Subjects overview
This program can be completed in 2 years (6 semesters)
Required Subjects
Students must complete the following one hundred and fifty credit points (150CP) of subjects.
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BMBA70-810: Individuals, Teams and Leadership (5CP)
This intensive MBA subject provides a review of the theory, evidence and practice of effective teams and how they are created. It also uses the team context to examine the process of leadership and explores its adaptation to other organisational contexts. Students will learn to apply these principles to the creation and development of their teams and reflect on ways to become a more effective team member and leader.
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BMBA70-820: Interpersonal Dynamics (5CP)
This intensive MBA subject explores the interpersonal dynamics of groups and organisations, with a specific emphasis on effective communication, empathy, understanding and using power and other social and psychological factors affecting relationships.
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BMBA70-830: Effective Decision Making (5CP)
Decision-making is one of the key tasks of a manager. This intensive MBA subject offers a multi-disciplinary perspective on decision-making, with a specific emphasis on ethical, responsible and sustainable considerations for effective decisions. The subject will also explore obstacles and common mistakes to effective decision-making and approaches for overcoming them.
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BMBA70-840: Motivation and Organisation (5CP)
Motivation is a central concept to individual and collective learning and performance. In this intensive MBA subject, students will examine the nature of motivation to more effectively influence individual and collective behaviour. Specific organisational applications of motivation theory will be examined in detail so that students learn to evaluate approaches to employee motivation and to understand how individual and contextual factors interact to affect human effectiveness and well-being.
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BMBA70-850: Managerial Economics (5CP)
This subject is designed to enable students to analyse economic environments and to develop an understanding of the value of economic reasoning to evaluate strategic business decisions. It is also intended to provide an opportunity to apply this understanding to develop fundamental economic analysis and evaluation skills to support managerial decision making.
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BMBA70-860: Marketing for Managers (5CP)
In today’s business world, creating customer value through marketing is essential to a company’s growth strategy. Marketing involves several interrelated processes like understanding the business environment, conducting market research, analysing customer needs and finally providing customer value through the 4Ps strategy (product, price, place and promotion). This subject is designed to enable students to develop a concise understanding of marketing principles and concepts. Students can further apply evidence based knowledge to find solutions to real-world marketing problems.
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BMBA70-870: Accounting for Managers (5CP)
This subject is designed to develop students’ managerial financial literacy and decision-making skills. It is organised around three sets of accounting fundamentals: financial reporting mechanics; measurement; and management. The main objective is to enable students to understand, decompose and interpret financial statements to assess a firm’s business model, operating performance and overall financial health.
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BMBA70-880: Financial Decision Making (5CP)
This intensive MBA subject is designed to enable students to recognise corporate financial problems and opportunities, communicate effectively with finance professionals and participate fully in financial decision making. This subject addresses the key decisions faced by senior managers: determining optimum capital structure, managing financial risk and valuing business opportunities. The primary objective of this subject is to develop analytical frameworks and practical skills through the use of readings, cases, lectures, discussions and role-plays.
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BMBA71-301: Data Analytics for Decision Making (10CP)
This subject develops the student’s facility for evidence-based decision making, by introducing students to the use and application of data. As the business world has increasing access to data, and in the availability of big data sets which allow greater understanding of customers and other business related data, effective use of the data will enable decisions to become more informed. This subject will consider the role of data in an evolving business system, discuss and review common sources of data and processes for developing superior data sets, and will introduce the quantitative methods that are needed for understanding what the data tells us re the decision we need to make. It develops an understanding of modern computational methods to solve quantitative problems in business decision making, using a case-based approach to using data.
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BMBA71-302: Strategic Insight (10CP)
Strategic Insight is the capstone subject concentrating on strategy development and implementation at the top management level where major decisions are made. Advanced problems in determination, execution, and control of the strategic management process in light of complex environmental change will be focused on in this subject. The aim of the subject is to provide students with a broad overview of the basic concepts in strategic management. Students will be exposed to a number of frameworks and models to better understand and analyse the macro-environment, the industry environment and firm-level resources. At the completion of the subject, students should be able to think strategically, as opposed to only having a functional orientation and students should be able to formulate and to implement creative and innovative strategies that are conducive to the demands of the firm and the environment in which it resides.
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BMBA71-303: MBA Capstone (10CP)
In this capstone subject, you will examine a large-scale, complex issue that requires considerable independent study and broad, integrated application of what you have learned in the MBA program to date. Your research project can address an organisational problem or opportunity encountered professionally or a conceptual issue encountered academically. In consultation with the subject coordinator and a chosen academic mentor, you are expected to identify and clearly define the ‘problem’; integrate and apply relevant theory; collect and analyse appropriate data; and formulate reasonable, evidence-based conclusions. The expected deliverables are a professional written and formatted report detailing all aspects of the project and an executive presentation of key elements.
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MGMT71-326: Project Innovation and Change (10CP)
This subject immerses students in a practical, user-centric approach for the creative, evidence-based resolution of problems. This iterative, collaborative process draws heavily from design thinking and is applicable to a broad array of societal, organisational and project challenges. Key elements include a focus on understanding and empathising with the user, challenging assumptions, considering multiple perspectives, generating and exploring creative ideas, making and learning from mistakes, questioning implications and adaptively planning the implementation of validated solutions. It is a way of thinking and working as well as a collection of hands-on methods, and is especially useful in addressing problems that are ill-defined, complex or unknown, leading to innovative change. The approach can help project teams learn faster and achieve more effective and creative outcomes, while reducing the risks associated with launching new ideas or implementing change initiatives. This subject is open to all disciplines and programs to support the interdisciplinary problem-solving nature of this approach.
