brochure framework ibms competencies (def) 24.03.2011
DESCRIPTION
competenciesTRANSCRIPT
1
Framework Competencies IBMSInternational Business & Management Studies
2
Framework Competencies IBMSInternational Business & Management Studies
Contents
Preface 7
TheIBMSmissionandprofessionalprofile 11
IBMSFrameworkandrelationtootherdescriptors 17
IBMS-competencies:Generaldescription 23
Levelspecification:Professionalcompetencies 31
Levelspecification:Genericcompetencies 43
BBAdomaincompetencies(Appendix1) 51
BusinessAdvisoryBoardsNationalPlatformIBMS(Appendix2) 57
“the new and revised
framework”
Preface
9
TheNationalPlatformIBMSdecidedtoreviewandrevisetheFramework
CompetenciesIBMSof2004.Since2008theNPhavebeenevaluating,
rethinkingandrewritingthecurriculumanditscompetencies.
NotonlytheNPanditscommittees,butalsotheIBMSdepartments
oftheUniversitiesofAppliedSciences.
Thechangeshavebeenmadeinordernotonlytokeeptheprofileuptodatebutalsotolookattrends
inbusinessandmanagementaswellasadviceandreportsbyIBMSadvisoryboardsorprofessional
field.The4aspectsoftheHBOStandardareanintegratedpartofthecompetenciesframework.
ThenewframeworkhasbeenreviewedandapprovedbytheadvisoryboardsoftheIBMS
courseprogrammesoftheuniversitiesofappliedscienceswithintheNationalPlatform
(seeAppendix2).Therapidchangesin(global)businessandmanagementask
forgraduateswithanup-to-dateprofileofcompetenciesinbusinessand
management.TheBachelorofBusinessAdministrationisabusinessman
orwomanfortheentrepreneurialandcorporateworld.
The HBO standardThe(revised)FrameworkIBMScompetenciesisinaccordancewiththeHBOstandard(procedureHBOcouncil,
22November2010,10-1089).Fouraspectsarementioned:1.thoroughfoundationofknowledge,2.research
abilities,3.professionalcraftsmanship,4.professionalethicalbehaviourandresponsiblesocialorientation.
Theprofession-relatedcompetencies(I/1-2,II/3-4-5,III/6-7-8-9)clearlydescribethetheoreticalfoundationof
theIBMSprogramme(1.thoroughfoundationofknowledge).WithintheframeworktheIBMSdepartmentsof
theUniversitiesofAppliedScienceshaveintegratedlearningtracks(e.g.projectmanagement),jointprojects
(withtheprofessionalfield)or(graduation)placementsinorderforstudentstoacquireprofessionalskillsand
knowledge(3.professionalcraftsmanship).Theseexamorcourseprogrammesareofferedinthemainphase
ofthestudyprogramme.TheIBMSprogrammeoffersstudentsnotonlyalearningtrackofbusinessresearch
methods(profession-relatedcompetencies,II/4;genericcompetencies,V/4)butalsotheskillstodoresearch
forcompanies:a.projectmanagement,jointprojects;b.graduationplacement(2.researchabilities).
Theprofession-relatedcompetencies(I/2interculturalcompetency)andgenericcompetencies(VI/6learning
andself-development;VI/7ethicalandcorporatesocialresponsibility)underlinetheimportanceforIBMS
studentstounderstandthetheory,conceptsandprinciplesofbusinessethicsandtodevelopcorporatesocial
responsibility(4.professionalethicalbehaviourandresponsiblesocialorientation).
ThenewIBMSprofilehassomeadjustmentsregardingthestructureofprofession-relatedandgeneric
competencies.Nolongerdowehave8profession-relatedand8genericcompetencies,but9profession-
relatedcompetencies(withtheadditionofInternationalHumanResourceManagement)and7generic
competencies(withtheadditionofBusinessResearchMethods).Otheradjustmentsincludethechangeof
InterculturalAwarenessintoInterculturalCompetency,thechangeofOrganisationalPolicyDevelopmentinto
BusinessProcesses&ChangeManagement,thechangeofAnalysingandInformationProcessing(intoBusiness
Processes)andCreativeProblemSolvingintoBusinessResearchMethods.
IBMSdepartmentshavethepossibilitytolookatlanguageoptions(IV.3),structureoftheIBMSprofile
(frameworkcompetencies)regardinguniversitystrategy,missionandvision.
WeusedtheframeworkforIBMSpresentedbydrs.J.deSchouwer(FontysHogescholen)dated18February
2009whichcombinesthedescriptionofmanagementrolesbyQuinnandtheprinciplesofthebalanced
scorecard.FurthermoreweusedthepaperpresentedbyNielsStrolenberg(HanzehogeschoolGroningen)and
RobinPereboom(AvansHogeschoolBreda).Theypresentedinthepapersuggestionsforharmonisingthe
competency-basedcurriculumaswellasrevisingcompetencies(April2009).Furthermorewewouldliketo
thankPaulGanzeboom(chairmanNPIBMSuntilSeptember2009)andNiesRijnders(secretaryNPIBMSuntil
September2009)fortheirsupportinprocessingtherevisionoftheprofile.Alsowewouldliketothankall
membersandtheirteamsforsuggestionsandsupport.
Leo Klienbannink,ChairmanNPIBMS February2011
Albert JansenSchoonhoven,SecretaryNPIBMS
“the global
nature of trade and industry”
The IBMS mission and professional profile
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1.1 IBMS- mission
Theincreasinglyglobalnatureoftradeandindustry,mostnoticeablein
financialandcapitalmarkets,leadstogreaterinternationalcompetitionfor
large,middle-sizedandsmallcompaniesalike.Worldwideinternationalisation
oftheeconomymeansthatbusinessgraduatesrequireinsightandnegotiation
skillsinalabourmarketcharacterisedbyitsgrowingcomplexity.
Knowledgeof,andtrainingintheparticularoperationoftheinternationalmarketstructure(factorsspecific
toindustry,region,nationandfirm)areindispensableinthisrespect.Thatappliestothetradingorexport
firmjustasmuchastotheconcernwhichisconsideringinvestments.
Anorganisationmustbeabletoamassandanalysemarket-specificknowledgeinordertomakecorrect
decisionsaboutgoinginternational.Whethertobehaveinaproactiveorreactivemannerinthatprocesswill
dependontheevaluationofthreatsandopportunities,inwhichmotivessuchasmarketexpansionandcost
advantageswillplayapart.
However,suchdecision-makingprocessesinorganisationsarenotonlydeterminedbyinsightintoand
knowledgeofthesubjectsinbusinessadministration.Itisobviousthat,inthecontextofinternational
businessinsightintodifferencesincultureandtheabilitytoadaptareessential.Attitude,socialand
communicativeskills,inotherwordsacriticalmindwiththefocusonresults,teamworkandself-
management,negotiationskillsandtheuseoftherightregisteralsocontributetoeffectiveinternational
management.
Catering for new needs in educationTheobjectofstudyintheIBMScourseisthedynamicsoftheinternationaleconomywithinwhichcompanies
operateandtheappropriatemanagementactivitiesinthiscontext.Theprimaryfocuswillbeonthe
internationaldimensionofconductingbusiness.IBMSsetsitselfthetargetoftrainingpeople,partlyonthe
basisofabroadandprimarilyprofessionalinternationalorientation,toassumecommercialandeconomic
managementpositions.Inthefirstinstance,thisinvolvesstarterpositionsinthelabourmarket.Inview
oftheabove,theteachingprogrammeforaninternationalcommercialmanagerisbasedonthreebroad,
interlinkedfoundations,i.e.:
1. InternationalBusinessEnvironment2. InternationalGeneralManagement3. InternationalKeyAreas:MarketingandSales,SupplyChainManagement,
FinanceandAccountingandHumanResourceManagement
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TheIBMSisabroadgeneraleducationwithaprocess-orientedviewonmanagement,whichemphasises
theintegrationofthepositions.Theinternationaleconomicdevelopmentsandtheeffectstheyhaveonthe
internationalorganisationarethespecialsubjectofstudy.
Besidestheseprofessionalfoundationsgraduateswillbecompetentininterculturalleadership,co-operation
andcommunication,inanalysis,creativeproblemsolving,planningandlearningabilities.Firstandforemost
isaninsightintootherculturesandtheabilitytoadapttotheseothercultures.
The most striking features of an IBMS programme are:• itisinternational,bothastotheeducationalcontentsandstudentpopulation
• itistaughtentirelyinEnglish
• itisbasedonacombinationofelementsfromthetraditionaleconomicsprogrammes
inthefieldsofmarketingandsales,financeandmanagement
• itfocusesoninternationaltradeandcommerce
• itofferspracticaltrainingininternationalcompanies
• structuralparticipationofforeignstudentsleadstoahighdegreeofinternationalexposure
• studentsacquireanexcellentpreparationfortheirfutureprofessionalcareers.
1.2 Professional profile: Tasks and responsibilities.
Theprofessionalprofileisthegeneraldescriptionofthetasksand
responsibilitiesofaprofessionalworkinginanIBMSposition.Itspecifies
thepositionwithintheorganisationandthecharacteristicprofessional
activitiesperformed.Thisprofessionalprofilewasfirstdescribedinthe
‘ReportACOrequestIBMS’byHobeonandvalidatedbyorganisations
employingIBMSgraduates.
