University of Queensland - Bachelor of Business Management

Bachelor of Business Management
Administrative Officer
Email: bel@uq.edu.au
Phone: 07 3365 7111
Manual of Bachelor of Business Management

University of Queensland
Table of content
I. PROGRAM REQUIREMENTS.........................................................................6
II. AREAS OF STUDY................................................................................................6
2.1 St Lucia Campus ..................................................................................................6
2.2 Ipswich Campus...................................................................................................6
III. Majors offered at St Lucia campus .....................................................................6
3.1 Business Economics Major..................................................................................6
3.2 Human Resources Management and Industrial Relations Major ........................7
3.3 International Business Major ...............................................................................7
3.4 Management and Organisations Major................................................................7
3.5 Marketing Major ..................................................................................................7
3.6 Real Estate & Development Major ......................................................................7
IV. PROGRAM PLAN ................................................................................................8
V. YEAR 1 ....................................................................................................................9
5.1 Semester 1............................................................................................................9
5.1.1 Accounting for Decision Making ..................................................................9
5.1.1.1 Course Introduction ...............................................................................9
5.1.1.2 Course Aims...........................................................................................9
5.1.1.3 Learning Objectives .............................................................................10
5.1.1.4 Graduate Attributes..............................................................................11
5.1.1.5 Required Resources .............................................................................12
5.1.1.6 Learning Activities...............................................................................12
5.1.1.7 Assessment Summary ..........................................................................13
5.1.2 Introductory Microeconomics.....................................................................14
5.1.2.1 Course Introduction .............................................................................14
5.1.2.2 Course Aims.........................................................................................14
5.1.3 Quantitative Economic & Business Analysis A ..........................................19
5.1.3.2 Course Aims.........................................................................................19
5.1.4 Foundations of Marketing...........................................................................22
5.1.4.2 Course Aims.........................................................................................22
5.2 Semester 2..........................................................................................................25

5.2.1 Business Law...............................................................................................25
5.2.1.2 Course Aims.........................................................................................25
5.2.2 Computer-based Information Systems ........................................................29
5.2.2.2 Course Aims.........................................................................................29
5.2.3 Introduction to Management.......................................................................32
5.2.3.2 Course Aims.........................................................................................32
5.2.4 Organisational Behaviour ..........................................................................35
5.2.4.2 Course Aims.........................................................................................36
VI. YEAR 2.................................................................................................................39
6.1 Semester 1..........................................................................................................39
6.1.1 Foundations of Electronic Commerce ........................................................39
6.1.1.2 Course Aims.........................................................................................39
6.1.2 Managerial Skills & Communication .........................................................43
6.1.2.2 Course Aims.........................................................................................44
6.1.3 The Macroeconomy & Business Conditions ...............................................48

6.1.3.2 Course Aims.........................................................................................48
6.1.4 Business Research Methods........................................................................54
6.1.4.2 Course Aims.........................................................................................54
6.2 Semester 2..........................................................................................................57
6.2.1 Employment Relations ................................................................................57
6.2.1.2 Course Aims.........................................................................................57
6.2.2 Financial Management ...............................................................................60
6.2.2.2 Course Aims.........................................................................................61
6.2.3 Leading & Managing People......................................................................64
6.2.3.2 Course Aims.........................................................................................64
6.2.4 Foundations of Advertising.........................................................................67
VII. YEAR 3 ...............................................................................................................67
7.1 Semester 1..........................................................................................................67
7.1.1 Business Policy and Strategy ......................................................................67
7.1.1.2 Course Aims.........................................................................................67

7.1.2 Advertising Strategy....................................................................................70
7.1.3 Managerial Economics ...............................................................................70
7.1.3.2 Course Aims.........................................................................................71
7.1.4 Managing Across Cultures .........................................................................73
7.2 Semester 2..........................................................................................................74
7.2.1 Demography for Business Strategy.............................................................74
7.2.2 Organisational Design & Change Management ........................................74
7.2.2.2 Course Aims.........................................................................................75
7.2.3 Managing Workplace Conflict....................................................................80
7.2.3.2 Course Aims.........................................................................................81
7.2.4 Managing Information Systems & Services................................................84
7.2.4.2 Course Aims.........................................................................................84

Bachelor of Business Management. University of Queensland
btranq10.scu.edu.au
I. PROGRAM REQUIREMENTS
The Bachelor of Business Management is designed for students who aspire to be the
business leaders and managers of the future.
The program offers students an opportunity to specialise in particular areas of

business. The program equips students with the necessary knowledge, skills and self-
confidence to assist their organisations in effective and successful management in a
constantly changing and highly competitive national and international business
environment.
II. AREAS OF STUDY
Within the Bachelor of Business Management program there are ten main areas of
study, or majors, which allow students to specialise in their particular field of interest.
Majors available include:
2.1 St Lucia Campus

 Business Economics
 Human Resource Management and Industrial Relations (HRM and IR)
 International Business
 Management and Organisations
 Marketing
 Real Estate and Development
2.2 Ipswich Campus

 Event Management
 Hospitality Management
 Leisure and Recreation Management
 Travel and Tourism Management
III. Majors offered at St Lucia campus
The following six majors are taught exclusively at the St Lucia campus and are the
“mainstream” majors for students enrolled in the St Lucia program. All such students
must complete at least one of these majors, consisting of 6 courses (#12).
3.1 Business Economics Major

The business economics major equips students with the skills necessary to apply
economic analysis effectively in business management contexts. This major is highly
relevant to those who are planning a career in corporate strategy, marketing,
purchasing, production management, financial planning, capital budgeting, or human
resource management.
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3.2 Human Resources Management and Industrial Relations

Major
Human Resource Management is the area of study concerned with the behaviour of
people within organisations (as opposed to the study of the behaviour of the
organisations themselves). Key topic areas include managing people, teams, selection
and recruitment, organisational change, interpersonal communication, and leadership.
Industrial Relations provides students with the opportunity to develop a broad

understanding of the nature of industrial relations in Australia and overseas while
learning the skills necessary for professional practice in the field. Key topic areas are
the nature of the employment relationship, the relationship between management and
employees, the conflict of interest that arise within this context, and the organisations
and institutions that regulate industrial relations in Australia.
3.3 International Business Major

The international business major provides an understanding of the major issues in
international business management including the basis of international trade and
investment, international marketing, international human resource management,
managing the operations of firms engaged in international business, finance and
strategy.
The major provides an Australian focus, and considers the challenges encountered by
Australian organisations wanting to do business in regions such as Asia, the European
Union and the Americas.
3.4 Management and Organisations Major 1

The management and organisations major provides students with an understanding of
the key organisational tasks faced by managers of both small and large enterprises.
The major covers areas of starting up new business ventures, assessing markets for the
enterprise’s products or services, managing staff, providing leadership, and designing
appropriate organisational structures for the organisation concerned.
3.5 Marketing Major

Marketing is concerned with ensuring that an organisation’s activities are directed
towards the needs of its external customers. Marketing aims to encourage exchanges
of products, services or ideas between the organisation and its customers that satisfy
both the customer and organisational goals.
The major provides students with an opportunity to develop an understanding of the

key concepts underlying marketing practices while at the same time acquiring the
skills necessary to embark on a professional career in this area.
3.6 Real Estate & Development Major

This major is designed to meet the needs of those people pursuing challenging careers
in the property industry, eg property investment, property development, property
management and valuation. Such careers require knowledge of business and land
economic principles and the application of such principles to the real world.
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This brochure exclusively mentions the course detail of Bachelor of Business (Management and Organisation)
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As such, this major interrelates with industry organisations and institutions and
prepares students for the professional institutions involved in the property industry.
Career opportunities are wide and varied, including international postings, and often
involve travel.
IV. PROGRAM PLAN
Semester 1 Semester 2
Year 1
ACCT1101 Accounting for Decision Making LAWS1100 Business Law
ECON1010 Introductory Microeconomics MGTS1201 Computer-based Information

Systems
ECON1310 Quantitative Economic & MGTS1301 Introduction to Management

Business Analysis A
MKTG1501 Foundations of Marketing MGTS1601 Organisational Behaviour
Year 2
INFS2233 Foundations of Electronic MGTS2607 Employment Relations

Commerce
MGTS2606 Managerial Skills & FINM2401 Financial Management

Communication
ECON2420 The Macroeconomy & Business MGTS2603 Leading & Managing People
Conditions
RBUS2900 Business Research Methods ADVT2509 Foundations of Advertising
Year 3
MGTS3301 Business Policy and Strategy MGTS3307 Demography for Business

Strategy
ADVT3505 Advertising Strategy MGTS3601 Organisational Design & Change

Management
ECON3430 Managerial Economics MGTS3602 Managing Workplace Conflict
IBUS3309 Managing Across Cultures MGTS3208 Managing Information Systems &

Services
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V. YEAR 1
5.1 Semester 1
5.1.1 Accounting for Decision Making
5.1.1.1 Course Introduction
It is the student's responsibility to attend classes and consult designated notice boards
and websites for correct and up-to-date information regarding the course, including
examination times. Relying on fellow students to pass on information may result in
incorrect information for which the University will not be held responsible.
ACCT1101 is an introductory course that provides a conceptual foundation

for understanding the purpose of accounting, what an accounting system is and how
this system provides information about business activities. The course builds a
student's understanding of what the major financial statements are, and how the
information produced by the accounting system (the financial statements, budgets
etc.) can be used to assist in making decisions to manage and operate a business. In
addition to this, the course provides insight on how a person external to a business can
use the financial statements produced by its accounting system to make decisions
about its performance.
Accounting is not just about preparing information for the major financial statements
(though, we will do some of this), it is about the use of that information to understand
organisations and to make business decisions. The emphasis in ACCT1101 is on
accounting for decision making. This course will help you to understand the language
of business and to develop a basic understanding of information needed to make wise
financial choices.
5.1.1.2 Course Aims
The primary objectives of the course are as follow:
1. To help you develop an understanding of the language of business

2. To enhance your awareness of the decisions (operating, financing and
investing) that must be made when operating a business
3. To provide a basic understanding of how an accounting system operates
4. To enhance your understanding of how this accounting system provides
information which can then be used in the "internal" decision
making processes
5. To show how specific tools that use accounting information can assist in
making decisions about the operation of a business and the ultimate evaluation
of its performance
6. To understand the role of accountants in a world where there are incentives to
influence decisions (whether appropriately or inappropriately) by influencing
the accounting numbers used in decision-making (that is, to become aware of
the incentives to manage earnings).
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The sequence of materials in the course is as follows. First, we consider the purpose
of accounting information and the role of accounting in different types
of organisations with different ownership structures. We then move on to identifying
the three major business activities (operating, financing and investing) and their
importance to the business, how the businesses activities can be measured and
recorded in an accounting system, and how the major financial reports (the output of
the accounting system) provide information that can assist managers and external
users to make a range of different decisions.
We will consider each of the major financial statements, the Income Statement, the
Balance Sheet and the Cash Flow Statement and be able to identify the purpose of
each statement, how it is prepared, and how the information it provides individually
(and in combination with the other statements) can be used to make decisions. We
will consider notions of effectiveness and efficiency, risk and return in analysing
these statements and evaluating business performance.
We will also consider topics such as time value of money and capital
investment decisions and the notions of operating and financial leverage and their
impact on business performance. To balance our consideration of accounting
information used for decision making, we will formally introduce the business plan,
which is the businesses “activity plan" and forecast the financial results of the plan.
Two tools used to prepare the business plan are introduced, Cost-Volume-Profit (used
to predict unit sales, revenue, cost and profit), and Budgeting (used to estimate the
results of operating the firm according to the business plan and for controlling the
firm during its future operations). Finally, the above topics will be taught with an eye
towards the incentives to manage the earnings number (whether appropriate or not) so
as to influence decisions based on those numbers.
5.1.1.3 Learning Objectives

After successfully completing this course you should be able to:
1. Understand the language of business and the role of accounting information in

business
2. Understand that different types of decisions require different accounting
information
3. Understand the importance of accounting regulations and ethics in accounting.
4. Apply creative and critical thinking to solve problems and make business
decisions.
5. Understand how an accounting system is designed.
6. Account for various business transactions
7. Identify financing activities, investing activities and operating activities and
their importance to the business
8. Understand the fundamentals of the Income Statement and Balance Sheet and
the Cash Flow Statement.
9. Analyse and interpret each of the major financial statements individually and
in relationship to the other statements.
10. Understand measures of effectiveness and efficiency in evaluating business
decisions and business performance
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11. Evaluate risk, return and value attributes of the financing, investment and
operating decisions of business
12. Understand the time value of money and apply it to capital expenditure
decisions.
13. Appreciate the need for a business plan.
14. Describe the planning, operating, and evaluating activities of managing a
business.
15. Evaluate business activities through financial statements analysis
5.1.1.4 Graduate Attributes

Successfully completing this course will contribute to the recognition of your
attainment of the following UQ (Undergrad Pass) graduate attributes:
GRADUATE ATTRIBUTE LEARNING

OBJECTIVES
A. IN-DEPTH KNOWLEDGE OF THE FIELD OF STUDY
A1. A comprehensive and well-founded knowledge in the 1, 4, 5, 6, 7, 8, 9,
field of study. 10, 11, 12, 13, 14,
15
A4. An understanding of how other disciplines relate to the 11
field of study.
A5. An international perspective on the field of study.
B. EFFECTIVE COMMUNICATION
B1. The ability to collect, analyse and organise information 1, 2, 3, 4, 5, 6, 7, 8,
and ideas and to convey those ideas clearly and fluently, in 9, 10, 11, 12, 13,
both written and spoken forms. 14, 15
B2. The ability to interact effectively with others in order to 2, 7, 9, 10, 11, 15
work towards a common outcome.
B3. The ability to select and use the appropriate level, style 5, 9, 13
and means of communication.
B4. The ability to engage effectively and appropriately with 15
information and communication technologies.
C. INDEPENDENCE AND CREATIVITY
C1. The ability to work and learn independently. 5, 6, 8, 9, 15
C3. The ability to generate ideas and adapt innovatively to 2, 4, 7, 9, 10, 13
changing environments.
C4. The ability to identify problems, create solutions, 1, 2, 3, 4, 7, 9, 10,
innovate and improve current practices. 11, 13
D. CRITICAL JUDGEMENT
D1. The ability to define and analyse problems. 1, 2, 4, 7, 8, 9, 10,
11, 12, 13, 14
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4, 7, 8, 9,
independent thought and informed judgement. 10, 11, 12, 14, 15
D3. The ability to evaluate opinions, make decisions and to 1, 2, 3, 4, 7, 8, 9,
reflect critically on the justifications for decisions. 10, 11, 12, 13, 14,
15
E. ETHICAL AND SOCIAL UNDERSTANDING
E1. An understanding of social and civic responsibility. 3, 5, 8, 12
E2. An appreciation of the philosophical and social contexts 5
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of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1, 2, 3, 4, 5, 7, 8, 9,
in relation to a major area of study. 10, 11
E5. Knowledge of other cultures and times and an
appreciation of cultural diversity.
5.1.1.5 Required Resources

