The Master of Management, Co-operative and Credit Unions program is a 42 credit-hour program designed to be completed in 3 years (with courses in session typically 30 of the 52 weeks/calendar year). The Graduate Diploma in Co-operative Management is a 21 credit-hour program designed to be completed in 20 months. The Certificate in Co-operative Management is a professional development program comprised of 4 of the Master's courses designed to be completed in 10 months (for which a student would receive advanced standing in 7.5 credit hours if continuing onto the Master's program).
Our students appreciate the flexibility of our programs. In terms of workload, the Master's and Diploma program students can expect to dedicate 15 to 20 hours per week to their studies when courses are active (34 weeks out of the year). Over the school year, there are breaks mid-term, between semesters, and during the summer months. For the Certificate program students, they can expect to spend 8-10 hours per week on their studies when active in courses. View the link here for more details on the Certificate in Co-operative Management as the courses, application details, etc. varies from the Master's and Diploma programs.
ONLINE orientation (August 10-14. Take part in an ONLINE orientation at the start and build relationships with your fellow students and faculty. The 2020 orientation has moved online because of Covid-19, but we're committed to making it dynamic and informative in this new format. It will run roughly 2.5 hours/day pls a small activity each day (timing TBC once all cohort timezones are accounted for) – non-credit requirement
September – December
January – April
- MMCC 5130: Financial Management I
- MMCC 5140: Marketing I
- MMCC 5120: Comparative Practice I
- BREAK - 3 weeks
September – December
- MMCC 5200: Strategic Analysis I
- MMCC 5201: Leading and Managing People I
- MMCC 5270: Field Research and Study Tour (Master's students only)
- BREAK - 3 weeks
Graduate Diploma students:
Do not take 5270 above. MMCC 5205 is the final course:
- MMCC 5205: Diploma Research Project (not applicable to Master’s students). Independent project/paper; working wtih a supervisor. - October to April
January – April
- MMCC 5210: Global Economy and Society II
- BREAK - 10 weeks
September – December
- MMCC 5350: Co-operative Developments
- MMCC 5301: Leading and Managing People II
- MMCC 5300: Strategic Analysis II
- MMCC 5390: Research Methods
- BREAK - 3 weeks
January – late July
- MMCC 6000: Master's Research Project. Independent project/paper; working with a supervisor.
Both the Graduate Diploma and Master’s programs begin with a five-day face to face orientation followed by online courses completed over 20 months or 3 years respectively.
The orientation is designed to establish strong bonds within a cohort. Highlights of this intense orientation experience includes: meeting some faculty and graduates; introductory lectures and discussion of co-operative history; presentations from Executive Leaders in the co-op sector; primers on research methods; and training for the online learning technology.
Course Description: Students consider the historical evolution of co-operative thought since the mid-19th century, with particular emphasis on the diversity of co-operative action and the continuing relevance of the co-operative principles and values (contrasting these with non-co-operative enterprises). The ICA Guidance notes on co-operative principles are also used.
Course Description: Students examine the prevailing economic theory and the development of global economic institutions. The role of growth, debates about neoclassical and Keynesian points of view, and causes of financial crises are explored. Alternative forms of trade and local development are studied, with reflection on the co-operative model and its transformative potential. New economic paradigms and the role for co-operatives are discussed.
Course Description: Students examine the diversity of co-operatives around the globe, the relative strengths and weaknesses of co-operative federations versus networks, and newer and innovative applications of the model such as new co-operativism, platform co-operativism and multi-stakeholder models.
Course Description: This course is designed to provide students with a knowledge base to interpret financial statements, understand the importance of nonfinancial performance reporting, determine the financial health of a co-operative and be aware of good governance and risk management practices (controls). Integrated reporting and sustainability reporting are also examined.
Course Description: Following an introduction to the marketing concept, students debate the benefits and challenges of implementing the Marketing the Co-operative Advantage (MOCA) approach. Discussion of target audiences, image communication and relationships inform understanding of the influence of values in creating organizational commitment to MOCA.
Course Description: Explore innovative management practices in the context of co-operative principles and profitable business opportunities. While all businesses strive to be innovative, what does this mean for a co-operative? How do we approach innovation to create a co-operative advantage in the areas where we are strongest? This course distills innovation into its component parts in order to develop a foundational understanding of innovation, challenge students to critique their pre-conceptions, and explore models for and examples of innovation.
