This unit provides an introduction to the generally accepted accounting principles and practices underlying financial accounting and reporting. It is intended for both accounting and non-accounting majors. The unit aims to introduce students to the concepts and skills required to prepare, analyse, and interpret financial statements.

The unit introduces students to the context and processes of management accounting by taking a resource-based view in creating stakeholder value using financial and non-financial information. Critical business career skills of collaboration, problem solving, persuasive communication and ethical behaviour in difficult situations are fostered across the areas of cost accounting, business performance, and strategic value creation in management accounting. Students will get real-world like experience using a range of traditional and contemporary managerial accounting tools and techniques. By the application of management accounting techniques to organisational resourcing issues in their competitive and ethical context it becomes possible to show students the important role that management accountants have in leading the organisation into better awareness of, leveraging and combining organisational resources to portfolios, projects, and programmes. Students will become familiar with the many kinds of managerial accounting decisions that shape an organisation over time. To consolidate learning, a capstone case study allows students to use the knowledge learned in understanding the operational and strategic issues facing an organisation following the global financial crisis.

This unit is intended to provide an understanding of the contemporary Australian financial reporting environment. Particular attention is paid to accounting theory and concepts, mandatory reporting practices and reporting policies that reflect either a choice from among several mandated alternatives, or those areas where regulation has not occurred. The unit is intended for those who will be involved in the preparation or use of company financial statements. The unit provides an understanding of accounting techniques, both in terms of technical method and their relative impact on corporation's financial statements. The emphasis throughout is on both the 'techniques' and the related explanations for their use.

Many of the topics in an international accounting course have a domestic counterpart. However, new factors and complications arise in the international arena. Some of these are (1) diversity of laws, practices, customs, cultures, and competitive circumstances; and (2) risks associated with fluctuating exchange rates, differential rates of inflation, and unstable property rights. International accounting discusses issues from the perspective of companies that have internationalised their finance and/or their operations. It has a comparative aspect, comparing accounting across countries. It deals with corporate reporting and disclosure across national boundaries. It also deals with the harmonization of the worldwide diversity in financial reporting, in particular, convergence around International Financial Reporting Standards. It discusses foreign currency translation, a consolidations issue that arises from multinational operations. Finally, it aims to introduce the key issues relevant for undertaking cross-border analysis of financial statements.

This unit helps students to develop an understanding of the techniques of financial statement analysis in various contexts, for example: equity investment; credit evaluation; risk analysis; prediction of corporate failure; analysis of supplier/customer health; competitor analysis; regulatory overview or intervention; and valuation for takeover/restructuring. A primary purpose of this unit is to develop an understanding of these techniques, as well as the inherent difficulties in their application. Topics covered include analysis of business performance and disclosure, the analysis of earnings quality, cash flow assessment, credit worthiness and accounting-based valuation methods.

This unit of study examines the design and operation of 'management control systems' (MCS), considering also the role of management accounting technologies in this. In doing so, a variety of research-based readings and theoretical frames are mobilised to help understand this important facet of organisational functioning and application of management accounting work. Topics to be covered include: typologies of MCS; arguments relating to the fit and effectiveness of MCS; the connection between strategy and MCS; the role of performance measures in MCS; MCS and hybrid organisational spaces; MCS and the management of intellectual capital; MCS and the New Economy; and the evolution of MCS.

This unit examines a number of advanced topics in managerial accounting as they relate to the use of key analytic and calculative techniques for decision making and value creation. The topics are biased towards those that are relevant and even contentious to contemporary practice and include: the potential inconsistencies between management accounting and strategic decision making and control; yield management; executive compensation and reward systems; ethical issues in budget setting and performance management; the theory of the firm and outsourcing; issues in managing joint ventures and strategic alliances; intellectual capital management and development; performance measurement systems; and innovation and change in management accounting practice. An overview of each topic area is provided before exploring the topics more deeply by examining current research and/or working through case studies to provide insights into contemporary business practice.

This unit seeks to improve students' understanding of the function, nature and procedures of commercial auditing in the context of corporate financial reporting. It has particular regard to the business, legal and economic foundations than underpin the audit process. Recurrent reference is made to practical and policy matters of contemporary importance to auditing and auditors, especially as they relate to the function of auditing in ensuring the quality of corporate financial statements and the role of auditors in corporate governance. Matters related to modern cases like Enron, HIH, One.Tel, Parmalat, China Aviation Oil and ABC Learning are also discussed.

This unit is intended to provide students with a detailed understanding of more complex financial reporting issues. The topics examined include: group accounting issues such as the practical application of the control test; multiple subsidiaries; foreign currency translation; consolidated cash flow reporting; segment reporting; accounting for joint arrangements and associates; and related party disclosures. The unit builds on the knowledge base acquired from earlier accounting units with a strong emphasis on the application of technical skills. The unit has a substantial case component, using current examples to illustrate both appropriate technical solutions in accordance with accounting standards and guidelines, as well as the forces which determine the choice of methods. The course will help develop students' ability to read and analyse financial reports and to understand the financial reporting implications of management decisions relating to internal reporting and organisational structure.

This unit introduces students to the concepts, challenges and approaches associated with the evaluation, design, introduction, operation and improvement of accounting systems and reflect the differences in the needs of family-owned business, small and medium sized enterprise and multi-national business firms. Elements of those systems include methods of documenting transactions and events; internal control procedures designed to safeguard human physical and financial resources; manual, semi-automated or fully automated source data entry, transaction processing methods and financial and non-financial reports on operational activities. These issues are also considered with regard to the capabilities of contemporary industry-standard accounting and business application software such as spreadsheets, MYOB and SAP in a cost-effective and secure manner. Topics include the design of charts of accounts; in solutions context; internal controls and maintaining audit trails, records management; the identification of requirements and the use of selection criteria for the evaluation, introduction, configuration and operation of packaged accounting software solutions. It provides students with the hands-on skills in the design and implementation of an accounting system to a real-world medium sized organisation using an industry standard accounting software solution by integrating concepts, approaches, commercial realities and capabilities of contemporary enterprise resource planning systems. At the commencement, students are provided with review of business frameworks including cycles, systems, source documents and recording transactions which act as a common starting point on which the unit builds.

This unit will review the issues associated with sustainability reporting models which have been practised in the last decade and highlight current and possible future issues. These new reporting models claim to enhance understanding of organisational performance to a variety of stakeholders, and are based on new performance measurement technologies that arguably improve decision making. This unit of study is designed to provide a critical analysis of the issues surrounding organisation performance and will explore the key underlying issues associated with the emergence of these new reporting models. The unit will look at how the reporting of economic and non-economic performance will enable private, public and third sector organisations to provide an account of their value creation and sustainability performance. It will also explore the perspectives of significant bodies of research on reporting value-creating activities and non-economic performance.

This unit seeks to develop students' ability to understand and critically evaluate systems of corporate governance. It will introduce students to the roles of key institutions through which governance is effected; boards of directors and the work of their sub-committees, investors and pension funds, analysts, regulators and the media. The course will also introduce students to conceptual frameworks through which corporate governance has been studied. Topics include, governance structures - an international perspective; governance arrangements and external and internal stakeholders; operations of a Board; role of board sub-committees; measuring and rewarding performance; corporate governance and financial reporting; corporate governance and the audit process.

The unifying theme in this subject is the application of modern finance theory to financial decision making in the management of banks and non-bank financial institutions. The subject of bank and financial incitation decision-making is approached from a risk perspective. The course objectives are: (i) To provide students with an understanding of the modern model of financial institutions; (ii) Identify the main types of risk confronted by financial institutions; (iii) Apply relevant techniques to measure and manage those risks; (iv) To provide students with an understanding of international bank management; (v) To provide students with an understanding of international financial services.

This course is aimed at students who wish to obtain a greater understanding of the central issues and principles underpinning recent developments in the global regulation and supervision of banking/financial institutions.

The major focus of this unit of study is in providing students with an understanding of international banking and finance in the contemporary international financial environment. Due to the dynamic nature of the international banking environment, it is necessary to develop skills to effectively identify and understand the effects of current developments. Firstly, the international banking functions are presented; followed by international trade financing, participation in the interbank foreign exchange and Euro currency markets, international investment banking services, and sovereign lending. In addition, other important topics are presented: international money laundering, international banking and debt crises, and offshore banking markets.

Critical thinking is central to effective data interpretation, problem-solving and other key aspects of contemporary business practice. Students who take this unit develop high level critical thinking capabilities; skills that are essential for effective postgraduate study in business disciplines and for success in the world of business, whatever the specialisation. Students engage with theoretical frameworks and concepts in order to practise robust methods of questioning and argument. Weekly classes are organised around a progressive series of interactive learning activities. These focus on analysis, reflection, inquiry and ethical, reasoned evaluation of arguments and ideas and the production of appropriate written and spoken responses.

This unit introduces accounting students to the importance of market types (for product, capital, labour, knowledge, materials, etc) and market mechanisms, structures and regulation on business operations and decision-making. Knowledge of firm-level economics, demand, supply, pricing, costs and revenues, productivity and market structures is integrated with the foundational tenets of business decision-making and applied to a variety of situations encountered by managers in the contemporary global economy. The unit also covers national income accounting, macroeconomic concepts, fiscal and monetary policy and related macro-economic themes relevant to business management and accounting practice. Consideration is also given to the influence of institutions factors, government regulation, social change and technological innovation on business operations and decision-making, with particular emphasis on the learning needs of aspiring business and accounting professionals. Consideration is given to ethical business practice, and corporate social responsibility and sustainability.

This is a special supplementary unit, the primary aim of which is to support students in their first semester of study to manage their business communication skills more effectively. The unit is only available to students identified as needing additional support.

This program-wide capstone unit must be taken by each student in their final semester of study within the Master of Commerce and Master of International Business and Law programs. Students will work collaboratively with peers and expert advisors to integrate the discipline-specific knowledge acquired within their program to address a 'real world' business development challenge requiring cross-disciplinary and cross-functional insights, knowledge and skills. Assessment is designed to assure student proficiency in program learning goals. Students will work in self-managing cross-functional teams to complete a semester-long project, prepare individual and group reports that will be assessed by peers, academic staff and industry experts. Weekly seminars will include action learning in business innovation and start-up, firm failure and turn-around, quantitative and qualitative data analysis, strategic decision-making, change management, business communication, and ethical awareness and reasoning in business practice. Learning activities will include short case studies and business negotiation role plays.

