| 8W Teaching Period 1, 2022 Online | |
| Units : | 1 |
| Faculty or Section : | Faculty of Business, Education, Law and Arts |
| School or Department : | School of Business |
| Grading basis : | Graded |
| Course fee schedule : | /current-students/administration/fees/fee-schedules |
Staffing
Examiner:
Requisites
Pre-requisite: Students must be enrolled in one of the following Programs: MBAL or GDBA or GCBA
Co-requisite: MBA8001
Overview
Approaching decision-making strategically is critical to achieving sustainable business performance. This involves recognition of how the decision stimulus triggers different types of decisions, impacts timing and the decision-making process needed. Your leadership identity, the dynamics of organisations, integrity of evidence and the factors that influence decision-making also influence how you make decisions. Success relies on being strategic about what evidence to consider and how this aligns with the organisation鈥檚 purpose and goals. Strategic approaches to decision-making also include accounting for the consequences of those decisions on the various functions and stakeholders of the organisation.
This course will explore what it means to approach decision-making strategically and how your leadership identity will influence this. You will analyse various approaches to decision-making to determine the approach most suited for the stimulus, type and context of the decision being made. You will critically analyse the various factors that influence decision-making in an organisational context. You will examine the various forms of evidence that can inform decision-making as well as ways of validating, interrogating and integrating that evidence to ensure you make sound and intentional decisions. The concept of wicked problems will be introduced to highlight the challenges faced by senior leaders when making decisions. You will also explore the ways to measure the impact and consequences of your decision making.
Course learning outcomes
On successful completion of this course students should be able to:
- Leverage your leadership identity to strategically make decisions using evidence and judgement in complex situations
- Analyse various approaches to decision making to determine the approach most suited for the stimulus, type and context of the decision
- Explore the factors that influence the way decisions are made to ensure a strategic approach is taken.
- Judge the impact and consequences of decisions to inform future decision-making and ongoing organisational and personal learning.
Topics
| Description | Weighting(%) | |
|---|---|---|
| 1. | What does it mean to take a strategic approach to decision-making? | 10.00 |
| 2. | Influences on decision making: Evidence 鈥� | 20.00 |
| 3. | Influences on decision-making: Organisational and cultural | 20.00 |
| 4. | Influences on decision-making: Psychological and personal factors | 20.00 |
| 5. | How to make a decision strategically | 15.00 |
| 6. | Judging the impact and consequences of decisions and organisational learning | 15.00 |
Text and materials required to be purchased or accessed
Student workload expectations
To do well in this subject, students are expected to commit approximately 10 hours per week including class contact hours, independent study, and all assessment tasks. If you are undertaking additional activities, which may include placements and residential schools, the weekly workload hours may vary.
Assessment details
| Description | Weighting (%) |
|---|---|
| Workbook activities weeks 1-3 | 30 |
| Workbook activities weeks 4-6 | 30 |
| Report | 40 |