzing ethical issues. EMBA 7035 EMBA 7040 EMBA 7045 Strategic Marketing Planning (3 cr.) This course focuses on the strategic marketing planning process from the perspective of two key roles in the organization, i.e., the Chief Marketing Officer (CMO) and the Brand (or Product) Manager. Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how these managers refine the company's long-term go-to-market strategy, at both the corporate level and the product level. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. Strategic Operations Planning (3 cr.) This course focuses on the operational planning process from the perspective of the Chief Operating Officer (COO). Leaning heavily on external and internal analyses and the CEO's strategic guidance, we examine how the COO develops the company's long-term operations strategy, comprising decisions about supply-chain logistics, production, customer service, quality assurance (QA), distribution and field support. We also briefly examine which leading edge digital applications are most useful with respect to intelligence gathering, analysis, decision-making and/or implementation. Strategic Human Resources Planning (3 cr.) In today's global context the rate of change is accelerating, and personnel have
to be world-ready, and organizations have to be change-ready. This course examines the human resource recruiting and development function and the organizational design function within a global and organizational lifecycle perspective, emphasizing how personnel and designs must change as projects and divisions evolve. This dynamic approach to organizational development prepares students to diagnose mismatches between existing personnel and designs versus changing demands, and to develop personnel and designs to accommodate new realities. EMBA 7050 Strategic Information Systems Planning (3 cr.) In today's 24/7 global operating environment, the possession of sufficient and correct information about the relevant external and internal environments, obtained and circulated to the right decision-makers in a timely fashion, can spell the difference between success and failure. This course introduces the main concepts of management information systems (MIS), examines how the design of MIS can affect the performance of an organization, and explores the process of Information systems planning from the perspective of the CIO.
Level B - Specialty Track (15 credits): EMBA 8050 Trends Affecting Real Estate Leadership (3 cr.) Effective organizational leaders must possess a clear vision of where their industry is heading, and their organization s place in that future landscape. In this course we will examine the most significant social, legal, economic, political, environmental and technological forces that are shaping the future of the real estate industry, and the resultant significant trends. While the majority of our attention will be paid to the Canadian landscape, we cannot ignore an analysis of similar forces in the global context, and the implications for both domestic and international real estate initiatives. In addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as online learning objects, case studies, invited speakers and current events. Students of Trends Affecting Real Estate Leadership, armed with an understanding of the trends, will be better able to lead their organizations towards a more successful future. Plus two electives: EMBA 8051 Essential Communications Skills for Real Estate Leaders (3 cr.) In the majority of today s organizations, leaders cannot be effective using an autocratic leadership style. It is widely accepted and endorsed by practitioners and academics alike that a collaborative leadership style has proven to be the most effective. This style requires leaders to
possess and exhibit a very large array of leadership and interpersonal skills and by having leaders who espouse collaboration methodologies will inspire people within their organizations, to work towards common objectives for overall success. In this course we will focus on enhancing the student s understanding and skill regarding an essential subset comprising communication (verbal, written and physical), conflict management, negotiation, and change management. In an industry that is so largely dominated by human interaction having the skills to effectively establish and maintain successful working relationships equates to positive bottom line outcomes. Students of the Essential Communication and Interpersonal Skills for Real Estate Leaders will be able to demonstrate communication and interpersonal skills valued by management and colleagues to motivate self-awareness and growth within an organization s stakeholders. In addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as online learning objects, case studies, invited speakers, simulations and role plays. EMBA 8052 Shaping the Legal and Regulatory Environment (3 cr.) The legal and regulatory environment plays a significant if not dominant role in shaping the short and long term strategies of any organization in the real estate industry. However, a leader does not simply accept the current or emerging legal and regulatory environment as a fait accompli. Rather, the leader will intentionally cultivate a presence in the legal and regulatory process in order to produce policies that are fair and equitable, and that will benefit the leader s organization,
the real estate industry, and society, both economically and environmentally. In this course we will examine the local, provincial and national legal and regulatory processes pertinent to real estate, and learn where and how in these processes a leader can most effectively establish a voice. In addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as online learning objects, case studies, invited speakers, and current events. Students of the Shaping the Legal and Regulatory Environment course will have a much better understanding of the legal and regulatory environments, and where and how to most effectively establish a voice. EMBA 8053 Best Practices for Leading a Property Management Company (3 cr.) The largest property management companies may have several billion dollars of assets and tens of thousands of employees under their care, presenting significant leadership and management challenges. In this course we will examine the best practices for leading a property management company, both small and large, and in the residential, public, commercial and industrial domains. Focus will be placed on addressing the challenges inherent in overseeing these types of organizations including geographical, environmental, political and human. In addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as online learning objects, case studies, invited speakers, and current events. Students of the Leading a Property Management Company course will have a much better understanding of how to lead a property management company.
EMBA 8054 Best Practices for Leading a Real Estate Brokerage (3 cr.) The largest brokerage organizations may have several hundred Realtors generating hundreds of millions in real estate transaction deals, presenting significant leadership and management challenges. Given the competitive and sensitive nature of this industry leaders must be aware of the impact numerous societal factors play on the management of Real Estate Brokerages. Social Media, technological changes, the regulatory environment in addition to the human component requires a leader with insight and the ability to function successfully in these areas. In this course we will examine the best practices for leading a real estate brokerage company, both small and large, and in the residential, public, commercial and industrial domains. In addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as online learning objects, case studies, invited speakers, and current events. Students of the Leading a Real Estate Brokerage course will have a much better understanding of how to lead a brokerage. Plus: EMBA 8999 Integration Project (6 cr.) The Integration Report is a capstone course undertaken by a team of students. Under the supervision of faculty members, teams (of 3 or 4 students) will approach and establish a formal project relationship with an existing business organization to: 1) identify a global or corporate new venture management issue that the organization is interested in having analytically studied and summarized; 2)
design and execute a study which involves the integration and synthesis of relevant knowledge acquired in the MBA program; 3) draft a report presenting their analysis and conclusions; and 4) present its final report to the participating business organization. Feedback from the client organization will be incorporated into the students' final grades.