Language of instruction : English |
Sequentiality
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No sequentiality
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| Degree programme | | Study hours | Credits | P1 SBU | P1 SP | 2nd Chance Exam1 | Tolerance2 | Final grade3 | |
 | Master of Business Administration - Entrepreneurship and Management | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
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| Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit)
| - EC
| The holder of the degree works in a team and displays leadership skills with a multidisciplinary approach to a business problem. (Teamwork)
| - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication)
| - EC
| The holder of the degree shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - EC
| The holder of the degree formulates proposals for operational improvements, taking account of the regional and/or (inter)national policy and business context. (Stakeholder awareness) | - EC
| The holder of the degree is able to answer complex management questions from a practice-oriented perspective with respect to the functional areas of management. (Problem-solving capacity)
| - EC
| The holder of the degree is able to apply in-depth insights from organisational and management sciences and relevant supporting and/or related disciplines in the analysis of such concrete questions of business management. (Problem-solving capacity) | - EC
| The holder of the degree relates advanced insights derived from concepts, principles and argumentation methods in the chosen specialisation to the general business framework and provides scientifically substantiated advice on the basis of such knowledge and insights. (Problem-solving capacity)
| - EC
| On the basis of advanced insights and skills with regard to the chosen specialisation, the holder of the degree formulates and defends substantiated advice on strategic policy decisions with a view to translating them to the tactical level. (Programme-specific competencies)
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| EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
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“Leadership & Human Capital is a master course where future leaders/managers get familiar with the most important topics in the domain of leadership and human capital. The focus of this learning journey is to bring theory to practice. This is why we developed a blended format, including theoretical sessions, guest lectures, practical sessions, individual study, and a group assignment.”
Introduction to leadership
- Leadership theories and styles
- Different views on leadership
From strategy to implementation: The role of leadership
- Strategy frameworks
- How great leaders can make a difference
Organizational culture and leadership
- Lifecycle of a company and the changing role of leadership
- How culture influences behaviour and performance
How to motivate and inspire employees
- Growth mindset
- Intrapreneurship
- Incentives
- KPIs
Tacit knowledge
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Lecture ✔
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Small group session ✔
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Period 1 Credits 6,00
Evaluation method | |
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Written evaluaton during teaching periode | 50 % |
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Transfer of partial marks within the academic year | ✔ |
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Other evaluation method during teaching period | 10 % |
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Other | Process (deadlines, peer feedback, active participation, etc.) |
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Transfer of partial marks within the academic year | ✔ |
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Second examination period
Evaluation second examination opportunity different from first examination opprt | |
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Explanation (English) | The grade of the group assignment during the teaching period is retained. In 2nd chance, the written exam counts for 40%. |
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Compulsory course material |
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All cumpolsory course material will be posted on blackboard |
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|
 | Master of Management | Compulsory | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
|
| Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit) | - EC
| The holder of the degree works in a diverse team and displays leadership skills with a view to a multidisciplinary approach to management problems. (Teamwork)
| - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication)
| - EC
| The holder of the degree shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - EC
| The holder of the degree formulates proposals for the improvement of business processes in an international context. (Stakeholder awareness) | - EC
| The holder of the degree is able to address complex management issues from a strategic and conceptual perspective by adapting and applying management paradigms in general, and in particular paradigms from their specialization. (Problem solving capacity) | - EC
| The holder of the degree is able to substantiate the strategic policy choices of an organization in an evidence-based way by applying management theories in general, and in particular theories from their specialization. (Problem solving abilities) | - EC
| The holder of the degree is able to formulate strategic solutions to create organizational value in an international context. (Programme specific competences) | - EC
| The holder of the degree is able to make optimal use of cultural and disciplinary heterogeneity in work teams. (Programme specific competences) |
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| EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
“Leadership & Human Capital is a master course where future leaders/managers get familiar with the most important topics in the domain of leadership and human capital. The focus of this learning journey is to bring theory to practice. This is why we developed a blended format, including theoretical sessions, guest lectures, practical sessions, individual study, and a group assignment.”
