This unit provides an introduction to the generally accepted accounting principles and practices underlying financial accounting and reporting. The unit introduces students to the concepts and skills required to prepare, analyse, and interpret financial statements.

This unit introduces the context and processes of managerial accounting, with financial and non-financial information literacy to inform a resource-based view of the creation of stakeholder value. Critical business career skills of ethical behaviour in difficult situations, collaboration, problem solving, time management, persuasive communication and following instructions are fostered across the areas of cost accounting, business performance, and strategic value creation in management accounting. Through weekly 'business practicals', students get real-world like experience in addressing managerial accounting resourcing issues in organisational contexts. The unit emphasises that managerial accountants have a leadership role in engendering organisational awareness of the value of organisational resources. Students become familiar with the many kinds of managerial accounting decisions concerning the recognition, augmentation, allocation, deployment, leveraging, development, performance and value of organisation resources that shape an organisation over time. The unit is completed with a capstone case study which consolidates learning and allows students to use their new knowledge and skills gained in identifying and addressing operational and strategic issues facing organisations concerning competition, innovation and government regulation.

This unit provides 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 unit 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 harmonisation 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 develops a framework of fundamental analysis for equity investment in publicly traded companies. The first part of the unit deals with the analysis of financial statement information, complemented with other sources of information such as business strategy, industry prospects and key macroeconomic effects. Emphasis is on the analysis of earnings quality and accounting-based valuation methods. The second part of the unit applies fundamental analysis in the appraisal of equity investment, and the effect of credit evaluation and risk analysis, as well as the valuation for takeovers. The unit also covers the impact on equity valuation from inherent behavioural patterns in informing investment decisions.

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. 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; 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; performance measurement systems; decentralisation and transfer pricing, 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.

The focus of this unit is the development of knowledge and understanding of the key elements of the 'corporate financial statement' audit process with particular reference to Australian Auditing Standards. Auditor¿s duties and responsibilities are considered before moving to planning the audit, performing the audit and arriving at an audit opinion. Students are exposed to the techniques used by auditors in carrying out audit procedures and evaluating audit evidence. Students are expected to further develop their critical thinking skills through applying technical audit principles to real world auditing problems and corporate case studies. Students develop an appreciation for the essential role the auditor and the audit function play in enhancing the quality of financial statements and corporate governance. In this context, the unit critically examines contemporary audit issues, recent audit headlines and challenges faced by the audit profession in the Australian and global environment.

This unit provides students with a detailed understanding of more complex financial reporting issues. Topics examined include: group accounting issues such as the practical application of the control test; multiple subsidiaries; non-controlling interest; 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 unit also provides students with an awareness of relevant research to assist in an understanding of both current debates and accounting choices. This unit helps 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 reviews issues associated with sustainability reporting models which have been practised in the last decade and highlights 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 explores the key underlying issues associated with the emergence of these new reporting models. The unit looks at how the reporting of economic and non-economic performance enables private, public and third sector organisations to provide an account of their value creation and sustainability performance. The unit also explores the perspectives of significant bodies of research on reporting value-creating activities and non-economic performance.

Topics will vary from semester to semester. Please check with the Discipline of Accounting for further details.

The unifying theme in this unit 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 institution decision-making is approached from a risk perspective. The unit objectives are: (i) To provide students with an understanding of the modern model of financial institutions and the economic functions that they perform; (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 the ability to critically assess the effectiveness of the techniques used by banks to manage their risks(v) To provide students with an understanding of international bank management and financial services.

This unit 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 is 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. Other important topics include: international money laundering, international banking and debt crises, and offshore banking markets.

This unit provides students with the tools to understand the impact of economic, socio-cultural, institutional, and technological factors on businesses' operations. Such considerations are crucial for understanding how businesses make decisions and interact in the marketplace. The first part of the unit provides an introduction to macroeconomic and microeconomic analysis and applications. In macroeconomics we consider determination of the aggregate level of economic activity (GDP and inflation), the economic effects of government policies, and the link between interest rates and exchange rates and the level of economic activity. In microeconomics we look at economic decision-making by individuals and firms and the determination of prices in different kinds of markets. The next part of the unit investigates wages, as well as the social, cultural, political, and technological environments in which firms operate. It examines theories, models and conceptual tools that help us understand and make decisions in relation to these factors. The unit is complemented by developing an understanding of the complexity of professional behaviour and ethical decision making.

This unit is one of two core units of study designed specifically to provide Commerce students with foundational knowledge in relation to business challenges and to the major issues and trends facing business leaders today. Students are required to consider and analyse how business leaders might respond to these challenges in a changing and uncertain environment. Students are also encouraged to think creatively about ways in which business, government and the community can function better. This unit provides students with the knowledge and skills necessary to successfully pursue the specialisations offered in the Master of Commerce.

This unit is one of two core units of study designed specifically to provide Commerce students with the opportunity to develop cultural competence and high-level self-management skills, professional development, client-facing and related stakeholder engagement skills. Students are required to consider their employment aspirations and are provided with opportunities for both personal and professional development to build on competencies necessary for the workplace. Students are also encouraged to develop their teamwork and business communication skills to enhance their career readiness.

This program-wide capstone unit must be taken by students in their final semester of study within the Master of Commerce program. Students work collaboratively with peers and advisors to integrate the discipline-specific knowledge acquired within their program to address practical business challenges requiring cross-disciplinary and cross-functional insights, knowledge and skills. Assessment is designed to assure student proficiency in program learning goals. Students work in self-managing cross-functional teams to complete a semester-long project, preparing individual and group reports that are assessed by academic staff. Weekly seminars include action learning in business life cycle, data analysis, strategic decision-making, change management, business communication, and ethical awareness and reasoning in business practice. Learning activities include short case studies and business case simulation.

Growing volumes of data and, more importantly, the computation power to analyse it are now widely recognised as key business assets. No single discipline has the tools to make the most of these assets. Instead successful `big data¿ capability requires (a) the ability to understand how data can (and often cannot) be used to generate new insights into substantive problems, (b) knowledge of how data are generated and used and (c) the ability to understand connections between variables captured in data. This unit provides an overview of principles from the disciplines of Business Information Systems and Business Analytics, applied in the context of Marketing problems, relevant for using `big data¿ in business planning, decision-making and operations.

