bilkenters

GE 420Applied Sustainable Business Development

Bilkent Genel Eğitim Dersleri dersi. Genelde Güz ve Bahar'da açılır, son 5 yazın 1'inde açıldı. Şube başına ortalama 19 öğrenci.

  • kredi3· 5 ECTS
  • haftalık3 saat3 ders
  • son 5 yıl ort.3,44A- ↘
  • açılırGüz + Baharyaz 1/5
  • 2026-2027 Güz1 şube· 1 boş yer
Programına ekle Notunu hesaplaSTARS syllabus

2026-2027 Güz şubeleri19/20 dolu · %95

  • 1Ayşe Collinsbu dersteki ortalaması 3,44PSÇPC
    • Sal 08:30–09:20MA-206 · yedek
    • Sal 09:30–10:20MA-206
    • Per 13:30–15:20MA-206
    1 boş · 19/20

Saat ızgarası Pazartesi–Cuma, 08:30'dan itibaren; mavi lab, mor online, gri yedek (spare) saat. Kontenjan STARS offerings'ten her gün alınır; kesin bilgi SRS'te.

Ön koşullar ve açtığı derslerkatalogda ön koşul yok

Almak için

Ön koşulu yok, doğrudan alınabilir.

GE 420Applied Sustainable Business Development
ön koşul
yok
doğrudan açtığı
0 ders

Geçince açılır

Başka bir dersin ön koşulu değil.

Ön koşullar STARS kataloğundaki ifadeden okunur; eş koşul, izin ve not şartları dahil değil. Kartın altındaki not o dersin başka neye ihtiyaç duyduğunu söyler.

Not ortalaması5 yıl 3,44 · 10 yıl 3,44 · 2021'den beri 3,44

3,342025-2026 Bahar20 öğrenci · 1 şube
2,53,03,54,021-22 B22-23 G22-23 B23-24 G23-24 B23-24 Y24-25 G24-25 B25-26 G25-26 B
  • Güz / Bahar ortalaması
  • yaz okulu
  • son 5 yıl 3,44
  • dikey gölge: şube aralığı · nokta büyüklüğü: öğrenci sayısı

Şubelere göre dağılım

Bir noktanın üstüne gel ya da dokun: şube ve hocası görünür.

0123425-26 B25-26 G24-25 B24-25 G

Her nokta bir şube. Yatay çizgi en düşük–en yüksek, dikey çizgi ortanca; soluk noktalar 10 öğrenciden az olan şubeler.

Dönem tablosu 10 dönem
DönemŞubeÖğrenciDers ort.Şube aralığı
2025-2026 Bahar1203,343,34
2025-2026 Güz1193,053,05
2024-2025 Bahar1203,033,03
2024-2025 Güz1223,633,63
2023-2024 Yaz2203,483,44–3,52
2023-2024 Bahar1253,183,18
2023-2024 Güz1253,703,70
2022-2023 Bahar1253,723,72
2022-2023 Güz1213,743,74
2021-2022 Bahar19*3,383,38

Dönem ortalaması STARS'ın "Course GPA" değeri (o dönemin tüm şubeleri). Çok yıllık ortalama dönem ortalamalarının öğrenci sayısıyla ağırlıklı ortalaması; "son 5 yıl" içinde bulunulan akademik yıldan önceki 5 tam yıl. 10 öğrenciden az olan dönemler (*) dahil ama soluk. Final tekrar dönemleri dahil değil.

Hocalara göre2021–2026 · 1 hoca

  • Ayşe Collinsbu dönem10 dönem · 206 öğrenci · son 2025-2026 Bahar3,44

Hocanın tek başına verdiği şubelerin öğrenci sayısıyla ağırlıklı STARS şube ortalaması. Soluk satırlar 20 öğrenciden az notlu veriye dayanır.

