Case for the Retention and Renewal of a Degreesenate.mq.edu.au/apc/MQUonly/Subs2011/PG/17_and_24... · The aim of the MGSM MBA and the . programs nested within it. including the

2013 Postgraduate Curriculum Renewal Case for Retention and Renewal of Postgraduate Program

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2013 Postgraduate Curriculum Renewal

Case for the Retention and Renewal of a Postgraduate Program

Please type and keep a copy for your records. Return the completed form to: Academic Program Section, Room 406, Lincoln Building (ext: 7339, fax: 7358) [email protected]

Closing Date:

COB Thursday 31 October, 2011 Faculty:

Department:

Macquarie Graduate School of Management (MGSM)

Title of award: (as appears on degree testamur)

Current: Renewed:

Master of Management Master of Management

e.g. Master of Arts e.g. Master of Arts Specialisation in Coptic Studies (to appear on the testamur)

Program Code:: (as currently listed in 2010 Handbook)

MMGT If necessary a new code will be assigned for the 2012 Handbook

Program name: (as currently listed in 2010 Handbook)

e.g. Study Pattern: Coptic Studies e.g. Specialisation : Coptic Studies

Credit point total: (minimum credit points required for completion)

40 credit points 40 credit points

White Paper (p.13) recommends 3 postgraduate units for Postgraduate Certificate, 6 postgraduate units for Postgraduate Diploma, 8 postgraduate units for Master degree. Postgraduate units will be standardised at 4 credit points or multiples thereof.

Program Type: White Paper specifies 4 distinct types of postgraduate programs: (√ as applicable):

Professional named degree (e.g. accredited degrees such as Master of Chiropractic)

Depth (program designed to develop knowledge and skills in a specific discipline area. Includes coursework programs with a research project component e.g. Master of Arts with a specialisation in Creative Writing)

Breadth (program designed to develop a broad awareness across

multiple different disciplines. Includes cross faculty offerings e.g. Master of Arts or Master of Science without a specialisation)

HDR Pathway (program designed as a pathway to higher degree research e.g. Postgraduate Certificate in Research Preparation)

ASQC PG Subcommittee - 17 November 2011 Agenda Item 5.5.2 Attachment 26 Page 1 of 15



Submitted by:

Name Signature Date

Position Faculty/Department/Research Centre

Email Phone

Endorsed by Head of Department:

Name Signature Date

Department

Endorsed by Faculty Standards and Quality Committee (FSQC) / Faculty Board:

Name Signature Date

Position

Comments from FSQC / Faculty Board (*Required):

Endorsed by Faculty: Signature acknowledges that there are adequate Faculty resources available to ensure the continued viability of this program for at least 3 years Nominated Faculty Officer Executive Dean of Faculty (or Associate Dean

Learning and Teaching)

Name: Signature: Date:


Joint Faculty, if applicable: Nominated Faculty Officer Executive Dean of Faculty (or Associate Dean

Learning and Teaching)






1. Program Aims:

What are the key educational aims and learning outcomes of this program? How does it fit with the University’s Academic Plan, the Faculty’s Learning and Teaching Plan and the Postgraduate White Paper?

The aim of the MGSM MBA and the programs nested within it including the Master of Management (see attachment), is to develop graduates who can demonstrate four key attributes: 1. Leadership skills 2. A global mindset 3. Citizenship as embodied in ethics and corporate social responsibility 4. Creating sustainable value in the entities in which they operate. Learning outcomes that create these attributes are: 1. Leadership

Graduates understand the responsibilities of leadership and are able to develop alternative approaches to inspire, influence and guide others; they will learn such skills as conducting a performance review and giving critical feedback; and recognise the impact of one‟s actions and behaviours on others.

Graduates can design comprehensive organisational strategies that produce key leadership outcomes of effective change in order to maximise competitive advantage.

2. Global mindset

Graduates can identify, analyse and practice how best to manage when faced with economic, institutional and cultural differences across countries.

