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AGSM MBA (Executive)

Designed for busy executives, this program offers the chance to gain a world-leading MBA when it suits you, and enhance your analytical and leadership skills.

  • Overview
  • Structure
  • Entry requirements
  • How to apply
  • Student experience
  • FAQs

Why choose this MBA?

  • Flexibility to study Australia’s leading part time MBA program
  • Accredited by international agencies, Association to Advance Collegiate Schools of Business (AACSB) and the European Quality Improvement System (EQUIS)
  • Challenge yourself to reach your full career potential and fast track your success
  • Practical focus to learning, where you apply new skills in your current role as well as class projects
  • Be part of an elite cohort of talented business students, and develop a valuable and influential global network
  • Tailor your MBA to pursue a personal interest area with a wide range of elective choices, including overseas intensive study
  • Option to study some courses at one of 30 elite partner schools through our international exchange program
  • Online access to program materials, timetables, results and academic and business journals
  • With five intensive, residential cohort experiences, where students live-in for the duration of the course, these valuable opportunities allow you to harness the power of collective intelligence and are unique only to AGSM.

Who is this program for?

Ambitious and experienced managers, executives and professionals who want to take their career to a new level and are seeking:

  • A globally recognised MBA from Australia’s leading business school, without having to put a successful career on hold.
  • New skills and concepts that are immediately transferrable to the workplace.
  • A flexible program that lets you study in multiple locations, work at your own pace and is delivered through a blend of face-to-face, online and intensive residential study periods.

Job and career prospects

  • Senior management roles (GM, CEO and board level)
  • Senior government leader
  • Not-for-profit manager
  • Entrepreneur
  • Consultant
  • Venture capitalist
  • Executive roles in accounting, finance, marketing, sales and communications, amongst others

You can complete the AGSM MBA (Executive) in anywhere between 2.5 to 7 years. Typically, it's completed in 3 ½ years. A unique part of the program is the intensive residential cohort experiences which bookend the program.

Stage one - Foundations

Executive Blueprint is a mandatory commencing residential course that sets the platform for a transformational learning experience. We advise that you commence your MBA (Executive) with this course, as it has been designed to help you embark on a path to success in your AGSM MBA (Executive) program. It is intended to enable you to:

  • Acquire a range of useful strategies and skills for enhancing your executive effectiveness
  • Begin to engage productively with the MBA (Executive) course concepts and your colleagues throughout your program,
  • Reflect on your personal managerial and leadership experiences and expand your capacity to think and act as a leader.
  • Start the transformation journey from ‘knowing about leadership’ to ‘doing leadership’ and ‘being a leader’.
  • Build life-long relationships with your fellow MBA (Executive) students during the mandatory 3-day residential component, for which AGSM organise your catering and accommodation. Students must attend all sessions and stay on-site for the duration of the course.
MNGT6211 The Executive Blueprint

The MNGT6211 Executive Blueprint course is a commencing course and part of Stage 1 of the revised MBA Executive Program. This course primes students for a transformational learning experience.

The course is an academically-grounded orientation to the AGSM MBA (Executive) program. It is intended to provide a cohort experience and to help students acquire a range of useful strategies and skills for enhancing their executive effectiveness, as well as for engaging productively with the MBA(Executive) course concepts and their colleagues throughout their program.

The course assists students to reflect on their personal managerial and leadership experiences, expanding their capacity to think and act as leaders. Personal, tacit theories about what works (from experience and previous learning) are unearthed and discussed against management and leadership research to instil an evidence-based approach to leadership. The course starts the personal transformation journey of students in the program from ‘knowing about leadership’ to ‘doing leadership’ and ‘being a leader’.

MNGT6211 is a 12 week blended residential course, whereby students engage in self directed and online facilitated activities as well as attend a 3 day on campus residential.

Course outline

Core and elective courses

Complete your four core and three elective courses in any order:

Four core courses that address the key disciplines of business

MNGT6210 Accounting and Financial Management

This course explains accounting techniques and terminology, providing you with sufficient conceptual and practical skills to give you the knowledge and confidence to understand complex financial strategies and make better financial decisions. The course assumes that you have limited prior knowledge of accounting and financial management.

