Framework Competencies IBMS International Business & Management Studies

Transcription

1 Framework Competencies IBMS International Business & Management Studies 1

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3 Framework Competencies IBMS International Business & Management Studies

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5 Contents Preface 7 The IBMS mission and professional profile 11 IBMS Framework and relation to other descriptors 17 IBMS-competencies: General description 23 Level specification: Professional competencies 31 Level specification: Generic competencies 43 BBA domain competencies (Appendix 1) 51 Business Advisory Boards National Platform IBMS (Appendix 2) 57

6 the new and revised framework

7 Preface

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9 The National Platform IBMS decided to review and revise the Framework Competencies IBMS of Since 2008 the NP have been evaluating, rethinking and rewriting the curriculum and its competencies. Not only the NP and its committees, but also the IBMS departments of the Universities of Applied Sciences. The changes have been made in order not only to keep the profile up to date but also to look at trends in business and management as well as advice and reports by IBMS advisory boards or professional field. The 4 aspects of the HBO Standard are an integrated part of the competencies framework. The new framework has been reviewed and approved by the advisory boards of the IBMS course programmes of the universities of applied sciences within the National Platform (see Appendix 2). The rapid changes in (global) business and management ask for graduates with an up-to-date profile of competencies in business and management. The Bachelor of Business Administration is a business man or woman for the entrepreneurial and corporate world. The HBO standard The (revised) Framework IBMS competencies is in accordance with the HBO standard (procedure HBO council, 22 November 2010, ). Four aspects are mentioned: 1. thorough foundation of knowledge, 2. research abilities, 3. professional craftsmanship, 4. professional ethical behaviour and responsible social orientation. The profession-related competencies (I/1-2, II/3-4-5, III/ ) clearly describe the theoretical foundation of the IBMS programme (1. thorough foundation of knowledge). Within the framework the IBMS departments of the Universities of Applied Sciences have integrated learning tracks (e.g. project management), joint projects (with the professional field) or (graduation) placements in order for students to acquire professional skills and knowledge (3. professional craftsmanship). These exam or course programmes are offered in the main phase of the study programme. The IBMS programme offers students not only a learning track of business research methods (profession-related competencies, II/4; generic competencies, V/4) but also the skills to do research for companies: a. project management, joint projects; b. graduation placement (2. research abilities). The profession-related competencies (I/2 intercultural competency) and generic competencies (VI/6 learning and self-development; VI/7 ethical and corporate social responsibility) underline the importance for IBMS students to understand the theory, concepts and principles of business ethics and to develop corporate social responsibility (4. professional ethical behaviour and responsible social orientation). The new IBMS profile has some adjustments regarding the structure of profession-related and generic competencies. No longer do we have 8 profession-related and 8 generic competencies, but 9 professionrelated competencies (with the addition of International Human Resource Management) and 7 generic competencies (with the addition of Business Research Methods). Other adjustments include the change of Intercultural Awareness into Intercultural Competency, the change of Organisational Policy Development into Business Processes & Change Management, the change of Analysing and Information Processing (into Business Processes) and Creative Problem Solving into Business Research Methods. IBMS departments have the possibility to look at language options (IV.3), structure of the IBMS profile (framework competencies) regarding university strategy, mission and vision. We used the framework for IBMS presented by drs. J. de Schouwer (Fontys Hogescholen) dated 18 February 2009 which combines the description of management roles by Quinn and the principles of the balanced scorecard. Furthermore we used the paper presented by Niels Strolenberg (Hanzehogeschool Groningen) and Robin Pereboom (Avans Hogeschool Breda). They presented in the paper suggestions for harmonising the competency-based curriculum as well as revising competencies (April 2009). Furthermore we would like to thank Paul Ganzeboom (chairman NP IBMS until September 2009) and Nies Rijnders (secretary NP IBMS until September 2009) for their support in processing the revision of the profile. Also we would like to thank all members and their teams for suggestions and support. Leo Klienbannink, Chairman NP IBMS February 2011 Albert Jansen Schoonhoven, Secretary NP IBMS 9

