This document sets out important information concerning your course. Please read it carefully.

Learnonline Site
Please refer to the course Learnonline site for other information to assist you with your studies. The link to the Learnonline site is shown under the “Learning Resources – Learnonline course site” heading below.

Points of Contact
Your primary point of contact for all information about the course including course content, teaching arrangements, course materials, assessment requirements, and grades, is the Course Facilitator. The Facilitator’s contact details are shown below.

Other contacts which you may use from time to time are also shown below, however you should refer all issues concerning your participation in this course to the Course Facilitator in the first instance.

If leaving a phone message or email, please allow at least one working day for staff to respond.

 

 

 

COURSE TEACHING STAFF:

Primary Facilitator:

Susan Freeman, Ph.D. was appointed Professor of International Business and Dean: Postgraduate and Professional Programs, University of South Australia, UniSA Business School in March 2015 until July 2016. She took on the role of Discipline Leader – International Business and Associate Director of the Australian Centre for Asian Business (ACAB) in March 2016. She is founder and coordinator of Strategy, International Business and Entrepreneurship Research (SIBER), a stream of research within ACAB in the Business School. In 2017, she was awarded the UniSA Business School Achievement in Teaching & Learning Award in the category of Students’ Voice – Postgraduate – Inside the Classroom – the only staff member to be awarded in the post-graduate area.
She is a Member of the Board of the Hong Kong Research Grants Council (2014 ongoing); Member of the Board and Vice-President (2014 ongoing) of the Australia New Zealand International Business Association (ANZIBA); Member of the Board of the Council for International Trade and Commerce South Australia (CITCSA (2018 ongoing); and member of the Australian Institute of Company Directors (AICDs).
Susan took on the role as Co-Editor of International Marketing Review in June 2013; and Associate Editor – Rutgers Business Review in early 2015. She was invited onto the Editorial Review Board of the Journal of Business Research and the Journal of International Entrepreneurship  in early 2015 and International Business Review in November 2017.
Her previous position was Associate Professor of International Business and the Discipline Leader for International Business , University of Adelaide (2010-2015). She was nominated for the Executive Dean’s Award for Excellence in Research and Innovation 2014 at University of Adelaide. She was the Director of the International Business Research Group; and the Program Director - Master of International Business. In 2011 she was the Associate Dean (Research and Higher Degree) for the Faculty of the Professions across 5 Schools (Business, Economics, Law, Architecture and Education), reporting directly to the Executive Dean.
Susan holds a Ph.D. in international marketing/international business; a MEdSts; a BEco from Monash University; and a DipEd from Mercy College. She researches in international business strategy including early accelerated internationalizing smaller firms; international entrepreneurship; services internationalization; CSR and global business; and emerging markets, with a particular interest in the Asian region, and on qualitative research methodologies.
She has supervised to completion: 11 PhDs, 3 Masters and 17 honours students and currently supervises 6 PhDs and 1 Masters (by Research) students in International Business, Management and Marketing disciplines. She has received a number of competitive research grants internationally, including the NZ government, European Union, and university-centre funding from University of South Australia, University of Adelaide and Monash University, since graduating in her PhD (2003). She consults to industry, including the annual 2016 and current 2018 report (survey and qualitative analysis) for the Australian Chamber of Commerce and Industry (ACCI); and UK Trade & Investment, British Consulate.
She has co-edited the text with Cavusgil et al. (2012) “International Business: The New Realities” (Pearson Australia). Her research appears in Global Strategy Journal, Journal of Brand Management, Management International Review, Journal of World Business, Journal of International Marketing, Supply Chain Management, International Migration, International Journal of Human Resource, Asia Pacific Journal of Management, Journal of Business Ethics, Journal of Business Research, International Business Review, International Journal of Service Industry Management and Journal of Services Marketing.
She serves as chair of academic reviews from universities across Australia and internationally. Recent examples include Griffith University, Brisbane, as External Chair of the 5-year review of the Department of Asian Business and International Business in the Business School in July 2017. At the University of Christchurch, New Zealand MBA and MBM Academic Program Review Panel, as External Panel Member for the Review and Accreditation of the MBA and MBM Programs - November 2011, which she did again in 2016 in October. At Monash University, for the UG Academic Program Review Panel, she was the External Panel Member for the Review and Accreditation of the UG Programs - October 2011, across all local, rural and overseas campuses, for the Faculty of Business and Economics. She  Chaired Monash’s review of the Master of Business Program in August 2016. At the University of Melbourne, Faculty of Commerce, Master of International Business (MIB) Academic Program Review, she was External Panel Member for the Review and Accreditation of the MIB Program - May 2010 and Chair of the Swinburne University of Technology Re-accreditation of the MIB - 2008-2012.
Susan’s was Senior Lecturer, Department of Management, Monash University (2004-2009) and  Department of Marketing (1995-2003). She has extensive local and overseas teaching experience in international business in Singapore and at universities in the Netherlands, Austria, Finland and Belgium while living in the Netherlands and Austria (1989-1995).
She was on Outside Study Leave (sabbatical) (July to December 2007), at the Manchester Business School in the International Business Group, where she was appointed as a visiting scholar for 3 years and also at King’s College, London University, London, in the United Kingdom. During her second sabbatical (in 2013), she spent time at Henley Business School, University of Reading, UK, Otago University and the University of Auckland, in New Zealand, the University of Florence, Italy, and ESCP (Europe) and Kedge Business School, in France.

