Course Title: Strategy, Judgement and a Mind for Management

Part A: Course Overview

Course Title: Strategy, Judgement and a Mind for Management

Credit Points: 12

Course Code




Learning Mode

Teaching Period(s)


City Campus


150H Health Sciences


Sem 1 2008,
Sem 1 2009


City Campus


630H Management


Sem 1 2010,
Sem 2 2011,
Sem 2 2012

Course Coordinator: Wendy Harding

Course Coordinator Phone: +61 3 9925 1482

Course Coordinator

Course Coordinator Location: 108.16.18

Pre-requisite Courses and Assumed Knowledge and Capabilities

Pre-requisite Courses:
BUSM 2240; BUSM 2241; BUSM 2242; BUSM 2243

Capability Linkages:
Linked to Social Architecture of Organisations through knowledge application and critical analysis.

Course Description

To assist students in testing the working hypothesis that "the activity of managing ultimately requires the capacity for making judgements in the face of uncertainty", the course will study how organisational members in management roles use thier judgement in decision-making in complex, turbulent environments.

Objectives/Learning Outcomes/Capability Development

Course Capabilities:

  1. Knowledge application of social science, complexity science and systems psychodynamic concepts and theories as applied to management, decision making, strategic planning and institutional purpose.
  2. Critical analysis of the cognitive, emotive and motivational stances taken by self and others in role in managing and decision making in organisations.
  3. Ability to communicate verbally and in writing within and about sophisticated complex human organisational systems.
  4. Ability to work professionally in the field through the application of learning from the course to work within organisations.
Enabling Knowledge and Skills for Capabilities:
  1. Knowledge or awareness of concepts and theories of social science, complexity science and systems psychodynamics as applied to organisational management, decision making, strategic planning and institutional purpose.
  2. Methods of critical analysis including analysis of conceptual, emotional and motivational stances of self and others in role in organisational settings.
  3. Development of verbal and written communication skills.
  4. Application of learning to organisational settings.

Learning Objectives:

  • Rigorous examination of the conceptual assumptions of management, decision-making, strategic planning and institutional purpose.
  • Identify ways in which managers may work defensively or creatively with uncertainty.
  • Explore the relationship between organisational dynamics and strategic maneuvers.
  • Clarify one’s own expectations of senior management’s ’strategic’ responsibilities.

Overview of Learning Activities

Group-based reflection on field work.

Overview of Learning Resources

All resources available on RMIT’s Blackboard

Overview of Assessment

Individual Assessment:
Fieldwork report on the ’dynamics or organisation strategy’.  (Knowledge, critical analysis, communication, research).

Group Assessment:
A ’case study’ application for a chosen model of strategy. (Application of knowledge, application in a professional setting).