MGSM800 Strategic Human Resource Management
This unit explores the theories and practices that support a strategic approach to human resource management (HRM). The course specifically concentrates on the link between human resource management principles, policies and practices and organisational performance.
A range of forces that impact on HRM are examined and discussed, including:
- institutional pressures,
- government regulation and
- strategic choice.
Students will examine cases and develop practical people management skills applicable to their role as a manager in a range of HR-related areas, including:
- recruitment and selection,
- performance management,
- training and development,
- managing employee voice,
- diversity planning and
- employee well-being.
- Understand and be able to accurately use and apply key concepts and terms from within the discipline of strategic HRM
- Critically reflect on their own organisation’s approach to HRM and their individual approach to people management challenges within the teams that they lead
- Assess the impact of proposed HR policy changes and the potential and unintended consequences of proposed changes on an organization’s overall effectiveness
- Demonstrate the capacity to mount an informed argument in support of (or against) a new HR policy or in relation to proposed changes to existing HR policies
This course is suitable for all students interested in the relationship between the effective management and deployment of human capital and organisational performance. The course will be of interest to those making decisions concerning human resource management policies and practices and will help all managers and business people develop a deeper understanding of the potential impact of HR policies on business unit performance and organisational culture.
What do some recent MGSM students say about MGSM 800 -Strategic Human Resource Management?
‘HR with Andrew Heys was one of the highlights of my study abroad experience in Australia. Andrew genuinely cares for his students and creates a positive atmosphere of collaborative learning in the classroom. As human capital becomes increasingly important in today's environment, this class is very helpful towards a well-rounded business education, and Andrew is the perfect person to teach it.’
MGSM exchange student Jan-Mar, 2012
“Out of all the classes that I had the opportunity to attend in MGSM, Strategic HR Management was one of the most practical, useful, interesting and impactful subjects I attended and one that helped me greatly in my professional life today. It expanded my knowledge of HR as being not only a function in an organization but a strategy and the foundation of all things to come…And the best part was - the course had simulations and projects that really helped me to think about HR management in different scenarios and learn how to apply the strategies effectively.”
MGSM full-time student, 2012
“I had the privilege of taking Human Resource Management with Andrew Heys during my time as a study abroad student at MGSM. The course covered a myriad of important topics and demonstrated how both HR theory and practice come together in the real world. Andrew promotes an environment of collaboration and student participation—teamwork, open dialogue, and active debate are all encouraged. Using a combination of lectures, cases, and group projects, Andrew goes above and beyond to ensure that his students learn the course content, and he always makes himself available for additional help, both inside and outside of the classroom. I highly recommend his course.”
MGSM exchange student Jan-Mar, 2012
MGSM802 International Human Resource Management
This unit examines the ways in which organisations manage people in the context of international operations. It analyses the underlying cultural, political and organisational issues which shape decisions and policies in key staffing areas such as recruitment and selection, performance evaluation, training and development and industrial relations. It also looks at the methods of human resource management in internationally influential countries.
MGSM806 Managerial Self-Development
This unit takes the position that a manager’s behaviour can have a significant impact on organisational performance and that the continuous development of one’s management and leadership skills is essential in the contemporary work environment. This unit highlights a self-directed approach to develop and enhance one’s intrapersonal and interpersonal skills and abilities. The unit presents a model of self-development, which takes the view that effective self-development, requires the enhancement of three meta-skills – self-reflection practice, management of self-awareness reactions, and the operation self-regulation processes.
MGSM815 International Marketing
This unit addresses the issues which confront the domestic business when it decides to market its products (goods and/or services) in foreign countries. Studies include macro business environmental risks assessment, evaluation of market entry options and selection of the appropriate entry mode, and formulation of international marketing strategy and programs, in addition to the practical problems encountered in implementing international marketing strategies and marketing programs in foreign countries.
Prerequisite: MGSM820 Marketing Management
MGSM818 Advertising and Promotions Management
This unit focuses on providing the tools for managers to be able to critically evaluate promotional strategies that are presented to them. The course is designed to give a clear understanding of the setting of promotional objectives and the development of creative and media strategies employed by small to large organisations.