General characteristics of the IBMS professional field.TheprofessionalfieldoftheIBMSgraduateisbothbroadandinternational.Inpractice,thismeansthathis
activitieswillconstantlyinvolveinternationalcontacts,demandingspecialknowledgeandskillsinvarious
fields,suchasinterculturalrelationsandinternationaltrade.Flexibilityandadaptabilityarecoreelementsof
hisactivities.Everyassignmentwillbedifferent,andhewillhavetousehisreliability,empathyandpower
ofpersuasiontoco-operatewithexpertsfromvariousdisciplines.Hiswideknowledgeoforganisation,
management,commerce,andbusinesseconomicsmakeshimaprofessionalnegotiatoratmanagementlevel,
bothinternallyandexternally.
TheIBMSgraduatehascareerpotential.Hewilloftenstartinoneofthecompany’spositionsandwillriseto
amoregeneral,team-leadingmanagementposition.Intherun-uptoamoregeneralmanagementposition,
hewillworkinvariousdepartments,wherehewillapplyhisintegratedknowledgeoffinance,marketing,
organisationandmanagement.
Asabeginningprofessional,theIBMSgraduatefeelsathomeininternationalbusiness.
Thisrequiresqualitiessuchasindependenceandperseverance,whichstandhimingoodsteadashiscareers
develops.Hewillrealisethathisprofessionaleducationprovidesonlyabasisforsolvingtheproblemshe
willencounterinpractice.Inhisday-to-dayactivities,theIBMSgraduatemakesuseofhiswideknowledge
ofmanagementissues,especiallyinthefieldsofinternationalfinancialmarkets,marketingandsales,
management,socialandtradepolicy,andorganisation.
15
Professional profileInallprofessions,thereisadifferencebetweenthenoviceandtheexperiencedprofessional.IBMSgraduates
willnotonlydevelopwithintheirownspecialisation,butalsotowardspositionsinthegeneralmanagement
oftheirorganisationorcompany.Theprofessionalprofilerelatestobothcareerpaths.TheIBMSgraduatehas
anexcellentcommandofEnglishandisabletobuildupandmaintainanextensiveinternationalnetwork.
Inhisposition,heisabletogrowtomanagementlevel.Hehastherightprofessionalattitudeandsufficient
cognitive,socio-communicativeandstrategicknowledgeandskillstoperformatahigh-qualityservicelevel.
IBMSgraduatesarecharacterisedbyreliability,empathy,adaptiveskillsandcorrectmanners.Therearealso
stress-resistant,haveanalyticandproblem-solvingskillsandknowwhentocallinoutsideexperts.
ThecharacteristicresponsibilitiesandexpertiseofexperiencedIBMSgraduatesare:
Internationalstrategicpolicyoftheirfirm:itspreparation,implementationandassessment.
Corporateplanning:itsevaluationconcerninginternationalregulations,legalaspects,andcaselaw.
Definition and management of international purchasing and sales processes
Internationalmarketingandsales:developmentofproposalsand
thepreparation,designandexecutionofinternationalmarketsurveys
Internationalfinance:financialanalysisandproblemsolving.
Specification of the organisation’s ICT requirementsAnIBMSgraduateisawareofthemostrecentsocialandpoliticaldevelopmentsoftheprincipaltrade
partnersofhiscountry.Hemakesuseofalltherelevantnationalandinternationalmedia,suchasthe
Internet.Moreover,thebasictoolkitoftheIBMSgraduatewillcontainthekeyfeaturesofinternational
legislationandregulationandofmanagementandorganisation.Inaddition,hehasagoodinsightinto
internationalrelations.Whateverhisspecialisation:finance,marketingormanagement;hecanholdhis
ownataninternationallevel.Heisabletomakebalanceddecisionswithinhisspecialisationonthebasisof
knowledge,skills,discussionsandacertainamountofdiplomacy.Hehasampleknowledgeandexperience
ofculturaldifferencesamongcountriesingeneralandinterculturalmanagementinparticular,enablinghim
tobeagoodnegotiatorataninternationallevel.Hisknowledgeandexperiencearereflectedinhiscustomer-
orientedthinkingandactions.Hismanagementskillsarebasedonbeingateamplayerwithleadership
capacitieswhomotivatesandstimulatespeopletoachievecompanygoals.
IBMSgraduatesaregeneralistswithatrulyinternationalorientation.Consequently,theywillusuallyendupin
oneofthemanydifferentpositionsrangingfromaccountmanager,PR-manager,productmanager,salesand
marketingmanagertointernationaltreasurymanagerorhumanresourcemanager.Somegraduatespreferto
starttheirownbusinessesorbecomeconsultants.
Given this description of the professional field we can conclude for a graduate IBMS:
AnIBMSgraduateshouldbeabletoexecuteordirectdifferentintegrated
internationalbusinessoperationsinthefieldsofinternationalmarketing,
financeandmanagement.Hehimselffulfilsthesetasksatoperationallevel
andshouldbeabletodirectthetasksonmiddlemanagementortactical
level.Performingthesetasksinaninternationalsetting,theIBMS-graduate
willbetrulyawareofthechanginginternationalbusinessenvironmentand
hewillhaveanexcellentcommandofinterculturalcommunication.
Withtheseabilitieshewillbeabletousehisvisionaryandentrepreneurialabilitiestocontributetothe
developmentofthecorporateinternationalisationstrategyandtheorganisationalpolicy,takinginto
accountthegoalsandconstraintsoftheorganisationandwithrespectfortheethicalandmoralcodesofhis
profession.Heisabletoindicatetheinterdependencebetweenmarketing,finance,businessoperationsand
humanresourceprocessesandadvisemanagementonorganisationalpolicydevelopment.
“combine knowlegde,
skills and attitude”
IBMS Framework and relation to
other descriptors
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Framework
ThisreportcontainsthecompetenciesfortheBachelorofBusiness
AdministrationdegreeIBMS(InternationalBusinessandManagement
Studies).Thesecompetenciesdefinetheabilities(knowledge,skillsand
attitude)graduatesneedtohaveinperformingprofessionaltasksinthe
fieldofinternationalbusinessandmanagement.
The definition of competency to be used in the IBMS is:
Theabilitytocombineknowledge,skillsandattitudetoshowexpected
behaviourwhenperformingaprofessionaltaskinanintercultural
businesscontext.
A competency must describe the ability of an actor:• inarolelikeadvisor,co-operator,assistant,manager,supervisor
• tointegrateknowledge,skillsandattitudeinordertoperformataskoractivity
• inacontextcharacteristicfortheIBMSprofessional
• insuchawaythattheresultorproductwillmeetcertaincriteriaorstandards.
The elements of a competency will then be:• ataskoractivity
• acontextcharacteristicforanIBMSprofessional
• anachievement,resultorproduct
• indicatorsofthequalityoftheresult.
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Competencies: Level of execution
Competenciesaresupposedtobelearnedstepbystep.Thisrequiresthedescriptionofthelevelof
masteringthecompetency.Ingeneraltheselevelswillbe:
Level 1 •Theabilitytoexecuteasimpletask.
•Thestudenthasthebasicknowledgeandskills
toapplythecompetencywithguidanceina
limitedcontext.
Inmosteducationalsituationsthis
willbelearnedinthefirstyear.
Level 2 •Thestudentcanapplythecompetency
independentlyinarelativelyclearlyarranged
situation.
Thiswillnormallybeatthe
endofyear2orthework
placementperiod.
Level 3 •Thestudentcanapplythecompetency
independentlyinacomplexsituationwith
completecontroloftherequiredskills.
Bachelorlevel
Level 4 •Flexibleapplicationofthecompetencyin
complexsituations.
•Thestudentcanevaluatehiscompetency
andcansupportotherswhenapplyingtheir
competencies.
Masterlevel
21
I Dublin descriptorsAdd:
1. GenericcompetenciesrelatedtoDublindescriptors
2. ExplanationoftherolethatDublindescriptorsplayininternationalhighereducation.
European descriptors for a bachelor’s degree:
Knowledge and understanding:
Graduateshavedemonstratedknowledgeandunderstandinginafieldofstudythatbuildsuponand
supersedestheirgeneralsecondaryeducation,andistypicallyatalevelthat,whilstsupportedbyadvanced
textbooks,includessomeaspectsthatwillbeinformedbyknowledgeoftheforefrontoftheirfieldofstudy
Applying knowledge and understanding:
Graduatescanapplytheirknowledgeandunderstandinginamannerthatindicatesaprofessionalapproach
totheirworkorvocation,andhavecompetenciestypicallydemonstratedthroughdevisingandsustaining
argumentsandsolvingproblemswithintheirfieldofstudy
Making judgments:
Graduateshavetheabilitytogatherandinterpretrelevantdata(usuallywithintheirfieldofstudy)to
informjudgmentsthatincludereflectiononrelevantsocial,scientificorethicalissues
Communication:
Graduatescancommunicateinformation,ideas,problemsandsolutionstobothspecialistand
non-specialistaudience
Learning skills:
Graduateshavedevelopedthoselearningskillsthatarenecessaryforthemtocontinuetoundertake
furtherstudywithahighdegreeofautonomy
European descriptors for a master’s degree:
•havedemonstratedknowledgeandunderstandingthatisfoundeduponandextends
and/orenhancesthattypicallyassociatedwithBachelor’slevel,andthatprovidesabasisor
opportunityfororiginalityindevelopingand/orapplyingideas,oftenwithinaresearch3
context;
• canapplytheirknowledgeandunderstanding,andproblemsolvingabilitiesinnewor
unfamiliarenvironmentswithinbroader(ormultidisciplinary)contextsrelatedtotheirfield
ofstudy;
• havetheabilitytointegrateknowledgeandhandlecomplexity,andformulatejudgments
withincompleteorlimitedinformation,butthatincludereflectingonsocialandethical
responsibilitieslinkedtotheapplicationoftheirknowledgeandjudgments;
• cancommunicatetheirconclusions,andtheknowledgeandrationaleunderpinningthese,
tospecialistandnon-specialistaudiencesclearlyandunambiguously;
•havethelearningskillstoallowthemtocontinuetostudyinamannerthatmaybelargely
self-directedorautonomous.
