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International MBA

Education & Examination Guide (EEG)


International Master of Business Administration

EEG

Education & Examination Guide


InternationalMasterofBusinessAdministration

iMBA
April1st2014

Wittenborg University iMBA Education & Examination Guide


Version 1st April 2014

Page 1

International MBA
Education & Examination Guide (EEG)
International Master of Business Administration

TableofContents
EDUCATION GUIDE IMBA .................................................................................................................. 5
WITTENBORGS EDUCATION PHILOSOPHY ................................................................................. 6
ENTRY REQUIREMENTS FOR THE IMBA ...................................................................................... 7
THE DOMAIN BUSINESS ADMINISTRATION ................................................................................. 8
TheFinalQualificationsoftheInternationalMasterofBusinessAdministration:Graduates;..............................8

IMBA PROGRAMME OVERVIEW .................................................................................................... 13


PROGRAMME STRUCTURE ............................................................................................................... 14
BlockSystemSemester1&2..........................................................................................................................14
ModulePlanning...............................................................................................................................................15
Startingamodule:Documentation....................................................................................................................17
AnExampleoftheModuleGuideHumanResourceManagement.....................................................................18
Part1:FirstModuleBlock.................................................................................................................................18
Part2:SecondModuleBlock.............................................................................................................................19

PROGRAMME TEACHING STAFF ..................................................................................................... 22


MODULE DESCRIPTORS ..................................................................................................................... 27
ModuleDescription:HumanResourceManagement.........................................................................................30
ModuleDescriptionMarketingManagement..................................................................................................34
ModuleDescription:ManagementAccountingandFinance...............................................................................38
ModuleDescription:OperationsManagement..................................................................................................44
ModuleDescription:InternationalManagement...............................................................................................50
ModuleDescription:InformationManagement.................................................................................................54
ModuleDescription:Entrepreneurship..............................................................................................................58
ModuleDescription:CriticalPerspectivesinHospitalityManagement...............................................................62
ModuleDescription:StrategicManagement......................................................................................................68
ModuleDescription:CorporateSustainability...................................................................................................72
ModuleDescription:BusinessStatistics.............................................................................................................76
ModuleDescription:Globalisation,Society&Culture........................................................................................80
ModuleDescription:Innovation,Creativity&Entrepreneurship........................................................................84
ModuleDescription:InternationalHospitalityDevelopment.............................................................................88
ModuleDescription:Consultancy......................................................................................................................94
Module Description: Project Module............................................................................................................98
ModuleDescription:ResearchMethods(FinalProject)....................................................................................104

ASSESSMENT METHODS ................................................................................................................. 109


ExaminationsandEvaluationleadingtoECCreditsatWittenborg...................................................................113
ExamTypesatWittenborg..............................................................................................................................113
RetakeExamweeksandCompleteModuleExams.........................................................................................115
DiversityofTeachingMethods........................................................................................................................116
CaseStudiesandPracticalProjects..................................................................................................................116
DescriptionofProjectweeks...........................................................................................................................117
Evaluation.......................................................................................................................................................118

EVALUATION AND CREDITS EUROPEAN CREDITS (ECS) .................................................. 120


WHATareEuropeanCredits?..........................................................................................................................120
GradingsystemintheNetherlands.................................................................................................................121
TheECTSgradingsystemforcredittransfer.....................................................................................................121
ProgressionthroughtheprogrammesbygainingECCredits............................................................................121
MarkingSystems.............................................................................................................................................122
ECCreditsversusUKCredits............................................................................................................................122

WITTENBORG THE ORGANISATION ....................................................................................... 123


TheStichtingWittenborgUniversityExecutive................................................................................................123
TheStichtingWittenborgUniversityAdvisoryBoard........................................................................................123

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International MBA
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International Master of Business Administration
WittenborgUniversityAdvisoryBodies...........................................................................................................124
TheProfessionalFieldAdvisoryPanel..............................................................................................................125
TheEducationBoard.......................................................................................................................................126
TheEducationDepartment.............................................................................................................................127
Contact:WhoisWhereatWittenborg.............................................................................................................127
HowtoContactStaff.......................................................................................................................................128
HowtoContacttheEducationDepartment:....................................................................................................131
HowtocontacttheAdministrationandSupportoffices...................................................................................131
TasksandresponsibilitiesoftheAdministrationOffice....................................................................................131
WittenborgGraduationandExaminationBoard..............................................................................................132

COMPLAINTS (AND ENQUIRIES) PROCEDURE ........................................................................ 134


InformalComplaintsandEnquiriesProcedure(NonEducationIssues).............................................................134
FormalComplaintsProcedure.........................................................................................................................135
BoardofAppealforGraduationandExaminations..........................................................................................135
TheBoardofAppealconsistsof......................................................................................................................135
TheWittenborgTrust......................................................................................................................................135
NRTO..............................................................................................................................................................135
StudentSupport..............................................................................................................................................135

STUDENT SUPPORT AT WITTENBORG: WHERE DOES A STUDENT GO TO? ................. 136


EducationSupport..........................................................................................................................................136
Tutor..............................................................................................................................................................137
Studentswithdisabilities................................................................................................................................137
NonEducationSupport...................................................................................................................................138
IntranetStudentResources..........................................................................................................................138
FrontDesk......................................................................................................................................................138
StudentCounsellor.........................................................................................................................................138
StudentRepresentatives.................................................................................................................................138
StudentUnion.................................................................................................................................................138
EducationSupportCurriculum.......................................................................................................................139
Intranet,anOnlineCommunityandELearning...............................................................................................139
WittenborgELearningSystemandIntranet....................................................................................................139
GettingstartedonIntranet!............................................................................................................................140

ACADEMIC CALENDAR 20132014 ............................................................................................. 141


(Undergraduate)LessonandLectureTimesWittenborg.................................................................................142
WittenborgUniversityopeningtimes(InternationalStudents)........................................................................142
ExamsandAttendance:...................................................................................................................................142

ACCREDITATION OF HIGHER EDUCATION IN THE NETHERLANDS ................................ 143


UKAccreditation(MScProgrammes)...............................................................................................................144
NVAOAccreditation(Bachelor).......................................................................................................................144
FIBAAAccreditation(Bachelor).......................................................................................................................145

IMBA FINAL PROJECT HANDBOOK ........................................................................................... 147


Introduction....................................................................................................................................................148
AimsandObjectivesLearningoutcomes.......................................................................................................149
SubmissionofGraduationAssignment............................................................................................................150
TheGraduationAssignment(FinalProject)......................................................................................................152
TheDissertationAssignment...........................................................................................................................153
AppliedBusinessAssignment..........................................................................................................................153
ResearchAssignmentwithCreativeOutput.....................................................................................................154
TheStyleandLayoutoftheGraduationAssignment........................................................................................155

EUROPASS DIPLOMA SUPPLEMENT ........................................................................................... 175


The Final Qualifications of the International Master of Business Administration.....................................................180

GRADUATION AND EXAMINATION BOARD REGULATIONS 20142015 ........................ 184


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WITTENBORG STUDENT CHARTER ........................................................................................... 194


WelcometotheStudentCharterofWittenborgUniversityofAppliedSciences...............................................195

WITTENBORG STUDENT CODE OF BEHAVIOUR .................................................................... 208


Introduction....................................................................................................................................................209
StatementofEthics.........................................................................................................................................210
StudentRights................................................................................................................................................210
StudentResponsibilities..................................................................................................................................210
OffCampusBehaviour....................................................................................................................................214
AdmissionsApplications.................................................................................................................................214

DISCIPLINARY AND JUDICIAL PROCEDURES ........................................................................... 215


TypesofProceedings......................................................................................................................................216
Appeals...........................................................................................................................................................218

DISCIPLINARY ACTIONS ................................................................................................................. 219


TemporarySuspension....................................................................................................................................219
DisciplinarySanctionsLevels...........................................................................................................................220

DESCRIPTIONS OF DISCIPLINARY SANCTIONS ....................................................................... 220


OtherDisciplinaryActions...............................................................................................................................221

WITTENBORG UNIVERSITY GENERAL TERMS & CONDITIONS ......................................... 223


................................................................................................................................................................ 223
STUDENT ACCOMMODATION CONDITIONS AND IMMIGRATION REGULATIONS FOR
NONEU STUDENTS .......................................................................................................................... 227

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Education & Examination Guide (EEG)
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Education Guide iMBA


WittenborgiMBAEducationGuide

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Wittenborgs Education Philosophy

Asaninstitutewebelievethatwhetherastudenthasanacademicfocusonresearchorapracticalfocus
onappliedscienceoureducationshouldbecloselyrelatedtotherealityofthechangingworldand
societyaroundus,andthatthebusinessstudiesweofferstudentsbelinkedineverywaypossibletothe
reallifeofbusinessandorganisationinaninternationalandoftenglobalcontext.

Thedevelopmentofskills,competenciesandknowledgeneverstops.Wittenborgbelievesthatits
UndergraduatestudentsshouldbeintroducedtoPostgraduatestudythatcanleadtoaMasters
programme.ItsMastersstudentsarealsostimulatedtodevelopasfarastheycan,sowingtheseedsfor
morelearning.LearningisalifelongactivitythatWittenborgstudentswillappreciateasahighly
valuableassettotheircareers.

Wittenborgsphilosophyistosimulatereallifeinitsapproachtoeducation,providingadifferentiated
programmewithtraditionalknowledgebasedteachingcombinedwithadevelopmentofskillsand
competenciesleadingtoavocationtrainingsituationinwhichstudentscandiscovertheirstrengthsand
weaknessesandbuildontheformerandimprovethelater.

Wittenborgstudentswilllearntoidentifytheenvironmenttheyareinandadaptaccordingly.
Wittenborgstudentswilllearntosaywhattheydo,anddowhattheysay.

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Education & Examination Guide (EEG)
International Master of Business Administration

Entry Requirements for the iMBA

AdmissionintoprogrammesatWittenborgisgovernedbytheGraduation&ExaminationBoardthat
empowerstheStudentRegistrartoadmitstudentsbasedonpredefinedcriteria.
Incaseswhereapplicantshavedeviatingadmissionsdocuments,suchasBachelordegreesthatarenot
listedinNaricorrecognisedbyNUFFIC,theStudentRegistrarisrequiredtoforwardtheapplicationto
theExamBoardforadecision.UsingthetoolsofNufficandNARICdiplomaverification,diplomasand
periodsofstudyarevalidatedinlinewiththerequirementsoftheLisbonConvention,throughtheuse
ofhttp://www.enicnaric.netasisdescribedintheconventionanditsexplanatoryreport.1

MasterStudentsshouldhavetheappropriateeducationqualifications,validatedbyNUFFICandNARIC
aBachelordegreeorequivalentrecognisedqualification;
o Applicantsarerequestedtoprovideanacademicreferencefromtheirprevious
educationinstitute;
o ItisnotnecessarytohaveobtainedaBachelordegreefromthedomainofBusiness
Administration,howeverintheirdegreestudentsmusthavecompletedanacademic
pieceofwork(finalprojectordissertation)thatshowsadegreeofacademicwritingand
researchexperience.
IMBAstudentsshouldhaveatleast2yearsprofessionalexperience(afterundergraduatedegree);
o Applicantsarerequestedtoprovideareferencefromacompanyororganisationwheretheyhave
worked;
MasterStudentshaveattainedaworkingleveloftheEnglishLanguageequivalenttoanIELTS6.5band,with
aminimum6forwriting.i.e.Hasgenerallyeffectivecommandofthelanguagedespitesomeinaccuracies,
inappropriaciesandmisunderstandings.Canuseandunderstandfairlycomplexlanguage,particularlyin
familiarsituations.
ApplicantsmustwritealetterofmotivationandsubmittheirCurriculumVitaeand2lettersofreference.
StudentsareinterviewedbyWittenborgforintention,motivationandaptitude.Theymustpassthis
admissioninterview,whichcanbecarriedoutinperson,orthroughITcommunications,suchasvideo
phone.
Afterstudentshavepassedtheadmissioninterview,andofferedhavebeenofferedaplaceatWittenborg,
theyareaskedtosignaWittenborgStudyAgreement,whichdetailstheagreementsmadebetween
Wittenborgaboutentryintotheprogramme,andpossiblepreparationcoursesthatarerequired.The
WittenborgStudyAgreementalsostatesthatstudentshavereadandunderstoodtheEducationand
ExaminationGuide(EEG)
WittenborgissignatoryforthenationalCodeofConductforinternationalstudentsintheNetherlands,
wherespecificsregardingentryrequirementsarealsoreiterated.
TheapplicationprocedureforinternationalstudentsisfullydescribedontheWittenborgwebsite
www.wittenborg.eu.Alltherequireddocumentsandinformationregardingthefeestructurecanbefound
there.

NB:StudentsenteringWittenborgUniversityprogrammesandsigningtheStudyAgreementare
expectedtohavereceivedandreadtheEEG(thisdocument).

TheLisbonRecognitionConvention,officiallytheConventionontheRecognitionofQualificationsconcerningHigher
EducationintheEuropeanRegion

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Education & Examination Guide (EEG)
International Master of Business Administration

The Domain Business


Administration

TheiMBAdegreeprogrammeisaimedatprovidinggraduateswiththeskillsandcompetenciestofulfil
managementpositionsinthefieldofbusinessadministration,bothinthepublicandprivatesector.
Thesepositionscanincludemanagementorpolicymakingpositionsinlargeorganisations,aswellas
positionsofmanagementinsmalltomediumsizedcompanies(SMEs).Anaimisthatstudentsareable
tocriticalanalyseandevaluatevariousdevelopmentswithinanorganisationsothattheycanform,
createandinstigatepolicies,visionsandaimsandsolutionswithinthatorganisation.Theyshouldbeina
positiontoanalysethestrategicprocessesandvisionofacompanyororganisationandusingthis
analysisapplyandimplementtoolstoinnovate,optimiseand(re)structuretheseprocessesusingan
integralapproach.Fromaninternationalperspectivethestudentsshouldlearntoanalysethe
environmenttheyfindthemselvesinandadapttheirbehaviourandroleaccordingtothemacroand
microenvironmentstheyfindthemselvesin.

The Final Qualifications of the International Master of Business


Administration: Graduates;

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areabletoapplyknowledgeandtheoryinthecorrectinternationalandinterculturalcontext
thatwillenablethemtoformaneffectiveandefficienthumanresourcespolicywithinan
organization
understandthedevelopmentofbusinessrelationships,networksandchainsandbeableto
enlargeandexpandthese,forthemselvesandtheirorganisations,inordertosupportan
effectivehumanresourcemanagementpolicy
areabletoconceiveanddevelopmarketingstrategiesandpolicieswithinaninternational
contextthatreflectarealisticapproachtothesizeandcapacityoftheorganisationandthe
internationalenvironmentinwhichtheorganisationispositioned
areabletomakedecisionsonmarketresearch,productdevelopment,brandingandmarket
penetrationanddistinguishbetweenanorganizationslongertermstrategicneedsandits
shorttermoperationalneeds
areabletodevelopacriticalcapacitytodistinguishbetweenformalstrategicprocessesand
queststoapplygeneralizedinsightsintotodaysstrategicchallengestoconcretesettings
havetheabilitytoapplyanunderstandingofmanagementaccountingprinciplesand
principlesofcorporatefinanceinthedecisionmakingprocessesofinvestmentandfinancing,
aswellasdecisionsonprofitabilityanddividends
areabletoattractinvestmentbypresentingopportunities,justifyingcapitalrequirements,
anddemonstratinghowriskscanbeminimisedandcriticallyanalysefinancialandeconomic
reports,producingrecommendationsandactionplans
areabletoapplyknowledgeandunderstandingoftheconceptsofsupplychainmanagement
withinalocalorinternationalcontext,inamannerthatwillincreaseefficiencyandincrease
competitiveness
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understandtheconceptoftotalqualitymanagementprocessesandareabletoinstigate
solutionsthatwillimprovethequalityprocessbeyondthebenchmark
areabletojudgecompetencesandskillsinothersregardingtheuseofautomationandoffice
software,andmakedecisionsontheimplementationofITinvestmentanddeployment
abletobroadlyunderstandtheconceptofcorporatesustainabilityandwhatitimpliesforthe
managementsystemsinthetransformationprocessestowardssustainableenterprise
abletoeffectivelyposition,defendandcommunicateacompanyssustainabilityprogramme
bothtointernalandexternalstakeholders
areabletoinstigateandexecutestrategicdecisionsregardingthepositioningofthe
organisationwithinalocal,nationalandinternationalenvironment,basedonlocalcultural
requirementsinaglobalsetting
areawareofandabletoanalyse,describeandcompareculturaldifferencesbasedontheirown
experiencesandthatoftheirpeers
areabletoassessotherslinguisticcommunicationskillsatallbusinessandgovernmentallevels,
offeringsolutionsforovercomingcommunicationgaps
areabletomanagesmalltomediumsizedbusinesses,companiesinthenonprofitsectorand
governmentalorganisations
areabletoimprovetheexistingexternalbusinessenvironmentinordertocreatenewopportunities
anddiminishrestrictions
areabletounderstandhowtoreorganisegrowingorstagnatingorganisations,fromtheentrepreneur
totheestablishedSME,dependingongrowthandenvironmentalfactors
understandtheprocessesofbusinessinnovationinsmall,mediumandlargeorganisations,inan
internationalcontext,andunderstandstheprocessofideagenerationwithintheconstraintsof
internalandexternalinfluences
areabletocriticallyanalysepoliciesandstructuresandadaptandchangetheseinordertoimprove
effectivenessofbusinessprocesses
areabletocriticallyreviewandimproveanalyticalreportswithinaninternationalenvironment
havedevelopedanabilitytousevariousstatisticaltechniquesinbusinessdecisionmaking;
haveanabilitytouseandpresent(bothintablesandgraphs)descriptivestatisticaldataandindicators
withinthecontextofbusinessplanningandbusinessresearch
haveanabilitytodesignmethodologicallysoundresearchproposalsintheareaofbusinessresearchor
similarresearchbasedonstateoftheartconceptualmodelsandquantitativeand/orqualitative
researchmethods
havereachedtheacademiclevelofMasterinlinewiththerecognizedEuropeanstandardsas
describedintheDublinDescriptors
havedevelopedthoselearningskillsthatarenecessaryforthemtocontinuetoundertakefurther
studywithahighdegreeofautonomy,forinstanceonaDoctorateprogramme;

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International Master of Business Administration

A Graduates Qualification and Competence Goals

ThequalificationandcompetencegoalsoftheiMBAareinlinewiththoseofaProfessional
MasterdegreefromaUniversityofAppliedSciencesintheNetherlands:throughacombination
ofknowledgegainedfromtextbooks,scientificresearchliterature,exposuretobusiness
practiceandtheapplicationofunderstandingandknowledge,studentsreachastageatwhich
theycanstarttheir(international)careersorcontinuetheirstudiesintheNetherlandsor
abroad.

holdersofHBOMastersdegreeshaveobtainedthequalificationsforthelevelofindependent
and/ormanagementlevelprofessionalpractitionerinanoccupationorspectrumofoccupations,
andhavereachedthelevelneededtoworkinamultidisciplinaryenvironmentinwhichaHBO
degreeiseitherrequiredorwouldbeofuse.

InlinewiththeallrounddomainspecificqualificationandcompetencegoalsofaNetherlandsHBO
degree,

Wittenborg Business Administration Graduates will show the following:

abilitytoworkindependently;
abilitytodeveloporgeneratenewideasandcommunicatetheseandbeproactive;
abilitytothinkaheadandactivelychangeprocessestoimprovethem;
developananalyticalcapabilitybasedonexperience;
quicklyascertaintheeffectofchangewithinorganisations;
abilitytoquicklyprioritise;
abilitytoquicklygainanoverviewofanorganisation;
abilitytounderstandcomplexsituations;
hasabroadunderstandingofbusinessaswellasadeeperunderstandingofworkfieldspecific
issues(specialist);
hasgoodwrittenandspokenpresentationskills;
hastheabilitytoworkinautonomousteamsandvaluestheinputofpeers;
hasdevelopedagoodunderstandingofthesocialeconomicenvironment,andmaintainsthis;
hastheabilitytosocialisewithfellowgraduatesandacademics;
hastheabilitytotakeworthwhiledecisionsbothlongtermandshorttermbasedonavailablefacts
andexistingsituations;

Furthermore, iMBA graduates,


-

hastheabilitytoleadpeopleandmotivateteams;
hastheabilitytocommunicateconclusions;
isflexibleandcancopewithuncertainsituations;
showscreativenessandinnovationthroughtheabilitytointroducenewthoughtsalongsidenormal
theory;
showssocialcompetence,throughselfreflection,culturaladaptability,andopennesstootherways
ofthinking:isempathic;

ABusinessAdministrationprogrammefocusesontheskillsandcompetenciesrequiredtooperateinan
internationalbusinessworkingenvironment,bothpoliticallyandsocially,andbothpermanentand
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Education & Examination Guide (EEG)
International Master of Business Administration
temporary.Thecompetencesandskillsshouldbeattunedtoasmalltomiddlesizedbusiness
organizationswhichoperateinaninternationalbusinessenvironmentandwhichmaybepartofthe
operationsofmultinationalorganisations.Graduatesshouldbeabletoworkwithpeopleandgroupsin
diverseformsoforganisations;theycanbeflatorhighlyhierarchical,primarilyeconomically,sociallyor
politicallyorientated.

Agraduatewillberequiredtorecognizeandunderstandthefollowingprocesses:

Thedevelopmentandexecutionofspecificpoliciesofanorganisationthatwillleadtohigher
levelsofoptimisation,revenues,growthandsustainability
Thenurturingandmaintenanceofrelationshipswithinandbetweenorganisations,networks
andchains;
Themanagementofprocessesinfulfilmentofdevelopedanddevelopingmanagementaims;
Theplanning,controlandorganisationofprocesseswithinanorganisation;
Thedevelopmentandadherencetoqualitycontrolprocesses;
Themanagementofproducts,productionprocessesandchains;

Wittenborgstudentswillfurtherdevelopthefollowingdomaincompetencies:

Anunderstandingofcommonbusinesspractices;
Understandchangeandtrendsinthefieldofinternationalbusiness;
Identifytherelationshipbetweensocialdevelopmentsandrequirementsandtheorganisation
structure,itsfinancialplanning,itsoperationalprocessesanditshumanresourcemanagement;
Learntoviewinternalprocessesfromanintegralviewpoint,workingtogetherwitharangeof
differentspecialists;
Understandtheimportanceofdevelopingnetworks,chainsandrelationships;
Collect,analyseandpresentinformationtoanorganisation,andsuggestsolutionsand
optimisationsfortheorganisation;
Analysethefinancialandlegalaspectswithinanorganisationinordertoofferalternative
processes;
Prepareadviceontheinternaloperationandprocesseswithinanorganisation;
Develop,implementandevaluatechangemanagementwithinanorganisation;
Communicateclearlyandeffectivelywithinanorganisation;
Workindependentlyandbecreative;
Identifydiversebusinessculturesandadapttothem;
Learntoadapttothebusinessandnationalenvironmentsinwhichtheyfindthemselves;
Workunderstress,incomplexcrossbusinessdomainsituations;

Thebusinessadministrationcurriculumaredesignedtointroducestudentstoawiderangeofbusiness
administrationactivities,placingtheseintheinternationalcontextthatthestudentsalreadyfind
themselvesin.Bytheendoftheprogramme,Wittenborgstudentsshouldhavefurtherdevelopedthe
followingbroadknowledgeareas:

Anunderstandingofthebroadscopeofbusinessadministration,andtheinterdisciplinary
thinkingrequiredinorganisations;
Anorganisationalperspectiveon(international)businessactivitieswithincompaniesandan
understandingofthecontextsinwhichtheseoccur;
Anabilitytoresearchaproblemandpresentpossiblesolutions;
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International Master of Business Administration
Anunderstandingofthefinancialknowledgerequirementsofajuniormanagerwithina
company,andtheabilitytoputthisknowledgeintopractice;
Anunderstandingofinterculturalissuesinbusinessadministration;

Specificallyinternationalbusinessadministrationstudentswillhaveacquiredthefollowingskills:
Newlanguagelearningskills
Languagethroughthinking
Tounderstandtheirowninterpersonalcommunicationskillsandhowtoimproveandrefine
these,includingareassuchas
Negotiation
Interviewing
Presentationandpublicspeakingskills
Meetings
Teamwork
Leadership
InformationTechnologyusage
Internetanddesktoppublishingprogrammes
UsageofanIntranet
Studyskills
readingandlearninginaforeignlanguage
notetaking
brainstorming
mindmapping
researchingasubjectindepth
paperwriting
contributingto/keepingajournal

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International Master of Business Administration

iMBA Programme Overview

InternationalMasterofBusinessAdministration(iMBA)
Year1,Semester1
Block
Module/Subject
(Parttime
Semester)
1/5(1)2
HumanResourceManagement

Contact EC
Hours
Credits

Module
Code

36

MO41

1/5(2)

MarketingManagement

36

MA41

1/5(2)

ResearchMethodsIntroduction(FinalProject)

(FP)

GA41

2/6(1)

ManagementAccounting&Finance

36

FIN41

2/6(2)

OperationsManagement

36

MO42

3/7(1)

InternationalManagement

36

MO43

3/7(2)

InformationManagement

36

TEC41

27

(FP)

GA41

Year1,Semester2
ResearchMethods(FinalProject)

5/1(2)

(EI)Entrepreneurship
(HSM)CriticalPerspectivesinHospitalityManagement
(W&B)
(GM)StrategicManagement

36

6/2(2)

CorporateSustainability

36

EN42

6/2(1)

BusinessStatistics

36

GA42

7/3(1)

Globalisation,Society&Culture

36

MO44

Electives
5/1(1)

EN41
5

SM41

(EI)Innovation,Creativity&Entrepreneurship

Electives

HM41

EN43

7/3(2)

(HSM)InternationalHospitalityDevelopment(W&B)4
(GM)Consultancy

36

Semester2
(1&2)

ProjectModule(3ProjectWeeks)

HM42
MO45

TotalYear1

PW41

60Credits

Year2(1Semester/Term)
1/4
or
5/8
(1&2)

24TutoringHours
(YearCompletion 30
Time)

FinalProject(FP)

TotalYear2

TotalCreditsiMBA

30Credits

90Credits

2
3

GA41

(1)isYear1forparttimestudents
(2)isYear2forparttimestudents
(W&B)isJointWittenborgandUniversityofBrightondeliveredmodule

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International Master of Business Administration

Programme Structure
ThefulltimeiMBAisstructuredinthreesemestersspanning1years,withdistinctaspectstoeach
semester.

Block System Semester 1 & 2

Semester1
Block1

Semester2
Block2

Block3

Block4

Block5

Block6

Block7

2LessonWeekswithamaximumof2coremodules.

2LessonWeekswithamaximumof2coreorelective
modules.

1Assignment&LiteratureReviewWeekStudentshavea
weektoworkontheirassignmentsandreviewthe
literaturefortheircurrentmodules.Duringthisweek,guest
speakersrelatedtothetaughtmoduleswillbeinvitedto
giveseminars.
Rescheduledlessonscanalsobefollowedinthisperiod.

1ProjectWeekStudentscarryoutaninterdisciplinary
consultancyprojectassignment,aspartofthemodule
ProjectWeeksDuringthisweek,guestspeakersrelatedto
thetaughtmoduleswillbeinvitedtogiveseminars,and
companyvisitswillbeorganisedforstudents.
Rescheduledlessonscanalsobefollowedinthisperiod.

2Weeks:Assignment
andLiteraturereview
weeksstudentscan
spendtheseweeks
preparingtheirResearch
Methods(FinalProject
Proposal)

2LessonWeekswithamaximumof2coremodules.

2LessonWeekswithamaximumof2coreorelective
modules.

1AssignmentSubmissionWeek,inwhichstudents
completetheirassignments,andcanbeaskedtopresentif
required.

1AssignmentSubmissionWeek,inwhichstudentscomplete
theirassignments,andcanbeaskedtopresentifrequired.

Block8

2weeks:Assignmentand
Literaturereviewweeks
studentscanspend
theseweeksfinalising
theirResearchMethods
(FinalProjectProposal)

Semester1providesstudentswith6ofthecoreiMBAsubjects,balancedequallyoverthesemester.
Eachmodule,givenoverasixweekblock,isweightedat5European
Semester1CoreModules
Credits.Thesemodulesincorporateanumberofclassicfunctional
HumanResourceManagement
businessadministrationareas,which,besidesbyformsofclassical
MarketingManagement
delegationofknowledge,willbegraspedbyreflectivelearning,i.e.
learninginwhichstudentsreflectontheirpriorworkexperienceor,in ManagementAccounting&Finance
casesofparttimestudents,ontheircurrentworkandemployment
OperationsManagement
organisationinthelightofthematerialsprovidedinthevarious
InternationalManagement
modules.
InformationManagement

Reflectivelearninghelpstodevelopcriticalthinking,selfawarenessandanalyticalskills.Itinvolvesan
individualinareflectiveprocess.

DuringSemester1,studentsaregiven9hoursoflessonsof(anintroductionto)ResearchMethods,
whichispartoftheFinalProject.DuringSemester1,guestspeakerswillbeinvitedtogiveseminars
duringthethirdweekofeachblock(AssignmentandLiteraturereviewweeks)

Semester2providesstudentswith3compulsorymodulesthatbuild
Semester2CoreModules
onthecoremodulesfromSemester1.Onemodule,Business
CorporateSustainability
Statisticsisalsopartiallyaimedatpreparingstudentsforquantitative
researchintheirFinalProject.InSemester2,studentsfollow2
BusinessStatistics
modulesfromachosenelectivepathway.AtthistimeintheiMBA,
Globalisation,Society&Culture
1genericelectiveisoffered;GeneralManagement(GM)and2
specialisationelectivesareoffered:Entrepreneurship&Innovation(EI),andHospitality&Service
Management(HSM).ThehospitalitymodulesofferedinSemester2arejointtaughtmodules
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(specialisedinHospitality&ServiceManagement)sharedwiththeMScprogrammesthatWittenborg
offerswiththeUniversityofBrighton.

DuringSemester2,studentsarealsogiven9sessionsofResearch
Semester2ElectiveModules
MethodsinpreparationoftheFinalProject.Theywillcomplete
Entrepreneurship(EI)
ResearchMethodswiththeproductionandsubmissionofaFinal
CriticalPerspectivesinHospitality
ProjectProposal.
Management(HSM)

DuringSemester2,studentsarerequiredtocomplete3projectweeks, StrategicManagement(GM)
Innovation,Creativity&
eachcomprisingofaninterdisciplinaryresearchprojectfocusingon
Entrepreneurship(EI)
problemsolving,instigatedincooperationwithcompaniesand
InternationalHospitality
organisationsintheregion.The3projectweekswillincludecompany Development(HSM)
visitsandguestlectures,designedtogivestudentsaconnectionto
Consultancy(GM)
thelocalbusinesscommunityandtoassembleinformationrelevant
totheirproblemsolvingassignments.

Semester3willseestudentscompleting
Semester1(Theory&KnowledgeandReflectiveLearning)
theirFinalProject.TheFinalProjectcovers
thefullsemester(Term)ofayear,which
6Core
Tutoring&
Introductionto
includesresearchandeditingtime.Failed
Research
PDP
Modules
assignmentsmodulesfromsemesters1and
2canbereworkedandresubmittedatthe
startofthissemester,accordingto
deadlinessetbytheprogramme
Semester2(Specialisation,Projects&AppliedResearch)
management.
3Core&2
ElectiveModules

Research
Methodology

3ProjectWeeks

Module Planning

Timetabling:teachingwillbedoneusingthe
blockteachingmethod.Wittenborgaims
toteachasmanyofitsMastermodulesin
Semester3(AppliedResearchandFinalProject)
teachingblocksofthreedays.

FinalProject
Inpracticethiswillmeanthatthe
programmewillaimtoofferamodules36
teachinghoursintwosessionsof3days.Forinstance,inBlock1ofSemester1,fulltimestudentscould
expectthefollowinglessontimetable:

Block

Block 1

Week
Week 1
Week 2
Week 3
Week 4
Week 5
Week 6

Subject
HumanResourceManagement
MarketingManagement
Assignment&LiteratureReview
HumanResourceManagement
MarketingManagement
AssignmentSubmissionWeek

Days
Wed, Thurs, Fri
Wed, Thurs, Fri
No planned lessons
Wed, Thurs, Fri
Wed, Thurs, Fri
No planned lessons

Hours
18 (6 per day)
18 (6 per day)
18 (6 per day)
18 (6 per day)

PartTime:TheiMBAwillisalsoofferedtostudentswhowishtostudyparttimein3years.Thiswill
meanthatinsteadoffollowing2modulesperblock,only1modulewillbetaken,andprojectweeksand
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researchmethodswillbespreadacrossawholeyear.Theeditingtimeallowedforthefinalprojectwill
alsobeextendedacross1year.

TheWittenborgcoursesareplannedintotwoseparatesemestersknownastheWinterTermandtheSummer
term;eachwith3teachingblocksof6weeks.Modulesaretaughtin1block,andexaminedattheendofthat
block.
Eachsemesteriscomprisedof4blocks=3blocksof6weeks,(witheachblockbeingmadeupof4weeksof
lessons,1projectweekand1examweek);and1blockof2weeksformissedlessonsandfullmoduleexams.
Studentscanstarttheirstudieseitheratanyfull6weekblock,intheWinterTermortheSummerTerm.
Eachblockhasindividualmodulesandthesewillbeofferedonceayear.
Eachmodulehasexaminationorevaluationmoments,allheldon1dayattheendoftheblock.
Eachexamhasaretakeexam,heldinblocks4or8.Studentsareonlyallowedtoregisterforretakeexamsfor
modulesthathavebeengiveninthatterm.
AcademicYear(8Blocks)

Winter Term
Block1

Block2

Summer Term

Block3

Block4

Block5

Block6

Block7

Block8

ComparisonofFulltimeversusParttimeProgramme

FullTimeProgramme

PartTimeProgramme

Period
Semester1
(WinterTerm)

Duration
Block14
(Year)

Period
Semester1
(WinterTerm)

Duration
Block14
(Year)

Content
3Modules

Semester2
(SummerTerm)

Block58
(Year)

Semester2
(SummerTerm)

Block58
(Year)

3Modules
IntroductiontoResearch
Methods

Semester3
(WinterTerm)

Block14
(Year)

Semester1
(WinterTerm)

Block14
(Year)

Semester2
(SummerTerm)

Block58
(Year)

Semester1
(WinterTerm)
Semester2
(SummerTerm)

Block18
(1Year)

3Modules
1ProjectWeek
ResearchMethods
2ElectiveModules
2ProjectWeeks
ResearchMethods
FinalProject

Content
6Modules
Introductionto
ResearchMethods
3Modules
2ElectiveModules
3ProjectWeeks
ResearchMethods
FinalProject

NB:Parttimestudentshavemoreflexibilitytoplantheir
ProjectWeeksandtheirResearchMethodslessonsdueto
thecombinationofFullTime/PartTimestudentsin
lessons.

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Starting a module: Documentation


EachmoduleisdescribedinaModuleGuide,whichclearlystatestheaimsand
objectivesofthemodule.OnthefrontcoveroftheModuleGuidestudentscanclearly
seehowmanyECcreditsareallocatedtothemodule,andasshowninthisexample,the
aimsandobjectivesareclearlystatedonthefrontcover.

Whenstartingthemodule,theteacherwillpresentstudentswithaModuleGuidewhich
iscomprisedofacollectionofdocumentsincluding:

Module Description
Thiswilltellstudentsexactlywhattheycanexpecttolearnfromthemodule,andhowitwillbetaught.
Itrecordsthelinkbetweenwhatistaught,thecurriculumandtherequirementsoftheaccredited
bachelorprogramme.StudentscanalsofindthenumberofECsallocatedtothemodule.

Module Guide Lesson Blocks


Thisdocumentwillprovidestudentswithanoverviewofthestudycomponentsoftheirmodule.Each
weekwillshowwhatistobestudiedduringthatperiod,andevenpagenumbersofbooksthatshould
bereadbeforethelesson.Themoduleplanwillprovidestudentswithaninsightintowhattheycan
expectfromalessonblock.

Module Assessment Overview


Thisdocumentwillgivestudentsapreciseoverviewofhowtheirmodulewillbeexaminedandmarked.

Relative documents to the module: Reading material


Themoduleplanalsocontainsanyrelativereadingmaterial,weblinks,andliteratureresourcesthatare
standardlearningtoolswithinthemodule.

Lesson Plan
Teachersarerequiredtokeepuptodatelessonplansofeachofthelessons/seminars/lecturestheygive.If
required,theselessonplansarearchivedatthecentraleducationadministrationofficeforqualitycontroland
accreditationpurposesonly.

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ModuleDescription
provides:

acompleteoverviewofthemodule
aimsandobjectives

themodulescontent

thecurrentteacher,responsiblefor
themoduleandcontact
information

thenumberoflessonhours/self
studyhours

instructionmethods

ModuleGuide&Handbook
provides
anoverviewoflesson
contentonalessonbasis
contentofalessonblock
aimsandobjectivesofthat
lesson
anoverviewofrequired
readingandhomework

ModuleAssessmentOverview
provides
anoverviewofthetesting
andexamination(s)
timeandlengthgiventoan
examination

evaluationmethods
requiredliterature
recommendedliterature
ECcreditsallocated
exactoverviewofstudyload
teachinglanguage
prerequisitesforstartingthe
module

An Example of the Module Guide Human Resource Management


Part 1: First Module Block
Focus (aims)

UnderstandingthenatureandimportanceofHRM
Knowledgeandunderstandingofjobanalysis,personnelplanning,recruiting,trainingand
coaching,employeetestingandselection,performancemanagementandappraisal
Knowledgeandinsightincompensationandcompensationrelatedissues(suchasincentives,
fringebenefits,socialinsuranceandflexiblebenefitsprogrammes)
Knowledgeandunderstandingofemployeerelationsandissues(suchasfairtreatment,ethical
behaviour,discipline,privacyanddismissal,HRinentrepreneurialfirms)andlabourrelations
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(unions,workscouncils,collectivebargaining,grievanceprocedures,HRandinternational
outsourcingandsupplychains,internationalframeworkagreements)
UnderstandingtheroleofHRMinimprovingstrategicmanagementprocesses

Content

DescribinganorganizationsHRM
Evaluatingtheroleofrecruitmentandselection
Understandingtraininganddevelopment
Evaluatingexistingperformanceappraisalmethods
Evaluatingroleofcompensationandrewardsmethods
AnalysingexternalandinternaleffectsonHRMdevelopments
UnderstandingthenatureofHRMwithinSMEs

Preparation and Discussion Questions

SeeModuleHandbookandreadingrelatedtothismoduleguide.

Part 2: Second Module Block


Focus (aims)

Explainhowemployerscreatecompetitiveadvantagethroughhumanresourcemanagement.
Understandingthechangingenvironment(involvingglobalizationandtechnology),influencing
whatHMmanagers(areexpectedto)doandhowtheydoit(includinglinkswithstrategy,the
conceptofhighperformanceorganizationandevidencebasedHRM)
UnderstandingtheroleofHRMinimprovingstrategicmanagementprocesses
ExplainthetheoreticalperspectivesinHRM
Basedonthepreviousknowledgeandunderstanding,beingabletodevelopanddefineeffective
HRMpolicies

Content

Evaluatingtheintegrationofpersonalandorganizationalgoals
Judgingwhethercontrolandtrustareinbalance
Managingcompetences,understandingtheirimplicationsandeffectiveness
IntegrationofcorporatestrategyandHRMstrategy
Comparingthewaysinwhichorganizationsdealwiththeirvariousresources,usingtheResource
basedviewofthefirm
HRMtheories;universalmodel,contingencymodel,configurationsmodelandbehaviouraltheory
IssuesrelatedtoInternationalHRM

Preparation and Discussion Questions

SeeModuleHandbookandreadingrelatedtothismoduleguide.
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Didactic Approach
International Master of Business Administration
TheiMBAhas2Semesters,and516hoursofcontacthoursinmodulescomprisingof
432lessonhours(12modulesx6daysx6hours)
36contacthoursduringprojectweeks(12x3weeks)
24tutoringhoursSemesters1&2
24tutoringhoursFinalProject

ClassicMBAmodules,diversified
learningexperience
Theory,reflectivelearningandcross
functionalthinking
Interactivegroupworkand
discussion
Presentations
Tutoring
Introductiontoresearch

Semester1
6BasicMBAModules
IntroductiontoResearch

Interdisciplinaryandstrategic
approaches;criticalthinking;
specialisation.
Learningbasedonrichmaterials,
strategicthinking,selfreflection,
doinggroupwiseresearchand
consulting;developingcritical
perspectives.
Tutoring
PreparationofResearch

Semester2
4BroadMBAModules
2SpecialisationMasterModules
3ProjectWeeks
PreparationtowardsResearch

Appliedresearch
Tutoringstudentsinsettingupa
promisingresearchdesign
Usingtaughtconceptualmodelsand
datainreachingevidencebased
conclusions.
Multimethodresearch(suchas
triangulation)
Soundmethodologies(bothin
quantitativeandqualitative
research)
Soundprojectmanagement
approach

Semester3
TheFinalProject:AppliedResearch
Choicesbetween:

MultiCompanyComparativeResearch
CompanyBasedProblemSolving
MarketResearchandBusinessPlan
aMultimediaProject/Event

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Guided Reading
CoreBook
Handbookwithguidingquestions
Casestudies
Introductiontoacademicjournals
andwriting
Reflectiononworkexperience

IndependentReading
Obligatoryreading
Recommendedreading
Searchingtheliterature
Academicpapersandjournals
Incompanyresearchandanalysis
Criticalanalysisofcompany
development

IndividualResearch
Thefinalprojectisanindividual
endeavour,basedonasound
projectmanagementapproach
(planning,intermediateandfinal
reporting,solicitingfeedbackfrom
stakeholders).
Thestudentistoidentifyrelevant
literatureanddevelophis/herown
frameworkstocarryouttheproject.

International MBA
Education & Examination Guide (EEG)
International Master of Business Administration

Didactic Approach & Assessment


International Master of Business Administration

Semester1

Reinforcement&ChannelledLearning
StudentsReflectontheirownWorkExperience
DisciplineOrientedlearning
ObligatoryLiterature
Testing&EvaluationthroughWrittenExaminations

Semester2
TopicOrientated
CrossFunctional
CriticalPerspective
IndependentReadingfromWiderSelection
Testing&EvaluationthroughAssignments&Reports

Semester3
IndependentThinking
LiteratureReview&Analysis
CrossFunctional&Advisory
Testing&EvaluationthroughasubstantiallyresearchedFinalProjectintheformofa
Dissertation,aBusinessPlan,ConsultancyReportorMultimediaProject.

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Programme Teaching Staff

(lastupdateJanuary2014)

Dr. Joost Vos

Dr.VoswillteachResearchMethods(FinalProject)andwillalsocontributeinthedeliveryof
Entrepreneurshipmodulewithanotherlecturer.HecurrentlyteachesontheBachelorIBA
programme,MScInternationalHospitalityManagement,MScInternationalTourism
ManagementandMScInternationalEventsManagement.OutsideofWittenborgDr.Vosisa
consultantforTNOManagementConsultants(B.V.).

Rob Berkhof, CPA RI

Mr.BerkhofwillcoteachthemoduleofManagementAccountingandFinancewithanother
lecturer.HecurrentlyteachesontheBachelorIBAprogramme.OutsideofWittenborgMr.
BerkhofisalsoworkingasaconsultantforatDogatBeheermaatschapijB.V.andteachingat
BIVIB/ICatNyenrodeBusinessUniversity.HeisalsoamemberoftheCPAprofessional
group.

Dr. Teun Wolters

Dr.Wolters,ProfessorofAppliedSciences(Lector)atWittenborghascowrittentheiMBA
programme,andwillteachCorporateSustainabilityandwillalsocontributeinthedelivery
ofGlobalisation,SocietyandCultureEntrepreneurshipmodulewithanotherlecturer.He
currentlyteachesontheBachelorIBAprogramme,MScInternationalHospitality
Management,MScInternationalTourismManagementandMScInternationalEvents
Management.OutsideofWittenborgDr.Woltersalsoworksasaconsultantinthefieldof
economicsandsustainability.

Dr. Mirjam Leloux

Dr.LelouxwillteachthemoduleofOperationsManagement.Shecurrentlyteachesonthe
BachelorIBAprogramme.OutsideofWittenborgDr.Lelouxisalsoworkingasaconsultant
forherowncompanyLeloux,ScienceandBusiness(B.V.)andworkingonaresearchproject
inUniversityofTwente,Enschede,theNetherlands.Sheisalsoamemberoftheadvisory
boardofProductIP.

Dr. Saskia Harkema

Dr.Harkemawillcoteachtwomodules,ConsultancyandInnovation&Creativitywithother
lecturers.ShecurrentlyteachesontheBachelorIBAprogramme,MScInternational
HospitalityManagement,MScInternationalTourismManagementandMScInternational
EventsManagement.OutsideofWittenborgDr.Harkemaisalsoworkingasaconsultantfor
herowncompanyFacesofChangandsheteachesNCOIBusinessSchool.

Dr. Charles Lindveld

Dr.LindveldwillcoteachBusinessStatisticswithanotherlecturer.Hecurrentlyteacheson
theBachelorIBAprogrammeasaguestlecturer.OutsideofWittenborgDr.Lindveldisa
consultantatHagueConsultingGroup.HeisalsoaresearchassociateatImperialCollege
LondonandPostdoctoralresearcherattheDelftUniversityofTechnology.

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Dr. Justice KyeiMensah

Dr.KyeiMensahwillteachManagementAccounting&Finance.Hecurrentlyteachesonthe
BachelorIBAprogramme.OutsideofWittenborgDr.KyeiMensahisanindependent
researcherandheteachesatAstonBusinessSchool,AstonUniversity,Universityof
BirminghamBusinessSchool,andAmsterdamSchoolofBusiness.

Dr. Theo Bosma

Dr.BosmawillteachInformationManagement.OutsideofWittenborgDr.Bosmaisa
consultantforQualitySynergyWorldwideandhealsoteachesattheHagueUniversityof
AppliedScienceasaProfessorofAppliedSciences(Lector).DrBosmafirstbecameinvolved
withWittenborgwhenhewasworkingfortheregionalICTcompanyBeInformed,in
Apeldoorn(adiscussionpartner).

Dr. James Bowen

Dr.Bowen,whohaswrittenpartoftheiMBAandisaProfessorattheUniversityofOttawa
(Canada),willcoteachEntrepreneurshipandManagementofITServices&Resourceswith
otherteachers.HecurrentlyteachesontheBachelorIBAprogrammeasavisitingProfessor.
Hehashadawidevarietyofindepthexperiencesinbothmanagementandtechnologyover
thelast20years.Thisexperienceisinbothacademiaandindustry.Dr.Bowenhasbeen
interviewedonradio,T.V.andnewspaper.HehasgivenpresentationsaroundNorth
Americainprofessionalforumsonleadingedgetechnologiesusuallywithabusinessfocus.
Hehaspublishedover35papersinIT/management,andseveralmanagementbooks.Heco
foundedasoftwareservicescompany,isactivewithlocaltechnologycompaniesand
investors,and,isawriterforOttawasnewspaperforthetechnologycommunity.

10 Dr. Frans Hikspoors

Dr.HikspoorswillcoteachthemoduleofInternationalManagementwithanotherlecturer.
HecurrentlyteachesontheBachelorIBAprogramme.OutsideofWittenborgDr.Hikspoors
teachesattheHogeschoolWindesheim(UniversityofAppliedSciences),Zwolle,andthe
Netherlands.

11 Peter Birdsall, MA.Ed

Mr.BirdsallwillcoteachCriticalPerspectivesinHospitalitywithDrPantelidesofthe
UniversityofBrighton,ashehasdonethisyearontheMScInternationalHospitality
Management.PeterBirdsallisaMemberoftheBoardoftheWittenborgUniversity
ExecutiveandholdstheportfoliosofEducation,ICTandFinance.HeisChairofthe
EducationBoardandultimatelyresponsiblefortherunningofallprogrammesat
Wittenborg.

12 Muhammad Abdul Rauf, MBA, MSc

Mr.RaufwillteachHumanResourceManagementandwillalsocontributeinthedeliveryof
MarketingManagementmodulewithanotherlecturer.HecurrentlyteachesontheBachelor
IBAprogramme,MScInternationalHospitalityManagementandMScInternationalTourism
Management.Heisalsotheundergraduateprogrammecoordinator.Heisnowundertaking
Ph.D.researchwhichfurtherexplorestherelationshipsbetweenHRMeffectivenessand
SMEperformanceinthefieldofHumanResourceManagementatUniversityofTwente,the
Netherlands.
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13 Ton Willems

Mr.WillemswillcoteachBusinessStatisticswithanotherlecturer.Hecurrentlyteaches
statisticsontheBachelorIBAprogramme.MrWillemshasabackgroundasaseniorranking
officerinthearmedservices,workingforNATOinternationally.

14 Karin Pelle, MBA (Drs)

Mrs.Pellewillcoordinateandsupervisemasterlevelstudents.Shecurrentlyteachesonthe
BachelorIBAprogrammeandMScInternationalEventsManagement.Outsideof
Wittenborg,shedevelopslanguagecoursesinSpanish.

15 Florentin Popescu, MBA (Hons)

Mr.FlorentinistheEducationOperationsManagerandQualityManagerassuringnotonly
thesmoothstart,transitionandimplementationoftheneweducationalprogrammesat
Wittenborgbutalsohewillcriticallyevaluatetheaccreditationrelatedprocesses.Heis
currentlyundertakinghisPh.DstudieswithacademicresearchatfourdifferentEuropean
andAmericanUniversitiesontheresponseofHigherEducationtochallengesposedby
Globalisation.WithabackgroundinHospitalityManagementandinInternationalBusiness
AdministrationandManagement,Florentinhasbeenworkinginbothcorporatebusiness
andhighereducationinstitutionswhichshowhisversatilityandabilitytocopewithdifferent
workingenvironments.

16 Dr. Juris Ulmanis

Dr.Ulmanis,aProfessoratRigaBusinessSchool,(Latvia)willcoteachtwomodules
InternationalManagementandtheMarketingManagementwithotherlecturers.Dr.
UlmanisisafoundingpartnerofExperientialSimulations,aCanadianstartupestablishedto
revolutionizeeducationthroughtheuseofgamification.Hehasspentthelast9years
teachingentrepreneurship,marketingandinternationalbusinessinBachelor,MBA,and
EMBAprogramsatuniversitiesinCentral/Eastern.

17 Dr. Ioannis S Pantelides

Dr.PantelideswillcoteachthemoduleofCriticalPerspectivesinHospitalitywithanother
lecturer.HecurrentlyteachesontheMScInternationalHospitalityManagement.Outsideof
WittenborgheisaSeniorLecturerinHospitalityandCulinaryArtsattheUniversityof
Brighton.HeisanAcademicCenterLeaderforthepostgraduateprovisionandtheEuroBA
courseleaderattheSchoolofSportandServiceManagement.Hehasleadsuccessful
consultancyprojectsforhotels,restaurants,marketingcompanies,privateclubs,tourism
destinationsandtechnologycompanies.Hecurrentlyservesbothintheexecutivecouncilof
theInstituteofHospitalityandtheexecutiveoftheCouncilforHospitalityManagement
Education.

18 Adam Jones, MA, PG Dip Marketing, PG Cert Ed

Mr.JoneswillcoteachthemoduleofStrategyinManagementwithanotherlecturer.He
currentlyteachesontheMScInternationalHospitalityManagement,MScInternational
TourismManagementandMScInternationalEventsManagement.OutsideofWittenborg
heisaSeniorLecturerofBusinessStrategyandMarketingwithintheSchoolofService
ManagementattheUniversityofBrighton.Adam'sworkincludeddevelopingthecompany's
strategyforCorporateSocialResponsibility(CSR)andsettingindustrywidereporting
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standardsonCSRissueswiththeUnitedNationsEnvironmentalProgram'sTourOperators
Initiative(UNEPTOI).

19 Conor Sheehan

Mr.SheehanwillcoteachthemoduleofGlobalisation,Society&Culturewithanother
lecturer.HecurrentlyteachesontheMScInternationalHospitalityManagement,MSc
InternationalTourismManagementandMScInternationalEventsManagement.Conor
SheehanisaseniorLecturerinInternationalHospitalityManagementatUniversityof
Brighton.HeiscurrentlyundertakingPh.D.researchwhichfurtherexplorestherelationships
betweenemotionaleffortandwellbeingwithintheserviceandhealthcaresectors.

20 Dr. Stephen GossTurner

Dr.GossTurnerwillcoteachthemoduleofInnovation&Creativitywithanotherlecturer.
HecurrentlyteachesontheMScInternationalHospitalityManagementandMScEvents
Management.DrGossTurnerisAssistantHeadofSchoolattheSchoolofSport&Service
Management,UniversityofBrighton.Heiscloselyinvolvedwiththeregion'sbusiness
communityandisChairofEastbourneEducationBusinessPartnership.

21 Pete Odgers, M.Phil, PGCE

Mr.OdgerswillteachthemoduleofInternationalHospitalityDevelopment.Hecurrently
teachesontheMScInternationalHospitalityManagementandMScInternationalEvents
Management.OutsideofWittenborghehasbeenaconsultanttotheEUPharetourism
projectsinRomaniaandBulgaria,theUniversityofStrathclydehoteldevelopmentprojectin
IranandCERTthetrainingdivisionoftheIrishTourismAgencyinbenchmarkingbest
practiceforfrontofficeserviceprovision.HeisalsoadvisertoanumberofSwisshotel
schoolsinpostgraduateeducation.AttheUniversityofBrightonheisseniorlecturerin
hospitalitymanagementteachinginternationalmanagement,businessenterpriseand
appliedmanagementcasestudiestounderandpostgraduatestudents.Heiscurrently
internationalpartnershipscoordinatorforSSMandexternalexaminerfortheManchester
MetropolitanUniversitypostgraduatediplomaprogrammeatUCCR,BriginSwitzerlandand
atThamesValleyUniversity,London.

22 Graham Shephard, MSc

Mr.ShephardwillcoteachthemoduleofConsultancywithanotherlecturer.Hecurrently
teachesonall3MScprogrammes(Hospitality,TourismandEventsManagement.Graham
ShephardisSeniorLecturerinTravelandTourismManagementattheSchoolofService
Management,UniversityofBrighton.

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Module descriptors

OnthefollowingpagesarethemoduledescriptionsforthemodulesofferedintheInternationalMaster
ofBusinessAdministration.EachmodulealsohasaModuleGuide,whichisissuedtostudentsatthe
startofeachmodule.

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IMBA Module Guide

MasterModuleGuide

Human Resource
Management

5
CREDITS

(MO41)
AimsandObjectivesofthismodule:

UnderstandingthenatureandimportanceofHRM
Understandingthechangingenvironment(involving
globalizationandtechnology),influencingwhatHMmanagers
(areexpectedto)doandhowtheydoit(includinglinkswith
strategy,theconceptofhighperformanceorganizationand
evidencebasedHRM)
Learningtodealwithissuesofdiversity,genderand
interculturalcommunication
Knowledgeandunderstandingofjobanalysis,personnel
planning,recruiting,trainingandcoaching,employeetesting
andselection,performancemanagementandappraisal
Knowledgeandinsightincompensationandcompensation
relatedissues(suchasincentives,fringebenefits,social
insuranceandflexiblebenefitsprogrammes)
Knowledgeandunderstandingofemployeerelationsand
issues(suchasfairtreatment,ethicalbehaviour,discipline,
privacyanddismissal,HRinentrepreneurialfirms)andlabour
relations(unions,workscouncils,collectivebargaining,
grievanceprocedures,HRandinternationaloutsourcingand
supplychains,internationalframeworkagreements)
UnderstandingtheroleofHRMinimprovingstrategic
managementprocesses
Basedonthepreviousknowledgeandunderstanding,being
abletodevelopanddefineeffectiveHRMpolicies

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Module Description: Human Resource Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

HumanResourceManagement
MO41
RaufAbdul(Rauf@wittenborg.eu)
FransHikspoors(frans.hikspoors@wittenborg.eu)
Year1,Semester1

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Peoplearecrucialtoeveryorganization.Irrespectiveofhowthelabourmarketlookslike:goodco
workersarescarce,difficulttofindandinmanycasesirreplaceable.Thesehumanresourceshavetobe
optimallyutilized.Thisimpliesthatpersonalgoalsandorganizationalgoalshavetobeintegrated.

