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AGSM MBA Hong Kong

Study Australia’s leading MBA program part-time at our Hong Kong campus. Equip yourself with essential expertise to work anywhere in the world.

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  • How to apply
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The MBA Hong Kong is no longer available to new applicants. Find out more about our flexible online MBAX program.

You have the flexibility to complete the AGSM MBA Hong Kong in 1.5 to 7 years. It has two stages:

Six core courses

MNGT8601 Managers Markets and Prices

Better decisions result in a life-long competitive advantage in all areas of life. Improving one’s decision making is also a life-long process. The aim of this course is to give students tools as well as insight to improve their decision-making skills now and in the future.

Find the course outline PDF for this course in the archives

MNGT8620 Integrated Reporting

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
MNGT8621 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.

Find the course outline PDF for this course in the archives

MNGT8630 Statistics for Managers

At no time in our history have managers had greater access to data about the performance of their firms. Data warehouses, e-commerce solutions, employee and customer surveys, financial reporting, Six Sigma and transaction databases are providing managers with significant opportunities to manage with data. But have the skills of managers kept pace? Do managers know how to analyse data, to report and argue confidently about what the data is suggesting? Except in the most straightforward of cases, the answer is probably no. Can they navigate a statistical package on their PCs with ease, selecting the tools that analyse performance results and model cause-and-effect? Except for basic spreadsheet functions, the answer is again probably no. This course prepares students in understanding and applying the concepts and tools of data analysis. It develops the skills to confidently apply statistical methods to performance problems inside their companies. Areas such as marketing, human resource management, operations, information systems and accounting provide rich opportunities for the application of statistics and modelling. This course acts as a service course for analysing data from all areas of business. This course will combine theory from the course notes with problem-solving exercises using the statistical package StatPro, an Excel Add-In. Emphasis will be placed on the selection of the appropriate statistical technique to solve business problems and the interpretation of the associated theory.

Find the course outline PDF for this course in the archives

MNGT8650 Marketing Principles

This course aims to equip all participants with a basic understanding of the role and practice of marketing in a modern commercial, government or not-for-profit organisation. Marketing is now widely recognised as one of the major ingredients for success in business today, particularly in an increasingly global and competitive business environment. Without a sound understanding of the wants and needs of customers, key stakeholders and key audiences, organisational success can’t follow. From that understanding comes the development of integrated marketing plans and strategies designed to help ensure that the organisation achieves its vision, mission and strategic objectives. At the end of this course students will be able to: 1. Explain the role of marketing within modern business, government and not-for-profit organisations 2. Explain the process and principles involved in developing and implementing marketing plans 3. Explain the forces which motivate and direct consumer and business purchasing behaviour 4. Explain the principles that underpin the development and application of marketing strategies for both physical goods and services in competitive environments 5. Apply these principles to various organisational settings

Find the course outline PDF for this course in the archives

MNGT8670 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?

Find the course outline PDF for this course in the archives

Elective courses

MNGT8174 Managerial Skills

Managerial Skills is a course that addresses many of the skills and attributes regarded as necessary for managers of 2020. We expose you to new skills and approaches that integrate technical and generic competence, with the ability to think laterally to solve problems. The course focuses on identifying, developing, and applying managerial competencies to yourself and others in organisational settings. In doing so, the course focuses on you, the manager, and the cluster of people with whom you have regular, frequent, day-to-day contact. Managerial Skills incorporates a process of 360-degree feedback, which will enable you to collect confidential feedback from your colleagues on how they observe you performing as a manager and a leader. The 360-degree feedback instrument provides a sophisticated analytical tool for you to determine which management behaviours you need to develop to be a skilled practitioner. •You will be asked to consider your baseline performance at the beginning of the course and to identify the skills you are developing to improve your performance. •The course, therefore, takes a highly practical approach to your learning, enabling you to concentrate on those skills you personally need to develop to enhance your performance.