1. Juchau, R., Flanagan, J., Mitchell, G., Tibbits, G., Ingram, R.W., Albright,
T.L., Baldwin, B.A., and J. Hill. (2008). Accounting: Information for
Decisions. Revised edition. Cengage. Students who already have the second
edition (2006) of the textbook may use that edition.
2. Cunningham, B., Nikolai, L. and J. Bazley, 2004. Accounting: Information for
Business Decisions, 2nd Edition, Thomson. The chapters required of this
resource will be provided to all students via the course blackboard
website and there is no need to purchase.
5.1.1.6 Learning Activities

1. Introduction to Accounting for Decision Making :
Juchau Chapter 1
Learning Objectives: 1, 2, 3, 4
Readings/Ref: Juchau (Chapter 1 );
2. Business Activities: Identifying, Recording and Reporting,

Juchau Chapter 2
Learning Objectives: 1, 2, 3, 5, 6, 7
Readings/Ref: Juchau (Chapter 2);
3. Accounting for business:: Measuring Revenues and Expenses

Juchau Chapter 3
Learning Objectives: 1, 2, 3, 5, 6
4. Accounting for Business: Reporting Earnings and Financial Position

Juchau Chapter 4
Learning Objectives: 1, 2, 3, 5, 6, 8
5. Cash Flow Statement:

Juchau Chapter 5
Learning Objectives: 1, 2, 3, 4, 5, 8, 9, 15
6. Analysis of Business Activities:

Juchau Chapter 10
Juchau Chapter 12
Juchau Chapter 14
Learning Objectives: 1, 2, 3, 4, 5, 8, 9
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Readings/Ref: Juchau (Chapter 10 (pp 370-376); Chapter 12 (pp 447-452); Chapter

14 (pp 532-540));
7. Financing Activities: Identifying Debt Obligations and Shareholders Equity; and

Analysis of Financing Activities
Juchau Chapter 9
Juchau Chapter 10
Learning Objectives: 1, 2, 3, 4, 5, 7, 8, 9, 11
Readings/Ref: Juchau (Chapter 9 (pp 325-329 & 334-342); Chapter 10 (pp 362-
369));
8. Investing Activities: Identification and Analysis of Investing Activities. Time

Value of Money
Juchau Chapter 11
Juchau Chapter 12
Juchau Chapter 8
Readings/Ref: Juchau (Chapter 11:(pp 398-408); Chapter 12 (pp 440-446); Chapter
8 (pp 292-295 & 300-304));
9. Investing Activities II: Capital Investment Decisions

Juchau Chapter 25
Cunningham Chapter 20
Readings/Ref: CNB (Chapter 20 (lightly)); Juchau (Chapter 25 (pp 984-987 & pp
989-996));
10. Operating Activities: Identification and Analysis of Operating Activities

Juchau Chapter 13
Juchau Chapter 14
Readings/Ref: Juchau (Chapter 13 (pp 475-496); Chapter 14 (pp 526-532));
11. Developing a Business Plan: Cost-Volume-Profit: Cunningham Chapter 3

Juchau Chapter 20
Readings/Ref: CNB (Chapter 3); Juchau (Chapter 20 (pp 764-769));
12. Developing a Business Plan: Budgeting :

Cunningham Chapter 4
Learning Objectives: 1, 2, 4, 5, 8, 9, 13, 14
5.1.1.7 Assessment Summary

This is a summary of the assessment in the course.
Assessment Task Weighting Learning Objectives
Project 20% 1, 2, 4, 5, 7, 8, 9, 10, 11,
Financial (Statement) 15
Analysis
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Exam - Mid Semester 25% 1, 2, 3, 4, 5, 6, 7, 13, 14,

Outside Scheduled Class 15
Mid-semester Exam
Exam - during Exam 55% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
Period (Central) 11, 12, 13, 14, 15
Final Exam
5.1.2 Introductory Microeconomics
ECON1010 is an introductory course in Microeconomics. It focuses on how decision-

making units within the economy (e.g., consumers, firms, government departments)
make choices and how choices can be made that make best possible use of available
resources.
Since life is in large part about making choices, this course will help you to
understand why the world is the way it is, and in so doing shed light on how it might
be changed for the better. For example, why has the divorce rate increased over the
past 50 years? Why do firms discount certain products but not others? Why is it so
hard to find a good quality used car? Why does the government heavily tax petrol but
not fast food?
This course will set you on the path to thinking critically about all areas of life where
choices are made. A focus is placed on core economic principles that are immediately
applicable rather than formal mathematical theorising.
5.1.2.2 Course Aims
ECON1010 aims to build effective decision-makers. It equips students with the core
economic principles that are necessary to understand how decision-makers make
choices and how choices can be made that make the best possible use of available
resources.
Whether you are operating in the role of a consumer apportioning your income, a
company manager striving to maximise profits or a government policy-maker seeking
to tackle environmental degradation, these principles are fundamental to effective
decision-making.

1. THINKING LIKE AN ECONOMIST

1.1 Explain and apply the scarcity principle, the cost-benefit principle, and the
concept of opportunity cost.
1.2 Explain and critically reflect on the assumptions underpinning the
economic way of thinking.
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2. SUPPLY AND DEMAND

2.1 Discuss the complexity of economic systems and explain the different
ways in which an economic system can allocate resources.
2.2 Construct and use the demand and supply model.
2.3 Discuss the costs and benefits of using a market to allocate resources.
3. ELASTICITY
3.1 Explain the meaning of the term elasticity, in particular, the price
elasticity of demand.
3.2 Explain the determinants of the price elasticity of demand and be able to
draw practical inferences regarding the price elasticity of goods and services.
3.3 Explain and apply the link between the price elasticity of demand and
total revenue.
3.4 Calculate numerically the price elasticity of demand using the mid-point
formula, explain the reasons for its use and interpret the answer in economic
terms.
4. PERFECTLY COMPETITIVE SUPPLY

4.1 Construct and use the model of perfect competition in a short-run context.
4.2 Explain and critically reflect on the assumptions underlying the model of
perfect competition.
5. THE QUEST FOR PROFIT AND THE INVISIBLE HAND

5.1 Use the model of perfect competition in a long-run context.
6. MONOPOLY AND OTHER FORMS OF IMPERFECT

COMPETITION
6.1 Explain how imperfect competition differs from perfect competition.
6.2 Explain the sources of market power and how they cause imperfect
competition.
6.3 Explain how monopolists maximise profit and be able to show this using a
diagram.
6.4 Explain why “the invisible hand” does not function in the case of a
monopoly and the implications this has for efficiency.
6.5 Define price discrimination and explain why firms undertake price
discrimination and the impact on firm output and efficiency.
7. THINKING STRATEGICALLY
7.1 Recognise and provide examples of how decision-making often involves
strategic interactions.
7.2 Construct and use game theory models.
8. THE ECONOMICS OF INFORMATION

8.1 Explain the implications of imperfect, costly and asymmetric information
including rational search, the Lemons model, the principal-agent problem,
adverse selection and moral hazard, and identify real world examples.
8.2 Explain the ways in which market participants and / or the government
seek to deal with problems arising from imperfect information.
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9. EXTERNALITIES AND PROPERTY RIGHTS

9.1 Define and discuss the nature of positive, negative and positional
externalities and identify real world examples.
9.2 Explain and show using a diagram the efficiency implications of positive
and negative externalities in a free market.
9.3 Discuss the various remedies for externalities and explain the contexts in
which each would be appropriate.
9.4 Extend the scope of reasoning about externalities to social and political
analysis.
9.5 Explain the meaning and significance of The Tragedy of the Commons.
10. PUBLIC GOODS

10.1 Explain the difference between private, common, collective and public
goods, and identify real world examples.
10.2 Explain why a free market will not provide an efficient quantity of
public goods and discuss the role of government in their provision.
LEARNING
GRADUATE ATTRIBUTE
OBJECTIVES
1.1, 1.2, 2.1, 2.2, 2.3,
3.1, 3.2, 3.3, 3.4, 4.1,
A1. A comprehensive and well-founded knowledge in the 4.2, 5.1, 6.1, 6.2, 6.3,
field of study. 6.4, 6.5, 7.1, 7.2, 8.1,
8.2, 9.1, 9.2, 9.3, 9.4,
9.5, 10.1, 10.2
A4. An understanding of how other disciplines relate to the
1.2, 9.3, 9.4, 9.5
field of study.
A5. An international perspective on the field of study. 2.1
1.1, 1.2, 2.1, 2.2, 2.3,
3.1, 3.2, 3.3, 3.4, 4.1,
B1. The ability to collect, analyse and organise information
4.2, 5.1, 6.1, 6.2, 6.3,
and ideas and to convey those ideas clearly and fluently, in
6.4, 6.5, 7.1, 7.2, 8.1,
both written and spoken forms.
8.2, 9.1, 9.3, 10.1,
10.2
B2. The ability to interact effectively with others in order to
B3. The ability to select and use the appropriate level, style
B4. The ability to engage effectively and appropriately with
1.1, 1.2, 2.1, 2.2, 2.3,
C1. The ability to work and learn independently. 3.1, 3.2, 3.3, 3.4, 4.1,
4.2, 5.1, 6.1, 6.2, 6.3,
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6.4, 6.5, 7.1, 7.2, 8.1,

8.2, 9.1, 9.2, 10.1,
10.2
C3. The ability to generate ideas and adapt innovatively to
C4. The ability to identify problems, create solutions,
9.3, 9.4
innovate and improve current practices.
1.1, 1.2, 2.2, 2.3, 3.2,
3.3, 3.4, 4.1, 4.2, 5.1,
D1. The ability to define and analyse problems. 6.2, 6.3, 6.4, 6.5, 7.1,
7.2, 8.1, 8.2, 9.1, 9.2,
9.3, 9.5, 10.1, 10.2
1.1, 1.2, 2.2, 2.3, 3.3,
D2. The ability to apply critical reasoning to issues through 3.4, 4.1, 4.2, 5.1, 6.3,
independent thought and informed judgement. 6.4, 6.5, 7.2, 8.1, 8.2,
9.2, 9.3, 10.2
1.1, 1.2, 2.2, 2.3, 3.3,
D3. The ability to evaluate opinions, make decisions and to 3.4, 4.1, 4.2, 5.1, 6.3,
reflect critically on the justifications for decisions. 6.4, 6.5, 7.2, 8.2, 9.2,
9.3, 9.4, 10.2
2.3, 6.4, 8.2, 9.2, 9.3,
E1. An understanding of social and civic responsibility.
9.5, 10.2
E2. An appreciation of the philosophical and social contexts 1.2, 2.3, 4.2, 9.3, 9.4,
of a discipline. 9.5
E4. A knowledge and respect of ethics and ethical standards
in relation to a major area of study.
E5. A knowledge of other cultures and times and an
9.5

Text book: Robert H. Frank, Sarah Jennings and Ben S. Bernanke. Principles of
Microeconomics (Australian 2nd Edition) (2008), McGraw Hill.
Robert H. Frank and Ben Bernanke, Principles of Microeconomics (2nd edition), a

US text. The library has multiple copies of this text (HB172.F72 2004), as well as its
associated Study Guide (HB172.F72 2004 sup. 1).
Topic 1 - Thinking like an Economist

Learning Objectives: 1.1, 1.2
Readings/Ref: Frank (Chapter 1);
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Topic 2 - Demand and supply

Learning Objectives: 2.1, 2.2, 2.3
Topic 3 - Elasticity
Learning Objectives: 3.1, 3.2, 3.3, 3.4
Topic 4 - Perfectly competitive supply

Topic 5 - The question for profit

Learning Objectives: 5.1
Topic 6 - Monopoly and imperfect competition

Topic 7 - Thinking Strategically: Topic 6 will also be completed this week.

Topic 8 - The economics of infomation

Topic 9 - Externalities ... (9.1-9.3)

Readings/Ref: Frank (Chapter 12.1);
Topic 9.4-9.5; Topic 10

Readings/Ref: Frank (Chapter 12.2-12.3; ch. 13);

In Class Quiz 15% 1.1, 1.2
Tutorial Test 1
In Class Quiz 15% 2.1, 2.2, 2.3, 3.1, 3.2, 3.3,
Tutorial Test 2 3.4
In Class Quiz 15% 4.1, 4.2, 5.1
Tutorial Test 3
Exam - during Exam 55% 1.1, 1.2, 2.1, 2.2, 2.3, 3.1,
Period (Central) 3.2, 3.3, 4.2, 6.1, 6.2, 6.3,
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End of Semester Exam 6.4, 6.5, 7.1, 7.2, 8.1, 8.2,

9.1, 9.2, 9.3, 9.4, 9.5, 10.1,
10.2
5.1.3 Quantitative Economic & Business Analysis A
ECON1310 is an introductory course in quantitative analysis for business and

economics. The course covers a variety of techniques applicable to the presentation,
interpretation and use of data. The main emphasis is inferential statistics with
Estimation and Hypothesis Testing techniques being an important part of the course.
Inferential statistics is continued in the simple linear regression topic. There is an
emphasis on the use of Excel for analysis and presentation.
This course is widely regarded as challenging by many students. One reason is that
the work is totally cumulative. This means that it is exceptionally difficult to catch up
if a student gets behind in the work. Success in the subject depends on keeping up-to-
date. With this in mind, each topic is assessed as it is completed via a computer
managed quiz.
5.1.3.2 Course Aims
ECON1310 is an introductory course in quantitative analysis for business and

economics.
The course aims to introduce students
 to a range of statistical techniques and applications that would be useful in
economic and business environments.
 to using Excel to perform statistical computations and interpret the results.
 to considering the limitations of the techniques as well as their appropriate
use.
 to inferential statistics and regression

1. Distinguish types of data and different sampling method; understand the

concepts of sample and population; develop stem-and-leaf plots by hand;
understand the principles of proper graphical presentation.
2. Calculate and describe the measures of central tendency, location and
dispersion; construct a box-and-whisker plot by hand or using Excel and
interpret; understand and interpret the coefficient of correlation.
3. understand basic probability concepts including conditional probability
4. Understand the properties of a discrete probability distribution; compute the
mean and variance; compute probabilities from a binomial distribution using
calculators and Excel.
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5. Compute probabilities from the normal distribution; understand the concept of

a sampling distribution; compute probabilities related to the distributions of
the mean and proportion, and identify when normal probabilities are
appropriate.
6. Develop confidence interval estimates for the mean and proportion; identify
when to use the Z or t distributions;
7. Determine the sample size needed for the estimate; develop the sampling
distribution for the difference between two means and use it to build a
confidence interval.
8. Understand the principles of hypothesis testing; use the critical value approach
to test hypotheses about the mean; identify the appropriate test statistic - Z or
t.
9. Conduct a hypothesis test for proportion and for the difference between two
means using either the critical value or p-value approach.
10. Understand the procedure of SLR; identify the estimated SLR equation from
an Excel printout and obtain such; interpret the slope and constant term;
calculate and interpret the coefficient of determination; construct a confidence
interval for the slope and interpret; predict the value of the dependent variable.
11. Understand the assumptions of regression analysis; use residual analysis to
assess the appropriateness of the SLR model and assess the extent to which the
assumptions are met; test the slope parameter using both the critical value and
p-value approach.

attainment of the following graduate attributes:

OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 7, 8, 9, 10, 11
field of study.
field of study.
B1. The ability to collect, analyse and organise information 1, 5, 6, 8, 9, 10, 11
B2. The ability to interact effectively with others in order to 3, 5, 6, 7, 8, 9, 10,
work towards a common outcome. 11
B4. The ability to engage effectively and appropriately with 1, 2, 3, 4, 5, 6, 7, 8,
information and communication technologies. 9, 10, 11
C1. The ability to work and learn independently. 1, 2, 3, 4, 5, 6, 7, 8,
9, 10, 11
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C4. The ability to identify problems, create solutions, 8, 9, 10, 11
D1. The ability to define and analyse problems. 3, 4, 5, 6, 7, 8, 9,
10, 11
D2. The ability to apply critical reasoning to issues through 3, 4, 5, 6, 7, 8, 9,
independent thought and informed judgement. 10, 11
D3. The ability to evaluate opinions, make decisions and to 2, 6, 7, 8, 9, 10, 11
reflect critically on the justifications for decisions.
E2. An appreciation of the philosophical and social contexts
of a discipline.

