BOS Evaluation OLC Research Topics
Business Organisation Simulation
Amsterdam
Contents
BOS Evaluation ........................................................................................................................................ 2
Expectation .......................................................................................................................................... 2
Functioning .......................................................................................................................................... 3
Knowledge & Skills .............................................................................................................................. 3
Working Hours..................................................................................................................................... 3
Preparation: Exercises SAP ERP & IDES ........................................................................................... 3
Department: Legal Department ...................................................................................................... 3
Project: Event Controlling Information and Process ....................................................................... 4
Total Working Hours........................................................................................................................ 5
Most Important Processes .................................................................................................................. 5
Primary and Secondary Process .......................................................................................................... 5
OLC Research Topics................................................................................................................................ 5
Business Models and Services in a Digital world ................................................................................. 5
1.
Analyse the Back-Office Processes, and Make a Process Map for the Legal Department. ..... 5
Cases in Leaders and Change .............................................................................................................. 6
2. Analyse Which Leadership Style Works Best in a Virtual Environment for the Legal
Department ..................................................................................................................................... 6
Contemporary topics in Organizational Behaviour ............................................................................. 7
3. Analyse Which Personality Traits are Essential for an Employee in the Legal Department,
While Working in a Virtual Setting. ................................................................................................. 7
International Strategy and Organisation ............................................................................................. 8
4.
Analyse How Devaia can be More Sustainable While Making their Events. ........................... 8
BOS Evaluation
Expectation
My personal expectation of the course was that it would be challenging and hard work. Since the
course is worth 10 credits, I knew there would be a lot of work involved to be able to get these
credits. When I realised the course would be using the SAP system, I knew this would be demanding
as I have used the system before for different courses. When I got the role as department leader for
the Legal department, my ambition was to keep my department on track and try to enhance my
management skills. I felt I could learn a lot from the manager position, but I also knew it would be
challenging as I am not always the best planner. Another goal was to learn more about SAP to be able
to use the SAP system on a higher level. My expectation for the project was that it would be hard to
do work for a whole different department. When I realised my project was for the Financial Control
department, I expected it to be difficult because this department works with SAP a lot.
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Functioning
My function in the Legal Department was Department Manager. I was in charge of passing along the
information from other departments to my own department. Even though I was the manager, I
believe that me and Znar were working more as equals. Working in a team with my employee was
good, but I do feel we were lacking as a team in some aspects. I also feel that I could have performed
better to really keep the department on track and to challenge ourselves to be the best we could be.
In the project team we divided the work at the start of the course. This meant the team was actually
split into 3 different groups that all worked on the manual separately from each other. I was in a
team with Senai which worked nicely. We working on the project manual as equals and did not divide
the work helped each other with everything.
Knowledge & Skills
I learned a lot during by working for Devaia during the semester. Both working for the department
and working for the project gave me a lot of insight on how a company works. I learned that a lot of
department are needed to be able to function well as a company and that, even though, the
departments do a lot of work separately, they still are all one big team with a common goal. I realized
that when problems occur in a certain department, this is a setback for all the other departments
because they are all intertwined. The Legal department taught me that it is necessary to always
check if the company is doing everything legally, and that there are a lot of rules and regulations that
need to be adhered. The most important thing I learned from the management function, was to plan
ahead and be up to date on the tasks that need to be done. Working as a manager made me realize
that a lot has to be done within a department and that it is crucial to stay on top of the work.
Working for the department and the project enabled me to get more skillful while working in SAP,
and made me understand the system a lot better. I also learned that not everything will always go
smoothly within a company, and that there can be a lot of different mistakes made that affect the
whole company, but that it is necessary to try to find the best solution and never give up.
