Holdet 2i BMHL/2 (2025/26) - Undervisningsbeskrivelse

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Undervisningsbeskrivelse

Stamoplysninger til brug ved prøver til gymnasiale uddannelser
Termin(er) 2024/25 - 2025/26
Institution X - Ikast-Brande Gymnasium
Fag og niveau Erhvervsøkonomi -
Lærer(e) Marie Louise Telling Jørgensen
Hold 2024 BMHL/2 (1i BMHL/2, 2i BMHL/2)

Oversigt over gennemførte undervisningsforløb
Titel 1 Topic 1: Business organization and environment
Titel 2 Topic 4: Marketing
Titel 3 Topic 3: Finance and account
Titel 4 Topic 2: Human resource management
Titel 5 Topic 5: Operation management

Beskrivelse af de enkelte undervisningsforløb (1 skema for hvert forløb)
Titel 1 Topic 1: Business organization and environment

Learning outcome:
Unit 1.1:
• Identify inputs, outputs and processes of a business.
• Describe how business activity combines human, physical and financial resources to create goods and services.
• Explain the role of the different business departments in overall business activity.
• Explain the nature of business activity in each sector.
• Analyse the impact on business activity of changes in economic structure.
• Explain the reasons for setting up a business.
• Explain the process a business will have to go through to start up.
• Analyse the problems that business start-ups may face.
• Introduction to Business Model Canvas
Unit 1.2:
• Distinguish between organizations in the private and public sectors
• Distinguish between different types of business organization and identify their main features.
• Analyse the extent to which ownership and control differ in organizations.
• Evaluate the most appropriate form of ownership for a firm.
• Outline the main features Social enterprises.
• Outline the main features of non-profit organizations:
Unit 1.3:
• Explain the purpose of mission and vision statements.
• Examine comment business objectives, including growth, profit, protecting shareholder value.
• Explain strategic and tactical objectives
• Examine the reasons why organizations consider setting ethical objectives.
• Analyse the advantages and disadvantages of ethical objectives.
• Discuss the impact of implementing ethical objectives.
• Explain the different views that firms may take of their social responsibility in an international context.
• Analyse the value of ESG-reports to different stakeholders.
Unit 1.4:
• Explain the interests of internal stakeholders.
• Explain the interest of external stakeholders

• Apply stakeholder analysis.

• Discuss possible areas of conflict between stakeholders.
Unit 1.5:
• Prepare a PEST analysis for a given situation and use it to analyse the impact of the external environment on a firm.
• Evaluate the impact on a firm’s objectives and strategy of a change in any of the PEST/PESTLE factors
• Define the terms economies and diseconomies of scale to business decisions.
• Define reasons for businesses to grow
• Define reasons for businesses to remain small
• Outline the difference between internal and external growth.
• Evaluate joint ventures, strategic alliances, mergers and takeovers as methods of achieving a firm’s growth objectives. (introduction to integration)
• Analyse the advantages and disadvantages of a franchise for both franchisor and franchisee.
• Evaluate the use of franchising as a growth strategy.
Unit 1.6:
• Reasons for the growth of multinational companies
• Evaluate the impact of MNCs on the host countries

Learning outcome (HL only)
Unit 1.2:  Analyse the relationship between organizations in the private and public sectors.

TOK questions:
• Are entrepreneurs ‘born’ or ‘made’? How can we truly know if there is a scientific answer to this question?
• Is the label social enterprise appropriate?
• Can businesses be separated from a profit motive?
• Can any business be separated from a social purpose?
• To be successful and remain operational, both profit and growth are important and necessary for any business.
• How can we know if profit or growth is the most important business objective?
• If anyone can potentially be considered a stakeholder, how useful is the notion of stakeholders?
• To what degree are businesses limited in how much they can know about external environment.
• As businesses grow, how do their methods of knowing change? Are these changes for the better or worse? How are they different?
• To what extent is it possible to determine if one country knows what is right or best for another country to do?