Textbook: Black et al. (2007) Australasian Business Statistics, John Wiley Australia.

Exam - Mid Semester 25% 1, 2, 3, 4
Outside Scheduled Class
Midsemester Exam
CML Quiz 1 4% 1, 2
1. Descriptive Statistics
CML Quiz 2 4% 3, 4
2. Probability
CML Quiz 3 4% 5
3. Normal and Sampling
Distributions
CML Quiz 4 4% 6, 7
4. Confidence Intervals
CML Quiz 5 4% 8, 9
5. Hypothesis Testing
CML Quiz 6 4% 10, 11
6. Simple Linear
Regression
Exam - during Exam 55% 4, 5, 6, 7, 8, 9, 10, 11
Period (Central)
Final exam
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5.1.4 Foundations of Marketing
MKTG1501 has been designed to provide you with an introduction to the field of
marketing. The course focuses on the role of marketing and its importance in
contemporary organisations and society.
During the semester we will critically explore marketing principles, concepts and
models from a practical perspective. You will have the opportunity to apply this
theory through the analysis of a variety of real-world examples directed at amplifying
your understanding of how marketing concepts are used.
5.1.4.2 Course Aims

This course is designed to provide students with an introduction to the field of
marketing. The course focuses on the role of marketing and its importance in
contemporary organisations and society.

1. Outline the scope of marketing and recognise marketing as an organisation-
wide philosophy
2. Assess the marketing environment
3. Apply the principles of product, pricing, place (distribution) and promotion
4. Appreciate the differences in marketing products and services
5. Analyse marketing performance
6. Discuss emerging trends in marketing
7. Understand the ethical issues surrounding marketing practice
8. Discuss marketing issues and present your ideas in small group sessions


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1, 2, 3, 5, 6, 7, 8
field of study.
A4. An understanding of how other disciplines relate to the 1, 3
field of study.
A5. An international perspective on the field of study. 1
B1. The ability to collect, analyse and organise information 3, 8
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B2. The ability to interact effectively with others in order to 2, 3, 6, 8
B3. The ability to select and use the appropriate level, style 2, 3, 6, 8
B4. The ability to engage effectively and appropriately with 3, 6, 8
C1. The ability to work and learn independently. 2, 3, 8
C3. The ability to generate ideas and adapt innovatively to 2, 3, 6, 8
C4. The ability to identify problems, create solutions, 3, 6, 8
D1. The ability to define and analyse problems. 2, 3, 4, 5, 6, 7, 8
D2. The ability to apply critical reasoning to issues through 2, 3, 4, 5, 6, 7, 8
independent thought and informed judgement.
D3. The ability to evaluate opinions, make decisions and to 2, 3, 4, 6, 7, 8
E1. An understanding of social and civic responsibility. 1, 3, 7, 8
E2. An appreciation of the philosophical and social 1, 3, 7, 8
contexts of a discipline.
E4. A knowledge and respect of ethics and ethical 1, 3, 7, 8
standards in relation to a major area of study.
E5. A knowledge of other cultures and times and an 7, 8
Textbook: Kotler, P., Brown, L., Adam, S., Burton, S and Armstrong, G., (2007), 7th
edition, Marketing. Prentice Hall/Pearson Education, Australia.
Reference:
 Journal of Marketing
 Journal of Consumer Research
 Harvard Business Review
 Journal of the Academy of Marketing Science
 Business Review Weekly
Week 1 Marketing Concepts / Marketing Plans
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Readings/Ref: Kotler et al (Chapter 1 & 4);
Week 2 Market Analysis

Learning Objectives: 1, 5, 7
Readings/Ref: Kotler et al (Chapter 9 pp 308-340);
Week 3 Consumer Behaviour

Week 4 Market Research

Week 5 Segmentation, targeting & positioning

Learning Objectives: 2, 4
Week 6 Products and Services

Readings/Ref: Kotler et al (Chapter 11 & 12 pp 384-475);
Week 7 Pricing Considerations and approaches

Week 8 Placement (distribution and logistics)

Week 9 Promotion 1: Marketing communication

Week 10 Promotion 2 : Sales promotion and selling

Week 11 Strategy
Readings/Ref: Kotler et al (Chapter 3 & 19);
Week 12 Final Exam Revision: Ch 11, 13, 14, 15, 16, 17, 3, 19
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his is a summary of the assessment in the course.
Plan 30% 1, 2, 3, 4, 5, 6, 7, 8
Marketing Plan - group
assignment
Exam 25% 1, 2, 3, 4, 5, 6, 7
Mid-Semester Exam
Exam - during Exam 45% 1, 2, 3, 4, 5, 6, 7
Period (Central)
Final Exam
5.2 Semester 2
5.2.1 Business Law
LAWS1100 Business Law is an introduction to and critical analysis of the law

regulating business in Australia today. You will learn about the Australian legal
system; the basic rules regulating the causing of harm, the making and enforcement of
deals, dealing with consumers and competitors, and the protection of IP; and the laws
associated with starting, managing, financing and closing a business.
Your final grade will be based upon your level of understanding of and participation
in the course, determined by reference to your marks for a series of online tests,
written answers to tutorial questions, and a final written exam.
5.2.1.2 Course Aims
Teaching Mission Statement
The mission of the TC Beirne School of Law is to educate students in and about the
law. We seek to assist you to think critically about the law and to investigate its
structures, principles, policies, and values. This is achieved by engaging with you as
fellow investigators in a range of critical and intellectual conversations about the law
and its place in society. Our role is thus to guide you in your own intellectual journey
in the law and to equip you with the necessary skills that will enable you to continue
that journey long after you have left the School.
Course Aims
The broad aim of LAWS1100 is to give you sufficient knowledge and understanding
of Australian business law to recognise, resolve and/or avoid legal problems in your
business and commercial dealings.
Topics
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 Topic 1 - Introducing the law

 Topic 2 - Understanding the Australian legal system
 Topic 3 - Exercising legal skills
 Topic 4 - Causing harm
 Topic 5 - Making deals
 Topic 6 - Enforcing deals
 Topic 7 - Dealing with consumers and competitors
 Topic 8 - Protecting IP
 Topic 9 - Starting a business
 Topic 10 - Financing a business
 Topic 11 - Owning and managing a business
 Topic 12 - Experiencing financial difficulty

1. Demonstrate an acceptable level of knowledge and understanding of the
elements of Australian business law.
2. Communicate your knowledge of Australian business law effectively and
appropriately, in writing and verbally, to your instructors and to your fellow
students.
3. Navigate independently through legal information environments, including
online legal resources.
4. Use your knowledge of Australian business law to identify, analyse and solve
simple legal problems.
5. Critically evaluate the role of law and the Australian legal system.
6. Appreciate your legal, social and professional responsibilities to your peers,
your profession and your community.


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1
field of study.
field of study.
B1. The ability to collect, analyse and organise information 1, 2, 4
B2. The ability to interact effectively with others in order to 2
B3. The ability to select and use the appropriate level, style 2
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B4. The ability to engage effectively and appropriately with 2, 3

C1. The ability to work and learn independently. 3
C4. The ability to identify problems, create solutions, 5
D1. The ability to define and analyse problems. 4
D2. The ability to apply critical reasoning to issues through 4, 5
D3. The ability to evaluate opinions, make decisions and to 4, 5
E1. An understanding of social and civic responsibility. 6
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1, 6
Textbook:
 N James, Business Law (John Wiley & Sons, Brisbane, 2009)
Reference books:
 M L Barron, Fundamentals of Business Law (5th ed, McGraw Hill, North
Ryde, 2006)
 A Gibson and D Fraser, Business Law (4th ed, Pearson, Frenchs Forest, 2008)
 P Latimer, Australian Business Law (27th ed, CCH, North Ryde, 2008)
 A Terry and D Giugni, Business & The Law (4th ed, Thomson, South
Melbourne, 2005)
Topic 1 | Introducing the law

Readings/Ref: James (Ch 1);
Topic 2 | Understanding the Aus legal system

Topic 3 | Exercising legal skills
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Topic 4 | Causing harm

Topic 5 | Making deals

Topic 6 | Enforcing deals

Topic 7 | Dealing with consumers and competitors

Topic 8 | Protecting IP
Topic 9 | Starting a business

Topic 10 | Financing a business

Topic 11 | Owning and managing a business

Topic 12 | Experiencing financial difficulty

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Assessment Task Due Date Weighting Learning
Objectives
Online Quiz See schedule under 30% 1, 3
12 online tests Learning Activities
Problem Solution See submission 10% 1, 2, 3, 4, 5, 6
Written answers to instructions
tutorial questions
Exam - during Exam Examination Period 60% 1, 2, 3, 4, 5, 6
Period (Central)
Final exam
5.2.2 Computer-based Information Systems
Before attempting this course, students are advised that it is important to complete the
appropriate prerequisite course(s) listed on the front of this course profile. No
responsibility will be accepted by the School of Business, the Faculty of Business,
Economics and Law or the University of Queensland for poor student performance
occurring in courses where the appropriate prerequisite(s) has/have not been
completed, for any reason whatsoever.
5.2.2.2 Course Aims
Knowing how to use computers is a basic skill necessary to succeed in any profession
or to function effectively in a modern society. This computing course introduces
fundamental computing concepts and important forthcoming trends. By completing
this course students will attain a basic level of computer and information literacy, a
strong knowledge of theoretical computing fundamentals, as well as an awareness of
the possibilities and limitations of existing technological solutions.
Furthermore, students will gain hands-on experience with the most popular personal
productivity tools. Students will also learn the underlying concepts for each software
tool and the problem solving approach to development of spreadsheet and database
applications. Finally, this course will help students to develop and ongoing interest in
exploring new possibilities and to gain the confidence to face future challenges in the
ever changing world of computers.
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The focus of learning in this course is primarily on students gaining practical, hands
on experience with computers, especially important software tools. The emphasis of
this practical approach is the solution of relevant problems using computers. This is
necessarily supplemented by the requisite level of concept learning and knowledge
acquisition.

1. Demonstrate the basic level of computer and information literacy skills such
as problem-solving approaches to the design and implementation of
spreadsheet and database applications;
2. Demonstrate theoretical knowledge of computing and information systems
fundamentals as well as the latest trends in information systems theory and
practice;
3. Make informed decisions on purchase and installation of new
software/hardware components and upgrade of the existing ones.


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1, 2, 3
field of study.
field of study.
B4. The ability to engage effectively and appropriately with 1, 2
C3. The ability to generate ideas and adapt innovatively to 1, 2, 3
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D1. The ability to define and analyse problems. 1, 2, 3
D2. The ability to apply critical reasoning to issues through 1, 2, 3
D3. The ability to evaluate opinions, make decisions and to
E1. An understanding of social and civic responsibility. 1, 2
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1
Textbook:
 Baltzan, Paige and Phillips, Amy. Business Driven Information Systems (2nd
Edition), McGraw-Hill Irwin 2009.
 Stewart, Kathleen. Microsoft Office Excel A Professional
Approach, McGraw-Hill Irwin 2008.

Activity Learning
Objectives
Information Systems in Business (Lecture): 1, 2
Readings/Ref: Set Text (1) (Chapter 1);
Strategic Decision Making (Lecture): 1, 2
E-Business (Lecture): 1, 2, 3
Ethics and Information Security (Lecture): 1, 2, 3
Enterprise Architectures (Lecture): 2, 3
Networks, Telecommunications and Mobile Technology 2, 3
(Lecture):
Operations Management and Supply Chain 1, 2
Management (Lecture):
Customer Relationship Management and Bus. Intel. 2, 3
(Lecture):
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Databases and Data Warehouses (Lecture): 2

Enterprise Resource Planning and Col. Systems 2, 3
(Lecture):
System Development and Project Management 2
(Lecture):
Globalization, Innovation and Trends (Lecture): 2

Report 10% 1, 2
Case Report
Portfolio 30% 1, 2, 3
Portfolio Assessment
Exam - during Exam 60% 1, 2, 3
Period (Central)
Final Exam
5.2.3 Introduction to Management
5.2.3.2 Course Aims
MGTS1301 has been designed to acquaint you with the principles of managing
business organisations. Throughout the semester we will critically explore
management principles, concepts, models and challenges from both a national and an
international perspective.
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You will apply theory through analysis of real-world examples provided in the text,
lecture and video materials. By the end of the course, you should have a good
overview of the management discipline and you will have acquired some of the
knowledge and skills necessary to become a more effective manager.