This unit examines the growing importance of energy and environmental security to both the public and private sectors. It will assess the factors that have brought energy supply and demand and the sustainability of the environment to the forefront of concern for governments and businesses alike, and consider how both might work together to mitigate future risks. The unit will be taught intensively over four weeks at the University of Geneva, from mid-June to mid-July, as part of a learning and teaching collaboration between The University of Sydney Business School, Geneva's European Institute, and the Monk School of Global Affairs at The University of Toronto. Places are limited and entrance will be highly competitive. Assessment will include an on-line simulation aimed at problem solving in multi-national virtual teams.

This unit is available to outstanding students completing the Master of Commerce, Master of Human Resource Management and Industrial Relations, Master of Logistics Management, Master of Professional Accounting or Master of Transport Management program. It involves a professional placement with a business, government, or non-government organisation. It will include preparatory coursework in reflective, professional practice and report writing. Assessment will include a reflective journal and professional report and presentation based on the internship placement.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This unit is recognition for student participation in the International Exchange program.

This is one of three units (2 of 6 credit points, one of 12 credit points) that together (total of 24 credit points) provide outstanding students in the Commerce program with the opportunity to develop and complete a supervised research dissertation of 12,000 to 15,000 words, or equivalent, on an approved topic within the domain of business/commerce/management on either a full-time or part-time basis. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce program units, interview by the Associate Dean Postgraduate, and a formal dissertation proposal agreed to by a nominated supervisor and the Associate Dean Postgraduate. Final approval will depend on the nature of the proposed topic and the availability of appropriate supervisory expertise. This unit must be taken in conjunction with BUSS6999 Business Research Presentation, and equips students with the knowledge and skills necessary to design and implement scholarly research projects in the business domain. Topics/tools covered include: research ethics, epistemological frameworks, research design, sampling, methods, survey development, focus groups and other qualitative research methods, survey analysis, experimental research, descriptive and inferential statistical analysis, and thesis writing. Depending on the nature of their research project, students may choose to focus on a qualitative, quantitative or mixed methods approach.

This is one of three units (2 of 6 credit points, one of 12 credit points) that together (total of 24 credit points) provide outstanding students in the Commerce program with the opportunity to develop and complete a supervised research dissertation of 12,000 to 15,000 words, or equivalent, on an approved topic within the domain of business/commerce/management on either a full-time or part-time basis. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce program units, interview by the Associate Dean Postgraduate, and a formal dissertation proposal agreed to by a nominated supervisor and the Associate Dean Postgraduate. Final approval will depend on the nature of the proposed topic and the availability of appropriate supervisory expertise. This unit, which must be taken in conjunction with BUSS6998 Business Research Methods, requires delivery of an assessable presentation to academics and peers at the mid-point of the first semester of dissertation stream candidature. The presentation must address the research proposal, relationship to existing scholarship, research aims and purpose, and concepts, design and methods to be used and will be evaluated by academic assessors at a research seminar convened by the Associate Dean Postgraduate.

This is one of three units (2 of 6 credit points, one of 12 credit points) that together (total of 24 credit points) provide outstanding students in the Commerce program with the opportunity to develop and complete a supervised research dissertation of 12.000 to 15,000 words, or equivalent, on an approved topic within the domain of business/commerce/management on either a full-time or part-time basis. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce program units, interview by the Associate Dean Postgraduate, and a formal dissertation proposal agreed to by a nominated supervisor and the Associate Dean Postgraduate. Final approval will depend on the nature of the proposed topic and the availability of appropriate supervisory expertise. This unit is the 12 credit point dissertation unit in the suite of three dissertation stream units, and must be taken after or in conjunction with the two 6 credit point units (BUDD6998 and BUSS6999). The dissertation will be marked by examiners nominated by the Associate Dean Postgraduate in consultation with the supervisor and other academics from the relevant discipline/s.

All business conduct is regulated by the law. Every transaction and every relationship is governed by an increasingly complex mix of statutory and judge-made laws. The ability to identify and manage legal risks, and knowledge of compliance and dispute resolution strategies, are essential business management skills. This unit examines the legal framework and regulatory regime within which all businesses operate in Australia and in a global economy. It introduces students to the legal implications of commercial conduct and provides an overview of the Australian legal system and threshold legal concepts of agreement, ownership, and civil and criminal liability. Key areas of substantive business law are examined including contracts, torts (in particular negligence and the economic torts), property and securities, and crime. The unit also provides students with an overview of areas of legal regulation with an increasingly significant impact on business operations including: privacy, intellectual property rights, competition law, consumer law (in particular advertising regulation, product liability and unfair contracts), misleading conduct and unconscionable conduct.

The corporation is the dominant structure adopted for business undertakings globally. This unit aims to demystify corporate regulation and its impact in the contemporary commercial context with a view to introducing students to the types of issues they will encounter in the real world of corporations. The unit reviews business structures (joint ventures, partnerships, trusts and companies) from a business perspective with a focus on the corporate form. The unit also examines the different options available for the conduct of businesses and the different stages of the corporate life cycle, including: how corporations are brought into existence and the characteristics attained upon incorporation; how corporations undertake certain activities (including entry into contracts, fundraising, issuing shares, paying dividends); how corporations are managed and power is distributed between participants, how the law places certain duties and obligations upon those who manage corporations; the consequences which may result from any breach of those duties and obligations; and managing corporations in financial distress, liquidation and de-registration. It takes an application-based approach which gives the unit a practical as opposed to theoretical orientation. Current issues in corporate regulation in Australia and internationally are discussed to provide students with an understanding of the types of issues which confront different types of corporations, and how these issues impact upon their management and the discharge of corporate responsibility.

This unit examines the regulation of capital markets and the legal aspects of debt and equity capital raising. Particular topics include: the role and relevant powers of the Australian Securities and Investments Commissions; the functions of the Australia Stock Exchange and the ASX listing rules; the structures, institutions and participants in capital markets; fundraising disclosure and transparency; insider trading and other prohibitions of market misconduct; powers of investigation and enforcement; derivative products and regulation; and legal aspects of securitisation.

Business failure can have catastrophic consequences for a number of different stakeholders - not only for the individuals and business entities directly concerned but also for their customers, suppliers and employees who rely on the business continuing as a going concern. Public revenue authorities are also key stakeholders in these circumstances. Policies in this area are put under considerable stress at times of domestic and international financial crisis and cross-border insolvency issues further complicate the picture. Legal frameworks (such as corporate liquidation, receivership, bankruptcy) established to deal with business failure and personal insolvency are longstanding. However, more recently, the trend has been to encourage business and debt restructuring wherever possible (voluntary administration and personal insolvency agreements), including using long established frameworks in innovative ways (schemes of arrangement). A sophisticated insolvency industry is adopting new approaches to more efficiently bring parties into a reorganisation deal. This unit explores these regulatory frameworks and how they attempt to balance the many competing interests of the different stakeholders in the business failure context.

Globalisation enables successful businesses to tap into the international economy to find new and bigger markets for their goods and services. Entering the global marketplace also means greater risk, as businesses deal with new customers, and are forced to operate in unfamiliar legal environments where the "normal" rules of business often don't apply. This unit is aimed at providing students with an understanding of how the global economy is regulated (if at all), and to provide the tools needed to use international business law to minimise the risks of doing business in the global economy. Questions the unit addresses include: What is international business law and what do I need to know?; What institutions ensure a level playing field for my business?; How do I make an agreement to sell my goods to foreign customers?; How do I protect those goods in transit?; How do I ensure payment for goods and services I provide?; How do I build a presence in a foreign market through local agents and distributors?; What considerations apply to entering and borrowing from foreign capital markets?; How can I safely do business online in the global virtual economy?; What if things go wrong?; and How do I fight foreign disputes by my rules and in my court?

Taxation is an inevitable reality for all individuals and businesses. The impact of taxation on business structures, transactions and decisions is both real and significant. An understanding of how taxation law works is not only vitally important for professional accountants but is also an essential management skill in an increasingly complex business environment. This unit introduces students to the principal forms of taxation within the Australian taxation system with a focus on concepts and principles of income tax law. Students will also learn how tax law is applied in practice. This unit covers key concepts of taxation in Australia (including the concepts of income, capital gains tax, deductions, and the residence and source principles) and examines the taxation of different entities (including partnerships, trusts and companies). The taxation of international business transactions is also considered.

This unit explores the relationship between business law and ethical principles in contemporary corporate governance and professional practice. As well as equipping students with an understanding of current legal requirements regarding business and professional conduct, the unit endeavours both to sensitize students to the range of ethical issues that today's managers and business professionals may face, and to provide a range of ethical frameworks that may assist them in addressing and resolving ethical conflicts. Students will have the opportunity to think critically about the underlying principles and assumptions that are the foundation of ethics in business and the professions. The unit uses case studies to examine legal and ethical dilemmas and decisions in key fields of business and professional practice, including business law, corporate governance, auditing and accounting, marketing and advertising, and information technology.

China has recently become the second biggest economy in the world and is Australia's most important trading partner. Australian businesses are increasingly engaging with China. This Unit of Study addresses the frequently asked question of how to do business with China. It addresses China's unique business environment which has resulted from its unique culture, history and demography, and examines the business regulations, tax system, and the administrative and compliance issues businesses will face when carrying on business with China. The Unit first outlines the business environment in terms of culture, history, economics, demography, and government administration. It then provides students with an understanding of the legal environment that businesses will face in China. Through a hypothetical case study, different aspects of business regulation such as contract, entity structure, mergers and acquisition, property and intellectual property rights, the tax system, different tax types and associated international issues, and social insurance are analysed.

