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MGNT602 Strategy Frameworks and Evaluation

The unit

Within this unit, students explore the cannon of strategic frameworks commonly used by businesses, world-wide, to identify sources of and achieve sustainable competitive advantage. The frameworks enable students to follow the strategy process, i.e., analyse and synthesise the external environment, internal capabilities and viable strategic opportunities for a business unit or organisation. Further, this process is applied to live cases, with a focus exploring the trade-offs inherent in choosing a strategic path.

Timetable information

MGNT603 Managing Finance

The unit

Within this unit, students explore the cannon of strategic frameworks commonly used by businesses, world-wide, to identify sources of and achieve sustainable competitive advantage. 

The frameworks enable students to follow the strategy process, i.e., analyse and synthesise the external environment, internal capabilities and viable strategic opportunities for a business unit or organisation. 

Further, this process is applied to live cases, with a focus exploring the trade-offs inherent in choosing a strategic path.

Timetable information

MGNT604 Managing Data

The unit

This unit examines:

  • the key issues currently facing organisations when creating products and services 
  • and the strategic contribution that operations management can make to an organisation’s long-term success. 

After placing the activities required of an operations manager into a conceptual framework, the practical issues in making operations decisions are examined.

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MGNT605 Business Process Management

The unit

This unit examines the centrality of processes in organizations. Students begin by learning how to design, analyze, and manage processes within the four walls of an organization in a deterministic environment. Subsequently, variability in processes is introduced and students learn how to deal with this additional complexity. The unit concludes with the study of supply chain processes.

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MGNT608 Managing People

The unit

This unit draws on insights from psychology, sociology, anthropology, social psychology, and economics to study human behaviour within organisational settings. 

Given the importance of understanding human behaviour in the workplace, this unit aims to engage students to explore and critically examine insights about human behaviour at work to better manage and improve organisational capabilities and performance.

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MGNT609 Managing Customers

The unit

This unit provides a general introduction to the discipline of marketing, covering theories and frameworks relevant to 

  • marketing planning, 
  • market definition, 
  • segmentation and targeting, 
  • market research, 
  • consumer behaviour, 
  • product development, 
  • pricing, 
  • distribution, 
  • communication, 
  • as well as recent developments in marketing theory and practice. 

These theories and frameworks are applied to live cases so that students can articulate a value proposition for a given organisation and identify the sources of ongoing value creation and exchange with their customers.

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MGNT801 Economics and Markets

The unit

This unit examines economic analysis concepts and tools that enable students to set an organisation's decision-making within its wider economic context. Topics include supply, demand, and market equilibrium; scarcity; exchange and trade; choice theory; theory of the firm; game theory and strategy; market structure; information; role of government and government policies; aggregate economy; and international trade. We look at economic variables and how rises and falls in these variables affect people and businesses.

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MGNT803 Financial Statements and Analysis

The unit

Throughout this unit, a baseline of knowledge is built around financial and management accounting. From this base students are given the tools and techniques required to analyse financial accounting statements, particularly profit and loss, the balance sheet and statement of cash flows. Beyond mere calculation and presentation of financial statements, this unit equips students with the ability to analyse and interpret financial data, project and assess performance of business units and assess viability and sustainability through a financial and ethical lens.

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MGNT804 Data Based Decision Making

The unit

This unit addresses the formal methods of decision making. These methods include measuring risk by subjective probabilities; growing decision trees; performing sensitivity analysis; using theoretical probability distributions; simulation of uncertain events; modelling risk attitudes; estimating the value of information; and combining quantitative and qualitative considerations. The main goal of the unit is to show how to build models of real business situations that allow the decision maker to better understand the structure of decisions and to automate the decision process by using computer decision tools.

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MGNT805 Managing Technology

The unit

This unit examines economic analysis concepts and tools that enable students to set an organisation’s decision-making within its wider economic context. Topics include 

  • supply, 
  • demand, 
  • market equilibrium; 
  • scarcity; 
  • exchange and trade; 
  • choice theory; 
  • theory of the firm; 
  • game theory and strategy; 
  • market structure; 
  • market failures; 
  • role of government and government policies; 
  • aggregate economy; 
  • and international trade. 

We look at economic variables and how rises and falls in these variables affect people and businesses.

Timetable information

MGNT808 Financial Markets and Valuation

The unit

Principles of corporate finance are introduced namely valuation and pricing of assets, evaluation of investment proposals and financial policy. Company projects and financial planning models are used to provide context. The unit covers methods used in evaluating investment projects and an introduction is given to the local debt and equity markets.

Timetable information

MGNT809 Managing Globally

The unit

Throughout this unit, a baseline of knowledge is built around financial and management accounting. From this base students are given the tools and techniques required to analyse financial accounting statements, particularly 

  • profit and loss, 
  • the balance sheet and 
  • statement of cash flows. 

Beyond mere calculation and presentation of financial statements, this unit equips students with the ability to 

  • analyse and interpret financial data, 
  • project and assess performance of business units and 
  • assess viability and sustainability through a financial and ethical lens.