10 the global nature of trade and industry

11 The IBMS mission and professional profile

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13 1.1 IBMS- mission The increasingly global nature of trade and industry, most noticeable in financial and capital markets, leads to greater international competition for large, middle-sized and small companies alike. Worldwide internationalisation of the economy means that business graduates require insight and negotiation skills in a labour market characterised by its growing complexity. Knowledge of, and training in the particular operation of the international market structure (factors specific to industry, region, nation and firm) are indispensable in this respect. That applies to the trading or export firm just as much as to the concern which is considering investments. An organisation must be able to amass and analyse market-specific knowledge in order to make correct decisions about going international. Whether to behave in a proactive or reactive manner in that process will depend on the evaluation of threats and opportunities, in which motives such as market expansion and cost advantages will play a part. However, such decision-making processes in organisations are not only determined by insight into and knowledge of the subjects in business administration. It is obvious that, in the context of international business insight into differences in culture and the ability to adapt are essential. Attitude, social and communicative skills, in other words a critical mind with the focus on results, teamwork and selfmanagement, negotiation skills and the use of the right register also contribute to effective international management. Catering for new needs in education The object of study in the IBMS course is the dynamics of the international economy within which companies operate and the appropriate management activities in this context. The primary focus will be on the international dimension of conducting business. IBMS sets itself the target of training people, partly on the basis of a broad and primarily professional international orientation, to assume commercial and economic management positions. In the first instance, this involves starter positions in the labour market. In view of the above, the teaching programme for an international commercial manager is based on three broad, interlinked foundations, i.e.: 1. International Business Environment 2. International General Management 3. International Key Areas: Marketing and Sales, Supply Chain Management, Finance and Accounting and Human Resource Management 13

14 The IBMS is a broad general education with a process-oriented view on management, which emphasises the integration of the positions. The international economic developments and the effects they have on the international organisation are the special subject of study. Besides these professional foundations graduates will be competent in intercultural leadership, co-operation and communication, in analysis, creative problem solving, planning and learning abilities. First and foremost is an insight into other cultures and the ability to adapt to these other cultures. The most striking features of an IBMS programme are: it is international, both as to the educational contents and student population it is taught entirely in English it is based on a combination of elements from the traditional economics programmes in the fields of marketing and sales, finance and management it focuses on international trade and commerce it offers practical training in international companies structural participation of foreign students leads to a high degree of international exposure students acquire an excellent preparation for their future professional careers. 1.2 Professional profile: Tasks and responsibilities. The professional profile is the general description of the tasks and responsibilities of a professional working in an IBMS position. It specifies the position within the organisation and the characteristic professional activities performed. This professional profile was first described in the Report ACO request IBMS by Hobeon and validated by organisations employing IBMS graduates. General characteristics of the IBMS professional field. The professional field of the IBMS graduate is both broad and international. In practice, this means that his activities will constantly involve international contacts, demanding special knowledge and skills in various fields, such as intercultural relations and international trade. Flexibility and adaptability are core elements of his activities. Every assignment will be different, and he will have to use his reliability, empathy and power of persuasion to co-operate with experts from various disciplines. His wide knowledge of organisation, management, commerce, and business economics makes him a professional negotiator at management level, both internally and externally. The IBMS graduate has career potential. He will often start in one of the company s positions and will rise to a more general, team-leading management position. In the run-up to a more general management position, he will work in various departments, where he will apply his integrated knowledge of finance, marketing, organisation and management. As a beginning professional, the IBMS graduate feels at home in international business. This requires qualities such as independence and perseverance, which stand him in good stead as his careers develops. He will realise that his professional education provides only a basis for solving the problems he will encounter in practice. In his day-to-day activities, the IBMS graduate makes use of his wide knowledge of management issues, especially in the fields of international financial markets, marketing and sales, management, social and trade policy, and organisation. 14