Course Description: Students examine communications technology, digital business transformation, and value proposition in the space of an increasingly digital economy. Students will be encouraged to explore digital methods and tools, identifying new opportunities for creating member/customer value within their organization.
Course Description: This course examines the co-operative equilibrium model which challenges co-operatives to view themselves as having a dual nature and structure; as businesses and as associations of members. Learn how to maintain a strong co-operative model in the face of the identity crisis that many co-operatives face due to tendencies to adopt non-co-operative approaches to governance and management. The concept of a balanced scorecard is discussed, leading to proper key performance indicators (KPIs) in the context of a co-op equilibrium. The case method is used to illustrate these different concepts.
Course Description: Students analyze leading models of people management in the context of co-operative identity. The personnel functional cycle is reviewed, as well as international standards affecting employment, the role of unions, and the changing nature of work.
Prerequisite: Completion of all other required Diploma program courses.
Course Description: Based on courses to date, students undertake an independent research project (the project could seek to propose changes to their organization to improve its operations and enhance its value, or be of a personal interest related to a co-operative topic).
Course Description: Students explore the impact of globalization (the corporate global economy) on the generation of goods and services to meet human needs, the ecology of the planet and wealth distribution, including the nature of power distribution in the global economy. The role of co-operatives in building the new economy is examined, particularly with respect to safeguarding the planetary boundaries and building the social foundations behind the UN Sustainable Development Goals.
Course Description: Students examine the nature and potential of democracy in action and engagement in co-operatives. Various models of board-management relations, and theories of member participation within co-operatives are evaluated. Unique features of the co-operative business model require participatory co-operative governance.
Course Description: Operating in the current international capital driven market economy, this course explores the origins and use of finance in a co-operative. How can co-operatives ensure that they are viable businesses while remaining true to their co-operative values? This is the capital conundrum for co-operatives. This course examines the co-operative paradigm (co-operative values and co-operative capital) compared to the dominant paradigm (financial capital) and explores the possible options for the development of the co-operative approach to financial management and capital structures. The aim is also to understand the ways in which finance and more diverse types of capital can be used to uphold and develop co-operative values and networks.
Course Description: Students explore a range of marketing principles and theories related to building a brand image, and apply them in the context of co-operatives. This strategic approach targets the competitive advantage inherent in the co-operative model, and emphasizes the role of employees (as well as internal communication challenges) in developing and benchmarking a successful strategy. Marketing the Co-operative Advantage (MOCA) competencies and a culture based on co-operative values is explored.
Course Description: This course includes an intensive study tour to an integrated co-operative system in regions with vast co-op networks and deep co-operative history. Demonstrated excellence in management and performance exposes students to possible strategies for enlarging the market share of co-operatives and their ability to move toward an economy dominated by co-operation. Students either visit the Mondragon region of Spain or the Emilia-Romagna region of Italy.
Course Description: Students explore specific organizational issues at different stages of the co-operative lifecycle – from inception through growth and maturity, to reinvention. Different models of growth are explored that better fit the co-operative economy. Risk and factors leading to demutualization are analysed through case studies.
Course Description: The course exposes students to multiple methodologies and approaches to research that can best fit various lines of inquiry. Students explore the research process and how to develop a research question, ultimately preparing students for their final research paper.
Course Description: Building on MMCC 5200, this course is rich in case studies and examples of applications of the ‘new co-operative paradigm’. The challenges and opportunities considered are mobilization based on values, psychological ownership, engagement orientation and democratization of the value creation process. Practical topics are explored including shared surplus, patronage dividends and loyalty programs as a source of competitive advantage for co-operatives.
Course Description: Students analyze leadership/followership models, styles, formation and applications in the contexts of understanding globalization and environmental crisis. Students examine the challenges posed for co-operative leadership and vision, relating to stakeholder engagement, governance and change management. Transformational models of leadership in the co-operative context are a key component of this course.
Prerequisite: Completion of all other required Master’s program courses.
Course Description: Based on courses to date, students undertake a significant independent research project (the project could seek to propose changes to their organization to improve its operations and enhance its value, or be of a personal interest related to a co-operative topic).