Concept-based learning and BM tool:
• Unit 1.1: Creativity, Ethics, Change, Business plan
• Unit 1.2: Ethics and change
• Unit 1.3: Change, Ethics, Sustainability, SWOT-analysis, STEEPLE-analysis, Ansoff matrix
• Unit 1.4: Ethics, Change
• Unit 1.5: Change, Ethics Sustainability, Ansoff Matrix, Decision tree
• Unit 1.6: Change, Ethics
Textbook:
Business management. Course Edition. Oxford. Page 1-78.
ALT:
• Teacher presentations
• Case studies (video, podcasts and written articles)
• Debating (Newsroom)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations
• Teamwork/ experiential learning about development of a business plan.
• PBL case studies
• Formative evaluation (SWOT-analysis) and summative evaluation (test)


LP:
Inquirers: undertake independent and collaborative investigations into real-world business case studies, overarching concept-driven questions and gather relevant data to address these.
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
risk-takers: utilize business knowledge and understanding to develop and present creative business conclusions/recommendations for real-world organizations in local, national and global contexts
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
Indhold
Kernestof:
Omfang Estimeret: Ikke angivet
Dækker over: 34 moduler
Særlige fokuspunkter
Væsentligste arbejdsformer

Titel 2 Topic 4: Marketing

Learning Outcome
Unit 4.1:
• Define marketing
• Calculate market share from given information.
• Describe the difference between market and product orientation.
• Explain the difference between the marketing of goods and services.
Unit 4.2:
• Explain the role of marketing planning
• Distinguish between segmentation, targeting and positioning
• Analyse the usefulness of market segmentation and consumer profiles
• Distinguish between a niche and a mass market
• Explain the importance of having a USP.
• Evaluate how organizations can differentiate themselves and their products from competitors.
Unit 4.4:
• Examine why and how organizations carry out market research.
• Analyse the role of primary market research.
• Comment on secondary market research
• Distinguish between qualitative and quantitative market research
• Evaluate different methods of sampling, for example, quota, random, convenience sampling
Unit 4.5:
• The relationship between the product life cycle, product portfolio and the marketing mix
• Extension strategies and PLC
• The relationship between the product life cycle, investment, profit, and cash flow
• The following aspects of branding:
o brand awareness,
o brand development,
o brand loyalty, and
o brand value
• The importance of branding
• Justify the appropriateness of using particular pricing methods
• Explain the main focus of promotion
• Discuss the role of social media marketing as a promotional strategy.
• Prepare an appropriate promotional mix.
• Examine the importance of different types of distribution channel
• Discuss the effectiveness of different types of distribution channels.
• Discuss the importance of employee–customer relationships in marketing a service and cultural variation in these relationships
• Evaluate the importance of delivery processes in marketing mix a service and changes in these processes
• Examine the importance of tangible physical evidence in marketing a service
• Evaluate the appropriate marketing mixes for particular products or businesses

Learning outcome (HL)
Unit 4.1:
• Discuss the importance of market share and market leadership.
Unit 4.3:
• Define sales forecasting
• Explain the terminology associated with sales forecasting
• Comment on sales forecasting data
• Examine the benefits and limitations of sales forecasting
Unit 4.5:
• Dynamic pricing, Competitive pricing, Contribution pricing, Price elasticity of demand.
Unit 4.6:
• Explain how businesses enter international markets
• Examine the opportunities and threats posed by entry into international markets.
•

TOK questions
• To what extent are marketing practices a reflection of the value of a given time and culture?
• To what extent does knowing assist us in predicting? (HL only)
• How do we know that our predictions are reliable? (HL only)
• How does the language used in questionnaires influence consumers and businesses’ conclusions when doing market research.
• Given the complications of survey designs and sample size, can primary market research data ever be truly reliable?
• Is it possible to measure brand loyalty?
• What is the value of a product? How do we know what the true value of art is?
• How do consumers / customers / users of a good or service "know" whether the price they pay is value for money?
•
Concept-based learning and BM toolkit
Unit 4.1: Change, ethics, Porters Generic strategies (HL)
Unit 4.2: Change, creativity, perception map, Porters Generic strategies (HL)
Unit 4.3: Simple linear regression (HL)
Unit 4.4: Ethics, Creativity, Descriptive statistics,
Unit 4.5: Change, Creativity, Ethics, sustainability, Ansoff Matrix, BCG, Contribution (HL), Business plan and SWOT-analysis.
Unit 4.6 (HL only): Change, ethics, Hofstede, Force Field Analysis

Textbooks:
Business management. Course Edition. Oxford. Page 227-311.
Teacher hand-out based Philip Kolter: A framework for marketing management and Gerard Hastings: Social Marketing
Teacher notes based on Arjan J. van Weele: Purchasing & Supply Chain Management - Analysis, Strategy, Planning and Practice. 2005 4. Edition

