course catalog · fall semester 2018: 10 september 2018 – 28 september 2018 spring semester 2019:...

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Course Catalog

Academic Year 2018/2019

Collection of Course Syllabi for Students, Faculty and Staff

Programs:

BBA in Tourism and Hospitality Management

BBA in Tourism, Hotel Management and Operations

BSc in International Management

Last Update: August 2018

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Introduction

This document provides a full collection of all course syllabi for the undergraduate study programs

BBA in Tourism and Hospitality Management, BBA in Tourism, Hotel Management and Operations,

and BSc in International Management. The Course Catalog is published bi-annually prior to the

beginning of a new semester every Academic Year in August and January. The dates for the current

Academic Year are as follows:

Fall Semester 2018/2019: 17 September 2018 - 25 January 2019

17 September 2018 - 21 September 2018 Orientation Week

24 September 2018 - 25 January 2019 Courses

24 December 2018 - 4 January 2019 Christmas Break

28 January 2019 - 22 February 2019 Semester Break

Spring Semester 2019: 18 February 2019 - 21 June 2019

18 February 2019 - 22 February 2019 Orientation Week

25 February 2019 - 21 June 2019 Courses

15 April 2019 - 22 April 2019 Easter Break

Early July 2019, tba Graduation Ceremony

The dates for the official online course registration for the current Academic Year are as follows:

Fall semester 2018: 10 September 2018 – 28 September 2018

Spring semester 2019: 11 February 2019 – 1 March 2019

Students

This document will be made available for viewing prior to the beginning of a new semester and

uploaded to the online course catalog located in the Online Campus

(https://onlinecampus.modul.ac.at) approximately one week before the online course registration

opens. Students are recommended to refer to this document when registering for their courses and

review it in particular with regards to:

the mandatory and recommended prerequisite courses and skills.

the envisaged learning outcomes and course content.

the mandatory and optional reading requirements.

the grading and assessment methods.

In addition, the Academic Office strongly recommends students to inform themselves via the

MOODLE pages (https://moodle.modul.ac.at) of the registered courses:

about MU’s course registration policy as outlined in § 5 of MU’s Examination Regulations

and Student Code of Conduct, and the individual deadlines to register or deregister from a

course, if available, following the closure of the official online course registration.

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about MU’s attendance policy as outlined in § 4 of MU’s Examination Regulations and

Student Code of Conduct.

about the detailed unit schedule, either available as pdf-file or set up as integrated part of

the MOODLE course page.

Please remember that English is the working language of the university and should be spoken in all

course-related and non-course related settings.

Faculty

MU offices (ACO, SSC, Library) and students will use this document as a reference in order to identify

the reading material and means of provision, the grading and assessment methods, and course

content / envisaged learning outcomes. Updates to a course syllabus may be made on a bi-annual

basis. The Academic Office will invite lecturers to request changes when scheduling courses for the

upcoming semester which is naturally done in March / April and October / November. Changes

must be submitted by an indicated deadline, and will not be permitted after publication of this

document as part of the online course registration.

This document is a collection of course syllabi but does not contain any detailed information on the

single course units. Lecturers will be requested to send a detailed unit schedule to the Academic

Office by an indicated date which will be uploaded to the MOODLE course page of each course. In

addition, lecturers are strongly encouraged to publish a detailed outline of each unit via MOODLE,

and make use of the tools and features that MOODLE provides as a learning platform. For further

information, please view the MOODLE Manual for Lecturers.

Please remember that English is the working language of the university and should be spoken in all

course-related and non-course related settings.

Notes on Academic Misconduct and Plagiarism

Academic integrity, which refers to honest and ethical conduct in all facets of academic life, is the

touchstone of any university community. Academic misconduct will not be tolerated at MODUL

University Vienna, where integrity constitutes one of our core university values. Read on to learn

about our academic integrity policy, and, for more detail, please consult our Guide to Understanding

Plagiarism.

Academic misconduct refers to any action or attempted action intended to give a student an unfair

advantage to him/herself or an unfair advantage or disadvantage to any other member(s) of the

academic community. Examples of academic misconduct recognized by MODUL University Vienna

include fraud and other acts of deception, including, but not limited to, cheating, plagiarism, the

fabrication of material and data, collusion, covert sharing, unauthorized access of materials and the

facilitation of academic dishonesty.

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Among the above-listed acts of academic misconduct, plagiarism is both the most ubiquitous and

most difficult to understand, and it, therefore, merits further explanation. Plagiarism is the

misrepresentation of someone else’s words, expressions, productions or creative works as your own,

and it occurs when you uses someone else’s words without proper citation or express permission. It

includes, but is not limited to, plagiarism, improper phrasing, inadequate citation and self-

plagiarism. To avoid plagiarism, be sure to cite your references and acknowledge your sources.

Plagiarism is both illegal and unethical and, like all forms of academic misconduct at MODUL

University Vienna, will be subject to disciplinary action.

MODUL University Vienna has developed a system for investigating and processing instances of

academic misconduct effective across all campuses. This system differentiates between minor and

serious offenses and may result in a number of outcomes, including, but not limited to, academic

probation and/or expulsion. These outcomes may be formally appealed by students who believe

that they have been falsely accused.

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Contents Introduction ...................................................................................................................... 2

1 BBA and BSc Courses ............................................................................................... 8 1.1 Module I: Business Administration ......................................................................................... 8

1.1.1 Sustainability Literacy for Business ................................................................................. 8

1.1.2 Accounting and Management Control I ........................................................................ 11

1.1.3 Accounting and Management Control II ....................................................................... 14

1.1.4 Organizational Behavior and Corporate Social Responsibility ...................................... 16

1.1.5 Marketing and Consumer Behavior .............................................................................. 18

1.1.6 Marketing Research and Empirical Project ................................................................... 20

1.1.7 HR Management and Management Development ....................................................... 24

1.1.8 Supply Chain Management ........................................................................................... 27

1.1.9 Service Operations Management ................................................................................. 29

1.1.10 Entrepreneurship, Innovation and Business Planning .................................................. 31

1.1.11 Ethics in International Management ............................................................................ 35

1.2 Module II: Information Management ................................................................................... 37

1.2.1 New Media and e-Business Applications ...................................................................... 37

1.3 Module III: Quantitative Methods ........................................................................................ 40

1.3.1 Math and Statistics I ...................................................................................................... 40

1.3.2 Math and Statistics II ..................................................................................................... 43

1.3.3 Operations Research ..................................................................................................... 46

1.4 Module IV: Economics and Financial Management .............................................................. 48

1.4.1 Microeconomics ............................................................................................................ 48

1.4.2 Macroeconomics ........................................................................................................... 51

1.4.3 Financial Management and Investment Planning ........................................................ 54

1.4.4 Economic Geography .................................................................................................... 57

1.5 Module 5: Law ....................................................................................................................... 60

1.5.1 Principles of Business Law............................................................................................. 60

1.6 Module VI: Communication Skills ......................................................................................... 63

1.6.1 Advanced Business Communication ............................................................................. 63

1.6.2 Academic Writing .......................................................................................................... 66

1.6.3 Critical Thinking and Problem Solving ........................................................................... 69

1.6.4 Human Relations and Personal Development .............................................................. 73

1.7 Module X: Bachelor Thesis .................................................................................................... 76

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1.7.1 Bachelor Thesis Tutorial ................................................................................................ 76

2 BBA Courses .......................................................................................................... 78 2.1Module VII: Tourism and Hospitality Management..................................................................... 78

2.1.1 Tourism and Hospitality Business Analysis ................................................................... 78

2.1.2 Latest Trends in Tourism, Hospitality and Events ......................................................... 81

2.2 Module VIII: Advanced Tourism and Hospitality Management ............................................ 83

2.2.1 Major Tourism Management ........................................................................................ 83

2.2.2 Major Hotel Management ............................................................................................ 99

2.2.3 Major Event Management .......................................................................................... 116

2.3 Module IX: Internship ......................................................................................................... 128

2.3.1 Internship Preparatory Course .................................................................................... 128

2.4 Module XI: Hotel Management and Operations................................................................. 130

2.4.1 The Hospitality Industry .............................................................................................. 130

2.4.2 Hotel Management and Operations ........................................................................... 133

2.4.3 Rooms Division Management ..................................................................................... 136

2.4.4 Hotel Business Simulation ........................................................................................... 139

2.4.5 Facility Management................................................................................................... 141

2.5 Module XII: Foodservice Management ............................................................................... 144

2.5.1 Food and Beverage Management and Controlling ..................................................... 144

2.5.2 Culinary Theory and Practice ...................................................................................... 150

2.5.3 Restaurant and Service Management ......................................................................... 153

3 BSc Courses ......................................................................................................... 156 3.1 Module VII: International Management ............................................................................. 156

3.1.1 Core Courses ............................................................................................................... 156

3.1.2 Major Advanced International Management ............................................................. 164

3.1.3 Major Interactive Marketing ....................................................................................... 173

3.1.4 Major Entrepreneurship and Governance .................................................................. 181

3.2 Principles of Science ............................................................................................................ 190

3.2.1 Philosophy of Science ................................................................................................. 190

3.2.2 Research Design .......................................................................................................... 194

5 Other Enrichment Courses ................................................................................... 197 5.1 Mentoring ........................................................................................................................... 197

4 Extra-curricular Courses ...................................................................................... 199 4.1 Foundation Program ........................................................................................................... 199

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4.1.1 Business Communication ............................................................................................ 199

4.1.3 Fundamentals of Business Administration ................................................................. 203

4.2 Language Program .............................................................................................................. 209

4.2.1 German A1.1 ............................................................................................................... 209

4.2.2 German A1.2 ............................................................................................................... 212

4.2.3 German A2.1 ............................................................................................................... 214

4.2.4 German A2.2 ............................................................................................................... 216

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1 BBA and BSc Courses

1.1 Module I: Business Administration

1.1.1 Sustainability Literacy for Business

Course ID and Title 0100 Sustainability Literacy for Business

Course Format SE ECTS 4 Weekly Hours 2

Study Programs

114 BBA in Tourism and Hospitality Management

115 BBA in Tourism, Hotel Management and Operations

131 BSc in International Management

Module Business Administration

Semester(s) Fall

Instructor and

contact information

David Leonard, Ph.D., University Lecturer

Department of Sustainability, Governance, and Methods

Contact Hours: By appointment E-mail: [email protected] Dr Klaus Renoldner Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

The aim of this course is to allow students to develop their understanding and interest in the most pressing challenges facing humanity, as well as to explore a range of potential solutions.

To successfully complete this course, students must be able to:

discuss current global distributions of population, wellbeing, and resources in the context of the UN Sustainable Development Goals

critique GDP as a measure of societal wellbeing and cite the advantages of viable alternative measures

describe the concept of planetary boundaries, discuss ecological consequences of economic growth, and explain why perpetual economic growth is infeasible

distinguish between scientific and non-scientific approaches (science and politics), and apply this understanding to the climate change debate

distinguish between different conceptions of sustainability, and provide a critique

evaluate the utility of various tools and business strategies for achieving sustainable outcomes

analyze empirical data in the context of personal values to in order to provide

mailto:[email protected]


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well-founded subjective answers to important normative questions

Core Graduate

Attributes

Addressed

Attributes Level out of 4

Problem solving in complex environments 3

Information literacy / Independent and critical thinking 2

Communication in a variety of contexts and modes 1

Managing own work and working with others 1

Global citizenship perspectives, resourcefulness and responsibility 4

Reflective learning and career advancement 2

Detailed Course

Content

An introduction to the principle concepts of ecological economics:

The future as you see it

Human needs and UN SDGs

The economy

Alternatives to GDP

Exponential Growth

Limits to Growth

Ecological footprint

Climate change

Technological solutions

Conceptions of sustainability

Explaining inaction: psychological drivers

Explaining inaction: institutional drivers

Inequality

Business implications

Sustainable Business Models

Reading Material

All required readings will be made available to students via the course MOODLE page

Daly, H.E. (2008). “A steady-state economy”. Opinion Piece for Redefining

Prosperity. Sustainable Development Commission, UK.

Monbiot, G. (2016) “Neoliberalism – the ideology at the root of all our

problems”. The Guardian - 15 April 2016.

Rockström, et al. (2009). “A safe operating space for humanity”. Nature, 461,

472-475, doi:10.1038/461472a.

Steffen et al. (2015). “Planetary Boundaries: Guiding human development on a

changing planet”. Science, Vol. 347 no. 6223. doi: 10.1126/science.1259855

Teaching Approach

The course employs a Socratic teaching approach in which students are presented with questions rather than answers. This inclusive and democratic approach is consistent with the principles of sustainability in recognizing that the answers to modern challenges are up to the students as much as anyone else.

Each session will incorporate a theoretical component in which the instructor briefly

presents a new topic, before students are given the opportunity to explore the topic

from their own perspectives through classroom activities including collaborative work

in small groups, debates, visioning exercises, virtual voting, case studies, and

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simulations.

Assessment

The final grade will be determined by:

70%: reflective homework assignments (10 assignments, 7% each)

30%: group presentations (3 presentations, 10% each)

Syllabus revised by David Leonard, Ph.D.

Syllabus Revision

Date August 2018

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1.1.2 Accounting and Management Control I

Course ID and Title 0101 Accounting & Management Control I

Course Format LX ECTS 6 Weekly Hours 3

Study Programs





Semester(s) Fall and Spring

Instructor and

contact information

Christian Ochs Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for 0102 Accounting and Management Control II

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts and

principles of financial and management accounting.

To successfully complete this course students must:

Explore the basic principles and concepts of accounting

Understand the purpose of financial statements

Understand the role of financial statements and information in management decision making

Core Graduate

Attributes

Addressed








Detailed Course

Content

The following key concepts will be covered in the course:

Basic principles and underlying concepts of financial accounting and management accounting

The financial statements

The role of financial statements in management decision making

Preparing Income statements, Balance sheets and cash flow statements


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Analysing and interpreting financial statements

Users of financial information/usefulness of accounting/the major financial statements/Accounting conventions/Preparing a balance sheet

Effects of trading operations on the balance sheet/Classification of assets and claims/Balance sheet formats

Accounting conventions and the balance sheet/Discuss purpose and limitation of the balance sheet

Nature and purpose of the profit and loss account/Relationship between the profit and loss account and the balance sheet

Recording advanced trading transactions including accruals accounting and depreciation

Recording advanced trading transactions including costing inventories and trade receivables problems

Accounting for limited companies/Financing limited companies/International Accounting Standards

Basics of Double-entry bookkeeping/Recording trading transactions

Balancing accounts/Preparing the trial balance

Recording advanced trading transactions including depreciation, liabilities, prepayments and accrued expenses/ Preparing final accounts

Discuss the importance of cash to a business/ Explain the nature of the cash flow statement

Prepare a cash flow statement/ Interpret a cash flow statement

Analysing and interpreting financial statements/Key steps in financial ratio analysis/Calculating ratios/Evaluating the profitability

Calculating ratios/Evaluating the liquidity and Efficiency/ Evaluating financial gearing

Reading Material

Required Reading:

Accounting and Finance: An Introduction, 8th Edition. Eddie McLaney, Peter Atrill

A workbook containing exercises will be made available to students enrolled in this

course at the beginning of the semester.

Teaching Approach

Since grading of students is continuous within the course through activities performed in and out of class, attendance of seminars/exercises is mandatory. Since seminar/exercise work is each time tightly connected to the most recent lecture, lecture attendance is strongly advised.

In the lecture topics are presented by the instructor. Practice examples are explained

and discussed. Cases/examples will encourage students to apply theory to real-life

situations in the exercise. Each session will incorporate a theoretical component in

which the instructor briefly presents a new topic, before students are given the

opportunity to explore the topic from their own perspectives through classroom

activities including collaborative work in small groups, debates, visioning exercises,

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virtual voting, case studies, and simulations.

Assessment


Three (3) written exams (33.3% each, 100% total)

Bonus points based on active class participation (Note: bonus points are only added to a positive grade, i.e., they do not turn a negative grade.)

Syllabus revised by Christian Ochs

Syllabus Revision

Dates August 2018

14

1.1.3 Accounting and Management Control II

Course ID and Title 0102 Accounting and Management Control II


Study Programs






Instructor and

contact information

Georg Zihr Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites 0101 Accounting and Management Control I

Required for 0403 Financial Management & Investment Planning

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts of financial and managerial accounting to manage a business in a competitive environment. The focus of this course is on how accounting improves managerial decision making. To successfully complete this course, students must be able to distinguish between payments, expenses and cost, use relevant cost to make decisions, distinguish between fixed and variable cost, deduce the break-even-point, explain the full costing approach, calculate costs on a departmental basis, explain how to reach pricing decisions, construct a master budget and calculate and interpret variance.

