AGSM MBA (full-time)

This course consists of three modules: 1.Reflective Practice 2.Skills 3.Teamwork The first module introduces students to the main theories, models, and tools of reflective practice including self-awareness, relating to others, emotional intelligence, culture and diversity and ethics. The second module consists of written and oral communication, presentation skills, creative and strategic thinking and case analysis. Students are given the opportunity to practise and reflect on their own creative thinking and communication skills under varying circumstances. The third module introduces students to teamwork. This module encourages students to explore self and group efficacy, teamwork skills and their capacity to handle the demands of the course and their personal life. In this way the course aims to encourage students to focus attention beyond graduation and strengthen student's commitment to the program.

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• PDFMNGT5095 Foundations of Management, Session 1

This course is an introduction to microeconomics (the economics of the market) and macroeconomics (the economics of the country) for people who have done little or no economics.

It covers how we model the behaviour of firms operating in their diverse markets, using the concepts of demand, supply and market equilibrium.

Critical tools such as elasticity, opportunity cost and game theory are developed and used.

The macroeconomics section shows how we measure economic production for entire countries, what determines long-term growth of nations, and why money and the institutions that manage it are important elements affecting economic behaviour.

This course was previously known as ‘Economics’.

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• PDFMNGT5201 Economics in Management Practice, Session 1

Entrepreneurship and Innovation are today key drivers of business transformation and disruption. This course provides the fundaments of an entrepreneurial organisation, looking at the elements for success, how a startup is conceived, grows, and is funded. All stages of the entrepreneurial lifecycle are dealt with. It will examine in detail corporate innovation, looking at the upside, the barriers and the corporate antibodies that can stifle innovation if left unchecked.

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• PDFMNGT5202 Entrepreneurship and Innovation, Session 2

Teaches the basic concepts and principles underlying accounting and the economic issues in reporting. It focuses on how accounting information is collected, processed and presented to users outside the organisation, as well as the trade-offs that a manager faces in deciding how to present financial results.

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• PDFMNGT5211 Accounting, Session 1

Provides an introduction to the three basic ideas in finance: the time value of money, diversification and arbitrage. These ideas are used to evaluate investment and financing decisions. In particular, we look at how managers can apply these concepts to add value to the firm.

This course was previously known as ‘Finance’

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• PDFMNGT5221 Corporate Finance, Session 2

This course develops expertise in a standard set of statistical and graphical techniques, which will be useful in analysing data.

These techniques are widely applied in a number of areas of management, including marketing, finance and economics.

The course provides a change in mindset from "statistics can be used to show anything" to "statistics provides a methodology to cope with uncertainty" via the art of statistical thinking, that is, the ability to collect, understand and use data.

This course was previously known as ‘Data Analysis and Decision Making Under Uncertainty’.

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• PDFMNGT5232 Data Analysis and Statistical Modelling for Business, Session 1

Seeks to develop an awareness of major marketing problems faced by a variety of organisations, with an emphasis on sound approaches to addressing these problems. The course focuses on the factors influencing marketing decision-making to cultivate proficiency in articulating aspects of the marketing mix, and developing customer-orientated and competitive marketing strategies and plans.

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• PDFMNGT5251 Marketing Management, Session 2

Organisational behaviour draws on concepts from the social sciences to identify and solve some of the challenges faced by managers. Learn how to design effective work units and gain an insight into how leadership influences individual and organisational performance. Each of the topics in this course provides the tools for building and sustaining high performance at the individual, group and organisational level.

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• PDFMNGT5272 Organisational Behaviour, Session 1

Looks at the competitive strategy of the firm, examining issues central to its long and short term competitive position. It explores a variety of conceptual frameworks and models to analyse and gain insights about how to achieve or sustain competitive advantage.

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• PDFMNGT5282 Strategy, Session 2

This course provides students with frameworks and practical examples so they can design an organisation to successfully deliver on its strategy. This includes organisation structure for large and smaller organisations, ranging from conglomerates to more focussed enterprises, and organisations in only one country as well as multi-national organisations. The course then covers key enablers including organisation culture, job and team designs, corporate governance and joint ventures. The students consider different approaches to implementing changes in organisation structure and which approaches work best in which situations. Finally the course considers particular situations such as mergers and acquisitions and downsizing and outsourcing as part of the overall approach to restructuring to assist students in their current and future careers. The course follows MNGT5201 Economics in Management Practice and MNGT5272 Organisational Behaviour. It will also fit well following any of the strategy electives as the course focusses on how to align the organisation to deliver on the strategy.

