Course coordinator
Dr Jonathan Staggs
Course overview
- Study period
- Semester 1, 2025 (24/02/2025 - 21/06/2025)
- Study level
- Postgraduate Coursework
- Location
- St Lucia
- Attendance mode
- In Person
- Units
- 2
- Administrative campus
- St Lucia
- Coordinating unit
- Business School
This course introduces students to the different types of information that managers and other decision-makers gather, and the tools used to analyse that information for effective business decisions. It provides an overview of the extensive range of strategic and operational frameworks drawn from fields such as strategic management, financial management, marketing, human resource management, supply chain management and international business. The purpose of this comprehensive toolkit course is not only to provide students with a wide range of the necessary business analytical tools, but also to integrate these tools into a more complete and meaningful package that can be used as a portable toolkit for ensuing courses, and across their post-study career. To do this, this course follows a problem based approach, where an understanding of the decision-making frameworks is gained through its application to practical problems. Three themes per semester will be investigated in groups, using the multiple lenses that tools such as Business Model Canvas, Balanced Scorecards, Career Mapping, SOAR, PESTEL, Market Analysis, Porter's Five Forces, Financial Forecasting, Bell-Mason Diagnostic, Prior Art Searches, Scenario Planning, Technology Analysis, SWOT, Strategy Diamond, Seven Tools of Project Management, Business Plans, Root Cause Analysis, MInto Pyramid, and HR Audits provide. This will provide students with insights into both the nature of the business problems as well as methods that are used for identifying and evaluating alternative solutions.
Analysing information to support decision making is a vital business skill. Being proficient in business analysis is essential to your progress as a business leader.
This course is designed to introduce you to some of the tools business leaders use to guide decision making. You will learn about the tools and how to apply them. The course introduces you to Rational Analytical tools used by businesses to help them prepare and plan for the future, as well as more contemporary tools in Business Studio design associated with a world of complexity and paradox. These tools will assist you as you complete the rest of your degree.
Course requirements
Assumed background
Before attempting this course, students are advised that it is important to take into account any enrolment restrictions and/orﾠcomplete the appropriate prerequisite course(s) listed on the front of this course profile. No responsibility will be accepted by the School of Business, the Faculty of Business, Economics and Law or The University of Queensland for poor student performance occurring in courses where the appropriate prerequisite(s) has/have not been completed, for any reason whatsoever.
Restrictions
Students in the MBus(#24) program are not permitted to enrol in this course.
Course contact
Course staff
Lecturer
Dr Jonathan Staggs
Timetable
The timetable for this course is available on the UQ Public Timetable.
Additional timetable information
Please note: Teaching staff do not have access to the timetabling system to help with class allocation. Therefore, should you need help with your timetable and/or allocation of classes, please ensure you email business.mytimetable@uq.edu.au from your UQ student email account with the following details:
- Full Name
- Student ID
- Course Code
Aims and outcomes
This course aims to provide students with a comprehensive 'toolkit' of necessary business analytical tools, integrating these into a more meaningful package that can be used as a portable toolkit for ensuing courses across a student's post-study career. In doing so, this course adopts a problem-based approach where a student's understanding of the decision making frameworks is gained via application to practical problems.
Learning outcomes
After successfully completing this course you should be able to:
LO1.
Apply commonly used rational analytical tools to real-world business problems.
LO2.
Apply commonly used business studio design tools to real-world business problems.
LO3.
Synthesise and evaluate complex findings in an effective way.
LO4.
Examine a complicated business environment as part of a team.
LO5.
Describe and discuss the ethical context of business decisions and situation analysis.
Assessment
Assessment summary
| Category | Assessment task | Weight | Due date |
|---|---|---|---|
| Presentation, Reflection | Strategic analysis | 30% |
31/03/2025 1:00 pm |
| Paper/ Report/ Annotation, Practical/ Demonstration, Role play/ Simulation |
Business Tools For Making Decisions
|
30% |
9/05/2025 5:00 pm |
| Examination |
Final examination
|
40% |
End of Semester Exam Period 7/06/2025 - 21/06/2025 |
Assessment details
Strategic analysis
- Mode
- Written
- Category
- Presentation, Reflection
- Weight
- 30%
- Due date
31/03/2025 1:00 pm
- Learning outcomes
- L01, L03, L04
Task description
During workshops, students will have the chance to discuss cases using specific strategic analytical tools covered each week. Students are highly encouraged to read the cases, actively participate in discussions, and deliberate how these tools and techniques can be practically applied. Students must then submit an 8-minute individual presentation (recorded in Teams or Zoom) that provides senior management with their strategic insights for the company in question, using the relevant strategy tools and techniques. The presentation should include a PowerPoint presentation with the camera on, and integrate digital copies of workshop deliberations e.g. pictures of worksheets in their presentation.
