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.
- MBA Teaching Period 5 2019 (On-campus block of classes)
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Global Executive MBA Transformation II unit comprises four component topics: Executive Leadership IV: Transformation Mindset, Corporate Governance, Executive Masterclass and Corporate Strategy.
For executives, leadership is inevitably about transformation and building sustainable organisations that are dynamic, adaptive and enduring despite turbulent and volatile business environments. Resilient executive leadership is based on an orientation where change and flux is the normal course of business, and Executive Leadership IV: Transformation Mindset will develop participants' ability to make sense of volatility, uncertainty and complexity. Constant change raises multiple ethical issues, and the development of participants' ethical acuity and judgement as leaders of successful transformation is central. In this unit participants will work towards their own personal leadership legacy commitment: the legacy that they commit to leaving as global, executive leaders.
Executive career development normally involves engagement with corporate affairs and boards of directors, and an understanding of policy, the regulatory environment and governance processes and relations becomes an important success factor. In Corporate Governance, the role, duties and powers of directors, managers and shareholders - and questions of good faith, care and diligence - are addressed.
Executive Masterclass comprises a series of seminars and workshops designed to provide opportunities to further customise the program for participants. Following earlier modules and units, including specialist modules at international business schools and experiential consulting projects in international markets, the opportunity exists in the Transformation Module to revisit and develop deeper insights into executive topics, and to open up any contemporary issues. Expert faculty and leading practitioners co-create content with program participants that reflects the developmental and experiential priorities of the class.
The long-term direction of an organisation, its competitive environment and scope of activities, and its mission, values, resources and competencies are all fundamental strategy questions for executives. Drawing on earlier studies of business models, business functions and experiential business consulting projects, Corporate Strategy is concerned with the overall scope of the organisation and how value is created in the various business units; the expectations of shareholders and the stock market are important drivers at this level. It serves to consolidate earlier learning, and cases, simulations, leaders' forums and engagement with industry experts and practitioners form the pedagogy.
The learning goals of this unit are to:
- be able to analyse and synthesise complex business situations by drawing on the knowledge bases of Leadership, Corporate Governance, Executive Masterclass and Corporate Strategy
- 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%
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