Introduction to leadership
- Leadership theories and styles
- Different views on leadership
From strategy to implementation: The role of leadership
- Strategy frameworks
- How great leaders can make a difference
Organizational culture and leadership
- Lifecycle of a company and the changing role of leadership
- How culture influences behaviour and performance
How to motivate and inspire employees
- Growth mindset
- Intrapreneurship
- Incentives
- KPIs
Tacit knowledge
|
|
|
|
|
|
|
Lecture ✔
|
|
|
Small group session ✔
|
|
|
|
Period 1 Credits 6,00
Evaluation method | |
|
Written evaluaton during teaching periode | 50 % |
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
|
|
Other evaluation method during teaching period | 10 % |
|
Other | Process (e.g. deadlines, peer feedback, active participation) |
|
|
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
Second examination period
Evaluation second examination opportunity different from first examination opprt | |
|
Explanation (English) | The grade of the group assignment during the teaching period is retained. In 2nd chance, the written exam counts for 40%. |
|
|
|
|
 
|
Compulsory course material |
|
All cumpolsory course material will be posted on blackboard |
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|
|
 | Master of Business Administration - Accountancy, Finance and Tax law - track accountancy | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
Master of Business Administration - Accountancy, Finance and Tax law - track finance | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
Master of Business Administration - Marketing Management | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
Master of Business Administration - Supply Chain Management | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
|
| Learning outcomes |
- EC
| The holder of the degree applies acquired knowledge independently. (Self-direction and entrepreneurial spirit)
| - EC
| The holder of the degree works in a team and displays leadership skills with a multidisciplinary approach to a business problem. (Teamwork)
| - EC
| The holder of the degree communicates clearly and correctly in writing and orally, in a business and academic context, if necessary supplemented with visual support. (Communication)
| - EC
| The holder of the degree shows autonomy in analysing, interpreting, evaluating and reporting research results. (Research skills)
| - EC
| The holder of the degree formulates proposals for operational improvements, taking account of the regional and/or (inter)national policy and business context. (Stakeholder awareness) | - EC
| The holder of the degree is able to answer complex management questions from a practice-oriented perspective with respect to the functional areas of management. (Problem-solving capacity)
| - EC
| The holder of the degree is able to apply in-depth insights from organisational and management sciences and relevant supporting and/or related disciplines in the analysis of such concrete questions of business management. (Problem-solving capacity) | - EC
| The holder of the degree relates advanced insights derived from concepts, principles and argumentation methods in the chosen specialisation to the general business framework and provides scientifically substantiated advice on the basis of such knowledge and insights. (Problem-solving capacity)
| - EC
| On the basis of advanced insights and skills with regard to the chosen specialisation, the holder of the degree formulates and defends substantiated advice on strategic policy decisions with a view to translating them to the tactical level. (Programme-specific competencies)
|
|
| EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
“Leadership & Human Capital is a master course where future leaders/managers get familiar with the most important topics in the domain of leadership and human capital. The focus of this learning journey is to bring theory to practice. This is why we developed a blended format, including theoretical sessions, guest lectures, practical sessions, individual study, and a group assignment.”
Introduction to leadership
- Leadership theories and styles
- Different views on leadership
From strategy to implementation: The role of leadership
- Strategy frameworks
- How great leaders can make a difference
Organizational culture and leadership
- Lifecycle of a company and the changing role of leadership
- How culture influences behaviour and performance
How to motivate and inspire employees
- Growth mindset
- Intrapreneurship
- Incentives
- KPIs
Tacit knowledge
|
|
|
|
|
|
|
Lecture ✔
|
|
|
Small group session ✔
|
|
|
|
Period 1 Credits 6,00
Evaluation method | |
|
Written evaluaton during teaching periode | 50 % |
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
|
|
Other evaluation method during teaching period | 10 % |
|
Other | Process (e.g. deadlines, peer feedback, active participation) |
|
|
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
Second examination period
Evaluation second examination opportunity different from first examination opprt | |
|
Explanation (English) | The grade of the group assignment during the teaching period is retained. In 2nd chance, the written exam counts for 40%. |
|
|
|
|
 
|
Compulsory course material |
|
All cumpolsory course material will be posted on blackboard |
|
|
|
|
|
 | Exchange Programme Business Economics | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
|
|
|
“Leadership & Human Capital is a master course where future leaders/managers get familiar with the most important topics in the domain of leadership and human capital. The focus of this learning journey is to bring theory to practice. This is why we developed a blended format, including theoretical sessions, guest lectures, practical sessions, individual study, and a group assignment.”
