EDUCATION FOR THE LEADERS OF TODAY AND TOMORROW AIM BUSINESS SCHOOL ABS PROGRAM GUIDE. Master of Business Administration (MBA)

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1 AIM BUSINESS SCHOOL EDUCATION FOR THE LEADERS OF TODAY AND TOMORROW ABS PROGRAM GUIDE Master of Business Administration (MBA) Australia s best value-for-money MBA* *2013 AFR BOSS Magazine survey 1

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3 AIM BUSINESS SCHOOL What s inside Welcome 04 Challenge, Empower, Connect 05 AIM Business School Programs 06 Entry to the AIM Business School 07 Master of Business Administration 08 Graduate Diploma in Management 09 Graduate Certificate in Management 10 Online MBA 11 The Learning Experience 12 The Attributes of a Graduate 13 AIM Business School Course Guide 14 Leading, Managing and Developing People 14 Managing Financial Resources 14 Managing, Developing and Implementing Strategy 15 Managing Operational Improvement 15 Marketing for Managers 16 Economics for Managers 16 Business Decision Making and Analysis 17 Human Resource Management 17 Managing a Project Based Organisation 18 Contract Law for Managers 18 Managing Consultancy Practice 19 International Business 19 Strategic Organisational Change 20 Leading for Innovation and Sustainability 20 Entrepreneurship 21 Managing for Innovation 21 Contemporary Leadership 22 Workplace Project 22 Managing Information 23 Leadership & General Management 23 Business Research Methods 24 Strategic Business Project (10,000 Words) 24 Strategic Business Project (20,000 Words) 25 3

4 AIM Business School s MBA program was judged Australia s best value-for-money MBA and is number two in alumni satisfaction. The 2013 Financial Review BOSS Magazine Survey collated feedback from MBA graduates across the country - considering things like quality of teaching staff, suitable modes of coursework delivery, range of subjects and electives, quality of students enrolled, networking opportunities and the staff applying real world experience to teaching. When asked if their investment in the AIM MBA program had provided value-for-money, an amazing 96.3 per cent of our graduates said yes. These magnificent results are a direct result of the hard work and dedication of AIM Business School s management and teaching staff. 4

5 CHALLENGE, EMPOWER, CONNECT Feel challenged and inspired. Innovative and critical thinking is nurtured and encouraged at AIM Business School. Stay in touch with leading business practices. Be prepared for an ever-changing business environment. Stay competitive through AIM Business School. Build your MBA step by step. An MBA is a big commitment, so at AIM Business School you can start with a Graduate Certificate or Graduate Diploma. Learn from industry-experienced facilitators. A critical point of your success comes from who teaches you. Feel confident that you are learning from facilitators with direct subject experience. Why AIM Business School? We re in the business of producing exceptional managers and leaders, through innovative, tailored programs, and relevant, interactive case studies. Assessment is based on realistic projects, applied to the student s organisation and industry contexts. Learn from and with other business professionals, sharing unique experiences and different perspectives. Invest in your professional future with an MBA from AIM Business School. Enhance your learning through sharing. Build a healthy network of connections with other business professionals at AIM Business School. 5

6 AIM BUSINESS SCHOOL PROGRAMS Build on your knowledge at your own pace. Launch directly into the MBA or start with the Graduate Certificate or Graduate Diploma and work your way through to the MBA step-by-step. Our flexible timetables and regular intakes are structured to suit busy professionals with online and face-to-face options available. The flexibility and support built into the MBA allowed me to complete each subject on time, in the knowledge that I am learning from the best. John Hutchins Regional Commander SACFS Region 2 GRADUATE CERTIFICATE IN MANAGEMENT GRADUATE DIPLOMA IN MANAGEMENT MASTER OF BUSINESS ADMINISTRATION Up to 1 year part time Direct Entry Pathway: Up to 2 years part time Progression Pathway: Up to 1 year part time Direct Entry Pathway: Up to 3 years part time Progression Pathway: Equivalent to 1 year part time 6

