成人大片

MANAGEMT 7400 - MBA Global Study Tour

North Terrace Campus - Summer - 2024

The global business landscape continues to change as industries emerge, practices evolve, and areas of growth and contraction adapt economic outlook. Leaders need to be prepared for change, and conversant in a range of contemporary issues that affect the management of complex organisations. In this course, students will immerse in the corporate management system of a number of organisations based in Boston and New York and will consider the role of strategic leadership in the corporate direction(including governance), strategic direction, innovation practices, implementation and execution capability,and impacts of the local and global business environment on strategic decision making.

  • General Course Information
    Course Details
    Course Code MANAGEMT 7400
    Course MBA Global Study Tour
    Coordinating Unit Management
    Term Summer
    Level Postgraduate Coursework
    Location/s North Terrace Campus
    Units 3
    Contact Up to 36 hours
    Available for Study Abroad and Exchange Y
    Prerequisites MANAGEMT 7086
    Quota As places are limited, enrolment in this course is by an application process
    Course Staff

    Course Coordinator: Mrs Lorraine Caruso

    Course Timetable

    The full timetable of all activities for this course can be accessed from .

  • Learning Outcomes
    Course Learning Outcomes
    1. Demonstrate knowledge of strategic leadership capabilities.
    2. Identify and analyse the business environment.
    3. Identify critical leadership practices that contribute to organisational success.
    4. Critically evaluate the role of leadership in organisational preparedness for industry change.
    University Graduate Attributes

    No information currently available.

  • Learning & Teaching Activities
    Learning & Teaching Modes
    The purpose of the Study Tour is to immerse students in the corporate management system of a number of organisations based in Boston and New York and will consider the role of strategic leadership in the corporate direction (including governance), strategic direction, innovation practices, implementation and execution capability, and impacts of the local and global business environment on strategic decision making. This is an experiential course.

    Prior to the tour departure the students will have 1 class room session here in Adelaide to introduce the course outline and assessments, along with the trip agenda and housekeeping matters.

    Whilst in NYC and Boston the students will spend approximately 36 hours in field trips and group work to facilitate experiential and immersive learning. Students will attend multiple field trips to organisations in Boston and/or New York to hear directly from industry subject matter experts on the development and implementation of strategic initiatives, as part of leading the corporate management system within the organisation. These case studies will provide the learning on which to demonstrate their knowledge of corporate management systems through the assessments.
    Workload

    No information currently available.

    Learning Activities Summary

    No information currently available.

  • Assessment

    The University's policy on Assessment for Coursework Programs is based on the following four principles:

    1. Assessment must encourage and reinforce learning.
    2. Assessment must enable robust and fair judgements about student performance.
    3. Assessment practices must be fair and equitable to students and give them the opportunity to demonstrate what they have learned.
    4. Assessment must maintain academic standards.

    Assessment Summary
    1. Organisational Comparison Report (weighting 40%) – students will be required to prepare a report comparing the corporate direction and strategic management systems in place to achieve competitive advantage across the organisations included in the study tour. This will compare the governance, strategic direction, change readiness, and organisational capability for implementation and execution – 3000 words.

    2. Group Presentation (weighting 30%) – in teams, students will prepare a video presentation analysing the business environment of the location of the study tour including the social, political, ethical, economic, technological, environmental, and market considerations for a strategic leader – 30 minutes.

    3. Site visit Leadership (weighting 20%) – allocated student ambassadors will be responsible for the site brief, agenda, and leadership of the class for one site visit.

    4. Participation (weighting 10%) –students will be actively assessed on their contribution throughout the sessions including preparation, conduct, and interaction
    Assessment Detail

    No information currently available.

    Submission

    No information currently available.

    Course Grading

    Grades for your performance in this course will be awarded in accordance with the following scheme:

    M10 (Coursework Mark Scheme)
    Grade Mark Description
    FNS   Fail No Submission
    F 1-49 Fail
    P 50-64 Pass
    C 65-74 Credit
    D 75-84 Distinction
    HD 85-100 High Distinction
    CN   Continuing
    NFE   No Formal Examination
    RP   Result Pending

    Further details of the grades/results can be obtained from Examinations.

    Grade Descriptors are available which provide a general guide to the standard of work that is expected at each grade level. More information at Assessment for Coursework Programs.

    Final results for this course will be made available through .

  • Student Feedback

    The University places a high priority on approaches to learning and teaching that enhance the student experience. Feedback is sought from students in a variety of ways including on-going engagement with staff, the use of online discussion boards and the use of Student Experience of Learning and Teaching (SELT) surveys as well as GOS surveys and Program reviews.

    SELTs are an important source of information to inform individual teaching practice, decisions about teaching duties, and course and program curriculum design. They enable the University to assess how effectively its learning environments and teaching practices facilitate student engagement and learning outcomes. Under the current SELT Policy (http://www.adelaide.edu.au/policies/101/) course SELTs are mandated and must be conducted at the conclusion of each term/semester/trimester for every course offering. Feedback on issues raised through course SELT surveys is made available to enrolled students through various resources (e.g. MyUni). In addition aggregated course SELT data is available.

  • Student Support
  • Policies & Guidelines
  • Fraud Awareness

    Students are reminded that in order to maintain the academic integrity of all programs and courses, the university has a zero-tolerance approach to students offering money or significant value goods or services to any staff member who is involved in their teaching or assessment. Students offering lecturers or tutors or professional staff anything more than a small token of appreciation is totally unacceptable, in any circumstances. Staff members are obliged to report all such incidents to their supervisor/manager, who will refer them for action under the university's student鈥檚 disciplinary procedures.

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