Course outline
MNGT6251 Marketing Management

This course focuses on the process of creating, communicating and delivering value to customers with a view to create exchanges that build customer relationships and satisfy individual and organisational goals. 
The course objectives are to develop an awareness of major marketing problems faced by a variety of organisations, with an emphasis on sound approaches to addressing these problems.
At the end of the course, equipped with a broad understanding of topics such as consumer behaviour, marketing research and marketing strategy, students should be able to create marketing plans, articulate aspects of the marketing mix and develop sound customer-oriented and competitive marketing strategies.

Course outline
MNGT6275 Managing People and Organisations

This course explores the issues you face in managing people, groups and organisations.

We ask such questions as:
  • What is my role as a manager and a leader?
  • What motivates people at work?
  • How does my group function, and how can it be more effective?
  • What impact does the structure and culture of my organisation have on our performance?

Course outline
MNGT6321 Corporate Finance

The underlying theme of this course is that a business must add value. Those that do not will either be forced to change or cease to exist. The course addresses the questions: 
  • What is value, how is it measured and how does a well-run business create or add value?

In examining value, you will be introduced to the three basic ideas in finance: 

  • The time value of money, diversification and arbitrage.

Course outline

Three elective courses drawn from AGSM’s portfolio of MBA programs including

COMM5703 Social Investment and Philanthropy

Major changes are reshaping the role of philanthropy both internationally and in the Australian context:

  • Global economic realignments, the privatisation of community services
  • New patterns of wealth distribution and of inter-generational wealth transfer
  • Greater expectations of the role of corporate citizenship and of corporate philanthropy

These forces are also extending the meaning of philanthropy by encouraging the growth of new forms of social investment, in which commercial enterprise is being shaped by social as well as financial goals, to create innovative, and sometimes hybrid, models of sustainable community services, environmental protection and social development, as well as new business opportunities.

This course will introduce the history, core concepts and current issues in the fields of philanthropy, fundraising and social investment. It will also examine patterns of fundraising and giving, ethical and philosophical perspectives and the management and legal aspects of social investment programs.

Find the course outline PDF for this course in the archives

COMM5704 Demonstrating Social Impact

Demonstrating Social Impact is an elective subject for the Graduate Certificate in Social Impact and M Com, MBT or AGSM MBA programs. It provides an overview and introduction to evaluation and social impact assessment, the underpinning principles of evaluation and social impact assessment and examines some of the key social impact measurement approaches increasingly used by leading Third sector organisations in Australia and internationally, including Logic Models such as LogFrame; Social Return on Investment (SROI); and Social Accounting and Audit (SAA). Other frameworks used to measure the impact of corporate social initiatives will also be discussed.

The course will provide the knowledge and tools necessary to understand and apply social impact frameworks and methodologies at a project and organisational level.

Find the course outline PDF for this course in the archives

COMM5706 Design for Social Innovation

Social innovation, the outcome of the work of social entrepreneurs and others can be developed in almost any context. It is often a response to an identified problem, issue or opportunity. Design thinking and methods take a whole systems, rather than a silo, approach to offer different perspectives to the traditional business tools.

Design for Social Innovation offers participants the opportunity to learn and apply design tools and methods to real projects with a focus on social outcomes.

This course is an elective subject for the Graduate Certificate in Social Impact, and an elective available for all postgraduate students. It provides an overview and introduction to the role and application of design concepts in social innovation and social enterprise.

The course will provide the knowledge and tools necessary to understand and apply design principles at a project or organisational level.

Course outline
COMM5708 Social Impact: Entrepreneurs and Social Innovation

Social Impact: Entrepreneurs and Social Innovation examines the accelerating economic relationship between government, business and the third sector to deliver social (including environmental) value in communities and the way in which this drives social innovation.

The course first examines the social economy through the emerging spectrum of organisational forms that generate both social and economic value: from traditional charities, to social enterprises, through to socially responsible business and traditional corporations. It looks at why the traditional boundaries between government, business and the third sector have become blurred and fluid and what that means for the capacity to deliver new forms of social impact.