This course was previously named MNGT5180 Strategic Restructuring.

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• PDFMNGT5180 Operationalising Strategy, Session 4

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.

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• PDFMNGT5203 Entrepreneurship From the Inside, Session 4

Discusses how organisations create value within their operations. It shows how to analyse a company’s processes in terms of capacity, lead time and variability, with the aim of achieving excellence in all dimensions. Learn how to develop strategies for improving supply chain performance, and apply the key techniques of project management.

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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.

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• PDFMNGT5312 Financial Statement Analysis, Session 3

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’.

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• PDFMNGT5321 Advanced Managerial Finance , Session 3

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.

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• PDFMNGT5322 Venture Capital Finance, Session 3

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.

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• PDFMNGT5325 International Finance, Session 4

The objective of Marketing Strategy is to demonstrate the benefits of undertaking marketing within a strategic framework. At the end of the course students should be able to conduct a complete audit of the marketing environment facing the firm, understand how to generate new marketing options and develop defensive actions, and use the marketing mix and account management strategies to realize the various roles of products and services within the organization.

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• PDFMNGT5352 Marketing Strategy, Session 3

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’.

• 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

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• PDFMNGT5356 Digital Business and Marketing , Session 4

The course will cover theories of leadership as well as group dynamics within a multi-cultural context. It also incorporates a strong practical and experiential component based on the recognition that leadership qualities and skills are linked to self-awareness, the ability to manage oneself in different situations, and a high level of interpersonal skills. In this context, participants will have the opportunity to assess and explore their leadership experiences and styles of communication, with the aim to define areas of strength as well as areas that need further development.

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• PDFMNGT5370 Leadership Concepts and Skills, Session 3

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.

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• PDFMNGT5374 Managerial Decision Making, Session 4

The Strategic Change Leadership focus is on seven critical key aspects of contemporary strategy: strategic planning – the game plan for change, organizational change, new ventures, diversification, turnaround, culture change, and execution. The purpose of this course is to provide students with an overview of key contemporary strategic management concepts and techniques in these areas. These themes provide students with a comprehensive perspective on advanced concepts of applied strategic management.

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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.

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• PDFMNGT5388 Negotiations and Strategy, Session 4

This elective course on Strategies for Growth is a follow-up course to the core Strategy course offered at full time MBA program. Growth is possibly the most important concern of a firm after survival and the ability to manage growth has become a priority in the corporate agenda for sustaining competitive advantage. Strategies for Growth will provide students with an understanding of how to think strategically for growth. The course is structured around different growth strategies available to managers, including internal research and development, corporate venturing programs and corporate venture capital, joint ventures, mergers and acquisitions, and globalization.

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• PDFMNGT5395 Strategies for Growth, Session 3

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.

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• PDFMNGT5520 Quantitative Business Modelling for Managers, Session 3

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.

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• PDFMNGT5521 Financial Strategy (Special Topic), Session 4

The objective of this course is to introduce students to Mergers and Acquisitions (M&A) and the requisite knowledge for the development and execution of corporate transactions particularly within equity capital markets. Typical transactions include Takeovers (and Schemes of Arrangement), Acquisitions, Divestments, Initial Public Offerings and Secondary Raisings. Each of these types of transactions will be addressed within the course.

Students will utilise common corporate finance tools and knowledge as applied within the context of considering, developing and executing M&A transactions.

Participants will apply insights and skills taken from previous courses in finance. The course includes negotiation within the context of M&A.

Case studies are used extensively throughout the course – including the use of current or recent transactions involving listed companies.

The course is a mixture of lectures, class discussions, case studies and group exercises – all with an emphasis on the practical applications of corporate finance skills and knowledge within the context of M&A.

Course outline

• PDFMNGT5522 Mergers and Acquisitions, Session 4

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• PDFMNGT5540 Business Modelling, Session 4

Management Projects offer MBA candidates who have completed their core courses real opportunities in businesses. Teams collaborate with corporate managers and AGSM Academics to apply conceptual frame works and global best practice to management challenges, finding practical solutions for companies. Students are supported in the completion of their project by an Academic Supervisor and the Management Projects Co-ordinator.

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• PDFMNGT5589 Strategic Consulting Project, Session 3