Core Graduate

Attributes

Addressed








Detailed Course

Content


Relevant Cost: Introduction to management accounting/Costs versus revenues/Relevant costs for decision making/Typical short-term decisions based on relevant costs

Fixed and variable Cost, Break Even Analysis: Difference between fixed costs and variable costs/Break-even analysis/Discuss purpose and limits of break-even analysis

Costing and reaching pricing decisions: Full costing in single- and multi-product operations/Direct and indirect costs/Job costing, Full costing on a departmental


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(cost center) basis/Cost allocation/Cost apportionment/Calculating departmental overhead absorption rates/Using full cost information/ Pricing/ Full cost pricing/Pricing on the basis of marginal cost, Costing and performance evaluation in a competitive environment

Budgeting: Budgeting/Time horizon of plans and budgets/The uses of budgets/Incremental and zero-base budgeting, Preparing a master budget/Beyond budgeting

Variance analysis : Undertaking variance analysis and discussing possible reasons for the variances calculated

Reading Material

Required Reading (mandatory):

Accounting and Finance: An Introduction, 8th Edition. Eddie McLaney, Peter Atrill

A workbook containing exercises will be made available to students enrolled in this

course at the beginning of the semester.

Additional Reading (optional):

Management and Cost Accounting, 6th Edition, Alnoor Bhimani, Charles T. Horngren,

Srikant M. Datar, Madhav V. Rajan

Teaching Approach


The lecture part (2 hrs) will be conducted essentially by upfront teaching. Based on the contents of the lecture, students have to do solve and discuss problems in the exercises (1 hrs).

For assessments, students are allowed to use pocket calculators. Mobile phones, tablet

PCs, laptops and the like cannot be used during assessments.

Assessment

The final grade will be determined by: 3 Written quizzes (100%)

To pass the course, a minimum of 60% must be gained for the quizzes in total. A

maximum of 9 Bonus points can be obtained through active class participation in the

exercises.

Note: Bonus points are added to positive course grades, but do not turn a failing grade

into a passing grade!

The grades of the tests are published on Moodle. Students will therefore be able to

monitor their individual performance throughout the semester.

Syllabus revised by Georg Zihr

Syllabus Revision

Dates August 2018

16

1.1.4 Organizational Behavior and Corporate Social Responsibility

Course ID and Title 0103 Organizational Behavior and Corporate Social Responsibility

Course Format IL ECTS 4 Weekly Hours 2

Study Programs





Semester(s) Spring

Instructor and

contact information

Ursula Christine Loisch Contact Hours: By appointment email: [email protected]

Course

Prerequisites N/A

Required for 0108 Entrepreneurship, Innovation & Business Planning

0780 Strategic Planning (131 Study Program only)

Learning

Outcomes

The course aims to help students gain an understanding of the field of organizational

behavior (OB). Students will obtain an understanding of basic concepts, principles and

theories of organizational behavior, obtain knowledge of major aspects of the

individual in the organization, organizational processes, as well as human processes.

Upon successful completion of this course, students should be able to identify and

evaluate theories as well as trends in management, and to understand and assess the

impacts of organizations and their structures on individuals.

Though governments and non-profits are crucial to a modern society, businesses are

largely responsible for creating the wealth upon which the well-being of society

depends. As they create that wealth, their actions impact society, which is composed of

a wide variety of stakeholders. In turn, society shapes the rules and expectations by

which businesses must navigate their internal and external environments. This

interaction between corporations and society (in its broadest sense) is the concern of

corporate social responsibility (CSR).

To successfully complete the course students must:

Gain an insight into the broad field of organizational behavior and its elements

Be able to derive valuable input for future personal organizational challenges

Take an exploratory attitude toward this course, keeping an open mind about CSR issues when viewed from the multiple perspectives

Imagine how CSR issues are viewed by each relevant stakeholder

Form personal opinions, while being willing to listen to the views of others


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Undertake pre-class assignments in a timely manner to maximize the in-class learning.

Core Graduate

Attributes

Addressed








Detailed Course

Content

Following topics are covered by this class:

Introduction to organizational behavior (the field of organizational behavior; organizational justice and ethics)

Basic human processes (perception and learning; individual differences with respect to personality, skills, and abilities; coping with organizational life by looking into emotions and stress)

The individual in the organization (work-related attitudes: prejudice, job satisfaction, and organizational commitment; motivation in organizations)

Group dynamics (work teams; communication; interpersonal behavior at work by looking into conflict, cooperation, trust, and deviance)

Influencing others (uses and abuses of power; leadership)

Organizational processes (organizational culture, creativity, and innovation)

CSR basics & practical cases

Reading Material

Required Reading:

Greenberg, J. (2011). Behavior in organizations. (10th edition, global edition). Essex:

Pearson Education Limited.

Teaching Approach

Students will be probed with appropriate questions throughout the semester to

facilitate a critical thinking process. The lecturers will foster discussions by summarizing

the topic introduced in the reading assignments. Moreover, cases, exercises and

practical examples will be featured to further deepen the understanding of both OB

and CSR. Each student is expected to actively contribute to the class discussion, both as

called for by the lecturers and on a voluntary basis.

Assessment

The final grade will be determined by the following components

Quizzes during the course = 60%

Team assignment and presentation = 40%

Syllabus revised by Ursula Christine Loisch

Syllabus Revision August 2018

18

1.1.5 Marketing and Consumer Behavior

Course ID and Title 0104 Marketing and Consumer Behavior


Study Programs






Instructor and

contact information

Kristof Tomej Contact Hours: By appointment E-mail: [email protected]

Marion Garaus Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for 0105 Marketing Research & Empirical Project

Learning

Outcomes


principles of marketing and consumer behavior. To successfully complete this course

students must:

Be able to name, explain and illustrate with examples the concepts and principles of marketing by using appropriate professional terms;

Understand the basics of consumer behavior and be able to describe them in real-world business situations;

Be able to develop a comprehensive marketing analysis and use it for suggesting strategic marketing decisions;

Understand the role of the marketing mix and be able to apply some of the basic tools in real-world marketing problems;

Core Graduate

Attributes

Addressed










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Detailed Course

Content

Concepts and principles of marketing: the marketing process; human needs, wants, and demands; marketing management orientations, societal marketing; the marketing environment and its structure; marketing information and marketing research

Introduction to consumer behavior: factors affecting consumer behavior; types of buying behavior; buying decision process; behavioral economics.

Components of marketing strategy: segmentation; targeting; differentiation; positioning.

Components of the marketing mix: product and branding; pricing strategies and pricing decisions; distribution and marketing channels; promotion and marketing communication

Basic marketing tools: SWOT; PESTEL; BCG matrix; competitive analysis; positioning maps.

Reading Material

Required Reading:

The main textbook for the course is

Kotler, P., Armstrong, G., Harris, L.C., Piercy, N. (2013). Principles of Marketing. (6th

European edition*). Essex: Pearson Education Limited.

*Other editions of the book may be used but the numbers of chapters and pages may

differ from those indicated in the course syllabus.

The lecturer will post additional articles for required reading on Moodle

Teaching Approach

This interactive lecture provides the theoretical background of marketing and consumer

behaviour and serves as platform for discussion, review of readings and introduction to

marketing tools, as well as short exercises. Students are expected to complete the

required readings prior to attending the lecture, thus being able to contribute to the

session.

Assessment


Written Quizzes: 50%

Individual homework assignments: 20%

Group assignment: 25%

Participation and contribution to discussions: 5%

Syllabus revised by Kristof Tomej

Syllabus Revision

Dates August 2018

20

1.1.6 Marketing Research and Empirical Project

Course ID and Title 0105 Marketing Research & Empirical Project


Study Programs






Instructor and

contact information

Christian Weismayer Contact Hours: By appointment E-mail: [email protected] Marion Garaus Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

0104 Marketing & Consumer Behavior

0302 Math & Stats II

Required for N.A.

Learning

Outcomes


principles of Marketing Research, Market Analysis and Problem-solving. Overall, the

students must be able to carry out a marketing research project, from real-world

examples and collaboration with a representative from the tourism industry.


Be able to indicate a marketing research problem in the field of tourism and/or general international businesses

Be able to transfer the market problem into a research setting

Be able to use and/or develop their analytic and strategic problem-solving skills

Be able to work in group-format, divide roles and take responsibility for the group work and set deadlines

Have a holistic overview of the project

Be able to project the quality standards of the project

Core Graduate

Attributes

Addressed







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Detailed Course

Content

Principles of marketing research and its position within a company and market area

Activities within a marketing research project

Different research projects a marketer researcher can undertake

Introduction to Theoretical Framework

- How to formulate a Research Question

- Learn how to formulate a research question

- Learn how to develop of a research model

- Learn the use of hypothesis

- Learn how to formulate hypothesis

How to design your research, and which steps you take

- Be able to make hypotheses measurable

- Identify dependent and independent variables

- Distinguish the forms of different variables

- Identify the different measurement models

How to choose the most appropriate research method

- Understand the two research paradigms

- Distinguish the forms of quantitative research methods

- Distinguish the forms of qualitative research methods

- Understand the mixed-method approach

How to select your respondents

- How do you measure what you want to measure

- Survey Design I

- Identify the right respondents

- Understand the sample process

- Distinguish the sampling techniques

- Understand the organization of data collection

- Identify the ‘right’ questions for a survey

- Understand the confidentially and anonymous issues related to data collection

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Research report writing

- Understand the layout of a research report

- Understand how to write a literature review

- Deal with reference issues

- Understand how to write up the results

- Understand how to write a conclusion, strategic recommendations

Coding scheme

- Be able to set up a coding scheme for a given questionnaire or similar data collection procedures

- Be able to prepare a spreadsheet for entering the data

Data preparation

- Be able to merge different datasets

- Be able to search for unwanted/illogical/unreliable/… entries

- Be able to clean and prepare a dataset

Descriptive statistics

- Be able to visualize sample characteristics and hypotheses related item connections (pie charts, column charts, bar charts, line charts, box-and-whisker plots…)

- Be able to summarize sample characteristics (frequency tables, cross tables, location and dispersion measures…)

Inferential statistics

- Be able to work out the hypotheses (t-test, Mann-Whitney U-test, paired t-test, Wilcoxon test, Pearson correlation, Spearman correlation, Chi-square test, regression, ANOVA, Kruskal-Wallis H-test, repeated measures ANOVA, Friedman, two-way ANOVA)

Exploratory statistics

- Be able to make use of exploratory statistics (cluster analysis, factor analysis…)

- Be able to draw conclusions from the hypotheses testing results

- Be able to detect problems of the whole approach (self-criticism of the

research approach…

Reading Material

Required Reading:

1. Selected chapters from: “Essentials of Marketing Research”, Hair et al. (2012) 3th Edition, Mcgraw-Hill

Publ.Comp. ISBN-13: 978-0071318372

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2. Other articles (TBA): The instructors will upload necessary readings on Moodle along with slides from the

lecturers.

Teaching Approach

The seminar should be highly interactive, it is expected from students to

i) show their participation and ii) link it to their project iii) read the required reading iv) be able to ad-hoc present a summary of session topic

During the exercises sessions the shift changes to students work. It is expected that

students need to work in groups on a research project. The groups need to presents

several times to inform their peers and instructor. The instructor will support students

and guide them throughout the project during the exercise sessions. It is expected

that students take responsibility for their group role, quality delivered and respect

instructors’ deadlines.

Assessment


Group work – report - 50%

Presentations – 20%

Class Participation - 10%

Data collection- 10%

Peer evaluation / journal writing – 10%

Syllabus revised by Christian Weismayer

Syllabus Revision

Dates August 2018

24

1.1.7 HR Management and Management Development

Course ID and Title 0106 HR Management and Management Development

Course Format LS ECTS 6 Weekly Hours 3

Study Programs





Semester(s) Fall

Instructor and

contact information

Dr. Bozana Zekan Contact Hours: By appointment E-mail: [email protected] Dr. Sabine Bruggeman Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Recommended Prerequisite Courses:

0103 Organizational Behavior & CSR

0602 Academic Writing

Required for N/A

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts and principles of human resource management (HRM). More specifically, students will learn about the distinctive role of HR within organizations, as well as about various activities and issues that HR managers deal with on a regular basis. Theory will be accompanied by the real-life case examples in order to further deepen the students’ understanding of the field.

Core Graduate

Attributes

Addressed








Detailed Course

Content

Following topics are covered in this class:

The legal, global, and competitive environments of HRM

Decision making in HRM: Strategy and planning

Recruitment and selection

Training and development strategies



25

Compensation and benefits

Performance appraisal and career management

Employee retention and termination

Leadership and teambuilding

Empowerment

Motivation at work and performance enhancement techniques

Managing the diverse workforce

Managing labor relations

Safety, health, well-being, and security

Review, critique, and developments in HRM

Reading Material

Required Reading:

DeNisi, A.S., & Griffin, R.W. (2008). Human Resource Management. (3rd edition). Boston: Houghton Mifflin Company.

Additional Reading:

Dessler, G. (2009). A framework for human resource management. (5th edition). Upper Saddle River, NJ: Pearson Education, Inc.

Foot, M., & Hook, C. (2008). Introducing human resource management. (5th edition). Essex: Pearson Education Limited.

Greenberg, J. (2011). Behavior in organizations. (10th edition, global edition). Essex: Pearson Education Limited.

McKenna, E., & Beech, N. (2008). Human resource management: A concise analysis. (2nd edition). Essex: Pearson Education Limited.

Tesone, D.V. (2005). Human resource management in the hospitality industry: A practitioner’s perspective. Upper Saddle River, NJ: Pearson Education, Inc.

Number of case studies will be provided for the seminar sessions.

Teaching Approach


The lecture part of this class will focus on presenting, reading, and discussing recent

literature. Students will be probed with appropriate questions throughout the semester

to facilitate a critical thinking process. The lecturer will foster discussions by

summarizing the topic introduced in the reading assignments. Practical examples will

be shown to deepen the understanding of HRM. The seminar part will feature cases,

exercises, and practical examples to further deepen the understanding of HRM. Each

student is expected to actively contribute to the class discussion, both as called for by

the lecturer and on a voluntary basis.

Assessment

The final grade will be determined by the following components (100 = total score):

Quizzes during the course (2 quizzes 25% each) = 50%

Written team assignment (30%) and presentation (20%) = 50%

26

Syllabus revised by Bozana Zekan

Syllabus Revision

Dates August 2018

27

1.1.8 Supply Chain Management

Course ID and Title 0107 Supply Chain Management


Study Programs 131 BSc in International Management


Semester(s) Fall

Instructor and

contact information

Name: Miguel Suarez Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites None

Required for N/A

Learning

Outcomes


principles of supply chain management in manufacturing industries. To successfully

complete this course students must:

Be familiar with the basic concepts of supply chain management

Be able to critically evaluate strategies and business processes along the supply chain

Have an insight into the importance of information systems and performance

management within the supply chain

Be able to quantify the financial impact of supply chain decisions

Be familiar with the supply chain in several manufacturing industries

Core Graduate

Attributes

Addressed








Detailed Course

Content

The first half of the course provides an overview on the discipline of Supply Chain

Management in manufacturing companies. After a brief introduction on the basic

definitions, the course describes core strategies and processes that a company might put

in place to optimize its supply chain. In the second half of the course, supply chain

enablers as information technology and performance indicators are explained. Lastly, the

financial impact of supply chain decisions will be introduced. During the last sessions,

students will present in groups selected company supply chains, analyzing and explaining

their challenges and capabilities.


28

Reading Material

Required Reading:

Supply Chain Management: Strategy, Planning and Operation

Sunil Chopra, Peter Meindl

ISBN 0-13-026465-2

Global Logistics & Supply Chain Management

John Mangan, Chandra Lalwani

ISBN 978-1-119-99884-6

Teaching Approach

Students will be probed with appropriate questions throughout the semester to facilitate

a critical thinking process. The lecturer will foster discussions by summarizing the topic

introduced in class. Moreover, practical examples will be featured to further deepen the

understanding of Supply Chain Management. Each student is expected to actively

contribute to the class discussion, both as called for by the lecturer and on a voluntary

basis.

Assessment


Group Assignment 20%

Mid Term Exam 30%

Final Exam 50%

Syllabus revised by Miguel Suarez

Syllabus Revision

Dates August 2018

29

1.1.9 Service Operations Management

Course ID and Title 0107 Service Operations Management


Study Programs 114 BBA in Tourism and Hospitality Management



Semester(s) Fall

Instructor and

contact information

Eva-Aileen Jungwirth-Edelmann Office hours: by appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of service operations management. Students will obtain an understanding of

basic concepts, principles and theories of service operations management, obtain

knowledge of major aspects of service concepts, challenges facing operations

managers, as well as understanding the customer expectations and perceptions. Upon

successful completion of this course, students should be able to identify service

processes and strategies as well as organizational cultures, and to understand and

assess the impacts of service operation management on organizations, its individuals

and customer relations.