Graduates will be able to articulate the value of a global mindset in organisational management. This requires the ability to understand and influence people with views unlike their own.

3. Citizenship

Each graduate can analyse and assess ethical, environmental and social impacts of their decisions.

Graduates develop and implement strategies to minimise unintended consequences of their actions.

4. Creating sustainable value

Each graduate can articulate and measure how the various aspects of operations of an entity integrate to create sustainable value for the entity, capturing innovation, risk, organisational architecture, marketing and business development.

The aims and learning outcomes of the MBA program fit within the Macquarie University Curriculum Review recommendations as follows: Academic Plan

Students are provided with management knowledge as it applies in practice to core functional areas of finance, operations and strategy.

The MBA program provides students with challenging learning experiences through assessment tasks based on management practice in actual business cases and scenarios.

Faculty Learning and Teaching Plan

The global mindset and citizen attributes support the objectives to produce ethically and socially aware graduates in local and global communities.

The leadership and sustainable value attributes support the objective to produce graduates with generic and discipline-specific workforce capabilities.

Postgraduate White Paper

The MGSM programs align with the White Paper recommendations regarding graduate capabilities, ethical thinking, learning outcomes and quality assurance (detailed in Section 4.




below).

2. Program Rationale:

What is the unique rationale for the program? For instance state and/ or national workforce need, current or future demand for graduates with capabilities generated from the program, research strength of the Department, teaching excellence (e.g. a Carrick/ALTC Program Award or National Research Centre status) etc.

The Master of Management (MMGT) was established in 1995 to meet the market need for postgraduate business management education at masters level and to provide a stepping stone between the Postgraduate Diploma in Management and the more extensive MBA program. On completion, Master of Management students can expand on skills and knowledge by progressing to the MBA. The Master of Management program builds on the core knowledge and skills attained in the Postgraduate Diploma of Management program to:

develop an advanced understanding of contemporary management issues

provide managers with a range of administrative and decision-making skills necessary to execute their organisational responsibilities with a high level of competence

develop a broad-based appreciation of underpinning qualitative, behavioural and quantitative concepts together with the important functional aspects of corporate management (marketing, financial management and strategic management)

develop a sophisticated understanding of a designated functional area of management by choice of elective units (for example, marketing, technology, information technology, human resource management or financial management.

There are currently approximately 360 students enrolled in the Master of Management program, including Sydney and Hong Kong.

3. Program Structure: 3.1 Format:

i) Indicate how the length and credit point total of the program comply with the recommendations of the White Paper (p.13) that:

Postgraduate Certificates consist of 3 postgraduate units of study(12 credit points)

Postgraduate Diplomas consist of 6 units of study (24 credit points), and

Master degrees consist of 8 postgraduate units of study (32 credit points)

OR




ii) Explain why the length and credit point total vary from these White Paper recommendations. Indicate any relevant professional accreditation requirements for a longer program and show evidence of this.

The Master of Management consists of 40 credit points. 40 credit points (10 units) allows for building on the 6 core units of the Postgraduate Diploma in Management with an additional 2 core units in financial management and operations management. More depth of study in a chosen functional area is provided by 2 MGSM elective units. While the credit points exceed the standard recommended in the White Paper for masters programs, MGSM proposes to maintain this total to provide a greater distinction between the postgraduate diploma and a more reasonable step towards the 16-unit MBA program.

Provide a template for the structure of the program – Program template attached to the back of this document

Structure is revised (√ as applicable):

Yes (proceed to 3.2)

No (proceed to 4)

3.2 Revised Format

i) Outline the nature of the proposed revisions (e.g. resulting from unit credit point changes, introduction of new units, deletion of units, etc). Identify any notable changes or identified improvements of the curriculum content.

ii) Identify clearly on the program template (http://senate.mq.edu.au/apc/forms.htm#2012) the specific changes required (see example provided). Note that if the revisions are extensive you should provide both a 2012 program template and 2013 program template so that a comparison may be made

4. Graduate capabilities for postgraduate coursework programs

How does the program contribute to the attainment of the following desirable Cognitive Capabilities and Interpersonal and Personal Dispositions as identified in the White Paper?