1. be able to outline the scope of management as a field of study and as a career
option;
2. understand the relevance of the study of management to researchers and
practitioners;
3. be familiar with principles, concepts, models and major challenges in
management from both a national and an international perspective;
4. critically evaluate and apply management theory;
5. be aware of the ethical issues facing managers in organisations;
6. be able to discuss concepts and ideas of management with other students;
7. be able to develop and write an research report in relation to management
concepts

OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1, 2, 4, 7
field of study.
field of study.
B1. The ability to collect, analyse and organise information 6
C1. The ability to work and learn independently. 1, 7
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E2. An appreciation of the philosophical and social contexts 1, 2
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1, 2, 5
Textbook:
 Campling, J., Poole, D., Wiesner, R., Ang, E.S., Chan, B., Tan, W.L.,
Schermerhorn, J.R., 2008, Management, 3rd Asia-Pacific Edition, John
Wiley & Sons, Brisbane (ISBN: 0470818611)
Lecture 1: Introduction to Management

Readings/Ref: 2 (Text chapter 1);
Lecture 2: The Evolution of Management Thought

Readings/Ref: 2 (Text Chapter 2);
Lecture 3: Planning and Controlling

Lecture 4: Decision Making

Lecture 5: Leading
Lecture 6: Ethics: NOTE: The individual written assignment is due this week on
Wednesday April 8.
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Lecture 7: Environment of Organisations

Lecture 8: Strategic Management

Lecture 9: Organisational Design

Readings/Ref: 2 (Text Chapter 9 & 10);
Lecture 10: Innovation and Change

Lecture 11: International Management

Lecture 12: Human Resource Management

Readings/Ref: 2 (Text Chapter 12 and Chapter 13);
Lecture 13: Final lecture: Summary and Exam Brief

5.2.4 Organisational Behaviour
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5.2.4.2 Course Aims

Organisations consist of individuals or groups of individuals working together to
achieve some common goal or set of goals. The implication of this statement is that
organisations depend for their viability on the efforts of individuals and groups of
individuals.
While there are no set formulae that will yield correct answers every time when
dealing with people, research over the last 100 years has led to the development of
conceptual models and empirical methodologies which have yielded surprisingly
useful results. The aim of MGTS1601 is to introduce you to some of this body of
knowledge.
For many of you, this course may be different to any that you may have encountered
to date, and you may need to accommodate some new ways of learning. The key is to
develop a better understanding of human behaviour. To achieve this, it will be
necessary for you to consciously experience some of the important concepts, rather
than just sit back and try to absorb them passively.
This will be accomplished through participation in workshops and case studies in

tutorials, and active involvement in lectures where possible. Participation in these
aspects of the course is critical if you wish to benefit fully from this course.
Any goal−directed organisation expects professional behaviour from its managers and
employees. This course is similar to a goal−directed organisation, in that you are
participating in a large course that requires a great deal of logistical support and
coordination. For the organisation to succeed and achieve the desired outcomes, your
cooperation is essential. As course coordinators and staff, we are attempting to run
this course professionally and provide for your learning enjoyment. In response, we
are expecting a professional approach from students in regard to lecture and tutorial
participation.

1. Outline the scope of organisational behaviour as a field of study

2. Be familiar with various theories and language of major issues in
organisational behaviour
3. Understand the relevance of the study of behaviour in organisations to both
researchers and practitioners
4. Discuss concepts and ideas of organisational behaviour with other students
5. Conduct an experientially based group activity exploring an organisational
behaviour issue.

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OBJECTIVES
field of study.
field of study.
B2. The ability to interact effectively with others in order to 4, 5
of a discipline.
E5. A knowledge of other cultures and times and an 2, 3, 4
Textbook:
 Robbins, S. P.,Judge, T.A., Millett, B., & Waters−Marsh, T. (2008)
MGTS1601 Organisational Behaviour custom book compiled from
Organisational behaviour (5th Ed)
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Activity Learning
Objectives
1 (Lecture): Introduction to the course - What is 1
organisational behaviour?
Readings/Ref: Robbins (2008) (Chapter 1);
2 (Lecture): Foundations of individual behaviour 1, 2, 3
Researching organisations
Readings/Ref: Robbins (2008) (Chapter 2 );
3 (Lecture): Values, attitudes and job satisfaction 1, 2, 3
Readings/Ref: Robbins (2008) (Chapter 3,4);
4 (Lecture): Personality and emotions at work 1, 2, 3
Readings/Ref: Robbins (2008) (Chapters 4,8);
5 (Lecture): Perception and individual decision making 1, 2, 3
Readings/Ref: Robbins (2008) (Chapters 5);
6 (Seminar): Assignment seminar 1, 2, 3
7 (Lecture): Motivation concepts(1) and 1, 2, 3
Motivation: From Concepts to Applications (2)
Readings/Ref: Robbins (2008) (Chapters 6, 7);
8 (Lecture): Foundations of group behaviour 1, 2, 3
9 (Independent Study): Ipswich Show Day - Public
Holiday - No lecture or tutorials
10 (Lecture): Understanding Work teams 1, 2, 3
11 (Lecture): Organisational power and politics 1, 2, 3
12 (Lecture): Organisational culture 1, 2, 3
13 (Review): Course overview and exam briefing 1, 2, 3

Group Work Management 15% 1, 2, 3, 4, 5
Tutorial workshop
Individual Assignment 35% 2
Essay and annoted lit.
review
Exam - during Exam 50% 1, 2, 3
Period (Central)
Final exam
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VI. YEAR 2
6.1 Semester 1
6.1.1 Foundations of Electronic Commerce
This course introduces you the fundamental concepts and principles of electronic
commerce. Some of these concepts include infrastructure, security, privacy,
management, censorship, intellectual property, payment methods, the roles of
customers, stakeholders, suppliers and employees, and the application of a number of
business models to electronic commerce. It is the prerequisite course for all electronic
commerce courses offered as part of the BECom. You will develop a basic level of
commercial Web-site construction knowledge as well as a strong understanding of the
fundamental theoretical concepts supporting electronic commerce.
The focus of learning is to provide you, the student, with an appreciation of the
development of electronic commerce, its practice, principles, and underlying
structures needed to understand its relationship with traditional business. Moreover,
you will focus through your learning in this course on acquiring a solid basis for the
further building of knowledge in the area of electronic commerce.
6.1.1.2 Course Aims
The aims of this course are to develop the student's understanding the fundamentals of
electronic commerce in theoretical and practical perspectives. Students should gain a
basic level of commercial Web-site construction knowledge as well as a strong
understanding of the fundamental theoretical concepts supporting electronic
commerce.
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1. Demonstrate a basic level of competency in the effective use of the Internet,

Web page design, multimedia applications, and the construction, registration,
and indexing of a basic commercial Web site;
2. Demonstrate theoretical knowledge of the first principles as well as the latest
trends in electronic commerce theory and practice;
3. Make informed business decisions on the use of electronic commerce
applications based on a cost-benefit decision-making framework;
4. Demonstrate a moderate level of knowledge of the implications of electronic
commerce on the security of business transactions, the privacy of personal
information, the protection of intellectual property, and new forms of business
intermediation.


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the
field of study.
field of study.
A5. An international perspective on the field of study. 1, 2, 3, 4
B1. The ability to collect, analyse and organise information 1, 2, 3, 4
B4. The ability to engage effectively and appropriately with 1, 2, 3, 4
C1. The ability to work and learn independently.
D1. The ability to define and analyse problems.
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4
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of a discipline.
E5. A knowledge of other cultures and times and an 1, 2, 3, 4
Textbook:
 Electronic commerce / Gary P. Schneider. Publisher Boston, MA :
Thomson/ Course Technology , 2008. Edition 8th annual ed.
Reference:
 Electronic commerce 2006 : a managerial perspective / Efraim Turban ...
[et al.]. Publisher Upper Saddle River, NJ : Pearson Prentice Hall, 2006.
Lecture 1 (Lecture Series): Theory: Introduction to Electronic Commerce

Practical: Introduction to HTML & Text Markup
Readings/Ref: GP Schneider (Ch1 , Ch2); LG INFS2233 (Module 1); E Turban
Lecture 2 (Lecture Series): Theory: Business decision-making and planning

Practical: HTML: Anchors & Images
Readings/Ref: GP Schneider (Ch1, Ch12); LG INFS2233 (Module 2); E Turban
Lecture 3 (Lecture Series): Theory: Technologies for e-commerce

Practical: HTML: Lists, tables, frames
Readings/Ref: GP Schneider (Ch2, Ch 8); LG INFS2233 (Module 3); E Turban
Lecture 4 (Lecture Series): Theory: Creating a commercial web-site

Practical: HTML: Forms
Readings/Ref: GP Schneider (Ch9); LG INFS2233 (Module 4); E Turban
Lecture 5 (Lecture Series): Theory: Security

Practical: Introduction to Scripting
Lecture 6 (Lecture Series): Theory: B2C E-Commerce Applications

Practical: Scripting: Data Types, Variables
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Readings/Ref: GP Schneider (Ch3 & Ch4); LG INFS2233 (Module 6); E Turban
Lecture 7 (Lecture Series): Theory: Theory: B2B E-Commerce Applications

Practical: Scripting: Decision Making
Mon 10:00 - Mon 11:50

Lecture 8 (Lecture Series): Mid-Term Exam: Modules 1-6
Practical: Scripting: Loops
Readings/Ref: GP Schneider (Ch5); LG INFS2233 (Modules 1-6); E Turban
Lecture 9 (Lecture Series): Theory: Electronic Payment Systems

Practical: Scripting: Functions
Lecture 10 (Lecture Series): Theory: E-Commerce and Globalisation

Practical: Scripting: Objects & Form Objects I
Readings/Ref: GP Schneider (Ch1, Ch 6 and Ch7); LG INFS2233 (Module 9); E
Turban
Lecture 11 (Lecture Series): Theory: Legal and Ethical Issues

Practical: Scripting: Scripting: Form Objects II & Select case
Lecture 12 (Lecture Series): Theory: Future Trends

Final Exam information
Readings/Ref: GP Schneider ; LG INFS2233 ; E Turban

Computer-based 25% 2, 4
Assessment
Web Development
Assignment
Exam - during Exam 60% 1, 2, 3, 4
Period (Central)
Final Exam
Exam 15% 2, 3, 4
Mid-semester Exam
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6.1.2 Managerial Skills & Communication
Managerial skills and communication is a "skills" based course designed to acquaint

you with the essential communication and management skills needed in business. The
emphasis on skills makes the course quite different from any you are likely to have
undertaken before. The course introduces you to essential communication skills
required by managers, as well as conceptual frameworks for your communication in
the workplace.
The lectures and tutorials are scheduled for 3 hours each week; your learning occurs
through lecture attendance, the activities and exercises you participate in during
tutorials, your readings and the assessment. The course encompasses a general
knowledge about communication. Specifically, the course will give you an
understanding of some interpersonal communication skills and an application of these
skills in interpersonal relationships, supportive communication, work and stress,
problem-solving, persuasion and influence, interviewing, and effective meeting
management.
The course is highly interactive, and you will be required to practice the skills you
have learnt, and to reflect upon your experiences in the tutorial exercises. The focus of
the course is on skill development and reflection, rather than acquisition of academic
knowledge for its own sake. Our aim is for you to think critically about how and why
you communicate as well as give you practical strategies and skills to communicate
well.
Resources necessary for the completion of this course are provided in the set texts,
blackboard and tutorials. I will discuss the ways you can access and use available
materials. By the end of the semester, you will have developed a range of essential
communication skills and understandings needed for effective management in modern
organizations.
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6.1.2.2 Course Aims
The overall objective of this course is to acquaint you with a knowledge about the
basic theories, skills, and concepts about communication and management skills
needed in business. The more specific aims are to provide an opportunity for you to
integrate theory and practice, to reflect on the purpose and effectiveness of the skills
and to improve your communication both personally and in the workplace.

1. Draw upon a theoretically grounded knowledge of managerial skills and
communication, including self-awareness, communication theory, listening and
nonverbal skills, interpersonal problems solving, stress and stress management,
persuasion and influence, oral presentations, meetings, and interviewing.
2. Select the appropriate medium of communication within a given work context.
3. Analyse and evaluate your own communicative behaviour to the end of
understanding the process and/or identifying problematic communication and
improving upon current practices.
4. Understand and implement appropriate supportive communication behaviours.
5. Define problems, generate quality solutions, choose an optimal solution and
implement and evaluate a plan of action.
6. Analyse the rhetorical situation (audience, speaker, and context) to the end of
creating persuasive and influential messages.
7. Use your acquired knowledge to collect, analyse, organize, and effectively
conduct interviews and business presentations.
8. Understand and adhere to the social and legal standards relating to appropriate
communicative conduct within specific workplace contexts.
9. Organise, lead and manage meetings effectively.
10. Understand the theories behind power and influence. Use your communication
skills to exercise power and influence others
11. Understand the role of intercultural communication within the modern day
workplace


OBJECTIVES
field of study.
field of study.
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B2. The ability to interact effectively with others in order to 9, 10, 11
B3. The ability to select and use the appropriate level, style 1, 2, 6, 10, 11
B4. The ability to engage effectively and appropriately with 1, 2, 10
C3. The ability to generate ideas and adapt innovatively to 1
C4. The ability to identify problems, create solutions, 1, 3
D1. The ability to define and analyse problems. 1, 5
D2. The ability to apply critical reasoning to issues through
of a discipline.
E4. A knowledge and respect of ethics and ethical standards 1, 8
E5. A knowledge of other cultures and times and an 11
Textbook: MGTS2606 Managerial Skills and Communication (2006). Complied

from Communication in Business, Dwyer (2005) (3rd. ed.) and Developing
Management Skills (2005) (3rd ed.)., Carlopio, Andrewartha, & Armstrong. Pearson
Education Australia: Sydney.
Reference: Managerial Skills and Communication Custom Book #2 MGTS2606

(2006). Complied from de Janasz, Dowd and Schneider, 2006. Interpersonal Skills in
Organisations. The McGraw-Hill Companies: Australia. and Adler and Elmhost
(2004). Communicating at Work. (8th ed.). The MacGraw-Hill Companies:
Australia.

