Professional Documents
Culture Documents
Administrative Officer
Email: bel@uq.edu.au
I. PROGRAM REQUIREMENTS.........................................................................6
II. AREAS OF STUDY................................................................................................6
2.1 St Lucia Campus ..................................................................................................6
2.2 Ipswich Campus...................................................................................................6
III. Majors offered at St Lucia campus .....................................................................6
3.1 Business Economics Major..................................................................................6
3.2 Human Resources Management and Industrial Relations Major ........................7
3.3 International Business Major ...............................................................................7
3.4 Management and Organisations Major................................................................7
3.5 Marketing Major ..................................................................................................7
3.6 Real Estate & Development Major ......................................................................7
IV. PROGRAM PLAN ................................................................................................8
V. YEAR 1 ....................................................................................................................9
5.1 Semester 1............................................................................................................9
5.1.1 Accounting for Decision Making ..................................................................9
5.1.1.1 Course Introduction ...............................................................................9
5.1.1.2 Course Aims...........................................................................................9
5.1.1.3 Learning Objectives .............................................................................10
5.1.1.4 Graduate Attributes..............................................................................11
5.1.1.5 Required Resources .............................................................................12
5.1.1.6 Learning Activities...............................................................................12
5.1.1.7 Assessment Summary ..........................................................................13
5.1.2 Introductory Microeconomics.....................................................................14
5.1.2.1 Course Introduction .............................................................................14
5.1.2.2 Course Aims.........................................................................................14
5.1.2.3 Learning Objectives .............................................................................14
5.1.2.4 Graduate Attributes..............................................................................16
5.1.2.5 Required Resources .............................................................................17
5.1.2.6 Learning Activities...............................................................................17
5.1.2.7 Assessment Summary ..........................................................................18
5.1.3 Quantitative Economic & Business Analysis A ..........................................19
5.1.3.1 Course Introduction .............................................................................19
5.1.3.2 Course Aims.........................................................................................19
5.1.3.3 Learning Objectives .............................................................................19
5.1.3.4 Graduate Attributes..............................................................................20
5.1.3.5 Required Resources .............................................................................21
5.1.3.6 Assessment Summary ..........................................................................21
5.1.4 Foundations of Marketing...........................................................................22
5.1.4.1 Course Introduction .............................................................................22
5.1.4.2 Course Aims.........................................................................................22
5.1.4.3 Learning Objectives .............................................................................22
5.1.4.4 Graduate Attributes..............................................................................22
5.1.4.5 Required Resources .............................................................................23
5.1.4.6 Learning Activities...............................................................................23
5.1.4.7 Assessment Summary ..........................................................................25
5.2 Semester 2..........................................................................................................25
I. PROGRAM REQUIREMENTS
The Bachelor of Business Management is designed for students who aspire to be the
business leaders and managers of the future.
Within the Bachelor of Business Management program there are ten main areas of
study, or majors, which allow students to specialise in their particular field of interest.
Majors available include:
The following six majors are taught exclusively at the St Lucia campus and are the
“mainstream” majors for students enrolled in the St Lucia program. All such students
must complete at least one of these majors, consisting of 6 courses (#12).
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The major provides an Australian focus, and considers the challenges encountered by
Australian organisations wanting to do business in regions such as Asia, the European
Union and the Americas.
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As such, this major interrelates with industry organisations and institutions and
prepares students for the professional institutions involved in the property industry.
Career opportunities are wide and varied, including international postings, and often
involve travel.
Semester 1 Semester 2
Year 1
Year 2
ECON2420 The Macroeconomy & Business MGTS2603 Leading & Managing People
Conditions
Year 3
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V. YEAR 1
5.1 Semester 1
5.1.1 Accounting for Decision Making
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
Accounting is not just about preparing information for the major financial statements
(though, we will do some of this), it is about the use of that information to understand
organisations and to make business decisions. The emphasis in ACCT1101 is on
accounting for decision making. This course will help you to understand the language
of business and to develop a basic understanding of information needed to make wise
financial choices.
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The sequence of materials in the course is as follows. First, we consider the purpose
of accounting information and the role of accounting in different types
of organisations with different ownership structures. We then move on to identifying
the three major business activities (operating, financing and investing) and their
importance to the business, how the businesses activities can be measured and
recorded in an accounting system, and how the major financial reports (the output of
the accounting system) provide information that can assist managers and external
users to make a range of different decisions.
We will consider each of the major financial statements, the Income Statement, the
Balance Sheet and the Cash Flow Statement and be able to identify the purpose of
each statement, how it is prepared, and how the information it provides individually
(and in combination with the other statements) can be used to make decisions. We
will consider notions of effectiveness and efficiency, risk and return in analysing
these statements and evaluating business performance.