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 includes preparatory coursework in reflective, professional practice and report writing. Assessment includes a reflective journal and professional report and presentation based on the internship placement. Permission is required to enrol in this unit. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program

This unit is taken by students accepted into the U.S.A. Industry Placement Program while they undertake a professional placement with a business, government or nongovernment organisation that has a particular focus on business interests. It includes preparatory coursework in reflective, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment includes a reflective journal, research report related to the work placement, and oral presentations all based on the internship placement and international work and study experience.

This unit is taken by students accepted into the Europe Industry Placement Program while they undertake a professional placement with a business, government or non-government organisation that has a particular focus on business interests. It includes preparatory coursework in reflective, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment includes a reflective journal, research report related to the work placement, and oral presentations all based on the internship placement and international work and study experience. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program

The NEXT Innovation program (previously Deloitte FASTRACK) is a globally recognised award winning innovation program designed to give outstanding business and management students practical experience in business innovation. It has been built up and tested around a structured process specifically for developing a portfolio of market-tested 'business of tomorrow' concepts in a constrained timeframe. The program has been designed as an interactive, work integrated program featuring a mix of instructor presentation, applied reading content, practical application, market testing, assignment and presentation learning methods, supported by a purpose built innovation management system with collaborative social media features. The program allows students to work with Deloitte mentors and aims to replicate a corporate 'innovation community' between the students, corporate mentors, NEXT co-ordinators and additional participants. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/next_innovation_program.

This unit is available to students accepted into the china Industry Placement Program while they undertake a professional placement with a business or a government organisation that has a particular focus on business interests. It includes preparatory coursework in reflective, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment includes a reflective journal, a research report related to their work placement, and an oral presentation on the internship placement and international work and study experience.

This unit is designed to consolidate students' knowledge and skills in social business while conducting a community-based project placement. During the community placement, students may be involved in a variety of projects, which will afford the opportunity to apply business skills and theories from prior learning. This will provide first-hand experience that demonstrates how these skills and theories can support solving business problems in a practical business and community-engaged context, identifying opportunities, developing strategies and designing processes, procedures and management practices in order to enable a community project to fully realise its mission. Assessed tasks are designed to allow students to demonstrate their ability to apply and synthesise social business concepts while engaged in practical business development.

This unit is designed to consolidate students' knowledge and skills in social business while conducting a community-based project placement. During the community placement, students may be involved in a variety of projects, which will afford the opportunity to apply business skills and theories from prior learning. This will provide first-hand experience that demonstrates how these skills and theories can support solving business problems in a practical business and community-engaged context, identifying opportunities, developing strategies and designing processes, procedures and management practices in order to enable a community project to fully realise its mission. Assessed tasks are designed to allow students to demonstrate their ability to apply and synthesise social business concepts while engaged in practical business development.

This unit will be taken by students accepted into the Master of Commerce South America Industry Placement Program while they undertake a professional placement with a business or a government or nongovernment organisation that has a particular focus on business interests. It will include preparatory coursework in reflective, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment will include a reflective journal, research report related to their work placement, and oral presentations all based on the internship placement and international work and study experience.

This is one of two (12 credit point) units 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 15,000 to 20,000 words, or equivalent, on an approved topic within the domain of business/commerce/management. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce units (12 unit program) or a minimum of eight Commerce units (16 unit program), interview by the Program Director, and a formal dissertation proposal agreed to by a nominated supervisor and the Program Director. Final approval is dependent on the nature of the proposed topic and the availability of appropriate supervisory expertise. The dissertation is marked by examiners nominated by the Program Director in consultation with the supervisor and other academics from the relevant discipline/s.

This is one of two (12 credit point) units 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 15,000 to 20,000 words, or equivalent, on an approved topic within the domain of business/commerce/management. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce units (12 unit program) or a minimum of eight Commerce units (16 unit program), interview by the Program Director, and a formal dissertation proposal agreed to by a nominated supervisor and the Program Director. Final approval is dependent on the nature of the proposed topic and the availability of appropriate supervisory expertise. The dissertation is marked by examiners nominated by the Program Director in consultation with the supervisor and other academics from the relevant discipline/s.

This unit provides outstanding students in the Commerce program with the opportunity to develop and complete a supervised research dissertation of 15,000 to 20,000 words, or equivalent, on an approved topic within the domain of business/commerce/management. Admission to the dissertation stream requires an average grade of at least 80% in a minimum of four Commerce units (12 unit program) or a minimum of eight Commerce units (16 unit program), interview by the Program Director, and a formal dissertation proposal agreed to by a nominated supervisor and the Program Director. Final approval is dependent on the nature of the proposed topic and the availability of appropriate supervisory expertise. The dissertation is marked by examiners nominated by the Program Director 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.

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 aims to provide 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 addressed 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.

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 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 examines key international financial crimes such as investment fraud, corruption, tax evasion, money laundering and terrorist financing. Students gain an understanding of how these crimes are committed, detected and prosecuted. They 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 is also studied. There is a special focus on the prevention of financial crime, and the regime for tracing, freezing and recovery of illicit assets. The unit draws 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 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.

Taxation strategy of an international business has significant impact on not only the overall financial performance of the enterprise, but also the quantum of tax revenue that governments can collect. The increasing globalisation and integration of operations of multinational enterprises, together with the ingenuity of the army of tax advisors, provides ample opportunities for international tax planning. This unit introduces students to international tax principles and practices. Students will learn how the international tax rules are implemented in practice, and tax strategies that international businesses can adopt to minimise their global tax liabilities. Case studies on major multinational enterprises, such as Apple and Google, will be used to analyse and evaluate the international tax rules and business tax strategies. This unit will cover the fundamental residence and source principles, the taxation of inbound and outbound investments, the taxation of international finance, and common international tax strategies of multinational enterprises, including tax arbitrage between tax rules of entity classifications, the tax treatment of debt and equity, and transfer pricing.

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 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.

This unit of study aims to enhance oral and written communication skills and improve understanding of how to engage with academic economics. A series of tasks will consider economics academic texts in context and require learners to understand, analyse and produce appropriate spoken and written texts. Concepts in critical analysis will provide the basis for improved persuasive communication, including the difference between convention, fact, opinion and preference; deductive and inductive proof; validity and truth; evidence; and the ethics of persuasion.

This unit of study introduces tools to study the impact of laws and public policy on individual behaviours. We will critically evaluate empirical research produced by economists, sociologists, criminologists, and legal scholars. Topics will focus on criminal justice policy but will also cover other areas of law such as labour and social policy.