Timetable information

MGNT810 Professional Placement Units

The unit

Equivalent to two units of study, professional placements leverage MGSM's close links to business. Working with a leading Australian or mult-national company, you will gain exposure to business practices and professional skills needed on your path to future leadership roles.

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MGNT811 Learning to be a leader

The unit

This unit exposes students to innovative and established techniques used by managers in conducting research including qualitative and quantitative research using primary and secondary data. At the end of the unit students will be able to 

  • design and carry out research projects for a given business unit, 
  • critically evaluate research proposals, and 
  • evaluate research results so that they are useful for business practice.

Timetable information

MGNT812 Managing Strategically

The unit

The fundamentals of financial management are introduced from the perspective of the finance manager in a firm, namely those making investment, financing and dividend decisions. 

Finance theory is applied with the aim of providing a coherent framework and insights to assist in forming reasoned judgements. Case studies and financial planning models are used to provide context. The unit covers methods used in evaluating investment projects and an introduction is given to the local debt and equity markets.

Timetable information

MGNT823 Leadership and Teams in Action

The unit

In today’s fast paced world, leaders need to think adaptively and lead collectively. By coupling experiential learning with structured reflection and personal insights, MGSM’s Leadership and Teams in Action focuses its energies – and the energies of its students – on knowledge born of experience.

In this innovative unit, we have taken learning outside the classroom, and teamed up with XVenture who are global experts in experiential learning. Students will participate in a 2 day experiential learning event and take turns leading their allocated teams through a series of physical and mental challenges. The ‘experiential weekend’ involves up to 10 experiential learning activities, accompanied by post-event video and debriefing sessions.

Before and after the weekend, students will refine their understandings by completing online learning activities including online lectures and online assessment. The online component exposes students to various academic and practical viewpoints, including: 

  • leadership philosophy, 
  •  teamwork, 
  • group decision making, 
  • design thinking, 
  • marketing, 
  • operations, 
  •  psychology, and 
  • personal development. 

Students apply these viewpoints to their experience in the form of guided discussion, self-reflection and peer review. Be prepared therefore to engage in learning beyond the confines of the classroom – both online learning and experiential learning.

Student outcomes

By the end of the unit, students will be able to:

  • critically reflect on leadership and followership through a range of lenses, including (but not limited to) philosophy, marketing, design thinking, group decision making, supply chain systems, organisational behaviour and psychology, and utilise these to identify innovative solutions to leadership issues
  • unpack complex and often conflicting issues to cultivate leadership insights
  • evaluate and apply diverse leadership and management theoretical frameworks to a range of personally relevant workplace issues
  • identify personal leadership strengths and weaknesses and a plan for personal leadership development

Designed for

This unit is relevant to anyone who wants to develop their leadership skills, understandings of teamwork and professional management practice. It is available as a Single Unit as well as an Elective Unit for MBA students.

It should be noted that the experiential learning challenges involve both mental and physical activity such as walking, tying knots and assembling objects. Experienced coaches will accommodate all participants by assigning roles with different levels of physicality. All students are welcome, including those with disabilities.

Timetable information

MGNT828 Managing Supply Chains

The unit

This unit explores the concepts of sustainable value creation from the perspective of an enterprise, its customers, employees, partners, communities and other stakeholders. Students will deconstruct the concept of value co-creation through the lens of each of these stakeholders as a means to identifying ways in which businesses can adopt a “win more-win more” approach to expand their scope for sustainable value creation. Additionally, students will be given the tools to analyse and assess the degree to which costs and benefits are balanced in business, in the broadest sense, to determine the robustness and future sustainability of value creation.

Timetable information

MGNT830 Design Thinking for Innovation

The unit

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 unit explores key concepts in design innovation based on the human‐centred approach called “design thinking”. This unit applies experiential learning (learning by doing) by introducing students to the tools and practices of innovation, deep customer insight, and design thinking in real world applications. Students apply design methodologies and innovation tools in a live, corporate project, working closely with a client company, solving real complex problems.

Prerequisite: completion of six units (24 credit points) including MGNT607 Marketing and Customer Value

Timetable information

MGNT831 International Business Strategy

The unit

Building on the strategic theories and frameworks introduced in MGNT602 to analyse and explain the trends, motives, and methods employed in the ever increasing internationalisation of businesses, this unit broadens and deepens the exploration of key issues and activities involved in internationalisation as a corporate strategy option, paying particular attention to managing different international entry modes. The unit aims to prepare students and provide requisite skills for a successful career in a multinational corporation and/or for further study. Above all else, this unit is designed to enable students to analyse complex situations and make appropriate strategic recommendations. In this context, the emphasis throughout is on being analytical rather than being descriptive or trying to 'pigeon-hole' problems into pre-defined boxes.

