Value Creation Process
Subject BUSA90349 (2014)
Note: This is an archived Handbook entry from 2014.
Credit Points: | 50 | ||||||||||||
---|---|---|---|---|---|---|---|---|---|---|---|---|---|
Level: | 9 (Graduate/Postgraduate) | ||||||||||||
Dates & Locations: | This subject has the following teaching availabilities in 2014: February, 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 |
Contact
Subject Overview: |
Data & Decisions I: Data analysis is the process of converting raw data into meaningful information to inform business decision-making. This component provides an introduction to the fundamental data analysis skills and techniques used in contemporary business and management. The component has an applied setting and a problem-solving focus. Concepts and theory are illustrated through business cases throughout. Each topic begins with a problem or decision being faced by a manager. This determines the variables to be measured, along with an appropriate analysis technique. The key skills developed in the course are Excel familiarity, data manipulation and the ability to produce and quickly interpret statistical output. The key concepts in the component are:
Economics of Strategy: Economics of Strategy aims at providing a framework and a set of tools that help an executive manager develop and evaluate strategic options and make the right choices. By extracting from microeconomic theory those concepts and techniques that enable a decision-maker to evaluate his or her strategic position, students seek out new opportunities, and make fact-based, educated conjectures about their likely success. The focus will be on decisions at the individual business unit level that aim at advancing a firm’s market position. Concepts and tools of microeconomics, game theory, and strategic management theory are used to answer questions such as:
Financial Accounting: Accounting is the “language of business,” and accounting information is the basis for performance measurement, business contracting, and most operating, investing, and financing decisions that managers make. Financial accounting information affects how individuals perceive a company, and by extension, the resources available to the company to accomplish its objectives. Accordingly, an understanding of and the ability to use financial accounting information will be essential to your success as a professional manager (as well as your success in other SEMBA courses). The goal of Financial Accounting and Analysis across Modules 1 and 2 is to help you advance from someone who probably has very limited knowledge of financial accounting to someone who is accounting literate. At the conclusion Module 2, you should be able to read, interpret, and, to some extent, analyze real-world financial statements, as well as be able to hold a meaningful conversation about accounting with someone knowledgeable about accounting. Financial Management: This component is designed to provide students with foundation knowledge about financial management. This foundation knowledge provides the basis for funding a firm’s investments and using its resources efficiently. The topics covered will include:
Leadership & Change: Effective leadership provides direction, alignment and commitment for the collective. It is about courage, visibility and approachability. In this component students will learn:
Managing Processes: In fiercely competitive global and dynamic environments, companies face increasing pressures to exceed customer expectations along multiple performance measures, such as cost, quality, flexibility and innovativeness. To outperform their competitors, many firms make the mistake of mimicking their rivals, rather than focusing on developing the organizational capabilities that competitors will find difficult to match over the long term. And although operations are at the core of a firm’s value adding activities, few firms have sought to build a sustainable competitive advantage around these capabilities. This module on managing processes presents the basic principles behind the design, management and continuous improvement of business processes. It aims at providing some of the core concepts in operations that are essential for leveraging a firm’s operational capabilities to achieve sustainable competitive advantage. This course provides a logical and rigorous approach to plan and control process structure and managerial levers to achieve desired business process performance. Marketing: The Marketing course focuses on the design, development and implementation of successful marketing strategy. The critical importance of marketing arises from its role as the boundary function between the organisation and the marketplace. The logic of marketing is deceptively simple; achieving marketing advantages over competitors, however, requires a broad set of competences. This course takes a strategic approach to creating competitive advantage through marketing. It seeks to familiarise students with the management issues of marketing analysis, marketing planning and marketing implementation in a range of contexts, including industrial and consumer markets and private and public sectors. The course also demonstrates the role of marketing and marketing thought in other areas of businesses activity, particularly in business strategy. Negotiations: Negotiation is an essential part of life. Our focus will be on inter and intra-organisational negotiations however, I am confident that you will find ready application of your learning outcomes to a broader range of situations. In this series of classes, we will identify the behaviours that contribute to successful negotiation and those which undermine our aspirations. The recognition of these behaviours will allow you to develop the appropriate skills aimed at optimising your chances of: (a) securing the desired outcomes and (b) where appropriate, building ongoing relationships through effectively managing the other parties' expectations and helping them realise their aspirations while not sacrificing yours. We will look at two broad categories of negotiation behaviour: value claiming, and value creating and sharing. |
---|---|
Learning Outcomes: |
Data & Decisions I:
Economics of Strategy: On completion of this component students should:
Financial Accounting: The goal of Module 1 is to help you develop the foundations of financial statements. By the end of Module 1, you should be able to:
Financial Management: On completion of this component students should:
Leadership & Change: On completion of this component students should have:
Managing Processes: On completion of this component students should:
Marketing: The objectives of this course on Marketing are:
On completion of the course, students will be able to:
Negotiations: The goals of this course are: (a) To understand the major theories, models and concepts which underlie the negotiation process; (b) To increase self-awareness of personal negotiating style; (c) To develop the skills for effective negotiation; (d) To recognise opportunities for applying these skills in a wide range of situations. |
Assessment: |
Data & Decisions I:
Economics of Strategy:
Financial Accounting:
Financial Management:
Leadership & Change:
Managing Processes:
Marketing:
Negotiations:
|
Prescribed Texts: | None |
Breadth Options: | This subject is not available as a breadth subject. |
Fees Information: | Subject EFTSL, Level, Discipline & Census Date |
Download PDF version.