15 Professional profile In all professions, there is a difference between the novice and the experienced professional. IBMS graduates will not only develop within their own specialisation, but also towards positions in the general management of their organisation or company. The professional profile relates to both career paths. The IBMS graduate has an excellent command of English and is able to build up and maintain an extensive international network. In his position, he is able to grow to management level. He has the right professional attitude and sufficient cognitive, socio-communicative and strategic knowledge and skills to perform at a high-quality service level. IBMS graduates are characterised by reliability, empathy, adaptive skills and correct manners. There are also stress-resistant, have analytic and problem-solving skills and know when to call in outside experts. The characteristic responsibilities and expertise of experienced IBMS graduates are: International strategic policy of their firm: its preparation, implementation and assessment. Corporate planning: its evaluation concerning international regulations, legal aspects, and case law. Definition and management of international purchasing and sales processes International marketing and sales: development of proposals and the preparation, design and execution of international market surveys International finance: financial analysis and problem solving. IBMS graduates are generalists with a truly international orientation. Consequently, they will usually end up in one of the many different positions ranging from account manager, PR-manager, product manager, sales and marketing manager to international treasury manager or human resource manager. Some graduates prefer to start their own businesses or become consultants. Given this description of the professional field we can conclude for a graduate IBMS: An IBMS graduate should be able to execute or direct different integrated international business operations in the fields of international marketing, finance and management. He himself fulfils these tasks at operational level and should be able to direct the tasks on middle management or tactical level. Performing these tasks in an international setting, the IBMS-graduate will be truly aware of the changing international business environment and he will have an excellent command of intercultural communication. Specification of the organisation s ICT requirements An IBMS graduate is aware of the most recent social and political developments of the principal trade partners of his country. He makes use of all the relevant national and international media, such as the Internet. Moreover, the basic toolkit of the IBMS graduate will contain the key features of international legislation and regulation and of management and organisation. In addition, he has a good insight into international relations. Whatever his specialisation: finance, marketing or management; he can hold his own at an international level. He is able to make balanced decisions within his specialisation on the basis of knowledge, skills, discussions and a certain amount of diplomacy. He has ample knowledge and experience of cultural differences among countries in general and intercultural management in particular, enabling him to be a good negotiator at an international level. His knowledge and experience are reflected in his customeroriented thinking and actions. His management skills are based on being a team player with leadership capacities who motivates and stimulates people to achieve company goals. With these abilities he will be able to use his visionary and entrepreneurial abilities to contribute to the development of the corporate internationalisation strategy and the organisational policy, taking into account the goals and constraints of the organisation and with respect for the ethical and moral codes of his profession. He is able to indicate the interdependence between marketing, finance, business operations and human resource processes and advise management on organisational policy development. 15

16 combine knowlegde, skills and attitude

17 IBMS Framework and relation to other descriptors

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19 Framework This report contains the competencies for the Bachelor of Business Administration degree IBMS (International Business and Management Studies). These competencies define the abilities (knowledge, skills and attitude) graduates need to have in performing professional tasks in the field of international business and management. The definition of competency to be used in the IBMS is: The ability to combine knowledge, skills and attitude to show expected behaviour when performing a professional task in an intercultural business context. A competency must describe the ability of an actor: in a role like advisor, co-operator, assistant, manager, supervisor to integrate knowledge, skills and attitude in order to perform a task or activity in a context characteristic for the IBMS professional in such a way that the result or product will meet certain criteria or standards. The elements of a competency will then be: a task or activity a context characteristic for an IBMS professional an achievement, result or product indicators of the quality of the result. 19

20 Competencies: Level of execution Competencies are supposed to be learned step by step. This requires the description of the level of mastering the competency. In general these levels will be: Level 1 Level 2 Level 3 Level 4 The ability to execute a simple task. The student has the basic knowledge and skills to apply the competency with guidance in a limited context. The student can apply the competency independently in a relatively clearly arranged situation. The student can apply the competency independently in a complex situation with complete control of the required skills. Flexible application of the competency in complex situations. The student can evaluate his competency and can support others when applying their competencies. In most educational situations this will be learned in the first year. This will normally be at the end of year 2 or the work placement period. Bachelor level Master level 20

21 I Dublin descriptors Add: 1. Generic competencies related to Dublin descriptors 2. Explanation of the role that Dublin descriptors play in international higher education. European descriptors for a bachelor s degree: Knowledge and understanding: Graduates have demonstrated knowledge and understanding in a field of study that builds upon and supersedes their general secondary education, and is typically at a level that, whilst supported by advanced textbooks, includes some aspects that will be informed by knowledge of the forefront of their field of study Applying knowledge and understanding: Graduates can apply their knowledge and understanding in a manner that indicates a professional approach to their work or vocation, and have competencies typically demonstrated through devising and sustaining arguments and solving problems within their field of study Making judgments: Graduates have the ability to gather and interpret relevant data (usually within their field of study) to inform judgments that include reflection on relevant social, scientific or ethical issues Communication: Graduates can communicate information, ideas, problems and solutions to both specialist and non-specialist audience Learning skills: Graduates have developed those learning skills that are necessary for them to continue to undertake further study with a high degree of autonomy European descriptors for a master s degree: have demonstrated knowledge and understanding that is founded upon and extends and/or enhances that typically associated with Bachelor s level, and that provides a basis or opportunity for originality in developing and/or applying ideas, often within a research3 context; can apply their knowledge and understanding, and problem solving abilities in new or unfamiliar environments within broader (or multidisciplinary) contexts related to their field of study; have the ability to integrate knowledge and handle complexity, and formulate judgments with incomplete or limited information, but that include reflecting on social and ethical responsibilities linked to the application of their knowledge and judgments; can communicate their conclusions, and the knowledge and rationale underpinning these, to specialist and non-specialist audiences clearly and unambiguously; have the learning skills to allow them to continue to study in a manner that may be largely self-directed or autonomous. The generic descriptors apply to all bachelor s degrees. No task, context or achievement has been given. The NVAO chose the Dublin-descriptors for application in the accreditation because of the international standard. II Domain competencies The IBMS is in the domain Business Administration: BBA. The domain competencies give a further description of the content of core tasks in the domain Business Administration. Context and professional field of work are not given. Because the document with the domain competencies is not a generally accepted set of competencies, some universities relate their programme to them and others don t. Therefore these domain competencies don t form a compulsory part of this document. A description of these domain competencies is given in appendix 1 21