Second, the course examines trends and drivers re-shaping the dynamics of social impact. It reviews the key changes that have occurred within each of the sectors:

  • The changing role of government from direct provider to enabler
  • The emergence of corporate responsibility within the business sector
  • The emergence of social enterprises and socially responsible businesses within the third sector and the consequent implications for leadership
  • The emergence of new forms of philanthropy and social investment

The course examines the ways in which these changes drive social innovation and it concludes with a review of global trends and organisations that effect social change and impact.

Course outline
COMM5709 Corporate Responsibility and Accountability

Corporate Responsibility and Accountability is a specialist course for the Graduate Certificate in Social Impact and an elective for those undertaking the Master of Commerce or MBA or MBT Programs. It examines how business manages its social, environmental and economic impact on society.

The course first reviews the historical evolution and development of the concept of Corporate Social Responsibility and Corporate Citizenship and why it is now a key part of managing the business enterprise.

Second, the course examines what acting responsibly means for corporations in terms of the market, community, environment, workplace and government. Issues covered include business and human rights, business-community partnerships, corporate philanthropy, the human resource management implications of CSR, business and the environment and businesses’ relationship with government.

Third, the course examines how business accounts for its behaviour and impact in society through sustainability reporting and the role of external assurance and outlines debates on the appropriate role of government policy in either regulating and/or enabling responsible corporate behaviour.

Find the course outline PDF for this course in the archives

MBAX6273 Redesigning the Organisation

This course focuses on the important structural and cultural elements of an organisation’s design, when and why the elements might need to be redesigned and how to redesign them effectively We consider changes at the level of individual jobs through to strategic options such as mergers, downsizing and restructuring. There is no one perfect design, only an optimal design for each particular time and context. By the end of the course you will be able to: Describe the main features of organisations Assess an organisational design in relation to the strategy and the environment Apply an open-systems perspective to planning for change Identify appropriate interventions Recommend ways to improve the redesign process.

Course outline
MBAX6274 Systems for Change

This course examines how you can sustain change in yourself and your organisation and teaches you the skills to support both processes. You will learn the four-step action research method:

  • Implement change, Study and reflect on outcomes, Design new interventions, Continually assess the effectiveness of your actions. The aim is to become competent in using an open-systems model to understand how organisations function.
  • You will learn to analyse the extent to which systems enable and motivate sustainable change.
  • About one-third of the course is devoted to applying skills to a current, action research project at your workplace.

Prerequisites: MBAX6271 / MNGT6271 Approaches to Change.

It is recommended to also complete MBAX6273 / MNGT6273 Redesigning the Organisation before undertaking this course.

Course outline
MBAX9101 Project Management

Project management involves the overall planning, control and coordination of a project. It is the process by which the responsibility for all phases is combined within one multidisciplinary function. This course introduces you to the project management skills needed during the lifetime of a project. It explores some key concepts of project management, including project risk management.

Course outline
MBAX9103 Business Management for a Sustainable Environment

Business Management for a Sustainable Environment provides an overview of the range of environment issues facing our community, and the responsibilities of managers in addressing those issues. Via an understanding of the big picture, managers can make sound economic decisions compatible with a commitment to a sustainable environment. The more specific issues and control strategies discussed provide insights into environmental control techniques and methods for handling environmental problems, ranging from legal aspects to quantitative risk assessment.

Course outline
MBAX9106 Information Systems Management

Information Systems Management addresses current management issues in the deployment of information systems and information technology. It deals with the relationship between the organisation and its information systems, strategic and tactical planning for information systems and the management of the development and acquisition of systems and technology. Attention is paid to issues such as outsourcing vs. insourcing, business continuity planning and the provision of information for decision makers. The focus is on management, not the technology itself.

Course outline
MBAX9117 E-Business Strategy & Management

Drawing on the application of information technology for competitive advantage, the course looks at the potential effects of e-business on the value chain, product differentiation, strategic relationships and market share. Important technologies are emerging in the vital areas of data transfer and personal interaction and these will set the foundations for the future management of e-business. Topics in the course include the potential impact of e-business in both business-to-business and business-to-consumer transactions, security and communications, legal and ethical issues, EDI and electronic payments systems and revenue-generation strategies.