Timetable information

MGNT832 e-Business Strategy

The unit

The widespread integration of information and communication technology (ICT) throughout society and the increasing consumer reliance on the internet has created new ways of communicating, disseminating information, and organising and conducting business. These new technologies have changed the basic economics of goods/services around the world and are causing organisations to continuously re-examine established business models, principles and practices. This unit will develop your ability to assimilate technological change and to understand the key challenges firms face in a digital economy. Above all else, the unit explores the major issues firms must consider when incorporating the internet into their strategy.

Timetable information

MGNT836 Managing Investments

The unit

This unit develops a conceptual framework to understanding modern investments. 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.

Timetable information

MGNT837 Big Data and Decision Analysis

The unit

This unit is a bridge between business and information technology and will equip students with the knowledge and skills required to help them utilise big data on projects. Specifically, the unit focuses on big data applications at both strategic and operational levels. More importantly, it focuses on transforming business processes and business models 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 identifying the necessary technological underpinnings of big data and analytics. The unit is especially tailored for Masters of Management students with a primary focus on managerial discussions surrounding big data employment and decision-making using big data and analytics insights. The technical aspects of the unit are on a comprehensible and applicable level for management students.

Timetable information

MGNT842 Measuring and Managing Performance

The unit

This unit exposes students to recent developments in the effective measurement and management of business performance. It aims to provide them with: technical expertise in the application of measurement tools; an ability to critically evaluate performance measurement and management alternatives; and an understanding of how to design performance measurement systems to achieve their intended objectives. Topics covered include: managing effectively through “the financials”; shareholder-value based frameworks including EVA™; integrated performance measurement including the balanced scorecard; and, the management of intangibles and corporate social responsibility.

Timetable information

MGNT847 Financing New Ventures

The unit

This unit exposes students to the theory and practice associated with the financing of new ventures. It explores sources of funding, risk, venture capital financing terms and models, value creation, and exits. It will enhance students’ ability to finance and launch new ventures, from the perspective of both the entrepreneur and external investors.

Timetable information

MGNT866 Change Management

The unit

Managing change is the discipline (in thought, word and deed) of influencing yourself and others to achieve a purpose . The unit provides an intellectual understanding of the dynamics and leadership of change, and techniques for mapping out and addressing the challenges these create. It fosters an awareness of and ability to handle the emotions that change arouses in yourselves and others. Finally, it stimulates an ability to act intelligently in practice, to understand and influence change in uncertain, complex, demanding and often confronting situations.

Timetable information

MGNT877 Learning to be Persuasive

The unit

The ability to communicate persuasively is a key skill of leadership. This unit offers a practical introduction to persuasion theory and persuasive communication and aims to develop in students an applied understanding of the psychology of persuasion and the art of rhetoric. The approach is theoretical and practical. We will explore both classical and contemporary ideas of persuasion with an emphasis on recent social psychological theory and research. Students will also practice critical skills in analysing, organising, information gathering, goal setting, evaluating and public speaking. The focus in this unit is on the co-active preparation and delivery of persuasive messages, on the quality of the argument and the engagement of the audience, rather than on the theatrics of the speaker’s delivery.

Timetable information

MGNT887 Law for Managers

The unit

This unit examines operational aspects of the Australian legal system of practical concern to managers. Particular attention is paid to business agreements, types of business organisations, various participants, and their roles and responsibilities in business and regulation with respect to commercial trade. The focus is on understanding the legal environment of business as a means to more effective management.

Timetable information

MGSM800 Strategic Human Resource Management

The unit

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:

  • globalisation,
  • sustainability,
  • 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.

Student outcomes

  • 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

Designed for

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

Timetable information

MGSM806 Managerial Self-Development

The unit

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.

Timetable information

MGSM815 International Marketing

The unit

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

Timetable information

MGSM816 Marketing Research

The unit

This unit helps managers make better decisions using marketing research. Students are introduced to the research process, specifically: defining the research questions, selecting an appropriate method, designing a research instrument, sampling, and then, collecting, analysing and reporting the results. The unit will address the various challenges faced in the search for reliable and valid evidence on which to base marketing decisions and practice.

Prerequisite: MGSM820 Marketing Management

Timetable information

MGSM817 Strategic Marketing

The unit

This unit provides students with a systematic approach to evaluate and apply advanced marketing frameworks, concepts and methods to make strategic marketing decisions that sustain a broader corporate strategy; building on tactical marketing areas covered in other units, such as marketing communication, market research and CRM. As such, we focus on how to develop, design and adapt marketing strategy within the constraints of a company’s overall objectives, business model, competitive environment, life-cycle stage of the market and relationship with its customers and stakeholders

Prerequisite: MGSM820 Marketing Management

Timetable information

MGSM818 Advertising and Promotions Management

The unit

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

Timetable information

MGSM819 Consumer Behaviour

The unit

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

Timetable information

MGSM820 Marketing Management

The unit

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, 
  • pricing, 
  • distribution, 
  • and communication, 
  • as well as recent developments in marketing theory and practice.