We will also consider topics such as time value of money and capital
investment decisions and the notions of operating and financial leverage and their
impact on business performance. To balance our consideration of accounting
information used for decision making, we will formally introduce the business plan,
which is the businesses “activity plan" and forecast the financial results of the plan.
Two tools used to prepare the business plan are introduced, Cost-Volume-Profit (used
to predict unit sales, revenue, cost and profit), and Budgeting (used to estimate the
results of operating the firm according to the business plan and for controlling the
firm during its future operations). Finally, the above topics will be taught with an eye
towards the incentives to manage the earnings number (whether appropriate or not) so
as to influence decisions based on those numbers.
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11. Evaluate risk, return and value attributes of the financing, investment and
operating decisions of business
12. Understand the time value of money and apply it to capital expenditure
decisions.
13. Appreciate the need for a business plan.
14. Describe the planning, operating, and evaluating activities of managing a
business.
15. Evaluate business activities through financial statements analysis
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of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1, 2, 3, 4, 5, 7, 8, 9,
in relation to a major area of study. 10, 11
E5. Knowledge of other cultures and times and an
appreciation of cultural diversity.
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Since life is in large part about making choices, this course will help you to
understand why the world is the way it is, and in so doing shed light on how it might
be changed for the better. For example, why has the divorce rate increased over the
past 50 years? Why do firms discount certain products but not others? Why is it so
hard to find a good quality used car? Why does the government heavily tax petrol but
not fast food?
This course will set you on the path to thinking critically about all areas of life where
choices are made. A focus is placed on core economic principles that are immediately
applicable rather than formal mathematical theorising.
ECON1010 aims to build effective decision-makers. It equips students with the core
economic principles that are necessary to understand how decision-makers make
choices and how choices can be made that make the best possible use of available
resources.
Whether you are operating in the role of a consumer apportioning your income, a
company manager striving to maximise profits or a government policy-maker seeking
to tackle environmental degradation, these principles are fundamental to effective
decision-making.
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3. ELASTICITY
3.1 Explain the meaning of the term elasticity, in particular, the price
elasticity of demand.
3.2 Explain the determinants of the price elasticity of demand and be able to
draw practical inferences regarding the price elasticity of goods and services.
3.3 Explain and apply the link between the price elasticity of demand and
total revenue.
3.4 Calculate numerically the price elasticity of demand using the mid-point
formula, explain the reasons for its use and interpret the answer in economic
terms.
7. THINKING STRATEGICALLY
7.1 Recognise and provide examples of how decision-making often involves
strategic interactions.
7.2 Construct and use game theory models.
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LEARNING
GRADUATE ATTRIBUTE
OBJECTIVES
A. IN-DEPTH KNOWLEDGE OF THE FIELD OF STUDY
1.1, 1.2, 2.1, 2.2, 2.3,
3.1, 3.2, 3.3, 3.4, 4.1,
A1. A comprehensive and well-founded knowledge in the 4.2, 5.1, 6.1, 6.2, 6.3,
field of study. 6.4, 6.5, 7.1, 7.2, 8.1,
8.2, 9.1, 9.2, 9.3, 9.4,
9.5, 10.1, 10.2
A4. An understanding of how other disciplines relate to the
1.2, 9.3, 9.4, 9.5
field of study.
A5. An international perspective on the field of study. 2.1
B. EFFECTIVE COMMUNICATION
1.1, 1.2, 2.1, 2.2, 2.3,
3.1, 3.2, 3.3, 3.4, 4.1,
B1. The ability to collect, analyse and organise information
4.2, 5.1, 6.1, 6.2, 6.3,
and ideas and to convey those ideas clearly and fluently, in
6.4, 6.5, 7.1, 7.2, 8.1,
both written and spoken forms.
8.2, 9.1, 9.3, 10.1,
10.2
B2. The ability to interact effectively with others in order to
work towards a common outcome.
B3. The ability to select and use the appropriate level, style
and means of communication.
B4. The ability to engage effectively and appropriately with
information and communication technologies.
C. INDEPENDENCE AND CREATIVITY
1.1, 1.2, 2.1, 2.2, 2.3,
C1. The ability to work and learn independently. 3.1, 3.2, 3.3, 3.4, 4.1,
4.2, 5.1, 6.1, 6.2, 6.3,
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Topic 3 - Elasticity
Learning Objectives: 3.1, 3.2, 3.3, 3.4
Readings/Ref: Frank (Chapter 4);
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This course is widely regarded as challenging by many students. One reason is that
the work is totally cumulative. This means that it is exceptionally difficult to catch up
if a student gets behind in the work. Success in the subject depends on keeping up-to-
date. With this in mind, each topic is assessed as it is completed via a computer
managed quiz.
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Bachelor of Business Management. University of Queensland
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MKTG1501 has been designed to provide you with an introduction to the field of
marketing. The course focuses on the role of marketing and its importance in
contemporary organisations and society.
