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Studieren in New ZealandStudieren in New Zealand
21. April 202321. April 2023
University of WaikatoUniversity of Waikato
Location: Waikato Mangement School, Hamiliton
Degree: Master of Business Administration Fees: appr. 6,700 EUR Time: 10 months Students: appr. 3,100 undergratuated and 800
gratuated Key Staff:
John Tucker, Director Executive Education Cathie Breeuwer, Programme Coordinator Terry Hannett, Programme Coordinator
Location: Waikato Mangement School, Hamiliton
Degree: Master of Business Administration Fees: appr. 6,700 EUR Time: 10 months Students: appr. 3,100 undergratuated and 800
gratuated Key Staff:
John Tucker, Director Executive Education Cathie Breeuwer, Programme Coordinator Terry Hannett, Programme Coordinator
Map of New ZealandMap of New Zealand
University of WaikatoUniversity of Waikato
Subjects The Business Environment Corporate Finance and Performance The Creation of Sustainable Value Leadership and Transformation Organisational Learning and Knowledge
Management Decision and Operations Management International Enterprise Management
Action Research Project Major Research Project
Subjects The Business Environment Corporate Finance and Performance The Creation of Sustainable Value Leadership and Transformation Organisational Learning and Knowledge
Management Decision and Operations Management International Enterprise Management
Action Research Project Major Research Project
Living in New ZealandLiving in New Zealand
Miete zwischen $200 und $370 pro Woche
Lebenshaltung wie zu DM-ZeitenAlkohol und Tabak so teuer wie hierLinksverkehrNon-Smoking in Pubs und Clubs4 Mio. Einwohner (3/4 auf der Nordinsel)Großer asiatischer EinflussKatzensprung nach Aussi und Karibik
Miete zwischen $200 und $370 pro Woche
Lebenshaltung wie zu DM-ZeitenAlkohol und Tabak so teuer wie hierLinksverkehrNon-Smoking in Pubs und Clubs4 Mio. Einwohner (3/4 auf der Nordinsel)Großer asiatischer EinflussKatzensprung nach Aussi und Karibik
Hier noch ein paar Eindrücke
90 Mile Beach
Auckland Skyline
South Island
South Island
South Island
South IslandDrehort für “Lord of the Ring”
Hauptstadt: Wellington
Where the streets have no names….
AppendixAppendix
Beschreibung der einzelnen Fächer
Beschreibung der einzelnen Fächer
The Business EnvironmentThe Business Environment
The Drivers for Business in Today’s Global Environment
The organisational world of the past no longer reflects traditional views of the nature of management and leadership. Increasingly leaders in all fields are called on to cope with the rapidly-changing needs of the “new” economy. The Internet has posed huge challenges to notions of state and corporate power, intellectual property and the nature of organisations. Networks have replaced hierarchies. Technology is now so pervasive it is almost invisible. Managers who used to add value by co-ordinating and directing the use of specified, usually tangible, resources must now achieve success by managing intangible assets and influencing business outcomes through effective relationships with supply chain partners.
Today’s business requires development of organisational understanding and collaborative relationships with a wide range of stakeholders. Collaboration not only influences knowledge transfer and wealth creation but also the complexity of organising, running and regulating business ventures. Business can no longer operate without application of sustainability principles that embrace societal, cultural and environmental, as well as financial outcomes.
Good governance of business requires a fundamental mindset shift such that all aspects of the business embrace issues that ensure sustainability, and do so in an ethical manner, that transparently offers clear ‘corporate social responsibility’. Governance issues have become increasingly important as company life cycles get shorter and technology makes understanding of the business more complex.
Operating in a multi-cultural country, and the global community, requires business to recognise the issues of cultural awareness in the new business paradigm. The new ways of doing business need to embrace these cultural dimensions, and develop ways to leverage opportunities.
Networks, alliances, the growth of knowledge communities and interest in supply chain and demand chain management all illustrate the groundswell that is occurring. The megatrend away from large, monolithic structures was documented more than two decades ago. Virtual organisations have not yet come to dominate the market place but undeniably technology is shortening value chains and opening up new ways of doing business. Finally, technology has made international business not only possible but more or less mandatory for many organisations. For some it has facilitated the creation of regional structures that involve offshore management and knowledge networks. For others, it has opened pathways for new supply chain relationships that are largely independent of distance. The international dimension brings with it an increased requirement to understand the legal and regulatory issues that cross jurisdictional boundaries along with knowledge and capital flows.