International financial crime occupies a leading place on the international governance agenda. It has a devastating impact on national economies, international security and human development. This unit will examine key international financial crimes such as investment fraud, corruption, tax evasion, money laundering and terrorist financing. Students will gain an understanding of how these crimes are committed, detected and prosecuted. They will analyse the changing regulatory environment and the new risks facing businesses and the professions. The role of bank secrecy and tax havens in facilitating financial crime will also be studied. There will be a special focus on the prevention of financial crime, and the regime for tracing, freezing and recovery of illicit assets. The unit will draw on case studies from Australia, United States, Europe and Asia so as to gain a better appreciation of the national and international responses to international financial crime.

Business today operates in an increasingly complex and constantly changing environment in which success depends on the ability to innovate and compete. This unit of study examines three key legal frameworks - intellectual property, fair trading and competition law - within which innovation and contestability in markets takes place. Intellectual property regulation seeks to promote invention and creativity and to discourage imitation and free riding. Fair trading regulation provides standards of conduct for B2B and B2C transactions. Competition law promotes fair markets by prohibiting practices which damage competition. The unit focuses on franchising as a business model, to provide the context to examine how these regulatory frameworks operate and interact in a commercial environment.

The unit develops the basic principles of data description and analysis, the idea of using the concept of probability to model data generation, and the statistical concepts of estimation and statistical inference, including hypothesis testing. It then develops these concepts and techniques in the context of the linear regression model to show how econometric models can be used to analyse data in a wide range of potential areas of application in economics, business and the social sciences. The unit combines theory and application. The emphasis is upon the interpretation of econometric estimation results and requires software for hands-on experience.

This unit illustrates how econometric methods can be applied to economic data to solve problems that arise in economics and business. Econometric theory provides the techniques needed to quantify the strength and form of relationships between variables. Applied econometrics is concerned with the strategies that need to be employed to use these techniques effectively; to determine which model to specify and whether the data are appropriate. Guidelines for undertaking applied work are discussed. Case studies drawn from economics, marketing, finance, and accounting are also discussed. The unit includes a major econometric modelling project.

This unit aims to provide an introduction to the practice of forecasting in business. Forecasting requires both practical experience in model building and some statistical theory. To blend the theory and practice, many business forecasting examples are discussed. Excel is used to do useful preliminary calculations and plotting. At the end of this unit, students should be able to understand the major techniques of forecasting and be able to intelligently forecast actual business time series using Excel and its extensions. Topics covered include: the aims of forecasting and relation to time series analysis; types of time series; plotting and charting time series; practical examples of forecasting and forecasting issues; growth curve methods; least squares (what you need to know for forecasting); decomposition of time series; elementary exponential smoothing with Excel; serial correlation (and Durbin Watson statistic); applied ARIMA modelling and identifying seasonality and "hidden" periodicities.

This unit provides an introduction to some of the widely used econometric models designed for the analysis of financial data, and the procedures used to estimate them. Special emphasis is placed upon empirical work and applied analysis of real market data. The unit deals with topics such as: the statistical nature of financial data; the specification, estimation and testing of assets pricing models; the analysis of high frequency financial data; and the modelling of volatility in financial returns. Throughout the unit, students are encouraged (especially in assignments) to familiarise themselves with financial data and learn how to apply the models to these data.

Recently, empirical research in economics, finance, marketing and accounting has been enriched by the increasing availability of new sources of data, known as panel data. A 'panel' refers to the pooling of observations on a cross section of households, countries, firms etc. over several time periods. Panel data sets possess several major advantages over conventional cross-sectional or time series data sets. This unit aims to offer a comprehensive treatment of the analysis of panel data, which will allow students to deal in a pragmatic way with fundamental issues, such as controlling for individual heterogeneity, reducing collinearity among regressors, addressing statistical hypotheses and identifying effects that are simply not detectable in pure cross-section or time series data.

This unit presumes no prior exposure to economics and aims, by the end of the unit, to bring a proficiency equivalent to that of students with an intermediate level microeconomics unit in an Honours degree program. Many economic principles developed in this unit are routinely used in several other units in the program. Microeconomics studies how economic agents make choices in a variety of environments. The unit covers theory and applications of the principles of consumer choice, of firm behaviour, and of strategic interaction among economic agents. Equipped with these theories of decision making, students can address a range of interesting and important questions. Examples are: What market strategy should a firm adopt with its competitors? How might one create a market to deal with externalities such as pollution? What are the implications of different kinds of taxes? What compensation scheme will provide the right incentives to work?

This unit presumes no prior exposure to economics and aims, by the end of the unit, to bring a proficiency equivalent to that of students with an intermediate level macroeconomics unit in an Honours degree program. Many economic principles developed in this unit are routinely used in several other units in the program. Macroeconomics studies aggregate economic behaviour. The unit covers theories of the engines of long-run economic growth, of unemployment, of money, inflation, the interest rate and the exchange rate, as well as consumption, saving and investment behaviour. The unit also studies a number of applications of the theory and addresses contemporary macroeconomic problems and policy.

The purpose of this unit is to examine the nature of inter-firm rivalry in industries with market power. The unit begins with an exploration of the various ways in which firms can increase their market power by extracting more surplus from consumers by colluding with rivals or by excluding entrants. The topics for this part of the unit include price discrimination, product differentiation, advertising, research and development, predation and mergers. The unit also attempts to explain the various contractual and ownership linkages that exist between various stages of production. The latter involves a discussion of exclusive territories agreements, resale price maintenance, exclusive dealing, franchising and divisionalisation.

This unit covers the following topics: overview of the International Monetary System; foreign exchange markets, spot and future markets; swaps and options; arbitrage; covered and uncovered interest parity; exchange rate determination; forecasting exchange rate movements; exchange rate intervention; and the role of central banks.

The purpose of this unit is to study some of the major issues in modern labour markets. Trends such as the increase in part-time work, the growing inequality in income and earnings, changes in the returns to education, and the simultaneous increase in hours of work and unemployment are addressed. The material consists of both empirical facts relating to the labour markets and the theories which are used to understand these facts. Part of the unit is devoted to the study of wage and employment contracts in the presence of uncertainty and other information problems. Imperfect information will have implications for the level of employment and unemployment, the structure of wages, and the use of particular forms of compensation such as bonuses, trust funds, and performance bonds.

Recent innovations in public economics have overturned previously accepted policy rules. This unit focuses on the modern treatment of public policies relating to taxation, pricing of public sector outputs and public investment. Emphasis is placed on how different informational capabilities and jurisdictions of the government impact on the design of policy. The areas of application in taxation include the design of efficient and equitable consumption taxes, the structure of income taxation and the appropriate mix of income and consumption taxes. In response to market failures, pricing and investment rules for public enterprises, the provision and pricing of public goods, and policy responses to externalities and information problems are covered.

This unit is designed to highlight the relation between trade and development from an institutional and structural perspective, with appropriate modifications of received general economic principles, theories and policies. It closely studies the integration process of traditional segment of a developing society into its modern counterpart in countries selected from Asia, Africa, Latin America, the Caribbean, and the Pacific regions. It examines role of the state and international institutions (like the International Monetary Fund, World Bank, World Trade Organization), rationale for trade, planning and market mechanisms in developing economies, and also socio-cultural preconditions and economic requirements for a market economy. It focuses on a wide range of developmental problems and issues (such as foreign aid, debt, investment, technology transfer) from both national and international points of view.

In this unit of study emphasis is exclusively concerned with market failures that impact on the natural environment. Attention is given to why these market failures occur and what role there is for regulation and government policy. Topics covered include efficiency and markets, market failure, externalities (e.g. pollution), various methods of regulating pollution, and measuring the demand for environmental quality.

This unit provides students with an understanding of the economic foundations of financial theory and the economic framework upon which that theory is based. Much of the work covered is an application of both microeconomic and macroeconomic theory to the special problems encountered in the study of the financial side of an economy. The relevance of these foundations is illustrated with empirical research using Australian and international data.

This unit develops the modern theory of international trade and commercial policy and examines some empirical applications. Topics covered include competitive trade theory; comparative advantage and theories of international trade patterns; the gains from trade; empirical evidence and methodology; imperfectly competitive trade theory and economies of scale, differentiated products, and technology; analysis of the effects of tariffs and trade quotas upon trade under competitive and imperfectly competitive market structures; the formation and design of regional trade agreements and the strategic behaviour of multinational enterprises. It will be suitable for those with an interest in international trade and business issues as well as those who may wish to pursue PhD research in these areas. It will be taught at a graduate level and so presumes knowledge of advanced undergraduate microeconomics.

As a source of private equity, venture capital (VC) plays a crucial role in the development of new business ventures and the promotion of innovation. Over the last twenty years, the VC industry has boomed. This course investigates how VC firms operate, analysing the key strategic issues they face during the fundraising, investing and exit stages of the VC cycle. Topics covered include: the determinants and types of VC fundraising, the organisational structure of VC firms and how venture capitalists are compensated. Next, the VC firm's investment decision is examined, as is its relationship with the investee company. The role of VC in the broader economy is also discussed. Regarding the exit stage of the VC cycle, the design of exit strategies (e.g. initial public offerings) is analysed. Finally, we introduce some of the ethical issues which venture capitalists face.

Decision makers face two types of uncertainty: uncertainty about the state of nature (how much oil is in an oilfield) and uncertainty about the strategic behaviour of other decision makers (how many oil wells they will drill). This unit of study focuses on strategic uncertainty and the uses decision makers can make of the concepts of game theory to guide their decisions. Game theory studies situations where a) agents have conflicts of interests and b) agents can take actions that directly affect their payoffs and the payoffs of others. A very broad range of applications from business and economics fit the above description and therefore can be studied by the methods of game theory. Applications include, firm pricing and output decisions, market entry and exit, hold-up, collusion, bargaining, auctions, and signalling.

This unit of study deals with the use of laboratory and field experiments in order to help assessing economic problems. Economic experiments are becoming a useful tool for the validation of theory, the development of new theory, the generation of advice to decision makers, and the design of new economic institutions. Economics aims to explain the 'real world' behaviour of agents. The lectures will provide opportunities to identify apparent contradictions between the predictions of economic models and experimental outcomes. The classes on experimental economics will follow a learning-by-doing approach. Most topics will be introduced in the experimental lab. Outcomes will be discussed in the following class and compared with theoretical predictions and previous experimental research.