22 distinguish from others

23 IBMS-competencies: General description

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25 The IBMS competencies provide the filling in of the BBA domain competencies in the sense that the IBMS-context and the description of the professional tasks and responsibilities are given. The profession-related competencies refer to competencies specific for an IBMS professional. They specify the tasks and responsibilities that distinguish an IBMS professional from others. In order to perform the professional s tasks described in the former section a graduate needs to have general competencies: behaviour and skills that are general for professionals operating at bachelor s (HBO) level. Often they are referred to as personal effectiveness or personal skills. On the basis of the 10 generic HBO-qualifications IBMS will focus on interpersonal, taskoriented and intra-personal competencies. 25

26 IBMS will concentrate on 9 professional competencies and 7 generic competencies: 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: I 1 2 I I I I I I V V 4 5 VI 6 7 Profession-related competencies International business competencies International business awareness Intercultural competency General management competencies International strategic vision development Business processes & change management Entrepreneurial management Functional key-areas competencies International marketing and sales management International supply chain management International finance & accounting International human resource management (HRM) Generic competencies Interpersonal competencies Leadership Co-operation Business Communication Task-oriented competencies Business research methods Planning and organising Intra-personal competencies Learning and self-development Ethical and corporate responsibility Internal III.9 International Human Resource Management III.7 International Supply Chain Management V.5 Planning and Organising IV.1 Leadership IV.2 Co-operation IV.3 Business Communication VI.6 Learning and Self-development Mentor & Facilitator Controller & Coördinator III.8 International Finance & Accounting Renewal Control Advisor & Visionary II.4 Business Processes & Change Management V.4 Business Research methods Stategist & Producer I.1 International Business Awareness I.2 Intercultural Competency VI.7 Ethical Responsibility II.5 III.6 International Marketing & Sales Management Entrepreneurial Management II.3 International Strategic Vision Development External 26

27 Profession-related Competencies: General description I International Business Competencies II General Management Competencies International Business Awareness Intercultural Competency The ability to outline and evaluate the key patterns and trends in international business activity, the different approaches to internationalisation, the influence of increasing globalisation, international trade systems and financial relations and the role of several principal institutions (e.g. WTO, EU, IMF, World Bank) on international business. The student can assess the impact of these trends on his own activities as well on the business policy. Intercultural competency is a set of cognitive, behavioural, and affective/ motivational components that enable individuals to interact effectively and acceptably in an intercultural environment. A person who is interculturally competent has both culture-specific and culture-generic knowledge, attitudes, and skills. Culture-specific competencies (that relate to a particular cultural group) includes the ability to recognise, understand and accept, in interaction with people from other cultures, their specific concepts in perception, thinking, feeling and acting. Culture-generic competencies (that are applicable across cultural groups) are at a higher level of meaning and abstraction they transcend those that are based only on specific bi-cultural competency and enable a student to interact in other bi-cultural settings and in intercultural settings. These competencies include knowledge of the underlying principles, characteristics, components and universal dynamics that in varying combinations govern all cultures. The generic approach enables individuals to learn how to learn from subsequent specific cultural experiences. Culture-generic competency is a prerequisite to developing culture-specific competency, which in turn feeds into the on-going expansion of culture-generic competency in a dynamic and iterative process. A person who is interculturally competent can apply their understanding of specific cultural differences to position specific settings, for example, human resources management, marketing and intercultural communication. International Strategic Vision Development Business Processes & Change Management Entrepreneurial Management The ability to use his conceptual and visionary skills to contribute to the development and evaluation of the internationalisation strategy of a company. The ability to research and analyse relevant international business problems, to propose policy goals and objectives and to prepare alternative solutions in order to optimise business and human resources processes in order to strengthen the synergy between strategic, structural and cultural aspects of the organisation. The ability to pro-actively seek and commercially evaluate business opportunities for both new and existing products/services. The ability to take risks in order to optimise business profit. 27

