Business Strategy and Simulation

Curriculum guideline

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Course
BUSN 2275
Discontinued
No
Course code
BUSN 2275
Descriptive
Business Strategy and Simulation
Department
Business
Faculty
Commerce & Business Administration
Credits
3.00
Start date
End term
Not Specified
PLAR
No
Semester length
15 Weeks X 4 Hours per Week = 60 Hours
Max class size
24
Contact hours
Lecture: 2 Hours Seminar: 2 Hours Total: 4 Hours
Method(s) of instruction
Lecture
Seminar
Learning activities

Lectures and Computer Labs

This course is taught using a combination of lectures, case analyses, and team-work. Student teams will be given the opportunity to implement and analyze business strategic decisions of their choice in detail and present the results of such strategies in class. The purpose of the competing teams will be to explore and discuss new cutting-edge business strategies.

Course description
This course will provide students with an introduction to strategic management, which students will practice using a computerized business simulation. Topics covered include: Company missions, external environment, internal analysis and company profile, objective and strategies in the long and short term, strategic analysis, and implementation. Various strategic business models will be introduced and analyzed. This course will consider all the functional strategies in a corporate entity. This is a capstone course to be taken in the final semester of a diploma program.
Course content
  1. Overview of Strategic Management.
  2. Company Mission.
  3. External Environment.
  4. Environmental Forecasting.
  5. Internal Analysis and Company Profile.
  6. Formulation of Objectives and Strategies, Long and Short-term.
  7. Strategic Analysis and Choice.
  8. Implementation.
  9. Strategic Simulation using a Computer Model.
Learning outcomes

The student will be able to:

  1. Develop a managerial approach to analyzing business problems.
  2. Apply the skills necessary to develop corporate, business level and functional level strategies that will create competitive advantages and be able to defend their selection for a particular business situation.
  3. Apply a number of theoretical tools to analyze a company’s competitive environment;
  4. Recommend, describe and analyze aspects of business strategy.
  5. Solve case problems using business strategy concepts.
  6. Prepare reports which analyze and explain business strategy.
Means of assessment
Term Examination      20%
Case Studies (1-10) 10-30%
Oral Presentation       5%
Simulation Quiz       5%
Group Reports (1-4) 10-30%
Simulation Performance 10-30%
Participation      10%
      100%

Students may conduct research as part of their coursework in this class. Instructors for the course are responsible for ensuring that student research projects comply with College policies on ethical conduct for research involving humans, which can require obtaining Informed Consent from participants and getting the approval of the Douglas College Research Ethics Board prior to conducting the research.

Textbook materials

Textbooks and Materials to be Purchased by Students:

Dess, G.G., Lumpkin, G.T., Eisner, A.B., Peridis, T., Strategic Management, Creating Competitive Advantages, latest Canadian Ed., McGraw-Hill Ryerson. 

One of the following computer simulations, depending upon instructor's choice and inter-institutional agreements:


Arthur A. Thompson, Jr., Stappenbeck and Reidenbach: BSG.
GLO-BUS Software, Inc.  The Business Strategy Game is marketed exclusively by McGraw-Hill / Irwin, Inc.

 

Jensen, R. L.  Business Management Laboratory, Latest Ed.  Richard D. Irwin 

 

Scott, Strickland, Hofmeister and Thompson.  Micromatic: A Strategic Management Simulation, Latest Ed.  Houghton Mifflin Co.

               

Smith, J. R. and Golden, P. A.  Corporation, a Strategic Management Simulation Latest Ed.  Prentice Hall

Prerequisites

(ACCT 1210 or ACCT 1235) and BUSN 1210 and (CSIS 1110 or CSIS 1190) and (CMNS 1111 OR CMNS 1115 or ENGL 1100-level except ENGL 1124)

Equivalencies

Courses listed here are equivalent to this course and cannot be taken for further credit:

  • No equivalency courses
Which prerequisite

None.