Financial markets play a fundamental role in a modern economy. In this unit of study we analyse how financial markets function, with a particular focus on: the factors underlying demand and supply; risk and uncertainty; incomplete contracts and renegotiation; and asymmetric information and its implications. In doing so, we identify the key features of markets for financial assets. The unit also examines the development of financial institutions and current issues in financial markets.

A firm's success depends on both its internal and external strategic relationships. This unit of study analyses how a firm can manage these relationships. We examine agency problems within the firm, outlining ways that firms try to mitigate these issues. Strategic relationships with input suppliers examined. We discuss how firms can establish a strong bargaining position in these relationships. The optimal boundaries of the firm are also analysed. We also study how a firm's product-market strategy affects its relationship with its rivals in the output market.

Microeconomics is the study of choice under scarcity. Its importance is underlined by the fact that all businesses, consumers and even countries and their governments have limited resources. This unit provides an introduction to microeconomic analysis with a particular focus on concepts and applications relevant to business. It addresses how individual consumers and firms make decisions and how they interact in markets. We also introduce economic tools for analysing public policies a government might introduce to address market failures. It provides a rigorous platform for further study and a specialisation in business economics as well as providing valuable tools of analysis that complement a student's general business training, regardless of their area of study.

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.

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.

Private equity (PE) is crucial in developing new business ventures & promoting innovation. This unit investigates how PE firms operate, analysing the key strategic issues they face during the fundraising, investing & exit stages of the PE cycle. Topics covered include: the determinants and types of PE fundraising, the organisational structure of PE firms, the PE firm's investment decision, the PE firm-investee company relationship and the design of exit strategies. The role of PE in the broader economy is also discussed. Finally, we introduce some of the ethical issues PE firms face.

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 an introduction to the valuation of equity and debt securities 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.

This unit provides students with an introduction to quantitative models and techniques in finance. Topics covered include basic stochastic calculus, probability measures and the role of numeraires, Black-Scholes and Hull-White models, and the theoretical and numerical techniques for valuing derivatives. There is a focus on both the intuitive and mathematical understanding of these topics, as well as their application to problems in quantitative finance.

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 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.

This unit covers the fundamentals of asset pricing and valuation, under equilibrium conditions and under no-arbitrage restrictions. It reviews the main themes in modern asset pricing, and introduce ideas of importance to the evolution of the discipline, and consequently of relevance to a practitioner's long term perspective. The unit emphasises quantitative methods, so students are required to have fairly strong mathematical skills. Nevertheless, the mathematical tools needed in the unit are adequately reviewed.

This unit explores value investment principles used in investment strategies. Both investment strategies and company strategies are analysed to examine how to translate a company's strategy into shareholders' profit. The unit also provides students with the skill set of analysing and interpreting financial reports, identifying good investment and avoiding financial scandals. Great investment practitioners' (Benjamin Graham, Warren E. Buffett and Charles Munger) works are studied in detail.

This unit covers several aspects of modern/post modern portfolio theory.An introduction to mathematical optimisation techniques in the presence of uncertainty is covered and results from modern portfolio theory to the Capital Asset Pricing Model derived. The unit also examines other popular models such as the Arbitrage Pricing Theory and Black-Litterman Model and concludes with some topical examples from industry. There is a degree of mathematical sophistication associated with this unit and consequently students should be comfortable with a mathematical approach. However, the required mathematical tools are covered in the unit.

This unit provides an introduction to the rapidly-growing area of options, futures and swaps. These securities are derived from fundamental securities such as equities and bonds. The unit examines the nature of each of type of derivative security 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 international dimensions of financial management is essential for businesses. This unit provides a greater understanding of the fundamental concepts and the tools necessary for effective financial decision making by business enterprises, within a global setting.

This unit covers the concepts required for investment in fixed income securities, managing bond portfolios and understanding debt markets. Topics covered include duration, convexity, interest rate risk, bond volatility and the term structure of interest rates. The more complex types of debt securities studied include mortgage backed securities, corporate bonds with embedded options such as convertible bonds and interest rate derivatives.

This unit introduces students to core concepts of fundamental market design and structure, focussing on the processes that turn orders into trades in securities markets, and the forces that mould and effect order flow and execution. The unit provides insights into how the study of securities market microstructure can improve our understanding of today's global financial markets in order to: (a) facilitate better financing and investment decisions; (b) understand when, where and how to transact in financial instruments; and (c) make better use of the ever increasing flow of market information. An improved understanding of today's diverse financial markets allows for successful trading strategies to be developed 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.

Mergers and acquisitions have become perhaps the most important activity of investment banks today. They provide a fundamental way 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 with an analysis of capital structure decisions, considers management incentives and examines issues in corporate control. It then examines the motives for mergers and acquisitions. Some acquisitions are motivated by value improvements created by correcting incentive problems, some acquisitions however are motivated by bad incentives that decrease value.

This 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 unit 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 are reconciled with the finance theory on which firm value ultimately stands. Students are 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 unit 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 unit 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.

Real Estate Finance will provide graduates with the knowledge and skills to value and manage real estate within the context of a mixed-asset portfolio. In particular, this unit will explore the micro-economic and macro-economic foundations of real estate, real estate valuation techniques, property derivatives and securities, real estate portfolio management, capital management and listed real estate firms. Graduates can seek employment in the property management industry, funds management industry and financial analysis roles.

Study of a special topic in Finance at postgraduate level. Topics will vary from semester to semester according to staff availability and the presence of visitors.

Study of a special topic in Finance at postgraduate level. Topics will vary from semester to semester according to staff availability and the presence of visitors.

This foundation unit provides an introduction to the essential concepts and frameworks relevant to the fields of strategy, innovation and entrepreneurship. Topics covered 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, are highlighted. The emphasis of the unit is on understanding the strategic activity of both startup and established businesses with a 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. Students gain knowledge about: (i) identifying and managing challenges and risks presented by operating in a global business environment; (ii) international business trade and foreign direct investment theories; (iii) country level factors that impact global strategy.

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 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 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 also introduces 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 emphasizes 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. Upon 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. The unit initially looks at the ways firms in each region seek competitive advantage, and how governments have supported them. It then examines 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.

The special project in International Business provides students with an opportunity to undertake a supervised research project on an approved topic.

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.