Değerlendirme ve FZ2026-2027 Güz syllabus'ı · koordinatör Ayşe Collins

  • %30Midterm project (individual)-report (20) and presentation (10)
  • %30Final -project (interdisciplinary groups) Project report
  • %10Final group Project presentation
  • %20Individual and group work (inclass or out class)×5
  • %10Individual and group work×10
FZ ŞARTI

To be eligible for the final project, the midterm must be submitted on time; otherwise, the student may attend but will receive an FZ. The course includes unannounced in-class “pop-up” tasks completed only during class time; absence results in zero for that task (no make-ups).

syllabus'taki metin, olduğu gibi

ECTS iş yükü: dönem başına 152 saat.

GE 420 not hesaplayıcısı hazır

Midterm project (individual)-report (20) and presentation (10) %30 · Final -project (interdisciplinary groups) Project report %30 · Final group Project presentation %10 · Individual and group work (inclass or out class) (5 adet) %20 · Individual and group work (10 adet) %10

Notunu hesapla

Ders içeriği

Business terms, jargon and vocabulary used in sustainability. Sustainable business atmosphere. Global, social and environmental events. Public policy and market forces in sustainable business decisions. Triple bottom line accounting for making a sustainable business case. Environmental impact by calculating a carbon footprint. Decisions in sustainable business through environmental and social factors on investment. Opportunities for philanthropy organizations' marketing. "Green" office opportunities. Backcasting for sustainability goals and vision. Stakeholders for sustainable business. Approach to global problems and sustainable solutions.

