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Faculty of Management Plan


We are UBC's Faculty of Management, renowned for community engaged research and teaching of management knowledge empowering diverse people to manage and lead economic and social activity through varied organizations in internationally connected, rapidly changing and fast developing regions - including non-metropolitan regions.


We deliberately embrace a 21st century management school model, building from foundations in traditional business school curriculum to become a campus hub for management thinking across disciplines, and university and partner communities. We are an inter-disciplinary actor at the core of integrated, cross-campus innovation and socio-economic impact, and located in the heart of an entrepreneurial, non-metropolitan region. Our approach embodies and enacts the objectives of Aspire: Envisioning Our Future, the strategic planning document for UBC's Okanagan campus, reinforced by Shaping UBC;s Next Century: Strategic Plan 2018-2028.


We organize the Faculty to address our strategic and operation priorities and challenges, adapting as our context and opportunities require. Actions are supported by cross-functional groups of faculty and staff, recognized as peers. We have programs and community relations offices, and support research and education through dedicated research and library officers. Priorities and challenges are determined on an inclusive, consultative basis involving faculty, staff, students, and community partners. We value transparent decision making on the basis of reason, evidence, and sensibility; clearly specified procedures; consensus that both recognizes resources and timing constraints, and preserves space for reasoned dissent; and deliberation amongst positively free colleagues with diverse capabilities, experiences, and histories.


The needs and opportunities of our region and UBC require us to grow beyond our current size. To make use of the benefits of scale, while responding to growing demand for management education in degree and non-degree programs, we aim to have in place by 2022 the requirements for a complement of 40 tenure/tenure track faculty by 2027, with the corresponding number of lecturers, sessional instructors, adjuncts, staff, and students. 

Strategic Priorities

Developing a supportive and stimulating research culture

The Faculty sits at the nexus of the three main themes emerging in Aspire. We aim to embody both experiential and collaborative research, and we seek regional and global impact. 

With its strong focus on interdiscipliniarity and community engagement, the Faculty deliberately takes a leadership role in pursuing research opportunities across campus and with communities, for example through the Regional Socio-Economic Development Institute of Canada (RSEDIC), and Survive and Thrive Applied Research (STAR). 

The Faculty has a dedicated research facilitator, intended to support the growth of our research capacity. The aims are to increase funding; facilitate interdisciplinary research partnerships, both intra- and inter-campus, as well as local, national and international; enhance undergraduate and graduate research opportunities; and increase research impact (academic, social, economic, cultural).

Transforming the Bachelor of Management

The Faculty has reflected and consulted on the fitness for purpose of our programs, and made changes to the Bachelor of Management (BMgt) by transforming a 2+2 into a four-year model, to increase student exposure to management courses earlier in their academic careers, provide them with greater inclusion in the Faculty, and deepen their understanding of the subject.

The BMgt aims to develop theoretical and practical understanding of management in a variety of fast changing organizations; critical thinking and resilience in the face of our rapidly evolving world; respectful leadership approaches; inter-cultural awareness to embrace diversity (not only as a characteristic of organizations in practice but also as a determinant of effective managing and leading).

The next phase of development is to review the curriculum, to align better with our Faculty vision, increase the exposure of students to research experience and training, improve the effectiveness of delivery, and underpin the creation of cross-campus minors and international partnerships. While doing this, we aim to explore innovative learning technologies that support flexible programming compatible with experiential learning objectives. 

Renewing the Master of Management

The Faculty's reflection and consultation on the fitness for purpose of our programs has resulted in our Master of Management (MM) being made accessible to working professionals through a part-time, hybrid delivery that emphasizes global engagement from a regional base. 

Transformative learning, as defined in Aspire and reinforced by Shaping UBC's Next Century, is key to the MM, which is driven by interdiscipliniarty, community-based experiential learning, and collaboration (peer learning, team teaching, and working with other UBC Faculties, as well as international partners.)

We aim to enrich MM graduates with a theoretical and practical understanding of management, the ability to address a rapidly changing world through divers and inter-cultural perspectives on leadership, citizenship, ethics, communication and research, as well as independent, critical thinking. Our immediate goal is to establish the appeal of the MM to working professionals, including in non-metropolitan regions. 

Extending capacity in experiential learning and community engagement

The Faculty has been developing and addressing experiential learning, while focusing on advance that support economic, social and cultural well-being with regional and global impact, in line with the strategic direction laid out by Aspire

We aim to embrace opportunities to work with all types of organizations, including non-profit, First Nations, community based coalitions, and for-profit; link classrooms activities coherently and robustly to the needs of our community partners, to achieve meaningful impact; and to continue to be drivers of the Okanagan campus inter-faculty co-op pilot program.

Next Steps

As part of our commitment to effective strategic planning, we are working with outside facilitators to implement a formal process to guide priority setting and resource allocation. The aim is to make clear resource allocation decisions based on a transparent, value-based, and rigorous approach to priority setting. 

Our immediate objective is to develop principles that can be used to review and further transform the Bachelor of Management; in particular, that can be used as a basis for informed decisions on program growth and delivery. Learning from such experience, we aim to seize opportunities for new programming and research, accordingly to put in place the requirements for long-run sustainability. 

Last reviewed shim5/25/2018 4:27:36 PM