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UNIVERSITY COLLEGE DUBLIN Master of Science

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UNIVERSITY COLLEGE DUBLIN Master of Science
UNIVERSITY COLLEGE DUBLIN

Master of Science (Singapore)

Business Policy (BMGT4046S)

STUDY GUIDE

MSc18 FT Singapore

Copyright October 2014

Author: Dr Richard Tan (2014)

This manual was prepared for University College Dublin as a comprehensive support for students completing the above mentioned Degree programme.

© This publication may not be reproduced, in whole or in part without permission in from University College Dublin.

Module Co-ordinator: Dr Richard Tan
Email: richard.tan@kaplan.com

TABLE OF CONTENTS PAGE
WELCOME MESSAGE 4
1. INTRODUCTION 6
a. Background details
b. Module aims
c. Programme goals

2. MODULE OUTLINE 9
a. Module learning outcomes
b. Themes and topics
c. Learning materials

3. MODULE DELIVERY SCHEDULE 8
a. Session arrangements
b. Student engagement
c. Office hours arrangements

4. ASSESSMENT DETAILS 11
a. Assignments
b. Module assessment components
i. Assignment 1 ii. Assignment 2 iii. Examination 5. GRADING 17
a. University grading policy
b. Grade descriptors for assessment components

6. CONCLUDING COMMENTS 21 APPENDICES 22

WELCOME MESSAGE

The traditional concept of the strategic planning process is one that is rational and deterministic, and orchestrated by senior managers. Formal planning helps companies make better strategic decisions, and the use of decision aids can help managers make better forecasts. However, formal strategic planning systems do not always produce the desired results. It stresses the importance of strategic decision-making by providing an understanding of how cognitive biases impact strategic decision making along with techniques for improving decision making. Thus requires good strategic leadership that will lead organizations to high
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