Globally, organisations are adopting agile principles to optimise project delivery and efficiency in the face of rapidly changing conditions.

In this unit, students learn the fundamentals of agile project management (APM) as well as the scrum methodology for managing change projects in dynamic settings, and how they differ from other theories of change management. Students will contrast agile and waterfall, learn where APM is most applicable and useful, and assess how agile is leveraged to successfully implement projects on time with and explicit focus on stakeholder requirements. Students will also consider alternative ways of framing change initiatives either as incremental or transformational events within an organisation to foster new ways of thinking. These effective project management skills prepare them to successfully lead agile project teams, enable their teams to deliver what their customers want faster and with better quality than traditional project management methods.

View unit page

This unit develops contemporary understanding of organisational design, organisational change and development through contextualisation of common challenges for change in both traditional and new organisational forms.

Students are challenged through interrogation and critical reflection on practices and theories of critical and conventional theories and models of change. Students will advance their diagnostic skills, competencies and processes in assessing the need for change, and the development, implementation, and evaluation of change strategies at all organisational levels. Solutions to complex change management problems will be derived in a socially and culturally responsible manner, where students will advocate and substantiate recommendations grounded in scholarly literature to demonstrate professional responsibility and accountability.

View unit page

The importance of technological change and innovation within organisations has increasingly become critical as firms struggle to achieve and maintain competitive advantage in a fast changing global markets.

The speed of technological change has not only brought innovation and efficiency but has also created a challenge for many organisations that still grapple with its complexity. Often the relationship between technological change and organisational change is not comprehended which leads to significant innovations being resisted, became victims to competing ideas, or fail to be sustained. This unit of study will help students learn how new technologies are aligned and implemented within organisations to remain competitive. Using insights from case studies and real life examples, students will be able to analyse problems and challenges relating to technological change and design solutions.

View unit page

Prescriptions on “best” ways to change organisations are in abundance. Yet what most organisations experience when they attempt to change is not as straightforward as the prescriptions suggest.

Change, whether internally generated, or externally confronted, is not a neat and clearly marked journey from a present state to a desired state. The complexity that surrounds organisations is not in designing the change journey but in dealing with complex relations with human behaviour. As such, the central debate in the field is, can employee behaviour and attitude be “managed and controlled” during change implementation? This unit will focus on the debate and will provide students with an opportunity to critically evaluate and articulate various models of change and help appreciate the complex and paradoxical nature of managing organisational change. Students will have an opportunity to learn from real life case examples that will include both success and failure stories of managing change. Using insights from the case examples, students will be able to analyse problems and challenges relating to managing change in their own organisation.

View unit page

Strategic Management examines the decisions, actions and processes undertaken by firms for success, growth and change in a business environment. Managers at all levels are involved in the strategic management process and must be able to utilise an advanced body of knowledge and skills to plan and problem solve in this area.

This unit of study will explore the principal elements in external and internal environments which impact on organisations and consider how current theoretical frameworks and the interdisciplinary and professional knowledge base respond to complex issues. High level analytical and planning skills will be required to prepare relevant business plans.

View unit page

This unit critically reviews the socio-cultural environment in which business operates. Ethical frameworks for decision making will be critiqued and students will construct the debates surrounding contemporary corporate responsibility and sustainable development as they impact on organisations in their local and global contexts. Emphasis will be on how new pressures on businesses arise, and how effective the various models that structure organisational responses are to these dynamic and emergent challenges. Students will understand the importance of various United Nations Sustainability Development Goals (SDGs) relating to governance, operations and culture through evidence-based research, case analysis, and evaluation, in understanding the importance of the SDGs.

View unit page

This unit aims to critically review the major decisions faced by marketing decision makers in their efforts to harmonise the organisation’s objectives, capabilities, and resources with marketplace needs and opportunities. This unit allows students to evaluate contemporary practices of marketing: the creation of value for customers and firms, along with the strategies and methods marketers use to successfully operate in today's dynamic environment. The unit reflects on the major trends in the managerial practice of marketing and the teaching pedagogy is crafted around applied learning content, case study analysis, collaborative decision making and reflective reasoning.

View unit page

Financial acumen is an important skill for managers in the complex local and global business environment. The unit takes a multidisciplinary approach to develop advanced analytical, planning and decision making skills. This unit proposes a theoretical framework for effective and efficient use of financial statement information for business analysis. It identifies and evaluates: financial statements, business strategies, financial data, and growth of the business. This framework is then applied to a variety of complex decision making contexts including security analysis, credit analysis, merger and acquisition analysis, and management communications analysis.

View unit page

This unit focuses on the key knowledge and skills required for successful business consulting. It will synthesise and leverage the competencies you have acquired in your earlier studies, which encompass accounting and finance, marketing, human resources and organisational change management, strategy and data analysis. The unit aims to develop capabilities which will allow you to pursue a career in consulting, or act as an effective internal consultant within an organisation. You will apply knowledge and skills acquired in the previous units of the course to effectively design, research and manage a business consulting project, deliver solutions and present practical recommendations to meet the needs of a real-world client, in an ethical, sustainable and responsible manner. You will be involved in authentic engagement with a client and receive industry feedback, or draw on an industry case study, to address a complex business challenge. You will enhance your research and interpersonal skills, including problem-solving, collaboration, communication, customer-orientation and influencing.

View unit page

This unit critically examines the extent to which human resource management is strategic to organisational success in a global context. Alternative models of business strategy and the integration of human resource management are considered. The changing external environment of globalisation and competition and the resultant restructuring of industries, labour markets and organisations is analysed so that the factors influencing managerial choice and employee choice in relation to the different strategies can be assessed. There will be a focus on strategic international human resource management and the issues facing organisations that operate in the international environment.

View unit page

This unit investigates theoretical concepts of creativity, innovation, intrapreneurship and entrepreneurship and the skills and competencies to apply this knowledge effectively to diagnoses the need for, identify and leverage an opportunity and create solutions to contemporary business or societal challenges both locally and globally.

The unit provides an authentic and evidence based learning experience in which learners engage and apply to planning, strategising and decision making in professional, commercial and social contexts. The unit stimulates students to challenge the way in which entrepreneurs grow within, flourish and are perceived by and contribute to diverse societal and sustainable contexts. Students will use their insights in analysing and critiquing contemporary international entrepreneurial trends and dilemmas as responsible ethical and global citizens. Important paradoxes are posed for students to express the way in which human ingenuity translates to business endeavour which can have both positive and negative consequences. Contemporary and emerging future scenarios and examples are given to enable students to apply knowledge to create an entrepreneurial venture that generates economic, social and sustainability benefits.

View unit page

Uncertainty and changes call for unique leadership in businesses. The core learning in this unit is to understand the development of leadership capacity and prepare for critical transformation or transition in complex situations. A unique learning model that aims for students to increase to close the gap between their understanding and effective leadership action. The unit examines the contextual challenges facing leaders today, seeking to develop a deep personal understanding of leadership as a complex process of scanning the environment and setting the direction, and achieving organisational goals through influencing people both inside and outside the organisation. The dynamics of interpersonal power are investigated, with particular attention given to the leader as a social architect, implicit in the concepts of transformational and values-based authentic leadership.

View unit page