Timetable information

MGSM822 Services Marketing

The unit

This unit explores the important issues in the marketing of services including: 

  • the differences between marketing services and marketing goods; 
  • the importance of customer relationships in services marketing; 
  • the importance and measurement of quality in service provision; and 
  • the application of services marketing principles in a range of diverse industries and sectors (such as professional services, the public sector, retail services, tourism, charities, etc). 

The unit will draw on extensive marketing literature in the field, while exploring salient issues from both theoretical and applied views. An industry based project and case studies are important components of the unit. 

Prerequisite: MGSM820 Marketing Management

Timetable information

MGSM823 Customer Relationship Management (CRM)

The unit

All businesses need to understand how to build ongoing profitable relationships with their customers. This unit explores the ways in which Customer Relationship Management (CRM) is concerned with the development and maintenance of long-term, mutually beneficial relationships with strategically significant customers.

Student outcomes

  • Gain an understanding of the strategy and frameworks of CRM
  • Analyse the customer base and prospect universe, understanding customer life time value, the customer portfolio and developing the sustainable value proposition
  • Understand techniques and implementations for building long-term relationships across broadest set of customer touch points and interactions, including traditional and emerging eg Social Media
  • Comprehend the organisational and IT capability (including Big Data) required to support CRM and new emerging practice of Customer Experience Management.

Designed for

Students should enrol in this course if they wish understand how to build ongoing profitable relationships with their customers. It is ideal for those operating in a wide range of business areas, including Marketing, Customer Management and Business Intelligence.

Timetable information

MGSM824 Doing Business in/with China

The unit

This unit examines the various critical issues related to doing business in/with China, including: 

  • the macro business environment in China; 
  • outsourcing and exporting to China; 
  • running business operations in China; 
  • negotiating with Chinese businesses; and 
  • competing with Chinese businesses internationally. 

This unit is designed for students who wish to gain a comprehensive understanding of China as a host country/market, as well as those needing to develop capabilities in dealing with the range of challenges of doing business in/with China.

Timetable information

MGSM826 Sales Management

The unit

This unit provides a detailed exploration of the planning, structuring and management of the sales discipline in both business and consumer settings. The course blends review of theoretical approaches with examination of contemporary practical application. The course begins by considering of the role of sales within the firm, examining the assembly, operation and structure of the sales function. It then explores the sales process itself, before moving on to consider different approaches to sales, weighing their relative merits and considering where each approach might be most effective. The course concludes with consideration of how best to ensure consistent sales performance.

Prerequisite: MGSM820 Marketing Management

Timetable information

MGSM835 Financial Management

The unit

The fundamentals of financial management are introduced from the perspective of the finance manager in a firm, namely those making investment, financing and dividend decisions. Finance theory is applied with the aim of providing a coherent framework and insights to assist in forming reasoned judgements. Case studies and financial planning models are used to provide context. The unit covers methods used in evaluating investment projects, assessing risk for competing projects, valuation and capital structure.

Timetable information

MGSM836 Investment Management

The unit

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

Timetable information

MGSM840 Accounting for Management

The unit

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.

Timetable information

MGSM842 Business Performance Measurement & Management

The unit

This unit discusses developments in the effective measurement and management of business performance. It aims to provide participants with: 

  • 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.

Prerequisite: MGSM840 Accounting for Management

Timetable information

MGSM845 Economic Context of Management

The unit

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.

Timetable information

MGSM847 Entrepreneurial Finance

The unit

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

Timetable information

MGSM848 Strategic Finance

The unit

Strategic decisions play a fundamental role in determining the competitive success of an organisation, its market value, and potentially – its survival. Strategic adaptability is essential if organisations are to take advantage of favourable investment opportunities, respond appropriately to threatening competitive moves, or limit losses arising from adverse market developments.

Despite the critical nature of strategic decisions, managers often must make such decisions without the discipline of structured financial analysis. This arises because the traditional discounted cash flow approach to valuing investment decisions is poorly equipped to deal with investments made to gain strategic advantage – particularly when managers have the ability to control future cash flows or revise future decisions. These conditions arise whenever current investments interact with future investments (growth options), confer strategic advantages, or impact (or are impacted by) the actions and reactions of competitors and other external parties.

Prerequisite: MGSM840 Accounting for Management
Corequisite: MGSM835 Financial Management

Timetable information

MGSM849 Raising Capital in Global Markets

The unit

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.

Timetable information

MGSM850 Strategic Frameworks

The unit

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.

Timetable information

MGSM857 Competition and Strategy in Asia-Pacific

The unit

This unit is concerned with the dynamics of firm and industry competition within one of the most significant regions of the world economy, the Asia-Pacific. The unit takes the perspective of firms active in the region, both as multinational companies operating businesses in the region (otherwise known as global incumbents), and as successful firms emerging from the region who are, or who aim in time to become ‘global challengers’ in the world market. The unit introduces conceptual frameworks to make sense of global approaches to strategy in emerging economies as well as to within country contexts such as national cultures, management philosophies, national competitive advantages and institutional voids.