Thegenericdescriptorsapplytoallbachelor’sdegrees.Notask,contextorachievementhasbeengiven.
TheNVAOchosetheDublin-descriptorsforapplicationintheaccreditationbecauseoftheinternational
standard.
II Domain competenciesTheIBMSisinthedomainBusinessAdministration:BBA.ThedomaincompetenciesgiveafurtherdescriptionofthecontentofcoretasksinthedomainBusinessAdministration.Contextandprofessionalfieldofworkare
notgiven.Becausethedocumentwiththedomaincompetenciesisnotagenerallyacceptedsetofcompetencies,someuniversitiesrelatetheirprogrammetothemandothersdon’t.Thereforethesedomaincompetencies
don’tformacompulsorypartofthisdocument.Adescriptionofthesedomaincompetenciesisgiveninappendix1
“distinguish from others”
IBMS-competencies: General description
25
TheIBMScompetenciesprovidethefillinginoftheBBAdomain
competenciesinthesensethattheIBMS-contextandthedescription
oftheprofessionaltasksandresponsibilitiesaregiven.
Theprofession-relatedcompetenciesrefertocompetenciesspecific
foranIBMSprofessional.Theyspecifythetasksandresponsibilitiesthat
distinguishanIBMSprofessionalfromothers.
Inordertoperformtheprofessional’stasksdescribedintheformersection
agraduateneedstohavegeneralcompetencies:behaviourandskillsthat
aregeneralforprofessionalsoperatingatbachelor’s(HBO)level.Oftenthey
arereferredtoaspersonaleffectivenessorpersonalskills.Onthebasisof
the10genericHBO-qualificationsIBMSwillfocusoninterpersonal,task-
orientedandintra-personalcompetencies.
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IBMS will concentrate on 9 professional competencies and 7 generic competencies:
Profession-related competencies
I1
2
International business competencies
Internationalbusinessawareness
Interculturalcompetency
I I3
4
5
General management competencies
Internationalstrategicvisiondevelopment
Businessprocesses&changemanagement
Entrepreneurialmanagement
I I I6
7
8
9
Functional key-areas competencies
Internationalmarketingandsalesmanagement
Internationalsupplychainmanagement
Internationalfinance&accounting
Internationalhumanresourcemanagement(HRM)
Generic competencies
I V1
2
3
Interpersonal competencies
Leadership
Co-operation
BusinessCommunication
V4
5
Task-oriented competencies
Businessresearchmethods
Planningandorganising
VI6
7
Intra-personal competencies
Learningandself-development
Ethicalandcorporateresponsibility
The IBMS competencies will be combined with the description of the management roles of Quinn and the principles of the balanced scorecard. This combination will order the competencies in the following way:
Mentor & Facilitator
Controller & Coördinator
Advisor & Visionary
Stategist & Producer
Renewal
Control
Internal External
III.8 International Finance & Accounting
II.5 Entrepreneurial Management
II.3 International Strategic Vision Development
III.6 International Marketing & Sales Management
V.5 Planning and Organising
II.4 Business Processes & Change Management
V.4 Business Research methods
I.1 International Business Awareness
I.2 Intercultural Competency
VI.7 Ethical Responsibility
IV.1 Leadership
IV.2 Co-operation
IV.3 Business Communication
VI.6 Learning and Self-development
III.9 International Human Resource Management
III.7 International Supply Chain Management
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Profession-related Competencies: General description
I International Business Competencies
International Business Awareness
•Theabilitytooutlineandevaluatethekeypatternsandtrendsininternational
businessactivity,thedifferentapproachestointernationalisation,theinfluence
ofincreasingglobalisation,internationaltradesystemsandfinancialrelations
andtheroleofseveralprincipalinstitutions(e.g.WTO,EU,IMF,WorldBank)on
internationalbusiness.Thestudentcanassesstheimpactofthesetrendsonhis
ownactivitiesaswellonthebusinesspolicy.
Intercultural Competency
•Interculturalcompetencyisasetofcognitive,behavioural,andaffective/
motivationalcomponentsthatenableindividualstointeracteffectivelyand
acceptablyinaninterculturalenvironment.Apersonwhoisinterculturally
competenthasbothculture-specificandculture-genericknowledge,
attitudes,andskills.Culture-specificcompetencies(thatrelatetoaparticular
culturalgroup)includestheabilitytorecognise,understandandaccept,
ininteractionwithpeoplefromothercultures,theirspecificconceptsin
perception,thinking,feelingandacting.Culture-genericcompetencies(that
areapplicableacrossculturalgroups)areatahigherlevelofmeaningand
abstraction–theytranscendthosethatarebasedonlyonspecificbi-cultural
competencyandenableastudenttointeractinotherbi-culturalsettings
andininterculturalsettings.Thesecompetenciesincludeknowledgeofthe
underlyingprinciples,characteristics,componentsanduniversaldynamics
thatinvaryingcombinationsgovernallcultures.Thegenericapproach
enablesindividualstolearnhowtolearnfromsubsequentspecificcultural
experiences.Culture-genericcompetencyisaprerequisitetodeveloping
culture-specificcompetency,whichinturnfeedsintotheon-goingexpansion
ofculture-genericcompetencyinadynamicanditerativeprocess.Aperson
whoisinterculturallycompetentcanapplytheirunderstandingofspecific
culturaldifferencestopositionspecificsettings,forexample,humanresources
management,marketingandinterculturalcommunication.
II General Management Competencies
International Strategic Vision Development
•Theabilitytousehisconceptualandvisionaryskillstocontributetothe
developmentandevaluationoftheinternationalisationstrategyofacompany.
Business Processes & Change Management
•Theabilitytoresearchandanalyserelevantinternationalbusinessproblems,
toproposepolicygoalsandobjectivesandtopreparealternativesolutions
inordertooptimisebusinessandhumanresourcesprocessesinorderto
strengthenthesynergybetweenstrategic,structuralandculturalaspectsof
theorganisation.
Entrepreneurial Management
•Theabilitytopro-activelyseekandcommerciallyevaluatebusiness
opportunitiesforbothnewandexistingproducts/services.
•Theabilitytotakerisksinordertooptimisebusinessprofit.
28
III Functional Key-Areas Competencies
International Marketing and Sales Management
•Theabilitytoperformacountryanalysisonmacro,industryandmicrolevel,to
conductaninternationalmarketsurveyinordertoassessforeignmarketop-
portunitiesandcompetition.
•Theabilitytoformulatemarket-entrystrategies,todraftaninternational
marketingplanandtoimplement,co-ordinateandcontroltheinternational
marketing(andsales)programme.
International Supply Chain Management
•Theabilitytoassessprocessesanddecisionsinvolvedindevelopinginternational,
i.e.export/importoperations,focusingonsupplychainmanagementandto
explainthemeaningandapplicationofkeylogisticalconcepts.
International Finance and Accounting
•Theabilitytoperformavarietyofcostandrevenuecalculationsandto
transformthesedataintoinformationneededfordecisionmakingandthe
budgetingprocess(managementaccounting).
•Theabilitytocontributetoandevaluatekeyaccountingsummaries(profitand
lossaccount,balancesheetandcash-flowstatement)andtooutlinethedif-
ferencesbetweenvariousexternalreportingstandards(financialaccounting).
•Theabilitytoevaluateinvestmentopportunities,tocontributetotheassess-
mentoflong-termandshort-termdebtandequityfinancingandtocontribute
tomanagingfinancialrisks(financialmanagement).
International Human Resource Management
•Theabilitytounderstandandintegratetheavailability,employability,
motivationandvitalityofpeople(employees)asthekeyfactorsof(I)HRM.
•Theabilitytoidentify,evaluateanddevelopthebroadspectrumofpositions
andresponsibilitiesrelatedtothemanagementofHumanResources.
•Theabilitytoformulatetheresponsibilitiesandtasksfortheproperrunningof
aHRDepartment;theabilitytoformulatetherelevantleadershipfeaturesin
resolvingHRrelatedissues.
•Theabilitytounderstandtheimportanceofgenerating(quantitative)HRdata
andHRinformationrelevantfortheevaluationanddevelopmentofcorporate
ororganisationalstrategy.
Generic Competencies: General description. Interpersonal competencies
Leadership •Theabilitytotakeinitiativeandaleadingrolewithina(project)teaminorderto
reachadefinedgoal.
Co-operation •Theabilitytoactivelycontributetoagroupproductorresult.
Business Communication
•TheabilitytoexpresshimselffluentlyandcorrectlyinEnglish,inspeechandwriting.