AI Statement
This assessment task evaluates students' abilities, skills and knowledge to synthesize insights from lecture concepts and workshop activities. Students are advised that the use of AI technologies to develop insights about the relevance of strategy tools and techniques to the particular case may be a helpful starting point. However the assessment evaluates student's abilities to present their insights in a compelling manner, drawing upon and integrating workshop insights in a unique and reflective manner. The wholesale use of AI in this presentation may therefore constitute student misconduct under the Student Code of Conduct.
Submission guidelines
Via Blackboard
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Business Tools For Making Decisions
- Team or group-based
- Mode
- Activity/ Performance, Product/ Artefact/ Multimedia, Written
- Category
- Paper/ Report/ Annotation, Practical/ Demonstration, Role play/ Simulation
- Weight
- 30%
- Due date
9/05/2025 5:00 pm
- Other conditions
- Peer assessed.
- Learning outcomes
- L02, L03, L04, L05
Task description
Students will be asked to form in teams of six (6) and role play a 'business design studio' which presents critical analysis and a strategic recommendation to a company. This 15-minute group meeting must be recorded as a Teams or Zoom meeting with each member's camera on. In the business design studio, the group is expected to draw upon three (3) tools and techniques from the available five (5) tools- GE Matrix, VRIN, BCG, Balanced Scorecard, and Strategy Diamond and justify, using a 'strategy as narrative' perspective, why these tools have been chosen as the most relevant tools and techniques for the case study company in question.
At the end of the assessment task, all team members will be required to complete a peer assessment of each other's performance and contribution to the assessment. Instructions for how to do this will be provided in class.
AI Statement
Students are advised that the use of AI technologies to develop responses is a good starting point to help generate insights about the use of tools and techniques to their particular case. However the uncritical use of AI is strictly prohibited and may constitute student misconduct under the Student Code of Conduct.
Submission guidelines
Via Blackboard
Deferral or extension
You may be able to apply for an extension.
Late submission
A penalty of 10% of the maximum possible mark will be deducted per 24 hours from time submission is due for up to 7 days. After 7 days, you will receive a mark of 0.
Final examination
- Identity Verified
- In-person
- Mode
- Written
- Category
- Examination
- Weight
- 40%
- Due date
End of Semester Exam Period
7/06/2025 - 21/06/2025
- Other conditions
- Time limited.
- Learning outcomes
- L01, L02, L03, L05
Task description
The final assessment will be an invigilated, in-person exam where students will be asked to develop and justify a 'best practices' strategic response using tools and techniques introduced in the course. The examination requires students to familiarise themselves with the facts of a business case that will be made available seven (7) days before the exam and answer a number of questions relating to this case study. Students will be given more information about how to analyse the business case and to develop answers to the examination questions towards the end of the semester.
AI Statement
This assessment task evaluates students' abilities, skills and knowledge to analyse business case studies and synthesize insights in a practical and strategic manner. Students may use generative Artificial Intelligence (AI) as a preliminary step in the analysis of the business case provided. However students are advised that the uncritical use of AI technologies to develop their 'best practice' responses will not meet the academic threshold of the assessment task and may constitute student misconduct under the Student Code of Conduct.
Exam details
| Planning time | 10 minutes |
|---|---|
| Duration | 120 minutes |
| Calculator options | No calculators permitted |
| Open/closed book | Closed Book examination - no written materials permitted |
| Exam platform | Paper based |
| Invigilation | Invigilated in person |
Submission guidelines
Deferral or extension
You may be able to defer this exam.