Working Hours
Preparation: Exercises SAP ERP & IDES
Date
Task/Activity
Hours
Deliverable
03/02/2021
05/03/2021
10/03/2021
12/03/2021
17/03/2021
19/03/2021
SAP homework
SAP homework
SAP homework
SAP homework
SAP homework
SAP homework
Total Hours
5
3
5
3
5
7
28
GBI exercises
GBI exercises
GBI exercises
GBI exercises
GBI exercises
GBI exercises
Department: Legal Department
Date
Task/Activity
Hours
Deliverable
23/02/2021
Press conference COVID-19 measures
2
RIVM regulations
3
03/03/2021
08/03/2021
09/03/2021
10/03/2021
11/03/2021
15/03/2021
17/03/2021
23/03/2021
24/03/2021
25/03/2021
27/03/2021
30/03/2021
31/03/2021
06/04/2021
13/04/2021
20/04/2021
21/04/2021
29/04/2021
11/05/2021
23/05/2021
28/05/2021
28/05/2021
29/05/2021
30/05/2021
31/05/2021
01/06/2021
Introduction, Legal meeting, KPI/PPI
Press conference COVID-19 measures
Signing contract, department photos, KPI/PPI
Legal department meeting + Approvals
Approvals research
Preparation presentation
Presentation and approvals
Press conference COVID-19 measures
Research + approvals
KPI & PPI
Meeting Legal department
Department progress report
Research + approvals
Meeting Legal department
Press conference COVID-19 measures
Press conference COVID-19 measures
Approvals
Legal department meeting
Press conference COVID-19 measures
Working on Department paper
Press conference COVID-19 measures
Working on Department paper
Working on Department paper
Working on Department paper
Working on Department paper & Arbolaw doc
Finalizing & uploading depart. paper & Arbolaw
Total Hours
4
2
3
5
3
2
3
2
5
5
2
3
5
3
2
2
4
2
2
4
2
3
2
5
5
3
85
KPI & PPI
RIVM regulations
Contract + Photos
Approvals
Approvals
Presentation
Presentation + approvals
RIVM regulations
Approvals
KPI & PPI
Approvals + KPI & PPI
Department progress report
Approvals
Approvals + KPI & PPI
RIVM regulations
RIVM regulations
Approvals
Approvals and KPI & PPI
RIVM regulations
Department paper
RIVM regulations
Department paper
Department paper
Department paper
Department paper, arbolaw
Department paper, arbolaw
Project: Event Controlling Information and Process
Date
Task/Activity
Hours
Deliverable
03/03/2021
08/03/2021
10/03/2021
14/03/2021
15/03/2021
17/03/2021
24/03/2021
28/03/2021
31/03/2021
17/04/2021
21/04/2021
22/04/2021
11/05/2021
16/05/2021
Introduction to project
Read and sign contract
Project meeting, division of tasks
Read manuals for project
Working on project report
Meeting project group, finalizing manual
Meeting division of tasks + sponsor
Meeting Senai
Meeting with sponspor
Meeting Senai
Meeting with sponspor and Senai
Meeting Senai
Meeting Senai
Meeting Senai
2
0.5
2
2
3
3.5
2
2
3
2.5
2
2.5
0.5
0.5
Introduction
Contract
Division of tasks
Preparation project
Project report
Finalizing project report
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
4
17/05/2021
19/05/2021
26/05/2021
27/05/2021
02/06/2021
03/06/2021
Meeting Senai
Manual and meeting Senai
Meeting with sponsor and Senai
Meeting with sponsor and Senai
Meeting with sponsor and Senai
Finalizing document + handing in
Total Hours
0.5
2.5
3
4
5
2,5
43
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing + manual
Event closing manual
Total Working Hours
Preparation
Department
Project
Total Hours
28
85
43
156
Most Important Process
The most important process that the Legal Department participated in would be the approving of
events and trades. This was the biggest responsibility for our department as it was necessary to
approve events and trades within a timely manner, and make sure that nothing illegal was happening
in the company. The most important process for the project was to close the events. This was crucial
for the whole company as it is one of the last steps to complete. This was something I was mostly
responsible for within the project.
Primary and Secondary Process
A primary process for the Legal Department would be the approving for the events and trades. This
gives the employees direct value as it is only possible to organize the events and trades after they
have been checked if they are legal. A secondary process would be to check if the working conditions
still comply with the Dutch laws. This is something that gives value to the employees unknowingly,
but is still very beneficial for the employees.
OLC Research Topics
Business Models and Services in a Digital world
1. Analyse the Back-Office Processes, and Make a Process Map for the Legal Department.
The back-office is the operational area of a business that does not face the customers directly. It is
the part of a company were the administrative, processing and fulfilment activities take place, as
opposed to the front office, which is the customer-facing part of a company. The Legal Department is
a back-office department and has tasks that only happen in the background, not facing the real
customers. The most important process, which is also a back-office process, is the approving of
events and trades. Before approving an event or trade, research has to be done on the activity to see
if it is legally possible. When a certain permit or licence is needed in order to legally make the activity
happen, this has to bought. Another process of the Legal department is to see if the working
conditions adhere to the law. This, again, needs to be researched by analysing the current Dutch
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laws. After analysing, changes can be made depending on the working conditions. All of these
processes are operational back-office processes, that do not directly need to face the customers.
A process map is defined as a tool that graphically shows the inputs, actions and outputs of a process
in a clear, step-by-step map of the process. Below a process map for the Legal Department.
Buying
permit
Approving
Research
Implement
ing change
The process map of the Legal department mostly consists of checking whether events and trades are
legal, buying the needed licence or permit, and approving the event or trade.
Another process is checking if the working conditions are in relation with the current Dutch law. This
also entails checking whether the working conditions are adhered, implementing change if needed and
finally approving the current working conditions.
Cases in Leaders and Change
2. Analyse Which Leadership Style Works Best in a Virtual Environment for the Legal Department
Leadership is defined as a process of social influence, which maximizes the efforts of others, towards
the achievement of a goal. During the CLC course, five leadership styles were discussed and analysed
in relation to examples from real businesses. Leadership styles that were analysed include:
transformational leadership, servant leadership, authentic leadership, strategic leadership, and team
leadership. Transformational leadership is defined as a leadership style in which the leader
encourages, inspires and motivates employees. Transformational leaders are expected to lead by
example and be strong role models. In addition, they are expected to develop a connection to
followers that increase the morals and motivation of the follower. They are in charge of creating a
shared vision and strong sense of mission for their team. This leadership style requires building trust
between the leader and their followers trough transparent communication, which will form a strong
bond between the team. This will enable the team to achieve organizational goals. Leading a team in
a virtual setting can have its own unique challenges which can make leading a team more difficult.