There are no prerequisite courses to be completed before this course can be undertaken.

There are no corequisite courses to be completed in conjunction with this course.

This course provides knowledge of business operation in the international arena, and addresses factors that drive international business engagement in the era of emerging market dominance across trade and foreign investment. It explores the impact on organisational management, leadership, business strategy and conduct, for small-to-medium sized enterprises, multinational enterprises, start-ups and new types of internationalisers. The course considers the role of regional integration, regulatory bodies and the influence of key societal factors such as the corporate and social responsibility of organisations, as well as international business procurement along global supply chains. The course examines current debates, theories and practices in the field of international business, and provides students with strategic skills to analyse and apply micro and macro aspects of global business to organisational management, recognising the difficulties in the post-global financial recession.

On completion of this course, students should be able to:

CO1. Acquire a body of knowledge of, and critically reflect on, theoretical and practice-based principles of international business and the impacts these have on organisational management and leadership.

CO2. Critically assess and evaluate the role of regulatory bodies and the influence of key societal and other contextual factors on international business activities, and the current debates, theories and practices in the field of international business.

CO3. Apply international business principles to organisational management and leadership in international business environments.

Upon completion of this course, students will have achieved the following combination of Graduate Qualities and Course Objectives:

A graduate of UniSA:

GQ1. operates effectively with and upon a body of knowledge of sufficient depth to begin professional practice

GQ2. is prepared for life-long learning in pursuit of personal development and excellence in professional practice

GQ3. is an effective problem solver, capable of applying logical, critical, and creative thinking to a range of problems

GQ4. can work both autonomously and collaboratively as a professional

GQ5. is committed to ethical action and social responsibility as a professional and citizen

GQ6. communicates effectively in professional practice and as a member of the community

GQ7. demonstrates international perspectives as a professional and as a citizen

Topics covered in this course include:

• Globalisation and International Business
• Ethical issues in managing international operations
• Cultural competency, cross-cultural communication and International Business negotiations
• The International Business environment
• International Trade and Investment theories
• Assessing International Business opportunities and risks
• Internationalisation of business
• Bilateral, Regional and Multilateral Trading Agreements
• Managing International Business strategy and structure
• People issues in international business.

4.5 units

Students are normally expected to attend a minimum of 80% of the seminars scheduled for the course. Students enrolled in courses delivered online are normally expected to participate in a minimum of 80% of the compulsory online discussion forums scheduled for the course.

Students will need to achieve at least 40% in the final examination to obtain a pass grade overall. If they do not achieve 40% in the examination but they achieve an overall grade of Fail Level 1 (F1) for the course they will be eligible for a supplementary examination, provided they meet the other criteria as specified in the Assessment Policies and Procedures Manual.

Assignment protocols – collection and use of data

Assignments on your own workplace
If you do a major assignment for this course on your own workplace, you must seek permission from your employer prior to commencing the assignment.

A copy of the assignment cannot be given to any party other than your employer unless your employer agrees in writing for this to be done.

If a copy of the assignment is provided to your employer, or to any other party beyond course assessment purposes, all reference to UniSA, the program of study, and the course itself, must first be removed from the report. The report must not be presented as a UniSA report or be linked to UniSA in any way.

