| Learning objectives |
To achieve the grade 12, students should meet the
following learning objectives with no or only minor mistakes or
errors:
- Describe the different areas of Business Administration and in
relation to a business case
- Explain the objectives of each area of Business Administration
by providing practical examples.
- Apply business tools and models, presented in the course,
towards a practical business problem.
- Present argumentation that supports the proposed solution to a
business problem, based on the analysis of a given case.
- Identify business consequences of using the different tools and
models on a given issue.
|
| Examination |
|
Business
Administration:
|
| Exam
ECTS |
7,5 |
| Examination form |
Written sit-in exam on CBS'
computers |
| Individual or group exam |
Individual exam |
| Assignment type |
Written assignment |
| Duration |
4 hours |
| Grading scale |
7-step scale |
| Examiner(s) |
Internal examiner and second internal
examiner |
| Exam period |
Spring |
| Aids |
Closed book: no aids
However, at all
written sit-in exams the student has access to the basic IT
application package (Microsoft Office (minus Excel), digital pen
and paper, 7-zip file manager, Adobe Acrobat, Texlive, VLC player,
Windows Media Player), and the student is allowed to bring simple
writing and drawing utensils (non-digital). PLEASE NOTE: Students
are not allowed to communicate with others during the
exam. |
| Make-up exam/re-exam |
Same examination form as the ordinary exam
If the number of registered candidates for the make-up
examination/re-take examination warrants that it may most
appropriately be held as an oral examination, the programme office
will inform the students that the make-up examination/re-take
examination will be held as an oral examination instead.
In case the retake exam will be held
as an oral exam, the duration will be 20 minutes per
student.
|
|
| Course content and structure |
|
The course covers various topics of the major subject areas in
Business Administration, i.e., the management of various business
functions such as marketing, human ressources or accounting.
Related subjects include leadership and strategy. The focus is on
the activities that a company undertakes that impact upon
information systems and most probably on the working lives of
students.
The course is structured around the activities an organisation
undertakes in an annual cycle, namely: strategising; planning and
budgeting; executing; and measuring. As the course progresses
through this cycle students will learn about customer facing
activities such as marketing, sales & distrbution, supplier
side activities such as resource & supply chain management, and
back office activities such as accounting and financing. The course
concludes by considering how business and investment cases can be
expressed in business plans, business cases and business
models.
|
| Teaching methods |
The course will feature lectures and workshops.
The lectures will cover the content of the course syllabus in an
interactive way with the students. Concepts will be discussed and
applied to real examples where appropriate and students will carry
out short exercises to imbed learning.
In the workshops students will build up a case of a well-known
company through the perspective of the course content. The
knowledge that is assembled will form the basis of material which
will be tested in the written exam. Along the way students, working
in teams, will be expected to give presentations on their learning.
The combined content will be made available to all the
students. |
| Feedback during the teaching period |
| The workshops will contain feedback elements.
Student can request feedback on the exam submission after the exam,
e.g. during office hours. |
| Student workload |
| Lectures |
30 hours |
| Workshops |
6 hours |
| Preparing Lectures |
120 hours |
| Preparing Workshops |
18 hours |
| Preparing and doing the Exam |
32 hours |
| Total |
206 hours |
|
| Expected literature |
|
The literature can be changed before the semester starts.
Students are advised to find the literature on LEARN before they
buy the books.
Books:
- Understanding Business by William G. Nickels, James McHugh and
Susan M. McHugh (2012)
- Business model generation: a handbook for visionaries, game
changers, and challengers by Osterwalder, Pigneur, Clark (2010)
- Available online from CBS library
Articles:
- Collins, James C., and Jerry I. Porras. "Building your
company's vision." Harvard business review 74.5 (1996):
65.
- Crowston, Kevin, and James E. Short. "Understanding
processes in organizations." Unpublished manuscript
(1998).
- Culnan, M. J., McHugh, P. J., & Zubillaga, J. I. (2010).
"How Large U.S. Companies can use twitter and other social
media to gain business value". MIS Quarterly Executive, 9(4),
243-259
- Frolick, Mark N., and Thilini R. Ariyachandra. "Business
performance management: one truth." Information Systems
Management 23.1 (2006): 41.
- Gottfredson, Mark, Rudy Puryear, and Stephen Phillips.
"Strategic sourcing."Harvard Business Review 83.2
(2005): 132-139.
- Hamel, Gary, and Coimbatore K. Prahalad. "The core
competence of the corporation." Harvard business review 68.3
(1990): 79-91.
- Kaplan, R., and D. Norton. "The balanced
scorecard." Harvard business review84.3 (2005):
100-109.
- Kaplan, Robert S., and David P. Norton. "Transforming the
balanced scorecard from performance measurement to strategic
management: Part I." Accounting horizons 15.1
(2001): 87-104.
- Kaplinsky, Raphael, and Mike Morris. A handbook for value chain
research. Vol. 113. Ottawa: IDRC, 2001.
- Liberatore, Matthew J., Thomas F. Monahan, and David E. Stout.
"A framework for integrating capital budgeting analysis with
strategy." The Engineering Economist 38.1 (1992): 31-43.
- Michael, Grant Robert. "The resource based theory of
competitive advantage; implication for strategy formulation."
California Management Review 3 (1991): 45-71.
- Mintzberg, Henry. "The fall and rise of strategic
planning." Harvard business review 72.1 (1994): 107-114.
- Osterwalder, Alexander, Yves Pigneur, and Christopher L. Tucci.
"Clarifying business models: Origins, present, and future of
the concept." Communications of the association for
Information Systems 16.1 (2005): 1.
- Porter, Michael E (2008), The Five Competitive Forces That
Shape Strategy." Harvard Business Review (2008).
- Porter, Michael E., and V. Millar. "How Information
Revolution is Transforming the Nature of
Competition." Harvard Business Review 63.4 (1985):
149-174.
- Sahlman, W. A. "How to Write a Great Business Plan."
Harvard Business Review, Digital, July 1 (1997).
- Ulrich, Dave, and Norm Smallwood. "Capitalizing on
capabilities." Harvard business review (2004):
119-128.
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