Exam focus: Paper 1, Paper 2 section B. Introduction to paper 3 (HL)

ALT:
• Teacher presentations
• Case studies (video, podcasts and written articles)
• Debating (Newsroom)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations
• Teamwork/ experiential learning about development of a marketing plan
• PBL case studies
• Formative evaluation and summative evaluation

LP.
Inquirers: undertake independent and collaborative investigations into real-world business case studies, overarching concept-driven questions and gather relevant data to address these.
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
risk-takers: utilize business knowledge and understanding to develop and present creative business conclusions/recommendations for real-world organizations in local, national and global contexts
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
Indhold
Kernestof:
Omfang Estimeret: Ikke angivet
Dækker over: 40 moduler
Særlige fokuspunkter
Væsentligste arbejdsformer

Titel 3 Topic 3: Finance and account

Learning outcome:
• Distinguish between capital and revenue expenditure
• Comment on the following internal sources of finance:  (Personal funds, retained profit, Sale of assets)
• Comment  on the following external sources of finance: (Share capital, Loan capital, Overdrafts, Trade credit, Crowdfunding, Leasing, Microfinance providers, Business angels
• Examine appropriateness of short- or long-term sources of finance for a given situation
• Define, explain and give examples of each different type of cost
• Explain the meaning of revenue and comment on possible sources of revenue for different firms.
• Explain and calculate the contribution to fixed costs.
• Suggest various revenue streams available to organizations.
• Discuss the purpose of accounts to different stakeholders
• Prepare and interpret final account, profit and loss account and balance sheet.
• Describe the different types of intangible assets.
• Calculate and comment on the profitability ratios.
• Examine possible strategies to improve profitability ratios.
• Calculate and comment on the liquidity ratio
• Discuss possible strategies to improve liquidity ratios.
• Distinguish between profit and cash flow
• Construct and comment on a cash-flow forecast
• Explain the relationship between investments, profit and cash flow.
• Evaluate strategies for dealing with cash flow problems.
• Calculate and evaluate the payback period as an investment appraisal
• Calculate and examine the ARR as an investment appraisal

Learning Outcome (HL only):
• Calculate depreciation using straight line and unit production method
• Examine the appropriateness of the straight line and unit production method
• Calculate and comment on the efficiency ratios.
• Evaluate possible strategies to improve efficiency ratios.
• Distinguish between insolvency and bankruptcy.
• Calculate and discuss the NPV as an investment appraisal.
• Analyse the results of the calculations.
• Explain the difference between cost and profit centre
• Analyse the role of cost and profit centres
• Construct and comment on a budget


TOK questions:
• To what extent is mathematics a vital input in knowing the costs and revenues of a business
• Do financial statements reflect the truth about a business?
• Is it morally right for businesses to insist on early payments from debtors while they delay payments to creditors
• How certain is the information, we get from financial account? Can we, for example, know in advance if an investment will be successful?

Concept-based learning and BM toolkit:
Unit 3.2: Creativity, Change, Sustainability
Unit 3.3: Contribution (HL), Descriptive statistics
Unit 3.4: Ethics, Creativity, Sustainability, SWOT
Unit 3.4 (HL): Ethics, STEEPLE
Unit 3.7: Change

Textbook: Business management. Course Edition. Oxford. Page 149-224.

Main focus: Paper 2 and Paper 3 for HL.
ATL:
• Teacher presentations
• Case studies (articles and annual reports)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations about final account.
• PBL case studies
• Formative evaluation and summative evaluation


LP:
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
Indhold
Kernestof:
Omfang Estimeret: Ikke angivet
Dækker over: 29 moduler
Særlige fokuspunkter
Væsentligste arbejdsformer