Assignments on other businesses or settings
If you do a major assignment for this course on an organisation or situation other than your own organisation and, in doing so, you intend to gather information that is not otherwise publically available, you must:
1. Discuss your proposed assignment with your Course Facilitator prior to commencing any work on it.
2. Give the party providing you with information a written statement of disclosure setting out:
   a) The capacity in which you are acting; this will usually be “I am seeking information in my capacity as a student undertaking university studies”.
   b) The purpose for which the information will be used; usually “The information will be used as part of a university course report to be submitted for assessment”.
   c) Who will receive a copy of the report; normally this will be “The report will not to be used for any other purpose other than for university course assessment”.
   d) There may be instances where the report might be provided to another party, such as an organisation that is the focus of the assignment i.e.: “The report will be used for university course assessment and will be provided to XYZ”.
   e) Confidentiality and anonymity protocols: normally this will be “Information will not be requested that is personal to you and no references will be included in the report that could directly or knowingly identify you as the source of information”.

   f) The name and contact details of the School’s Academic Integrity Officer with an invitation for the person to contact the AI Officer if any matters of concern arise: “If you have any concerns with the gathering or use of information please contact the School of Management Academic Integrity Officer at MGN-AcademicIntegrityOfficers@unisa.edu.au

A copy of your proposed statement of disclosure must be provided to, and approved by, your course facilitator prior to your proceeding with the assignment.

You will need continual access to the following text(s) to complete this course. Where possible the Library will make the book available for student use. Please check the Library catalogue before purchasing the book(s). The Library will always seek to purchase resources that allow an unlimited number of concurrent users, however availability is dependent on license arrangements with book publishers and platforms. http://www.library.unisa.edu.au

Hill, CWL and Hult, GTM (2017). International business: competing in the global marketplace (11th edn). McGraw-Hill.

A list of course references is provided on the learnonline site as a pdf document.
Electronic copies of the papers have been provided through the e-Library link for this course.
Please note that materials are to be accessed online through your learnonline course site : https://my.unisa.edu.au

FURTHER READING:
See the following International Business related JOURNALS:
Journal of International Business Studies
Global Strategy Journal
Journal of World Business
International Business Review
Management International Review
International Marketing Review
Journal of International Marketing
Journal of Business Ethics
Journal of Business Research
International Human Resource Management
Asia Pacific Journal of Management

Materials to be accessed online through your learnonline course site: https://my.unisa.edu.au

All course related materials can be accessed through your learnonline course site which you will be able to access from the my Courses section in myUniSA.

All study related materials can be accessed through: https://my.unisa.edu.au

Details of assessment submission and return are listed under each assessment task. Assessment tasks will be returned to you within two to three weeks of submission.

If the Course Coordinator allows submissions in hard copy format, you will be required to attach an Assignment Cover Sheet which is available on the learnonline student help (https://lo.unisa.edu.au/mod/book/view.php?id=1843&chapterid=567) and in myUniSA.

The feedback proforma is available on your course site.

There are TWO (2) components to the continuous assessment:

(a). Presentation/synthesis/evaluation of key issues in an international business dilemma (worth 10% of the Total Grade); and
(b). Individual Presentation/synthesis/synopsis evaluation of key issues in an international business dilemma (worth 10% of the Total Grade)

Total graded assessment is 20% for the continuous assessment.

(a). Presentation/synthesis/evaluation of key issues in an international business dilemma (worth 10% of the Total Grade).

This course covers 8 topics dealing with international business dilemmas over the duration of the course (topics are covered in one of the weekly lectures).
You are provided with questions for each topic – 8 topics in total. The questions in the form of a short case are shown on the course Learnonline site.

In the class relating to each of the 8 topics, you must come to class prepared to discuss your answers to the questions in the classroom.

In your answers you should aim to:

• Relate to the international business principles, concepts and terms and theories used in the Topic.
• Try to pose additional or alternative views to those already discussed by other students.
• Cite an example of the situation, problem or solution from your work place, experience or what you have seen in the media recently to further illuminate the key issues.

You will be assessed on the extent to which you have addressed these points.

Your answers for each topic should be adequately prepared in order to contribute actively to class discussion in the in face-to-face classes.  
Your answers for questions in each topic should be part of the classroom interaction (in the class) and you are expected to contribute to the general discussion.

You are expected to respond in the classroom to at least one other student’s answer for each of the 8 topics in the course. You may respond to more and you are encouraged to actively engage in the classroom discussions with other students over all of the topics and with as many other students as possible. This is meant to be an interactive activity.