During the semester we will critically explore marketing principles, concepts and
models from a practical perspective. You will have the opportunity to apply this
theory through the analysis of a variety of real-world examples directed at amplifying
your understanding of how marketing concepts are used.
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Textbook: Kotler, P., Brown, L., Adam, S., Burton, S and Armstrong, G., (2007), 7th
edition, Marketing. Prentice Hall/Pearson Education, Australia.
Reference:
Journal of Marketing
Journal of Consumer Research
Harvard Business Review
Journal of the Academy of Marketing Science
Business Review Weekly
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Learning Objectives: 1, 4, 6, 7
Readings/Ref: Kotler et al (Chapter 1 & 4);
Week 11 Strategy
Learning Objectives: 1, 2, 3, 4, 5, 6, 7
Readings/Ref: Kotler et al (Chapter 3 & 19);
Week 12 Final Exam Revision: Ch 11, 13, 14, 15, 16, 17, 3, 19
Learning Objectives: 1, 2, 3, 4, 5, 6, 7
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5.2 Semester 2
5.2.1 Business Law
Your final grade will be based upon your level of understanding of and participation
in the course, determined by reference to your marks for a series of online tests,
written answers to tutorial questions, and a final written exam.
The mission of the TC Beirne School of Law is to educate students in and about the
law. We seek to assist you to think critically about the law and to investigate its
structures, principles, policies, and values. This is achieved by engaging with you as
fellow investigators in a range of critical and intellectual conversations about the law
and its place in society. Our role is thus to guide you in your own intellectual journey
in the law and to equip you with the necessary skills that will enable you to continue
that journey long after you have left the School.
Course Aims
The broad aim of LAWS1100 is to give you sufficient knowledge and understanding
of Australian business law to recognise, resolve and/or avoid legal problems in your
business and commercial dealings.
Topics
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Bachelor of Business Management. University of Queensland
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Textbook:
N James, Business Law (John Wiley & Sons, Brisbane, 2009)
Reference books:
M L Barron, Fundamentals of Business Law (5th ed, McGraw Hill, North
Ryde, 2006)
A Gibson and D Fraser, Business Law (4th ed, Pearson, Frenchs Forest, 2008)
P Latimer, Australian Business Law (27th ed, CCH, North Ryde, 2008)
A Terry and D Giugni, Business & The Law (4th ed, Thomson, South
Melbourne, 2005)
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Learning Objectives: 1, 5, 6
Readings/Ref: James (Ch 3);
Topic 8 | Protecting IP
Learning Objectives: 1, 5, 6
Readings/Ref: James (Ch 8);
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
Knowing how to use computers is a basic skill necessary to succeed in any profession
or to function effectively in a modern society. This computing course introduces
fundamental computing concepts and important forthcoming trends. By completing
this course students will attain a basic level of computer and information literacy, a
strong knowledge of theoretical computing fundamentals, as well as an awareness of
the possibilities and limitations of existing technological solutions.
Furthermore, students will gain hands-on experience with the most popular personal
productivity tools. Students will also learn the underlying concepts for each software
tool and the problem solving approach to development of spreadsheet and database
applications. Finally, this course will help students to develop and ongoing interest in
exploring new possibilities and to gain the confidence to face future challenges in the
ever changing world of computers.
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The focus of learning in this course is primarily on students gaining practical, hands
on experience with computers, especially important software tools. The emphasis of
this practical approach is the solution of relevant problems using computers. This is
necessarily supplemented by the requisite level of concept learning and knowledge
acquisition.
1. Demonstrate the basic level of computer and information literacy skills such
as problem-solving approaches to the design and implementation of
spreadsheet and database applications;
2. Demonstrate theoretical knowledge of computing and information systems
fundamentals as well as the latest trends in information systems theory and
practice;
3. Make informed decisions on purchase and installation of new
software/hardware components and upgrade of the existing ones.
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D. CRITICAL JUDGEMENT
D1. The ability to define and analyse problems. 1, 2, 3
D2. The ability to apply critical reasoning to issues through 1, 2, 3
independent thought and informed judgement.
D3. The ability to evaluate opinions, make decisions and to
reflect critically on the justifications for decisions.
E. ETHICAL AND SOCIAL UNDERSTANDING
E1. An understanding of social and civic responsibility. 1, 2
E2. An appreciation of the philosophical and social contexts
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1
in relation to a major area of study.
E5. A knowledge of other cultures and times and an
appreciation of cultural diversity.
Textbook:
Baltzan, Paige and Phillips, Amy. Business Driven Information Systems (2nd
Edition), McGraw-Hill Irwin 2009.
Stewart, Kathleen. Microsoft Office Excel A Professional
Approach, McGraw-Hill Irwin 2008.
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
MGTS1301 has been designed to acquaint you with the principles of managing
business organisations. Throughout the semester we will critically explore
management principles, concepts, models and challenges from both a national and an
international perspective.
