Growth Management

ENT70012 12.5 Credit Points Hawthorn

Duration

  • One semester or equivalent

Contact hours

  • 36 hours

2021 teaching periods

Hawthorn

HB2  HE Block 2 HB2  HE Block 2

Dates:
22 Mar 21 - 2 May 21

Results:
1 Jun 21

Last self enrolment:
22 Mar 21

Census:
2 Apr 21

Last withdraw without fail:
16 Apr 21

Dates:
22 Mar 21 - 2 May 21

Results:
1 Jun 21

Last self enrolment:
22 Mar 21

Census:
2 Apr 21

Last withdraw without fail:
16 Apr 21

More teaching periods
HT3  Term 3 HT3  Term 3

Dates:
2 Aug 21 - 12 Sep 21

Results:
12 Oct 21

Last self enrolment:
2 Aug 21

Census:
13 Aug 21

Last withdraw without fail:
27 Aug 21

Dates:
2 Aug 21 - 12 Sep 21

Results:
12 Oct 21

Last self enrolment:
2 Aug 21

Census:
13 Aug 21

Last withdraw without fail:
27 Aug 21


Prerequisites

Nil

Corequisites

Nil

Aims and objectives

This unit concentrates on developing students' understanding of their own ability to lead and manage an enterprise as it moves through stages of growth. Without this awareness of self, students limit their opportunities to create successful enterprises; to form strategic alliances; and to progress their business to its full potential.
Addressing the dynamics of growth that need to be managed, with a particular emphasis on managing human capital. Students will develop an appreciation of the power of organisational culture to enable or impede growth and performance, and an understanding that culture develops whether or not it is actively managed or nurtured.
These dynamics of growth apply whether growth is from small to large, young to mature, private to public, shareholders to stakeholders, simple to complex, potential loss to realised profit, risky to secure.

 
Students who successfully complete this unit will be able to: 
1 Critically analyse a variety of leadership and management styles in the context of the dynamics of a growing organisation
2 Apply coherent and advanced knowledge of personal leadership style and behaviour preferences and take action to address personal limitations that potentially limit leadership effectiveness
3 Critically evaluate the role of organisational culture, and identify the visible and invisible manifestations of organisational culture
4 Communicate proficiently in professional practice to a variety of audiences, function as an effective member or leader of a diverse team