Course outline
MBAX9119 Managing for Organisational Sustainability

The current global business environment continues to create challenges for organisations and their managers. Managers now face increasing pressure to balance short and long-term needs for economic, social and environmental sustainability. This course examines how organisations and their management can support sustainable organisational strategies. We see how holistic and integrated approaches to people management and stakeholder relations can increase an organisation’s capability for continuous renewal and long-term viability. Managing for Organisational Sustainability deals with topics such as organisational capabilities and sustainability, triple bottom line thinking, corporate social responsibility, stakeholder management, alternative performance management systems, organisational learning and change, and managerial competencies for sustainability.

Course outline
MBAX9121 Managing Agile Organisations

Behind managing agile organisations effectively is a myriad of applicable management theory. In Managing Agile Organisations (MAO), we will demystify that theory and invite students to unleash its value in analysis of their own organisation (or another that they know well). It is becoming increasingly important in the current business environment to be able to do this to good effect.

Beyond those skills of organisational analysis, we will further investigate the importance of achieving and managing agility of politics, power, cross-functional interaction, inter-organisational alliances, commitment, managing change, and critical aspects of leadership, leaders and leading. Students of MAO are sure to undergo a transformation of their present management perspective.

Course outline
MBAX9122 Economics in Management Practice

An understanding of economics is essential for the long-term viability of business. The economic environment in which business operates will have a vital bearing on day-to-day decisions. Economics in Management Practice lays the foundations for such knowledge. It provides a basic introduction to those economic principles that are important for business, as well as providing general economic literacy to enable participants to read and understand economic reports and to be able to communicate with and understand business people, economists and policy makers.

Course outline
MBAX9124 Business Law and Technology

Business Law and Technology provides an overview of the legal environment for and the legal regulation of business in Australia. It introduces the Australian legal system, alternative forms of business organisation and the legal framework of business regulation, and examines areas of law of particular relevance to business including business contracts and torts, restrictive trade practices and fair-trading, the protection and exploitation of intellectual property, and technology contracts.

Course outline
MBAX9127 Supply Chain Management

In this course students examine the basic concepts and tools of supply chain management within the broader framework of integrated intra- and inter-firm operations. The aim of the course is to bring together related but traditionally separate sub-disciplines of management: operations management, which deals with the planning, scheduling and control of production activities within the business firm, and supply chain management, which focuses on the market-integrated production activities of networks or chains of specialised firms that sequentially convert raw materials into increasingly complex intermediate and final products. Although these two sub-disciplines have been taught at universities as separate management subjects, it is increasingly apparent that they should be combined. The sourcing of inputs from upstream suppliers and the distribution of outputs to downstream customers cannot be separated from the management of in-house production.

Course outline
MBAX9130 Enterprise Risk Management

This course considers the range of risks facing organisations in the areas of finance, operations, IT, innovation and reputation. An organisation’s culture can impact on the effectiveness of its risk management, which needs to be incorporated into all business planning and decision making. The course covers the role of corporate governance and compliance, and suggests methods of developing and implementing appropriate risk management strategies. Some of the effective tools available for identifying, assessing and quantifying risk are presented, along with emerging issues in enterprise risk management.

Course outline
MBAX9135 Business Analytics

This is a core course in Business Analytics, which enables organizations to make quicker, better, and more intelligent decisions to create business value in the broadest sense. This course addresses the context of business analytics and the management actions required for organizations to manage business analytics such that they can create value from their data and make progress on the transformational journey to becoming data-driven. Emphasis will be placed on the managing and sourcing data, the analytic process and the role of leadership in supporting the organizational and cultural change associated with the transformation to becoming a data-driven organization.

As part of the business analytics process you will build predictive models. This requires a basic understanding of statistics and you will therefore be required to study the material on basic statistics provided by Harvard online training. IBM’s Watson Analytics will be used to build predictive models and communicate analytic insights.

Course outline
MBAX9137 Advanced Finance

This course focuses on advanced financial decisions of corporate managers. First, the course expands on the traditional project evaluation criteria by introducing real options and valuation techniques in the presence of uncertainty. Second, it discusses the use of debt and equity as financing instruments and how to assess leases. Third, it explains how to hedge a company’s cash flows and balance sheet from both domestic and international exposures. The course uses case studies to illustrate the application of theoretical concepts to real-life.