The purpose of this paper is to stimulate thinking about the broad issues resulting from globalisation, technology and the knowledge/imagination economy in the twenty first century business environment.
The Drivers for Business in Today’s Global Environment
The organisational world of the past no longer reflects traditional views of the nature of management and leadership. Increasingly leaders in all fields are called on to cope with the rapidly-changing needs of the “new” economy. The Internet has posed huge challenges to notions of state and corporate power, intellectual property and the nature of organisations. Networks have replaced hierarchies. Technology is now so pervasive it is almost invisible. Managers who used to add value by co-ordinating and directing the use of specified, usually tangible, resources must now achieve success by managing intangible assets and influencing business outcomes through effective relationships with supply chain partners.
Today’s business requires development of organisational understanding and collaborative relationships with a wide range of stakeholders. Collaboration not only influences knowledge transfer and wealth creation but also the complexity of organising, running and regulating business ventures. Business can no longer operate without application of sustainability principles that embrace societal, cultural and environmental, as well as financial outcomes.
Good governance of business requires a fundamental mindset shift such that all aspects of the business embrace issues that ensure sustainability, and do so in an ethical manner, that transparently offers clear ‘corporate social responsibility’. Governance issues have become increasingly important as company life cycles get shorter and technology makes understanding of the business more complex.
Operating in a multi-cultural country, and the global community, requires business to recognise the issues of cultural awareness in the new business paradigm. The new ways of doing business need to embrace these cultural dimensions, and develop ways to leverage opportunities.
Networks, alliances, the growth of knowledge communities and interest in supply chain and demand chain management all illustrate the groundswell that is occurring. The megatrend away from large, monolithic structures was documented more than two decades ago. Virtual organisations have not yet come to dominate the market place but undeniably technology is shortening value chains and opening up new ways of doing business. Finally, technology has made international business not only possible but more or less mandatory for many organisations. For some it has facilitated the creation of regional structures that involve offshore management and knowledge networks. For others, it has opened pathways for new supply chain relationships that are largely independent of distance. The international dimension brings with it an increased requirement to understand the legal and regulatory issues that cross jurisdictional boundaries along with knowledge and capital flows.
The purpose of this paper is to stimulate thinking about the broad issues resulting from globalisation, technology and the knowledge/imagination economy in the twenty first century business environment.
Corporate Finance and Performance
Corporate Finance and Performance
The paper is concerned with the financial management of corporations.It considers capital structure and financing decisions, company and project valuation, optimal allocation of financial resources and contemporary issues in finance.
The paper is concerned with the financial management of corporations.It considers capital structure and financing decisions, company and project valuation, optimal allocation of financial resources and contemporary issues in finance.
The Creation of Sustainable Value
The Creation of Sustainable Value
In this paper we consider the nature of value and the ways it can be created and added. Includes discussion of value and demand chains, brand building, creativity and innovation processes.
New Zealand and international entrepreneurs constantly strive to create value and wealth. Their enterprising mindset and constant use of the tools of innovation often see wealth and thus value creation occur at three levels: • Personal value • Organisational value • Community value
We will consider creative and innovative ways to identify ideas that may create powerful and lasting synergies or value. We will then drive your creative and innovative "idea" through an intensive process to determine whether or not value can turn from the "concept" to a product or service that will enter, survive and thrive in the market place.
Your Value Proposition is dependent upon your ability to work effectively within a team and communicate powerfully and convincingly that your "idea" is worth their time, money and effort. We will explore many ways for you to sell yourself and sell the deal!
In this paper we consider the nature of value and the ways it can be created and added. Includes discussion of value and demand chains, brand building, creativity and innovation processes.
New Zealand and international entrepreneurs constantly strive to create value and wealth. Their enterprising mindset and constant use of the tools of innovation often see wealth and thus value creation occur at three levels: • Personal value • Organisational value • Community value
We will consider creative and innovative ways to identify ideas that may create powerful and lasting synergies or value. We will then drive your creative and innovative "idea" through an intensive process to determine whether or not value can turn from the "concept" to a product or service that will enter, survive and thrive in the market place.