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SDCM71-323: Expert Witness and Dispute Resolution (10CP)
Project participants need to understand the legal context within which they make decisions and perform actions, as frequently disputes can arise that require resolution and/or expert opinion. Project quality and environmental management provide a convenient instance where disputes and the need for expert testimony can arise, and are examined here in the context of project closure, including lessons learnt, standards, continuous improvement and client satisfaction. A general appreciation of international legal principles informed by case law forms an important backdrop to the subject. Practitioners must understand the limitations of their involvement in legal proceedings and be familiar with the conduct of procedures that commonly occur, including alternative dispute resolution such as arbitration and mediation. A moot court environment is used to demonstrate the experience of appearing in a formal hearing, and students are asked to also prepare or critique an expert report related to an example of ‘defective’ work or service that is the subject of a contractual dispute.
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SDIM71-201: Risk Management (10CP)
Making effective decisions in the context of uncertainty is vital to all aspects of a project's life cycle. This subject explores the link between project scope and risk management with particular emphasis on the implementation (executing) phase of delivery. A comprehensive study of the identification, measurement, pricing and management of risks encountered in delivering large and complex projects is fundamental to the level of project performance. Key topics include: mitigation and contingency planning; dealing with uncertainty; disaster planning and recovery; risk identification, management and communication; change management (including scope change and creep); emergent risks; use and development of risk registers; use of risk software; and organisational risk management systems (including human safety). A novel simulation game is employed to test students ability to exercise good judgement in realistic life and death scenarios. The importance of proper scope definition, change and validation to maximise stakeholder satisfaction are reinforced via case studies.
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SSUD71-103: Principles of Project Management (10CP)
Managing complex projects involves an understanding of the processes, techniques and tools used in project management. This subject provides an overview of the discipline by exploring these systematically using the internationally recognised Project Management Body of Knowledge (PMBOK® Guide) as a foundation. Project integration, scope, schedule, cost, risk, quality, resource, communications, procurement, stakeholder and, looking forward, environmental management reflect the generic knowledge areas that combine to support successful project implementation and social responsibility. A hands-on (learning by doing) approach is adopted within a flipped classroom delivery strategy to link theory with practice and deal with project change in real-time. A key outcome for students is being able to evaluate how project managers can determine whether they have been successful (in terms of planned versus actual performance) by ensuring that the project is delivered within budget, on time, as specified, and with no surprises. Students demonstrate competency in project integration management, in particular, by preparing a detailed project plan for an authentic case study with the help of a personal 'coach' to provide individual direction and advice throughout the process.
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SSUD71-111: Project Finance and Procurement (10CP)
A robust understanding of finance and procurement is vital to successful project delivery. This subject examines financing and procurement management of projects, with particular emphasis on the initiation phase, using a range of international case studies drawn from both public and private sectors. The financing component includes the design, structuring, costing, sourcing and management of project finance, credit risk analysis, the cost of capital, principles of financial accounting, capital structure, markets and securitisation. The procurement component includes different types of contractual arrangements, responsibilities and appropriate organisational structures, solicitation planning, governance, the process of feasibility analysis, bid design and selection criteria, setting of a project budget and cost baseline, and implications for contract administration and contract close-out. Together, finance and procurement management ensure the ‘right project’ is selected and that client/sponsor satisfaction and value for money are ultimately delivered.
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SSUD71-305: Project Portfolio and Program Management (10CP)
Program management is the coordinated management of multiple related projects designed to implement strategies and deliver specific benefits, while portfolio management is a process for selection and prioritisation of projects and programs within an organisation. In both cases, considerable strategic awareness and judgement is needed. This subject therefore focuses on the monitoring and control of project or program delivery in the context of communications and stakeholder management and their alignment to organisational goals. In addition, students are exposed to the principles and application of program and portfolio management including project administration, project dashboards, earned value management, and the role that a project or program office can play in assisting control processes. A necessarily practical approach is taken to explore this area. The roles and responsibilities of the various professional associations that guide the future development of the global discipline and bear on personal career development are also examined.
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SSUD74-200: Research Project (20CP)
This subject comprises the detailed investigation of a particular topic of interest related to the student's degree program, and culminates in the preparation of a 15,000-word dissertation plus a 5,000-word summary paper suitable for future conference publication. In both cases the work includes a rationale for the research, underpinning and fully referenced literature review, articulation of an appropriate method and ethical practice, collection of primary data, analysis, discussion and conclusions. Referencing is to be in the international APA style format. Each student is allocated a personal supervisor and mentor to provide guidance in this task, with regular meeting opportunities throughout the semester. Students are also invited to a mini-conference in the final week where they can present the key findings of their research in the form of ‘ten slides in ten minutes’. This subject is treated like a project, including demonstration of fundamental initiating, planning, executing, monitoring and controlling, and closing project management processes.
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General Electives
Students must choose thirty credit points (30CP) of postgraduate subjects from across the University.
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University Postgraduate Electives
Students may choose from all postgraduate subjects across the University that are available as general electives.
Opportunities
Students may take advantage of the following opportunities.
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Postgraduate Opportunities
Students may have the opportunity to participate in an international study tour experience or internship as a general elective. Those interested should consult with an Enrolment Officer in Student Assist for guidance and to check eligibility requirements (e.g., GPA, language proficiency, prerequisites). Students should make informed decisions and ensure their chosen international experience or internship aligns with their academic and personal goals.
Participating in such an opportunity may involve additional costs, which may vary depending on the opportunity's location, duration, and nature. Students are responsible for all associated expenses, including travel, accommodation, visa fees, insurance, and any program or placement fees that may be applicable.
Opportunities
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Study plan
Take the guess work out of planning your study schedule. Your program's study plan has been carefully curated to provide a clear guide on the sequential subjects to be studied in each semester of your program. Your study plan is designed around connected subject themes to equip you with the fundamental knowledge required as you progress through your course.
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