BUSINESS-16 · Advanced · ENGLISH · PLANNED
Study an original business case, compare options, make a decision and defend implementation.
Study time is an initial activity estimate, excluding extra reading, revision and extended laboratory or project work. Videos and question bodies have not been produced by adding this outline.
Complete these courses or demonstrate equivalent knowledge. These are recommended prerequisites, not enforced enrolment locks.
YouTube playlist: ARK Business Administration · BBA/MBA | MBA Leadership, Negotiation and Organisational Change
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Sign in to save this learning pathPractical outcome: Write a board-level decision memo with dissenting evidence.
Explain decision framing using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain ambiguity using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain cognitive biases using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain evidence quality using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Use the first concepts from this section. Write a board-level decision memo with dissenting evidence. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain decision rights using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain executive communication using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain crisis leadership using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Explain accountability using a visual and one worked real-world example. Context: Write a board-level decision memo with dissenting evidence. End with a prediction or check-for-understanding.
Write a board-level decision memo with dissenting evidence. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Decision framing, Ambiguity, Cognitive biases and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Run a structured fictional negotiation and review the outcome.
Explain interests versus positions using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain alternatives using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain reservation values using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain bargaining zones using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Use the first concepts from this section. Run a structured fictional negotiation and review the outcome. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain integrative negotiation using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain distributive negotiation using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain multiparty negotiation using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Explain negotiation ethics using a visual and one worked real-world example. Context: Run a structured fictional negotiation and review the outcome. End with a prediction or check-for-understanding.
Run a structured fictional negotiation and review the outcome. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Interests versus positions, Alternatives, Reservation values and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Practical outcome: Prepare a change plan for a fictional merger or technology adoption.
Explain change diagnosis using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain readiness assessment using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain stakeholder coalitions using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain resistance using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Use the first concepts from this section. Prepare a change plan for a fictional merger or technology adoption. Produce a labelled diagram, trace or calculation; explain each step and check one changed input.
3–6 questions on the preceding first-half concepts only: recall, visual interpretation, application and one plausible misconception. Explain each answer after submission.
Explain communication sequencing using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain capability building using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain culture change using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Explain sustaining adoption using a visual and one worked real-world example. Context: Prepare a change plan for a fictional merger or technology adoption. End with a prediction or check-for-understanding.
Prepare a change plan for a fictional merger or technology adoption. Work without the example, compare two cases, record assumptions and limitations, then self-review correctness, reasoning and clarity.
6–12 questions covering Change diagnosis, Readiness assessment, Stakeholder coalitions and the remaining section concepts, with cumulative retrieval from earlier sections. Include a new transfer problem; 70% unlocks progression.
Combine all three sections: Prepare a change plan for a fictional merger or technology adoption. Submit an original worked artifact, evidence or tests, assumptions and a reflection. Rubric: correctness, method, practical usefulness, reproducibility and communication. Self-reviewed, not certified.
6–12 balanced questions sampling every section of MBA Leadership, Negotiation and Organisational Change, including interpretation, calculation or reasoning, a misconception and a new application. Passing is 70%; review errors before retrying.
Case discussions, business plans, management simulations and original consulting projects. Guided work leads to an independent attempt, with a diagram, explanation, trace, calculation or tested artifact. Question bodies are generated when opened in your private learning path. Programming submissions are stored as text; the platform does not execute submitted code.
Use original or appropriately licensed datasets. Practical science activities use models or supplied data unless a qualified supervisor has reviewed a physical experiment.
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