7 ENTRY TO THE AIM BUSINESS SCHOOL Great managers come from a variety of backgrounds so we ve made sure entry into the AIM Business School is flexible. We look at your management experience, any professional development you ve done and your formal qualifications. Whether you qualify for direct entry or not, there s an entry pathway to suit you. Articulation/Credit Transfer Students who can provide evidence of previous study at a graduate level may, on application, be provided with credit of up to 50% of the qualification. This will be assessed on an individual basis. For more information, please contact an ABS Consultant on or MANAGERIAL EXPERIENCE EDUCATION QUALIFICATION GRADUATE CERTIFICATE GRADUATE DIPLOMA MASTER OF BUSINESS ADMINISTRATION Two (2) years of middle management experience including financial and people responsibility. Bachelor Degree Direct entry Direct entry Direct entry Post-secondary qualification e.g. Diploma or Advanced Diploma Direct entry Progression on satisfactory grade average Three (3) years of middle management experience including financial and people responsibility. AIM Graduate Certificate Direct entry Progression on satisfactory grade average AIM Graduate Diploma Direct entry Five (5) years of middle management experience plus demonstrated potential to study. No formal post-secondary educational qualifications Direct entry Progression on satisfactory grade average *Please note all applications for admission are assessed on an individual basis by the relevant Academic Director. 7

8 MASTER OF BUSINESS ADMINISTRATION MBA is not just education but also confirmation of what we have learnt or picked up along the way. It has helped me tremendously in expanding my view on the business horizon and enabled me to think critically and in differing dimensions. Other than meeting great class members, I have gained so much more in knowledge through their sharing of personal experiences, debate and industry events. MBA shouldn t be a one-off tick-off, but a journey of learning and forum of application! Sen King Lim Regional Analyst & Sales System Manager Commercial Operations, Australasia Hilton Worldwide Master of Business Administration 8 core units and 4 elective units, up to 3 years part-time 8 Core Units Pre-requisite Contact Hours Total Hours* Page Leading, Managing and Developing People Managing Financial Resources Managing, Developing and Implementing Strategy Managing Operational Improvement Marketing for Managers Economics for Managers Business Decision Making and Analysis Leadership and General Management Managing, Developing and Implementing Strategy Plus 4 Elective Units** E-Business Strategy Human Resource Management Leading, Managing and Developing People Managing a Project Based Organisation Contract Law for Managers Entrepreneurship Business Research Methods Managing Financial Resources, Managing Operational Improvement, Marketing for Managers Business Decision Making and Analysis Managing Consultancy Practice International Business Strategic Business Project (10,000 words) Business Research Methods Strategic Organisational Change Leading for Innovation and Sustainability Managing for Innovation Contemporary Leadership Workplace Project Managing Information Or Project Option (3 units) Strategic Business Project (20,000 words) Business Research Methods *Total hours include class contact/directed hours and private study hours **Not all electives are offered each year 8

9 GRADUATE DIPLOMA IN MANAGEMENT An incredible, rewarding experience. Not only have I grown in my breadth of knowledge in business and management, but my professional skills have been continually polished and my personal confidence developed. Hard work it is, but I feel the skills I ve developed and the ability to look at situations from new perspectives will last me a life time. If I had my time over, I would do it all again! Bronwyn Drew General Manager Nicknack/Brand Communication Graduate Diploma in Management 5 core units and 3 elective units, up to 2 years part-time 5 Core Units Pre-requisite Contact Hours Total Hours* Page Leading, Managing and Developing People Managing Financial Resources Managing, Developing and Implementing Strategy Managing Operational Improvement Marketing for Managers Plus 3 Elective Units** Economics for Managers Business Decision Making and Analysis E-Business Strategy Human Resource Management Leading, Managing and Developing People Managing a Project Based Organisation Contract Law for Managers Managing Consultancy Practice International Business Strategic Organisational Change Leading for Innovation and Sustainability Entrepreneurship Managing Financial Resources, Managing Operational Improvement, Marketing for Managers Managing for Innovation Contemporary Leadership Workplace Project Managing Information *Total hours include class contact/directed hours and private study hours **Not all electives are offered each year 9