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You will apply theory through analysis of real-world examples provided in the text,
lecture and video materials. By the end of the course, you should have a good
overview of the management discipline and you will have acquired some of the
knowledge and skills necessary to become a more effective manager.
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Textbook:
Campling, J., Poole, D., Wiesner, R., Ang, E.S., Chan, B., Tan, W.L.,
Schermerhorn, J.R., 2008, Management, 3rd Asia-Pacific Edition, John
Wiley & Sons, Brisbane (ISBN: 0470818611)
Lecture 5: Leading
Learning Objectives: 2, 3, 4
Readings/Ref: 2 (Text Chapter 5);
Lecture 6: Ethics: NOTE: The individual written assignment is due this week on
Wednesday April 8.
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Learning Objectives: 2, 3, 4
Readings/Ref: 2 (Text Chapter 13);
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
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While there are no set formulae that will yield correct answers every time when
dealing with people, research over the last 100 years has led to the development of
conceptual models and empirical methodologies which have yielded surprisingly
useful results. The aim of MGTS1601 is to introduce you to some of this body of
knowledge.
For many of you, this course may be different to any that you may have encountered
to date, and you may need to accommodate some new ways of learning. The key is to
develop a better understanding of human behaviour. To achieve this, it will be
necessary for you to consciously experience some of the important concepts, rather
than just sit back and try to absorb them passively.
Any goal−directed organisation expects professional behaviour from its managers and
employees. This course is similar to a goal−directed organisation, in that you are
participating in a large course that requires a great deal of logistical support and
coordination. For the organisation to succeed and achieve the desired outcomes, your
cooperation is essential. As course coordinators and staff, we are attempting to run
this course professionally and provide for your learning enjoyment. In response, we
are expecting a professional approach from students in regard to lecture and tutorial
participation.
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Textbook:
Robbins, S. P.,Judge, T.A., Millett, B., & Waters−Marsh, T. (2008)
MGTS1601 Organisational Behaviour custom book compiled from
Organisational behaviour (5th Ed)
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Activity Learning
Objectives
1 (Lecture): Introduction to the course - What is 1
organisational behaviour?
Readings/Ref: Robbins (2008) (Chapter 1);
2 (Lecture): Foundations of individual behaviour 1, 2, 3
Researching organisations
Readings/Ref: Robbins (2008) (Chapter 2 );
3 (Lecture): Values, attitudes and job satisfaction 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 3,4);
4 (Lecture): Personality and emotions at work 1, 2, 3
Readings/Ref: Robbins (2008) (Chapters 4,8);
5 (Lecture): Perception and individual decision making 1, 2, 3
Readings/Ref: Robbins (2008) (Chapters 5);
6 (Seminar): Assignment seminar 1, 2, 3
7 (Lecture): Motivation concepts(1) and 1, 2, 3
Motivation: From Concepts to Applications (2)
Readings/Ref: Robbins (2008) (Chapters 6, 7);
8 (Lecture): Foundations of group behaviour 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 9);
9 (Independent Study): Ipswich Show Day - Public
Holiday - No lecture or tutorials
10 (Lecture): Understanding Work teams 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 10);
11 (Lecture): Organisational power and politics 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 14);
12 (Lecture): Organisational culture 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 17);
13 (Review): Course overview and exam briefing 1, 2, 3
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VI. YEAR 2
6.1 Semester 1
6.1.1 Foundations of Electronic Commerce
This course introduces you the fundamental concepts and principles of electronic
commerce. Some of these concepts include infrastructure, security, privacy,
management, censorship, intellectual property, payment methods, the roles of
customers, stakeholders, suppliers and employees, and the application of a number of
business models to electronic commerce. It is the prerequisite course for all electronic
commerce courses offered as part of the BECom. You will develop a basic level of
commercial Web-site construction knowledge as well as a strong understanding of the
fundamental theoretical concepts supporting electronic commerce.
The focus of learning is to provide you, the student, with an appreciation of the
development of electronic commerce, its practice, principles, and underlying
structures needed to understand its relationship with traditional business. Moreover,
you will focus through your learning in this course on acquiring a solid basis for the
further building of knowledge in the area of electronic commerce.
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
The aims of this course are to develop the student's understanding the fundamentals of
electronic commerce in theoretical and practical perspectives. Students should gain a
basic level of commercial Web-site construction knowledge as well as a strong
understanding of the fundamental theoretical concepts supporting electronic
commerce.
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Textbook:
Electronic commerce / Gary P. Schneider. Publisher Boston, MA :
Thomson/ Course Technology , 2008. Edition 8th annual ed.
Reference:
Electronic commerce 2006 : a managerial perspective / Efraim Turban ...
[et al.]. Publisher Upper Saddle River, NJ : Pearson Prentice Hall, 2006.