Prerequisite: MGSM850 Strategic Frameworks

Timetable information

MGSM858 Corporate Acquisitions

The unit

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.

Prerequisites: MGSM840 Accounting for Management and MGSM835 Financial Management

Timetable information

MGSM859 New Enterprise Management

The unit

Tens of thousands of new enterprises are established annually across the globe. Many fail within a few years but many others succeed, either continuing as small to medium businesses or growing to become major corporations operating nationally or globally. Google, Dell, Dick Smith Electronics, The Body Shop, Qantas, Facebook, Bakers Delight; all grew from small beginnings due to the drive and passion of entrepreneurs committed to creating something valuable from very little.
This unit, New Enterprise Management (NEM), deals with the fundamentals of managing the establishment, growth sustainability potential sale of a new enterprise. Key considerations include initial investigations of the external environment (customers, competitors, etc), business planning, risk management, structure, project management, financing and staffing.

Prerequisite: MGSM850 Strategic Frameworks & MGSM835 Financial Management

Timetable information

MGSM860 Strategic Management

The unit

This is a capstone unit that has a primary focus on the capabilities and techniques necessary to successfully implement business strategy. It assumes knowledge of the various frameworks and models used to formulate strategy. Content includes 

  • 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. 

Available to MBA or Master of Social Entrepreneurship students only.

Prerequisite: completion of 32 credit points, including MGSM850 Strategic Frameworks

Timetable information

MGSM866 Managing Change

The unit

Managing change is the discipline (in thought, word and deed) of influencing yourself and others to achieve a purpose . The unit provides an intellectual understanding of the dynamics and leadership of change, and techniques for mapping out and addressing the challenges these create. It fosters an awareness of and ability to handle the emotions that change arouses in yourselves and others. Finally, it stimulates an ability to act intelligently in practice, to understand and influence change in uncertain, complex, demanding and often confronting situations.

The unit aims to achieve these objectives in the content, form of delivery and method of examination employed. It introduces students to an open, comprehensible, practical and reflective 5M Action Framework, using emotive and provoking images, films and simulations. Students create Learning Diaries and conduct Action Projects involving real-world action and reflection.

This subject is for students interested in self-reflection, increasing their ability to undertake crucial conversations and handle people in ambiguous, confronting and conflictual situations, and have aspirations for senior leadership. It is not recommended for students seeking ‘plug and play’ methodologies or middle management toolkit as they will find the content and methods disruptive and challenging.

Prerequisite: MGSM870 Organisational Behaviour

Timetable information

MGSM867 Executive Coaching

The unit

Executive coaching provides a “coaching space” for enabling others to realise their potential in the context of the workplace and it spells out the conditions of effective “conversations for action” so essential to management. 

It recognises that while technical competence may be a necessary, it is not a sufficient condition of effective performance and that effective performance requires a well-developed person. It is grounded in the importance of transformation and learning through reflection on lived experience, in the premise that we often cannot see our own limitations or blind spots by ourselves and that a coach not only helps us to see our limitations but enables us to see things in new ways so that we can act, do and develop in new ways. 

The course will enable managers to bring out their coaching competencies and practices of “conversations for action.” This course recognises that coaching is more than a set of skills and that to coach effectively; we need to discover the coach in ourselves. To this end this course is experientially grounded and aimed at enabling you to discover the coach in yourself.

Prerequisite: MGSM870 Organisational Behaviour

Timetable information

MGSM868 Strategic Corporate Social Responsibility

The unit

With the changing expectations of consumers, employees and regulators, being best in the world is no longer enough. Nowadays businesses are expected to be best for the world; to be socially and environmentally responsible, sustainable, and ethical. 

 For financial, moral and rational reasons, business leaders need to know how to create shared value and how to manage stakeholders, from their employees to the community they operate in.

In this unit we will look into what strategic CSR is and what it involves: 

  • ethical behaviour, 
  • giving and 
  • environmental sustainability. 

A multi stakeholder approach will be introduced, to better understand the market and context that CSR is occurring in. We will debate the benefits, and discuss how to enhance employees’ involvement and lead an organisational change toward strategic CSR. The unit will also introduce cutting edge concepts, such as CSV, the blue economy and corporate peace.

Student outcomes

  • gain an understanding of  strategic CSR and its various components and trends
  • learn how to work with stakeholders to achieve a stronger social impact
  • be able to define, explain and develop strategic social responsibility
  • understand business ethics and make ethical decisions
  • communicate the multi stakeholders approach to CSR and map their own organisation 
  • engage others in CSR and lead organisational change towards a sustainable organisation 
  • analyse cases of social responsibility and irresponsibility and communicate their learning

Designed for

Students should enrol in this course if they wish to be gain the knowledge needed to be socially responsible business leaders and lead their organisations towards a change that is not only moral but also vital for the organisation and all its stakeholders. Organisations that are socially responsible are not only more financially sustainable, but also create sustainability for the environment and the community.