28 III Functional Key-Areas Competencies Generic Competencies: General description. Interpersonal competencies International Marketing and Sales Management International Supply Chain Management International Finance and Accounting International Human Resource Management The ability to perform a country analysis on macro, industry and micro level, to conduct an international market survey in order to assess foreign market opportunities and competition. The ability to formulate market-entry strategies, to draft an international marketing plan and to implement, co-ordinate and control the international marketing (and sales) programme. The ability to assess processes and decisions involved in developing international, i.e. export/import operations, focusing on supply chain management and to explain the meaning and application of key logistical concepts. The ability to perform a variety of cost and revenue calculations and to transform these data into information needed for decision making and the budgeting process (management accounting). The ability to contribute to and evaluate key accounting summaries (profit and loss account, balance sheet and cash-flow statement) and to outline the differences between various external reporting standards (financial accounting). The ability to evaluate investment opportunities, to contribute to the assessment of long-term and short-term debt and equity financing and to contribute to managing financial risks (financial management). The ability to understand and integrate the availability, employability, motivation and vitality of people (employees) as the key factors of (I)HRM. The ability to identify, evaluate and develop the broad spectrum of positions and responsibilities related to the management of Human Resources. The ability to formulate the responsibilities and tasks for the proper running of a HR Department; the ability to formulate the relevant leadership features in resolving HR related issues. The ability to understand the importance of generating (quantitative) HR data and HR information relevant for the evaluation and development of corporate or organisational strategy. Leadership Co-operation Business Communication Task-oriented Competencies Business Research Methods Planning and Organising Intra-personal Competencies Learning and Self- development The ability to take initiative and a leading role within a (project) team in order to reach a defined goal. The ability to actively contribute to a group product or result. The ability to express himself fluently and correctly in English, in speech and writing. The ability to lead discussions, express his ideas, make proposals, draft reports and give presentations. The ability to make proper use of audio-visual aids in his presentations. Optional: The ability to express himself at an basic level in a second foreign language (in addition to English and his native language). The ability to apply relevant scientific insights, theories and concepts, to combine several subjects, to gather information and draw conclusions in a methodical and reflective manner. The ability to act carefully and punctually and to produce output that is literate, numerate and coherent. The ability to plan, manage, control and evaluate personal work activities and group work in projects. The ability to make use of relevant techniques in his activities to monitor his own performance. The ability to know his strengths and weaknesses and to indicate how and when he intends to improve his weaknesses; he knows the limits of his competencies and can critically evaluate and account for his own actions; he can take criticism and put it to good use. Takes initiative and works independently. Ethical and Corporate Responsibility Understanding of the ethical, normative and social issues related to the professional practice and accepting the responsibility for his actions. 28

29 3. Competencies: Level specification For the description of the competencies the following model will be used: For the description of the competencies the following model will be used: Level 1 The ability to execute a simple task. The student has the basic knowledge and skills to apply the competency with guidance in a limited context. In most educational situations this will be learned in the first year. Business Administration International Business and Management Studies Competencies Level 2 Level 3 The student can apply the competency independently in a relatively clearly arranged situation. The student can apply the competency independently in a complex situation with complete control of the required skills. This will normally be at the end of year 2 or the placement period. Bachelor level Name Task and Context NB for the generic competencies no task and context will be given Level 1 Level 4 Flexible application of the competency in complex situations. Student can evaluate his competency and can support others when applying their competencies. Master level Level 2 Level 3 Further Specification 29