Course outline available soon

Find the course outline PDF for this course in the archives

MBAX9138 Financial Analysis

In this course, financial-statement information is discussed as a tool in a wide range of business decisions. We will discuss financial statements from a user’s perspective, and use a variety of tools to break apart financial reports into meaningful units for analysis, forecast financial statements, and value a firm’s shares. We will also look at the role of managerial incentives and accounting rules in assessing the quality of financial statements.

Course outline available soon

Find the course outline PDF for this course in the archives

MBAX9139 Entrepreneurial Finance

This course seeks to understand what venture capital is, what venture capitalists do and the way venture capital organisations work. This course is primarily geared towards students interested in working in venture capital, or other private-equity organizations. It is also intended for students who expect to work alongside venture capitalists or other private equity investors, whether as managers of firms financed by such investors, as investment bankers taking their firms public, or as money managers investing in these funds. Finally, it is designed for students interested in exploring how aspects of private equity investing can be transferred to the management of projects in established organizations.

Course outline available soon

Find the course outline PDF for this course in the archives

MBAX9140 Global Finance

The course will provide information and analysis on the latest development in the world of finance and its implications for business strategies. Live financial data and other information from various financial institutions are provided to teach a number of issues that influence global finance and the way multinational companies build their global business networks, their activities and strategies. The Course also brings a fresh perspective from eminent scholars from various leading business schools and financial organizations.

Course outline available soon

Find the course outline PDF for this course in the archives

MBAX9142 Financial Modelling

New course - information coming in 2018

Find the course outline PDF for this course in the archives

MNGT5203 Entrepreneurship From the Inside

This course builds on MNGT5202, providing a hands-on internship experience, allowing for immersion in a real-world startup environment. Students undertake an internship in a local startup, experiencing first-hand the thrill of growing an entrepreneurial business. The challenge in the course is to provide the startup with expertise that they may not have, while at the same time living and breathing the startup world from the inside.

Course outline
MNGT5312 Financial Statement Analysis

The exact type and structure of a 'financial analysis' depends largely on the specific decision making context in which the analyst is placed - is it equity investment, credit extension, analysis of supplier/customer health, competitor analysis, regulatory overview or intervention, or valuation for take-over or restructuring purposes? However, many of the techniques of financial analysis are common to each. This course devotes considerable attention to these 'techniques' and the difficulties associated with their application; primarily in the context of equity investment/valuation and credit extension decisions. The emphasis is on sharpening analytical abilities in financial statement analysis from a managerial standpoint. Particular attention is placed on developing an ability to 'pierce the accounting veil' to get at the underlying bottom line - cash flow and the inherent volatility thereof. The Core Finance and Core Accounting courses are prerequisites for this elective.

Course outline
MNGT5321 Advanced Managerial Finance

Through the use of case studies, this course applies the basic concepts introduced in core Finance (MNGT5220) course to the firm’s financial decisions.

We focus on the determinants of the firm's capital structure and dividend policy, estimation of the cost of capital, the valuation of strategic investment opportunities and the application of valuation techniques to the acquisition of other firms.

This course was previously known as ‘Corporate Finance’.

Course outline
MNGT5322 Venture Capital Finance

The venture capital and private equity industry has expanded by at least 3000% over the past fifteen years and is playing a critical role in shaping our economy and supporting innovation. Yet venture capital firms often operate in mysterious ways, with little real public visibility. This course seeks to understand what venture capital is, what venture capitalists do and the way venture capital organisations work. This course is primarily geared towards students interested in working in venture capital, or other private-equity organizations. It is also intended for students who expect to work alongside venture capitalists or other private equity investors, whether as managers of firms financed by such investors, as investment bankers taking their firms public, or as money managers investing in these funds. Finally, it is designed for students interested in exploring how aspects of private equity investing can be transferred to the management of projects in established organizations.

Course outline
MNGT5325 International Finance

This course provides a conceptual framework within which the key financial decisions of the multinational firm can be analysed. The course first considers the environment of international financial management, emphasizing the determination of exchange rates. We study international exposures, then analyse investment and financing decisions as they are made by a multinational entity.

Course outline
MNGT5356 Digital Business and Marketing

The objective of this course is to supplement basic marketing and marketing strategy courses by focusing on problems and strategies specific to marketing of services.