Being able to identify and exploit new business opportunities is critical to all sizes of businesses. Identifying new markets, developing new products and implementing new business models are highly-regarded and valuable skills for entrepreneurs and business managers alike. This unit is structured around learning from engaged practice in order to explore the special problems and opportunities associated with entrepreneurial start-ups. Students engage with start up and early stage businesses to deliver a plan to help them become profitable. Topics include opportunity recognition, strategy development, business model design, customer acquisition and retention, financial model development, as well as entrepreneurial and creative leadership.

Businesses are increasingly challenged to build sustainability into their core business model. Sustainability is now driving disruptive innovation. This unit centres on addressing significant business and societal challenges by exploring and devising value capturing opportunities from sustainability based innovation. Topics include global theory and practice in business innovation and sustainability, market transformation, design thinking, disruption and business model design. It also explores the processes involved in innovation which drive growth. This unit is structured around learning from engaged practice. Students are required to work with businesses in capitalising on disruptive innovation opportunities in a way which delivers social, economic and environmental returns.

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. Students 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.

This unit is designed to assist students to develop specialised knowledge and communicative skills in the context of entrepreneurship, innovation and sustainability. Students complete a research project that explores the phenomena of strategy, sustainability and/or entrepreneurship in a context of their choice or as proposed by an academic. This research addresses a specific entrepreneurial problem or opportunity confronting business. For example, these research projects could relate to action research in a remote or rural enterprise, students' own enterprise, or future career. The unit is offered to students undertaking the Graduate Certificate in Innovation and Enterprise, as well as those in the Master of Commerce who successfully apply for special permission.

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 critically introduces the concept and develops frameworks for understanding social entrepreneurship (also referred to as social enterprise and social innovation). Teaching and learning utilises case studies, and includes the opportunity to apply theory to real-world experiences. Topics include creating innovative social enterprises, sustainable business models, philanthropy and funding, impact assessment, and leadership. The unit is structured around learning from engaged practice, and provides the opportunity to work with social enterprises.

This course is aimed at making you feel more comfortable and confident with the negotiation process. The course is taught as a 'flipped classroom', meaning that the content of the course is primarily taught outside of class, through brief written lectures, and class time is used to assimilate that knowledge through at least a dozen marked role-play negotiations, debriefs of those negotiations, problem-solving workshops and international negotiation case study analysis. You will also be taught how to develop your own negotiation strategies and tactics using a combination of multiple psychological, economic and legal concepts from the course.

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 lays 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, the unit analyses 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.

This unit focuses on China's globalising business environment from an enterprise perspective by analysing the way in which enterprises are embedded in a dynamic economic, legal and political environment and the consequences that arise for enterprise management and entrepreneurship. The unit combines theoretical analysis of the interrelationship of markets, firms and institutions with detailed, practical case studies of domestic and transnational business activities. Students are able to familiarise themselves with different types of enterprises including the local private sector, state-owned enterprises and foreign owned enterprises operating in China as well as Chinese enterprises expanding into global markets through joint ventures, strategic alliances and mergers and acquisitions.

Global outsourcing and offshoring have become established business practices utilised by global firms in order to better compete internationally as well as domestically. The phenomenon has gained significant momentum in the last decade. Now, even advanced tasks that are closer to the core activities of the firm are being offshored and outsourced. This has had a major impact on the design and boundaries of the firm in the context of continual globalisation of firm operations. This unit introduces students to the concept of disaggregation of work in the context of increased globalisation. Students learn how firms implement offshoring and outsourcing of activities and the consequent performance implications. Case studies on major multinational enterprises from the financial services and technology sector are used to analyse and evaluate the offshoring and outsourcing strategies. This unit covers the fundamental organisational design elements, the evolution of offshoring and outsourcing, governance models, impact on financial performance, role of culture, regulation and technology, all in the context of an increasingly globalised business.Global outsourcing and offshoring have become established business practices utilised by global firms in order to better compete internationally as well as domestically. The phenomenon has gained significant momentum in the last decade. Now, even advanced tasks that are closer to the core activities of the firm are being offshored and outsourced. This has had a major impact on the design and boundary of the firm in the context of continual globalisation of firm operations. This unit introduces students to the concept of disaggregation of work in the context of increased globalisation. Students learn how firms implement offshoring and outsourcing of activities and the consequent performance implications. Case studies on major multinational enterprises from the financial services and technology sector is used to analyse and evaluate the offshoring and outsourcing strategies. This unit covers the fundamental organisational design elements, the evolution of offshoring and outsourcing, governance models, impact on financial performance, role of culture, regulation and technology, all in the context of an increasingly globalised business.

India has gained prominence in last two decades and largely viewed as second to China in the development race. While India has significantly liberalised its economy, it remains a difficult market to successfully penetrate and offers unique challenges and opportunities. This unit focuses on achieving a comprehensive understanding of India as a significant global actor and unravel the complexities of the market it represents. Particular emphasis is given to India's institutional environment that epitomises the market conditions for local and international business to succeed in India as well as enhance their global competitiveness. Furthermore, this unit focuses on individual and firm level attributes that are necessary to survive and prosper in the Indian marketplace. How Indian businesses are globalising their operations on the basis of unique competencies is also discussed.

This unit of study will be intensively taught off campus, enabling you to engage deeply with entrepreneurial contexts and opportunities. The unit will be offered in a variety of contexts but could include businesses in cities, towns or remote locations in Australia and Asia. You will work intensively with a business or community to resolve a particular problem, and apply entrepreneurial insights and actions to grow an existing or new enterprise. These problems could be addressed through commercial or social entrepreneurship, and will typically require that you engage with other fields such as architecture or engineering. The focus of the unit is learning with action, and acting with learning - you will cover topics that will ensure you appropriately understand the situation, as well as organisational resources, capabilities and vision. With this understanding you will be challenged to develop an entrepreneurial strategy and funding proposal that can be implemented by the enterprise.

Based on the Project Management Body of Knowledge (PMBOK) this unit introduces the end-to-end project management lifecycle. Students 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. The unit covers the essential components of effective project management and how to apply them in an integrated manner. The unit also explores both the technical and behavioural aspects of project management - including Microsoft Project - and students 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 is of value to a range of discipline specialisations. The unit can also contribute to achievement of internationally recognised accreditation from the Project Management Institute (PMI).

