Permalink
2022/2023 BA-BSACO1011U Introduction to Management Studies: Arts and Culture
| English Title | |
| Introduction to Management Studies: Arts and Culture |
Course information |
|
| Language | English |
| Course ECTS | 7.5 ECTS |
| Type | Mandatory |
| Level | Bachelor |
| Duration | One Semester |
| Start time of the course | Autumn |
| Timetable | Course schedule will be posted at calendar.cbs.dk |
| Study board |
Study Board for BSc in Service
Management
|
| Course coordinator | |
|
|
| Main academic disciplines | |
|
|
| Teaching methods | |
|
|
| Last updated on 28-06-2022 | |
Relevant links |
| Learning objectives | ||||||||||||||||||||||
|
||||||||||||||||||||||
| Course prerequisites | ||||||||||||||||||||||
| English language skills equal to B2 level (CEFR) and math skill equal to Danish level B are recommended. | ||||||||||||||||||||||
| Examination | ||||||||||||||||||||||
|
||||||||||||||||||||||
| Course content, structure and pedagogical approach | ||||||||||||||||||||||
|
The aim of this course is to provide a holistic understanding of the business firm, its development and managerial decisions throughout the organizational life-cycle by integrating economic theory of the firm and behavioural economics. The course also seeks to further the understanding of how we judge prospects and make decisions. Theories and models that assume we are fully rational (“the economic man”) are compared with theories that assume we are bounded rational and biased. Hence, we focus on two analytical levels – the individual decision-maker and the firm – and two theoretical assumptions – the model of the efficient decision-maker/firm and explanations of why we deviate from the norm of rationality and efficiency.
Students will be introduced to 5 core themes within the field of management studies:
1) The organizational biography of the firm 2) The horizontal and vertical boundaries of the firm 3) Corporate governance 4) Business unit and corporate strategy
In the first theme on the organizational biography of the firm we will try to understand the transformations that take place in the organization of the firm as the firm grows and gets older. On one hand we study the structures and processes and on the other hand will try to understand the differences between entrepreneurial and managerial decision making.
In the theme on the horizontal and vertical boundaries of the firm (related to outsourcing, cooperation, integration and diversification) we discuss some of the factors and forces that from an economic perspective determine the size, growth of the firm and changes within a firm. We also discuss motives and managerial decision making in relations to growth through e.g. acquisitions.
In the third theme we focus on the “agency problem” and corporate governance. We view the firm as a bundle of contractural relationships and analyse how conflicts of interests are handled between shareholders and top management and between management and employees.
In the fourth theme on business unit and corporate strategy we present some basic strategy models and discuss the role of long-term planning and organizational self-control. While some models focus on the external environment of the firm - the industry - others focus on the internal environment of the firm - its resources and capabilities.
The final theme target appropriation strategies and the impact on innovation performance and organizational forms. |
||||||||||||||||||||||
| Description of the teaching methods | ||||||||||||||||||||||
| The course consists of a series of 10 lectures
combined with e-learning, that give an introduction to different
aspects of the firm and where all students should attend. Students
will be split into seminar groups of approx. 30-40 students each,
that will meet once a week for two hours. The seminar groups will
furthermore be split into approx 7-8 teams that each will be
assigned a case firm.
After each lecture all teams will be given an assignment to study a specific aspect of the case firm. All teams will be asked to present their solutions to this assignment during the following seminar. |
||||||||||||||||||||||
| Feedback during the teaching period | ||||||||||||||||||||||
| Students get feedback in several formats,
addressing the learning goals of the course.
- Weekly quizzes give summative feedback on the understanding of the concepts, models and theories covered during the week. - The following lecture and seminars will give qualitative feedback in plenum. The feedback addresses selected topics based on the result of quizzes to facilitate the progression into upcoming parts of the curriculum. - Once a week, teams of 4-5 students prepare an assignment to study a specific aspect of the assigned case firm. The assignments address the learning goal to be able to justify and apply the chosen concepts, models and theories when analyzing relevant empirical phenomena in a concrete firm. On the weekly seminars, the student teams get qualitative peer-to-peer feedback and teacher feedback on their presentations. - Students have the possibility to book individual meetings with the lecturers during office hours and get qualitative feedback on their understanding and application of concepts, models and theories. |
||||||||||||||||||||||
| Student workload | ||||||||||||||||||||||
|
||||||||||||||||||||||
| Further Information | ||||||||||||||||||||||
|
The teams (4-5 students) are formed by the coordinator of the course before course start. The teams may not be changed without special permission from the coordinator. |
||||||||||||||||||||||
| Expected literature | ||||||||||||||||||||||
|
Books:
Mintzberg, H. (1993), Structure in Fives: Designing effective organizations, Englewood Cliffs, NJ: Prentice-Hall
|
||||||||||||||||||||||