Transformational leadership is the best leadership style for working in a virtual environment. I
believe this is the most ideal leadership style because transformational leaders try to form a bond
with their employees that will enhance motivation and enable them to perform the best. I think this
is especially necessary in a virtual setting because employees can lose motivation easily, and feel like
they do not have a real bond or connection with their colleagues. It is important for a leader to set an
example and to be a role model. I think this was really important for my Legal Department of Devaia
because the team only consisted of the manager and one employee. Setting an example is important
to give the employee the feeling of working together in a team rather than doing the work on their
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own. Building a strong relationship and sense of trust would also be good for my Legal team. I think
that it is important to have a real bond with your follower because this will make the work seem less
of a duty and more fun. I also feel that motivation was sometimes easily lost during the semester
working at Devaia. It would have been good to be more of a transformational leader and really
encourage my employee more to do their best.
Contemporary Topics in Organizational Behaviour
3. Analyse Which Personality Traits are Essential for an Employee in the Legal Department, While
Working in a Virtual Setting.
Personality traits reflect people´s characteristic patterns of thoughts, feelings, and behaviours.
Personality traits imply that they are consistent and stable. The big 5 personality traits were defined
and analysed during the CTO course. Personality psychologist believe that there are five basic
dimensions of personality. These five dimensions are extraversion, agreeableness, openness,
conscientiousness and neuroticism. Each of these big 5 personality traits are characterized by other
personality factors. The personality trait extraversion features characteristics like: sociability,
excitability, talkativeness, assertiveness and a high amount of emotional expressiveness. I think when
I compare this to working in the Legal Department, it is very useful to have some of these personality
traits. Working in a virtual setting can be challenging if employees are more introverted. It is useful
for employees to be sociable and talkative because this is handy when communicating solely online.
In my department the communication was very straight forward and open, which made some tasks a
lot easier. Agreeableness is defined as a person who has attributes like: trust, altruism, and kindness.
People that have a high agreeableness tend to be more cooperative, while those who are low in
agreeableness tend to be more competitive. For the Legal Department I think it is important for
employees to have trust in one another. This means that teamwork will also go more smoothly.
Being kind is also crucial for a relaxed work environment and cooperation between colleagues. I
believe the Legal department had trust in one another, which made working in the team effective.
The personality trait openness includes characteristics such as imagination and insight. People that
have this personality trait are seen as adventurous, creative, eager to learn, and have a broad range
of interests. For the Legal Department I feel some of these traits are not really needed. However,
being eager to learn is a handy personality trait to have in this department. Within the department,
there are a lot of tasks that are new and challenging. Being eager to learn this would speed along the
process and make it fun for the employee, which will result in a better performance.
Conscientiousness is a personality trait that refers to people who are goal-directed and have a high
level of thoughtfulness. They tend to plan ahead, are mindful of details and deadlines, and think
about how their behaviour affects others. This is, in my opinion, the most important personality trait
to have. Working in the Legal department, there were a lot of deadlines and detailed tasks to be
completed. Having a high conscientiousness is preferable within the department. The last personality
trait is Neuroticism. This is the only personality trait of the big 5 that I do not see as valuable.
Neuroticism features characteristics like: sadness, moodiness and emotional instability. I do not
believe these traits are useful for the Legal Department.
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International Strategy and Organisation
4. Analyse How Devaia can be More Sustainable While Making their Events.
Sustainability is defined as the ability to be maintained at a certain rate or level. This relates to
environmental sustainability, which is defined as the avoidance of the depletion of natural resources
in order to maintain an ecological balance. During the ISO course there were a lot of different videos
and articles that covered sustainability in relation to the globalization of our world. While Devaia is
not really a global company, it is very important to be sustainable and to try to change and evolve in
order to be more sustainable. When looking at the company Devaia, and specifically the events,
there are always improvements that can be made. Even though the events of Devaia were mostly
online this semester, this does not mean that the events were as sustainable as they could be.
Because the events Devaia organized were all online, I will only be reviewing online events instead of
the events Devaia ‘normally’ would organize. Looking at these online events, it is important to think
about which energy or power source is being used. Switching to green energy, like solar or wind
energy, can already make a huge impact of the environmental footprint of Devaia. Almost all the
meetings and events during the last semester were held online, and the online SAP system was used
daily by all the different departments. This means a lot of energy has been used during the last half
year for internet, laptops, lighting, mobile phones etc. Devaia should look at investing in green
energy for all their employees, which would greatly decrease the environmental footprint of the
company. Another thing to look at would be sustainable lighting and office equipment, for example.
While this does not directly relate to the events of Devaia, these products are needed in order to
organise the events. Almost everything within a company is interrelated, and can be changed in
order to be more sustainable.
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