Curriculum

Curriculum

The Master in Management specialisation of the MSc in Business Administration is a 60 EC programme and has a duration of 12 months.

    • The course Entrepreneurial Challenge is an intensive module. You will explore and experience what it entails to start a new and ambitious company. You will come to understand that not only existing businesses, but also new businesses require management. As you are enrolled in the Master in Management program, it is important to understand that without businesses there is nothing to manage, and without entrepreneurs there would be (and will be) no businesses. Furthermore, many RSM graduates will – at some stage in their career – consider entrepreneurship as a serious career opportunity. 
      In line with RSM’s mission statement we will focus on social entrepreneurship, supporting one of the SDG’s which will be introduced elaborately. The course contains a concise introduction to the domain of social entrepreneurship theory and research. To apply the key concepts and tools in a real-life setting, teams will develop and revise their own start-up opportunities and explore viable business models in the field of social entrepreneurship. Entrepreneurship is about turning unmet needs and unsolved problems into viable economic activity. The essence of entrepreneurship has been described as ‘the pursuit of opportunity without regard to the resources currently controlled.’ Entrepreneurship starts with the discovery of promising opportunities. Understanding the origins of such opportunities is key for start-up entrepreneurs and existing companies alike to develop business models that will effectively create and capture value from the identified opportunities. Entrepreneurship is not just a process, but also a mindset. In this module you develop that mindset by exploring the first stages of the process: the identification and evaluation of opportunities and the search for viable business models.
      The course requires that all students actively participate in the classes. In addition, we expect the students to spend additional time per day on class preparation by reading the literature and doing project work. This course is a crash course into the (theoretical) foundations of entrepreneurship and a pressure cooker module for developing a business case and presenting it in front of a jury; both of them require your full dedication.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Dr Ferdinand Jaspers

    • Why do some firms perform better than others? How can some companies manage to adapt to new innovations, while others can`t? Strategic management aims to provide explanations to these questions by investigating how firms can organize their internal resources and capabilities to align them with the environment to achieve competitive advantage. This course focuses on theories of competitive advantage, and analytical tools that managers can use to devise strategies for their businesses. We will discuss corporate- and business-level strategies and their role in creation a competitive advantage. We will also explore how new innovations can disrupt competition dynamics and how firms can respond to emergence of new technologies and new competitors who capitalize on these technologies. At each step there will be a healthy mix of theory and its application in real-life situations.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Dr Korcan Kavusan

    • The goal of this course is to introduce students to the marketing domain. Key questions that will be addressed during this course are: “What is marketing and the marketing concept?” and “How do companies create value?” Each session will consist of a blend of lecturing and (case) discussions. Students are expected to come well-prepared to classes and actively participate in the discussions.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Professor Gerrit van Bruggen

    • The business analytics course is about statistical and machine learning methods and techniques and the application of these techniques in research situations. The course has a theoretical part, which explains the background of these methods and techniques, and an applied part, which builds the skills for using them in research situations. The lectures address the theoretical background of measurement and analysis techniques, and give examples of survey development and the application of data processing techniques. The weekly assignments train the programming skills to apply the techniques in practice. The group assignments embeds these techniques in  a relatively unstructured task to address a self-selected topic in the sustainability domain, specifically the sharing economy.  The course contributes to independent evaluation and application of quantitative empirical research.

      Specifically, the following topics will be covered:

      • General methodological topics related with causal inference, hypothesis formulation, conceptual frameworks, and measurement scales
      • Correlation and multivariate regression analysis
      • Classification methods using logistic regression, decision trees, random forests,  gradient boosting, and naive Bayes
      • Clustering by means of k-means and hierarchical methods
      • Assessing the performance of estimated models, both regression models and classification techniques
      • Explanatory versus predictive modeling
      • Elementary text mining and sentiment analysis, using Tweets, news articles, and possibly other online sources 

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Dr Jan van Dalen

    • In this course, we will explore core psychological principles that affect and shape the behaviour and decisions of actors in organizations. We start with a consideration of what guides independent individual choices and behaviour before gradually exploring how the social context and interdependence with other actors shape these factors. In the final part of the course, we consider settings in which teams work cooperatively to solve problems.

      To explore these topics, this course relies on a series of interactive plenary sessions paired with a team project and a survey-based personal reflection assignment. During the plenary sessions we will discuss and analyse selected readings, cases, and research findings as well as engage in a variety of in-class exercises. For the team project, you will be tasked with tackling a practical challenge in individuals’ behaviour. And finally, based on peer feedback, you will reflect on your own behaviour in teams and develop concrete ideas to improve your own functioning in future teams.

      Review the course guide for more details.

      Taught by Mayssa Rishani and Dr. Gabriele Paolacci.

    • Accounting is referred to as the language of business, because it is widely used to describe all types of business activities. This course provides an introduction to the fundamentals of accounting. We discuss the various ways in which financial and non-financial information can be collected, and how this information is communicated to those making decisions. In general, we distinguish between financial accounting and management accounting.