•Theabilitytoleaddiscussions,expresshisideas,makeproposals,draftreportsand
givepresentations.
•Theabilitytomakeproperuseofaudio-visualaidsinhispresentations.
•Optional:Theabilitytoexpresshimselfatanbasiclevelinasecondforeign
language(inadditiontoEnglishandhisnativelanguage).
Task-oriented Competencies
Business Research Methods
•Theabilitytoapplyrelevantscientificinsights,theoriesandconcepts,tocombine
severalsubjects,togatherinformationanddrawconclusionsinamethodicaland
reflectivemanner.
•Theabilitytoactcarefullyandpunctuallyandtoproduceoutputthatisliterate,
numerateandcoherent.
Planning and Organising
•Theabilitytoplan,manage,controlandevaluatepersonalworkactivitiesand
groupworkinprojects.
•Theabilitytomakeuseofrelevanttechniquesinhisactivitiestomonitorhisown
performance.
Intra-personal Competencies
Learning and Self- development
•Theabilitytoknowhisstrengthsandweaknessesandtoindicatehowandwhen
heintendstoimprovehisweaknesses;heknowsthelimitsofhiscompetencies
andcancriticallyevaluateandaccountforhisownactions;hecantakecriticism
andputittogooduse.Takesinitiativeandworksindependently.
Ethical and Corpo-rate Responsibility
•Understandingoftheethical,normativeandsocialissuesrelatedtothe
professionalpracticeandacceptingtheresponsibilityforhisactions.
29
3. Competencies: Level specification
For the description of the competencies the following model will be used:
Level 1 •Theabilitytoexecuteasimpletask.
•Thestudenthasthebasicknowledgeandskills
toapplythecompetencywithguidanceina
limitedcontext.
Inmosteducational
situationsthiswillbe
learnedinthefirstyear.
Level 2 •Thestudentcanapplythecompetency
independentlyinarelativelyclearlyarranged
situation.
Thiswillnormallybeat
theendofyear2orthe
placementperiod.
Level 3 •Thestudentcanapplythecompetency
independentlyinacomplexsituationwith
completecontroloftherequiredskills.
Bachelorlevel
Level 4 •Flexibleapplicationofthecompetencyin
complexsituations.Studentcanevaluatehis
competencyandcansupportotherswhen
applyingtheircompetencies.
Masterlevel
For the description of the competencies the following model will be used:
BusinessAdministrationInternationalBusinessandManagementStudies
Competencies
Name
TaskandContextNBforthegenericcompetenciesnotaskandcontextwillbegiven
Level 1
Level 2
Level 3
Further Specification
“outline and evaluate
the key patterns”
Level specification: Professional competencies
32
33
I.1 International Business Awareness
BusinessAdministrationInternationalBusinessandManagementStudies
International Business Competencies
InternationalBusinessAwarenessTheabilitytooutlineandevaluatethekeypatternsandtrendsininternationalbusinessactivity,thedifferent
approachestointernationalisation,theinfluenceofincreasingglobalisation,internationaltradesystemsand
financialrelationsandtheroleofseveralprincipalinstitutions(e.g.WTO,EU,IMF,WorldBank)oninternational
business.Hecanassesstheimpactofthesetrendsonhisownactivitiesaswellonthebusinesspolicy.
TaskandContextTheIBMSgraduateshouldbeatruegeneralistinthetheoryofinternationalbusiness.
Heneedstohaveagreatawarenessoftheuniversalaspectsofinternationalbusinesstrends
andtheroleofprincipalinstitutions.TheIBMS-graduateisinternationallyoriented,shows
aclearinterestininternationaldevelopmentsbeyondtheimmediatescopeofhisown
activities,readsspecialistliteratureandisabletomakeatransparentsynopsisofaninternational
study.Thisshouldbecombinedwithabroadapplicationofknowledge,insightandskillsand
amultidisciplinaryintegration.Withthisknowledgeandinsighthewillbeabletoattunehis
ownactivitiesandthebusinesspolicytotheopportunitiesandthreatsintheinternational
developments.Hisrolewillbethatofanadvisor.
Level 1 •Theabilitytoresearch,describeandunderstandthekeypatternsandtrends
ininternationalbusiness,toidentifytheroleandimportanceofMNEsandto
explaintheroleofglobalisation.
•Theabilitytoexaminetheimpactofgovernmentalpoliciesandpracticeson
internationaltradeandtheroleoftheEUandotherprincipalinternational
institutionslikeWTO,IMFandWorldbank.
•Thestudenthasthelegalknowledgetounderstandlegalterminologyandbasic
legalarguments.
•Thestudentshowsinterestininternationaldevelopments.
Level 2 •Theabilitytoevaluatepatternsandtrendsininternationalbusiness,elaborate
furtheronthetheoryandpracticeofinternationaltradeandfinancialmarkets.
Theabilitytoexplainvariousmethodstoenterforeignmarkets,outlinethe
argumentstosupportfreetrade,identifythesourcesofcomparativeand
competitiveadvantageamongnations.
•Thestudentcanresearchandassesspoliticalrisks,economicvariablesandlegal
systemsofforeignmarkets.
•Theabilitytomakelegalstatementsandsupportthosestatementswithlegal
arguments.
•Thestudentisawareofrecentinternationaldevelopmentsinspecificregions.
Level 3 •Theabilitytodoanextensiveresearchandtomakeatransparentsynopsis
ofaninternationalstudy.Onthisbasishecanadvisemanagementonthe
opportunitiesandthreatsintheinternationallegalandbusinessenvironment.
•Thestudentshowsaclearinterestininternationaldevelopmentsbeyondthe
immediatescopeofhisownactivitiesandreadsspecialistliteratureonthistopic.
•Theabilitytoattunehisownactivitiesandthoseofthecompanytointernational
trends.
Further Specification
InternationalBusinessawarenessreferstotheknowledgeandskillsinthefieldsofinternationalbusiness
research,economicsandlaw.Studentsshouldhaveanintegratedviewontrendsintheinternational
businessenvironmentandapplythisknowledgeinhisroleasanadvisoroninternationalaspectsessential
foracompany.
33
34
I.2 Intercultural Competency
BusinessAdministrationInternationalBusinessandManagementStudies
International Business Competencies
InterculturalAdaptabilityTheabilitytoexplainthedifferencesbetweennational,organisationalandoccupationalculturesandto
outlinestrategiesforadaptingtothesedifferencesine.g.humanresourcesmanagement,marketingand
interculturalcommunication.Thestudentcanidentifytherelevantdimensionsofculturesandhasdeveloped
self-awarenessofhisownculturalbackground.Heisabletoadapthisbehaviourtothestandardsinother
culturesandcanmaintainaninternationalnetworkessentialtohistasks.(SEEABOVE)
TaskandContextTheIBMSgraduateshouldbeawareofculturaldifferences,beabletoidentifyrelevantdimensionsofculture,
todevelopaself-awarenessofhisownculturalbackgroundandbeabletoadapthisbehaviourtoavarietyof
situations.(SEEABOVE)
TheIBMS-graduatewilloftenworkabroadorhewillworkwithpeoplefromanotherculturalbackground.
Histasks,whetherthosewillbeingeneralmanagementorinkeyfunctionalareaslikemarketingand
finance,requireahighdegreeofawarenessofculturaldifferencesandanabilitytoadapthisbehaviourto
thestandardsofanotherculture.Hecanmaintainaninternationalnetworkessentialtohistasksandtothe
companyheworksfor.Hisrolewillbethatofanadvisor,visionary.
Level 1 Awareness
•Thestudentisawareofculturaldifferences,canindicateifdifferentbehaviour
couldbebasedondifferenceinculturalbackground,showsinterestinthe
culturalbackgroundofothersandisawareofbasicelementsofhisowncultural
background
•Heisawareoftheroleofaninternationalnetworkforhimselfandforthe
company.
Level 2 IdentifySelf awarenessBehavioural Adaptation
•Thestudentcanidentifydimensionsofculture(communication,time
perspective,power,individualismetc)withincontext.
•Hehasself-awarenessofhisownnorms,valuesandbehaviourandshows
tactandunderstandingforothers.Headaptshisbehaviourtothestandards
oftheprevailingculture.
•Hecanindicatetheimportanceoftheviableinternationalrelationsofa
companywithinthetotalvaluechain.
Level 3 RecogniseAppreciate
•Thestudentcanrecogniseandappreciateculturaldifferencesinbehaviour
andvalues.
•Hehasdevelopedanopenattitudeandismotivatedtoworkabroad.Hecan
makeeffectiveuseofempathy,or‘frameofreferenceshifting’,tounderstandand
beunderstoodacrossculturalboundaries.
•Hecanmaintainaninternationalnetworkessentialtohistasksandtothe
company.
35
II.3 International Strategic Vision Development
BusinessAdministrationInternationalBusinessandManagementStudies
General Management Competencies
InternationalStrategicVisionDevelopmentTheabilitytousehisconceptualandvisionaryskillstocontributetothedevelopmentandevaluationofthe
internationalisationstrategyofacompany.
TaskandContextThegraduateperformshistaskswithintheconstraintsofacompany’smission/visionandinternationalisation
strategy.Hemustbeabletorecogniseandunderstandthismission/visionandbeawareoftheimpactithas
onhisownactivities.