Timetable information

MGSM869 Social Entrepreneurship

The unit

Social entrepreneurship means using business knowledge and tools as well as entrepreneurial principles to address social and environmental challenges. A social entrepreneur is someone who recognises a social problem and uses entrepreneurial principles to organise, create, and manage a venture to make social change.

The unit will focus on the knowledge and practices of social entrepreneurship and social sector leadership. It will provide students with knowledge and tools on creating social change and shared value; managing resources; measuring and communicating social impact; multi-sectorial collaboration; and understanding business models for social enterprises. The unit will include class presentations, guest speakers, case studies, group consultancy exercises and multimedia.

Timetable information

MGSM870 Organisational Behaviour

The unit

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, 
  • power, 
  • learning, 
  • interpersonal communication, 
  • perception and 
  • ethics.

Timetable information

MGSM871 Managerial Psychology

The unit

This unit examines theories of 

  • personality, 
  • motivation, 
  • managerial values, 
  • group dynamics, 
  • occupational stress and 
  • counselling 

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: 

  • psychoanalysis, 
  • behaviourism, 
  • dispositionalism and 
  • existentialism. 

Of special relevance is an analysis of individual differences which includes a critical evaluation of the role and use of psychological tests in management.

Timetable information

MGSM876 Leadership and Motivation

The unit

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: 

  1. Famous Leader Presentation (each syndicate group will select a famous leader, and lead a class discussion); 
  2. Group Report (written report of the syndicate group’s famous leader); 
  3. Individual Learning Assignment (a 2000 word essay on leadership).

Student outcomes

  • 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

Designed for

Managers or those who aspire to managerial responsibility.

Timetable information

MGSM877 Public Performance for Managers

The unit

The ability to communicate persuasively is a key skill of leadership. This unit offers a practical introduction to persuasion theory and persuasive communication and aims to develop in students an applied understanding of the psychology of persuasion and the art of rhetoric.

The approach is theory and practice. We will explore both classical and contemporary ideas of persuasion with an emphasis on recent social psychological theory and research. Students will also practice critical skills in analysing, organising, information gathering, goal setting, evaluating and public speaking. 

The unit is more audience-centric than the speaker-centric units that focus primarily on the speaker’s delivery skills. The focus in this unit is on the co-active preparation and delivery of persuasive messages, on the quality of the argument and the engagement of the audience, rather than on the theatrics of the speaker’s delivery.

Timetable information

MGSM879 Managing with a Global Mindset

The unit

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.

Student outcomes

  • 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

Designed for

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.

Timetable information

MGSM880 Foundations of Management Thought

The unit

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: 

  • Homer, 
  • Plato, 
  • Machiavelli, 
  • Descartes, 
  • Hume, 
  • Marx, 
  • Schopenhauer, 
  • Nietzsche, 
  • Freud 
  • 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.

Timetable information

MGSM881 Entrepreneurship and Existentialism

The unit

“Many of the practices and institutions we inherited from earlier phases of the Industrial Revolution are ill-suited to the world of work which is now taking shape. A new, entrepreneurial approach to preparing for working life is needed.” Flores

This new "entrepreneurial approach" to work and life preparation can be found in what shall be called "existential education." Existential education is grounded in the context of "creative disruption". A conceptual overview of the relationship between existentialism and entrepreneurship will be developed, the relationship between existentialists and entrepreneurs will be examined and the competencies and learning outcomes will be set out. This will enable students to open up new possibilities for their thinking, their organisations and their careers, by leveraging uncertainty and ambiguity to create new, unimagined futures, as entrepreneurs characteristically do.

Timetable information

MGSM884 Negotiation: Theory and Practice

The unit

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

Timetable information

MGSM887 Leadership Transformed

The unit

In this elective unit, Professor Peter Fuda examines how good managers can become great leaders and transform their teams and organisations. The unit features pioneering work by Professor Fuda, published in the Harvard Business Review, which centres on seven metaphors for change that have successfully transformed the leadership, effectiveness and the organisational performance of his own CEO clients. 

Along with his Harvard Business Review article, Peter’s research appears in a documentary film and in his internationally bestselling book. Students will hear directly from leaders featured in Professor Fuda’s work and will engage with a multitude of audio-visual tools and sophisticated online resources.

Student outcomes

The unit will enable students to begin a process of transformation by requiring students to:

  • Investigate their assumptions and beliefs about leadership, articulate their aspirations and engage openly and authentically in a process of change.
  • Identify their aspirations and ways to increase accountability and momentum, artfully use frameworks, tools and strategies and engage coaching staff.
  • Recognise the masks that are inhibiting their effectiveness, learn powerful reflective practices and investigate strategies to align their own.

Designed for

This unit has been developed to equip those in middle to senior management positions with the insights and tools to transform their leadership effectiveness. To that end only students in middle to senior management roles will be considered. Successful students are required to attend all 40 hours of class time – no exceptions

Professor Fuda’s research and practice has demonstrated that the most important part of how a leader transforms is why they want to transform in the first place; otherwise known as the leader’s ‘fire’. The unit will be challenging personally and professionally, so a well identified ‘fire’ is critical for the success of each student individually, and the unit as a whole.