Upon successful completion of the course, students should be able to:

Derive input for future personal work life situations

Understand the customer perspective and the correlation of organizational culture and service operation

Form personal opinions and improvement strategies to provide a competitive advantage

Undertake pre-class assignments in a timely manner to maximize the in-class learning.

Core Graduate

Attributes

Addressed









30

Detailed Course

Content

The following topics will be covered during this course

The field of service operations management

Customer relationships

Designing the service process

Managing people

Creating and implementing strategy

Understanding and influencing organizational culture

Reading Material

Required Reading:

Johnston R., Clark G., Shulver M. (2012). Service Operations Management – Improving

Service Delivery. (Fourth Edition) Pearson Education Limited 2012 (ISBN 978-0-273-

74048-3)

Teaching Approach

Students will be probed with appropriate questions throughout the semester to facilitate a critical thinking process. The lecturer will foster discussions by summarizing the topic introduced in class. Moreover, cases, exercises and practical examples will be featured to further deepen the understanding of Service Operations Management. Each student is expected to actively contribute to the class discussion, both as called for by the lecturer and on a voluntary basis.

Assessment


Quizzes during the course (3 quizzes at 20% each) = 60%

Team assignment and presentation = 40 %

Syllabus revised by Eva-Aileen Jungwirth-Edelmann

Syllabus Revision

Dates June 2018

31

1.1.10 Entrepreneurship, Innovation and Business Planning

Course ID and Title 0108 Entrepreneurship, Innovation & Business Planning


Study Programs





Semester(s) Fall

Instructor and

contact information

Markus Habermann Contact hours: By appointment E-mail: [email protected]

Course

Prerequisites


0403 Financial Management & Investment Planning

Required for N.A.

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts, issues

and themes related to business planning, digital strategy, innovation and

entrepreneurship. Students are going to work on their own startup and will be able to

present their business-idea in a professional way. The course will provide an overview

of the functional activities in a typical business venture. The principles of an innovation

as well as business model innovation will be discussed. Furthermore, the course will

explore business planning and strategic management issues of enterprises in the early

stages of development. Followed-up with explanations related to entrepreneurship and

its success factors. Through class discussion on selected case studies, lectures and

dialogues with local entrepreneurs. Furthermore, students will be encouraged to

combine and apply their creativity and technical skills to develop a business strategy for

a new business idea.


Explain the concept of innovation and the various forms it can take

Identify the various innovation processes (idea generation, product development etc.)

List the key factors for successful innovations

Demonstrate how entrepreneurship and innovation are interlinked

Seize a business opportunity and critically analyze the business idea

Use creative techniques to develop business ideas

Manage the process of writing a business plan

Present and pitch solid business ideas

Work in a dynamic team, organize deadlines and assign roles

Develop attitudes and skills that will be useful in new ventures


32

Students are expected to make a contribution to the class in the following way:

Asking questions when concepts are unclear

Interpretations integrating concepts and discussions

Cite relevant personal examples

Posing questions that lead to discussions

Bring current new stories that relate to the course and topic of the specific unit to the attention of the class

Take responsibility in your group

Core Graduate

Attributes

Addressed








Detailed Course

Content

Understanding Innovation

- What is innovation management

- Why is innovation necessary

- The interlinks with entrepreneurship

- Purpose of a business plan

- An overview of the main principles of innovation processes

- Listing of the different forms innovation can take

- Design guidelines for a business plan

- Brainstorm about innovations needed in a specific market

- Analyze innovations in your chosen field / business environment

- Present an innovation to your interest

Creativity and Idea Generation

- What is creativity

- How to find innovation

- Exploiting innovation networks

- Idea generation phases

- The link between innovation and business opportunities

- Identify the search strategies for innovation

- To classify business opportunities

- List the types of innovation networks

33

- Knowing the techniques to stimulate creative thinking

- Creative brainstorm ideas

- First attempt of business ideas

Paradigms in Innovation

- The integration of research to fuel innovation

- Closed versus Open Innovation

- User-Centered innovation

- Social Innovations

Entrepreneurship & Start-ups

- Principles of entrepreneurship, intrapreneurship & spin-offs

- Defining one’s role in a venture & team forming

- Growing your venture

- Attracting investors

- Visualizing process how to go from an innovation to a start-up

- How to attract investors

- Identify entrepreneurs and their principles

- How to form a successful team

Digital Strategies and Market Dynamics

- How to enter your market

- Identification of (new) markets, segmentation and market entry strategies

- Competition, SWOT, and positioning one’s business

- Decide upon strategies how to sense your business environment

- Application of the various analysis / tools to sense your market

Who are the competitors?

- Analysis of competitors for your startup

Seize the market and let the money roll!

- Developing a financial plan for your business

Product Market Fit

- Improving product and financial plan

34

Reading Material

Mandatory Reading:

RIES, ERIC (2011): The LEAN STARTUP. How Today’s Entrepreneurs Use

Continuous Innovation to Create Radically Successful Businesses, New York

ISBN 978-1455502394

VOIGT, KAI-INGO / BULIGA, OANA / MICHL, KATHRIN (2017): Business Model

Pioneers. How Innovators Successfully Implement New Business Models.

Switzerland

ISBN 978-3-319-38844-1, ISBN 978-3-319-38845-8 (eBook)

XIAOMING, ZHU / BINGYING, SONG / YINGZI, NI / YIFAN, REN / RUI LI (2016):

Business Trends in the Digital Era. Evolution of Theories and Applications,

Shanghai

ISBN 978-981-10-1078-1, ISBN 978-981-10-1079-8 (eBook)

Additional Reading:

- Students will receive additional readings and videos in MOODLE.

- Students will also be provided with other material (i.e., videos) in order to keep

updated with the reading material for this course.

Teaching Approach

Since grading of students is continuous within the course through activities performed

in and out of class, attendance of seminars/exercises is mandatory. Since

seminar/exercise work is each time tightly connected to the most recent lecture,

lecture attendance is strongly advised.

Assessment


Class participation and presentations 50%

Quiz 30%

Business plan 20%

Syllabus revised by Markus Habermann

Syllabus Revision

Dates August 2018

35

1.1.11 Ethics in International Management

Course ID and Title 0109 Ethics in International Management




Semester(s) Spring

Instructor and

contact information

Ernst Jauernik Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of cultural characteristics and distinctions in respect to economic and social

behavior. Upon successful completion of the course, students should be able to:

Know basic backgrounds of different cultural environments

Remember basic theories of cross cultural phenomena

Apply basic elements of intercultural communication

Develop strategies to distinguish personal from cultural attributes / features

Core Graduate

Attributes

Addressed








Detailed Course

Content

General Aspects of Culture and Ethics

Theoretical approaches – from Anthropology to Ethics

Cultural Theory – The Grid-Group Concept

Dimensions of Culture – the Hofstede Concept

Cross Cultural Business Behaviour – A Practical Approach

International Marketing and Sales

Inter-nation Production and Innovation Management

International Human Resource Management

Mergers & Acquisitions


36

Reading Material

Required / Recommended Reading:

Benedict, Ruth: Patterns of Culture, Mariner Books, Houghton Mifflin Company, ed

2005, ISBN-13: 978-0-618-61955-9

Levi-Strauss: Claude, Myth and Meaning: Cracking the Code of Culture,Schocken Books

N.Y, ©1995 Random House, ISBN 978-0-8052-1038-5

Barthes, Roland: Image-Music-Text, Hill & Wang, N.Y., 1978, ISBN 978-0-374-52136-3

Douglas, Mary: How Institutions Think (Frank W. Abrams Lectures), Syracuse University

Press, 1986, ISBN 978-0-815-60206-4

Gesteland, Richard: Cross Cultural Business Behavior, Copenhagen Business School

Press, 2002, ISBN 978-8-763-00093-2

Hofstede, Geert: Culture`s Consequences, published in “Organizational Dynamics”,

2000, subsequent amendments, Docs uploaded on moodle.

Readings are recommended and relevant parts will be uploaded on moodle

Teaching Approach

The course follows an interactive teaching approach which means that students are

encouraged to actively participate in the course by discussing concepts and theories as

well as case studies. Students will be asked to prepare carefully for each class.

Assessment


Final Exam (multiple choice) - 30%

Continuous checks (Q/A, Discussions etc.) - 30%

Case presentation and solution proposals - 40%

Syllabus revised by NA

Syllabus Revision

Dates NA

37

1.2 Module II: Information Management

1.2.1 New Media and e-Business Applications

Course ID and Title 0202 New Media & E-Business Applications


Study Programs




Module Information Management

Semester(s) Fall

Instructor and

contact information

Lyndon Nixon Contact Hours: By appointment E-mail: [email protected] Nelu Dan Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for

Marketing Intelligence, Social Media Marketing & Planning, Cases & Technologies in

Interactive Marketing, Integrated Marketing Communication (specialization courses for

Interactive Marketing BSc)

Learning

Outcomes

The past two decades have seen significant disruptions in “business as usual”. The

Internet has connected consumers with businesses and with each other across national

borders and physical boundaries. Established businesses have had to adapt to do

business electronically and online, while new businesses have emerged to compete

with them in digital markets. This course will look at how businesses can successfully

move and launch their business activities online, making use of the latest technologies

and tools and further driving their organizational goals in the future digital marketplace.

The main objectives of this course are:

to overview the key concepts and principles in doing e-business and the information systems that make this possible;

to cultivate students' ability to develop their own understanding of and devise approaches for doing e-commerce and e-business using new media technology.

Upon successful completion of this course, students will be able to:

Describe the major reasons for doing e-business, justify investment in new e-business approaches, and develop an e-business strategy;

Assess the applicability and effectiveness of different e-business applications and approaches;

38

Understand the process to develop and run an e-business approach such as a Web site, social media channel or mobile application, and to analyze its success and adapt accordingly;

Appreciate the technological, social, regulatory, ethical and legal environments in which e-business operates.

Core Graduate

Attributes

Addressed








Detailed Course

Content

The course will give students the opportunity to:

become acquainted with the different activities businesses can perform online to drive their organizational goals and the tools and technologies they can make use of to perform those activities;

define example e-business activities;

analyze data collected from e-business activities and assess the activities’ success;

identify applicable issues with e-business activities and propose means to address those issues; align e-business activities with an overall e-business strategy and use economic and non-economic arguments to justify their use.

Overview of E-business

The changing face of business

E-business and E-commerce

Justifying E-Business Investment

Reasons and difficulties in justifying an e-business approach

Methods and tools for evaluation and justification

Launching an E-Business

Creating a Web site for e-business

Adding e-commerce with a Web store

Develop a E-Business Strategy

Organizational strategy: concept and overview

Strategy initiation, formulation and implementation

Marketing and Advertising

• Interactive marketing online • Search and Website advertising

Retailing

• Electronic retail • Business-to-Business E-commerce

39

Payment and Order Fulfillment

• The e-payment revolution • E-logistics and supply chain management

Social Commerce

• Doing business via social networks • Social network marketing and advertising

Mobile Commerce

• Mobile applications and the mobile Web • Location based e-commerce

Video Commerce

• Online video marketing and advertising • T-commerce: e-business with interactive television

Regulatory, Social and Ethical Issues

• Doing e-business globally • Ethical concerns and pitfalls in e-business • Intellectual property law and copyright • Fraud and other illegal activity

Reading Material

Required Reading:

Turban, E., Outland, J., King, D., Lee, J. K., Liang, T. P., & Turban, D. C. (2018).

Electronic Commerce – A Managerial and Social Networks Perspective (9th Edition).

Switzerland: Springer International Publishing. [ISBN: 978-3-319-58715-8]

Additional Reading:

Additional reading material might be distributed during the course.

Teaching Approach


in and out of class, attendance of the exercises is mandatory. Since graded work is each

time tightly connected to the most recent lectures, lecture attendance is strongly

advised.

Assessment


Written quizzes - 60%

In-class exercises - 35%

Online mini-quizzes – up to 15%

Syllabus revised by Lyndon Nixon

Syllabus Revision August 2018

40

1.3 Module III: Quantitative Methods

1.3.1 Math and Statistics I

Course ID and Title 0301 Math & Statistics I


Study Programs




Module Quantitative Methods


Instructor and

contact information

David Leonard, Ph.D. Contact Hours: By appointment E-mail: [email protected] Alexander Hubmann- Haidvogel Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for 0302 Math & Statistics II

Learning

Outcomes

The course teaches the participants the basic concepts and methods in descriptive statistics, probability theory and hypothesis testing in the context of empirical scientific methodology. Upon successful completion of the course, the students should be able to:

explain and identify the different scale types of variables perform intermediate-level algebraic computations apply the rules of differentiation and integration to analyze rates of change explain descriptive location and dispersion measures, including mean, variance,

standard deviation, median, and interquartile range compute all these parameters and interpret the results correctly explain and compute standard measures of association, including Pearson,

Spearman and Kendall correlation, and compute regression coefficients explain the difference between correlation and causation, and identify

experimental design as the framework for causal conclusions explain and draw graphical representations of data such as bar charts,

histograms, box plots and scatterplots explain and apply basic elements of probability theory correctly, in particular

probabilities and the formulae for the probabilities of intersections and unions of elementary events, and binomial distribution

formulate and compute statistical tests on the basis of the binomial distribution using pocket calculator as well as Excel and SPSS, and interpret the results correctly



41

Core Graduate

Attributes

Addressed








Detailed Course

Content


Introduction and Concept of Variability

Graphical Methods (Histograms, Boxplots etc.)

Central Tendency (Mean, Median and Mode) and Dispersion (Variance, Standard Deviation etc.)

Problems with Data

Probability

Probability and Conditional Probability

Correlations and Regression

Permutations, Combinations, Binomial Distribution

Normal Distribution

Reading Material

Required Reading:

Statistics for the Utterly Confused, L. Jaisingh, McGraw-Hill, Second Edition, ISBN-

13: 978-0071461931

PDF available to download at: https://epdf.tips/queue/statistics-for-the-utterly-

confused.html

Additional Reading:

Workshop Statistics: Discovery with Data, 3rd edition, Rossman, John Wiley & Sons

Discovering Statistics Using SPSS. Andy P. Field, Sage Publications, 2002.

Statistics for Business and Economics. James T. McClave, P. George Benson & Terry

Sincich, Pearson Education, 2008.

Teaching Approach




lecture attendance is strongly advised. This is an interactive course, where students

participate individually and in small groups in demonstrating understanding of

concepts, applying knowledge by completing activities and presenting solutions.

42

Assessment


Written Quizzes – 75%

Homework Exercises – 25%

Syllabus revised by David Leonard

Syllabus Revision

Dates August 2018

43

1.3.2 Math and Statistics II

Course ID and Title 0302 Math & Statistics II


Study Programs






Instructor and

contact information

Christian Weismayer Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites 0302 Math & Statistics I

Required for 0105 Marketing Research & Empirical Project

Learning

Outcomes

The course teaches the participants the foundations and fundamental applications of professional statistical hypothesis testing, using the statistical software PSPP. Upon successful completion of the course, the students should be able to:

explain basic elements of inferential statistics, including normal and other distributions, one- and two-tailed testing, p-values and significance levels, Type I and II errors, and power.

explain, applying and interpreting statistical tests for group differences: t-tests and analyses of variance (including 2-factorial ANOVA) for dependent and independent data, and the non-parametric counterparts (Mann-Whitney, Wilcoxon, Kruskal-Wallis and Friedman tests), based on the PSPP software

using statistical correlation in order to test for the relationship between two variables

explain, compute and interpret the Pearson Chi-square-test for association between two categorical variables

explain, compute and interpret multiple linear regression using PSPP

Core Graduate

Attributes

Addressed








44

Detailed Course

Content

Besides a theoretical introduction to probabilistic distributions, expected values and confidence intervals, the main focus will lie on the classic statistical tests for group differences like t-tests, analyses of variance and non-parametric alternatives. Extra chapters are devoted to the analyses of categorical data and cross tables, regression, type I error inflation, power and effect size.

• Normal distribution

• Normal distribution approximation and sample representativeness

• Testing for group differences

• Parametric vs. non-parametric testing

• Mann-Whitney U-test vs. t-test

• Wilcoxon vs. paired t-test

• Kruskal-Wallis H-test vs. ANOVA

• Friedman vs. repeated measures ANOVA

• Two-factorial ANOVA

• Contingency table

• Linear regression

Reading Material

Required Reading:

Slides, assignments and datasets will be uploaded on MOODLE.

Additional Reading:

Darren, G. & Mallery, P. (2012). IBM SPSS Statistics 19 Step by Step: A Simple Guide and

Reference (12th ed.). Boston, Pearson Education.

Field, A. P. (2002). Discovering Statistics Using SPSS (3rd ed.). London, Sage Publications.