Activity Learning
Objectives
Introduction and Communication Theories (Lecture): Topics
covered in this lecture include:
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Course overview and protocols

Self-awareness
Communication models and theories
Communication defined
Understanding why we communicate
Communication principles and misconceptions
Politeness theory
Communication competence
Readings/Ref: Custom 1 (Chapter 1:Communication theories );
Nonverbal Communication and Listening (Lecture): Topics 1, 3, 4
Types of nonverbal communication
Aspects of nonverbal communication
Role of nonverbal communication
The listening process
Active listening
Types of listening
Barriers to listening
Readings/Ref: Custom 1 (Chapter 3:Perspectives on nonverbal
communication; Chapter 4:The crucial role of listening);
Organisational Communication (Lecture): Topics covered in 1, 2, 3
this lecture include:
The purpose of communication within the workplace
Structure in organisations
The formal and informal organisational structure
Improving communication in the organisation
Media choice theory
Readings/Ref: Custom 1 (Chapter 9);
Conveying Verbal Messages (Lecture): Topics covered in this 1, 3, 4, 5
lecture include:
Barriers to communication
Assertive communication
Passive communication
Aggressive communication
Managing Conflict
Problem-Solving
Readings/Ref: Custom 2 (Topic 3:Conveying verbal messages);
Communication Climate and Supportive Communication 1, 2, 3, 4
(Lecture): Topics covered in this lecture include:
Communication climate
Counseling and coaching
Feedback and goal setting
Criticism and praise
Readings/Ref: Custom 1 (Chapter 6:Communicating
supportively); Custom 2 (Topic IV: Coaching and providing
feedback for improved performance);
Interpersonal Skills--Stress Management (Lecture): Topics 1, 3, 4, 7
Stress and stress management
Readings/Ref: Custom 2 (Topic 1:Interpersonal skills);
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MID-SEMESTER EXAMINATION (Exam): THE MID- 1, 2, 4, 5

SEMESTER WILL BE CONDUCTED DURING THE
SCHEDULED LECTURE TIME.
Types of Organisational Presentations (Lecture): Topic 1, 5, 6
Speech structure
Informative presentations
Persuasive presentations
Special occasion speaking
Readings/Ref: Custom 2 (Topic II:Types of Presentations);
Power, Influence and Persuasion (Lecture): Topics covered in 1, 3, 4, 5, 10
this lecture include:
Sources of power
Influence strategies
Persuasion
Readings/Ref: Custom 1 (Chapter 7:Gaining power and
influence);
Intercultural Communication (Lecture): Topics covered in this 1, 3, 8, 11
lecture include:
Intercultural and intracultural communication
Enculturation
Acculturation
Ethnocentrism
Cultural relativism
Intercultural communication
Readings/Ref: Custom 1 (Chapter 2: Intercultural
communication);
Interviews (Lecture): Topics covered in this lecture include the 1, 2, 3, 7, 8
purposes, types, and structures of interviews.
Readings/Ref: Custom 2 (Chapter 13: Interviews, surveys and
questionnaires);
Meetings (Lecture): Topics covered in this lecture include: 1, 2, 8, 9, 10
Meeting rules
Structuring meetings
Avoiding group think
Readings/Ref: Custom 1 (Chapter 12: Meetings: Face-to-face and
electronic.);

Examination 25% 1, 2, 3, 4, 5
Mid-Semester
Examination
Essay 25% 1, 3, 5
Critical Incidents
Analysis
Exam - during Exam 50% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10,
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Period (Central) 11
Final Examination
6.1.3 The Macroeconomy & Business Conditions
ECON2420 considers the strategic implications of an economy that is changing. It

will focus largely on questions of stability, and growth, and it considers the crucial
roles of finance and investment.
The aim of the course is to enable students to understand how macroeconomic factors
and domestic macroeconomic policies affect the business conditions faced by large
and small firms. It emphasises the application of macroeconomic analysis, particularly
in relation to the international economy and the financial sector. It focuses on
concepts rather than the development of mathematical models. The recent financial
crisis and the rationale behind current policies will be explored.
6.1.3.2 Course Aims
The aims of this course are to:
 Expose students to a wider range of theories than are presented in standard

textbooks.
 Analyse how the workings of modern monetary systems enable boom/bust
episodes to arise.
 Demonstrate that uncertainty in the macroeconomic environment can seriously
limit the use of macroeconomic models of a conventional, mechanistic kind.
 Ensure that students understand Keynes' original vision of what makes the
macroeconomy more than the sum of its microeconomic components.
 Show that Keynes's key ideas are still relevant for policymakers seven decades
after he first proposed them.
 Explore the significance for the workings of the macroeconomy of the
distinction between flows and stocks, especially between flows of newly
produced assets and stocks of existing assets.
 Analyse economic growth in mature economies and in rapidly developing
economies.

1. Explain how the different sectors of the economy inter-relate.

2. Identify the principal features of the major explanations of the business cycle.
3. Identify several possible types of macroeconomic responses to "shocks", and
to identify circumstances under which the responses are likely to be "well
behaved" and when the dynamics may instead be explosive or implosive.
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4. Make critical assessments of reports in the financial media concerning

macroeconomics.
5. Understand the meaning and significance of key indicators of short-term
macro-behaviour.
6. Develop scenarios regarding the significance of economic and political events
for the performance of the macroeconomy.
7. Comprehend the significance of the distinction between stocks and flows for
the functioning of the economy as a whole.
8. Use a modern approach to macroeconomics as a basis for making critical
assessments of policy recommendations derived from mainstream approaches
to macroeconomics.
9. Assess the implications of globalization for national policies of
macroeconomic management.
10. Understand the meaning, use and significance of key concepts and
terminology.
11. Derive and interpret the results of economic models of growth, and apply
these models to the growth experience of economies over the last 20 years or
so.
12. Analyse economic growth in mature economies and in rapidly developing
economies.


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1, 7, 8, 9, 11, 12
field of study.
A4. An understanding of how other disciplines relate to the 6
field of study.
A5. An international perspective on the field of study. 9, 12
B1. The ability to collect, analyse and organise information 11
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of a discipline.

No textbook required.

Activity Learning Objectives
Lecture 1: The Macroeconomy (Lecture): What is a 1, 10
macroeconomy? On the nature and significance of
macroeconomics. What are the questions? Overview of
models and analytical frameworks of macroeconomies
and schools of macroeconomic thought. Review of
analytic concepts: models and metaphors. Real and
nominal variables; income and expenditure; money and
inflation; industrial sectors, labour markets, finance
markets, exchanges rates and trade; business cycles
(fluctuations) and growth.
Readings/Ref: Ormerod1994 ; Ormerod1998 ;

MilesandScott
Tutorial 1: The Macroeconomy (Tutorial): 1, 8
Lecture 2: Neoclassical Growth Theory (Lecture): 1, 10, 11
The history of economic growth. Introduction to the
neoclassical (Solow) growth model. The two-factor
production function model. Savings and investment.
Consumption function. Capital accumulation.
Depreciation. Diminishing marginal product. Savings
causes capital accumulation to a steady state. Growth as
transitions between steady states of levels of investment.
The golden rule. Role of technological change in long
run growth. Catch-up. Historical examples.
Readings/Ref: MilesandScott ; Solow 1956 ; Solow
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1994
Tutorial 2: Neoclassical growth theory (Tutorial): 8, 10, 11
Readings/Ref: Solow 1956 ; Solow 1994
Lecture 3: Endogenous Growth Theory (Lecture): 8, 10, 11
Introduction to the endogenous (Romer) growth model.
Endogenous technological change. Investment in R&D.
On the redefinition of capital as knowledge (or human
capital). On the implications of constant or increasing
returns to investment. Implications for global patterns of
wealth. Implications for investment in education, science
and technology.
Tutorial 3: endogenous growth theory (Tutorial): 8, 10, 11
Readings/Ref: Romer94 ; Warsh06
Lecture 4: Schumpeterian growth theory (Lecture): 8, 9, 10, 11
Introduction to the Schumpeterian (evolutionary) growth
framework. The growth of knowledge and economic
growth. Role of entrepreneurship and innovation in
economic growth. Role of finance. Role of profit.
Industrial population dynamics. Creative destruction and
evolutionary mechanisms of economic growth. Sectoral
patterns and trajectories of economic evolution.
Readings/Ref: POD Reader ; MFR06 ; Metc02 ; F&L01
; FOS87 ; Mokyr04 ; LCB05 ; bein06
Tutorial 4: Schumpeterian growth theory (Tutorial): 8, 10, 11
Readings/Ref: MFR06 ; Metc02 ; F&L01 ; FOS87 ;
Mokyr04 ; LCB05 ; bein06
Lecture 5: Institutions of economic growth (Lecture): 6, 8, 9, 10, 11
A review of other factors affecting economic growth.
Role of natural resources. Role of institutions. Role of
finance, foreign direct investment, venture capital and
speculation. Role of free trade and consequences of
barriers to trade. The many forms of barriers. Role of
Government in relation to drivers of growth. Effect of
forms of government. Role of legal system and property
rights. Role of labour markets and mobility. (If time)
Economic growth and global financial meltdown.
Readings/Ref: POD Reader ; F&L01 ; desoto00 ;
Mokyr04 ; bein06 ; north90
Good Friday Public Holiday (Lecture): There are no
classes on this day in Teaching Week 6.
MID-SEMESTER BREAK ( No Lecture or
Tutorials):
Lecture 6: Global economic growth and welfare 8, 9, 10, 11
(Lecture): Very long run economic growth (Maddison,
Clark). The ‘bottom billion’ (Cilliers). Aid and growth
(Easterley). Growth and development (Marx & Keynes
versus Hayek & Friedman). Growth, consumption and
economic welfare and the question of the nature of the
benefits of growth and who benefits from growth. The
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costs and causes of low or negative growth. The costs

and benefits of extremely rapid growth. Nature of
business environment in terms of differentials in
macroeconomic growth
Readings/Ref: POD Reader ; madd07 ; east01 ; clark07 ;
madd01 ; cill07
In-tutorial test on lectures 1-6 (Test): The mid-
semester test will be held in tutorial. It will be 50
minutes, short answer based on lectures 1-6
Week 8/ Main themes of Part 2 (B.L.) (Lecture): 1, 10
The pace of global structural change, investment and
saving, the real and the financial sectors, short-term cycle
vs trend GDP, the multiplier, stocks and flows, financial
assets and real volatility, crises as recurring features of
asset markets.
This topic will spill over into next week.
Readings/Ref: POD Reader (Quiggin #24; Skidelsky

#28); Commentary ;
Deflation in output prices: good or bad? (Tutorial): 3, 4
Photocopied material for analysis and discussion will be
distributed in the lecture. Spares may be available at the
tutorial. (Leftovers at the end of each tutorial week may
be available from a display case outside the Faculty
Resource Centre, Level 1, Colin Clark Blg.)
Readings/Ref: POD Reader ( #25 #26);

Week 9/ Theories of the Business Cycle (Lecture): 1, 2, 3, 10
Macro-dynamic trajectories.
An introduction to the diverse theories about the causes
of business cycles, types of cycle (real vs monetary vs
psychological; endogenous vs exogenous).
Readings/Ref: POD Reader (Miles 14.7); Commentary ;

Extracts from The General Theory (Tutorial): 2, 3
Week 10/ The real Keynes vs the textbook Keynes 1, 2, 3, 4, 6, 7, 8, 10
(Lecture):
Compares and contrasts the 1. hydraulic (i.e. textbook
versions, Old and New), 2. reductionist and 3.
fundamentalist interpretations of Keynes.
Readings/Ref: POD Reader (Keynes, The Listener, #29;
Krugman #27; Keynes 1937 QJE #30; Bernstein #31);
Commentary ;
Test 2 (15%) (Progressive Exam): Held in the tutorials.
Week 11/ Asset markets and crises (Lecture): 1, 2, 3, 4, 6, 7, 8, 9, 10
H. Minsky's expectations-finance-asset approach
(building on Keynes).
The markets for financial assets: money, bonds, forex,

equities, and other assets (time permitting, real assets;
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real estate, gold, art, collectables etc.)
International issues: forex crises (types and causes) and

how governments are trying to avoid them.
Readings/Ref: POD Reader (#43 Miles 13.3-4,pp. 436-

9, 17.4-9, 474-80; Reader #32-#37 ); Commentary ;
To be determined. (Tutorial):
Week 12/ Contemporary Fiscal and Monetary Policy
(Lecture):
"Bubbles" in real estate and equity markets. Bailing out
the banks and managing crises.
Future strategic directions: what are the advantages and
disadvantages of following a rule to target short-term
inflation?
Is it better to target a low positive rate of inflation instead
of zero inflation (or negative inflation)?
Fiscal policy: short-term and long-term roles
Forecasting the decisions of the central bank.
Readings/Ref: POD Reader (Miles 17.7-8 in #43;
Reader #36 & #38-#41); Commentary ; RBA ;
Swan/Tanner
Forecasting and scenarios (Tutorial): 4, 5, 6
Readings/Ref: Stevens
Week 13/ Forecasting Using Indicators (Lecture): 1, 4, 5, 6, 10
Dealing with the problems and opportunities offered by
fluctuations in GDP, inflation, interest rates and
exchange rates. Scenario planning.
What is "good" forecasting?
How reliably can turning points be anticipated?
Readings (from the web) will be announced/hard copy

will be distributed in lectures.
Readings/Ref: POD Reader (#43 (Miles pp. 474-85);

#42 Loasby); Commentary ; RBA ; Stevens

Essay 30% 8, 9, 10, 11, 12
Essay from Part 1
In Class Quiz 20% 8, 9, 10, 11, 12
In-Tutorial Test 1
In Class Quiz 15% 2, 3, 7
In-Tutorial Test 2
Exam - during Exam 35% 1, 2, 3, 4, 5, 6, 7, 8, 9, 10
Period (Central)
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End of semester exam
6.1.4 Business Research Methods
Research can inform managerial decision-making and aid in the conceptualisation of

problems and the pursuit of business opportunities. Knowledge of research methods is
of critical importance in today’s business environment, especially given the explosion
of qualitative and quantitative data. This course provides an overview of conceptual
and statistical issues in research design, which is a fundamental prerequisite for
effective market research and the successful application of research methods to
business problems.
6.1.4.2 Course Aims
This course has several objectives. Firstly, students should develop the basic skills
required to understand and manage business research programs. Secondly, students
should be able to understand the business research process, including the development
of research questions and application of methods that are appropriate for specific
research problems.
Thirdly, students should develop the understanding necessary to interact effectively

with researchers and critically evaluate the reliability and validity of research studies.
Finally, students should develop a broad appreciation of the social and ethical issues
in business research.

