Corporate Governance in a Global Context

Unit Code:HBO681

Credit Points	Duration	Contact Hours	Campus	Prerequisite	Corequisite
12 Credit Points	One teaching period	36 hours	Hawthorn	HBS680 Corporate Strategies and Entrepreneurship	Nil

Credit Points

Duration

Contact Hours

Campus

Prerequisite

Corequisite

12 Credit Points

One teaching period

36 hours

Hawthorn

HBS680 Corporate Strategies and Entrepreneurship

Nil

Related Course/s:

A core unit in the pre-2012 Master of Business Administration ( BMBA680) program. It's content is deemed equivalent to, and will be delivered under unit code and title of Governance and Corporate Leadership (HEI861). Please follow the link for more information on the unit.

Aims & Objectives:

Ethical and effective governance is of fundamental importance to the successful operation of any enterprise. This unit is designed to help students to understand the governance and leadership needs of both young and mature organisations, operating in an international context. It builds on the learning related to organisation, strategy, leadership, legal and regulatory frameworks and risk management issues developed in earlier units.

Upon completion of this unit, students will be able to:

Understand the nature and requirements of social, legal and ethical responsibility
Identify the key dimensions of governance in a global context
Recognise where their own understanding of governance needs further development
Define the roles and responsibilities of board members and senior managers
Understand when it is prudent to seek specialist expertise
Analyse and define the governance needs of developing enterprises
Develop a governance framework for an enterprise
Understand the relevance of different corporate governance models in the global arena, and the relevance of ethical, cultural and political factors
Understand the governance, leadership and management implications of building an organisation that is sustainable in terms of economic, social and environmental considerations.

Teaching Methods:

Lectures, seminars, case analysis, discussion and a major 'hypothetical' exercise in which all students participate.

Assessment:

Group assignment (40% - 50%)
Individual reflection on the hypothetical (15% - 25%)
Individual critical analysis of the hypothetical (25% - 35%)

Generic Skills Outcomes:

Strategy: Imaginative Analysis, Strategic Leadership
Leadership: Leadership Presence, Action and Influence, Ambiguity and Paradox.
Ethical and Social Responsibility: Individual and Organisational

Content:

The unit centres on the interrelatedness of governance, leadership, ethical and legal imperatives and provides students with opportunities to further reflect on and take actions in relation to their self development as leaders, now in the context of established organisations and their evolving governance needs.

The learning potential emerges from three interwoven themes in the course design.

Students are introduced to the vast body of information about which company directors and senior executives must be well informed in order to fulfil their obligations and duties. Introductory coverage of topics relating to both the corporate governance environment and the Board’s role in relation to the operating environment is provided as well as guidance on the resources that are available to assist with the students’ more detailed exploration of particular areas in interest. During the semester students are encouraged to choose and explore in detail some aspects of governance that are of particular relevance to their own needs.
Organisation sustainability is addressed through consideration of external forces such as stakeholder and societal expectations and the organisation’s response to them, risk and reputation, the importance of ethics and values and strategic human resource management. Within this theme, students are encouraged to build on prior and concurrent learning about organisation dynamics, culture, power and politics and leadership and followership.
The role of leadership is addressed in the context of top management and its interface with the governing body. The tension between senior management and Board will be explored as will be the challenges of both effective and ineffective or unethical leadership.

Some of the topics covered during the unit will include:

Governance – defining good governance and developing governance frameworks
The current state of theory in relation to corporate governance
Values and ethical behaviour
Types of Boards and the Board’s role in various legal, cultural and political settings
Roles at the top of the enterprise including that of the Board and their senior executive group
Leadership and the development of one’s self as a leader
Corporate social and environmental responsibilities
Organisation dynamics at Board and senior management levels
Managing relationships with key stakeholders
Governance and leadership in the context of diverse cultures and administrations
Sustainability – economic, social and environmental