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Photos by Sylvain St-Amand (Please click on photos to view larger version.)


Economic Policy Management (EPM) Program (1994-2001)

Senegalese fishing community of Mauritania.

The Faculty of Management was asked by the African Capacity Building Foundation and The World Bank Graduate Scholarship Program to develop a unique masters program in economic policy management for young African leaders and to equip them with both economics and managerial tools that would be needed for senior government positions. The Canadian International Development Agency joined the project and offered scholarships to students outside of Africa. The first group of participants arrived in Montreal in November 1994. Three cohorts of participants completed the program. In addition to management and economics courses, participants took courses in French and undertook six-month internships in various locations around the world. In addition to the Montreal-based training program, the universities of Macarere and of Ghana were supported by the project to develop similar programs in their regions.


Formation des cadres haut potential pour Sonelgaz (Management Training Program for Young Managers with High Potential for the Gas Utilities of Algeria Sonelgaz) (2002-2004)

Palm-lined streets of Algiers, Algeria.

The project aimed at training 100 young engineers who had been selected by Sonelgaz for eventual promotion in the organization. Although the training was the responsibility of a Montreal-based not-for-profit organization SAJE (Service d'Aide aux jeunes enterprises), design of the curriculum, training of trainers, supervision, and of course content material was conducted by MGill's faculty members. For this particular project that lasted more than 18 months and which had to take place in Algeria, CIMS's team designed an innovative approach which used the E3 pedagogical methodology as well as the on-line program Web CT. The program was structured so that managers would be in class for one week per month with Canadian trainers, and would then work individually or in teams through web-based tools on projects supervised by Canadian trainers and a McGill team. The project was highly successful and has opened new possibilities to deliver training programs to organizations abroad.


Health Care Management Training in Armenia (2001-2003)

Main square in Yerevan.

CIMS and the Armenian National Institute of Health's School of Health Care Management and Administration (SHCMA) were partners in developing and implementing health care administration programs to strengthen the capacity of the Armenian faculty. The project supported the SHCMA's mandate to provide the necessary level of skills, merits, and abilities to its students so that they could implement the Ministry of Health's plans and strategies for health reform in Armenia. The components included curriculum development, faculty training, and development of learning material adapted for the Armenian environment and acquisition of institutional educational tools as well as evaluation criteria.


McGill-Royal University for Women Academic Partnership Project (2003-2005)

CIMS was approached in 2002 by a group from Bahrain who were creating an undergraduate school for women in Bahrain. They wanted to take advantage of CIMS's expertise and experience in institutional capacity building and create a school of international quality that would try to emulate the quality of teaching and research found at McGill. A group of faculty members visited Bahrain and developed a curriculum and course outlines that reflected the current trends in management education, and best fitted the needs of young Bahraini women for their career. The two institutions will continue their cooperation through faculty and student exchanges.


Canada-China University-Industry Partnership Program (1998-2003)

Kite shop in Shanghai.

The implementation on behalf of the Canadian Association of Graduate Management Schools of the CIDA-funded project Canada-China University-Industry Partnership was completed in March 2004. Fifteen case studies were completed and published by Beijing University Publishing Press in September 2004. A workshop was held in Montreal for 30 faculty members from China, which included representatives from western China. A national conference was held in Xi'An in December 2004 involving companies' representatives and faculty members from western China. With the completion of this phase, CIMS finalized more than 20 years of CIDA-funded efforts in management education which led to the formation of more than 60 MBA programs in China, the training of 600 faculty members in MBA and PhD programs, and the development of professional executive training programs all over the country. It is recognized as a unique success in international development.

Canada-China Financial Services Project (1995-1999)

Traffic on the Huang Pu River, Shanghai.

The purpose of this project was to assist the Graduate School of the People's Bank of China (GSPBC) in strengthening it as the major centre for training senior Chinese executives from all commercial sectors. Activities included faculty development, executive training programs, and the creation of an alumni network, as well as the development of teaching materials, curriculum, and methodology in executive programs specifically customized to the needs of the Chinese financial services sector. Closely associated with the design and implementation of this project was the Royal Bank of Canada and Great-West Life Assurance Co., two Canadian leading corporations in financial services. Some of their senior executives who had experience in and knowledge of China were invited to be permanent members of the Advisory Board, to give lectures to Chinese executives and scholars, and to assist in the organization of the in-Canada internships for Chinese graduates. The final result of these efforts was the development of the Graduate School of the People's Bank of China into a first-rate, sustainable and internationally recognized training centre, and close cooperative relationships between Canadian and Chinese organizations that have continued beyond the end of the project.

Canada-China Consulting Services Development Project (1995-1997)

Golden Tree in Old Shanghai.

The purpose of this CIDA-sponsored project was to cooperate with the China (Hainan) Institute for Reform and Development (CHIRD) in strengthening its executive training programs and in developing its expertise and ability to offer business development services to Canadian enterprises. CIMS was the executing agency of the project on behalf of the Canadian Association of Graduate Management Studies (CAGMS). Activities included faculty development, development of teaching materials and research resources, consulting services workshops, executive training programs and training of local consultants. The results of the project can be seen in the successful cooperation between Canadian and Chinese corporations that still lives on in the fields of the hotel and fishing industry.

Canada-China Management Education Program Phase I and II (1983-1996)

Practicing calligraphy in a Beijing hutong alley.