McClave, J. T., Benson, P. G. & Sincich, T. (2014). Statistics for Business and Economics

(12th ed.). Essex, Pearson Education.

Teaching Approach


Upfront teaching units alternate with sessions in which the students react on tasks

given via the Moodle platform. These tasks must be completed by certain follow-up

units, during which students will be selected to present their solutions and

demonstrate how they have solved the exercises. Students are strongly encouraged to

raise questions and discuss unclear issues brought up during the whole seminar.

Assessment



Homework assignments: 40%

The grade is composed of the grade on homework tasks (40 points, the points

representthe percentage of tasks successfully elaborated, whereby bonus tasks or

45

points may be given) and on three quizzes (in total 60 points). The grade on the quizzes

in total is the average of the single quiz grades. However, to pass the course, a

minimum of 36 points must be gained for the quizzes in total, AND a minimum of 24

points on the homework Assignments.

Students receive points for the homework tasks which they completed and indicated to

be presented in class by them. They have to correctly complete 51% of the tasks in

order to pass. Students are expected to be prepared to present their homework

solution during class. The first negative class performance lowers the overall grade by

15%. The second negative class performance lowers the grade by 50% (-> fail).

Syllabus revised by Christian Weismayer

Syllabus Revision

Dates August 2018

46

1.3.3 Operations Research

Course ID and Title 0303 Operations Research




Semester(s) Spring

Instructor and

contact information

Name: Miguel Suarez Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Prerequisite Courses:

0301 Math & Statistics I

Recommended Prerequisite Courses/Skills:

0302 Math & Statistics II

General prerequisite is the ability to perform elementary algebra calculations with

multiple variables and their respective graphical representation.

Required for N/A

Learning

Outcomes


principles of Operations Research


Identify and develop operational research models from the verbal description of the real system.

Apply appropriate mathematical tools that are needed to solve optimization problems. Use Excel Solver to solve some of the proposed models.

Describe the models and algorithms used, explain the obtained results and propose recommendations in language understandable to decision makers.

Core Graduate

Attributes

Addressed









47

Detailed Course

Content

Operations research (OR) has many applications in science, engineering, economics, and industry and thus the ability to solve OR problems is crucial for both researchers and practitioners. OR is concerned with the application of mathematical modeling of problems arising in the management and operation of systems of human beings, machines, materials and money across various businesses - the purpose is to help management to determine its policy and actions. Organizations may seek a very wide range of operational improvements - for example, greater efficiency, better customer service, higher quality or lower cost. Whatever the business, engineering aim, Operation Research can offer the flexibility and adaptability to provide objective help. This course introduces students to the principles of operational research. The focus is on showing how one can apply the techniques developed in the area of Operations Research for modelling optimization problems arising in data intensive environments. Topics covered in the course include:

Introduction to Operations Research

Linear Programming

Transportation Models

Assignment Models

Network Models

Critical Path Methods

Forecasting Methods

Inventory Models

Decision Making Models

Reading Material

Required Reading:

Taha, H.A. (2017). Operations Research: An Introduction, 10th Global Edition, Pearson Education Ltd. Remark: Due to the complexity of the course, the purchase of the book is highly recommended.

Teaching Approach


At the end of each lecture, exercises will be assigned to be solved in groups within one

week time and presented at the next seminar unit. At each seminar session, student

groups will be randomly selected to present their solutions and demonstrate how they

have solved the exercises. Students are strongly encouraged to raise questions and

discuss unclear issues brought up during the whole seminar.

Assessment


Exercises to be presented in the seminar sessions: 20%

Mid-term Exam: 40%

Final Exam: 40%


Syllabus Revision

Dates NA

48

1.4 Module IV: Economics and Financial Management

1.4.1 Microeconomics

Course ID and Title 0401 Microeconomics


Study Programs




Module Economics & Financial Management

Semester(s) Spring

Instructor and

contact information

David Leonard, Ph.D. Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of microeconomics.

To successfully complete this course students must be able to:

read and interpret graphical and tabular information

explain the remit of (micro-) economic science

discuss theories of consumer and firm behavior

describe basic economic concepts and the working of the market mechanism

solve optimization problems given certain assumptions

provide a critique of the assumptions underlying neoclassical economic theory

cite causes of market failure, and discuss the merits of government interventions

Core Graduate

Attributes

Addressed









49

Detailed Course

Content

The Economic Perspective

What questions does microeconomics seek to address; how do other disciplines

approach these same questions; who are the actors involved; and what are the

strengths and weaknesses of the various economic systems?

Economic Models and Assumptions

What are the characteristics of economic models; what assumptions underlie

neoclassical economic theory; how to interpret graphical information?

Production and Trade

What types of resources exist; how does their scarcity limit production possibilities; and

how can trade increase an economy’s consumption levels beyond its production levels?

Demand and Supply

What is meant by demand and supply; what factors cause demand and supply to shift;

and how does the market establish an equilibrium price and quantity?

The Power of Prices

What motivates production and consumption; how is demand derived from marginal

benefit and supply from marginal cost; how does international trade increase efficiency

and affect producer and consumer surpluses; why are price controls inefficient?

Elasticity: Measuring Responsiveness

How do we calculate elasticities to measure of the responsiveness of one variable to

another; what are the most common microeconomic elasticities calculated; how can

we classify various elasticities and how can they guide us to maximize revenues; how

do elasticities determine who ultimately pays a sales tax?

Consumer Behavior

What drives demand; why does marginal utility diminish with increased consumption;

how do the substitution and income effect cause the demand curve to slope

downwards; how do consumers maximize utility given budget constraints?

The Firm and Production

What legal form can firms take and how can they finance operations; what is meant by

economic profit; how can firms overcome the principal-agent-problem; what decisions

can firms take in the short-run and the long-run; why do returns diminish with

increasing production levels?

Cost and Profit Maximizing Output

What types of costs must firms pay; how do diminishing returns translate into increasing marginal costs of production; how can firms determine their profit maximizing level of production; how do various profit levels inform shut-down and exit decisions in the short- and long-run?

Externalities and Common Property Resources

What are externalities and why do they cause the free market to generate inefficient

50

outcomes; why are common property resources likely to be overused?

Government Intervention

What policy tools are available to governments in order to correct for market failures; how do they compare in terms of efficiency; who ends up paying taxes: producers or consumers?

Reading Material

Required Reading

Ayers, R.M. & Collinge, R.A. (2005). Microeconomics – Explore & Apply. Pearson

Prentice Hall.

Optional Reading

Hill, R., Myatt, A., & Myatt, T. (2010). The economics anti-textbook: A critical thinker's

guide to microeconomics. Zed Books.

PDF available at:

http://www.urbanlab.org/articles%2Feconomics%2FHill%20Myatt%202010%20-

%20economics%20anti%20textbook.pdf

Teaching Approach

Each session will incorporate a theoretical component in which the lecturer presents a

new topic in a lecture format. Questions and contributions from the audience are

invited throughout. Students are then given the opportunity to practically apply this

knowledge by working (either individually or collaboratively) through examples and

exercises, which are then solved together in class.

Assessment The final grade will be determined by:



Syllabus Revision

Dates NA

51

1.4.2 Macroeconomics

Course ID and Title 0402 Macroeconomics


Study Programs





Semester(s) Fall

Instructor and

contact information

Name: Dr Christian Glocker Affiliation: Austrian Institute of Economic Research Address: Arsenal Objekt 20, A-1030 Vienna, Phone: + 43 1 798 26 01 – 467 Web: https://www.wifo.ac.at/en/christian_glocker E-mail: [email protected] or [email protected]

Course

Prerequisites

Required Prerequisite Courses: N/A


Math & Statistics I & II, Microeconomics

Required for N/A

Learning

Outcomes


principles of Macroeconomics.


Assess the importance of macroeconomic developments for managers

Explain the differences between microeconomics and macroeconomics and name typical macroeconomic problems and questions

Differentiate between the different time frames of macroeconomic analysis and apply the concepts of short- and long-run behavior of an economy

Define the main concepts of macroeconomic measurement, the difference between nominal and real variables and evaluate the pros and cons of the measurement of economic output, inflation and unemployment

List the determinants of economic growth, apply the concept of compound interest and productivity and evaluate the costs of and limits to economic growth

Describe and analyze the markets for labour and capital in order to understand unemployment, income inequality and saving and investment decisions

List the phases of the business cycle, describe each phase and explain why economic fluctuations occur

Describe and explain the necessity and the limits of fiscal policy and monetary policy and define the concept of Keynesian economics

Define the aggregate demand and aggregate supply curve and apply the AS-AD

https://www.wifo.ac.at/en/christian_glocker



52

model to show how inflation changes over time and how inflation impacts on economic output

Describe and apply the concepts of the nominal and real exchange rate, explain the main factors that determine international capital flows and cause exchange rates to change as well as evaluate the pros and cons of fixed and flexible exchange rate regimes

Core Graduate

Attributes

Addressed








Detailed Course

Content

Measuring economic activity (GDP, unemployment, inflation)

Economic growth

The labor market

Saving, investment and money

Business Cycles

Fiscal policy and monetary policy

Inflation and the AS-AD model

The open economy and exchange rates

Reading Material

Required Reading:

Frank, Bernanke, Antonovics, Heffetz (2016): Principles of Economics. A streamlined

approach. 3rd ed. McGraw-Hill, New York.

Additional Reading

Mankiw, Greogory N. (2007): Macroeconomics. 6th ed. Worth Publishers, New York.

Blanchard, Olivier and David H. Johnson (2013). Macroeconomics. 6th ed. Pearson, New

York.

Additional articles will be made available to the students over the course of the

semester.

Teaching Approach

The lecture is based on the ideas of inverted classroom and problem-based learning.

Hence, students are required to study the assigned textbook chapter out-of-class as a

preparation for each class. In- class, the lecturer will briefly review the main topics and

elaborate on more complicated aspects of the respective topics.

53

The second phase of each lecture consists of answering questions from students about

the assigned reading material. The third and final part of the lectures is devoted to the

discussion of problem sets and real world examples that provide the possibility to apply

and deepen the understanding of the theoretical concepts.

Assessment


Mid-term exam: 40%

Final exam: 60%

Syllabus revised by Christian Glocker

Syllabus Revision

Dates August 2018

54

1.4.3 Financial Management and Investment Planning

Course ID and Title 0403 Financial Management & Investment Planning


Study Programs






Instructor and

contact information

Karl Weinmayer Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites 0102 Accounting & Management Control II

Required for 0108 Entrepreneurship, Innovation & Business Planning

Learning

Outcomes

The aim of the course is to understand the challenges and tasks related to financing

decisions of firms and investors and to understand the models related to these

decisions. Upon successful completion of the course, students should be able to:

Explain the concept of time value of money and its importance for investment

decisions,

Evaluate cash flows of investment projects and make investment decisions

using the net present value concept,

Explain the concept of uncertainty with respect to investment projects,

make decisions about financing risky projects from the view of a risk-averse

investor using the mean-variance principle,

Build portfolios consisting of risky investment project using modern portfolio

theory,

Evaluate risky investment projects using capital asset pricing modeling.

Core Graduate

Attributes

Addressed









55

Detailed Course

Content

The following topics will be covered:

- The Corporation

- Financial Statement Analysis

- Arbitrage and Financial Decision Making

- The Time Value of Money

- Investment Decision Rules

- Fundamentals of Capital Budgeting

- Capital Markets and the Pricing of Risk

- Optimal Portfolio Choice and the Capital Asset Pricing Model

- Estimating the Cost of Capital

Reading Material

Required Reading:

Berk, J. and DeMarzo, P. (2017), Corporate Finance, 4rd Edition Global, Pearson

Education

Chapters 1 - 12

Teaching Approach


The lecture part (2 hrs) will be conducted essentially by upfront teaching. Based on the

contents of the lecture, students have to do solve and discuss problems in the exercises

(1 hrs).



Assessment

The final grade will be determined by: Quiz 1: 20 points, Quiz 2: 20 points, Quiz 3: 20 points Grading Scheme: 54 - 60 points: Excellent (1) 48 – 53.9 points: Good (2) 42 – 47.9 points: Satisfactory (3) 36 – 41.9 points: Sufficient (4) 0 – 35.9 points: Fail (5) To pass the course, a minimum of 60% must be gained for the quizzes in total. A maximum of 9 Bonus points can be obtained through active class participation in the exercises. Note: Bonus points are added to positive course grades, but do not turn a failing grade into a passing grade!

The grades of the tests are published on Moodle. Students will therefore be able to monitor their individual performance throughout the semester.

56

Syllabus revised by Karl Weinmayer

Syllabus Revision

Dates August 2018

57

1.4.4 Economic Geography

Course ID and Title 0404 Economic Geography


Study Programs 131 BSc in international Management

Module Economics and Financial Management

Semester(s) Spring

Instructor and

contact information

Dr. Sascha Sardadvar Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of Economic Geography. Students will obtain an understanding of basic

concepts, principles and theories. This knowledge will prepare them to apply certain

tools for critically assessing empirical cases.


Define the role geography plays for economic activity.

Identify economic actors and describe the relationship between the political economy, the market and geography

Demonstrate mastery of relevant theories and critical thinking skills by application to cases provided.

Core Graduate

Attributes

Addressed



Information literacy / Independent and critical thinking – 3





Detailed Course

Content

The following topics are covered in this course:

Stylized facts of the spatial economy

The firm and the region

Spatial clustering of economic activities

Regional growth

Globalization

Migration and regional employment

Rural and urban development


58

Competition and cooperation between regions

Regional policy

Alternative concepts

Reading Material

Required Reading:

MacKinnon and Cumbers (2011), Chapter 1: Introducing economic geography (pp. 1-20)

McCann (2013), Chapter 1, Industrial location: the location of the firm in theory – read

only 1.1, 1.2, 1.4, 1.4.1

Coe, Kelly, Yeung (2013), Chapter 12 clusters Why do proximity and place matter? (pp.

371-401)

Blair (2009). Regional Growth and Development (Chapter 6). In: Local Economic

Development. Analysis and Practice. 2nd edition. (pp. 116-144)

Autor, D.H., Dorn, D., Hanson, G.H. (2016): The China shock: learning from labor-market

adjustment to large changes in trade, The Annual Review of Economics 8, 205-240

McCann (2013), Chapter 6 – Read only 6.2, 6.5, 6.6

Regional and interregional labour market analysis (pp. 193-233).

OECD (2014), Chapter 1 Innovation and modernizing the rural economy. (pp. 1-46)

Glaeser (2007) The economics approach to cities. NBER Working Paper 13696. (pp. 1-

38); Read only I,II, III, V

Potter (2009) evaluating regional competitiveness policies: insights from the new

economic geography. Regional Studies 43(9) (pp. 1225-1236)

EC (2014). Regional Policy. (pp.1-16)

Barca (2009), An agenda for a reformed cohesion policy, pp. 28-36.

MacKinnon and Cumbers (2011), Chapter 12: Alternative economic geographies (pp.

264-283)

The Required Reading will be made available via Moodle as a reading package.

Additional Reading:

Pierre-Philippe Combes, Thierry Mayer & Jacques-François Thisse. 2008. Economic

Geography. Princeton University Press. Chapter 1.

MacKinnon, D. and Cumbers, A. (2011). Introduction to economic geography.

Globalization, uneven development and place. Pearson Education. Chapter 5: The state

and the economy (pp. 89-117)

59

Teaching Approach


Students are encouraged to participate in both the lecture and the seminar. There

should be invited participation as well as participation on a voluntary basis included.

Assessment


Written Quiz 1 - 34%

Written Quiz 2 - 40% (in the lecture)

Activities in the seminar: 12%

Homework: 14%


Syllabus Revision

Dates NA

60

1.5 Module 5: Law

1.5.1 Principles of Business Law

Course ID and Title 0501 Principles of Business Law


Study Programs




Module Law

Semester(s) Spring

Instructor and

contact information

Dr. Walter Brugger Contact Hours: By appointment E-mail: [email protected] Dr. Johannes Sääf Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

This course is designed as an introduction to different fields of law as they relate to

business. The aim of this course is not to create lawyers or legal experts, but rather to

provide an introduction to basic principles of business law in areas such as contracts,

warranty and consumer protection issues as well as tourism law, competition,

corporate and intellectual property law.


principles of business law and related fields of law. Students will learn how to find the

legal rules and how to apply them in business life.


• Find legal rules and apply them to contracts (including General Terms of

Business)

• Apply warranty claims and claims under consumer protection rules

• Distinguish between the most relevant contractual clauses (standard

contract terms) and use (and understand) them when negotiating and

drafting contracts

• Relate the basics of dispute resolution from the viewpoint of a business to

relevant cases

• Explain the legal framework when setting up and running an enterprise

(corporate law, trademarks, unfair competition, etc)

• Describe the organization of an enterprise in order to comply with rules of


61

law (in particular competition law)

Core Graduate

Attributes

Addressed








Detailed Course

Content

Students will be confronted with business situations that have significant legal implications. The successful completion of this course should allow students to become aware of rights, obligations and implications of law in their future careers. Therefore, students should be able to use legal terminology as it relates to business and be able to understand the role of business law in making business decisions.