It explores some of the fundamental theories that underpin marketing communications and current day leading-edge promotional campaigns that have successfully created major impact in their respective markets. It analyses key strengths and weakness of each of the major media vehicles, examining current trends in consumer and advertiser usage patterns.
Prerequisite: MGSM820 Marketing Management
MGSM819 Consumer Behaviour
Innovating is at the core of successful enterprises today whether start-ups or Fortune 500 companies. Adopting a customer perspective is a guiding principle for successful business model design. A desirable, viable and feasible product or service innovation requires deep customer empathy. This course explores key concepts in design innovation based on the human-centred approach called “design thinking” that provides a managerial framework to apply classical consumer behaviour theories in practice. This course will introduce students to the tools and practices of innovation, deep customer insight, and design thinking in real world applications. This course is based on experiential learning, i.e. learning by doing.
Prerequisite: MGSM820 Marketing Management
MGSM820 Marketing Management
Leading companies are strongly customer focused and thus heavily committed to marketing. These organisations strive to understand and satisfy customer needs while still achieving their short and long term business objectives. Marketing therefore performs a critical function in the management of modern organisations and in shaping their strategic directions. This unit provides a general introduction to the discipline of marketing, covering topics such as
- marketing planning,
- market definition and segmentation,
- market research,
- consumer behaviour,
- product development,
- and communication,
- as well as recent developments in marketing theory and practice.
MGSM835 Financial Management
MGSM836 Investment Management
This unit develops a conceptual framework in the understanding of modern investments. MBA students learn about the investment industry, the risk-return relation, asset allocation between risky and risk-free assets, how optimal portfolios are constructed and why they are constructed the way they are. The unit also provides insights in terms of models that explain the cross-section of stock returns, articulating and considering the market efficiency debate, differences between behavioural finance and rational expectations, bond portfolio management, and portfolio insurance techniques (i.e. hedging with derivatives). The unit concludes by examining portfolio performance measurement as the final step in the investment process.
Prerequisite: MGSM840 Accounting for Management and MGSM835 Financial Management
MGSM840 Accounting for Management
An introduction is provided to
- Financial Accounting,
- Management Accounting
- analysis of the Financial Accounting statements,
- the Profit and Loss Statement,
- the Balance Sheet
- and the Statement of Cash Flows.
The unit aims to equip managers with the ability to analyse and interpret financial data, and use their knowledge for projecting and assessing the performance of organisations and business units.
MGSM842 Business Performance Measurement & Management
- technical expertise in the application of measurement tools;
- an ability to critically evaluate performance management alternatives;
- and an understanding of how to design performance management systems to achieve their intended objectives.
Topics covered include:
- managing effectively through “the financials”;
- shareholder-value based frameworks including EVA™;
- stakeholder value management including the balanced scorecard;
- and the management of intangibles and corporate social responsibility.
MGSM845 Economic Context of Management
This unit presents a basic understanding of the economic context in which managerial decisions take place and provides some basic practical economic skills. The main emphasis is on the macroeconomic environment and how it affects corporate ability to add value.
For example, among other things, students are shown
- how macro and micro markets work,
- how to find and interpret economic information and statistics,
- how to understand the transmission of economic impacts in a global environment and
- how to interpret the role of government and its policy options.
The unit emphasises current economic developments in the Australian, Japanese, US and Asian economies.
MGSM847 Entrepreneurial Finance
Entrepreneurial Finance examines the theory and practice associated with the financing of new ventures. This unit explores sources of funding, risk, venture capital financing terms and models, value creation, and exits. This study of entrepreneurial finance will enhance your ability to finance and launch new ventures, from both the viewpoints of the entrepreneur and external investors.
Prerequisite: MGSM840 Accounting for Management
MGSM849 Raising Capital in Global Markets
This unit is concerned with the way in which capital is raised by corporations in the world’s major markets. This includes a detailed examination of IPO’s and equity offerings which can be undertaken. The rules and regulations surrounding the issue of various forms of capital will be examined. The three largest equities markets in each of the Asian, European and American time-zones will be examined, namely HK, UK and USA capital markets.