Timetable information

MGSM888 Applied Business Techniques

The unit

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 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.

Timetable information

MGSM890 Operations Management

The unit

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.

Timetable information

MGSM891 Operations and Logistics Strategy

The unit

Today's competitive market demands that people in all business functions leverage the operations and supply chain areas as competitive weapons in global markets. The execution of an organisation's strategy is an important role of business operations. The procedures, processes, systems and methods used within an organisation are an inherent component of its success. In the 2000s, the effective management of operations and supply chains are being recognised as the key source of competitive advantage. Focusing on the entire value chain or the supply chain is needed in order to manage the intricacies of the global marketplace.

Prerequisite: MGSM890 Operations Management

Timetable information

MGSM893 Supply Chain Management

The unit

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

Student outcomes

  • 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

Designed for

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.

Timetable information

MGSM897 Management of Innovation

The unit

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)

Timetable information

MGSM906 Project Based Management

The unit

As more and more of the important work of organisations is carried out in projects, and project management becomes a core competency of successful organisations, the knowledge and insights gained from this course is becoming increasingly crucial to the success of future organisations. This unit will equip you with an understanding of the key processes, terminology and concepts relevant to the project-based management approach, whilst also seeking to engage critically with these concepts in the context of the changing work environment.

There will be a focus on the integrative process of project management, and the key project management knowledge areas as described in the Global Project Management Framework adopted by the Project Management Institute (PMI), the International Project Management Association (IPMA), and the Australian Institute of Project Management (AIPM).  There will also be an examination of alternative theoretical project management frameworks such as Agile.

Student outcomes

  • develop the skills required of leaders in order to appropriately use Project-based management approaches to make well-informed and financially robust operational, tactical and strategic decisions and carry out implementation
  • learn how to assess the implications of project-based management decisions from a whole entity perspective, across a wide spectrum of stakeholders and cultures
  • enhance project-based decision making by taking into account the interests of all stakeholders
  • adopt a forward-looking perspective of the impact of project-based management decisions on the competitive position and performance of an organisation

Designed for

Students should enrol in this course if they wish to be gain practical knowledge into the concepts and applications of project-based management as a generic technique and core competency of an organisation.  The course will be useful for current project manager practitioners (either managers or team members) wishing to gain a more advanced understanding of their discipline, as well as those responsible for instigating or owning project-based activities and would like a deeper understanding of the benefits and constraints of such activity.

Timetable information

MGSM913 Big Data and Managerial Decisions

The unit

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.

Timetable information

MGSM950 Report 1

The unit

This is an individual thesis-styled unit requiring a report of approximately 10,000 words on a research project. Identification of client, subject and thesis content is to be negotiated with a nominated MGSM academic supervisor and approval given by the MGSM Director Higher Degrees Research prior to commencement of this unit. The aim of this unit is to provide experience with in-depth research on a specific topic. Along with systematic development of a topic of research, students gain experience in the execution, analysis and presentation of a research project. Students are encouraged to publish their findings.  

Prerequisite: permission of the Program Director

Timetable information

MGSM951 Report 2

The unit

This is an individual thesis-styled unit requiring a report of approximately 10,000 words on a research project. Identification of client, subject and thesis content is to be negotiated with a nominated MGSM academic supervisor and approval given by the MGSM Director Higher Degrees Research prior to commencement of this unit. The aim of this unit is to provide experience with in-depth research on a specific topic. Along with systematic development of a topic of research, students gain experience in the execution, analysis and presentation of a research project. Students are encouraged to publish their findings.

Prerequisite: MGSM950 Report 1 and permission of the Program Director

Timetable information

MGSM952 Research Project

The unit

This is a double elective dissertation styled-unit requiring a report of approximately 15,000 – 20,000 words on a research project. Identification of the subject and dissertation content should be negotiated with an MGSM academic supervisor and approval given by the Director of Research prior to commencement of this unit.

Two Unit Equivalent / Minimum completion of six units (24 Credit Points) + GPA 3
Available to MBA and Master of Management students only

Timetable information

MGSM953 Management Consulting and Research

The unit

This unit is designed to introduce students to the management consulting sector and to enable them to confidently use the practice and processes of management consulting in the context of working on a specific, identified business issue for a client.

The unit is designed to enable participants to assume the role of consultants to management and presents an intense experiential learning opportunity in a ‘real world’ situation. As such the unit is structured so that participants develop creative results-oriented solutions to the issue(s) faced by the client and to obtain the client’s engagement and ‘buy-in’ to the recommended solutions.

