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Queen's University
 

School of Policy Studies

Courses offered by Royal Military College

Queen's University has an exchange agreement with the Royal Military College of Canada. Under the terms of the Queen’s-RMC agreement, students enrolled at one of these institutions may take courses at the other, with the approval of officials at both institutions.

The School of Policy Studies has pre-approved a number of coursesoffered as part of the M.A. (Defence Management and Policy) program that may be of interest to MPA/PMPA students as optional courses. These are listed below.    

There may be other relevant graduate-level courses offered at RMC. MPA/PMPA students seeking to take a course that has not been pre-approved should submit the course description (and course outline if available) to the MPA Program Coordinator for academic approval.

For preapproved courses or when you have academic approval to take another RMC course, you will need to complete:

  1. Queen’s-RMC Visiting Graduate Student Form.
  2. An Academic Change Form from Queen's.

Further information is available from:

MPA Program Coordination at 613.533.2159 or mpa.program@queensu.ca
RMC MPA Program Representative at 613.541.6000 ext. 6586 or mpa@rmc.ca


Pre-approved Courses

[View RMC's Division of Continuing Studies]

MPA 523 Defence Decision Making 

This course examines the concepts that have been advanced from time to time to provide the structure for formulating and managing defence policy and commanding the Canadian Armed Forces. The main vehicles for this investigation are the studies and reports concerning the higher direction of national defence prepared between 1936 and 1992.

MPA 539 Economics of Defence

This course is concerned with the application of economic methods of reasoning to defence policy issues and to questions of defence resource allocation. Elementary ideas of micro-and macroeconomic analysis are reviewed and employed to address issues such as the appropriate level of defence expenditures and the appropriate distribution of defence budgets between manpower and equipment. Specific topics include the economics of alliances, arms races, arms control, budget distributions, weapons procurement, manpower planning, economic warfare, disarmament and conversion. Elementary economic concepts are employed to develop approaches to structuring complex problems of defence resource allocation involving risk and uncertainty. The course also examines the effect of defence activities on economic performance at the national, regional and industrial levels. 

MPA 549 Economics of National Security

This course is concerned with the application of economics reasoning to national security policy issues and to questions of resource allocation toward national security and within government agencies for national security. Complex problems of national security resource allocation are addressed using game theoretic concepts of strategic analysis. The course reviews the fundamental concepts of economic analysis and then proceeds to apply them to demand side issues such as domestic security and democracy, regional and global security, and to supply side issues such as intelligence, enforcement, and legislation. Specific topics include street, food and health security, immigration, information and cyberspace, peacekeeping, intelligence, deterrence and preemption, domestic and international legislation.

MPA 527 Professional Ethics and Defence Management

This course is an examination of the military and ethical responsibilities of officers. Alternative ethical systems and norms of special are evaluated. Moral conclusions as to the right, proper, and just decisions, and required military actions facing managerial morality problems are also drawn. The defence ethics programme and the conflict of interest philosophy are also two important subjects of the course, in keeping with the goals and ethical culture of the Canadian Forces. The approach will be multidisciplinary but the focus will be on the complexities of military operations from a legal perspective. Military professionalism, philosophical theories, and psychological perspectives are topics in the course. The aim is to assist the student in understanding the practical applications to military life of moral principles and ethical theories. The curriculum introduces opposing views on current controversial issues in order to incorporate debate as a useful instructional methodology for applying the military ethical doctrine to current practice within the Canadian Forces while respecting the Canadian Charter of Rights and Freedom.

MPA 529 Canadian Defence and Foreign Policy

This course examines the development of Canadian defence policy and the factors that have helped mould and determine it from the Great War to the present. Such themes as threat perception, geopolitical considerations, alliance associations, governmental structures for decision making, personalities, force development, defence economics, the socio-military interface, and foreign and domestic policy concerns are part of the study. The course will be run using the pecialized readings seminar paper method.

MPA 555 Management Information Systems for Defence Management

This course examines the development of Canadian defence policy and the factors that have helped mould and determine it from the Great War to the present. Such themes as threat perception, geopolitical considerations, alliance associations, governmental structures for decision making, personalities, force development, defence economics, the socio-military interface, and foreign and domestic policy concerns are part of the study. The course will be run using the specialized readings seminar paper method.

MPA 537 Financial Decision-making

This course introduces students to principles of financial decision-making within a corporation and government department. Topics included are: costing theory and analysis (including regression analysis), construction of income statements for a manufacturing concern, cost-volume-profit analysis including breakeven analysis, the budget cycle for a manufacturing concern, standard costs and variance analysis, fixed cost allocation including Activity Based Costing, Business Planning, discounted cash flow analysis, security valuation, the cost of capital, Life Cycle Costing, risk analysis in financial planning, special DND budgeting issues, and derivative securities and their use in risk management.

MPA 557 Strategic Management for Defence

The course studies and analyzes environmental scanning, policy formulation, policy implementation, high command influence and control, environmental adaptation and management of change. The emphasis is on understanding the fundamental concepts as well as acquiring the ability to study and analyze complex managerial situations requiring strategic management thinking. Areas of study include: environmental scanning, critical resources, outsourcing, technology adoption, environmental adaptation, strategic planning, operational support, organizational design, crisis management and international management. The course uses case studies in both the public and private sectors. Particular attention is given to strategic management in the military context, and in the DND organization.