Study of a special topic in postgraduate Economics. Topics will vary from semester to semester according to staff availability and the presence of visitors. If taught in both semesters, the topic in Semester 2 will be different to that in Semester 1.

This unit provides an introduction to basic concepts in corporate finance and capital markets. It is designed to equip students to undertake further studies in finance. After reviewing some very basic ideas in finance and financial mathematics, the unit provides a thorough treatment of the valuation of equity, debt and companies. The unit then examines issues related to pricing in capital markets and ends with a discussion of theory and practice related to capital structure and dividend policy.

The principle objective of this unit is to provide students with an advanced mathematical treatment of basic theoretical and analytical concepts in finance. Students are exposed to key areas in the modern theory of finance and corporate financial policy with specific emphasis on their development and treatment from rigorous mathematical and statistical foundations. Upon completion of the unit, the students should have acquired a theoretical and practical understanding of basic principles underpinning financial valuation and analysis; utility theory and choice under uncertainty; theory of portfolio selection; asset pricing theory and information asymmetry; and the pricing of derivative contracts and instruments.

This unit extends some of the fundamental concepts introduced in FINC5001 Capital Markets and Corporate Finance, and develops a rigorous framework for the analysis and understanding of key aspects of corporate financial decision making. Fundamental concepts in corporate finance are extended to more complex settings. The unit extends prior work on portfolio theory and examines more advanced approaches to asset pricing and capital budgeting. New topics are covered in relation to derivative securities and real options applications in capital budgeting. The issues of the cost of capital, corporate capital structure, and corporate dividend policy, are extended to cover the interaction of corporate and personal taxation, agency problems, and information signalling.

Broking and Market making is a unit of study that specialises in these particular areas of the financial services industry. Financial intermediaries have a crucial role for the function of capital markets and they are also the most likely employers of finance students. In this unit, we start with the theory on: what the functions of brokers and market makers are, what their sources of income are, how they help to make market more efficient and when their actions lower market quality. We then move on to investigate the academic research literature that specialises on issues important to these financial intermediaries. Starting with the rich literature on dealer markets, we will particularly focus on recent research on price formation, information dissemination and trading in limit order book markets that are becoming the market design of choice. We will also look in detail at the recent phenomena of fragmentation of markets, order referencing and internalisation.

This unit covers the fundamentals of asset pricing and valuation, relevant time series representations of financial variables, arbitrage restrictions, interest rate and foreign exchange derivatives, exotic and path dependent options, value at risk, as well as some exemplifying case studies.

This unit is an introduction to mathematical optimisation techniques in the presence of uncertainty. Utility-independent approaches to the modelling of risk and return, proceeding to Markowitz, Capital Asset Pricing and Arbitrage Pricing Models.

This unit provides an introduction to the rapidly-growing area of options, futures and swaps. These securities are all derived from fundamental securities such as equities and bonds. The unit examines the nature of each of these securities in turn before a thorough treatment of the pricing and use of these securities for investment management and risk management purposes.

In our highly globalised and integrated world economy, understanding vital international dimensions of financial management is becoming increasingly essential for firms and businesses. This unit seeks to provide a greater understanding of the fundamental concepts and the tools necessary for effective financial decision making by business enterprises, within such a global setting.

This unit covers the basic concepts and issues in fixed income securities, bond portfolio analysis and closely related financial instruments in risk management. The unit begins with the basic analytical framework necessary to understand the pricing of bonds and their investment characteristics (introducing fundamental concepts such as duration, yield and term structure). Sectors of the debt market including treasury securities, corporate bonds, mortgage-backed securities, and convertible bonds are analysed. The use of derivatives and a selection of special topics in Fixed Incomes are also discussed.

Global Trading is concerned with the processes which turn orders into trades in securities markets, and the forces which mould and effect both order flow and order execution. This unit of study is an introduction to fundamental market design and structure ideas. The increased worldwide emphasis on capital markets and stock exchanges have brought the market microstructure specialisation of financial economics into the limelight. Global Trading will provide insights into how we with the help of securities market microstructure can gain a better understanding of today's global financial markets; to be able to make better financing and investment decisions, to understand when, where and how to transact in financial instruments and how to make better use of the ever increasing flow of market information. As we increase our intuitive familiarity with today's diverse financial markets we are able to develop successful trading strategies in different instruments and across many markets, today and in the future.

This unit provides students with an introduction to Australian financial markets and an evaluation of the institutions, instruments and participants involved in the industry. The main markets evaluated include the equity, money, bond, futures, options, and foreign exchange markets. The relationship between the economic environment and these markets is examined. The unit is designed to meet the ASIC "Generic knowledge" requirements under Policy Statement 146 for the licensing of Product Advisers (subject to approval). This unit also provides an overview of a number of other units which are offered in the postgraduate program.

Mergers and acquisitions have become perhaps the most important activity of investment banks today. They are fundamental tools for businesses to secure growth. To analyse mergers and acquisitions, most tools from modern financial economics are needed. The unit commences with a review of how existing businesses are valued; continues to analyse capital structure decisions and management incentive issues, corporate control, and then moves on to look at the motives for mergers and acquisitions. Some acquisitions are motivated by value improvements created by correcting incentive problems, many bad acquisitions however are motivated by bad incentives that decreased value.

It is important for practitioners of finance, at all levels, to be able to evaluate the applicability of a range of models for a given problem and to effectively implement and use the model that is selected. This unit will present methods for model design, implementation and evaluation in the context two fundamental financial models; the discounted cash flow valuation model and the portfolio selection model. Spreadsheet engineering methods for designing, building, and testing spreadsheet models and for performing model-based analysis will be presented. There will be a concise coverage of optimization, sensitivity analysis and simulation featuring a strong spreadsheet orientation and a modelling emphasis.

This subject unit applies all aspects of finance theory to the general problem of valuing companies and other financial assets. This requires a synthesis of the fundamental concepts of present value, cost of capital, security valuation, asset pricing models, optimal capital structures, derivative pricing and some related accounting concepts. The subject aims to reach a level of practical application that allows students to understand both the theoretical frameworks and institutional conventions of real world corporate valuations. Basic valuation concepts from accounting will be reconciled with the finance theory on which firm value ultimately stands. Students will be asked to make extensive use of Excel or similar software in valuation exercises.

Behavioural finance examines how individual financial decision making and behaviour affect outcomes in financial markets. The subject begins with a review of the foundations of efficient markets, and then draws comparisons between the efficient ('economically rational') market and the less understood but possibly more realistic behavioural ('partially rational' or 'irrational') understanding of markets. The philosophy of the subject is that both viewpoints have advantages and each adds something new to our understanding of investor behaviour, both at the level of individual traders and at the level of the market interpreted as a mechanism for aggregating opinion and attitudes to risk.

Risk is an integral part of financial decisions. Following the rapid evolution of the discipline of financial risk management, analysts must be prepared to access the level of risk in the marketplace. This unit explores the basic concepts of modelling, measuring and managing financial risks within the regulatory framework. Topics covered include market risk (value-at-risk and expected loss), credit risk (single name, portfolio, ratings and market based models, credit derivatives), liquidity risk and operational risk. To overcome the rather quantitative nature of the topics, the unit relies heavily on practical based lab exercises with emphasis on simulations, real life examples and case studies.

This foundation unit will provide an introduction to the essential concepts and frameworks relevant to the fields of strategy, innovation and entrepreneurship. Topics covered will include the key elements of business strategy, including developing a business mission, understanding the external environment, reviewing internal resources and capabilities, and business and corporate strategy. The importance of entrepreneurial activity and the challenges faced by startup ventures, as well as examples of successful and unsuccessful business innovations, will be highlighted. The emphasis of the unit will be on understanding the strategic activity of both startup and established businesses and will focus on issues relevant to entrepreneurs as well as business managers.

This unit focuses on the application of strategic thinking in key business contexts with a particular focus on the global nature of business. Specific attention is given to: (i) the identification and managing of new business opportunities both for entrepreneurial start-ups and for new ventures that emerge within a corporate setting; (ii) business model innovation as a basis for new ventures and business growth; (iii) the identification and managing of the specific challenges and risks presented by operating in a global business environment.

This unit analyses how multinational firms leverage their capabilities and competencies to create competitive advantages in international and global markets. Topics include assessing foreign market attractiveness; understanding the impact of differences in legal, cultural, political and economic regimes; evaluating international political and economic risk; building and operating global networks, including entry mode choice; understanding how managers design organisational architecture and implement internal control and incentive mechanisms; and assessing the challenges of global citizenship, ethical behaviour and social responsibility for international business. Problem-based learning, with case study workshops, is an integral part of the Unit.

An understanding of cultural differences and how to manage such differences is critical to effective management in international and multi-cultural business environments. The aim of this unit of study is to provide conceptual frameworks and evidence from practice that will develop an understanding of the ways in which cultures differ, how these differences can impact on management, and how cultural issues can limit organisational effectiveness. Major topics include the significance of culture in international management, the meaning and dimensions of culture, comparative international management and leadership styles, managing communication across cultures, ethics and social responsibility in global management, cross-cultural negotiation and decision-making, forming and managing global teams, and developing the international and global manager.

This unit introduces students to the multi-level risk environments encountered by multinational enterprise and the processes and strategies that can be employed to identify, assess, manage and mitigate risk. Topics that are covered include multinational enterprise and expropriation, sovereign risk and corruption, political and regulatory risk, brand and corporate reputation risk management, managing anti-globalization protests and consumer boycotts, terrorism risk, and executive risk and risk management and a short introduction to financial risk and risk management. The unit will also introduce students to the various analytical approaches involved in designing risk identification systems, reporting and monitoring protocols, and how risk is able to be assessed, prioritized and effectively managed. The unit will emphasize a problem case based approach to learning using workshops and simulation exercises.