      Financial accounting deals with the primary financial statements – balance sheet, income statement, and cash flow statement – and is designed primarily to assist investors and creditors in deciding where or whether to invest their money. How financial statements are prepared and what laws and regulations financial reporting has to comply with is discussed in this part of the course. The determination of needs for information, the design of an accounting information system, and the provision of (financial and non-financial) information are important steps.

      Management accounting emphasizes the use of accounting information for internal planning and control purposes. Any organization’s long-term competitive success is critically dependent on (1) the quality of accounting information about its products, services, processes, suppliers, and customers, (2) its ability to act rationally on that information, and (3) its ability to motivate its employees and control its performance consistent with that information. Topics in this part of the course include cost accounting terminology, activity-based costing, cost-volume-profit analysis, budgeting, and decision making.

      Review the course guide for more information.

      Taught by Dr Maximilian Margolin.

    • Your Future Career’ runs across block 1-5 and consists of various (digital) questionnaires, exercises, lectures, and other formats to prepare you for the labour market and your future career. As this preparation is not a straightforward, easy process we invite you first to start with an internal journey and learn more about yourself – in terms of personal drivers, interests and values and then find a fit with the external side – the industries.

      The diverse tools as used in this course will include not only job search and acquisition techniques, but also the tools for personal career development that provide the best insight into tactical decision-making; identifying and choosing from options with the goal of optimal career fulfilment now and in the future.

      Using both a theoretical and practical approach, the goal of the lectures, workshops, exercises digital tools and between-class assignments is to produce competitive job candidates who enter the market well prepared to make informed career decisions.

      This course is worth 1 EC.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructors: Diverse

    • Finance deals with topics that are particularly relevant for business decision-making such as whether or not to invest in a project, how to finance an investment, and how to deal with uncertainty.

      This course deals with the modern fundamentals of finance and describes how investment opportunities are valued in financial markets. The most important concepts in this course are the net present value, capital budgeting, the risk-return relationship, and the efficient market hypothesis. We will use these concepts to address one central question: How should a manager of a firm make investment decisions?

      Review the course guide for more information.

      Taught by Dr Guosong Xu.

    • The research clinic prepares the student for writing the thesis proposal. The clinic will provide insights into types of research questions and their requirements. It will provide an overview of research strategies and the appropriateness of these related to various types of research questions. Furthermore, various forms of data collection and analysis techniques – related to the research strategy – are discussed. As students follow a ‘master in management’ students will learn how to discuss and think about the managerial relevance of their research question.

      To properly discuss and learn about types of data collection and data analysis the research clinic is organized in various tracks running in parallel for different groups of students depending on their choice of a thesis topic and the exact research question. Students will participate in one of the following tracks:

      • Track for students who want to write their thesis in Finance
      • Track for students who want to conduct a quantitative analysis
      • Track for students who want to conduct a qualitative analysis

      These tracks provide hands-on exercises to help students to collect their data adequately and conduct their analysis in the thesis autonomously. The thesis proposal is conditional for the thesis.

      Learning goals:

      • Being able to define a relevant research question in the current business context
      • Formulate a research plan
      • Provide a relevant and coherent overview of the most relevant literature
      • Understand the managerial importance of the research question

      Assessment method:

      • Thesis Proposal which is assessed as pass/fail

      The course is worth 1 EC.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​ for more details.

      Instructors: Dr Li He, Dr Irma Bogenrieder, Professor Jan Dul

    • The course provides students with an overview of one of the most challenging areas in business: operations and supply chain management (O&SCM) and rational decision-making as a condition for this. The course focuses on the systematic planning, design, and operation of business processes which deliver goods and services. Managing the manufacturing and service processes is an increasingly complex and challenging task not only due to the fact that they span across the entire organization, but also due to business trends such as globalization, outsourcing, product proliferation, and fast development of IT that challenge the fitness of O&SCM.

      Therefore and as a preparation to deeply understand the considerations when establishing a supply chain ‘management science’ is part of this course. Management science in general is the underlying knowledge for planning a rational decision model in supply chain. In management science students will learn to make sense out of various sources of data, organize the inputs of experts and colleagues, and use state-of-the-art business software to provide analytical support to reasoning as it is applied in supply chain. To equip students to be more effective in these tasks is the overall objective of this course. The emphasis is not on the quantitative aspects, but on the qualitative insights that come from using models to aid managerial thinking and decision making in supply chain.

      The unifying theme of the course is how managers can improve the efficiency of processes, operating systems, and supply chains, and by the end of the course important levers for managing business processes will be identified. The course helps students understand and analyse O&SCM issues, and provides them with the language, concepts and insights necessary for dealing with various practical problems.

      The subjects discussed cover almost all value-added and supporting activities of the organization including forecasting, inventory management, and supply chain coordination contract.

