Please note - Swinburne University of Technology

~~620 Human Aspects
No. of hours per week: two hours
A compulsory subject in the Graduate Diploma in
Management.
Subject aims and description
This subject is designed to build upon the work of the
introductory work in the first semester and treat the material
with more depth and practicality. Topics covered are listed
below.
Theoretical base: interpersonal relationship and individual
development; individual differences, personality theory, value
and value systems, group dynamics, role theory, leadership
intergroup competition, intepersonal communication,
perception, thinking processes and memory. Business
politics.Human resources management: recruitment,
selection and training. Aptitude testing. Management
development and personnel appraisal systems. Wage and
salary structures, benefits and financial reward schemes.
Performance factors: motivation, job satisfaction, morale,
management of conflict, organisation structures and their
effects on behaviour, effecting change in the organisation.
Industrial relations: practical industrial relations for
supervisors and managers.
~~621 Financial and Legal Aspects
No. of hours per week: three hours
A compulsory subject in the Graduate Diploma in
Management.
Subject aims and description
This subject is designed to build upon the work of the
introductory group. Topics include: financial accounting;
management accounting and reporting; company taxation;
financial statement analysis; business organisations; sources
of finance; capital and cash flow; insurance and negotiable
instruments.
Textbooks
Gaffikin, M. et al. Principles ofAccounting. 3rd Australian edn,
Sydney, Harcourt Brace Jovanovich, 1993
Latimer, P. Australian Business Law 13th edn,North Ryde, N.S.W.,
CCH Aust., 1993
Van Horne, J. et al. Financial Management & Policy in Australia.
3rd edn, Sydney, Prentice Hall, 1990
~~622 Engineering Management
No, of hours per week: two hours
An elective subject in the Graduate Diploma in Management.
Subject aims and description
This subject addresses wider issues associated with effective
engineering management. Considerations include: legal
issues (trends, obligations, professional liability and protection
of property), executive interfaces, engineering business units,
management of systems effectiveness, management
strategies (capability acquisition and procurement, integrated
logistic support, maintenance, performance measurement).
Textbooks
Babcock, D.L. Engineering Management. Englewood Cliffs, N.J.,
Prentice Hall, 1991
Meredith, J.R. and Mantel, S.J. Project Management 2nd edn, New
York, Wiley, 1989
~~623 Marketing
No. of hours per week: three hours
A compulsory subject in the Graduate Diploma in
Management.
Subject aims and description
This subject addresses the skills necessary to evaluate the
broad marketing needs and vulnerabilities of private and
public sector enterprises. Emphasis is on establishina a
thorough grounding in marketing principles and the
application of these principles to practical marketing
situations. An outcome of this subject is the development of
a detailed marketing plan to improve performance and
profitability.
Textbooks
Hindle, K.G. What is a Marketing Case Study and How do you Solve
it. Hawthorn. Vic.. Swinburne Press. 1992
Legge, J.M. he competitive Edge - How Innovation Creates and
Sustains the Competitive Advantages of Enterprises. Allen & Unwin,
1992
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~ ~ 6 2 4 Management Practice
No. of hours per week: six hours
A comoulsow subiect in the Graduate Di~loma in
~anagemeni for part-time students only.
Subject aims and description
This subject is designed to draw together the topics covered
in the other subjects of the Graduate Diploma in
Management with an industrial emphasis and provide
additional material to enable the student to develop an
understanding of the process of management in business
organisations.
Particular emphasis is placed on recognising the combinations
of internal and external circumstances that create a business
opportunity; analysing the risk attached to grasping
opportunities; developing the people and business skills
needed to launch a successful commercial venture based on
technology products or services; practising sound
management skills and techniques in converting
opportunities to reality; practising sound management skills
and techniques to control the resources available to grow the
business or organisation; recognising, discussing and selecting
from a broad range of business strategy development
methodologies; preparing a commercial business plan;
describing and assisting the implementation of appropriate
systems and controls to manage a new or growing company
or other organisation.
Textbooks
Golis, C.C. Enterprise and Venture Capital: A Business Builder's and
Investor's Handbook. 2nd edn, St Leonards, N.S.W., Allen & Unwin,
1993
Legge, J.M. The Structure of a Business Plan. Hawthorn, Vic.,
Swinburne Press, 1993
Legge, J.M. The Modern Machiavelli: The Nature of Modern Business
Strategy. 2nd edn, Hawthorn, Vic., Swinburne Press, 1991
Timmons, J. New Venture Creation: Entrepreneurship in the 1990s.
3rd edn, Homewood, Ill., Irwin, 1990