Discipline Knowledge and Skills

Critical, Analytical and Integrative Thinking

Research and Problem Solving Capability

Effective Communication

Engaged and Responsible, Active and Ethical Citizens

Capable of Professional and Personal Judgment and Initiative

The curriculum for the Master of Management program is nested within the MBA program so the contribution to the cognitive capabilities and interpersonal and personal dispositions identified in the White Paper and listed here will be consistent with those for the MBA: Discipline knowledge and skills

MGSM allows students to adopt the perspective of both a functional manager and general manager, as well as developing the expertise to steer an organisation toward achieving and sustaining competitive advantage.

Strong connections of faculty and students with the business community provide opportunities for enhanced experiential learning due to exposure to diverse business operations and real case studies. The course delivery capitalizes on the maturity and experience of students by peer learning and fostering networks for lifelong learning.


http://senate.mq.edu.au/apc/forms.htm#2012



The mandatory core of the program emphasises management practice across key functional areas of finance, operations management and strategy. Students are required to complete units in accounting, finance, management philosophy, operations management, organisational behaviour, decision analysis, strategic management, marketing management and economic developments. The core units contribute to students attaining high level discipline knowledge and skills as outlined in the examples below:

Finance: Accounting for Management

Students prepare a set of accounts and learn the role of these accounts in the management of a business (interpreting financial accounts to determine the status and outlook for a business)

Economic Context of Management

Students develop an understanding of economic theory and are able to anticipate and evaluate the impact of monetary and fiscal policy changes on a firm.

Financial Management Students will value a firm using revenue drivers, cost drivers, relevant hurdle rates and capital structure.

Operations: Organisational Behaviour

Students will consider multiple perspectives in organisational analysis for managing people and organisations effectively.

Operations Management Students create a value proposition and understand how the value transformation process is managed in the organisation and across the value chain, and identify the strategic contribution this can make to a firm‟s long term success by critiquing real life situations.

Strategy: Strategic Frameworks

Students assess traditional and contemporary frameworks for analysing the structure of industries and the positioning of firms within industries in order to formulate strategies that achieve organisational resilience and sustainable competitive advantage. Students identify how internal resources in each functional business area can be aligned with the current and future external environments via effective strategy.

Marketing Management Students acquire knowledge of key marketing concepts to inform their management decision-making at a local and global level and will be able to apply key marketing techniques to optimize the effectiveness of their marketing activities to create sustainable value.

Critical analytical and integrative thinking

The generalist nature of this program entails integrated content across discipline areas.

Units have an assessment structure which provides students with the toolkit to analyse and apply strategies within their own organisations.

The core units contribute to developing critical analytical and integrative thinking as outlined below:


Students interpret audited financial accounts contained within ASX listed firms‟ Annual Reports and critique and compare performance based on analysis of a wide range of business factors.


Students develop an understanding of economic theory and anticipate and evaluate the impact of monetary and fiscal policy changes on a firm.

Financial Management

Students will perform sensitivity and scenario analysis and draw conclusions regarding the impact on the value of a firm.

Operations:




Operations Management Students critically analyse various case studies often in unrelated environments and circumstances, and assess their applicability for integration into a plan of action for implementation.

Information and Decision Analysis

Students can test hypotheses to determine if differences that are observed are due to a specific factor of interest, or just due to chance, enabling them to critically evaluate data for improved decision-making and problem-solving.


Students complete a group project in which they conduct a comprehensive strategic analysis of an industry/sector or company in which they explain the strategy adopted (by a competitor or its competitors) in terms of the Porter model of competitive behaviour, the concepts of competitive strategy discussed in the course, and the company‟s resulting performance; examine company performance from financial, social and environmental perspectives; and make major strategy recommendations that would improve the firm‟s competitive position or address potential opportunities or challenges in the industry.

