ULMS Electronic Module Catalogue

The information contained in this module specification was correct at the time of publication but may be subject to change, either during the session because of unforeseen circumstances, or following review of the module at the end of the session. Queries about the module should be directed to the member of staff with responsibility for the module.
Title STRATEGIC MANAGEMENT SIMULATION
Code ULMS774
Coordinator Dr D Christopoulou
Strategy, IB and Entrepreneurship
D.Christopoulou@liverpool.ac.uk
Year CATS Level Semester CATS Value
Session 2021-22 Level 7 FHEQ First Semester 10

Pre-requisites before taking this module (other modules and/or general educational/academic requirements):

 

Modules for which this module is a pre-requisite:

 

Programme(s) (including Year of Study) to which this module is available on a required basis:

 

Programme(s) (including Year of Study) to which this module is available on an optional basis:

 

Teaching Schedule

  Lectures Seminars Tutorials Lab Practicals Fieldwork Placement Other TOTAL
Study Hours 4

12

      8

4

28
Timetable (if known) 60 mins X 1 totaling 4
 
180 mins X 1 totaling 12
 
      120 mins X 1 totaling 8
60 mins X 1 totaling 4
 
 
Private Study 72
TOTAL HOURS 100

Assessment

EXAM Duration Timing
(Semester)
% of
final
mark
Resit/resubmission
opportunity
Penalty for late
submission
Notes
             
CONTINUOUS Duration Timing
(Semester)
% of
final
mark
Resit/resubmission
opportunity
Penalty for late
submission
Notes
Group presentation. There is a resit opportunity. Standard UoL penalty applies for late submission. This is not an anonymous assessment.  10 minutes    30       
Individual assignment. There is a resit opportunity. Standard UoL penalty applies for late submission. This is an anonymous assessment.  -2000 words    70       

Aims

This module provides opportunities for students to consider their learning across a range of business areas and apply it in a simulated environment. It enables them to apply their learning in strategy, finance, marketing, and operations management to a simulated business environment and critically reflect on their decisions.


Learning Outcomes

(LO1) Critically evaluate how the processes of strategic management assist organisations in major corporate and business decisions relating to the scope, scale and direction of an organisation’s activities.

(LO2) Be able to critically analyse and evaluate the steps in MNEs’ strategic decisions making process.

(LO3) Demonstrate awareness of how key theoretical models and the managerial accounting framework can support financial decision-making in relation to costing, budgeting, and performance evaluation.

(LO4) Be able demonstrate and evaluate how organisation measure the success of a strategy.

(LO5) Be able to reflect and evaluate their own decision making process.

(S1) Negotiation/ Influencing skills.
This is developed within the group exercise as a series of decisions have to be made in real time. students will have to come to agreement about these to progress each stage of the simulation. They will need to negotiate with the group and persuade the other members to take their preferred decision, or else try to compromise. The assessment requires them to identify how decisions were made, and analyse consequences.

(S2) Decision-making skills.
Students access a range of information. They have to agree on decisions about strategy, finance, operations, marketing and HR based on ongoing feedback and information from the simulation. The student has to critically evaluate key personal learning related to complexity, temporal impacts of decisions, and performance, and their role in the process.

(S3) Communication skills.
Students are put into groups and have to agree their roles and processes as well as their decisions. They have to communicate within the group to reach agreement on decisions and processes, and their assessments draws on team activities and the individual and team performance.

(S4) Personal reflection.
Students are prepared and encouraged in sessions prior to the simulation to consider what their potential role, and the team dynamics, might be. They are then required to analyse and reflect on what actually happened during the simulation, and the impacts, in their individual assignment.

(S5) Presentation skills.
Students will have to deliver a business professional presentation pitching their strategic plan to a hypothetical CEO.

(S6) Group Working.
In the presentation assignment students will be required to work in groups and manage the interaction and relationships with other group members. In doing so, they will gain experience in negotiation, persuasion, influencing and managing conflict.


Teaching and Learning Strategies

Hybrid delivery, with social distancing on campus.

2 hour online asynchronous learning per week x 4 weeks
1 hour online synchronous lecture per week x 4 weeks
3 hour face-to-face seminar every week x 4 weeks
1 hour face-to-face peer-to-peer learning every week (unscheduled) x 4 weeks
Self-directed learning x 72 hours


Syllabus

 

Critically evaluate how the processes of strategic management assist organisations in major corporate and business decisions relating to the scope, scale and direction of an organisation’s activities;

Critically analyse and evaluate the steps in MNEs’ strategic decisions making process;

Demonstrate and evaluate how organisation measure the success of a strategy;

Reflection and assessment – students reflect on their decision-making, complexity, temporal impacts and performance.


Recommended Texts

Reading lists are managed at readinglists.liverpool.ac.uk. Click here to access the reading lists for this module.