10 GRADUATE CERTIFICATE IN MANAGEMENT A challenging and rewarding experience. I ve had the opportunity to learn from and interact with many other professionals from diverse backgrounds. This has facilitated me to expand my business management knowledge and skills so that I am more effective in my profession. This is extremely helpful in my dealings with clients and assisting them to achieve their goals. Renee Feltrin Associate Brentnalls SA Graduate Certificate in Management 1 core unit and 3 elective units, up to 1 year part-time 1 Core Unit Pre-requisite Contact Hours Total Hours* Page Leading, Managing and Developing People Plus 3 Elective Units** Managing Financial Resources Managing, Developing and Implementing Strategy Managing Operational Improvement Marketing for Managers Economics for Managers Business Decision Making and Analysis E-Business Strategy Human Resource Management Leading, Managing and Developing People Managing a Project Based Organisation Contract Law for Managers Managing Consultancy Practice International Business Strategic Organisational Change Leading for Innovation and Sustainability Entrepreneurship Managing Financial Resources, Managing Operational Improvement, Marketing for Managers *Total hours include class contact/directed hours and private study hours **Not all electives are offered each year 10

11 ONLINE MBA AIM s Online MBA is flexible and designed in a way that allows you to complete in your own time. Some students may complete in as little as 12 months. Available to all MBA students is AIM s state-of-the-art online management system, AIM Connect, which offers a unique community approach in online learning through the use of key integrated features such as chat forums and live chat functionality, and links with social platforms such as LinkedIn. Graduate Certificate in Management 4 units, up to 1 year part-time 4 Units Pre-requisite Contact Hours Total Hours* Page Leading, Managing and Developing People Managing Financial Resources Managing, Developing and Implementing Strategy Managing Operational Improvement Graduate Diploma in Management 8 units, up to 2 years part-time Graduate Certificate in Management units plus 4 units below 4 Units Pre-requisite Contact Hours Total Hours* Page Business Decision Making and Analysis Marketing for Managers Economics for Managers Human Resource Management Master of Business Administration 12 units, up to 3 years part-time Graduate Certificate in Management, Graduate Diploma in Management units plus 4 units below 4 Units Pre-requisite Contact Hours Total Hours* Page International Business Strategic Organisational Change Leading for Innovation and Sustainability Leadership and General Management

12 THE LEARNING EXPERIENCE What can I expect? Location The AIM Business School has easily accessible, centrally located campuses with state-of-the-art facilities in Adelaide, Brisbane, Melbourne, Perth and Sydney as well as its online MBA, readily accessible via its virtual campus, AIM Connect. Delivery Modes The AIM Business School offers both face-to-face and online delivery modes of its post graduate qualifications. Time Commitment We have multiple intakes per year for our online and face-to-face delivery modes. In addition to the formal contact hours, it is recommended that students complete up to ten hours of self-directed study per week for each subject. Class Size Small class sizes are favoured allowing for personal attention. Coursework Emphasis is placed on contemporary, relevant and interactive case studies. Participants engage in coursework that is entirely applicable to their work to ensure they receive immediate value from their learning experience. Assessment There are no exams at the AIM Business School. Rather, assessment is based on undertaking realistic projects applied to each participant s own organisational and industry contexts. Facilitators Our facilitators are highly qualified and experienced business professionals. They are chosen based on their senior management experience in their area of specialisation, appropriate postgraduate and teaching qualifications and a commitment to keep abreast of developments in their area of specialisation. AIM Connect: The AIM Business School Virtual Campus for Online Learning AIM Connect is our state-of-the-art online learning management system available for both face-to-face and online participants. The platform offers a unique community approach in online learning through the use of key integrated features such as chat forums, live chat functionality and links with social media platforms such as LinkedIn. Participants studying in the face-to-face mode can access our Online Learning Community to complement their learning process with management of course notes and communication with their facilitator and study colleagues. AIM Professional Membership AIM Membership* is included for all participants of the AIM Business School for the duration of their studies. Membership benefits include access to learning and business resources, networking, mentoring and professional events. Investment Graduate Certificate in Management $20,000 Graduate Diploma in Management Additional $10,000 Master of Business Administration Additional $10,000 FEE-HELP FEE-HELP is a loan given to eligible fee-paying participants to help pay part or all of their tuition fees. You can borrow the total tuition fee charged by the AIM Business School. * For up to three years. 12