Collaboration to achieve competitive advantage is one of the most commonly recommended cross border strategies. However, international alliances can take many different forms, and they can serve many different purposes. Managing international alliances raises a series of different issues for the alliance partners to manage. This unit examines the issues raised and considers the reasons for success and failure of international alliances. It looks at the forms that partnerships can take, it examines the methods for choosing among potential partners, it examines the potential forms of collaboration and the level of resources each may require. Managing the partnership for maximum advantage, avoiding possible risks, and deciding how and when to end the partnership, all are further issues that managers must consider. The unit considers these questions in the framework of general theoretical approaches, and pays particular attention to discussion of individual cases.

In order to succeed in international business, both corporations and individuals need broad decision-making abilities. Business decision-making tools yield more coherent and justifiable results when used with an understanding of the ethical, social and environmental aspects of the process. This applies to various situations in the international business setting including business relations with government, customers, employees, and NGOs. This unit is designed to look at these non-financial elements in the decisions made within the international business context. Following the completion of this unit, students will have enhanced skills and knowledge relevant to the understanding of ethical issues and ethical decisions making in international business organisations.

The triad regions, Japan, the United States, and the European Union, together are the homes of almost all of the world's largest 500 corporations. They account for a large majority of world exports. They provide most of the world's outward flows of foreign direct investment, and in addition, they are the recipients of most of inward FDI flows. However, they are very different, in firm structure, in regulatory environment, and in the relations between private firms and government agencies. Dealing with them as competitors, customers, suppliers, or partners requires international managers to be aware of these differences and to vary their strategy accordingly. This unit compares the structure and operations of triad firms, and the ways that government agencies frame the operating environment in each region. We look first at the ways firms in each region seek competitive advantage, and how governments have supported them. We then look at a series of cases where firms have moved from their home region into another, at the ways in which they have attempted to transfer their competitive advantage, and at the reasons for their successes and failures. In addition to the specific knowledge of the habits and tendencies of Japanese, United States, and European firms, the techniques of analysis developed in this unit are applicable to a wide range of competitive situations across the global economy.

Exporting is a key international business activity, especially for small and medium-sized enterprises (SMEs). This unit covers both the theory and practice of export management. The main areas covered in the unit are: 1) preparing to export (export stimulation, export readiness and planning), 2) forming and maintaining relationships with intermediaries (including legal considerations), 3) managing risks and export finance, 4) filling export orders. The unit therefore covers both the operational and strategic challenges associated with the exporting process.

For small open economies such as Australia's, opportunity identification and exploitation are often critical to firms' long-term growth and survival. Identifying new markets, developing new products and implementing new business models are highly-regarded and valuable skills for entrepreneurs and business managers alike. In addition to exploring the special problems (and advantages) associated with entrepreneurial start-ups, the unit will explore commercialisation and corporate venturing. Topics include opportunity recognition, structuring a business and investment proposal, venture capital and other funding sources, market entry strategies as well as entrepreneurial and creative leadership. The unit is structured around your learning from engaged practice, and requires you to work with startup and early stage businesses.

The business landscape is changing, with increasingly global business models and rapidly changing competitive environments buffeting established businesses.  Businesses that have 'survived' startup are immediately challenged to build sustainable business models that continually leverage into new markets and products. This unit centres on business- and corporate-level strategy, focussing on the development of skills and knowledge required to spark and cope with rapid business growth. Topics will include harnessing and leveraging resources and capabilities, internationalising ventures, forming alliances, mergers and acquisitions and avoiding the pitfalls of rapid growth.  You will also explore the processes involved in strategy formulation, including decision-making and design thinking.  The unit is structured around your learning from engaged practice, and requires you to work with businesses in their search for growth options and their appropriate funding.  

Entrepreneurial business opportunities do not always relate to early-stage or start-up businesses. Later-stage business investments, whether buying existing businesses or turning around failing enterprises, are a significant and growing focus of entrepreneurial activity. This unit explores the process of acquiring and reinvigorating established businesses and how to secure private equity funds (leveraged buy-outs) or corporate funding. The focus is on opportunity evaluation, business model innovation, management and revitalisation rather than financial structuring. You will have the opportunity to apply the functional skills learned in core strategy, finance, marketing, and management units to real opportunities. As well as being of interest to those wishing to acquire and manage their own business, the unit is appropriate for those working in 'big' business and the financial markets.

Intellectual property (IP) represents the property of your mind, intellect, and proprietary knowledge. There are a number of means of protecting your IP, including patents, copyright and trademarks.  Creating IP does not necessarily mean you own the rights to use it, as most forms require you to take formal steps to register your IP and obtain the legal rights of ownership (both in Australia and internationally).  This unit of study will cover aspects including the concept of IP, how to identify and protect it in a local and international context, creating the conditions to encourage and leverage IP in a commercial context, how to manage a portfolio of IP, and enforcement scenarios. The unit concentrates on how to utilise IP to create, control and exchange value, with particular attention paid to the practice of open innovation. 

Social entrepreneurs are committed to furthering a social mission through enterprises that rank social, environmental or cultural impact on a par with, or even above, profit. Intersecting the business and not-for profit worlds, social entrepreneurship addresses many complex local and global problems. This unit will critically introduce the concept and develop frameworks for understanding social entrepreneurship (also referred to as social enterprise and social innovation). Teaching and learning will utilise case studies, and include the opportunity to apply real-world experiences. Topics will include creating innovative social enterprises, sustainable business models, philanthropy and funding, impact assessment, and leadership. The unit is structured around your learning from engaged practice, and requires you to work with social enterprises.

The creative industries include architecture, design, film, television, music, the performing arts, advertising, publishing and the visual arts. These industries are characterised by the presence of creative individuals, large and powerful distributors (such as film studios) and the leveraging of copyright. Business success is driven by imagination and novelty, with creativity and innovation essential. This unit explores enterprise development in these industries, and will be of use to those intending to work in these industries, as well as those applying the skills and capabilities to other industries. Topics will include the creative entrepreneur, leveraging copyright, business model innovation in the creative industries, and the opportunities (and dangers) of the new digital economy. The unit is structured around your learning from engaged practice, and requires you to work with businesses in the creative industries.

The purpose of this course is to help you understand the theory of negotiation as it is practiced in a variety of strategic settings. The aim is to help you feel more comfortable and confident with the negotiation process. The course is designed to be relevant to the broad spectrum of negotiation problems that are faced by managers but we use specific examples from international strategy such as M&A and joint ventures. The course will provide participants with an opportunity to develop skills experientially and to understand negotiation in useful analytic frameworks. Considerable emphasis will be placed on role-playing exercises and case studies.
Note: this unit will require your participation in a number of negotiations. Preparation for these negotiations, which are a large part of your grade, will require time-pressured reading of material in class.

Do you have an Emerging Market Strategy? This is a question that an increasingly large number of company managers, especially in the developed western world, are trying to answer. This unit of study will lay the foundations of strategy making in emerging markets, with an emphasis on four of the largest emerging markets of the world today - Brazil, Russia, India and China - often termed as the BRIC countries. Utilising frameworks from mainstream strategy and international business disciplines, this unit will analyse emerging markets from the perspective of primarily two simultaneous phenomena - multinationals from developed markets trying to tap into emerging markets, and companies from emerging markets globalising their operations and consequently changing the global competitive landscape.

Based on the Project Management Body of Knowledge (PMBOK) this unit will introduce you to the end-to-end project management lifecycle. You will learn how to select appropriate projects based on their alignment with an organisation's strategy and then how to manage those projects successfully from initiation through execution to completion. You will learn the essential components of effective project management and how to apply them in an integrated manner. You will be exposed to both the technical and behavioural aspects of project management - including Microsoft Project - and will gain experience in critically analysing the application of concepts in specific project contexts. As organisations increasingly structure their activities on a project basis, the unit will be of value to a range of discipline specialisations. The unit can also contribute to you achieving internationally recognised accreditation from the Project Management Institute (PMI).

This unit introduces you to the organisational foundations of information systems and their emerging strategic role. You will develop an understanding of critical information management and systems issues in organisations. The unit provides you with a solid understanding of the senior management decisions relating to organisational information and systems and how various information technologies work together to create infrastructure for electronic commerce and electronic business. You will explore the role of information systems in capturing and distributing organisational knowledge and in enhancing management decision making. You will gain a deep understanding into how the information systems function or processes in organisations can be managed. Finally, you will have the opportunity to explore the special management challenges and opportunities created by the pervasiveness and power of information systems.

Strategic Information Systems Sourcing has at its core the cost-effective sourcing and delivery of IS solutions with the aim of supporting and enabling business strategy. It covers the procurement of in-house systems, outsourcing strategies and third-party IS sourcing (for example from 'the cloud'). The focus of this UoS will be on managerial decisions regarding the design, implementation and delivery of an IS sourcing strategy, and the governance of IS sourcing solutions. You will develop knowledge of the concepts, tools and methodologies used in the negotiation and development of an IS sourcing strategy.

The forces that currently drive business transformation, such as globalization, the IT revolution and environmental sustainability, require businesses to be in a constant state of change to stay competitive in turbulent markets. However, as companies need to maintain their current revenue streams, they need to progress through a series of integrated business transformation projects. In this unit you will learn how to analyse an organisation within a local and global context and develop your knowledge of techniques required for managing technology-enabled business transformation projects. Topics covered include: the drivers of business transformation, managing change as a process, analysing information and processes, and planning, leading, sustaining, diffusing and learning from transformational projects.

In this unit you will explore the strategic managerial issues that arise from the implementation and use of Enterprise Systems as a means of integrating data and standardising processes. You will use a combination of practical sessions with an Enterprise System, such as SAP, and discussions analyses based on readings of case studies to explore the long-term effects of strategic implementation decisions, the issues with regard to Enterprise System implementation projects, and the emergent use of such systems, as they become part of the fabric of organisations.

This unit explores the changing relationship between information risk, governance and assurance. Information and IT enabled information systems are valuable assets to organisations and are of critical importance in meeting regulatory obligations. Therefore the risk of disruption, theft or destruction to information systems has business value and compliance implications. This unit takes an interdisciplinary view in examining standards, frameworks and methodologies for identifying, analysing and evaluating potential information risk areas, protection strategies and assurance processes across the organisation and throughout the information system lifecycle. Your knowledge will be expanded in a multi-level approach that also examines the design and implementation of information policy, legal, professional and ethical responsibilities, and corporate governance of information and communication technologies. The theoretical and conceptual material covered in seminars is reinforced through problem-based learning.

