This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

Increasingly clinical leaders are being held accountable for improving the quality and safety of patient care and for developing a culture of quality improvement within their teams. In this unit students learn about the quality and governance frameworks and strategies that they can employ within health care to improve system performance, patient safety and patient outcomes. The main approaches used to address quality of care and patient safety are examined and their applications critiqued. Students will explore leadership issues for developing systematic, coherent quality improvement frameworks and quality initiatives that can be applied within their own sphere of practice.

This unit is designed to allow high achieving students who have an interest in potentially undertaking higher degree research after graduation the opportunity to comprehensively explore a relevant topic of interest to them.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

This unit enables students to gain an understanding of the political and social constructions that underpin health care services. It also provides students with the opportunity to explore and critically analyse issues related to the development, implementation and outcomes of health and aged care policies.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

Increasingly clinical leaders are being held accountable for improving the quality and safety of patient care and for developing a culture of quality improvement within their teams. In this unit students learn about the quality and governance frameworks and strategies that they can employ within health care to improve system performance, patient safety and patient outcomes. The main approaches used to address quality of care and patient safety are examined and their applications critiqued. Students will explore leadership issues for developing systematic, coherent quality improvement frameworks and quality initiatives that can be applied within their own sphere of practice.

This unit is designed to allow high achieving students who have an interest in potentially undertaking higher degree research after graduation the opportunity to comprehensively explore a relevant topic of interest to them.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

Increasingly clinical leaders are being held accountable for improving the quality and safety of patient care and for developing a culture of quality improvement within their teams. In this unit students learn about the quality and governance frameworks and strategies that they can employ within health care to improve system performance, patient safety and patient outcomes. The main approaches used to address quality of care and patient safety are examined and their applications critiqued. Students will explore leadership issues for developing systematic, coherent quality improvement frameworks and quality initiatives that can be applied within their own sphere of practice.

This unit is designed to allow high achieving students who have an interest in potentially undertaking higher degree research after graduation the opportunity to comprehensively explore a relevant topic of interest to them.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

Increasingly clinical leaders are being held accountable for improving the quality and safety of patient care and for developing a culture of quality improvement within their teams. In this unit students learn about the quality and governance frameworks and strategies that they can employ within health care to improve system performance, patient safety and patient outcomes. The main approaches used to address quality of care and patient safety are examined and their applications critiqued. Students will explore leadership issues for developing systematic, coherent quality improvement frameworks and quality initiatives that can be applied within their own sphere of practice.

This unit is designed to allow high achieving students who have an interest in potentially undertaking higher degree research after graduation the opportunity to comprehensively explore a relevant topic of interest to them.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit aims for postgraduate students to apply scientific methods to a variety of research situations and questions; to understand the range of ways in which additions to knowledge in the applied sciences are initiated, validated and communicated and to prepare and trial research designs best suited to the particular type of issue each student wishes to address. The unit is taught through self-paced, self-directed learning. Class contact will be a three-day workshop, in the first and second half of session, respectively. Students will have the opportunity to field test their own research design.

This Unit provides health leaders with an introduction to financial management in health and aged care settings as a basis for understanding the impact of leadership decision-making on financial outcomes and how financial decision-making impacts on clinical service delivery. Content includes an overview of health economics and economic evaluation, health care funding models, the principles, practices and tools for financial planning and management, basic accounting principles and financial terminology and using financial information and reporting for negotiating financial plans, tracking and evaluating financial performance and using financial information in decision-making within the clinical environment.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.

This unit examines the nature of public health and develops a systemic understanding of various public health policy frameworks and issues. The unit provides the context and history for understanding public health approaches, explores the cultural and social dimensions of health and illness and the economic and political environment in which health policies and strategies are developed and implemented. The unit advocates a view of health that includes an implicit recognition of the physical, social and economic environment, affirms the importance of social justice and equity in health care, and emphasises the importance of inter-sectoral collaboration.

The concept, form and structure of health care organisations are explored. Organisational theory is used to analyse contemporary health care structures. Factors which influence organisational design, function and effectiveness are discussed including: organisational behaviour, strategy, culture, power and politics, technology, sustainability and effectiveness. A major focus is planning for strategic organisational development to meet the challenges of rapid change and the need for performance improvements in patient care delivery. Concepts related to the strategic development of workforce capacity in the health care arena considered through the application of theories including the learning organisation. Leadership is examined with emphasis on change management.

This capstone unit synthesises concepts and understanding developed in the core of the course. Strategic decisions are those that determine the overall direction of an enterprise and its ultimate viability in the light of the predictable changes that may occur in its environments. Typically, strategic decisions follow an analysis of an enterprise's strengths, weaknesses, opportunities and external constraints. This unit examines these processes, recognising that they cannot be divorced from the interests of stakeholders and the constraints of structure and information networks. The unit places strategic management in an historical context to identify changing trends, in particular the pressures towards internationalisation, globalisation, and gaining a competitive advantage. It critically examines the major theoretical approaches to strategy and emerging trends in this field of study. It analyses how decision-making processes, leadership, and organisational politics impact on the strategic activities of managers. Drawing on various concepts, theories and approaches, a dynamic, contingent and contested view is presented of strategic management. A critical overview is provided of the frameworks and models used in strategic analysis and decision-making. Strategic decisions follow from an analysis of corporate (multi-business), business (competitive) and functional (value-added) level strategies. These strategic processes cannot be divorced from the interests of stakeholders and the negotiated order found in all organisations. Issues relating to the implementation of strategy, particularly in relation to managing change are examined.

This unit provides an introduction to the Human Resource Management (HRM) function in business and government organisations within the Australian socio-political context. It provides an overview of the function; an examination of its relationships with other business functions; a review of its foundation disciplines (psychology, sociology, law, economics, management and organisation theory); a study of the concept of professional HRM practice; and an examination of trends in HRM practice, taking into account projected legal, technological and economic change. Various models of the HR function are reviewed and an attempt is made to integrate HR and industrial relations activities into an HR employment relations model.