13 THE ATTRIBUTES OF A GRADUATE What does an AIM Graduate look like? Strives for intellectual rigour - Has a strong sense of intellectual integrity and the ethics of scholarship - Reaches a high level of achievement in writing, generic research, problem solving and communication - Is a critical and creative thinker - Uses applied research findings to support decision making Understands the changing global context - Develops a sustainable vision of the future for their organisation within a global context - Has the ability to analyse new scenarios in terms of strategic options - Has the ability to plan organisational responses to opportunity through value creation, organisational design, strategy development and leadership - Demonstrates social, environmental and civic responsibilities Manages for success - Can apply knowledge and insights in innovative ways to meet organisational challenges - Can lead in developing strategic solutions to newly emerging internal (corporate) and market-place (external) challenges - Recognises the changing place and value of intellectual property and human capital in organisations - Values and respects different cultures - Applies the highest standards of business ethics - Demonstrates effective communication and interpersonal skills - Communicates effectively and appropriately in a range of organisational contexts - Demonstrates strong writing skills that communicate effectively and appropriately - Develops forms and systems of communication to contribute to organisational learning and knowledge management - Builds relationships by working collaboratively and productively using highly developed communication and interpersonal skills - Is a competent manager of self Develops mastery of business and management disciplines - Develops the knowledge and skills of an informed practitioner in the disciplines of business and management, integrating theories and practical applications - Develops skills in the field of strategy development; skills characterised by flexibility and innovative thinking - Uses business tools and models to manage people and other resources for continuous improvement Strives to be a continuous adult learner - Reflects on experiences and communicates learning - Learns in a range of ways, including through information and communication technologies - Translates own learning needs into purposeful actions - Identifies the learning needs of others and supports the search for relevant learning activities - Practises life-long learning I know I ve grown in confidence and knowledge, thank you so much for the experience of my life. Chris Casey 13

14 AIM BUSINESS SCHOOL COURSE GUIDE LEADING, MANAGING & DEVELOPING PEOPLE People must be carefully managed, led and developed in order to enhance their competencies, motivation and subsequent performance. The approach taken in this unit will greatly assist managers to understand the nature of people in our workplaces and assist individuals and teams to be more productive. Leading and managing in the 21st century Leading responsibly and ethically Managing self Managing others Leading and managing people Developing and rewarding people Improving the effectiveness of people Instigate a self-development program Analyse and develop human resource requirements linked to business plans and objectives Plan and negotiate work with teams and individuals to achieve objectives Plan and distribute financial and non-financial rewards Determine performance gaps and identify development opportunities Online learning through AIM Connect (AIM virtual campus) MANAGING FINANCIAL RESOURCES A manager responsible for the performance of a section within an organisation has an increasingly difficult task. Financial resources must be carefully managed in order to achieve maximum returns with minimum risk. The educational approach taken in this unit will greatly assist the manager to understand financial questions, analyse them appropriately and respond to them effectively. Frameworks for managing financial resources Enhancing value through managing financial resources Operating drivers and project appraisal Financial drivers and capital structure Financial strategy and performance appraisal Interpret financial statements Use appropriate ratios to determine financial status Prepare and negotiate realistic budgets Plan to maximise return from financial resources Evaluate and represent investment proposals Analyse a company s financial position Online learning through AIM Connect (AIM virtual campus) 14