1. Obtain in-depth knowledge of the principles of business research methods
2. Prepare written research proposals and articulate research methods concepts in a
business setting
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3. design research studies for collecting the information required for decision making
for a given business
4. Critically evaluate research designs
5. Identify the ethical issues involved in conducting business research

OBJECTIVES
A1. A comprehensive and well-founded knowledge in the field 1
of study.
field of study.
B1. The ability to collect, analyse and organise information and 2
ideas and to convey those ideas clearly and fluently, in both
written and spoken forms.
B3. The ability to select and use the appropriate level, style and
means of communication.
C1. The ability to work and learn independently. 2
C4. The ability to identify problems, create solutions, innovate 2, 3
and improve current practices.
D2. The ability to apply critical reasoning to issues through 3, 4
E2. An appreciation of the philosophical and social contexts of
a discipline.
E4. A knowledge and respect of ethics and ethical standards in 2, 5
relation to a major area of study.
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Textbook:
 Cooper, Donald R. and Schindler, Pamela C. (2008), Business Research
Methods. 10th Edition. McGraw-Hill Irwin.

Lecture 1 (Lecture): Course Overview, Introduction to 1
Research in Business & Assignment Briefing
Readings/Ref: C & S (2008) (Chapter 1);
Lecture 2 (Lecture): Scientific Thinking & Building 1, 2, 3, 4
Blocks of Research
Lecture 3 (Lecture): Research Process, Problem 1, 2, 3, 4, 5
Formulation & Research Ethics
Readings/Ref: C & S (2008) (Chapters 2, 4 & 5);
Lecture 4 (Lecture): Design Strategies & Secondary Data 1, 2, 3, 4, 5
Lecture 5 (Lecture): Survey Methods 1, 2, 3, 4, 5
Lecture 6 (Lecture): Observation & Experimentation 1, 2, 3, 4, 5
Assignment 1 due: LATEST by 4 pm Monday 06/04/2009
at the Ipswich Student Centre
Readings/Ref: C & S (2008) (Chapters 8 & 10);
Mid-semester Break (Other): No Class Today
Lecture 7 (Lecture): Measurement & Scaling, & 1, 2, 3, 4, 5
Questionnaire Design
Lecture 8 (Lecture): Sampling Design 1, 2, 3, 4, 5
Lecture 9 (Lecture): Data Preparation & Preliminary 1, 2, 3, 4
Analysis
Lecture 10 (Lecture): Hypothesis Testing & Measures of 1, 2, 3, 4
Association
Lecture 11 (Lecture): Multivariate Data Analysis & 1, 2, 3, 4
Presenting Results
Lecture 12 (Lecture): Assignment Briefing 1, 2, 3, 4, 5
Lecture 13 (Lecture): Course Review 1, 2, 3, 4, 5
Assignment 2 due: LATEST by 4 pm Monday 01/06/2009
at the Ipswich Student Centre
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Report 20% 1, 4
Research Article Critique
Report 30% 1, 2, 3, 4, 5
Research Proposal
Exam - during Exam 50% 1, 2, 3, 4, 5
Period (Central)
Final Examination
6.2 Semester 2
6.2.1 Employment Relations
6.2.1.2 Course Aims
In this course you will be exposed to the field of employment relations at both the
enterprise and institutional levels. As a first step, you should read this outline very
carefully to gain a general understanding of the aims, structure and organisation of the
course, the assessment which you will be required to undertake, and the specific rules
that apply to this course and which may vary from other courses that you have
undertaken at UQ.
Employment relations seeks to explain the nature of relations, both individual and
collective, that arise between employers, managers, employees and their
representatives in the context of paid employment. Given the complexity of
workplace behaviour, this course draws on several academic disciplines, including
economics, law, politics, sociology and history, and each provides different insights
into the study of employment relations.
Three main social forces are involved in shaping employment relations in Australia:
capital, labour and the state. This course therefore considers the differing perspectives
of all parties involved in employment relations. While at times considering
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international experience, the focus of the course is on Australia.
Within this general framework a wide variety of topics is investigated, including types
and determinants of conflict at work; the activities of industrial tribunals, employer
organisations and trade unions; the various methods of determining pay and
conditions of employment (awards, enterprise agreements, Australian Workplace
Agreements and the Rudd Government's replacement arrangements, and common law
contracts); and occupational health and safety.
The course will cover fully the impact of the WorkChoices legislation as well as the
changes under way with the Rudd Government.
Students taking this course who are interested in becoming HR practitioners should
also consider enrolling in MGTS3605 Negotiating Employment Agreements which
provides the opportunity for application of the concepts learned in this course through
a series of hands-on skills-developmental exercises.
A brief note on terminology. The field of 'employment relations' is wide-ranging. It

includes not just those topics with which it is traditionally associated (e.g. trade
unions, industrial tribunals, enterprise bargaining) but also relations between
employers and workers at the enterprise more generally. In order to indicate the
breadth of material canvassed by this course, at times we use the term 'industrial
relations' in place of 'employment relations'. However, your teaching staff will be
using the terms interchangeably through this course.

1. explain the major concepts and theories that underpin employment relations.
2. understand the major current themes and debates in the field of employment
relations.
3. explain the roles of the various actors involved in Australian employment
relations.
4. apply your theoretical and conceptual knowledge to understand practical problems
faced at the workplace.


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 1, 2, 3
field of study.
field of study.
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D2. The ability to apply critical reasoning to issues through 3
D3. The ability to evaluate opinions, make decisions and to 3
of a discipline.
Textbook:
 Bray, M., Waring, P., & Cooper, R., (2009), Employment Relations: Theory
and Practice, McGraw-Hill Companies, Sydney.
CONTENT & CONTEXT OF ER:

Introduction & What is ER?
The Study of Employment Relations

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Theoretical Comparisons
Learning Objectives: 1
The Changing Context of Australian ER

THE PARTIES:The State

Management
Employee Representation: Union and Non-union

PROCESSES AND OUTCOMES: Statutory Regulation

Bargaining Structures and Processes

CURRENT ISSUES IN ER: IR Reform under Rudd

ER: Industrial Conflict and Industrial Performance


Essay 30% 1, 2, 3, 4
Major assignment
News Review 10% 2, 3, 4
News Review
Exam - during Exam 60% 1, 2, 3, 4
Period (Central)
Final examination
6.2.2 Financial Management
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Financial Management provides an introduction to corporate financial decision-

making and adding value to the firm. The course covers a number of important
concepts and provides an introduction to such topics as financial mathematics, short-
term financial management, a number of important debt and equity securities and
their valuation, project evaluation with emphasis on the discounted cash flow
techniques of net present value (NPV) and internal rate of return (IRR), the weighted-
average cost of capital (WACC), risk, and the capital asset pricing model (CAPM).
The course consists of one 2-hour lecture and one 2-hour tutorial contact each week.
Tutorials commence in the second week of the semester.
Students should note well that the theory and practical work cannot be separated. You
need to understand the basics of each topic's theory in order to tackle practical
questions successfully. In other words, theory forms the foundation of practical work.
6.2.2.2 Course Aims
The purpose of the course is two fold:
1. It permits those students who wish to concentrate their studies in some other
area(s) of business studies to obtain a sound introduction to financial management.
The course addresses the principal decisions confronting the financial manager of
a firm, namely the acquisition and utilisation of funds for profit, and adding value
to the firm.
2. For those students who wish to specialise in the finance discipline, the course
provides a core upon which further intermediate and advanced aspects of
corporate finance can be developed.

1. know, and be able to apply in both familiar and unfamiliar settings, the financial
mathematics introduced in this course
2. understand the objective of the firm, and the key decision rules that stem from this
objective
3. understand the role of short-term financial management in value creation
4. identify and describe the characteristics of various debt and equity securities, and
be able to apply the appropriate techniques to value these securities;
5. explain the capital budgeting process and its relevance to the value of the firm;
apply the appropriate capital budgeting techniques in both familiar and unfamiliar
settings;
6. understand the basic concepts of risk in a financial context, and the approaches
adopted in finance to minimise this risk
7. understand and apply the capital asset pricing model (CAPM)
8. Understand and apply the weighted average cost of capital (WACC) concept
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OBJECTIVES
A1. A comprehensive and well-founded knowledge in the 3, 4, 5, 6, 7, 8
field of study.
A4. An understanding of how other disciplines relate to the 1, 2, 5, 8
field of study.
B1. The ability to collect, analyse and organise information 1, 3, 4, 6, 7, 8
B3. The ability to select and use the appropriate level, style 2, 5
C1. The ability to work and learn independently. 1, 3, 6, 7
D3. The ability to evaluate opinions, make decisions and to 4, 5, 6, 7, 8
of a discipline.
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 Peirson, G., Brown, R., Easton, S., Howard, P. and Pinder, S., 2006, Business
Finance, 9th. ed., McGraw-Hill Australia, Sydney.
 Frino, A., Cusack, T. and Wilson, K., 2003, Introduction to Corporate
Finance, Second Edition, Prentice Hall, French's Forest.

Objective of the firm; Time Value of Money 1, 2
(Lecture):
Readings/Ref: CD (Unit 1 (All) & 2 (Sections 1 -
2));
Time Value of Money (Lecture): 1, 2
Readings/Ref: CD (Unit 2 sections 3-7);
Mortgage loans and Short Term Financial 1, 2, 3
Management (Lecture):
Readings/Ref: CD (Unit 2 section 8; Unit 3 sections
1-2);
Valuation Models - Bonds (Lecture): 4
Valuation Models - Shares (Lecture): 4
Project Evaluation (Lecture): Relevant Cash flows/ 5
NPV Method
Project Evaluation (Lecture): Sensitivity analysis/ 5
Competing Projects/ IRR method
Introduction to Portfolio Analysis (Lecture): 6
Personal Investment/Statistics Review/ Mean-
Variance Preferences/ Two asset portfolios
Mid-semester Exam (Exam): There will be no 1, 2, 3, 4, 5
lectures/tutes this week. The mid-semester exam will
be held during the normal class/lecture time. Further
details will be provided in due course.
Portfolio Analysis (Lecture): Diversification/ 6
Efficient Investing
Readings/Ref: CD (Unit 5 section 4; Unit 6 Section
1);
Mid Semester Break - self study (revise) (Mid
Semester Break): No classes
Capital Asset Pricing Model (Lecture): 7
Readings/Ref: CD (Unit 6 );
Cost of Capital (Lecture): 8
Readings/Ref: CD (Unit 7);
Revision lecture (Lecture): 1, 2, 3, 4, 5, 6, 7, 8
Readings/Ref: CD (Revise All);
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6.2.3 Leading & Managing People
6.2.3.2 Course Aims
The overall aim of this course is to prepare you personally and academically to
appreciate leadership in the 21st century. More specifically, the course aims to
acquaint you with relevant leadership theories and provide you with an opportunity to
integrate leadership theory and practice. Besides, it aims to assist you in reflecting on
the purpose and effectiveness of your business leadership and management skills and
to improve your potential to lead and make a difference in the workplace.

1. Critically analyse the challenges of leading and managing people in the workplace
2. Critically analyse the application of various theoretical frameworks of leadership
3. Develop and activate a plan to build upon your strengths and weaknesses in
leading and managing people
4. Clearly articulate the fundamental skills of leadership
5. Practise effective leadership & business management skills in a variety of
situations


OBJECTIVES
field of study.
A4. An understanding of how other disciplines relate to the 2, 3, 4
field of study.
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B4. The ability to engage effectively and appropriately with 1, 3, 4, 5
C4. The ability to identify problems, create solutions, 1, 3, 4, 5
D1. The ability to define and analyse problems. 1, 2, 3, 4, 5
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4, 5
E1. An understanding of social and civic responsibility. 3, 4, 5
of a discipline.
E5. Knowledge of other cultures and times and an 3, 4, 5
Textbook:
 Lussier, R.N. & Achua, C. F. (2007) Leadership (3rd Edition). Cengage.

Leading & Managing in the 21st Century (Lecture): 1, 3, 4, 5
Readings/Ref: Lussier & Achua (Ch 1 );
Leadership Traits & Ethics (Lecture): 1, 3, 4, 5
Readings/Ref: Lussier & Achua (Ch 2 );
Leadership Behaviour & Motivation (Lecture): 1, 2, 3, 4
Readings/Ref: Lussier & Achua (Ch 3);
Leadership and Influence Tactics (Lecture): 2, 3, 4, 5
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Contingency Theories of Leadership (Lecture): 1, 3, 4, 5

Readings/Ref: Lussier & Achua (Chap 5 );
Team Leadership & Team Leadership Skills 1, 3, 4, 5
(Lecture):
Readings/Ref: Lussier & Achua (Ch 6 & 8);
Semester Break (Reading): 1, 2, 3, 4, 5
Readings/Ref: Lussier & Achua (Chs covered so far);
Mid-Semester Exam (Lecture): 1, 2, 3, 4, 5
Leader-Follower Relationships (Lecture): 1, 2, 3, 4, 5
Organisational Leadership (Lecture): 1, 3, 4, 5
Transformational & Charismatic Leadership
Strategic Leadership (Lecture): Managing Change & 1, 2, 3, 4, 5
Crises
Leadership of Culture & Differences (Lecture): 1, 2, 3, 4, 5
Emerging Issues in Leadership (Lecture): 1, 2, 3, 4, 5
Readings/Ref: Lussier & Achua (Appendix. Also
various readings);
Revision (Review): 1, 2, 3, 4, 5
Readings/Ref: Lussier & Achua (The whole
textbook);

Paper 20% 1, 2, 3, 4, 5
Mid-Semester
Exam(Individual-During
lecture)
Report 30% 1, 2, 3, 4, 5
Leadership:Theory &
Appl.(Individual
assignment)
Exam - during Exam 50% 1, 2, 3, 4, 5
Period (Central)
Final (End of Semester
Exam)
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6.2.4 Foundations of Advertising

Under-development for Semester 2, 2010
VII. YEAR 3
7.1 Semester 1
7.1.1 Business Policy and Strategy
The course draws upon current strategic management theory to provide a framework
for evaluating the strategic positioning of firms for sustainable competitive advantage.
As such, the course will endeavour to bridge the academic strategic management
literature with reallife scenarios in firms both in Australia and overseas.
7.1.1.2 Course Aims

This course deals with key aspects of business analysis, business strategy formulation
and implementation applicable to Australian enterprise and includes international
perspectives. The course integrates material, ideas, and techniques gained in other
BBusMan courses.