Marketing Management All assessment tasks focus on critically analysing the context of a situation, looking at the situation from several perspectives, integrating several approaches into holistic concept.

Research and problem solving capability

The program provides a balance between academic rigor and practicality and develops the ability to apply theory and relevant literature to practical work-based situations.

The program places an emphasis on case studies for problem solving and provides opportunity for research-based and internship units within the program.

An important part of the program is the development of research tools and techniques and how to apply them to real world problems. Development of this capability is embedded in all core units as demonstrated in some examples below:


Students will be able to undertake competitive benchmarking, identify tools of analysis and apply them to solve problems in differing scenarios.


Students will conduct extensive research into the application of established economic theory.


Students will conduct research into value and risk drivers in organisations.


Students will critically examine insights about human behaviour at work generated from organisational behaviour.

Operations Management Students will be able to select and implement the most appropriate technologies to deliver advantage and implement strategy.


Students use a variety of case studies and a computer simulation to define a significant business issue, analyse the situation, set priorities and recommend appropriate action.

Effective communication

High level written and verbal communication skills are developed through diverse types of assessment tasks including reports, essays, debates, role plays, class presentations and presentations to industry.

Effective communication is embedded in the curriculum of units as below:





Familiarisation with financial analysis tools will enable students to communicate effectively on technical financial interpretation and the briefing of colleagues.


Students will develop skills in „economic thinking‟ through class discussions, and skills in clarity of thinking and concise yet effective communication through required essays.


Students will present a clear reflection on a practical application using examples from their own experiences in organisations.

Operations Management Students will present verbally in ways which are proven to be effective in industry, making use of various types of presentation aids.

Strategy: Marketing Management

Students can demonstrate an appropriate knowledge of and vocabulary in marketing management theories and practices.

Engaged and responsible, active and ethical citizens

All units are taught from the perspective of ethical business practices and application of strategic thinking to complex current ethical issues:


Students will develop good ethical corporate citizen practice through financial knowledge and an awareness of the range of stakeholders involved in any business and their different needs.


Students will assess the impact of financial strategies on all stakeholders, including suppliers, customers and employees.


Students will demonstrate the ability to identify ethical factors which result in differing organisational mindsets.

Operations Management Students will articulate topics of sustainability and emerging challenges such as social and ethical responsibility and can interpret implications of these concerns for the firm.


Students develop their leadership skills and are able to use these to produce strategic change within an organisation, an industry/sector and the broader community. The environmental and social implications of corporate and business unit strategies are emphasised.

Marketing Management Students will gain the knowledge and skills to apply ethical management and ethical marketing concepts in their professional life to be engaged, active and ethical citizens and managers.

Capable of professional and personal judgment and initiative

MGSM promotes learning from experienced peers, faculty and adjuncts with active connections to local and international business community and professional organisations

An emphasis on developing leadership is embedded within the core and many elective units offered in the MMGT program:


Students will broaden their skill set by acquiring accounting skills and knowledge to be effective in general




management.

Economic Context Students will enhance their professional judgment through the acquisition of technical skills, while group interactions enhance their personal judgement. Students will develop initiative by striving to succeed in a competitive environment.


Students will list strategies aimed to turn around failing businesses.


Students will understand thinking processes that underpin decision-making, problem-solving and creativity in management.

Operations Management Students will be able to apply learning to situations they experience at work, developing professional and personal judgement.


Students learn to recognise the advantages and disadvantages of a broad range of leadership styles and a variety of strategic approaches that can produce positive transformational change in firms and industries. This prepares the student to become an effective strategic leader who initiates constant evolution of the firm consistent with internal and external dynamics.

5. Internationalisation of the curriculum It is essential that our curriculum prepares Macquarie’s students for a life of participation, open enquiry and successful employment as global citizens. (see further http://www.mq.edu.au/provost/planning/internationalisation_strategy.pdf)

How is internationalisation embedded in the aims, learning outcomes, curriculum and delivery of the program? (i.e. how does the program provide opportunities for students to acquire skills and knowledge to perform in a global environment; and/or gain knowledge and awareness of other cultures and international perspectives?):

The format and delivery of the MMGT program promotes knowledge and awareness of other cultures and an international perspective:

Units are delivered in both Sydney and Hong Kong providing students with the opportunity to study at either campus for a broader international experience.