15 AIM BUSINESS SCHOOL COURSE GUIDE MANAGING, DEVELOPING & IMPLEMENTING STRATEGY While strategic management is crucial to an organisation s direction and growth, it is generally recognised as the most complex and challenging aspect of management. Although traditionally it has been seen as the responsibility of senior management and the company board, today s successful companies recognise that all their employees need to practice strategic thinking. Analysing the internal and external environment Assessing business and unit performance Developing and evaluating strategic options Managing systems and processes Managing skills and resources Managing organisational structure and culture Preparing realistic business plans Analyse the internal and external environment Assess business and unit performance Develop and evaluate strategic options Manage the implementation of strategies Manage systems and processes while implementing business strategies Manage skills and resources while implementing business strategies Manage organisational structure while implementing business strategies Manage organisational culture while implementing business strategies Prepare realistic business plans to implement strategies Online learning through AIM Connect (AIM virtual campus) MANAGING OPERATIONAL IMPROVEMENT The change imperative for Australian organisations is crystal clear; they must accept the challenge to become world-competitive. This unit introduces participants to contemporary management theories that must be applied across organisations (public and private, manufacturing and service) to obtain the highest value outcomes for customers and stakeholders at the lowest possible costs, while making the most of organisational resources. Global revolutions the context for change Customer focus and value creation Performance measurement and variation Business excellence and quality frameworks Organisational systems and processes Leading and managing change Building a learning organisation Identify and measure satisfaction levels of internal/ external customers Measure quality and efficiency of present operation processes Assess current organisational culture Interpret strategic goals to determine operational implications Develop operational plans to support strategic goals Create an organisational culture that is customer focused, team-based, seeks continuous improvement and supports innovation Develop and implement programs to improve the quality and efficiency of operations Monitor the effectiveness of change and improvements Online learning through AIM Connect (AIM virtual campus) 15

16 AIM BUSINESS SCHOOL COURSE GUIDE MARKETING FOR MANAGERS This unit introduces the theories and principles of marketing required for effective business practice to meet the needs of customers and achieve the organisation s objectives. The marketing function in the organisation Sustainability and competitiveness of current products/services Consumer/customer behaviour Brand management Development of a new product or service Managing services Pricing strategy Distribution strategy Communication strategy Analyse the marketing function within organisations and discuss the impact it has on achieving organisational goals and objectives Examine the sustainability of products and services with a changing business environment and the impact of market forces on consumer buying behaviour Evaluate product strategies incorporating considerations of brand, price, promotion and distribution Critically analyse the new product development process including market research, concept testing, commercialisation and distribution channels Online learning via AIM Connect (AIM virtual campus) ECONOMICS FOR MANAGERS This unit aims to introduce underlying principles of micro and macro economics to the participant. It will enable the practicing manager to appreciate and understand how an economist thinks and will develop a framework for making choices and decisions using economic concepts. Economic concepts and thinking The nature and method of economic thinking Scarcity, demand and supply in a market economy Competition and monopoly Markets and governments Interest rates and the financial system Monetary policy, exchange rates, economic growth Economic issues Economic challenges for the private and public business sectors Economic impacts affecting personal and business decision making Describe and relate to your business environment the economic concepts of supply and demand, opportunity costs, marginal costs, trade-offs, externalities, transaction costs, comparative advantage, price elasticity and inflation Explain market-exchange processes and discuss the impacts of monopoly and competition on market performance Demonstrate advanced understanding of monetary and fiscal policy in Australia and show how national and global interest and currency rates affect business decisions Demonstrate the use of economic concepts and policies to improve skills in thinking and business decision making Demonstrate a high order of skill in analysis, critical evaluation and professional application Online learning through AIM Connect (AIM virtual campus) 16