Your Value Proposition is dependent upon your ability to work effectively within a team and communicate powerfully and convincingly that your "idea" is worth their time, money and effort. We will explore many ways for you to sell yourself and sell the deal!
Leadership and TransformationLeadership and Transformation
Welcome to Leadership and Transformation. Our focus in this paper will be on the ways leaders and followers interact and the ways leaders attempt to create and shape meanings through communication. Additionally, we will explore communication about leadership and the assumptions, beliefs, and values embedded and shaped in leadership practices. Leadership and Transformation is designed to strengthen the effective self-management that aspiring leaders need to understand and to utilise the power of commitment, vision and sense-making that are essential to well-performing organisations. The purpose of the paper is:
to build on the self, leadership, and change management toolkit of Influencing Organisational Behaviour and Managing People in Organisations;
to examine what it means to be a good leader combining ethics and excellence;
to develop the internal and external communication skills of leadership; and;
to practice connecting with creative imagination and diverse theories to transform challenges.
Welcome to Leadership and Transformation. Our focus in this paper will be on the ways leaders and followers interact and the ways leaders attempt to create and shape meanings through communication. Additionally, we will explore communication about leadership and the assumptions, beliefs, and values embedded and shaped in leadership practices. Leadership and Transformation is designed to strengthen the effective self-management that aspiring leaders need to understand and to utilise the power of commitment, vision and sense-making that are essential to well-performing organisations. The purpose of the paper is:
to build on the self, leadership, and change management toolkit of Influencing Organisational Behaviour and Managing People in Organisations;
to examine what it means to be a good leader combining ethics and excellence;
to develop the internal and external communication skills of leadership; and;
to practice connecting with creative imagination and diverse theories to transform challenges.
Organisational Learning and Knowledge Management
Organisational Learning and Knowledge Management
Organisational Learning and Knowledge Management have been and may be respectively the “Next Big Thing” in management thinking. From the early work of Peter Senge to popularise systems thinking and the Learning Organisation routines through to the present day, there has been a huge shift in thinking in this area. Early attempts to automate knowledge were singularly unsuccessful and this has led some organisations to dismiss Knowledge Management as “too difficult,” but some major corporations are now investing heavily in more sophisticated approaches to collaborative work practices as part of their quest for sustainable management practices. The notion of Knowledge Management has evolved over time and is now seen to converge with other disciplines such as Organisational Learning and the Learning Organisation. The first phase focused primarily on explicit knowledge that can be digitised and stored at a corporate level – the information processing perspective. As Knowledge Management evolved, the importance of tacit knowledge, and its sticky nature that offers sustainable competitive advantage for an organisation, has been recognised. Large corporations are now making significant investments in both human capital and technological enablers in the quest for greater customer value, through effective Knowledge Management.
The paper has been designed to demonstrate the above concepts, through the provision of reading material, class discussions and hands-on exercises. It also tests the material it covers, especially through independent assignments in a practical context. We will not only be learning, but also talking about and investigating our own learning as an inherent part of studying these topics. Much of the learning will come from taking an active role in the class sessions.
The course is broken up conceptually into four blocks:Sessions 1-3 explore the nature of organisational learning with a particular emphasis on a systemic understanding of the organisation. After providing a framework for the paper, organisational learning is introduced and discussed at both organisational and individual levels. These sessions conclude with the ‘beer game’, a simulation game where participants experience (and hopefully learn about) being part of a system.
Sessions 4-6 explore the development of Knowledge Management, from early applications of software tools to recent investments in knowledge workers and valuation of knowledge assets. The sessions look at the transitions in thinking about and managing knowledge. First the area of codification and dissemination of knowledge through electronic means is investigated, and then the subject of tacit knowledge is explored in depth, looking in particular at the nature of tacit knowledge and the extent to which it can be made explicit and shared easily.
Sessions 7-9 moves from an organisational level to the level of inter-organisations. These sessions examine the barriers that impede learning across all levels in the organisation, and the critical issue of knowledge transfer across inter-organisation, especially in context of partnerships. It also looks at forms of organisations, or the type of organisational orientations, of an organisation that learns well. Session 9 covers the areas of leveraging knowledge through knowledge workers and measuring the benefits of knowledge assets in organisations. Some aspects of Knowledge Management and the NZ economy are introduced.