HumanResourceManagement(HRM)isaboutmanaginganorganizationsemployees(bothindividually
andcollectively)asitmostimportantassets,bothstrategicallyandoperationally.

HRMinvolvesplanning,implementing,andmanagingrecruitment,aswellasselection,training,career,
andorganizationalinitiativeswithinanorganization.ThegoalofHRMistomaximizetheproductivity
andqualityofanorganizationbyoptimizingitsemployeeseffectiveness.AtthesametimeHRMtargets
improvingtheworklifeofemployeesandtreatingemployeesasvaluableresources.

ThismodulewillgiveyouinsightintheroleofHRMinanorganization.Youwillbeacquaintedwith
variousHRMmodelsandinstruments.YouwilllearntounderstandhowHRMtoolandstrategiescan
supportyourorganizationsstrategy.

Goals

UnderstandingthenatureandimportanceofHRM
Understandingthechangingenvironment(involvingglobalizationandtechnology),influencing
whatHMmanagers(areexpectedto)doandhowtheydoit(includinglinkswithstrategy,the
conceptofhighperformanceorganizationandevidencebasedHRM)
Learningtodealwithissuesofdiversity,genderandinterculturalcommunication
Knowledgeandunderstandingofjobanalysis,personnelplanning,recruiting,trainingand
coaching,employeetestingandselection,performancemanagementandappraisal
Knowledgeandinsightincompensationandcompensationrelatedissues(suchasincentives,
fringebenefits,socialinsuranceandflexiblebenefitsprogrammes)
Knowledgeandunderstandingofemployeerelationsandissues(suchasfairtreatment,ethical
behaviour,discipline,privacyanddismissal,HRinentrepreneurialfirms)andlabourrelations
(unions,workscouncils,collectivebargaining,grievanceprocedures,HRandinternational
outsourcingandsupplychains,internationalframeworkagreements)
UnderstandingtheroleofHRMinimprovingstrategicmanagementprocesses
Basedonthepreviousknowledgeandunderstanding,beingabletodevelopanddefineeffective
HRMpolicies

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Content

Comparingthewaysinwhichorganizationsdealwiththeirvariousresources,usingtheResource
basedviewofthefirm
DescribinganorganizationsHRM
EvaluatingexistingHRMpractices
AnalyzingexternalandinternaleffectsonHRMdevelopments
Evaluatingtheintegrationofpersonalandorganizationalgoals
Judgingwhethercontrolandtrustareinbalance
Evaluatingexistingappraisalmethods
Evaluatingtheroleofrecruitmentandselection(methods)
Managingcompetences,understandingtheirimplicationsandeffectiveness
IntegrationofcorporatestrategyandHRMstrategy

Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping


Mappedwithnumbers:1,2,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.
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European Credits

Literature

DesslerG.(2011).HumanResourceManagement.GlobalEdition.TwelfthEdition.Harlow(UK):
PearsonEducationLtd.ISBN:9780273748151.
BoxallP.andPurcellJ.(2011).StrategyandHumanResourceManagement.ThirdEdition.
BasingstokeandNewYork:PalgraveMacmillan.ISBN139780230579354.
Osterman,P.(2000).Workreorganizationinaneraofrestructuring:trendsindiffusionand
effectsonemployeewelfare.IndustrialandLaborRelationsReview,53(2),179196.
DukeChr.andHinzenH.(2011).AdultEducationandLifelongLearningWithinUNESCO:
CONFINTEA,EducationforAll,andBeyond.AdultLearning,Fall2011,1823.
ArmsD.(2012).EffectiveLearningandDevelopmentProgramsareCrucial,StrategicFinance,
February2012,1618.
LevensonA.(2011).UsingTargetedAnalyticstoImproveTalentDecisions.People&Strategy,34
(2),3443.
UlrichD.(2012).Exclusive:ThesixcompetenciestoinspireHRprofessionalsfor2012.HR
Magazine,4January2012.
LansburyR.D.(2009).WorkandIndustrialRelations:TowardsaNewAgenda.Industrial
Relations,64(2),327339.
GlasscockT.(2011).Whoworksforyou?RiskManagement,November2011,3640.
SanfordK.D.(2011).Howtofillkeyleadershippositionsstrategically.HealthcareFinancial
Management,June2011,4448.
LeonL.C.andMatthewsL.R.(2010).SelfesteemTheories:PossibleExplanationsforPoor
InterviewPerformanceforPeopleExperiencingUnemployment.JournalofRehabilitation,76(1),
4150.
SmithJ.L.(2011).ManagetheHumanSideofQualityImprovement.Quality,June2011,14.
SpillerJ.(2011).HRDInterviewwithSimonLloydHRDirectorofSantander.11April2011.
(www.theHRDirector.com)
SyedainH.(2012).Fromexpatstoglobalcitizens.9January2012
(www.peoplemanagement.co.uk/pm/articles/2012/01)
BrandM.J.andCroonenE.P.M.(2010).FranchisedandSmall,theMostBeautifulofAll;HRMand
PerformanceinPluralSystems.JournalofSmallBusinessManagement,48(4),605626.
DevereuxJ.(2011).FlexAppeal.HealthandWellbeing,February2011,5052.
KelleherB.(2011).EngagedEmployees=HighperformingOrganizations.FinancialExecutive,
April2011,5153.
GuptaV.(2011).Culturalbasisofhighperformanceorganizations.InternationalJournalof
CommerceandManagement,21(3),221240.
CrainM.(2010).ManagingIdentity:BuyingIntotheBrandatWork.IowaLawReview,June2010,
11821258

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5
IMBA Module Guide

CREDITS

Marketing Management
(MA41)

AimsandObjectivesofthismodule:

Understandingofandanabilitytodescribethemarketingfunction
withinanorganization
Knowinghowtoevaluatethevaluepropositioninherentinan

organizationsstrategy
Knowinghowtoevaluateanorganizationsoverallmarketing
strategybasedonavailablemission,corporateobjectivesand
corporatestrategy
Abilitytoappreciateanorganizationsmarketinggoals
Abilitytoanalyzeandappraiseanorganizationsstrengthsand
weaknesses
Abilitytoanalyzeandappraiseanorganizationscompetitive
environment
Abilitytoidentifyandevaluateanorganizationssupplychain
(suppliersanddistributionchannels)
Knowinghowtoevaluateanorganizationsmarketinginstruments
inthelightofitsbusinessandmarketingstrategies
KnowingtocharacterizeandevaluateanorganizationsCustomer
RelationsManagement(CRM)
Developmentofamentalandempathicabilitytoinvolveethical
judgmentcriteriawhencontemplatingandshapingmarketing
policies
AbilitytoassesstheInternetandsocialmediaasuseful
instrumentsforanorganizationsmarketingstrategyandpolicies

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Module Description Marketing Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

MarketingManagement
MA41
RaufM.A.<rauf@wittenborg.eu>
JurisUlmanis<julmanis@rbs.lv>
Year1Semester1
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Marketingisthecorporatefunctionwhichmonitorstheneedsandpreferencesofacompanys
customersasabasisfordesigningtherightkindsofproductsandservices.However,marketingismore
thanafunctionalarea.Itisaphilosophywhichisaguidingstarfortheentireorganization.Marketing
aimsatsatisfyingcustomersinawaythatisprofitabletothecompany.Thelattercanbedoneby
buildingupaspecialrelationshipwiththem.

Aftercompletionofthemoduleyouwillbeabletomakeamarketingplan.Thismodulediscussesthe
variouspartsofthemarketingplan,suchasmarketingstrategy,marketingobjectivesandgoals,
consumerneeds,theproduct,pricing,distributionandsalespromotion.

Goals

Understandingofandanabilitytodescribethemarketingfunctionwithinanorganization
Knowinghowtoevaluatethevaluepropositioninherentinanorganizationsstrategy
Knowinghowtoevaluateanorganizationsoverallmarketingstrategybasedonavailablemission,
corporateobjectivesandcorporatestrategy
Abilitytoappreciateanorganizationsmarketinggoals
Abilitytoanalyzeandappraiseanorganizationsstrengthsandweaknesses
Abilitytoanalyzeandappraiseanorganizationscompetitiveenvironment
Abilitytoidentifyandevaluateanorganizationssupplychain(suppliersanddistributionchannels)
Knowinghowtoevaluateanorganizationsmarketinginstrumentsinthelightofitsbusinessand
marketingstrategies
KnowingtocharacterizeandevaluateanorganizationsCustomerRelationsManagement(CRM)
Developmentofamentalandempathicabilitytoinvolveethicaljudgmentcriteriawhen
contemplatingandshapingmarketingpolicies
AbilitytoassesstheInternetandsocialmediaasusefulinstrumentsforanorganizations
marketingstrategyandpolicies

Content

Definingmarketingandthemarketingprocess
Understandingthemarketplaceandconsumers(alsothenewconsumerandsocialmedia)
Strategicmarketingplanning(includingmodelstoexecuteinternalandexternalaudits)and
marketcomplexity(e.g.hypercompetition)
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Designingacustomerdrivenstrategyandmix(includingtheextendedmarketingmix)
Theglobalmarketplace(globaltrends)
Sustainablemarketing:SocialResponsibilityandEthics
Fundamentalsofmarketingresearch

Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping

Mappedwithnumbers:3,4,5,12,13,14,15,17,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.

European Credits

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International Master of Business Administration

Literature

KotlerPh.andAmstrongG.(2012).PrinciplesofMarketing.FourteenthEdition.GlobalEdition.
Harlow(UK):PearsonEducationLtd.ISBN13:9780273752431
GilliganC.andWilsonR.M.S.(2009).StrategicMarketingPlanning.SecondEdition.Paperback.
ButterworthHeinemann.ISBN9781856176170.
LuczakCh.,MohanNeilS.andHillsG.(2010).NationalCulture,MarketOrientationand
NetworkDerivedBenefits:ConceptualModelforServiceSMEs,AcademyofEntrepreneurship
Journal,16(2),120.
DahlS.(2004).Crossculturaladvertisingresearch:Whatdoweknowabouttheinfluenceof
cultureonadvertising?MiddlesexUniversityDiscussionPaperNo.28.
MaJ.(2012).DoestheCustomerFirmRelationshipAffectConsumerRecoveryExpectations?
AcademyofMarketingStudiesJournal,16(2),1729.
LawS.andVervilleJ.(2011).HumanRolesandCommunicationStrategiesofCorporateIdentity
Performance:EnhancingGlobalImage,Leadership,andLegacyofaHighTechLeader.Academy
ofMarketingStudiesJournal,15(2),1732.
KunzM.B.andHackworthB.A.(2011).AreConsumersfollowingretailerstosocialnetworks?
AcademyofMarketingStudiesJournal,15(2),122.
ParkC.W.,MacInnisD.J.andPriesterJ.(2007).BrandAttachmentandManagementofa
StrategicBrandExemplar;in:SchmittB.H.(ed.),Handbookofbrandandexperience
management,Cheltenham(UK):ElgarPublishing.
ODonnellE.andBrownS.(2012).BrandCommunityLoyalty:ASelfDeterminationTheory
Perspective.AcademyofMarketingStudiesJournal,16(2),107118).
ChordasL.(2011).Digitaldisplay:manyagentsareaddingdigitaltoolstotheirmarketingmixto
boostleadsandcreategreaterbrandawareness.Best'sReview.112(8).
KingC.andGraceD.(2008).Internalbranding:Exploringtheemployeesperspective.Brand
Management,15(5),358372.
LoakimidisM.(2010).OnlineMarketingofprofessionalsportsclubs:engagingfansonanew
playingfield.InternationalJournalofSportsMarketing&Sponsorship,July2010,271281.
BouldingB.,SaelinS.,EhretM.andJohnstonW.J.(2005).ACustomerRelationsManagement
Roadmap:WhatisKnown,PotentialPitfalls,andWheretoGo.JournalofMarketing,69
(October),155166.
ConnellyB.L.,KetchenD.J.andSlaterS.F.(2011).Towardatheoreticaltoolboxfor
sustainabilityresearchinmarketing.JournaloftheAcademyofMarketingScience,39,86100.
MartaJ.,SinghapakdiA.andKraftK.(2008).PersonalCharacteristicsUnderlyingEthical
DecisionsinMarketingSituations:ASurveyofSmallBusinessManagers.JournalofSmall
BusinessManagement,46(4),589606.
KotlerPh.,RackhamN.andKrishnaswamyS.(2006).EndingtheWarbetweenSalesand
Marketing,HarvardBusinessReview1July2006(reprint,15pages).
DenegriKnottJ.,ZwickD.andSchroederJ.E.(2006).Mappingconsumerpower:anintegrative
frameworkformarketingandconsumerresearch.EuropeanJournalofMarketing40(9/10),
950971.
OyedijoA.,OlatejuO.I.,OkunnaM.A.andAdeyemiO.T.(2010).ImpactofSize,Industry
StructureandStrategyonMarketingChallengesofGlobalization.GlobalBusinessand
ManagementResearch,2(1),6978.

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MasterModuleGuide

International Master of Business Administration

5
CREDITS

IMBA Module Guide

Management Accounting
and Finance
(FIN41)

AimsandObjectivesofthismodule:

Haveknowledgeofthestrengthsandweaknessesof
ManagementAccounting(MA)
Abletopresentproposalsandhowtoimprovetheinternal
reportingofanorganizationonmanagementaccounting
informationfordecisionmakingandprocesses
Identifydifferentcostcontrolmodesofcostcalculationand
costrelatedbehavior
Evaluatecostcalculationsystemsincludingcostinformationfor
pricingandproductrangedecisions
Beabletoperformauditingcontrolofbudgetingand
investmentprocesses
Evaluateanorganizationsfinancialpositionbasedon
indicators
DesignBalancedScorecardandAssessPerformanceIndicators
Understandbudgetsandtheirusetorealizeorganizational
objectives(makingbusinessplansincluding:investments,
financing,productionandfinalization).

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Module Description: Management Accounting and Finance

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

ManagementAccountingandFinance
FIN41
JusticeKyeiMensah<justice@wittenborg.eu>
RobBerkhof<rob.berkhof@wittenborg.eu>
Year1Year2
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Managementaccountingistheprocessofsupplyingthemanagersandemployeesinanorganization
withrelevantinformation,bothfinancialandnonfinancial,formakingdecisions,allocatingresources,
andmonitoring,evaluating,andrewardingperformance.
Thereportedexpenseofanoperatingdepartment,suchastheassemblydepartmentofanautomobile
plantoranelectronicscompany,isoneexampleofmanagementaccounting.

Everymanagerconfrontssituationsinwhichthefinancialinformationneededtomakecertaindecision
isnotpresent.Andifthatinformationisavailable,themanagerneedstobeabletoreadandinterpretit.

Thismoduleprovidesyouwithvariousconceptsapproachesandtoolssothatyoucanbeadiscussion
partnerinthefinancialdomainwithseniormanagers.

Themoduleintegratesstateoftheartthinkingonrecentinnovationsinmanagementaccounting,in
particularon:theBalancedScorecardandstrategymaps,timedrivenactivitybasedcostingforproduct
andcustomerproductivityanalysis,targetcosting,environmentalcosting,andthedesignof
managementcontrolsystems.

Goals

HaveknowledgeofthestrengthsandweaknessesofManagementAccounting(MA)
Abletopresentproposalsandhowtoimprovetheinternalreportingofanorganizationon
managementaccountinginformationfordecisionmakingandprocesses
Identifydifferentcostcontrolmodesofcostcalculationandcostrelatedbehavior
Evaluatecostcalculationsystemsincludingcostinformationforpricingandproductrange
decisions
Beabletoperformauditingcontrolofbudgetingandinvestmentprocesses
Evaluateanorganizationsfinancialpositionbasedonindicators
DesignBalancedScorecardandAssessPerformanceIndicators
Understandbudgetsandtheirusetorealizeorganizationalobjectives(makingbusinessplans
including:investments,financing,productionandfinalization).

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Content

Managementaccounting:
Managementaccounting:introductionandcodesofconduct
Costcontrolandcostrelatedbehaviour
Traditionalsystemsofcostpricecalculations
Costdifferentiationaccordingtoactivitybasedcosting
Managementaccountinginformationfordecisionmakingandprocesses
Costinformationforpricingandproductrangedecisions
Managementaccountingandcontrolsystems
BehaviouralaspectsofManagementAccounting
TheBalancedScoreCard
KeyPerformanceIndicatorsforastrategyorientedorganization(andtheirpitfalls)
Budgetsandtheirusetorealizeorganizationalobjectives
Finance:
Financialstatements
Financialconceptsandtools
Instrumentsandtransactions
Commonandpreferredstock
Loansandbonds
Investmentfunds
Derivativesandinsurance
Corporatefinance
Participantsandmarkets
Financialparticipants
Theglobalfinancemarkets.

Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping

Mappedwithnumbers:6,7,21,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English
Wittenborg University iMBA Education & Examination Guide
Version 1st April 2014

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International MBA
Education & Examination Guide (EEG)
International Master of Business Administration

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.

European Credits

Wittenborg University iMBA Education & Examination Guide


Version 1st April 2014

Page 40

International MBA
Education & Examination Guide (EEG)
International Master of Business Administration

Literature

AtkinsonA.A.,KaplanR.S.,MatsumuraE.M.andYoungS.M.(2012).ManagementAccounting.
Informationfordecisionmakingandstrategyexecution.InternationalEdition.SixthEdition.
HarlowUK:PearsonEducationLtd.ISBN10:0273769987;ISBN13:9780273769989
BanksE.(2011).Finance,thebasics.SecondEdition.Abington(US):Routledge.ISBN13:978415
573358.
XydiasLoboM.,TittC.andForsaithD.(2004).TheFutureofManagementAccounting:ASouth
AustralianPerspective.JournalofAppliedManagementAccountingResearch,2(1),5569.
OMahonyA.(2008).TheChangingRoleofManagementAccountants.Evidencefromthe
ImplementationofERPSystemsinLargeOrganisations.InternationalJournalofBusinessand
Management,3(8),109115.
FiggeF.andHahnT.(2004).Sustainablevalueaddedmeasuringcorporatecontributionsto
sustainabilitybeyondecoefficiency,EcologicalEconomics,48,173187.
SimonsR.(2005).DesigningHighPerformanceJobs.HarvardBusinessReview,JulyAugust2005
Ernst&Young(2009).TheFutureoffinance.Drivingbusinessvaluethroughtheperformanceof
theFinancefunction.
TaylerW.B.(2009).TheBalancedScorecardasaStrategyEvaluationTool:TheEffectsof
ImplementationInvolvementandaCausalChainFocus.EmoryUniversity,GoizuetaBusiness
School,AtlantaUSA.
DentonG.A.andWhiteB.(2000).ImplementingaBalancedScorecardApproachtoManaging
HotelOperations.ThecaseoftheWhiteLodgingServices.CornellHotelandRestaurant
AdministrationQuarterly,41(1),94107.
EllramE.L.andLiuB.(2002).TheFinancialImpactofSupplyManagement,SupplyChain
ManagementReview,6(6),3037.
KaplanR.&NortonD.P.(1993).PuttingtheBalancedScorecardatwork,HarvardBusiness
Review,SeptemberOctober1993.
Jones,A.III.andJonasG.A.2011.Corporatesocialresponsibilityreporting:Thegrowingneedfor
inputfromtheaccountingprofession.TheCPAJournal(February),6571.
FiggeF.andHahnT.(2005)TheCostofSustainableCapitalandtheCreationofSustainablevalue
byCompanies,JournalofIndustrialEcology,9(4),4758.
RamamoortiS.andEvansR.L.(2011).Thecorporateethicsaudit:topreventanddetect
managementfraud,internalauditorsmusthaveasoundunderstandingofhumanbehavior.
InternalAuditor,68.(4)(Aug.2011)2527.
IBMGlobalBusinessServices(incooperationwithWhartonSchoolandtheEconomist
IntelligenceUnit)(2008).BalancingRiskandPerformancewithanIntegratedFinance
Organization.TheGlobalCFOStudy2008(http://www
935.ibm.com/services/us/gbs/bus/html/2008cfostudy.html).

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IMBA Module Guide

MasterModuleGuide

Operations
Management
(MO42)

5
CREDITS

AimsandObjectivesofthismodule:
Anabilitytoexplaintheroleofoperationsmanagementinanorganizationand
howitcontributestoorganizationalsuccess.
Buildingupabasicunderstandingofprocessmanagementandhowitcanbe
appliedtooperationsmanagement.
Knowinghowtodevelopandimplementanoperationsstrategy(insupportof
existingcorporateandbusinessstrategies).
Understandingthekeyroleofnewserviceandproductdevelopmentasthe
lifebloodofanorganization.
Knowingandunderstandingthestepsinvolvedindesigninganddeveloping

resourcesandproducts.
Recognizingthetechnicalandbusinessrequirementsthatneedtobemetwhen
deliveringservicesormakingproducts.
Recognizingthelevelsatwhichdecisionsaboutlocationmustbemade.
Anabilitytodescribethevarioustechniquesaboutlocationandexplainhow
theywork.
Understandingthenatureofcapacityandthemixofresourcesinvolved.
Understandingthefactorsinvolvedindeterminingthelevelofcapacity
required.
Anabilitytoexplainthestepsincapacityplanning
Appreciationofthekeyroleofoperationsschedulingwithinabusiness
Anabilitytoexplainhowenterpriseresourceplanningworks
Understandingthejustintimeapproachbothintermsofitsroleasa
schedulingsystemandasaphilosophyofoperationsmanagement.
Understandinghowtokeepinventoryinordertokeeplevelstoaminimum.
Anabilitytodefinewhatasupplychainisandoutlinethestepsthatmakeup
thechain
Understandingtheprocessesofmanaginganddevelopingsupplychains,and
thetechniquesusedintheseapproaches.
Understandinghowoperationscanbeimprovedtoreleasecash,improve
marketsupportandreducecosts.
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Module Description: Operations Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

OperationsManagement
MO42
MirjamLelouxmirjam.leloux@wittenborg.eu
ImranFazal,Imran.Fazal@philips.com
Year1Semester1
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Operationsprovideanddelivergoodsandservicestocustomersbymeansofpeople,materials,
resourcesanddeliverysystemsinvolved.Daytodayaspectsoftheoperationsroleincludemanaging
withinbudgets,scheduling,servingcustomers,meetingoutputtargets,andcommunicatingandliaising
withotherfunctionsintheorganization.OperationsManagementdealswithprocesses,organizational
structures,strategiesandqualitymanagementsystems.Howdotheylooklike?Whatisthe
organizationsvisiononproducts,marketsandobjectives?Howcanoneimprovetheorganizations
quality,efficiencyanddistinguishingfeatures?

Operationsmanagementisabouttheactivities,responsibilitiesanddecisionsthattransforminputs
(suchasmaterials,people,energyandinformation)intooutputs(goodsandservices).Whethera
companyproducesinsurance,software,paperclips,haircutsorhealthservices(tonamejustafew)an
operationsfunctionhasacriticalroletoplayinhowefficientandeffectiveanorganizationis,thelevel
ofsalesandprofitabilityitachievesandhowwellitmeetsitslongtermstrategicplans.Ifmanagement
well,operationsmanagementcontributesstronglytobusinesssuccessandifmanagedpoorly,itcan
leadtodisaster.Strategicaspectsoftheoperationsroleinvolveprovidingthoseorderwinnersand
qualifiersforwhichitissolelyorjointlyresponsibleinaneffectivemannerinordertomakethe
companycompetitive.

ThemoduleOperationsManagementwillleadtoinsightinorganizationalprocesses.Youwillbecome
familiarwithusefultheoreticalconceptsandlearnhowtointerpretthemandtoapplythemtoimprove
yourownorganization.

Goals

Anabilitytoexplaintheroleofoperationsmanagementinanorganizationandhowit
contributestoorganizationalsuccess.
Buildingupabasicunderstandingofprocessmanagementandhowitcanbeappliedto
operationsmanagement.
Knowinghowtodevelopandimplementanoperationsstrategy(insupportofexistingcorporate
andbusinessstrategies).
Understandingthekeyroleofnewserviceandproductdevelopmentasthelifebloodofan
organization.
Knowingandunderstandingthestepsinvolvedindesigninganddevelopingresourcesand
products.
Recognizingthetechnicalandbusinessrequirementsthatneedtobemetwhendelivering
servicesormakingproducts.
Recognizingthelevelsatwhichdecisionsaboutlocationmustbemade.
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International Master of Business Administration

Anabilitytodescribethevarioustechniquesaboutlocationandexplainhowtheywork.
Understandingthenatureofcapacityandthemixofresourcesinvolved.
Understandingthefactorsinvolvedindeterminingthelevelofcapacityrequired.
Anabilitytoexplainthestepsincapacityplanning
Appreciationofthekeyroleofoperationsschedulingwithinabusiness
Anabilitytoexplainhowenterpriseresourceplanningworks
Understandingthejustintimeapproachbothintermsofitsroleasaschedulingsystemandasa
philosophyofoperationsmanagement.
Understandinghowtokeepinventoryinordertokeeplevelstoaminimum.
Anabilitytodefinewhatasupplychainisandoutlinethestepsthatmakeupthechain
Understandingtheprocessesofmanaginganddevelopingsupplychains,andthetechniquesused
intheseapproaches.
Understandinghowoperationscanbeimprovedtoreleasecash,improvemarketsupportand
reducecosts.

Content

Theroleofoperationsmanagement(contentandmanagementstyle)
Developingandimplementinganoperationsstrategy
Designinganddevelopingservicesandproducts
Factorsaffectingservicedeliverydesign
Designingtheservicedeliverysystem
Factorsaffectingmanufacturingprocessdesign
Designingthemanufacturingprocess
Thenatureofhybridprocesses
Definitionandmeasuringofmanagementcapacity
Factorsaffectingcapacitymanagement
Planningandmanagingcapacity
Theroleofschedulinginmanagingoperations
Operationschedulingsystems
Modelsandapproachesformanaginginventory
Inventorycontrolsystemsandinventoryanalysis
Definingqualityanditsrole
Approachestomanagingquality
Defininganddesigningthesupplychain
Managingthesupplychain
Toolsandtechniquesfordevelopingsupplychains
Theimperativeofimprovingoperations
Theprocessofimprovingoperations
Processdesignandprocessmanagementandhowitcanbeappliedtooperationsmanagement

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International MBA
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Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping


Mappedwithnumbers:8,9,17,20,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.

European Credits

Literature

HillA.andHillT.(2011).EssentialOperationsManagement.NewYork:PalgraveMcMillan.
ISBN13:9780230230232594.
BruijnH.de,Heuvelhof,E.ten,tVeldR.int(Eds.)(2010).ProcessManagement.Second
Edition.Heidelberg:Springer.ISBN13:9783642139406.
Hayes,R.H.(2008).OperationsManagementsNextSourceofGalvanizingEnergy?Production
andOperationsManagement,17(6),567572.

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HoppW.J.,IravaniS.M.R.andLiuF.(2009).ManagingWhiteCollarWork:AnOperations
OrientedSurvey.ProductionandOperationsManagement,18(1),132.
DekkersR.(2008).Adaptingorganizations:TheInstanceofBusinessProcessReengineering.
SystemsResearchandBehavioralScience,25,4566.
BlissM.D.andMarkelevichA.(2011).InventoryManagement.WhyNewTechnologiesare
Reinventing.StrategicFinance,November,4953.
Strivastava,S.K.(2008).Networkdesignforreverselogistics.TheInternationalJournalof
ManagementScience,36,535548.
BraganzyA.,AwazuY.andDesouzaK.C.(2009).SustainableInnovationisChallengefor
Incumbents.Asfirmsgrow,theyencounterseveninhibitorstotheirabilitytoinnovate.Butfive
interventionscanhelpovercomethem,52(4),4656.
McAdamR.,LeonardD.,HendersonJ.,Hazlett,SA(2008).Agroundedtheoryresearch
approachandtestingTQMtheoryinoperationsmanagement.Omega,TheInternatinalJournal
ofManagementScience,36,825837.
PradoJ.C.(2001).Beyondqualitycirclesandimprovementteams.TotalQualityManagement,12
(6),789798.
MoenR.D.andNormanC.L.(2010).CirclingBack.ClearingupmythsabouttheDemingCircle
andseeinghowitkeepsevolving.QualityProgress,November2010(www.
Qualityprogress.com).
KannaA.(2009)BusinessProcessManagement.TMWSystemsMay2009,1213.
Vokurka,R.J.(2011).SupplyChainManagerCompetencies.SAMAdvancedManagementJournal,
Spring,2328.
Weinzimmer,L.G.,MichelE.J.andFranczakJ.L.(2011).CreativityandFirmLevelPerformance:
TheMediatingEffectofActionOrientation.JournalofmanagerialIssues,23(1),6282.
LaPointP.andHaggardC.(2010).MacPhersonManufacturingCompany:StrategicOperations
Planning.JournaloftheInternationalAcademyforCaseStudies,16(1),5559.
FlinchbaughJ.(2009).LearntoImprove,improvetolearn.Assembly,December2009
(www.assemblymag.com),49.
Shortridge,R.TandYuS.C.(2011).TheEvolutionandGrowthofCorporateControlSystems,
StrategicFinance,June,5155.
FranklinIIC.L.(2011).ManagingRiskinOperations,AcademyofInformationandManagement
ScienceJournal,14(2),117132.
KreiserP.M.(2011).EntrepreneurialOrientationandOrganizationalLearning:TheImpactof
NetworkRangeandNetworkClosure.EntrepreneurshipTheoryandPractice,September11
(BaylorUniversity),102510
AtkinsonA.A.,KaplanR.S.,MatsumuraE.M.andYoungS.M.(2012).ManagementAccounting.
Informationfordecisionmakingandstrategyexecution.InternationalEdition.SixthEdition.
HarlowUK:PearsonEducationLtd.ISBN10:0273769987;ISBN13:9780273769989
DentonG.A.andWhiteB.(2000).ImplementingaBalancedScorecardApproachtoManaging
HotelOperations.ThecaseoftheWhiteLodgingServices.CornellHotelandRestaurant
AdministrationQuarterly,41(1),94107
EllramE.L.andLiuB.(2002).TheFinancialImpactofSupplyManagement,SupplyChain
ManagementReview,6(6),3037
XydiasLoboM.,TittC.andForsaithD.(2004).TheFutureofManagementAccounting:ASouth
AustralianPerspective.JournalofAppliedManagementAccountingResearch,2(1),5569.
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OMahonyA.(2008).TheChangingRoleofManagementAccountants.Evidencefromthe
ImplementationofERPSystemsinLargeOrganisations.InternationalJournalofBusinessand
Management,3(8),109115.
FiggeF.andHahnT.(2004).Sustainablevalueaddedmeasuringcorporatecontributionsto
sustainabilitybeyondecoefficiency,EcologicalEconomics,48,173187.
ChanceG.(2010).ChinaandtheCreditCrisis.TheEmergenceofaNewWorldOrder.Paperback.
Singapore:JohnWiley&Sons(Asia)PteLtd.
Jones,A.IIIandJonasG.A.2011.Corporatesocialresponsibilityreporting:Thegrowingneedfor
inputfromtheaccountingprofession.TheCPAJournal(February):6571
FiggeF.andHahnT.(2005)TheCostofSustainableCapitalandtheCreationofSustainablevalue
byCompanies,JournalofIndustrialEcology,9(4),4758
IBMGlobalBusinessServices(incooperationwithWhartonSchoolandtheEconomist
IntelligenceUnit)(2008).BalancingRiskandPerformancewithanIntegratedFinance
Organization.TheGlobalCFOStudy2008(http://www
935.ibm.com/services/us/gbs/bus/html/2008cfostudy.html).

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MasterModuleGuide

International Master of Business Administration

IMBA Module Guide

International
Management
(MO43)

5
CREDITS

AimsandObjectivesofthismodule:

UnderstandingthenatureoftheMultinationalEnterprise
(MNE):definition,motivations,means,mentalities(theinternal
forcesthatdrivecompaniestoexpandtothelarger,external,
internationalenvironmentinwhichtheymustoperate)
Understandingtheinternationalcontext(intermsofexternal
forcestointegrateandcoordinateactivitiesandexternalforces
(oftensocialandpolitical)leadingMNEstodisaggregatetheir
operations
UnderstandinghowMNEsbalancestrategicendsandmeansto
buildthethreerequiredcapabilities:globalscaleefficiencyand
competitiveness,multinationalflexibilityandresponsiveness,
andworldwideinnovationandlearning
UnderstandingthesignificanceofaMNEsorganizational
capabilitiesandinternationalstrategies
UnderstandingtheimportanceofMNEscapturingcompetitive
advantagebydevelopinginnovativeresponsesbasedoncross
borderknowledgemanagement(crossborderinnovation)
Understandingthemanagerialskillsrequiredtobuildand
manageboundaryspanningrelationshipsandstrategic
allianceseffectively
UnderstandingthediscussiononMNEsresponsibilitiesand
posturesinaworldwherethebenefitsofglobalizationhaveled
tovaluecreatedthroughboomingcrossbordertradeand
investmentwhichisunequallydistributed
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Module Description: International Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

InternationalManagement
MO43
FransHikspoors<frans.hikspoors@wittenborg.eu>
JurisUlmanis<julmanis@rbs.lv>
Year1Semester1
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

ThemoduleInternationalManagementgivesabroadpictureofthesubjectofInternational
Management.Itattemptstopresentthesubjectsbodyofthoughtanditsinstrumentsandtoclarifyit
bymeansoftopicalexamples.Withinthiscontext,theentirerangeofcompanieswillbecovered:from
largemultinationalcompaniestoSMEsoperatinginspecificforeignmarkets.So,wedonotlimit
ourselvestothewellknowncases(suchasShell,PhilipsandUnilever),whichalwaysimpressour
imaginationwithoutmuchdetailedknowledge.Also,theinternationalSMEswillbeextensively
discussed.

Themodulealsopaysattentiontothespecific(mostlymanagerial)problemsoffamilycompaniestaking
aninternationalbusinessroute;thisisafairlysignificantgroupofenterprises.Moreover,wewilltarget
nationalandlocalgovernmentsgoinginternationalaswellastheincreasinginfluenceofforeign
(trans)nationalgovernmentalandnongovernmentalorganizationsontheoperationsofbothprofitand
nonprofitorganizations.Inthisconnection,wewillalsoconsiderinternationallobbyorganizations.

ThemoduleseesInternationalManagementasastructuredprocess.Thisdoesnotimplythat
alternativepointsofviewareputaside.Forinstance,accordingtovariousresearchersandbusiness
peopleInternationalManagementisanintuitivemattermostlytakencareofbyseniormanagement
(suchasthePresidentoradivisionsgeneralmanager).

Furthermore,inInternationalManagementalsopower,politicsandinfluenceplayamajorrole.These
issuesandtheirimpactwillbeamplyhighlightedbymeansofcasesandanecdotes.

Goals

UnderstandingthenatureoftheMultinationalEnterprise(MNE):definition,motivations,means,
mentalities(theinternalforcesthatdrivecompaniestoexpandtothelarger,external,
internationalenvironmentinwhichtheymustoperate)
Understandingtheinternationalcontext(intermsofexternalforcestointegrateandcoordinate
activitiesandexternalforces(oftensocialandpolitical)leadingMNEstodisaggregatetheir
operations
UnderstandinghowMNEsbalancestrategicendsandmeanstobuildthethreerequired
capabilities:globalscaleefficiencyandcompetitiveness,multinationalflexibilityand
responsiveness,andworldwideinnovationandlearning
UnderstandingthesignificanceofaMNEsorganizationalcapabilitiesandinternationalstrategies
UnderstandingtheimportanceofMNEscapturingcompetitiveadvantagebydeveloping
innovativeresponsesbasedoncrossborderknowledgemanagement(crossborderinnovation)
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Understandingthemanagerialskillsrequiredtobuildandmanageboundaryspanning
relationshipsandstrategicallianceseffectively
UnderstandingthediscussiononMNEsresponsibilitiesandposturesinaworldwherethe
benefitsofglobalizationhaveledtovaluecreatedthroughboomingcrossbordertradeand
investmentwhichisunequallydistributed

Content

TheMultinationalEnterprise(MNE):itsmoderndefinitionrequiringsubstantialdirectforeign
investment,strategicandorganizationalintegrationandactive,coordinatedmanagement
Thefactorsthatmotivatecompaniestoexpandtheiroperationsinternationallyandthemeans
andmentalityneededtosucceedindoingso
Globalisationasthelateststageofalongtransformationprocessanditscountervailingforces
Transnationalstrategiesresultingfromabalancingmotivationsforinternationalexpansionwith
theeconomicimperativesofitsindustrystructureandcompetitivedynamics(theemerging
transnationalstrategicmodel)
TheGlobalMatrixofinternationalorganizationalstructuresanditsfailure;limitationsoffocusing
ontheformalstructure,exploringtheadministrativeheritage(organizationalhistory),values
andnormsandpracticesofaMNEsmanagement;keyorganizationaldimensions
Transnationalinnovationanditsprocess(traditionalversustheemergingmodelsofcrossborder
innovation
Engagingincrossbordercollaboration:managingacrosscorporateboundaries(strategic
alliances)
Buildingmultidimensionalcapabilitiestoimplementthestrategy:howtoallocatethemany
complexstrategictasksandorganizationalrolesamongkeymanagementgroups
TheMNEsglobalrole:itsincreasingpoweranditswiderresponsibilities.Theshakyreputationof
MNEindevelopingcountries.Theunequaldivisionofthebenefitsofglobalizationaroundthe
worldandpersistentpoverty;fourpossibleMNEpostures(exploitive,transactional,responsive,
transformative)

Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping

Mappedwithnumbers:1,2,3,5,13,14,15,25and26.
SeetheEEGforfurtherreference.

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Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.

European Credits

Literature

C.A.Bartlett,P.W.Beamish(2014).TransnationalManagementText,cases,andreadingsin
CrossBorderManagement.SeventhEdition.McGrawHillEducation(Asia)
P.K.Jagersma,GuidingGlobalGrowth,RevisedandExpanded,Brussels:InspirationPress.
Paperstobedistributedduringmeetingsespeciallyarticleswhichreflecttheresultsof
researchandcasestudies.

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MasterModuleGuide

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IMBA Module Guide

Information
Management
(TEC41)

5
CREDITS

AimsandObjectivesofthismodule:

CapabilitytoevaluateInformationSystem(IS)provisionsinan
organizationinthelightofemergingtechnicalpossibilities
AbilitytooutlinehowIScouldsupportanorganizations
strategy,includingdevelopingnewproducts,servicesand
markets
UnderstandingofhowIScanaddvaluetoabusinessprocess
andenableareengineeringofexistingprocesses
Understandingofandabilitytoproposehowhumanand
structuralchangesshouldbemadetogainmorevaluefroma
computerbasedIS
CapabilitytoevaluatehowanorganizationsIShasbeen
organizedandproposealternatives
KnowinghowtomanageorganizationalandISchangesto
achievecomplementaritybetweenthem
Knowinghowtoavoidthecommonpitfallsthatdamagemany
ISprojects
Capabilitytoevaluateanddiscussanorganizationsapproach
toISissuesandtomakewellgroundedrecommendationson
actualorplannedISapplications
DemonstrationofabalancedviewofhowcomputerbasedIS
canbenefittheirorganization

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Module Description: Information Management

ModuleName
ModuleCode
ModuleTeacher

InformationManagement
TEC41
TheoBosma<drtheobosma@gmail.com>
AlexanderBauer,alexander.bauer@rmg.at
Period

Year1,Semester1

Prerequisites BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

ThesubjectsofInformationmanagement(IM)andInformationandCommunicationTechnology(ICT)
arehardtoseparate.However,forthebenefitofaclearunderstanding,tisusefultodistinguish
betweenthem.IMstressesmanagerialissueswhileICTfocusesontechnicalissues.

ThisModulewillconfrontyouwiththemanyfacetsofInformationManagementwithinanorganization.
Nowadaysaproficientinformationprovisioniscrucialtomostorganizationsastheiroperationsare
directlydependentonwellfunctioninginformationandcommunicationsystems.Moreover,corporate
governmentatlargecannotdowithouttheavailabilityofsuitablemanagementinformation.

Finally,inrecentyearsinformationtechnologieshaveledtotheemergenceoftheinformationeconomy.
Thismeansthatinformationflowshavepropelledchange,leadingtonewbusinessmodelsandformsof
collaboration.

Goals

CapabilitytoevaluateInformationSystem(IS)provisionsinanorganizationinthelightof
emergingtechnicalpossibilities
AbilitytooutlinehowIScouldsupportanorganizationsstrategy,includingdevelopingnew
products,servicesandmarkets
UnderstandingofhowIScanaddvaluetoabusinessprocessandenableareengineeringof
existingprocesses
Understandingofandabilitytoproposehowhumanandstructuralchangesshouldbemadeto
gainmorevaluefromacomputerbasedIS
CapabilitytoevaluatehowanorganizationsIShasbeenorganizedandproposealternatives
KnowinghowtomanageorganizationalandISchangestoachievecomplementaritybetween
them
KnowinghowtoavoidthecommonpitfallsthatdamagemanyISprojects
CapabilitytoevaluateanddiscussanorganizationsapproachtoISissuesandtomakewell
groundedrecommendationsonactualorplannedISapplications
DemonstrationofabalancedviewofhowcomputerbasedIScanbenefittheirorganization

Content

Outlinetheroleofinformationandhowconvergingtechnologies(suchasocialmedia)are
transforminghowpeopleaccessinformation
Theoreticalperspectivesofpeoplesinterpretationofandinteractionwiththeircontextasthey
respondtoaninformationsystem
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Theinteractionofbetweenstrategyandinformationsystems(theconceptofstrategicalignment
andaninformationsystemstrategy)
WiththeaidofIS,howhorizontalprocessesoforganizationscanbelinkedmoreeffectivelyand
bydoingsoopeningupestablishedfunctionalboundaries
Cultural,structuralandpowerissuesandhowtheycanaffectthewaypeoplerespondto
informationsystems
Optionsforplacingtheinformationfunctionitselfwithintheorganization(centralized,
decentralized,federaloroutsourced)andthecostsandbenefitsofeach.
Alternativeapproachestochargingforinformationservicesandtheproblemofbalancingthe
conflictingexpectationsofuser,ISandcorporateconstituencies.
Theoriesofhumanmotivationsexplaininghowusersandcustomersreacttonewinformation
systems
Complementarymodelsofchange,whichcanguidewayshowtomanagementISprojectsand
programmes
Outlineoftheprinciplesofhowtoevaluatethecostsandbenefitsofinvestingininformation
systems(weaknessesofconventionalinvestmentappraisalmethods;alternativemethodsthat
givemoreweighttononfinancialcriteria)

Instruction / Study Load

36Lessonhours
101Hoursofreadingliterature,completingthehandbookandpreparationforexamination.
3ExaminationHours

Total140Hours

IMBA Final Qualification Mapping

Mappedwithnumbers:10,25and26.
SeetheEEGforfurtherreference.

Teaching Language
English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

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Module / Lecture
Compulsory

Testing and assessment


Note:ThisisaSemester1Module
3hourclosedbookExaminationduringexamweek.
SeetheHandbookandtheEEGforfurtherreference.

European Credits

Literature

BoddyD.,BoonstraA.andKennedyG.(2009).ManagingInformationSystems.Strategyand
Organisation.ThirdEdition.Harlow(UK):PearsonEducationLtd.ISBN:9780273716815
Hof,Chr.vant(2004).ThePracticeofManagingKnowledge.FindingtheBalancebetween
InformationSystemsandTalkingHumans.InternationalJournalofKnowledge,Cultureand
ChangeManagement,4(articleMC0401022004).
MuhammedS.andAgrawalV.(2007).Exploringperceptionoftechnologyusefulnessasa
mediatorbetweenICTsupportandknowledgesharing.JournalofAcademyofBusinessand
Economics,7(2),18.
FinkA.A.(2010).NewTrendsinHumanCapitalResearchandAnalytics.PeopleandStrategy,33
(2),1521.
GillR.(2011).WhyCloudComputingMatterstoFinance.StrategicFinance,January2011,4347.
NardalS.andSahinA.(2011).EthicalIssuesinECommerceontheBasisofOnlineRetailing,
JournalofSocialScience,7(2),190198.
CaldernRuizG.andSeplvedaM.(2011).Discoveringthesourceoffailures.Processmining
canidentifyproblemswhilesavingtimeandmoney.IndustrialEngineer,March2011,4650.
GillR.(2011).WhyCloudComputingMatterstoFinance.StrategicFinance,January2011,4347.
Giniat,E.J.(2011).Cloudcomputing:innovatingthebusinessofhealthcare.HealthcareFinancial
ManagementMay2011,130131.
ChangSI.,HungSY.,YenD.C.andLeePJ.(2010).CriticalFactorsofERPAdoptionforSmall
andMediumSizedEnterprises:AnEmpiricalStudy.JournalofGlobalInformationManagement,
18(3),82106.
LaiF.,LiD.andWQ.(2008).TheInformationTechnologyCapabilityofThirdpartyLogistics
Providers:AResourcebasedViewandEmpiricalEvidencefromChina.JournalofSupplyChain
Management,44(3),2235.
MyburghS.(2004).CompetitiveIntelligence.TheInformationManagementJournal,
March/April2004,4655.
RogersS.(2007),IntegratedFinanceOrganizationsOutperformOthers.FinancialExecutive,
December2007,3942.
GilbertA.H.andReidR.C.(2009).Ananalysisoftherelationshipsamonginformationscope,
organizationalproactiveness,andfirmperformance.AcademyofAccountingandFinancial
StudiesJournal,13(4),119.
AdlerJ.(2010).AreYourAccountReconciliationsAccurate?StrategicFinance,May2010,4346.
KirbyS.andRobertsonB.(2009).Startsmallandbuildtowardbusinessintelligence.HealthCare
FinancialManagement,January2009,96103.

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IMBA Module Guide

Entrepreneurship
(EN41)

5
CREDITS

AimsandObjectivesofthismodule:

Understandingthepowerofentrepreneurshipandhowitis
underpinned
Understandingtheentrepreneurialprocessanditscritical
factors
Understandingthebusinessmodelandhowtodevelopan

entrepreneurialstrategy
Knowingtheuniquemarketingchallengesthatentrepreneurs
face
Understandingthenatureandrelevanceofthefoundingteam
Knowinghowtoorganizeandexecutethebusinessplanning
process
Understandingtheimportanceofthefinancialstatementsas
partofthebusinessplan
Understandingthevariouswaysentrepreneurialventurescan
befinanced
Knowledgeofthebasiclegalandtaxissueswhich
entrepreneurshavetodealwith
Knowledgeofaspectsofintellectualproperty(patents,trade
secrets,trademarksandcopyrights)
Understandingwhatittakestosustainsuccessfromcreating
anorganization
Understandingthenatureandrelevanceofsocial
entrepreneurship

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Module Description: Entrepreneurship

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

Entrepreneurship
EN41
JoostVos<joost.vos@wittenborg.eu>
JamesBowen<james.bowen@.wittenborg.eu>
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Theobjectiveofthismoduleistofocusontheprinciplesofstartingandrunninganewventure.Wewill
experiencesomeofthekeyentrepreneurialtraitsneededtostartandrunasuccessfulenterprise.We
willexperiencethevariouselementsofthebusinessplanning,marketing,humanandphysicalresource
planning,productdevelopment,investment,financialplanning,operationaldevelopment,servicesvs.
product,riskandreturn.

Wewillexperiencethisfromtheperspectiveofaninvestor,andentrepreneurialinahighgrowth
potentialtechnologyventureandasmallbusinesshotel.Entrepreneurshipisaneminently
interdisciplinaryandappliedtopic.Thecombinationoftheoryandpracticalbusinessinsightwillgive
studentsawellroundedapproachtoresearchinganddevelopingnewandexistingbusinessventures.
Toallowformeaningfulweeklyquestmeetingdiscussionandanalysis,readingsshouldbedonebefore
eachvirtualquestmeeting.

Goals

Understandingthepowerofentrepreneurshipandhowitisunderpinned
Understandingtheentrepreneurialprocessanditscriticalfactors
Understandingthebusinessmodelandhowtodevelopanentrepreneurialstrategy
Knowingtheuniquemarketingchallengesthatentrepreneursface
Understandingthenatureandrelevanceofthefoundingteam
Knowinghowtoorganizeandexecutethebusinessplanningprocess
Understandingtheimportanceofthefinancialstatementsaspartofthebusinessplan
Understandingthevariouswaysentrepreneurialventurescanbefinanced
Knowledgeofthebasiclegalandtaxissueswhichentrepreneurshavetodealwith
Knowledgeofaspectsofintellectualproperty(patents,tradesecrets,trademarksandcopyrights)
Understandingwhatittakestosustainsuccessfromcreatinganorganization
Understandingthenatureandrelevanceofsocialentrepreneurship

Content

Criticalfactorsforstartinganewenterprise
Ideaformationandopportunityrecognition
Formulatingawinningstrategy
Entrepreneurialmarketing
Howtobuildapowerfulfoundingteam
Thebusinessplanandthebusinessplanningprocess
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Buildingyourproformafinancialstatement
Financingnewventuresworldwide
Bootstrappingnewventures
Legalandtaxissuesrelatingtoentrepreneurship
Intellectualproperty:whatisprotectableandhowshoulditbeprotected?
Makingthetransitionfromstartuptogrowth
Socialentrepreneurship:anoverview

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours
*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping


Mappedwithnumbers:2,3,4,6,7,8,9,11,15,16,17,18,19,20,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

Literature

WilliamBygrave&AndrewZacharakis(2011).Entrepreneurship.SecondEdition.Hoboken(US):
JohnWiley&Sons.Paperback.ISBN9780470450376

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5
CREDITS

IMBA Module Guide

Critical Perspectives in
Hospitality Management
(HM41)

AimsandObjectivesofthismodule:

CriticallyanalysethenotionofHospitalityanditsenactmentin
acontemporaryandinternationalsetting.
Evaluateemergingtrendsandissuesaffectingtheindustryand
adviseontheimplicationsformanagementandoperations.
Applyservicemanagementtoolsandtheoriesinan
internationalandorganisationalcontextappropriateto
hospitalitybusinesses
Criticallyevaluatethemanagementofahospitalitybusiness
anditsresponsivenesstothecontemporaryenvironment

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Module Description: Critical Perspectives in Hospitality


Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

CriticalPerspectivesinHospitalityManagement
HM41
IoannisSPantelidis<I.Pantelidis@brighton.ac.uk>
PeterBirdsall<peter.birdsall@wittenborg.eu>
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Thepurposeofthismoduleisforstudentstoexplorethehospitalityindustry,theimpactsofthe
businessenvironmentandthemanagementofitsoperationsthroughbothacommercialandsociallens.
Studentswillinvestigateissues,trendsandmanagerialimperativesthatfacetheindustryinan
internationalcontext.

Thismoduleconsistsoftaughtsessionsthataddressarangeofdifferentissuesofrelevancetothe
contemporaryhospitalityindustry,internationalbusinessdevelopmentandtosupporttheassessment
activitiesforthemodule.Ahighproportionofyourlearningwillbeachievedthroughtheindividual
assignments,thesewillenableyoutoexamineasocialissuerelatingtothehospitalityindustrysoasto
developyouracademicskillsappropriatetoMasterslevelstudyandtoevaluatetheperformanceofa
hospitalitybusinessthatyouarefamiliarwiththroughtheapplicationofarangeofmanagementtools
andtoassesstheimpactofitsreactionstotheeverchangingbusinessandoperatingenvironment.

Goals

CriticallyanalysethenotionofHospitalityanditsenactmentinacontemporaryandinternational
setting.
Evaluateemergingtrendsandissuesaffectingtheindustryandadviseontheimplicationsfor
managementandoperations.
Applyservicemanagementtoolsandtheoriesinaninternationalandorganisationalcontext
appropriatetohospitalitybusinesses
Criticallyevaluatethemanagementofahospitalitybusinessanditsresponsivenesstothe
contemporaryenvironment

Content

Thenatureofservicemanagement(dividedintomaintenanceinteractiveservices,task
interactiveservices,personalinteractiveservices),thenatureofinteractioninservice
managementandtheinteractionbetweenemployeesandcustomersintheservicechain
Theserviceconceptandhowtoimplementit;theServiceGapmodel
Targetingmarketsegmentsanddesigningserviceproductsinthehospitalitybusiness
Thehospitalityindustryasaninternationalbusiness
Thegeographyofinternationalhospitalitydevelopment
Differencesincultural,politicalandeconomicsystems
Marketentrychoiceandorganizationaldevelopment
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Hoteldevelopmentanddesign
Hospitalitymanagementfunctions:legalissues,financialmanagement,internationalaccounting
andtaxation,humanresourcemanagement
Internationalhospitalitymarketing
Religionandfoodservicemanagement
Sustainabilityinhospitalitymanagement:whatisitandhowtoimplementit

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping

Mappedwithnumbers:3,4,14,15,20,25and26.
SeetheEEGforfurtherreference.

