Integration and Implementation
Subject BUSA90139 (2014)
Note: This is an archived Handbook entry from 2014.
Credit Points: | 50 | ||||||||||||
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Level: | 9 (Graduate/Postgraduate) | ||||||||||||
Dates & Locations: | This subject has the following teaching availabilities in 2014: April, Parkville - Taught on campus.
Timetable can be viewed here. For information about these dates, click here. | ||||||||||||
Time Commitment: | Contact Hours: 120 hours Total Time Commitment: Not available | ||||||||||||
Prerequisites: | None | ||||||||||||
Corequisites: | None | ||||||||||||
Recommended Background Knowledge: | None | ||||||||||||
Non Allowed Subjects: | None | ||||||||||||
Core Participation Requirements: |
For the purposes of considering request for Reasonable Adjustments under the Disability Standards for Education (Cwth 2005), and Student Support and Engagement Policy, academic requirements for this subject are articulated in the Subject Overview, Learning Outcomes, Assessment and Generic Skills sections of this entry. It is University policy to take all reasonable steps to minimise the impact of disability upon academic study, and reasonable adjustments will be made to enhance a student's participation in the University's programs. Students who feel their disability may impact on meeting the requirements of this subject are encouraged to discuss this matter with a Faculty Student Adviser and Student Equity and Disability Support: http://services.unimelb.edu.au/disability |
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Subject Overview: |
Brand Management: Brand equity accounts for a significant portion of the total value of most contemporary organizations. As a result, brand management has become a core concern for senior executives, investors and financial market participants. While effective management of the brand has the potential to radically alter firm performance, many find brand management uniquely challenging. Therefore we will explore how brand led firms design and implement effective brand management strategies. In particular, we will examine how leading firms build, maintain and leverage brand equity and how the role of the brand is evolving in response to changes impacting the wider economy. Corporate Governance: Corporate Governance addresses the system by which companies are directed and controlled. Structures relating to rights and responsibilities, and rules and procedures for decision-making, are covered. Governance involves the alignment of interests amongst stakeholders. This component includes the following topics:
Financial Management: This course is an introduction to the theory and practice of finance. The unifying theme of this subject is value:
Lectures and cases will introduce discounting and interest rate mathematics, principles of valuation, the weighted average cost of capital, and capital structure of firms. Along the way we will develop knowledge and intuition about the purpose of the different components of the financial systems (financial markets, financial intermediaries and financial instruments) and how those components create value. Implementation of Strategy: In his book, Good Strategy/Bad Strategy, Richard Rumelt states: Many people assume that a strategy is a big-picture overall direction, divorced from any specific action. But defining strategy as broad concepts, thereby leaving out action, creates a wide chasm between ―strategy and ―implementation. If you accept this chasm, most strategy work becomes wheel spinning. Indeed, this is the most common complaint about ―strategy Echoing many others, one top executive told me, ―We have a sophisticated strategy process, but there is a huge problem of execution. We almost always fall short of the goals we set for ourselves. If you have followed my argument, you can see the reason for this complaint. A good strategy includes a set of coherent actions. They are not ―implementation details; they are the punch in the strategy. A strategy that fails to define a variety of plausible and feasible immediate actions is a critical component. Executives who complain about ―execution problems have usually confused strategy with goal setting. When the ―strategy process is basically a game of setting performance goals—so much market share and so much profit, so many students graduating high school, so many visitors to the museum—then there remains a yawning gap between these ambitions and action. Strategy is about how an organization will move forward. Doing strategy is figuring out how to advance the organization’s interests. Of course, a leader can set goals and delegate to others the job of figuring out what to do. But that is not strategy. If that is how the organization runs, let’s skip the spin and be honest—call it goal setting. In this course, we will explore and examine issues that are central in the action phase of strategy. Leading at the Top in Transformation Times: This component is structured around the critical question: When a company is going through a transformational situation, what is Top Management‘s (TM) role in the transformation and how important are they? In addition, the subject considers both theoretical and methodological issues in addressing three major issues related to leadership of transformational situations:
Managerial Accounting: Managerial accounting provides managers within an organization with financial and non-financial information that will help them make between managerial decisions. More specifically, managerial accounting provides financial and non-financial information useful for planning and control purposes. This subject is intended to help you learn to use managerial accounting information appropriately so that you make better managerial decisions. Managing Human Capital: This course extends participants’ existing background and awareness of the problems involved in managing people by providing structured exercises, cases, and discussion of human capital issues. The course is based on the assumption that as working professionals, participants already have some fundamental awareness of issues related to managing human capital. The course will build on that background to extend participants’ theoretical knowledge and applied skills Mergers & Acquisitions: Mergers and acquisitions (M&A) is part of a much wider topic that might best be described as business restructuring. Restructuring involves major change in the way a business is organized and operated. This can range from the restructuring necessary to rescue businesses from bankruptcy through management buyouts, leveraged buyouts, spin-offs, carve-outs, etc. to undertaking major acquisitions of other businesses, in order to achieve rapid growth in size and profitability. Such restructurings require a wide range of business skills including “strategic and operations management; project administration; organizational dynamics; accounting; economics; finance; business, tax and securities law; and negotiation”. In short, all the skills you have learnt in your core studies, and more. It is this breadth that makes the study of restructuring exciting. However, we must recognize that it is impossible to deal with all types of restructuring in a single course. For that reason we will concentrate on M&A. |
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Learning Outcomes: |
Brand Management:
Corporate Governance: On completion of this component students will be able:
Financial Management: At the conclusion of the subject, students should understand the following concepts:
Implementation of Strategy:
Leading at the Top in Transformation Times: The principal objective of this component is to provide students with concepts and tools that help them understand and apply theories of leadership in transformation situations. As part of this process they will develop competencies in the analysis, planning and execution of leadership practice in transformational contexts. On completion of this component students will:
Managerial Accounting: By the end of the module, you should:
Managing Human Capital: After successfully completing this course, you will be able to:
Mergers & Acquisitions: This subject is for people who see active involvement in mergers & acquisitions as part of their future management career. At the end of this subject you should:
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Assessment: |
Brand Management:
Corporate Governance:
Financial Management:
Implementation of Strategy:
Leading at the Top in Transformation Times:
Managerial Accounting:
Managing Human Capital:
Mergers & Acquisitions:
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Prescribed Texts: | None |
Breadth Options: | This subject is not available as a breadth subject. |
Fees Information: | Subject EFTSL, Level, Discipline & Census Date |
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