Sessions 10, 11 and 12 are taken by our visiting speaker Dr Verna Allee. They are based around her book The future of knowledge: Increasing prosperity through value networks and address the theme of Knowledge Complexity. This will complement the first three classes which include an exploration of systems thinking.
Organisational Learning and Knowledge Management have been and may be respectively the “Next Big Thing” in management thinking. From the early work of Peter Senge to popularise systems thinking and the Learning Organisation routines through to the present day, there has been a huge shift in thinking in this area. Early attempts to automate knowledge were singularly unsuccessful and this has led some organisations to dismiss Knowledge Management as “too difficult,” but some major corporations are now investing heavily in more sophisticated approaches to collaborative work practices as part of their quest for sustainable management practices. The notion of Knowledge Management has evolved over time and is now seen to converge with other disciplines such as Organisational Learning and the Learning Organisation. The first phase focused primarily on explicit knowledge that can be digitised and stored at a corporate level – the information processing perspective. As Knowledge Management evolved, the importance of tacit knowledge, and its sticky nature that offers sustainable competitive advantage for an organisation, has been recognised. Large corporations are now making significant investments in both human capital and technological enablers in the quest for greater customer value, through effective Knowledge Management.
The paper has been designed to demonstrate the above concepts, through the provision of reading material, class discussions and hands-on exercises. It also tests the material it covers, especially through independent assignments in a practical context. We will not only be learning, but also talking about and investigating our own learning as an inherent part of studying these topics. Much of the learning will come from taking an active role in the class sessions.
The course is broken up conceptually into four blocks:Sessions 1-3 explore the nature of organisational learning with a particular emphasis on a systemic understanding of the organisation. After providing a framework for the paper, organisational learning is introduced and discussed at both organisational and individual levels. These sessions conclude with the ‘beer game’, a simulation game where participants experience (and hopefully learn about) being part of a system.
Sessions 4-6 explore the development of Knowledge Management, from early applications of software tools to recent investments in knowledge workers and valuation of knowledge assets. The sessions look at the transitions in thinking about and managing knowledge. First the area of codification and dissemination of knowledge through electronic means is investigated, and then the subject of tacit knowledge is explored in depth, looking in particular at the nature of tacit knowledge and the extent to which it can be made explicit and shared easily.
Sessions 7-9 moves from an organisational level to the level of inter-organisations. These sessions examine the barriers that impede learning across all levels in the organisation, and the critical issue of knowledge transfer across inter-organisation, especially in context of partnerships. It also looks at forms of organisations, or the type of organisational orientations, of an organisation that learns well. Session 9 covers the areas of leveraging knowledge through knowledge workers and measuring the benefits of knowledge assets in organisations. Some aspects of Knowledge Management and the NZ economy are introduced.
Sessions 10, 11 and 12 are taken by our visiting speaker Dr Verna Allee. They are based around her book The future of knowledge: Increasing prosperity through value networks and address the theme of Knowledge Complexity. This will complement the first three classes which include an exploration of systems thinking.
Decision and Operations Management
Decision and Operations Management
This paper covers topics which are interlinked. Operations Management, which includes design of
production and services, process selection, supply chain, and quality management, is concerned with the efficient and effective utilisation of resources in an organisation. In today's global business environment, sustainable competitive advantage must be maintained through attention to the elements of Operations Management, focus on the marketplace, and attention to the customer.
The science of Decision Making is also explored, to
assist not only with fundamental decision making in the areas of Operations, Supply Chain and Quality management, but to provide a skill set for all elements of management covered in the MBA degree.
This paper covers topics which are interlinked. Operations Management, which includes design of
production and services, process selection, supply chain, and quality management, is concerned with the efficient and effective utilisation of resources in an organisation. In today's global business environment, sustainable competitive advantage must be maintained through attention to the elements of Operations Management, focus on the marketplace, and attention to the customer.
The science of Decision Making is also explored, to
assist not only with fundamental decision making in the areas of Operations, Supply Chain and Quality management, but to provide a skill set for all elements of management covered in the MBA degree.
International Enterprise Management
International Enterprise Management
Welcome to International Enterprise Management. Starting with effective self-management, aspiring leaders need to understand and utilise the power of commitment, vision and sense-making that are essential to well-performing organisations. These attributes are an extension of the foundation toolkit provided in the first paper.