Teaching Language
English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

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Literature

P.Gemmel,B.vanLooyandR.vanDierdonck(Eds)(2013).ServiceManagement.AnIntegrated
Approach.ThirdEdition.Harlow(UK):PearsonEducationLtd.
L.Yu(2007).TheInternationalHospitalityBusiness.ManagementandOperations.Mumbaietc.:
JaicoPublishingHouse.
C.Lashley,P.LynchandA.Morrison(Eds)(2007).Hospitality:ASocialLens.LondonandNew
York:Routledge.
Adams,D.(2006)ManagementAccountingfortheHospitalityTourismandLeisureIndustries,
2ed.Astrategicapproach,London:Thomson
Baum,T.(Ed)(2011)EvolutionoftheHospitalityIndustry&HospitalityManagement.London:
Sage
Baum,T.(2006)HumanResourceManagementfortheTourism,HospitalityandLeisure
IndustriesAnInternationalPerspective,London:Thomson
Boella,M.J.andGossTurner,S.(2013)HumanResourceManagementintheHospitalityIndustry
Oxford:ButterworthHeinemann.9theditionhttp://capitadiscovery.co.uk/brighton
ac/items/1278359?query=hospitality+management&resultsUri=items%3Fquery%3Dhospitality%
2Bmanagement%26sort%3Dpublishedyear%253Ad&sort=publishedyear%3Ad
BrothertonB(Ed)(2003)TheInternationalHospitalityIndustry:structure,characteristicsand
issues.Oxford:ButterworthHeinemann
Davis,B.,Lockwood,A.,Pantelidis,I.andAlcott,P.(2008).FoodandBeverageManagement(4th
Ed.)Oxford:ButterworthHeinemann.
Fitzsimmons,J.A.&Fitzsimmons,M.J.(2006)ServiceManagement,Operations,Strategyand
InformationTechnology.5thEd.McGrawHill
Gregoire,M.andSpears,M.(2007)FoodserviceOrganizations:Amanagerialandsystems
Approach.PrenticeHall
Harris,P.(1995)AccountingandFinancefortheInternationalHospitalityIndustry,Oxford:
ButterworthHeinemann.
Hofstede,G.OrganisingforCulturalDiversity,EuropeanManagementJournal,Vol.7,No.4,1989
Johnson,G.andScholes,K.andWhittington,R.(2011)ExploringCorporateStrategy,9thed.
PrenticeHall
Legrand,W,Sloan,P,DelgadoKrebs,R,ToomanH(2011),SustainableTourism&Hospitality
ManagementEducation:AnEmpiricalStudyonEducationalExperiencesinPreparationfor
ProfessionalLife,inJosephS.Chen(ed.)AdvancesinHospitalityandLeisure(Advancesin
HospitalityandLeisure,Volume7),EmeraldGroupPublishingLimited,pp.195208
PantelidisI,(2010)Electronicmealexperience:acontentanalysisofonlinerestaurant
commentsCornellHospitalityQuarterly,51(4).pp.483491.ISSN19389655

KeyHospitalityJournalsandPublications:
CornellHRAQuarterly
CouncilforHospitalityManagementEducation
TravelandTourismAnalyst(Mintel)
InternationalJournalofHospitalityManagement
InternationalJournalofContemporaryHospitalityManagement
TheEconomist
Economicreportsandforecastse.g.HenleyReport(1996)
KeyNoteandMintelReports
EuropeanJournalofMarketing
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FinancialTimes
InternationalJournalofResearchinMarketing
HCIMAYearbook
Internationalhospitalityandtourismindustryrefereedjournals
Dataprovidedbybanks,accountants,DTI,embassies,EuropeanCommission
ReportsproducedbyEuropeanagencies/publications,e.g.Euromonitoretc

Nationalandinternationalnewsmedia/websites
InternationalandUKhospitalityandtourismtradepress/websites
www.ahma.com
www.cia.gov/cia/publications/factbook/
www.countryprofile.com
http://www.defra.gov.uk/foodfarm/
www.economist.com
http://www.food.gov.uk/
www.dti.gov
http://europa.eu.int

www.ft.com
www.chme.org.uk
https://www.instituteofhospitality.org/
www.pwc.co.uk
Hospitality,tourismandleisurecompanywebsites

Thefollowingconsultancy,businessandmediareports/papershavebeenmadeavailableon
studentcentralintheLearningmaterialssectionforthismodule.
DeloitteConsumer2020
DeloitteHospitality2010:AFiveYearWakeUpCall
DeloitteHospitality2015
DeloitteWeatheringTheEconomicStorm2009
Ernst&YoungGlobalInsightsfor2011
Ernst&YoungTrackingGlobalTrends2011
EuromonitorInternationalGlobalTrendsReport2010
FFPTravelandTourismin2020:TheKeyDrivers
HVSConsultingGroupBrandedBudgetHotelsinEuropeADevelopmentGuide
HVSConsultingGroupBoutiqueHotelsinLondonDesignorLifestyle
HVSConsultingGroupHotelManagementContractsinEurope2007
ITBWorldTravelTrendsReport2010/2011
Lim,W.andEndean,M.(2008)ElucidatingtheaestheticandoperationalcharacteristicsofUK
boutiquehotels.IJCHM.21/1.p.3851
PriceWaterhouseCoopersUKHotelsForecast20112012
TRIHospitalityConsultingEuropeanHotelStatisticsandOperatingData2011
WorldEconomicForumGlobalCompetitivenessReport2011
WorldEconomicForumGlobalRiskReport2011
WorldEconomicForumTravel&TourismCompetitivenessReport2009
WTO&IHRA(2005)JointStudyonHotelClassification
WTTCEconomicForecasts20102020
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Defra(2007)FoodServiceintheUK
BHA(2010)FoodServiceManagementReport
Cornell(2011)DevelopingaSustainabilityMeasurementFrameworkforHotels
Defra(2010)CFPAFood:Arecipeforahealthy,sustainableandsuccessfulfuture
Defra(2007)FoodIndustrySustainabilityStrategy
Defra(2009)FoodPocketBookONS
Defra(2008)FoodMattersReport
Defra(2010)FoodMattersOneyearon
DoH(2011)PublicHealthResponsibilityDeal
FoodStandardsAgency(2009)PublicAttitudetoFoodIssues
Sustain(2009)Servingupsustainabilityguidelines
WorldWildlifeFund(2011)LivewellReport

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MasterModuleGuide

International Master of Business Administration

5
CREDITS

IMBA Module Guide

Strategic Management
(SM41)
AimsandObjectivesofthismodule:

Anabilitytoidentifythestepsinastrategicplanningprocess

CreatingAwarenessoftheroleofmanagersandstrategicleaders
inthestrategymakingprocess
Knowinghowtoidentifyopportunitiesandthreatsthrough
externalanalysis
Knowingtheinternalsourcesofcompetitiveadvantageand
knowinghowtorecognizetheminaconcretesetting,bothin
termsofinternalresources&capabilities
Understandingthenatureofcorporatelevelstrategyandits
specificfeatures
Understandingandbeingabletoapplyanagendaofstrategic
change
Understandingtherelationshipbetweenstrategyand
organizationaldesign
Knowinghowtousetoolstoachievecompetitiveadvantageina
worldwideindustry
Abilitytodesignbasicbusinesslevelstrategiesinaglobalsetting
Creatingawarenessoftheimportanceofaknowledgeculture
andhowtobuildupsuchaculture
Awarenessofwhatittakestobuildupaglobalcompetitive
strategy(consideringinternalnetworksandsupplychains)

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International Master of Business Administration

Module Description: Strategic Management

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

StrategicManagement
SM41
TeunWoltersteun.wolters@wittenborg.eu
AlexanderBauer,alexander.bauer@rmg.at
Year1Semester2
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Organizationsneedtodefinetheirgoalswhiletakingintoaccountthecircumstancesunderwhichthey
operate.Nowadayscompanieshavetocontemplatehowtooperateandfacetherealityoftodays
turbulentmarkets.Theyrethinktheiroperationsbecauseofchangesintermsofgrowingcompetitionin
marketsandsaleschannelswhilecustomersaregettingmorecritical,regulationischanging,
governmentsarereformulatingtheirpolicies,andglobalizationisbeingfelteverywhere.Information
technologiesarebecomingmoreandmoreintegratedintothewaycompaniesaredoingbusinessand
arecontinuouslychangingtheimplicationsoftimeandplaceofdoingbusiness.Newwaysofeconomic
collaborationhavetobeconsidered,suchastakeovers,strategicalliances,outsourcingandoffshoring.
Therefore,whichcoursecompaniesshouldpursueisfarfromselfevident.

Thismoduleanswersquestionslike:Whichstrategiespromisesuccessonthelongrun?Doesitmake
sensetodevelopelaborateplansinahecticenvironment?Howcanyousellanewstrategy?Howcan
youensurethatanewstrategyisactuallyputintopractice?

Goals

Anabilitytoidentifythestepsinastrategicplanningprocess
CreatingAwarenessoftheroleofmanagersandstrategicleadersinthestrategymakingprocess
Knowinghowtoidentifyopportunitiesandthreatsthroughexternalanalysis
Knowingtheinternalsourcesofcompetitiveadvantageandknowinghowtorecognizethemina
concretesetting,bothintermsofinternalresources&capabilities
Understandingthenatureofcorporatelevelstrategyanditsspecificfeatures
Understandingandbeingabletoapplyanagendaofstrategicchange
Understandingtherelationshipbetweenstrategyandorganizationaldesign

Knowinghowtousetoolstoachievecompetitiveadvantageinaworldwideindustry
Abilitytodesignbasicbusinesslevelstrategiesinaglobalsetting
Creatingawarenessoftheimportanceofaknowledgecultureandhowtobuildupsuchaculture
Awarenessofwhatittakestobuildupaglobalcompetitivestrategy(consideringinternal
networksandsupplychains)

Content

Developingthecompetitivestrategicprocess
Strategymakinginanunpredictableworld
Intendedandemergingstrategies
Governingstakeholders
Mission,vision,values,majorgoals,ethicaldilemmas
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Identifyingopportunitiesandthreatsthroughexternalanalysis
Identifyinginternalstrengthsandweaknesses(internalassetsandcapabilities,quality,reliability,
innovation,thevaluechain)
Positioningforcompetitivebusinessleveladvantage
Choosingaglobalstrategy
Corporatelevelstrategy
StrategicChange(throughinternalnewventures,organizationaldesign
Discussionofstrategiccasesatbusinessandcorporatelevel

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping


Mappedwithnumbers:5,12,14,15,20,21,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

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Version 1st April 2014

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International MBA
Education & Examination Guide (EEG)
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European Credits

Literature

HillC.W.L.andJonesG.R.(2011).EssentialsofStrategicManagement,ThirdEdition.
InternationalEdition.SouthWesternCengageLearningInc.Paperback.400pages.
ISBN10111152520X;ISBN139781111525200
SpulberD.F.(2007).GlobalCompetitiveStrategy.Hardcover.Cambridge:CambridgeUniversity
Press.NewTitle.290pages.ISBN100521880815;ISBN139780521880817
HamelG.andPrahaladC.K.(2011).StrategicIntent,Boston:HarvardBusinessSchoolPress.97
minipages.Thisisareprintofanarticle.ISBN10142213654;ISBN139781422136546
GrantR.M.(1991).TheResourceBasedTheoryofCompetitiveAdvantage.Implicationsfor
StrategyFormulation,CaliforniaManagementReview,3(3),114135
CochranD.S.,DavidF.R.andGibsonC.K.(2008),Aframeworkfordevelopinganeffective
missionstatement,JournalofBusinessStrategies,25(2),2839.
TegardenL.F.,SarasonJ.,ChildersJ.S.andHatfieldD.E.(2005).Theengagementofemployeesin
thestrategyprocessandfirmperformance:theroleofstrategicgoalsandenvironment,Journal
ofBusinessStrategies,22(2),7599.
MullerA.andKrusslR.(2011).Doinggooddeedsintimesofneed:astrategicperspectiveon
corporatedisasterdonations,StrategicManagementJournal,32(9),911929.
HarrisL.andRaeA.(2010).Theonlineconnection:transformingmarketingstrategyforsmall
businesses,JournalofBusinessStrategy,31(2),412.
HlsmannM.,GrappJ.andLiY.(2008).StrategicadaptivityinglobalsupplychainsCompetitive
advantagebyautonomouscooperation.InternationalJournalofProductionEconomics,Special
Issue:ManufacturingSystemsStrategy&Design,114(1),1426.
Paulraj,A.(2011).Understandingtherelationshipbetweeninternalresourcesandcapabilities,
sustainablesupplymanagementandorganizationalsustainability.JournalofSupplyChain
Management,47(1),1937.
PorterM.E.(2003).CompetitiveStrategy:TechniquesforAnalyzingIndustriesandCompetitors.
Paperback.NewYork:FreePress.416pagesISBN13:9781424121160.
Earl,M.(2001).KnowledgeManagementStrategies:TowardaTaxonomy.Journalof
ManagementInformationSystems,18(1),2001,pp.215233.
HauschildS.,LichtT.andSteinW.(2001).Creatingaknowledgeculture.TheMcKinseyQuarterly,
1,7481.
PatzeltH.andShepherdD.A.(2010).RecognizingOpprtunitiesforSustainableDevelopment.
EntrepreneurshipTheoryandPractice,July,631651.
UssahawanitchakitP.(2011).Strategicleadership,organizationallearning,organizational
innovation,andperformance:evidenceformelectronicsbusinessesinThailand.Journalof
AcademicBusinessandEconomics,11(2),112.

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5
IMBA Module Guide

CREDITS

Corporate Sustainability
(EN42)
AimsandObjectivesofthismodule:

Understandingtheconceptsofsustainablevaluecreationand
thegreeneconomy
Understandingtheconceptsofcorporatesustainability,
corporategovernanceandcorporatesocialresponsibility(and
howtheydifferandoverlap)

Understandingthekeyrolesofmanagersandcontrollersin
sustainablevaluecreation
Understandingthetriplebottomline(People,Planet,Profit)
andhowitrelatestosustainabledevelopment
Knowledgeofpossibilitiesforsustainablebusinessatsector
andsupplychainlevel
Understandingandknowinghowtoapplythebasicsof
environmentalmanagementandenvironmentalaccounting
Understandingthehumanfactorinthesustainablecompany
Insightintosustainableenterprisecanbeachievedbymeans
ofsuccessfulinterventions
Understandingthequestforthebusinesscasefor
sustainability(contributingtoacompanysfinancial
performanceandcontinuity)
Knowingandunderstandinghowtostructure(inphases)a
transitiontoasustainableenterprise
Understandingtheincreasingimportanceofstakeholdersin
thetransitiontoasustainableenterprise
Knowingandunderstandingtheneedsandpossibilitiesof
sustainabilityreporting
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Module Description: Corporate Sustainability

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

CorporateSustainability
EN42
TeunWolters,teun.wolters@wittenborg.eu
PeterOdgers,P.Odgers@brighton.ac.uk
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Sustainabilityisrelevanttoeverycompany.Bigsocietalchallengesandrisks,suchasclimatechange,
environmentalpollution,poverty,lossofbiodiversity,animalwelfare,scarcityofresources,human
rightsandthedistributionofwealth,increasinglyaffecteverycompany.

Companiesshowdifferentdegreesofproactivitywhenitcomestosustainability.Thismodulefirstofall
showswhatisrequiredwhenacompanydecidestotakecorporatesustainabilityseriously.Partofthis
isthekeyrolesofmanagersandcontrollersinsustainablevaluecreation.

Secondly,themoduleshowshowcompanieshavesuccessfullyintegratedsustainabilityandsocial
responsibilityintheircorporatestrategies.Itdemonstrateshowandwhenfirmscandevelopsuccessful
corporatesustainabilitystrategiesthatestablishstrongcommitmentstoshareholders,employeesand
otherstakeholders.

Themodulegivesspecialattentiontoissuesofaccountabilityandsustainabilityaccounting.Moreover,it
discussesdifferentwaysinwhichsustainabilitycanberesearched.

Goals

Understandingtheconceptsofsustainablevaluecreationandthegreeneconomy
Understandingtheconceptsofcorporatesustainability,corporategovernanceandcorporate
socialresponsibility(andhowtheydifferandoverlap)
Understandingthekeyrolesofmanagersandcontrollersinsustainablevaluecreation
Understandingthetriplebottomline(People,Planet,Profit)andhowitrelatestosustainable
development
Knowledgeofpossibilitiesforsustainablebusinessatsectorandsupplychainlevel
Understandingandknowinghowtoapplythebasicsofenvironmentalmanagementand
environmentalaccounting
Understandingthehumanfactorinthesustainablecompany
Insightintosustainableenterprisecanbeachievedbymeansofsuccessfulinterventions
Understandingthequestforthebusinesscaseforsustainability(contributingtoacompanys
financialperformanceandcontinuity)
Knowingandunderstandinghowtostructure(inphases)atransitiontoasustainableenterprise
Understandingtheincreasingimportanceofstakeholdersinthetransitiontoasustainable
enterprise
Knowingandunderstandingtheneedsandpossibilitiesofsustainabilityreporting


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Content

Sustainablevaluecreationandmanagementresponsibilities
Theconceptofsustainabledevelopmentandhowitrelatestoconceptssuchascorporate
sustainability,corporategovernance,corporatesocialresponsibility,thetriplebottomline(PPP),
sustainablebusiness(atcompany,sectorandsupplychainmanagementlevel)andsustainable
enterprise
Environmentalmanagementandenvironmentalaccounting
Thehumanfactorinthesustainableenterprise(sustainabilityintermsofworkorganizationand
HRM)
Theconceptofgreeneconomyandhowitisusedininternationalpolicies
Definingthesustainableenterpriseandindicatingitssignificance
Fourtypesofbusinesscaseforsustainabilityandtheroleofearningsandbusinessmodels
Collaborativesustainableenterprise:theincreasingimportanceofstakeholders
Thesustainabledevelopmentmodelanditsvariousphases(frominactivetoactive;fromreactive
toproactive)
TheGlobalReportingInitiative(andrelatingittootherconceptualsustainabilityandsocial
responsibilityframeworks)
ResearchingSustainability

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping


Mappedwithnumbers:3,8,11,12,13,14,25and26
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations
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International Master of Business Administration

Module / Lecture
Compulsory

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

Literature
Basic literature

T.Wolters(2013).SustainableValueCreationAsaChallengetoManagersandControllers,
Apeldoorn(NL):WittenborgUniversityPress.
W.E.SteadandJ.G.G.Stead(2004).SustainableStrategicManagement.Armonk(US)/London
(UK):M.E.Sharpe.
R.vanTulder,R.vanTilburg,M.FranckenandA.DaRosa(2014).ManagingtheTransitiontoa
SustainableEnterpriseLessonsfromFrontrunnerCompanies,Abington:Routledge(Earthscan)
J.Unerman,J.BebbingtonandB.ODwyer(Eds.)(2007).SustainabilityAccountingand
Accountability.London/NewYork:Routledge.

Additional literature (books and reports)

W.McDonoughandM.Braungart(2013).TheUpcycle:BeyondSustainabilityDesigningfor
Abundance.NewYork:NorthPointPress.
A.FranklinandP.Blyton(Eds.)(2011).ResearchingSustainability.AGuidetoSocialScience
Methods,PracticeandEngagement.London/NewYork:Earthscan.
GlobalReportingInitiative(2013).AnIntroductiontoG4.Thenextgenerationofsustainability
reporting.Amsterdam:GRI.
GlobalReportingInitiative(2013).G4SustainabilityReportingGuidelines.Amsterdam:GRI.

Academic articles

A.J.G.Silvius&R.Schipper(2012).SustainabilityintheBusinessCase.ProcediaSocialand
BehaviouralSciences,2012,112.
A.DAmato,S.ManagiandM.Mazzanti(2012).Economicsofwastemanagementanddisposal:
decoupling,policyenforcementandspatialfactors.EnvironmentalEconomicsandPolicyStudies.
14(4),323325.
M.Reed(2008).Stakeholderparticipationforenvironmentalmanagement.Biological
Conservation,141(2008),24172431.
S.SchalteggerandM.Wagner(2011).SustainableEntrepreneurshipandSustainability
Innovation:CategoriesandInteractions.BusinessStrategyandtheEnvironment,20(4),222237.
A.B.CarrollandK.M.Shabana(2010).TheBusinessCaseforCorporateSocialResponsibility.A
ReviewofConcepts.ResearchandPractice.InternationalJournalofBusinessReviews,12(1),85
105.
A.G.SchererandG.Palazzo(2010).TheNewPoliticalRoleofBusinessinaGlobalized
World:AReviewofaNewPerspectiveonCSRanditsImplicationsfortheFirm,Governance,
andDemocracy.JournalofManagementStudies,48(4),899931.
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MasterModuleGuide

5
CREDITS

IMBA Module Guide

Business Statistics
(GA42)

AimsandObjectivesofthismodule:

Knowinghowtoapplythemaintechniquesofdescriptive
statisticstodescribe,visualizeandanalyzecorporateandbroader
economicandsocialandenvironmentaldata
Havingabasicunderstandingofmultivariatestatistical
techniquessoastobeabletoadequatelyinterpretreportsand
journalarticlesinwhichthesetechniqueshavebeenused
Developingacriticalmindastothevalidityandreliabilityof
publishedstatisticaldataandinterpretations
Acquiringabasicknowledgeandunderstandingofdesigning
writtensurveys
Acquiringabasicknowledgeaboutsamplingframeworksand
samplingtechniques

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Module Description: Business Statistics

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

Introduction

BusinessStatistics
GA42
CharlesLindveld<Charles.lindveld@wittenborg.eu>
TonWillems<ton.willems@wittenborg.eu>
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Recentyearshaveseenasubstantialincreaseintheavailabilityofdatafromallwalksoflifealongside
theabilitytocapture,store,analyse,interpret,andleverageit.Datadrivendecisionmakinghasbecome
quicker,easier,cheaperandmorerecognised.Statisticsprovidesbothcomputationalandconceptual
toolstoextractinformationandvaluefromdata.Asaresult,statisticshasbecomevitalinawiderange
ofareas

Businessschoolgraduatescanexpecttoencounterstatisticsinseveralroles:asanessentialtoolin
conductingbusinessresearch,asatoolkitwhosestrengthsandlimitationsmustbeunderstoodbefore
application,andasasetofconceptsthatcanbeusedtoguidetheteameffortofanalysts.Thiscallsfora
combinationofbasichandsonskills,awarenessofthetypesoftoolsthatareavailable,andan
understandingofthevalueofinformationinmanagementanddecisionmaking.

Thismoduleprovidesagroundinginappliedstatistics(univariateandmultivariate)andanoverviewof
thetoolsusedinbusinessintelligencesuchasdatamining,machinelearning,forecasting,.

preparesthestudentforacareerineitherinindustryorinacademia.Inaddition,the(supervised)
researchprojectintroducesthestudentstotheuseofstatisticsinbusinessresearch.

StudentswilllearnhowtousetoawiderangeofstatisticalsoftwaresuchasSPSS,andspecialistdata
miningtoolsforexample.Keyskillsyouwilllearnincludedatacollectionmethods,applicationof
statisticalmethods,analysisofstatisticaloutputandstatisticalresearchskills.

Goals

Knowinghowtoapplythemaintechniquesofdescriptivestatisticstodescribe,visualizeand
analyzecorporateandbroadereconomicandsocialandenvironmentaldata
Havingabasicunderstandingofmultivariatestatisticaltechniquessoastobeabletoadequately
interpretreportsandjournalarticlesinwhichthesetechniqueshavebeenused
Developingacriticalmindastothevalidityandreliabilityofpublishedstatisticaldataand
interpretations
Acquiringabasicknowledgeandunderstandingofdesigningwrittensurveys
Acquiringabasicknowledgeaboutsamplingframeworksandsamplingtechniques

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Content

General:overviewofstatistics:whatisstatisticsabout,areasofapplication,itsroleinresearch
andbusinessmanagement
Overviewofdescriptivestatistics;howtousethemandpresentthem.Datavisualisation(basic
charts,distributionplots,heatmaps)andwhyvisualisationisimportantAnscombesquartet.
Reviewofprobabilitytheoryinstatistics,stochasticquantities,measurementlevel,discreteand
continuousprobabilitydistributions
Practical:Installationinstructionsforstatisticalsoftware:MSExcelandSPPS
Reviewofprobabilitytheoryinstatistics,stochasticquantities,probability
Discreteandcontinuousprobabilitydistributions.Thebinomial,hypergeomeric,poisson,uniform,
andnormaldistributions.Measuresofshape,quantileplots
Multiplicationandadditionofprobabilities,independence,conditionalprobability
Sampling(whysample,howtosample,consequencesofsampling,propertiesofsamples)
Hypothesistestingandtwosampleanalysis
Regressionanalysis,linearmodels,nonlinearmodels,transformations
Analysisofvariance
Dimensionreductionofdata
Nonparametricstatistics(Understandingwhyandhowtousechisquaretestsincontingency
tables.Whattodowhennoneoftheothertechniquesapplies)
Critiquingstatisticspresentedbyothers(Knowingwheretolookforproblemswhensomeone
elseispresentingstatisticstoyou;Simpsonsparadox,causalversusstatisticalmodels)

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping


Mappedwithnumbers:22,23,24,25and26
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
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International Master of Business Administration

Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Assignment/Report/Essay(2)
SeetheEEGforfurtherreference.

European Credits

Literature

Black,K,AppliedBusinessStatistics:MakingBetterBusinessDecisions,JohnWiley&Sons;6th
Edition(2011),ISBN10:0470505885,ISBN13:9780470505885
AlvinC.Burns,RonaldF.Bush,MarketingResearch,6/E,PrenticeHall(2010)ISBN10:0136027040,
ISBN13:9780136027041
GalitShmueli,NitinR.Patel,PeterC.Bruce,DataMiningforBusinessIntelligence:Concepts,
Techniques,andApplicationsinMicrosoftOfficeExcelwithXLMiner,2ndEdition,ISBN:9780470
526828

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IMBA Module Guide

Globalisation,
Society & Culture
(MO44)
AimsandObjectivesofthismodule:

Identifykeycomponentsoftheglobalizationprocess(e.g.
drivingforces,keyagents,trajectories,dynamics,outcome)
andengageininformeddebatesaboutthenatureof
globalizationandrelatedconcepts;
Understandaselectionofrelevanttheoreticalperspectives
andappreciatetheirconceptualandappliedrelevanceforthe
academicstudyoftheinternationalbusinesssectors;
Demonstrateanindepthunderstandingofthedialectical
natureandcontradictory/contesteddynamicsofthe
globalizationprocess;
Criticallyanalysehowarelevantindustryisrelatedtothe
broadercontextofglobalization;
Criticallyanalysethecontributionsofarelevantindustrytothe
globalizationprocess;
Discussandcriticallyevaluatetheimpactoftheglobalization
processonarelevantindustry,inparticularonthe
managementenvironment

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Module Description: Globalisation, Society & Culture

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

Globalisation,Society&Culture
MO44
TeunWolters<teun.wolters@wittenborg.eu>
ConorSheehan<C.Sheehan@brighton.ac.uk>
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction

Thismodulefocusesuponthecriticalstudyofthephenomenonofglobalizationinmodernsociety.
Globalizationimpactsuponsocial,economic,politicalandculturaldevelopmentswithinourrapidly
changingworld.Thetourism,hospitalityandeventsindustriescontributetotheglobalizationprocess
andarealsoinfluencedbyvariousaspectsofthisprocess.Newtechnologiesofmasscommunicationas
wellastheformationofseveralmultinationalbusinessaxeshavesuccessfullycreatedglobalsuppliers,
audiencesandmarketsfortheseindustries.

Themodulewilldealwiththeoreticalexplanationsandthepracticalimplicationsofglobalization,
drawinguponcasestudiesandexamplesfromthetourism,hospitalityandeventsindustries.Athematic
approachhasbeenchosentodeliverthemodulewhichexploresGlobalizationfromanthropological,
sociological,economicandpoliticalperspectives.Thelearningprogrammealsofocusesuponhowallof
theseperspectivesrelatetothetourism,hospitalityandeventsindustriesandcontemporarypractices
withinthesesectors.

Goals

Identifykeycomponentsoftheglobalizationprocess(e.g.drivingforces,keyagents,trajectories,
dynamics,outcome)andengageininformeddebatesaboutthenatureofglobalizationand
relatedconcepts;
Understandaselectionofrelevanttheoreticalperspectivesandappreciatetheirconceptualand
appliedrelevancefortheacademicstudyoftheinternationalbusinesssectors;
Demonstrateanindepthunderstandingofthedialecticalnatureandcontradictory/contested
dynamicsoftheglobalizationprocess;
Criticallyanalysehowarelevantindustryisrelatedtothebroadercontextofglobalization;
Criticallyanalysethecontributionsofarelevantindustrytotheglobalizationprocess;
Discussandcriticallyevaluatetheimpactoftheglobalizationprocessonarelevantindustry,in
particularonthemanagementenvironment

Content

DrivingforcesforGlobalizationandtheircomplexityandinterconnectedness.
TheoreticalmodelsofGlobalization(e.g.Appaduraisfiveculturalflows)andrelated
concepts,(e.g.colonialism,imperialism)
Monocausalandmultidimensionalexplanations/theoriesofglobalization;
Thecontributionofrelevantindustriestoglobalization,
Theimpactsofglobalizationuponindustries.
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Globalcultureandlocalcultures;culturalidentityintheglobalvillage;authenticity,identity,
heritageandlegacies;
Deterritorialisationandthetransformationoftheplaceculturerelationship;
Transnationalcooperations,economicintegration,globaldivisionoflabourandresistance;
Threats/resistancetotheglobalmanagementenvironmente.g.terrorism,ecologicalandclimate
change;

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping

Mappedwithnumbers8,13,14,15,25and26.
SeetheEEGforfurtherreference.

Teaching Language
English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Assignment/Report/Essay(2)
SeetheEEGforfurtherreference.

European Credits

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Literature

Bauman,Z.(1998).Globalization.TheHumanConsequences.Cambridge(UK)/Malden(US):
PolityPress.
Martell,L.(2010).TheSociologyofGlobalization.Cambridge(UK)/Malden(US):PolityPress.
Scholte,J.A.(2005).Globalizationacriticalintroduction.London:PalgraveMacmillan.
Appadurai,A.(2008).ModernityatLargeCulturalDimensionsofGlobalization.Minneapolis:
UniversityofMinnesotaPress
Baylis,J.,Smith,S.andOwens,P.(2008).TheGlobalizationofWorldPolitics.Oxford:Oxford
UniversityPress
Christopher,M.(2011).LogisticsandSupplyChainManagement,FourthEdition.Harlow(UK)
etc.:FTPrenticeHall.
Conrad,C.andM.ScottPoole,M.(2012).StrategicOrganizationCommunicationinaGlobal
Economy.SeventhEdition.Chichester(UK):WileyBlackwell.
Sinclair,J.(2012)Advertising,theMediaandGlobalisation.AWorldinMotion,London/New
York:Routledge.
Hofstede,G.(2007),AsianManagementinthe21stCentury,AsianPacificJournalof
Management,24:411420.
InglisD.(2010).CivilizationorGlobalization(s)?IntellectualRapprochementsandHistorical
WorldVisions,EuropeanJournalofSocialTheory,(13(1):135152.,
Lu,D.(2011).CulturaldifferencesinGoaldirectedInteractionPatternsinNegotiations,
NegotiationandConflictManagementResearch,4(3):178194.
Robinson,W.I.(2009),SaskiaSassenandtheSociologyofGlobalization:ACriticalAppraisal,
SociologicalAnalysis,3(1):529.
Thomas,A.O.,Globalmedia,globalisedcultures:Contingencyorcoincidence?,AsiaPacific
MediaEducator,9,2000,626.Availableat:http://ro.uow.edu.au/apme/vol1/iss9/2

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IMBA Module Guide

Innovation, Creativity &


Entrepreneurship
(EN43)

AimsandObjectivesofthismodule:

Demonstrateandevaluateasetoftechniques
designedtoenhancepersonalandteamcreativityand
innovation
Createandappraiseaninnovationthatisappropriate
torelevantsectors
Criticallyevaluatetheroleandcharacteristicsof
ownermanagersofsmallbusinessesappropriateto
businesssectors
Criticallyevaluatethefunctionandissuesthatimpact
ontheoperationofsmallbusinesses

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Module Description: Innovation, Creativity & Entrepreneurship

ModuleName
ModuleCode
ModuleTeacher

Period

Prerequisites

Innovation,Creativity&Entrepreneurship
EN43
SaskiaHarkema<saskia.harkema@wittenborg.eu>
MirjamLeloux<mirjam.leloux@wittenborg.eu>
StevenGossTurner<S.P.GossTurner@brighton.ac.uk>
Year1,Semester2
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction
Themoduleemphasizesthesubstantialinsightwhatsustainableinnovationsentailbasedonboth
theoreticalandpracticalinsights.Togetherwithgeneralknowledgeoninnovationmanagement,the
studentisabletorecognisetheessenceofsustainableinnovationandisequippedtodevelopnew
relevantprojects(notintheleasttomobilisethosewhohavetherelevantknowledgeanddecision
powertomakethemwork).

Goals

Demonstrateandevaluateasetoftechniquesdesignedtoenhancepersonalandteamcreativity
andinnovation
Createandappraiseaninnovationthatisappropriatetorelevantsectors
Criticallyevaluatetheroleandcharacteristicsofownermanagersofsmallbusinessesappropriate
tobusinesssectors
Criticallyevaluatethefunctionandissuesthatimpactontheoperationofsmallbusinesses

Content

Creativityandideageneration
Managingcreativityandproblemsolving
Impactsonbusinessculture
Entrepreneurshipandentrepreneurialattributes
Smallbusinessenvironment
StartinganewbusinessInnovationandentrepreneurship
Issuesinsmallbusinessplanning

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

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IMBA Final Qualification Mapping


Mappedwithnumbers:4,16,17,18,19,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

Literature

Allen,K.LaunchingNewVentures:AnEntrepreneurialApproach4thEd.,Boston:Houghton
Mifflin
King,N.(2002)Managinginnovationandchange:acriticalguidefororganizations.London,
Thomson
Lambing,P.andKuehl,C.(2003)Entrepreneurship,3rdedn..NewJersey,PrenticeHall.
Morrison,A.,Rimmington,M.&Williams,C.(1999)EntrepreneurshipintheHospitality,Tourism
andLeisureIndustries,Oxford:ButterworthHeinemann.
OpenUniversityBusinessSchool.(2003)ManagingInnovationandChange,2ndedn.London.
Sage.
Palmer,A.(2001)PrinciplesofServicesMarketing3rdEdition.Maidenhead:McGrawHill.
Shavinina,L.(Ed.)(2003)TheInternationalHandbookonInnovation,London,Pergamon.
Stamm,B.Von(2003)ManagingInnovation,DesignandCreativity,London,Wiley
Stokes,D.andWilson,N.(2006)SmallBusinessManagement&Entrepreneurship.5thEd.
London,Thomson
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Thomas,R.(Ed.)(1998)TheManagementofSmallTourism&HospitalityFirms.London:Cassell.

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IMBA Module Guide

International Hospitality
Development
(HM42)

AimsandObjectivesofthismodule:

Identifyandassesskeytrendsintheinternational
hospitalitymarketplaceandtheimpactofkey
environmentalfactorsonhospitalitydevelopmentinan
internationalcontext
Applyrelevantmanagementandfinancialtoolsand
conceptstointernationalhospitalitydevelopment
Undertakeaninternationalfeasibilitystudywhichincludes
ariskassessment,locationandmarketingdecisions,capital
budgetingandoperationalforecastingtechniques
Evaluatealternativesystemsofownershipandfunding
modelsforhospitalitydevelopmentprojects

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Module Description: International Hospitality Development

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

InternationalHospitalityDevelopment
HM42
PeterOdgers<P.Odgers@brighton.ac.uk>
EstherGitonga<s00123@mail.wittenborg.eu>
Year1,Semester2
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction
Thismoduleisdeliveredthroughaseriesoflectureinputsandthecompletionofacasestudythat
focusesonahotelchainthatwishestoexpandgloballyoutsidetheEuropeanUnion.Themoduleisbuilt
aroundaframeworkforglobalisinghotelcompaniesdevelopedbythemoduleleaderwhilstworkingat
theEcoleHotelierdeLausanneandactingasconsultanttotheMovenpickHotelGroup.Thetechniques
involvedwereinstrumentalinthecomparisonandassessmentofdifferentglobalisationstrategiesbeing
consideredbythegroup.

Goals

Identifyandassesskeytrendsintheinternationalhospitalitymarketplaceandtheimpactofkey
environmentalfactorsonhospitalitydevelopmentinaninternationalcontext
Applyrelevantmanagementandfinancialtoolsandconceptstointernationalhospitality
development
Undertakeaninternationalfeasibilitystudywhichincludesariskassessment,locationand
marketingdecisions,capitalbudgetingandoperationalforecastingtechniques
Evaluatealternativesystemsofownershipandfundingmodelsforhospitalitydevelopment
projects

Content

Hospitalityworldmarketsandtheinternationalisationofhospitalityoperations
Developingglobalhospitalitymarkets,brands,productsandservices
Equityandnonequitystrategicalliancesinthedevelopmentofglobalhospitalitybusinesses
Hospitalityfeasibilitystudiesandappropriatetechniques
Keymanagementtoolsforanalysinghospitalityenterprises,theirenvironmentsandassessing
riskinaglobalcontext
Costingandfundingcapitalprojectsinthehospitalityandtourismsectors
Investmentappraisaltechniques

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours
*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;
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International Master of Business Administration

IMBA Final Qualification Mapping

Mappedwithnumbers:3,7,13,14,18,19,25and26.
SeetheEEGforfurtherreference.

Teaching Language
English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

Literature

Adams,D.ManagementAccountingfortheHospitalityTourismandLeisureIndustries,2ed.A
strategicapproach,London:Thomson2006
Baum,T.HumanResourceManagementfortheTourism,HospitalityandLeisureIndustriesAn
InternationalPerspective,London:Thomson2006
Boella,M.J.andGossTurner,S.HumanResourceManagementintheHospitalityIndustry
Oxford:ButterworthHeinemann,2005
Go,F.&Pine,R.(1995)GlobalizationStrategyintheHotelIndustry,London:Routledge
Harris,P.(1995)AccountingandFinancefortheInternationalHospitalityIndustry,Oxford:
ButterworthHeinemann.
Hofstede,G.OrganisingforCulturalDiversity,EuropeanManagementJournal,Vol.7,No.4,1989
Hofstede,G.CulturesConsequences:Internationaldifferencesinworkrelatedvalues,Sage
Publications,1990
Johnson,G.andScholes,K.(2005)ExploringCorporateStrategy,7thed.PrenticeHall
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Jones,P.&Pizam,A.(1993)TheInternationalHospitalityIndustryOrganizationaland
OperationalIssues,London:PitmanPublishing
Keegan,W.J.&Green,M.J.,(1997)PrinciplesofGlobalMarketing,PrenticeHall,Hemel
Hempstead.
Lashley,C.&Morrison,A.,(2000)FranchisingHospitalityOperations,ButterworthHeinemann,
Oxford.
Morrison,A.(1998)EntrepreneurshipAninternationalperspective,Oxford:Butterworth
Heinemann
Morrison,J.(2002)TheInternationalBusinessEnvironment,Palgrave,NewYork
Ransley,J.andIngram,H.(2004)Developing\HospitalityPropertiesandFacilities,3rded,
ButterworthHeinemann,Oxford.

Key References:

CornellHRAQuarterly
TravelandTourismAnalyst(Mintel)
InternationalJournalofHospitalityManagement
InternationalJournalofContemporaryHospitalityManagement
TheEconomist
Economicreportsandforecastse.g.HenleyReport(1996)
KeyNoteandMintelReports
EuropeanJournalofMarketing
FinancialTimes
InternationalJournalofResearchinMarketing
HCIMAYearbook
Internationalhospitalityandtourismindustryrefereedjournals
Dataprovidedbybanks,accountants,DTI,embassies,EuropeanCommission
ReportsproducedbyEuropeanagencies/publications,e.g.Euromonitoretc
Nationalandinternationalnewsmedia/websites
InternationalandUKhospitalityandtourismtradepress/websites
USBureauofLabourStatisticswww.bls.gov/fls/cpi
www.ahma.com
www.cia.gov/cia/publications/factbook/
www.countryprofile.com
www.economist.com
www.dti.gov
http://europa.eu.int

www.ft.com
www.hcima.org.uk
www.iasc.org.uk
www.lonelyplanet.com
www.pwc.co.uk
Hospitality,tourismandleisurecompanywebsites

Supplementarylearningresources
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Thefollowingconsultancy,businessandmediareports/papershavebeenmadeavailableon
studentcentralintheLearningmaterialssectionforthismodule.

DeloitteHospitality2010:AFiveYearWakeUpCall
DeloitteHospitality2015
DeloitteMiddleEastHotelsReport
DeloitteWeatheringTheEconomicStorm2009
Ehotelier(2008)The10majorissuesincontemporaryhotelmanagementagreements
Ernst&YoungGlobalInsightsfor2011
Ernst&YoungHospitalityandLeisure2009
EuromonitorInternationalGlobalTrendsReport2010
FFPTravelandTourismin2020:TheKeyDrivers
HotelYearbook2011Asia
HVSConsultingGroupBrandedBudgetHotelsinEuropeADevelopmentGuide
HVSConsultingGroupBoutiqueHotelsinLondonDesignorLifestyle
HVSConsultingGroupHotelDevelopmentCostSurvey2010
HVSConsultingGroupHotelManagementContractsinEurope2007
HVSConsultingGroupHotelsinIndia:TrendsandOpportunities
HVSConsultingGroupMiddleEastHotelsSurvey2010:ReshufflingtheDeck
HVSConsultingGroupSouthAmericasReview
ITBWorldTravelTrendsReport2010/2011
JonesLangLaSalleRealEstateTransparencyIndex2007
Lim,W.andEndean,M.(2008)ElucidatingtheaestheticandoperationalcharacteristicsofUK
boutiquehotels.IJCHM.21/1.p.3851
Pine,R.,Zhang,H.andPingshu,Q.(2000)Thechallengesandopportunitiesoffranchisingin
Chinashotelindustry.IJCHM12/5(2000)p.300307.
TRIHospitalityConsultingEuropeanHotelOperatingData2010
WorldEconomicForumGlobalCompetitivenessReport2011
WorldEconomicForumGlobalRiskReport2011
WorldEconomicForumTravel&TourismCompetitivenessReport2009
WTO&IHRA(2005)JointStudyonHotelClassification
WTTCEconomicForecasts20102020
WTTCMiddleEastProfile
WTTCTravel&TourismEconomicImpact2009
WTTCViewpointAutumn2010

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IMBA Module Guide

Consultancy
(MO45)
AimsandObjectivesofthismodule:

Deal with the complexities, lacunae, ethics and contradictions


associatedwiththebusinessconsultingprocess.
Independently evaluate alternative entrepreneurial approaches
foraconsultingproject.
Demonstrateanindepthunderstandingconsultingprocess
Undertakeindependentevaluationofcasestudiesandrelevant
currenttrendsintheconsultingprocess
Demonstrateprofessionalisminthedeliveryofconsultancy
projects
Demonstratetheabilitytocriticallyapplyconceptsand
synthesizeinformation

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Module Description: Consultancy

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

Consultancy
MO45
SaskiaHarkema<Saskia.harkema@wittenborg.eu>
FransHikspoors(frans.hikspoors@wittenborg.eu)
Year1,Semester2

BachelorDegreeorequivalentmanagerialworkingexperience

Introduction
ThemoduleConsultancyisaimedatdevelopingacriticalawarenessofthetheoreticalandpractical
aspectsofcommercialconsultancyappliedtodifferentsectors.Inapracticalwaywewillreflectupon
appliedmethodstogatherdataandexamplesofconsultancyprojects.Themodulewillalsotouchon
issuessuchas:ethicsinconsultancypractice;culturalsensitiveness;capacitybuilding;participationand
communitydevelopment;mythsofconsultancyandfieldmethodsandpractices.Also,themodule
evaluatesalternativeentrepreneurialapproachesforaconsultingproject.

Goals

Deal with the complexities, lacunae, ethics and contradictions associated with the business
consultingprocess.
Independentlyevaluatealternativeentrepreneurialapproachesforaconsultingproject.
Demonstrateanindepthunderstandingconsultingprocess
Undertakeindependentevaluationofcasestudiesandrelevantcurrenttrendsintheconsulting
process
Demonstrateprofessionalisminthedeliveryofconsultancyprojects
Demonstratetheabilitytocriticallyapplyconceptsandsynthesizeinformation

Content

Themodulehastwoparts,thefirstaddressesgeneralissuesofconsultancyandthesecondpart
dealswiththemorespecialistrequirementsofthreecommontypesofbusinessconsultancy.
Thehiringofconsultantspoliticsofconsultancywhyconsultantsarecalledin.
Thebiddingprocessbeingentrepreneurial,writingthebrief,theclientsandconsultants
perspectives.Consultancyplandevelopment,assessmentandeffectivetimemanagement.
Issuesofconsultancymanagement.Negotiatingdeadlinesandformatoffinalresultse.g.typesof
survey,projectmanagement,qualityofmaterialsinaproject.Writingacompetitivetenderand
businessplan.
Consultancysimulation.Roleandclientrelationsduringtheproject.Legalissues,confidentiality
anddealingwithenquiriesduringcontractperiodandafter.Recordkeeping.Ethicalissues.
Selectedfinancialmethodologiesandforecastingmethodsappropriateforconsultancy.
Intellectualcontente.g.monitoringtheprojecttoensurethatargumentshaveclarityand
internallogic,thatconceptsareclearlygraspedandpresented.
Productdesignanddevelopmentofaconsultancyplan.
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Writinganadviceintheformofaconsultancyplanforapotentialclient.

Instruction / Study Load

36Lessonhours
104Hoursofpreparation,research,assignments,literatureetc.*

Total140Hours

*Note:Researchpreparationandacademicpaperwritingof3000wordsmaytakebetween1520
hours;

IMBA Final Qualification Mapping

Mappedwithnumbers3,5,11,12,13,14,18,25,26
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Elective

Testing and assessment

Assignment/Report/Essay(2)

SeetheEEGforfurtherreference.

European Credits

Literature

Biswas,S.(2002)Managementconsulting.Aguidetotheindustry,2nded.NewYork:Wiley
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Lambert,T.(1997)Highincomeconsulting:howtobuildandmarketyourprofessionalpractice,
London:Brealey
Lewin,M.(1997)ConsultantSurvivalGuide,Chichester:Wiley
Block,P.(2000)FlawlessConsulting.Aguidetogettingyourexpertiseused,SanFrancisco:
Pfeiffer

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IMBA Module Guide

Project Module
with Personal Development (PDP)
& Mentoring

(PW41)
AimsandObjectivesofthismodule:

Criticallyexploreanideaeitherfromanentrepreneurial(startup)
orconsultancy(ongoing)viewpoint

Developanunderstandingoftheissues,trendsandmanagerial
imperativesfacingentrepreneurialorganisationsindifferent
industries

Developpersonalskillsandcompetenciesaccordingtoaplan
basedonselfreflection(apersonaldevelopmentplan)
o

Competencies:

Todevelopapersonaldevelopmentplan

Todevelopteambuildingandleadershipskills

Tobetterunderstandgroupinvolvementand
dynamics.

Toimproveorganizationandeditingofideas
relevanttotheresearchquestions.

Tofacilitateimprovementofpresentation
delivery.

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Module Description: Project Module

ModuleName
ModuleCode
ModuleTeacher
Period

Prerequisites

ProjectModule
WP41
DifferentIMBAProgrammeTeachers
Year1,Semester2
(PDPpreparationstartsinSemester2)
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction
ThismoduleisdeliveredinSemester2,as3projectweeksthatspanthefullsemester.Theprojectweek
islinkeddirectlytoPersonalDevelopmentandTutoring(Mentoring)andstudentsareexpectedto
reflectontheirpersonaldevelopmentaspartoftheirprojectweekassignments.
Note:althoughatWittenborgthetermclasstutorisused,theroleatpostgraduatelevelintheIMBA
isconsideredtobemorefocussedonmentoringstudents.
EachoftheProjectWeekseachcompriseofaninterdisciplinaryresearchprojectfocusingonproblem
solving,instigatedincooperationwithcompaniesandorganisationsintheregion.The3projectweeks
willincludecompanyvisitsandguestlectures,designedtogivestudentsaconnectiontothelocal
businesscommunityandtoassembleinformationrelevanttotheirproblemsolvingassignments.

ThepreparationstartsinSemester1,withtheoutlineofaPersonalDevelopmentPlan.ThePDPis
developedduringmentoringsessionswiththeclasstutor,andwillfocusonthepersonaldevelopment
oftheindividualstudent.

ThementoringsessionsareplannedinbetweenthestudentandtheirWittenborgtutorthroughoutthe
year,andinSemester2willbedirectlylinkedtotheworkcompletedintheProjectWeeks.AstheTutor
isalsoinitiallyresponsibletoguidethestudentthroughthepreparationofaresearchproposal,and
integralapproachisadoptedthatcombinePersonalDevelopment,ProjectWeeksandpreparationfor
thefinalproject,withthecurriculumasabackdropforknowledgeandunderstanding.

Goals

Criticallyexploreanideaeitherfromanentrepreneurial(startup)orconsultancy
(ongoing)viewpoint

Developanunderstandingoftheissues,trendsandmanagerialimperativesfacing
entrepreneurialorganisationsindifferentindustries

Developpersonalskillsandcompetenciesaccordingtoaplanbasedonselfreflection(a
personaldevelopmentplan)
o

Competencies:

Todevelopapersonaldevelopmentplan

Todevelopteambuildingandleadershipskills

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Tobetterunderstandgroupinvolvementanddynamics.

Toimproveorganizationandeditingofideasrelevanttotheresearchquestions.

Tofacilitateimprovementofpresentationdelivery.

Theprojectweeksallowstudentstotakeamoreintegralapproachtotheirlearning,combining
knowledge,skillsandcompetenciescoupledwiththeirownpersonaldevelopment.

Studentsarerequiredtocompleteall3ProjectWeeks.TheobjectivesoftheProjectWeeksareaimed
athelpingstudentsintegratetheirknowledgeandlearnedskillsofthedifferentsubjects,inawaythat
theywillberequiredtodowithintheirprofessionaldomain.

Duringtheprojectweeksstudentswilldevelop:

Projectmanagementskills
Criticalexplorationofentrepreneurialideas
Developanunderstandingoftheissues,trendsandmanagerialimperativesfacing
entrepreneurialorganisationsindifferentindustries
Competencies:
o Todevelopteambuildingandleadershipskills
o Tobetterunderstandgroupinvolvementanddynamics.
o Toimproveorganizationandeditingofideasrelevanttotheresearchquestions.
o Tofacilitateimprovementofpresentationdelivery.

Personal Development Plan Objectives

Understandpersonaldevelopmentneeds
Analyzekeyfactorsofsuccess
Reflectonandassessownstrengthsandweaknesses
Makeaplanofaction
Criticallyreflectonlearningexperiences
Identifyandimproveselfmanagementskills
Understandthestrategiesofproblemsolving
Haveanawarenessofinterpersonalcommunicationaspects

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Content
Semester1
DevelopaPersonal
DevelopmentPlan(PDP)
withTutor(Mentoring)

Semester2
Complete3Project
Weeks
Continuewithmentoring
programme

Deliverable
APortfolio
thatincludes
3ProjectWeekReports
ASelfReflectionReportbased
onPDP

Instruction / Study Load


Tutorcontacthours:18hours
Mentoringiscarriedoutintutorsessionsplannedinduringalltimetabledweeks.
PersonalDevelopmentPlan:18hours
3ProjectWeeks(projectwork,reading,reportpreparation):84hours
Reportwriting:20hours
Total:140hours

IMBA Final Qualification Mapping


Mappedwithnumbers:3,4,5,7,8,13,14,16,17,18,19,20,25and26.
SeetheEEGforfurtherreference.

Teaching Language
English

Teaching Methods

Mentoringbyclasstutor
Companyvisits
Groupwork
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
Presentations
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

PDPPortfolio(type5)thatincludestheAssignment/Report/Essay(type2)relevanttotheProject
Weeks.

SeetheEEGforfurtherreference.
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European Credits

Literature
TheProjectWeeksinSemester2willbesupportedbychosencurrentliteraturethatisrelevantto
theprojectathand.AnexampleisshowninexampleoftheHospitalitySpeciationproject
describedattheendofthismoduleguide.
ForthePersonalDevelopmentelementoftheproject,thefollowingtwobooksaremadeavailable
tostudents:
SkillsforSuccess;StellaCottrell,PalgraveMacmillan,ISBN10:1403911320;ISBN13:978
1403911322
PersonalDevelopmentforlifeandWork:Wallace&Masters(Thomson/Southwestern.ISBN:978
0538441483)

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MasterModuleGuide

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30
IMBA Module Guide

CREDITS

Research Methods
(Final Project)
(GA41)
AimsandObjectivesofthismodule:

Basicinsightsintovariousresearchmethods(andrelated
methodologiesintermsofdatacollection)andhowtogearthem

toavarietyofresearchobjectives
Abilitytodefineandplanaworkableresearchprojecttomeet
givenresearchobjectives
Abilitytostructurearesearchreportsoastoclearlypresentthe
resultofaparticularresearchproject.
Knowinghowtocarryoutanadequateliteraturereviewasa
majoringredienttoonesMAgraduationresearchprojectand
finalthesis
Knowinghowtodesignaresearch:definingfeasibleobjectives,
presentingahelpfulconceptualmodelanddescribingthe
methodologythatistobeused.
Abilitytoindicatethestrengthandweaknessofaparticular
researchdesign.
Abilitytodefinearesearchasamanageableprojectwhereby
involvingtherelevantstakeholdersandpossiblecontributors

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Module Description: Research Methods (Final Project)

ModuleName
ModuleCode
ModuleTeacher

Period

Prerequisites

ResearchMethods(FinalProject)
GA41
JoostVos<joost.vos@wittenborg.eu>
RaufM.A.<rauf@wittenborg.eu>
Year1&2,Semester1&2
BachelorDegreeorequivalentmanagerialworkingexperience

Introduction
Choosingaproperresearchtopic,knowinghowtoundertakearesearchprojectandtoknowhowto
evaluate(andappreciate)researchdonebysomeoneelse(e.g.whenoutsourced)hasbecomea
necessarystepforgraduatesintheirprofessionalcareer.Itisunthinkabletodoyourfinalthesiswithout
suchknowledge.Thisrequiresreadingskills,logicalthinkingandwritingskills,besidesknowingthe
techniques.Beforestartingtheactualresearch,youneedtogetapprovalontheresearchproposal.

Inordertoconductavaluableresearch,youshouldbeabletoproducerelevantresearchobjectivesand
researchquestions,baseduponknowledgefromsecondarysources.Thiscoursewillbringyou
techniquesaswellasexercisestoacquirethesesskills.Alsothepresentationofaclearconceptual
modelthatshowinanutshellwhatyouresearchisallabout,isanimportantaspectofdoingresearch.

Goals

Basicinsightsintovariousresearchmethods(andrelatedmethodologiesintermsofdata
collection)andhowtogearthemtoavarietyofresearchobjectives
Abilitytodefineandplanaworkableresearchprojecttomeetgivenresearchobjectives
Abilitytostructurearesearchreportsoastoclearlypresenttheresultofaparticularresearch
project.
KnowinghowtocarryoutanadequateliteraturereviewasamajoringredienttoonesMA
graduationresearchprojectandfinalthesis
Knowinghowtodesignaresearch:definingfeasibleobjectives,presentingahelpfulconceptual
modelanddescribingthemethodologythatistobeused.
Abilitytoindicatethestrengthandweaknessofaparticularresearchdesign.
Abilitytodefinearesearchasamanageableprojectwherebyinvolvingtherelevantstakeholders
andpossiblecontributors

Content

Natureofbusinessandmanagementresearch
formulatingandclarifyingtheresearchtopic
Criticallyreviewingtheliterature,
Understandingresearchphilosophiesandapproaches
Formulatingtheresearchdesign,
Discussion,presentationofdifferentphilosophies
Negotiatingaccessandresearchethics
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Selectingsamples,
Usingsecondarydata
Collectingprimarydatathroughobservation
Collectingprimarydatausingsemistructured,indepthandgroupinterviews
Collectingprimarydatausingquestionnaires
Analyzingquantitativedata
Analyzingqualitativedata
Writingandpresentingtheresearchreport

Instruction / Study Load

36Lessonhours
24Tutoringhours
780Hoursofpreparation,research,assignments,literature,etc.

Total840Hours

IMBA Final Qualification Mapping

Mappedwithnumbers:7,21,22,23,24,25and26.
SeetheEEGforfurtherreference.

Teaching Language

English

Teaching Methods

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Videoandfilm
Discussionsessions
ResearchPapers
ManagementGames&Simulations

Module / Lecture
Compulsory

Testing and assessment

Assignment/Report/Essay(TheFinalProject)(2)

SeetheEEGforfurtherreference.

