About the Victoria MBA courses
The Victoria Master of Business Administration programme requires the completion of five distinct parts, incorporating 16 taught courses (see below) as well as professional development opportunities.
- Part One - Core Discipline
- Part Two - Contemporary Management
- Part Three - Strategic Capstone
- Part Four - Elective Courses
- Part Five - Professional Development
- Provisional MBA Timetable
Part One - Core Discipline
Six core courses designed to give you conceptual depth across the functional spectrum of modern business:
- MMBA 502 – Commercial Law
The implications of commercial law for business organisations. Particular emphasis will be placed on the law of contract, the law of organisations, and administrative law with respect to business decision-making.
- MMBA 503 – Economics, Organisation and Markets
A conceptual appreciation of the modern literature in industry organisation and applied microeconomics, and on demonstrating how this body of literature can be used in thinking about a wide range of management problems.
- MMBA 505 – Organisational Behaviour
An overview of organisational behaviour and its relevance to management. Specific areas include: individual, interpersonal and group behaviour and performance; organisational structure, design and change; communication; leadership; decision-making; managerial roles.
- MMBA 507 – Information Systems
An introduction to information systems with an emphasis on understanding how computers can be used effectively in organisations, exploring information technology, the organisational implications of technology, and the management of information systems.
- MMBA 508 – Problem Solving and Decision Making
A multiple-perspective approach to the framing and solution of problems, and an introduction to the use and application of quantitative methods employed in managerial decision-making.
- MMBA 509 – Accounting for Managers
An introduction to the concepts of financial and management accounting, covering the content of financial statements; concepts of value and profit, cost behaviour and cost-volume-profit relationships; cost allocation principles.
Part Two - Contemporary Management
Four core courses focused on contemporary management and designed to draw attention to issues in management:
- MMBA 516 – Corporate Finance
An overview of the theory and practice of Corporate Finance: the opportunity cost of capital, time value of money, risk and return, market efficiency, investment analysis, determination of capital structure, short-term asset management.
- MMBA 518 – Marketing Management
An analysis of the marketing function in organisations. The concepts required for development of a marketing plan including products and services, pricing, promotion and distribution.
- MMBA 519 – Human Resource Management
Current issues in the management of human resources in modern organisations from a functional perspective. Topics include: job design, recruitment, selection and orientation; career management, development, managing performance and remuneration, health and safety, and employee retention, exit and retirement.
- MMBA 520 – Operations and Services Management
Management of operating sectors of manufacturing and service organisations, with emphasis on operations strategy, capacity, inventory, and quality. Examination of the major activities involved in deploying key physical resources of the organisation to deliver competitive goods and services.
Note: students must have an acceptable level of mathematics for the Corporate Finance paper and may be asked to complete either a Mathematics Refresher Course or Maths Drop-in Workshops run by the Student Support Learning Service. If you have a strong mathematics or financial background you may be excused, so discuss your experience with the MBA Programme Director.
Part Three - Strategic Capstone
Four core courses that provide a strategic perspective on modern business:
- MMBA 532 – Business Research Project
A research project in a selected area of management.
- MMBA 534 – Strategic Management
An examination of the strategic issues and tasks faced by general managers, determining the purpose and direction of the organisation, establishing objectives, and formulating strategies to achieve them, taking account of changes in the environment and the organisation's total competence.
- MMBA 560 – Leading Change
- MMBA 565 – Innovation and Entrepreneurship
Part Four - Elective Courses
Two elective courses of your choice which cater to your personal interests. Please note: The availability of elective courses will be subject to demand, Faculty resources, and individual programme timetabling constraints; see the provisional MBA timetable.
- MMBA 535 – Advanced Strategic Management
Particular emphasis on the issue of implementation of corporate strategy that develops material from MMBA 534.
- MMBA 545 – Creative Leadership
A creative exploration of the field of leadership emphasising an experiential, hands-on approach, drawing on a variety of creative arenas, including design arts, theatre, music and film to facilitate personal development and insight.
- MMBA 555 – Marketing Communications
The principles of advertising and communications including mass media advertising, sales promotion, direct marketing, and dealing with an advertising agency.
- MMBA 556 – Financial Statement Analysis
An overview of the analysis and evaluation of corporate performance, financial conditions and future prospects as set out in corporate entities' published annual reports and financial statements.
- MMBA 558 – International Business
- MMBA 561 – Strategic/International Human Resource Management
A critical analysis of models of strategic human resource management within the context of international practice. The focus is on the strategic management of employees in a manner that contributes to competitive advantage, addressing ssues of human resource planning, policy and cross-functional integration.
- MMBA 562 – Managing Employment Relations
The theory and practice of entering into, managing, and ending the employment relationship, including economic, political, social and technological contexts. The range of employment-related law and policy, the rights and duties of employers and employees, the roles of trade unions and employer groups.
- MMBA 571 – Negotiation: Strategy and Process
Part Five - Professional Development
Because business acumen cannot be taught entirely in the lecture theatre, 120 hours of compulsory professional development activities are an important addition to MBA academic coursework.
Professional development activities include:
- Dragon’s Den Consultancy Challenge
- NGO (Not for Profit) advisory project
- minimum of three MBA Business Lab strategy workshops
- international business trip
These challenges allow you to apply your knowledge across a range of sectors and business sizes, while the international trip is designed to give you the opportunity to investigate foreign business environments and New Zealand’s place in overseas markets.
Victoria MBA students can also take advantage of personalised career development, a Careers Expo, and research seminars.