Find the course outline PDF for this course in the archives

MNGT8180 Strategic Restructuring

This course covers the design and redesign of organisations and work. The focus of this course is on the general concepts and enduring principles that underlie the process and practice of redesign. Many of these concepts and principles will be illustrated by our analysis of case studies.

Our aim is not to give a cookbook of all possible new technologies or management techniques with detailed prescriptions about their implementation. Such a cookbook would quickly outlive its usefulness. Rather, this course is concerned with enduring design concepts and principles that transcend particular types of ‘buzz’ initiatives or management fads. These concepts and principles can be applied to all sorts of redesigns, not just those currently ‘in vogue’. We consider not just how to design the organisation to deliver on the organisation’s strategy, but also how best to implement new organisation designs. We consider how team and individual work can be designed to align with the organisation design. Finally we review examples of particular initiatives that have significant implications for strategic redesign including mergers and acquisitions, outsourcing and downsizing.

Course outline
MNGT8188 Business Process Management

When companies consider their improvement plans, they naturally look at the state of their business processes. Four process management approaches have been developed, Balanced Scorecard, Total Quality Management, Reengineering, Benchmarking and Six-Sigma. Common to each approach is a disciplined focus on measuring and understanding the processes that deliver goods and services to customers. This subject will take students through each approach and explain each in the context of how they improve business processes.

Find the course outline PDF for this course in the archives

MNGT8240 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.

Find the course outline PDF for this course in the archives

MNGT8271 Managing Change

This course explores selected theories and concepts of change management. You will identify the key skills you need to lead and implement change. We explore different perspectives on managing change, your personal change competencies, how to build readiness for change, change leadership, action research as a means of driving change, and strategic change. The course helps you to develop skills in these areas and broadens your competence to help organisations manage change. It uses a mixture of group-based activities, personal reflection and experiential exercises to explore a wide range of topics.

Find the course outline PDF for this course in the archives

MNGT8325 International Finance

Focuses on the multinational corporation. It develops an expertise in the use of foreign exchange securities and markets and discusses the international monetary system with special reference to the European Monetary Union. The course examines risk management in international finance through forward exchange rates, futures and options, and international sources of short-term financing. It also discusses techniques of international capital budgeting and the implications of international portfolio investments.

Find the course outline PDF for this course in the archives

MNGT8329 Fundamentals of Risk and Risk Management

This course provides an introduction to risk management in institutions. It looks at why you need to manage risk, identification and management of risks, as well as current issues. This is an introductory course and provides a broad overview of risk management issues in the management of financial institutions. The course aims to increase students’ understanding of:

  • Why manage risks
  • How to manage risks
  • Identification of risks
  • Current issues in risk management

Find the course outline PDF for this course in the archives

MNGT8351 International Marketing

This course is designed to provide students with a fundamental understanding of the globalization of marketing activities. Organizations in all locales around the world need to understand the implications of global marketing, whether they are global or local. We will explore a variety of marketing issues (branding, segmenting, positioning, pricing, distribution, advertising, etc.) from cross-national and cross-cultural perspectives, and students will learn how to assess appropriate global opportunities. We will examine in depth the intricacies of marketing in developing countries, and focus especially on growing markets in Asia.

Find the course outline PDF for this course in the archives

MNGT8356 Services Marketing

This course focuses on the key elements (culture, communications, strategy, operations, people and technology) that marketers must integrate to establish and sustain service excellence and provide customer value. While the course examines broad issues in managing service businesses and the service component of manufacturing firms, a core theme is a how customer value is created.

Course outline
MNGT8359 Product Management

The long-term competitive position of most organisations is tied to their ability to innovate - to provide existing and new customers with a continuing stream of new products and services. Indeed, new products are essential for maintaining profitability, and truly innovative firms can earn rewards. If a product, however, is not managed carefully throughout its life cycle, the firm may never realise the full potential of that product. Accordingly, in this course, we will talk about innovation and its role in market dynamics, generating and testing new product concepts, assessing consumer acceptance of new products, and management over the product life-cycle. While traditional product management courses stress consumer products such as soaps and cookies, we will also discuss product management issues in industrial and hi-tech settings.