We hope that you will enjoy this paper and be able to apply much of what you learn to your work and daily life. The paper will blend theory and illustrations to help you to gain insights into practical business issues.
The primary objective is to better understand how individual firms can achieve competitive advantage in the long-termin the global community. We hope that you will leave the course with greater confidence to manage strategic issues in a dynamic competitive environment.
To get the most out of these classes it’s important that you participate fully. The case discussion is critical to the course so please read the cases in advance. The class atmosphere will be relaxed and informal, so please feel free to raise questions and offer points for discussion at any time.
Learning OutcomesThis paper will focus on developing managerial tools and strategies suited to move organisations into the global market place, including a strong action learning component. We discuss the core competencies that companies need to become sustainable as multi-national enterprises, the proactive identification and management of country-specific factors such as culture, legal system, trade block relationships, political preferences, etc. We will reconcile current academic findings with practically relevant experiences and create a comprehensive development model for sustainable global management.
Using examples of successes and failures from various countries, we explore the risk factors of developing a global focus, including franchising, alliances, partnerships, licensing and other techniques. We explore key action items to satisfy stakeholder demands for transparency and sustainable value propositions, with an illumination of the differences in sustainability expectations in key geographic regions.
This paper concludes with the creation of an effective business plan to expand an existing domestic firm into the global market, to create a corporate culture that supports the requirements of multi-national activities, and to produce sustainable value from a multitude of foreign sources.
Welcome to International Enterprise Management. Starting with effective self-management, aspiring leaders need to understand and utilise the power of commitment, vision and sense-making that are essential to well-performing organisations. These attributes are an extension of the foundation toolkit provided in the first paper.
We hope that you will enjoy this paper and be able to apply much of what you learn to your work and daily life. The paper will blend theory and illustrations to help you to gain insights into practical business issues.
The primary objective is to better understand how individual firms can achieve competitive advantage in the long-termin the global community. We hope that you will leave the course with greater confidence to manage strategic issues in a dynamic competitive environment.
To get the most out of these classes it’s important that you participate fully. The case discussion is critical to the course so please read the cases in advance. The class atmosphere will be relaxed and informal, so please feel free to raise questions and offer points for discussion at any time.
Learning OutcomesThis paper will focus on developing managerial tools and strategies suited to move organisations into the global market place, including a strong action learning component. We discuss the core competencies that companies need to become sustainable as multi-national enterprises, the proactive identification and management of country-specific factors such as culture, legal system, trade block relationships, political preferences, etc. We will reconcile current academic findings with practically relevant experiences and create a comprehensive development model for sustainable global management.
Using examples of successes and failures from various countries, we explore the risk factors of developing a global focus, including franchising, alliances, partnerships, licensing and other techniques. We explore key action items to satisfy stakeholder demands for transparency and sustainable value propositions, with an illumination of the differences in sustainability expectations in key geographic regions.
This paper concludes with the creation of an effective business plan to expand an existing domestic firm into the global market, to create a corporate culture that supports the requirements of multi-national activities, and to produce sustainable value from a multitude of foreign sources.
Action Research ProjectAction Research Project The primary purpose of the Action Research Project (ARP) is to allow the participants to apply their knowledge through
a close working relationship with existing businesses and their respective management teams. The paper is based on the knowledge that taught materials are better understood when they are applied. We call this process Action Learning and consider it an important element of this programme to immerse participants in the real marketplace. We offer this Action Research Project concurrently to in-class teaching and throughout the duration of the MBA programme. Groups of participants rather than individuals will be assigned an Action Research Project. Each of the various tasks embedded within the Action Research Project will allow for interaction within the study group and for individual learning, through the separate roles each participant will perform within the group. The outcome of this paper will be a greatly enhanced understanding of management operations as performed in a variety of business settings, likely at levels of managerial decision-making which is more advanced than those the participants currently hold.
The second important function of this paper is to provide an integrative mechanism for the MBA as a whole. This is achieved by selecting projects which allow the application of the materials taught in-class. Through the teaching of methods to analyse current business settings and comparing them to relevant external and internal criteria, the foundation is established for all of the programme material to find its way into the Action Research Project. The project can be intergenerational as the timelines for the respective business ventures can extend beyond the time-frame of any specific MBA programme.