This unit introduces students to the foundations of information systems and their emerging strategic role in transforming organisations and creating sustainable digital business models. Students develop an understanding of systems issues, information management and use, and how various digital technologies work together to create an infrastructure for digital business and how 'personal' technologies (such as social media) are disrupting 'business as usual'. The role of information systems in capturing and distributing organisational knowledge and in enhancing decision-making is explored. Students will gain an understanding of how the information systems function and the processes in organisations can be leveraged to create digital innovation and business transformation. Finally, the special challenges and opportunities created by the pervasiveness of technology and the future disruptions resulting from digital technologies is explored.

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 unit is on managerial decisions in relation to the design, implementation and delivery of an IS sourcing strategy, and the governance of IS sourcing solutions. Students 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 globalisation, 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 students learn how to analyse an organisation within a local and global context and develop 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.

This unit explores the strategic managerial issues that arise from the implementation and use of Enterprise Systems as a means of integrating data and standardising processes. The unit utilises a combination of practical sessions with an Enterprise System, such as SAP, and analyses based on readings of case studies to explore the long-term effects of strategic implementation decisions, and issues with regard to Enterprise System implementation projects. The unit explores the emergence and implications of cloud-based Enterprise Systems, and the part that Enterprise Systems play in an organisation's broader information infrastructure.

This unit provides 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 develops knowledge and skills in innovative, technology-enabled business models and strategies from a management perspective. The unit facilitates a better understanding and application of the concepts, strategies, tools and technologies necessary for undertaking business innovation. From basic knowledge of business models and essential business processes, this unit increases awareness and understanding of stakeholders, their capabilities and their limitations in the strategic convergence of technology and business. It provides insights into the technology and infrastructure required to support commerce in the 21st Century and supports development of student 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. Access is provided 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 students completing the unit 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.

In this unit of study students will engage comprehensively and critically with the challenges and opportunities presented to businesses by the United Nation's agenda of sustainable development. This UN agenda outlines a systemic development concept for the period 2016-2030 covering four critical dimensions: economic development, social inclusion, environmental sustainability, and good governance. The key idea of this framework is the mobilisation of key all societal actors in the public and private sectors, in order to achieve a transition from 'business-as?usual' thinking towards a sustainable development path. As the principal engine for economic growth and job creation, but also the principal consumers of natural resources, businesses have a critical role to play in this process. Critically, businesses will have to develop and deliver many of the new technologies, organizational models, and management systems that are required in this transition. Against this background, in this unit of study you will analyse how business leaders and managers can transform their companies towards systemic sustainable development. You will learn to apply relevant theoretical frameworks based on the practices of pioneering companies, and critically question the feasibility of the UN agenda in light of the competitive nature of business.

Drawing upon the knowledge and skills developed from other units in the project management specialisation, this unit examines project management in practice. Students' understanding and experience of real work projects is enhanced by undertaking structured assessments of historical projects in a variety of contexts and partaking in various team-based learning activities. Contemporary alternative methodological approaches are also examined. Students learn how these methodological approaches are currently applied in industry to include a presentation from a project management expert practitioner.

Traditional approaches to project management and design work well under stable conditions, when intended outcomes are well understood. Yet, under conditional of market disruption, in innovation projects, new product development or for start-up businesses, traditional methods are often restrictive and inflexible. Agile Project Management and Design Thinking offer alternative approaches that value continuous change, flexibility, time-to-market, interactive learning and self-organisation over rigorous planning and design processes. In this unit you will learn the ethos, principles, and methods of agile project management and design thinking. You will experience hands-on techniques such as design thinking, learn management and Scrum as applied in practice. Learning will revolve around practical activities, insights from experienced guest speakers and case studies representing various industries.

Managing an organisation's logistics and supply chain management was for many years a neglected management activity. As a result of an article in Fortune in 1962 written by Peter Drucker, businesses became aware that 50 percent of each dollar consumers spent on goods financed activities that occur after the goods leave the factory, thus focusing attention on the potential efficiency savings that managing these activities could achieve. In the 50 years that has passed, business has seen massive changes; a complete management discipline has been built resulting in the integration and coordination of materials flows into, through, and out of, manufacturing facilities achieving exceptionally high levels of productivity. Logistics and supply chain management now plays a major role in implementing organisational strategy and in many industries has sole responsibility for managing customer service. An understanding of the role of this activity within an organisation and how an understanding of logistics and supply chains can assist business managers to better respond to market opportunities is essential for business students. Students undertaking this unit will be given a solid grounding in the language, concepts, techniques and principles that underlie the field of logistics and supply chain management, and how knowledge of these concepts can contribute towards a strategically effective and operationally efficient organisation or network of organisations.

This unit provides a comprehensive introduction to the role of transportation and infrastructure within the economy. The key concepts and theories needed for management of transport and infrastructure are introduced and each of the key transport and infrastructure industries are considered from a market intelligence perspective. In providing the foundational knowledge for students in transport and infrastructure, the unit also introduces students to the professional communication skills needed for success as a student and as a manager. Examples and case studies are drawn from all modes of transport and infrastructure.

Supply chain management as well as logistics, transport and infrastructure management relies on the ability to make effective decisions based on the information provided by careful analysis of data. Students undertaking this unit will develop a strong understanding of the basic techniques underpinning quantitative analysis and will develop highly marketable skills in spreadsheet modelling and the communication and presentation of data to support management decision making. This unit emphasises the practical aspects of quantitative analysis with computer based workshops. Students are guided through the basic theories used in decision making but emphasis is placed on how the theories are applied in practice, drawing on real world experience in quantitative analysis. The unit covers demand forecasting, spreadsheet modelling, optimisation of production and transportation using linear programming, simulation and basic statistics and linear regression techniques.

Successful supply chain management relies upon informed decision making. This unit explores a range of important decisions, and equips students with a toolkit of models and analytical methods that can assist in making informed decisions. The first set of decisions concern supply chain design and strategy, and includes network design and facility location. These decisions provide structure to the supply chain, set the boundaries within which planning decisions will be made, and impact on supply chain performance over the long term. In contrast, planning decisions provide value over the medium and short term. Here, this unit will cover aggregate planning, sales and operations planning, and inventory control. Special attention will be placed on how to handle uncertainty and risk within the supply chain.

Globalisation of supply markets, evolving regulatory environments and technological developments pose ongoing challenges for strategic procurement. This unit explores current procurement practice in both public and private sector organisations using a number of local and international case studies. Students will gain insights into category management, sourcing risks, spend analysis, lean and e-procurement, negotiations, reverse auctions, ethical sourcing and the implications of big data analytics and emerging technologies for contemporary procurement practice. The unit includes an industry-led workshop and certificate component and is suitable for both early career procurement professionals as well as students considering procurement as a future career option.