This unit is also concerned with the processes which turn orders into trades in securities markets, and the forces which mould and affect both order flow and order execution. The unit is an introduction to some fundamental market design and structure ideas. At the end of the unit, students should be able to understand (1) how the international markets for various securities including foreign exchange, swaps, bonds and equities are organised, (2) how trading is conducted in these markets and how these transactions are cleared, (3) how the markets are regulated, if they are supervised and what risks different counterparties face in these markets. The unit aims to equip students to independently analyse international investment and financing alternatives and to estimate expected returns and costs taking into account liquidity risk, price volatility and credit risk.
MGSM850 Strategic Frameworks
The aim of this unit is to analyse the theories behind and practical applications of strategic frameworks, concepts, models, and tools used to achieve sustainable competitive advantage. Strategy formulation from its origins through to the latest research contributions will be explored.
The most widely used frameworks (environmental analysis, industry analysis, the resource based view of the firm, the concept of Blue Ocean) and the application of each is studied by the extensive use of case studies that provide students with the knowledge and skills to critically assess different leadership strategies coupled with the ability to develop effective strategic thinking.
MGSM857 Competition and Strategy in Asia-Pacific
MGSM858 Corporate Acquisitions
The study of corporate mergers/acquisitions is truly interdisciplinary, and for this reason, our unit will draw on material from the fields of strategy, accounting, law, economics and corporate finance. The unit broadly covers each of the following topics:
- evaluation of the strategy and motives for acquisitions
- valuing targets to determine optimum acquisition price
- financing considerations for acquisitions
- deal design and structure
- the main forms of corporate combinations and their motivation
- due diligence
- implementation and post-implementation planning.
MGSM860 Strategic Management
- organisational culture as a platform for strategy,
- resource mobilisation,
- growth and diversification,
- and international expansion.
Students participate in a computer simulation that requires implementation of short-term and long-term strategies in a competitive environment.
MGSM866 Managing Change
This unit has been designed to provide the framework and skills for managers who are likely to be involved in strategic initiatives within their organisations. This is a particularly important area of expertise, linking the concerns of strategic management with those of the more directly “people-focused” side of management. The basic premise underlying this unit is that the capacity to implement strategic change is a critical complementary skill to the capacity to conceive new strategic directions.
Prerequisite: MGSM870 Organisational Behaviour
MGSM870 Organisational Behaviour
This unit seeks to engage students with multiple perspectives for understanding and managing their own and others’ behaviour within organisations, with a view to developing organisational capability through strengthened internal dynamics.
Among the approaches taken are
- the macro perspectives important in leadership and change, particularly the relationship between behaviour and organisational structure, and
- the psychosocial, political and cultural/symbolic aspects of organisations.
Other topics covered include:
- individual differences,
- groups and teams,
- interpersonal communication,
- perception and
MGSM871 Managerial Psychology
This unit examines theories of
- managerial values,
- group dynamics,
- occupational stress and
and their relevance for, and application to management.
It aims to promote an understanding of diverse psychological perspectives and research findings to the practice of management. Human behaviour at the Australian workplace is analysed by comparing and contrasting four psychological perspectives:
- dispositionalism and
Of special relevance is an analysis of individual differences which includes a critical evaluation of the role and use of psychological tests in management.
MGSM876 Leadership and Motivation
This course is a critical study of leadership and its relationship with management. It combines an analysis of philosophical and psychological theories of leadership with an historical study of famous leaders. The course also analyses:
- the ways leaders and followers motivate each other;
- leaders’ use of rhetoric;
- the psychology of group dynamics;
- the authoritarian personality;
- the relationship between leadership and various ethical perspectives.
The unit mark will be made up of three components:
- Famous Leader Presentation (each syndicate group will select a famous leader, and lead a class discussion);
- Group Report (written report of the syndicate group’s famous leader);
- Individual Learning Assignment (a 2000 word essay on leadership).
- Understanding the theoretical and research contributions to leadership and motivation
- Thinking critically and creatively about leadership and motivation
- Acquiring or improving one’s rhetorical skills
- Facilitating transfer of learning to applied situations
- Appreciating the difference between management and leadership
Managers or those who aspire to managerial responsibility.
