Learning effectiveness of management simulation game Manahra
| Authors | |
|---|---|
| Year of publication | 2013 |
| Type | Article in Proceedings |
| Conference | The Proceedings of The 7th European Conference on Games Based Learning |
| MU Faculty or unit | |
| Citation | |
| Web | Elektronická verze sborníku |
| Field | Management and administrative |
| Keywords | gaming simulation; managerial skills; training; management; educational effectiveness |
| Description | The subject of the study was to examine the learning effectiveness of a management simulation game called Manahra. The observed management game was a long-term competition among several 20-member teams. The team members acted in the roles of fictitious business managers and performed complex management tasks associated with the production and sales of passenger cars. The economic competition among the individual businesses took place in a simulated commercial market and the individual players were remunerated for their work with fictitious money. The amount of accumulated money was the criterion of their evaluation at the end of the game. The study consists of two relatively autonomous parts that worked together to answer the key question: does completion of management game lead to the development of managerial skills? The first part of the study presents the results of an original, yet unpublished research work. The research was conducted through a questionnaire survey. In the questionnaire, participants had to assess the level of their managerial skills. Individual managerial skills were included into the questionnaire based on an a priori created model of managerial competence. Self-assessment was done using rating scales for each managerial competence separately. Players filled out questionnaires at the beginning and at the end of the game. The questionnaire distributed at the end of the game was extended by including a second scale in which players rated the magnitude of the change regarding their managerial competencies. The second part of the study presents the follow-up research focused on obtaining qualitative responses from the players. They were again asked to fill out a questionnaire designed to obtain spontaneous reports about the development of their managerial competencies due to their participation in the game. This assessment was then compared with the initially established competency model and to the results of the original research. |
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