Find the course outline PDF for this course in the archives

MNGT8370 Leadership Concepts and Skills

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.

Find the course outline PDF for this course in the archives

MNGT8371 Strategic Human Resources Management

It has become a cliché that employees are among the firm’s most valued assets. Though this statement is often not seen in organizational practice, studies show that human resources remain among the firm’s most vital, irreplaceable, and difficult to manage resources. In fact, some authors have argued that effective management of human resources is one of the few ways in which firms can gain long-term, sustainable competitive advantage. This course examines how managers can develop and implement effective and efficient human resource practices that support the strategic objectives of their firms. The course focuses on everyday human resource decisions made by all managers (e.g., selection, evaluation, compensation, termination).

Find the course outline PDF for this course in the archives

MNGT8382 Innovation and Strategy

This course provides Australia’s future business leaders with the opportunity to not only get a taste for the intricacies of such a culture, which is a vital pre-requisite for the success of any business relationship, but also to forge strong business networks. The value gained from this field trip will give students a substantial competitive edge in future employment opportunities with corporations that do business in Asia. The interaction between Australian businesses and Asian 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 Asian markets. There is little doubt that future growth in Australia and Asia depend 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 AGSM 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 Asia’s top business schools.

Find the course outline PDF for this course in the archives

MNGT8392 Entrepreneurship and Strategy

This course is designed to enable participants to create, evaluate and participate in new entrepreneurial ventures. Its specific areas of focus are:

  • Identifying and evaluating potential business opportunities
  • Understanding the characteristics of successful entrepreneurial ventures and the tools required to build a successful business
  • Testing this understanding and tools against APAC and China case studies and the real experiences of senior guest entrepreneurs
  • Applying these tools to an entrepreneurial venture
  • Learning how to present an opportunity

Find the course outline PDF for this course in the archives

MNGT8395 Strategies for Growth

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.

Find the course outline PDF for this course in the archives

MNGT8482 Corporate Strategy

This course looks at the way in which the structure of an organisation drives or impedes its strategy. It examines the influence of key control systems (MIS, budgets, appraisal systems) and the way in which senior managers lead organisations under information asymmetry and uncertainty. It also explores the role of strategic vision, contingent contracts, negotiations and corporate culture.

Find the course outline PDF for this course in the archives

MNGT8520 Quantitative Business Modelling

Every business uses numerical data. Those businesses strive to optimise their operations and finances (whether through profit maximisation or cost minimisation) and they necessarily rely on numerical data and quantitative modelling techniques to do so. Quantitative modelling is, therefore, of importance to all managers and it is a subject that relates both generally and often specifically to the full spectrum of other MBA courses.

Course outline
MNGT8521 Financial Strategy

Classical Finance takes the view that (i) the interests of the owners of an organization and its management are aligned - so the management is working only for the owners - and (ii) the creditors of an organization will be repaid their funds with an appropriate return for risk unless a system-wide catastrophe overtakes the organization. Yet we observe in the capital markets, organizations investing a great deal of time and effort and real resources trying to protect the investments of the owners and of the creditors, as if the two views of Classical Finance do not hold. This observation suggests we need to modify our Classical Finance model. The main modifications are to recognize that management and ownership are often separated, and that asymmetric information prevents all capital market participants being able to know fully about the risks they face so stops them from insuring against them. The Financial Strategy course starts with these modifications to give a framework for empirical analysis. We then study a wide range of actual financial market activities adopted by organizations to meet the requirements of their worried investors, using a life-cycle approach to organizations from their inception to their death. We examine many examples of success and failure that financial investors have encountered in organizations both in Australia and overseas, and we learn about the driving forces behind financial innovation and the potential future for corporate financial strategies as markets change.