30 outline and evaluate the key patterns

31 Level specification: Professional competencies

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33 I.1 International Business Awareness Business Administration International Business and Management Studies International Business Competencies International Business Awareness The ability to outline and evaluate the key patterns and trends in international business activity, the different approaches to internationalisation, the influence of increasing globalisation, international trade systems and financial relations and the role of several principal institutions (e.g. WTO, EU, IMF, World Bank) on international business. He can assess the impact of these trends on his own activities as well on the business policy. Task and Context The IBMS graduate should be a true generalist in the theory of international business. He needs to have a great awareness of the universal aspects of international business trends and the role of principal institutions. The IBMS-graduate is internationally oriented, shows a clear interest in international developments beyond the immediate scope of his own activities, reads specialist literature and is able to make a transparent synopsis of an international study. This should be combined with a broad application of knowledge, insight and skills and a multidisciplinary integration. With this knowledge and insight he will be able to attune his own activities and the business policy to the opportunities and threats in the international developments. His role will be that of an advisor. Level 1 Level 2 Level 3 The ability to research, describe and understand the key patterns and trends in international business, to identify the role and importance of MNEs and to explain the role of globalisation. The ability to examine the impact of governmental policies and practices on international trade and the role of the EU and other principal international institutions like WTO, IMF and World bank. The student has the legal knowledge to understand legal terminology and basic legal arguments. The student shows interest in international developments. The ability to evaluate patterns and trends in international business, elaborate further on the theory and practice of international trade and financial markets. The ability to explain various methods to enter foreign markets, outline the arguments to support free trade, identify the sources of comparative and competitive advantage among nations. The student can research and assess political risks, economic variables and legal systems of foreign markets. The ability to make legal statements and support those statements with legal arguments. The student is aware of recent international developments in specific regions. The ability to do an extensive research and to make a transparent synopsis of an international study. On this basis he can advise management on the opportunities and threats in the international legal and business environment. The student shows a clear interest in international developments beyond the immediate scope of his own activities and reads specialist literature on this topic. The ability to attune his own activities and those of the company to international trends. Further Specification International Business awareness refers to the knowledge and skills in the fields of international business research, economics and law. Students should have an integrated view on trends in the international business environment and apply this knowledge in his role as an advisor on international aspects essential for a company. 33

34 I.2 Intercultural Competency Business Administration International Business and Management Studies International Business Competencies Intercultural Adaptability The ability to explain the differences between national, organisational and occupational cultures and to outline strategies for adapting to these differences in e.g. human resources management, marketing and intercultural communication. The student can identify the relevant dimensions of cultures and has developed self-awareness of his own cultural background. He is able to adapt his behaviour to the standards in other cultures and can maintain an international network essential to his tasks. (SEE ABOVE) Task and Context The IBMS graduate should be aware of cultural differences, be able to identify relevant dimensions of culture, to develop a self-awareness of his own cultural background and be able to adapt his behaviour to a variety of situations. (SEE ABOVE) The IBMS-graduate will often work abroad or he will work with people from another cultural background. His tasks, whether those will be in general management or in key functional areas like marketing and finance, require a high degree of awareness of cultural differences and an ability to adapt his behaviour to the standards of another culture. He can maintain an international network essential to his tasks and to the company he works for. His role will be that of an advisor, visionary. Level 1 Awareness Level 2 Identify Self awareness Behavioural Adaptation Level 3 Recognise Appreciate The student is aware of cultural differences, can indicate if different behaviour could be based on difference in cultural background, shows interest in the cultural background of others and is aware of basic elements of his own cultural background He is aware of the role of an international network for himself and for the company. The student can identify dimensions of culture (communication, time perspective, power, individualism etc) within context. He has self-awareness of his own norms, values and behaviour and shows tact and understanding for others. He adapts his behaviour to the standards of the prevailing culture. He can indicate the importance of the viable international relations of a company within the total value chain. The student can recognise and appreciate cultural differences in behaviour and values. He has developed an open attitude and is motivated to work abroad. He can make effective use of empathy, or frame of reference shifting, to understand and be understood across cultural boundaries. He can maintain an international network essential to his tasks and to the company. 34

35 II.3 International Strategic Vision Development Business Administration International Business and Management Studies General Management Competencies International Strategic Vision Development The ability to use his conceptual and visionary skills to contribute to the development and evaluation of the internationalisation strategy of a company. Task and Context The graduate performs his tasks within the constraints of a company s mission/vision and internationalisation strategy. He must be able to recognise and understand this mission/vision and be aware of the impact it has on his own activities. On the basis of his own knowledge and awareness of international trends and developments he must be able to contribute to adjustments in the mission/vision and internationalisation strategy of a company, while also being able to evaluate, assess and defend various possible strategic choices. His role will be that of a strategist. Level 1 Level 2 Level 3 The ability to identify the basic components and concepts of a vision and an internationalisation strategy. He can describe this vision and strategy and can indicate the consequences of this vision and strategy for his immediate activities. The ability to recognise topical trends and the consequences they could have for the vision and internationalisation strategy. He can outline and explain several methods to enter foreign markets. He can assess the consequences of an internationalisation strategy for the evaluation of management options. The ability to translate trends in the environment to opportunities and threats for the organisation. He should be able to assess an international strategic policy for a company, clearly defining the strategic limits. He can contribute to the adjustment of a vision and strategy. He can assess the consequences of a vision and strategy for business policies and processes. 35