MPA 559 Project Management

Addressing project management from a “management” perspective, this course examines the discipline from a defence perspective. Topics covered include requirement definition, project selection, organization, planning, scheduling, budgeting, control and termination. The course discusses the role of the project manager and his/her interaction with the defence management system. Specific project management methods and techniques, including computer software, negotiation approaches, risk and quality management and procurement procedures are investigated. Completed and ongoing projects are studied.

MPA 565 Conflict Analysis and Management

This course introduces the student to the area of Conflict Analysis and Management. The course will study conflict at three levels of resolution: Intrafirm, Interfirm and International Conflict. Conflict Analysis and Management concepts will be studied in more depth from the point of view of qualitative and quantitative analysis. Quantitative analysis will include the systems theory and risk analysis and management perspectives. This will be followed by an examination of the different types and models prevalent in the area. Finally, various case studies will be used to highlight the important concepts which have been covered.

MPA 567 Managing and Resolving Violent Conflicts

This course examines the causes and correlates of violent conflict, and applies this to the study of conflict resolution before, during and after armed and organized violence within and between states. The evolution of conflict resolution as a discipline from the 1950s to the present, and hanging patterns of violence in the 20th century highlight third party roles and coercive and collaborative strategies. These themes are then explored through three phases in the conflict cycle: pre-violence, violence, and post-violence. Comparative case studies of prevention, management, and post-conflict reconstruction are drawn from post Cold War conflicts. The course assumes knowledge of basic conflict analysis tools and vocabulary, and requires wide reading about contemporary conflicts. It is strongly recommended that DM565 Conflict Analysis and Management be taken before this course.

MPA 569 Organizational Theory

Organizational theory is the study of how socioeconomic entities called organizations function and how they affect and are affected by the environment in which they operate. Organizational theory is a multidisciplinary body of knowledge that draws on sociology, psychology, political science, and economics. It explains the origins, development, transformation, persistence, and decline of organizations that order today’s life in a more and more complex and uncertain environment. This course attempts to explore core concepts in organizational theory and their interrelationships. It examines current theories as well as the major known classical approaches about organizations. The main objectives are to understand why organizations exist, why organizations have the structure that they do, what is organizational structure; what are mechanisms of coordination, control, normalization, and centralization of power in organizations.

MPA 571 Defence Technology: Strategy and Policies

This course discusses defence technology as a goods/service/ideology process by examining its relationships with international affairs, national policies and security, and with military and paramilitary doctrine, capability and performance in peace and war. Topics include: history of defence technology; civilian-military relations; the military-industrial complex; cycles of development; contemporary use of defence technology; tools and trends of technology foresight, national defence and trade policies; defence planning, programming and budgeting; and resource strategies for war and peace in alliance, coalition, and conflict settings now and in the future. Topical technology security issues to be addressed include: smart weapons, standardization and interoperability, dual-use goods and services, and impacts of globalization.

MPA 573 Leading and Working in a Diverse Environment

This course will examine leading and working in a diverse and multicultural environment within three contexts: (1) domestic organizations, (2) global or multinational organizations, and (3) military organizations. Diversity and multiculturalism add to the complexity of organizational environments by increasing the number of perspectives, interaction patterns, and approaches to leadership and management. This course explores such questions as: Why is it important to learn to manage workplace diversity? Do people’s experiences and treatment in the workplace vary due to cultural or demographic differences? Do cultural or demographic differences affect the way people behave in organizations? Do leaders and managers in domestic or global organizations recognize the impact of cultural differences? What are the best strategies for managing workplace diversity and multiculturalism? What is the Canadian policy framework for multiculturalism, fairness, and Employment Equity and how does it compare to other countries, such as the USA? What do officers need to know to lead people in a diverse environment and to be effective diversity managers in the Department of National Defence?

MPA 575 Human Security: Theory and Practice ** subject to availability for Queens students

This course addresses the evolving global security environment in terms of existing and possible strategies, policies and actions for the demands and opportunities of a Human Security regime. Theories and practices from the fields of history, psychology, international relations, politics, economics, project management and field engineering will be used in the study of the ways and means that determine how much freedom and dignity individuals enjoy as they live, move and work. A course focus will be real world cases of interest and importance to Canada.

MBA 569 Strategic Human Resource Management

This course is intended to provide an overview of strategies and management practices in Human Resources (HR) management with a specific focus on strategic issues rather than training HR professionals. The course will therefore help the student understand how the external environment and the internal organizational environment combine to affect the choice and implementation of strategies and policies in the traditional human resource disciplines. These disciplines include HR planning, recruitment and selection, compensation, motivation, evaluation, training, career development and career planning, as well as the field of employee relations and its subdisciplines.

Will Not Be Approved:

MPA 521 Canadian Government and Public Policy 

 

School of Policy Studies, Robert Sutherland Hall
Kingston, Ontario, Canada. K7L 3N6. 613.533.3020