MGTS7303 simulation reflection marking rubric.
Grade
Criterion
Outstanding Very Good Good Meets Expectations Below Expectations
Making strategic
decisions to
successfully manage
a company by
planning and
executing strategies

30%
Consistently applies
integrated and advanced
strategic and practical
knowledge in developing
a strategy that is highly
appropriate and coherent
with metrics and targets.


The execution of the
strategy is competently
and consistently done in
line with the strategy.

Consistently applies
integrated, but not always
advanced strategic and
practical knowledge in
developing a strategy that
is appropriate and
coherent with metrics and
targets.

The execution of the
strategy is competently
and consistently done in
line with the strategy.

Applies integrated, but not
always advanced strategic
and practical knowledge
in developing a strategy
that is appropriate, but
may lack in coherence
with metrics or targets.


The execution of the
strategy is competently
and consistently done in
line with the strategy.


Applies strategic and
practical, but not always
advanced or integrated
knowledge in developing
a strategy that may lack
in appropriateness or
coherence with metrics
and targets.

The execution of the
strategy is competently
done but may lack
connection with the
intended strategy or
coherence.
Fails to apply strategic or
practical knowledge in
developing a strategy that
is not appropriate or
incoherent with metrics
and targets.



The execution of the
strategy appears with little
relevance to the intended
strategy.


Critically evaluating
strategy, actions, and
performance
40%

Critical evaluation draws
on highly appropriate
strategic frameworks and
tools to analyse the
company’s key strategic
issues and underpinning
assumptions in context
and devise appropriate
responses.

Critical evaluation draws
on appropriate strategic
frameworks and tools to
analyse the company’s
key strategic issues and
underpinning assumptions
with contextual awareness
and devise appropriate
responses.

Critical evaluation draws
on appropriate strategic
frameworks and tools to
analyse the company’s
key strategic issues and
underpinning
assumptions, and devise
appropriate responses, but
may lack somewhat in
contextual understanding.


Evaluation draws on
strategic frameworks and
tools to analyse the
company’s strategic
issues, and devise
appropriate responses.
Evaluation may lack
somewhat in contextual
understanding, or the
issues and used
frameworks are not
necessarily the most
important ones.


Evaluation does not use
strategic frameworks and
tools, describes rather
than evaluates strategic
issues, or issues and
responses may lack in
relevance.

Grade
Criterion
Outstanding Very Good Good Meets Expectations Below Expectations

Critical self-
reflection and
recommendations to
improve effective
practice.

30%

Reflections display a
consistently high level of
objectivity, with well-
chosen illustrative
examples that showed
keen insight into the
performance of strategy
and self.
All recommendations
provided follow logically
from the critical analysis,
significantly improve
effective practice in the
wider business context,
and demonstrate clear
accountability.

Reflections display
objectivity throughout,
with examples showing a
degree of insight into the
performance of strategy
and self.


The recommendations
provided are mostly well
linked to the critical
analysis, improve
effective practice in the
wider business context,
and demonstrate
accountability.
Reflections display a
degree of objectivity and
insight through examples
illustrating the
performance of strategy
and self.


The recommendations
provided show links to the
critical analysis, improve
effective practice, and
demonstrate
accountability, but not
throughout.
Reflections display some
evident capacity for
objectivity and analytical
ability in the discussion of
illustrative examples of
the performance of
strategy and self.

The recommendations
provided show some
linkage to the critical
analysis, mostly improve
effective practice in the
simulation environment,
and demonstrate some
accountability.
Reflections display little
to no sense of objectivity
and lacks (discussion of)
examples about the
performance of strategy
and self.


The recommendations
provided fail to
demonstrate links to the
critical analysis or
accountability, and lack
contribution to effective
practice.


Typical shortcomings and how to improve
Exemplary answer Remaining improvements Typical shortcomings Typical shortcomings Typical shortcomings
Characteristics
- Demonstrated
succinctly the firm
performance on the
basis of selected
performance criteria
- Clearly identified and
explained key issues,
connected with theory
and recommended
solutions
- Offers solutions on
improving performance
of strategy and self
based on insightful
self-reflective learning
- The report identifies
some turning points in
the performance.
- It integrates learning
from the performance
with the generation of
appropriate solutions
leading to
improvements
TO IMPROVE
- Identify aspects
relevant to addressing
the question
- Strengthen the self-
reflective learning to
wider business contexts
in addition to outlining
how to improve your
simulation performance
based on your
experience.
- Focus on key strategic
frameworks to analyse
performance and
justify strategy and
recommendations.
- The report offers a
good outline and an
evaluation of business
strategies
- It identifies solutions
on the basis of self-
reflective learning
TO IMPROVE
- Clearly highlight
ONLY those
performance criteria
that you deem relevant
to explain and evaluate
your performance
- Clearly identify key
turning points in the
firm’s performance as
basis for evaluating
your business strategies
- Clearly outline
solutions to improve
your performance
beyond the simulation.
- Integrate the rationale
for these solutions with
your experience and
learning from running a
company.
- The report is often
descriptive, and tends
to miss a high-level
overview and
evaluation of your
performance
- Some solutions and/or
improvements lack a
clear link to your
performance
TO IMPROVE
- Clearly outline what
WERE the objectives
you tried to achieve
and execute your
strategy accordingly
- Address whether you
achieved these
objectives by
evaluating your
performance to specific
performance indicators
- Outline why you think
you did not achieve
these objectives
- Outline solutions that
are based on the
learning from your
performance
The report is a poor
attempt to demonstrate
AND evaluate the
strategies you employed
to run a company. It fails
to identify and outline
how emerging challenges
were overcome during the
simulation
TO IMPROVE
See ‘Meets expectations’