Why is this program needed?
Welcome to Canada’s first Executive MBA specialty stream in Health & Safety Leadership! This visionary new program has been jointly developed and is supported by the Canadian Society of Safety Engineering (CSSE).
*CSSE CHSC-certified members will be granted a 1-course advanced standing.
The role of the health and safety unit in an organization has been steadily and significantly rising in prominence over the last several decades, in many organizations being transferred into the Operations function. This is well-deserved, as the evidence clearly indicates that well-designed and well-managed health and safety programs contribute to a much healthier, more satisfied and more productive workforce, coincidentally with a significant financial upside for the organization. However, many, if not most, managers of health and safety units have risen to their management positions without any prior post-secondary education in management, and face the dual challenges of a potential performance deficit, and reduced probability of promotion into executive ranks. Thus, this program has been developed to address these challenges, by improving the post-secondary educational landscape for upwardly-mobile health and safety managers and executives.
Who is the program designed for?
Our online Executive MBA with a specialty stream in Health and Safety Leadership is designed for advanced-career professionals and managers of health and safety units who aspire to lead their businesses towards much higher performance. It begins with coverage of foundational management essentials such as financial, analytical and decision-making skills, and knowledge of an organization’s core functions and interactions. The program goes much further than that. Its core focus is on leadership techniques, especially collaborative leadership in the complex context of multiple stakeholders and multiple objectives; then it augments this core focus with a series of specialty stream courses focused exclusively on the needs of health and safety leaders.
Our goal is to prepare advanced-career professionals and managers for senior managerial positions, and to prepare them for success, all without interrupting their career momentum. To accomplish our educational goal we provide a highly-qualified faculty, a variety of educational tools and techniques, some of the most advanced online teaching and learning applications available, and a carefully designed suite of courses delivered in a focused and flexible schedule.
Our Executive MBA is comprised of 14 courses:
- 10-foundation level courses
- 3-specialty stream courses
- 1-Integration Project (Capstone of the program)
Finish the program in 2-years, 5-months:
- 7-weeks per foundation level course
- 7-weeks per specialty stream course
- 12-weeks for the Integration Project course
Cut your program length in half:
- Students may take 2-courses per session to halve the length of their program (subject to course availability)
The online experience
To maximize the global learning experience throughout the program our students will participate in “live” seminars and conferences (often referred to as vClasses) with experienced leaders from global organizations. Our students and faculty are not limited by geographical boundaries, providing a new educational experience that allows learners to think with a global perspective while working on case studies and projects with other colleagues from around the world.
Health and Safety Leadership Curriculum (45 credits)
Level A – Foundation Courses (30 credits)*:
EMBA 7000 – Orientation
The purpose of this course is to provide students with an overview of the online collaborative learning environment and course delivery methods.
EMBA 7005 – Leadership Theory and Practice (3 credits)
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.
EMBA 7010 – Financial and Managerial Accounting (3 credits)
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.
EMBA 7015 – Managerial Finance (3 credits)
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 time-value 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 – The Global Economic Environment (3 credits)
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.
EMBA 7025 – Governance, Strategy and Structure (3 credits)
Leading and managing organizations requires knowing something about changing them. This course will assist the learner in understanding the drivers of successful organizational change and development; clarify the components of an effective and healthy organization – the meta-goal for any change effort; and understand the skills to successfully design, launch, nurture, and lead change.
EMBA 7030 – Leadership Values and Ethics (3 credits)
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 – Strategic Marketing Planning (3 credits)
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.
EMBA 7040 – Strategic Operations Planning (3 credits)
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.
EMBA 7045 – Strategic Human Resources Planning (3 credits)
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 credits)
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 Stream (9 credits)**:
HSL 8040 – The Business Case for OHS Change
A business case attempts to answer the question “Why should my organization invest the proposed resources (both time and money) to implement the proposed action or set of actions?” And typically, the answer incorporates the considerations of alignment with the organization’s strategic direction and goals, resource availability, affordability, financial value (i.e., profitability), social value, and acceptability of risk. In this course we attempt to identify which systemic approaches deliver the greatest financial and social value while maximizing alignment with organizational goals, resource availability, and appetite for risk. And to wrap up, we review Communication Strategies for presenting the business case to the Board of Directors / Executive Management to maximize the probability of approval.
