Swinburne University of Technology - Melbourne Australia
Future Students - Courses
Duration
Contact Hours
Campus
Prerequisite
Corequisite
12 weeks or equivalent
36 hours
Hawthorn, Online, Prahran
Credit Points: 12.5 Credit Points
This unit is a core unit for all Graduate Certificate of Business Management courses. The Graduate Certificate programs form the first year of the Master of Business Management .
This unit provides a broad understanding of management and focuses on its significance in enabling organisations to operate effectively within a fast paced, increasingly complex and diverse global environment. Against this background it will critically assess the changing roles of organisations and management paying particular attention to current trends, pressures for change and issues including; globalisation, managing for sustainability with a particular focus on stakeholder management, workforce diversity and managing in an ebusiness world. The management role will be examined from the perspective of direction-setting, decision- making and strategic planning; the organising role covering structure and design, communications and information technology, human resource management and the management of change and innovation; the leadership role covering the basics of organisational behaviour, group and team dynamics, motivation and leadership styles; and the controlling or performance management function introducing operations and value chain management. The aims of the unit are to: Understand environmental pressures on management historically and contemporarily, and the responsiveness of the managerial function to environmental shiftsUnderstand the four basic managerial functions of planning, organising, leading and controlling across the organisationCompare the similarities and differences between managerial roles and functions at different organisational levels and in different types of organisationsIdentify how the management role is changing in relation to customer interface and service, innovation, decision-making practices, sustainable use of resources and stakeholder managementIntroduce the student to the challenges of managing in increasingly ambiguous, uncertain and complex environments, identifying appropriate managerial and leadership skills and competenciesUnderstand the importance of organisational culture and situational context in effective managerial practices
Lectures, guest speakers, industry visits, case study analysis, online delivery.
Individual assignment/report (30-50%) Case-based project (30-50%) Group-based discussion (10-30%)
Swinburne University of Technology works to produce higher education graduates who are capable in their chosen professions, can contribute in an entrepreneurial and innovative way within their workplace or community, can operate effectively and ethically in their business life, and are adaptable and able to manage change. It is expected that graduates will leave with a diverse wealth of experiences and will have developed individual knowledge, abilities and attitudes commensurate with professional standards appropriate to the business and wider community. Within this context it is the intention that this program will enable students to develop the following skills: Teamwork skillsAnalytical skillsBusiness research skills appropriate to addressing managerial challenges and problem solvingProblem solving and decision making skillsCommunication skillsReporting and presentation skillsAbility to work independentlyAbility to address unfamiliar problemsAbility to engage in critical enquiry and discussionAbility to identify and address ethical matters in business
1. Pressures for change in the roles of organisations and management2. Management yesterday and today3. What do managers do? The planning function: direction-setting, decision- making and strategic planningThe organising function: organisation structure and design, communications, information technology, human resource management and the management of change and innovationThe leadership function: basics of organisational behaviour, group and team dynamics, motivation and leadership styles in heavy change environmentsThe controlling or performance management function: operations management, risk management, value chain management, quality, measurement and reporting 4. Managing for sustainability: Social responsibility and managerial ethics, stakeholder management, triple bottom line 5. Organisational design, culture and leadership in an increasingly complex and fast changing business environment
Cole, K. (2005), Management: Theory and practice, 3rd ed., Pearson, Australia. Dickie, L. & Dickie, C. (2006), Cornerstones of Management, Tilde University Press, NSW. Gilpin, D & Murphy, P. (2008), Crisis Management in a Complex World, Oxford University Press, USA. Heckscher, C. (2007), The Collaborative Enterprise: Managing speed and complexity in knowledge-based businesses, Yale University Press, USA. Robbins,S., Bergman, R., Stagg, I. & Coulter, M. (2009), Management 5, 3rd ed., Pearson, Australia. Steger, U., Amann, W. & Maznevski, M. (2007), Managing Complexity in Global Organisations, John Wiley and Sons, USA.