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Learning Objectives: 1, 2, 3, 4
Readings/Ref: GP Schneider (Ch3 & Ch4); LG INFS2233 (Module 6); E Turban
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Bachelor of Business Management. University of Queensland
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
The lectures and tutorials are scheduled for 3 hours each week; your learning occurs
through lecture attendance, the activities and exercises you participate in during
tutorials, your readings and the assessment. The course encompasses a general
knowledge about communication. Specifically, the course will give you an
understanding of some interpersonal communication skills and an application of these
skills in interpersonal relationships, supportive communication, work and stress,
problem-solving, persuasion and influence, interviewing, and effective meeting
management.
The course is highly interactive, and you will be required to practice the skills you
have learnt, and to reflect upon your experiences in the tutorial exercises. The focus of
the course is on skill development and reflection, rather than acquisition of academic
knowledge for its own sake. Our aim is for you to think critically about how and why
you communicate as well as give you practical strategies and skills to communicate
well.
Resources necessary for the completion of this course are provided in the set texts,
blackboard and tutorials. I will discuss the ways you can access and use available
materials. By the end of the semester, you will have developed a range of essential
communication skills and understandings needed for effective management in modern
organizations.
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The overall objective of this course is to acquaint you with a knowledge about the
basic theories, skills, and concepts about communication and management skills
needed in business. The more specific aims are to provide an opportunity for you to
integrate theory and practice, to reflect on the purpose and effectiveness of the skills
and to improve your communication both personally and in the workplace.
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Period (Central) 11
Final Examination
The aim of the course is to enable students to understand how macroeconomic factors
and domestic macroeconomic policies affect the business conditions faced by large
and small firms. It emphasises the application of macroeconomic analysis, particularly
in relation to the international economy and the financial sector. It focuses on
concepts rather than the development of mathematical models. The recent financial
crisis and the rationale behind current policies will be explored.
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1994
Tutorial 2: Neoclassical growth theory (Tutorial): 8, 10, 11
Readings/Ref: Solow 1956 ; Solow 1994
Lecture 3: Endogenous Growth Theory (Lecture): 8, 10, 11
Introduction to the endogenous (Romer) growth model.
Endogenous technological change. Investment in R&D.
On the redefinition of capital as knowledge (or human
capital). On the implications of constant or increasing
returns to investment. Implications for global patterns of
wealth. Implications for investment in education, science
and technology.
Tutorial 3: endogenous growth theory (Tutorial): 8, 10, 11
Readings/Ref: Romer94 ; Warsh06
Lecture 4: Schumpeterian growth theory (Lecture): 8, 9, 10, 11
Introduction to the Schumpeterian (evolutionary) growth
framework. The growth of knowledge and economic
growth. Role of entrepreneurship and innovation in
economic growth. Role of finance. Role of profit.
Industrial population dynamics. Creative destruction and
evolutionary mechanisms of economic growth. Sectoral
patterns and trajectories of economic evolution.
Readings/Ref: POD Reader ; MFR06 ; Metc02 ; F&L01
; FOS87 ; Mokyr04 ; LCB05 ; bein06
Tutorial 4: Schumpeterian growth theory (Tutorial): 8, 10, 11
Readings/Ref: MFR06 ; Metc02 ; F&L01 ; FOS87 ;
Mokyr04 ; LCB05 ; bein06
Lecture 5: Institutions of economic growth (Lecture): 6, 8, 9, 10, 11
A review of other factors affecting economic growth.
Role of natural resources. Role of institutions. Role of
finance, foreign direct investment, venture capital and
speculation. Role of free trade and consequences of
barriers to trade. The many forms of barriers. Role of
Government in relation to drivers of growth. Effect of
forms of government. Role of legal system and property
rights. Role of labour markets and mobility. (If time)
Economic growth and global financial meltdown.
Readings/Ref: POD Reader ; F&L01 ; desoto00 ;
Mokyr04 ; bein06 ; north90
Good Friday Public Holiday (Lecture): There are no
classes on this day in Teaching Week 6.
MID-SEMESTER BREAK ( No Lecture or
Tutorials):
Lecture 6: Global economic growth and welfare 8, 9, 10, 11
(Lecture): Very long run economic growth (Maddison,
Clark). The ‘bottom billion’ (Cilliers). Aid and growth
(Easterley). Growth and development (Marx & Keynes
versus Hayek & Friedman). Growth, consumption and
economic welfare and the question of the nature of the
benefits of growth and who benefits from growth. The
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
This course has several objectives. Firstly, students should develop the basic skills
required to understand and manage business research programs. Secondly, students
should be able to understand the business research process, including the development
of research questions and application of methods that are appropriate for specific
research problems.