Problems commonly encountered in marketing services – such as difficulty in controlling quality, managing service failure and recovery situations and an inability to inventory – will be addressed.

Strategies used by successful services marketers to overcome these difficulties will be discussed.

This course was previously known as ‘Services Marketing’.

By participating in this course, students will:
  • recognize the similarities and differences between the marketing of services and goods
  • critically analyse service-related issues faced by real companies and offer viable solutions and gain a deeper appreciation of the number and extent of their own service encounters

Course outline
MNGT5374 Managerial Decision Making

The aim of this course is to improve decision-making skills and to provide strategies for further improvement in the future. We cover how individuals and groups make decisions and solve problems, individually and in organizations. By the end of the course, students will understand their own decision styles and personal dispositions, make decisions more deliberately and systematically will be able to use decision analysis techniques and group processes, integrate their values into their decisions, and, generally, have increased confidence in their decision-making.

Course outline
MNGT5388 Negotiations and Strategy

Negotiation is a central element in managerial life. Negotiations are required not only with external parties but also within the firm. The course will consider both co-operative and competitive dimensions of negotiation and examine the ethical issues which arise.

Course outline
MNGT5520 Quantitative Business Modelling for Managers

The aim of this course is to provide students with the skills required to model and analyse business problems that have financial (revenue and cost) implications and to enable them to effectively present data for effective communication to a business audience.

Course outline
MNGT5540 Business Modelling

This course will equip you with the practical skills to design and structure decision-making models. Students will be presented with a design methodology and the associated modelling techniques necessary to build models that are clear to use, powerful in application and address specific needs.

The models may be financial models, decision making models, costing models or operational models. Regardless of their purpose, the course will also equip you to visualise results in well structured dashboards that adhere to the needs of C-suite professionals and organisational decision makers.

The techniques covered will focus on Microsoft Excel and would benefit anyone who wishes to better understand, build, analyse or maintain Excel based models.

Course outline
MNGT6233 Operations Management

Any business or organisation is concerned with delivering value to its customers or clients. A company's 'operations' are the direct processes that it uses to create value. These involve transforming various types of inputs into outputs. Operations management is the task of managing these processes. Each company or organisation will have a unique set of operations. This course is concerned with the fundamentals of operations management, covering both service industries and manufacturing. The aim is to give you a set of frameworks and concepts you can use to understand the operations functions and strategies of any company. The course examines the processes at the heart of operations management and ways of achieving excellence. It also looks at the supply chain; both the control of inventory and the way in which coordination between supply chain partners can be achieved. The course ends with the investigation of operational challenges involved in managing projects.

Course outline
MNGT6303 AGSM Masterclass

The MNGT6303 AGSM Masterclass is a new elective has a strong emphasis on shaping the agenda of the future. It provides MBA candidates with injections of global thought leadership, future scenario planning, frameworks and conceptual tools as well as clinics to solve real dilemmas. The Series consist of ½ day workshops jointly facilitated by industry leaders and academic staff on different contemporary topics. Six workshops will be offered each year. Over a maximum of 24 months students need to attend five and successful complete assessment tasks. Topics will vary each year. Example topics include: Digital disruption/ disruptive technology; Design thinking; Systems thinking; Agility; Operational excellence; Social media strategy; ‘big data’; Storytelling and narrative; Creativity.

Find the course outline PDF for this course in the archives

MNGT6582 International Business

The forces of globalisation have increased the permeability of traditional boundaries around countries, economies and industries. These forces include the expansion of international trade and investment, the growth of multinational corporations (MNCs), the ability of information and communications technology to span time and distance, and the shift of the world’s economic centre of gravity from the West to Asia. Because of globalisation, the environment of business is now more complex, more dynamic, more uncertain, and more competitive than ever before.

This course examines important strategic, organisational, and operational issues from the perspective of managers working for local Australian firms or subsidiaries of MNCs based in Australia. Its main objective is to develop an understanding of the international business opportunities and challenges facing these firms and how they can best address these issues when competing in the global marketplace.

New course outline to be finalised soon for Session 3 2016.