17 AIM BUSINESS SCHOOL COURSE GUIDE BUSINESS DECISION MAKING & ANALYSIS This unit introduces and explores the underlying principles of strategic decision making. It aims to develop awareness and competency in making thorough, insightful, effective and creative strategic decisions in line with organisational resources and capabilities. The decision making environment Decision making approaches Decision making processes Probability, uncertainty and their influence on decision handling and outcomes Political, resource limitation, human bias and other decision modifiers Decision making activities Implementing decisions Persuasive communication of decision outcomes Managing the aftermath of decision making, enabling change or strengthening the status quo Describe the essential and critical phases of the decision making process Identify appropriate rational, quantitative, qualitative and intuitive approaches to creatively make decisions in a range of organisational circumstances Act independently or as a member of a decision making group in the tasks of making a management decision Apply a systems or holistic perspective to the creation and implementation of decisions within an organisation Demonstrate a high order of skills in analysis, critical evaluation and professional application Online learning through AIM Connect (AIM virtual campus) HUMAN RESOURCE MANAGEMENT This unit introduces participants to the basic principles that underpin the human resource management function of an organisation. The aim of this course is to facilitate the learning of concepts and practices of human resource management (HRM) as a mechanism for translating business strategies into operational aspects of HRM. This aim is achieved by examining the links between business strategy and HRM and some of the techniques used for workforce planning, strategic staffing, training and development, performance management, and evaluating the effectiveness of the HRM function. Strategy, vision, values and workforce planning Staffing strategies Strategies for managing and developing talent Strategic performance management, compensation and rewards Strategic human resources management plan Discuss the strategic significance and purpose of HRM in organisations, its links with strategic business planning processes and the influence of the environmental context Discuss current issues and emerging trends relevant to HRM and management issues, such as internationalisation and the growth of knowledge work Identify the strengths and weaknesses of HRM models and frameworks and be able to use frameworks and tools that demonstrate added value for HRM Understand the ways in which the HRM function can impact on bottom-line performance Analyse an organisation s workforce profiling and staffing strategies Analyse models for outsourcing and downsizing and the supporting change management strategies and processes Evaluation methods for the measurement of ROI of the HRM function Evaluate the HRM capability/effectiveness of an organisation by conducting an audit of the HRM function Online learning through AIM Connect (AIM virtual campus) Pre-requisite: Leading, Managing & Developing People 17

18 AIM BUSINESS SCHOOL COURSE GUIDE MANAGING A PROJECT BASED ORGANISATION The overall objective of this unit is to help participants become comfortable and competent in addressing major management issues and decisions in a project based organisation. Project management in organisations Project selection Project organisation Project planning Scheduling Resource allocation: monitoring and information systems Project control: project auditing Project termination Discuss the principles, skills and techniques required for the management of projects and the integration of a project management model within an organisational environment Discuss quality principles and how they relate to the management of projects Analyse the risk associated with projects and the development of contingency plans Evaluate the importance of teamwork, leadership and the practical application of skills in managing human resources within a project environment Develop detailed project plans including scoping and using computer-based project management software Evaluate methods of monitoring and controlling projects in relation to costs, time and achieving required outcomes Discuss the issues relating to project closure and evaluation CONTRACT LAW FOR MANAGERS In an increasingly complex, competitive and global business environment, it is vital for managers to practice high-level contract negotiation and management. This is especially the case with large scale, high price and sensitive (culturally, economic, political) projects. The elements that make up a contract Managing a contract Recruiting and selecting contractors with the required competencies Managing and negotiating the contract terms and conditions Preparing the contract Managing the contract Managing the finalisation of the contract Identify and explain the essential elements of a valid and enforceable contract Discuss the structure of commercial contracts and explain key terms in contracts Evaluate alternative contractor selection processes Critically analyse a range of strategies for negotiating business contracts Identify legal risks that might arise during the negotiation of commercial contracts Discuss strategies for managing commercial contracts and managing the performance of contractual obligations Analyse a range of contractual disputes and the outcomes Evaluate dispute resolution mechanisms 18

