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2025/2026  BA-BSEMO2512U  Introduction to Management Studies

English Title
Introduction to Management Studies

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 Service and Markets
Course coordinator
  • Henrich Dahlgren - Department of Marketing (Marketing)
Main academic disciplines
  • Corporate governance
  • Organisation
  • Strategy
Teaching methods
  • Blended learning
Last updated on 26-06-2025

Relevant links

Learning objectives
  • be able to define and explain concepts, models and theories of the course
  • be able to classify and compare concepts, models and theories of the course
  • be able to justify and apply the chosen concepts, models and theories when analysing relevant empirical phenomena in a concrete firm or industry
Examination
Introduction to Management Studies:
Exam ECTS 7,5
Examination form Oral exam
Individual or group exam Individual exam
Duration 20 min. per student, including examiners' discussion of grade, and informing plus explaining the grade
Preparation time No preparation
Grading scale 7-point grading scale
Examiner(s) Internal examiner and external examiner
Exam period Winter
Make-up exam/re-exam
Same examination form as the ordinary exam
Course content, structure and pedagogical approach

The course aims to offer a comprehensive understanding of the business firm, including its organisational structure, business model, resources, internal operations, corporate governance, strategic choices, long-term development, and managerial decision-making across the firm’s life cycle. It also examines the firm's position within and across industries, highlighting how it interacts with and is influenced by its broader competitive environment. Hence, the course focus on three analytical levels – the individual decision-maker, the firm and the industry - and aims to provide students with a solid academic basis to support further learning in subsequent courses within the program

 

Organisational structure 

This part of the course explores the internal configuration of a business firm, including its hierarchy, roles, and the division of labor. Students will learn about different organisational structures such as functional, divisional, and matrix structures, and how these affect the firm’s efficiency and decision-making processes. The course will also highlight how an organisation’s structure evolves as the firm grows and adapts to changes in its business model and environment.

 

Business models, resources and internal operations

The course explores the daily activities and core operations of a firm, including functions such as production, marketing, finance, and human resources. Students will gain an understanding of how operations are structured and coordinated, and how different kind of resources, both tangible and intangible, are allocated and utilised to support overall efficiency and organisational performance. The course also highlights how different business models shape operational priorities and value creation strategies.

 

Corporate governance

Corporate governance refers to the systems and structures that guide a firm’s management and decision-making, ensuring that the interests of shareholders, stakeholders, and other parties are balanced. This part of the course will view the firm as a bundle of contractural relationships and  cover topics like “agency problems”, executive compensation, and differences between entrepreneurial and managerial decision making. Managerial decisions play a crucial role in guiding the firm through different stages of its life cycle, from startup to maturity. The course explores the complexities of decision-making at various organisational stages and how leaders balance short-term needs with long-term objectives. Theories and models that assume we are fully rational (“the economic man”) are compared with theories that assume we are bounded rational and biased, providing explanations for why we deviate from the norm of rationality and efficiency.

 

Strategic choices and development

This part focuses on the strategic decisions firms make to achieve competitive advantage and long-term growth. Students will explore various business strategies such as cost leadership, differentiation, and market expansion, as well as how firms adapt their strategies in response to changing market conditions. The course also discusses the process of strategic planning, the importance of innovation, and how firms evolve through different stages of growth.

 

Firm’s position in and between industries

In this part of the course, students will examine how a firm positions itself within its own industry and in relation to others. The course will look at market positioning, competitive forces, and industry dynamics, helping students understand how firms navigate within multi-industry landscapes. Topics such as horizontal and vertical integration, diversification, and the role of strategic alliances will be covered, providing students with a framework for analysing how firms leverage their position to achieve success and competitive advantage.

Research-based teaching
CBS’ programmes and teaching are research-based. The following types of research-based knowledge and research-like activities are included in this course:
Research-based knowledge
  • Classic and basic theory
  • New theory
Research-like activities
  • Data collection
  • Analysis
  • Peer review including Peer-to-peer
Description of the teaching methods
The course combines various learning formats, including lectures, e-learning modules, workshops, and a business simulation game.

Students explore different aspects of firms and industries through four on-site lectures, which are complemented by company presentations, and six asynchronous, self-paced e-learning sessions.

Students are organised into workshop groups of approximately 30–40 participants. Each group meets for five two-hour workshops and is further divided into smaller teams of 4-5 students, with each team assigned a specific case firm.

Following each lecture and e-learning session, teams receive an assignment focused on a particular aspect of their case firm. They are expected to present their solutions during the corresponding workshops.

All teams engage in a business simulation game where they formulate strategies, make managerial decisions, and compete with one another in a dynamic market environment.
Feedback during the teaching period
Students get feedback in several formats, addressing the learning goals of the course.

-Weekly quizzes provide summative feedback on how well students have understood the concepts, models, and theories explored throughout the week.

-Teams of 4–5 students work on assignments focused on a specific aspect of an assigned case company. These assignments aim to develop the ability to justify and apply selected concepts, models, and theories in analysing real-world phenomena within a particular firm or industry. During workshops, the student teams receive both qualitative peer-to-peer feedback and feedback from the teacher on their presentations.

- Workshops also offer qualitative, whole-class feedback on selected topics, based on quiz results, to support students’ progression into the next parts of the curriculum.

- Students participating in a business simulation game receive immediate, data-driven feedback on their decisions, helping them understand the impact of their strategies. They often get detailed performance reports that highlight strengths and areas for improvement. This feedback encourages reflection and supports the development of real-world business skills

- Students can schedule individual meetings with lecturers during office hours to receive qualitative feedback on their understanding and use of concepts, models, and theories.
Student workload
Lectures and company presentations (on-site) 12 hours
Online sessions (prerecorded videos) 18 hours
Workshops 10 hours
Preparations for workshops 40 hours
Simulation game 20 hours
Readings and preparations for exam 106 hours
Expected literature

We will use two books, both available as e-books through the CBS Library:
 

  • Douma, S and H. Schreuder (2017), Economic approaches to organizations, 6th ed., Harlow: Prentice Hall
  • Mintzberg, H. (2023), Understanding organisations … Finally! Structures in Sevens, Oakland: Berret-Koehler Publishers

 

In addition, the reading list comprises a selection of articles, chapters, and cases.

Students only have to pay for access to the simulation game (approx. 45 USD).


The final reading list will be uploaded to CBS Canvas two weeks before the course starts.

Last updated on 26-06-2025