1. Understand the interface of the business and its environment
2. Examine the theories, concepts and techniques used in the formulation of strategy
3. Explore different means by which organisations achieve competitive advantage
4. Develop the ability to think strategically from the perspective of senior
management
5. Appreciate and understand the academic research that provides the basis of our
knowledge in strategic management
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OBJECTIVES
field of study.
field of study.
A5. An international perspective on the field of study. 1, 5
B1. The ability to collect, analyse and organise information 1, 2, 3, 4
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4, 5
D3. The ability to evaluate opinions, make decisions and to 2, 4, 5
E2. An appreciation of the philosophical and social contexts 1, 2, 5
of a discipline.
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 Carpenter, M.A. and Sanders, G., 2009, Strategic Management: A Dynamic

Perspective, 2nd Edition, Pearson Prentice Hall, Upper Saddle River, NJ
Introduction
Readings/Ref: Tutorial folio (Mintzberg, 1990 & Ansoff, 1991); Carpenter (Chapter
1)
The macroenvironment of strategy

Readings/Ref: Carpenter (Chapters 2 and 4)
Industry analysis
Readings/Ref: Carpenter (Chapter 4)
Internal Analysis
Business-Level Strategy
Corporate-Level Strategy
Mergers, Acquisitions and Restructuring

International Strategy
Ethics and Strategy

Sustainable Strategies
Strategy Implementation
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Conclusions on Strategy
Readings/Ref: Tutorial folio (Ghemawat, 2002);

Project Report 30% 1, 2, 3, 4, 5
Strategic Analysis
Case Study 15% 1, 2, 3, 4, 5
Tutorial Case Presentation
Exam - during Exam Period (Central) 55% 1, 2, 3, 4, 5
Final Exam
7.1.2 Advertising Strategy

Under-development for semester 2, 2010
7.1.3 Managerial Economics
Managerial Economics: (1) builds on theoretical foundations of intermediate (second

year) level microeconomics and related course(s) such as Microeconomic Theory and
Microeconomic Policy, and Business Economics; (2) introduces theoretical materials
which might not have been covered in earlier courses; and (3) introduces and applies
some analytical techniques for managerial problem solving. More specifically, it:
 Extends some topics covered at the second year level. Topics in this category
include amongst others, applications and extensions of the theory of demand,
theoretical and empirical analysis of costs and production, and pricing and
output decisions under various market structures.
 Introduces concepts, theoretical materials and analytical techniques to which
the students are unlikely to have been exposed before this subject. Topics in
this category may include demand estimation, the range and application of risk
analysis in connection with economic decision-making and financial analysis
of projects.
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7.1.3.2 Course Aims

The aim of the course is to provide a sound overview of the application of economic
analysis to business decision-making. Emphasis will be on firm-level and market-
level issues. The discussion will emphasise a suitable blend of theory and applications
and, where appropriate, case materials will be discussed. It is designed inter alia to
help you to:
1. Improve your ability to understand economic decision-making at the micro-level.

2. Develop an understanding of strategies and analytical techniques employed in
economic analysis of business decisions.
3. Become a practical economist working, if you wish, on analysis of economic
issues faced by businesses and industries.

1. Improve your ability to understand economic decision-making at the micro-level.
2. Develop an understanding of strategies and analytical techniques employed in
economic analysis of business decisions.
3. Explain the critical issues of market structure and managerial strategies.
4. Develop an aptitude for research and become more research minded.
5. Critique the role of government regulations in the market economy.


OBJECTIVES
field of study.
field of study.
A5. An international perspective on the field of study. 1, 2, 3, 4
B1. The ability to collect, analyse and organise information 1, 2, 3, 4, 5
C1. The ability to work and learn independently. 1, 2, 3, 4
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C4. The ability to identify problems, create solutions, 1, 2, 3, 4, 5
D3. The ability to evaluate opinions, make decisions and to 1, 2, 3, 4
E1. An understanding of social and civic responsibility. 1, 2, 3, 4, 5
E2. An appreciation of the philosophical and social contexts 1, 2, 3, 4
of a discipline.
E5. A knowledge of other cultures and times and an 2, 3, 4

 Textbook: Hirschey, M. (2006) Managerial Economics, 12th edition, South-
Western, Mason, Ohio.

Topic 1 (BM) (Lecture): Introduction: Economists in 1, 2, 3, 4, 5
Managerial Decision Making; Economic Optimization &
Revision of Some Key Microeconomic Principles
Readings/Ref: Textbook (Chapters 1 & 2);
Topic 2 (BM) (Lecture): Production Analysis with 1, 2, 3, 4
Managerial Applications
Readings/Ref: Textbook (Chapter 7);
Topic 3 (BM) (Lecture): Cost Analysis with Managerial 1, 2, 3, 4
Applications
Topic 4 (BM) (Lecture): Long-Term Investment Analysis 1, 2, 3, 4
and Private Cost-Benefit Analysis with Aspects of Risk
Topic 4 (contd) (Lecture): Long-Term Investment 1, 2, 3, 4
Analysis and Private Cost-Benefit Analysis with Aspects
of Risk
Topic 5 (BM) (Lecture): Perfect Competitive Markets and 1, 2, 3, 4, 5
Performance and Strategy in Competitive Markets
Midsemester Exam (Exam):
Topic 6 (SMcD) (Lecture): Monopoly and Monopolistic 1, 2, 3, 4, 5
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Competition
Readings/Ref: Textbook (Chapter 12 & 13);
Topic 7 (SMcD) (Lecture): Oligopoly - Price and Non- 1, 2, 3, 4, 5
Price Competition and the Relevance of Game Theory
Topic 7 (contd) (Lecture): Oligopoly - Price and Non- 1, 2, 3, 4, 5
Price Competition and the Relevance of Game Theory
Topic 8 (SMcD) (Lecture): Organizational Structure and 1, 2, 3, 4, 5
Corporate Governance
Topic 9 (SMcD) (Lecture): Government in the Market 1, 2, 3, 4, 5
Economy
Recap and Review

Exam - Mid Semester During Class 35% 1, 2, 3, 4, 5
Mid Semester Examination
Article Review 25% 1, 2, 3, 4, 5
Review of one Journal Article of
your choice
Exam - during Exam Period 40% 1, 2, 3, 4, 5
(Central)
End of Semester Exam
7.1.4 Managing Across Cultures
Under-development for Sem2, 2010
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7.2 Semester 2
7.2.1 Demography for Business Strategy

Under-development for Semester 1, 2011
7.2.2 Organisational Design & Change Management

Globalization, deregulation, privatization and advances in communications
technologies have placed enormous change pressures on organizations. Organizations
have responded to these pressures in a number of ways including flattening out their
structures, devolving decision-making responsibility and encouraging greater
collaboration and knowledge transfer across functional areas.
It is said however that 70% of all change initiatives fail. That's a big failure rate. It
indicates that change management is a real challenge for organisations at a time when
the business environment is becoming increasingly volatile and complex. So our job
this semester is to understand some of the fundamentals of organisational change.
Why? Because the work environment you will enter after graduation is now heavily
inculcated with change events (e.g. mergers, downsizing, acquisitions, business
failures, layoffs, new strategic directions and reorganisations) and we think you
should have a good analytical acquaintance with these complex matters in your
last period with us in the Business School.
The potential impacts of these changes on people and economies are significant. On
the plus side change can produce enormous opportunities for growth and
development. On the negative side change can produce survivor syndrome, decreased
commitment and dropping of morale and staff creativity. Change can also have
disastrous economic effects for the organisation.
There are many ways of helping you understand the fundamentals of organisational
change. My choice for you is to get you thinking about change as sometimes planned
and sometimes unplanned. Thinking, reading and discussing planned and unplanned
change will take up the first 10 weeks of the program. After that we will consider the
important topic of barriers to change. What, in other words, stops organisations from
changing.
To get to its stated objectives the course offers you a rich mix of teaching and learning
styles which I hope will be beneficial to you. The ingredients in this mix are: lectures,
peer-group presentations, tutorials and group project work. The lecture material from
the course coordinator will be supplemented by readings which have been carefully
chosen to not only be on message but to be highly contemporary. The lecture content
is also supported by tutorial presentations and group project work.
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7.2.2.2 Course Aims

The aim of this course is to help you understand the complex nature of organisational
change. Having completed this course you should have a general understanding of
the:
1. Concept of planned change (assumptions, theoretical models, strategies).

2. Fundamentals of managing a process of planned organsational change.
3. Connection between values and organisational change.
4. Human dimension in organisational change.
5. Critical management issues involved in downsizing organisations.
6. Critical management issues involved in restructured organisations.
7. Concept of unplanned change (assumptions, theoretical models, strategies).
8. Management issues involved with organisations changing through mistake.
9. Management issues involved with organisations changing through crisis.
10. Management issues involved in organisations changing through scandal.
11. Barriers to organisational change.
12. The roles of the change manager
Please take these course objectives very seriously as we design your assessment
around them. You should return to these objectives throughout the semester to self-
monitor your progress in the course.

1. Distinguish between planned and unplanned change.
2. Identify human-centred change from other types of change.
3. Apply critical viewponts to downsising and restructuring.
4. Evaluate the role mistakes and crises play in organisational change.
5. Depict the major barriers to organisational change.
6. Comprehend the role of the change manager.


OBJECTIVES
field of study.
field of study.
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C4. The ability to identify problems, create solutions, 2, 5
D2. The ability to apply critical reasoning to issues through 1, 2, 3, 4, 5, 6
of a discipline.

Despite no textbook prescribed, the course requires a lot of reading and references.
Details will be given in each topic slides.

Lecture 1 (Lecture Series): About half this lecture 1
time will be taken up with giving you an orientation to
the course. Here you will hear important information
about the schedule for lectures, tutorials and
presentation groups. You will also be told all about
assessment.
MODULE 1.
In the collection of lectures in the first module we
focus on planned change, i.e organisational change that
has been undertaken with a plan and a goal in mind.
We inquire into the established stages of planned
change but remaining wary about attributing to much
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rationality to the change process. We then additionally

consider the human side of change as well as the role
of values in change. Finally we look at change in
organisations that have downsized and restructured.
LECTURE ONE: THE NATURE OF

ORGANISATIONAL CHANGE
In the second part of this first lecture I will introduce
you to the way we will be tackling the complex issue of
organisational change. I will do this by considering the
recent case study by Graetz & Smith of the William
Angliss Institute of Technology in Melbourne. They
pose tantalising questions such as: "where do we look
for change"?; "in managing change are we not
managing change dilemmas" and "is organisational
change more a case of the new supplementing the old,
rather than the new supplanting the old"?
General (Lecture Series): THERE IS AN 1
INTRODUCTORY LECTURE, AND AFTER THAT
THE LECTURES ARE ARRANGED INTO THREE
MODULES.
MODULE 1: PLANNED ORGANISATIONAL

CHANGE (LECTURES WEEKS 1-6)
MODULE 2: UNPLANNED ORGANISATIONAL
CHANGE (LECTURES 7-10).
MODULE 3: BARRIERS TO CHANGE (LECTURES
11-13)
lecture 2 (Lecture Series): LECTURE 2: Planned 1
Organisational Change
This lecture is designed to get you firmly walking on
the road to understanding planned organisational
change. First it deals with Lewin's classical "force field
analysis". This material is illustrated by a case study
from the child protection area. We then move on to
consider the deficiencies in Lewin's model. This is
done through a detailed summary of a new study by
Hills & Rowland (2005). This study examines four
modes of planned change: directive, self-assembly,
master and emergent.
Lecture 3 (Lecture Series): The Human Side of 2
Change.
Change is now the norm not the aberration in
organisational life. Many organisational changes are
abandoned or delayed due to employee opposition to
the proposals. Employee resistance has been cited as
the most frequent problem encountered by
management when implementing change. This lecture
examines the human consequences of organisational
change. While some researchers argue that
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organisational change can be positively experienced,

most operate under the assumption that change triggers
negative reactions such as anger, anxiety and
frustration. We also look at how change can
Disrupt workflow
Reduce efficiency
Increase workloads (e.g. when downsizing reduces
labour power available).
The dual purpose of this lecture is to raise your
awareness of the human costs of change as well as
stimulating you to think about ways of keeping these
costs to a mininum.
Lecture 4 (Lecture Series): The Value Side of 2
Planned Change.
Organisational change is dependent on change of the
organisation's value structure. In this lecture we
examine that important link. We then go on to consider
the connection between organisational change and
culture.
Lecture 5 (Lecture Series): The Shrinking 3
Organisation.
One of the most significant changes to organisations
worldwide in the last 15 years has been to do with what
we call downsizing. One study showed that between
1993-1995 fifty three percent of Australian businesses
downsized (Littler, 1997). This lecture examines
important facets of this clear example of planned
organisational change. A focus is on recent research
pointing to the human costs of downsizing and
questioning whether downsized organisations reap the
economic benefits promised.
Lecture 6 (Lecture Series): The Phoenix 3
Organisation.
We live in the age of restructuring. This has many
consequences and we look at some of the important
ones in this lecture. We note that the workforce
including managers experience a lot more uncertainty
from the constant generation of organisational change.
The lecture examines some of the key restructing
variables such as:Intensification of work,increased
autonomy,increased skills, working in teams and
increased use of new technologies.
lecture 7 (Lecture Series): MODULE 2. 4
The lectures in the previous model got you thinking
about planned organisational change. That is change
that is consciously, systematically and proactively
unertaken. But what about change that must be done
because of unforseen circumstances? This type of
change can be as substantial as planned change. Here
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we look at how organisations change as a result of

having to deal with mistakes & crises.
LECTURE 7: Organisational Change through Mistake.

Learning from experience is vital for organisations
responding to rapidly changing events. One of the
important sources of change is when organisations
respond positively to the mistakes they have made.
Conversely one of the important sources of
organisatioonal inertia is when organisations turn a
blind eye to their mistakes. We examine both these
themes in this lecture.
Lecture (Lecture):
Lectures 8 & 9. (Lecture Series): Organisational 4
change through Crisis.
In a 1989 survey of 114 Fortune 1000 companies,
Mitroff, Pauchant & Shrivastava estimated that large
American companies face 10 crises a year. In another
study it was found that UK firms suffer a major IT
crisis every 7 years. This data tells us that crises are
everywhere in organisational life. In this lecture we
examine the important link between crises and change.
When the crisis does come does it bear great change
potential or it is just an unmitigated disaster for the
organisation? We will be challenged by this question as
we examine how organisations manage crises.
Lecture 10. (Lecture Series): MODULE 3. 5
Up to now we have examined the intricacies of planned
and unplanned change. In this final module we look at
the obstacles to organisational change. I have chosen
three obstacles for you to consider: silence, secrecy and
failure to learn.
Silence Barriers to Organisational Change.