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European Credits

Literature

Dolowitz,D.,Buckler,S.&Sweeney,F.(2008).ResearchingOnline.Basingstoke:Palgrave
Macmillan.
Hart,C.(2001).DoingaLiteratureSearch:AComprehensiveGuidefortheSocialSciences.
London:SagePublicationsLtd.
Hart,C.(1998).DoingaLiteratureReview:ReleasingtheSocialScienceResearchImagination.
London:SagePublicationsLtd.
Fisher,C.(2007)ResearchingandWritingaFinalProjectforBusinessStudents,2nded.Harlow:
PrenticeHall.
Grix,J.&Watkins,G.(2010).InformationSkills;findingandusingtherightresources.
Basingstoke:PalgraveMacmillan.
Bryman,A.(2004)SocialResearchMethods,2nd.Oxford:OxfordUniversityPress
Bryman,A.andBell,E.(2003)BusinessResearchMethods,Oxford:OxfordUniversityPress.
Collis,JandHusseyR.(2008)BusinessResearch:Apracticalguideforundergraduateandpost
graduatestudents.Basingstoke:PalgraveMacmillan.
Robson,C.(2002)RealWorldResearch.AResourceforSocialScientistsandPractitioner
researchers,Oxford:Blackwell.
Leedy,P.D.andOrmond,J.E.(2005)PracticalResearch:PlanningandDesign,NewJersey:
PrenticeHall.
Saunders,M.,Lewis,P.andThornhill,A.(2012)ResearchMethodsforBusinessStudents,6th
edition.Harlow:PrenticeHall.
Altinay,L&Paraskevas,A(2008)Planningresearchinhospitalityandtourism,Butterworth
Heinemann,Oxford,UK
Ateljevic,I.,Pritchard,A.,Morgan,N.eds(2007)TheCriticalTurninTourismStudies:innovative
researchmethods.Oxford:Elsevier.
Brotherton,B.(2008)ResearchingHospitalityandTourism.London:Sage
Finn,M.,ElliottWhite,M.andWalton,M.(2000)Tourism&LeisureResearchMethods:Data
Collection,AnalysisandInterpretation,Harlow:PearsonEducationLtd.
Jennings,G.(2006)TourismResearch,Milton,JohnWiley&SonsAustralia.
Long,J.(2007)ResearchingLeisure,Sport&Tourism.London:Sage.
Phillimore,J.andGoodson,L.(2004)Qualitative.ResearchinTourism.Ontologies,
EpistemologiesandMethodologies.London:Routledge
Ritchie,B.,Burns,P.andPalmer,C.(2005)TourismResearchMethods:IntegratingTheorywith
Practice,Wallingford:CABInternational.
Veal,A.,J.(2006)ResearchMethodsforLeisureandTourism:APracticalGuide.London:
FinancialTimes/PrenticeHall
Banks,M.(2007)UsingVisualDatainQualitativeResearch.London:Sage
Black,T.(1999)DoingQuantitativeResearchintheSocialSciences
Denzin,N.&Lincoln,Y.eds.(2008)TheLandscapeofQualitativeResearch,3rded.London:Sage
Denzin,N.&Lincoln,Y.eds.(2008)StrategiesofQualitativeInquiry,3rded.London:Sage
Denzin,N.&Lincoln,Y.eds.(2008)CollectingandInterpretingQualitativeMaterials,3rded.
London:Sage
Eriksson,P.&Kovalainen,A.(2008)QualitativeMethodsinBusinessResearch.London:Sage
Phillimore,J.andGoodson,L.(2004)QualitativeResearchinTourism:Ontologies,
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EpistemologiesandMethodologies,London:Routledge.
Silverman,D.(2001)InterpretingQualitativeData:Methodsforanalysingtalk,textand
interaction,Second.London:SagePublications.
May,T.(Ed.)(2002)QualitativeResearchinAction,London:SagePublications.
Flick,U.(2009)AnintroductiontoQualitativeResearch,4thed.London:Sage
Patton,M.Q.(2002)QualitativeResearch&EvaluationMethods,3rd.ThousandOaks,CA:Sage
Publications.
Balnaves,M.andCaputiP(2001)Introductiontoquantitativeresearchmethods:an
investigativeapproach.London:SagePublicationsLtd.
Field,A.(2005)DiscoveringStatisticsUsingSPSS.(2nded).London:SAGEPublicationsLtd.
Rea,L.M.andParker,R.A.(2005)Designingandconductingsurveyresearch:acomprehensive
guide.(3rded).Chichester:JohnWiley&SonLtd
Creswell,J.W.andPlanoClark,V.L.(2007)DesigningandConducingMixedMethodsResearch.
London:SagePublicationsLtd
Barbour,R.(2007)DoingFocusGroups.London:Sage
Goulding,G.(2002)GroundedTheory.APracticalGuideforManagement,BusinessandMarket
Researchers.London:Sage.
Hammersley,M.andAtkinson,P.(1995)Ethnography.PrinciplesandPractice,2nded.London:
Routledge.
Rose,G.(2007)VisualMethodologies,2nded.London:Sage.
Yin,R.(2003)CaseStudyResearch:designandmethods,3rded.London:Sage
Wengraf,T.(2001)QualitativeResearchInterviewing.London:Sage.

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Assessment Methods
TheassessmentmethodsusedintheiMBAmodulesaregearedtowardsshowingthatstudentshave
achievedtheaimsandobjectivesofthemodules.Theassessmentmethodsaredescribedinthemodule
guidesandtheprojects,reports,essaysandpapersofeachmoduleleadtoanoveralland
comprehensiveportfolioofworkthatdemonstratesastudentsunderstandingofthevariouselements
ofthemodulesandtheinterlinkingofthese.Thereisacleardevelopmentinassessmenttypesfromthe
morefunctionalbasedreflectivelearningdominantinSemester1towardsthemoreintegrative
approachesofthemodulesinSemester2.

InthemodulesofSemester1,astudentsunderstandingofcorporaterealitiesbasedonownlearning
andworkexperienceplaysanimportantroleinhisstudyandinhisassessment,throughreflection.An
examplefromthemoduleHumanResourceManagement:

IntroductiontotheModuleHandbook/ModuleGuideofHumanResourceManagement

TheModuleHandbookHumanResourceManagementistobeusedbystudentsasaguidetothestudy
ofthisMBAmoduleandconsistsofthreeparts:

TheBroadPerspective

Instruments,Tools&Methods

IntermoduleIntegration

ThesectionBroadPerspectiveaimsatpresentingabroadperspectiveonthesubject.
ThesectionInstruments,Tools&Methodsaimsatpresentingvariousmethods,toolsorapproaches
whichyouareexpectedtobeinformedofaspartofthemodule(beingoneofthespecializedareasof
businessadministrationandmanagement).
ThepartIntermoduleIntegrationaimsatfurtheringawiderunderstandingofthesubjectmatterby
discussingcertainissuesincoherencewithotherissuesratherthanconsideringtheminisolation.

Eachpartdistinguishesanumberofmodulebasedactivities:

ReflectiveLearningQuestions

ClassGroupActivities

ReflectingLearningQuestions
Foreachpart,specialReflectiveLearningQuestionshavebeenformulated.Youyourselfhavetoanswer
thesequestions.Someofthesequestionscouldbeusedduringtheclassdiscussions.Thisexercisewill
supportyouinsuccessfullywritingyourmoduleassignment.

ClassgroupActivities
ClassGroupActivitiesgiveacentralplacetotheexchangeofthoughtsbetweenyouandtheother
students.Thecommongoalistoacquirenewinsightsintotheareasthatthemoduleaddresses,to
betterunderstandcertainproblemswhichyouidentifiedduringyourinitialreadingandstudyactivities
andtodevelopnewideasastohowyoucansolvecomplexissuesinfutureandcurrentorganizational
settings..

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AssessmentofmodulesinSemester1:

Theassessmentforall6modulesinsemester1willbedonethroughthecompletionofasat
examination(aclosedbookwrittenexam)whichisprimarilybasedonthehandbook.Thatis,the
studentcanbeconfidentthatifhe/shestudiesthehandbook(answersthequestions)carefully,a
sufficientmarkcanbeobtained.Theexamquestionscanbe:

questionsthatareliterallyinthehandbook(primaryobjective:testingknowledge)
questionsthatarederivedfromquestionsinthehandbook(butarenotidenticaltoquestionsin
thehandbook)(primaryobjective:testingunderstanding)
briefcompanybasedcaseswithquestionstobeansweredbythestudent(primaryobjective:
testinganabilitytoapplylearntconceptscorrectly)
AssessmentofmodulesinSemester2:
TheassessmentformodulesinSemester2willconsistofanassignmentin2parts,bothshouldbe
uploadedthroughWittenborgOnlineusingTurnitin.Part1willgenerallybeagroupassignmentandpart
2willbeanindividualpaper.Therewillbenoclosedbookwrittenexaminationforsemester2modules.
Eachassignmentwillcountfor50%ofthefinalmark.
InSemester2,Assessmentclearlyreflectsthemodulesintegrativenaturecombinedwithacademic
rigour,ascanbeseenfromanexampleofthemoduleCriticalPerspectivesinHospitalityManagement.

Theassessmentforthismodulewillbeintwoparts:

Assessment1:Individualpaperdiscussingasocialissuerelatingtohospitality(2500words)This
assignmenthas50%weightingandcoverslearningoutcomes1and2ofthemodule.

Selectatopicthateitherrelatestoarelevanthospitalityencounteroraparticularsocialissuethat
impactsonthehospitalityindustry,researchandcriticallyappraiseappropriateliteratureandwritea
2500wordpaperontheselectedtopic.

Assessmentcriteria:

Youwillbeassessedon:

Presentingaclearandconciseoverviewofarangeofliteratureaddressingthetopic.
Qualityandapplicationofresearch
Criticalanalysistheliteraturereviewed
Coherencyofsummaryofthekeyaspectsofyouranalysis.
Demonstratinganabilitytoengageinfullprofessionalandacademiccommunicationinwrittenwork
NB:Allelementsoftheassessmentcriteriaareequallyweighted

IndividualpaperGuidelines
Whenpreparingthediscussionthefollowingaresuggestedasareasforconsideration:

Briefoverviewoftheselectedtopicandhowitrelatestopast/currentthinkinghowinfluentialwasit/is
it?
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Whatarethemainarguments,theoriesandhowsignificantarethese
Anydebates/divergentopinionsexpressed
Criticalanalysisbaseduponyourreadingofrelevantauthors.Forexample,ifyouwishtoagree/
disagreewithaspectsoftheliterature,youneedtoconsiderhowyouwillsupport/justifyyourviews.
Anyotherpointsyoufeelarerelevant.

Assessment2:Thisassignmentisanindividualreport,ithas50%weightingandcoversobjectives3
and4ofthemodule

Writea2500wordreportontheimpactofthebusinessenvironmentonahospitalitybusiness
ofyourchoice.

Selectabusinesswithwhichyouarefamiliarorthatyouwouldliketoresearch.Thenbyapplyingthe
systemsthinkingapproachthathasbeendevelopedduringthismodule
identifyandcriticallyevaluatetheinfluenceofthevariousbusinessenvironmentsthat
impactuponyourbusinessanddiscussthetypesofresponsesthebusinessmight
make.

Assessmentcriteria

selectionofasuitablebusinessoperation
depthofknowledgeandunderstandingofrelevantbusinessenvironments
applicationofcriticalanalysisandsynthesisofimpactsoftheseenvironments
innovativeandcreativeapproachtoanalysisandevaluationofmaterial
viabilityofpracticalrecommendationsforresponsesmadebytheoperation
demonstrateanabilitytoengageinfullprofessionalandacademiccommunicationinpresentationof
report

Youmayadd,asappendices,copiesorextractsfromreports,articles,websitepages,companyreports
etc.tosupportyourreport.

Assessment guidelines

Thestudentwillbeexpectedtoaddressthecriteriaforassessment(seeabove).Specificallytheanswer,
havingidentifiedasuitablebusiness,shouldidentifyrelevantbusinessenvironments(e.g.macroand
microeconomic)discussinghowthesearerelevant.Theanswershouldthenproceedontoadetailed
discussionoftheimpactsoftheidentifiedenvironments(e.g.theimpactofrestrictivealcohollicensing
legislation).Finallytheanswershouldindicatehowthebusinesswillreact(orhasreacted)totheimpact
oftheseenvironments.

Theanswerisexpectedtoprovidesound,uptodateandrelevantinformationderivedfromsuitable
sourcesinordertoprovidethebasisforaneffectiveanalysisoftheimpactofthebusinessenvironment
supontheselectedbusiness.

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Assessment presentation requirements

Allwrittenassessmentsaretobesubmittedbythesetdeadlines.

Assessmentsmustbesubmittedusingthespecialfrontsheetsavailableintheassessmentsectionon
WittenborgOnline/StudentCentral.

AssessmentsmustbesubmittedbyesubmissionthroughTurnitininthemoduleareaonWittenborg
Online/StudentCentral.

Assessmentsaretobewordprocessedinanappropriate12ptfontanddoublelinespaced.
ReferencingmustbeinthestandardHarvardformat.

Pleasenotethattherearemarksawardedforfollowingcorrectpresentationandsubmission
requirements.

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Examinations and Evaluation leading to EC Credits at


Wittenborg

ForRegulationsofExamsatWittenborgpleaseseethelatestWittenborgGraduationandExamination
BoardRegulations.BelowthedifferenttypesofexaminationusedatWittenborgaredescribed.Each
modulemustchoosefromoneexamtype.

Exam Types at Wittenborg


1.
2.
3.
4.
5.
6.
7.

WrittenExamination
Assignment/Report/Essay
ProjectWork
LanguageTest(Reading,Writing,Listening&Speaking)
PDPPortfolio
Participation
OralPresentation/OralInterview

NB:AcademicPapersfromSeminarsarepartoftheExamtypeallocatedtothatmodule.i.e.ifamodule
withaWrittenExaminationhasaseminarpaper,thenthatpaperiscountedtowards1Questioninthe
WrittenExam.InthecaseofPDPthepaperformspartofthePortfolio.IfaSeminarcannotbegiven,
thenQuestion1isreplacedintheexamwithanormalquestion.

Also
Examtypes1,4,and7areexaminedduringtheplannedexamweeks
Examtypes2,3,and5willrequireanoraldefencethroughapresentationororalevaluation,
plannedintheexamweek.

Written Examinations under exam conditions:


Closed Book Examinable Component
Theseexaminationsaretraditionalexams,wherestudentsareaskedtoansweranumberofquestions
oranalysissituationsandcasesintextform,withoutanystudyaidssuchasnotesortextbooks.
Studentsareonlyallowedtoentertheexaminationroomwithapencil,penanderaser.Theyshould
alsobringtheirpassportoridentitycard.Allcoatsandbagsshouldnotbebroughtintotheexamination
room.
WrittenExaminationsshouldbe3hoursunlessotherwiseindicatedbythelecturer.Studentsshould
leavetheexaminationroomiftheyfinishbeforetheendoftheprescribedtime.
Examsaremarkedonascaleof110.
ResultsforexaminationswillbepostedonIntranetwithintwoweeksaftertheexamination.

Open Book Examinable Component


Theseexaminationsareheldforsubjectsthataretestedthroughcasestudyanalysis,wherestudents
arenormallyrequiredtowriteopinionsofcertaindescribedsituationsorcases,usingtheirtextbooksas
reference.Marksaregivenforboththeanalyticalapproachofthestudent,andthewayinwhicha
studentreferstoinformationintheprescribedtextbook(showsthattheyhavereadandunderstood
thetextbook,andcanusethisinformationtounderpintheirargumentsintheexam).Studentsare
allowedtobringtheircoursetextbooksintotheexaminationroom,aswellasapencil,penanderaser.
Allcoatsandbagsshouldnotbebroughtintotheexaminationroom.Theexaminationssupervisoris
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entitledtocheckastudent'stextbooksforenclosedseparatenotes,whichareprohibited.Indicators
andshortnotesinthebookitselfarepermitted.
WrittenExaminationsshouldbe3hoursunlessotherwiseindicatedbythelecturer.Studentsshould
leavetheexaminationroomiftheyfinishbeforetheendoftheprescribedtime.
Examsaremarkedonascaleof110.
ResultsforexaminationswillbepostedonIntranetwithintwoweeksaftertheexamination.

Oral Presentation / Oral Interview


Theseexaminationsaregiveninaformoforalcommunication,wherestudentsaregivenaprescribed
amountoftimeinwhichtopresentaparticularsubject,and/oranswerverbalquestionsoverthe
subject.Students(eitherindividualorinpair)areallowedtouseanymaterialsorequipmentthatis
availabletotheminordertomaketheirpresentationaprofessionalandinterestingone,iftheoral
examisintheformofaformalpresentation.SomeOralExamsarerestrictedtotheformofPowerPoint
presentation,whichisregardedasessentialinbusinesspresentations,andwillenhanceastudents
presentationskillsalso.
Durationoforalpresentationsshouldbe15to20minuteslong.
OralExamsaremarkedonascaleof110.
Examsaremarkedonascaleof110.
ResultsforexaminationswillbecountedaspartofthefinalmoduleexamresultasstatedintheModule
EvaluationPlan,whichispartoftheModuleGuide.
ResultsforexaminationswillbepostedonIntranetwithintwoweeksaftertheexamination.

Assignment / Report / Essay


Assignment Business Plans / Marketing Plans
Modulescanbecompletedwiththeproductionofaplan(SuchasaBusinessPlan).Planscanbe
completedindividuallyoringroups,withamaximumof3studentsworkingtogether.Thisplanisrelated
tothemodule.Forinstance,themoduleMarketingPlanistobecompletedbytheproductionofa
compactMarketingplanpaper.Thisplanshouldbeseenasaplanofapproachratherthanadefinite
finalplan.Itisasimulation,basedoneitherasmallcompanytobesetup,oranexistingcompanyor
organisation,orevenadepartmentwithinacompany.

Theplanshouldbenolongerthan3000words,andthereshouldbenoappendicesthatarenotdirectly
relatedtotheplan.(Acopyofpartsofarelatedplan,fromanothermodule,ispermitted.)
PlansaretobehandedinontheMonday(deadline12noon)ofthefinalexaminationweekofthe
module(Week5ofeitherBlock3or6)

Failedplanscanberesubmittedatadatesetbythecoursetutor,butnotlaterthan1fulltermafterthe
originalplanwassubmitted,withoutastudentbeingrequiredtoretakethefullmodule.Studentsmust
havecompletedallthespecificmoduleplansbeforetheysubmittheBusinessPlan.

Reports, Essays & Papers


Somemodulesincludethesubmissionofapaper.Allpapersshouldadheretothestyleandpaper
writingcriteriaaspublishedintheGraduation/FinalProjectHandbook(seelaterinthisEEG)

Thispaperistoshowanumberofthings,including:
Astudentsknowledgeofthetextbooksrelatedtotheircourse.
Astudent'sresearchcapabilities.
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Astudent'sabilitytocompareideas,usingquotesandreferencesfromtextbooks,information
ontheinternet,andjournalsandmagazines.
Astudent'sEnglishlanguagepresentationand(academic)writingability.

Project Work
Projectsandcasesareseenasanintegratedpartofthecourseandthemarkingofthesecanalso
dependonastudent'sprogressduringthecourse.Projectsandcasesarecompletedwiththeproduction
ofafile,basedontherequirementsofthelecturerforthatparticularcourse.Unlessotherwiserequired
bythecourselecturer,aprojectorcasestudyshouldnotbelongerthan5000wordsofowntext,with
referralsinthetexttomaterialandcasesstudiedandresearched.Theirprojectorcaseshouldnotbe
morethan10pagesofappendices.

ProjectsandCasesaremarkedsimplyasPass/Fail.Criteriaformarkingare:
Shownknowledgeofthesubject(eg:25%)
Interestinginformation(eg:25%)
Referencetoresearch(eg:25%)
Presentation(eg:25%)
Failedprojects/casescanberesubmittedatadatesetbythecoursetutor,butnotlaterthan1fullterm
aftertheoriginalproject/casewassubmitted,withoutastudentbeingrequiredtoretakethefull
module.

Final Dissertation
SeetheGraduationFinalProjectHandbookfordetails.

Work Placement Journals


SeePDPandWorkPlacementModuleGuidefordetails.

Retake Exam weeks and Complete Module Exams


Attheendofbothtermsthereisasmall2week,4thand8thblockinwhichlessonsandmodules
thatmayhavenottakenplaceforsomereasonarefittedin.InthisperiodtheCompleteModule
Examsarealsoofferedforstudentswhoareeligibletotakearetakeexamforamodulefromthe
precedingblocks.

Note:retakeexamweeksofferexamsfromthe3blocksuptotheimmediatelyprecedingblock.i.eIn
block4,retakesareofferedforblocks7,1and2andinblock8retakesareofferedforblocks3,5and
6.ResultsforBlock4andBlock8retakeweeksaresometimesdelayedduetoteachingstaffholidays
commencingimmediatelyaftertheseexamweeks.Studentsshouldensuregoodcommunicationwith
theirtutorsregardingmarkpublishingdeadlinesforretakeexams,incaseswhereresultsarerequired
forprogression.

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Diversity of Teaching Methods


ThroughouttheIBAprogrammeabalanceofteachingandlearningmethodsareused,including

Learning

Teaching

Classroomlecturing
Casestudydiscussions
Feedbackandpresentationsessions
Interviewsanddebates
Videoandfilm
Companyvisits
Discussionsessions
ResearchPapers
Coachingandtutoring
Workexperiencetutoring
Dissertationcoaching

Compulsoryreading
Recommendedreading
Internetresearch
Libraryresearch
Classroomlecturesnotes,listening,
reviewofvideos/recordings
Casestudylearninginclass,inproject
groups
Preparingandpresenting
Discussionswithpeerstudents,with
businesspeople
Surveysandquestionnaires
Feedbackonfilmreflection
Reflectivewritingforexampleproject
weeks,workexperience
Visitingcompanies
Speakingtoentrepreneurs
Helpingbusinesspeoplewithprojects
Organisingevents
Startingcompanies
Deskresearch
InCompanyresearch
Dissertationwriting

Case Studies and Practical Projects


Asexplainedpreviously,casestudiesareoftenusedintheprogramme,andmoresofromPhase2
modulesonwards.TherearethreeformsofCaseStudyusedatWittenborg.Oneofthesehasbeen
speciallyintroducedforWittenborgstudents(WiNet).

Textbookcasestudies:Theseareuptodatecasesthatareincludedintherequiredorthe
recommendedliterature.Lecturersareencouragedtousethesecasestudiesintheirlessonsand
togetherwiththeEducationBoard,literatureischosenthatcontainsuptodatecasestudies.
Casestudiesfromtheteachersownenvironment:oftenteachersofbusinesshaveexcellent
examplesofbusinesscasesfromtheirownexperienceorclosebusinessenvironment.Teachers
areencouragedtosharethesewithstudentsandbuildlessoncomponentsaroundthem.When
teachersareemployedorinvitedtogiveguestlecturersandmodules,theEducationBoard
assessespotentialcandidatespartiallyonthebasisoftheirbusinessbackgroundandexperience.

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Description of Project weeks


ProjectWeeksoccurinSemester2andarepartoftheProjectModule.Duringaprojectstudentswillbe
formedintogroupsandgivenaprojecttopicduringanintroductionsessionatwhichtheprojectteacher,
oftenaccompaniedbyarepresentativefromthecompanyororganisationthathashelpedtoinstigate
theproject.Allstudentscompletethesameprojectinteamswiththefollowingaimsandobjectives:
Studentswillformprojectteamswithaclearroledivision.
Studentswillevaluatethemselveswithintheteam,onthebasisofdescribedroles,suchasthose
ofMintzberg
Studentswillproduceafinalreport,intheformofaproposal,thatcanbepresentedtoexternal
investors
Studentswillbeabletopresenttheirfinalreport,inaclearandorganisedpitch.

Team Building Personal Skills Evaluation


Theweekbeforetheprojectisofficiallylaunched,studentsarerequestedtocompleteapersonalskills
evaluationform,basedonasimpleskillsevaluationsystemdevisedbytheUniversityofKent(UK).
Completionoftheskillsevaluationformwillbeconsideredbythetutorsasformalregistrationforthe
projectweek,andtheresultswillbeusedduringthegroupformationstage.

Formulating Project Teams (Groups)


Teamsandrolesofthemembersareformulatedpriortotheofficialstartoftheproject.
Projectteacherswillformteamsofatleast4members
Projectteacherswilldesignatetheteamleaderforeachgroup
Teamleaderswillbegiventheskillsevaluationresultsofeachteammember
Leaderswillallocateeachteammemberaspecificrole,basedontheirunderstandingofthe
resultsoftheskillsevaluation.

Roles and Responsibilities


Theteamleader:
takesoverallresponsibilityoftheproject;
makessuremembersareworkingaccordingtothetaskdivisionandcooperatingwitheach
other;
checkstheprogressoftheteammembers;
reportstoprojectteacheratleastonceduringtheproject;
requestsmoremeetingmomentsduringproblemorcrisesmoments;
isjudgedonthebasisoftheiroverallleadershipperformance.
Secretary:
takesresponsibilityofthegroupsmeetings;
deliversmeetingagendapriortothemeeting;
producesmeetingnotesandactionlistsattheendofeachmeeting;
isresponsibleofinternalcommunicationandfinalreporting;
ensuresthatallfindings,results,andothernecessarysupportingdocumentsarepresentinthe
finalacademicreportandappendixes.
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Researcher:
responsiblefordatacollection;
implementsdataanalysisprocessesandprovidesfactualevidencetosupportgroupdecisions;
ensurestheuseofdeskresearch,howeveralsoimplementsfieldresearch.
FinancialOfficer:
ensuresfinancialfeasibilityoftheproject
presentsfinancialaspectswithinthefinalreport

What is expected to be submitted for evaluation?


TheFinalReportwillconsistof:

Anoutlineoftheproposedplan/advice/productwithargumentationsupportedbyfinancialfeasibility,
marketing,logistics,organisationandaesthetics,asrequired,aswellassocialandpoliticalreasoningif
needed.Thereportmustbenolongerthan12000words/30pages,excludingappendixes.The
IntroductionandtheConclusionMUSTbewrittenbythegroupleader.Thefollowingcriteriashouldbe
containedinthereport:
Outlineofproposedplan(ExecutiveSummary);
Problemdefinition,benchmarkingandmarketingresearch
Researchapproach:
o Logisticalfeasibility
o Marketingfeasibility
o Financialfeasibility
Outlineofreturnofinvestmentprognosis
Conclusionandclosingrecommendations
Togetherwiththereportthefollowingdocumentswillbesubmitted:
GroupActivityandProcessPlaninexcelformatbySecretary
MeetingAgendaandNotescompletedbySecretary
GroupLeadersmeetingagendasandmeetingreportsforothermembers
Also;
Amaximumone(1)pageFirstBrainstormingSessionFeedbackforeachteammemberthat
reflectson:
o Roles,TasksandResponsibilityDivision;
o performanceofotherteammembersandgroupeffectiveness
TimeSheet;showingtheexacttimespentperpersontoshowactivitiescarriedoutinrelationto
thisproject

Evaluation
Studentswillbeevaluatedindividually.ThisprojectweekwillbemarkedwithafinalmarkofPassorFail.
Anevaluationwillbegivenforbothgroupandindividualaspectsoftheprojectandbothaspectsmust
beawardedasufficientorabove.
Aspectstobeevaluated:
TheFinalReport
IndividualProjectReflectionReportplusTimeSheet
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Personallevelperformanceandselfreflectiononpersonaldevelopmentandpersonal
contributiontowardsthegroupproject
o PerformanceofotherTeamMembersandGroupEffectiveness
Theevaluationscaleusedforthisprojectisasfollows:
Excellent,good,sufficient,poor,verypoor
o

Evaluationswillbeexplainedinashortandconcisefeedbackbytheprojectteachers
GroupEvaluationwillbegiventothegroupasawhole
Individualevaluationwillbegiventotheindividualteammember
Notes:
Anindividualstudentcanpassthisprojectweekiftheyscorearankingofsufficientofbothaspects
Forthisprojectweek:aprojectreportmarkedasfailcanberesubmittedwithin1monthoftheFinal
Evaluation.

Forspecificdetailsofeachproject,pleaseseethespecificProjectWeekModuleGuideasitispublished
onWittenborgOnline.

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Evaluation and Credits European


Credits (ECs)
WHAT are European Credits?
EuropeanCreditprovidesaninstrumenttocreatetransparency,tobuildbridgesbetweeninstitutionsandtowiden
thechoicesavailabletostudents.Thesystemmakesiteasierforinstitutionstorecognisethelearningachievements
ofstudentsthroughtheuseofcommonlyunderstoodmeasurementscreditsandgradesanditalsoprovidesa
meanstointerpretnationalsystemsofhighereducation.TheEuropeanCreditsystemisbasedonthreecore
elements:information(onstudyprogrammesandstudentachievement),mutualagreement(betweenthepartner
institutionsandthestudent)andtheuseofEuropeanCredits(toindicatestudentworkload).EuropeanCredits(ECs)
areanumericalvalue(between1and60)allocatedtocourseunitstodescribethestudentworkloadrequiredto
completethem.Theyreflectthequantityofworkeachcourseunitrequiresinrelationtothetotalquantityofwork
necessarytocompleteafullyearofacademicstudyattheinstitutionthatis,lectures,practicalwork,seminars,
tutorials,fieldwork,privatestudyinthelibraryorathomeandexaminationsorotherassessmentactivities.
EuropeanCreditisthusbasedonafullstudentworkloadandnotlimitedtocontacthoursonly.

OneEuropeanCreditequalsbetween25and28hoursofstudentworkload.ThetotalEuropeanCreditsfor
passinganormal(fouryearofeducation)studyyearare60EC.WittenborgoffersfullBachelorprogrammeof
studyforthreeyearsthereforetheworkloadinEuropeanCreditareincreasedto80creditsperstudyyear.
EuropeanCreditsarearelativeratherthananabsolutemeasureofstudentworkload.Theyonlyspecifyhow
muchofayear'sworkloadacourseunitrepresentsattheinstitutionordepartmentallocatingthecredits.
InEuropeanCredits,60creditsrepresenttheworkloadofanormalundergraduateacademicyearofstudyand
normally30creditsforaterm.Apostgraduateacademicyearofafull12monthsmayhave90credits.
EuropeanCreditsensurethattheprogrammewillbereasonableintermsofworkload.

Example:InordertocompletesuccessfullythePrinciplesofMarketingsubjectandgainthe5EuropeanCreditsassign
toitthestudenthastospend140hoursinworkloadforthissubject.Theses140hourscompriseof24contact
hours/lecturesand116hoursinpracticalwork,seminars,tutorials,fieldwork,examinations,andpreparationtime,etc.

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Grading system in the Netherlands


Dutchgradesrangefrom1(verypoor)to10(outstanding);a6isapass.Itshouldbenotedthat9sand10sarerarely
given.Onfinallists,gradesarenormallyroundedoff(above0.5isroundedupandbelow0.5isroundeddown,thusa
5.5equalsa6equalsapass,whereasa5.4equalsafail.)However,onexamsandcoursework,itiscustomarytogeta
gradethathasnotbeenroundedoff.TheDutchgradingsystemislistedinthetablebelow.
Grade

10
9
8
7
6
5.56.0
5
4
3
2
1

Description

Outstanding
Verygood
Good
Verysatisfactory
Satisfactory
(minimumrequirementforapass)
Fail
Unsatisfactory
Veryunsatisfactory
Poor
VeryPoor

The ECTS grading system for credit transfer


Incaseswherecreditsaretransferredbetweencountries(mainlyinstudentexchanges)ECTSgradescanbeused.Itisgood
practicetoaddanECTSgrade,inparticularincaseofcredittransfer.TheECTSgradingscaleranksthestudentsonastatisticalbasis.
Therefore,statisticaldataonstudentperformanceisaprerequisiteforapplyingtheECTSgradingsystem.Gradesareassigned
amongstudentswithapassgradeasfollows:
Abest10%

Bnext25%

Cnext30%

Dnext25%

Enext10%

AdistinctionismadebetweenthegradesFXandFthatareusedforunsuccessfulstudents.FXmeans:"failsomemorework
requiredtopass"andFmeans:"failconsiderablefurtherworkrequired".TheinclusionoffailureratesintheTranscriptof
Recordsisoptional

Progression through the programmes by gaining EC Credits

4Year
Pathway

Available
ECCredits

80Credits

ECCredits
Requiredat
Entry
0Credits

Year1

60Credits

ECCredits
Requiredat
Entry
0Credits

Phase2

80Credits

60Credits

Year2

60Credits

40Credits

Phase3

80Credits

160Credits

Year3

60Credits

100Credits

Year4

60Credits

180Credits

3Phase
Pathway

Available
ECCredits

Phase1

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Marking Systems
Marksaregivenonascale110(Dutch)andA,B,C,DorF(AngloSaxon).

Allmodulesrequireapassmark.FormoredetailsseetheExaminationandEvaluationsection,later.

A
100.00% 85.00%
B
84.99% 75.00%
C
74.99% 60.00%
D
59.99% 55.00%
E
54.99% 40.00%
F
39.99% 25.00%
FX
24.99% 0.00%

EC Credits versus UK Credits

AspartofitspartnershipwiththeUniversityofBrighton,Wittenborghasmadethefollowingdecision:1
EuropeanCreditisvaluedat2UKCredits.ThisisgenerallythesameatallUKUniversities,however
creditweightingcanvary.

The280CreditprogrammeBacheloraward,withacademicdissertation,isequivalenttoaUKBachelor
HonoursDegree.

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Wittenborg the Organisation


The Stichting Wittenborg University Executive

TheSichtingWittenborgUniversityExecutive(theExecutive)isthetrustthatformsthemanagementof
WittenborgUniversityofAppliedSciences.ItsmembersarePeterBirdsall,MA.E.dandMaggieFeng,
MScwhoarealsothedirectorsoftheinstitute.TheExecutivereportstotheAdvisoryBoard(below).

BelowisanoverviewofhowtheresponsibilitiesatBoardlevelaredividedintheStichtingWittenborg
Executive.

WittenborgUniversity
Executive

Director:
MaggieFeng
Mainresponsibilities:
CEO
HumanResources
Marketing&Promotion
ExternalRelations
StudentHousing
FacilityManagement

WittenborgUniversity
AdvisoryBoard

Director:
PeterBirdsall
Mainresponsibilities:
DirectorofStudies
ChairEducationBoard
ICTSystems
QualitySystem
Finance&Budgets
GovernmentRegulation

The Stichting Wittenborg University Advisory Board

TheAdvisoryBoard,isineffectthebodythatformallyoverseesthegovernanceofWittenborg
University,andadvisesontheprogrammesitdevelopsandoffers.TheAdvisoryBoardhasaseparate
legalstatusfromtheExecutiveandisanindependentTrustthatoverseesthedevelopmentand
continuityoftheinstitution.Itcurrentlyhas4members,whorepresentlocalbusiness,employers,and
government.TheAdvisoryBoardplaysanimportantroleinadvisingtheinstituteonthedevelopmentof
newprogrammes,includingthisMBA,alsointroducingexternalpartiesinanadvisoryrolewhen
required.

IncasesofachangeintopmanagementatWittenborg,theExecutivecanactuallybeappointedbythe
StichtingWittenborgUniversityAdvisoryBoard.

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Members of the Advisory Board


MrRuudDost,RedStoneManagement(Chairman)
MrBerndR.C.deRoo,PartneratCIFREAccountants&TaxLawyers,alsorepresentstheJohanna
DonkGroteStichting
MrJackPieterson,ManagingDirectorLLCBeneluxatSmurfitKappaZedek,alsorepresentative
ofVNONCW,regionalEmployersAssociation
MrHarryStoffels,formallyoftheMunicipalityofApeldoorn(Gemeente)

Wittenborg University Advisory Bodies

WittenborgUniversityAdvisoryBody
Academic
AdvisoryPanel
(Programmelevel;
Levelandcontentof
programmes

Graduation
&
Examination
Board

Stichting
Wittenborg
University
Advisory
Board
(Businesslevel;
operationsand
development)

Professional
FieldAdvisory
Panel
(Programmelevel
Trendsand
developmentsinthe
market)

Stichting
Wittenborg

University
Executive

Education
Board

WittenborgUniversity
ofAppliedScience

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The Professional Field Advisory Panel


TheProfessionalFieldAdvisoryPanelshouldbeableto:
adviseontrendsanddevelopmentsinthebusinessworldandmarkets;
keepWittenborguptodatewiththetrainingandeducationrequirementsofemployers;
commentsonWittenborgprogrammedevelopments;
helpsraiseWittenborgsprofileinthelocal,nationalandinternationalbusinesscommunity;
adviseontraininganddevelopmentopportunitieswithintheprofessionalfield;
discussrelatedsubsidyandfundingopportunities;
discusspossibleresearchandconsultancyactivities;
TheProfessionalFieldAdvisoryPanelisstructuredinawaythatdoesnotlosetheflexibilityand
dynamicsofthemethodsWittenborghasalwaysusedinthepast,i.eWittenborgwishestoretainits
largenetworkofadvisorsrangingfromguestlecturerstoworkplacementsupervisors,torelationsin
governmentandsemigovernmentorganisationsandlargecorporations.Ithasthereforestructuredthe
Panelinthefollowingway:

ProfessionalFieldNetwork

MembersofWittenborgUniversitysnetworkofbusiness,governmentandeducationrelations

ProfessionalFieldAdvisoryPanel

Consistsofbetween3and5invitedparticipantsat
anyonetime,dependingontheprogrammetobe
discussed
MeetstwiceayearwithmembersoftheWittenborg
EducationBoard(programmedevelopment)and
WittenborgNetwork/ResearchCentre
MeetsonceayearwiththeProfessionalField
NetworkatasymposiumorganizedatWittenborg

WiNet/
ResearchCentre

Wittenborg
EducationBoard

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The Education Board

WittenborgsprogrammesaredevelopedandmonitoredbytheEducationBoard.TheBoardis
comprisedofkeyWittenborgstaff,concernedwiththedevelopmentanddeploymentofthe
programmesincludingtheDirectorofStudiesthetwoProgrammeCoordinators(Postgraduateand
Undergraduate),theEducationOperations&QualitySystemManager(currentlythesameperson,
howevercanbetwopersons),andvariousmembersoftheteachingstaff,dependingonthe
programmesbeingdiscussed/developed.TheChartbelowshowsthestructureoftheEducationBoard.
TheaimsoftheEducationBoardare:

1. TodevelopandhaveaccreditednewBachelorandMasterdegreeprogrammes
2. TomaintainandredevelopallcurrentBachelorandMasterdegreeProgrammes
3. Toreviewfeedbackfromstudents,teachers,(workplacement)companies,businessnetworks
andWittenborgsalumniandtakeactiononresults

ChairpersonofEducationBoard
(ExecutiveDirector
&DirectorofStudies)

MembersTeachingStaff
(Dependingon
Programme)

PostgraduateProgramme
Coordinator(s)&
Undergraduate
Programme
Coordinator(s)

EducationOperationsManager
&
QualityManager

Programme
Development,
Coherence
Quality
&
Maintenance

Studentswillberequestedtoprovidefeedbackabouttheirmodules,theirteachersandtheWittenborg
facilities,andthisfeedbackwillbeevaluatedbytheEducationBoardandusedindevelopingand
improvingmodulesandprogrammes.

TheEducationBoardalsoevaluatesfeedbackfromtheprofessionalfieldwithregardtothebusiness
programme,andcarriesoutyearlysurveysamongstitsbusinessnetworkintheNetherlandsandits
networkofcompaniesabroad,inthecountriesfromwhichthestudentscome.

TheEducationBoardisalsoresponsibleforthemaintenanceandimplementationofthenationaland
internationalqualitycontrolandaccreditationcycle,andforensuringthatWittenborgprogrammes
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receivethenecessaryaccreditationandaccreditationfromorganisationssuchastheNetherlands
AccreditationOrganisation(www.nvao.nl),andtheNetherlandsAssociationforthePromotionof
InternationalEducation(www.nuffic.nl)togetherwithotherEuropeanandworldwideaccreditation
organisations.

The Education Department

TheDirectorofStudiesisMrPeterBirdsall
TheEducationDepartmenthasseparatecoordinatorsforthedifferentundergraduateandpostgraduate
programmes.In2014thecoordinatorsare:

Undergraduate(Bachelor)ProgrammeCoordinator:MrRaufMA
Postgraduate(Master)ProgrammeCoordinator:MrsKarinPelle

Contact: Who is Where at Wittenborg


ForanoverviewofthedepartmentsandorganisationatWittenborgUniversity,seechart:below.

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How to Contact Staff


Studentscancontactteachingandnonteachingstaffbysendingthemanemailormaking
appointmentstomeettheminperson.Belowisatableofallcurrentoncampusstaff,withtheir
functions,emailaddress,roomnumbers,availabilityandwebsiteprofilepages.(September2013
update)

Name & Email and Profile Page

Function

Room.
No

Availability

PeterBirdsall
peter.birdsall@wittenborg.eu
www.wittenborg.eu/peterbirdsall.htm

Director
MainPortfolios:Education,IT,
Finance
Director
MainPortfolios:Marketing,
Facilities,Administration
HRManager&LegalPolicy
Advisor
MemberExamination&
GraduationBoard
QualityManager

B3.20

MonFri
Onlyby
appointment
MonFri
Onlyby
appointment
Mon,Tues&
Thurs
Onlyby
appointment
Onlyby
appointment

Professor/Lector
ResearchCentreCoordinator

B3.21

Lecturer,Programme
CoordinatorUndergraduate
programmes,
ChairofExamination&
GraduationBoard
Lecturer,WorkPlacement
Coordinator,Tutor,Member
Examination&Graduation
Board
MScCoordinator&Tutor
Lecturer,Coordinator:English
Department,Tutor

B3.21

saskia.harkema@wittenborg.eu
www.wittenborg.eu/saskiaharkema.htm
AdeyemiBanjo
adeyemi.banjo@wittenborg.eu
www.wittenborg.eu/adeyemibanjo.htm

MaggieFeng
maggie.feng@wittenborg.eu
www.wittenborg.eu/maggiefeng.htm
KarenPenninga
karen.penninga@wittenborg.eu
www.wittenborg.eu/karenpenninga.htm

HarryMaatjes
harry.maatjes@wittenborg.eu
www.wittenborg.eu/harrymaatjes.htm
TeunWolters
teun.wolters@wittenborg.eu
www.wittenborg.eu/teunwolters.htm
RaufM.A.
m.a.rauf@wittenborg.eu
www.wittenborg.eu/marauf.htm

KarinPelle
Karin.pelle@wittenborg.eu
www.wittenborg.eu/karinpelle.htm

DanielOConnell
daniel.connell@wittenborg.eu
www.wittenborg.eu/danielconnell.htm

SaskiaHarkema

B3.20

B3.22

B3.03

MonFri
Onlyby
appointment
MonFri
Onlyby
appointment

B3.03

Onlyby
appointment

B3.03

WedFri

SeniorLecturer,Researcher,
MemberExamination&
GraduationBoard

B3.03

Onlyby
appointment

Lecturer,HeadofTutorgroup
MemberExamination&
GraduationBoard

B3.03

Onlyby
appointment

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JusticeKyeiMensah

Lecturer

B3.03

Onlyby
appointment

Lecturer

B3.03

Onlyby
appointment

Lecturer

B3.03

Onlyby
appointment

Lecturer

B3.03

Onlyby
appointment

BobDyson
bob.dyson@wittenborg.eu
www.wittenborg.eu/bobdyson.htm

Lecturer

B3.03

Onlyby
appointment

EmielSchiphorst

Lecturer

B3.03

Onlyby
appointment

MariondeRoos
marion.deroos@wittenborg.eu
www.wittenborg.eu/marionderoos.htm

Lecturer

B3.03

Onlyby
appointment

JoostVos

Lecturer

B3.03

Onlyby
appointment

Lecturer

B3.03

Onlyby
appointment

Secretary

B3.06

MonFri

EducationAdministration
SecretaryExamination&
GraduationBoard

B3.03

MonFri

StudentRegistrar

B3.06

MonFri

MarketingSalesAssistant

B3.03

MonThurs

Justice.kyeimensah@wittenborg,eu
www.wittenborg.eu/justicekyei
mensah.htm

Anton(Ton)Willems
ton.willems@wittenborg.eu
www.wittenborg.eu/tonwillems.htm

StephanieWard
stephanie.ward@wittenborg.eu
www.wittenborg.eu/stephanieward.htm

RobBerkhof
rob.berkhof@wittenborg.eu
www.wittenborg.eu/robberkhof.htm

emiel.schiphorst@wittenborg.eu
www.wittenborg.eu/emielschiphorst.htm

joost.vos@wittenborg.eu
www.wittenborg.eu/joostvos.htm

GaryChimuka
gary.chimuka@wittenborg.eu
www.wittenborg.eu/garychimuka.htm

TinekevanderLeer
tineke.vanderleer@wittenborg.eu
www.wittenborg.eu/tinekevander
leer.htm

FlorentinPopescu
Florentin.popescu@wittenborg.eu
www.wittenborg.eu/florentin
popescu.htm
SantoshAryal
santosh.aryal@wittenborg.eu
www.wittenborg.eu/santosharyal.htm

DandanWu
Dandan.wu@wittenborg.eu
www.wittenborg.eu/dandanwu.htm

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DirectorAssistant,
CommunicationMarketing
officer,

B3.13

MonFri

nicky.vanriggelen@wittenborg.eu
www.wittenborg.eu/nickyvanriggelen.htm

DaphneWang

FinancialAdministrator

B3.22

Wed&Fri

StudentHousingCoordinator

B3.06

TuesThurs

LibraryManager

B0.31

Tues&Thurs

JanKruitbos
jan.kruitbos@wittenborg.eu
www.wittenborg.eu/jankruitbos.htm

StudentCounsellor

n/a

Onlyby
appointment

JoyceSnel

StudentCounsellor

n/a

Onlyby
appointment

Frontdesk

B3.13

MonFri

NickyvanRiggelen

daphne.wang@wittenborg,.eu
www.wittenborg.eu/daphnewang.htm

KarelvanderZande
Karel.vanderzande@wittenborg.eu
www.wittenborg.eu/karelvanderzande.htm

MartinLens
martin.lens@wittenborg.eu
www.wittenborg.eu/martinlens.htm

joyce.snel@wittenborg.eu
www.wittenborg.eu/joycesnel.htm
OfficeAssistant(StudentIntern)
frontdesk@wittenborg.eu

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How to Contact the Education Department:

Educationdepartmentofficeopendailyforshortquestions;pleasemakeanappointmentfor
otherissues
EducationAdministratoravailabledaily
Workplacementcoordinatoravailable3daysaweek
Classtutor:weeklyclasses
Lecturersworkingroomopentostudentsdaily
AllLecturersavailablethroughemail

How to contact the Administration and Support offices


Frontdeskopendaily
AdministrationOfficeopendailyforshortquestions;pleasemakeanappointmentforotherissues
Emailtoindividualsupportstaff

Tasks and responsibilities of the Administration Office


TheAdministrationOfficetakescareofourinternationalstudentswelfare.Fornewstudentsthismeans
registeringwithallthenecessaryoffices,suchasthecityhall,theImmigrationOffice,andthehealth
administration.

Duringthecourseofastudent'sstudyperiodatWittenborg,theAdministrationOfficewillmaintain
studentrecordsandalltheadministrationrelated.

MajorresponsibilitiesofAdministrationOffice:
Takecareof(international)studentswelfare
Keepstudentsinformedofupdatedinformationonpoliciesandregulationsthroughintranet
Maintaindocumentationofeach(international)student
Advisestudentsoftheirlegalrights,legalstatus

MoreinformationcanalwaysbefoundontheWittenborgWebsite:http://www.wittenborg.euaswellason
Intranet:www.wittenborgonline.comAlwaysfeelfreetocontacttheSupportOfficesorfrontdeskstaffforhelpor
furtherinformation.
NB:AllissuesandquestionsregardingnonacademicissuesshouldbemadetotheAdministrationOffice

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Wittenborg Graduation and Examination Board


WittenborgsGraduationandExaminationBoardoverseestheallocationofECCreditstostudentsforpassed
modules,aswellasadministeringthemarkingofthefinalgraduationassignment.Studentswhowishtoapplyfor
recognitionofpreviousstudy,andcredittransfershoulddosothroughtheExaminationBoard,usingaformcalled
TransferofStudyCreditswhichcanbedownloadedfromStudentResourcesonIntranetorpickedupfromthe
FrontDesk.Studentsenteringfromabroadshouldhavebeenprovidedthisformwiththeirapplicationdetails.The
GraduationandExaminationBoardcanbecontactedbymakinganappointmentthroughtheExaminationpagesof
Intranet.
Chairperson of
Graduation and
Examination Board
Senior Lecturer

All Student Tutors


Provide Feedback

EGB Members
2 Lecturers PhD
2 External Lecturers
(MA / MSc)

Legal Advisor;
Secretary to the GEB
Quality Director (as observer only)

The Graduation
& Examination
Board

Decisions on:
Entry into programme
Examination procedures
Credit / APL Transfer
Graduation Complaints

Graduation & Examination Board Duties

Tomonitorthequalityofexaminationsinrespectofwhethertheymeettheprogrammeobjectives,
requiredcompetencesasoutlinedintherelevantmoduleandmeettheeducationalstandardsand
philosophyofWittenborg;
ToensureexaminationsandevaluationleadingtoECCredits(studycredits)arecarriedoutinaccordance
withtheEducationandExaminationGuide.
Toevaluateattendanceandparticipationinrelationtoassessment,plusrulesandregulationas
proscribedbytherelevantauthorizesintheNetherlands;
Ensurethatinallexaminations,assessments,workplacementsandprojectsthepapersandinstructions
havealevelofEnglishthatisclear,jargonfreeandunderstandable;
Confirmthegradesandevaluationofallexaminations,projects,workplacement,assessmentsandthe
finalyeargraduationdissertationandforallyearsandsubjectsinWittenborgprogrammes;
AdjudicateoninfringementorirregularitiesinrelationtotheEducationandExaminationGuide;decide
theappropriatechangesandorsanctionsandruleonappealsfromstudentsinrespectoftheir
examinations,assessmentsandworkplacementgradesoranyotheraspectsoftheexamination
procedure,inlinewiththecomplaintsprocedure;
Confirmthatallgraduationstudentshavemettheentirenecessaryrequirementenablingthegiven
studenttoreceivetheirdegree;

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Toconfirmdecisionsinrespectofadvancedplacement,requestforplacement,credittransfersand
internalpromotionofandfromstudents;furthermoreassessingandadjudicationontheauthenticityof
educationalcertificates,degreesanddiplomas;
Toevaluatetheexaminationprocessinrespectoftheprinciplesofqualityassuranceensuringcontinuous
improvementandinnovationinrespectofallthevariousformsofassessment;

NOTE:ForRegulationsofExamsatWittenborgpleaseseetheWittenborgGraduationandExaminationBoard
Regulations.

TheExamBoardsroleincomplaintsprocedure:Itisintendedthattheboardmeetatleastonceevery
educationblock(6timesayear).Morefrequentmeetingscanbeheldonrequest,andinthedealingof
complaints.Wittenborgscomplaintsprocedureisdescribedbelow.

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Complaints (and enquiries)


Procedure
NTROComplaintscommittee
NetherlandsAssociationofTrainingandEducation

WittenborgUniversityTrust

Graduation&Examination
Board

SchoolManagement

Tutor

StudentFrontDesk

StudentComplaint

StudentComplaint

EducationRelatedComplaints

NONEducationRelated
Complaints

Theinformalandformalproceduresbelowareforaskingquestionsabout:

Finance
Payment/refunds
ResidenceCard
Work
RegistrationofLeaving
Complaint
NB:EducationandExaminationissues(useformalcomplaintsproceduredirectly

Informal Complaints and Enquiries Procedure (Non Education


Issues)
1. StudentsshouldpresentcomplaintstotheFrontDeskoremailthemtoinfo@wittenborg.euandalso
office2@wittenborg.eu.
2. Studentswillreceiveandanswerregardingtheircomplaintwithin3workingdaysduringnormallessonweeks.
3. Ifthisanswerisnotsatisfactory:studentshouldmakeanappointmentatFrontDesk.SeetheFormal
ComplaintsProcedure.
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Formal Complaints Procedure


1. ThestudentshouldregisterthecomplaintattheFrontDesk,bycompletingacomplaintsformandhandingitin.
TheFrontDeskprovidesacopyofthecomplainttotheapplicabledepartmentmanager.
2. Thestudentwillreceiveananswerfromtherelevantmanagerwithinaweek.ThemanagershallinformFront
Deskaboutthedecision.
3. Ifthestudentisnotinagreementwiththedecision,themattercanbetakentotheBoardofManagement.
4. Studentwillreceiveanofficialreply/answerfromtheBoardofManagementwithinaweek.
5. InallcasestheFrontDeskwillbeinformedaboutthedecision.

Board of Appeal for Graduation and Examinations


Complaintsandappealsregardingdisputesinexaminationresultsshouldalwaysfirstbesubmittedin
writingtotheChairpersonoftheGraduationandExaminationBoard.TheBoardwillreplywithin1week.
IftheresultgivenbytheGraduationandExaminationBoardremainsunsatisfactoryforthestudent,a
studentcansubmitanappealtotheBoardofManagement,inwriting.Within1weektheBoardof
Managementwillinformthestudentofthetimeandplaceoftheappealhearing.

The Board of Appeal consists of

1MemberoftheBoardofManagement
ChairpersonoftheGraduationandExaminationBoard
1MemberoftheStudentUnion(appointedbytheChairpersonoftheStudentUnion)
1independentrepresentativeoftheprofessionalfield,whowillactasChairpersonoftheBoardofAppeal
ThestudentconcernedwillberequestedtopresenttheircasetotheBoardofAppeal.TheBoardof
Appealwillprovideitsdefinitivedecisionwith1weekoftheappealsitting.

The Wittenborg Trust


IncaseswherestudentsarenotsatisfiedwiththedecisionoftheBoardofAppeal,acomplaintcanbesubmittedto
theWittenborgTrust.TheTrustwillassessthecaseandmakeafinaldecisiononthebasisofareviewofthe
documentationandtheprocedurestakenwithintheabovedescribedprocess.

NRTO
IncaseswherestudentsarenotsatisfiedwiththedecisionoftheWittenborgTrust,acomplaintcanbesubmitted
totheCommissionforDisputes(GeschillencommissieParticuliereOnderwijsinstellingen)oftheNRTO,ofwhich
Wittenborgisamember.Contact:tel.0302673778,andwebsitewww.nrto.nl

Student Support
StudentSupportatWittenborgisdescribedbothinthespecificprogrammesstudentguideaswellas
thestudentcharter,inwhichexpectationsareexplainedfromboththeinstituteandthestudent.
IntheEducationandExaminationGuidethereisatablemappingwhoiswhoatWittenborgwithemail
addressesareprovidedforstudentstouse.
Thereare2specifictypesofstudentsupport:EducationalandnonEducationalandtheflowchartbelow
showshowastudentissuescanbedealtwith,andatwhichlevel:

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Student Support at Wittenborg:


where does a student go to?

NTROComplaintscommittee
NetherlandsAssociationofTrainingandEducation

WittenborgUniversityTrust
(theBoardofGovernors)

University
of
Brighton
Tutors

Graduation&
ExaminationBoard

StudentsownTutor

SchoolManagement

Student
Representatives

(IndividualIssue,
MScStudents)

WittenborgFrontDesk

(IndividualIssue)

(GeneralOverall Issues)

StudentIssue

(IndividualIssue)

StudentIssue

EducationRelated
Issue(s)

NONEducation
RelatedIssue

Education Support
AscanbeshownfromaboveEducationsupportforissuesalwaysgoesthroughastudentsTutor.Ideally,
thetutorwillbeabletodiscussandsolveastudentsissueswithoutthisdevelopingintoacomplaint.
Tutorsshouldnotdealdirectlywithnoneducationissues,althoughafriendlyearistobeexpected.
TutorsshouldaskstudentstogototheFrontDesk,ortheirStudentRepswithnoneducationrelated
issues.
MScstudentsshouldideallygothroughtheironcampusWittenborgtutorfirst,whowillliaisewith
UniversityofBrightonprogrammestaff,howeverastudentisentitledtoapproachtheUniversityof
BrightonTutordirectlywhowillliaisewiththeWittenborgTutor.

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Tutor
Eachstudentisassignedatutor.Tutorswillberesponsibleforbetween15and20studentsfromany
programmeandatanylevel.Forinstance,atutormayhavestudentsfromBacheloryears1and2as
wellasMasterprogrammes.Thetutorisresponsibleforkeepinguptodatewiththeacademicprogress
ofthestudentandallaspectsregardingstudycanbediscussed.Astudentstutormustcoordinate
closelywithstudentadministrationstaffandtheregistrar,regardingprogress.

ThetutorwillplayacentralroleinintroducingstudentstolifeataninstitutionsuchasWittenborg,from
astudyperspective,helpingstudentsunderstandtheeducationguides,moduleguides,student
handbooksandtimetables.ForMScstudents,thestudenttutorwillalsoliaisewithteachingand
tutoringstaffattheUniversityofBrighton,whenrequired.Allissuesofadministration,includingtravel,
housing,insurance,healthmatters,etc.shouldbediscussedwithstudentadministrationstaff,withthe
startingpointbeingtheFrontDesk!

Students with disabilities


Studentswithdisabilitieswillhavediscussedtheirindividualsituationduringtheadmissionprocess,and
madeagreementsontheindividualsupportthatcanbeprovided,inlinewithDutchlawandindividual
insurancepolicies.IntheNetherlandsthereisnostateinsuranceforsicknessordisability,therefore
specialistdisabilitycareandsupportalwaysdependsonanindividualsinsurancepackage.

Wittenborgwillprovideastudentwithcleardetailsofhowandwhensupportcanbeprovidedandthe
additionalcoststobeexpected.Wittenborgsupportsstudentswithdyslexiathroughindividual
agreementsmadewiththetutor,forinstanceregardingtimeallowedforexaminations,ortheprinting
ofexaminationsinawaythateasesastudentsexperience.Thesearrangementsarealwaysmadein
consultationwiththeGraduationandExaminationBoard.

