GE 420 Bilkent – Applied Sustainable Business Development: Şubeler, Hocalar, Not Hesaplama
GE 420 (Applied Sustainable Business Development) Bilkent Genel Eğitim Dersleri dersi. 2026-2027 Güz döneminde 1 şube açıldı. Son 5 yıl ortalaması 3,44 (A-).
- Bölüm
- GE · Genel Eğitim Dersleri
- Kredi / ECTS
- 3 kredi · 5 ECTSİş yükü 152 saat/dönem
- Haftalık saat
- 3 saat yüz yüze ders
- 2026-2027 Güz
- 1 şube · 20 kontenjan, %95 dolu
- Açıldığı dönemler
- Genelde Güz ve Bahar'da açılır, son 5 yazın 1'inde açıldı.
- Son 5 yıl ortalaması
- 3,44 (A-)↓ son 2 yıl 3,27, önceki 3 yıl 3,55
2026-2027 Güz şubeleri ve hocaları
1 şube. Saatler STARS offerings verisinden alınır; yedek (spare) saatler normal ders saati gibi programa dahildir.
| Şube | Hoca | Gün / Saat | Derslik | Kontenjan |
|---|---|---|---|---|
| 1 | Ayşe Collinsgeçmiş ortalaması 3,44 (A-) | Salı 08:30-10:20, Perşembe 13:30-15:201 saati yedek (spare) saat | MA-206 | 19/20 |
GE 420 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)
- 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
- 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).
- 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
- 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.
- 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).
- 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.
- 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.
- 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.
- Midterm-project
- 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.
- 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.
- 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.
- 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).
- Interdisciplinary final project; project presentations; poster presentations; integration of the Wilhelm implementation framework with the updated Hahn concepts and tools.
Ders kitabı
- 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
GE 420 değerlendirme ve FZ şartı
2026-2027 Güz syllabus'ı, koordinatör Ayşe Collins.
| Değerlendirme | Adet | Ağırlık |
|---|---|---|
| Midterm project (individual)-report (20) and presentation (10) | 1 | %30 |
| Final -project (interdisciplinary groups) Project report | 1 | %30 |
| Final group Project presentation | 1 | %10 |
| Individual and group work (inclass or out class) | 5 | %20 |
| Individual and group work | 10 | %10 |
FZ şartı
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).
Kaynak: STARS syllabus. Metinler olduğu gibi aktarılır; dönem içinde değişebilir.
Toplam puanını hesapla
Bu ders hangi müfredatlarda?
GE 420, 3 programın müfredatında zorunlu ya da seçmeli ders olarak yer alıyor.
- Endüstri Mühendisliği · Industrial Engineering (lisans) — seçmeli: Breadth Elective
- Hukuk · Law (lisans) — seçmeli: General Law Elective
- Turizm ve Otel İşletmeciliği · Tourism and Hotel Management (lisans) — seçmeli: General Elective
GE 420 not ortalaması: dönemlere göre
Son 5 yıl 3,44 · son 10 yıl 3,44 · tüm dönemler (2021'den beri) 3,44 · ortalama sınıf 19 öğrenci.
- Güz / Bahar
- Yaz okulu
Nokta büyüklüğü öğrenci sayısını gösterir; soluk noktalar 10 öğrenciden az olan dönemler.
Dönem tablosu (10 dönem)
| Dönem | Şube | Öğrenci | Ders GPA | Şube GPA (min–max) |
|---|---|---|---|---|
| 2025-2026 Bahar | 1 | 20 | 3,34 | 3,34 |
| 2025-2026 Güz | 1 | 19 | 3,05 | 3,05 |
| 2024-2025 Bahar | 1 | 20 | 3,03 | 3,03 |
| 2024-2025 Güz | 1 | 22 | 3,63 | 3,63 |
| 2023-2024 Yaz | 2 | 20 | 3,48 | 3,44–3,52 |
| 2023-2024 Bahar | 1 | 25 | 3,18 | 3,18 |
| 2023-2024 Güz | 1 | 25 | 3,70 | 3,70 |
| 2022-2023 Bahar | 1 | 25 | 3,72 | 3,72 |
| 2022-2023 Güz | 1 | 21 | 3,74 | 3,74 |
| 2021-2022 Bahar | 1 | 9* | 3,38 | 3,38 |
Dönem ortalaması STARS'ın "Course GPA" değeridir (o dönemin tüm şubeleri). Dönemler arası ortalama dönem ortalamalarının öğrenci sayısıyla ağırlıklı ortalamasıdır; "son 5 yıl" içinde bulunulan akademik yıldan önceki 5 tam yıldır. Şube ortalaması STARS "Section GPA"dır ve tek sayıya indirilmez. 10 öğrenciden az olan dönemler (*) ortalamaya dahildir ama soluk gösterilir. Final tekrar dönemleri dahil değildir.
Şubelere göre dağılım
Son 5 akademik yılda GE 420 şubelerinin ortalamaları. Dönem seçerek karşılaştırabilirsin.
Bir noktanın üzerine gelince (ya da dokununca) şube ve hoca görünür.
Her nokta bir şube (STARS şube GPA'sı). Yatay çizgi en düşük–en yüksek, dikey çizgi medyan; soluk noktalar 10 öğrenciden az olan şubeler.
Hocalara göre GE 420
Son 5 akademik yılda (2021–2026) bu dersi veren hocalar ve 2026-2027 Güz hocaları.
| Hoca | Dönem | Öğrenci | Şube ortalaması | Son verdiği |
|---|---|---|---|---|
| Ayşe Collinsbu dönem | 10 | 206 | 3,44 | 2025-2026 Bahar |
Şube ortalaması: hocanın tek başına verdiği şubelerin öğrenci sayısıyla ağırlıklı STARS şube GPA'sı. Soluk satırlar 20 öğrenciden az notlu veriye dayanır.
Programına ekle
GE 420 dersini ders programı oluşturucuya ekleyip çakışmasız kombinasyonları görebilirsin.
Sıkça sorulan sorular
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).
Veri STARS'ın herkese açık sayfalarından (offerings, katalog, ders geçmişi, syllabus) otomatik alınır. Şube, hoca ve kontenjan bilgisi değişebilir; kesin bilgi için SRS'yi kontrol edin.