Faculty and adjunct lecturers teach both in Australia and offshore promoting a global mindset in course delivery and content.

MGSM attracts international students from a range of more than 60 nationalities. A truly international mix of students exists in the classroom with 49.5% of students born outside of Australia. The emphasis on peer learning reinforces the opportunities for interaction and awareness of other cultures and international perspectives.

Internationalisation is intrinsic to the learning outcomes of the core functional areas of the curriculum as demonstrated by the following examples:


Students will be able to interpret and analyse financial information within the context of international reporting standards.

Financial Management Students can value a corporate entity capturing global funding sources and markets.


Students must develop management practice within the context of institutional and cultural differences across countries.

Operations Management Students create strategies for improving and enhancing the effectiveness of a global supply chain.




Strategy: Marketing Management

Students design a marketing strategy within a global, competitive environment.

Aspects of internationalization are also embedded in most elective units offered in the MMGT program, in addition to the elective units that specialise in internationalisation such as:

Managing with a Global Mindset

Students will develop the resilience needed for effective coping in an international business environment. Students will develop empathy skills for communicating effectively across difference. Students will develop skills for learning to “read”, interpret and scan unfamiliar business environments.

Doing Business in/with China Students will develop an understanding of modern China‟s national, regional and local business environment, including political, economic, social-cultural, technological, environmental, and legal dimensions, and their impact on setting up and operating a business in China.

International Perspectives in Management Study Tour

Students will identify and gain a comprehensive understanding and appreciation of the critical issues arising from the international business environment, and their relevance to business development in the host country.

6. Future Goals and Opportunities

What are any future goals or plans for collaborations of the existing program either with other programs within your own Faculty or cross Faculty ventures? Advise whether consultation has occurred and provide written evidence of this (where relevant).

7. Program Accreditation (if applicable):

Identify the relevant accreditation body, the frequency of review and relevant findings from reports.

n/a

8. Quality Assurance Processes

Outline how you will monitor progress against the University’s strategic goals and priorities identified in:

Macquarie@50 (http://www.vc.mq.edu.au/report-to-council/macquarie-at-50.pdf);

the University’s Learning and Teaching Plan (http://www.mq.edu.au/provost/planning/landt-plan.html);

any relevant Faculty and Departmental Learning and Teaching Plan; and

the Technology in Learning and Teaching Plan (http://www.mq.edu.au/provost/planning/TILT_Plan.pdf


http://www.vc.mq.edu.au/report-to-council/macquarie-at-50.pdf

http://www.mq.edu.au/provost/planning/landt-plan.html

http://www.mq.edu.au/provost/planning/TILT_Plan.pdf



MGSM monitors progress against Macquarie University strategic goals in various ways, including:

student surveys

assurance of learning course-embedded measurement

internships

The following indicators for monitoring progress apply to the MBA as well as the Postgraduate Certificate in Management, Postgraduate Diploma in Management and Master of Management programs nested within the MBA program: Leaders in work-related teaching

The MGSM MBA has an expectation to be strongly categorised as work-related teaching, as many students indicated their motivation to commence an MBA as either to further their careers or to change career direction.

Student surveys will continue to be conducted on completion of the program to identify increases in salary and job satisfaction as well as changes to employment. Trends identified within these surveys will serve as a measure of alignment with Macquarie University‟s goal to become leaders in work-related teaching.

Leaders in providing students with an international experience

MGSM is developing a number of new international partnerships for both student exchange and faculty exchange. The increasing number of international partners and an increase in participants taking up exchange will reflect on the MBA‟s alignment with Macquarie University‟s goal to become leaders in providing students with an international experience.