DisabilitySupportismentionedintheStudentCharter;
Wittenborgiscommittedtoimprovingprovisionforstudentswithdisabilities.
Weaimtoofferstudents:
clearandaccessibleinformationonrequestregardingtheUniversity'spolicyandservice
provisionforstudentswithdisabilities,includingchargesapplicableforspecialistservicesand
facilities;
theopportunitytodiscussspecificrequirementsincludingappropriatepresentationofcourse
material,modesofexaminationandcourseassessment,priortoadmissionandthroughoutthe
course;
adviceaboutadditionalfundingandassistance
Weexpectthatstudentswill:
informWittenborgofanyspecificsupportrequirementsarisingfromadisabilitypriorto
admissionsothatproperconsiderationmaybegiven;
informWittenborgofanyemergingrequirementsrelatedtoadisability;
informtheircourseleaderwithinthefirstsixweeksfollowingenrolmentofanyspecial
requirementsforassessmentsandexaminations;
paychargesforanyspecialisthumansupportarranged

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NonEducation Support
Intranet Student Resources
ThemostimportantstudentsupportcommunicationtoolistheStudentResourcespageonintranet.
Hereallimportantdocumentsarepublished,bothinrelationtotheoverallprogrammes,howeveralso
inrelationtoissuessuchasstudenthousingandvisaandtownhallregistration.Informationonissues
suchashealthandinsurancearealsoinitiallydealtwithhere.Throughthestudentforums,studentsare
keptinformedanduptodateofdevelopmentsandaskedforfeedback.

Front Desk
TheFrontDeskismanagedbytheUniversitysReception/AdministrationOfficeandismannedbya
communicationofficerandaninternshipstudent.TheFrontDeskassistsstudentswithawholerangeof
issues,suchastheissuingofbooks,moduleguides,aswellasarangeofinformationissuesforexample,
regardinginsurance,banks,medicalappointments,cityhallregistration,employmentlegalities,etc.

TheFrontDeskalsoassistsstudentsintheapplicationofvisas,staypermits,employmentpermitsfor
studyrelatedinternships,studentregistration,etc.

StudenthousingisalsocoordinatedthroughtheFrontDeskwholiaisebetweenthestudentandthe
StudentHousingTeam.

Student Counsellor
Allstudentshaveaccesstoastudentcounsellor,whoisresponsibletoassiststudentsinallmattersthat
arenotdirectlylinkedwiththeireducationprogrammeandprogress.Therearetwostudentcounsellors,
onemaleandonefemale.

Thestudentcounsellorisaconfidentialonetoonepartnerofeverystudent,andwillbeabletoassist
studentswithmanyissuessuchashousingproblems,attendanceproblems,andothersituationsrelated
tothestudentswellbeingandwelfare.

Student Representatives
Eachprogramme/programmeyearhasatleastonestudentrep,whoispartofagroupofstudent
representativeswhomeetwithWittenborgmanagementevery3weekstodiscussongoingissuesand
developmentsrelatedtoeducation,studentsupportandprogrammedevelopment.

Thestudentrepresentativesalsoreflectonnoneducationissuessuchashousingandstudentwelfare.
Meetingswiththestudentrepsresultinactionstobetaken,andtheresultsaremadeavailableforthe
studentbodytoconsiderviaaforumontheStudentsResourcespagesonIntranet.

Student Union
WittenborgStudentsUnionisrunbystudentsforstudents,andoftenorganizeseventsinApeldoornfor
Wittenborgstudents,aswellasforstudentsofotherschoolsinthearea.Itholdsgoodrelationsand
contactwithotherinternationalstudentorganisationsintheNetherlands,suchastheChineseStudents
UnionandtheVietnameseStudentsUnion,andtheInternationalStudentsUnion.TheStudentsUnionis
availableonIntranet.TheStudentsUnionfunctionsasanorganisationthatcanbemobilisedbystudents
tolobbyexternally,forinstancetowardslocalandnationalgovernmentregardingissuessuchasstudent
housingandstudyfinance.
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Education Support Curriculum


AtWittenborg,allstudentsareentitledtofollowsupportmodules.Thesemodulesprovideastudents
studyinareasinwhichthestudentneedsextrateachingandlearningsupport.Studentscaneither
followwholemodulesorjustpartsofthemoduleforextrasupport.Themodulesareoffered
throughouttheyearandinclude:
AcademicEnglishandPaperWriting(giventwiceayear,eachcourserunsfor3blocks(18
weeks))
IELTSEnglish,Speaking,ReadingandWriting(giventhroughouttheyear,36weeks).
ITandOfficeSoftwareAutomation(18weeks)thismodulesupportsstudentsintheir
developingcomputersoftwareskills,lookingatdatabaseswhichisusefulforstatistics,butalso
excelandwordformattingdocuments.
Dutchlanguagesupportlessons(4hoursperweek,throughouttheyear)thismoduleisaimed
atsupportingnonDutchstudentswhomightrequiresomebasicDutchtohelptheminthe
researchorworkplacement.

Intranet, an Online Community and ELearning


TostayinformedatWittenborgstudentsandstaffwillbekeptuptodateofallnews,eventsandstudyinformation
throughWittenborgsowninformationsystemonline.Allnewnewspostswillbeautomaticallymailedtoall
studentsandstaffwhohaveregisteredtheirprofileonIntranet!

Inanymodernlearningenvironmentonlineinformationplaysanimportantrole.AtWittenborg
studentsandteacherscanaccesscourseinformation,modules,webmail,theiraccountinformationand
manyotherutilities,throughtheintranet.www.wittenborgonline.com

LoginisdonebyusingtheWittenborgusernameandpassword.(Seenetworking,laterinthisguidefor
moretechnicalinformation.)Intranetcanbeaccessedfromschoolandfromhome,oranywhereinthe
world!Allyouhavetodoislogin!

Wittenborg ELearning System and Intranet


WittenborgELearningprogrammeisdesignedforbothinhousestudentsanddistancelearning
students.ItmeansthatwhetherstudentsareinApeldoornorelsewhere,theycancontinuetheir
studies,notmissingimportantelementsorassignments.

TheteamatWittenborghasyearsofexperienceinthedevelopmentofelearningsystems,andrelieson
adaptedopensourcesolutionsforbothitsinternetwebbasedapplicationsaswellasitsnetwork
environment.ThisindependentITteamworksbothfortheinstituteaswellasforbusinessesaroundthe
world,providingwebbased,databaseandnetworkingsolutionsforsmallerandlargercompaniesand
organisations.

Wittenborg`sownELearningenvironment;
ispartofacomprehensiveonlinepackage,whichwww.wittenborgonline.comincludesteleworking/studying,
webmail,onlinegroupware,aswellasafullycomprehensiveonlineeducationallearningcentre
isintegratedintoitsintranet,andtheentrypageprovidesminutetominutenewsaboutactivitiesandeventsin
andaroundtheschool
istheStudentAdministrationsystem,ContentManagementSystem(forcurriculum)andthegrading
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attendanceandtimetablesystem
allowschat,testing,exams,assignments,newsgroups,forums,courseenrolment,instantmarking,progress
reports,andmuchmore!
supportsalltypesofmultimediaanddocumentformatstobeuploaded

Eachcoursehasitsownpartofintranetandismanagedbyteachersandacontentmanager.Teachers
canlayouttheircoursesintheformatsprovidedandcommunicatewithstudentsthroughawholerange
oftechniques.Thecoursematerialcanbeusedasanadditiontoclassroomwork,aswellasafully
functionaldistancelearningmodule.

Teachersandstudentscaneasilykeeptrackoftheirgrades,andcanalsoseethisshowninprogress
charts.Thesystemalsohasglossariessuchasdictionariesandencyclopaediasthatareeithermodule
boundorsystemwide,dependingonwhattheteachermakingthemrequires!Thesystemisdrawnfrom
adatabase,thereforeeasilysearchable.Studentsareexpectedtoenrolontheircoursesthrough
intranet,andtokeepuptodatewithchangesinthecurriculumthroughthis.

Everymonthnewfeaturesareadded,bugsareresolvedandtweaksareimplemented.Ifyouare
interestedtofindoutmoreaboutWittenborg`sintranet,elearningandnetworkingenvironment
contactusatwittenborgit@wittenborg.eu

Getting started on Intranet!


YoucanloginwithyourusernameandpasswordprovidedbytheAdministrationoffice.Youwillthenbe
askedtoedityourprofile,whichhappensonlyonetime.Afteryouhaveloggedinforthefirsttime,the
Webmasterwilladdyouraccounttotherelevantgroup,suchasteachers,orstudents.Teacherswillbe
placedintheirrelevantcoursesandstudentswillbeplacedinclasses.

Zarafa Email and Exchange System


Withyourstudentnumberandpasswordlogincombination,youcanlogintotheZarafaEmailand
ExchangeSystem.

Timetables in Zarafa
CoursetimetablesarepublishedonlinethroughtheZarafaemailsystem.Allchangestothetimetable
willbemadethroughtheZarafaExchangesystemandoftenalsopublishedthroughthestudentforums
onWittenborgOnline.

Assignments online
IntranetisusedmoreandmorebyWittenborgteacherstoexaminestudents,throughinteractivetests
andexams,webquests,andforstudentstouploadtheirassignmentsto.

Theintranetenablesstudentsandtheirteacherstokeepanaccuraterecordofprogressandtocommunicatewith
eachotheraboutstudentsstudies.
GetacopyoftheWittenborgUniversityNetworkResourcesHandbookforguidelinesonhowto:

Logintonetworks

UsetheresourcesavailableonMoodle(Intranet/WittenborgOnline)

UsetheZarafaEmailandExchangeSystem(WittenborgEmail)

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Academic Calendar 20132014

Seehttp://www.wittenborg.eu/downloads.htmforuptodateplanninginformation
Note:theacademiccalendar20142015willbepublishedinFebruary2014.
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(Undergraduate) Lesson and Lecture Times Wittenborg

*Masterstudentslessonsaregenerallyplannedbetween10amand4pmonlessondays,howevertimes
mayvary.

Period Starttime

Endtime

08:30

09:20

10minutesBreak

09:30

10:20

10:20

11:10

10minutesBreak

11:20

12:10

12:10

13:00

LunchBreak

13:30

14:20

14:20

15:10

10minutesBreak

15:20

16:10

16:10

17:00

Wittenborg University opening times (International Students)


Open

08:30AM

MondayFriday
Closed

18:00PM

MondayFriday

*Thebuildingisopenuntil10pmonMondays,TuesdaysandThursdays.

NB:DuringholidaystheAventus/WittenborgUniversitybuildingmayhavedifferentopeningtimes.
PleaseseetheWittenborgOnlineforumsforannouncementsregardingchangesinopeningtimesofthe
building.

Exams and Attendance:


Studentsarrivingmorethan10minuteslateforthestartofalessoncanbebarredfromenteringthe
lessonandmarkedabsent.Ifstudentsmissmorethan1lessoninablockof4weeks,theycanbebarred
fromtakingtheexamattheExamweek,andwillberequiredtowaituntiltheresitatthefollowing
blockExamweek.Afterthis,thenextopportunitywillbethefollowingyear.
Ifstudentsaresick,orhaveanotherseriousreasonfornotattendingclass,theyshouldcontactthe
StudentAdministration:0886672688orinfo@wittenborg.eu

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Accreditation of Higher Education in


the Netherlands
Higher Education System in the Netherlands: Wittenborgs Status in
History
Wittenborgwasestablishedonthe21stSeptember1987,inDeventer,TheNetherlands.Inthe
NetherlandsthereisatwotiersystemoftraditionaloldUniversitiesandpolytechnics(HBO)knownin
EnglishasUniversitiesofProfessionalEducation,muchcomparabletotheUKsystembeforechanges
thatledtoUniversitystatusforallinstitutions.From2002anewsystemhasbeenintroducedwhich
willpaththewaytoaharmonizingofthistwotierstructure.Also,thereisadivisionbetweenHigher
educationinstitutions,inthewaythattheyarefundedbythegovernment,andbotholdandnew
Universitieshavestatefundedandstateindependentinstitutions.WittenborgisanIndependentState
UniversityofAppliedSciences(aangewezen).Thismeansthatalthoughitsstudentsreceivegovernment
funds,theinstitutiondoesnot.UniversitiessuchasWittenborgarerequiredbylawtofollowthe
stringentaccreditationproceduresasdescribedbelow.Until2008,Hogescholenwereknownofficiallyas
UniversitiesofProfessionalEducation.InJuly2008thiswaschangedtoUniversitiesofAppliedSciences.
Below,thereisacopyofWittenborgscertificationasanindependentStateUniversityofProfessional
Education(AangewezenHogeschool),fromtheCFI,theadministrativedepartmentoftheMinistryof
Education.WittenborgsdegreesarerecognisedineverycountrythatrecognisestheDutchMinistryof
Educationsaccreditationanddegreestructure.

Bachelor Master (European Agreements)


InSeptember2002abachelormastersstructurewasintroducedinhighereducation.Atthesametime
asystemofaccreditationwasintroducedtoguaranteethequalityofthebachelorandmaster
programmes.Aprogrammewillbeaccreditedeitherasacademicorhigherprofessional.Bachelorand
masterprogrammeswillhavetobeaccreditedseparately.Theuniversitieshaveconvertedmostoftheir
traditionalonecycleprogrammestobachelorandmasterprogrammes.Forthetimebeing,onecycle
programmesmaycontinue.Studiesinmedicineanddentistryhavenotyetmadechanges.The
traditionalprogrammesattheuniversitiesofprofessionaleducation(UPEs)areconvertedintobachelor
programmes.UPEscanpresenttheirmasterprogrammesforaccreditationasfromthesummer2003.
Herewiththesemasterprogrammes(mainlybusinessprogrammes)willberecognizedbylaw.
Furthermorenewmasterprogrammeswillbeofferedinespeciallythefieldofeducation,architecture,
healthandfinearts.

The main characteristics of the Dutch bachelormaster system are as


follows
Bachelordegreesrequire180(EC)creditsinacademiceducationand240creditsinhigherprofessional
education.Thestatusofthedegreeissetatthetimeofaccreditation.Theprimaryaimofthe
professionalbacheloristomoveontothelabourmarket.Theacademicbachelorsprimaryaimisto
followamasterprogramme.However,anacademicbachelorcanalsooptforenteringthelabour
market,andprofessionalbachelorgraduatescanopttostudyMasterprogrammes.
Mastersdegreesinacademiceducationrequire120creditsinengineering,inagriculturaldisciplines,in
lifesciences,innaturalsciencesandindentistry;180creditsinmedicine;aminimumof60creditsin
othersubjects.Mastersdegreesinhigherprofessionaleducationrequireaminimumof60credits.

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Accesstoacademicmasterprogrammesisbasedonentrancerequirementsdeterminedbythe
institutions.Ingeneralstudentsareadmittedtomastersprogrammesonthebasisoftheirhaving
completedarelevantbachelorsprogramme.Infactthelawspecifiesthateveryacademicbachelor
programmeshouldgiveentrancetoatleastoneacademicmasterprogramme.Inthosecaseswherethe
mastersprogrammedoesntcorrespondtothebachelorsprogramme,admissionmaybeselective.

Graduateshavetheoptiontochoosebetweenthebachelor/masterdegreeandtheoldDutchtitles.The
MasterdegreetitlesareMSc,MA,MBAandtheBachelortitlesrangefromBA,BSctoBBAandother
variants.TheoldDutchtitles(doctorandus,meesterofingenieurforacademicprogrammesand
ingenieur,baccalaureusforprogrammesinhigherprofessionaleducation)thuscontinuetoexist.

Accesstodoctoralprogrammesisdeterminedbytheinstitutions;ingeneralamastersdegreeis
requiredforadmissiontodoctoralprogrammes.

Studentaidandfundingmechanismsforinstitutionsareadaptedtothebachelormasterstructure.

UK Accreditation (MSc Programmes)ThejointMScDegree


ProgrammesareValidatedbytheUniversityofBrighton,underitsownaccreditation
system.TheUKQAAcarriesoutUniversityinstitutionaccreditationintheUKforthe
government.UKaccrediteddegreesarefullyrecognisedintheNetherlandsand
worldwide.

NVAO Accreditation (Bachelor)


In2002theNetherlandsFlemishAccreditationOrganisation(NVAO)was
establishedbylaw,toguaranteethequalityofthebachelorandthe
masterprogrammes.Dutchaccreditationisbasedonpeerreviewof
programmes.FlandersparticipatesasanobserverintheBoardanda
treatywillbedevelopedtoformallyensurethattheaccreditation
organisationworksforboththeNetherlandsandtheFlemish
communityofBelgium.

Internationalizationofqualityassuranceisfurtheredbyseveralactions.Firsta
BachelorandaMastermustsatisfyinternationalstandards.Thegeneral
descriptors,asdevelopedbythejoinedqualityinitiative,areusedasthe
example.Second,peerreviewimpliestheparticipationinternationalpeers.
FinallythepeerreviewdoesnothavetobeorganisedbyaDutchorganisation,
butmayalsobeorganisedbyaforeignqualityassessment/accreditation
organisation.

AtranslatedcopyofWittenborgsCertificateofRecognitionfromthe
NetherlandsMinistryofEducationandacopyofanEnglishlanguage
confirmationofWittenborgsstatusasaStateIndependentUniversityof
ProfessionalEducationcanbedownloadedfromtheWittenborgwebsite
www.wittenborg.euWittenborgsBachelorofBusinessAdministrationisaccreditedbytheNVAO
(www.nvao.net)anditsPostgraduateIBACertificateprogrammeIBAPGCertfallsunderthat.Atranslated
copyoftheaccreditationstatusofprogrammescanbedownloadedfromthesiteoftheNVAOor
Wittenborgswebsite.
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International Master of Business Administration

FIBAA Accreditation (Bachelor)

WittenborgUniversitysBachelorofInternationalBusinessAdministrationisaccreditedbytheSwiss
GermanAccreditationAgency,FoundationInternationalBusinessAdministrationAccreditation(FIBAA)

SincethelaunchoftheBolognaProcess,alongwiththe
transitiontoBachelor'sandMaster'sprogrammesandthe
growingindependenceavailabletoHigherEducation
Institutions(HEIs)indesigningtheirdegreeprogrammes,
thecallfortheHEIstoestablishandadvancesoundand
transparentqualityassurancesystemshasgrowncontinuously.WhentheAccreditationSystemwas
establishedinGermany,FIBAAwasfoundedin1994andhencebecameoneofthefirstagenciestobe
accreditedbytheGermanAccreditationCouncil.Since2002,ithasbeenentitledtoawardtheSealof
theAccreditationCouncilfordegreeprogrammesinGermany.Theaccreditationofdegreeprogrammes
isaninternationallyestablishedqualityassuranceprocessinthehighereducationsector.Itservesto
maintainfundamentalstandardsintermsofthecontextualandstructuraldesignofeducational
offerings,tosecurethecomparabilityofvariousstudyofferingsatnationalandinternationallevel,and
tofacilitatetheinternationalrecognitionofacademicachievementsanddegrees.

FIBAAisrecognisedasaqualityassuranceagencynotonlyinGermany,butalsoinAustria,the
NetherlandsandSwitzerland.

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IMBAFinalProject
Handbook

IMBA Final Project Handbook


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Introduction
Thishandbookisyourofficialsourceofinformationaboutthegraduationassignment.Itscontentshave
beendiscussedandagreedatvariousmeetingsofExaminationandGraduationBoardwithexternal
members,tutorsandadministrativestaffofWittenborgaswellasadvicefromexternaladvisors.Itis
designedtoprovideyouwithgeneralinformationandsuggestionstohelpyoucompleteyourfinal
graduationassignmentsuccessfully.

TheGraduationAssignmentprovidesyoutheopportunitytoengage,indepth,withanareaorissueof
professionalorintellectualinterest.Writingthegraduationassignment,amajorpieceofwork,aThesis,
allowsyoutosharethatexperienceandtodisseminatetheresults.Carryingoutagraduation
assignmentprovidesanopportunitytoreadextensively,butwithaclearpurposeandfocus,inorderto
developfreshunderstandingofaspecificquestion.

AThesismustprovideevidenceofyourabilitytoanalysecomplexdataandtoevaluatetheimplications
ofyourresults.

YourThesisshouldincludeareflectionontheresearchprocessitselfaswellasprovidingadiscussionof
theproblemsandissuesraisedinthecourseofthestudy.Youshouldalsoreflectonthelimitationsof
yourresearchstudyandsuggestpossibilitiesforthedevelopmentoffutureworkinthisarea,eitherin
termsofmoreresearch,orpracticalimplicationsderivingfromthisstudy.

AThesisshouldbeinaformalacademicstyle,astylequiteappropriateformanyotherreportsin
professionalsettings.Ithascertainconventions.Thereaders/viewersforyourassignmentwillbeother
membersofyourparticularacademiccommunity(studentsandtutors).Itisnotwrittenforanonexpert
audience,soyoucan,indeedshould,useanacademicstyleofwritingandpresenting.

Mostresearchreportsuseroughlythesameformat.Itdoesn'tmatterwhetheryou'vedoneacustomer
satisfactionsurvey,anemployeeopinionsurvey,ahealthcaresurvey,oramarketingresearchsurvey.
Allhavethesamebasicstructureandformat.Theimportantthingisthatreadersofresearchreports
(i.e.,decisionmakers,funders,etc.)willknowexactlywheretofindtheinformationtheyarelookingfor,
regardlessoftheindividualreport.Onceyou'velearnedthebasicrulesforresearchproposalandreport
writing,youcanapplythemtoanydiscipline.

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Aims and Objectives Learning outcomes


OneoftheimportantpurposesofGraduationAssignmentistointroducestudentstooriginalresearch
underthesupervisionofapersonalTutor.ThemaincontributionofaGraduationAssignmentisthat
insteadofstudyingbywayofaseriesofminorandhighlyspecifiedtopics,thestudentisobligatedto
examineasizeabletopicforamuchlongerperiodoftimeandtolearntoclearlydefineboththevery
questionandtheresearchfindings.BythetimeaGraduationAssignmentiscompletedthestudentcan
oftenclaimtohavemasteredsomeaspectofknowledgeandismuchmoreawareoftheprocessesof
research.

Inparticular,youwillgainexperiencewith:
formulatingaresearchquestionandresearchobjective
makingcriticaluseofrelevantliterature,
selectingandusingappropriateresearchmethodsinyourresearchdesigntoconductresearch
analyzingandinterpretingresultsandconclusions,and
organizingandpresentingmaterialinaclear,logical,convincingway
LearningOutcomes
Bytheendofthismodulestudentswillbeableto:
completearelativelyindepthresearchproject
demonstrateagoodknowledgeofthesubjectareaandtheabilitytointerpretthatinformation
produceacoherent,wellstructured,analyticalgraduationassignment
abilitytodefineandplanaworkableresearchprojecttomeetgivenresearchobjectives
knowinghowtocarryoutanadequateliteraturereviewasamajoringredienttoonesMaster
levelgraduationresearchprojectandfinalthesis
knowinghowtodesignaresearch:definingfeasibleobjectives,presentingahelpfulconceptual
modelanddescribingthemethodologythatistobeused.
abilitytoindicatethestrengthandweaknessofaparticularresearchdesign.
abilitytodefinearesearchasamanageableprojectwherebyinvolvingtherelevantstakeholders
andpossiblecontributors

YouwillworkwithyourResearchMethodsandFinalProjectmoduleLecturersandyourFinalYearTutor
toagreeonasuitablegraduationassignmenttopic.Ageneraltimetablefortheworkwillbesetoutand
aproposalwillbesubmitted.ThismustbeapprovedbyResearchMethodsandFinalProjectology
modulelecturerteamaspartofthemoduleevaluation,aswellasapprovedbytheMBATutorand
beforeyouembarkonthegraduationassignmentitself.

Final Qualifications (International) Business Administration


Mappedwithnumbers:7,21,22,23,24,25and26.
Thisisdirectmappingofthefinalqualificationforthismodule.Astudentwillachievetheoverall
qualificationsforthisprogrammeaftersuccessfullycompletingthefinalproject/graduationassignment.
SeetheEducationandExaminationGuide(EEG)forfurtherreference.

Prerequisite of the Graduation Assignment


NormallyyouwillbeadmittedtotheGraduationAssignmentafterhavinggainedatleast40study
credits.However,astudentmustcomplete60creditstopresentthefinalgraduationassignment.In
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addition,youhavesuccessfullycompletedtheResearchMethodsandFinalProjectModuleforwhich
thelearningoutcomeand/orfinalproductincludesaResearchProposalforGraduationAssignment(see
detailsintheResearchMethodsModuleGuide).Youareexpectedtohavedemonstratedinyour
previousworkthecapacitiesnecessarytosuccessfullycompleteagraduationassignmentandtoshow
thatyourchoiceoftopicisappropriateforsuchanassignment.

Submission of Graduation Assignment


AstudentisonlyallowedtosubmitafinalversionoftheirGraduationAssignmentifthefollowing
conditionshavebeenmet:

StudenthasobtainedallECCreditsexceptforthoseoftheGraduationAssignment
Allliabilitieslikelibrarybooksandanyotherborrowedmaterialsarereturnedbythestudent
TherearenofinancialduestoWittenborgUniversitybythestudent
InorderforyourGraduationAssignmenttobemarked,youhavetofillaclearanceformandget
anofficialapprovalfromtheconcernedoffice(s)(filledinClearanceForm).

Study Load
TheGraduationAssignmentwillbeexpectedtoincludeasubstantialamountoforiginaltheoretical,
analyticorempiricalworkandbe12,000to15,000wordsinlengthexcludingappendices.Precisedetails
aboutthelengthofalltypesofGraduationAssignmentaregivenbelow.
TheGraduationAssignmentmoduleisworthof30ECcredits,whichisequivalentto840hoursofwork.
TheFinalProjectresearch&editingtimespans1fullsemester(term)whichisayear.Thisincludes
reading,research,fieldstudy,writing,review,anddefence.

Methods and Instruments


Teaching and Learning Methods
YouwillworkonyourownforwritingtheGraduationAssignment.Thiswillbesupportedbyregular
timetabledtutorialmeetingswithyourMBATutoratwhichyouwillbeexpectedtoproducesuchwork
astheTutorandyoushallfromtimetotimeagree.

Assessment Instruments
Youwillberequiredtodemonstratethatyouhaveagoodknowledgeofthesubjectareaandaclear
planforaGraduationAssignmentbyproducingaResearchProposalandaLiteratureReviewinthearea
onwhichyouareconductingtheresearch.YouwillberequiredtoreachaPasslevelinthesepartsofthe
assessmentbeforeyouareallowedtoproceedwiththecompleteGraduationAssignment.The
GraduationAssignmentwillbeassessedforitsdemonstrationofknowledgeofthesubjectarea,the
abilitytoapplytheorytopractice,therangeofmaterialused,theoriginalityofthematerialpresented,
theadditionofnewknowledge,solution(s)foranyresearchissues/problemsandthedemonstrationof
researchandpresentationalskills.

Graduation
InordertoproceedforGraduationAssignmentpresentationanddefensetosuccessfullygraduate,
studentshavetosubmitcompletedclearanceformmentionedinsection2.1.
OnthefollowingpageisshownwhatthefinalqualificationsareoftheInternationalMasterofBusiness
Administration,theachievementofwhichshouldbeapparentonthecompletionofyourGraduation
Assignment,whichisthelaststeptowardsyourdegree.
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Compulsory and Recommended Reading

ResearchMethodsforbusinessstudents,M.Saunders,P.Lewis,A.Thornhill.(ISBN9780273
716860)
MarketingResearchbyBurnsandBush.(ISBN0131477323)
CaseStudyResearch:DesignandMethods,RobertK.Yin,SagePublications,2003,ISBN076192552X,
9780761925521.

ArticlesandliteratureprovidedintheResearchMethodsandFinalProjectmodule.
ResearchProposal(RP)
Preparingaresearchproposalisaveryimportantpartoftheresearchprocess.Theresearchproposal
outlinesyourresearchtopic,objectives,mainresearchquestion,methodsandsoon.Yourresearch
proposalispartofyourResearchMethodsModuleanditrequiresapprovalfromyourMBAtutorbefore
youstartyouractualresearch.Inthenextsectionyouwillfindsomeguidelinesforwritingaresearch
proposal.

Guidelines for Research Proposal


Tobeconsideredforregistrationforafinalresearchproject(GraduationAssignment),allstudentsmust
submitaresearchproposalthatoutlinestheirintendedresearch.Youonlycansubmityourresearch
proposalifyouhaveattendedtheResearchMethodsmoduleasRPisthesoleoutcome/productofthis
module.Researchproposalsshouldbepresentedunderheadingsthatprovidethetitleandsummaryof
thestudyaswellasaddressingeachofthepointslistedbelow.Inadditionyoucanusetheresearch
proposaltemplates.

TitleofthestudyThetitlecanbeaworkingtitleinthatitcanbechangedatalaterdate.Itshould
conveytheessenceoftheproposedwork.
Purposeofthestudyaclearlyfocusedstatementoftheoverallpurposeoftheproposedresearch.
Relevantbackgroundliteratureasectionoutliningkeyresearchthathasalreadybeencarriedoutin
theparticulararea.
Researchquestionsorhypothesesclearlyfocusedresearchquestions/hypothesesthatareworth
askingandcapableofbeinganswered.
Definitionsofkeytermsprecisedefinitionsofthekeytermsintheresearchquestion/sorhypotheses,
enablingunequivocalobservation,measurementandidentificationthroughoutthestudy.
Researchmethodologyanappropriatechoiceofresearchapproachfortheparticularquestionsor
problemsunderinvestigation,includingawelldefinedlistofprocedurestobefollowedincarryingout
theresearch,aswellasthemethodofdatacollectionandanalysis,and,ifappropriate:abroad
descriptionofanyparticulartheoreticalframeworktobeusedintheanalysisandthereasonsforits
selectioninthestudy;abriefstatementdescribinghowthestudypopulationwillbeselectedforthe
studyandthereasonfortheapproachtoselection.
Significanceoftheresearchastatementthatillustrateswhytheresearchquestionorhypothesisis
worthasking.
Ethicalconsiderationsconsiderationofethicalissuesinvolvedincarryingouttheresearchsuchas
whetherinformedconsentneedstobeobtainedand,ifso,howthiswillbedone.
Timetablefortheresearchaproposedtimetableisextremelyimportantbecauseitgivesanindication
astothefeasibilityoftheproposal.
Anticipatedproblemsandlimitationsasectionthathighlightsanyanticipatedproblemsand
limitationsintheproposedstudy,includingthreatstoreliabilityandvalidityandhowthesewillbe
countered.
Bibliographyalistofreferencesrelatingtotheproposal.
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Appendices(ifappropriate),whichcontainanymaterialthatwillbeusedoradaptedforthestudy,
includinganypermissionthatmightneedtobeobtainedtouseit.

The Graduation Assignment (Final Project)


ThefollowinghighlightsthecommonalitiesassociatedwithanytypeofGraduationAssignment:
Aresearchprojectisasustainedinvestigationofanimportanttopic,areaorissuerelevanttoyour
programmeofstudy.Itwilldemonstrateanuptodateunderstandingofdevelopmentsconcerningthis
topic,areaorissue.Ifpossibletheconceptshouldbeoriginaloryoushouldinvestigateanissueusing
oneofthemethodologies/modelsthatcontainedinyourprogramme.

Aresearchprojectisnotmerelyacollectionofalltheinformationthatyoucanfindconcerninga
particulartopic.Instead:
Itseekstoexplainhowsomethingworks,orwhysomethinghappensinthewaythatitdoes,
and/or,
Itcriticallycomparesexistingpractices,knowledgeandunderstandings,andwherepossible
attempttodiscoverandconceptualisenewinformationandknowledge.
Foryourresearchprojectyoushouldselectanissuethatyoucanpursueindepth;onewhich
allowsyoutoanalyseexistingideas,theoriesandconcepts,andthroughoriginalresearch
contributetodebatesandknowledgerelatingtothesubjectinquestion.

Thegraduationassignmentisasubstantialpieceofworkleadingtotheproductionofathesisnormally
ofbetween15,000to25,000words,excludingappendices(thewordthesisherecoversallwritten
submissionswhichwillvaryinstylecontentandsizedependingonwhichtypeofprojectisadopted).
Dependingonthetypeofprojectselectedsomewordcountsmaybelessthan15,000butthiswillbe
agreedbetweentheMBATutor,andstudent.

Aboveall,thefinalprojectisanopportunityforyoutoexploreanareaortopicthatyoufindinteresting
andimportant.Itismucheasiertokeepyourmotivationhighifyoufindyourdissertationtopicinspiring.
Therearethreemaintypesofassignments:dissertation,appliedbusinessandcreativeprojects,which
canbedevelopedindifferentways.

Thenextsections2.1to2.3identifythekeytypesofresearchassignments.Youneedtobeclearatthe
beginningastothetypeofassignmentyouwillbeundertakingastheguidelinesandfinaloutputwillbe
significantlydifferent.Itisimportantthatyouacknowledgewhichtypeofassignmentyouintendto
pursueattheearliestopportunity,normallywhenyousubmityourResearchInterestFormsoadvice
andguidancecanbeofferedbytheTutorandpotentialsupervisors.RefertoTablebelowwhich
identifiesandsummarisesthekeycomponentpartsofeachtypeofproject.

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The Dissertation Assignment


Thistypeofassignmentwillincludeacriticalreviewofrelevantliteratureplusindependentprimary
researchcarriedoutbyyou:
Whereverpossibletheliteraturereviewshouldbebaseduponacademicbooksandmanuscripts
(normallynotgeneraltextbooks),officialstatistics/reports,andifpossible,articlesinrefereed
academicjournals.Itshouldcriticallycompareandevaluaterelevantconcepts,modelsand
theories.
Theprimaryresearchshouldnormallyinvolveyouinthedesignofanindependentprimary
researchprojectintegratedwiththesubjectsofyourliteraturereview.Youwillneedtosetits
overallpurpose,plusitsaimsandobjectives,andtochooserelevantresearchmethods.
Theprimaryresearchitselfcanuseoneormoreofavarietyofmethods,includingquantitative
samplesurveys,andqualitativemethodssuchasinterviews,focusgroups,andparticipant
observation.
Ifasamplesurveyisused,youwillbeexpectedtoselectandjustifythesamplepopulation,
discusssamplingframes,designyourquestionnaires,conductpilotsurveys,andanalyseyour
findings.
Ifqualitativemethodsareused,youwillbeexpectedtoselectandjustifyyourqualitative
methods(e.g.interviews,observations,focusgroups,discourseanalysisetc)andanalyseyour
findings.
Ifanalysisoforiginalarchivedataisinvolved,youwillbeexpectedtoidentifyandjustify
relevantarchivedata,andcriticallyanalysethedata.

Applied Business Assignment


Theappliedbusinessprojecthastwotypesunderthiscategory:thebusinessplanandaconsultancy
assignment.

Business Plan
Thistypeofprojectisgroundedinbusinessproblemsolvingandpractices,butstillneedstoengagefully
andcriticallywithanacceptedbodyofknowledge.Thisprojectwillinvolvetheidentification,
development,justificationandpresentationofabusinessconceptoropportunityinapredominantly
writtenformat.Theprojectwillutilizesecondaryandprimaryresearchmethodstoinvestigatethe
theme,topicorissueuponwhichtheconceptoropportunityisgrounded.Theprojectmustaddressthe
feasibilityofandplanningfortheimplementationoftheconceptorproposalandmakeclear
recommendationsforaction.Theprojectwillutilizeyourentrepreneurial,researchandmanagement
skillsandwillrequiresignificantknowledgeandapplicationofunderlyingdisciplinarydomainsthatyou
havedevelopedinyourstudytodate.

Theprojectmustbegroundedinanindustrysectorinwhichyouhaveindepthknowledgeanddetailed
understanding,sothatyouareabletocombinetheoryandpracticetosolveproblemsandcreatenew
products.Theoutputfromthisprojectwillbeathesisthatincludesallthedataandnarrativethat
wouldsupportabusinessplansuitableforpotentialinvestorsorfinanciers;howeveritmustalsoinclude
aclearacademicallygroundeddiscussionandjustificationfortheconceptorproposalinadditiontothe
normalbusinessorientatedbusinessandmarketresearch.

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Consultancy Assignment
Consultancyisnormallydefinedasanindependentandobjectiveadvisoryserviceprovidedbya
qualifiedperson(s)toaclient(companyand/ororganisation)inordertohelpthemidentifyandanalyse
problemsandopportunities.Aconsultancyassignmentalsorecommendssolutionsorsuggestsactions
withrespecttotheidentifiedissuesandevenprovideshelptothecompanyand/ororganisationinthe
implementationofsolutions.Clientsarenotnecessarilyinterestedintheacademiccontextthatmay
underpinaconsultancyassignment;theytendtobemoreinterestedinthedataormarketresearch
collectedandrecommendedstrategiesforawayforward.Itisenvisionedthatwhileyoumaydelivera
typicalpieceofconsultancytoaclient,youmustsubmitaprojecttoWittenborgthatdemonstratesits
academicunderpinning.Thismaybesomethingsimilartoaliteraturereviewthatisincludedaspartof
atypicaldissertation.

Studentswillberesponsibleforfindingacommissioner/clientwhomaywishtohaveapieceof
consultancyundertaken(groundedinarelatedindustrysector).Theconsultancyshouldberelatedtoa
subjectinwhichyouhaveindepthknowledgeanddetailedunderstanding,sothatyouareableto
combinetheoryandpracticetosolveproblemsandsuggestwaysforward.Thisneedstobeapprovedby
themoduleteacherofResearchMethodologyand/oryourtutorandcompanysupervisor.Atypical
consultancyprojectwouldhaveacommissioner/clientidentifyingthetermsofreferenceandthe
studentconsultantsubmittingaproposaltoidentifyhowtheywouldrespondtotheproposedprojects
overallpurpose.

Aproposalnormallyactsasacontractbetweentheconsultantandcommissioner/clientandidentifies
keydeliverablessuchasagreedprimarydatacollectionandtimingsassociatedwithinterimdraftand
finalreports.ThesedeadlinesmustbecoordinatedwithWittenborgsduedatesforGraduation
Assignment.Oncethecommissioner/clientandWittenborgaccepttheproposalthestudentwillwork
withthecommissioner/clientandunderthesupervisionofaFinalYearTutor.Thestudentshallsubmit
thefinalpieceofconsultancytotheclient,whichmayormaynotincludetheacademicliteraturethat
underpinnedthepieceofresearch.Atthesametime,thestudentmustsubmittheconsultancyproject
toWittenborgandwhichmeetsthetypicalcontentsasidentifiedinthetablebelow.

Research Assignment with Creative Output


Thistypeofassignmentwillresultinasignificantlydifferentoutputtowhathasbeenoutlinedabove.
Youmaywishtodesignaresearchprojectwherethefinaloutputisacombinationofawrittenthesis
accompaniedbysomeformofcreativeoutput.Forexample,avisualportfolio,anexhibitionof
photographsorafilmgeneratedbythestudenttounderpinthetheoreticallyinformedwrittenthesis.
Withsuchaprojecttheremaybeareductioninthewordlimitofthewrittenthesistotakeaccountof
theaccompanyingcreativeoutput.Thewordcountguidelineswillvaryaccordingtothenatureofthe
projectundertakenandwillformpartoftheproposalindiscussionwiththeFinalYearTutor.However
thesemustbeintherangesgiveninthetablebelow.TheFinalYearTutor,FieldSpecialistandstudent
willagreethefinalguidelinesonwordcount.

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Advice on Commissioned Research


Whatevertypeofresearchassignmentchosen,youmayfocusuponaproblemorissueofinteresttoa
particularorganization,whichmayhelpyoutocompleteitinvariousways.Insuchcasesyoushouldbe
clearthat:
TheresearchassignmentwillbeassessedsolelybythesimilarcriterialaiddownbyWittenborg
forGraduationAssignment
Thecopyrighttoyourresearchandtoanyfindingsdiscoveredduringthecourseofyourproject
researchrestswiththeWittenborgUniversity.
Insomecases,theresearchforyourresearchassignmentmaybe'sponsored'byanexternal
organisation.Suchsponsorshipcantakeavarietyofforms,whichmayinclude:
Privilegedaccesstoinformation.
Helptoconductmarketresearchsurveysetc.withintheorganisation.
Paymentofexpensesrelatingtotheresearch.
Paymentofafeetoyouasaresearcher.
Inreturnforthesponsorship,thecommissioner/clientmayexpecttheirowncopyoftheresearch
project,oraclientreport.Thisisentirelyyourownbusiness,anddoesnotaffectinanywayyour
requirementtosubmittwocopiesofyourresearchassignmentforassessmentaspartofyourdegree.
Ourpolicyregardingthistypeofsponsoredresearchisasfollows:

IfWittenborgiscontactedbyacommissioner/clientseekingastudentresearcher,ormostlycommonly
seekinganinternshipstudentwitharesearchquestionaccompanied,thisopportunitywillbeadvertised
andcommissioner/clientwillbeexpectedtoselectasuitablepersonfromamongstthosewhoapply.
Ifyouareapproacheddirectlybyacommissioner/client,whilstyouwouldbeexpectedtodiscussthis
withyourFinalYearTutor,thesponsorshiparrangementisyourownbusiness.

Clientsatisfactionordissatisfactionwithyourresearchwillnotbetakenintoaccountintheassessment
ofyourresearchproject.Yourresearchprojectshouldmeettherulesandregulationslaiddowninthis
Handbook.

Youmuststateonyouracknowledgementpageifyourprojectwassponsored,andmuststatethename
ofthesponsoringorganisationorindividual,andthenatureofthesponsorship.Also,youmustidentify
howtheresultswillormaybeusedbythesponsor.

The Style and Layout of the Graduation Assignment


The Written Style of a Graduation Assignment
Masterlevelthesisshouldbepresentedinwaysthatservetheparticularpurposeoftheresearch.All
researchresultsintheproductionofagraduationassignment,althoughthewordlimitmayvary
dependinguponwhichtypeofprojectyouundertake.Aboveall,thewrittenthesisshouldbeclearand
concise,andwrittentoinformratherthantoentertain.Avoidtoomanynumberedsubheadingsin
chaptersasthisaffectsdiscussion&integration(rememberyouarenotwritingareport).Becareful
aboutthetypeoflanguagethatyouuse.Generallytrytoadoptthestyleofwritinginatypicalacademic
paperinyourareaofstudy.

Whileyouarewriting,youshouldalwayshavethepotentialreader(s)inmind.Youarenotwritingfor
membersofthegeneralpublic,butratherfortheprofessionalfieldwheretheresearchisbasedupon.
Someadviceonwritingstyleisgivenbelow:

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NORMALLYathesisiswritteninthethirdperson,i.e.'itwasdiscovered','thefindingsindicate','this
thesisaimsto'.Thefirstperson'I'canbeusedifitispartofaquotefromyourprimaryorsecondary
research.However,youmaychoosetowritethewholeofyourthesisinthefirstpersonbutyoumust
understandtheintellectualrationalefordoingsoandbeabletosupportyouruseofIbydrawingupon
relevantliterature.Thisneedstobedoneinconsultationwithyoursupervisor.

Neveruseametaphororsimilethatyouareusedtoseeinginprint.Inotherwords,avoid
clichsliketheplague!
Neverusealongwordwhenashortonewilldo.Ifitispossibletocutawordout,alwayscutit
out.
Neveruseaforeignphrase,ascientificwordorajargonwordifyoucanthinkofaneveryday
Englishequivalent(obviouslyyouwilltendtousesomescientificandjargonwordsinathesis,
butalwaysexplainterminologyandacronymsandavoidtryingtoshowoff).

Some general points:


Fromtheverybeginningestablishanoverallresearchaim(orsetofaims)fortheprojectthatyoucan
stateinlessthan25words.Makesurethateverythinginthethesisisrelevanttothisaim,andthatyour
researchmethodsareappropriateforit.Theaimshouldnotnormallybesimplytodescribesomething.
Ratheryoushouldseektoimprovethetheoreticalunderstandingorpracticalapplicationofthe
phenomenonunderinvestigation/research.

Yourobjectivesshouldbechosenanddesignedtoachieveyouroverallaim(orsetofaims).Theyshould
haveaclearlogicalstructureandshouldberelatedtoeachother.Ifyouhavemorethanoneaimthen
youshouldsetobjectivestomeeteachaimset.Thefirstobjectivewillnormallyrelatetothegeneral
academiccontextinwhichyourresearchissete.g.:marketing,humanresources,quality,logistics,
motivation,commitmentetc.Thelastobjectivewillnormallybeanoutcomeobjective,thesowhat?test.
Begineachsectionorchapterbysettingitinthecontextofyouraim(s)and/orobjectivesandstatehow
itfollowsonfromtheprevioussection.

Endeachchapterbysummarizingkeythemes/argumentsandbystatinghowitleadsintothe
nextchapter.
Makesureyourfindingsarelaidoutlogically,stepbystep.
Ingeneral,guidethereaderthroughthethesisbytellingher/himwhatyouaredoing.
TheLayoutofaTypicalGraduationAssignment

Let'sgothrougheachoftheseinalittlemoredetail.Remembersomeofthesesectionsbelowmaynot
benecessarilyincludedinyourfinalsubmissiondependinguponthetypeofgraduationassignmentyou
chosetocomplete(refertothetablebelowtoseesummaryofwhichsectionsmayberelevantforyour
GraduationAssignment).

The Title Page


Thisshouldcontainthetitle,whichshouldbeindicativeofthesubjectmatter(butnotjustaprosaic
descriptionofthesubjectmatter).Havealookatothergraduationassignmentand/orresearch
dissertationsinyourfieldofstudyforpossibleexamplesofappropriatelywordedtitles.Oneachcopyof
yourthesisthetitlepageshouldalsoincludeyourfullnameandstudentnumber,yourcourse,
institution,andthedate.Nothingelseshouldappearonthetitlepage.
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The Abstract
Thisisashortparagraph,whicheffectivelysummarisesthemainaims,methodsused,findings,
conclusionsandrecommendations.Itshouldbenolongerthan200wordsandbewrittenononepage
maximum.Obviouslytheabstractwouldbeoneofthelastpartstobewritten.

An Executive Summary
Anexecutivesummaryisnormallyincludedforaconsultancy/businessplan.Thesummaryshould
highlightkeyfindingsfromanyprimarydatacollectedandrecommendedstrategiesand/orsolutions.
Thesummaryshouldbewritteninawaythatbrutallyhighlightsthecontentsofthereport,andcan
rangefrom13pages.

Acknowledgements
Itistraditionaltoacknowledgeandthankthosewhohavebeenofparticularhelptoyouincompleting
theproject.Itisequallytraditionaltoacknowledgethatanyerrorsoromissionsareyoursole
responsibility.Youmustalsostateinthissection(atthebottomoftheacknowledgementspage)that..."I
confirmthatthisprojectismyownworkandnopartofithasbeenpreviouslypublishedelsewhereor
submittedaspartofanyothermoduleassessment".

Also,theacknowledgementsmustincludenotesaboutsponsorshipifindeedyoureceivedsomehelpor
financialaidfromanorganisationorindividual.

Onefinalcriterionthatmustbeidentifiedatthebottomoftheacknowledgementspageistheword
count.Thewordcountforastandardresearchdissertationis12,00015,000words.Whereathesisis
accompaniedbymaterialotherthanwrittenformthewordcountguidancewillvary.Ifyouare
undertakingtheassignmentwithcreativeoutputthenareducedwordlimitmaybeagreedwiththe
tutorandthesupervisorforthewrittenaspectoftheproject.TheBusinessPlanstylesubmittedto
Wittenborgshouldbewithinthe12,00015,000wordrange;however,thestudentmaysupplythe
commissioneraseparatereportthatisoutsideofthisrange.Whateverthenatureofthethesis,the
agreedwordcountwillbestrictlyadheredto.AnyGraduationAssignmentoutsideoftheleewaywillbe
penalized(upto0.5marks).Thewordcountincludesalltextwithinthemainbodyofthethesis,not
includingtheabstract,acknowledgements,tableofcontents,references,tablesandfigures,andthe
appendices.Wewillbeabletocheckyourwordcount,whenyousubmityourGraduationAssignment
onlinethroughWittenborgOnline.Thewordcountwillbeconsideredaspartofthetechnical
requirementsforasubmittedthesis.Ifyoudonotsubmitacompletedgraduationassignmentmeeting
thetechnicalrequirements,atotalof0.5markswillbetakenoffyourfinalmark.

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COUNTING THE WORDS: For example, you have a sentence like this in your
project:

Anumberofstudies(AndersonandSmith,2011;Jonesetal.,2009;MurphyandJohnson,2010;Norris,
2009;Smithetal.,2011)haverecentlyexploredthesocioculturalimpactsofeventvisitorsatMardi
GrasinNewOrleans.

youdonotincludetheauthorsinthebracketsaspartofthewordcountbutyouincludetheother
words(anumberofstudies.haverecentlyexplored..

Allquotesarepartofthewordcountwhetheraspartoftheliteraturerevieworprimarydata,thusa
sentencelikethis:

AccordingtoAndersonandSmith(2011:34)thesocialculturalimpactsofMardiGrasaremostkeenly
feltamongresidentsintheFrenchQuarter.

thewordcountiseverythinginthesentenceexceptforAndersonandSmith(2011:34),18wordsnot
22.

The Table of Contents


Thisshouldbewrittenonitsownpage(s)andshouldshowchapter/majorsectionheadingsandpage
numbers.Thepreliminarysections(Abstract,Contentslistetc.)arenumberedwithsmallRoman
numerals(i,ii,iii,etc.).PagenumberinginArabicnumerals(1,2,3etc.)usuallybeginswiththethesis
itself(i.e.thefirstpageoftheIntroductionchapteretc.).Thetitlepageisnotnumbered.Tablesand
figuresshouldbenumberedconsecutivelythroughoutthethesis.Youmaywanttonumber
tables/figuresstartingwithineachchapter(e.g.Table2.1,2.2,3.1etc).

Glossary
Sometimesusedbystudentsandnotmandatory,aglossaryisalistoftechnicalterms,esoterictermsor
acronymsandtheirmeanings.Ifyouincludeanyofthese,itishelpfultothereadertoincludeaglossary
eitheratthebeginningofyourthesisorattheend.(Ifrequired,maybeincludedatthestartofthe
thesisbeforethefirstpageofyourintroductionchapter,andafterthelists.)

The Introduction
Thisfirstchaptershouldcontain:
Anoutlineofthepurposeoftheassignment(whattypeofassignmentyouareundertaking).Where
applicableyoushouldalsooutlinetherationaleforyourtopicorconcept,includingreasonswhyyou
decidedupontheareaofyourresearch.Includebriefdetailsofknowledgeandconceptsthathave
inspiredyourinterest(andwhichwillbediscussedindetailinthenextchapters).Youmayliketoinclude
briefdetailsofyourtopicfocus,forexampleprofile/generalinformationofacompany,anorganization,
anindustry,etc.

Theaimsandwhereapplicableobjectivesoftheassignment(makesureyoushowhowithangs
together:revealitslogicandstructure).
Fortheappliedresearchwherethecommissionerorclientisinvolved,pleaseincludethe
originaltermsofreferencefromthecommissionerorclientthatdemonstratestheoverall
purposeofthework.
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Abriefintroductiontoyourchosenmethodology.Foreachaim/objective,haveamethodfor
achievingit.
Averybriefoutlineofthecontentofeachchapter.

The Literature Review


Thissecondchaptermaycompriseoneortwochaptersdependingonyourtopicanditcomprisesthe
academicunderpinningforyourwholeGraduationAssignment.Itshoulddemonstratethatyouhave
conductedathoroughinvestigationofrelevantsecondarysources,understanding,outlining,comparing
anddiscussingkeyideas,explanations,concepts,modelsandtheories.Youareexpectedtodemonstrate
yourunderstandingofthematerial,notmerelydescribewhatvariousauthorshavesaid.Youshould
presenttheseissuesinasystematic,wellstructuredandlogicalsequence.Donotusetoomanysub
headingsastheseinterrupttheflowofyourwork.Youwillbeexpectedtouseprominentandupto
dateacademicbooks(normallynottextbooks).Inbroadterms,theresultsofthissecondaryresearch
shouldprovideyouwithideasastowhatyoumightfindwhenyouconductyourprimaryresearch.As
such,youshouldmakesurethatthefindingsofyourliteraturereviewarerelevantforyourplanned
primaryresearchandviceversa.Forexample,anyquestionsaskedmustrelatetotheissuesidentified
inyourreadings.Youshouldbeprepared,therefore,tocriticallycompareandcontrastyoursecondary
findingswithyourprimaryresearchfindingsinthemainanalysischapter.Referencestosecondary
sourcesshouldbegiveninthetext,notjustforquotations,butwhereverideasandinformationdrawn
fromtheworkofothersisused.Ifsourcesarenotacknowledgedthiswillbeconsideredasplagiarism.

Aspreviouslystated,commissioner/clientsmaynotnecessarilybeinterestedintheacademic
underpinningortheorythatmaycontributetoabusinessstartup/businessplanproject.Howeverthis
literaturemustbeincludedinyoursubmissiontoWittenborg.Youneedtocarefullydiscusswithyour
commissioner/clientsastowhethertheywantanacademicliteraturereviewincludedinthe
submissiontothem.Thisisnottobeconfusedwithnonacademicsources,suchasgovernment
statisticsormarketresearchreports,whichwouldnormallybeincludedinconsultancyworkandwould
bereferencedaccordingly,andincludedinanysubmissiontothecommissioner/clients.Yourconcept
fortheBusinessPlanprojectmustalsobediscussedwithinawideracademiccontextalthoughinvestors
maynotnormallybeinterestedinthisunderpinning.HoweveryourBusinessPlansubmissionto
Wittenborgmustbecontextualizedwithincurrentcontemporarytheoreticaldebatesbyutilizing(ifany)
relevantmodels/theoriesfromyourgeneralmodulesandespeciallythefinancialanalysisshouldbe
completedforexampleusingGAAP.