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3. design research studies for collecting the information required for decision making
for a given business
4. Critically evaluate research designs
5. Identify the ethical issues involved in conducting business research
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Textbook:
Cooper, Donald R. and Schindler, Pamela C. (2008), Business Research
Methods. 10th Edition. McGraw-Hill Irwin.
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6.2 Semester 2
6.2.1 Employment Relations
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
In this course you will be exposed to the field of employment relations at both the
enterprise and institutional levels. As a first step, you should read this outline very
carefully to gain a general understanding of the aims, structure and organisation of the
course, the assessment which you will be required to undertake, and the specific rules
that apply to this course and which may vary from other courses that you have
undertaken at UQ.
Employment relations seeks to explain the nature of relations, both individual and
collective, that arise between employers, managers, employees and their
representatives in the context of paid employment. Given the complexity of
workplace behaviour, this course draws on several academic disciplines, including
economics, law, politics, sociology and history, and each provides different insights
into the study of employment relations.
Three main social forces are involved in shaping employment relations in Australia:
capital, labour and the state. This course therefore considers the differing perspectives
of all parties involved in employment relations. While at times considering
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Within this general framework a wide variety of topics is investigated, including types
and determinants of conflict at work; the activities of industrial tribunals, employer
organisations and trade unions; the various methods of determining pay and
conditions of employment (awards, enterprise agreements, Australian Workplace
Agreements and the Rudd Government's replacement arrangements, and common law
contracts); and occupational health and safety.
The course will cover fully the impact of the WorkChoices legislation as well as the
changes under way with the Rudd Government.
Students taking this course who are interested in becoming HR practitioners should
also consider enrolling in MGTS3605 Negotiating Employment Agreements which
provides the opportunity for application of the concepts learned in this course through
a series of hands-on skills-developmental exercises.
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B. EFFECTIVE COMMUNICATION
B1. The ability to collect, analyse and organise information 1, 2, 3
and ideas and to convey those ideas clearly and fluently, in
both written and spoken forms.
B2. The ability to interact effectively with others in order to
work towards a common outcome.
B3. The ability to select and use the appropriate level, style 4
and means of communication.
B4. The ability to engage effectively and appropriately with
information and communication technologies.
C. INDEPENDENCE AND CREATIVITY
C1. The ability to work and learn independently.
C3. The ability to generate ideas and adapt innovatively to
changing environments.
C4. The ability to identify problems, create solutions, 4
innovate and improve current practices.
D. CRITICAL JUDGEMENT
D1. The ability to define and analyse problems. 1, 3
D2. The ability to apply critical reasoning to issues through 3
independent thought and informed judgement.
D3. The ability to evaluate opinions, make decisions and to 3
reflect critically on the justifications for decisions.
E. ETHICAL AND SOCIAL UNDERSTANDING
E1. An understanding of social and civic responsibility. 1, 3
E2. An appreciation of the philosophical and social contexts 4
of a discipline.
E4. A knowledge and respect of ethics and ethical standards
in relation to a major area of study.
E5. A knowledge of other cultures and times and an
appreciation of cultural diversity.
Textbook:
Bray, M., Waring, P., & Cooper, R., (2009), Employment Relations: Theory
and Practice, McGraw-Hill Companies, Sydney.
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Theoretical Comparisons
Learning Objectives: 1
Management
Learning Objectives: 2, 3
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
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Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
The course consists of one 2-hour lecture and one 2-hour tutorial contact each week.
Tutorials commence in the second week of the semester.
Students should note well that the theory and practical work cannot be separated. You
need to understand the basics of each topic's theory in order to tackle practical
questions successfully. In other words, theory forms the foundation of practical work.
1. It permits those students who wish to concentrate their studies in some other
area(s) of business studies to obtain a sound introduction to financial management.
The course addresses the principal decisions confronting the financial manager of
a firm, namely the acquisition and utilisation of funds for profit, and adding value
to the firm.
2. For those students who wish to specialise in the finance discipline, the course
provides a core upon which further intermediate and advanced aspects of
corporate finance can be developed.
1. know, and be able to apply in both familiar and unfamiliar settings, the financial
mathematics introduced in this course
2. understand the objective of the firm, and the key decision rules that stem from this
objective
3. understand the role of short-term financial management in value creation
4. identify and describe the characteristics of various debt and equity securities, and
be able to apply the appropriate techniques to value these securities;
5. explain the capital budgeting process and its relevance to the value of the firm;
apply the appropriate capital budgeting techniques in both familiar and unfamiliar
settings;
6. understand the basic concepts of risk in a financial context, and the approaches
adopted in finance to minimise this risk
7. understand and apply the capital asset pricing model (CAPM)
8. Understand and apply the weighted average cost of capital (WACC) concept
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
The overall aim of this course is to prepare you personally and academically to
appreciate leadership in the 21st century. More specifically, the course aims to
acquaint you with relevant leadership theories and provide you with an opportunity to
integrate leadership theory and practice. Besides, it aims to assist you in reflecting on
the purpose and effectiveness of your business leadership and management skills and
to improve your potential to lead and make a difference in the workplace.
