Last modified: 12 Dec 2024 13:46
This course aims to:
• Provide an appreciation of why scenario thinking is needed, what it is based on and its impact on understanding business or policy needs.
• Provide the required management thinking skills and experience of developing plausible scenarios based on your own uncertainties and insights as well as other delegate’s uncertainties and insights.
• Provide a critical understanding of the complex nature of the global business environment and to encourage engagement in a process of multi-future thinking.
| Study Type | Postgraduate | Level | 5 |
|---|---|---|---|
| Term | Second Term | Credit Points | 15 credits (7.5 ECTS credits) |
| Campus | Aberdeen | Sustained Study | No |
| Co-ordinators |
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This course aims to:
• Provide an appreciation of why scenario thinking is needed, what it is based on and its impact on understanding business or policy needs.
• Provide the required management thinking skills and experience of developing plausible scenarios based on your own uncertainties and insights as well as other delegate’s uncertainties and insights.
• Provide a critical understanding of the complex nature of the global business environment and to encourage engagement in a process of multi-future thinking.
| Assessment Type | Summative | Weighting | 60 | |
|---|---|---|---|---|
| Assessment Weeks | Feedback Weeks | |||
| Feedback |
Critical analysis essay |
Word Count | 2000 | |
| Knowledge Level | Thinking Skill | Outcome |
|---|---|---|
| Conceptual | Apply | Articulate what parts of the process distinguish scenario planning from other approaches to planning. |
| Factual | Understand | Differentiate between scenarios and predictions or forecasts. |
| Factual | Understand | Describe how scenario planning approaches can be applied to strategic management problems. |
| Procedural | Analyse | Demonstrate an appreciation of a range of challenges facing organisations operating in the twenty-first century. |
| Assessment Type | Summative | Weighting | 40 | |
|---|---|---|---|---|
| Assessment Weeks | Feedback Weeks | |||
| Feedback |
Assessment on Week 8 of course. Feedback provided Week 11. |
|||
| Knowledge Level | Thinking Skill | Outcome |
|---|---|---|
| Conceptual | Apply | Articulate what parts of the process distinguish scenario planning from other approaches to planning. |
| Factual | Understand | Differentiate between scenarios and predictions or forecasts. |
| Factual | Understand | Describe how scenario planning approaches can be applied to strategic management problems. |
| Procedural | Analyse | Demonstrate an appreciation of a range of challenges facing organisations operating in the twenty-first century. |
There are no assessments for this course.
| Assessment Type | Summative | Weighting | 100 | |
|---|---|---|---|---|
| Assessment Weeks | Feedback Weeks | |||
| Feedback |
2,000-word reflective review |
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| Knowledge Level | Thinking Skill | Outcome |
|---|---|---|
|
|
||
| Knowledge Level | Thinking Skill | Outcome |
|---|---|---|
| Factual | Understand | Differentiate between scenarios and predictions or forecasts. |
| Factual | Understand | Describe how scenario planning approaches can be applied to strategic management problems. |
| Procedural | Analyse | Demonstrate an appreciation of a range of challenges facing organisations operating in the twenty-first century. |
| Conceptual | Apply | Articulate what parts of the process distinguish scenario planning from other approaches to planning. |
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