Course grading
Full criteria for each grade is available in the Assessment Procedure.
| Grade | Cut off Percent | Description |
|---|---|---|
| 1 (Low Fail) | 0 - 29 |
Absence of evidence of achievement of course learning outcomes. |
| 2 (Fail) | 30 - 46 |
Minimal evidence of achievement of course learning outcomes. |
| 3 (Marginal Fail) | 47 - 49 |
Demonstrated evidence of developing achievement of course learning outcomes |
| 4 (Pass) | 50 - 64 |
Demonstrated evidence of functional achievement of course learning outcomes. |
| 5 (Credit) | 65 - 74 |
Demonstrated evidence of proficient achievement of course learning outcomes. |
| 6 (Distinction) | 75 - 84 |
Demonstrated evidence of advanced achievement of course learning outcomes. |
| 7 (High Distinction) | 85 - 100 |
Demonstrated evidence of exceptional achievement of course learning outcomes. |
Additional course grading information
Grades will be allocated according to University-wide standards of criterion-based assessment.
Supplementary assessment
Supplementary assessment is available for this course.
Learning resources
You'll need the following resources to successfully complete the course. We've indicated below if you need a personal copy of the reading materials or your own item.
Library resources
Find the required and recommended resources for this course on the UQ Library website.
Learning activities
The learning activities for this course are outlined below. Learn more about the learning outcomes that apply to this course.
Filter activity type by
Please select
| Learning period | Activity type | Topic |
|---|---|---|
Week 1 |
Lecture |
Course Overview and strategic thinking - SWOT This lecture will provide you with a brief history of the tools for business analysis we will cover in this course. The course syllabus and assessment will also be outlined. You will also be introduced to the concepts of rational analytical tools, strategic thinking, and critical thinking, with an explanation of how these are used in business. We will start the course with the SWOT analysis. Learning outcomes: L01, L03, L04, L05 |
Week 2 |
Workshop |
External business analysis- SWOT Learning outcomes: L01, L03, L05 |
Lecture |
External analysis- PESTLE Learning outcomes: L01, L03, L05 |
|
Week 3 |
Workshop |
External analysis- PESTLE In this workshop, students will be introduced to PESTLE (external) as a very useful starting point to analyse the external environment of a firm. Learning outcomes: L01, L03, L04, L05 |
Lecture |
External business environment analysis - Porters 5 Forces In this lecture, you'll be provided with a powerful tool and frameworks commonly used for external analysis - the Porter's 5 Forces model. Learning outcomes: L01, L03, L04 |
|
Week 4 |
Workshop |
External business environment analysis - Porter's 5 Forces In this workshop, you will apply Porters 5 Forces to the case study and use your findings to make decisions on behalf of the organisation. Learning outcomes: L01, L03, L04 |
Lecture |
External business environment analysis - Stakeholder analysis framework In this lecture, you will be introduced to the stakeholder analysis tools and frameworks, in terms of stakeholder salience, stakeholder management, impression management, with an explanation of how this is used in strategic analysis. Learning outcomes: L01, L03, L04 |
|
Week 5 |
Workshop |
External business environment analysis- Stakeholder analysis application In this workshop, we will explore the stakeholder analysis tools and apply it to a case study organisation. Learning outcomes: L01, L03, L04, L05 |
Lecture |
Internal capability analysis tools- VRIN/ VRIO In this lecture, you will be provided with an in-depth history of VRIN Resources and Capabilities Analysis. Where did it come from? Why did it suit its times? And how has it subsequently been critiqued? We will also introduce some other relevant tools and frameworks about firms' internal resources and capabilities, such as value chain framework. Learning outcomes: L01, L03, L04, L05 |
|
Week 6 |
Workshop |
Application of the Internal capability analysis tools - VRIN In this workshop, you will apply VRIN Resources and Capabilities analysis to the case study, and use your findings to make decisions on behalf of a case study organisation Learning outcomes: L01, L03, L04, L05 |
Lecture |
Internal business analysis- BCG Matrix, GE Matrix, and 3 Horizons In this lecture, you will be introduced to the tools and frameworks commonly used to analyze and decide corporate level strategies, such as BCG and brief reference to the three horizon model Learning outcomes: L01, L03, L04, L05 |
|
Week 7 |
Workshop |