Research Methodology and Methods


Thediscussionofresearchmethodologyandmethodscanbeaseparatechapterorasectionofthe
chapterinwhichyoucriticallyanalyseyourfindings.However,whicheverisselecteditshouldclearly
showhowthemethodschosenrelatetotheaims/objectivesandtotheliteraturereview;your
method(s)is(are)decideduponthebasisofthese.Thesectiononmethodologyshouldinclude
arationaleforthechoiceofmethodologiesforinstanceresearchapproach,researchstrategy,data
gatheringanddataanalysis.Intherationaleyoushouldconsiderwhatalternativemethodologicaltools
mighthavebeenemployed(particularlythosewhichrelatedstudieshaveemployed),togetherwith
theiradvantagesandlimitationsforyourresearch.Forinstance...Whydidyouchoosetoconducta
surveyinsteadcasestudyandviceversa,whyqualitativeorquantitativeresearchapproach.
Rememberthatyourmethodsshouldcriticallyrelatetoissuesidentifiedinyourliteraturereview.As
partofyourfinalwriteup,youmaywanttoprovideanindepthreflectionontheresearchmethods
chosen.
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Asdiscussedintherelevantlectures,itisalsoimportanttoconsidertheissueofethicsinrelationtothe
collectionanduseofyourprimarydata.Ethicalconsiderationsareongoingthroughoutthegraduation
assignmentprocessintermsofbeinganaspectyoumustalwaysbearinmind.Forexample,youwill
havetoconsiderwhetheryouneedtokeepthenamesofanypeopleinterviewedorsurveyed
anonymousandyoumustmakeitcleartointervieweesorrespondentshowyouwillusethe
informationtheyprovide.Howwillyouuseanyvisualdatasuchasphotographsorfilms?Whatethical
considerationsmighttherebeintheusestowhichsuchdataisput?Ifyouhavecollectedanydatafrom
acompanyororganisation,areyouallowedtousethenameofthecompanyorthenameofthe
individual(s)interviewed?Willanyrespondentsthattakepartinthedatacollectionbeharmedinany
way?Manystudentsdiscussethicsgenerallyintheirmethodssectionbutthenfailtodiscusshowethical
issuesrelatingtotheirresearchwereactuallyaddressedduringtheprimaryresearchstage.
Whenworkingwithacommissioner/client,aconsultant(i.e.you,thestudentinthiscase)would
normallyseekfeedbackandapprovalforanyprimaryresearchinstrumentsthatwouldbeusedaspart
oftheresearchprocess.CreativeOutputAssignmentsmaynothavetraditionalresearchmethods
sectionsthatdiscusssurveyorinterviewsundertaken;however,theymayincludeadiscussionon
methodologicalconsiderationssuchasyourphilosophicalviewpointwithregardtohowyoupositioned
yourselfwithinyourproject,orwhyyouthinkdiscourseanalysiswasappropriate.Carefulthoughtwill
berequiredastowhetherthesetypesofprojectswillincludeamethodologydiscussionandinwhat
formatandthiswillneedtobediscussedwithyourFinalYearTutorand/ormodulelecturerofResearch

Methodology.
Your Primary Research Findings (Results Chapter)
Thissectionreportsonanddiscussesthefindingsofthestudy.Thefindings,theircriticalanalysisand
conceptualisationshouldbepresentedsectionbysectioninasystematic,wellsynthesisedandlogical
sequence.Allyourfindingsshould,ofcourse,bedirectlyrelevanttoyouraim/sandobjectives.Consider
theextenttowhichthereadercanrelyonyourfindings.Putanytablesorgraphsthatyoudecidetouse
inarelevantpartofthetext,notinanappendix,anddescribeanddiscussthemtheretoprovideasan
evidenceforyourfindings/conclusions.
Thediscussionoftheresultsshouldbewellarguedinrelationtoeachresearchquestionorhypothesis.
Inferences,projections,andprobableexplanationsoftheresultsshouldalsobeincluded.Ifany,discuss
theimplicationsofpatternsandtrends,andincludeanysecondaryfindings.
Thissectionshouldbesoberlyargued,especiallywhenyouaredealingwithcontroversialorcomplex
issuesorconcepts.Wheneveraclaimismade,itshouldbebackedwithargumentandevidence
(whetherfromyourownresearchorthatofothers).Theresultofthisdiscussionwillgiveyouthemain
conclusionsofyourresearch(seebelow).
Consultancyprojectprimaryfindingsshouldberelatedtowideracademicmaterialsinthesubmissionto
theSchool;however,theseparatesubmissiontotheclientmaynotnecessarilyincludethiselement.
BusinessPlan
Yourplanshouldhaveathoroughanalysisofthemarketandbusinessenvironmentappropriately
relatedtoyourselectedconcept.Thiswillbegroundedinsecondarysourcessuchasmarketresearch
reports,national,regionaland/orlocalgovernmentstatisticsandreports,inadditiontowideracademic
sourcesasmentionedpreviously.YourconceptassociatedwiththeBusinessPlanshouldbeaplaninthe
formofamissionstatement,marketingplan,managementteamandroles,financialdataandbudget
forecast,legalandinsurancerequirements,andtheroleofotherkeystakeholdersintheproposal.It
shouldalsothoroughlydiscussthefeasibilityoftheconcept.
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Conclusions
Thissectionshouldbeasuccinctcriticalsynthesisofthemainfindingsofyourresearch.Youneedto
demonstrateexplicitlyhowandtowhatextentyouhaveachievedyouraim(s)andobjectives.Youmay
needtohighlightandcriticallydiscussanydifferencesbetweenyouractualfindingsandwhatyou
expectedtofindattheoutset.Indicatehowyourresearchhashelpedtomoveissues/debatesforward
orhashelpedtoredefineexistingknowledgeandconcepts.Yourconclusionsshouldfollowlogically
fromyourfindingsandbesupportedbythem.Inparticular,theyshouldnotcontainanythingnewwhich
wasnotinthefindings.

Recommendations/Strategy (if any)


WhereanIBAGraduationAssignmentresultsinrecommendationsorasuggestedstrategytheseshould
beappropriate,reasonable,andcapableofbeingimplemented.Somerecommendationsandstrategies
mayhaveattachedtimelinesandidentifywhoisresponsibleforimplementation.Listtheminlogical
orderandensuretheyfollowfromtheevidenceandconclusionsofthefindings.Notallassignmentswill
haverecommendations;somewillproduceconcludingstatements/analysesofthephenomenonunder
investigation,whereappropriateidentifyareasforfurtherresearch.
Forconsultancyprojecttherecommendationswillformacrucialpartoftheproject.The
commissioner/clientisseekingyourexpertadviceastosolutionsorwaysforwardandwillexpecta
seriesofrecommendations,normallyassociatedwithatimelineastowhentheseneedtobe
implementedinalogicalorder.Associatedcostingmaybeattachedtoeachorsomeofthe
recommendations.Remembertokeeprecommendationsfeasibleandgroundedinyourprimarydata.
Businessplansmayalsocontainrecommendationsassociatedwithtimelinesandcosting,andwhomay
beresponsibleforparticularaspects.

Bibliography/References
Thebibliographyincludesallreferencesthatwereusedintheresearchprocess.Anycitationinthe
bibliographymustbecitedatleastoncesomewherewithintheGraduationAssignment.Donotpadout
thebibliographywithsourcesnevercitedwiththetextthisisanimportantacademicconventionthat
mustbeadhered.ReferencesmustbeintheappropriateHarvardstyle.Detailsareincludedbelow.

Appendices
Youmustincludeacopyofyouroriginalormodifiedproposalinyourappendices.Astheresearch
processevolvesthroughouttheproject,somestudentsmayfindthattheyneedtoamend,addor
changesomeoftheirobjectives.Thismaybebecauseissuestheywerenotawareofhaveemerged
duringtheindepthliteraturereviewstage.Thisisfine,aslongasyoukeepyourTutorinformedand
obtaintheirapprovalforanychangesmade;majorchangeswillbereviewedbytheResearch
MethodologyModuleLecturerasappropriate.
TheAppendicescanbeusedtopresentinformationwhichistoodetailedtoincludeinthemainthesis
and/orinformationthatisinterestingbutnotessentialtothemainthrustofthethesis,suchasan
originalcopyofaquestionnaire,andtranscriptsofsomequalitativeinterviews(althoughyoudonot
havetotranscribeallinterviewsandincludethemhere).EachAppendixshouldbegivenatitle,aletter
(A,B.etc.)andthepagenumberingcontinuesonfromyourbibliography.Theyshouldbeincludedon
thecontentslist.Normally,youshouldnotincludebrochures,photocopiesofarticles,lettersyouhave
senttointervieweesandingeneralmaterialthatyouhavenotwrittenyourself.
Table3.1GuidetoTypicalContentsofaGraduationAssignment
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TheexactnatureofyourmethodologywillneedtobediscussedandagreedwithyourTutorandField
specialist

Guide to typical contents of a thesis

Dissertation

Applied Business Project

Creative

Title page and official front cover

Enterprise
Plan
X

Abstract

Contents /Type of Thesis

Consultanc
y Project
X

Executive summary

Acknowledgements

Table of contents (including appendices)

Lists of tables and figures

Glossary

Introduction (including your overall


aim/s and objectives and terms of
reference for consultancy project)
Literature Review/secondary research
findings
Research Methodology and Methods

An analysis of the market and business


environment appropriate to the selected
concept based on a range of secondary
sources.
Primary research findings

Enterprise (business) plan


Conclusions
Recommendations or strategy
Bibliography (List of references)
Appendices - (if any)
Word Count

X
X
X
X
X
10000 12000

X
X
X
X
8000 10000

X
X
X
X
5000 10000

X
X
5000 -10000

Referencing Your Sources


Referencesreferthereadertothesourceofspecificinformation,ideas,quotes,figures,tablesthatyou
haveusedinyourdissertation.Allsourceslistedinyourbibliographymustbecitedatleastonce
somewhereinthemaintextofyourdissertation,inotherwordsdonotpadyourbibliographywith
sourcesnotclearlyused.Thesemustbeincludedwheneveryouuseanythingdrawnfromothersources.
Itislookeduponveryseriouslyifyoudonotreferenceyoursources.Quotingareferencehelpsto
supportthepointyouwanttomake.Itindicatesthebasisforyouropinionsandclearlyshowshowyou
havereachedtheseopinions.Usefulphrasesinclude:'accordingtoSmith(2007)manymanagersbelieve
servicequality.....','researchhasrevealedtheimportanceof.......(seeJones1985;Peters1997)',or
manyacademics(Jones1997;Smith2007Zikmund2009)debatetheinfluenceofglobalisation.
WittenborginsiststhatstudentsusetheHarvardreferencingsystemduetoitssimplicityandoverall
acceptanceinacademicwriting.

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The Harvard system


Theauthors'namesaregiveninthetexttogetherwiththeyearoftheworktowhichyouarereferring
and,whereappropriate,thepagenumbers(alwaysincludedfordirectquotes).
Forexample:
Manyacademics(Cooperetal.1993;Ryan2004;Smith1996)explainthebenefitsandcoststhatcanbe
expectedfromtourismdevelopment.Ryan(2004)identifiedthattourismisanobvioussourceofforeign
exchangeandparticularlyusefulfordevelopingcountriestoearnhardcurrenciessuchasdollars,euros
andsterling.Jones(2002:323)identifiedthatinSriLankatourismisasignificantcontributortothe
overalleconomy,worth17.6%oftheGDPin2001.Smith(2007:42)emphasisedthepotentialof
tourismtoearnforeignexchange:

Commoditytrade,whichistheprincipalforeignearnerformostdevelopingcountrieshasnotprovideda
revenuegrowthtomatchtheincreaseintheimportsbill.Importsubstitutionandlocalprocessingcan
provideameansofsavingorearningbutmanycountriesruntheproblemoflimiteddomesticmarkets
orrestrictedaccesstoforeignmarkets...

Negativeimpactsoftourismcaninclude:
Theemphasisontheeconomicsoftourism,especiallyitsbenefits,reflectthewidespreadbelief
amongagencypersonnelthattourismcanyieldrapidandconsiderablereturnsoninvestments
andbeapositiveforceinremedyingeconomicproblems(Jones2002:13).
Jones(1979)ascitedinSmith(1995:88)mentionedtourismhasmanyotherbenefitsaswell.
TheNationalTrust(2010)andIEG(2009)aretwoorganisationsthathavecompiledstatisticson
theeconomicimpactsoftourismrelatedtospecificevents.However,Johnson(2008:34)stated
theNationalTrustisaprimaryexampleofanorganizationthatsystematicallyundervaluesthe
economicspendingofitsvisitorsby510%.Despitethis,theNationalTrustiswellawareofthe
importanceofvisitorspending(interviewwithJaneSmithoftheNationalTrust,2010).

Notes:
Fordirectquotesused,alwayscitethepagenumbere.g.Smith(1995:42).

Referencestopersonalcommunications/interviewsthatyouhavecarriedoutappearparenthetically:..
asdetailedabovee.g.(interviewwiththeMinisterofTourismin2010).NOfurtherdetailsareincluded
inthebibliographyasyouarereferringtoyourownprimaryresearchresults,(underpinnedbythe
discussionofyourresearchmethods).

Directquotesofmorethan40wordsshouldbeindentedonaseparatelinefromthemaintext(asinthe
examplesabovenoticethelackofquotationmarks).Quotesoflessthan40wordsshouldbe
incorporatedintothetextdifferentiatedbydoublequotationmarks(asabovewithJohnson).

Webpagescitedshouldonlybetheauthor/copyrightofthearticleorwebsite(donotputinlongweb
addresseswithinthetext).Theninthebibliography,putinfullwebaddressaspartofreferencecitation.

Bibliographyexamples(alphabeticallyorderedbysurnameornameofauthor(includingorganisationsif
notaperson).Donotseparatebibliographyunderbooks,thenjournals,thennewspapers.All
citationsgounderonelonglist,alphabeticallyordered.WhenwesayalphabeticallyordereditdoesNOT
meanyouchangetheorderofthenamesoftheauthorsaswritteninthesource(eg.Saunders,M.,
Lewis,P.andThornhill,A.(2009)ResearchMethodsforBusinessStudents.5thedition.Harlow:PrenticeHall
DOESNOTBECOMELewis,P.Saunders,M..orreferenceasLewisetal2009intext,itisalways
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Saundersetalbecausethisisthewaythebookiscited).Youcanunderlinethetitleofthebookoryou
canuseitalicsbutchooseandpickonestyleandbeconsistent.

Books:
Oneauthor
Smith,C.(1995).TourismandtheEnvironment.London:Pitman.
Twoauthors
Smith,C.andJones,A.(2003).TheEconomicBenefitsofTourism.Guildford:OpenUniversityPress.
Threeormoreauthors,listall3authorsbutintextciteasSmithetal.(1996).

Edited text.
Collins,P.(ed.).(1994).TheJoyofTourism.NewYork:SmithPublishingLtd.
Authorfromeditedbook(authorandeditordifferent)
Fuller,R.(1970).'Formulaforafloatingcity',pp.103114,inDunstan,M.J.andSmith,E.(eds.).(1970).
WorldsintheMaking.NewJersey:PrenticeHall.
UnknownAuthor
TourisminDevonintheEarly20thCentury.(1905).Exeter.

Journal
Lundberg,M.(2008).'Thebenefitsoftravellingabroad'.TourismManagement.Vol.14,No.2,pp.1624.
Note:UsingSourcesfromanotherlanguage
Thisiscompletelyacceptablehoweveryoumustprovidethereferenceintheforeignlanguageandthen
in(brackets)indicatetheEnglishtranslationsothatthereadercanseewhattypeofsourcehasbeen
used(journal,booketc).

Newspaper
Smith,C.(2009).'TouristswreakhavocinCornwall'.TheGuardian.24February2009,p.5.

From an Interview
Referencestopersonalcommunicationappearparenthetically:.(interviewwiththeMinisterof
Tourismin2008)withintextifpartofyourprimaryresearch.

From the Internet


trytoseewhoistheauthorofthewebsite,whetherapersonoracompanyorgovernmentagency
e.g.withintextciteonlyIEGInc.(2010)orNationalTrust(2010).

IEGInc.(2010).SponsorshipMonitor[online].Chicago.Availableat:
URL:http://www.sponsorship.com/products/primer.html[Accessed6January2010].
NationalTrust(2010).NostellPrioryReopensitsDoors[online].London.Availableat:
URL:http://www.nationaltrust.org.uk/scripts/wapis.isa[Accessed1March2010].

Anincreasingamountofinformationisbecomingavailableinavarietyofelectronicformats.Ifyoucite
ajournalthatisavailableonline(butalsoontheshelfofthelibraryforexample)youdonotneedtocite
anyURLaddress,justcitethereferenceasifyoupickeditfromtheshelf.Wedonotcareifyoureadit
onlineorfromtheshelf.Ourviewisthatelectronicreferencesarenotsoverydifferentfromthe
hardcopyformatscommonlyused.

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Books from Internet

Bird,IsabellaL.ALady'sLifeintheRockyMountains.NewYork,1881.VictorianWomenWritersProject.
Ed.PerryWillett.27May1999.IndianaU.4Oct.1999<http://www.indiana.edu/~letrs/vwwp/
bird/rocky.html>.

Bryant,PeterJ."TheAgeofMammals."BiodiversityandConservation.28Aug.1999.4Oct.1999
<http://darwin.bio.uci.edu/~sustain/bio65/lec02/b65lec02.htm>.
Harnack,Andrew,andEugeneKleppinger.Preface.Online!AReferenceGuidetoUsingInternet
Sources.Boston:Bedford/St.Martin's,2000.5Jan.2000.<http://www.bedfordstmartins.com/
online>.

Citing EJournals and other electronic sources

Somematerialsnowareonlyavailableonlineandnotinprintedformsinthelibrary.Hereyoumustcite
theURLaddressaspartofthereferencewithinthebibliography.Example:

Coyle,M.(1996).Attackingtheculthistoricists.RenaissanceForum[online],1(1).Availableat:
URL:http://www.hull.ac.uk/renforum/vlnol/coycle.htm[Accessed16June1998].
Albers,J.(1994).Interactionofcolour[CDROM].NewHaven:YaleUniversityPress.

Onecommonqueryaboutreferencingconcernsreferencestotexts/authorsfromasecondsource.Ifyou
arequotingasourcesecondhand,thatis,youhavenotreadtheauthor/textreferredtoyourself,but
havecomeacrosstheinformationinatextyoudidreadthenthefollowingexampleshowsyouhowto
presenttheinformationinthetext:

"Smith(1998:124)discussestheworkofPatterson(1996)whoarguesmanyoftheestablishedtheories
onstaffrecruitmentanddevelopmentareveryunsatisfactorybecause....".

Thebibliographywouldincludetheoriginaltextyouactuallyreadbutalsothesecondarytextreferred
to,sowhencollectingreferencesmakesureyoucollectallreferencesatthestart.Itisalwaysgood
practicetotrytoreadanoriginaltextandnotrelyonanotherlaterauthorparaphrasingtheirwork,
howeverthisisnotalwayspossible.RetrievetheoriginalcitationforPatterson(1996)fromthe
bibliographyofSmith(1998)andcitethiswaytodemonstrateyouneverreadtheoriginalwork:

Patterson,F.(1996).PersonnelManagement.London:Pearson,inSmith,S.(1998).RecruitmentPracticesin
theRetailSector.London:Jonesbooks.

Rememberthegoldenrulehoweverthatyoushouldalwaystrytoreadtheoriginalsourcewhenever
possible.

Technical production regulations


WhensubmittingtheGraduationAssignmentitisextremelyimportantthatyoufollowcertaintechnical
requirements.Thesemustbeadheredtootherwiseapenaltymaybeenforcedwhichcanhinderyour
abilitytopassthegraduationassignment.

TwocopiesofyourgraduationassignmenthavetobesubmittedtoWittenborgEducationDepartment
Officebefore12amonthehandindate;howeveryouareallowedtosubmitearlieratyourdiscretion.
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BothcopiesofthegraduationassignmentwillbearchivedintheWittenborgLibraryfromdateof
submission.Allassignmentsmustalsobesubmittedonlinetothecorrectuploadareathrough
WittenborgOnline,aswellforplagiarismcheck.Therewillbeinstructionsprovidedthroughoutthe
programmeonhowtosubmityourpaperordocumentsonintranetsubmissionarea,onthe
WittenborgOnline.Thisonlinesubmissioncanbeusedtocheckforothertechnicalrequirementssuch
asthewordcount.

YourdocumentshouldbespirallyboundandproducedonA4sizepaper.Creativeoutputprojectsthat
mayincludesomevisualartifactorportfoliowillrequireonlyonesubmissionofthiselementalongwith
theboundtwocopiesofthewrittenThesis.

Itshouldbetypedinareasonablysizedfont(Geneva10,orTimes12aregoodexamples)double
spaced(exceptforindentedquotationsandfootnotes)onsinglesidesofA4whitepaper.
Lengthyquotations(exceeding40words)shouldbepresented,indented,withclearspacesaboveand
belowthemaintext.

Marginsshouldbeasfollows:left(bindingedge)40mm/1.5",right,top&bottom25mm/1".
Yourfront/titlepageshouldincludethetitleofyourgraduationassignment,yournameandstudent
number,themonthandtheyearofexamination,thetitleofyourdegreecourseandthenameofyour
tutor.Itshouldnotincludeanythingelse.

Followcarefullywhatmustbeincludedintheacknowledgementspage.EnsurethattheWORDCOUNT
hasbeenidentifiedatthebottomofyouracknowledgementspage.

Allcostsassociatedwiththeassignmentarebornebyyou,thestudent.Ifanorganisationorindividual
doesgiveyoualotofhelpthenitwouldnormallybeacourtesyforyoutosendthemacopyofyour
finalproject,or,atleastanexecutivesummary.

Official framework deadlines for 2014 15


Process and regulations.
NB:Allworktobehandedinby1600hours(4PM)ontheduedate

Theprocessbeginsduringsemester1,whentheResearchMethodsandFinalProjectModulebegins;
fromthebeginningyouneedtostartthinkingaboutpossibleresearchtopicareasthatareappropriate
foraMasterlevelGraduationAssignment.Draftversionofyourresearchproposalistherequired
prerequisiteforthisModule(SeeModuleguideforfurtherdetails).

Yourprojectismarkedbyyourtutorandsecondmarkedbyanothermemberofstaff(2ndMarker).
Finally,asampleofmarkedprojectsissenttotheExternalExaminersfortheirassessmentasamatterof
qualitycontrolandassurance.ThefinalstageoftheassessmentprocessistheExaminationBoard.

Regulationsforlatesubmissions/extensionstothedeadline

Latesubmissionofyourthesisshouldbeavoided.However,circumstancescanarisewhichmakealate
submissioninevitable.Thesecircumstancesmustbeacceptableasreasonsforalatesubmission.Ifthey
includeillnessorinjury,amedicalcertificatewillnormallyberequired.Latesubmissionwillnotbe
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condonedforsuchasprintererror,computerfailure,latebindingorpoortimemanagement.You
shouldnotbeprintingoffyourthesisduringtheweekitistobehandedin.Trytoprintoffdraftcopies
asyougotoavoidanyproblems.

Regulations concerning mitigating circumstances


Aswithallmodules,theFinalProjectiscoveredbythegeneralassessmentregulationsconcerning
mitigatingcircumstances.Ifyoufeelthatyourprojectperformanceisbeingaffectedbyadverse
circumstances(forexample,prolonged,debilitatingillness,orstressduetounavoidablepersonal
circumstances)thenyoucanapplyforanextension.Youshouldnotbeapplyingforanextensionand
submittingamitigatingcircumstancesform.Yourmitigatingcircumstancesaretakenintoaccountin
determiningwhetheryoumeettherequirementsforanextension,andtheseshouldbeindicatedonthe
extensionrequestform.Youneedtodiscusswith/reporttoyourtutoranydifficultiesASEARLYAS
POSSIBLEwithregardtothepossibilityofextensions.Youshouldbeabletoforeseeifyourequirean
extensionwellinadvanceofthesubmissiondeadline(usuallyatleastaweekbefore).Normallyyouwill
berequiredtoproduceevidencethatyouhavesufferedfromadversecircumstances.

Plagiarism
AformalsessiononplagiarismisheldduringInductionWeek.Plagiarismisaseriousacademicoffence.
Whetherintentionalorunintentional,plagiarismisaformofcheating,asaresultofwhichanindividual
gainsorseekstogainanunfairacademicadvantage.Itincludestheuseofanotherauthor'swords
verbatim,summarisingorparaphrasinganotherperson'sargumentorlineofthinking,oruseofa
particularlyaptphrasewithoutproperattribution.Whenworkingwithideasandconceptsthatarenot
familiartoyou,thetemptationforsomestudentstoliftwordsorsectionsoftextfromothersourcesis
great.Writeinyourownwordsbecauseusingthewordsorideasofotherswithoutareference(either
usingquotationmarksand/orsourcingtheauthor(s))willleadtoaccusationsofplagiarism.Tutorsare
generallyfamiliarwithdifferencesbetweenthewritingstyleofstudentsandexperiencedauthors.
ThereisTurnItInsoftwareavailabletotheSchool,whichcanbeusedtodetectsuspectedcasesof
plagiarism.Thesoftwarecomparesthewritingusedwithinathesistoothersourcesforexample
websitesontheInternet,journalarticles,books,andotherstudentworkfromotheruniversities.

Wehaverecentexperienceofaplagiarisedgraduationassignment.Forthestudentsinvolvedin
plagiarismcasesandtheExaminationandGraduationBoardoftheUniversityconvenedtorevieweach
caseitisnotapleasurableexperience.Aguiltyfindingjeopardizesastudentswholedegree.

Pleaserememberthatthegenerationoffalseprimarydataisalsoaseriousacademicoffence.You
shouldkeepallexamplesofprimarydataderivedfromsurveysandinterviews(whetherinpaper,
electronicortapedform)asthismaybeusedasevidenceincaseyourresultsarequestioned.The
Schoolmayrunrandomchecksamongallstudentswithregardtotheirprimarydata.Allstudentswill
berequiredtoruntheirprojectthroughtheTurnItInplagiarismsoftwareandthisisconsideredaspart
oftheformalsubmissionrequirements.FurtherdetailsoftheTurnItInsubmissionwillbeprovidedas
partofthemoduleworkshopmaterialsandclearinstructionswillbeprovidedundertheprojectmodule
onWittenborgOnlineastohowandwhentosubmityourgraduationassignmentthroughTurnItIn.
GraduationAssignmentLectures/workshops

Someseminarslectureswillbedesignedtosupportyourresearcheffortsontheresearchprocess
generallyandontopicsspecificallyintendedtosupportthegraduationassignment.Forexample:
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Theconceptofresearchandtheresearchprocess
Typesofresearchproject
Inquiryparadigms
Literaturereviewandsecondarydata
Developingandplanningresearchproposals
Settingresearchaimsandobjectives
Characteristicsandprinciplesofqualitativeresearch
Characteristicsandprinciplesofquantitativeresearch
DataAnalysis
WritingUptheproject

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The official process and deadlines for Graduation

Graduation Planning Deadlines


Students/Tutors
Notes
Thedetailedschedulewillbepublishedduringthefirstsemesterwithprecisedatesandtimeforthe
finalprojectdeadlines.

Supervision of the Graduation Assignment

SupervisorsarenormallymembersoftheacademicstaffwithintheExaminationandEducationboard.
Theywillbeallocatedaccordingtovariouscriteriaincludingtheirfamiliaritywiththeproposetopic,
theirknowledgeoftherelevantmethodologies,theirexperienceinconductingandsupervisingresearch
projectsandtheirworkloads.Eachstudentisentitledtosupportfromtheirsupervisor.Supervisorswill
normallybesupervisinganumberofstudents,sothetotaltimeavailableshould,asfaraspossible,be
dividedequallybetweentheirsupervisees.Tutorsareallocatedamaximumof12hoursperstudentfor
supervisionincludingmarkingsowhenyouuseyourtutor'stime,useitwisely.Thisdoesnotnecessarily
meanthatsupervisorswillsupporttheirsuperviseesinonetoonetutorials:differenttutorsand
studentspreferdifferentmethods,andveryoftenyouwillgainmorefrombeingpartofasmalltutorial
groupthanfromonetoonesupportespeciallyintheearlystagesofyourresearch.Itisthe
responsibilityofstudentstomakemutuallyagreeablearrangementswiththeirsupervisor.Studentscan
seeothertutorsforadvice;however,thisisatthediscretionoftheothertutors.Keepyoursupervisor
uptodateifyoudiscussaspectsofyourresearchwithanothertutor.Westronglyadviseyoutoseeyour
supervisorregularlyandtofollowwithher/himastructuredandplannedapproachtothedissertation
alongthelinesthatwearesuggestinginthisdocument.Studentswhodopoorlyonthedissertationare
usuallytheoneswhohavefailedtomeetregularlywiththeirsupervisorandwhohavenotfolloweda
systematicplan.Supervisorsareadvisedtokeepdetailsofattendanceforeachsupervisee.Westrongly
adviseyoutokeepasimilarrecorddetailingwhatwasdiscussedandtheactionsyouneedtotake.The
followinghighlightsthestandardlevelofsupervisionthatstudentsshouldreceivefromtheschool.

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Tutor / Student Supervision


Studentscanexpectthefollowinglevelofsupervisionfromtheirtutor:

Supervisorswillmakethemselvesavailableforappropriatetutorialtimesinnormalofficehours
duringsemestertimes(normallynotduringtheEaster/Summerbreakperiodforsome
supervisorswhotakeannualleaveatsuchtimes).Discusssupervisoryarrangementswithinyour
supervisoratyourfirstmeeting.
Ifyouchoosetocompleteyourprojectatadistance(i.e.youareunabletocomeintothe
Universityforsupervisorymeetings)thiscanimpactupontheeffectivenessofthesupportand
guidancethatsupervisorswillbeabletooffer.Ifyouareplanningtobeawayfromthecampus
andunabletoattendfacetofacetutorialspleaseliaisewithyoursupervisorandagreeonthe
supportthattheywillbeabletoofferatadistance.
Supervisorswillnormallyreviewindepthonechapterofthethesis.Thischaptercanbethe
student'schoice;however,thevastmajorityofstudentschoosetheliteraturereviewasthis
comesearlyonintheprocessandstudentsgenerallywanttoreceivesomefeedbackatthis
stage.Studentsshouldsubmitawordprocessedfulldraftoftheirchosenchapter.Supervisors
arenormallyexpectedtoreviewthechosenchapteronce,andshouldnotbeexpectedtokeep
reviewingresubmittedversionsofthesamechapter.
Supervisorsshouldnormallyreviewadraftchapterandreturnittothestudentwithinafew
workingdays(35days)withanappropriateleveloffeedback.
Supervisorswillprovideadviceandguidanceonappropriateresearchmethodologies.Itis
expectedthatstudentswillalsoattendrelevantlecturestosupporttheirresearchaswellas
reviewingvariousresearchmethodstexts.
Supervisorswillnotifystudentsinadvanceofanyleavetheywishtotakeduringsemestertime.
AtvarioustimessomesupervisorsmaybeoutoftheSchoolforreasonssuchasattending
conferences,placementvisitsandotherUniversitybusiness.Ifthisabsenceresultsinthe
supervisorbeingoutoftheofficeduringtermtimeformorethan5workingdays,thesupervisor
shouldmakeappropriatecoverforeachstudentandshouldnotifyeachstudent.
Supervisorsareallocatedatotalof12hoursperyearperstudent,whichincludesmarking.
Supervisorscanexpectthefollowingfromeachoftheirstudents:
Regular,punctualattendanceatsupervisorytutorialmeetings.Trytoavoid'droppingin'to
supervisor'sofficesandquicklyaskingforadvicesincethesupervisormayneedtimetoreflect
onyourquestions.
Studentscomefullypreparedtosupervisorytutorialmeetings,whichmeansthatyouhaveread
aroundthesubjectarea,and/orhavedraftsofmaterialthatneedtobeconsulted.
Studentsshouldadvisesupervisorswithregardtotheirholidayplansandgeneralavailability
throughouttheresearchprocess.
Studentsshouldkeepsupervisorsuptodatewithanyproblemsthatmayinterferewiththe
deadlineorthesuccessfulcompletionofthethesis.
Studentsshouldopenlycommunicatewiththeirsupervisoranyotherproblemsorfearswith
regardtotheirproject.
Studentsshoulddeveloparegulartimelinefortheirprojectresearchprocess.
Studentsshouldnotleavetheprojectuntiltheendoftheacademicyearasthisplaces
unreasonablesupervisorydemandsontutors.Supervisionisavailableatappointedtimesonly
andtutorscannotbeexpectedtocondensesupervisionintoacoupleofmonths,particularlyas
theymaybeonannualleave.
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Assessment criteria for the Graduation Assignment: Marking Sheet iMBA


dissertation
StudentName:____________________________StudentNumber:_________________
Assessmentcriteria
Formulatingthepurposeofthestudyand/orIdentifyingthe
researchproblem
Thestudenthasdemonstratedthathe/sheiscapableof
formulatingarelevantresearchproblemforarelatively
simpleresearchordesignassignmentundersupervision,
includingresearchand/ordesignquestionsanda
correspondingstrategyorgenerallineofapproach.He/she
hasprovidedargumentationforthechoicesmade,basedon
anidentificationoftheobjective,thecoreproblemandthe
relevantsolutionparametersontheonehandandthetheory
and/orempiricalconsiderationsontheotherhand.
Literaturereview&theoretical/conceptual
framework
Thestudenthasdemonstratedthathe/sheiscapableof
compilinganumberofconventionalscientificand
professionalsourceswhicharerelevanttotheassignmentand
ofstudyingthemcritically.
Thestudenthasalsodemonstratedthathe/sheiscapableof
constructingatheoreticalandconceptualframeworkthrough
properuseoftheories,modelsandconceptswhichhe/she
hasselectedandwhicharerelevanttothefieldinquestion.
Thisframeworkenablestheresearchquestiontobe
accentuatedinaclearlystructuredandmanageablemanner.
Indoingso,he/shehasincorporatedaspectsofthelatest
developmentsinthefield.
ResearchMethodology
Thestudenthasdemonstratedthathe/sheiscapableof
drawingupanactionplanforcarryingoutthe(design
oriented)researchundersupervision.Indoingso,he/shehas
madecriticaluseofexistingconceptualframeworksand
standardoperationalizationmethods.Thestudenthas
providedadequateargumentationfortheapproachselected
andhasensuredthatitfollowslogicallyfromtheresearch
problemandthetheoreticalframework.
Datacollectionanddataanalysisand/or
designandvalidationofthedesign

Componentmarksandexplanatory
remarks
5
6 7 8 9 10

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6 7 8 9 10

Thestudenthasdemonstratedthathe/sheiscapableof
handlingtheinstrumentsfordatacollectionandanalysisina
validandreliablemannerwithadegreeofsupervision,
resultinginadatasetandcorrespondinganalysisresults
whichenablehim/hertoanswertheresearchquestions.
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and/or:
Thestudenthasdemonstratedthathe/shecanadequately
handletheinstrumentsfordesigning,selectingandvalidating
solutionswithadegreeofsupervision,resultinginadesignfor
thesolutiontotheproblemwhichmeetstheset
specifications/requirement.
Conclusionsandrecommendations
5
6 7 8 9 10

Thestudenthasdemonstratedthathe/sheiscapableof
describingresearchanddesignresultsandofrelatingthemto
theresearchproblem,theresearchordesignquestionsand
therelevantliterature.
Thestudenthasalsodemonstratedtheabilitytoreflect
criticallyonthestrengthsandweaknessesoftheresearch
carriedoutand,whenforminganopinionoftheresults,to
givedueconsiderationtothescopeforgeneralizationonthe
onehandandthesocial,societaland/orethicalaspectsinthe
immediatecontextontheotherhand.
Writtenreporting
5
6 7 8 9 10

Thestudenthasdemonstratedthathe/sheisabletopresent
thedatainqualitativeand/orquantitativeformclearlyand
accordingtoacceptedscientificconvention.His/her
argumentationisstructured,logicalandlinguisticallycorrect,
andtheliteraturereferenceshavebeenincorporated
accordingtoascientificstandardusedinthefieldinquestion.
Oralreporting(Graduationpresentation)
5
6 7 8 9 10
Thestudenthasdemonstratedthathe/sheiscapableofgiving
apresentationwhichisclear,structured,satisfactorily
illustratedwithvisualaids,andcomprehensibletolistenersof
variouslevelsandfromdifferentbackgrounds,wherebydue
considerationisgiventoboththedesignandthekeyresults
oftheassignmentandargumentationisgiventosupportthe
mostimportantchoices.
Independenceandprofessionalskills
5
6 7 8 9 10

Thestudenthasdemonstratedadegreeofindependencein
preparingandexecutingtheassignmentandiscapableof
planningandmanagingtheresearchand/ordesignprocess
(withinatimelimit).Thestudenthasalsodemonstratedthe
skillsneededtocooperateeffectivelyandhasshownthe
capacitytofunctionadequatelywithinanorganizational
context.Lastly,thestudenthasdemonstratedtheabilityto
reflectonhis/herownperformance,includingthecapacityto
identifyanumberoflessonsforthefuture.

FinalMark
Additionalcomments(ifany):
...
..
..........................................................................................................................................................
.....................
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NameExaminer1:

Signature

Date:

NameExaminer2:

Signature

Extension to deadlines and mitigating circumstances


Mitigating Circumstances
DuringyourUniversitystudiesyoumayhavecertaintimeswhencircumstancespreventyouperforming
tothebestofyourability.Thiscouldbeduetofamilyproblems,closepersonalbereavementorillness.
InthefirstinstancethisshouldbediscussedwiththeTutorwhowilladviseyou.
8.2ExtensiontoDeadline
Normally,deadlinesworkmustnotbemissed.If,duetoexceptionalcircumstances,youareunableto
meetthedeadlineyoumayrequestanextensionusingtheappropriateform,availablefromtheSchool
Office.Supportingevidencewillnormallyberequiredwhenapplicationsforextensionsaremade,such
asamedicalcertificate,doctorsletter,deathcertificate,etc.ExamBoardistheonlybodywhocan
authorizeextensions.Youmaywishtomakeanappointmentwithyourtutorwhocanalsohelpyou
completetheapplicationandensurethatyouhaverelevantevidence.

Requestsforextensionsshouldnormallybesubmittedinadvanceatleastthreefullworkingdaysbefore
thedeadlinedate.Youmusttaketheapplicationwithyoursupportingevidencetoyourtutor.

Late Submission
Latesubmissionisnotnormallycondonedunlesstherearesignificantreasons(mitigating
circumstances)supportedbywrittenevidence.Thisincludesabsencefromanassessment,failureto
submitorundertakework,failuretosubmitworkbythedeadline,orpoorperformance.

ThedeadlinedateforsubmissionofclaimsformitigationisthelastdayThursdayoftheBlock.Ifyou
handworkinlate(thatis,afterthedeadline,ortheextendeddeadlineifonewasgranted),the
assignmentreceivesazeromarkonthefeedbacksheet.However,forthestudentsinformationthe
tutorwillwritetheactualmarktheworkwouldhavereceived(haditnotbeenlate)ontheGraduation
Assignmentmarksheet.

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Appendixes to Final Project Handbook


Appendix 1 proforma Research Proposal Form

ResearchProposalForm

Pleasewordprocessthisproforma,followingitsexactlayout
Student:
StudentNumber:
Course:
ResearchInterestoutline:
Pleasedevelopa500wordnarrativeoutliningyourresearchinterestsandpotentialareasof
investigation.Pleaseidentifythetypeofproject(eg.dissertation,businessplan,consultancy
project,creativeoutput)
Pleasehighlightalistofbooks,articlesandotherrelevantsourcesthatyouhaveconsultedsofar.
PleasesubmitthesesourcesusingtheHarvardreferencingstyle.
Date:
TobecompletedbymodulelecturerThiswillappearontheuploadareaasmark/comments:
Decision:Approved(StudentmayuploadGraduationAssignmentProposal)/NO(Studentcanresubmit
beforeresubmissiondeadline,plusfeedback)

FEEDBACKDEADLINE:SameBlockFridayLessonWeek4

FINALYEARTUTOR:

Appendix 2 Research Interests Resubmission From


ResearchInterestsResubmissionForm
DEADLINEFRIDAYEXAMWEEKSAMEBLOCKASFIRSTSUBMISSION
Pleasewordprocessthisproforma,followingitsexactlayout
Name:
Course:
ResearchInterestoutline:
Pleasedevelopa500wordnarrativeoutliningyourresearchinterestsandpotentialareasof
investigation.Pleaseidentifythetypeofproject(eg.dissertation,businessplan,consultancy
project,creativeoutput)
Pleasehighlightalistofbooks,articlesandotherrelevantsourcesthatyouhaveconsultedsofar.Please
submitthesesourcesusingtheHarvardreferencingstyle.

Student:
StudentNumber:
Date:
TobecompletedbymodulelecturerThiswillappearontheuploadareaasmark/comments:
Decision:Approved(StudentmayuploadGraduationAssignmentProposal)/NO(Studentcanjoinnext
submissiondeadlineasfirstsubmission)
FEEDBACKDEADLINE:FollowingBlockFridayLessonWeek2
FINALYEARTUTOR:

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Europass diploma supplement


This Diploma Supplement follows the model developed by the European Commission, Council of Europe and UNESCO/CEPES. The
purpose of the supplement is to provide sufficient independent data to improve the international 'transparency' and fair academic and
professional recognition of qualifications (diplomas, degrees, certificates etc.). It is designed to provide a description of the nature, level,
context, content and status of the studies that were pursued and successfully completed by the individual named on the original
qualification to which this supplement is appended. It should be free from any value judgements, equivalence statements or suggestions
about recognition. Information in all eight sections should be provided. Where information is not provided, an explanation should give the
reason why.

1. INFORMATION IDENTIFYING THE HOLDER OF THE QUALIFICATION


Last name(s)

First name(s)

1.1

1.2
Date of birth (dd/mm/yyyy)

Student identification number or code (if available)

1.3

1.4

2. INFORMATION IDENTIFYING THE QUALIFICATION


Name of qualification and (if applicable) title conferred
2.1
2.3

2.2

International Master in Business Administration / IMBA


Name and status of awarding institution (in original language)
Wittenborg University, private university of professional
education recognised by the National Government, Ministerie
van Onderwijs Nr: 25AY,

Name and status of institution (if different from 2.3)


administering studies (in original language)

Language(s) of instruction/examination
2.5

Main field(s) of study for the qualification


General Management
Entrepreneurship and Innovation
Hospitality Service Management

Language of Instruction & Examination : English

2.4

3. INFORMATION ON THE LEVEL OF THE QUALIFICATION


Level of qualification
3.1

Official length of programme

Master degree awarded on completion of a programme of


Higher Professional Education (HBO)

3.2

1.5 Years Full-time, 2.5 / 3 years Part-time, 90 ECs (European


Credits)

Access requirements(s)
3.3

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4. INFORMATION ON THE CONTENTS AND RESULTS GAINED
Mode of study
4.1

Full-time

4.2

Programme requirements
Entry Requirements for the iMBA

Part -time

Admission into programmes at Wittenborg is governed by the Graduation & Examination Board that empowers the Student
Registrar to admit students based on predefined criteria. In cases where applicants have deviating admissions documents,
such as Bachelor degrees that are not listed in Naric or recognised by NUFFIC, the Student Registrar is required to forward
the application to the Exam Board for a decision.
Master Students should have the appropriate education qualifications, validated by NUFFIC and NARIC
a Bachelor degree or equivalent recognised qualification;
Applicants are requested to provide an academic reference from their previous education institute;
It is not necessary to have obtained a Bachelor degree from the domain of Business Administration, however in
their degree students must have completed an academic piece of work (final project or dissertation) that shows a
degree of academic writing and research experience.
IMBA students should have at least 2 years professional experience (after undergraduate degree);
Applicants are requested to provide a reference from a company or organisation where they have worked;
Master Students have attained a working level of the English Language equivalent to an IELTS 6.5 band, with
a minimum 6 for writing .i.e. Has generally effective command of the language despite some inaccuracies, inappropriacies
and misunderstandings. Can use and understand fairly complex language, particularly in familiar situations.
Applicants must write a letter of motivation and submit their Curriculum Vitae and 2 letters of reference.
Students are interviewed by Wittenborg for intention, motivation and aptitude. They must pass this admission interview,
which can be carried out in person, or through IT communications, such as video phone.
After students have passed the admission interview, and have been offered a place at Wittenborg, they are asked to sign a
Wittenborg Study Agreement, which details the agreements made between Wittenborg about entry into the programme, and
possible preparation courses that is required. The Wittenborg Study Agreement also states that students have read and
understood the Education and Examination Guide (EEG)
Wittenborg is signatory for the national Code of Conduct for international students in the Netherlands, where specifics
regarding entry requirements are also reiterated.
The application procedure for international students is fully described on the Wittenborg website www.wittenborg.eu. All
the required documents and information regarding the fee structure can be found there.
NB: Students entering Wittenborg University programmes and signing the Study Agreement are expected to have received
and read the EEG (this document).

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4. INFORMATION ON THE CONTENTS AND RESULTS GAINED.... CONTD
Programme details (e.g. modules or units studied), and the individual grades/marks/credits obtained
4.3

International Master of Business Administration (i-MBA)


Year 1, Semester 1
Block
(Part-time
Semester)

Module / Subject

Contact
Hours

EC
Credits

Module
Code

1 / 5 (1)

Human Resource Management

36

MO41

1 / 5 (2)

Marketing Management

36

MA41

1 / 5 (2)

Research Methods Introduction (Final Project)

(FP)

GA41

2 / 6 (1)

Management Accounting & Finance

36

FIN41

2 / 6 (2)

Operations Management

36

MO42

3 / 7 (1)

International Management

36

MO43

3 / 7 (2)

Information Management

36

TEC41

Research Methods (Final Project)

27

(FP)

GA41

Year 1, Semester 2
5 / 1 (2)

(EI) Entrepreneurship
Electives
5 / 1 (1)

EN41

(HSM) Critical Perspectives in Hospitality Management (W&B)

36

(GM) Strategic Management

HM41
SM41

6 / 2 (2)

Corporate Sustainability

36

EN42

6 / 2 (1)

Business Statistics

36

GA42

7 / 3 (1)

Globalisation, Society & Culture

36

MO44

(EI) Innovation, Creativity & Entrepreneurship


Electives
7 / 3 (2)

EN43

(HSM) International Hospitality Development (W&B)

36

(GM) Consultancy
Semester 2
(1 & 2)

HM42
MO45

Project Module (3 Project Weeks)

Total Year 1

PW41

60 Credits

Year 2
1/4
or

Final Project (FP)

24 Tutoring Hours

30

5/8
(1 & 2)
Total Year 2

30 Credits

Total Credits i-MBA

90 Credits

(1)isYear1forparttimestudents
(2)isYear2forparttimestudents
3(W&B)isJointWittenborgandUniversityofBrightondeliveredmodule

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Grading scheme and, if available, grade distribution guidance
4.4

Overall classification of the qualification (in original language)

For information about the credit system and the numerical


marks in the students transcripts, please refer to the section
on the Higher Education system in The Netherlands.
The non numerical mark in the students transcript has the
following meaning: v / Pass

4.5

The Examination & Graduation Board has awarded the degree


with the qualification :
Grading System: Honours (80+) / Distinction (70+) / Credit
(60+) / Ordinary (55+)

5. INFORMATION ON THE FUNCTION OF THE QUALIFICATION


Professional status

Access to further study


5.1

5.2

Eligible for Ph.D degree programmes

Qualified for a profession related to the field of study

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6. ADDITIONAL INFORMATION
6.1

Additional information
The i-MBA degree programme is aimed at providing
graduates with the skills and competencies to fulfil
management positions in the field of business
administration, both in the public and private sector.
These positions can include management or policymaking positions in large organisations, as well as
positions of management in small to medium sized
companies (SMEs). An aim is that students are able to
critical analyse and evaluate various developments
within an organisation so that they can form, create and
instigate policies, visions and aims and solutions within
that organisation. They should be in a position to
analyse the strategic processes and vision of a
company or organisation and using this analysis apply
and implement tools to innovate, optimise and (re)structure these processes using an integral approach.
From an international perspective the students should
learn to analyse the environment they find themselves
in and adapt their behaviour and role according to the
macro and micro environments they find themselves
in.

The qualification and competence goals of the i-MBA


are in line with those of a Professional Master degree
from a University of Applied Sciences in the
Netherlands: through a combination of knowledge
gained from text books, scientific research literature,
exposure to business practice and the application of
understanding and knowledge, students reach a stage
at which they can start their (international) careers or
continue their studies in the Netherlands or abroad.
-

Furthermore, i-MBA graduates,


- has the ability to lead people and motivate teams;
- has the ability to communicate conclusions;
- is flexible and can cope with uncertain situations;
- shows creativeness and innovation through the
ability to introduce new thoughts alongside normal
theory;
- shows social competence, through self-reflection,
cultural adaptability, and openness to other ways
of thinking: is empathic;

holders of HBO Masters degrees have obtained


the qualifications for the level of independent
and/or management level professional
practitioner in an occupation or spectrum of
occupations, and have reached the level needed
to work in a multi-disciplinary environment in
which a HBO degree is either required or would
be of use.

In line with the all-round domain specific qualification


and competence goals of a Netherlands HBO degree,

Wittenborg Business Administration Graduates will


show the following:
- ability to work independently;
- ability to develop or generate new ideas and
communicate these and be pro-active;
- ability to think ahead and actively change
processes to improve them;
- develop an analytical capability based on
experience;
- quickly ascertain the effect of change within
organisations;
- ability to quickly prioritise;
- ability to quickly gain an overview of an
organisation;
- ability to understand complex situations;
- has a broad understanding of business as well as
a deeper understanding of work field specific
issues (specialist);
- has good written and spoken presentation skills;
- has the ability to work in autonomous teams and
values the input of peers;
- has developed a good understanding of the social
economic environment, and maintains this;
- has the ability to socialise with fellow graduates
and academics;
- has the ability to take worthwhile decisions both
long-term and short-term based on available facts
and existing situations;

Further Information sources


6.2

Wittenborg University
Laan van de Mensenrechten 500
7331 VZ Apeldoorn
The Netherlands
Tel : +31 (0) 88 6672 688
Fax : +31(0) 88 6672 699
E-Mail - info@wittenborg.nl / info@wittenborg.eu
Web: www.wittenborg.eu

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The Final Qualifications of the International Master of Business Administration

1
2
3
4
5
6
7
8
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are able to apply knowledge and theory in the correct international and intercultural context that will enable them
to form an effective and efficient human resources policy within an organization
understand the development of business relationships, networks and chains and be able to enlarge and expand
these, for themselves and their organisations, in order to support an effective human resource management
policy
are able to conceive and develop marketing strategies and policies within an international context that reflect a
realistic approach to the size and capacity of the organisation and the international environment in which the
organisation is positioned
are able to make decisions on market research, product development, branding and market penetration and
distinguish between an organizations longer-term strategic needs and its short-term operational needs
are able to develop a critical capacity to distinguish between formal strategic processes and quests to apply
generalized insights into todays strategic challenges to concrete settings
have the ability to apply an understanding of management accounting principles and principles of corporate
finance in the decision making processes of investment and financing, as well as decisions on profitability and
dividends
are able to attract investment by presenting opportunities, justifying capital requirements, and demonstrating how
risks can be minimised and critically analyse financial and economic reports, producing recommendations and
action plans
are able to apply knowledge and understanding of the concepts of supply chain management within a local or
international context, in a manner that will increase efficiency and increase competitiveness
understand the concept of total quality management processes and are able to instigate solutions that will
improve the quality process beyond the benchmark
are able to judge competences and skills in others regarding the use of automation and office software, and make
decisions on the implementation of IT investment and deployment
able to broadly understand the concept of corporate sustainability and what it implies for the management
systems in the transformation processes towards sustainable enterprise
able to effectively position, defend and communicate a companys sustainability programme both to internal and
external stakeholders
are able to instigate and execute strategic decisions regarding the positioning of the organisation within a local,
national and international environment, based on local cultural requirements in a global setting
are aware of and able to analyse, describe and compare cultural differences based on their own experiences and
that of their peers
are able to assess others linguistic communication skills at all business and governmental levels, offering
solutions for overcoming communication gaps
are able to manage small to medium sized businesses, companies in the non-profit sector and governmental
organisations
are able to improve the existing external business environment in order to create new opportunities and diminish
restrictions
are able to understand how to reorganise growing or stagnating organisations, from the entrepreneur to the
established SME, depending on growth and environmental factors
understand the processes of business innovation in small, medium and large organisations, in an international
context, and understands the process of idea generation within the constraints of internal and external influences
are able to critically analyse policies and structures and adapt and change these in order to improve effectiveness
of business processes
are able to critically review and improve analytical reports within an international environment
have developed an ability to use various statistical techniques in business decision making;
have an ability to use and present (both in tables and graphs) descriptive statistical data and indicators within the
context of business planning and business research
have an ability to design methodologically sound research proposals in the area of business research or similar
research based on state-of-the-art conceptual models and quantitative and/or qualitative research methods
have reached the academic level of Master in line with the recognized European standards as described in the
Dublin Descriptors
have developed those learning skills that are necessary for them to continue to undertake further study with a
high degree of autonomy, for instance on a Doctorate programme;

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7. CERTIFICATION OF THE SUPPLEMENT
Date
7.1

01

Capacity
04

7.3

2014

Signature

Chairperson, Examination & Graduation Board


Official stamp or seal

7.3

7.4

8. INFORMATION ON THE NATIONAL HIGHER EDUCATION SYSTEM

Introduction
The higher education system in the Netherlands is based on a three-cycle degree system consisting of Bachelors, Masters and PhD degrees. The threecycle system was officially introduced in the Netherlands at the beginning of the academic year 2002-2003. The Netherlands has a binary system of higher
education, which means there are two types of programmes: research-oriented education (wetenschappelijk onderwijs, WO), traditionally offered by
research universities, and higher professional education (hoger beroepsonderwijs, HBO), traditionally offered by hogescholen or universities of
professional education. For a schematic overview of the education system please refer to the diagram at the end.
Secondary education
Secondary education, which begins at the age of 12 and is compulsory until the age of 16, is offered at several levels. The two programmes of general
education that grant admission to higher education are HAVO (five years) and VWO (six years). Pupils are enrolled according to their ability and although
VWO is more rigorous, both HAVO and VWO can be characterized as selective types of secondary education. The VWO curriculum prepares pupils for
university and only the VWO diploma grants admission to WO. The HAVO diploma is the minimum requirement for admission to HBO. The last two years
of HAVO and the last three years of VWO are referred to as the tweede fase or upper secondary education. During these years pupils focus on one of four
subject clusters (profielen), each of which emphasizes a certain field of study in addition to satisfying general education requirements. Each cluster is
designed to prepare pupils for programmes of study at the tertiary level. A pupil enrolled in VWO or HAVO can choose from the following subject clusters:
Science and Technology (Natuur en Techniek)
Science and Health (Natuur en Gezondheid)
Economics and Society (Economie en Maatschappij)
Culture and Society (Cultuur en Maatschappij)
Senior secondary vocational education and training
Senior secondary vocational education and training (middelbaar beroepsonderwijs, MBO) is offered in the areas of economics, technology, health,
personal care, social welfare and agriculture. MBO programmes vary in length from one to four years as well as in level (1 to 4). Completion of MBO
programmes at level 4 qualifies pupils for admission to HBO.
Higher education
Higher education in the Netherlands is offered at two types of institutions: research universities (universiteiten) and universities of professional education
(hogescholen). The former include general universities, universities specializing in engineering and agriculture and the Open University. The latter include
general institutions and institutions specializing in a specific field such as agriculture, fine and performing arts or teacher training.
Universities of professional education are primarily responsible for offering programmes of higher professional education (hoger beroepsonderwijs, HBO),
which prepare students for specific professions. These tend to be more practically oriented than programmes offered by research universities. In addition
to lectures, seminars, projects and independent study students are required to complete an internship or work placement (stage) which normally takes up
part of the third year of study, as well as a final project or a major paper in the fourth year.
Since September 2002 the higher education system in the Netherlands has been organized around a three-cycle degree system consisting of Bachelors,
Masters and PhD degrees. At the same time the ECTS credit system was adopted as a way of quantifying periods of study. The higher education system
continues to be a binary system however, with a distinction between research-oriented education and professional higher education. The focus of a degree
programme determines both the number of credits required to complete the programme and the degree which is awarded.

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8. INFORMATION ON THE NATIONAL HIGHER EDUCATION SYSTEM, CONTINUED
A WO Bachelor's programme requires the completion of 180 credits (3 years) and graduates obtain the degree Bachelor of
Arts or Bachelor of Science (BA/BSc), depending on the discipline. An HBO Bachelor's programme requires the completion
of 240 credits (4 years) and graduates obtain a degree indicating the field of study, for example Bachelor of Engineering
(BEng) or Bachelor of Nursing (BNursing). The old title (pre-2002) appropriate to the discipline in question (bc., ing.) may
still be used.
WO Master's programmes mostly require the completion of 60 or 120 credits (1 or 2 years). Some programmes require 90
(1.5 years) or more than 120 credits. In engineering, agriculture and math and the natural sciences 120 credits are always
required. Graduates obtain the degree of Master of Arts or Master of Science (MA/MSc). The old title (pre-2002) appropriate
to the discipline in question (drs., mr., ir.) may still be used. HBO Master's programmes require the completion of 60 to 120
credits and graduates obtain a degree indicating the field of study, for example Master of Social Work (MSW).
The third cycle of higher education, leading to a doctor's degree, is offered only by research universities. All research
universities in the Netherlands are entitled to award the country's highest academic degree, the doctoraat, which entitles a
person to use the title doctor (dr.). The process by which a doctorate is obtained is referred to as the promotie. The
doctorate is primarily a research degree, for which a dissertation based on original research must be written and publicly
defended. The minimum amount of time required to complete a doctorate is four years.
Requirements for admission to higher education
To enrol in a WO Bachelor's programme a student is required to have a VWO diploma or to have completed the first year
(60 credits) of an HBO programme. The minimum admission requirement for HBO is either a HAVO diploma or a level-4
MBO diploma. The VWO diploma also grants admission to HBO. For admission to both types of higher education pupils are
required to have completed at least one of the subject clusters that fulfil the requirements for the higher education
programme in question. A quota (numerus fixus) applies to admission to certain programmes, primarily in the health sector,
and places are allocated using a weighted lottery. Potential students older than 21 years of age who do not possess one of
the qualifications mentioned above can qualify for admission to higher education on the basis of an entrance examination
and assessment. The only admission requirement for the Open University is that applicants be at least 18 years of age. For
admission to all Master's programmes, a Bachelor's degree in one or more specified disciplines is required, in some cases
in combination with other requirements. Graduates with an HBO Bachelor's degree may have to complete additional
requirements for admission to a WO Master's programme.
Credit system and grading
A student's workload (both contact hours and hours spent studying and preparing assignments) is measured in ECTS
credits (studiepunten). According to Dutch law one credit represents 28 hours of work and 60 credits represents one year of
full-time study. The grading system has remained the same for several decades: the scale is from 1 (very poor) to 10
(outstanding). The lowest passing grade is 5.5; 9s are seldom given and 10s are extremely rare. Sometimes decimal points
are used (e.g. 7.8).
Accreditation and quality assurance
A guaranteed standard of higher education is maintained through a national system of legal regulation and quality
assurance. The Ministry of Education, Culture and Science is responsible for legislation pertaining to education. As of 2002
responsibility for accreditation lies with the Netherlands-Flemish Accreditation Organization (NVAO). According to the
section of the Dutch Higher Education Act that deals with the accreditation of higher education, degree programmes offered
by research universities and universities of professional education will be evaluated according to established criteria and
programmes that meet those criteria will be accredited, i.e. recognized for a period of six years. Only accredited
programmes are eligible for government funding, students receive financial aid only when enrolled in an accredited
programme and students will graduate with a recognized degree only after having completed an accredited degree
programme. Accredited programmes are listed in the Central Register of Higher Education Study Programmes (CROHO)
and the information is available to the public. Institutions are autonomous in their decision to offer non-accredited
programmes, subject to internal quality assessment. These programmes do not receive government funding.