There is very strong anecdotal evidence, and now the
beginnings of research evidence which shows that
employees fear raising organisational issues with
management because they believe they will be
punished in some way. We call this organisational
silence. In this lecture I examine this barrier to
organisational change. I do this first by looking at an
extraordinary example of organisational silence in the
sand dunes of California. I then consider ways of
conceptually understanding this phenomenon.
Lecture 11 (Lecture Series): Secrecy Barriers to 5
Organisational Change.
Secrecy is the grim sister of organisational silence
when it comes to disrupting or frustrating change in
work systems. In this lecture we expolore the role
secrecy plays and how it has recently enjoyed a new
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dominance.
Lecture 12. (Lecture Series): Organisations that 5
Learn and those that don't.
Research has shown that learning can contribute
enormously to an organisation's peformance. We
examine this through case material which explores
organisations changing through effective learning and
organisations who fail to grasp the opportunities and
remain static.
Lecture 13. (Lecture Series): The Change Makers 6
The final lecture is a summary of important points
raised in class. not to be missed!

Assessment Task Weighting Learning
Objectives
Exam (timetabled by lecturer) 60% 1, 2, 3, 4, 5
Final Exam: timetabled by lecturer
Presentation 40% 1, 2, 3, 4, 5
Group Presentation
7.2.3 Managing Workplace Conflict
This course assumes a basic knowledge of communication skills. In particular, the

course aims to acquaint students with theoretical principles and practice of managing
conflict in the workplace, and to provide an opportunity for them to practice these
skills and to critically reflect on the purpose and effectiveness of these skills. After
completing the course, students should be able to demonstrate the fundamental
principles and skills of managing conflict and should have the skills to apply this
knowledge to the organisational context.
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7.2.3.2 Course Aims
The overall aim of this course is to acquaint students with the basic theories and skills
that will allow them to manage conflict effectively in the workplace.

1. Appraise the relationship between theory and practice of managing workplace
conflict.
2. Critically evaluate the role of managers in managing conflict in the workplace.
3. Assess individual skills in relation to effective conflict behaviours and
management at work.
4. Appreciate the ethics of managing conflict in the workplace.
5. Demonstrate an understanding of the climate for conflict and the role of power
and culture in conflict interactions and conflict managment.


OBJECTIVES
field of study.
field of study.
B1. The ability to collect, analyse and organise information
B3. The ability to select and use the appropriate level, style 1, 2, 3
D1. The ability to define and analyse problems. 1, 2, 3, 5
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of a discipline.
Textbook:
 Goodwin et al. 2009, Managing Workplace Conflict: Theory and Practice,
2nd Edition, Pearson Australia, Frenchs Forest.

Activity Learning
Objectives
Intro, course overview, the nature of conflict (Lecture): 1, 2, 3
This lecture provides an overview of the course. It also
describes conflict types,triggers and nature.
Readings/Ref: Goodwin (Chapters 1 & 2);
Conflict as an Interaction and Conflict Properties 1, 2, 3
(Lecture): This lecture examines conflict as an interaction and
conflict properties. It also discusses the benefits and detriments
of conflict
Readings/Ref: Goodwin (Chapter 3; other relevant readings);
General Theories of Conflict (Lecture): This lecture focuses 1, 3
on the process view of conflict, phase theory of conflict.
Readings/Ref: Goodwin (Chapter 3);
Theories of Conflict: Frames and Perspectives (Lecture): 1, 3
This lecture deals with the notion of perspectivism and the role
of classic and contemporary theories of psychological conflict
dynamics
Readings/Ref: Goodwin (Chapter 4 );
Conflict Analysis (Lecture): This lecture describes methods 1, 3, 5
of diagnosing and analysing conflict
Readings/Ref: Goodwin (Chapter 5 );
Power in Conflict and Conflict Management (Lecture): In 1, 2, 3
this lecture, we will examine the role of power in conflict
interactions and conflict management.
Readings/Ref: NA (Assigned Readings)
Mid-Semester Examination (Exam): The examination will 1, 2, 3, 4, 5
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consist of multiple choice and short answer questions. See

more information about the mid-semester exam in section 5.4
of this course profile
Readings/Ref: Goodwin (Chapters 1-5 and other relevant
readings);
Conflict and Face-Saving Issues (Lecture): This lecture 1, 2, 4, 5
examines face-saving and face-giving issues and their usage in
conflict and conflict interactions
Conflict climate: Physical, psycho. & affective (Lecture): 1, 2, 3, 5
This lecture focuses on the climate (contextual factors) for
conflict and conflict management. These include the physical,
psychological and affective climate for conflict interactions
and conflict management
Approaches to Conflict Management (Lecture): The 1, 2, 3, 4
spotlight in this lecture will be on strategies, styles and tactics
employed in conflict management
Readings/Ref: Goodwin (Chapter 8;other relevant readings);
Conflict and Third-Party Intervention (Lecture): This 1, 2, 3, 4, 5
lecture looks at the role of litigation, mediation, arbitration,
negotiation and ethics in conflict management
Culture & Conflict Management; Virtual Conflict 1, 2, 3, 4, 5
(Lecture): This lecture discusses the role of diversity, culture
and leadership in conflict interactions and conflict
management in both face-to-face and virtual teams.
Readings/Ref: Goodwin (Chapter 10 and other readings );
Ideal Conflict Manager; Revision and Exam (Lecture): 1, 2, 3, 4, 5
This lecture examines managerial qualities for effective
conflict management;Revision and Exam.
Readings/Ref: Goodwin (Chapters 1-10,Other relevant
readings);

Objectives
Essay 30% 1, 2, 3, 5
Conflict Management:Theory &
Practice (Essay)
Exam - Mid Semester During Class 20% 1, 2, 3, 4, 5
Mid-Semester Examination
Exam - during Exam Period (Central) 50% 1, 2, 3, 4, 5
Final Examination
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7.2.4 Managing Information Systems & Services
This course is an advanced course concerned with managing and leading the
information systems function within organizations. The focus is on Information
Technology (IT) management issues and problems, such as the strategic alignment of
IT services and infrastructure where the organisation's objectives are emphasised
rather than details of the computing and communications technology that underlie
information systems.
The latter will only enter the course to the extent they directly impact the decisions to
be made or the way the information systems function should be managed. However an
understanding of the computing and communications technology that underlie
information systems is necessary to fully apply and understand the issues that will be
covered in this course.
In our discussions and case analyses, we will be assuming the viewpoint of the senior
executive responsible for all information technology and services in the organization
whether he/she is called the IT manager, the information services manager or the chief
information officer (CIO). The course is structured around the major types of
activities this person must undertake. The course provides varied opportunities for
student learning through case studies, business oriented student projects and guest
speakers from industry.
7.2.4.2 Course Aims
The format for this course has been designed to maximise the learning outcomes for
students. For individuals to become expert in an area, research has shown that there
are two prerequisites.
First, it must be possible to provide structure to the problem domain via theories or
models. The text book readings we examine in this course are meant to fulfill this
requirement.
Second, individuals must be encouraged to develop and use critical thinking

techniques in applying theories or models of the problem domain to challenges and
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problems they will encounter in practice. The information systems management cases
we will complete during the course are meant to fulfill this requirement.
Finally, successful leaders and managers of the information services function must be
able to relate IT to the broader business environment and be articulate in both written
and oral communication. Class presentations and written projects provide the
opportunity to develop these skills.

1. Grovide you with a sound understanding of the role, responsibilities and

challenges associated with the leadership and management of the information
services function in a modern organization
2. Give you with a good grasp of important concepts and frameworks from the
information systems literature that will provide you with a foundation for effective
information systems managerial decision making in relation to leading, planning,
organizing, directing, staffing, and controlling
3. Foster your ability to work in teams and develop your written and oral
presentation skills. These skills are now regarded as essential to the effective and
efficient conduct of the information services leadership and managerial function in
organisations


OBJECTIVES
A1. A comprehensive and well-founded knowledge in the
field of study.
field of study.
B3. The ability to select and use the appropriate level, style 2, 3
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D1. The ability to define and analyse problems.
D2. The ability to apply critical reasoning to issues through 1
of a discipline.
Textbook:
 Turban, Liedner, McLean and Wetherbe, (2008) "Information Technology for
Management", Sixth Edition, John Wiley and Sons, New York

Activity Learning Reading
Objectives
MGTS7208 Introduction to course and 1, 2, 3 Turban (Ch.1);
Assessment (Discussion):
Overview of Text Book: Turban,

Leidner, McLean and Wetherbe,
(2008) "Information Technology for
Management," Sixth Edition, John
Wiley.
IT Support of Organisational Performance
Chapter 1 of Text Book
Allocation of group assignments.
Chip War Text Book:p2−3
Dartmouth College Text: p32)
Porter's Models Text: p35
IT:Concepts and Management 1, 2, 3 Turban (Ch.2);
(Discussion):
Fedex, Text: p39
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TrueCredit, Text: p71

No Class (Exhibition Day Public
Holiday):
Strategic IS for Competitive Advantage 1, 2, 3 Turban (Ch.13);
(Discussion):
Dell, Text: p506

Boeing, Text: p.518
National City Bank, Text:p554
COMMBANK (see Blackboard)
Business Cases & Information 1, 2, 3 Turban (Ch.14);
Technology Economics (Discussion):
State of Iowa, Text: p558

KONE, Text: p589
Outsourcing Telstra (see Blackboard)
Building IS (Discussion): 1, 2, 3 Turban (Ch.15);
Acquiring IT Applications and

Infrastructure
Sterngold, Text: p593
Merrill, Text:p618
Quiz 1
Project Management (Discussion): 1, 2, 3 Readings (Sauer -
See Blackboard)
The role of the project manager -
The Project Management Body of
Knowledge (PMBOK)
HiFli Finance Vs Multiplex − Comparison
(see Sauer)
Managing Information Resources, 1, 2, 3 Turban (Ch.16,
Security,IT Impact (Discussion): Security, 17);
and Impact of IT on Organizations,
Individuals and Society
Choicepoint, Text: p623

NEC, Text: p660
Movie Piracy, Text: p664
RFID, Text: p693
Managing Network Computing and 1, 2, 3 Turban (Ch.3,4);
E−Commerce (Discussion):
Harrah's, Text: p79

Homeland Security, Text: p115
Superbowl, Text: p119
Dresdner Klienwort Wasserstein, Text:
p157
Mid Semester Break (Relax :):
Managing E−business (Discussion): 1, 2, 3 Turban (Ch.5,6);
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Managing E−business and mobile

computing
Dell, Text: p165
Hi-Life, Text: p206
Food Lion, Text: p210
Hertz, Text p252
Quiz 2
Managing Organisational Applications 1, 2, 3 Turban (Ch.7,8,9);
(Discussion): Including TP, Enterprise
Systems, and Global IS.
Dartmouth-Hitchcock, Text: p258
Dollar General, Text: p296
Volkswagen, Text: p376
Managerial and Decision Support 1, 2, 3 Turban

(Discussion): Including Knowledge (Ch.10,11,12);
Management, Business Intelligence and
DSS/IDSS.
Infosys, Text: p389
Buckmann, Text: p423
Toyota, Text: p428
Lexmark, Text: p470
New Balance, Text: p475
Netherlands Railway, Text: p513
Group Presentations
Presentations, Wrap-up, and Exam 1, 2, 3
discussion (Discussion): Group Projects
Group Presentations
Final wrap−up and questions concerning
final examination.
Quiz 3

Objectives
In Class Quiz 10% 1, 2, 3
Quiz 1
In Class Quiz 10% 1, 2
Quiz 2
Report 20% 1, 2, 3
Group Project (case study)
In Class Quiz 10% 1, 2
Quiz 3
Exam - during Exam Period (Central) 50% 1, 2, 3
Final Exam
88

University of Queensland - Bachelor of Business Management

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Bachelor of Business Management

Phone: 07 3365 7111

Manual of Bachelor of Business Management

Manual of Bachelor of Business Management

Manual of Bachelor of Business Management

Manual of Bachelor of Business Management

Manual of Bachelor of Business Management

The program offers students an opportunity to specialise in particular areas of

II. AREAS OF STUDY

2.1 St Lucia Campus

2.2 Ipswich Campus

III. Majors offered at St Lucia campus

3.1 Business Economics Major

3.2 Human Resources Management and Industrial Relations

Industrial Relations provides students with the opportunity to develop a broad

3.3 International Business Major

3.4 Management and Organisations Major 1

3.5 Marketing Major

The major provides students with an opportunity to develop an understanding of the

3.6 Real Estate & Development Major

IV. PROGRAM PLAN

ACCT1101 Accounting for Decision Making LAWS1100 Business Law

ECON1010 Introductory Microeconomics MGTS1201 Computer-based Information

ECON1310 Quantitative Economic & MGTS1301 Introduction to Management

MKTG1501 Foundations of Marketing MGTS1601 Organisational Behaviour

INFS2233 Foundations of Electronic MGTS2607 Employment Relations

MGTS2606 Managerial Skills & FINM2401 Financial Management

RBUS2900 Business Research Methods ADVT2509 Foundations of Advertising

MGTS3301 Business Policy and Strategy MGTS3307 Demography for Business

ADVT3505 Advertising Strategy MGTS3601 Organisational Design & Change

ECON3430 Managerial Economics MGTS3602 Managing Workplace Conflict

IBUS3309 Managing Across Cultures MGTS3208 Managing Information Systems &

5.1.1.1 Course Introduction

ACCT1101 is an introductory course that provides a conceptual foundation

5.1.1.2 Course Aims

The primary objectives of the course are as follow:

1. To help you develop an understanding of the language of business

5.1.1.3 Learning Objectives

1. Understand the language of business and the role of accounting information in

5.1.1.4 Graduate Attributes

GRADUATE ATTRIBUTE LEARNING

5.1.1.5 Required Resources

5.1.1.6 Learning Activities

2. Business Activities: Identifying, Recording and Reporting,

3. Accounting for business:: Measuring Revenues and Expenses

4. Accounting for Business: Reporting Earnings and Financial Position

5. Cash Flow Statement:

6. Analysis of Business Activities:

Readings/Ref: Juchau (Chapter 10 (pp 370-376); Chapter 12 (pp 447-452); Chapter

7. Financing Activities: Identifying Debt Obligations and Shareholders Equity; and

8. Investing Activities: Identification and Analysis of Investing Activities. Time

9. Investing Activities II: Capital Investment Decisions

10. Operating Activities: Identification and Analysis of Operating Activities

11. Developing a Business Plan: Cost-Volume-Profit: Cunningham Chapter 3

12. Developing a Business Plan: Budgeting :

5.1.1.7 Assessment Summary

Exam - Mid Semester 25% 1, 2, 3, 4, 5, 6, 7, 13, 14,

5.1.2 Introductory Microeconomics

5.1.2.1 Course Introduction

ECON1010 is an introductory course in Microeconomics. It focuses on how decision-

5.1.2.2 Course Aims

5.1.2.3 Learning Objectives

1. THINKING LIKE AN ECONOMIST

2. SUPPLY AND DEMAND