Titel 4 Topic 2: Human resource management

Learning Outcome
Unit 2.1:
• Role of human resource management
• Internal and external factors that influence human resource planning (for example, demographic change, change in labour mobility, immigration, flexi-time, gig economy)
• Reasons for resistance to change in the workplace
• Human resource strategies for reducing the impact of change and resistance to change.
Unit 2.2:
• Explain different terms in relation to organisational structure
• Explain and draw different types of organisational structure.
• Evaluate different types of organizational structures in different external situations
Unit 2.3:
• Explain the difference between leadership and management
• Discuss different leadership styles.
Unit 2.4:
• The following motivation theories: (i) Taylor, (ii) Maslow, and (iii) Herzberg (motivation-hygiene theory)
• The following types of financial rewards: (i) Salary, (ii) Wages (time and piece rates), (iii) Commission, (iv) Performance-related pay (PRP), (v) Profit-related pay, (vi) Employee share ownership schemes, and (vii) Fringe payments
• The following types of non-financial rewards: (i) Job enrichment, (ii) Job rotation, (iii) Job enlargement, (iv) Empowerment, (v) Purpose/the opportunity to make a difference, (vi) Teamwork
• The following types of training: (i) Induction, (ii) On the job, and (iii) Off the job (AO2)
Unit 2.6:
• Evaluate formal and informal methods of communication for an organization in a given situation
• Explain barriers to communication






Learning outcome (HL only)
Unit 2.2:
• Evaluate changes in organizational structures
Unit 2.3:
• Explain the difference between scientific and intuitive decision marking
Unit 2.4:
• The following motivation theories: (i) McClelland’s acquired needs theory, (ii) Deci and Ryan’s self-determination theory, and (iii) Equity and expectancy theory
• Explain labour turnover
• Explain different types of appraisals (Formative, summative, 360-degree and Self-appraisal)
• Explain methods of recruitments
• Evaluate internal and external recruitments
Unit 2.5:
• Define organizational culture
• Explain different types of organizational culture.
• Discuss the nature of cultural clashes
Unit 2.7:
• Approaches to conflict in the workplace by employees :
o collective bargaining
o work-to-rule
o strike action
• Approaches to conflict in the workplace by employers:
o collective bargaining
o threats of redundancies
o changes of contract
o closure
o lock-outs
• The following approaches to conflict resolution :
o conciliation and arbitration
o employee participation and industrial democracy
o no-strike agreement
o single-union agreement

TOK questions:
• To what degree should businesses resist workforce planning and instead base human resources on the strengths and weaknesses of its current and available.
• Should employers allow workers to have tattoos?
• Is it ethical for senior executives to receive end-of-year bonuses that are more than double their employee’s annual salary?
• Is it morally acceptable for firms to hire more part-time and flexitime workers in order to lower their production costs?


Concept-based learning and BM toolkit:
Unit 2.1: Change, Ethics, SWOT-analysis, Descriptive statistics
Unit 2.2: Change, creativity, sustainability
Unit 2.3: Ethics, Sustainability, Hofstede (HL only)
Unit 2.4: Change, Descriptive statistics
Unit 2.5: Hofstede (HL)
Unit 2.6: Creativity, Descriptive statistics
Unit 2.7: Change, Ethics (HL)




Textbook:
Business management. Course Edition. Oxford. Page 80-147
Teacher handout based on Richard L. Daft: Organization Theory and Design
Teacher handout based on Organizational behaviour by Marc Buelens
Teacher handout based on Paul Hershey: ”The Management Of Organizational Behavior: Utilizing Human Ressources”, The Center of Leadership Studies, Escondido,CA.
Teacher handout based Paul Hershey and K.H. Blanchard: “Management of Organizational Behavior: Leading Human Ressources”, 8th ed. Prentice Hall, 2001.
Exam papers: Paper 1, Paper 2, section B and Paper 3 (HL)

ALT:
• Teacher presentations
• Case studies (video, podcasts and written articles)
• Debating (Newsroom)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations
• PBL case studies
• Formative evaluation and summative evaluation

LP:
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
Indhold
Kernestof:
Omfang Estimeret: Ikke angivet
Dækker over: 19 moduler
Særlige fokuspunkter
Væsentligste arbejdsformer