Companies increasingly work with multiple partners in globally distributed supply chains. To create agile and responsive supply chains, it is essential for companies to have timely visibility of information in relation to products within their own warehouses as well as the movement of raw materials and finished goods across the supply chain from source to the end consumer. To improve business-to-business visibility, information from a wide range of sources and business processes must be gathered and shared amongst a number of supply chain partners. This continues to be a challenge for many businesses. This unit examines the role of evolving technologies and the global GS1 standards in enabling warehouse and supply chain visibility. Case studies, SAP and other software packages as well as an industry--led workshop and certificate component are used to create a practical learning environment.

Large scale, sudden onset disasters strike with little or no warning. In their wake they leave shattered infrastructure, collapsed services and traumatised populations, while the number of dead, injured and homeless often reaches staggering proportions. Humanitarian aid organisations, such as the Red Cross, Doctors without Borders or Oxfam, to name just a few, are usually amongst the first responders, but depend on extremely agile supply chains to support their worldwide operations. Successful disaster relief missions are characterised by the ability of professionals to cope with time pressure, high uncertainty and unusual restrictions. This unit is designed as an introduction to the coordination and management of humanitarian aid and emergency response logistics. Case studies of real events, such as the 2004 Boxing Day tsunami and the 2010 Haiti earthquake provide the framework for analysis and research, while discussion of operational factors, simulations, workshops and group exercises offer students an interactive learning environment.

Production and operations management designs, operates, and improves the processes and systems through which products are made and delivered. Firms can improve their productivity and gain competitive advantage through effective and innovative production and operations management. This unit offers a thorough examination of various production and operations management concepts from a supply chain perspective. The key teaching topics include operations planning hierarchy, resource management, capacity planning, quality management, retail operations, sustainable/green operations, and reverse logistics. Students learn about the successful production and operations management practices that have helped organisations improve the efficiency and effectiveness of their supply chains and create competitive advantage.

This unit seeks to give students an understanding of the management of international freight, including express, freight forwarding, air freight and ocean shipping. The unit 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 (customs, etc.) and market access. Building on this background the unit will highlight the implications for profitable air cargo and shipping operations. Particular focus will be given to fleet and network planning, revenue and cost management. The material covered in the unit 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 unit covers operators, customers and investors perspectives and strategies and intermodal freight businesses.

Strategic transport planners advise the government on where to plan new infrastructure, where to expand existing infrastructure, or where to introduce or expand public transport services. When deciding on such large long?term investments in infrastructure and transit services, all government bodies ? federal, state, and local ? rely on forecasts of the effects of these investments on traffic flows, congestion, toll revenues and impacts on the environment. This unit provides a basic understanding of the main principles underlying strategic transport models for forecasting, and the knowledge to critically assess forecasts of transport strategies made by transport planners. Students acquire knowledge of strategic forecasting models used by government and consultants as well as the methods to capture travel behaviour such as mode choice and route choice. Simple mathematical models will be discussed in detail, along with numerical examples and applications in the Sydney Metropolitan Area, which are used to illustrate the principles of the methods. The unit equips students to build simple transport models in the computer lab using specialised transport planning software used by governments and consultants.

Transport policy decisions shape contemporary life around the world and the connections between transport and land use are instrumental in designing effective policy in this domain. The unit provides an introduction to the context for policy making, how decisions are made, relationships with short- and long-term strategic planning, and how policy has become intertwined with broader sustainability concerns. The unit will then develop the student¿s ability to assess contemporary issues in sustainable transport policy such as liveable environments, climate change, the role of the built environment in sustainable cities, social inclusion, parking policy, human health and safety, active travel, the challenges of low density transport, the regulation of public transport, fare policies for public transport and other contemporary issues. Each issue will consider the problem and assess the success of existing policy and/or the need for new policy and what this might look like. The unit is particularly suited to students with broad interest in transport, urban planning, and environmental/sustainability issues.

Road traffic and related congestion problems have existed for many years across a range of cities around the world. It is clear that just building new road infrastructure is not the solution. Instead, attention has focussed on the more effective management of travel demand and existing traffic, such that the current infrastructure is more efficiently utilised. Understanding traffic flows is essential in managing traffic. This unit provides a basic understanding of traffic flow theory and how to influence traffic operations and impacts by means of traffic control, mobility management, and information provision. Students acquire knowledge of traffic flow theory and traffic operations in urban and motorway settings. Traffic management strategies (such as traffic controls), travel demand and mobility strategies (such as road pricing), and traveller information strategies will be discussed in detail, as well as their impacts on traffic conditions. The unit also gives students access to traffic management solutions using specialised traffic simulation software used by governments and consultants. Students will be able to experience traffic management by driving in simulators in the new driving simulation laboratory.

The provision and implementation of infrastructure involves a choice between alternative ways of using scarce resources. Infrastructure appraisal is a process which provides an evidence base for decision-makers to make informed and rational choices on investment strategies. This unit uses cases studies to investigate the evaluation of infrastructure investment whether funded by the private or public sector, where the critical difference is between the viewpoint of the investor with private investors being interested in the return to their own business, and public investment needing to be concerned with the costs and benefits to society as a whole. The unit also examines the implications for appraisal in the increasingly-important public-private financing investment setting. The unit considers the rationale of appraisal and its underlying value judgements before addressing issues of reference case and elements for appraisal identification. Uncertainty is a crucial element associated with evaluating investments which occur in the future, as is the valuation of resources, when there is no market to guide value. The unit goes beyond financial appraisal and cost benefit analysis to include themes that are assuming growing importance in today's evaluation processes, such as the wider economy impacts and economic impact analysis.

The world is increasingly filled with systems, devices and sensors collecting large amounts of data on a continual basis. Most of these data are associated with locations that represent everything from the movement of individuals travelling between activities to the flow of goods or transactions along a supply chain and from the location of companies to those of their current and future customers. Taking this spatial context into account transforms analyses, problem solving and provides a powerful method of visualising the world. This is the essence of Geographic Information Systems (GIS) and this unit. This unit starts by introducing students to the 'building blocks' of GIS systems, including data structures, relational databases, spatial queries and analysis. The focus then moves on to sources of spatial data including Global Positioning System (GPS), operational systems such as smartcard ticketing and transaction data along with web-based sources highlighting both the potential and challenges associated with integrating each data source within a GIS environment. The unit is hands-on involving learning how to use the latest GIS software to analyse several problems of interest using real 'big data' sources and to communicate the results in a powerful and effective way. These include identifying potential demand for new services or infrastructure, creating a delivery and scheduling plan for a delivery firm or examining the behaviour of travellers or consumers over time and locations. This unit is aimed at students interested in the spatial impact of decision-making and on the potential for using large spatial datasets for in-depth multi-faceted analytics.

