MBA5224 - Global executive MBA globalisation II - 2019

12 points, SCA Band 3, 0.250 EFTSL

Postgraduate - Unit

Refer to the specific census and withdrawal dates for the semester(s) in which this unit is offered.


Business and Economics

Chief examiner(s)

Professor Patrick Butler


Professor Patrick Butler

Unit guides



  • MBA Teaching Period 1 2019 (On-campus block of classes)


MBA5221 and MBA5222




Global Executive MBA Foundation II unit comprises four component topics: Executive Leadership II: Global Mindset, Sustainable Strategy in the 21st Century, Global Logistics & Operations and Financial Accounting.

Developing effective organisations, strategies and plans in a global operating environment requires a global leadership mindset. Executive Leadership II: Global Mindset develops the key competencies required to lead in such contexts. These include communicating vision, purpose and goals that are global in aspiration and orientation; cross-cultural competence, sensitivity and agility; managing authority, power and identity; developing talent from diverse backgrounds and leading dispersed and virtual teams.

Corporate sustainability practices are on top of the boardroom agenda in progressive businesses. A deep understanding of the impact of commercial activity on the plant's resources and peoples, and a broad-based approach to sustainability is required of next-generation leaders. In Sustainable Strategy in the 21st Century, the necessity for business, government and civil society to work together is established and developed. The UN Sustainable Development Goals inform the issues covered, including poverty and inequality, climate change, energy, water, infrastructure and consumption are addressed.

Managing and coordinating a complex web of physical and data flows in a global context has become a critical priority for international businesses. Global Logistics and Operations addresses the key strategic and operational issues of supply chain management including the integration of upstream and downstream activities in the value chain, the evolving hardware and software technologies of logistics, and questions of efficiency and productivity.

Identifying, measuring, interpreting and communicating critical revenue and cost data and information are the key elements of Financial Accounting. Revenue and cost models, the role of the accounting function in organisations and the processes and techniques that enable managers to plan and control organisational activities are developed. This component unit takes a broad view of accounting and reporting, addresses triple bottom line reporting, and emphasises how management uses accounting for strategic decisions.


The learning goals of this unit are to:

  1. be able to analyse and synthesise complex business situations by drawing on the knowledge bases of Leadership, Sustainable Strategy, Global Logistics & Operations and Financial Accounting
  2. be able to demonstrate the ability to integrate and evaluate that knowledge to create and implement appropriate business initiatives and responses.


Within semester assessment: 100%

Workload requirements

Minimum total expected workload to achieve the learning outcomes for this unit is 288 hours per semester typically comprising a mixture of scheduled learning activities and independent study. Independent study may include associated readings, assessment and preparation for scheduled activities. The unit requires on average six/eight hours of scheduled activities per week. Scheduled activities may include a combination of teacher directed learning, peer directed learning and online engagement.

See also Unit timetable information