36 II.4 Business Processes & Change Management Business Administration International Business and Management Studies General Management Competencies Business Processes & Change Management The ability to research and analyse relevant international business problems, to propose policy goals and objectives and to prepare alternative solutions in order to optimise business and human resources processes in order to strengthen the synergy between strategic, structural and cultural aspects of the organisation. His role will combine the 4 quadrants. Task and Context In his task as (assistant to the) general manager or in the key-functional areas the graduate holds a processview. He is able to analyse the relevant business processes (e.g. by flowcharting or blue printing) and can define possible problems within these processes. He can also indicate the interdependence between company strategy, business structure and human resources processes. He can advise management on the development of organisational goals, objectives and policies and contribute to the development, implementation and evaluation of organisational change processes. Level 1 Level 2 Level 3 The ability to describe and analyse simple processes in the field of business operations and human resources. The student can recognise and describe company goals, objectives and policies. The ability to analyse and evaluate relevant information on business and human resource processes and to define problems within these processes. The ability to prepare alternative solutions for independent processes: change management. The ability to create and change organisational policy while respecting the interdependence between company strategy, business structure and human resources processes. 36

37 II.5 Entrepreneurial Management Business Administration International Business and Management Studies General Management Competencies Entrepreneurial Management The ability to pro-actively seek and commercially evaluate business opportunities for both new and existing products/services. The ability to take risks in order to optimise business profit. The ability to write and defend a business plan for a (start-up) company. Task and Context Graduates are generalists with a truly international orientation. Consequently, they will usually end up in one of the many different management positions ranging from account manager, export manager to international project manager. Some graduates prefer to start their own businesses or become consultants. Performing these tasks, the graduate will be truly aware of the changing international business environment and will be able to make effective use of his visionary and entrepreneurial abilities to achieve company goals. His role will be that of an advisor, visionary, strategist, producer. Level 1 Level 2 Level 3 The student understands the trends/developments in the market and is able to formulate suggestions for improvement for his own products/services on the basis of this information. The ability to independently take actions and risks to create opportunities for both existing and new products/services in the market. The ability to write and defend a business plan for a (start-up) company. The ability to contribute, in co-operation with others, to an optimal exploration by the company of the opportunities for both new and existing products/ services in the market and the necessary risks involved. The student contributes to a pro-active opportunity-seeking attitude in the company and encourages the company to make effective use of these opportunities. 37

38 III.6 International Marketing and Sales Management Business Administration International Business and Management Studies Level 1 The ability to evaluate and assess the contribution of marketing to a firm in an international business environment, including the decisions on price, product, distribution and communication Functional Key- Areas Competencies International Marketing and Sales The ability to perform a country analysis on macro, industry and micro level, to conduct an international market survey in order to assess foreign market opportunities and competition. The ability to formulate market-entry strategies, to draft an international marketing plan and to implement, co-ordinate and control the international marketing programme. Task and Context The graduate must be able to make a consistent marketing/export plan taking into account decisions on why a company should internationalise, where it should enter, how it should enter (entry modes). On the basis of international market research he is able to draft an international marketing plan. He will able to implement (parts) of the marketing and sales programme and control the outcomes. He must be able to oversee the impact of international marketing activities on all relevant aspects of the internal business environment. His rol will be that of a strategist, producer. Level 2 Level 3 The ability to evaluate and implement marketing decisions based on an analysis of the internal and external factors influencing a company in an international business environment. The ability to structure these decisions in a marketing planning in accordance with the corporate planning of the company. The ability to create, change and implement a strategic international marketing plan which includes an analysis of the international environment of the company s position. The plan contains strategies in product development, pricing, distribution and international advertising and promotion. Further Specification A sales training is carried out as part of the IBMS programme, to include the different but complementary roles of the marketing and sales positions in a company, sales preparations, bid management and a practical training in sales negotiations. 38