MGSM879 Managing with a Global Mindset
In order to manage in the global age managers need to develop the competencies of a global business leader, which requires a global mindset. With this mindset, a leader can work and thrive within situations of difference – including culture, gender, age, functional specialisation or nationality. While this may sound simple, many managers are greatly challenged by and ultimately fail on international assignments which involve new ways of doing and being.
Developing a global mindset allows a leader or manager to very quickly become attuned to differences in ways of doing, seeing and being and to turn these differences into productive ways of leading.
A global managerial mindset means more than having knowledge of other cultures, it means viewing that difference as an opportunity to influence individuals, groups, organisations, and systems whose ways of being and doing are unfamiliar.
- develop the hands-on skills needed to succeed in new and unfamiliar environments
- acquire skills of rapid adaptation to new business environments
- develop empathy skills for communicating effectively across difference
- learn to identify differences (of culture, gender, age and race) as entrepreneurial opportunities rather than threats
- learn how to implement sustainable team building across difference
- acquire the skills to “read’, interpret and scan unfamiliar business environments
- develop perspective, broaden one’s mindset and critical thinking skills
- learn how to embrace the non-familiar
- develop the resilience needed for effective operation in an international business environment
All students who wish to manager in the global age should complete this course. Usually we take our own assumptions and beliefs for granted, yet managers and leaders cannot afford to do this on international assignments. This course is designed for managers who wish to learn to “play” in the space between their own beliefs and the assumptions of the non-familiar place in which they are managing.
MGSM880 Foundations of Management Thought
This is a unit in the history of Western ideas and their relevance for management. It traces the evolution of Western thought from major philosophical perspectives, ancient and modern. Various philosophies of management are pursued through an analysis of distinguished thinkers:
- and Sartre.
A central theme is that what is important about any explanatory perspective is what it assumes. Since it is assumed that management is essentially a philosophical activity, the unit aims to demonstrate that the field of management, which is of recent origin, necessarily draws on a wide range of ancient wisdom and so introduces students to some of the great thinkers of Western civilization.
MGSM884 Negotiation: Theory and Practice
Negotiation involves influencing how people think, perceive, feel and behave. We apply these skills in every interaction, whether in the business environment, with our family, or in the world of international politics. The path to improving our negotiation performance involves adopting a mindset conducive for negotiations, learning theories, and developing skill in executing the right behaviour at the right time. This subject will increase students’ awareness of the complex dynamics in human interaction and decision-making. The subject will draw on multiple disciplines in order to provide students with key theories and frameworks for managing that complexity in a wide range of different contexts. Students will also build practical skill in preparing for, conducting, and reviewing negotiations.
Prerequisite: MGSM870 Organisational Behaviour
MGSM888 Applied Business Techniques
This unit provides quantitative/statistical research tools, data analysis and computer modelling necessary to help the modern business manager with strategic planning, tactical decision-making, and resolving business problems. It is a follow-on to MGSM960 Information and Decision Analysis (a prerequisite) and provides enhanced and expanded techniques for the efficient use of all resources to increase management effectiveness. The overall aim is to improve the reliability of decisions made and to develop better strategy through the use of scientific method.
MGSM890 Operations Management
This unit examines the key issues currently facing all service and manufacturing organisations when creating products and services. A primary aim of the unit is to illustrate the principles involved in effectively creating a value proposition and how the value transformation process is managed in the organisation and across the value chain. The unit will also examine the strategic contribution that operations management can make to the organisation’s long-term success. After placing the activities required of the operations manager into a conceptual framework, the practical issues in making operations decisions are examined. Included are the areas of
- product design conversion processes for making goods and services,
- planning and control,
- quality management,
- the impact of e-commerce on operations,
- supply chain management,
- benchmarking processes
- and improvement activities.
MGSM893 Supply Chain Management
Every organisation is part of a supply chain, typically more than one. This course will make students aware of the entire supply chain, both upstream and downstream, and address two sets of operational issues; product availability, movement, and storage; and inter-firm and inter-function.