In your response, you should seek to elaborate on the other student’s comments, provide additional insight and alternate perspectives, and draw on your own experience to add to the points the other student has raised.

You will be assessed on the extent to which you have addressed these points.

Your classroom discussion to the answers to the topic questions and participation via responding to other student comments, will be marked (graded) progressively during the course.
Absence in any session will mean you are unable to contribute to the classroom discussion and thus you will not be awarded a mark.

 

IN ADDITION:
(b). Individual Presentation/synthesis/synopsis evaluation of key issues in an international business dilemma (worth 10% of the Total Grade)
Written synthesis/evaluation of key issues in designated week (Graded)

Each student will be allocated a topic early in the study period to submit a synopsis of the points raised in the answers to the topic’s international business dilemma questions and in doing this summarise the main conclusions and lessons.

The Course Facilitator will nominate students for each topic and set out the schedule for this soon after the start of the course.

 

For your Synopsis on the topic’s answers you should follow the structure below and give information about:

• What were the main issues, points, theories and arguments raised?
• What were the limitations of the classroom discussions?
• Your analysis of the issues raised in the classroom discussions, and
• Explain, using course principles, theories and content, the strengths and weaknesses of your own answer to the topic question.

You will be divided into teams (of 3-4 persons) to work on a case study. Team allocation will be determined by the Course Facilitator.

Each team is assigned to work on one of the following cases (from the textbook - Note: 12th Edition):

 

Group A- The Decline of Zimbabwe (p. 39)
Group B- The Swatch Group -Cultural Uniqueness (p. 91)
Group C- Donald Trump on Trade (p. 159)
Group D- Burberry Shifts its Strategy in Japan (pp. 248-249)
Group E- The Mexican Peso, the Japanese Yen, and Pokemon Go (p. 287)
Group F- Unilever’s Global Organization (p. 393)
Group G- Saudi Aramco (pp. 341)
Group H- Global Branding, Marvel Studios and Walt Disney Company (pp. 548-549)

Group I - Sony's Global Strategy (p. 363)

There are two (2) components to this Report: 

a). Prepare a 500 word Compulsory Progress (Update) Report on your CASE STUDY

b). Prepare a 2500 word report and a PowerPoint presentation

Your report will involve a comprehensive analysis in which the team will be expected to identify the key issue(s), evaluate and recommend. It is essential that your team present an in-depth diagnosis and recommend a realistic, workable plan of action. You are also required to submit a PowerPoint presentation of your report. The PowerPoint should mention the key points of the report and should have no more than 12 slides.

The report should demonstrate a systematic analysis of the case background and context, appropriately incorporate theories and concepts from the class-discussions and course readings, demonstrate depth of analysis, and propose specific, actionable recommendations. Information and figures presented in the case study should be updated from other sources such as the internet; industry and company reports; newspaper and industry magazines.

In planning your report, your team should assume the role of a group of management consultants. For example, one of the the Big 4, who are the leading firms in the accounting and consulting industry: Pricewaterhouse Coopers (PwC), Ernst & Young (EY), Deloitte, and KPMG. They dominate the industry in terms of their size, global reach, and reputation, among other factors. As consultants you are presenting the findings to the company's Chief Executive Officer (CEO) or executives of the relevant body. On completion of reading your report, the reader should: (a) have a clear action agenda, and (b) equally importantly, know precisely what commitments to make to their superiors and/or what directives to give during the next management meeting. It should have a professional format, appearance, structure and presentation, including an executive summary, budget and timeframe.

You are not required to answer the questions provided at the end of the case study in the textbook. The case is to be used for information to formulate a problem for investigation and research and the focus is on writing a management report.

Please do not include unnecessary pictures in your report as such items can substantially increase the size of your file.

Details of the composition of teams and the allocated case studies for each team will be posted to the course site during the first week of the course.

 

IN ADDITION:

You are to provide a Compulsory Progress (Update) Report on your CASE STUDY. This will comprise precise details on the problem for investigation and research approach you will be adopting, materials you will use, and allocation of jobs and tasks among members of the group.

The BUSS 5251 International Business Exam will be held on the 28 November on the City West Campus. The exam timetable will be emailed to students once the classes have commenced on the 17 September 2018.

It is recommended that students arrive at least 15 minutes prior to the published start time.

