This unit is available to outstanding students completing the Master of Commerce, Master of Human Resource Management and Industrial Relations, Master of Logistics Management, Master of Professional Accounting or Master of Transport Management program. It involves a professional placement with a business, government, or non-government organisation. It will include preparatory coursework in reflective, professional practice and report writing. Assessment will include a reflective journal and professional report and presentation based on the internship placement.

This unit analyses how multinational firms leverage their capabilities and competencies to create competitive advantages in international and global markets. Topics include assessing foreign market attractiveness; understanding the impact of differences in legal, cultural, political and economic regimes; evaluating international political and economic risk; building and operating global networks, including entry mode choice; understanding how managers design organisational architecture and implement internal control and incentive mechanisms; and assessing the challenges of global citizenship, ethical behaviour and social responsibility for international business. Problem-based learning, with case study workshops, is an integral part of the Unit.

An understanding of cultural differences and how to manage such differences is critical to effective management in international and multi-cultural business environments. The aim of this unit of study is to provide conceptual frameworks and evidence from practice that will develop an understanding of the ways in which cultures differ, how these differences can impact on management, and how cultural issues can limit organisational effectiveness. Major topics include the significance of culture in international management, the meaning and dimensions of culture, comparative international management and leadership styles, managing communication across cultures, ethics and social responsibility in global management, cross-cultural negotiation and decision-making, forming and managing global teams, and developing the international and global manager.

In order to succeed in international business, both corporations and individuals need broad decision-making abilities. Business decision-making tools yield more coherent and justifiable results when used with an understanding of the ethical, social and environmental aspects of the process. This applies to various situations in the international business setting including business relations with government, customers, employees, and NGOs. This unit is designed to look at these non-financial elements in the decisions made within the international business context. Following the completion of this unit, students will have enhanced skills and knowledge relevant to the understanding of ethical issues and ethical decisions making in international business organisations.

The unit introduces models and tools for decision analysis and their application in managerial settings. The unit will focus on the use of formal decision methods for management decisions in business. The main goal of this unit is to show how these decision models can improve the decision process by helping the decision maker to understand the structure of decisions; use subjective probabilities for measuring risk; analyse sensitivity of decisions to changing decision parameters; quantify outcomes in accordance with risk attitudes; and estimate the value of information. Special attention will be paid to informal interpretations of formal decision approaches.

This is the foundational unit in the Graduate Certificate/Graduate Diploma/Master of Human Resource Management and Industrial Relations and should be taken in the student's first semester of study in this program. The unit provides an integrated overview of the social, legal, psychological, ethical and strategic dimensions of work and paid employment. The learning content also combines broad knowledge of these dimensions with a depth of knowledge in a select number of topical human resource and industrial relations issues. As such the unit provides a foundation for the suite of elective units in industrial relations, human resource management, and organisational studies available in the program. In addition, the unit provides the essential preparatory knowledge and skills for studying work and employment in an academic context.

This unit introduces students to the behaviour of people when acting as members of an organisation. The aim of the unit is to provide an understanding of the processes and structures that influence organisational behaviour, by drawing on ideas from psychology, sociology, management and anthropology. Topics covered include: personality and the self; learning and socialisation; motivation and commitment; group behaviour and dynamics; organisational design and boundaries; organisational culture, change and leadership.

The aim of this unit is to introduce the concept of strategy and explain its role in the management of organisations. The unit thus traces the development of strategic management as a field and examines different approaches to strategic management. WORK6002 introduces students to the classical strategy process of strategic analysis, strategy formulation and strategy implementation. This involves learning about and working with a range of strategy models and tools that can be used in the strategic management of organisations. In particular, a range of case studies is used to explore the practical application of these tools. The course also critically examines traditional views of strategy by introducing a range of current debates in the strategy field.

The aim of this unit is to provide an understanding of the policy debates in employment relations with an emphasis on laws, institutions and social processes. It combines theoretical and historical understandings of employment relations in Australia with a detailed examination of the current policies and strategies of the key employment relations players and the role of the state. Topics covered include: the regulatory framework, state and federal governments policies, union policy, employer policy, the practices of Australia's industrial tribunals and responses to current challenges, such as the quest for improved productivity and greater flexibility. Overarching themes include individualisation and decentralisation of employment relations policy in Australia and whether there are more suitable alternatives.

This unit of study examines the theoretical foundations of strategic human resource management and then critically analyses the empirical evidence related to a range of HR strategies deployed in contemporary workplaces, both in Australia and internationally. In doing so, we will explore the issues underpinning emerging HR strategies, their implementation and the outcomes experienced within the organisation and the wider environment. The HR strategies studied will involve those that focus on managing a contemporary workforce and may include human resources strategies associated with: the management of front line workers, teams, non standard forms of employment, job quality and work-life balance, and gender and diversity at work, for example.

This unit provides students with insights into the debate about the effect of globalisation on employment relations by using comparative analysis to identify the range of factors that account for similarities and difference in national patterns of industrial relations. The unit focuses on providing an understanding of the nature of industrial relations patterns in developed and developing market economies and invites students to compare a range of developments across these countries.