This unit conveys the fundamentals of maritime logistics and positions each student to become a competent practitioner with an understanding of the key concepts, techniques and management methods of maritime logistics. The unit commences with a review of world seaborne trade, trends and cycles in the industry. This includes a review of ship types, ship life cycles, and the markets for new and second hand ships. There is an analysis of competition and efficiency in maritime logistics, including the impact of vertical and horizontal integration, alliances, freight stabilisation agreements and conferences. Ship owning, financing, chartering and insurance are covered in detail. Ship certification, flag state control, and the role of the IMO are described. Intermodal supply chains are studied for both bulk and containerised freight. Tramp and liner shipping is covered, with a detailed look at routing and scheduling for liner operations. Presentations by maritime professionals will complement the lectures and provide students with windows on the workings of the industry.

This unit conveys the fundamentals of port management and thus develops each student into a competent practitioner with an understanding of the key concepts, techniques and management methods for the port industry. The unit comprehensively covers all aspects of management from planning and operation to security, efficiency and mitigation of environmental impact for all types of port. Technological changes and their implications for the port industry, in particular container terminal automation, are studied. The role of ports in global supply chains is analysed. The relationship of ports with their hinterlands as well as the concept of port-centric logistics is looked at in detail. The port-city interface as well as waterfront redevelopment is covered, with examples drawn from a number of countries. Port policy and the importance of competition and/or regulation are presented. Talks by port professionals will complement the lectures and provide students with windows on the workings of the industry.

International growth in the airline industry offers extensive commercial and employment opportunities not only for airlines but also for the airports, banks, consultancies and other players that form the aviation supply chain. This unit covers all aspects of international business and management for airlines and along the aviation value chain from consumer, producer and investor perspectives. Students develop an understanding of the economics of the operation of airlines and suppliers to the airline industry, including financial analysis, risk management and implications of competitive strategies for the development of hubs and global alliances. The growth in air traffic particularly in the Asia/Pacific region is creating significant opportunities for airline development and the unit thus covers forecasting and the role of the private sector in this development. The unit also examines the management and logistics of regional aviation. As a result of our strategic partnership with CAPA and a number of airlines and airports, students have access to industry data bases, company information and aviation contacts/networks.

Airports play an integral role in the aviation system, and contribute significantly to the economic growth of a region, or even a country. This unit covers major aspects of airport management, operation and public policy. The unit's learning objectives are two-fold. Firstly, it provides students with the core knowledge and insights concerning the key issues and decisions involved in the operation and management of airports in a rapidly changing regulatory environment. Secondly, it develops the skills for applying various applied economics and management knowledge to the airport industry. The unit assists students to understand more fully the business related problems encountered by commercial, industrial and public organisations in the airport industry. It also develops an ability to interpret results from relevant economic / management studies.

Global transport and logistics (aviation, shipping and multi-modal transportation) is one of the fastest growing international industry areas providing commercial and employment opportunities in airlines, airports, shipping lines, ports, freight forwarders, banks, consultancies, and other players in the global supply chain. In the current market environment it is not enough to have an understanding of the business fundamentals of the aviation and maritime industry. The most sought after skill is to be able to apply acquired knowledge and to be ready to do business. This unit builds on the material taught in the foundation maritime and aviations units with the aim to relate all of the key learning outcomes from those units to real world industry examples. Students are required to test their understanding in case studies and workshops both on an individual level and in team work environments. The course is enriched by a number of presentations from senior managers from the aviation and maritime industry.

Infrastructure is crucial to economic performance; without it business cannot operate efficiently or competitively. Delivery of large infrastructure projects, however, is complex and despite many more megaprojects being undertaken than any time in history, the majority of these projects are completed significantly over?budget and longer than planned. In this unit students will be introduced to megaproject decision making. The sources of social and technical complexity are discussed, issues of risk management and governance explored, and human biases in decision making are also highlighted. Strategies to overcome weaknesses in mega?project decision making are also outlined.

Infrastructure is the backbone of every economy. Investment in infrastructure has the capacity to enhance productivity and generate growth, and has multiplier effects that are not only economic but also social and environmental. The cost of infrastructure projects, however, can be substantial and funding these projects represents a significant challenge. In this unit, students explore the distinction between infrastructure financing and funding and the challenges in raising private finance. Students are provided with an understanding of the principles of infrastructure finance and the use of special purpose vehicles and how to structure alternative financing plans. Students learn how to develop approaches to procurement and tendering and understand issues associated with the commercial and financial structuring of Public Private Partnerships.

This unit introduces students to 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. An emphasis is placed on strategy planning and the marketing decision process. It is an introduction to the issues and terminology of marketing that can serve as a standalone understanding of the basics of marketing or as a foundation unit for further study in marketing. The unit focuses on the practical analysis marketing and the marketing management process and the development of the marketing mix the components that make up a 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.

This unit is a survey of marketing strategy and planning. It critically evaluates key marketing strategy concepts such as SWOT analysis; alternative identification and evaluation; marketing research to inform strategic decision making; selection of alternatives and implementation of strategy and the role of the marketing mix elements in marketing strategy. It also critically evaluates sustainable and non-sustainable advantages.

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 integrated marketing communications in the marketing process, planning and implementation. The unit focuses on the role of different media (e.g. television, radio, print, outdoor, cinema, Internet, mobile and social media) and covers various aspects of advertising and promotions management including: mass media advertising, online, mobile, social media, 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 focuses on the concepts, processes and theories that assist marketing managers in enacting a consumer-centric approach to marketing. Students learn to apply the concepts, principles, and theories from various social sciences to the study of factors that influence the acquisition, consumption and disposition of goods, services and experiences. Specifically, principles from economics, psychology, sociology, social psychology, cultural anthropology etc. are used to describe and explain consumer behaviour.