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B. EFFECTIVE COMMUNICATION
B1. The ability to collect, analyse and organise information 1, 3, 5
and ideas and to convey those ideas clearly and fluently, in
both written and spoken forms.
B2. The ability to interact effectively with others in order to 1, 3, 4, 5
work towards a common outcome.
B3. The ability to select and use the appropriate level, style 1, 3, 4, 5
and means of communication.
B4. The ability to engage effectively and appropriately with 1, 3, 4, 5
information and communication technologies.
C. INDEPENDENCE AND CREATIVITY
C1. The ability to work and learn independently. 1, 3, 4
C3. The ability to generate ideas and adapt innovatively to 1, 3, 4, 5
changing environments.
C4. The ability to identify problems, create solutions, 1, 3, 4, 5
innovate and improve current practices.
D. CRITICAL JUDGEMENT
D1. The ability to define and analyse problems. 1, 2, 3, 4, 5
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4, 5
independent thought and informed judgement.
D3. The ability to evaluate opinions, make decisions and to 1, 2, 3, 4, 5
reflect critically on the justifications for decisions.
E. ETHICAL AND SOCIAL UNDERSTANDING
E1. An understanding of social and civic responsibility. 3, 4, 5
E2. An appreciation of the philosophical and social contexts 5
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 3, 4, 5
in relation to a major area of study.
E5. Knowledge of other cultures and times and an 3, 4, 5
appreciation of cultural diversity.
Textbook:
Lussier, R.N. & Achua, C. F. (2007) Leadership (3rd Edition). Cengage.
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VII. YEAR 3
7.1 Semester 1
7.1.1 Business Policy and Strategy
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
The course draws upon current strategic management theory to provide a framework
for evaluating the strategic positioning of firms for sustainable competitive advantage.
As such, the course will endeavour to bridge the academic strategic management
literature with reallife scenarios in firms both in Australia and overseas.
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Introduction
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Tutorial folio (Mintzberg, 1990 & Ansoff, 1991); Carpenter (Chapter
1)
Industry analysis
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapter 4)
Internal Analysis
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapter 3)
Business-Level Strategy
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapters 5 and 6)
Corporate-Level Strategy
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapters 7 and 9)
International Strategy
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapter 8)
Sustainable Strategies
Learning Objectives: 1, 2, 3, 4, 5
Strategy Implementation
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Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Carpenter (Chapters 11 and 12)
Conclusions on Strategy
Learning Objectives: 1, 2, 3, 4, 5
Readings/Ref: Tutorial folio (Ghemawat, 2002);
Extends some topics covered at the second year level. Topics in this category
include amongst others, applications and extensions of the theory of demand,
theoretical and empirical analysis of costs and production, and pricing and
output decisions under various market structures.
Introduces concepts, theoretical materials and analytical techniques to which
the students are unlikely to have been exposed before this subject. Topics in
this category may include demand estimation, the range and application of risk
analysis in connection with economic decision-making and financial analysis
of projects.
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Competition
Readings/Ref: Textbook (Chapter 12 & 13);
Topic 7 (SMcD) (Lecture): Oligopoly - Price and Non- 1, 2, 3, 4, 5
Price Competition and the Relevance of Game Theory
Readings/Ref: Textbook (Chapter 13 & 14);
Topic 7 (contd) (Lecture): Oligopoly - Price and Non- 1, 2, 3, 4, 5
Price Competition and the Relevance of Game Theory
Readings/Ref: Textbook (Chapter 13 & 14);
Topic 8 (SMcD) (Lecture): Organizational Structure and 1, 2, 3, 4, 5
Corporate Governance
Readings/Ref: Textbook (Chapter 18);
Topic 9 (SMcD) (Lecture): Government in the Market 1, 2, 3, 4, 5
Economy
Recap and Review
Readings/Ref: Textbook (Chapter 19);
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7.2 Semester 2
It is said however that 70% of all change initiatives fail. That's a big failure rate. It
indicates that change management is a real challenge for organisations at a time when
the business environment is becoming increasingly volatile and complex. So our job
this semester is to understand some of the fundamentals of organisational change.
Why? Because the work environment you will enter after graduation is now heavily
inculcated with change events (e.g. mergers, downsizing, acquisitions, business
failures, layoffs, new strategic directions and reorganisations) and we think you
should have a good analytical acquaintance with these complex matters in your
last period with us in the Business School.
The potential impacts of these changes on people and economies are significant. On
the plus side change can produce enormous opportunities for growth and
development. On the negative side change can produce survivor syndrome, decreased
commitment and dropping of morale and staff creativity. Change can also have
disastrous economic effects for the organisation.