Internal business analysis- BCG Matrix, GE Matrix, and 3 Horizons In this workshop, students will be given a case study, where the BCG matrix will be used and applied to analyze and decide on corporate level strategy. Learning outcomes: L01, L02, L03, L05 |
Lecture |
Internal business analysis - Balanced Scorecard A lecture will be provided to explain the details and development of Balanced Scorecard. Learning outcomes: L02, L03, L04, L05 |
|
Week 8 |
Workshop |
Internal business analysis- Balanced Scorecard In this workshop, you will analyse a given business case based on the Balanced Scorecard. Learning outcomes: L01, L02, L03, L05 |
Lecture |
Internal business analysis- Strategy Diamond In this lecture, you will be introduced to the Strategy Diamond which is an example of a business level strategy and the tools and frameworks commonly used to analyze business level strategy Learning outcomes: L01, L02, L03, L05 |
|
Mid-sem break |
No student involvement (Breaks, information) |
In-Semester break |
Week 9 |
Workshop |
Introduction to "The inexorable growth of Walmart?' case study In this workshop, we will introduce you to a complex case study of strategic decision-making and implementation challenges Learning outcomes: L01, L02, L03, L05 |
Lecture |
Strategy implementation In this lecture, we will introduce the complexities of strategy implementation with a strong focus on organisational culture and the cultural web tool. Students will be introduced to the 'strategy as narrative' perspective which will be helpful for the 2nd assessment Learning outcomes: L01, L02, L03, L05 |
|
Week 10 (05 May - 11 May) |
Workshop |
Strategy in practice- Exploring the limits of rational strategies The Labour Day Public Holiday on Monday 5 May 2025 means there will be no timetabled workshop. Instead, students will be provided recorded materials as well as the weekly lecture that explore the limits of rational strategies and identify which stakeholders are often left out of strategic planning. Indigenous perspectives on business will be provided as a way to critique utilitarian growth strategies of firms. Learning outcomes: L01, L02, L03, L04, L05 |
Lecture |
Business crisis In this lecture, you will be provided with an understanding of declining firms and the difficulties they face in responding. We will introduce you to the 'social licence to operate' and how companies can regain trust with stakeholders. We will introduce you to aesthetic pedagogies as an approach to revitalise strategy for declining firms Learning outcomes: L01, L03, L04, L05 |
|
Week 11 |
Workshop |
Business crisis turnaround analysis In this workshop, you will analyze a declining firm as a case study and help senior management to consider new ways to approach business strategy. Students will apply aesthetic pedagogies to develop alternative business strategies that better engage stakeholders in the task environment of a company (customers, staff, suppliers) Learning outcomes: L01, L03, L04, L05 |
Lecture |
Business in turnaround This lecture explores the topic of competitive strategy in context of the Business Model where students will be introduced to Business Model innovation (using the Business Model Canvas). Students will apply aesthetic pedagogies to develop alternative business strategies that better engage stakeholders, or 'key partners' in the contextual environment of a company e.g community, government, lobbyists. Learning outcomes: L02, L03, L04, L05 |
|
Week 12 |
Workshop |
Business in turnaround In this workshop, you will apply aesthetic pedagogy to support business in turnaround strategies. Learning outcomes: L01, L02, L03, L05 |
Lecture |
Scenario planning In this lecture, you will be provided with an in-depth history of Scenario Planning and how has it subsequently been developed and critiqued. Learning outcomes: L01, L03, L04, L05 |
|
Week 13 |
Workshop |
Scenario planning application We will go through all frameworks and tools we have learnt. We discuss the connections and integrations among these tools and frameworks. Head to class to receive guidance for your final assessment piece. Learning outcomes: L01, L03, L04, L05 |
Lecture |
The pyramid of strategy practice and course recap Students will be introduced to the Minto Pyramid as a way to recap the course and be given support and guidance about the final assessment. Learning outcomes: L01, L02, L03, L05 |
Policies and procedures
University policies and procedures apply to all aspects of student life. As a UQ student, you must comply with University-wide and program-specific requirements, including the:
- Student Code of Conduct Policy
- Student Integrity and Misconduct Policy and Procedure
- Assessment Procedure
- Examinations Procedure
- Reasonable Adjustments - Students Policy and Procedure
Learn more about UQ policies on my.UQ and the Policy and Procedure Library.