Find the course outline PDF for this course in the archives

MNGT8522 Financial Strategy for Mergers and Acquisitions (Special topic)

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.

Find the course outline PDF for this course in the archives

MNGT8574 Managerial Decision Making

Managers must constantly make decisions with incomplete information and face disagreements or conflicts about the values of options and the goals to be pursued. Under pressure to make decisions, managers will often become trapped into positions they later regret, or make errors, which, in hindsight, seem avoidable. For important decisions, maintaining confidence in the analysis and being able to defend the choices made are critical to the effectiveness of a manager’s performance. In dealing with others, too, it is important to understand “what makes them click”, i.e. how they make their decisions and how their decisions can be influenced.

Course outline
MNGT8582 International Business Strategy in Asia (Special Topic)

International Business Strategy in Asia (MNGT8582 introduces an in-depth analysis of comparative business systems and corporate strategy in East Asia today. Topics include: comparative analysis of business systems and government-business relations in East Asia; impact of culture on management style and decision making; foreign direct investment, entry modes and headquarter-subsidiary relations; internationalisation strategies of emerging multinationals enterprises from East Asia, and strategies of western multinational enterprises operating in Asia.

Find the course outline PDF for this course in the archives

MNGT8583 Reporting for Climate Change and Sustainability

The Brundtland report (1987) also referred to as “Our Common Future” alerted the world to the urgency of making progress toward economic development that could be sustained whilst minimising the depletion of natural resources and harm to the environment. This course explores issues related to climate change and sustainability and the implications for industry sectors and businesses. Established and proposed policy frameworks are surveyed and evaluated to highlight the significance of transparency and accountability in reporting environmental, social and governance (ESG) performance. The current state and trends in accounting and reporting for carbon emissions in regulated and voluntary settings will be covered, including the mandatory reporting requirements in Australia under the National Greenhouse and Energy Reporting Act 2007 (Cth) (NGER Act). An overview and assessment of the current practices in assurance for sustainability reports and greenhouse gas disclosures will also be covered. By the end of this course, students should be able to:

  1. identify climate change and sustainability issues and their implications for businesses.
  2. articulate understanding of mandatory and voluntary and reporting frameworks on sustainability and be able to identify the costs and benefits of these initiatives;
  3. understand and articulate the requirements of the National Greenhouse and Energy Reporting (NGER) Act; and,
  4. understand the role of assurance in sustainability reporting and GHG reporting.

Find the course outline PDF for this course in the archives

MNGT8712 Negotiation Skills

This course provides a set of generic concepts and skills for negotiation and resolving interpersonal and inter-group conflicts as well as developing new, joint initiatives. Students gain the opportunity to work with the theory, skills and processes of negotiation relevant to a wide range of contexts: commercial, organisational, community, and public policy. The course will provide an analytical understanding of negotiations, including negotiation planning, strategy and tactics, as well as the development of the practical skills necessary for implementation of this knowledge. Students will gain these practical skills through participation in negotiation workshops. The workshop program is made up of negotiation role-play exercises that develop in complexity as the course progresses.

Course outline

The MBA Hong Kong is no longer available to new applicants. Find out more about our flexible online MBAX program.

The MBA Hong Kong is no longer available to new applicants. Find out more about our flexible online MBAX program.

The MBA Hong Kong is no longer available to new applicants. Find out more about our flexible online MBAX program.

The MBA Hong Kong is no longer available to new applicants. Find out more about our flexible online MBAX program.

Quick facts for students

Program code
5945 (GDM)/8345 (MBA)
Study Mode
Face to face
Study at your own pace; minimum of 1.5 and maximum of 7 years to complete
Commencing semesters
Session 1 – January 2015
Session 2 – April 2015
Course fee*
HKD$20,886 or AUD$3,510
* Fees are indicative only

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