• Introduction to law, basic concepts of business law, sources of law. The concept of law and regulation under Austrian law in contrast to EU law. Law of contracts (basics), General Terms of Business. Concept of warranty

• Law of contracts (Basics), Law of commercial transactions in business to business relations

• Consumer protection in business to consumer relations and E-Ecommerce Law

• Competition Law, Unfair Competition • Principles of Company Law, Requirements for starting a tourism

enterprise • Litigation, Protection of creditors and Insolvency Law • Introduction to Employment Law and Social Security Law • Consumer protection law, E-Commerce law • Defects, travel defects; case law. • Litigation, Arbitration and Enforcement law. • International private law (conflict of law rules). Introduction to

insolvency law • Company law • Antitrust Law • Assessment of promotion examples. Contrast to anti-competitive

agreements • Copyright & Trademarks and similar protection rights including patents

Since there is no "International Business Law" and some of the mentioned fields of law are not fully harmonized, the lecture will be based on Austrian and German Business Law.

In certain context, EU-Law and UK-Law will also be dealt with.

62

Reading Material

Required Reading:

N.A.

Additional Reading:

Haage, J., Walterman, A. and Akkermans, B. (2017). Introduction to Law, Second

Edition, Springer

Reich, N., Micklitz, H.W., Rott, P. and Tonner, K. (2014). European Consumer Law (IUS

Communitatis), Intersentia

Andrews, N. (2012). Contract Law, Cambridge University Press

Batliner, G. (2013). Litigation and Arbitration in Lichtenstein, Second Edition, Stämpfli

Verlag, Bern

Whish, R. and Bailey, D. (2015). Competition Law, Eights Edition, Oxford University

Press

Cornish, W. and Llewelyn, D. (2007), Intellectual Property: Patents, Copyrights,

Trademarks and Allied Rights, Sixth Edition, Sweet and Maxwell.

Teaching Approach


The lecture part will be conducted essentially by upfront teaching. Based on the

contents of the lecture, students have to do homework which is presented and

discussed in the exercises.

Assessment


Written Quizzes -60 %

Assignments during the seminars, presentations, answers to questions and

other contributions in class – 40%


Syllabus Revision

Dates NA

63

1.6 Module VI: Communication Skills

1.6.1 Advanced Business Communication

Course ID and Title 0601 Advanced Business Communication


Study Programs




Module Communication Skills


Instructor and

contact information

Simon Hibbert Contact Hours: By appointment E-mail: [email protected] Maria Lord Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Prerequisites:

There are no prerequisite courses. Students will undertake a written screening test in

the first lesson to determine the level of their communication skills. Based on the

screening test results, students will be streamed into one of two course streams.

Recommended Prerequisites: None

Required for 0602 Academic Writing

Learning

Outcomes

The aim of this course is to develop students’ understanding of key concepts and

principles of core business activities, and to enhance business communication skills.

Upon successful completion of this course, students should be able to:

enhance essential business communication skills, such as taking an active part in meetings, giving presentations and negotiating.

produce advanced business correspondence of various types, including formal letters and emails, reports, CVs, and meeting minutes.

expand their active business vocabulary, and be able to describe key business concepts effectively.

exercise the interpersonal skills that enable a person to effectively in a multicultural working environment.

Core Graduate

Attributes

Addressed







64




Detailed Course

Content

The course familiarizes students with essential business communication skills, including

making presentations, taking an active part in meetings, and participating in

negotiations. Different presentation techniques will be introduced.

Students will learn to use a variety of business correspondence, including formal emails

and letters, reports, proposals, CVs, and meeting minutes.

The course has a focus on student development of spoken and written skills at an

advanced level. In each lesson, students will actively participate in discussions and role

plays using the language supports provided. A variety of written exercises are to be

done in class, for homework and as project work. Students are to undertake an

individual or group project, which involves the research, presentation and

documentation of a current business topic.

The course covers a variety of business topics from the field of business including management, finance, marketing and economics as well as intercultural business communication.


Formal and informal writing

Analyzing an authentic text

Presentations

Describing trends

CVs and cover letters

Managing across cultures

Business correspondences

Negotiations

Business phrasal verbs

Academic vocabulary – introduction

Finance vocabulary

Business collocations

Corporate social responsibility

Reading Material

Required Readings:

English for Business Studies. Student’s Book. Third edition.

Author: Mackenzie, Ian

Publisher: Cambridge University Press

65

ISBN: 9783125398900

2. The Reading Pack contains materials for development of student writing skills.

3. The lecturer will handout worksheets for use in lessons.

Additional Reading:

Brieger, N. 2011. Writing. London: Collins.

Gibson, R. 2002. Intercultural Business Communication. Oxford: Oxford University Press.

Guffey, M.E. 2016. Essentials of Business Communication. Boston MA: Cengage.

Powell, M. 2011. Presenting in English: How to Give Successful Presentations. Andover:

Cengage.

Tomalin, B. 2012. Key Business Skills. London: Collins.

Teaching Approach

The seminars will comprise a combination of explanations and exercises from the

course book and other material, as well as in-class exercises and discussions. These will

be assessed as part of the final mark.

Assessment


Class participation 15%

Project report and presentation 30%

Mid-term test 25%

Final test 30%

Students are expected to actively participate in communication activities and to contribute to the discussions in each lesson.

Syllabus revised by Simon Hibbert, Maria Lord

Syllabus Revision

Dates July 2018

66

1.6.2 Academic Writing

Course ID and Title 0602 Academic Writing


Study Programs






Instructor and

contact information

Maria Lord Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites 0601 Advanced Business Communication

Required for 1001 Bachelor Thesis (114, 115 Programs)

1002 Bachelor Thesis (131 Program)

Learning

Outcomes


principles of academic writing. The key objectives are as follows: to improve the

students' (academic) writing skills; to introduce the key concepts of academic practice,

research and writing; to develop the students' awareness of issues surrounding

plagiarism and the use of citation; to introduce the different forms of academic writing;

to improve the students' critical approach to academic sources; and, to support the

students in the process of planning and writing a thesis.


• employ an appropriately academic register

• summarize and paraphrase

• engage critically with written texts

• evaluate printed and online sources

• use citation systems to acknowledge sources

• construct a written argument

• organize their text into a coherent whole

Core Graduate

Attributes

Addressed






67




Detailed Course

Content

The following are covered in this course:

The importance of reading and critical thinking

Formality and register

Passives and nominalization

Summarizing

Paraphrasing

Using evidence to support your ideas

Planning a project

Research questions

Stance

Thesis statements

Descriptive and evaluative writing

Sources and research

Evaluating online resources

Referencing and citation

Writing a bibliography

Academic honesty/plagiarism

Developing a focus

Writing introductions and conclusions

Writing definitions

Reading Material

Required Reading:

Bailey, S. 2018. Academic Writing: A Handbook for International Students. Abingdon:

Routledge.

New (5th) Edition, ISBN: 978-1-138-04874-4 (also available as an e-book, see

www.routledge.com)

Additional Reading:

Butterfield, J. (ed.) 2015. Fowler's Dictionary of Modern English Usage. Oxford: Oxford

University Press.

Gowers, E. & Gowers, R. 2015 [1954]. Plain Words: A Guide to the Use of English.

London: Penguin.

Greenbaum, S. 1996. The Oxford English Grammar. Oxford: Clarendon Press.

68

Huddleston, R. & Pullum, G.K. (eds) 2002. The Cambridge Grammar of the English

Language. Cambridge: Cambridge University Press.

McCormack, J. & Slaght, J. 2012. English for Academic Study: Extended Writing and

Research Skills. Reading: Garnet.

McCarthy, M. & O'Dell, F. 2016. Academic Vocabulary in Use. Cambridge: Cambridge

University Press.

Oshima, A. & Hogue, A. 2013. Longman Academic Writing 4: Essays. Harlow: Pearson

Longman.

Oxford University Press 2016. New Oxford Style Manual. Oxford: Oxford University

Press.

Teaching Approach




Assessment


Participation: 20%

In-class assessments: 80%

Syllabus revised by Maria Lord

Syllabus Revision

Dates July 2018

69

1.6.3 Critical Thinking and Problem Solving

Course ID and Title 0603 Critical Thinking and Problem Solving


Study Programs





Semester(s) Fall

Instructor and

contact information

Simon Hibbert Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of problem solving, critical thinking, decision making, creativity, teamwork

and learning.


demonstrate that they have understood the concepts, heuristics and processes covered in the course and in the reading assignments

demonstrate that they can apply those concepts, heuristics and processes in practical situations

maintain a regular blog in which they reflect on their own habits, experiences and ideas, and document their personal learning process (Word, Moodle, WordPress)

be able to demonstrate greater awareness of their own thinking and learning styles as well as progress in developing their own problem-solving skills, critical thinking and idea generation skills

Core Graduate

Attributes

Addressed









70

Detailed Course

Content

Importance of Problem Solving

• Problem-solving: importance, relevance to studies/work

• Identifying and defining problems (intro)

• Problem-solving heuristics

Characteristics, Attitudes and Environment Necessary for Effective Problem Solving

• Problem-solving approaches/attitudes

• Paradigms and pioneers

• Teamwork and individual achievement

• Belbin’s team roles

• Dealing with conflicts

Critical Thinking: Skills Necessary for Effective Problem Solving

• Problem-solving skills: Critical thinking

• Structured critical reasoning

• Questioning assumptions

• Socratic questioning

First Steps

• The problem-solving process: researching problems

• Visualizing information

• Fermi problems

• Fact vs. opinion

• Defining problems

• Problem definition techniques

Problem Definition

• Duncker diagrams

• Statement and restatement

• Kepner-Tregoe analysis

• Brainstorming potential causes

Generating Ideas

• Generating ideas

• Dealing with mental blocks

• Creativity, risk and failure

71

Generating Solutions

• Generating solutions

• Brainstorming and idea generation strategies

• Vertical and lateral thinking, random stimulation

• Design heuristics

• Analogical thinking

Deciding the Course of Action

• Decision-making: Appraisal and analysis

• Situation appraisal, prioritizing problems

• Decision analysis

• Potential problem analysis

• Discussion of final projects (case studies)

Implementing the Solution

• Making a case for change, pitching solutions and managing implementation processes

• Planning

• Critical path management

Evaluation

• Evaluating decisions, implementation and results

• Assessing solutions

• Ethical considerations

Reading Material

Required reading:

Fogler, H. Scott and LeBlanc, Steven (2013). Strategies for Creative Problem-Solving (3rd edition). Prentice Hall / Pearson Education.

Additional reading:

Cottrell, Stella. (2011). Critical Thinking Skills: developing effective analysis and

argument (2nd edition). New York, NY: Palgrave Macmillan

Butterworth, John et al. (2013). Thinking Skills: critical thinking and problem solving (2nd

edition). Cambridge, UK: Cambridge University Press

Hunter, David A. (2014). A practical guide to critical thinking: deciding what to do and

believe (2nd edition). Hoboken, NJ: Wiley.

Allen, David (2002). Getting Things Done: The Art of Stress-Free Productivity. New York,

NY: Penguin.

72

Hammond, John S., Ralph L. Keeney and Howard Raiffa (1998/2002): Smart Choices. A

Practical Guide to Making Better Decisions. Harvard Business Press/Crown Business

Teaching Approach




Assessment


Participation and engagement 10%

Personal blog entries 15%

Assignments 55%

Final Test 20%

Syllabus revised by Simon Hibbert

Syllabus Revision

Dates July 2018

73

1.6.4 Human Relations and Personal Development

Course ID and Title 0604 Human Relations and Personal Development


Study Programs 115 BBA in Tourism, Hotel Management and Operations


Semester(s) Fall

Instructor and

contact information

Stefan Dressler Email: [email protected] Consultation: will be announced

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes


principles of Human Relations and Personal Development.


Evaluate psychological research (theories and studies) relevant to the study of human relations.

Identify and discuss theories of counseling, personality and learning and cognitive development

Explain the influence of biological, socio-cultural and cognitive factors on human relationships.

Compare, contrast and describe common models of psychological development and human relations

Discuss theories of social behavior and diversity and apply associated skills to a multicultural society.

Reflect critically on various human needs and personal relations

Use culturally competent communication and human relation skills that demonstrate a developed multicultural worldview to promote respectful, reciprocal interactions.

Core Graduate

Attributes

Addressed









74

Detailed Course

Content

Students examine both the sociological and the applied principles of psychology,

particularly regarding relationships between individual attitudes, stereotypes,

behaviors, motivations, motives, and the community. The students will investigate the

topics of: Individual needs, sense and meaning in life, subjective well-being, self-

concepts, values, effectiveness, ethics, diversity (gender and cultural perspectives),

perception, group dynamics, and communication and active listening. Further topics

concerning social entrepreneurship, volunteerism, community service, and

sustainability will be discussed.

Students will gain individual practical experience by participating in a social project and

by working together with MODUL University's established community "subgroups" such

as the Sustainability Committee, the MU Care Program, the MU Charity Club for a

Charitable Cause at events such as MU's Annual International Day, MU's Annual

Sustainability Week, MU's Cafeteria Cooking for the Gruft and MU's Annual Charity

Football Tournament voluntarily.

Reading Material

Required Reading:

Abu-Saifan, S. (2012). Social Entrepreneurship: Definition and Boundaries. Technology

Innovation Management Review (February), 22-27. (Article 1)

Ponocny, I., Weismayer, Ch., Stross, B., & Dressler, S. G. (2016). Are Most People

Happy? Exploring the Meaning of Subjective Well-Being Ratings. Journal of Happiness

Studies 17(6), pp 2635–2653. (Article 2)

Diener, E., Suh, M. Eunkook, L., E. R., & Smith, L. H. (1999). Subjective Well-Being: Three

Decades of Progress. Psychological Bulletin, 125, 276-302. (Article 3)

Gerrig, J. R. (2013). Psychology and Life (20th ed.). New York: Pearson Education.

ISBN: 0205859135. (Book 1, library)

Johnson, W. D. (2012). Reaching Out: Interpersonal Effectiveness and Self-Actualization

(11th ed.). New York: Pearson Education. ISBN: 0132851016 (Book 2, library)

Kroeger, O., & Thuesen, M. J. (1989). Type Talk: The 16 Personality Types That

Determine How We Live, Love, and Work. New York: Dell Publishing. ISBN: 0440507049

(Book 3, parts as PDF on Moodle)

Additional handouts and articles will be made available on Moodle

Additional Reading:

Covey, R. S. (2004). The Seven Habits of Highly Effective People. New York: Free Press.

ISBN: 0743269519. (Book 4, PDF on Moodle)

Teaching Approach In this course, a service-learning (SL) approach is applied. SL is a form of experiential

learning, where theoretical components and community engagement are intertwined.

This allows students to (1) participate in an organized service activity that meets

75

identified community needs and (2) reflect on the service activity in such a way as to

gain further understanding of the course content, a broader appreciation of the

discipline and an enhanced sense of civic responsibility

Due to the fact that students are expected to engage in a social project in cooperation

with local social partner organizations over the course of the semester, the course

workload should be allocated accordingly.

Assessment


Presentation on social project - 30%

Quizzes - 30%

Reflective term paper - 40%

Additional

information

*Please remember that English is the working language of the university and should be

spoken in all course-related settings.

**Many university-level courses may require students to work on assignments/projects

in groups. The formation of the groups is the decision of the lecturer. MODUL

University encourages students and faculty to form working groups that reflect the

diversity of the university's student body.

Syllabus revised by Stefan Dressler

Syllabus Revision

Dates August 2018

76

1.7 Module X: Bachelor Thesis

1.7.1 Bachelor Thesis Tutorial

Course ID and Title 1000 Bachelor Thesis Tutorial


Study Programs




Module Bachelor Thesis


Instructor and

contact information

Xavier Matteucci Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites


Students should have acquired academic writing skills, and have a good grasp of

qualitative, quantitative and mixed method research processes and design.

Required for Bachelor Thesis Tutorial is a prerequisite for the Bachelor Thesis. This course must be

completed prior to applying for bachelor thesis supervision.

Learning

Outcomes


principles of writing an individual and independent Bachelor thesis. To successfully

complete this course students must:

show in-depth knowledge in a scientific problem area of own choice

show knowledge in academically established practices in scientific research documentation and presentation

adopt a coherent research design based on the student’s own research question(s) and/or hypotheses

be able to plan a scientific research project

Core Graduate

Attributes

Addressed








Detailed Course

Content

Review of social research approaches & paradigms

Choosing a topic and literature search

Structure and format of a bachelor thesis and thesis proposal


77

Writing the introduction, literature review, methodology, findings and conclusion

Referencing

Reading Material

Required Reading:

Creswell, J. (2014). Research Design, 4th edition. London: Sage.