19 AIM BUSINESS SCHOOL COURSE GUIDE MANAGING CONSULTANCY PRACTICE Consultancy practice is an area of increasing choice for both professionals and experienced corporate managers. This unit aims to provide participants with knowledge about the consulting profession from the perspectives of the internal and external consultants. It will enable the participant to develop a set of consultancy capabilities by providing an understanding of, and the ability to apply, a set of methodologies, techniques and tools appropriate for those in the professional advice-giving business. The consulting profession Strategic development and management of consultancy practice Quality management Managing consultancy projects Quantitative information collection and analysis, soft systems, methodologies, consultancy project tools Basic problem solving approaches, legal and practical issues in project reporting and sign-off, consultancy project evaluation Understand the roles of internal and external consultants Create an action plan to set up a consultancy practice, either as an internal organisational consultant or as an independent external consultant in their area of specialty/professional expertise Describe the key factors for consultancy project success Perform major tasks in the consultancy project life-cycle Demonstrate the application of appropriate methodologies, techniques and tools to a variety of consultancy project scenarios Demonstrate a high order of skill in analysis, critical evaluation and professional application Online learning via AIM Connect (AIM virtual campus) INTERNATIONAL BUSINESS This unit aims to develop awareness of the scope and complexity in managing business endeavours which extend across international borders. It will familiarise participants as managers and leaders with a range of options and strategies available to compete effectively and profitably in today s global economy. Core issues in international business Overview of globalisation Dealing with national differences in a political economy Managing differences in culture The international trading arena Global trade and investment environment Dealing with the global monetary system Identifying influences on the strategy and structure of international business Demonstrate advanced knowledge of managing global operations Demonstrate an understanding of the differences between operating in domestic markets and global markets Show advanced knowledge of selecting appropriate policies and strategies for coping with the international business environment Describe issues in governing international trading and investing Apply principles that affect relationships with international trading partners, particularly those of a political and cultural perspective Develop strategic choices for global operations Determine entry mode choice Demonstrate a high order of skill in analysis, critical evaluation and professional application Online learning through AIM Connect (AIM virtual campus) 19

20 AIM BUSINESS SCHOOL COURSE GUIDE STRATEGIC ORGANISATIONAL CHANGE Leading and managing strategic change is a key responsibility of the senior management team. The process seems to suffer from one of two shortcomings; either planning for change is inadequate or inappropriate or the execution of the change plan is faulty. This unit examines the nature of strategic change planning and concentrates on senior management team roles and functions to ensure effective execution of strategic change processes. The global context for contemporary organisations Principles of organisational performance management Competitive strategy and its influence on corporate structure and stability The Balanced Scorecard Measuring service and processes Internal change triggers The change process (models of change process and change leadership) The role of the change agent Overcoming resistance to change Managing change in a cross-cultural environment Influencing change in a learning organisation Identify the role of the senior management team in initiating and implementing strategic organisational change Describe the criteria for defining and managing effective and sustainable organisational performance Identify environmental and industry triggers that precipitate the need for change Explain the principles and processes of the change process and how it is influenced by individual and group behaviour and organisational culture Use the principles and techniques of the Balanced Scorecard as a tool for designing and managing organisational change Evaluate methods of improving performance and methods of productivity improvement Influence and activate a systematic approach to enterprise performance management within a learning organisation context Online learning through AIM Connect (AIM virtual campus) LEADING FOR INNOVATION AND SUSTAINABILITY An important key to organisational sustainability is innovation. Strategic leaders must develop and maintain a culture of enquiry, creativity and fearless innovation. Such leadership demands an understanding of the interacting elements that contribute to the effective and sustainable organisation: its structure, people, politics and culture. The nature of strategic leadership with regards to developing and nurturing a culture of curiosity and adventure that underpins the innovative, agile and sustainable organisation The nature of innovation and strategic competitive advantage The process, tools and techniques of innovation The leader s strategic role in fostering innovation Bolman and Deal 4 organisational frames and their contribution to a culture of innovation Collaboration and engaging leadership styles and communities of common practice Generating ideas and managing organisational knowledge and intelligence The sustainable business; efficiency, market edge, stakeholder support, and the benefits of sustainable development Applying innovation tools and techniques to improve sustainability Identify the four frames of a business or social organisation, and understand their contribution to the development of a culture of creativity and innovation Recognise innovation as a core business process that significantly contributes to corporate competitive advantage Develop skills in generating and exploiting relevant ideas that potentially contribute to a sustainable organisation Identify the key contribution of individuals to the generation of innovative and sustainable futures Online learning through AIM Connect (AIM virtual campus) Pre-requisite: Leading, Managing & Developing People 20

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