COMPUTERISED BUSINESS SIMULATIONS — THE TUTOR’S ROLE, TASKS & NEEDS Developments In Business Simulation & Experiential Exercises, Volume 23, 1996 COMPUTERISED BUSINESS SIMULATIONS - THE TUTOR’S ROLE. TASKS & NEEDS Jeremy J. S. B. HaIl, Hall Marketing INTRODUCTION The importance of the review and debriefing session for simulations is regularly emphasized and discussed. Yet, unless the earlier, simulation phase has been successful this is a matter of “shutting the stable door after the horse is gone”! This workshop is designed to explore the tutor’s role during the simulation phase. From this a list of tasks and needs will be derived. It provides an opportunity for experienced users of simulations to share experiences, for less experienced users to learn and for designers of simulations to determine how future simulations should address these needs. TOPICS The Tutor’s Role Non-interventionist administrator? Reactive Facilitator? Proactive Guide? The Tasks What must be done? What us done by the tutor? What is done by the computer? What must be done by the tutor? What can be done by the computer? The Tutoring Process Process Dynamics Assessing Learning Success & Competition Measuring Mistakes Simulator Architecture Tutor Support Systems Fuzzy Feedback THE WORKSHOP LEADER Jeremy J. S. B. Hall, Churchill Fellow of 1995 Jeremy is a full time designer, supplier and user of computerised business simulations. Over the last twenty-five years, he has run simulations with executives on more than two thousand occasions. Also, he has developed some four dozen simulations lasting between two minutes! and two and a half days. In 1995, the year he celebrated his twenty-fifth year designing and running simulations, Jeremy was awarded a Churchill Fellowship to study the use of simulations in the USA. Jeremy’s research interests are the andragogic use of simulations, the learning process and its management, and tutor support systems. Jeremy can be contacted at: Hall Marketing, Studio 11, Colman’s. Wharf, 45 Morris Road, London, E14 6PA ENGLAND Phone & Fax +44 (0)171 537 2982 HALL MARKETING Jeremy’s firm - Hall Marketing - was founded in 1976. Its current produc range consists of thirty-two simulations divided into the Challenge Series (basic appreciation level simulations); Extended Challenges; The Strategy Series (covering strategic general management); The Tactics Series (covering tactical management issues); The Functional Series (covering differing functional areas); The Concepts Series (short. two to three hour simulations that explore a single business concept); Planning Exercises (experiential exercises that involve the preparation and justification of a plan or budget): Analysis Exercises (experiential exercises involving the statistical analysis and information processing) and Computer Enhanced Negotiations! 92 Table of Contents Volume 23, 1996 Modeling Advertising Effectiveness Simulation as an Aid to Learning: How Does Participation Influence the Process? Administering Business Simulations in Transitioning Economies: The Introduction of Simulation Gaming to Estonia Business Simulation Games: Current Usage Levels. A Ten Year Update The Relationship Between Interpersonal and Task Cohesiveness and Performance in a Business Simulation Game The Design of an ITS-Based Simulation: A New Epistemology for Learning Correlates of Learning in Simulations How Do We Know where we're going if we don't know where we have been: A Review of Business Simulation Research Making Cash Flow Come Alive and Sensible in the Classroom Enhancing Simulation Learning through Objectives and Decision Support Systems An Analysis of Deliberate and Emergent Strategies Relative to Porter's Generic Differentiator and Cost Leader: A Bias and Variance Modeling Approach Introducing Ethical Dilemmas into Computer-Based Simulation Exercises to Teach Business Ethics CEO Strategic Locus of Control Effects on Game Performance and Playing Behavior The Relational Database As a Link between Operations and Cost Accounting Goal Setting over Time in Simulations Computerized Business Simulations: A Workshop Exploring the Tutor's Role, Task & Needs Strategic Analysis of the Product Portfolio with the COMPLETE PPA Package: A Strategic Market Planning Tool Draft Standards and Registration Procedure for Assessment Instruments Perspectives on a New Generation of Business Games An Economic Multiple Regression Case In Experiential Learning Changing Institutional Norms and Behavior, Not Culture: Experiential Learning Comes to Myanmar Strategic Management and the Case Method: Survey and Evaluation Individual Differences in Internet Attitude and Use Long Live the Plan - or Should It? Examining the Impact of Detailed Strategic Plans on Organizational Performance Do Your Students Really Read the Manual? A Computerized Contextual Tool As A Surrogate for the Traditional Student Manual Pilot Analyses of Self-Peer Evaluations in an Experiential-Exercise Human Resources Management Course Leader Behavior Feedback: A Learning Exercise Dilemma-Dilemma: An Exercise for Teaching Significance Of Communication Computer Mediated Conferencing: Technology and Classroom Learning Multimedia in the Workplace: Who is really using it and where is it Headed? Using Experiential Exercises for Collecting Research Data: Integrating Teaching and Research Interactive Distance Learning as a Tool in a College's Theory and Practice The President's Decision: An Experiential Exercise in Decision Making Integrating Computer Literacy Skills in the Undergraduate Curriculum: The Advanced Accounting Experiment Imperatives for the Transfer of Experience-Based Training Deciding How to Decide The Internet as a Pedagogical Tool Internet Scavenger Hunt Two Management Exercises Based on Committee Work Multimedia in the Year 2000: How Will It Affect Our Lives? Bootstrap Benefit Segmentation: Finally A Way to Teach Benefit Segmentation without Primary Data or Those Fancy Statistical Methods Multimedia and Learning: Is There A Connection? A Changing Business Policy Collaborative Learning Through Real-Life Assignments in Accounting Classes The Necessity Of Incorporating Local Cultural Aspects Into International Business Experiential Exercises Utilizing Cultural and International Landmark Constructs to Assess Business Student's International Awareness Legal Issues related to the Use of Application Blanks: An Experiential Exercise The Family in the Classroom: An Experiential Exercise for Teaching Issues Related To Expatriate Assignments Using Internet Resources to Enhance Teaching of Information Systems Courses: A Demonstration Proposal Chalkboards to Chipboards for Teachers and Consultants How Do We Measure The Learning In Experiential Learning and How Do We Best Simulate It?