This unit provides students with an overview of the business process architecture and life cycle from a management perspective. It provides a detailed understanding of the concepts, strategies, tools and technologies required for modelling, analysis, design, improvement, integration, performance measurement and governance of business processes (both intra- and inter-enterprise) in any organisational and/or value chain context and relevant industry standards. The unit also develops practical skills in modelling, redesigning and improving business processes using various business process management software tools/suites.

This unit will assist you to develop knowledge and skills in innovative, technology-enabled business models and strategies from a management perspective. It will enable you to better understand and apply the concepts, strategies, tools and technologies necessary for undertaking business innovation. From basic knowledge of business models and essential business processes, this unit will increase your awareness and understanding of stakeholders, their capabilities and their limitations in the strategic convergence of technology and business. It will increase your insights into the technology and infrastructure required to support commerce in the 21st Century and will support development of your capabilities to analyse, develop and evaluate innovative technology-enabled business strategies and models.

Business Intelligence (BI), increasingly known as Business Analytics, is a major source of competitive advantage in the Information Age and is therefore a leading business priority globally. In recent times, this field has evolved from a technology topic to a management priority, creating an unprecedented demand for new management skills. Taking a business rather than technology perspective, this unit covers all aspects of the enterprise BI ecosystem in the context of strategic and operational BI, including all five stages of BI evolution. Topics include assessment and management of organisational data quality, multidimensional data modelling and integration, management of structured and unstructured data (including those created by social media), business aspects of data warehousing, innovation through advanced analytics, BI driven performance management, business process intelligence, active enterprise intelligence, and management of complex BI projects. Participation in the unit will give you access to the largest world-wide community of BI academics and industry practitioners called TUN (www.TeradataUniversityNetwork.com). The hands-on experience in using a commercial BI platform, combined with in-depth analytical skills, will enable you to help any organization (regardless of its size and industry domain) to derive more intelligence from its data and compete on analytics. This unit does not require programming experience; it is suitable for both current and aspiring BI practitioners as well as general business practitioners from any functional area interested to learn how to start and lead BI-related initiatives.

The unit serves as a capstone for the extended (6 unit) MCom (BIS) major and is structured around a semester long business innovation project. This project will consolidate learning from prior Business Information Systems units of study, integrate learning from other units of study in the degree, and extend knowledge, skills and capabilities to contribute to business innovation, transformation and change. The project will allow you to demonstrate your ability to critically synthesise and apply BIS tools, methods, models and frameworks with cross-disciplinary business analysis, communication and research skills. The overarching capability is to prepare a full business case for innovation to address a business problem or to seize a business opportunity. Knowledge and skills will include critical analysis of business problems in an organisation, specification of requirements, identification of options and the creative design of practical, technology-enabled business innovations to implement selected options. The business case will include planning for project implementation, management of change, risk management and evaluation of project outcomes.

Information governance is a major business imperative in the digital information society, as the volume, velocity and variety of information grows. Designing and implementing an effective information governance program to improve business operations and decision-making, to protect critical and sensitive information and to meet audit, litigation and compliance obligations involves multiple stakeholders and encompasses different information formats, technologies and domains. This unit of study examines the different stakeholders, standards, processes, technologies, methods and tools required in information governance. It covers a wide range of applications including the development of a business case, assessing current information needs and requirements, establishing standards and policies, as well as developing the necessary capabilities for effective information governance.

Drawing upon the knowledge and skills you have developed from other units in the project management specialisation you will examine the different requirements for strategy and operations oriented projects. You will enhance your understanding and experience of real work projects by undertaking structured assessments of historical projects in a variety of contexts based upon the components of the Project Management Body of Knowledge (PMBOK). You will also learn how PMBOK is applied currently in industry - including a presentation from a project management expert practitioner. The unit culminates in you developing a project charter and undertaking project planning in a business setting of relevance to your interests.

This unit is intended for students wishing to complete their degree with a significant research component. Students complete a research project design in a special topic of interest related to Information, Systems, or Process Management. This unit provides the opportunity for students to complete intensive study in Business Information Management. In the absence of formal classes, students are required to conduct an in-depth literature review, understand select justify an appropriate research methodology, and produce a research protocol/design for the topic of interest. Students taking this unit will be supervised by an academic member of staff in an area of contemporary relevance.

This unit is intended for students wishing to complete their degree with a significant research component within the BIS major. This unit provides the opportunity for students to complete intensive study in Business Information Management. Students taking this unit will have successfully completed INFS6101. Students will conduct desk research in a special topic of interest related to Information, Systems, or Process Management, and based upon the results of their work in INFS6101. In the absence of formal classes, students are required to conduct secondary research, report on and analyse the data that they collect, and produce relevant and critical research findings for the topic of interest. Students will produce a dissertation and poster presentation of their research. Students taking this unit will be supervised by an academic member of staff in an area of contemporary relevance.

This unit introduces students to the basic principles and language of marketing theory and practice. Marketing principles are examined in relation to a wide variety of products and services, in both commercial and non-commercial domains. A strong emphasis is placed on strategy planning and the marketing decision process. Students learn via the analysis of case studies drawn from the Asia-Pacific region, as well as the USA. The unit is presented in four sections. These are: (a) introduction to marketing and the marketing management process, (b) strategic issues in marketing - focusing on the preliminary analyses that are required before a marketing decision can be made, (c) the marketing mix - a detailed look at the components that make up a marketing plan, and (d) marketing planning, implementation and control processes. Students gain practical experience in analysing marketing situations and developing a comprehensive marketing plan.

This unit provides an introduction to marketing research and an overview of the industry. The major components of marketing research projects are discussed and students gain an insight into understanding and structuring research problems. The unit also gives an overview of primary, secondary and internal sources of data as well as advanced methods and techniques of research.

A survey of marketing strategy and planning. Topics include: environmental and situational analyses; SWOT analysis; alternative identification and evaluation; marketing research to inform strategic decision making; selection of alternatives and implementation of strategy; the role of the marketing mix elements in marketing strategy; sustainable and non-sustainable advantages; competitive intelligence; the strategic role of quality; monitoring customer satisfaction; problem and opportunity identification.

New products and services are crucial to successful growth and increased profits in many industries. Students are introduced to the development and marketing of new products and services in both the private and public sectors. A product development assignment is carried out to reinforce the material covered and to provide realistic examples of how new products are designed, tested and launched.

This unit provides a theoretical and practical perspective on the role of marketing communications in the marketing process, planning and implementation. The unit focuses on the role of different media (television, radio, print, outdoor, cinema, Internet) and covers various aspects of advertising and promotions management including: mass media advertising, in-store advertising, sales promotion, public relations, sponsorships, and personal selling.

There has been a steady shift in the focus of creative communication decisions away from traditional advertising agencies to specialist creative services providers. Alternative ways to produce, implement and monitor creative communications have been developed. This unit explores changes that have taken place and focuses on new principles of developing and evaluating creative communications. Topics include: developments in media and modes of delivery; implications of the shift from ownership towards access; the role of the visual in cross cultural marketing; attitudinal monitoring; identifying creative issues and developing creative marketing material; the client relationship; examining areas of contention in creative communications and working with creative strategies.

This unit explores the processes that govern why consumers buy (and don't buy), and what possessions mean to them. Students learn to apply the concepts, principles, and theories from various social sciences to the study of factors that influence the acquisition and consumption of products, services and ideas. Specifically, principles from economics, psychology, sociology, social psychology, cultural anthropology and human geography are used to describe and explain consumer behaviour.

This unit introduces students to international marketing using the marketing concept. It firstly considers environmental factors and then studies how marketing strategies are affected by those environmental factors. It aims to give students an awareness and understanding of international marketing concepts and highlight their importance in a rapidly changing global economy. Additionally it aims to develop student skills in designing and implementing marketing strategies in diverse international and global contexts.

This subject introduces students to emerging interactive technologies, most notably social media tools, and discusses ways in which these technologies can be exploited by businesses to more effectively serve markets. We examine how marketing-related functions are changed by the potential of these technologies, and how these new technologies can become key components of the organization's strategic marketing efforts. This course starts from the premise that savvy consumers are increasingly participating in brands rather than merely receiving their messages, and explores how marketers can stoke conversations, co-create experiences and stories, and build engaging relationships with consumers.

The most important intangible asset of any business is its brand. The company's name, symbols and slogans along with their underlying associations, perceived quality, name awareness, customer base and related proprietary resources form the basis for brand equity. Most new brands that are introduced, fail because of the lack of proper market research and analysis about positioning. The core of successfully establishing a brand lies in accurate positioning strategies. This unit helps students understand the concept of brand equity and the management of brand assets by learning to strategically create, position, develop and protect brand equity.

Business marketing is concerned with the marketing of products and services to other businesses and institutions. It involves selecting, developing and managing customer relationships in line with the skills, resources, strategy and objectives of both the supplier and customer companies. Traditionally, business marketing was approached using the '4P's' framework. This unit exposes students not only to the traditional view but contrasts that approach with the interactions, relationships and networks approach to business marketing. The unit aims to develop students into more complete marketers, capable of operating within the dynamic business marketing environment.

Today's economy is dominated by service industries. Service industries account for almost 80 per cent of Australia's GDP and will generate virtually all the growth in new jobs. It is acknowledged that there are significant differences between services marketing and goods marketing. Unfortunately, most traditional marketing texts primarily focus on the marketing of physical goods. While these texts obviously provide valuable learning and insight, they are inadequate in preparing students for the marketing skills required in today's dynamic and service-based economies. This unit is designed to prepare students for senior marketing roles in today's "new" economy. It explores the unique characteristics of services organisations and distinctive marketing approaches required for success.