Haftalık konular 14 hafta
  1. Get to know each other. Why take this course? Introduction to Applied Sustainable Business Development. Course expectations, assessment methods, class participation and how to use course materials. Introduction to sustainability and sustainable development: key concepts, contemporary sustainability challenges, and their relevance to business and different professional fields. Hahn (2025), Chapters 1–2
  2. The Business Case Market forces; public policy and regulation; the top line and competitive advantage; the Interface example; Exercise: Protecting Your Brand; Lessons Learned. Hahn integration: Ch. 3 as the main conceptual update, with selected material from Ch. 8 (government/regulation) and Ch. 10 (investors and sustainable finance).
  3. Defining Sustainability Why are we doing this? Defining sustainability for your company; what sustainability means to employees and customers; translating sustainability into language different audiences can understand; Lessons Learned. Hahn integration: Ch. 2 for sustainability concepts, Triple Bottom Line, ESG and SDGs; selected Ch. 3 for business relevance
  4. Understanding Your Stakeholders and What Is Material to Them Why stakeholder engagement matters; stakeholder mapping; materiality and the process for determining it; best practices and delivery mechanisms; communicating results back to stakeholders; the goal of multiple stakeholder touchpoints; Lessons Learned. Hahn integration: Ch. 6 as the main framework, supported by selected stakeholder perspectives from Ch. 7, 9, 10 and 11, plus Ch. 20 for materiality/reporting links.
  5. Baselining Sustainability to Measure What Matters Measure what matters; inclusive and organizational boundaries; GHG reporting principles; KPIs; gap and SWOT analysis; sustainability data; hotspot identification; screening and full life-cycle assessment; Lessons Learned. Hahn integration: Ch. 18 (sustainability accounting, carbon accounting and life-cycle approaches) and Ch. 19 (management control, indicators and performance measurement).
  6. Goals, Vision and Your Sustainability North Star The North Star; backcasting; incremental and magnitude-of-order goal-setting approaches; integrating corporate, departmental and individual goals; aligning KPIs with sustainability goals; assigning responsibility and accountability; Lessons Learned. Hahn integration: Ch. 19 for objectives, indicators, targets and sustainability management control; selected Ch. 4 for the scale and ambition of sustainability change.
  7. Management Support Is Essential People need to see, hear and feel leadership support; budget; dedicated time and resources; governance support; proving the concept; small wins and momentum; Lessons Learned. Hahn integration: selected Ch. 11–12 on top-management influence, employee-related sustainability and organizational structures; Ch. 19 where relevant to accountability and control.
  8. Understanding Change Management to Guide Implementation Why change is difficult; change psychology; the Hagen-Wilhelm Change Matrix; understanding your company and your people; breaking down silos and coordinating across departments; engaging sceptics; sustaining momentum; Lessons Learned. Hahn integration: selected Ch. 12 and Ch. 19 to connect change with sustainable HRM, organizational routines, management systems and control.
  9. Midterm-project
  10. Engaging Employees Around Sustainability Introduction to employee engagement; sustainability and employee engagement; training and making sustainability part of the job; making it personal; recognizing different learning styles; empowered employees; intrapreneurship; feedback, incentives and recognition; Lessons Learned. Hahn integration: Ch. 11–12 for sustainable employee behaviour, training, feedback, rewards, recognition, green teams and sustainable HRM.
  11. Systems Decision Making and Internal Alignment Systems thinking for sustainability; interconnections, feedback loops, delays and leverage points; prioritizing actions; incorporating sustainability into decision-making and systems; investment and procurement policies; supply-chain and operational alignment; 8 Wastes of Lean as a resource-efficiency lens; operationalizing green teams; Lessons Learned. Hahn integration: Ch. 14–15 for sustainable supply chains, production and logistics; selected Ch. 19 for management systems and internal alignment.
  12. Institutionalizing Sustainability Job descriptions and onboarding; evaluation and alignment of benefits; reward, recognition and compensation; gamification; accountability; embedding sustainability into organizational routines and processes; Lessons Learned. Hahn integration: Ch. 12 and Ch. 19 for sustainable HRM, structural measures, accountability, performance management and control.
  13. Communicating Sustainability Internal communication; continuous communication to reinforce the message; sharing both good and bad performance; aligning communication efforts; internal social media; external reporting; transparency and trust; credible sustainability claims; Lessons Learned. Hahn integration: Ch. 16 (sustainability marketing and communication) and Ch. 20 (sustainability reporting, materiality and reporting frameworks).
  14. Interdisciplinary final project; project presentations; poster presentations; integration of the Wilhelm implementation framework with the updated Hahn concepts and tools.
Ders kitabı 2
  • Recommended - Textbook: Making Sustainability Stick: The Blueprint for Successful Implementation.., Wilhelm, K., 2014, Pearson FT Press ISBN: 978-0133445572
  • Recommended - Textbook: Sustainability Management: Concepts, Instruments, and Stakeholders, 2nd ed. , Rüdiger Hahn , 2025, Pearson

Müfredatlarda3 program

Sık sorulanlar

GE 420 dersinin ön koşulu nedir?

STARS kataloğunda GE 420 için ön koşul belirtilmemiş.

GE 420 kaç kredi, kaç ECTS?

GE 420 3 Bilkent kredisi ve 5 ECTS. Haftalık 3 saat yüz yüze ders.

GE 420 hangi dönemlerde açılır?

Genelde Güz ve Bahar'da açılır, son 5 yazın 1'inde açıldı. 2026-2027 Güz döneminde 1 şube ile açık.

GE 420 not ortalaması kaç?

GE 420 dersinin son 5 akademik yıldaki ortalaması 3,44 (A-); 206 öğrencinin notundan, STARS'ın dönem ortalamaları öğrenci sayısıyla ağırlıklandırılarak hesaplandı.

GE 420 FZ şartı nedir?

2026-2027 Güz syllabus'ına göre: To be eligible for the final project, the midterm must be submitted on time; otherwise, the student may attend but will receive an FZ. The course includes unannounced in-class “pop-up” tasks completed only during class time; absence results in zero for that task (no make-ups).

2026-2027 Güz GE dersleri →

Veri STARS'ın herkese açık sayfalarından (offerings, katalog, ders geçmişi, syllabus) otomatik alınır. Şube, hoca ve kontenjan değişebilir; kesin bilgi için SRS'yi kontrol et.