Swinburne University of Technology - Melbourne Australia
Future Students - Courses
Duration
Contact Hours
Campus
Prerequisite
Corequisite
Online: 13 week study period
36 Hours or equivalent
Online
Nil, however it is expected that students will have managerial experience in the business world. Students may find it helpful to have completed LMC501 before commencing this unit, however this is not mandatory.
Credit Points: 12.5 Credit Points
A unit in the Master of Commerce , Graduate Certificate of Commerce and Graduate Diploma of Commerce.
This unit aims to investigate the nature and importance of strategic performance measurement in an environment subject to volatility and constant change. By focusing on strategic performance measurement concepts and techniques, students will explore and apply a variety of strategic performance measurement tools. The unit also explores specific challenges faced by managers in both measuring and managing strategic performance at an organisational and individual performance level, including challenges associated with resource stewardship and energy efficiency.Learning ObjectivesOn completion of this unit students will be able to:1. Critically evaluate the relevance of the resource based view of the firm to strategic performance measurement 2. Explain the importance of measurement qualities in relation to strategic performance including accuracy, relevance, validity and reliability. 3. Critique approaches to measuring intangible aspects of organisational performance around sustainability agendas.4. Design and develop performance measures using tools such as balanced scorecard, sustainability scorecard, strategy maps and triple bottom line methodologies.5. Evaluate opportunities for using strategic performance methodologies to support sustainable business practice.
Online delivery is supported by a unit website, learning materials and online activities. Voluntary face-to-face workshops may also be offered.
Students will be required to complete a combination of group and individual assessment tasks that explore strategic performance measurement models and frameworks and implementation challenges in a changing global contextGroup-based discussion: 10-30%Individual report: 30-50%Case-based project: 30-50%
1. Strategic competence to align organisational decision making with environmental challenges.2. Holistic and systemic thinking across business and commerce to support decision making and risk management in complexity 3. Analytical and problem solving skills that include rational-analytical, sense making and anticipatory competencies relevant to a shifting and turbulent business environment. 4. Communication, teamwork and advocacy skills to support the building of social capital in diverse project environments. 5. Capacity to apply normative ethical standards in the context of the business/society interface.
1. Performance Management, Globalisation and Competitive Strategy · Components and management of performance· Globalisation and the implications for the competitive organization· Linking organizational structure and strategy in a changing global environment2. Measuring Strategic Performance · Strategic performance measurement – a theoretical perspective· Measuring services and processes· Selecting measures for tools informed by strategy· Using scorecards to measure strategic performance3. Management Theory and the Integration of Strategy, Measurement and Change · Corporate social and environmental sustainability, and systems as drivers of strategic performance improvement and change· Cultural and human capital challenges in measuring, managing and implementing strategic change· Implications of resource based view of the firm for strategic performance measurement and management · Resource based stewardship and energy efficiency
Prescribed Text Books Walsh, P, Lok, P, & Jones, M. 2006, The Measurement and management of strategic change: A guide to enterprise performance management, Pearson Education Australia, Frenchs Forest, NSW Additional recommended texts Benn, S, & Dunphy, D. 2007, Corporate Governance and Sustainability: challenges for theory and practice, edited by S Benn and D Dunphy, Routledge, London: New York, NY Benn, S, Dunphy, D & Griffith, A. 2007, Organizational change for Corporate Sustainability: A guide for leaders and change agents of the future, Routledge, London New York, NY Epstein, M. (2008) Making Sustainability Work, Sheffield: Greenleaf Other Additional Reading Additional reading materials are listed within the Learning Materials.
Additional reading materials are listed within the Learning Materials.