Given limitations in their ability to process information, humans adopt a variety of heuristics or "rules of thumb" when making judgements or decisions regarding business problems, product choice and consumption options, and in their personal lives. The evolution of these heuristics over time has ensured that they produce generally good outcomes across a variety of contexts. However, they also lead to systematic, and sometimes substantial, errors in certain cases. This unit of study will help students understand biases in human decision making, and how they influence business and consumer decisions in everyday life. For each decision domain, the psychological heuristic is contrasted with the logical rule for producing an optimal outcome.

This unit highlights the importance of statistical methods and tools for today's managers and analysts, and demonstrates how to apply these methods to business problems using real-world data. The quantitative skills that students will learn in this unit will be useful in all areas of business. Through taking this unit students will learn how to model and analyse the relationships within business data; how to identify the appropriate statistical technique in different business environments; how to compute statistics by hand and using special purpose software; how to interpret results in the context of the business problem; and how to forecast using business data. The unit will be taught through data-driven examples, exercises and business case studies.

Business operations are the activities that businesses carry out to create value. This unit provides the models needed to analyse business operations of a company or organisation and make management decisions on operational issues. It covers business operations in both manufacturing and service industries, looking at processes, supply chains and quality issues. Topics covered may include the modelling of manufacturing operations and related group technologies, the modelling of financial service operations (e.g. brokerage operations), and the operations implications of internet technologies.

The unit introduces models and tools for decision analysis and their application in managerial settings. The unit will focus on the use of formal decision methods for management decisions in business. The main goal of this unit is to show how these decision models can improve the decision process by helping the decision maker to understand the structure of decisions; use subjective probabilities for measuring risk; analyse sensitivity of decisions to changing decision parameters; quantify outcomes in accordance with risk attitudes; and estimate the value of information. Special attention will be paid to informal interpretations of formal decision approaches.

It is now common for businesses to have access to very rich information data sets, often generated automatically as a byproduct of the main institutional activity of a firm or business unit. Data Mining deals with inferring and validating patterns, structures and relationships in data, as a tool to support decisions in the business environment. This unit offers an insight into the main statistical methodologies for the visualization and the analysis of business and market data. It provides the tools necessary to extract information required for specific tasks such as credit scoring, prediction and classification, market segmentation and product positioning. Emphasis will be given to business applications of data mining using modern software tools.

This unit provides the basic knowledge and tools needed to understand and manage risk. It includes business cases to illustrate the nature of risk and risk management strategies. The main focus of the unit is on quantitative approaches to analysing risk through understanding the probability distributions involved. Topics covered include: Value at Risk calculations; Prospect theory for decisions under risk; Extreme value theory; Monte-Carlo simulation; Stochastic optimization; Credit scoring; Real options and Hedging strategies.

Time series and statistical modelling is a fundamental component of the theory and practice of modern financial asset pricing as well as financial risk measurement and management. Further, forecasting is a required component of financial and investment decision making. This unit firstly provides an introduction to the time series models used for the analysis of data arising in financial markets. Second, it considers methods for forecasting, testing and sensitivity analyses, in the context of these models. Topics include: the properties of financial return data; the Capital Asset Pricing Model (CAPM); financial return factor models, with known and unknown factors, in panel data settings; modelling and forecasting conditional volatility, via ARCH and GARCH; forecasting market risk measures such as Value at Risk. Emphasis will be placed on applications involving the analysis of many real market datasets. Students will be encouraged to undertake hands-on analysis using an appropriate computing package.

Logistics and supply chain management are foundation blocks of any successful business. Unless an organisation can manage and coordinate the movement of materials, information and cash through its business, and those of partner organisations, it is unlikely to outperform its competitors. Furthermore organisations rarely compete as fully integrated organisations; typically they are part of increasingly interdependent networks. The operational disciplines of the successful organisation are responsible for developing and managing its response to market opportunities, and supply chain management is the key to a successful response. This unit provides the foundation for understanding of these two important concepts of logistics and supply chain management. It offers a sound grounding in the terms, concepts, techniques and principles that underlie logistics and supply chain management, exploring both concepts and demonstrating how together they contribute towards a strategically effective and operationally efficient organisation. This is the foundation unit of study for all logistics and supply chain management programs and specialisations.

The aim of this unit is to provide an integrated approach to both micro and macro aspects of organisational behaviour particularly related to the transport and logistic industries. The unit examines actions at three different levels of analysis: the individual, the group and the organisation and is divided into three parts. Part 1 covers the strategic thinking and the general environment affecting the work place. It also examines the fundamentals of individual at work. Part 2 focuses on leadership, work teams, and power and conflict in organisations. Part 3 attends to organisational structure, culture and strategic change management. The integration of these three parts would provide participants with the knowledge and skills to manage his/her organisation effectively particularly in the transport and logistic industries.

There is a need for managers at all levels of organisations to think strategically. This unit provides an essential set of skills to assist in guiding strategic management of transport and logistics systems in both the private and public sectors. Key economic and behavioural concepts will be introduced to help students to acquire skills in strategic thinking; however, the unit does not require a previous background in economics. The unit is divided into a number of modules: the strategic-tactical-operations (STO) framework, micro and macroeconomic concepts, preferences and demand, costing, performance benchmarking and pricing of transport and logistics services. Examples and case studies are drawn from transport and logistics freight and passenger sectors as well as all modes of transport.

The aviation industry is growing and changing rapidly with resulting commercial opportunities in all elements of the aviation value chain. Participants in this course will develop an understanding of the strategies, business models and economics of operating airlines and airports as well as their role in the global aviation supply chain. Airline topics include airline strategies, cost/risk management, mergers and acquisitions, the formation and management of alliances, yield/revenue management, financial analysis, benchmarking, cargo operations, aviation logistics (i.e., spare parts), and distribution and management of air transport in remote regions. Despite fuel price volatilities, airport capacity constraints and other challenges of the aviation industry, the growth in air traffic, particularly in Asia/Pacific, opens up huge revenue growth potential, employment opportunities, innovation and enlarged private sector involvement. The course involves group assignments and case study presentations.

Most large organisations consider Asia to becoming the new global manufacturing centre: Australian businesses are increasingly working as components of value chain networks working within this emerging structure. The key focus of this unit is to introduce the concepts of what has been identified as the "New Economy Business Model". It explores the concepts using examples and case studies. The changes to facilitate this are not just sales and marketing driven, but encompass design and development, production and distribution in a holistic business model. Products and services now have multiple applications and business organisations are redefining their core capabilities and processes; and many products become services as they move through their life cycles. In traditional business model companies competed with each other; in the new economy business model "value chain networks" are competing with each other. At the industry level value chains can be seen as business network structures, or confederations, that are developing from traditional corporations. To emphasise the need to understand how organisations are working in this new business environment assessments use current problems in actual organisations.

This unit introduces students to Geographical Information Systems (GIS), which have revolutionised the ability to support different types of transportation, logistics and planning analyses. The course begins by introducing students to the fundamentals of GIS, the spatial model, how data are organised and how spatial queries work. We then focus on spatial data sources, with a particular focus on GPS, including practical application and use within a GIS system. The course then moves to a hands-on focus in which students will use the powerful TransCAD GIS software to analyse a number of problems (e.g., planning a routing and delivery system, locating a new warehouse, establishing potential demand for a new bus service). Students will also gain knowledge of how open-source GIS software (e.g., Google Maps, Google Streets) can be used to analyse spatial problems. By the end of the course, students will be able to conduct and evaluate a GIS case study in terms of implementation of a data model, the use of appropriate GIS tools and techniques, benefits and barriers of the implemented system, and how the system could be improved. This unit will appeal to all students interested in the spatial impact of decisions.

This unit provides an in-depth introduction to various analytical tools, techniques and software which are useful in the design and day to day operations of logistics organisations and integrated supply chains. Emphasis in the unit is on which tools to use and when to use them in order to improve overall performance and reduce costs in operating within supply chains. All techniques will be implemented practically, and in addition, students will be exposed to the SAP enterprise resource planning tool. Issues addressed will include demand forecasting, inventory management, and the optimisation of transportation flows and facility location. The unit is taught in lecture and laboratory formats and will, in addition, involve significant self instruction.

The growth of international trade and the globalisation of production have considerably increased the impact of international and maritime logistics. Trade growth has resulted in a rapid increase of shipping value and tonnage led by containerized trade. Containers and intermodal transportation have improved the efficiency of global supply chains allowing for an efficient, quicker and more economical flow of cargo. This course is designed to familiarize students with the special characteristics of the maritime industry in general and the container shipping industry in particular. The course includes topics such as container flows shipping line operations, port operations, port competition, liner alliances, fleet management, liner routing and scheduling, intermodalism and port security.

Reverse logistics has become a process within supply chain management receiving increased focus as a result of: amplified consumer demand; pressure from environmental groups; the desire to create closed loop supply chain systems; political motivations; and, legislation. It is important when designing supply chains to view and analyse from a closed loop perspective. We operate in an increasingly global market with product and services being sourced internationally, all of which adds further complexity when considering from a reverse logistics and closed loop supply chain perspective. Increasingly, reverse logistics is becoming a differentiator when determining competitive advantage between like companies within an industry. This unit offers an in depth examination of concepts pertaining to reverse logistics and closed loop supply chain management then demonstrates how together they contribute toward building a strategically effective and operationally efficient organisation.

In this ever changing world, transportation and logistics professionals require knowledge and expertise of how advanced technologies can enhance the safety, security, sustainability and efficiency of their operations. This Unit of Study will provide knowledge and understanding of intelligent transport systems [ITS], intelligent vehicle systems (Telematics) and supply-chain and other intelligent logistic systems. The Unit includes closely related material on Information and Communications Technology [ICT], especially wireless communications cooperative mobility, location-based services and distributed information processing in advanced intelligent networks. Advanced sensor devices and interfaces are discussed with their strengths and limitations. Applicable modelling and analysis techniques are experienced in tutorial exercises and assignments. The Unit aims to prepare the student for a role in transport and logistics systems project design and performance assessment, including the ability to communicate effectively with specialist development agencies. Business case analysis and risk management are related to systems definition, development planning and execution. The Unit includes a visiting speaker and actual or virtual visits to Sydney transport and logistics control centres. Tutorial sessions discuss topical international transport and logistics projects and analyses from a systems perspectives.