Opportunities for students to serve their communities

The MBA Internship program is a key feature which continues to grow with new companies partnering with MGSM regularly. The growth of this program and increased numbers of student participating in an internship reflects alignment with Macquarie University‟s goal to provide opportunities for students to serve their communities.

Opportunities for students to develop their leadership skills

Developing leadership skills is a core component of most units in the MBA program. This aligns the MBA with Macquarie University‟s goal to provide opportunities for students to develop their leadership skills.

Ensure Quality and Continual Improvement in curriculum and teaching

Quality and continual improvement in curriculum and teaching is a key factor of MGSM‟s current process.

Through applying for accreditation with AACSB, MGSM is maintaining “Assurance of Learning” practices with course-embedded measurement of all key learning goals. Curriculum is reviewed regularly, with student feedback collected for every unit taught at MGSM.

Developing and Supporting Quality Teaching with Technologies

The MGSM has commenced a transition from paper-based learning materials to electronic learning materials.

MGSM is investigating the use of tablet technology within the MBA classroom as a response to the student need of a more mobile and flexible solution for studying “on the go”.

An implementation plan will include targets for the extent to which faculty embrace the use of such technology.

Recognising and Rewarding Excellence and Innovation in Technologies for Teaching and Learning

Innovative use of technology within teaching is rewarded through the Professional Development Review process for faculty.

Ensuring Quality and Continual Improvement in Technologies for Teaching and Learning

A working party has been established at MGSM to help achieve a smooth transition from existing Learning Management Systems and student websites to a more robust, streamlined and integrated solution.




New construction work is planned to commence prior to 2012 which will include new learning and teaching spaces with the latest technology.

Supporting Student Learning, Diversity and Equity

A new solution is in development for a “Student Portal” site with the flexibility to adapt to the ever changing technological needs of learning and teaching at MGSM. IT staff are on call for students to assist with any technology issues experienced on the MGSM campus.

Supporting Research and Evaluation of Technologies in Learning and Teaching

MGSM is investigating the use of tablet technology within the MBA classroom. The transition to such technology will require faculty members to “take the leap of faith” so to speak, researching and evaluating innovative ways to present and discuss material with students.

9. Ongoing Review Cycle

Outline your plans for an ongoing cycle of monitoring to review content, delivery and outcomes of the program




MGSM units are reviewed every 5 years as part of a formal curricular review. In addition, students are formally asked to provide feedback using a standard Student Evaluation of Teaching form at the end of every unit taught within MGSM on the content found both most useful/relevant and least useful/relevant. Modifications are made to unit content based on this feedback as well as benchmarking to other current student demands within the MBA market. Students also provide feedback on delivery of units which may result in some coaching/mentoring and professional development of lecturers should results below the high standared required by MGSM be received. Lecturers regularly collaborate on unit content development, delivery and outcomes with their peers. The Deputy Dean of MGSM oversees all teaching matters and is well placed to ensure that learning outcomes for the program are met within the core units. In the second half of 2010 the MGSM implemented its Assurance of Learning system. Drawing from the mission statement, four mission-driven attributes were derived:

1. Graduates will possess a global mindset 2. Graduates will demonstrate citizenship in the conduct of their activities 3. Graduates will attain strong leadership qualities 4. Graduates will carry the knowledge and skills to create sustainable value in the organisations

within which they are employed

From these mission driven attributes, student learning goals were defined and direct measures embedded in four core units in the MBA and nested programs. Results were collated and examined against standards set by MGSM faculty. In light of these results, and given the unique four-term structure for delivery of programs, changes were implemented at the unit level and in the compulsory student orientation session that is conducted at the formal commencement of studies. A second round of testing is being conducted in Term 3 of 2011 in order to measure the impact of these changes and to assess the extent to which further changes are required. The direct measures referred to above are supplemented by indirect measures conducted through student surveys undertaken on completion of each unit on a term-by-term basis. These questionnaires ask students to rate the extent to which they believe the study of these units has enhanced their global mindset, leadership qualities, citizenship and their ability to create sustainable value in their organisations. The questionnaires also ask students to rate their attainment of discipline-specific knowledge in finance, marketing, operations and management. MGSM faculty carry responsibility for listing and defining the School's learning goals. Small working groups of faculty organised by discipline met and determined rubrics for learning goals. Members of the organisational behaviour discipline designed and implemented the rubric for global mindset; strategy/leadership faculty members did the same for leadership; accounting/finance for citizenship and marketing for the sustainable value rubric. Faculty in each discipline also conducted the assessment of learning goals, the analysis of data and the implementation of changes to curricula in order to improve achievement of standards where appropriate. Results are measured in terms of students who met or exceeded expectations under the assessment tool. The results demonstrate that there is room for improvement in each category, with citizenship requiring particular attention. The results for direct measures, assessed in Term 4 2010, are presented below:

Attribute Below Met Exceed Result Target

Global Mindset 21% 71% 8% 79% 90%

Leadership 11% 53% 36% 89% 90%

Sustainable Value 29% 61% 10% 71% 90%

Citizenship 31% 67% 2% 69% 90%

10. Further information

Is there any further information you wish to submit to reinforce your proposal?

Attached is an outline showing the MGSM programs nested within the MBA program.


MGSM Articulation Pathway

Postgraduate Certificate of Management Postgraduate Diploma of Management Master of Management Master of Business Administration

4 MGSM820 Marketing Management 4 MGSM820 Marketing Management 4 MGSM820 Marketing Management 4 MGSM820 Marketing Management4 MGSM840 Accounting for Management 4 MGSM840 Accounting for Management 4 MGSM840 Accounting for Management 4 MGSM840 Accounting for Management4 MGSM870 Organisational Behaviour 4 MGSM870 Organisational Behaviour 4 MGSM870 Organisational Behaviour 4 MGSM870 Organisational Behaviour

4 MGSM845 Economic Context of Management 4 MGSM845 Economic Context of Management 4 MGSM845 Economic Context of Management4 MGSM850 Strategic Frameworks 4 MGSM850 Strategic Frameworks 4 MGSM850 Strategic Frameworks4 MGSM960 Information and Decision Analysis 4 MGSM960 Information and Decision Analysis 4 MGSM960 Information and Decision Analysis

4 MGSM835 Financial Management 4 MGSM835 Financial Management4 MGSM890 Operations Management 4 MGSM890 Operations Management8 MGSM800-MGSM999 8 MGSM800-MGSM999

4 MGSM880 Foundations of Management Thought16 MGSM800-MGSM999

4 MGSM860 Strategic Management

12 total credit points 24 total credit points 40 total credit points 64 total credit points


2013 Postgraduate Program of Study

Award Name: Master of Management MMgtIs the Award built on SpecialisationsnoFaculty Responsible:Department Responsible: MGSMCourse Code: MMGTUAC Code:Staff Contact [email protected] Criteria:

Commencement Year: 2012Commencement Study Period:Available: BOTHStudy Mode: InternalFT Candidature Length: 1.5YrAnnual Load:Commonwealth Supported (CSP): NoFee Type: Domestic Award & InternationalFees:

General requirements for the program: 40cps

Specific Minimum Requirements:

Status Selection Unit Title Credit PointsPrefix Number Options Select Total

Required MGSM 820 Marketing Management 4 4Required MGSM 840 Accounting for Management 4 4Required MGSM 870 Organisational Behaviour 4 4Required MGSM 845 Economic Context of Management 4 4Required MGSM 850 Strategic Frameworks 4 4Required MGSM 960 Information and Decision Analysis 4 4Required MGSM 835 Financial Management 4 4Required MGSM 890 Operations Management 4 4Required 8 credit points from MGSM 800-989 4 8 8

TOTAL REQUIRED 40

Unit Code

Completion of recognised degree and two years management or professional experience

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Documents

Case for the Retention and Renewal of a Degreesenate.mq.edu.au/apc/MQUonly/Subs2011/PG/17_and_24... · The aim of the MGSM MBA and the . programs nested within it. including the