The Canada-China Management Education Program (CCMEP) established a network of forty-seven Chinese and Canadian universities to help meet the growing demand for management educators in China. Through funding provided by the Canadian International Development Agency (CIDA) and under the auspices of the Canadian Federation of Deans of Management and Administrative Studies (CFDMAS) and China's State Education Commission (SEdC), the program aimed at developing in China, the institutional capacity to teach and perform research in management, and to promote through cooperation, both friendship and mutual understanding between the universities of Canada and China. Canadian assistance through CCMEP I and II also contributed to the establishment of 61 MBA programs in China. The project began with Phase I in 1983 and involved eight leading Chinese universities and ten Canadian Faculties of Management. The CCMEP II was based on the recommendations that evolved from a conference held in Shanghai in 1986. In Phase II the original partnerships were expanded to include 24 Canadian and 23 Chinese schools grouped into eight linkages and two national programs.


McGill-University of Havana Exchange (1994-1997)

The McGill Cuba Project was funded by the John D. and Catherine T. MacArthur Foundation. It represented a collaborative effort between McGill's Faculty of Arts and Faculty of Management to solidify and expand the university's growing network of academic exchanges and contacts with Cuba by establishing a number of research exchanges between McGill and Cuba. One goal of the project was to help ensure that Cuba would be incorporated in regional discussions on inter-American relations. There was a constant exchange of researchers between the two countries. The project allowed the Cuban faculty members to spend time in McGill libraries, updating information on their field. This was extremely valuable, as access to data at the time in Cuba was extremely limited.

McGill - University of Havana Management Communication (1995-1996)

Funded in 1995 by the Canadian International Development Agency, the McGill-University of Havana Management Communication Project involved the Faculties of Education, Continuing Education, the Centre for Developing Area Studies, and the Libraries. The management portion involved the delivery of a seminar for the tourist sector.


KIMEP-McGill Executive Training Program and Services for Natural Resource Industry in Kazakhstan (ETP) (1996-2000)

Colourful church in Almaty.

The main goal of this CIDA-funded project was to enhance the performance of the Kazakh oil, gas, and mining corporations by establishing a self-sustainable management training program for their executives. This goal was reached and the project established an Executive Training Program (ETP) for companies operating in the Kazakh market and in Central Asia. The ETP was first established within the Kazakhstan Institute of Management, Economics and Strategic Research under the President of the Republic of Kazakhstan (KIMEP), and was relocated in 1998 within the International Academy of Business (IAB). A customized curriculum was designed with teaching materials translated in Russian and Kazakh. Local instructors were trained in Montreal, Dundee, and Dallas. It enabled the ETP to become financially viable by providing Kazakhstani executives from the petroleum and mining sectors with management techniques applicable in a market economy.


Outreach Continuing Education Programme for Community and District Social Services Managers in Pakistan (2001-2006)

Smiling children in a Punjabi village, Pakistan.

McGill-LUMS-Social Enterprise Development Program is a $4,000,000 million dollar project funded by CIDA and is taking place in Pakistan to develop training programs and consulting services to non-governmental organizations. The program's activities began in 2001. LUMS (Lahore University of Management Sciences) is developing a program to provide continuing education in the form of management and consulting to communities as well as to distinct social services units. In May, 68 master trainers from all over Pakistan graduated through the project, and will be contracted to train NGOs' managers across the country. Ninety-eight case studies were produced to be used in the classrooms. A web site has been put on-line to provide pedagogical resources to trainers, as well as teaching materials.

LUMS-McGill University Linkage Project (1992-2004)

The LUMS-McGill University Linkage Project started in August 1992. The project aimed at enhancing the teaching and research capacity of Lahore University of Management Sciences. The CIDA-funded project implemented a series of activities that included: PhD training in Canada for junior faculty members of LUMS; teaching capacity strengthening with Canadians teaching at LUMS, and with LUMS's faculty members at McGill; development of case studies at LUMS; joint research in Canada and in Pakistan; development of a LUMS-based research centre; organization of academic conferences; development of executive programs; acquisition of computer and library systems; as well as provision of teaching materials. Completed in 1998, the project had spectacular results for LUMS. At the inception of the project, LUMS was a six-year-old institution, small and promising, full of enthusiasm, but struggling to establish itself as a serious institution. At the completion of the project, Lahore University had become the first school of business of Pakistan, and was ranked 22nd among the 25 top schools of Asia's MBA programs.


Accounting Education Project in Slovak Republic (2003-2005)

Animated street of Banska Bystrica.

The implementation of Internationalization of Accounting in Higher Education in Slovakia started in the spring of 2003 and was completed in October 2005. Funded by CIDA and The World Bank, this project aimed at improving the accounting and auditing practices in Slovakia in the context of its access to the European Union; it also collaborated with a team of Slovak faculty members and professional auditors to develop textbooks on international financial reporting standards and international standards on auditing. McGill worked closely with Matej Bel University in Banska Bystrica in organizing workshops led by McGill and Slovak faculty members. An international scientific conference was held in September 2004 in Banska Bystrica.


Regional Training and Consulting Capacity in Ukraine (2003-2010)

Museum of Odessa, Ukraine.

The main goal of this CIDA-funded project was institutional strengthening and capacity building for a regional network of key Ukrainian universities. The objectives were to assist this network in providing better technical support for continuing development of a market economy in Ukraine, achieving better business management in Ukraine through regional educational training programs, and offering consulting services to Ukrainian business. The intended impact was to help Ukraine form a more open and globally competitive economy. The business development effort of the project was to focus primarily on the small- and medium-sized enterprise (SME) sector and on entrepreneurial activity.

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