Strategic Management-Evaluation of Three Methods
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Strategic management: an evaluation of the use of three learning methods
Department of Strategic Management and Marketing, Nottingham Business School, Nottingham Trent University, Nottingham, UK
Keywords Learning, Strategic management, Simulation, Action learning, Consultancy Abstract The article examines the use of three learning methods in the teaching of strategic management; the case method, simulation and action learning, in the form of a consultancy project. A survey of course members ' perceptions of learning outcomes indicates that simulation is the most effective method. Conclusions are provided for the design of strategic management programmes and the development of action learning projects.
Strategic management
David Jennings
655
Received May 2001 Revised January 2002 Accepted January 2002
Introduction The concepts and techniques of strategic management are a key component of many MBA programmes, focusing upon issues of value creation, competitive behaviour and corporate development. Courses in strategic management often employ a variety of learning methods. Eldredge and Galloway (1983) find that strategic management courses typically make use of a number of methods based upon text, case, management games, field projects and guest speakers. Similarly Jennings ' (1996) survey of strategic management courses in the UK found the majority of those courses to be using a combination of methods; lectures with discussion, case studies, guest speakers, tutorials based on current issues, business games, company-based research projects and consultancy projects. There can be a number of reasons for using multiple learning methods. Various methods may complement each other to promote the development of a wider range of skills
The current issue and full text archive of this journal is available at http://www.emeraldinsight.com/0262-1711.htm
Strategic management: an evaluation of the use of three learning methods
Department of Strategic Management and Marketing, Nottingham Business School, Nottingham Trent University, Nottingham, UK
Keywords Learning, Strategic management, Simulation, Action learning, Consultancy Abstract The article examines the use of three learning methods in the teaching of strategic management; the case method, simulation and action learning, in the form of a consultancy project. A survey of course members ' perceptions of learning outcomes indicates that simulation is the most effective method. Conclusions are provided for the design of strategic management programmes and the development of action learning projects.
Strategic management
David Jennings
655
Received May 2001 Revised January 2002 Accepted January 2002
Introduction The concepts and techniques of strategic management are a key component of many MBA programmes, focusing upon issues of value creation, competitive behaviour and corporate development. Courses in strategic management often employ a variety of learning methods. Eldredge and Galloway (1983) find that strategic management courses typically make use of a number of methods based upon text, case, management games, field projects and guest speakers. Similarly Jennings ' (1996) survey of strategic management courses in the UK found the majority of those courses to be using a combination of methods; lectures with discussion, case studies, guest speakers, tutorials based on current issues, business games, company-based research projects and consultancy projects. There can be a number of reasons for using multiple learning methods. Various methods may complement each other to promote the development of a wider range of skills
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Become more aware of the feelings and beliefs of others. Add to ability to provide meaningful feedback to team members. Motivate people who work with you. Learn to help people resolve conflicts. Increase ability to communicate clearly and effectively with peers. Increase effectiveness as a participant in group problem solving. Experiment with new behaviour. Learn new behaviour. Gain a top management perspective on the operation of an organization. Learn something important about yourself as a manager. The exercise added a lot of realism to the strategic management course. Clarified your career interests. Strategic management 665