Onthebasisofhisownknowledgeandawarenessofinternationaltrendsanddevelopmentshemustbe
abletocontributetoadjustmentsinthemission/visionandinternationalisationstrategyofacompany,while
alsobeingabletoevaluate,assessanddefendvariouspossiblestrategicchoices.Hisrolewillbethatofa
strategist.
Level 1 •Theabilitytoidentifythebasiccomponentsandconceptsofavisionandan
internationalisationstrategy.
•Hecandescribethisvisionandstrategyandcanindicatetheconsequencesof
thisvisionandstrategyforhisimmediateactivities.
Level 2 •Theabilitytorecognisetopicaltrendsandtheconsequencestheycouldhave
forthevisionandinternationalisationstrategy.
•Hecanoutlineandexplainseveralmethodstoenterforeignmarkets.
•Hecanassesstheconsequencesofaninternationalisationstrategyforthe
evaluationofmanagementoptions.
Level 3 •Theabilitytotranslatetrendsintheenvironmenttoopportunitiesandthreats
fortheorganisation.
•Heshouldbeabletoassessaninternationalstrategicpolicyforacompany,
clearlydefiningthestrategiclimits.
•Hecancontributetotheadjustmentofavisionandstrategy.
•Hecanassesstheconsequencesofavisionandstrategyforbusinesspolicies
andprocesses.
36
II.4 Business Processes & Change Management
BusinessAdministrationInternationalBusinessandManagementStudies
General Management Competencies
BusinessProcesses&ChangeManagementTheabilitytoresearchandanalyserelevantinternationalbusinessproblems,toproposepolicygoalsand
objectivesandtopreparealternativesolutionsinordertooptimisebusinessandhumanresourcesprocesses
inordertostrengthenthesynergybetweenstrategic,structuralandculturalaspectsoftheorganisation.
Hisrolewillcombinethe4quadrants.
TaskandContextInhistaskas(assistanttothe)generalmanagerorinthekey-functionalareasthegraduateholdsaprocess-
view.Heisabletoanalysetherelevantbusinessprocesses(e.g.byflowchartingorblueprinting)andcan
definepossibleproblemswithintheseprocesses.
Hecanalsoindicatetheinterdependencebetweencompanystrategy,businessstructureandhuman
resourcesprocesses.Hecanadvisemanagementonthedevelopmentoforganisationalgoals,objectives
andpoliciesandcontributetothedevelopment,implementationandevaluationoforganisational
changeprocesses.
Level 1
•Theabilitytodescribeandanalysesimpleprocessesinthefieldofbusiness
operationsandhumanresources.
•Thestudentcanrecogniseanddescribecompanygoals,objectivesandpolicies.
Level 2 •Theabilitytoanalyseandevaluaterelevantinformationonbusinessandhuman
resourceprocessesandtodefineproblemswithintheseprocesses.
•Theabilitytopreparealternativesolutionsforindependentprocesses:change
management.
Level 3 •Theabilitytocreateandchangeorganisationalpolicywhilerespectingthe
interdependencebetweencompanystrategy,businessstructureandhuman
resourcesprocesses.
37
II.5 Entrepreneurial Management
BusinessAdministrationInternationalBusinessandManagementStudies
General Management Competencies
EntrepreneurialManagementTheabilitytopro-activelyseekandcommerciallyevaluatebusinessopportunitiesforbothnewandexisting
products/services.Theabilitytotakerisksinordertooptimisebusinessprofit.
Theabilitytowriteanddefendabusinessplanfora(start-up)company.
TaskandContextGraduatesaregeneralistswithatrulyinternationalorientation.Consequently,theywillusuallyendupinone
ofthemanydifferentmanagementpositionsrangingfromaccountmanager,exportmanagertointernatio-
nalprojectmanager.Somegraduatesprefertostarttheirownbusinessesorbecomeconsultants.Performing
thesetasks,thegraduatewillbetrulyawareofthechanginginternationalbusinessenvironmentandwillbe
abletomakeeffectiveuseofhisvisionaryandentrepreneurialabilitiestoachievecompanygoals.Hisrolewill
bethatofanadvisor,visionary,strategist,producer.
Level 1
•Thestudentunderstandsthetrends/developmentsinthemarketandisableto
formulatesuggestionsforimprovementforhisownproducts/servicesonthe
basisofthisinformation.
Level 2 •Theabilitytoindependentlytakeactionsandriskstocreateopportunities
forbothexistingandnewproducts/servicesinthemarket.
•Theabilitytowriteanddefendabusinessplanfora(start-up)company.
Level 3 •Theabilitytocontribute,inco-operationwithothers,toanoptimalexploration
bythecompanyoftheopportunitiesforbothnewandexistingproducts/
servicesinthemarketandthenecessaryrisksinvolved.
•Thestudentcontributestoapro-activeopportunity-seekingattitudeinthecom-
panyandencouragesthecompanytomakeeffectiveuseoftheseopportunities.
38
III.6 International Marketing and Sales Management
BusinessAdministrationInternationalBusinessandManagementStudies
Functional Key- Areas Competencies
InternationalMarketingandSalesTheabilitytoperformacountryanalysisonmacro,industryandmicrolevel,toconductaninternational
marketsurveyinordertoassessforeignmarketopportunitiesandcompetition.Theabilitytoformulate
market-entrystrategies,todraftaninternationalmarketingplanandtoimplement,co-ordinateandcontrol
theinternationalmarketingprogramme.
TaskandContextThegraduatemustbeabletomakeaconsistentmarketing/exportplantakingintoaccountdecisionson
‘why’acompanyshouldinternationalise,‘where’itshouldenter,‘how’itshouldenter(entrymodes).
Onthebasisofinternationalmarketresearchheisabletodraftaninternationalmarketingplan.
Hewillabletoimplement(parts)ofthemarketingandsalesprogrammeandcontroltheoutcomes.
Hemustbeabletooverseetheimpactofinternationalmarketingactivitiesonallrelevantaspectsof
theinternalbusinessenvironment.Hisrolwillbethatofastrategist,producer.
Level 1
•Theabilitytoevaluateandassessthecontributionofmarketingtoafirminan
internationalbusinessenvironment,includingthedecisionsonprice,product,
distributionandcommunication
Level 2 •Theabilitytoevaluateandimplementmarketingdecisionsbasedonananalysis
oftheinternalandexternalfactorsinfluencingacompanyinaninternational
businessenvironment.
•Theabilitytostructurethesedecisionsinamarketingplanninginaccordance
withthecorporateplanningofthecompany.
Level 3 •Theabilitytocreate,changeandimplementastrategicinternationalmarketing
planwhichincludesananalysisoftheinternationalenvironmentofthecom-
pany’sposition.Theplancontainsstrategiesinproductdevelopment,pricing,
distributionandinternationaladvertisingandpromotion.
Further Specification
AsalestrainingiscarriedoutaspartoftheIBMSprogramme,toincludethedifferentbutcomplementary
rolesofthemarketingandsalespositionsinacompany,salespreparations,bidmanagementandapractical
traininginsalesnegotiations.
39
III.7 International Supply Chain Management
BusinessAdministrationInternationalBusinessandManagementStudies
Functional Key-Areas Competencies
InternationalSupplyChainManagementTheabilitytoassessprocessesanddecisionsinvolvedindevelopinginternational,i.e.export/import
operations,focussingonsupplychainmanagementandtoexplainthemeaningandapplicationofkey
logisticalconcepts.
TaskandContextTheIBMSstudentshouldbeabletotakeintoaccounttheimplicationsofthedecisions:‘why’acompany
shouldinternationalise,‘where’itshouldsetupitsinternationalbusiness,‘how’itshouldentertheinter-
nationalmarket(entrymodes)and‘what’itshoulddoontheinternationalmarket(internationalmarketing
mix),heisabletomakeaconsistentplanon‘how’itshouldstructureandorganiseitselfinordertobe
successfulinaninternationalenvironment.
Specialattentionisgiventologisticalaspects,focusingonkey-questionsonsupplychainmanagement
IncludingthepossibilitiesofITtooling,suchas:customerrelationshipmanagementapplications,enterprise
resourceplanningapplicationsanddatabasemanagementandcontrol.Hisrolewillbethatofacontroller,
coordinator.
Level 1
•Theabilitytodescribeandunderstandhowthecompanyshouldstructure
itselfwhenbeinginvolvedininternationalbusiness.
•Theimportanceoflogisticalaspectsandsupplychainmanagement.
•ThepossibilitiesofITtoolingforthemarketingandsalesperformancein
acompany.
Level 2 •ApplytheunderstandinggainedinLevel1inconcretebusinesssituations
regardinginternationalbusinessoperations.
Level 3 •Theabilitytoassessinternationalbusinessoperationsandtoadvise
managementonthekeyissuesofsupplychainmanagement.
40
III.8 International Finance & Accounting
BusinessAdministrationInternationalBusinessandManagementStudies
Functional Key-Areas Competencies
InternationalfinanceandaccountingTheabilitytoperformandevaluateawidevarietyofcostandrevenuecalculations,totransform(costand
revenue)dataintoinformationneededfordecisionmakingandtocontributetothebudgetingprocess.