      The course comprises of lectures (3 hours each), games, excel modelling and case teaching. Participants should be familiar with basic mathematical concepts and the basics of spreadsheet modeling in Excel. For those who are not familiar with this, we suggest to go through chapter 2 “Introduction to Spreadsheet Modeling” of the book. Further resources will be given before the start of the course, and an excel workshop will be organized. We expect that the participants prepare their classes and actively participate in the case study discussions.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructors: Dr Ioannis Fragkos and Dr Cynthia (Qingxia) Kong

    • To bring business closer to your academic education and enhance your understanding of the business world in practice the consultancy project is part of the program. In the consultancy project you are challenged to analyse a real-life problem coming from a business-client and understand the specific needs in and of a client organization. In a group of approximately 6 students you will be asked to help a client solving a problem by developing new and sustainable recommendations. This process takes place in a project-like work setting in intensive contact with the client. You are expected to understand the clients’ needs, scope and narrow down the problem into a researchable question, develop and use a suitable theoretical framework, collect data and explore potential solutions and make recommendations. The projects often take place within a context with various stakeholders. Hence, dealing with a variety of different stakeholder is part of the project.

      Next to problem-solving skills necessary in this project team cooperation and leadership in and of a team are relevant aspects in this project. To reflect on the team process and improve on your team behaviour various challenge and reflection moments are built into this 4 month process. The project team is invited to assess their members’ behaviour and critically reflect on possible improvements.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Dr Irma Bogenrieder and diverse others

    • This course discusses the corporate governance challenges of various kinds of private enterprise organization, as well as the measures and practices that can be used to meet these challenges. After introducing a general framework, we will look at the corporate governance challenges of publicly listed firms, family firms, (professional) partnerships, State owned enterprises, and non-profit organizations, such as philanthropies, for example. Although we focus mainly on the role and interests of owners in these firms, we will also discuss how corporate governance affects the interests of other stakeholders, such as employees, customers, creditors or society at large.

      Corporate governance is about the ownership, decision-making and accountability practices through which modern enterprise organizations develop and deploy their resources in order to create value and secure a sustainable future while taking into account the business context at large. Within publicly listed firms, for example, executives make the bulk of everyday business decisions, while highly dispersed and therefore mostly uninvolved shareholders and other stakeholders face their economic consequences.

      A striking fact about modern economic organization, however, is that there are not only publicly listed firms, but many different forms of enterprise organization, such as: (professional) partnerships, state-owned enterprises, cooperatives, family firms, and non-profit organizations such as philanthropies. Each of these organizational forms faces its own distinctive corporate governance challenges and will need to develop equally specific practices to meet these challenges.

      In this course, we will survey and discuss various forms of enterprise organization in order to unveil the specific corporate governance challenges that they face. As modern capitalism is predicated on the private ownership of the means of production, we focus (but not exclusively) on the role of owners of these organizations but we will also take into account the role of societal stakeholders.

      Review the course guide​​​​​​​​​​​​​​ for more details.

      Instructor: Professor Hans van Oosterhout and Alina Andrei​​​​​​​

    • The Master thesis including the thesis proposal constitutes the heart of the master programme MScBA - Master in Management. The Master thesis requires students to conduct independent, individual research in one of the functional domains (‘profiles’) in business administration and relate and link their insights with managerial insights and relevance. The thesis is perceived as a proof of their academic level of thinking, especially a proof of analytical craftsmanship combined with problem-solving and critical reflection. During the thesis trajectory MiM students study a field in business administration in more depth. The thesis provides students with an opportunity to deepen their understanding of an area of interest, train their capabilities in analysis and problem solving, improve their skills in practical scientific business and management research, and develop a personal profile.

      By choosing a research topic in a profile students express their special interest and affinity towards a future employer. The thesis trajectory is considered as the main opportunity to bring in a focus in the program and express one’s affinity towards managerial challenges in a field in business administration. The topics as offered for a thesis cover the main domains in business administration, e.g. marketing, strategy, finance, supply chain etc. MiM students are always required to consider and discuss elaborately the relevance and implications for management.  The title of the thesis will be mentioned on the grade list. Therefore, it is recommended to choose a title wisely to indicate one’s interests.  The thesis is written under the supervision of a coach and a co-reader.   Before working on the thesis a research proposal (or: thesis proposal) has to be crafted.

      Learning goals:

      • Define a relevant research question in the current business context
      • Execute the proposed research plan and being able to make adjustments if circumstances change
      • Review relevant literature in a coherent and consistent way
      • Collect, process and interpret data
      • Evaluate the findings and relate them to business and management
      • Understand the managerial implications of the findings and its contribution to managerial problem-solving
      • Conduct the research autonomously and ethically

      Assessment method: 

      • Thesis

      The thesis counts for 16 EC.

      Review the course guide​​​​​​​​​​​​​​​​​​​​​ for more details.

      Instructors: Individual & Dr Irma Bogenrieder (plenary)