The exam format will include:
a). Case study analysis; and
b). Short answer questions.

It will be for three (3) hours and is worth 50% of the total grade for the course and equivalent to 3000 words.

More details will be provided on the Learnonline site for this course, including previous Final Exams to assist with your revision.

Students will receive advance notice of scheduled examination. All students are required to sit their examination at the scheduled date, time and location irrespective of any conflict with a planned holiday or special event.
Internal students are required to sit their examination on-campus or at the central exam venue.
More information about examination procedures and arrangements for students can be found by consulting the relevant policy http://w3.unisa.edu.au/policies/manual/default.asp (Section 6)

Extra time in exams (ENTEXT) and the use of a dictionary is available to some students (for example, Aboriginal peoples and those of non-English speaking background) as follows:

• extra time for reading or writing. This will be an extra ten minutes per hour for every hour of standard examination time, and
• the use of an English language or bilingual print dictionary (without annotations). (APPM 7.2.2)

More information about variation to assessment is available in section 7.2 of the Assessment Policy and Procedures Manual. http://w3.unisa.edu.au/policies/manual/default.asp (section 7)

Students will receive advance notice of scheduled examination.

All students are required to sit their examination at the scheduled date, time and location irrespective of any conflict with a planned holiday or special event.
Internal students are required to sit their examination on-campus or at the central exam venue.
More information about examination procedures and arrangements for students can be found by consulting the relevant policy http://w3.unisa.edu.au/policies/manual/default.asp (Section 6)

 

Supplementary assessment or examination offers students an opportunity to gain a supplementary pass (SP) and is available to all students under the following conditions unless supplementary assessment or examination has not been approved for the course:

1. if the student has achieved a final grade between 45-49 per cent (F1) in a course
2. if a student who has successfully completed all of the courses within their program, with the exception of two courses in their final study period, a supplementary assessment or examination may be granted where the final grade in either or both of these courses, is less than 45 percent (F1 or F2) and all assessments in the courses were attempted by the student.

More information about supplementary assessment is available in section 7.5 of the Assessment Policy and Procedures Manual.
http://i.unisa.edu.au/policies-and-procedures/codes/assessment-policies/

Note: special consideration cannot be granted for a supplementary assessment or examination (APPM 7.7.6).

 

Please see 'Further Assessment Information'.

All students must adhere to the University of South Australia's policies about assessment:
http://i.unisa.edu.au/policies-and-procedures/codes/assessment-policies/.

Students with disabilities may be entitled to a variation or modification to standard assessment arrangements.

Information for students with disabilities is available at: http://www.unisa.edu.au/disabilityservices/support/default.asp.

Deferred assessment or examination is available for the course.

Special consideration is available for this course. Note: Special consideration cannot be granted for a deferred assessment or examination, or a supplementary assessment or examination. APPM 7.7.6

Variation to assessment methods, tasks and timelines may be provided in:

Unexpected or exceptional circumstances, for example bereavement, unexpected illness (details of unexpected or exceptional circumstances for which variation may be considered are discussed in clauses 7.8 - 7.10 of the Assessment Policy and Procedures Manual). Variation to assessment in unexpected or exceptional circumstances should be discussed with your course coordinator as soon as possible.

Special circumstances, for example religious observance grounds, or community services (details of special circumstances for which variation can be considered are discussed in clause 7.11 of the Assessment Policy and Procedures Manual). Variations to assessment in expected circumstances must be requested within the first two weeks of the course (or equivalent for accelerated or intensive teaching).

The University policy and procedures are in the current Assessment Policies and Procedures Manual, which can be found at: http://w3.unisa.edu.au/policies/manual/default.asp

All grades are provisional until confirmed by the Board of Examiners.

Late Submission Penalties
The Policy of the University of South Australia Business School will be applied to any late submissions. A standard penalty of 10% a day will be deducted from the total available mark for the assignment, for up to 7 calendar days. After 7 calendar days the assignment will no longer be accepted.

Academic integrity is the foundation of university life and is fundamental to the reputation of UniSA and its staff and students. Academic integrity means a commitment by all staff and students to act with honesty, trustworthiness, fairness, respect and responsibility in all academic work.

An important part of practising integrity in academic work is showing respect for other people's ideas, and being honest about how they have contributed to your work. This means taking care not to represent the work of others as your own. Using another person's work without proper acknowledgement is considered Academic Misconduct, and the University takes this very seriously.