(managementaccounting)
Theabilitytoevaluateandtocontributetokeyaccountingsummaries(profit&lossaccount,balancesheet,
andcash-flowstatement),tooutlinethedifferencesbetweenvarious(external)reportingstandards(among
whichIFRS).(financialaccounting)
Theabilitytoevaluateinvestmentopportunities(capitalbudgeting),tocontributetoandassessthemixture
oflong-term(international)debtandequityfinancing(capitalstructure),tocontributetoandevaluateshort-
termassetsandliabilities(workingcapitalmanagement),tocontributetomanaging(financial)risks.(financial
management)
TaskandContextThegraduateshouldbefamiliarwithamulti-disciplinaryattitudetowardsandapplicationofthevarious
controlandtreasuryactivitiesofa(multinational)enterprise.
Thegraduateisinternationallyoriented,andshowsaclearinterestininternationaldevelopmentsboth
withinandbeyondtheimmediatescopeofhisactivities.Hisrolewillbethatofacontroller,coordinator.
Level 1 •Theabilitytounderstandanddescribethevariousclassificationsofcostsand
revenues,toperform–mainlysimple-cost(andrevenue)calculations.
•Theabilitytotranslatesimplefinancialactivitiesintojournalentriesandto
prepareabalancesheetandprofit&lossaccountforanSME(smalland
medium-sizedenterprise).
•TheabilitytodetermineandtoworkwiththeinformationneedsofanSME,
amongwhichthechartofaccounts.
•Theabilitytotranslatemorecomplexfinancialactivitiesintojournalentries
andtoprepareabalancesheetandprofit&lossaccount.
Level 2 •Theabilitytoperformcostcalculationsinvolvingindirectcostsandtounder-
standtheimplicationsofthese.
•Theabilitytoprepareabudgetforadepartmentofanorganisation.
•Theabilitytoperformcalculationsregardingworkingcapitalmanagement.
•Theabilitytopreparealiquidityprognosis,andaratio-analysisandtoassessthe
valueofaninvestmentproposal.
•Theabilitytodescribeandworkwithvariousformsoflong-termfinancing
(equityanddebt).
Level 3 •Theabilitytodescribeandunderstandtheconsequencesofthevariousrisks
inherenttointernationalbusiness.
•Theabilitytocontributetomanagementcontrolofamultinationalorganisation
bymeansofanintegratedapplicationofhisknowledgeofbusinessaccounting,
managementaccounting,financialmanagement,andotherrelevantaspects.
41
III.9 International Human Resource Management (IHRM)
BusinessAdministrationInternationalBusinessandManagementStudies
Functional Key-Areas Competencies
InternationalHumanResourceManagement(HRM)Theabilitytounderstandandintegratetheavailability,employability,motivationandvitalityofpeople
(employees)asthekeyfactorsof(I)HRM.
Theabilitytoidentify,evaluateanddevelopthebroadspectrumofpositionsandresponsibilitiesrelated
tothemanagementofHumanResources.
TheabilitytoformulatetheresponsibilitiesandtasksfortheproperrunningofaHRDepartment;
theabilitytoformulatetherelevantleadershipfeaturesinresolvingHRrelatedissues.
Theabilitytounderstandtheimportanceofgenerating(quantitative)HRdataandHRinformation
relevantfortheevaluationanddevelopmentofcorporateororganisationalstrategy.
TaskandContextThegraduateisabletoexplain-andperform-generalHRtasksrelatedtojobanalysis,planningoflabour
needs,recruitment,selection,training&development,compensation,(international)performancemanage-
ment,communication,(international)labourrelations,staffhealth&welfare,HRstrategydevelopment,and
interculturalcompetencies.
ThegraduateisabletoalignHRstrategieswiththecorporateororganisationalstrategies,withrelevant
internationaldevelopments,andwithinterculturaldiversity,andassesstheeffectivenessandefficiency
ofexistingHRtools&instrumentsinthesecontexts.
ThegraduateisabletoassumetheethicalresponsibilityfordevelopingandexecutingHRpolicies&practices,
also–andinparticular–ininternationalcontext.Hisrolewillbethatofamentor,facilitator.
Level 1
•Theabilitytodescribe,understandandevaluatethegeneralHRMpositionsand
responsibilities.
•TheabilitytorelateHRpolicies&practicestooverallorganisationalorcorporate
objectivesinaccordancewithinternationallabourlaw.
Level 2 •Aslevel1,plustheabilitytoassumetheresponsibilityforthedevelopmentand
integrationofHRpositionsinorganisationalorcorporatestrategiccontext.
Level 3 •Aslevel2,plustheabilitytoassumestrategicresponsibilityinformulating
relevantHRpolicies&practicesforthefurtherdevelopmentoftheorganisation
orcorporationininternationalandinterculturalcontext.
Further Specification
IHRMmustbepositionedinthecontextofthefourfunctionalareasofInternationalManagement:Finance,
Marketing,Operations,andIHRM.
“take an initiative
and leading role in a project”
Level specification: Generic competencies
45
IV.1. Leadership
BusinessAdministrationInternationalBusinessandManagementStudies
Interpersonal Competency
LeadershipTheabilitytotakeinitiativeandaleadingrolewithina(project)teaminordertoreachadefinedgoal,
aswellastheskilltocreateandmaintainproductiverelationshipswithinteams.Hisrolewillbethatof
amentor,facilitator.
Level 1
•Theabilitytosuperviseandguideasmallteamwhendailydutiesandthe
situationrequirethis.
Level 2 •Theabilitytosuperviseandguideateam/groupinsuchawaythatitleadsto
anoptimalgroupresult.
Level 3 •Theabilitytochoosearoleasaleaderdependingonthesituation.Heneedsto
haveagreatawarenessofthedifferentstylesofleadership,conflictmodelsand
negotiatingtechniques.
•Heisabletoconvinceotherseasilybyusingarguments.
•Heisabletomakedecisionsevenwhentheoutcomeisunsureandheisableto
motivatepersonstoworkinateam.
46
IV.2. Co-operation
BusinessAdministrationInternationalBusinessandManagementStudies
Interpersonal Competency
Co-operationTheabilitytoactivelycontributetoagroupproductorresults,aswellasprocuringaconstructive
co-operationclimate/environment.Hisrolewillbethatofamentor,facilitator.
Level 1
•Theabilitytoreflectandworkwithotherswhenaskedorwhenthesituation
requiresthis.
•Theabilitytoreacttothecontributionofothers.
•Theabilitytoconcentrateontherealisationofthegroupgoals.
Level 2 •Theabilitytoinitiateco-operationwithothers,toaskforinputofteammembers,
toexchangeinformation/knowledgeandideaswiththemandtheabilityto
activelyinquirewhetherhecanbeofhelpforthegroup.
•Theabilitytoelaborateontheinputofothersandtokeepworkingonachieving
asituationthatisprofitablebothforthegroupandhimself.
Level 3 •Theabilitytoencourageotherstoobtainresultsthroughco-operationby
sharingideasandgivingintothewishesofothers,whennecessarytoprogress
asagroup.
•Theabilitytofulfilanexemplaryrolewithintheteam.
•Theabilitytokeepcontributingandparticipating,evenwhenheisnolonger
directlyinvolved.
•Theabilitytoprovidenewideastoimproveresultscollectively.
IV.3. Business Communication
BusinessAdministrationInternationalBusinessandManagementStudies
Interpersonal Competency
BusinessCommunicationTheabilitytoexpresshimselffluentlyandcorrectlyinEnglish,bothinspeechandinwriting.
Theabilitytoleaddiscussions,expresshisideas,makeproposals,draftreportsandgivepresentations.
Theabilitytomakeproperuseofaudio-visualaidsinhispresentations.
Theabilitytomakeuseofawiderangeofcommunicativeskills.
Hisrolewillbethatofamentor,facilitator.
Optional:Theabilitytoexpresshimselfatabasiclevelinasecondforeignlanguage(inadditiontoEnglish
andhisnativelanguage).(levelA1-A2)
Level 1
BusinessCommunication:
GenerallyeffectivecommandoftheEnglishlanguageinarangeofsituations,e.g.
canmakeacontributiontodiscussionsonpracticalmatters.(levelB2)
Level 2 BusinessCommunication:
GoodoperationalcommandoftheEnglishlanguageinawiderangeofrealworld
situations,e.g.canparticipateeffectivelyindiscussionsandmeetings.
(LevelB2toC1)
Level 3 BusinessCommunication:
GoodoperationalcommandoftheEnglishlanguageinawiderangeofrealworld
situations,e.g.canparticipateeffectivelyindiscussionsandmeetings.(levelC1)
Further Specification
TheCommonEuropeanFramework(sixlevelsfromA1(lowest)–C2(highest))establishedbytheAssociation
ofLanguageTestersinEurope(ALTE)isusedforawiderangeofEuropeanlanguages.UniversitiesinBritain,
NorthAmericaandthroughouttheworldacceptthecertificatesawardedtosuccessfulcandidatesatLevels
C1andC2asevidenceofanadequatestandardofEnglishforadmissiontoundergraduateandpostgraduate
degreecourses.(source:www.alte.org)
47
V.4. Business Research Methods
BusinessAdministrationInternationalBusinessandManagementStudies
Task-oriented Competency
BusinessResearchMethodsTheabilitytoapplyrelevantscientificinsights,theoriesandconcepts,tocombineseveralsubjects,togather
informationanddrawconclusionsinamethodicalandreflectivemanner.Theabilitytoactcarefullyand
punctuallyandtoproduceoutputthatisliterate,numerateandcoherent.Hisrolewillcombinethe4qua-
drants.