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8. Information on the national higher education system, Continued

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Graduation and Examination Board


Regulations 20142015

Graduation&ExaminationBoardRegulations

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Graduation and Examination Board


Regulations 20142015
Article1.
Applicabilityoftheregulations
TheseGraduationandExaminationBoardRegulationsapplytotheeducation,assessmentsand
examinationsofallprogrammesattheWittenborgUniversityofAppliedSciences,thatfallunderthe
jurisdictionofthisGraduationandExaminationBoard.Theprogrammesarearrangedforfulltimeaswellas
parttimestudentswithinWittenborgUniversityofAppliedSciences.

Article2.
GraduationandExaminationRegulationsareinlinewiththefollowingDutchEducation
actandCodeofConduct:
theact:theHigherEducationandScientificResearchAct(Statutebook1992,593;WHW,WetophetHoger
OnderwijsenWetenschappelijkOnderwijs)(hereafter:TheAct);
thecode:theNationalCodeofConductforInternationalHigherEducationintheNetherlands(hereafter:
TheCode).

Article3.
Definitionsofconcepts
Intheseregulationsfollowingconceptsaredefined:
Section3.01
theboard:theBoardofManagementofWittenborg,UniversityofAppliedSciences
(hereafter:TheBoard);
Section3.02
theschool:Wittenborg,UniversityofAppliedSciences(hereafter:WittenborgorThe
Institute);
Section3.03
thecandidate:anystudent,orstudentwithpartialenrolment,registeredwithTheInstitute
tofollowWittenborgcoursesand/ortakepartintestsorexaminationsoftheprogrammes;
Section3.04
GraduationandExaminationBoard:theboard,establishedonthebasisofarticle7.12
paragraph1ofTheAct;compositionandtasksoftheboardhavebeendrawnupinthe
Article13andArticle14oftheseRegulations(hereafter:ExamBoard);
Section3.05
academicyear:theperiodoftimeasindicatedbyTheAct,thatistheperiodof1st
Septemberuptoandincluding31stAugustofthenextyear;
Section3.06
preliminaryperiod:thepreliminaryphaseofaprogramme,asindicatedinarticle7.8ofThe
Act,tobeconcludedbythepreliminaryexamination(knownascompletionofYear1
Modules);
Section3.07
principalperiod:thepartofaprogrammefollowingthepreliminaryperiod,tobe
concludedbythefinalexamination(knownascompletionofYear2toYear4Modules);
Section3.08
theexamination:thecombinationofeducationalunitssetbytheExamBoardaccordingto
Article8oftheseRegulations,ofwhichthetestsshouldbetakensuccessfullybythe
candidateinordertoacquirecredits;
Section3.09
admittanceinquiry:aninquiryasmeantinarticle7.29ofTheAct;
Section3.10
day:MondaytoSaturday;
Section3.11
Europeancredits:thestudyloadofeachprogrammeisdeterminedincredits.Thestudy
loadofayearis60credits,whichequals1.680hoursofstudy(hereafter:credits);
Section3.12
TheCode:CodeofConductInternationalStudentinDutchHigherEducation.

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Article4.
Objectiveoftheprogramme
ThedegreeprogrammesofWITTENBORGaimtoensuregraduateshaveacquiredsuchknowledge,skillsand
understandingoftheprofessionalfield,toallowagraduatetoexercisethatknowledgeindependentlyinthe
professionalworkfield,conformingtothenationalandinternationalattainmenttargetsandqualifications.
DetailedaimsandobjectivesareoutlinedintheprogrammespecificEducation&ExaminationGuides(EEG).

Article5.
Subjectsofthepreuniversityeducation(Bachelorprogrammes)
Section5.01
EnrolmentwithintheBachelorprogrammesrequirespossessionofadiploma,thatis
equivalenttopreuniversityeducation(VWO,VoorbereidendWetenschappelijk
Onderwijs),generalsecondaryeducation(HAVO,HogerAlgemeenVoortgezetOnderwijs)
orsecondaryvocationaleducationlevel4(MBO,MiddelbaarBeroepsOnderwijs).
Section5.02
Theownerofacertificateofasuccessfullyconcludedpreliminaryorfinalexaminationatan
institutionofhighereducation,whetherornothandedoutintheNetherlands,is
exemptedbyTheBoardfromtherequirementsasmentionedinSection5.01ofthese
Regulations.
Section5.03
Theownerofacertificate,whetherornothandedoutintheNetherlands,whichis
regardedbytheDutchMinistryofEducationatleastequaltooneofthediplomas
mentionedinSection5.01oftheseRegulations,isexemptedbyTheBoardfromthe
requirementsmentionedinSection5.01oftheseRegulations.
Section5.04
Theownerofadiploma,whetherornothandedoutintheNetherlands,notincludedinthe
Ministrysarrangementasmentionedinparagraph1cofarticle7.2.2.ofTheAct,canbe
exemptedbyTheBoardfromtherequirementsunder1aifthediploma,inTheBoards
opinion,isatleastequaltooneofthediplomasmentionedunderSection5.01ofthese
Regulations.
Section5.05
TheBoardwillincludeinitsopinionanadvicegivenbyNUFFIC(NetherlandsUniversity
FoundationforInternationalCooperation),relatingtothepossibleequalityofdiplomas.
(a)
BecauserequirementsbyministerialarrangementasmeantinTheCode,for
exampleaminimumlanguageproficiencylevel,aresetregardingthesubjectsofthe
preeducation,itisstipulatedthatdeficienciesinthesubjectsofthepreeducation,
aresatisfiedafterassessmentofthedeficiencycourseofferedbyTheInstitute.
(b) Thestudentcannotbeadmittedtothepreliminaryyearexaminationaslongasthe
deficiencycoursementionedunder(a)hasnotsuccessfullybeencompleted.

Article6.
Subjectsoftheuniversityeducation(Masterprogrammes)
Theadmissionrequirements(criteria)fortheMasterprogrammeareasfollows:.
(a)
aBachelordegreeorequivalentrecognisedqualification:applicantsarerequestedtoprovidean
academicreferencefromtheirpreviouseducationinstitute;
(b) 2yearsprofessionalexperience(afterundergraduatedegree):applicantsarerequestedtoprovidea
referencefromacompanyororganisationwheretheyhaveworked;
(c)
EnglishlanguagelevelequivalenttoIELTS6.5overall,6.0inwriting.

Article7.
Admittanceinquiry
Therequirementsmadeatanadmittanceinquiry,asmeantinarticle7.29ofTheAct,havebeenincluded,if
applicableintheArrangementAdmittanceforStudents21yearsandOlder(EducationandExamination
Guides).

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Article8.
Section8.01

Section8.02

Section8.03

Contentsoftheprogrammeandrelatedtestsandexaminations.
InmoredetailedarrangementTheBoarddeterminesontimeeachyear:
(a)
fromwhicheducationalunits(modules)theprogrammesexistandwhich(partial)
testsareincludedinthepreliminaryandfinalexamination;
(b) thestudyloadoftheprogrammeandtheeducationalunits;
(c)
whetherthe(partial)testswillhavetobetakenorally,inwrittenformorinanyother
way,whereastheExamBoardonrequestofthecandidate,mayallowforatesttobe
takeninawayotherthanindicated;
(d) inwhatwayjudgmentofatestisacquiredfromthejudgmentofrelatedpartialtests
andwhenatesthasbeensuccessfullyconcluded;
(e)
theorganisationofpracticalexercises;
(f)
theorderinwhich,theperiodsoftimewithinandthenumberoftimesinthe
academicyearthatstudentsareofferedanopportunitytotakepartintestsand
examinations;
(g)
theobligationofcompletingallcredits(min224creditsforBachelorprogrammes
andmin40creditsforMasterprogrammes)possibleatthetimeofgraduation
(completionofgraduationpresentation),howeverwhohasoneortwocredits
(modules)openwillbegivenguidancehowtocompensatethesecreditsuponthe
approvaloftheExamBoard;
(h) thatasuccessfulconclusionoftestsisaconditionforadmittancetocertainother
tests;
(i)
theobligationtotakepartinpracticalexercisesinviewofadmittancetotakepartin
therelatedtest,subjecttotheExamBoardsauthoritytograntexemptionfromthat
obligation,whetherornotenforcingalternativedemands;
(j)
durationof(partial)tests;
(k)
ifanyandwhichaidsmaybeusedduring(partial)tests;
(l)
theprocedureforregistrationfor(partial)tests;
(m) thenumberandorderoftestsaswellasthemomentsatwhichtheycanbetaken.
Someprogrammesoffereachstudentthepossibilitytotakepartinspecialisationmodules
freelytobechosenaspartoftheexaminationregulationsofaprogrammewitha
maximumstudyloadof60creditsforBachelorprogrammesandwithamaximumstudy
loadof10creditsforMasterprogrammes.
Thechoiceofspecialisationistobementionedonthediploma(degreecertificate)and
requiresstudentstocontinuetheirchosenspecialisationintheWorkExperienceModule
andtheGraduationDissertationModulesfortheBachelorprogrammesandtheFinal
ProjectforMasterstudents.

Section8.04

Section8.05

Facilitiesfortakingtestsandexaminations
Atleasttwiceayear,candidatesareofferedthepossibilitytotake(partial)examinations.
TheInstitutecansetfurtherregulationsregardingthesigningupforparticipationin(partial)
examinations.TheInstitutemakessurethatthesekindsofrulesareknownintime.
Onceintheacademicyearcandidatesareofferedthepossibilitytoretakeexaminations:
(a) Block4retakeexaminationswillrepeattheexaminationsofthefullmodule
examinationsofBlocks7,1&2;
(b) Block8retakeexaminationswillrepeattheexaminationsofthefullmodule
examinationsofBlocks3,5&6.

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Section8.06

Section8.07
Section8.08

Section8.09

Section8.10

Section8.11
Section8.12

Article9.
Section9.01
Section9.02

Article10.
Section10.01
Section10.02

Section10.03

Section10.04

Article11.
Section11.01

Ifacandidatetakesatestmorethanonce,theresultofthelatesttestisinforce,unlessa
previousresultshouldbehigher.Permodule,themaximumretakesallowedis4.Inspecial
casestheExamBoardmaydecideotherwise.
Theperiodofvalidityofasuccessfullyconcludedpartialtestisfouryears,exceptforthe
ExamBoardorexaminersauthoritytoreducethisperiodofvalidity.
Possessionofacertificateorotherproofofpassingofthepreliminaryexamination(ifany
exists)oftheprogrammeisdemandedinordertoregisterforcoursesandfortaking(partial)
testsofthesecondphase(EducationandExaminationGuides).
TheExamBoardmaygrantadmittance,onrequestoftheregisteredstudenttotakeoneor
more(partial)testsofthefinalexamination,evenbeforehehassuccessfullyconcludedthe
preliminaryexaminationoftheprogramme.TheExamBoardlaysdowninwritingtowhich
(partial)teststhecandidatehasbeenadmitted.
Thestudent,exemptedfromcompletionofexaminationsthatformpartofthepreliminary
periodunderarticle7.31aofTheAct,isgivenentrancetooneormorecomponentsofthe
finalexaminations.
Retake(partial)examinationswillbelimitedtoamaximumof4modulesinaretakeblock,
ifthestudentwasabsentinanyoftheregularblockexaminations.
Ifastudentmissesanexaminationwithoutanyvalidreason,his/herregistrationforthe
followingretakeexaminationswillbelimitedtoamaximumof3modules.
Oraltests
Therewillbenomorethantwostudentsparticipateatanoraltest,unlesstheExamBoard
hasruledotherwise.
Oraltestsarepublic,unlesstheExamBoardortheexaminerconcernedhasruled
otherwiseinaspecificcase,orifthecandidateisopposedtoit.
Determiningandpublishingoftestresults
Theexaminerdeterminestheresultofa(partial)oraltestonthedayofthatexamination
andissuesthecandidatewithawrittendeclarationtothateffect.
Theexaminerdeterminestheresultofawritten(partial)testwithinmaximalten(counts
forwrittenexaminations)ortwentyworkingdays(countsforessays,reportsandproject
work)afterthedayitwastakenandsuppliestheadministrationofTheInstitutewitha
signeddeclarationinviewofhandingoutthewrittendeclarationontheresulttothe
candidate.Awrittenstatementregardingtheresultsofthe(partial)testisgivenouttothe
candidatewithin30daysafterthedayitwastaken.
Withreferencetoteststobetakenotherthanorallyorwritten,theExamBoard
determinesinadvanceinwhatwayandwithinwhichperiodoftimethecandidatewill
receiveawrittenconfirmationabouttheresult.
Onawrittenstatementabouttheresultofa(partial)test,thestudentsattentionisalso
drawntotherightofperusal,mentionedinArticle19oftheseRegulations,aswellastothe
possibilityofappealwithTheBoardofAppealforExams.
Assessmentandannouncementexaminationresult;passing/notpassing;passingwith
distinction
TheExamBoarddeterminesinameeting,inagivenperiod,whichcandidateshave
successfullypassedexaminationsandtheExamBoardaffirmsthestudentscredits.

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Section11.02

Section11.03

Section11.04

Section11.05
Section11.06

Section11.07

Anexaminationhasbeensuccessfullyconcludedwhenthecandidatehasmetthe
demandsmentionedinSection11.03forBachelorprogrammestudentsandinSection
11.04forMasterprogrammestudents.
Acandidatehaspassedthepreliminaryexamination,ifany(Year1ModulesofPhase1)
whenthetestsofalleducationalunitsweretakensuccessfully,andallmoduleshavebeen
passed.Astudentisrequiredtopassallmoduleswithafinalmarkof6.0.However,1
modulemaybeleftatafinalmarkof5.5,inorderforall60creditsforYear1modulestobe
awarded.
ABachelorcandidatehaspassedthefinalexamination(Graduation)whenhehasmetthe
followingdemands:
(a) foralltestsoftheeducationalunitsofthePhase1Modulesatleast6asafinalmark,
exceptfor1moduleforwhicha5.5asafinalmarkmaybeobtained,oranindication
ofpass;
(b) foralltestsoftheeducationalunitsofthePhase2Modulesatleast6asafinalmark,
exceptfor1moduleforwhicha5.5asafinalmarkmaybeobtained,oranindication
ofpass;
(c) (Ifapplicable)thetestofthemodulepracticalperiod'maybecompletedwiththe
indicationofpass;
(d) foralltestsofthePhase3Modulesatleast6asafinalmark,exceptfor1modulefor
whicha5.5asafinalmarkmaybeobtained,oranindicationofpass;
(e) under(a),(b)and(d),marksof5.5andupwardswillberoundeduptoafinalmarkof6.
Amarkof5.1andhighercan,inexceptionalcasesberoundeduptoafinalmarkof5.5.
Thefinalmarkofatestcanberoundedup.
AMastercandidatehaspassedthefinalexamination(Graduation)whenhehasmetthe
followingdemands:
(a) foralltestsoftheeducationalunitsofYear1Modulesatleast6asafinalmark,except
for1moduleforwhicha5.5asafinalmarkmaybeobtained,oranindicationofpass;
(b) foralltestsoftheeducationalunitsofYear2Modules(FinalProject)atleast6asa
finalmark;
(c) under(a),marksof5.5andupwardswillberoundeduptoafinalmarkof6.Amarkof
5.1andhighercan,inexceptionalcasesberoundeduptoafinalmarkof5.5.Thefinal
markofatestcanberoundedup.
Thecandidatewillbeinformedoftheresultwithin5workingdaysafterthemeeting
mentionedunderSection11.01oftheseRegulations.
Atestimonywillbegivenouttocandidateswhopassedthepreliminaryorfinal
examination,ifany,asmentionedinarticle7.11paragraph1ofTheAct.Thenameofthe
programmeismentionedonthetestimony,andthepartstheexaminationconsistedof,
andwhenappropriate,whichqualificationisconnectedwithit,observingarticle7.6first
paragraph,ofTheAct.
OnthelistofmarksbelongingtotheGraduationYear/FinalYear:
(a) "withhonours"iswritten,whenthecandidatehas:
(i) fortheeducationalunitsofeachyear(withexemptionoftheeducationalunit
GraduationAssignmentModuleforBachelorstudentsandfortheFinalProject
forMasterstudents)atleastanaverageof8.0andhigher;
(ii) fortheaverageoftheGraduationAssignmentforBachelorstudentsandforthe
FinalProjectforMasterstudentsatleast8.0asafinalmark.
(b) "withdistinction"iswritten,whenthecandidatehas:
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(i)

Section11.08

Article12.
Section12.01

Section12.02
Section12.03
Section12.04
Section12.05

Article13.
Section13.01

Section13.02
Section13.03

Article14.

fortheeducationalunitsofeachyear(withexemptionoftheeducationalunit
GraduationAssignmentModuleforBachelorstudentsandtheFinalProjectfor
Masterstudents)anaveragelowerthan8.0andhigherthan7.0;
(ii) fortheaverageoftheGraduationAssignmentforBachelorstudentsandforthe
FinalProjectforMasterstudentsatleast7.0asafinalmark.
(c) "withcredit"iswritten,whenthecandidatehas:
(i) fortheeducationalunitsofeachyear(withexemptionoftheeducationalunit
GraduationAssignmentModuleforBachelorstudentsandtheFinalProjectfor
Masterstudents)anaveragelowerthan7.0andhigherthan6.0;
(ii) fortheaverageoftheGraduationAssignmentforBachelorstudentsandforthe
FinalProjectforMasterstudentsatleast6.0asafinalmark.
(d) "withpass"iswritten,whenthecandidatehas:
(i) fortheeducationalunitsofeachyear(withexemptionoftheeducationalunit
GraduationAssignmentModuleforBachelorstudentsandtheFinalProjectfor
Masterstudents)anaveragelowerthan6.0andhigherthan5.5;
(ii) fortheaverageoftheGraduationAssignmentforBachelorstudentsatleast5.5
asafinalmarkandfortheFinalProjectforMasterstudentsatleast6.0asafinal
mark.
Thestudentwhohaspassedoneormoretestsandtowhomnocertificatecanbehanded
out,willreceiveastatementonhis/herrequest,tobeissuedbytheExamBoard,inwhich
atanyratethetestsarementionedthathehasconcludedsuccessfully.
Studyprogressandstudysupervision
TheBoardarrangesforsuchregistrationofstudyresults,thatallcandidateswillreceiveat
leastoncepertermasurveyoftheirpersonalresults,relatedtotheeducationand
examinationprogrammeofTheInstitute.
TheBoardarrangesforstudysupervisionforcandidatesregisteredwiththeprogramme.
Studentsareissuedwithawrittenadviceattheendofeachacademicyear,togetherwitha
Transcriptofcredits.
Thenumberofcreditsrequiredforprogressionfromonestudyphase/yeartoanotherare
describedintheEducationandExaminationGuides.
Ifforthecandidatearejectionisincorporatedintheadvice,thestudenthastherightof
appealwiththeBoardofAppealforGraduationandExaminations(SeeEducationand
ExaminationGuides).

CompositionoftheExamBoard;beginningandendingofmembership
TheBoardappointstheChairpersonandthemembersoftheExamBoard.This
appointmentcomprisesoneacademicyear.Memberscanbeappointedagain.The
ChairpersonmayholdanindependentpositioninrelationtoTheInstitute.TheChairperson
laysdowninwritingwhichmembersoftheExamBoardwillactasdeputyChairperson,
SecretaryanddeputySecretary.TheExamBoardreportstoTheBoard.
MembersoftheExamBoardareemployeeschargedwitheducationintheprogrammeand
atleastonememberisindependentfromTheInstitute.
MembershipoftheExamBoardendswhentheemployeeconcernedisnolongeratthe
Institute.

TasksoftheExamBoard
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Section14.01
Section14.02
Section14.03
Section14.04

Section14.05

Section14.06
Section14.07

Article15.
Section15.01

Section15.02

Section15.03

Section15.04

Section15.05

Article16.
Section16.01

Section16.02

TheExamBoardisinchargeofarranging(partial)testsandexaminationsandspecifying
results.
TheExamBoardtakescareoftheorganisationof(partial)testsandexaminationsandof
goodproceduresduring(partial)testsandexaminations.
Thedatesandtimesfortaking(partial)testsaresetontimebyoronbehalfoftheExam
Board.
TheExamBoardruleswithin10workingdayswhetheraprogrammeofeducationalunits
(modules),composedbyanindividualstudenthimselfwillbeapprovedof.Sucharequest
shallbesubmittedinwrittenform,notmorethanonemonthafterenrolmentina
particularacademicyearandshouldberelatedtotheeducationalunitstobestudiedin
thatyear.TheExamBoardwilladheretothenationalattainmenttargetsmentionedin
Article4oftheseRegulationsinformingthedecision.
TheExamBoardappointsexaminerswhoareinchargeoftaking(partial)tests.Onlystaff
membersinchargeofeducationintheeducationalunitconcernedcanbeappointed
examiner,aswellasexpertsoutsideTheInstitute.TheexaminersgivetheExamBoardthe
informationtheyaskfor.
TheExamBoardcangiveguidelinesanddirectivestotheexaminersconcerningthe
judgementofthecandidaterelatedtodeterminingtheresultofthetest.
TheChairpersonoftheExamBoardsendsregularreports,withaminimumoffourtimes
peracademicyear,ontheworkingsoftheExamBoardtoTheBoard.

Irregularities
IncaseoffraudoranyotherirregularitybyacandidatetheChairpersonoftheExamBoard
canrule,thatduringaperiodofoneyearatmost,thiscandidateisdeniedtherighttotake
oneormorespecific(partial)testorexaminationsatTheInstitute.
Ifcaseoffraudoranyotherirregularityshouldbediscoverednotuntilafterthe
examination,theExamBoardcandenythecandidatethecertificateormayrulethatthe
candidateconcernedcanonlyreceivethediplomaaftertakinganewtestinthe
educationalunits,tobeindicatedbytheExamBoardandinamannertobeindicatedby
theExamBoard.
BeforedecidinginaccordancewithSection15.01orSection15.02oftheseRegulations
respectively,theChairpersonoftheExamBoardortheExamBoardwillhearthecandidate.
TheChairpersoninformsthecandidatestraightawayofthedecision,ifpossiblepersonally
andinanycaseinwriting.
WhentheChairpersonoftheExamBoardortheExamBoardtakesadecisionasmentioned
inSection15.01orSection15.02oftheseRegulationsrespectively,theChairpersonofthe
ExamBoardsendsacopyofthisdecisiontoTheBoard.
AtthediscretionoftheExamBoard,apolicyofleniencycanbeintroducedunderparticular
circumstances.

Appeal
Onthebasisofapossiblyincorrectdecisionrelatedtoenablingthestudenttotakean
examination,atestorapartialtest,relatedrespectivelytoajudgementortreatmentwhile
takinganexaminationorapartialexamination,acandidatecanappealtotheBoardof
AppealforGraduationandExaminationsofTheInstitute.
Also,whenacandidateisincontestwithadecisionwithregardtoevaluationorwithregard
todealingsofsupervisorsduringexaminations,thatcandidatecanappealtotheabove
mentionedboard.SeetheComplaintsProcedureintheEducationandExaminationGuides.
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Article17.
Provisionsforphysicallyhandicappedcandidates
TheChairpersonoftheExamBoardmayallowaphysicallyhandicappedcandidatetotakea(partial)test
fullyorpartiallyinamanneradaptedtothepossibilitiesthatthephysicalconditionofthecandidateoffers.
InsuchcasetheExamBoarddecidesonthewayinwhichthe(partial)testwillbetaken.

Article18.
Exemptions
Section18.01 TheExamBoard,atthewrittenrequestofacandidateandatthesuggestionofthe
examinerconcerned,maygrantexemptionfroma(partial)test,mentionedinArticle8of
theseRegulations,ifoneoftheconditionsoccurs(tobementionedbelow),relatedtothe
educationalunit(module)concerned:
(a) the(partial)testincontentsandstudyloadequalsthe(partial)testtakeninan
educationalunitofanotherinstitutionofhighereducationintheNetherlands;
(b) the(partial)testincontentsandstudyloadequalsthe(partial)testtakeninan
educationalunitotherthanhighereducation.
Section18.02 IfaccordingtoSection18.01(a)oftheseRegulations;a(partial)testforwhichexemptionis
granted,shouldbevaluedbyamark,thesamemarkappliesasrealizedpreviously.Ifthere
isnopreviousmark,themarkisfixedat6.0.
Section18.03 IfaccordingtoSection18.01(b)oftheseRegulations;a(partial)testforwhichexemptionis
granted,shouldbevaluedbyamark,themarkisfixedat6.0.
Section18.04 Incaseswhereexemptionfora(partial)examinationisgiven,asimpliedinSection18.01of
theseRegulations,underwhichthecourseadministratorsarenotrequiredtoattributea
mark,accordingtotheEducationandExaminationGuideandModuleGuides,theterm
'Pass'or'Fail'willbeused.
(a) Theperiodofvalidityofanexemptionfora(partial)testissetbytheExamBoard,and
canbeprolongedbytheExamBoard.
(b) IftheExamBoardgrantsexemptionasrequestedfora(partial)test,aProofof
Exemption(Partial)Testissenttotherequestor.Thisproofmentionsthedateon
whichtheexemptionwasgranted,thenameofthe(partial)test,thevalidityand,ifit
concernsatestforwhichamarkhastobegiven,themarkgivenorthefixedmark.
Section18.05 TheProofofExemptionissignedbytheChairpersonoftheExamBoard.
Atthewrittenrequestofanownerofadiploma,whetherornotreceivedinthe
Netherlands,thatinTheBoardsopinionandafterhavingheardtheadviceoftheExam
Board(preliminaryphase,ifany)thisdiplomaisatleastequaltothecertificateofthe
preliminaryexaminationoftheprogramme,TheBoardasadifferencefromtheruleof
Section8.08,maygrantexemptionfromthedemandofpossessionofapreliminary
certificatebeforestudentscanregisterintheprincipalperiod.IfTheBoardgrantsthe
exemptionrequested,TheBoardsendsaProofofExemptionPreliminaryCertificateto
therequestor.
Section18.06 Decisionsasdescribedinthisarticle,aresubjecttoArticle16oftheseRegulations.

Article19.
Rightofperusal
Section19.01 Withinamaximumofthirtydaysfromthepublicationoftheresultsofawritten(partial)
test,candidates,ontheirrequest,receivetherighttoinspecttheirassessedpaper.They
arealsogiven,ontheirrequest,acopyofthatpaperatcostprice,whiletheExamBoard
maydecidenottofurnishanycopiesoftestquestionsandassignments.

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Section19.02

Section19.03

Article20.
Section20.01

Section20.02

Article21.
Section21.01
Section21.02

Article22.
Section22.01

Article23.
Section23.01
Section23.02

Section23.03
Section23.04
Section23.05
Section23.06

Section23.07

DuringtheperiodmentionedinSection19.01oftheseRegulationscandidatescaninspect
questionsandassignmentsofthe(partial)testconcernedandlearnaboutthecriteria
whichwerethebasisoftheassessment.
TheExamBoardmayrule,thattheinspectionorstudyingthecriteriawillbedoneina
certainplaceandonatleasttwofixedmoments.Ifbypersonalcircumstances(tobejudged
bytheExamBoard)acandidatehasnothadanopportunitytoperuse,theExamBoardand
thecandidatedetermine,foronemoretime,anewmomentandplaceforperusal.

Archives
TheChairpersonoftheExamBoardseestoitthatused(partial)testquestionsarekeptfor
atleastoneyear.Thewritten(partial)testworkandthereportsonwrittenandpractical
exerciseswillbekeptforatleastuntiltheendoftheperiodforappealforthat(part)
examination.
TheChairpersonoftheExamBoardseestoitthatofeachcandidatethequalifications
takenattheexaminationandtheresultwillbekeptinTheInstitutesarchivesatalltimes.
Circumstancesunforeseen
IncaseswheretheseRegulationsdonotincludeanyarrangementrelatingthese
circumstancestheExamBoarddecides.
IncaseswheretheseRegulationsdonotincludeanyarrangementrelatingthese
circumstancesandwhichrequireapromptdecision,TheBoarddecides.TheBoard
communicatesthisdecisionassoonaspossibletotheExamBoardandotherparties
involved.

Transitionalprovisions
IncaseswherestudentshaveenteredTheInstitutethroughotherBachelorprogrammes
suchastheBusinessAdministrationprogramme20032006,andcontinuestudyingatThe
InstitutesIBAprogrammefromSeptember2006,theseEducationandExamRegulations
willalsocomeintoforceforaffectedstudentsasofJune1st2006.
Finalclauses
TheseRegulationsareinforceasof1stSeptember2014.
TheseRegulationsaresubjecttoannualrevision,inwhich,forthesakeofcontroland
possibleadjustmentofthestudyload,theamountoftimeresultingfromthisforthe
studentswillbemeasured.IfArticle21oftheseRegulationshasbeenapplied,this
circumstanceshouldalsobemeasured.
TheseRegulationscanexclusivelybealteredafterwrittenpermissionbytheTheBoard,
respectivelyafterdeterminingthealteredintegralregulations.
TheseRegulationsmaybereferredtoasGraduationandExaminationRegulationsofthe
ProgrammesofWITTENBORG.
TheBoardseestotheannouncementoftheseRegulationstothecandidates.
ThisversionoftheGraduationandExaminationRegulationsreplacesallpreviousversions.
Thesepreviousversionshaveallbecomevoid,unlesstheChairpersonoftheExamBoard
hasagreedinwritingtoanyotheragreement.
Examinersshallalwaysholdanacademicqualificationhigherthantheoneofthestudents.

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Wittenborg Student Charter

The Student Charter

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Welcome to the Student Charter of Wittenborg University of


Applied Sciences.
ThisdocumentispartoftheWittenborgStudentAgreement,GeneralTermsandConditionsandAcceptance
procedure.BysigningtheStudentAgreementyouagreetohavereadandunderstoodthementioneddocuments
andfollowtherulesandregulationsaccordingly.
Weaimtoprovideyouwithahighqualityeducationwithinastimulatingacademicenvironment,andour
aspirationsarethatyouwillhaveeveryopportunitytosucceedinyourchosencourseofstudy.
Wittenborgisasmallandcompactorganisationinwhichallstaffcontributestoawideanddiversevarietyof
services.Evensmallorganisationsrequiresolidframeworkstoachieveexcellenceandprovidethekindofservice
tobeproudofandmakestudentsproudoftheirassociationwiththeinstitution.
ThisCharterprovidesaframeworkforyourexpectationsandresponsibilitiesasastudent,summarisingthe
standardsforyourexpectationsofWittenborgandforyourresponsibilitiesasamemberofWittenborgcommunity.
Studentsstudyingonourcoursesarebasednotonlyatthemaincampusesbutalsoininstitutionsorcompaniesin
otherpartsofthecity,countryandtheworld.Formainlypracticalreasonsitisnotpossibletoofferallpartsofour
servicestoallourstudents;iftheyarefulfillingplacementorstudiesinotherplacesthanApeldoorn,however,this
CharteroutlinesthebasisofserviceprovidedatthecampusinApeldoorn.
WelookforwardtoreceivingyourfeedbackonanyaspectoftheCharterand,shouldyouneedanyfurther
informationoradviceinconnectionwiththeprovisionsofthisCharter,pleasecontacttheappropriateperson
listed.

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Introduction
WittenborgUniversityofAppliedSciencesStudentCharteroutlinesexpectationsandresponsibilitiesfor
studentsandstaffandprovidestheframeworkforthelearningexperienceofstudents.
ThisStudentsCharterispartoftheWittenborgUniversitysStudyAgreement;anacceptance
documentissuedtoInternationalStudents,andisprecededbyalearningagreement,togetherwith
theofficialacceptanceletter.Theseshouldbeallissuedtogether.TheStudyagreementandthe
OfficialAcceptanceletterarevalidfromthemomenttheyareofficiallyconfirmedbyWittenborg,
issuedandsentbyofficialposttothestudent.BysigningtheStudentAgreementthestudentagrees
andacceptstheGeneralconditions(ThisStudentCharter)oftheagreementandagreestocomplywith
his/herfinancialobligationstotheuniversity.
LinkedcloselytotheStudentCharteristheComplaintsProcedureforStudents,whichallowsstudentsto
bringmattersofconcernabouttheirlearningexperiencetotheattentionofWittenborg,andenable
investigationofthoseconcernswiththeaimofsatisfactoryresolution.Thecomplaintprocedureis
explainedintheEducationGuidewhichyouwillreceiveatyourcoursestart.Theprocedurecanalsobe
downloadedattheWittenborgwebsite.

Equal Opportunities Policy


Wittenborgrespectsthedignityanddiversityofallourstudentsandstaff,andthereforeweareactively
implementingourequalopportunitiespolicies.Weaimforacommunitythatisfreefromintimidation
anddiscrimination.
Weaimtoofferstudents:
acultureinwhichbehaviourreflectsahighlevelofawarenessofequalopportunitiesissues;
equalityofopportunityregardlessofpersonalcharacteristicsanddifferences;thiscommitment
appliestoallindividualsandallaspectsofWittenborglife;
clearinformationaboutprocessesandprocedures;
theknowledgethatanycomplaintofunfairdiscriminationorharassmentwillbetreated
seriouslyanddealtwithfairlyandefficiently
Weexpectthatstudentswill:
respectandtreatwithdignityallmembersoftheWittenborgcommunity;
complywithWittenborgspoliciesonequalopportunitiesandharassment

Expectations for Behaviour and Conduct


AllmembersofWittenborgareexpectedtobehaveinamannerwhichisrespectfuloftherightsand
viewsofothers.
Weaimtoofferstudents:
clearguidelinesoutliningbehaviouralexpectationtobemadeavailable;
fairandconsistenttreatmentindealingwithbreachesoftheStudentCodeofBehaviour
Weexpectthatstudentswill:
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befamiliarwiththeStudentCodeofBehaviourandabidebyit

Admissions
Weaimtoofferstudents:
informationabouttheircourseorprogrammeofstudy,itsteachingandassessment
arrangements,andresourceswhichtheywillneedtohaveaccessto,ormakeuseof;research
degreestudentscanalsoexpectinformationonsupervisionarrangements;
aninterviewforthecourse,eitherinperson,orbytelephone
entrancetestsifrequired
liaisonwithagentsandhomeschools(ifapplicable)
Weexpectthatstudentswill:
familiarisethemselveswiththecoursedocumentationandrelevantUniversitypolicies,including
theinternetwww.wittenborg.euandintranetwww.wittenborgonline.comsites

Joining the University


Weaimtoofferstudents:
whereappropriate,aninductionandintroductionprogrammewhichintroducesyoutolifein
theNetherlands(forinternationalstudents),inApeldoornandatWittenborg,Itwillinclude
detailsofyourcourse,clarifyWittenborgexpectationsandexplainprocedures;yourinduction
programmewillalsooutlinekeyservicesandfacilities;
aprogrammeofsocialactivitiesandeventsorganisedbyWittenborg;
Weexpectthatstudentswill:
completeenrolmentproceduresandagreetopayfeesandotherchargesasdue;
learnasmuchastheycanaboutthecoursetheyareembarkingonandtheservicesandfacilities
availableintheUniversity;
familiarisethemselveswiththevariouspoliciesandprocedureswhichstudentsofWittenborg
areboundby;
talktotutorsandadministrationofficeifanyproblemsorconcernsariseduringtheseearlydays;
consulttheircourseleaderandconfirminwritingiftheyareintendingtowithdrawfromor
suspendtheirstudies;
keepadministrationofficeinformedofanychangesinaddress,legalstatusorotherdetails

Teaching
Wittenborgiscommittedtoensurehighstandardsinitsteachingandinsupportinglearning.
Weaimtoofferstudents:
alearningandteachingstrategythatiswellplanned,whichusesdifferentmethods,andis
designedtohelpthemthinkandworkforthemselves;
informationaboutthearrangementsandstudyrequirementsforthecourse;
adjustthecoursematerialuptothestandardsandtheexamsrequirements;
regularandconstructivecriticalfeedbackontheirwork
Weexpectthatstudentswill:
prepareforandparticipateinscheduledlearningactivitiesinwayswhichsupporttheteaching
andlearningofothersaswellasthemselves;
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makethemselvesfamiliarwiththecourseinformationprovided;
complywiththeadministrativearrangementsofthecourse;
giveconstructivecriticalfeedbackontheirlearningexperienceinthecourse

Attendance and Participation


Whilelearninghappens'within'eachindividual,themajorityofcoursesincludeactivitiesdesignedto
supportlearningwhichdependonparticipationandcollaboration.Discussions,simulationexercisesand
workshops,forinstance,dependfortheirvalueonparticipants'attendanceandregardforthelearning
ofothersaswellasforthemselves.So,whileeachstudenthasaresponsibilityfororganisingand
managingaspectsoftheirownlearning,enrolmentonacoursealsoentailscommitmenttoparticipation.
Thenatureofparticipation,whetheritisfacetofaceorviatheinternet,anditsscale,willdiffer
betweenmoduleswithcourses,andwithincourses.
Wewishtoemphasisethatstudentsmustplanandmanagetheirstudy,learningandassessment
activities,evenduringthedifficultanddistressingthingswhichhappeninlife.Wittenborgwillassistall
studentsindoingthisthroughourtutoringsystem.
Weaimtoofferstudents:
fullinformationaboutthetimeandlocationofteachingandassessmentarrangements;
informationabouteachdepartment'sspecificcourseattendancerequirements;
informationonhowtoapplyforconsiderationofcircumstanceswhichmayhaveaffectedtheir
performanceinanassessment(mitigatingcircumstances)bytheGraduationandExamination
Board
Weexpectthatstudentswill:
makesuretheyunderstandandcomplywiththeattendancerequirementsfortheirmodules
andcourse;
arriveontimeforclasses;Studentsarrivingmorethan10minuteslateforthestartofalesson
willbebarredfromenteringthelessonandmarkedabsent.Ifstudentsmissmorethan1
lessoninablockof4weeks,theywillbebarredfromtakingtheexamatthefirstoffering,and
willberequiredtowaituntiltheresit.Afterthis,thenextopportunitywillbethefollowing
year
seetherelevantmemberofstaffassoonaspossibleifanyclass,workshop,practicalor
laboratorysessionismissed;
informtheappropriatepersonintheiracademicdepartmentiftheyareabsentforany
significantperiodoftime;
understandthatanysustainedperiodofunexplainedorunauthorisedabsenceorlackof
participationwillbeinvestigatedand,ifappropriate,maybesubjecttodisciplinaryprocedures
andmaybereportedtotheparents,guardians,sponsorsorNetherlandsimmigration
authorities;
familiarisethemselveswiththeillnesscertificationprocedurethroughtheirGP/doctor

Assessment
Assessmenthasamajorinfluenceonlearning.ItisalsothemeansthroughwhichWittenborg
determineswhetheranappropriatestandardhasbeenachievedforprogressionthroughstagestoan
award.
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Weaimtoofferstudents:
clarityinthepurposesandmethodsofassessment;
assessmentstrategieswhichemployarangeoftypesofassessment;
assessmentcriteriawhichareopen,transparentandfreefrombias;
specificfeedbackonassessmentstoaidtheirunderstandingandimprovement;
clearlycommunicatedand,whereverpossible,appropriatelysequencedanddistributed
assessmentdates;
areturnoffeedbackwithinareasonabletimeframe;
theassurancethatknownandsubstantiatedmitigatingcircumstanceswillbetakenintoaccount
indecidingstudentawardsandprogression;
informationconcerningtheretrievaloffailures
Aclearexaminationsandevaluationregulationinwhichallcriteriaarecontainedforeach
moduleandcourse
Weexpectthatstudentswill:
completeallassessmentactivitiesandadheretotheassessmenttimetable;
notifytutorspromptlyiftheyarehavingdifficultieswhichaffecttheirperformance;
providewrittenevidenceiftheysubmitmitigatingcircumstancesaffectingtheirassessments;
complywithnormalacademicconventionsandacknowledgetheworkofotherswhere
appropriate;
neverengageincheating,plagiarismorotherdesignatedacademicirregularities(assetoutin
theacademicirregularitiescodeofpracticeandthecoursehandbook)

Student Feedback about Courses


Wittenborgbelievesinthevalueofstudentfeedbackbecauselearningisapartnershipbetweentutors
andstudents.Itisimportanttostafftoknowhowyouhavefoundthecourse,notsimplyinorderto
improvethingsinthefuture,butinordertohelpestablishandpromotethiswiderideaofthe
educationalpartnership.
Weaimtoofferstudents:
specificopportunitiestoprovidefeedbackduringthecourse,withoutfearorretribution;
theopportunitytoberepresentedontheircoursecommittee;
reportsontheoutcomesofevaluation
Weexpectthatstudentswill:
provideWittenborgwithfeedbackasrequested;
electastudentrepresentativeperclasstoappropriatecommitteesandothergroupsworking
forthemanagementandqualityoftheircourse

Placements
TheBachelordegreeprogrammesofstudycontainsubstantialworkexperienceintheformof
placements.Whileeveryeffortismadetosecuresuitableplacements,Wittenborgcannotofferan
absoluteguaranteeofaparticularlywishedfororchosenplacementforallstudentswhoareenrolledon
suchcourses.HoweverWittenborgwillplaceallstudentswhoarerequiredtofulfilaplacement
componentinwhatisdeemedasuitableplacementvenue.
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Weaimtoofferstudents:
informationaboutthelevelofsupportavailableintheprocessofsecuringplacements;
aclearstatementoftheintendedoutcomesandappropriateassessmentoftheplacement;
contactwithadepartmentaltutorduringtheplacement;
accesstoappropriateWittenborgfacilitiesandserviceswhilstonplacementwherepossible
Weexpectthatstudentswill:
playtheirpartinsecuringasuitableplacement;
maintaincontactwithtutorswhilstonplacement;
conductthemselvesinaresponsibleandprofessionalmanner;
complywithappropriateemployerregulations;
undertaketheassessmentactivitiesassociatedwiththeplacementperiod

Resources
Wittenborgbelievesthat,asastudentofWittenborg,youshouldbepartofalearningenvironment
whereopen,sharedaccessisprovidedtoawiderangeoflearningresources.Theregulationsapplicable
totheuseoflearningresourcesaredesignedtohelpyoumakethemostoftheresourcesavailable.

Library Facilities
IfyouneedadditionalliteratureforreferenceWittenborghasavarietyofbooksundervariousbusiness
topicsandsubjectsintheirlibrary.Variousbookswithrelationtoallbusinessmodulestaughtat
Wittenborgareavailableforreference.Additionally,ifyouareinterestedinreadingnovelsandbookson
variousothertopics,comevisitourcollection.
LibraryinApeldoornisknownasBibliotheekApeldoornCODAwhichislocatedatVosselmanstraat299,
7311CLApeldoornoryoucancontactthemviaTel:0555268400.

Weaimtoofferstudents:
publishedinformationonaccessandopeningtimesoflibrariestobeeasilyavailable;
helpandadvicewithmakingbestuseoftheresourcesavailable;
accesstoindividualandgroupspaceconsistentwiththeirprogrammerequirements
Weexpectthatstudentswill:
complywiththepublishedregulationsandcodeofconductforstudentusersoflearning
resourcesandfacilities

Central Computing Facilities


Weaimtoofferstudents:
acomputerusernamethatallowsreasonableaccesstoITresourcesaccordingtothepublished
timetable
aWittenborgemailaddress;Student_no@wittenborgonline.com
publishedinformationonopeningtimesofcomputerroomsandhelpservicestobeeasily
available;
specificlanguagelearningandlanguageusesoftware
accesstomodernlicensedofficepackagesoftwareandinternetsoftware
Weexpectthatstudentswill:
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ComplywiththeWittenborgCodeofBehaviour,ascanbefoundintheStudentInformation
Guide

Student Support
Wittenborgiscommittedtoensuringthatacomprehensivesupportsystemisavailableforall
internationalstudents.Thissystemaimstoprovideeffectivesupportandguidancearrangementswithin
Wittenborg,complementedbyacomprehensivenetworkofspecialistsupportservices,providedbythe
InternationalOffice.Studentsupportfacilitiesandservicesarereviewedonaregularbasisandare
developedinresponsetofeedbackfromstudents.Somespecialistservicesareonlyavailabletostudents
intheirfirstyearatWittenborgunderthetermsandconditionsoftheirpackagefeepayment.

Oncourse Support and Guidance


Wittenborgprovidesgeneraloncoursestudentsupportandguidanceoutlinedincoursehandbooks,
intranetrecoursesandtheEducationGuide.
Weaimtoofferstudents:
explanationofthesupportandguidanceoperatingwithintheircourseduringinductionandat
otherkeypointsduringthecourse;
widelyavailableinformationaboutspecialistsupportservices;
theopportunitytodiscussanyemergingacademicorpersonaldifficultieswithanappropriate
memberofstaffwithinWittenborgortheircourse;
sensitivereferraltoappropriatespecialistservices
Weexpectthatstudentswill:
familiarisethemselveswithanyrelevantinformationliterature;
takeresponsibilityforconsultingappropriatestaffaboutanydifficultiesaffectingtheirstudiesat
theearliestopportunity;
makeappropriateuseofanyspecialistsupportavailable

Financial Advice and Information


Weaimtoprovideuptodateandaccurateadviceandinformationonrelevantaspectsofstudent
finance.AlthoughstudentfundingpolicyisbeyondthecontroloftheUniversity,andgenerallyonly
appliestostudentsfromwithintheEU,wewilltrytoensurethatnostudentisdisadvantagedbylackof
informationandsupportinmattersconcerningstudentfundingandfinancialsupport.
Weaimtoofferstudents:
clearandaccurateinformationabouttuitionfee,packagefeeforfirstyearstudents,andother
Universitycharges,togetherwithdetailsofanypaymentarrangementsthatmaybeoffered;
assistanceindealingwithEducationAuthorities,Scholarshipprovidersandotherfunding
providers;
informationandadviceonsourcesoffinancialsupport;
informationandadviceonbudgeting,incomemaximisationanddebtcontrol
Weexpectthatstudentswill:
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payUniversityfeesandchargesinaccordancewithdefinedtimescales;
paythepackagefeesandinstalmentfeesasagreedintheWittenborgStudentAgreement;
notifyWittenborgofanychangeindetailsinconnectionwiththepaymentoffeesandcharges;
makeappropriateuseofavailableservicesiftheyareexperiencingfinancialdifficulties

Student Financial Support


Wearecommittedtoprovidingappropriatelytargetedfinancialsupportwithintheframeworkof
scholarshipfundingavailable.Whereweareresponsibleforadministeringfinancialsupport
arrangementsunderScholarshipagreements(egStudentLoans,BusinessScholarships,national
Scholarships,EUScholarships).
Weaimtoofferstudents:
clearguidelinesoutliningeligibilityandapplicationprocedures;
theassurancethatapplicationswillbedealtwithpromptlyandsensitively;
theopportunitytodiscusstheirapplicationwithappropriatestaff
Weexpectthatstudentswill:
keepanyappointmentsarrangedinconnectionwithenquiriesaboutfinancialsupport;
readtheguidelines/informationprovidedandrespondwithinspecifieddeadlines;
provideaccurateandcompleteinformationasrequested;
recognisethatWittenborgisrequiredtoadvisefinancialassistanceproviderstowardsthosein
greatestneed

Disability Support
Wittenborgiscommittedtoimprovingprovisionforstudentswithdisabilities.
Weaimtoofferstudents:
clearandaccessibleinformationonrequestregardingtheUniversity'spolicyandservice
provisionforstudentswithdisabilities,includingchargesapplicableforspecialistservicesand
facilities;
theopportunitytodiscussspecificrequirementsincludingappropriatepresentationofcourse
material,modesofexaminationandcourseassessment,priortoadmissionandthroughoutthe
course;
adviceaboutadditionalfundingandassistance
Weexpectthatstudentswill:
informWittenborgofanyspecificsupportrequirementsarisingfromadisabilitypriorto
admissionsothatproperconsiderationmaybegiven;
informWittenborgofanyemergingrequirementsrelatedtoadisability;
informtheircourseleaderwithinthefirstsixweeksfollowingenrolmentofanyspecial
requirementsforassessmentsandexaminations;
paychargesforanyspecialisthumansupportarranged

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Careers Guidance
WorkplacementispartoftheresearchandthegraduationassignmentfortheFinalandMBAyear
students.FormoreinformationpleaserefertotheWittenborgMBAGuideintheEducationGuide.The
CareersAdviceandEmploymentServiceisdesignedtohelpstudentsdeviseandimplementshortand
longtermcareerplans,offercareerseducationprogrammesappropriatetotheneedsofawiderangeof
studentsandinformstaffandstudentsofdevelopmentsandtrendswithingraduateemploymentand
study.

Weaimtoofferstudents:
accesstocareerseducationandguidance,byonetooneinterviews,groupworkshopsor'drop
in'dutyadvisersessions;focusedonbothastudent'shomeandworldwideprospects
comprehensiveinformationonoccupationalareas,employers,employmentopportunities,
employmenttrends,furtherstudyandthechangingnatureofwork;inrelationtoastudents
legalrighttoworkintheNetherlands(forinternationalstudents)
Weexpectthatstudentswill:
makethemselvesawareoftheservicesandfacilitiesavailableasearlyaspossibleandusethem
fully;
provideasmuchnoticeaspossibleiftheyhavetocancelanappointment;
takeresponsibilityforresearchingcareeropportunitiesandplanningtheircareer;
advisetheCareersServiceoftheiremploymentorfurtherstudyaftercompletionofthecourse

Counselling Support
Weprovideaconfidentialcounsellingservicestaffedbyprofessionallytrainedcounsellors.
Weaimtoofferstudents:
aninitialappointmentforindividualorgroupcounsellingnormallywithintwoweeksofenquiry;
iftheyareincrisis,anappointmentwithacounsellororastudentsupportadviser,normallyon
thesameday;
areferraltoanotherappropriateprofessionalserviceoragencyifitisanemergencysituation
andnocounsellorisavailable
Weexpectthatstudentswill:
keepanyappointmentsofferedbytheserviceandprovideasmuchnoticeaspossibleifthey
havetocancelanappointment;
acceptresponsibilityfortheirpartinthecounsellingprocess;
respecttheconfidentialityofthecounsellingarrangementsforotherstudents

Religious and Cultural Advice


Wittenborgendeavourstorespectandsupportthepastoralandreligiousneedsofstudents.
Weaimtoofferstudents:
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opportunitiestotalkfreelyandconfidentiallyaboutfaithandrelatedissueswithmembersof
thechaplaincyteam;
bringstudentsintocontactwithreligiousandculturaladvisersifrequired
spaceavailableforspecifictimesofprayer

Weexpectthatstudentswill:
respectthereligiousandspiritualbeliefsofothermembersoftheUniversity

Health Care Services


Independentpracticesprovidehealthanddentalcare,offeringarangeofmedicalservicestostudents
whoregisterwiththePractice.TheCentresareopenfromMondaytoFridayfortreatmentand
consultation.Intheweekendsstudentsareabletophoneaspecialnumber.
Weaimtoofferstudents:
Adequateinsurancecoverunderthetermsofpackagefeefor1styearstudents,oradviceon
insuranceforthosearrangingthemselves,eitherprivatelyorthroughWittenborg
AninhouseMedicalAdvisorwithpracticetime(2hoursperweek)whowillcoordinatewiththe
Wittenborgdoctor/medicalpracticeanddentistifrequired
Coordinationbetweendoctor,dentistandstudents(makingappointments,etc)
A24hourhotlineforemergencies
StudentsregisteredwiththeMedicalAdvisorcanexpect:
asensitiveservicewhichrespectsprivacyandpersonalneeds;
nursingstafftobeavailableduringthedayfordressings,adviceandtreatment;
familyplanning,vaccinationsfortravel(notcoveredbyinsurance)andmostminorprocedures
tobecarriedoutonthepremises

Communication
WittenborghasdevelopedanexcellentcommunicationsystemthroughitsIntranet.Allcurrentstudents
ofWittenborgreceivealoginnameandpasswordandtherighttologinanytimeandplace.tocheck
theiremail,courseprogrammedetails,tomaketheirexamsortochatwithanotherWittenborg
student,teacherorstaffmember.Allthestudentsarekeptinformedaboutthecurrentupdatesat
Wittenborgandcanplace/posttheirquestionsonline.
Weaimtoofferstudents:
astudentwebsiteforexchangingviewsandnews
involvementinarangeofcommunityandvoluntaryprojectsinApeldoornandsurroundingarea
astudentunionthatorganizessocialandsportsevents
Weexpectthatstudentswill:
takefulladvantageoftheopportunitiesoffered;
representtheirfellowstudentspositivelyatalltimes;
helptoenhancetheprofileofinternationalstudentswithinthewidercommunity

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Student Involvement:
TheStudentUnionboardwillbeelectedeverytermandcomprisesofelectedWittenborgstudents.