Mackenzie, N., & Knipe, S. (2006). Research dilemmas: paradigms, methods and

methodology. Issues in Educational Research, 16.

MU Bachelor Thesis Manual

MU Citation Guidelines

Perry, C. (1998). A structured approach for presenting research theses, Australasian

Marketing Journal, 6(1), 63-86.

Additional Reading:

Bernard, R. (2013). Social Research Methods, 2nd edition. London: Sage.

Braun, V., & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative

Research in Psychology, 3 (2). 77-101.

Creswell, J. (2009). Qualitative inquiry & research design: choosing among five

approaches. Thousand Oaks: Sage.

Diamantopoulos, A., & Schlegelmilch, B. (2006). Taking the fear out of data analysis: a

step-by-step approach. London: Thomson.

Matteucci, X., & Gnoth, J. (2017). Elaborating on grounded theory in tourism research.

Annals of Tourism research, 65, 49-59.

Smith, J. A., & Osborn, M. (2008). Interpretive phenomenological analysis. In J. A. Smith

(Ed.) Qualitative psychology: A practical guide to research methods (pp. 53-80). London:

Sage.

Teaching Approach

The mode of delivery is interactive with lectures on key theoretical issues followed by

student led debates and in-class exercises. Students will be given tasks to complete

before each unit. Students will produce a draft proposal of their Bachelor thesis.

Assessment


Draft of a research proposal - 70%

In-class assessment based on reading materials - 20%

Home-based assessment -10%

Syllabus revised by Xavier Matteucci

Syllabus Revision

Dates August 2018

78

2 BBA Courses

2.1Module VII: Tourism and Hospitality Management

2.1.1 Tourism and Hospitality Business Analysis

Course ID and Title 0701 Tourism and Hospitality Business Analysis




Module Tourism and Hospitality Management

Semester(s) Fall

Instructor and

contact information

Dr. Bozana Zekan Contact Hours: By appointment E-mail: [email protected] Yuliya Kolomoyets, MSc Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

The course aims to provide an overview of the tourism and hospitality industry. It

focuses on the basic concepts and definitions, as well as on the international

significance, development, and characteristics of the industry. Furthermore, an insight

into tourism and hospitality research is given by exploring various topics relevant for

this industry.

The successful completion of this course requires students to:

define tourism and various forms of tourism, as well as to discuss problems associated with the definition of tourism;

describe the tourism system and characteristics of tourism products;

explain development, organization, and international significance of the tourism and hospitality industry;

analyze the current trends and to discuss future outlook of the industry;

calculate hospitality and destination performance ratios and to identify the ways for improvement;

give examples of major international tourism organizations;

explore topics such as sustainable tourism, distribution in tourism, destination management organizations, city tourism, and crisis management.

Core Graduate

Attributes

Addressed





79






Detailed Course

Content

Introduction to tourism and hospitality industry: Basic concepts and definitions, facts and figures

Characteristics of the tourism and hospitality industry

Introduction to research in tourism and hospitality: Different research methods

Secondary data, examples of research reports: Guest surveys, market summaries

The significance & development of the tourism industry

Management & organization of the tourism industry

Actual trends and tourism vision

Organization, current trends, and outlook for the hospitality industry

Management ratios and performance figures in hospitality and tourism

Calculation exercises using both destinations’ and accommodation providers’ figures

Sustainable development at the destination areas & in the main sectors

Lessons learned from the best practice examples for sustainable tourism

E-commerce and IT in hospitality and tourism

Crisis management in hospitality and tourism

Inside city tourism

International tourism organizations: UNWTO, ETC, ECM, WTTC, etc.

Reading Material

Required Reading:

Reading pack (available via MOODLE):

Benckendorff, P. J., Sheldon, P. J., & Fesenmaier, D. R. (2014). Tourism information

technology. 2nd ed. Wallingford: CABI. Chapters 1 (pp. 1-21) and 13 (pp. 336-346).

Holloway, J. C. and N. Taylor (2006). An Introduction to Tourism, Chapter 1. In: The

Business of Tourism. Harlow: Prentice-Hall, pp. 3-19.

Holloway, J. C. and N. Taylor (2006). The Structure and Organization of the Travel and

Tourism Industry, Chapter 8. In: The Business of Tourism. Harlow: Prentice-Hall, pp.

167-185.

Schmidgall, R.S. (1997). Performance Measures Used in Hotel Companies. In: Harris, P.

(ed.): Accounting and Finance for the International Hospitality Industry. Oxford:

Butterworth-Heinemann, pp. 4-18.

Theobald, W. F. (2005). The Meaning, Scope and Measurement of Travel and Tourism.

80

In: Theobald, William F. (ed.): Global Tourism. 3rd ed. Boston: Elsevier, pp. 5-24.

Vanhove, N. (2005). The Economic Characteristics of Tourism. In: Vanhove, Norbert:

The Economics of Tourism Destinations. Amsterdam: Elsevier, pp. 8-20.

Veal, A. J. (2006). Research Methods for Leisure and Tourism: A Practical Guide, 3rd ed.,

Harlow, Financial Times Pitman Publ. Chapters 1, 4, 5 & 6, pp. 1-17, 95-172.

Weaver, D. (2006). Issues in Sustainable Tourism, Chapter 2. In: Weaver, David:

Sustainable Tourism. Oxford: Butterworth-Heinemann, pp. 18-38.

Available via MODUL Library Online/MOODLE:

Connell, J., Page, S. and Bentley, T. (2009). Towards sustainable tourism planning in

New Zealand. Tourism Management, Vol. 30, pp. 867-877.

STR. (2018). European Hotel Review. August 2018 – Volume 18, Issue EU7, pp. 1-15.

UNWTO World Tourism Organization. (2018). World Tourism Barometer. June 2018 -

Volume 16, Issue 3, pp. 1-40.

Teaching Approach





Assessment



Teamwork and presentations = 50%

Syllabus revised by Bozana Zekan

Syllabus Revision

Dates August 2018

81

2.1.2 Latest Trends in Tourism, Hospitality and Events

Course ID and Title 0702 Latest Trends in Tourism, Hospitality & Events

Course Format PT ECTS 2 Weekly Hours 1



Module Tourism and Hospitality Management

Semester(s) Fall

Instructor and

contact information

Géraldine Förster, MBA Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

This series of seminars is designed to expose students to current issues in the industry

and to give a platform to corporate representatives to interact with students and

potential employees.


Reflect critically on current issues presented by the speakers

Synthesize knowledge gained in other courses with input from industry

representatives

Critically evaluate own positions on the basis of current issues

Summarize key points of the presentations and relate them to prior knowledge and experience

Core Graduate

Attributes

Addressed








Detailed Course

Content This course comprises of a series of seminars held by industry speakers on topics of current interest to the tourism, hospitality and events industry.

Reading Material Required Reading:

No compulsory reading material.


82

Teaching Approach

Practical Training, referred to with the abbreviation PT, is a course that aims at

giving students the opportunity to gain insight into practical activities of the

industry through classroom teaching and excursions.

Assessment

The final grade of the course will be determined by the following components

Research Paper = 43%

Active participation and adhering to class etiquette = 22%

Summary and questions for each expert talk (7 x 5%) = 35%

Syllabus revised by Géraldine Förster

Syllabus Revision

Dates August 2018

83

2.2 Module VIII: Advanced Tourism and Hospitality Management

2.2.1 Major Tourism Management

2.2.1.1 Tourism Policy and Planning

Course ID and Title 0801 Tourism Policy and Planning



Module Advanced Tourism and Hospitality Management

Semester(s) Spring

Instructor and

contact information

Bozana Zekan Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Course Prerequisites:

§8 (11) To be allowed to register for and participate in any of the Enrichment Courses, a

minimum of 50 ECTS in other courses must have been completed with a positive

assessment.


0701 Tourism & Hospitality Business Analysis

Required for N/A

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts and principles of tourism policy and planning within an integrated and sustainable framework. More specifically, students will learn about the major approaches and operation of policy and planning at different scales: international, supranational, national, and sub-national. Theory is be accompanied by the real-life case examples in order to further deepen the students’ understanding of the field.


explain positive and negative impacts of tourism and challenges associated with both short-term and long-term planning

differentiate between various approaches to tourism planning

give examples of various tools of sustainability

identify and evaluate the elements of a synergistic tourism planning approach in the existing destination plans

identify issues in tourism planning and policy and propose strategies for destinations

Core Graduate

Attributes

Addressed







84



Detailed Course

Content

The following topics are covered in this class:

Relationship between the concepts of policy and planning

Sustainable tourism imperative

Approaches to tourism planning

Interdependence

Operation of policy and planning at different scales

Implementation and instruments

Innovation in tourism planning

Reading Material

Required Reading:

Hall, C.M. (2008). Tourism planning: Policies, processes and relationships. (2nd edition). Essex: Pearson Education Limited. (Recommended for purchase).

Additional Reading:

Costa, C., Panyik, E., & Buhalis, D. (Eds.). (2014). European tourism planning and organisation systems: The EU member states. Bristol: Channel View Publications.

Dredge, D., & Jenkins, J. (Eds.). (2011). Stories of practice: Tourism policy and planning. Surrey: Ashgate Publishing Limited.

Gunn, C.A., & Var, T. (2002). Tourism planning: Basics, concepts, cases. (4th edition). New York: Routledge.

Number of academic journal papers and case studies will be provided.

Teaching Approach

The lecturer does not tell and repeat what everybody can individually extract from the

reading assignments. Rare contact time is much better saved for classroom discussion

on the readings. Students will be probed with appropriate questions throughout the

semester to facilitate a critical thinking process. Number of cases, exercises, and

practical examples will be featured to further deepen the understanding of the course

contents. Each student is expected to actively contribute to the class discussion, both as

called for by the lecturer and on a voluntary basis.

Assessment





Syllabus Revision

Dates NA

85

2.2.1.2 Tourism Information Technology

Course ID and Title 0802 Tourism Information Technology




Semester(s) Fall

Instructor and

contact information

Irem Önder Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


0201 New Media & e-Business Applications

Required for N/A

Learning

Outcomes

The aim of this course is to develop students’ knowledge of the key concepts and

principles of Information Technologies (IT) used in tourism and hospitality industry.


recognize the role of IT in tourism & hospitality

distinguish how tourists use IT (e.g. mobile devices and the internet)

demonstrate IT use for destination management and sustainability of destinations

identify different IT solutions for aviation industry

describe different IT solutions for hospitality industry

infer on the latest trends and future of IT and tourism

Core Graduate

Attributes

Addressed








Detailed Course

Content

Introduction to tourism and IT

The digital tourism landscape

Travel intermediaries and IT

The internet and the tourist

Social media and tourism and hospitality


86

Mobile devices and IT

Aviation and IT

Surface transport and IT

Hospitality information systems

Tourist experiences and IT

Destination management and IT

Sustainable tourism and IT

The future of IT and tourism and hospitality

Impact and evaluation of technology use in tourism

Reading Material

Required Reading:

Book: Beckendorff, P., Sheldon, P., & Fesenmaier, D. (2014) Tourism Information

Technology. 2nd edition. CABI International.

Articles: Pan, B. & D.R. Fesenmaier (2006). Online information Search: Vacation

Planning Process. Annals of Tourism Research, 33 (3), p. 809‐832.

Flouri, E. & Buhalis, D. (2004). Wireless Technologies for Tourism Destinations. In:

Information and Communication Technologies in Tourism 2004, p.27‐38.

Stock, O., Werthner, H., & Zancanaro, M. (2006). Futuring Travel Destination

Recommendation Systems. In: Destination Recommendation Systems: Behavioral

Foundations and Applications, (Eds.) Fesenmaier, D.R., Werthner, H., and Wöber, K., p.

297‐314.

Sigala, M. (2005). Integrating Customer Relationship Management in Hotel Operations:

Managerial and Operational Implications. Hospitality Management, 24, p. 391‐413.

Tesone, D.V. (2006). Property Management Systems and Point‐of‐Sale Systems. In:

Hospitality Information Systems and E‐Commerce. Hoboken, NJ: John Wiley & Sons, Inc,

Chapter 9, p. 169‐194.

Starkov, M. & Mechoso, M. (2008). Best Practices on Monitoring Hotel Review Sites.

Available from http://www.hotelinteractive.com/article.aspx?articleid=11326

Gretzel, U. & Fesenmaier, D. R. (2009). Information Technology: Shaping the Past,

Present and Future of Tourism. In: Handbook of Tourism Studies, (Eds.) Jamal, T. and M.

Robinson, Sage, Chapter 39.

Özdemir, G. and Gök, O. (2010). Evaluating Popular City Destinations’ Websites: A

Framework for Website Assessment. Tourism Analysis, 14, p. 809-819.

Additional Reading:

D Buhalis (2003): eTourism: Information technology for strategic tourism management.

Prentice Hall. ISBN 0582357403.

E Turban, D King, J McKay, J Marshall, J K Lee, D Viehland (2008): Electronic Commerce:

87

A Managerial Perspective (5th Edition). Upper Saddle River: Pearson. ISBN 0132243318.

Information and Communication Technologies in Tourism. ENTER proceedings. Up to

date.

Teaching Approach Since grading of students is continuous within the course through activities performed

in and out of class, attendance of seminars/exercises is mandatory.

Assessment


Two Quizzes – 60%

Written assignment (group work) - 30%

Presentation (group work) 10%

Syllabus revised by Irem Önder

Syllabus Revision

Dates August 2018

88

2.2.1.3 Tourism Product and Experience Design

Course ID and Title 0803 Tourism Product & Experience Design




Semester(s) Fall

Instructor and

contact information

Kristof Tomej Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


0104 Marketing and Consumer Behavior

0701 Tourism and Hospitality Business Analysis

Required for N/A.

Learning

Outcomes


principles of tourism product development and experience design.


define the concept of tourism product and explain its distinctive characteristics;

explain the concept of tourist experience and discuss challenges of its measurement;

describe and analyze lived tourist experiences by following a theoretical framework;

demonstrate the use of service design tools for creating tourism experiences;

evaluate existing tourism products, including their corresponding pricing strategies.

Core Graduate

Attributes

Addressed









89

Detailed Course

Content

Tourism product: different views and definitions of tourism product; micro- and macro levels of tourism product; tourism products as a type of service; unique characteristics of tourism products.

Tourism product as an experience: the essence of the experiential approach in marketing and in tourism; defining tourist experiences; peak and mundane experiences; levels, components and stages of the tourist experience; psychology of tourist experiences; methods for studying and measuring tourist experiences.

Service- and experience design: conceptualizing experience design; service design tools for experience designing (Personas, Customer Journey Mapping, Service Blueprinting).

Pricing considerations for tourism products: economic considerations for pricing tourism products; approaches to pricing new tourism products; the use of Service Blueprints for pricing tourism products.

Reading Material

Required Reading:

The required reading will be presented as a Reading Pack (PDF file available on

Moodle). Some individual articles will be provided on Moodle as links

Hudson, S. (2008). Tourism and hospitality marketing: a global perspective. Sage.

[Chapter 5: The Tourism and Hospitality Product; Chapter 6: Pricing]

Burke, J. F., & Resnick, B. (1999). Marketing And Selling The Travel Product (Second

Edition). Cengage. [Chapter 2: Analyzing the Travel Product]

Frochot, I., & Batat, W. (2013). Marketing and designing the tourist experience.

Goodfellow Publishers Limited. [Chapter 2: The experiential approach; Chapter 6: The

service experiencescape]

Zehrer, A. (2009). Service experience and service design: concepts and application in

tourism SMEs. Managing Service Quality: An International Journal, 19(3), 332-349.

Volo, S. (2009). Conceptualizing experience: A tourist based approach. Journal of

Hospitality Marketing & Management, 18(2-3), 111-126.

Bitner, M. J., Ostrom, A. L. & Morgan, F. N. (2008). Service Blueprinting: A practical

technique for service innovation, California Management Review, 50(3), 66 – 94.

Additional Reading:

Weaver, S. (2007). Creating great visitor experiences: a guide for museums, parks, zoos,

gardens and libraries. Left Coast Press: Walnut Creek, CA.

Universal Design for Customer Engagement Toolkit (Ireland). Available from

http://universaldesign.ie/Products-Services/Customer-Engagement-in-Tourism-

Services/

Tussyadiah, I. P. (2014). Toward a theoretical foundation for experience design in

tourism. Journal of Travel Research, 53(5), 543-564.