There are many ways of helping you understand the fundamentals of organisational
change. My choice for you is to get you thinking about change as sometimes planned
and sometimes unplanned. Thinking, reading and discussing planned and unplanned
change will take up the first 10 weeks of the program. After that we will consider the
important topic of barriers to change. What, in other words, stops organisations from
changing.
To get to its stated objectives the course offers you a rich mix of teaching and learning
styles which I hope will be beneficial to you. The ingredients in this mix are: lectures,
peer-group presentations, tutorials and group project work. The lecture material from
the course coordinator will be supplemented by readings which have been carefully
chosen to not only be on message but to be highly contemporary. The lecture content
is also supported by tutorial presentations and group project work.
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Please take these course objectives very seriously as we design your assessment
around them. You should return to these objectives throughout the semester to self-
monitor your progress in the course.
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MODULE 1.
In the collection of lectures in the first module we
focus on planned change, i.e organisational change that
has been undertaken with a plan and a goal in mind.
We inquire into the established stages of planned
change but remaining wary about attributing to much
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Disrupt workflow
Reduce efficiency
Increase workloads (e.g. when downsizing reduces
labour power available).
The dual purpose of this lecture is to raise your
awareness of the human costs of change as well as
stimulating you to think about ways of keeping these
costs to a mininum.
Lecture 4 (Lecture Series): The Value Side of 2
Planned Change.
Organisational change is dependent on change of the
organisation's value structure. In this lecture we
examine that important link. We then go on to consider
the connection between organisational change and
culture.
Lecture 5 (Lecture Series): The Shrinking 3
Organisation.
One of the most significant changes to organisations
worldwide in the last 15 years has been to do with what
we call downsizing. One study showed that between
1993-1995 fifty three percent of Australian businesses
downsized (Littler, 1997). This lecture examines
important facets of this clear example of planned
organisational change. A focus is on recent research
pointing to the human costs of downsizing and
questioning whether downsized organisations reap the
economic benefits promised.
Lecture 6 (Lecture Series): The Phoenix 3
Organisation.
We live in the age of restructuring. This has many
consequences and we look at some of the important
ones in this lecture. We note that the workforce
including managers experience a lot more uncertainty
from the constant generation of organisational change.
The lecture examines some of the key restructing
variables such as:Intensification of work,increased
autonomy,increased skills, working in teams and
increased use of new technologies.
lecture 7 (Lecture Series): MODULE 2. 4
The lectures in the previous model got you thinking
about planned organisational change. That is change
that is consciously, systematically and proactively
unertaken. But what about change that must be done
because of unforseen circumstances? This type of
change can be as substantial as planned change. Here
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dominance.
Lecture 12. (Lecture Series): Organisations that 5
Learn and those that don't.
Research has shown that learning can contribute
enormously to an organisation's peformance. We
examine this through case material which explores
organisations changing through effective learning and
organisations who fail to grasp the opportunities and
remain static.
Lecture 13. (Lecture Series): The Change Makers 6
The final lecture is a summary of important points
raised in class. not to be missed!
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
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The overall aim of this course is to acquaint students with the basic theories and skills
that will allow them to manage conflict effectively in the workplace.
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Textbook:
Goodwin et al. 2009, Managing Workplace Conflict: Theory and Practice,
2nd Edition, Pearson Australia, Frenchs Forest.
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Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
This course is an advanced course concerned with managing and leading the
information systems function within organizations. The focus is on Information
Technology (IT) management issues and problems, such as the strategic alignment of
IT services and infrastructure where the organisation's objectives are emphasised
rather than details of the computing and communications technology that underlie
information systems.
The latter will only enter the course to the extent they directly impact the decisions to
be made or the way the information systems function should be managed. However an
understanding of the computing and communications technology that underlie
information systems is necessary to fully apply and understand the issues that will be
covered in this course.
In our discussions and case analyses, we will be assuming the viewpoint of the senior
executive responsible for all information technology and services in the organization
whether he/she is called the IT manager, the information services manager or the chief
information officer (CIO). The course is structured around the major types of
activities this person must undertake. The course provides varied opportunities for
student learning through case studies, business oriented student projects and guest
speakers from industry.
The format for this course has been designed to maximise the learning outcomes for
students. For individuals to become expert in an area, research has shown that there
are two prerequisites.
First, it must be possible to provide structure to the problem domain via theories or
models. The text book readings we examine in this course are meant to fulfill this
requirement.
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problems they will encounter in practice. The information systems management cases
we will complete during the course are meant to fulfill this requirement.
Finally, successful leaders and managers of the information services function must be
able to relate IT to the broader business environment and be articulate in both written
and oral communication. Class presentations and written projects provide the
opportunity to develop these skills.
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Textbook:
Turban, Liedner, McLean and Wetherbe, (2008) "Information Technology for
Management", Sixth Edition, John Wiley and Sons, New York
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