This unit is designed specifically to provide Commerce students with foundational knowledge in relation to business challenges and 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 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.

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.

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 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 foundation unit provides an introduction to the essential concepts and frameworks in the domains of strategy, innovation and entrepreneurship. Each domain is presented in a block of three lectures supplemented with case-based tutorials. Topics covered include user and disruptive innovation, entrepreneurial opportunities and business models, value chain and ecosystem analysis. Theories and frameworks are further tested in the real-life business projects offered by the participating companies. The emphasis of the unit is made on understanding the complexity of the innovation process and learning how to navigate the business environment to maximise the value from innovation.

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.

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 the 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 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 are explored.

Logistics and supply chain management functions can account for as much as half of the total costs of running a business. The success of the logistic and supply chain management not only impacts on the profitability of a firm but also has a significant and growing impact on customer experience and satisfaction. Logistics and supply chain management 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 improving logistics and supply chains can assist business managers to better respond to market opportunities is essential for business students. Students undertaking this unit are 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 contributes towards a strategically effective and operationally efficient organisation or network of organisations.

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 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.

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 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 the 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.

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.

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.

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 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.

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 strategies 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 looks at the ways firms in each region seek competitive advantage, and how governments have supported them. In addition to the specific knowledge of the habits and tendencies of Japanese, United States, and European firms, the techniques of analysis developed in this unit are applicable to a wide range of competitive situations across the global economy.

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

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 startups. Students engage with startup 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.

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.

India has gained prominence in the 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 unravels 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.

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.

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.

The Business Practicum offers students an opportunity to interact with a sponsor organisation (e.g., corporate, SME, NFP, government) while working on a project provided by it that requires a specific outcome by the end of the semester. The project examines the sponsor's current activities, challenges and future aspirations. While undertaking the unit, participants research the issues presented by the project and determine its scope and key deliverables in consultation with the sponsor. This process enables students to apply theoretical knowledge learned in class, where it is useful, and critically analyse data found during research to provide possible solutions to the problems identified. The final stage is communicating the key outcomes via a written report to the sponsor at the end of the project. Additionally, for the duration of the project, students are expected to reflect on how they have developed as an individual and as part of a team as a means of developing a professional identity that highlights their distinctive self and to consider their own personal employment strategies while building professional networks.

This unit is available to outstanding students completing the Master of Commerce, Master of Human Resource Management and Industrial Relations, and Master of Professional Accounting 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 non-government organisation that has a particular focus on business interests. It includes preparatory coursework in reflective learning, professional practice and concurrent coursework on research methods, report and other professional writing skills. Assessment includes reflective learning and research report writing related to the work placement all based on the 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 study project reports and other professional writing skills. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_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. Further information and application process is outlined at http://sydney.edu.au/business/study/opportunities/industry_placement_program

This unit is available to outstanding students and involves a self-sourced professional placement with a business, government, or non-government organisation. It includes preparatory coursework in reflection learning, professional practice and report writing.

This unit is a study tour where students develop leadership, collaboration, and communication skills as they work between Australia and China to design a solution to a business challenge. This intensive program gives students the opportunity to experience and employ leadership, collaboration, and communication skills as they apply their business knowledge to understand, dissect, recommend and reflect on issues and challenges cognisant of the China business culture. To do so, students are given the opportunity to navigate new business networks thus developing the confidence to make business decisions and a body of work attractive to employers in China and Australia. As a part of this, students gain first-hand leadership skills as each is given an opportunity to lead the class as a potential solution to a problem is developed in a complex business environment.

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.