Teaching Approach

This seminar aims at providing a sound theoretical base for the creative process of

tourism product design. Theoretical concepts and approaches are presented both by

the lecturer and students. Students are expected to complete the required reading

prior to the corresponding session, thus being able to contribute to the discussion and

exercises that follow the presentation of theoretical material. Two sessions are entirely

http://universaldesign.ie/Products-Services/Customer-Engagement-in-Tourism-Services/

http://universaldesign.ie/Products-Services/Customer-Engagement-in-Tourism-Services/

90

dedicated to students leading the discussion.

A short field excursion is making it possible to illustrate the theoretical material with a

lived experience. The excursion is tied to an individual written assignment.

Assessment


Homework assignments based on required readings – 10%

Written assignment (individual) – 35%

Presentation - 20%

Written Quiz – 35%

Syllabus revised by Kristof Tomej

Syllabus Revision

Dates August 2018

91

2.2.1.4 Destination Management

Course ID and Title 0804 Destination Management




Semester(s) Fall

Instructor and

contact information

Petra Stolba Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N/A

Learning

Outcomes

Students will learn about the challenges and issues faced by organizations pursuing

tourism as an economic and community development strategy. The aim of this course is

to develop students’ understanding of the tourist destination system, the development,

management and marketing of tourist destinations and the roles of destination

management organizations (DMOs). Also the structures of destination management

organizations, funding sources, and operations will be explained. Destination

management is complex and needs comprehensive and systematic planning

approaches. Travelers have a variety of destination choices and as such DMOs are

competing in a highly competitive marketplace. Micro and macro aspects of destination

management and marketing will be looked after, also including consumer decision

processes, product development and branding and the use of 2.0 technologies in

destination marketing.

Upon successful completion of the course, students should be able to::

Define the difference between destination management and destination marketing

Define the various segments targeted by destination marketing organizations

Describe the strategic foundations: assessing the situation and setting a vision, goals and objectives

Understand destination product development

Explain and describe the ways in which DMOs may serve their diverse group of stakeholders

Explain the importance of alliances and partnerships for DMOs, list potential alliance partners, and describe programs they may put into place

Explain the importance of a destination marketing plan and describe the elements and tools included in such plans

Describe the process of branding a destination, and explain how branding relates to advertising


92

Describe the elements of the basic model of communications and explain the major components of integrated marketing communications

Describe the possibilities for DMOs to ensure the quality of the visitor´s experience

Identify the factors that affect tourist´s selection of destinations, travel purchase behavior and explain the image formation process

Describe future trends and potential challenges for DMOs

Core Graduate

Attributes

Addressed








Detailed Course

Content

In particular, the course aims to include the following topics:

The nature and complexity of tourism destination management and marketing and the influence of the political context underpinning them

The desirability for an integrated approach in the planning process

The concepts of destination management, marketing and branding

Destination partnerships and team-building, community and stakeholder relations; destination governance and leadership

Destination product development and consumer decision processes, segmentation

Reading Material

Required Reading:

Slides (downloads will be available prior to units on the moodle platform)

Morrison, Alastair M. (2013). Marketing and Managing Tourism Destinations.

UNWTO (2007). A Practical Guide to Tourism Destination Management

Additional Reading:

Pike, Steven (2008). Destination Marketing. An Integrated Marketing Communication

Approach. Oxford: Butterworth-Heinemann

Konecnik Ruzzier, Mara (2010). Destination Branding. Theory and Research

Kozak, Gnoth, Andreu (2010). Advances in Tourism Destination Marketing: Managing

Networks

Morgan, Pritchard, Pride (2010). Destination Branding: Creating the Unique Destination

Proposition

Ritchie, J.R. Brent & Crouch, G.I. (2005). The Competitive Destination. A sustainable

93

tourism perspective

UNWTO, ETC (2009). Handbook on Tourism Destination Branding

Teaching Approach


Co-operative and collaborative learning: my teaching approach places a high value on

what students bring to the classroom. Considerable emphasis is placed on making use

of student´s prior experience. Case studies and discussions should also lead to a higher

level of self-actualization.

Assessment


Two written assignments (individual) – 30%

Presentation (individual) – 40%

Participation and contribution to discussion – 30%

Syllabus revised by Petra Stolba

Syllabus Revision

Dates August 2018

94

2.2.1.5 Tourism Demand Analysis and Forecasting

Course ID and Title 0805 Tourism Demand Analysis & Forecasting

Course Format SE ECTS 4 Weekly Hours



Semester(s) Spring

Instructor and

contact information

Irem Önder Contact Hours: By appointment E-mail: [email protected]

Required Course

Prerequisites

N/A

Required for N/A

Learning

Outcomes

The aim of this course is to develop students’ knowledge regarding the key concepts

and principles of tourism demand forecasting, which is important for strategic planning

of a destination marketing organization, international hotel chains planning a new

investment, or transportation companies evaluating a new route. Students will be

instructed on the process of data retrieval and preparation and guided through the

analyses during exercises in the PC lab.


Be able to calculate market volumes, market shares, guest mix rates

Recognize seasonality of tourism demand

Conduct data treatments if necessary

Distinguish between different quantitative forecasting methods

Select the right forecasting method for the data in hand

Evaluate the forecasting accuracy of different methods used in the analysis

Core Graduate

Attributes

Addressed








Detailed Course

Content


International data sources for the tourism industry;

Methods to assess seasonality in tourism

Tourism demand forecasting models ranging from simpler univariate models (e.g. exponential smoothing) to more complex multivariate models (e.g. multiple


95

regression).

Typical forecasting accuracy measures

Reading Material

Required Reading (will be made available on the Moodle page of the course):

Main references (selected chapters; remaining chapters are for additional reading):

Frechtling, D.C. (2001) “Forecasting Tourism Demand: Methods and Strategies”. Oxford:

Butterworth-Heinemann. [F]

Hyndman, R. J. and Athanasopoulos, G (2012) “Forecasting: principles and practice”.

OTexts. URL: https://www.otexts.org/fpp. [HA]

Makridakis, S., Wheelwright, S. C., and Hyndman, R. J. (1998) “Forecasting: Methods

and Applications” (3rd ed.). Hoboken, NJ: John Wiley & Sons. [MWH]

Articles / book chapters:

Butler, R. W. (2001) “Seasonality and Tourism: Issues and Implications”. In Lundtorp et

al. (eds.), Seasonality in Tourism. Oxford: Elsevier: 5-21.

Croce, V. and Wöber, K. (2009) “Seasonality in City Tourism: Concepts and

Measurements”. In Mazanec, J. A. and Wöber, K. (eds.) Analyzing International City

Tourism. Vienna: Springer. Chapter 4.

Crouch, G. I., Schultz, L., and Valerio, P. (1992) “Marketing International Tourism to

Australia: A Regression Analysis”. Tourism Management, 13: 196-208.

Lim, C. and McAleer, M. (2001) “Forecasting Tourist Arrivals”. Annals of Tourism

Research, 28: 965-977.

Wöber, K. (2003) “Information Supply in Tourism Management by Marketing Decision

Support Systems”. Tourism Management, 24: 241-255.

Additional Reading:

Gunter, U. and Önder, I. (2015) “Forecasting international city tourism demand for

Paris: accuracy of uni- and multivariate models employing monthly data”. Tourism

Management, 46: 123-135.

Gunter, U., Önder, I. (2016): “Forecasting City Arrivals with Google Analytics”. Annals of

Tourism Research, 61: 199-212.

Hyndman, R. J., Koehler, A. B., Ord, J. K., and Snyder, R. D. (2008) “Forecasting with

exponential smoothing: The state space approach”. Berlin, Heidelberg: Springer.

Rowe, G. and Wright, G. (2000) “Expert opinions in forecasting: Role of the Delphi

technique”. In Armstrong, J. S. (ed.) Principles of Forecasting: A Handbook for

Researchers and Practitioners. Norwell: Kluwer Academic Publishers. Chapter 4.

Önder, I. and Gunter, U. (2016) “Forecasting Tourism Demand with Google Trends for a

Major European City Destination”. Tourism Analysis, 21: 203-220.

Slack, N., Chambers, S., and Johnston, R. (2007) “Operations Management” (5th ed.).

Harlow: FT Prentice Hall.

Song, H., Witt, S. F., and Li, G. (2009) “The Advanced Econometrics of Tourism

Demand”. New York, London: Routledge.

https://www.otexts.org/fpp

96

Teaching Approach

The seminar provides training based on the principle of learning by doing. The lecturer

will provide the necessary theoretical background and guidance to perform the tasks

assigned in class. It is imperative that all reading assignments are read thoroughly

before class. While discussing topics of the day, each student must be able to

synthesize the assigned readings. Each student is expected to actively contribute to the

class discussion, both as called on by the instructor and on a voluntary basis. The

lecturer will foster discussions by summarizing the topic introduced in the reading

assignments, providing practical examples presenting additional material, if

appropriate. Students will be probed with appropriate questions throughout the

semester to facilitate a critical thinking process.

Assessment


Two Quizzes – 60%

Presentation (Group) – 10%

Written project report (Group) – 15%

Accuracy of the forecasting project (Group) – 15%


Syllabus Revision

Dates NA

97

2.2.1.6 Tourism Capstone Project

Course ID and Title 0806 Tourism Capstone Project




Semester(s) Spring

Instructor and

contact information

Xavier Matteucci Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Recommended Prerequisite Courses:

0803 Tourism Product & Experience Design

0804 Destination Management


0602 Academic Writing

Required for N.A.

Learning

Outcomes

The aim of this course is stimulate students to apply the knowledge and skills they have developed throughout their tourism and hospitality studies. Students will be addressing a real-life industry challenge, which will be presented to them by a tourism practitioner. They will be working in-depth on formulating strategies to address this challenge.


identify real management/marketing problems faced by tourism practitioners

apply situational analytical tools

identify critical success factors

create a strategy for solving the management/marketing problem

apply selected research methods

analyze and interpret data (primary and/or secondary)

recommend viable actionable insights to practitioners

communicate research results in written report and oral presentation formats

Core Graduate

Attributes

Addressed






98




Detailed Course

Content

Introduction to management/marketing problems

Management/marketing problems identification

Strategies to address the management problems

Designing the research instruments

Data collection and analysis

Interpretation of research findings

Reporting actionable insights to practitioners

Reading Material

Required reading:

Jafari, J. (1987). Tourism models: the sociocultural aspects. Tourism Management, 8(2),

151-159.

Additional recommended reading:

Du cros, H., & McKercher, B. (2015) Cultural Tourism (second edition). London:

Routledge.

Teaching Approach

The course's format is one of a seminar in which the theoretical background of various

tourism issues will be presented. Students will be engaged in class discussions and in a

group project in which theoretical knowledge will be applied.

Assessment


Written paper (individual) – 30%

Written report (group) – 40%

Presentation (group) – 30%


Syllabus Revision

Dates NA

99

2.2.2 Major Hotel Management

2.2.2.1 Revenue Management and Distribution

Course ID and Title 0811 Revenue Management & Distribution





Semester(s) Fall

Instructor and

contact information

Mag. Andrea Borsoi MBA MSc Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N.A.

Learning

Outcomes


principles of Revenue Management (RM) & Distribution.


Describe the basic principles of RM and its application to a variety of business sectors and industries, not just hotels

Relate the practicalities and implications of RM to real world cases – not just in theory, or with formulas and complicated algorithms - and with an appreciation of the advantages that it can bring to a business

Master basic RM calculations

Perform pricing analysis and issue recommendations for actions to management

Elaborate on RM dependencies, in particular organisational, processual and ICT-related (information and communication technology) for distribution

Explain the challenges for the implementation of RM in an organisation that do not yet use it

Recommend improvements for RM integration in the organizational structure

Core Graduate

Attributes

Addressed







100



Detailed Course

Content

In this course, students will be exposed to the essential principles and elements of revenue management as it relates also to pricing and distribution. It is a course for those who are interested to learn how it is possible to achieve maximum profit from certain fixed asset. A non-specialist approach will be used so to develop those skills that any manager need. Focus will be given to the conditions that are necessary to implement RM and the processes that need to be planned and executed to make it reach its goals. The course is also exploring the ethical, historical, economic, psychological, human and technological side of RM.

Introduction to Revenue Management

Pricing and RM

RM evolution and its use

Fundamental concepts and principles

RM practices and implication (i.e. overbooking)

RM and distribution

RM Implementation

ICT aspects of RM

Reading Material

Required Reading:

No set-books and/or reading pack is required for this course.

Any selected required readings will be made available for students via the Moodle

platform (pdf format).

Teaching Approach

Frontal lectures with extensive use of interactive discussion in class. Students’

statements and logic may be challenged, as part of a safe and respectful constructivist

dialogue. Even graded components – such as presentation of cases in class – follow this

approach and value is given to good argumentation rather than mere mnemonic

displays. MCQ tests (and exams) are used to check the acquisition of terminology and

understanding of basic concepts; part of it may require just general common sense,

rather than technical knowledge. This way, the opportunity for a deeper understanding

of the fundamentals of the phenomena at hand, is there for the students that want to

take it. Polite humour and curiosity are welcome, as they make the seminars lighter and

more interesting. The specific approach to the topic is not mathematical – beyond the

levels that one can normally expect at this level of education – or specialist, but is

rather pitched at a wider, generalist audience.

Assessment


Active participation in class– 20%

Presentation of case (provided by instructor) to class as a small group – 35% (6% of which is for questioning another presenting group)

Mid-course test – 15%

Final exam – 30%

101

Syllabus revised by Andrea Borsoi

Syllabus Revision

Dates August 2018

102

2.2.2.2 Managing Hospitality Talent

Course ID and Title 0812 Managing Hospitality Talent





Semester(s) Fall

Instructor and

contact information

Sabine Bruggeman Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


0106 HR Management and Management Development


Required for N.A.

Learning

Outcomes

As a central learning outcome students will develop their own career plan and then explore it from an organizational view of talent identification, learning & development, motivation, and retention perspectives.

By the end of this course students will be able to describe the concept of Talent Management (TM), identifying components of TM, how those compliment HRM approaches, and develop career planning strategies from organizational and individual/personal perspectives in the international context.

Students will be able to critically evaluate approaches and solutions for TM. Students will demonstrate with examples how challenges particular to the hospitality industry can be approached. This includes student’s ability to

Identify key differences in the industry’s workforce over time and recognize similarity and differences with other industries;

Describe and contrast the vocational and academic education system;

Describe and evaluate training schemes and professional development plans;

Identify recruitment sources & talent identification methods, and practice conducting interviews;

Recognize key issues in workforce attraction and retention;

Explain competitive advantage and craft suitable TM solutions.


103

Core Graduate

Attributes

Addressed








Detailed Course

Content

Examples of KEY CONCEPTS COVERED IN THE COURSE among others:

TM model (Attracting, developing, engaging & rewarding, retaining, evaluating)

TM strategies (e.g. inclusive, exclusive approaches)

Professional development planner (competency-based)

Personal Career Plan

International transfers (Self-initiated and organization assigned expatriation)

Reading Material

Highly Recommended Reading

1. (for full-text articles see Moodle)

Talent Management Factsheet (2012). CIPD, UK

Aguines H. et al. (2012). Using performance management to win the talent war.

Business Horizons, 55, 609-616.

Farndale E. et al. (2014). Balancing individual and organizational goals in global

talent management: A mutual-benefit approach. Journal of World Business, 49,

204-214.

Karatepe O. (2013). High-performance work practices and hotel employee

performance: The mediation of work engagement. International Journal of

Hospitality Management, 32, 132-140.

Richardson S. (2008). Undergraduate Tourism and Hospitality Students Attitudes

Towards a Career in the Industry. Journal of Teaching in Travel & Tourism, 8(1).

2. Horner, S. (2017). Talent Management in Hospitality and Tourism.

www.goodfellowpublishers.com ISBN 978-1-910158-68-5

Teaching Approach


in and out of class, attendance of seminars/exercises is mandatory. The lecturer will

foster discussions by inviting students to present topics introduced in the reading

assignments, including students’ research and presentation of practical examples that

illustrate the topics to deepen the learning. The seminar will feature cases, exercises,

and practical examples to further deepen the application of TM concepts. A central

project will be the development of each student’s own career planner. Each student is

expected to actively contribute to the class discussion, exercises and team project

activities, both as invited by the lecturer and on a voluntary basis.

http://www.goodfellowpublishers.com/

104

Assessment


Class participation (10%)


Written individual assignments (2x25%) = 50%

Syllabus revised by Sabine Bruggeman

Syllabus Revision

Dates July 2018

105

2.2.2.3 Hotel Asset Management

Course ID and Title 0813 Hotel Asset Management





Semester(s) Fall

Instructor and

contact information

Florian Aubke Contact Hours: By appointment E-mail: [email protected] Theodor Kubak Contact Hours: By appointment E-mail: [email protected] Jeffrey Scott Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Course Prerequisites: N/A



assessment.



Required for N.A.

Learning

Outcomes

Upon successful completion of the course, students are expected to be able to:

Describe the role of the asset manager and his/her responsibilities and tasks in managing the value of the hotel asset.

