Welcome to Canada's first Executive MBA in Occupational Health & Safety (OHS) Leadership!
*CSSE CHSC-certified members will be granted a 1-course advanced standing (replacing the Level B elective).
Why This Program Is Needed
The role of the occupational health and safety (OHS) 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 OHS 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 OHS 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 OHS managers and executives.
For Whom This Program Is Designed
Our online Executive MBA with a focus in Occupational Health and Safety Leadership is designed for advanced-career professionals and managers of OHS 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 track courses focused exclusively on the needs of OHS leaders.
Our goal is to prepare advanced-career professionals and managers for senior managerial positions, and to prepare them for success in those positions, all without interrupting their career momentum. To accomplish our educational goal we employ a variety of educational tools and techniques, including 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.
There are fourteen courses: ten foundation courses, three specialization courses including one elective, and one capstone integration project (see Curriculum below). Courses are completed in a seven-week fixed-agenda format. If courses are taken in a typical seven-week fixed-agenda format, the duration of the MBA program is two years, five months.
The Online Experience
To maximize the learning experience throughout the program our students will participate in "live" seminars and/or conferences 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 an international perspective while working on case studies and projects with other colleagues from around the world.
The program is also designed to integrate knowledge across subject areas. Students keep a journal/portfolio throughout their program, accumulating projects and assignments as they progress through the program and using this prior work as resource material for their final project. There are also specific portfolio activities and assignments throughout the program where students are asked to combine or compare knowledge across courses.
Individuals who wish to apply to the Executive MBA program for Occupational Health & Safety Leaders will preferably have an undergraduate degree, but must have at least five years of work experience, including two years in management. For further information, please visit the Requirements section of the University of Fredericton website.
Tuition for the Executive Master of Business Administration Degree Program is $24,500 CDN. Scholarship details are found on the Tuitionsection of the University of Fredericton website. Students may pay tuition course-at-a-time or by installment.
OHS 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 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.
EMBA 7010 - 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.
EMBA 7015 - 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 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 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.
EMBA 7025 - 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.
EMBA 7030 - 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 - 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.
EMBA 7040 - 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.
EMBA 7045 - 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 8040 - Enterprise Risk Management (3 cr.)
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. (Prerequisite for EMBA 8041)
EMBA 8041 - The Business Case for High-Value OHS Systems (3 cr.)
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. Building on the fundamentals of OHS risk management introduced in EMBA 8040, and using case studies of several high-value OHS systems, in this course we examine a variety of OHS risk-mitigation systems, and 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 discuss techniques for presenting the business case to the Board of Directors to maximize the probability of approval.
Plus one elective:
EMBA 8000 - Strategic Sustainability Planning (3 cr.)
This course aims to improve the emerging leader's understanding of the challenges of meeting higher accountability levels regarding economic, environmental, social and governance performance sustainability in their organization's operational policies and practices. Specifically, we will improve our understanding and/or skill regarding: 1) emerging frameworks for defining sustainability and providing overarching goals, such as the UN vision for sustainability; 2) reporting frameworks and performance metrics, such as the Global Reporting Index; 3) contemporary needs and responsive methodologies that stakeholders in business communities must consider within the context of their corporate responsibilities; 4) "briefing materials" that can make the case for sustainability in a business organizational perspective; and 5) strategic sustainability planning.
EMBA 8001 - Essential Communication and Interpersonal Skills for Leaders (3 cr.)
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.
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.