Organizations must remain competitive and agile, and to do so requires high-performance, skilled employees. One means to accomplish this goal is via employee training and development. Training versus development, needs analysis, learning styles, training design and delivery, and the measurement and evaluation of training initiatives are all explored. Management development, employee onboarding and the challenges and best practices within training and development are also examined.

Focus is placed on the development of modern management; organizational theory; the processes of planning, organizing, directing, and controlling; communications; behavioural strategies and techniques; ethical and social responsibilities in the practice of management; and an overview of human relations.

Students are introduced to the fundamental principles of project management, such as project strategy, selection, scheduling, risk management, quality assurance, performance measurement, audit and closure. By participating in discussions, analyzing readings, and conducting preliminary research, students acquire a working understanding of project management knowledge and theory.

Students learn the theory and practice of labour relations in Canada. They examine the environmental influences that interact in union-management relations; appreciate the complex combination of power, reason, communications, politics and attitudes that pervade the industrial relations processes; as well as explore significant bargaining issues and their economic implications. Essential elements of the collective bargaining process, including preparation for negotiations; strategies at the bargaining table; principles of negotiation; bargaining in bad faith; understanding, interpreting and administering the collective agreement; grievances and the arbitration process, are all explored.