Titel 5 Topic 5: Operation management

Learning outcome:
• Define operations and describe their relationship with other business functions
• Explain the role of operations management
• Describe and explain the features of different types of production.
• Recommend the most appropriate method of production for a given situation.
• Explain reasons for a particular production location
• Discuss outsourcing as a method of restructuring production, both at a national and an international level
• Discuss offshoring as a method of restructuring production, both at a national and an international level
• Discuss insourcing as a method of restructuring production, both at a national and an international level
• Discuss reshoring as a method of restructuring production, both at a national and an international level
• Distinguish between total contribution versus contribution per unit
• Draw a break-even chart and calculate the Break-even quantity/point, Profit or loss and Margin of safety
• Calculate target profit output, Target profit and Target price
• Analyse the effects of changes in price or cost on the break-even quantity, profit, and margin of safety, using graphical and quantitative methods
• Examine the benefits and limitations of break-even analysis as a decision-making tool
Learning outcome (HL only)
• Outline the following features of lean production (less waste and greater efficiency)
• Distinguish between Kaizen and JIT
• Explain the features of cradle-to-cradle design and manufacturing.
• Outline the features of quality control and quality assurance.
• Explain the following methods of managing quality (quality circle, benchmarking and TQM)
• Explain the supply chain process, both locally and globally.
• Compare and contrast JIT and JIC of stock control.
• Interpret a stock level control chart.
• Calculate and interpret the following: Capacity utilization rate, Defect rate, Labour productivity, capital productivity, productivity rate, and operating leverage
• Cost to buy (CTB) and Cost to make (CTM)
• Distinguish between crisis management and contingency planning
• Explain the factors that ensure effective crisis management: Transparency, Communication,  Speed, Control
• Comment on the impact of contingency planning for a given situation or organization: Cost, Time, Risks, Safety
• Discuss the importance of research and development for a business
• Explain the importance of developing goods and services that meet the unmet needs of customers
• Explain intellectual property protection, patents, copyrights and trademarks.
• Distinguish between different types of innovation.
• Define key terms related to information systems management (database, data mining and data analysis)
• Examine how companies use data mining and data analytics to inform decision-making, create customer loyalty programmes, and digital taylorisme.
• Define cybercrime and cybersecurity
• Analyse some of the critical infrastructures that are part of advanced computer technologies.
• Distinguish between big data, virtual reality, the internet of things and artificial intelligence
• Evaluate the benefits, risks and ethical implications of advanced computer technologies and technological innovation in business decision-making and stakeholders
TOK questions:
• Can quality be measured objectively?
• What ways of deciding where to locate their production to business leaders use?
• Can business leaders always anticipate the impacts of decisions to relocate?
• Is it possible to draw an exhaustive supply chain diagram?
• Can a business plan for a crises?
• Can the hypothetical scenarios of contingency planning be the same as a real crisis?
• How can we determine truth in Business Management?
• Discuss the advantages and drawbacks of artificial intelligence.
• To what extent might the growing use of data to manage and monitor employees contravene data privacy laws?

Concept- based learning and BM toolkit
Unit 5.1: Ethics, Sustainability, Circular business models
Unit 5.2: Business plan
Unit 5.3: Change, Circular business models
Unit 5.4: Change, Ethics, Decision tree, STEEPLE, Force Filed Analysis (HL)
Unit 5.5: Contribution (HL)
Unit 5.6: Critical path analysis, Gantt Chart (HL)
Unit 5.7: Creativity (HL)
Unit 5.8: Creativity, Change (HL)
Unit 3.9: Ethics, Creativity, Sustainability (HL)


Textbook:
Business management. Course Edition. Oxford. Page 313-393

Exam focus: Paper 1, Paper 2 and Paper 3 (HL)

ALT:
• Teacher presentations
• Case studies (video, podcasts and written articles)
• Debating (Newsroom)
• Revision exercises using multiple choice questions and true/false statements
• Games
• Group presentations
• Formative evaluation and summative evaluation

LP:
Knowledgeable: utilize business concepts, theories and models with confidence to gain a more sophisticated understanding of current strategic decision-making even under conditions of uncertainty.
Thinkers: synthesize and evaluate business information and data to draw conclusions and develop balanced, well-supported arguments including recommending suitable courses of action.
Communicators: compose clear and concise analytical responses utilizing the terminology and tools of business, especially in the written assessments.
Principled: act with integrity, critically evaluating statistical data and evidence, understanding that the possession of knowledge carries with it an ethical responsibility.
open-minded: understand that decision-making involves the consideration of different causes, effects and perspectives and therefore the need to offer a range of solutions to business problems/issues.
Caring: appreciate that business management is a social science that has a human impact, influencing the well-being of individuals and societies.
balanced: understand the importance of considering different perspectives when making business decisions, including evaluating their impact on various stakeholders
reflective: acknowledge their own inherent bias when making decisions with an awareness of their own strengths and weaknesses; hence, seek out new further sources of information to ensure that solutions are as effective as they can be given prevailing strategic uncertainty.
Indhold
Kernestof:
Omfang Estimeret: Ikke angivet
Dækker over: 48 moduler
Særlige fokuspunkter
Væsentligste arbejdsformer