The course will explore the basic analytical techniques pertaining to supply chain decisions, the cost of inventory and stock-out, and the trade-offs among various modes of transportation. Problems of inventory will be especially studied due to its ability to greatly influence the efficiency and responsiveness of the supply chain process.
The unit is case-study orientated and will cover 12 case studies throughout. This approach allows students to take on the role of the decision maker as they deal with real issues faced by major companies in a variety of industries, including IT, fashion and medical research.
Prerequisite: MGSM890 Operations Management
- Become familiar with the strategies available to manage a supply chain
- Learn to recognise opportunities and challenges in the management of supply chains
- Understand the concepts, frameworks, tools, and techniques needed to analyse an existing supply chain
- Be able to redesign an existing supply chain or design an entirely new one that is either effi cient or responsive, as appropriate
- Become aware of emerging supply chain strategies facilitated by internet technology
- Understand the complex issues of a global supply chain, including supply management, logistics, technology and integration
As all organisations are a part of a supply chain, it is important for management to be aware of its supply chain, the opportunities and challenges it presents, as well as the strategies employed to sustain successful supply chain management. Therefore this course is designed for all students wishing to work in management roles in any organisation.
MGSM897 Management of Innovation
Innovation can happen through new products and services, new markets and new processes. Within this context, today’s innovators are seen as entrepreneurs as well, and in this unit, the key theories and research on innovation and entrepreneurship are reviewed and synthesized with emphasis on the practice of both these areas applied in a broader context. Areas covered include the study of innovation as a process; sources, adoption and diffusion of innovation; open innovation; risks of technology transfer; social entrepreneurship; creation of growth and sustainability; and interfaces between innovation, entrepreneurship and business competitiveness.
Prerequisite: minimum completion of 6 units (24 credit points)
MGSM913 Big Data and Managerial Decisions
This unit is a bridge between business and information technology and will equip the students with knowledge and skills required to lead and manage big data projects. Specifically, the unit focuses on big data applications on both a strategic and operational level. More importantly, this unit focuses on how business processes and business models may be transformed through big data and analytics, the impact of big data on companies’ IT infrastructure, the use of resources, especially human resources, to conduct big data analyses, and identify the necessary technological underpinnings of big data and analytics. The unit is especially tailored for MBA students and business managers with a primary focus on managerial discussions surrounding big data deployment and decision making using big data and analytics insights within large companies. The technical aspect of the unit is on a level comprehensible and applicable by Masters level management students who do not necessarily possess technical training in big data software applications.
MGSM960 Information and Decision Analysis
This unit is an introduction to decision technology and its application in the firm. The unit covers introductory quantitative skills, data analysis and the development of computer modelling analyses for both strategic planning and tactical decision-making. It also covers the efficient use of computing resources to enhance the effectiveness of management.
MGSM985 Special Topics in Management
This unit provides the opportunity to examine a topical issue in management that is not covered in another MGSM unit. The topic will depend on the current global and domestic business environment and on the availability of teaching staff. The content is likely to vary from offering to offering however each will support the MGSM goals to develop managers with strong professional skills; leadership, global mindset, citizenship and an ability to create sustainable value. The course will seek to combine underlying theory with a strong practical emphasis to support advanced specific knowledge, critical thinking and high level communication capabilities.
MGSM989 International Perspectives: Study Tour
This unit examines critical issues and challenges facing both Chinese and foreign invested businesses operating in China, and their practice in dealing with these issues/challenges. In recognition of participants’ varied interests, this subject is approached on a self-directed learning basis in an experiential and project-based format, incorporating an overseas study visit.
Prior to making on-site visits to business hosts operating in China, syndicate groups will conduct background research into those companies. In addition, they will undertake extensive research into best practices in marketing/doing business, and into the various key issues specifically related to marketing/doing business in China. Following the study visit participants, working individually, will develop a comprehensive report integrating their learning with a critical evaluation of the “best practices” in marketing/doing business in China.
NB. Study tours may not run to each location every year and those interested in participating in Study Tours should confirm with Student Services Centre regarding timetabling.
Prerequisite: China Tour: MGSM820
or MGSM815 or MGSM824
Two unit equivalent