Level 1
•Tobeabletoformulateaproblemdefinitionandresearchquestioninarelatively
simplesituation;theuseofseveralinformationresourcesandtobeableto
assesstherelevanceofthesesources.
•Tobeabletopresentresearchfindingsandtotranslatethemintouseful
information.Theuseofsimpletheoreticalconcepts.
Level 2 •Tobeabletoworkinamorecomplexsituationandtosystematicallyexecutea
research,reportonthefindingsandtotranslatethemintousefulconclusions.
•Tousetheoreticalconceptsandtheabilitytotranslatetheseconceptsintoan
informationneed.
Level 3 •Tospotcomplexissuesandtosearchinformationfromabroadrangeof
resources.Tobeabletointegratetheoryandpractice.
•Tobeabletoindicatetheinformationneedsincomplexsituations.
•Todrawconclusionsfromcomplexresearchdata.
Further Specification
Intheprocessstudentsaretoacquirebasicconsultancyskills.
Intheprocessstudentscreateasolutiontoasimpleproblemanddeveloptheabilitytofind(newand/or
alternative)solutionsregardingmorecomplexproblemsanddaretolookandsearchoutsidethegiven
context.
V.5. Planning and Organising
BusinessAdministrationInternationalBusinessandManagementStudies
Task-oriented Competency
PlanningandOrganisingTheabilitytoplan,manage,controlandevaluatepersonalworkactivitiesandgroupworkinprojects.
Theabilitytomakeuseofrelevanttechniquesinhisactivitiestomonitorhisownperformance.
Hisrolewillbethatofacontroller,coordinator.
Level 1 •Theabilitytomakearealisticandeffectiveplanningofhisownactivities.
Level 2 •Theabilitytoindependentlymakearealisticandeffectiveplanningandto
determinetherequiredtime,actions,toolsandprioritiesinrelationtothe
activitiesofothers.
Level 3 •Theabilitytostimulateotherstoharmonisetheplanningandorganisationof
projectsandactivitiesinaneffectivemanner,inrelationtohisownactivities.
Further Specification
Intheprocessstudentsaretoacquireprojectmanagementskills
48
VI.6. Learning and Self-development
BusinessAdministrationInternationalBusinessandManagementStudies
Intra-personal Competency
LearningandSelf-developmentTheabilitytoknowhisstrengthsandweaknessesandtoindicatehowandwhenheintendstoimprovehis
weaknesses;heknowsthelimitsofhiscompetenciesandcancriticallyevaluateandaccountforhisown
actions-cantakecriticismandputittogooduse.Takesinitiativeandworksindependently.Hisrolewillbe
thatofamentor,facilitator.
Level 1
•Theabilitytomakeasimplestrengthsandweaknessesanalysis,tousethe
SMARTmethodtoindicateinapracticallearningsituationhowandwhenhe
intendstoimprovehisweaknessesandtodescribethisinabasicpersonal
activityplan.
Level 2 •Theabilitytoknowhisstrengthsandweaknessesandtoindicatebyusingthe
SMARTmethodhowandwhenheintendstoimprovehisweaknessesinany
situation,toreflectonhisachievementsbyusingtheSTARmethod.Works
independently.
Level 3 •Theabilitytoknowthelimitsofhiscompetencies,tocriticallyevaluateand
accountforhisownactions,totakecriticismandputittogooduse.
•Theabilitytotakefeedback,takeinitiativeandworkindependently.
49
VI.7. Ethical Responsibility
BusinessAdministrationInternationalBusinessandManagementStudies
Intra-personal Competency
EthicalResponsability/CorporateResponsibilityTheabilitytoactinaccordancewiththeacceptedprinciplesofrightandwrongthatgoverntheconduct
ofaprofession.
TaskandContextIninternationalbusinessanIBMSgraduatehastodealwiththeinternationalaspectsofethicalbehaviour.
Agraduatehastodealwithissuesliketransparency,increasingstakeholdersdemands,environmentalissues,
culturaldifferences,corruptionandbriberyandsocialresponsibility.Onthejobthegraduatewouldalsohave
thedealwithpersonalissueslikeintegrity,moraldilemmas,trustworthiness,andtoworkrelatedtoown
values.Hisrolewillbethatofanadvisor,visionary.
Level 1
•Thegraduateunderstandstheethicalissuesathandininternationalbusiness.
•Hehasanunderstandingofhisownvaluesanhowtheyrelatetohis
surroundings.
•Hehasanunderstandingofthetheory,conceptsandprinciplesofbusinessethics.
•Thegraduatecanactasaresponsibleperson.
Level 2 •Thegraduateisabletoalignitsownvalueswiththatofthegroupand
corporatepolicy.
•Hecanalignthecorporatepolicywithsocietalnormsandvalues.
•Heunderstandstheethicalimplicationsofthejobinseveralfieldsofinter-
nationalbusinessandseveraldepartments,likeHRM,generalmanagement,
customerrelationsandfinancialmanagement.
Level 3 •Thegraduateshouldbeabletocontributeactivelytoacorporatesocial
responsibilitypolicy,likeanethicsworkgrouporcommittee.
•Heisabletohandledilemmasinamannerthatheshowsthatheisresponsible
forandcanbeheldaccountablefor.
“prepare for challen-ging roles in a global
environ-ment”
BBA domain competencies
53
TheBBAprogrammefocusesonpreparingstudentsfortheirchallenging
rolesinaglobalenvironment,specificallyformanagementrolesinthe
publicorprivatesectororganisations.Thegoalistoprovidestudents
withaclearunderstandingofdevelopmentsintheinternationalbusiness
environmentandtheabilitytotranslatethesedevelopmentstoabusiness
strategyandgoals.Giventhestrategicvisionofanorganisation,students
areabletoanalysebusinessprocessesandstructuresandareableto
optimisetheseprocessesandstructures.Theycanindicatethecohesion
betweenenvironmentaldevelopments,thestructureoftheorganisation,
thefinancialplanning,operationalprocessesandthehumanresource
management.
Theyhaveattheirdisposalthemanagementskillsandthepoliticaland
relationalsensitivitytoexecuteactivitieswithinbusinessprocesses,to
structureprocessesandtheyhavetheabilitytoformulategoalsand
objectivesforreorganisingthebusinessprocess.
55
ThebachelorBAisabletosolvebusinessproblemsinco-operationwith
otherspecialists.Indoingthis,heisabletokeepabalancebetween(1)
thedemandsofthemarketandtheenvironment(2)internalprocesses(3)
financialplanningand(4)humanresourcemanagement.
OperatingfromamanagerialoradministrativebackgroundthebachelorBAcantackleproblemsinteractively,
decisivelyandinasolution-orientedwayfromanintegratedperspective,inco-operationwithspecialists
invariousfields.ThebachelorBAcanapproachproblemsthemodernorganisationhastocopewithfrom
differentperspectives;asamanagementexpertheoperatesfromaviewofthecoherenceamongthefour
components;heunderstandstheimportanceoftrendsanddevelopmentsintheexternalenvironmentand
canindicatewhatisnecessarytogeartheinternalorganisationtothesetrendsanddevelopmentsasfaras
structuralandculturalaspectsareconcerned.ThebachelorBAcanlookbeyondspecialisms,analyseissues
andproblemsfromabroadperspective,onthebasisofwhichhecancontributetothefunctionalsideof
thesolutionofaproblem;asageneralisthecandrawtheoutlinesofthefunctionalsolution,thecontentof
whichissubsequentlyfilledinbythespecialist;moreover,followingthebroadbasicqualificationheisable
tospecialiseinagreatnumberofjobsintradeandindustryand(semi-)publicorganisations.Thebachelor
BArecognisesandacknowledgesthedifferentvaluesandinterestswhichexistforeachoftheareas‘strategy,
cultureandstructure’andwhichcanalsoconflictwitheachother.Hecontributestoabalancedsolution
strategy,whichdoesjusticetoeconomic,legalandsocialcommitmentstotheindividualemployee,the
organisationandsociety.
ThisgeneraldescriptionleadstosixprofessionalcorecompetenciesforthefieldofBusinessAdministration,
combinedwithtwogenericcompetencies:
Professional Competencies:• Developingavisionofchangesandtrendsintheexternalenvironmentanddevelopingrelations,
networksandchains.
• Analysingpolicyissues,translatingthisintopolicyobjectivesandpolicyalternativesandpreparing
decisionmaking.
• Applyinghumanresourcemanagementfromtheperspectiveofthestrategyoftheorganisation.
• Designing,controllingandimprovingbusinessprocessesororganisationalprocesses.
• Analysingthefinancialandlegalaspects,theinternalprocessesandtheenvironmentofthebusiness
ororganisationtoenhancecohesionandinteraction.
• Developing,implementingandevaluatingachangeprocess.
The two generic domain Competencies:Socialandcommunicativecompetency(interpersonal,organisation)collaboratinginaprofessionalenviron-
mentandassistinginthethinkingaboutthegoalsoftheorganisationandthedesignoftheorganisation’s
structure,resultinginrequirementswithrespecttothefollowingcharacteristics:multidisciplinarityand
interdisciplinarity,customerorientation,colleagueship,leadership(thesocialpartofthecompetency);
Communicating,bothorallyandinwriting,intheinternalorganisationatalllevels,doingsoeffectively
andinthecommoncorporatelanguage,mostlyinDutchand/orEnglish(intermsofprofessionaltasksthis
comprisesamongotherthingsdrawingupandwritingplansandreports,informing,consulting,generating
support,stimulating,motivating,persuading,expressingdecisions).