Introduction to leadership
- Leadership theories and styles
- Different views on leadership
From strategy to implementation: The role of leadership
- Strategy frameworks
- How great leaders can make a difference
Organizational culture and leadership
- Lifecycle of a company and the changing role of leadership
- How culture influences behaviour and performance
How to motivate and inspire employees
- Growth mindset
- Intrapreneurship
- Incentives
- KPIs
Tacit knowledge
|
|
|
|
|
|
|
Lecture ✔
|
|
|
Small group session ✔
|
|
|
|
Period 1 Credits 6,00
Evaluation method | |
|
Written evaluaton during teaching periode | 50 % |
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
|
|
Other evaluation method during teaching period | 10 % |
|
Other | Process (e.g. deadlines, peer feedback, active participation) |
|
|
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
Second examination period
Evaluation second examination opportunity different from first examination opprt | |
|
Explanation (English) | The grade of the group assignment during the teaching period is retained. In 2nd chance, the written exam counts for 40%. |
|
|
|
|
 
|
Compulsory course material |
|
All cumpolsory course material will be posted on blackboard |
|
|
|
|
|
 | Master of Teaching in Economics free choice | Optional | 162 | 6,0 | 162 | 6,0 | Yes | Yes | Numerical |  |
|
| Learning outcomes |
- EC
| The newly graduated student can answer management questions, strategic policy issues or business economic problems with the help of conceptual, business economic thinking frameworks or from a practice-oriented perspective with regard to the functional management domains. | - EC
| The newly graduated student demonstrates independence with and reports on conducting a literature study, drawing up a research plan, implementing scientific research methods and analyzing, interpreting and evaluating research results within business management and economics. | - EC
| The newly graduated student actively monitors developments in business management and economics and practices, and reflects on them from an ethical and sustainability perspective. |
|
| EC = learning outcomes DC = partial outcomes BC = evaluation criteria |
|
“Leadership & Human Capital is a master course where future leaders/managers get familiar with the most important topics in the domain of leadership and human capital. The focus of this learning journey is to bring theory to practice. This is why we developed a blended format, including theoretical sessions, guest lectures, practical sessions, individual study, and a group assignment.”
Introduction to leadership
- Leadership theories and styles
- Different views on leadership
From strategy to implementation: The role of leadership
- Strategy frameworks
- How great leaders can make a difference
Organizational culture and leadership
- Lifecycle of a company and the changing role of leadership
- How culture influences behaviour and performance
How to motivate and inspire employees
- Growth mindset
- Intrapreneurship
- Incentives
- KPIs
Tacit knowledge
|
|
|
|
|
|
|
Lecture ✔
|
|
|
Small group session ✔
|
|
|
|
Period 1 Credits 6,00
Evaluation method | |
|
Written evaluaton during teaching periode | 50 % |
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
|
|
Other evaluation method during teaching period | 10 % |
|
Other | Process (e.g. deadlines, peer feedback, active participation) |
|
|
|
Transfer of partial marks within the academic year | ✔ |
|
|
|
|
|
|
Second examination period
Evaluation second examination opportunity different from first examination opprt | |
|
Explanation (English) | The grade of the group assignment during the teaching period is retained. In 2nd chance, the written exam counts for 40%. |
|
|
|
|
 
|
Compulsory course material |
|
All cumpolsory course material will be posted on blackboard |
|
|
|
|
|
1 examination regulations art.1.3, section 4. |
2 examination regulations art.4.7, section 2. |
3 examination regulations art.2.2, section 3.
|
Legend |
SBU : course load | SP : ECTS | N : Dutch | E : English |
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