Course outline
MNGT6583 International Business Experience

The interaction between Australian businesses and overseas-based businesses is consistently increasing. As such, it has become critical for the managers of Australian businesses to develop the necessary skills and knowledge to effectively conduct business activities in the complex, dynamic and highly diverse International markets. There is little doubt that future growth in Australia depends on the ability of managers to understand and function in this culturally diverse environment. This course is a field study-based unit that allows students to apply skills they have developed in the core courses of the MBA. The field study trip will focus on a specific organisation’s new or existing products/services/ventures, or entire industries. Furthermore, it will provide the unique opportunity to have open discussions with leaders from both the government and business sectors, as well as with other MBA students from top business schools.

Course outline

International Exchange Options

Students can select subjects from within a single stream or from across a range of streams depending on personal and professional interest and needs*.

* Please note. There are different costs for different subjects. See relevant course outlines for more details.

Stage two – Executive Agenda

The Executive Agenda Year is an immersive eleven month program, which adapts an integrated learning framework of ‘knowing, doing, being’ and provides a transformational learning experience that will support your professional development goals.

Students participate in four mandatory residential learning experiences, bringing together Australia's best and brightest for an experience that has an extraordinary impact on leadership careers. AGSM organises catering and accommodation and it is mandatory that students attend all sessions and stay on-site for the duration.

Students must complete Stage 1 with a minimum average result of 65% before you can progress to Stage 2.

MNGT7495 Strategic Leadership

The first course in the ‘Executive Agenda’, the aim of Strategic Leadership is to provide a learning context and experience that helps students increases their effectiveness as a strategic leader. Strategic leadership brings together the skills of effective leaders (vision, decision making, consultation, emotional intelligence) with strategy formulation and implementation, to address the challenges of modern organisations in ways to enhance prospects for the long term success and sustainable futures. The course builds on the Know, Do, Be model The value of this model resides in the fact that it emphasises three key domains (cognition, behaviour, and identity) important for producing lasting learning and change. In this course students consider how value is created and the challenges facing modern organisations in volatile, uncertain, complex and ambiguous environments while developing the skills and mindsets needed to successfully navigate these environments at a professional and personal level.

The course adopts a blended approach to teaching, whereby students complete a series of self directed and facilitated activities online in conjunction with an intensive 4 day residential program held on the UNSW Campus.

Course outline
MNGT7496 Innovation

Innovation is vital for personal, professional and organisational success. Building on the themes from Strategic Leadership, the second Executive Agenda course, Innovation, provides students with a learning environment in which they develop knowledge and skills to respond to business challenges in innovative and transformational ways. The course approaches innovation from two perspectives. Students acquire knowledge and skills from the field of strategy to create and evaluate business opportunities. At the same time, students further enhance their strategic leadership capabilities through structured activities and experiences focused on creating innovative mindset.

The course adopts a blended approach to teaching, whereby students complete a series of self directed and facilitated activities online in conjunction with an intensive 4 day residential program held on the UNSW Campus.

Course outline
MNGT7497 Growth

Building on the themes of earlier Executive Agenda courses, this course extends your strategic thinking and analysis skills to formulating effective growth strategies for your organisation. Successful organisational growth is often a priority for the Board of Directors and senior management, but growth strategies frequently fail to deliver the projected results. For this reason, we adopt an experiential learning model for you to learn how to develop smart growth strategies that create real value. Throughout the course, you will apply strategy concepts and tools to identify, evaluate, and plan the implementation of value-creating growth options.

The course adopts a blended approach to teaching, whereby students complete a series of self-directed and facilitated activities online in conjunction with an intensive 4-day residential program.

Course outline
MNGT7498 Transformation

Transformation is the final course in the Executive Agenda. Transformation means dealing with the challenges of uncertainty and change. In today’s business environment, transformation is increasingly an on-going activity rather than a once-a-career event. In this course students learn to accept and embrace uncertainty and build important skills and mindsets to lead organisational business model shifts and transformation projects with confidence in challenging environments. As the final course in the MBA(Exec) program, this course also provides an opportunity to re-calibrate your personal and professional transformation journey, refining your path to success as you exit the program.

The course adopts a blended approach to learning, whereby students complete a series of self directed and facilitated activities online, both individually and in teams, in conjunction with an intensive 4 day residential program held on the UNSW Campus.