HSL 8041 – Enterprise Risk Management
This course begins with the identification and definition of OHS and OHS-relevant risks, including a discussion of how such enterprise-wide risks are interrelated. We then analyze these risks, especially the downside severity of the outcomes, the organization’s short-term and long-term costs, and the variability and/or statistical uncertainty associated with the different outcomes. We follow with a discussion of best practices in risk mitigation, determined by a measurable reduction of frequency and severity of the negative outcomes, and/or measurable increase in organizational performance, illustrated with several case studies. This course lays the foundation for our subsequent discussion of how the entire organization’s risk management efforts can contribute to the creation and protection of the organization’s financial and social value.
HSL 8042 – Essential Communication and Interpersonal Skills for H&S Leaders
In the significant 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 most effective, which requires leaders to possess and exhibit a very large array of leadership and interpersonal skills that encourage organizations, and the people within them, to want to move forward. 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 addition to classic pedagogical tools, we will engage a wide variety of complementary tools such as videos, case studies, simulations and role plays. Students of the Essential Communication and Interpersonal Skills for 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.
Plus one of (6 credits):
IP 8999 – Enterprise Integration Project (6 credits)
The Enterprise Integration Project Capstone is a 14-week capstone course involving student teams and senior executives from a business organization. The required comprehensive analysis of the organization draws from the key concepts that students will have learned in the Foundation courses.
The primary goal of the Enterprise Integration Project Capstone is to integrate and apply the knowledge, skills, and critical insights learned in the program through a comprehensive analysis of an organization’s leadership, strategy, business operations, and performance. The Capstone results in a report and presentation to the organization’s senior leaders, identifying the organization’s strengths, opportunities for improvement, and recommendations. This demanding project brings together the many dimensions of today’s business environment into an understanding of the organization as an integrated system.
Under the supervision of faculty members, each small team of students will approach and establish a formal project relationship with an existing business organization and one of its senior executives. Students will draw on material acquired in the Foundation courses to analyze and make recommendations for strategic adjustments to the organization.
Prerequisite: Successful completion of all Level A and Level B courses.
IP 8998 – Global Capstone (including International Field Study)
The Global Capstone is a 14-week capstone program involving the development of a comprehensive business plan for doing business globally. The focus of the Global Capstone program is to develop capable and ethical business leadership through an experience in global operations, helping students to understand how to meet the demands of an increasingly global, multicultural, and complex world. Working in small teams, students will have the opportunity to focus on global challenges, including market, economic, governmental, cultural and political systems, and their implications for an international business plan.
To maximize the global learning experience, students attend a 9-day session at an international location and participate in in-person seminars and/or conferences with experienced leaders from global organizations.
Drawing on material from the Foundation courses and a multitude of presenters, the team of students will develop a global business plan for a product/service of their choosing.
There will be concept reflection, synchronous vClasses, and during the International Field component students will also experience group workshops and varied executive presentations. The exposure to executives and international topics will provide critical concepts for the global business plan. As a learning experience, these executives are presenting critical concepts to their own business operations, offering insights for the program project.
Upcoming Start Dates
Application deadline: March 23, 2018- Course Start: April 23, 2018
Application deadline: May 18, 2018- Course Start: June 18, 2018
Get Started Now! More Dates
Awards and recognition
The Health and Safety specialty stream at the Sandermoen School of Business was voted Readers’ Choice OHS Degree Program in Canadian Occupational Safety (COS) magazine. To read the full Readers’ Choice Awards edition of Canadian Occupational Safety, click here.
Michael Sekerka, Executive MBA alumnus
“Being a virtual program, the university can draw top talent from all over North America to deliver their courses and it shows in the quality and the personalized attention they are able to provide their students.”
Read Michael’s full testimonial here.
*Students are expected to complete all ten of the foundation courses (Level A) before entering their specialty stream; however, in exceptional circumstances and due to scheduling, students can request to take specialty courses prior to completion of their foundation courses. Students must apply to the Dean’s Office for exceptions.
**Students are expected to complete all ten of the foundation courses (Level A) and three stream-specific specialty courses (Level B) before entering their Integration Project; however, in exceptional circumstances and due to scheduling, students can request to take the Integration Project prior to completion of their specialty courses. Students must apply to the Dean’s Office for exceptions.