39 III.7 International Supply Chain Management Business Administration International Business and Management Studies Functional Key-Areas Competencies International Supply Chain Management The ability to assess processes and decisions involved in developing international, i.e. export/import operations, focussing on supply chain management and to explain the meaning and application of key logistical concepts. Task and Context The IBMS student should be able to take into account the implications of the decisions: why a company should internationalise, where it should set up its international business, how it should enter the international market (entry modes) and what it should do on the international market (international marketing mix), he is able to make a consistent plan on how it should structure and organise itself in order to be successful in an international environment. Special attention is given to logistical aspects, focusing on key-questions on supply chain management Including the possibilities of IT tooling, such as: customer relationship management applications, enterprise resource planning applications and database management and control. His role will be that of a controller, coordinator. Level 1 Level 2 Level 3 The ability to describe and understand how the company should structure itself when being involved in international business. The importance of logistical aspects and supply chain management. The possibilities of IT tooling for the marketing and sales performance in a company. Apply the understanding gained in Level 1 in concrete business situations regarding international business operations. The ability to assess international business operations and to advise management on the key issues of supply chain management. 39

40 III.8 International Finance & Accounting Business Administration International Business and Management Studies Functional Key-Areas Competencies International finance and accounting The ability to perform and evaluate a wide variety of cost and revenue calculations, to transform (cost and revenue) data into information needed for decision making and to contribute to the budgeting process. (management accounting) The ability to evaluate and to contribute to key accounting summaries (profit & loss account, balance sheet, and cash-flow statement), to outline the differences between various (external) reporting standards (among which IFRS). (financial accounting) The ability to evaluate investment opportunities (capital budgeting), to contribute to and assess the mixture of long-term (international) debt and equity financing (capital structure), to contribute to and evaluate shortterm assets and liabilities (working capital management), to contribute to managing (financial) risks. (financial management) Task and Context The graduate should be familiar with a multi-disciplinary attitude towards and application of the various control and treasury activities of a (multinational) enterprise. The graduate is internationally oriented, and shows a clear interest in international developments both within and beyond the immediate scope of his activities. His role will be that of a controller, coordinator. Level 1 Level 2 Level 3 The ability to understand and describe the various classifications of costs and revenues, to perform mainly simple- cost (and revenue) calculations. The ability to translate simple financial activities into journal entries and to prepare a balance sheet and profit & loss account for an SME (small and medium-sized enterprise). The ability to determine and to work with the information needs of an SME, among which the chart of accounts. The ability to translate more complex financial activities into journal entries and to prepare a balance sheet and profit & loss account. The ability to perform cost calculations involving indirect costs and to understand the implications of these. The ability to prepare a budget for a department of an organisation. The ability to perform calculations regarding working capital management. The ability to prepare a liquidity prognosis, and a ratio-analysis and to assess the value of an investment proposal. The ability to describe and work with various forms of long-term financing (equity and debt). The ability to describe and understand the consequences of the various risks inherent to international business. The ability to contribute to management control of a multinational organisation by means of an integrated application of his knowledge of business accounting, management accounting, financial management, and other relevant aspects. 40

41 III.9 International Human Resource Management (IHRM) Business Administration International Business and Management Studies Functional Key-Areas Competencies International Human Resource Management (HRM) The ability to understand and integrate the availability, employability, motivation and vitality of people (employees) as the key factors of (I)HRM. The ability to identify, evaluate and develop the broad spectrum of positions and responsibilities related to the management of Human Resources. The ability to formulate the responsibilities and tasks for the proper running of a HR Department; the ability to formulate the relevant leadership features in resolving HR related issues. The ability to understand the importance of generating (quantitative) HR data and HR information relevant for the evaluation and development of corporate or organisational strategy. Task and Context The graduate is able to explain - and perform - general HR tasks related to job analysis, planning of labour needs, recruitment, selection, training & development, compensation, (international) performance management, communication, (international) labour relations, staff health & welfare, HR strategy development, and intercultural competencies. The graduate is able to align HR strategies with the corporate or organisational strategies, with relevant international developments, and with intercultural diversity, and assess the effectiveness and efficiency of existing HR tools & instruments in these contexts. The graduate is able to assume the ethical responsibility for developing and executing HR policies & practices, also and in particular in international context. His role will be that of a mentor, facilitator. Level 1 Level 2 Level 3 The ability to describe, understand and evaluate the general HRM positions and responsibilities. The ability to relate HR policies & practices to overall organisational or corporate objectives in accordance with international labour law. As level 1, plus the ability to assume the responsibility for the development and integration of HR positions in organisational or corporate strategic context. As level 2, plus the ability to assume strategic responsibility in formulating relevant HR policies & practices for the further development of the organisation or corporation in international and intercultural context. Further Specification IHRM must be positioned in the context of the four functional areas of International Management: Finance, Marketing, Operations, and IHRM. 41