Course outline

Please note this program structure applies to students commencing the MBA (Executive) program from January 2017. For existing students who are currently studying or enrolled to commence study in 2016, the Pre-2017 MBA (Executive) Program Structure can still apply.

The AGSM MBA Executive program is highly competitive for entry. You will need to show excellence in your application as well as meeting the following entry requirements.

To apply for the AGSM MBA (Executive), you will need either:

  • A recognised undergraduate degree (or equivalent qualification), and a minimum of 2 years professional or managerial work experience, or
  • At least 6 years professional work experience* 

Note: Most of our students have at least 5 years work experience, and you need to show outstanding work and study progression to be admitted to our program with less than 3 years experience.

All applicants must meet the University's English requirements regardless of nationality or residency.

Please refer to the UNSW English Requirements Policy for further information.

* If you are applying based on work experience, please ensure your referee reports clearly cover at least 5 out of the last 7 years (sometimes multiple referee reports are necessary to cover 5 years). 

Please note: An English waiver based on work experience and residency only applies to the following countries:

American Samoa, Australia, Bahamas, Barbados, Belize, Botswana, Canada, Fiji, Gibraltar, Ghana, Guyana, Ireland, Jamaica, Kenya, Lesotho, Liberia, New Zealand, Nigeria, Papua New Guinea, Singapore, Solomon Islands, South Africa, The Gambia, Tonga, Trinidad and Tobago, United Kingdom (including Northern Ireland), United States of America, Zambia, Zimbabwe.

You can apply to the AGSM MBA (Executive) program online. Applications are assessed on a session by session basis.

Semester Applications
Classes startClasses finish
Session 1 2018 11 September 2017 29 January 2018 19 February 2018 20 May 2018
Session 2 2018 19 February 2018 16 April 2018 4 June 2018 2 September 2018
Session 3 2018 4 June 2018 30 July 2018 17 September 2018 16 December 2018

Documentation checklist

Before applying you will need to gather the following supporting documentation:

Please see the AGSM MBA (Executive), MBAX and GCCM Admissions Policy (pdf) for more details on supporting documents and the application process.

* If you are applying based on work experience, please ensure your referee reports clearly cover at least 5 out of the last 7 years (sometimes multiple referee reports are necessary to cover 5 years). 

Apply online

Please refer to the application process for further details on how to apply.

The AGSM MBA Admissions Selection Committee will review your application. We will advise you of the outcome by email within three weeks of your complete application.

There is a non-refundable online application fee of AUD$100.

We know you're busy balancing postgraduate study with your personal and other work commitments. So UNSW Business School's dynamic learning spaces, facilities and student support helps you make the most of every day on campus.

Expand your professional network

Your postgraduate cohort is more than a valuable future business network – you'll make lifelong friends in class and at a range of social events. Join a student club – there are more than 180 social, cultural, sports and professional clubs to choose from. The Graduate Student Association is a great place to start.  Find out more

All the support you need to achieve

If it has been a while since you last studied, you may need to brush up on your skills. We'll help with study skills workshops and Career Mentoring programs. Our Meet the Executive series offers unique behind the scenes business insights and the Business School's LEAD Business Leadership program, as well as many other orientation, leadership and mentor programs, can open the door to new opportunities. Find out more

Stay active on campus

Exercise boosts your mental wellbeing and can help you deal with exam or assignment pressures. It's easy to stay fit with state of the art sporting facilities on campus, including a 50m indoor pool, fitness centre, squash courts and a range of competitive sports teams.

Everything you need in one place

The UNSW Kensington campus is like a village hub, with cafes, bars, banks, a post office, medical and dental centres as well as retail outlets. It's a short bus trip to Sydney's CBD, many beautiful beaches, the SCG and Centennial Park, and movie theatres at Fox Studios.

Make the most of every opportunity

Your postgraduate degree is a unique chance to get a new perspective on life. So get involved – as well as student clubs and social activities there are internships, volunteer projects, competitions and international exchanges on offer. It's a great way to further develop your leadership, project management or specialist skills.

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Quick facts for students

Program code
MBA (Executive)
Study Mode
Face to face
2.5-7 years part-time
Commencing semesters
Session 1 - February
Session 2 - May
Session 3 - September
Course fee*
Find out more
* Fees are indicative only

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