This unit aims to give students an understanding of international marketing concepts by using the framework of marketing mix elements of product, price, distribution and promotions, and highlights their importance in a rapidly changing global economy. Topics include the 'scope and environmental factors (PEST)' including 'culture'; 'globalisation verses internationalisation and multinational corporations'; 'international and global products, services and brands', 'market size assessment'; 'foreign market selection'; 'foreign market entry mode'; 'pricing for international markets'; 'international distribution channels'; and 'international promotions (global vs. multinational approaches) and strategies'. Understanding these concepts help students develop skills in designing and implementing marketing strategies in diverse international country contexts.

This unit 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. The unit examines how marketing-related functions are changed by the potential of these technologies, and how these new technologies can become key components of the organisation's strategic marketing efforts. This unitstarts 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.

There have been two fundamental shifts in the focus of business and marketing strategy. On the one hand, companies have become more focused on managing relationships with their customers over an extended period of time. On the other hand, more than any time in history companies' decisions become more data-driven due to the exponential increase in the volume of data on customers, competitors and markets. To obtain, retain and grow a customer base, it is crucial to know how to obtain customer information and how to make sense of it. This unit introduces students to fundamental concepts of customer relationship management and state-of-art analytics and how to apply these to real world business problems. The unit covers topics including understanding customer relationships, implementing strategic customer relationship management, handling and analysing customer-related databases, increasing customer profitability based on actionable insights gained from customer data, and giving more value to data through visualisation. Students also gain statistical skills, however, no prior knowledge of statistics is required.

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 likely that students will spend most of their career in organisations that create or deliver services. This unit is designed to prepare students for senior marketing roles in today's "new" economy. It explores the unique characteristics of service organisations and distinctive marketing approaches required for success. It is acknowledged that there are significant differences between services marketing and goods marketing. Services are by nature different from products, and therefore lead to a set of different marketing challenges faced by service-based organisations such as those in tourism, hospitality, health care, aviation, banking, financial, accounting, medical and legal services industries. 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. The unit focuses on those aspects of services that require differential understanding and execution than in a product-marketing environment. Customer care, quality dimension, complaint management, relationship marketing, pricing, and how to use service as a competitive advantage are the other primary areas of interest covered by the unit.

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 helps 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 of study introduces contemporary topics from Ecological Economics and Sutainability Analysis, such as metrics for measuring sustainability; planetary boundaries and other natural limits; comparisons between ecological and environmental economics; valuing the environment; intergenerational discounting; global enquality with a focus on the climate change debate; and links between theories of well-being, human behaviour, consumerism and environmental impact. This unit includes guest lecturers from industry and research and an excursion. Each lecture includes hands-on exercises for practical skill-building. The unit sets the scene for the more detailed and specific units PHYS5032, PHYS5033, and PHYS5034.

This unit of study offers a practical introduction to quantitative analysis techniques including multiple regression, uncertainty analysis, integration, structural decomposition, and dynamic systems modelling, with a strong emphasis on demonstrating their usefulness for environmental problem-solving. This unit will show students how mathematics can be brought to life when utilised in powerful applications to deal with environmental and sustainability issues. Throughout the unit of study, example applications will be explained, including climate modelling, ecosystem trophic chain analysis, linking household consumption and environmental impact, identifying socio-demographic drivers of environmental change, and the uncovering the effect of land use patterns on threats to species.

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 learn in this unit are useful in all areas of business. Through taking this unit students 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 is 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.

This unit introduces models and tools for decision analysis and their application in managerial settings. The unit focuses on the use of formal decision methods for management decisions in business. The main goal 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 is 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 by-product 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 is 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 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 provides an introduction to the time series models used for the analysis of data arising in financial markets. It then 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 is placed on applications involving the analysis of many real market datasets. Students are encouraged to undertake hands-on analysis using an appropriate computing package.

To be effective in a competitive business environment, a business analyst needs to be able to use predictive analytics to translate information into decisions and to convert information about past performance into reliable forecasts. An effective analyst also should be able to identify the analytical tools and data structures to anticipate market trends. In this unit, students gain skills required to succeed in today's highly analytical and data-driven economy. The unit introduces the basics of data management, business forecasting, decision trees, logistic regression, and predictive modelling. The unit features corporate case studies and hands-on exercises to demonstrate the concepts presented.

Machine Learning is a fundamental aspect of data analytics that automates analytical model building in modern business. In the big data era, managers are able to use very large and rich data sources and to make business decision based on quantitative data analysis. Machine Learning covers a range of state-of-the-art methods/algorithms that iteratively learn from data, allowing computers to find hidden patterns and relationships in such data so as to support business decision. This unit introduces modern machine learning techniques and builds skills in using data for everyday business decision making. Topics include: Machine Learning Foundation; Modern Regression Methods; Advanced Classification Techniques; Latent Variable Models; Support Vector Machines (SVM) and Kernel Methods; Artificial Neural Networks; Deep Learning; and Machine Learning for Big Data. Emphasis is placed on applications involving the analysis of business data. Students will practise applying machine learning algorithms to real world datasets by using an appropriate computing package.

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.

The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The unit also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.

The aim of this unit is to provide an understanding of the policy debates in 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 policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.

This unit 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, the unit explores the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied 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 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.

Organisational sustainability is a critical part of contemporary managerial practice, focusing on organisations' economical, social and environmental impact. This unit critically evaluates the intentions, practices and outcomes of organisational sustainability initiatives. By applying relevant theoretical frameworks, students are encouraged to enhance their understanding of the role and responsibilities of management, the impact of organisations on employees, and the wider societal and environmental implications of contemporary organisational trends. With an emphasis on the human dimensions of organisational actions, this unit builds on foundational units of study in Management, Industrial Relations and Human Resource Management.

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 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.

In this unit students learn theories of communication and how they apply within organisations, at an organisational, team and individual level. In the unit we review the concept of communication through different theoretical and philosophical lenses, so that students gain an understanding of how different perspectives provide different insights into communication within organisations. The unit also examines communication processes and how communication occurs between individuals and within groups. There is also a focus on communication challenges such as technology, diversity and globalisation. The unit incorporates practical exercises and case studies to enable students to evaluate their own communication practices and to apply the knowledge and understanding they gain from the unit to their own organisations and careers.

This unit provides high-performing students 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 is designed to encourage students to consider the role and significance of leadership in various organisational contexts. The unit introduces the major streams of leadership theory and traces the development of our understanding about leadership. The unit explores how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. It then examines the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). The unit explores 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 is explored and the leadership of top management teams, and leadership succession is examined. The unit also examines leadership development programs and instruments and students have an opportunity to reflect on factors that might influence their own leadership style.