The University of South Australia expects students to demonstrate the highest standards of academic integrity so that its degrees are earned honestly and are trusted and valued by its students and their employers. To ensure this happens, the University has policies and procedures in place to promote academic integrity and manage academic misconduct. For example, students must not submit the same work in whole or in part, for assessment in multiple UniSA courses and work submitted electronically by students for assessment will be examined for copied and un-referenced text using the text comparison software Turnitin http://www.turnitin.com.

More information about academic integrity and what constitutes academic misconduct can be found in Section 9 of the Assessment Policies and Procedures Manual (APPM): http://i.unisa.edu.au/policies-and-procedures/codes/assessment-policies/. The Academic Integrity Module explains in more detail how students can work with integrity at the University: https://lo.unisa.edu.au/mod/book/view.php?id=252142

See above under Assessment details.

You will be asked to provide anonymous feedback regarding all aspects of your course via an online questionnaire, myCourseExperience. Your honest, constructive feedback allows the University to improve the teaching and learning environment as well as outcomes for all concerned.

If you have a complaint or grievance regarding academic programs, decisions of committees and administrative operations or individual staff members, please refer to the following website for the procedures for the resolution of student grievances: http://www.unisa.edu.au/policies/policies/corporate/C17.asp

The University will take all reasonable steps to resolve student complaints in an expeditious and satisfactory manner in all matters.

Supplementary Assessment
Supplementary assessment may be offered where a student:

• Receives an overall grade for the course of F1 in the range of 40-49% and also achieves a grade of P2 or higher for the total of the individual components of the course, or
• Receives a grade of F1 in the range of 40-49% for the total of the individual assessment tasks and also achieves an overall grade for the course of P2 or higher.

In these circumstances, supplementary assessment will normally only be offered providing a student has submitted all assignment tasks by the due date.

Students will be notified via email (UniSA email address) of their eligibility for a supplementary assessment, including the type of supplementary assessment approved by the Board of Examiners (BoE), the due date of the supplementary assessment OR the day, time and venue of the supplementary exam. Students will be given five working days in which to accept the supplementary assessment offer after which the offer will lapse.

The supplementary assessment due date or supplementary exam date is not subject to negotiation.

Students are limited to a maximum of 2 supplementary assessments in the MBA program, including the nested Graduate Certificate and Graduate Diploma programs.

 

Special Consideration

Special Consideration Exams
The Assessment Policies and Procedures Manual (APPM 2017) defines 'Unexpected or exceptional circumstances are those which were outside the control of the student and/or for which there was no opportunity to prepare in advance.' Special consideration will only be granted where something unforeseen and unexpected happens either on the day of the exam or during the exam. For example, students who are ill for the first time before the exam begins and choose to sit the exam will not be granted special consideration as
they have had the opportunity to apply for a deferred exam instead.

A special consideration application will be assessed if:
1. An Exam Incident Report is completed in conjunction with the exam invigilator; and
2. The student leaves the exam early; and
3. The student does not complete the exam or a significant proportion of it.

 

Note: special consideration cannot be granted for a deferred assessment or examination (APPM 7.7.6).

 

Referencing
You are required to use the Harvard Referencing system. Please refer to the Referencing LearnOnline site: http://resource.unisa.edu.au/course/view.php?id=1572  

Marking Criteria
Please refer to Assessment Feedback Forms for a guide on the marking criteria.

Group Work

When a group of students work collaboratively on a task or an assignment that is graded as part of the course assessment, it is a requirement that each student in the group report on his/her perception of the contribution of others in the group, via the Peer Assessment Form available at https://lo.unisa.edu.au/mod/book/view.php?id=635887&chapterid=103445  A poor contribution by any member, as reported by other members, may result in a reduced grade for that member.

Final Grades
Final grades for this course will normally be made available via the MyUniSA portal within three weeks of final assessment.

Program Learning Outcome Assessed (non–graded)
As part of the Business School’s Assurance of Learning process in Programs, the following Program Learning Outcome (PLO) will be assessed in this course and the overall findings will inform continuous improvements within Programs. Performance on the PLOs will not form part of any course grade and no feedback on individual performance will be provided.
International Perspective: Demonstrate the ability to critically reflect, analyse and evaluate the impact of global cultural, legal, business and other disruptive factors on the business leadership and senior executives of organisations, including responsibilities of a globally responsible citizenry.