This unit seeks to develop diagnostic and prescriptive skills in relation to the management of organisational change while also encouraging the adoption of a critical perspective of the field. Part 1 (Organisational Change and the Nature of Organisations) introduces the fields of organisational change, explains its relevance to organisation performance and strategy and examines key change management models. Part 2 (Diagnosis and Intervention) examines the utility of key organisational change models and techniques and identifies factors that may impact on the effectiveness of the change management process. Part 3 (Key Areas of Intervention) analyses the application of organisational change practices and initiatives to a number of specific organisational issues.

This unit examines the processes and practices associated with contemporary performance and reward management. Results-based, behaviourally-based and competency-based methods of performance management are examined, along with processes of performance review, planning and developing. Coverage of reward management issues includes: job- and person-based approaches to building base pay structures; methods for rewarding individual performance; work group incentives such as gainsharing, goal-sharing and team pay; methods of rewarding employees for organisational performance, including employee share ownership; and performance-related rewards for executives. The unit also examines approaches to developing strategically integrated performance and reward management systems.

Organisational sustainability is a critical part of contemporary managerial practice, focusing on organisations' economical, social and environmental impact. This unit of study critically evaluates the intentions, practices and outcomes of organisational sustainability initiatives. By applying relevant theoretical frameworks, students will be encouraged to enhance their understanding of the role and responsibilities of management, the impact of organisations on employees, and the wider societal and environmental implications of contemporary organisational trends. With an emphasis on the human dimensions of organisational actions, this unit builds on foundational units of study in Management, Industrial Relations and Human Resource Management.

This unit examines the theories, practices and debates associated with contemporary human resource development (HRD). The unit begins with an exploration of different conceptions of learning and skill. The process of HRD is examined, with a focus on needs assessment and the delivery and evaluation of learning. The relationship between HRD and other areas of HRM is explored, particularly work organisation, performance management, remuneration and enterprise governance. The role of organisational learning and knowledge management are examined in terms of changing conceptions of organisational structure and performance. A second section of the unit places HRD in the context of the wider environment. Australian policy debates are examined and HRD systems in other countries are introduced and comparisons drawn. The likely success of skills-led models of societal, industry and enterprise development in the context of globalisation and the knowledge economy are discussed. A third section of the unit explores the relationship between HRD and careers. The causes and consequences of changing career structures, the breakdown of internal labour markets and the development of new forms of organisation are examined. Particular attention is given to the issues of executive development and succession planning.

The application of computer-based information systems to virtually all facets of Human Resource Management (HRM) is currently transforming the way in which medium-sized to large-scale organisations are managing their Human Resource Information Systems (HRIS). This unit considers the nature, purpose and promise of HRIS, the managerial, technological and organisational factors driving its adoption, and its relationship to organisational knowledge, learning and decision-making.

This unit of study is designed to introduce students to the theory and practical application of the management of communication in organisations. Advances in technology have had a dramatic impact on communication in recent years and this course will pay particular attention to the impact of these technologies and the implications for management. By the end of this course students will have a good understanding of organisational communications theory including a comprehensive knowledge of the differing styles, channels and content of communication. In addition, they will have a sound understanding of the technological channels available to manage communication and the associated benefits and challenges that this brings to contemporary organisations. A significant amount of the course will be devoted to practical applications of communication strategies including case study analysis and experiential learning using virtual discussion boards.

The aim of this course is to examine long run changes in the organisation and management of business enterprises. Against a background of an introduction of business history, the major themes to be covered include business strategy, marketing, employment relations, financing, governance and technology. While there is no precise chronological period, the main concentration will be on the growth of large-scale corporations from the nineteenth century to the present day. A major preoccupation of the course is to explore the factors that make an innovative firm. Some of these factors include the nature of the market, the regulatory environment, new technology and business leadership. The course will employ historical case studies and a comparative methodology and will also evaluate the way in which firms are classified as innovative by business and corporate historians.

This unit provides high-performing with the opportunity to undertake supervised reading and research for a major essay of 5,000 words on an approved topic of special interest in work and organisational studies. The unit centres on supervised individual reading and research rather than on class-based teaching and learning. Enrolment is limited to students who (a) have achieved 75% or better in at least four WORK (or equivalent) units studied; and (b) have the Discipline's permission to do so. Approval is subject to supervisor availability. Students contemplating enrolment in this unit must first seek approval from the Work and Organisational Studies Postgraduate Coursework Coordinator. Approval will depend on the nature of the proposed essay topic and the availability of appropriate supervisory expertise.

This unit of study is designed to encourage you to consider the role and significance of leadership in various organisational contexts. The unit introduces you to the major streams of leadership theory and traces the development of our understanding about leadership. We will explore how these theories allow us to understand leadership in practice and in what ways leadership is linked to different aspects of organisational effectiveness. We will examine the 'good, the bad, and the ugly' sides of leadership, e.g. positive forms (transformational, charismatic) and negative forms (narcissistic and Machiavellian). We will explore leading for diversity and diversity in leadership (e.g. based on gender, culture and ethnicity) and the role of leaders in constituting ethical and socially responsible organisations. The critical role of leaders in effecting organisational change will be explored and we will examine the leadership of top management teams, and leadership succession. We will also examine leadership development programs and instruments and you will have an opportunity to reflect on factors that might influence your own leadership style.