1997 Swinburne Higher Education Handbook

Entrepreneurship - what is it?
Introduction to Organisation Behaviour Terminology
and an Organisational Behaviour Model
Determinants of individual behaviour and group
behaviour
Or~anisational ., Behaviour as a Mana~ement - Tool
Methods for analysing and solving case studies and
~ractical ~roblems in Organisational Behaviour
Motivation theories
Motivational practices in entrepreneurial organisations
Leadership issues and problems
Power
Using Organisational Behaviour principles to change
organisations
When things go wrong
The principles of Organisational Development
The structure of organisations
Textbooks
Hindle, K G How to Use Organisational Behaviour, Learnfast
Press, Melbourne, 1991
Kao, J J The Entrepreneurial Organisation, Prentice Hall, 1991
Robbins, S P et al, Organisational Behaviour, Concepts,
Controversies and Applications, Australia and New Zealand,
Prentice Hall, 1994
Additional Reference
Drucker, P F, Innovation and Entrepreneurship, Pan Books, 1986
Journals
Frontim of Entrepreneurship Research, Babson College, Centre for
Entrepreneurial Studies, Wellesley Massachusetts, 1981 onwards
Journal of Business Venturing, Elsevier, Snider Entrepreneurial
Centre, University of Pennsylvania and Centre for
Entrepreneurial Studies, New York University, 1986 onwards
Journal of Entrepreneurship and Regional Development, Taylor and
Francis, London, 1990 onwards
EF72 1
Operating the Family Business
Internationally
12.5 credit points 39 hours Prerequisite: nil
A first year subject in the Innovation and Enterprise suite of
programs.
Obiectives
In an environment of increasing globalisation of business,
national boundaries no longer prescribe markets for a family
firm's business or its operations. Even small organisations
will become increasingly called upon to understand and
operate successfully within the global context. The
objective of this subject is to enable students to develop an
understanding of the various operating methods from which
family businesses may choose to conduct business in foreign
markets.
On completion of the subject students will understand:
the increasing diversity of forms of international
business overation
the main modes of operation - licensing, franchising,
exporting and direct investment
issues of collaboration and control in foreign operations
how to choose among operational methods
how to develop a practical and realistic marketing plan
to support the launch of new products or services onto
the international marketplace.
Content
Business and marketing in the international context
Operating mode 1: Export/Import
Operating Mode 2: Franchising
Operating Mode 3: Licensing
Operating Mode 5: Management Contracts and Projects
Operating Mode 6: Contract Manufacturing and
Subcontracting
Operating Mode 7: Direct Investment
What about Services - are they different?
Cooperative Strategies
Countertrade
Issues in Organisation and Control
Choosing and Operating Model.
The subject is not content driven, rather it is conceptual and
will focus on seminar style discussion. The main format is
the interactive discussion of assigned readings and case
studies in class sessions. There are no absolute "correct" or
"right" answers to case studies, but rather learning will be
developed through the focussed discussion of the concepts
covered in the subject.
Textbooks
Czinkota, M R, Ronkainen, I A, and Moffett, M H,
International Business, 3rd Edn, Harcourt Brace, 1994
Additional Reference
Daniels, J D, and Radebaugh, L H, International Business:
Environments and Operations, 7th Edn, Addison-Wesley,
1995
EF722
Strategic Management of the Family
Business
12.5 credit points 39 hours Prerequisite: nil
A first year subject in the Innovation and Enterprise suite of
programs.
Objectives
The is a capstone subject, viewing the family business and its
environment from the perspective of the Chief Executive
and drawing together the management skills already suited
to analyse the firm's competitive and innovation
performance and focus the firm's resources to achieve longrun
success. It requires an integration of the various
functional skills such as finance and marketing to enable an
analysis of the competitive environment in which the family
business must operate. This includes identification and
evaluation of the organisation's competitive position, its
markets, government policies, social issues, emerging trends
and key factors, such as innovation in the company, which
are critical fort success in its environment. Final steps
include the crafting of appropriate strategy and ensuring that
implementation of the strategy is appropriately supported
by an innovation-style culture, structure, controls and
rewards.
Swinburne University of Technology 1997 Handbook 369