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2015/2016  BA-BINMU3000U  Introduction to Business Administration

English Title
Introduction to Business Administration

Course information
Language English
Course ECTS 7.5 ECTS
Type Mandatory
Level Bachelor
Duration One Quarter
Start time of the course Spring, Third Quarter
Timetable Course schedule will be posted at calendar.cbs.dk
Study board
Study Board for BA in Information Management
Course coordinator
  • Ben Eaton - Department of IT Mangement (ITM)
Main academic disciplines
  • Management
Last updated on 10-12-2015
Learning objectives
To achieve the grade 12, students should meet the following learning objectives with no or only minor mistakes or errors: At the end of this course, students should be able to:
  • 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
Introduction to Business Administration:
Exam ECTS 7,5
Examination form Written sit-in exam
Individual or group exam Individual
Assignment type Written assignment
Duration 4 hours
Grading scale 7-step scale
Examiner(s) Internal examiner and second internal examiner
Exam period Spring
Aids allowed to bring to the exam Closed Book: no aids
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.
Course content and structure

The course covers various topics of the major subject areas in Business Administration, based 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.
Expected literature

Books:

 

  • 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.
Last updated on 10-12-2015