WittenborgaimstoinstigateandsupporttheStudentUnion,andWittenborgstudentUnion
boardwillrepresentstudentsatmeetingswithWittenborgboardofdirectorsregardinggeneral
Wittenborgpolicyandproblemdiscussion(seebelow)

Wittenborg premises and affiliated centres


Wittenborgregardsthequalityofitsbuildingstobeacentralfeatureofthestudentexperience.
Weaimtoofferstudents:
apleasingandsafeenvironmentwhichmeetswiththeneedsofallWittenborgstudents;
enhancedlearningandteachingfacilities;
appropriatesportsandrecreationalpossibilitiesprovidedinpartnershipwithlocalsports
organisations
Weexpectthatstudentswill:
adheretothepublishedguidelinesandregulationsforuseofallspecificfacilities,whether
ownedbyWittenborgormadeuseofbyWittenborg,andtousetheminaresponsiblemanner

Security
Wittenborgendeavourstoprovideasafeandsecureenvironmentforstudents,staff,visitorsand
property.
Weaimtoofferstudents:
guidancetoallstudentsinmattersofpersonalsecurity;
asecurepremisesandbuildinginwhichtostudy;
appropriatesecurityinWittenborghousingaccommodation
accesstoasecuresafeforpersonalvaluablesandmoney,onashorttermbasis;
securestorageareasinhousingaccommodation;
Weexpectthatstudentswill:
carrytheirUniversityStudentCard,asidentificationwhenonWittenborgpremises;
shareresponsibilityformakingWittenborgasafeplace;
reportanythingsuspiciousorpotentialdangerstotheCentralOffice

Health and Safety


Wittenborgisworkingtocreateandmaintainasafeenvironment.
Weaimtoofferstudents:
asafeenvironmentforstudy
safetyinstructionsincaseofemergency
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Weexpectthatstudentswill:
eat,drinkandsmokeonlyinthespecifiedareas;helpmaintainstandardsofhealthandsafetyin
theinterestsofallstudents,staffandvisitorstotheUniversity

NoSmoking Policy
IntheNetherlandsaNoSmokingpolicyisapplicable.Itisnotallowedtosmokeinpublicbuildingssuch
asschools,offices,bars,restaurantsetc.ThispolicyalsocoversallWittenborgpremises.
Weaimtoofferstudents:
informationrelatingtotheUniversity'sNoSmokingPolicy;
helpandguidanceongivingupsmokingtobeofferedbythestudenthealthservice,iftheyare
registered
Youareexpectedto:
abidebytheUniversity'sNoSmokingPolicy

Environmental Policy
Wittenborgiscommittedtopreservingandimprovingtheenvironmentandacceptourresponsibilityto
pursuepracticesandoperateinsuchawayastoenhancethequalityofthelocal,nationalandglobal
environment,throughrecyclingschemesandlinkswithenvironmentalagencies.
Weaimtoofferstudents:
positiveandresponsibleattitudestotheenvironmentthroughthecurriculumandwithinthe
estatestrategy;
greaterawarenessandunderstandingofenvironmentalissuesandextensionofavailable
knowledgethroughresearchandconsultancy
Weexpectthatstudentswill:
reducetheamountofresourcesused,particularlyenergyandpaper;
separatetheirwasteforrecyclingandputthevariousitemsintheappropriaterecycling
containers

Teaching Accommodation and Facilities


Wittenborgiscommittedtotheprovisionofteachingandlearningaccommodationthatprovidesasafe,
supportiveenvironmentthatisappropriateforitspurpose.
Weaimtoofferstudents:
appropriatefacilitiesandequipment,includingaudiovisualfacilitieswhererelevant
internetandemailfacilitieswithoutextracharge
accommodationthatisnotmorethan1/2hourtraveldistancefromresidence

Weexpectthatstudentswill:
complywithWittenborgregulationsandactinaresponsiblemanner
respectWittenborgpropertyandtherightsofothers
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helptokeeptheWittenborgaccommodationtidyatalltimes

Residential Accommodation
Wittenborgiscommittedtointroducinginnovativeschemestohelpnewstudentsfindthebestpossible
accommodationavailableandtoprovideaflexibleapproachresponsivetospecificneeds.
Aspartofthepackagefeeandourcommitmenttovisaapplications,weguaranteetooffer"1styearin
Holland"students:

appropriatefurnishedhousing,witheitherownorsharedroom,including
o bed
o wardrobe
o deskandchairwithreadinglamp
o kitchenprovidedwithwashingmachine,
o refrigeratorandacooker;
o vacuumcleaner;

Weaimtoofferallotherstudents:
informationontherangeofaccommodationavailableinApeldoorn,includingaccommodation
letbytheUniversity;
afairsystemofallocationofplaces,inorderofthedateoftherequestarrivesatthe
InternationalOffice;I.E."firstcome,firstserved"
Weexpectthatstudentswill:
newStudentsshouldnotifytheAdministrationOfficeatleastfivedaysinadvanceabouttheir
arrivalusingtheformsissuedbyyourcontactperson:
payallfeesandrentsasrequired;
Signtheappropriatehousingcontract,andagreetoitstermsandconditions;
complywithWittenborghousingregulationsanddisciplinaryrules;
actinaresponsiblemanner,beingawareoftheirneighboursandnotbringingWittenborginto
disrepute;
respectWittenborgpropertyandtherightsofothers,ensuringthattheenvironmentissafeand
attractiveforstudents,staffandvisitors
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Student Code of Behaviour

Wittenborg Student Code of


Behaviour

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Introduction
WittenborgStudentCodeofBehaviourpolicyhasbeenwrittentohelpguidethebehaviourofstudents
asmembersoftheUniversitycommunity.Wittenborgstrivestopromoteinternationalexcellence.We
makeeveryefforttoensure:

Theopportunityforstudentstolearnandinquirefreely;
Theprotectionofintellectualfreedomandtherightsofprofessorstoteach;
Theadvancementofknowledgethroughscholarlypursuitsandrelevantdialogue.

TheUniversitycommunityisbynaturepluralisticanddiverse.Thosewhoelecttoparticipateinthe
WittenborgcommunityaccepttheresponsibilityofsharingintheefforttoachievetheUniversity's
missionasaninstitutionofhigherlearning.Eachpersonisexpectedtorespecttheobjectivesofthe
Universityandtheviewsexpressedwithinthecommunity.Insodoing,allmembersoftheUniversity
community,andtheirguests,areexpectedtoconductthemselvesinanappropriateandcivilmannerat
alltimes.Thesebehaviouralexpectationsincludebehaviourbothonandoffcampusasdefinedherein.
AdditionalpoliciesandpracticesorchangesmayevolveandtheStudentCharterandotherpolicymay
beamended,modified,orsuspendedatanytime.Writtennoticeofsuchchangeswillbedistributedas
soonaspossible.Participantsinthissharedenterprisestrivetobegovernedbywhatoughttoberather
thanwhatis.Toaccomplishitsgoals,membersoftheUniversitycommunityaspiretoastandardthatis
higherthanmerecompliancewithformalizedUniversityrequirementsandlocal,state,andEuropean
law.Weendeavourtofulfilthefollowingexpectations:

StatementofEthics
StudentRights
StudentResponsibilities
DisciplinaryProcedures
DisciplinaryActions

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Statement of Ethics
Topreserveacademichonourandintegritybyrepudiatingallformsofacademicandintellectual
dishonesty;
Totreatotherswithrespectanddignity;
Torespecttherightsandpropertyofothers;
Toactwithconcernforthesafetyandwellbeingofallourassociates.
Inquiry,discourse,anddissent,withintheframeworkofanorderlyacademicenvironment,areessential
elementsofauniversitycommunity.MembersoftheWittenborgcommunityrecognizethisandare
consequentlysupportiveofdemocraticandlawfulprocedures,anddedicatedtorationalapproachesto
solvingproblems.Thisassumesopennesstochangeaswellascommitmenttohistoricalvalues.

Student Rights
Wittenborgstudentsareaccordedthefollowingrightstoensurepositiveeducationalresultsforeach
individual:
EducationalEnvironment:Studentshavetherighttoanenvironmentconducivetotheireducational
pursuits.Thisenvironmentshouldbefreefromharassmentanddiscriminationandfreefromanyother
unreasonableinterferencewiththeireducationalexperiences.WittenborgUniversityoffersprotection
fromdiscriminationordisturbancetostudentsintheireducationalprograms,activities,and
employmentonthebasisofrace,sex,sexualorientation,colour,creed,age,ethnicornationalorigin,or
nondisqualifyinghandicap,asrequiredbyDutchlawsandlegislation.
AssemblyandExpression:Studentshavetherighttoassembleandexpressthemselvesfreelyinalawful
andorderlymanner.(ThisrightmaybesubjecttotheRallies,Demonstrations,andPublicAssemblies
policydescribedherein.)
Information:Studentshavetherighttoinformationpertainingtoacademicstanding,course
requirements,andgraduationrequirements.
ParticipationinUniversityGovernance:StudentshavetherighttoparticipateinUniversitygovernance
throughtheStudentUnion/RepresentativesassetforthinUniversitypolicy.
AccesstoDisciplinaryProcedures:Studentshavetherighttoutilizedisciplinaryprocedures,assetforth
inUniversitypolicies.
SearchandSeizure:Studentshavetherighttobesecurefromunreasonablesearchandseizure.
Grievances:Studentshavetherighttomaketheirconcernsorgrievancesknownthroughthe
appropriateadministrativechannelsasprescribedunderthepoliciesoftheUniversity.TheBoardof
DirectorortheAcademicDeanservesinanadvisorycapacityforstudentsseekinginformationabout
processesgoverningallegedviolationsofstudentsrightsbyothersorbytheUniversityitself.
Wittenborgrecognizestherightsofstudentstodirecttheirownbehaviouroffcampus,consistentwith
theirresponsibilitiesasindividuals.ItistheUniversitysaimtoassiststudentsinachievinghealthy
developmentaloutcomes.

Student Responsibilities
WhenenrollingatWittenborg,astudentassumesresponsibilitiestofellowstudents,totheUniversity,
andtohimselforherself.Studentsareresponsibleforconductingthemselvesinalawful,civil,and
responsiblemannerandforobservingallUniversityrules,regulations,andpolicies.Thispolicyis
intendedtoaddressconcernsregardingthebehaviourofstudentswhoaremembersoftheUniversity
community.Theseproceduresarenotintendedtoreplaceciviland/orcriminalprocedures.When
necessary,theUniversitywillworkwithappropriatelawenforcementofficialstoredressaccusationsof
criminalactivity.
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ForthepurposesoftheStudentCodeofBehaviour,astudentisdefinedassomeonewhohasaccepted
anofferofadmissiontotheUniversitywithamonetarydepositandisintheprocessofenrolling(i.e.,
summerregistrationprogram),isenrolled,orwasrecentlyenrolledasafulltime,parttimeorDual
Studystudent.Studentstatusremainsineffectduringanyblockinwhichapersonisorhasbeen
enrolled(regardlessofwhethertheydroppedorwithdrewfromthatblock);duringtheperiodsbetween
blocksofenrolment;andduringtheblock/termimmediatelyprecedingandimmediatelyfollowing
enrolmentuntiladiplomaisconferred,orofficialderegistrationprocedureiscompleted.
IftheUniversitybecomesawarethatastudentorapplicantisaconvictedfelon,orisrequiredtoregister
asasexoffender,theUniversityreservestherighttoimmediatelydismissthatstudentand/orprohibit
thatapplicantfromenrollinginfutureclasses,orlimittheaccessofthatstudenttospecificcampus
facilities,baseduponareviewofthecrimecommittedbythestudent/applicant.
ThefollowingactionsaredefinedbytheUniversityasunacceptableformsofbehaviourandaresubject
todisciplinaryresponse:

1. Dishonesty
Actsofdishonesty,includingbutnotlimitedtothefollowing:
Cheating,plagiarism,orotherformsofacademicdishonesty
FurnishingfalseinformationtoanyUniversityofficial,facultymember,oroffice
Forgery,alteration,ormisuseofanyUniversitydocument,record,orinstrumentofidentification
TamperingwiththeelectionofanyrecognizedUniversitystudentorganization
Misappropriationofstudentactivityand/orUniversityfunds
Falsificationofworkhoursonapayrolltimesheet
Providingfalseinformationontheadmissionsapplicationand/orhousingapplication.

2. Academic dishonesty includes the following and any other forms of


academic dishonesty:
CheatingUsingorattemptingtousecribsheets,electronicsources,stolenexams,unauthorizedstudy
aidsinanacademicassignment,orcopyingorcolludingwithafellowstudentinanefforttoimprove
onesgrade.
FabricationFalsifying,inventing,ormisstatinganydata,information,orcitationinanacademic
assignment,fieldexperience,academiccredentials,jobapplicationorplacementfile.
PlagiarismUsingtheworks(i.e.words,images,othermaterials)ofanotherpersonasonesownwords
withoutpropercitationinanyacademicassignment.Thisincludessubmission(inwholeorinpart)of
anyworkpurchasedordownloadedfromaWebsiteoranInternetpaperclearinghouse.
FacilitatingAcademicDishonestyAssistingorattemptingtoassistanypersontocommitanyactof
academicmisconduct,suchasallowingsomeonetocopyapaperortestanswers.

3. Threatening, Abusive, or Harassing Behaviour


Physicalabuse,verbalabuse,threats,intimidation,coercion,and/orotherconductthatthreatensor
endangersthehealthorsafetyofanyperson(Sexualharassmentandmisconductaregovernedbythe
SexualOffensePolicydescribedherein.)
Threateningorcausingphysicalharmtoanotherperson.Physicalabuseincludes,butisnotlimitedto:
personalinjury,physicalrestraintagainstaperson'swill,andholdingortransportinganindividual
againsthiswill.
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4. Disruption or Obstruction
Disruptionorobstructionofteaching,research,administration,disciplinaryproceedings,other
Universityactivities,includingitspublicservicefunctionsonoroffcampus,orotherauthorizednon
Universityactivities,whentheactoccursonUniversitypremises
ParticipationincampusdemonstrationsthatdisruptthenormaloperationsoftheUniversityand/or
infringeontherightsofothermembersoftheUniversitycommunity;leadingorincitingothersto
disruptscheduledand/ornormalactivitieswithinanycampusbuildingorarea;intentionalobstruction
thatunreasonablyinterfereswithfreedomofmovement,eitherpedestrianorvehicular,oncampus,
whetherinsideoroutside
Studentsarefreetoassembleandexpressthemselvespubliclyinapeaceful,orderlymanner.Public
rallies,demonstrations(eitherbyindividualsorgroups),andassembliesheldoncampusshouldbe
registered24hoursinadvancewiththeDirectororDeansofficeindicatingthedesireddate,time,place,
expectedattendance,andtypeofdemonstrationplanned.Publicdemonstrationsnotregisteredmay
violatethedisruption/obstructionpolicy.

5. Theft, Damage, or Unauthorized Use


Attemptedoractualtheftofunauthorizeduseofand/ordamagetopropertyoftheUniversityor
propertyofamemberoftheUniversitycommunityorotherpersonalorpublicproperty.Thisincludes
theintenttodestroyorvandalizeproperty.

6. Unauthorized Entry or Use of University Premises


Unauthorizedpossession,duplication,oruseofkeysand/oraccesscodestoanyUniversitypremisesor
unauthorizedentrytooruseofUniversitypremises.Trespassingupon,forciblyentering,orotherwise
proceedingintounauthorizedareasofUniversityownedorleasedfacilities,theirroofs,orthe
residentialspaceofanotherwithoutpermission.

7. Compliance
FailuretocomplywithdirectionsofUniversityofficialsorlawenforcementofficersactingin
performanceoftheirdutiesand/orfailuretoprovideproofofidentitytothesepersonswhenrequested
todoso.

8. Drugs, Alcohol, Firearms, Gambling


Abuseofprescriptionandoverthecounterdrugs.
ViolationofanyDutchorEuropeanlawincludingbutnotlimitedto:
Use,possession,ordistributionofnarcoticsorothercontrolledsubstances,exceptasexpressly
permittedbylaw
Use,possession,ordistributionofalcoholicbeverages,exceptasexpresslypermittedbythelawand
Universitypolicies,orpublicintoxication
Useorpossessionofdrugrelatedparaphernaliaincampushousing
Useorpossessionoffirearms,fireworks,otherexplosives,otherweapons,ordangerouschemicalson
UniversitypremisesnotspecificallyauthorizedbytheUniversity
Misuseoflegalobjectsinadangerousmanner(e.g.,laserpointinginsomeoneseyes)
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Illegalgamblingorwagering

9. Disorderly, Indecent Conduct


Conductthatisdeemeddisorderly,lewd,orindecent;breachofpeace;oraiding,abetting,orprocuring
anotherpersontobreachthepeaceonUniversitypremisesoratfunctionssponsoredby,orparticipated
inby,theUniversity.

10.

Theft or Other Abuse of Computer Time

Theftorotherabuseofcomputingresourcesandnetworkaccess,includingbutnotlimitedto:
Unauthorizedentryintoafile,touse,read,orchangethecontents,orforanyotherpurpose
Unauthorizedtransferofafile
Unauthorizeduseofanotherindividualsidentificationandpassword
Useofcomputingfacilitiestointerferewiththeworkofanotherstudent,facultymember,orUniversity
official
Useofcomputingfacilitiestosend,display,orprintobsceneorabusivemessages
UseofcomputingfacilitiestointerferewithnormaloperationoftheUniversitycomputingsystem
Knowinglycausingacomputervirustobecomeinstalledinacomputersystemorfile
Knowinglyusingthecampuscomputernetworktodisseminatespammessages(i.e.,unsolicitedbulk
emailmessagesthatareunrelatedtothemissionoftheUniversity).
Knowinglyusingthecampusnetworktosendanythreatening,orotherwiseinappropriatemessage.
Illegaldownloadofcopyrightedsoftwareorotherworks(e.g.,musicfiles).

11.

Hazing

Hazing,definedasanactthatendangersthementalorphysicalhealthorsafetyofastudent,orthat
destroysorremovespublicorprivateproperty,forthepurposeofinitiation,admissioninto,affiliation
with,orasaconditionforcontinuedmembershipin,agroupororganization.

12.

Abuse of Fire Safety Standards

Anyactivityinvolvingtamperingwithfirealarmsorfirefightingequipment,unauthorizeduseofsuch
equipment,failuretoevacuateduringafirealarm,hinderingtheevacuationofotheroccupants,or
hinderingauthorizedemergencypersonnel.

13.

Abuse of the Judicial System

Abuseofthejudicialsystem,includingbutnotlimitedto:
FailuretoobeythesummonsofajudicialbodyorUniversityofficial
Falsification,distortion,ormisrepresentationofinformationbeforeajudicialbody
Disruptionorinterferencewiththeorderlyconductofajudicialbodypriorto,and/orduringthecourse
of,thejudicialproceeding
Initiatingajudicialproceedingwithoutjustification
Attemptingtodiscourageanindividualsproperparticipationin,oruseof,thejudicialsystem
Attemptingtoinfluencetheimpartialityofamemberofajudicialbodypriorto,and/orduringthe
courseof,thejudicialproceeding
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Harassment(verbalorphysical)and/orintimidationofamemberofajudicialbody,participant,and/or
witnesspriorto,during,and/orafterajudicialproceeding
Failuretocomplywiththesanction(s)imposedundertheStudentsRightsandResponsibilitiespolicy
Influencingorattemptingtoinfluenceanotherpersontocommitanabuseofthejudicialsystem

14.

Other Offenses Against the University Community

ViolationsofotherpublishedUniversitypolicies,rules,orregulations.Suchpolicies,rule,orregulations
mayincludetheWittenborgStudentHousingRulesRegulationsspecificdepartmentalpolicies,andthe
contractsandleasesforcampushousing.
Selling,orsolicitation,oncampuswithoutthewrittenauthorizationfromtheDirectororhis/her
designee.
Creatingafire,safety,orhealthhazard.

15.

Criminal Conduct and/or Civil Offenses

AviolationofanyDutchorEuropeancriminallaw,orengaginginbehaviourthatisaciviloffensemaybe
consideredaviolationoftheWittenborgStudentCodeofBehaviourevenifthespecificcriminal
conduct/civiloffenseisnotspecificallylistedinthisStudentResponsibilitysection.Thecriminal
conduct/civiloffensemaybeconsideredasaviolationoftheWittenborgStudentCodeofBehaviour
irrespectiveofwhetherthecriminalviolation/civiloffenseisprosecutedinacourtoflaw.TheUniversity
mayinformlawenforcementagenciesofperceivedcriminalviolationsandmayelecttodeferinternal
actionuntilprosecutionofthecriminalviolationhasbeencompleted.Exonerationfromcriminalcharges
willnotresultinimmunityfromcivilactionorUniversityproceedings.

OffCampus Behaviour
OffcampusbehaviourthatisdetrimentaltotheUniversityoritsstudents,faculty,orstaffintheirroles
asmembersofthecampuscommunityisgovernedbythiscode.Wittenborgreservestherighttotake
actionsthataddresstheviolationsthrougheducationalinterventionorsanctions.

Admissions Applications
Wittenborgreservestherighttodenyadmissionbasedonnonacademicreasonswhenitisbelievedto
beinthebestinterestsoftheUniversity.Adisciplinaryviolationorcriminalconvictionmayaffect
admission,enrolment,orcourseofstudy,whetheroccurringpriortothetimeofapplication,whilethe
applicationisunderreview,oraftertheadmissiondecisionhasbeenmade.

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Disciplinary and Judicial Procedures


BecauseWittenborgisaneducationalinstitution,judicialproceduresanddisciplinaryresponsesto
studentbehaviouraredesignedasmuchforguidanceandcorrectionofbehaviourasforinvokingfair
andappropriatesanction.Thiscodeandtheseproceduresaredesignedtodeterminewhetherstudents
allegedbehavioursviolatethestandardsandexpectationsoftheUniversityeducationalcommunity.
Theseexpectationsandproceduresshould,innoway,beconstruedtoreplacecivilorcriminal
expectationsorproceedings.Wherenecessaryandappropriate,theUniversitywillworkinconcertwith
legalenforcementofficerstoaddressallegedillegalbehaviour.Theseproceduresareusedtoaddress
theseriousnessoftheoffenseandtherecordofconductofagivenstudent;however,specificresponses
arenotrigidlypredetermined.TheUniversityrecognizesthatinappropriatebehaviourmaybetheresult
ofthestudentsinabilitytosolveaproblemormanageasituationappropriately.Ultimately,thestudent
mustacceptresponsibilityforhisorherbehaviourandtheconsequencesthatresult.However,the
Universityalsorecognizesthatjudicialresponsesmayincludeprovidingstudentswitheducational
alternativesthatassistthestudentinlearninghowtohandlecertainsituations.Thefundamentalhopeis
thatthestudentcanlearnandgrowfromtheincidentandsanctionsimposedinresponsetothat
behaviour,andthatheorshecanmakethenecessarychangesinhisorherbehaviourtobecomea
constructivememberoftheeducationalcommunity.

1. University Rights and Responsibilities


RegardingCampusDisruptionorObstruction:Incasesofallegedcampusand/orclassroomdisruption
orobstructionoftheacademicmissionoftheinstitution,immediateactionmaybeinitiatedbyafaculty
memberand/oradministratortorestoreorderand/ortopreventfurtherdisruption.Behaviour
occurringwithintheacademicarena,includingbutnotlimitedtoclassroomdisruptionorobstructionof
teaching,iswithinthejurisdictionofAcademicAffairs.Facultymembershavetherighttoaddressthe
immediacyofasituationastheydeemappropriate(e.g.,temporaryremovalofastudentfromaclass
wheninappropriate,disruptivebehaviouroccurs).Facultyresponseisforwardedtotheacademicdean
forreview(seeAcademicDeansReviewbelow),andifnecessary,furtheraction.Furtheractionmight
includepermanentremovalfromthecourse.Whennecessaryandappropriate,PublicSafetyand/orthe
ROCSecuritydivisionmaybecontactedtoassistwithrestoringpeaceandorder.
SearchandSeizure:Incasesofallegedbehaviourthatviolatescampuspolicy,orwhenthereisconfirmed
suspicionthatstudentsmayrepresentharmtothemselvesorothersstudents,theircampusresidences
maybesubjecttoanadministrativesearch.Insuchcases,studentswillbeprovidedwithnotificationof
areastobesearchedandnatureofitemssoughtpriortothesearchforandseizureofpersonalitems
thatmaybeinviolationofcampuspolicies.

2. The Rights of the Student Charged


Thestudentbeingchargedhastherighttotestifyonhisorherownbehalf,andtherighttobring
witnessesonhisorherownbehalf.Accusedstudentsmaysubmitquestionsinadvancetothehearing
officerthattheywishtohaveaskedofthosebearingwitnessagainstthem.Duringthehearing,
questionsshouldbedirectedtothehearingofficer,nottothewitness.Theuseofthesequestionsisat
thediscretionofthehearingofficer.Incasesofallegedsexualassault,specialmeasuresmaybeinvoked
toprotecttherightsofthevictimaswellastheaccused.Intheeventaccusedstudentschoosenotto
testify,decisionsmaystillberenderedintheabsenceoftheirtestimony.Studentswhoreceive
UniversityaccommodationsundertheAmericanswithDisabilitiesActshouldnotifythehearingofficer
thattheappropriateaccommodationsshouldbeaccordedthemaspartofthedisciplinaryprocess.
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3. Reporting a Violation
ReportsofallegedviolationsofUniversityrulesorregulationsaremadetotheDirector(ortheAcademic
Deanincasesofacademicmisconduct),orhisorherdesignee,hereinreferredtoastheDirector.
TheDirectorinformsthestudentinwritingthatanallegedviolationoftheCodeofbehaviourhasbeen
reportedabouthimorher.TheDirectorcommencesaninvestigationoftheincidentbyreviewingthe
incidentwiththestudent.ThestudentmaybeaskedtoprovideawrittenstatementtotheDirector
within48hoursofthispreliminarydiscussion.TheDirectoralsomayrequestwrittentestimonyfromthe
person(s)whobroughtforwardtheinformationorchargesandanyotherpersonstheDirectorbelieves
mayprovidepertinentinformation.
TheDirectormayappointadesigneefromtheStudentAffairsstafftoactinhisorherplaceforany
disciplinaryprocedure.Forcasesinvolvingmorethanonestudentorastudentgroup,theDirector
decideswhetherseparateorgroupmeetingsareappropriateandproceedstogatherpertinent
informationregardingthecase.

4. Confidentiality
Alldisciplinaryandjudicialproceduresareclosedandconfidential.Finaldisciplinarydecisionsare
communicatedtothestudentchargedandrelevantschoolofficials.Ifthestudentchargedsignsa
release,thefinaldisciplinarydecisionsarealsocommunicatedtothechargingparty.Incasesalleging
violentbehaviour,thefinaldisciplinarydecisionsareautomaticallycommunicatedtothechargingparty.
AcopyofthewrittendescriptionofthesanctionisplacedintheDirectorsdisciplinaryfileintheLegal
Department.

Types of Proceedings
1. Mediation:
ThisprocedureisimplementedbytheDirectororhisorherdelegateandisgenerallyreservedforfirstand
lessseriousviolators.Itisemployedwhenaviolationarisesoutofadisputebetweenachargedstudentand
anotherpartyorparties.Thegoalistodesignamechanismtoresolvethedisputeandtopreventitfrom
recurring.Asignedrecordofthemediationefforts,andtheagreeduponresolution,willberetainedbythe
AdministrationOffice.Iftheparticipantsinmediationfailtoliveuptotheagreeduponsettlement,a
charge(s)maybeprocessedundertheappropriateprocedurescitedbelow.

2. Administrative Proceeding:
TheUniversityrecognizesthatnoteverydisputeorviolationofindividualrightsorUniversityrulesand
regulationsshouldbehandledbyaUniversityManagementBoard.Manydisputesorinfractionscanbe
handledwithinthecontextofanadministrativehearing.Theadministrativeproceedingsareconducted
bytheDirector(orhisorherdesignee),theProgrammeCoordinatororOperationsManager(whenthe
offenseoccursinoncampusresidences),ortheAcademicDean(whentheoffenseoccurswithinan
academicsetting).
Suchhearingsareappropriateunderanyofthefollowingconditions:
Whenthereisnorecordofdisciplinaryactionintherecentpastorarecordofonlyminorviolation;
WhensanctionscalledforarelessseverethansuspensionorexpulsionfromtheUniversity;

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Whenboththestudentchargedandthepartymakingthecharge(e.g.,aUniversityofficialoranother
student)agreetothefactsinanincidentandthechargedpartyadmitsfault.Inthiscasebothparties
agreetoimplementationofadisciplinarydecisionbytheDirector,orhisorherdesignate,or,inthecase
ofaninfractioninanoncampusresidentialproperty,theOperationsManager.Thisagreementismade
intheformofawrittenjointmemorandum.Thestudentsrightofappealremainsunchanged;
or
Whenthestudentchargeddoesnotadmitfault,butchoosesanadministrativehearingasanalternative
toahearingbeforetheUniversityBoard.Insuchacase,thestudentsignsamemorandumofconsentfor
suchahearing;
Whenastudenthasbeentemporarilysuspendedduetoviolenceorthethreatofviolence.
IfthestudentisfoundinviolationofastatedpolicybytheDirector,sanctionsareassigned.Thedecision
iswrittenassoonasisreasonablypracticableafterthehearingandforwardedtothestudentand,ifa
releaseissigned,tothepersonwhomadethecharge.Incaseswithmultiplestudentsinvolved,written
decisionsmaybedelayeduntilallhearingshavetakenplace.

3. c. Academic Dean's Review


ThisprocedureisimplementedbytheAcademicDean(orhisorherdesignee)andisintendedtoreview
thestatusofthestudentinafacultymemberscourse.Thisreviewmayincludeamediationbetween
thestudentandthefacultymemberoritmaybeanadministrativeproceedingtodeterminewhethera
studentshouldbeallowedtoremaininthegivencourse.Becauseofthenecessityforswiftness,this
reviewshouldtakeplaceassoonaspossiblefollowingtheincidentandisnotsubjecttotherequirement
ofthreedaysadvanced,writtennoticetothestudent.Afterconsultingwiththestudentandthefaculty
member,togetherand/orseparately(andanynecessarywitnesses),theDirectorshallrenderadecision.
ThestudentsrightofappealistotheUniversityBoard.Incasesofacademicdishonesty,afaculty
memberoruniversitydesigneemayrequestanAcademicDeansreviewforpossiblereferraltothe
Examination&GraduationBoardforahearingonpotentialsuspensionordismissal.

4. Procedural Guidelines for Administrative and Judicial Hearings


HearingOfficershallconducthearingssoastoassurethebasicconceptofproceduralfairness.The
followingproceduresshallbeadheredto:
TheDirectororhisorherdesignateisresponsibleforsettingthehearingtime,notifyingallpartieswho
aretotestify,andforwardingallpertinentdatatotheappropriateboard.
TheDirectorshallgiveappropriateadvancenotice,inwriting,ofthechargesagainstthestudentand
copiesofavailableevidence,toensurethatheorshemayadequatelyprepareforsuchahearing.The
noticeclearlyindicatesthedate,time,andplaceofthehearing.Thenotificationshouldbereceivedby
thestudentatleastthreecalendardayspriortothehearing.
Thehearingshallnotbeconsideredtobealegalistictrial.Rather,theHearingOfficershallexamineall
relevantfactsandcircumstancesatthehearing,shallensuretherelevancyofwitnessesstatements,
andshall,usingastandardofmorelikelythannot,determinewhetherthechargedstudentshouldbe
heldresponsibleforaviolationoftheCodeofbehaviour.
Hearingsareconfidentialandclosedtoallbuttheprincipalsofthecase.AtthediscretionoftheHearing
Officer,atranscriptmaybekeptinaudiotapedorwrittenform.Thetapeandtranscriptarethe
propertyoftheDirectorsOffice.Studentsarenotpermittedtotapeorotherwiserecordthe
proceedings.TranscriptswillbekeptbytheDirectorsOfficeandmaybereviewedbutnotcopiedor
removedfromtheDirectorsOffice
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Allpartieshavetherighttobeassistedintheirpresentationbyanadvisoroftheirchoice.Theadvisor
maybe,butisnotlimitedto,afriend,afellowstudent,orfacultymember.Theadvisormayspeak
privatelytothestudentchargedduringtheproceedingswithpermissionofthepresidingHearingOfficer.
Atnotimeduringthehearing,however,willsuchadvisorbepermittedtospeakfortheadvisee.Each
partymayrequestabriefrecesstoconsultwithhisorheradvisor.Thepresidingofficerruleson
questionsofprocedureandisresponsibleformovingtheproceedingsalonginatimelyandorderly
manner.Studentsareresponsibleforprovidingcopiesofalldocumentstotheiradvisors.
Priortothehearing(atleast24hours),thestudentbeingchargedshouldsubmittotheDirectoralistof
anywitnessesheorshewishestopresentandthenatureofthetestimonytheymayoffer.Thisstudent
shouldalsosubmitalistofquestionsheorshewishestohaveaskedofthechargingparty.
Atthehearing,thestudentbeingchargedandthechargingpartyshallhaveampleopportunityto
explainthecircumstancessurroundingtheincidentandareencouragedtopresentpertinentevidence
andthetestimonyofwitnessesinperson.Inaddition,bothpartiesshallbeaffordedtheopportunityto
commentonanywrittenstatementsorotherevidencepresented,andtorespondtoquestions.
TheHearingOfficershouldnotbeeitherawitnessfororagainstthestudentorapersonpreviously
engagedinformulatingthechargeorinpresentingthematerialrelatingtothecase.Alternate
member/(s)willbeappointedincasesinwhichBoardmembershaveaperceivedconflictofinterest
withtheprincipalsofthecase.
Thepresidingofficerrulesonallobjections,questions,andproceduralpoints,subjecttobeingoverruled
bymajorityvoteoftheBoard.Heorshealsodeterminesthesequenceoftestimony,includingthe
optionofhavingallprincipalpartiesmeettogetherinthehearing.Allthosewhoparticipateinthe
hearingareobligatedtoconductthemselvesinanorderlymannerandtoobeyandabidebythe
presidingofficersrulings.TheDirectorattendsallhearingstoserveasanadvisorintheprocess.
Oncealltestimonyisheardorread,thestudentbeingchargedandthechargingpartyareaskedtomake
afinalstatementandtheHearingOfficerorBoardmembersaregivenafinalopportunitytoask
questions.AllpersonsotherthanBoardmembersandtheDirectorarethenexcusedandtheBoard
meetstorenderadecision.TheDirectordoesnotvote.
TheHearingOfficerorBoarddecideswhethertherewasaviolationofpolicyusingastandardofmore
likelythannot.Theyalsodeterminewhetherthechargedstudentshouldbeheldresponsibleforthat
violation.Ifso,sanctionsarealsoimposedontheresponsiblestudent.Eachdecisionmusthavebeen
reachedbyamajorityoftheBoard.Onceadecisionisreached,thestudentbeingchargedisinformed
orallyofthedecisionbytheDirector.BothpartiesreceivethedecisioninwritingfromtheDirectoras
soonthereafterasispracticable(thechargingpartyisinformedonlyifthestudentchargedsignsa
releaseformorifthecaseinvolvesaviolentact).

Appeals
i.

Grounds for appeals:

Proceduralerror
Newevidence
Excessivesanction

ii.

b. Limits of appeal and sequence of appeal:

Astudentfoundinviolationofastatedpolicymayappealadisciplinarydecisiononlyonce,basedon
oneormoreofthecriteriacitedabove.Theappealmaytakeplaceinoneofthefollowingstages:
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iii.

c. Appeal of a decision by / Appeal to:

ProgrammeCoordinatororOperationsManageroranAssociateofDirector
Director,AcademicDean(ordesignee)
AnymemberoftheWittenborgManagementboard

iv.

Appeal procedure:

Theactoffilinganappealusuallypostponestheactionrequiredbytheinitialdecisionuntiltheappeal
processiscompleted,unlesstheDirector(inconsultationwithanyDirector)determinesthat
postponementofthesanctionmayresultinaseriousthreattotheUniversitycommunity.
ThestudentmustfiletheappealthroughtheFrontDesk/tutorwithin10calendardaysofreceiving
writtennotificationofthedecision.(Anextensionofthisdeadlinemayberequestedinwritingtothe
DirectortoaccommodateperiodsofUniversityrecessorforotherextenuatingcircumstances.)The
DirectorthenforwardstherequesttotheappropriateHearingOfficer.
Theindividualseekingtheappealmustindicate,inwriting,thespecificbasesorreasonsforhisorher
appeal.Theappealstatementshouldincludethefollowing:Studentsname,ID#,localaddress,phone
number,reasonforappeal(see7a.above),andappropriateinformationregardingwhytheappeal
shouldbegranted.Thelettershouldbeofsufficientdetailtostandonitsownwithoutaccompanying
testimonytopermittheevaluationofthemeritofthegroundsforappeal.Forexample,iftherewere
proceduralerrors,theerrorsshouldbeidentifiedanditshouldbenotedwhateffectthoseerrorshadon
theoutcomeofthecase.Ifthereisnewevidence,thenatureofthatevidenceandthepotentialeffect
ontheoutcomeofthecaseshouldbenoted.Ifthestudentbelievesthesanctionwasexcessive,the
studentshouldtakegreatcaretonotewhytheybelievethesanctionwasexcessiveandshouldsuggesta
morereasonablesanction.
TheappropriateHearingOfficeroranappealscommitteeoftheUniversityBoardwillconsiderthe
writtenstatementofappealandrecommendactiontobetaken:denialofappealoranewhearing.The
individualsinvolvedwillreceivewrittennotificationofthedecisionfromtheDirector.
Iftheresultoftheappealisanorderforarehearing,thehearingproceduresdescribedaboveshallapply.
AnewpanelofBoardmemberswouldrehearthecase.

Disciplinary Actions
DisciplinaryactionsareproscribedbytheHearingOfficer.Studentsareobligatedtocarryoutall
directivesoftheHearingOfficerorbody.Failuretodosomayresultinfurthersanctions.Itisthe
prerogativeoftheManagementBoardtoassignsanctionsitdeemsfittinginresponsetotheactionsof
thestudentfoundinviolation.TheUniversityLegalOfficehasresponsibilityformonitoringcompliance
withallsanctions.

Temporary Suspension
StudentsmaybeplacedontemporarysuspensionbytheUniversityLegalOffice(inconsultationwitha
Director)inthefollowingcircumstances:Ifthestudentisreasonablylikelytopresentathreattohimor
herself,totheUniversitycommunity,ortoanyofitsmembers;orifthestudentposesadefinitethreat
ofdisruptionof,orinterferencewith,thenormaloperationsoftheUniversity,theallegedviolatormay
beplacedontemporarysuspension.ThestudentwillbeaffordedanAdministrativeHearingassoonasis
practicallypossibletodetermineif,when,andwhichUniversityprivilegesmaybereinstated;however
thestudentwillremainonsuspensionuntiltheproceedingsarecomplete.Theopportunityforappealto
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theUniversityBoardremainsintact.Duringthetemporarysuspension,thestudentshallbedenied
accesstoUniversityfacilitiesand/orallotherUniversityactivitiesorprivilegesforwhichthestudent
mightotherwisebeeligibleasdeemedappropriatebytheDirector.

Disciplinary Sanctions Levels


Theprimaryfunctionsofanyhearingbodyorofficeraretodeterminewhetherornottherewasa
violationofpolicyand,ifso,torecommendanappropriatesanction.Thefollowingareguidelinesfor
sanctions,thoughultimatedeterminationofappropriatesanctionlieswiththeHearingOfficeror
hearingbody.
Typically,forafirsttimeoffender,aLevel1sanctionwillberecommended.ALevel2sanctionmaybe
recommendediftheviolationwasaseriousfirstoffenseorifthereferredpartywasarepeatoffender.
Level3sanctionsareusuallyreservedforseriousfirsttimeoffender(s)orforrepeatoffenders.The
followingareexamplesofdisciplinarysanctions.Thesemaybeusedincombinationatthediscretionof
therulingparty.

Level 1

LetterofWarning
UniversityDisciplinaryWarning
EducationalSanction
FinancialRestitution
ParentalNotificationofViolationandImposedSanctions
AdministrativeWithdrawalfromaCourse
AdministrativeHoldonUniversityAccount

Level 2

LetterofWarning
UniversityDisciplinaryWarning
EducationalSanction
FinancialRestitution
ParentalNotificationofViolationandImposedSanctions
AdministrativeWithdrawalfromaCourse
AdministrativeHoldonUniversityAccount

Level 3

DisciplinarySuspension
DisciplinaryDismissal

Descriptions of Disciplinary Sanctions


LetterofWarning:Awarningletterissuedbyahearingbodyorofficer.TheletterisplacedintheDeans
JudicialFileandwillbemadeavailabletoanyhearingbodyorofficershouldthestudentbecomea
repeatoffender.
AdministrativeWithdrawal:Thewithdrawalofastudentfromaspecificcourse,major,oracademic
departmentmaybeinvokedincaseswherethestudentviolatestheexpectationsoftheacademicarena
(e.g.,classroomincivility,disruption,harassmentoffacultymembers).
ParentalNotificationofViolationandImposedSanctions:Undermostcircumstances,University
administratorswillnotreleaseinformationtoparentswithouttheconsentofthestudentregardingthe

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charges,proceedings,orsanctionsimposedinahearing.Exceptionsincludeviolationsofthealcoholand
drugpolicy(forstudentsundertheageof18)andsanctionsthatincludeprobation.
AdministrativeHoldonUniversityAccount:Thisactionismostfrequentlytakenwhenstudentsdonot
completeassignedsanctionswithintherequiredtimeframe,whenstudentsfailtoanswercharges,and
whenstudentsmustcompletespecificactionspriortobeingreadmittedfollowingsuspension.This
actionpreventsstudentsfromregisteringforclasses,obtainingtranscripts,diplomas,etc.Wittenborg
Universityreservestherighttowithholdtranscriptsoradiplomapendingtheresolutionofall
outstandingchargesandthesuccessfulcompletionofanysanctionsissuedasaresultofthosecharges.
DisciplinaryProbation:Amorestringentwarningusedinresponsetoamoreseriousviolationor
frequentviolationsofUniversityregulations.Furtherviolationswouldrequireconsiderationof
DisciplinarySuspension.Thisactionpreventsstudentsfrombeingabletostudyabroadduringthe
probationaryperiod.Thisstatusmayalsobecommunicatedtootherschoolstowhichastudentmay
transfer(orhastransferred).
UniversityHousingProbation:Astatusthatplacesthestudentonprobationforastatedperiodoftime.
ThisisinresponsetoviolationsofUniversityregulationsintheresidencehalls,Universityownedhouses,
orothercampusresidences.ThissanctionmaybegiveninadditiontoaLetterofWarningorDisciplinary
Probation.Thisstatusismeanttonotifyastudentthathisorherhousingprivilegesmayberevoked.
RemovalfromUniversityHousing:Theremovalofthestudentfromoncampushousingoneithera
permanentbasisorforastatedperiodoftime.Thisisamorestringentactiontakeninresponseto
seriousorrepeatedviolationsofUniversityregulations.
DisciplinarySuspension:ActionthatseparatesthestudentfromtheUniversityforastatedminimum
periodoftime.Attheendoftheperiod,thestudentmustapplytotheDirectorforreinstatement.
DisciplinaryDismissal:ThisstatuspermanentlyseparatesthestudentfromtheUniversity.

Other Disciplinary Actions


Restitution,Fines,andRefunds:Incasesthatinvolvedamagetopersonal,University,orprivateproperty,
fullrestitutionistypicallyrequired.FinesmayresultwhentheHearingOfficerbelievestheyare
appropriate.Restitutionand/orfinesshouldbepaidbycheckormoneyorder.Incasesofsuspensionor
expulsion,thereisnorefundofUniversityfees.Tuitionandroomandboardchargesmayberefunded
consistentwithUniversityrefundpolicies.
EducationalSanction:Aproscribedactivitydesignedtoassistthestudentinunderstandinghowhisor
heractionsaffectthecommunityand/ortocontributetothebettermentofthecommunity.Suchaction
isavailableatanyleveltosupplementorreplaceanyotheraction.
BehaviouralContract:Thesecontractsarewrittentoprovideveryclearexpectationsregardinga
studentsbehaviourwithingivencircumstances.Probationistypicallypartofthecontract.
ResidentialorCampusRestriction:Studentsmayberestrictedfromaccesstoresidentialfacilitiesor
othercampusfacilities,activities,orservices.Astudentmayalsobebarredfromtheentirecampusif
pastbehaviourthreatensthehealth,safety,orwellbeingofanymember(includingself)ofthe
Universitycommunity.

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Wittenborg University General


Terms & Conditions

General Terms and Conditions

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Wittenborg University of Applied Sciences


WittenborgUniversityofAppliedSciencesisanonfundedinstitution;itisrecognizedandappointedby
theDutchMinistryofHigherEducationaswrittenintheDutchHigherEducationLaw.Wittenborg
UniversityofAppliedSciencesisregisteredattheCFIunderBRINnumber25AY(www.cfi.nl).

Application and registration


ApplicationhastobedonebysigningandsendingtheapplicationformtoWittenborgUniversity.A
studyagreementwillbemadebymeansoftheapplicationform.TheseGeneralTermsandConditions
areapartofthestudyagreement.BysigningtheStudyAgreementthestudentdeclarestoagreewith
theGeneralTermsandConditionsandhasbeeninformedabouttheTuitionFees.Aftersigningthe
StudyAgreementtheregistrationwillbedefinite.WittenborgUniversityprovidestheopportunityto
startitsprogrammes6timesayear.Applicationcanbedoneduringthewholeyear.Thestudenthasto
handinallthedocumentswhicharelistedintheAdmissionProcedure/ApplicationFormandhastobe
abletoidentifyhimself/herselfbyavalidIdentificationCard.

Tuition and Fees


WittenborgUniversityofAppliedSciencesisentitledtochangethetuitionfeesannually.Thetuitionfees
doNOTincludebooks,studymaterialandexcursions.Studentsareallowedtofulfilltheirtuitionfeesin
installmentsbyautomaticcollection.Paymentbyautomaticcollectionisonlypossibleaftersigningthe
authorizationformforautomaticcollection.Theamountofeveryinstallmentwillberaisedwith12,50
administrationcosts.Thecollectionofeveryinstallmentwilltakeplacearoundthe28thofeachmonth.
Pleasecheckwww.wittenborg.euforthecurrentfees.

Payments and obligations


Notattendingclasseswillnotleadtoreductionofthetuitionfeeoranyotherfee.Whenadelayin
paymentofmorethanonemonthoccurs,WittenborgUniversityisentitledtocollectthetotalamount
atonce.ContinuousdelayinpaymentcanleadtodirectannulmentofthecontractbyWittenborg
University,howeverundernocircumstanceswilldirectannulmentofthecontractleadtofinancial
compensation.AllduepaymentsarestillowedtoWittenborgUniversity,andtheUniversitywilltakeall
necessarymeasurestoretrieveduepayments..Ifremindersandpaymentdemandshavetobesentdue
todelayinpayment,administrationcostsof25,willbechargedforeverydemand,fromthesecond
demandon.Thestudentorhis/herlegalguardianwillbeheldresponsibleforalljudicialand
extrajudicialcosts,likeinterest,collectioncostsandadministrationcosts.

Cancellation by student
Cancellationofregistrationbythestudenthastobedonebysendingaletterbyregisteredposttothe
managementteam.DateofcancellationwillbethedateofreceiptatWittenborgUniversity.Ifnot
agreeddifferentlyinthestudyagreement,registrationisalwaysforaperiodofoneyear.Registration
forthenextacademicyearwillbeconfirmedafterpaymentofthe(firstinstallmentofthe)tuitionfee
fortheconcerningacademicyear.Earlyterminationofthestudyprogrammeduringthecollegeyear
doesnotleadtorefundorremissionofthetuitionfee.Onlyincasethestudenthastoterminatehis/her
studyduetounforeseenspecialcircumstances,awrittenrequestwithreasonshastobesubmittedto
themanagementteam.Sicknessorfamilycircumstancescanbeexamplesofspecialcircumstances.
Afterapprovalofthemanagementteam,deregistrationwilltakeplacefromthesecondmonthfollowing
themonththestudenthasannouncedhis/herderegistrationrequesttothemanagementteam.
Example:requesthasbeensubmittedinDecember,studentwillbeentitledforrefundand
deregistrationoftheremainingtuitionfeeasfrom1February.Studentshavenorighttoretrievethe
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alreadypaidtuitionfee.RefundofStudentDepositcanonlybepaidaftertheformalderegistration
procedurehasbeenfullycompletedaccordingtotheregulations.

Changes in Study Programme


Iftherearelessthan5studentsregisteredtotakeachosenspecializationmodule,thespecialization
modulewillnotbeofferedinthatacademicyearandanotherspecializationmodulehastobechosen.
WittenborgUniversityreservestherighttochangethecontent,timetabling,anddeliverymethodsof
curriculumandstudyprogrammes..Lecturers,lessontimesandlocationcanalsobechanged.Achange
ofstudymodeintoparttime,duallearning,ordistancelearningvariantsisallowedifagreedbytutor
andprogrammecoordinator.Studentisobligedtopaythesametuitionfeesasalreadyagreed,unless
theDirectormakesanexception.Studentswhochoosetostudypartoftheirprogrammeata
WittenborgUniversitypartnerinstitute,underthetermsofagreementsmadebetweenWittenborgand
thatinstitutemustpaytheirfullfeetoWittenborgforthatyear.Anyfeestobepaidtothepartner
instituteareeithertobepaidadditionally,orcanbecompensatedbyWittenborg,dependingonthe
arrangementsWittenborghasmadewiththepartnerinstitute.

Cancellation of Study Programme (deregistration) by Wittenborg


University
WittenborgUniversityisentitledtoderegisterstudentswhomisbehaveaccordingtothecodeof
behaviorintheStudentCharter.Inthiscasenorefundwillbegiven.Incaseoffraud,Wittenborg
Universityisentitledtoderegisterstudentswithoutrefundoffees.TheGraduationandExamination
Boardhastherighttogiveastudentanegativestudyadvice.Inthiscasethestudentwillbearall
financialandlegalconsequences.Themutualrightsandobligationsthatapplytothisagreementwillbe
terminatedassoonastheagreementhasbeencancelled.Obligationswhichwereapplicablepriortothe
cancellationremaininforce.WiththederegistrationofthestudenttherightforstudygrantandOV
publictransportationcardwillend.WittenborgUniversityhastheobligationtoinformtheDUO/IB
groupannuallyabouttheregistrationperiodsofallthestudents.Itisthestudentsresponsibilityto
informtheDUO/IBgroupontimeaboutchangesinhis/herpersonalsituationordetails.Wittenborg
Universitycannotacceptresponsibilityorliabilityforpossiblefinanciallosssufferedbythestudentasa
consequenceofforinstance,toomuchreceivedstudygrantand/orloans.Thestudenthastoinformthe
StudentAdministrationinwritingaboutthechangeofaddresswithin14daysaftermoving.Thestudent
isresponsibleforpossiblelossasaconsequenceofnotintimeornotinformingtheStudent
Administration.

Education and Examination Guide (EEG)


ThecontentanddesignoftheprogrammesisdescribedintheEducationandExaminationGuide.(EEG)
ThisisavailablefromtheEducationAdministration(StudentRegistrar)andmadeavailabletoall
students.ThisdocumentispartoftheEEG.

Insurance
WittenborgUniversitycannotacceptresponsibilityorliabilityforlossand/ordamagetoprivate
possessions,norcanitacceptresponsibilityorliabilityforinjuryoranyotherdamagesufferedbythe
student.Itsthestudentsresponsibilitytoarrangehis/herinsurance.Duringtheworkplacement,the
studenthastobeinsuredthroughtheliabilityinsuranceoftheworkplacementcompany.Insuranceat
AONfortheperiodof6monthswillbearrangedforInternationalstudentsupontheirarrival,itisthe
studentsresponsibilitytoextendthisinsurance.ItispossibletoarrangethisthroughtheInternational
Office.
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Books, Study Materials, Time Tables, Student Charter, Education Guide


Obtainingstudymaterialssuchasbooks,timetablesandtheEducationGuidesisdescribedinthe
StudentInformationGuide.Thisguide,togetherwiththeStudentCharterwillbegiventothestudents
beforethestartoftheprogramme.WittenborgUniversityreservestherighttochangethetimetables
andlessonprogrammes.

Liability due to changes made by external organisations


WittenborgUniversityisnotliableforanyconsequencesduetochangesinlaworpolicymadeby
nationalandlocalgovernment.WittenborgUniversityisnotliableforanychangedinformationthatis
givenintheEEGrelatingtoexternalorganizationssuchasDUO,Taxoffice,MinistryofEducation,NVAO,
FIBAA,etc.

Data Protection Act and Portrait rights


TheDataProtectionAct(inDutch:WetBeschermingPersoonsgegevens)appliestoalltheinformation
whichisprovidedtoWittenborgUniversitybythestudent.WittenborgUniversitywilltreatall
informationwiththeutmostcare.Eachstudentisentitledtoobjecttotheuseofhis/herdataby
WittenborgUniversity.TheobjectionhastobedonebyawrittenrequesttotheStudentAdministration.
WittenborgUniversityhastherighttousepossibleimagesof(educational)activitiesonwhichthe
studentisvisible,forvariousmarketingpurposesforWittenborgUniversity.Eachstudentisentitledto
objecttotheuseofhis/herdatabyWittenborgUniversity.Theobjectionhastobedonebyawritten
requesttotheStudentAdministration.

Complaints
WittenborgUniversitywilldoitsverybesttomakeyourstudyperiodaseasyaspossible.Incaseof
complaints,pleasereadtheinternalcomplaintsprocedure,whichcanbefoundintheEducationGuides.
Ifthecomplaint,despiteoureffortstohandleit,stillpersists,afurthercomplaintlettercanbe
formulatedwhichcanbesenttotheArbitrationBoardoftheassociationofprivateeducationalschools,
theNRTO.

General
DutchLawappliestotheseGeneralTermsandConditions.
31August2012

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International MBA
Education & Examination Guide (EEG)
International Master of Business Administration

Student Accommodation Conditions and


Immigration Regulations for non-EU
Students

Student Accommodation Conditions


and Immigration Regulations for
nonEU Students

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International MBA
Education & Examination Guide (EEG)
International Master of Business Administration
Student Agreement

1.

2.

3.

4.

5.

6.

IunderstandtheconditionofStudentAccommodationofWittenborgUniversityofAppliedSciences(Wittenborg)
isverySIMPLEandBASICwithstandardfacilitiesthatismentionedonthewebsiteofWittenborg.Ifplannedto
stayinWittenborgaccommodation,IamobligedtoemailthecompletedArrivalNotificationForm(willbesent
bytheAdministration)tohousing1@wittenborg.euandoffice2@wittenborg.euatleast10workingdayspriorto
myarrivaldate.Imalsoawarethatarrivalwithoutnotificationwillresultinafivemonthsstudent
accommodationcontractwithWittenborg,insteadofanormalsixmonthsstudentaccommodationcontractto
coverextracostscausedbymynotconversantarrival.Anyextracostscausedduetomynonconversantarrival,
willbenotbepaidbyWittenborg.
AsaNonEU/EEAstudent,Imawarethatarefundabledepositof900willbeheldbyWittenborg,whichwill
ONLYberefundedbymeetingthecompleteCheckoutProcedureofWittenborgAccommodationAND(legal)
DeregistrationProcedure.
AccordingtotheDutchregulationsforNonEU/EEAstudents,theyareallowedtowork10hoursperweekduring
thestudyperiodorchoosetoworkfulltimeduringthesummerholidayperiod.NonEU/EEAstudentsneedtogo
throughalengthyprocess(36months),inordertocollectalltherequireddocumentstobeabletoworklegally.
DuetothedeficiencyofDutchlinguisticskills,NonEU/EEAstudentsfacedifficultiesfindingawellpaidhigh
qualityjob.Theaverageincomefromparttimejobduringthestudyperiodisapproximately200permonth,
andisbasedontheDutchminimumwagerequirement.Iamawarethattheincomefromtheparttimejobcan
nevercoverthecostofstudy,neitherofliving.
AsNonEU/EEAstudent,duringmystayintheNetherlands,Iunderstandthelegalrequirementofshowing
properevidenceofadequatefinancialsupporttoliveintheNetherlandstoDutchauthoritiesondemand:i.e.
Highereducation:794,69*permonth(*amountcanbesubjectedtochangebytheDutchAuthorities;thelatest
informationcanbefoundonwww.nuffic.nlorwww.ind.nl).
HerewithI,theundersigned,authorizetheAdministrationofWittenborgto:
a. ApplyformyresidencepermitandcontinuefurthercontactwiththeImmigrationandNaturalization
Service(IND)concerningmyapplication.
b. ProvidemypersonaldetailsandinformationtotheIND,ForeignPoliceandTownHallwhenrequested.
c. InformtheIND,ForeignPoliceandTownHallofmyregistrationandattendanceatWittenborg,ofmy
recentaccommodationandmylegalstatusintheNetherlands.
d. CancelmyresidencepermitatIND:
i. afterIhavecompletedtheWittenborgderegistrationprocedure;
ii. afterthefirstregistrationperiodifIdonotcontinuemystudy;
iii. duringmyregistrationperiodifIhavebeenabsentfrommylessonsmorethan80%without
reasonorIhaveleftmyaccommodationbeforemycontractendedwithoutprovidinganew
address.
Incaseofcancellationofmyresidencepermitwithoutcompletingthederegistrationprocedure,the
AdministrationOfficeofWittenborg,willinformmebysendingatleastoneemail.Iamawareofthefactthatby
signingthisdocumentIgiveupmyrighttoappealtotheLawofPersonalDataProtection(whichisintoforce
since1September2001).

7.

Iamawareandagreeontherequirementofgainingminimum30ECsonayearlybasis,duringmystudyat
WittenborgUniversity.FailureofachievementwillterminatemyregistrationatWittenborgUniversityandthis
informationwillbeforwardedtoIND(www.ind.nl),resultingmyresidencepermittoberevoked.

SignatureofstudentPlaceofSigningDateofSigning

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