Self-directed Competency (intra-personal, professional worker):Directingandregulatingowndevelopmentwithrespecttolearning,result-orientedworkingstyle,
takinginitiativeandactingindependently,flexibility;
Thinkingabout,reflectinguponandtakingresponsibilityforownactions,whichpointstoinvolvement
andcriticalself-evaluation;
Developingaprofessionalattitudewithinitiativeorscopefornormative-culturalaspects,respectforothers,
aprofessionalcodeofconductandethicalprinciplesforprofessionalconduct;
Contributingtothefurtherprofessionalisationoftheindustry,publications,contributingtoconferences,etc.
“the members”
Business Advisory Boards National Platform IBMS
60
Members Business Advisory Boards NP IBMS Universities of Applied Sciences
Stenden University IBMS Top of Holland (Stenden/Van Hall Larenstein/NHL)
MrJ.S.Zeinstra Owner/managingdirectorZetBV
MrW.deHaan OwnerAddExport/ImportConsultancyBV
Export/ImportadvisorFryslanFerbint
MrE.J.Schouwstra SeniorTradeConsultantKvKNoord-Nederland
MrsM.vanBergen Owner/managingdirectorAdviesbureauM.vanBergen
MrB.vdVliet EMEAdirectorYKKGlobalMarketingGroup
MrK.Emmelkamp District-directeurABNAmroLeeuwarden
Fontys Hogescholen IBMS Venlo
MrB.Winters Owner/ManagingdirectorWinters,WintersAccountants&Bedrijfsadviseurs
MrM.Lux BusinessDevelopmentManagerStrixLtd.
MrA.G.Latendorf Owner/ManagingdirectorLatendorf&PeterBusinessDevelopment
MrR.deBrouwer Owner/ManagingdirectorLeijdalConsultancyB.V.
Fontys Hogescholen IBMS Eindhoven
MrI.Vermeeren GeneralManagerColorsN.V./S.A.(chairman)
MrT.vanVugt DirectoriE&DSolutions
MrP.Howson GeneralDirectorAMRInternational
MrR.Reumkens TotalValueManagerSectorLightingPurchasingPhilips
MrE.Niemeijer AccountManagerLargeDairy/LelyIndustriesN.V.
MrM.vdZande Sales&MarketingManager/StarlinePools&Equipment
Hogeschool Rotterdam Rotterdam Business School IBMS
MrF.GeukesFoppen VicePresidentBMRAEUClinicalOperationsGenzymeEuropeB.V.
MrJ.C.Pappe SeniorConsultant/partnerITIMInternational
MrS.W.A.Lak VicePresidentEDBR/PresidentBoardforLivestockandMeat
MrR.Jacobson SeniorVicePresidentChairman’sOfficeUnilever(former)
MrM.Veldhuizen CapGeminiNederlandB.V.
MrJ.Elias KoninklijkeSHELL/WalvisstaartB.V.(chairman)
Hogeschool Inholland IBMS Rotterdam/Haarlem/Diemen
MrsA.vanEekelen Owner/managingdirectorLifeEvents
MrJ.teKoppel SeniorMarketResearcher&IdeaArchitectTNS-Nipo
MrW.Waninge DirectorBusinessManagementEURMC
MrsW.Pons ManagerHRMFloraHolland
MrM.Pelsma CEOEMORotterdam
MrsM.Vorrink Owner/managingdirectorVorrinkIntelligence
MrS.Coolman ProcurementDirectorFokkerServices
MrM.Rensma Owner/managingdirectorMEYSEmergingMarketsResearch
MrF.vdReep ConsultantKPN
MrsA.Bosboom HeadofContentHouseThomasCook
MrB.Webber CEOPræceptionPlc
MrsC.JiangShu SupplychainspecialistAbbott
MrD.Horsley ConsultantYoungEnterprise
MrH.Janssen CEOEnergyResearchInstituteB.V.
MrN.Thomsen ABNAmro/DNB
MrP.Hachmeister Stork
MrG.Kosterink DirectorBankingFortis
MrH.Ditewig FinancialconsultantDeutscheBank
MrD.Benima ConsultantStork
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Hogeschool van Amsterdam HES School of Economics and Business IBMS
MrJ-L.Charlier GlobalSupplyManagerMarketing&Sales
VicePresidentPhilipsInternational
Hanzehogeschool Groningen International Business School IBMS
MrC.Boots SparklingB.V.
MrG.A.deBruin ZernikeGroup
MrD.Gudden SmurfitKappaTwincor
MrF.G.Stel FransStelProjectManagement
MrJ.T.B.Bos DeutscheBankNederlandB.V.
MrJ.Staebler GasTerra
Saxion Hogescholen Academy Marketing & International Management IBMS
MrH.W.Lammers GeneralDirectorGardenImpressionsB.V.
MrE.Nijsink ConsultantIntoTelecomB.V.
MrB.Prins ConsultantPrinsMarketingConsultancy
MrG.Baartman HeutinkB.V.
MrsM.vanOort-Lohuis ManagerBrandDevision&OfflineM&CWehkampB.V.
MrJ.P.vanHaaps GeneralDirectorELCORendamaxB.V.(former)
MrM.C.deVries GeneralDirectorEuroDev
MrE.During CommercialManagerAchmea
MrR.Lucassen ManagerInternationalTradeKvK
Haagse Hogeschool Academy of Marketing & Commerce IBMS
MrW.Ahmed GlobalRelationshipManagerFinancialInstitutionsGroup
MrH.Burgers ManagingpartnerTaskForceAgency
MrG.vanBommel WorldWideEnergyManagerBiotortech
MrR.Kist GeneralmanagerQuintusProjectManagement
MrsS.Ogé DirectorWomen’sBusinessInitiative
MrsC.Lambert ChairmanTaiwanGlobilisationDesk
Hogeschool Zeeland IBMS Vlissingen
MrC.Volwerk DirectorLogisticsHeineken(former)
MrR.Kraan DirectorDKSInternational
MrsA.Hoogesteger CustomerServiceRespresentativeEastmanChemicalsMiddelburg
MrM.Sturm MarketingManagerassistantModuSpecEngineeringIntlB.V.
Hogeschool Zuyd IBMS Maastricht¹
MrJ.Paes Technomed
MrG.Schuivens Hartehanks
MrA.Assink ChamberofCommerce/KvK
MrM.Brockmann MKBLimburg
MrA.vanGinneken Syntens
MrsE.Coustumer TheBritischHeartFoundation
¹ TheHogeschoolZuydisintheprocessofappointinganewbusinessadvisoryboardfor
InternationalBusiness[IBMSandIBL]
62
Hogeschool Arnhem en Nijmegen Arnhem Business School IBMS
MrsM.Houthoff AkzoNobel
MrB.Hofenk DirectorOperationsATAGNederlandB.V.
MrG-J.Willemse CommercialDirectorHoogwegt
MrsL.Vos Buying&BrandDirectorScore
MrR.Versteegh DirectorVersteeghB.V.
MrB.deHaan HRManagerPhilipsLightingB.V.
MrW.A.Hendriks HRManagerColbond
MrR.Lintvelt DirectorLINECOB.V.
MrJ.Massholder IpsenInternationalGmbH
MrJ.Schneider-Maessen CreditManagerAnwaltskanzleiSTRICK
MrsC.Constant GreenDreamCompany
Hogeschool Utrecht Faculteit Economie & Management IBMS
MrsG.Dalenberg CoordinatorSupportOfficeplacementsCityofUtrecht
MrR.A.Korthagen FinancialManagerDusseldorpAutomotive
MrB.vdSlik SeniorManagerDeloitteAccountants
MrsM.Greeven HRmanagerRabobankUtrecht/Nieuwegein
MrJ.Stoker AuditManagerFortis
MrM.Schrijvers Managingdirector
MrsH.Engberink AccountmanagerSTARTUitzendbureauB.V.
MrsA.Vonk-Baaij AuditManagerKPMG
MrL.P.M.Bracke VicePresidentTelecomcompanies(former)-chairman
MrM.vanVeluw TeamleaderDCSExport
Avans Hogeschool School of International Studies IBMS Breda
MrH.Dahlkamp ProgrammeManagerGreen/PhilipsLighting
MrJ.deGraaf ProjectmanagerADPNederlandB.V.
MrI.Plakman AccountmanagerK&OCityofBreda
MrsK.vdSteen MarketingofficerB&SB.V.
MrsL.Nys ActingDirectorMartensJewels
MrR.l’Ami DirectorForeignInvenstmentsB.O.M.B.V.
MrT.Paffen ConsultantChamberofCommerce/KvKZuid-WestNederland
MrJ.Gielen GeneralDirectorPrincessHouseholdAppliancesB.V.
MrE.Manintveld CoordinatorSustainabilityJ.HeijmansB.V.
MrR.Vissers Owner/managingdirectorNoBrainNoGainB.V.
MrJ.Brussé PresidentMiddleEuropeLEAFHollandB.V.
National Platform IBMSSecretariat:Postbus 901164800 RA Breda
www.ibms.nl