The trend toward an integrated global economy and global competitive arena is forcing companies to design products for the global market and to rationalise their production and distribution activities so as to maximise corporate resources. As a result, logistics in international operations has gained strategic importance. This unit takes a very strategic view of international logistics and deals with logistics from inland origin to final destination covering broad issues of system design and those associated with aspects of international transport, and location and distribution. It takes into account various issues in international operations such as differences in cultures, infrastructure, and transportation systems. The unit integrates concepts with examples of company practices in Australia and elsewhere. This unit does not assume any prior knowledge of logistics on the part of the student. As such, it is useful for students studying International Business/International Law who may wish to gain a strategic overview of the role of logistics in international trade and commerce.

Project management is an emerging management tool that can be applied to projects in various industries. This course focuses on project management skills with the application in logistics and supply chain projects. A combination of lectures and case studies will be used for demonstrating project management theories and strategies. Front-end planning is critical to project success. Planning consumes only a fraction of project monies yet locks in major decisions with profound ramifications for the whole of project life and the end results to the changes in supply chains. Project success is based on the ability of project managers to lead their teams to finish their project on time, on (or under) budget and to the specified quality. Therefore, practical knowledge of Microsoft Project, a software tool which is commonly used by project managers, will be covered to enhance practical skills on project planning and tracking.

Logistics management in retailing organisations is a critical activity. For many fast moving consumer goods retailing companies, logistics management is a major process in delivering customer value and containing operating costs. Typically, retailers operate on low margins and as logistics costs are a large proportion of their total costs, the topic is of extreme importance. This unit considers a number of related decision areas such as; the changing retail environment and its implications for logistics management; developing and implementing a merchandise strategy; sourcing and procurement; deciding upon store outlet numbers and their catchment locations, in-store format strategies; the role of customer service; and, customer communications decisions. For each of these key decision areas the implications for logistics is an important consideration. The unit will also present current approaches to information management and performance management and evaluation.

Logistics in humanitarian aid projects has long been an overlooked factor in the efficient and effective delivery of help to victims of war, natural disasters and epidemics. With increased media coverage and the rise of the "CNN-factor" of humanitarian assistance to countries such as Sudan, Congo, Haiti, Afghanistan and Iraq, professional logistics and supply chain management for humanitarian aid missions has taken a place in the spotlight and is more and more recognised as one of the core components of all successful relief efforts. Unstable security environments, long and fragile supply lines, time constraints and access restrictions often add to the pressure on logistics managers to deliver aid where it is most needed. This unit offers an introduction into the complex and challenging world of logistics in humanitarian aid projects by case-studies of real emergencies, group exercises and discussion of mission parameters based on experience from the field.

Private and public sector companies around the world are operating under increasing pressure for generating cost savings. Procurement departments that go beyond the traditional tendering role and deliver agile and holistic business solutions can have a significant influence on company performance. This unit will introduce students to key concepts in procurement including needs analysis and stakeholder engagement, procurement strategies and category management, tender assessment and selection criteria, benefits realisation and reporting, and supplier management. No previous experience in procurement is required. The unit will present a number of case studies which will illustrate these key concepts and provide opportunities for acquiring skills in spend data analysis and development of appropriate sourcing strategies for better commercial returns from market engagements.

This unit seeks to give students an understanding of the dynamics of the express, air freight, shipping and intermodal business. The course will discuss underlying drivers of international trade flows and the demand for capacity in different freight transport modes, as well as industry structure, regulatory environment, market access and investment strategies. Building on this background the course will highlight the implications for profitable air cargo and shipping operations. The material covered in the course will take into account recent developments in global and regional economic activity and discuss implications for the various sectors of the air, sea and intermodal freight businesses. This course involves group assignments.

How can we accommodate the rapidly expanding movement of passengers and freight in a way that is environmentally and socially sustainable into the future? This unit introduces students to the major environmental issues that must be considered in contemporary transport and logistics operations including climate change, regional and local air pollution, noise pollution and safety. The focus then turns to specific modes, focusing initially on passenger transport, where we identify the major trends working against sustainability and the range of regulatory, behavioural, pricing, and voluntary strategies available to try to reverse these trends. We then introduce the notion of 'green' logistics and what regulators and companies can/should be doing to facilitate more sustainable practices in the shipment of freight. We then consider the issues/challenges around sustainable aviation and international shipping practice. Finally, we consider the critical issue of safety and what strategies have/could be employed to mitigate the impacts. Throughout the unit, we focus on what is going on in both the developed and emerging world nations, where the challenges are potentially on a different order of magnitude. The unit is of particular value to students majoring in transport, logistics, environmental planning, and urban planning.

Quantitative analysis is a key activity in developing successful business strategies in the areas of transportation and logistics management. Successful business strategies are generally based on diverse forms of analysis on information collected from a wide range of sources. This unit of study provides an introduction to the theory and principles of quantitative analysis of transport and logistics markets through lectures, computer workshops, and practical assessments requiring the analysis of various types of data. Through classes and assessments designed to specifically teach students how to undertake quantitative research in a practical manner, students will be able to conduct their own quantitative analysis of transport and logistic market places. Additionally, students will acquire above average ability with MS Excel, a skill that is most desirable among employers.

This unit aims to introduce students to the nature and context of management. It explores the functions and processes of management and encourages students to critically reflect on management theory and practice. It can be taken as a standalone unit for students enrolled in various specialist masters programs and also prepares students for further study in strategic management, organisational analysis and strategy and human resource management.

This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.

This unit of study provides a critical examination of the concept of 'strategy' in the management of organisations beginning with an examination of different approaches to strategy and strategic management and the development of strategic management as an academic discipline. It also provides an understanding of the interplay between the external environment and industry environment and the organisation. It enables students to apply concepts of strategic management to a range of case studies in order to explore the practical application of strategic management models.

The aim of this unit is to provide an understanding of the institutions and processes of employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current problems and strategies of the key employment relations players. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's arbitral tribunals, the development of wage determination, and emerging patterns of dispute resolution. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.

This unit of study examines the theoretical foundations of strategic human resource management and then critically analyses the empirical evidence related to a range of HR strategies deployed in contemporary workplaces, both in Australia and internationally. In doing so, we will explore the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied will involve those that focus on managing a contemporary workforce and may include human resources strategies associated with: the management of front line workers, teams, non standard forms of employment, job quality and work-life balance, and gender and diversity at work, for example.

This unit provides students with insights into the debate about the effect of globalisation on employment relations by using comparative analysis to identify the range of factors that account for similarities and difference in national patterns of industrial relations. The unit focuses on providing an understanding of the nature of industrial relations patterns in developed and developing market economies and invites students to compare a range of developments across these countries.

This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.

This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.

This unit considers the opportunities and challenges associated with managing people in international and cross-cultural contexts, with specific emphasis on international recruitment, selection, preparation, placement, management development, performance management, reward and remuneration. The unit considers the implications of internationalisation and globalisation for human resource management (HRM), the different levels of international business activity, the difference between domestic and international HRM, the challenges of cross-cultural management, models of cross-cultural management, and specific international HR processes, including selection, development, performance management, remuneration and repatriation. The unit provides students with a practical understanding of the issues and challenges associated with managing employees in international, global and cross-cultural contexts.

This unit explores the role, influence and activities of management consultants in Australia and overseas. It examines management consultants as developers and disseminators of knowledge and practice and their role as change agents. The main management themes covered in the subject include: the consulting industry in Australia and overseas; consultant roles and the consultant-client relationship; consultants and organisational change; knowledge intensive firms and the management of expertise; the diffusion of management knowledge and fashion in a global economy; consulting as an occupation and career; managing a consultancy.

This unit examines the ways in which organisations manage a heterogeneous workforce and the legal and ethical issues associated with the management of workforce diversity. While drawing on international literature in the field, the primary focus is on the Australian experience, including the so-called 'program' approach and the complaint mechanism found in the anti-discrimination statutes. As well as encouraging the development of diagnostic and prescriptive skills in diversity management, students also have the opportunity to develop a critical perspective on the growing literature in this field.

This unit of study examines the legal framework with respect to labour relations in Australia. In particular it examines the scope of industrial law, the employment relationship, the Federal-State division of legislative power in industrial relations and the industrial arbitration systems, courts, tribunals, agreements and awards. Current developments in the law and politics of the systems will be referred to throughout the course.

The application of computer-based information systems to virtually all facets of Human Resource Management (HRM) is currently transforming the way in which medium-sized to large-scale organisations are managing their Human Resource Information Systems (HRIS). This unit considers the nature, purpose and promise of HRIS, the managerial, technological and organisational factors driving its adoption, and its relationship to organisational knowledge, learning and decision-making.

This unit of study is designed to introduce students to the theory and practical application of the management of communication in organisations. Advances in technology have had a dramatic impact on communication in recent years and this course will pay particular attention to the impact of these technologies and the implications for management. By the end of this course students will have a good understanding of organisational communications theory including a comprehensive knowledge of the differing styles, channels and content of communication. In addition, they will have a sound understanding of the technological channels available to manage communication and the associated benefits and challenges that this brings to contemporary organisations. A significant amount of the course will be devoted to practical applications of communication strategies including case study analysis and experiential learning using virtual discussion boards.

The aim of this course is to examine long run changes in the organisation and management of business enterprises. Against a background of an introduction of business history, the major themes to be covered include business strategy, marketing, employment relations, financing, governance and technology. While there is no precise chronological period, the main concentration will be on the growth of large-scale corporations from the nineteenth century to the present day. A major preoccupation of the course is to explore the factors that make an innovative firm. Some of these factors include the nature of the market, the regulatory environment, new technology and business leadership. The course will employ historical case studies and a comparative methodology and will also evaluate the way in which firms are classified as innovative by business and corporate historians.

This unit provides high-performing with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces you to the major streams of leadership theory and traces the development of our understanding about leadership. We will explore how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. We will examine the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change will be explored and we will examine the leadership of top management teams, and leadership succession. We will also examine leadership development programs and instruments and you will have an opportunity to reflect on factors that might influence your own leadership style.