The third feature of the Action Research Project is to promote the development of new skill sets in an environment which would otherwise not be available to the participants. It will demand the application of knowledge in areas such as creating sustainable corporate values, project management, practical business operation, ethical relationship building and expansion of each participant’s current expertise.
Aside from the academic goals which are a prerequisite for the completion of this paper, participants’ achievements will be measured by their abilities to operate competitively and to identify, create, manage and improve commercial value.
Unless market forces impact on the commercial viability of a given business venture, one business project will be assigned to each group for the Action Research Project, and all participants on the MBA programme will be required to participate. Participation will be generally as the member of a study group, but each participant will need to demonstrate individual performance to satisfactorily complete this paper.
This is an action learning paper, so please note two important provisos: This is not a game, or a business simulation. Each group will interface, in their role as consultants/managers for a firm
operated by the Waikato Management School, with operating businesses and their management, staff, and other stakeholders. Participants must act on a highly professional level, representing themselves, their group, the School and its teachings, and the values they all stand for.
The balancing of normal work, study, home life and the Action Research Project must be done with due regard to the interests of all parties. It is expected that the group will distribute the workload among the participants to blend the demands of these factors into practical performance.
The primary purpose of the Action Research Project (ARP) is to allow the participants to apply their knowledge through a close working relationship with existing businesses and their respective management teams. The paper is based on the knowledge that taught materials are better understood when they are applied. We call this process Action Learning and consider it an important element of this programme to immerse participants in the real marketplace. We offer this Action Research Project concurrently to in-class teaching and throughout the duration of the MBA programme. Groups of participants rather than individuals will be assigned an Action Research Project. Each of the various tasks embedded within the Action Research Project will allow for interaction within the study group and for individual learning, through the separate roles each participant will perform within the group. The outcome of this paper will be a greatly enhanced understanding of management operations as performed in a variety of business settings, likely at levels of managerial decision-making which is more advanced than those the participants currently hold.
The second important function of this paper is to provide an integrative mechanism for the MBA as a whole. This is achieved by selecting projects which allow the application of the materials taught in-class. Through the teaching of methods to analyse current business settings and comparing them to relevant external and internal criteria, the foundation is established for all of the programme material to find its way into the Action Research Project. The project can be intergenerational as the timelines for the respective business ventures can extend beyond the time-frame of any specific MBA programme.
The third feature of the Action Research Project is to promote the development of new skill sets in an environment which would otherwise not be available to the participants. It will demand the application of knowledge in areas such as creating sustainable corporate values, project management, practical business operation, ethical relationship building and expansion of each participant’s current expertise.
Aside from the academic goals which are a prerequisite for the completion of this paper, participants’ achievements will be measured by their abilities to operate competitively and to identify, create, manage and improve commercial value.
Unless market forces impact on the commercial viability of a given business venture, one business project will be assigned to each group for the Action Research Project, and all participants on the MBA programme will be required to participate. Participation will be generally as the member of a study group, but each participant will need to demonstrate individual performance to satisfactorily complete this paper.
This is an action learning paper, so please note two important provisos: This is not a game, or a business simulation. Each group will interface, in their role as consultants/managers for a firm
operated by the Waikato Management School, with operating businesses and their management, staff, and other stakeholders. Participants must act on a highly professional level, representing themselves, their group, the School and its teachings, and the values they all stand for.
The balancing of normal work, study, home life and the Action Research Project must be done with due regard to the interests of all parties. It is expected that the group will distribute the workload among the participants to blend the demands of these factors into practical performance.
Major Research ProjectMajor Research Project
The Major Research Project provides an opportunity to investigate a topic in depth. It is the culmination of the MBA programme and will test your ability to apply and integrate the theories, models and experiences gained throughout your study programme.
Before you start work on your research topic, you will attend a Research Methods workshop. Its purpose is to explore the methods, methodologies and research approaches expected of an independent applied research project.
The Major Research Project provides an opportunity to investigate a topic in depth. It is the culmination of the MBA programme and will test your ability to apply and integrate the theories, models and experiences gained throughout your study programme.
Before you start work on your research topic, you will attend a Research Methods workshop. Its purpose is to explore the methods, methodologies and research approaches expected of an independent applied research project.
