Brochure Framework IBMS Competencies (Def) 24.03.2011

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

13

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

14

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

19

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.

20

Competencies: Level of execution

Competenciesaresupposedtobelearnedstepbystep.Thisrequiresthedescriptionofthelevelof

masteringthecompetency.Ingeneraltheselevelswillbe:

Level 1 •Theabilitytoexecuteasimpletask.

•Thestudenthasthebasicknowledgeandskills

toapplythecompetencywithguidanceina

limitedcontext.

Inmosteducationalsituationsthis

willbelearnedinthefirstyear.

Level 2 •Thestudentcanapplythecompetency

independentlyinarelativelyclearlyarranged

situation.

Thiswillnormallybeatthe

endofyear2orthework

placementperiod.


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.

26

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

27

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.


independentlyinarelativelyclearlyarranged

situation.

Thiswillnormallybeat

theendofyear2orthe

placementperiod.


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


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.


InternationalBusinessawarenessreferstotheknowledgeandskillsinthefieldsofinternationalbusiness

research,economicsandlaw.Studentsshouldhaveanintegratedviewontrendsintheinternational

businessenvironmentandapplythisknowledgeinhisroleasanadvisoroninternationalaspectsessential

foracompany.

33

34

I.2 Intercultural Competency


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


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



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



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


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.


AsalestrainingiscarriedoutaspartoftheIBMSprogramme,toincludethedifferentbutcomplementary

rolesofthemarketingandsalespositionsinacompany,salespreparations,bidmanagementandapractical

traininginsalesnegotiations.

39

III.7 International Supply Chain Management


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



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)



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.


IHRMmustbepositionedinthecontextofthefourfunctionalareasofInternationalManagement:Finance,

Marketing,Operations,andIHRM.

“take an initiative

and leading role in a project”

Level specification: Generic competencies

45

IV.1. Leadership


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



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



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)


TheCommonEuropeanFramework(sixlevelsfromA1(lowest)–C2(highest))establishedbytheAssociation

ofLanguageTestersinEurope(ALTE)isusedforawiderangeofEuropeanlanguages.UniversitiesinBritain,

NorthAmericaandthroughouttheworldacceptthecertificatesawardedtosuccessfulcandidatesatLevels

C1andC2asevidenceofanadequatestandardofEnglishforadmissiontoundergraduateandpostgraduate

degreecourses.(source:www.alte.org)

47

V.4. Business Research Methods


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.


Intheprocessstudentsaretoacquirebasicconsultancyskills.

Intheprocessstudentscreateasolutiontoasimpleproblemanddeveloptheabilitytofind(newand/or

alternative)solutionsregardingmorecomplexproblemsanddaretolookandsearchoutsidethegiven

context.

V.5. Planning and Organising


Task-oriented Competency

PlanningandOrganisingTheabilitytoplan,manage,controlandevaluatepersonalworkactivitiesandgroupworkinprojects.

Theabilitytomakeuseofrelevanttechniquesinhisactivitiestomonitorhisownperformance.

Hisrolewillbethatofacontroller,coordinator.

Level 1 •Theabilitytomakearealisticandeffectiveplanningofhisownactivities.

Level 2 •Theabilitytoindependentlymakearealisticandeffectiveplanningandto

determinetherequiredtime,actions,toolsandprioritiesinrelationtothe

activitiesofothers.

Level 3 •Theabilitytostimulateotherstoharmonisetheplanningandorganisationof

projectsandactivitiesinaneffectivemanner,inrelationtohisownactivities.


Intheprocessstudentsaretoacquireprojectmanagementskills

48

VI.6. Learning and Self-development


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


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

61

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

Documents

Brochure Framework IBMS Competencies (Def) 24.03.2011