Prerequisite: Minimum completion of eight units and minimum GPA of 3.0 including successful completion of MGSM835 Financial Management and either MGSM820 Marketing Management or MGSM850 Strategic Frameworks

Timetable information

MGSM955 Management Internship

The unit

The Management Internship is a 10-week research-based work placement giving students at advanced stages in their MBA an opportunity to work in an Australian organisation on a ‘real time’ business project. Interns work independently or as part of a team from the organisation under the supervision of an MGSM academic and a key contact or client sponsor. At the conclusion of the internship the student will typically present and then submit a report to the sponsor and MGSM. Interns are required to have advanced communication, research, writing, consulting and project management skills. The challenging projects demand high levels of commitment in time and a high level of intellectual rigour.

The Internship is both a challenging and rewarding Capstone unit for self motivated and career oriented MGSM students. 

View the Unit Guide.

Prerequisite: Minimum completion of six units (24 Credit Points) + a minimum GPA approved by the relevant Program Director
Note: Students have the opportunity to apply for an Internship.

Timetable information

MGSM960 Information and Decision Analysis

The unit

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.

Timetable information

MGSM981 Special Topics in Management II

The unit

This unit provides an 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.

Timetable information

MGSM985 Special Topics in Management

The unit

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 for this unit.

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.

Timetable information

MGSM986 Leadership and Innovation in Healthcare

The unit

This unit has been developed to equip current and future leaders in the healthcare sector with the necessary knowledge and skills to make significant improvements in the design and delivery of healthcare services. The unit provides a comprehensive analysis of the primary elements comprising the Australian healthcare system. It is intended to benefit current or prospective healthcare practitioners in the public and private sectors by addressing issues facing organisational leaders, clinicians, senior and middle managers, administrators and planners employed in health departments/agencies, the pharmaceutical industry, hospitals, care facilities, medical device companies, etc. The unit addresses the key topics that are associated with the health status and care needs of Australians, inter-governmental relations, stakeholders and their interests, international trends and changing patterns of care.

Timetable information

MGSM987 Law and Management

The unit

This unit examines operational aspects of the Australian legal system of practical concern to managers. Particular attention is paid to business agreements, types of business organisations, various participants, and their roles and responsibilities in business and regulation with respect to commercial trade. The focus is on understanding the legal environment of business as a means to more effective management.

Timetable information

MGSM989 International Perspectives: Study Tour

The unit

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

Timetable information

SOC825 Activism & Policy Design

The unit

This unit examines the broader process of policy development, focusing on how different actors attempt to influence policy development. The unit covers a range of actors, from political parties, Ministers and the bureaucracy to social movements, business lobby groups and community organisations. The unit considers how these groups shape policy making and policy outcomes.

Timetable information

XchgDIJ Winter Program; Burgundy School of Business

The unit

Prerequisite: Admitted to MBA or Master of Management

To apply, contact Student Services.

Titled 'The Entrepreneurial Garden', this two-week winter program hosted by Groupe ESC Dijon Bourgogne, Burgundy School of Business in France explores the concepts of entrepreneurship, creativity and leadership within two modules - 'Creative Mindset and Entrepreneurial Leadership' and 'Design Thinking and Entrepreneurs'. View further details.

Timetable information

XchgEBS Summer Program; Successful Leadership in Europe

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'Successful Leadership in Europe', this summer program hosted by EBS Business School in Germany provides a unique experience for MBA students to learn about business and leadership in Europe while immersed in the local culture. View further details at https://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

XchgESS Summer Program; The Global Manager in Europe

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'The Global Manager in Europe', this summer program hosted by ESSEC Business School in France provides an opportunity to learn about business in Europe and the French and European culture. View further details at https://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

XchgHHL Summer Program; Leipzig and Prague

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'Doing Business in Europe', this summer program hosted by HHL Leipzig Graduate School of Management in Germany provides a unique experience for MBA students to address issues of doing business within the European Union by comparing various economic, political and business climates. View further details athttp://www.hhl.de/en/international/summer-program/

Timetable information

XchgNEG Summer Program; European Negotiation

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'European Negotiation Program: The European Union at the Crossroads', this summer program hosted by ESSEC Business School in France brings together international students with EU researchers, practitioners and instructors of
academic disciplines. View further details athttps://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

XchgPBC Summer Program; Tsinghua University

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'Financial Leaders of Tomorrow', this summer program hosted by Tsinghua University PBC School of Finance in China provides a comprehensive understanding of China’s financial markets, with the opportunity to explore the nation's capital and attend various cultural events. View further details athttps://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

XchgPKU Summer Program; Peking University

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'Doing Business in China', this summer program hosted by Peking University Guanghua School of Management in China provides the critical and essential tools to understanding how to do business in China through a combination of subject-specific modules, company visits, and cultural activities. There are two separate cohorts run each year. View further details at https://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

XchgREN Summer Program; ESC Rennes School of Business

The unit

Prerequisite: Admitted to MBA
To apply, contact Student Services.
Titled 'Responsible Management', this summer program hosted by ESC Rennes School of Business in France provides an opportunity to understand how organisations and managers can optimise the triple bottom line of economic, social and environmental performance through successful CSR. View further details athttps://students.mgsm.edu.au/sydney-students/mgsm-exchange-program/

Timetable information

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