Demonstrate the application of technical financial processes and analysis that underpin the evaluation of options for managing hotel assets.

Explain precisely the concepts and financial techniques underpinning the decision making process in hotel asset management.

Be aware of financial management accounting and reporting procedures used in decision making on managing hotel assets.

Creating justifiable business decisions in respect to managing assets at the level of the hotel enterprise based on financial management principles.

Demonstrate the ability to correctly assess the financial feasibility and value of a hotel investment through the application of financial concepts.




106

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course is an introduction to the systematic and coordinated processes by which physical assets in the hospitality industry (hotels, conference centers, resorts and other properties) are managed. Asset management requires a cross-functional approach to achieve sustained value in a hotel asset including the selection, design, acquisition, operation, maintenance and renewal of the physical infrastructure. The course will provide participants with a foundational understanding of the profession of the hotel asset manager and his/her role of having the fiduciary responsibility to manage the lodging investment to meet the specific objectives of ownership. At the heart of effective asset management is the maximization of investment value through measurable profit creation and preserved capital growth.

Reading Material

Required Reading:

Denton, G., Raleigh, L.E. and Singh, A.J. (2009), Hotel Asset Management, Principles and

Practices, 2nd Edition, American Hotel and Lodging Association.

Singh, A.J., Klein, R.D., Ma, Q. and Beals, P. (2012), Evolution of Hotel Asset

Management: The historical context and current profile of the profession, Cornell

Hospitality Quarterly, 53(4), 326-338

Rushmore, S. and Baum, E. (2002), Growth and development of the Hotel-Motel

industry, The Appraisal Journal, 7(2)

Please note: Selected required and additional readings will be made available for

students via the Moodle platform.

Teaching Approach

The essence of this seminar is to collaboratively develop an in-depth understanding of

hotel asset management issues. Such collaborative learning is only possible through

active class participation and a learning environment where information is questioned

and discussed. To this end, students are asked to participate in activities, engage with

the course material in as well as outside of class and, in particular, contribute their own

knowledge and understanding of the subject matter. The course will include lectures,

assignments, and cases to expose participants to the latest analytical tools and

techniques asset managers use to create value for hotel enterprises.

Assessment


In-class exercises/mini-quizzes – 50%

Case study – 40%

In-class participation – 10%

107

Syllabus revised by Florian Aubke

Syllabus Revision

Dates August 2018

108

2.2.2.4 Hotel Business Development Strategies

Course ID and Title 0814 Business Development Strategies





Semester(s) Spring

Instructor and

contact information

Florian Aubke Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.



Required for N.A.

Learning

Outcomes


Explain and contrast business entry and expansion modes for hotels

Appraise the clauses in franchise and management contracts for their impact on daily operations

Perform contract negotiations and contrast competing positions

Evaluate hotel performance reports and derive suggestions for business development opportunities

Analyze brand (value) propositions and contrast their attractiveness for business expansion.

Core Graduate

Attributes

Addressed








Detailed Course

Content

In this course, students explore the business expansion strategies of hotel companies. In this context, the strategic decision making process and economic rationality of various entry modes are discussed. Students should become familiar with theories and modes of expansion strategies of internationalization in the hotel context and be able to contrast expansion strategies of hotel chains. Assuming that course participants


109

possess a fundamental understanding of the structures of hotels and the principles of managing this type of service business. Students will be asked to assess market intelligence to define business opportunities and evaluate conditions for market entry. Students will gain an in-depth understanding of the actor roles in management and franchise agreements and will be able to assess the potentials and risks of such contracts.

Reading Material

Required Reading:

Ivanova, Ivanov and Magnini (2016), Routledge Handbook of Hotel Chain Management,

Routledge, London UK (selected chapters)

Selected required and additional readings will be made available for students via the

Moodle platform.

Teaching Approach

The essence of this seminar is to collaboratively develop an in-depth understanding of

hotel management issues. Such collaborative learning is only possible through active

class participation and a learning environment where information is questioned and

discussed. To this end, students are asked to participate in activities, engage with the

course material in as well as outside of class and, in particular, contribute own

knowledge and understanding of the subject matter.

Assessment


Brand Pitch – 30%

Literature Review/Critical Essay – 60%

In-class participation – 10%


Syllabus Revision

Dates August 2018

110

2.2.2.5 Hotel Property Development

Course ID and Title 0815 Hotel Property Development





Semester(s) Spring

Instructor and

contact information

Christian Walter Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


0403 Financial Management and Investment Planning

Required for N.A.

Learning

Outcomes


principles of hotel project development in particular as well as property development

management in general.

Upon completion of the course, students should be able to:

Assess the commercial viability of a proposed hotel project in a given market by

application of a limited set of tools and techniques.

Define and describe the roles of the various stakeholders and key players in the

project development process.

Apply underlying principles of hotel planning and design.

Apply a set of skills for evaluating the feasibility of hotel real estate projects.

Core Graduate

Attributes

Addressed









111

Detailed Course

Content

Fundamentals of the hospitality industry

Fundamentals of the real estate industry

The role of real estate in the hospitality industry

Phases of and stakeholders/players in hotel project development

Service lines in hotel consulting

Basics of project management

Feasibility study in general

Site analysis in the context of hotel project development

Market analysis in the context of hotel project development

Concept and product development

Financial modeling

Space allocation/room and function programming

Cost estimate and return on investment analysis

Hotel groups and brands

Operator search and selection

Hotel franchise, management and lease agreements

Project financing

Hotel architecture and design

Hotel pre-opening management and marketing

Case studies and business cases

Reading Material

Required Reading: N/A

Additional Reading:

Hotel Feasibility Studies: Critique, Accuracy, Study Procedure, ...; Palonpera, Martti;

1993

The Hotel and Lodging Market Research Handbook; Norcross, GA: Richard K. Miller &

Associates, Inc.; 1999-2002

Hotel Management and Operations; ED. Denney G. Rutherford, Ivar Haglund Hoboken,

N.J. Wiley; 2007

Hospitality Industry Managerial Accounting; Raymond S. Schmidgall; Educational

Institute of the American Hotel & Motel Association; 1997; ISBN 0-88612-149-8

Uniform System of Accounts for the Lodging Industry, Eleventh Revised Edition; Hotel

Association of New York City, Inc.; American Hotel & Lodging Educational Institute;

2014; ISBN 978-0-86612-447-8 (hardcover), ISBN 978-0-86612-448-5 (digital)

Hotel and Lodging Management, an Introduction; Allan T. Stutts; John Wiley & Sons,

Inc.; 2001; ISBN 0-471-35483-x

Developing Hospitality Properties & Facilities, 2nd edition; Josef Ransley and Hadyn

Ingram; Elsevier Butterworth-Heinemann; 2004; ISBN 0-75065-982-3

Hotel Design, Planning and Development; Walter A. Rutes, Richard H. Penner, Lawrence

Adams; Elsevier Ltd, Oxford; 2001; ISBN 978-0-7506-4607-9

Hotels and Resorts: Planning and Design (Butterworth Architecture Design and

Development Guides); Fred Lawson; ISBN 0-75061-861-2

112

www.strglobal.com

www.sha.cornell.edu

www.hbsp.harvard.edu

www.hospitalityinside.com

www.hotelsmag.com

www.hvs.com

www.pkfhotels.com

www.hotelnewsresource.com

www.freizeitforschung.at (only in German)

www.ahgz.de (only in German)

Teaching Approach





Assessment


mid-semester test - 20%

case studies (group work in seminars: feasibility study/written assignment) - 60%

presentation of group work - 20%


Syllabus Revision

Dates NA

http://www.strglobal.com/

http://www.sha.cornell.edu/

http://www.hbsp.harvard.edu/

http://www.hospitalityinside.com/

http://www.hotelsmag.com/

http://www.hvs.com/

http://www.pkfhotels.com/

http://www.hotelnewsresource.com/

http://www.freizeitforschung.at/

http://www.ahgz.de/

113

2.2.2.6 Strategic Hotel Management

Course ID and Title 0816 Strategic Hotel Management




Module VII: Advanced Tourism and Hospitality Management

Semester(s) Fall

Instructor and

contact information

Dr. Florian Aubke

Contact Hours: By appointment

Email: [email protected]

Course

Prerequisites




assessment.

Recommended Prerequisite Courses/Skills: 0101 Accounting and Management Control

I, 0102 Accounting and Management Control II

Required for N/A

Learning

Outcomes


principles of strategic hotel management. For one, students will understand the

organizational foundations of successful hotel management. Second, student will

develop and understanding of financial decision making and their impact on the hotel’s

performance


Explain and contrast business entry and expansion modes for hotels

Name and describe common budget types in hotel management

Name and describe principles of revenue management and distribution

Calculate common key performance indicators of hotel operations

Locate and assess financial information and key performance indicators for defining business growth potential

Perform investment decisions to improve the hard and soft elements of the hotel.

Collect performance indicators on the competitive environment

Forecast business performance on the basis of historical data and demand estimates

Compare performance indicators across the competitive set to assess relative performance

Provide justified reasons for, and critically evaluate management decisions on the basis of simulated results.


114

Core Graduate

Attributes

Addressed








Detailed Course

Content

In this course, students will be exposed to the essential elements of hotel management. Functioning as a capstone subject, this course draws on many topics covered in the first two years of the undergraduate program. In the lectures, students will deepen possible prior knowledge on organizations, with a dedicated focus on hotel businesses. In particular, this course covers the following topics:

The hospitality industry, macro and micro structure

Hotel financial management and decision making

Reading and interpreting a range of financial statements

Budgeting revenues and expenses

Market segmentation and channel management

Revenue and yield management

Competitor analysis

Foundations of investment decision making (Capital Expenditures)

Reading Material

Required Reading:

Ivanova, Ivanov and Magnini (2016), Routledge of Hotel Chain Management, Routledge,

London UK (selected chapters)

Selected required readings will be made available for students via the Moodle platform.

Additional Reading:

Baum, T. (2006): Human Resource Management for Tourism, Hospitality and Leisure,

Thomson London

Chatfield, R., Dalbor, M. (2005): Hospitality Financial Management, Pearson Education,

Inc., NJ

Harris, P. (2005): Accounting and Finance for the International Hospitality Industry,

Butterworth Heineman, Oxford

Hales, J. (2011): Accounting and Financial Analysis in the Hospitality Industry, Pearson

Education, Inc., NJ

Jagles, M. (2007): Hospitality Management Accounting, John Wiley & Sons, Inc., NJ

Kandampully, J. (2007): Services Management, The New Paradigm in Hospitality,

Pearson Education, Inc., NJ

Kotas, R. (1999): Management Accounting for Hospitality and Tourism, Thomson,

London

115

Kotas, R., Conlan, M. (1997): Hospitality Accounting, Thomson, London

Mullins, L. (1992): Hospitality Management, A Human Resources Approach, Pitman,

London

O’Fallon, M.; Rutherford; D. (2011): Hotel Management and Operations, Wiley & Sons,

Inc., NJ

Olsen, M., West, J., Yick Tse, E. (2008): Strategic Management in the Hospitality

Industry, Pearson Education, Inc., NJ

Tesone, D. (2005): Human Resource Management in the Hospitality Industry, Pearson

Education, Inc., NJ

Tesone, D. (2010): Principles of Management for the Hospitality Industry, Elsevier,

Oxford

Wood, R. (1994): Organizational Behaviour for Hospitality Management, Elsevier,

London

Teaching Approach

The course follows an experiential learning approach, utilizing an online hotel

simulation program. The seminars are designed in a way that students can refresh their

knowledge on organizational and managerial matters specific to the hotel industry. The

simulation software provides a risk-free environment in which business decisions can

be made and reflected upon. Students will work in groups, resembling a competitive

environment, striving to enhance the performance of the hotel. Students are expected

to invest time outside of class for managerial decision making.

Assessment


Progress Reports - 60%

Reaching Key Performance Indicators from Simulation - 20%

In-class exercises – 20%


Syllabus Revision

Dates August 2018

116

2.2.3 Major Event Management

2.2.3.1 Business, Sports and Culture Events

Course ID and Title 0821 Business, Sports and Culture Events




Semester(s) Fall

Instructor and

contact information

Henrik von Arnold Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N.A.

Learning

Outcomes


principles of Business, Sports and Cultural Events with a focus on international

association business events.


Recognize the “soul” and structure of the different kind of events

Describe the role of the different key players in the making of different types of events, with focus on a convention bureau

Differentiate the stakeholder’s key factors for organizing an event

Analyze guidelines for a business event and producing a bid for an international association bid

Core Graduate

Attributes

Addressed








Detailed Course

Content

Definitions of events, with specific characteristics of business, culture and sports events. Evaluation of characteristics of life events on the basis of use-cases.

Differentiation between mobile and place events

Identifying and contrasting roles of different players in the events sector: rights


117

holders, clients, destinations, suppliers, and intermediaries.

Infrastructure of a business event

Managing a business event

Market structure

Destination structure for different kind of events

The role and work of destination key players in connection to meetings

Managing the events bidding process

Reading Material

Required Reading:

1. Beech, Kaiser, Kaspar (2014) The Business of Events Management, ISBN-13: 978-0273758624

Additional Reading:

2. Davidson R and Rogers T (2006) Marketing Destinations and venues for Conferences, Conventions and Business Events, Butterworth-Heinemann ISBN-10: 0750667001

Chapter 1; p 1-30

Chapter 2; p.31-41, 43-52

Chapter 4; p.74-87, 92-100

Chapter 5;102-115

3. Slides shown during lessons

Teaching Approach

In this course, students are guided to develop a comprehensive understanding of the

events industry. In this process, students are required to read a range of academic and

professional literature and be able to discuss relevant issues. The seminars are

designed in an interactive way so that students interact and create knowledge through

working along real-world cases. Guest speakers can be invited to courses where

suitable.

Assessment


Written quiz – 40%

Group work and presentation – 40%

Individual participation during the whole course and individual performance at the group presentation – 20%

Syllabus revised by Henrik von Arnold

Syllabus Revision

Dates June 2018

118

2.2.3.2 Event Operations

Course ID and Title 0822 Event Operations




Semester(s) Fall

Instructor and

contact information

Mag. Ing. Hello Hass Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N.A.

Learning

Outcomes

The aim of the course is to enable students to understand the essentials of planning and executing events.


Understand the product -cycle of events

Importance of location, content and participants in relation with events

Setup different types of organizations

Evaluate event success factors: Storytelling, event presentation, event marketing

Build a budget and find the right ways to finance events

Evaluate risks and do risk assessment

Core Graduate

Attributes

Addressed








Detailed Course

Content

Planning, Concept, Nature and Practices in Event Management

Organizing and planning events, Customer relationship management, Event

coordination, Marketing planning for events, Event logistics, Forecasting and capacity

management, Risk Management and assessment.

119

Event presentation, marketing and story telling

Planning and Managing sites and locations

Site management, Site selection, Site importance, Infrastructure management,

Management of logistics, Technical setup

Planning for and with People

Crowd management, Attendee care and comfort, Controlling participants, , Different

organizational structures, The role of volunteers,

Financial Management

Budgeting, Raising Funds, Investment, Fund Flow Management and Working Capital

Decisions, Pricing strategies

Legal issues of event management

Reading Material Beech, J., Kaiser, S. and Kaspar, R. (2014). The Business of Events Management, Pearson

Education Ltd., Harlow, UK

Teaching Approach The seminars are designed in an interactive way so that students interact and create

knowledge through working along real-world cases.

Assessment

Written Exam (individual) 50%

In-class exercises/quizzes 30%

Group work and presentation 20%

Syllabus revised by Hello Haas

Syllabus Revision

Dates August 2018

120

2.2.3.3 Project Management

Course ID and Title 0823 / 0750 Project Management



131 BSc in international Management


International Management

Semester(s) Fall

Instructor and

contact information

Ruth Havel Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Course Prerequisites for 114 BBA 2017:



assessment.

Required Course Prerequisites for 131 BSc 2017: NA

Required for N.A.

Learning

Outcomes

The aim of this course is to develop students’ understanding of the key concepts and principles of Project Management. To successfully complete this course students must be able to:

define the concepts „project“ and „project management“ and to distinguish between projects and routine tasks

design a project by using project management methods and instruments

identify potential project risks and develop crisis management strategies

design and present project marketing measures

calculate project costs and benefits

evaluate the project status by means of project controlling

work in groups and cooperate with team members in order to achieve a goal

Core Graduate

Attributes

Addressed








Detailed Course

Content Project management methods and instruments

Project organization


121

Risk and crisis management in projects

The project oriented organization

Processes of project management (Start, Controlling, Close-down)

Social competences and personal skills in project management

Reading Material

Required Reading:

Next Level Consulting, “Let your projects fly”, Goldegg Verlag, Vienna, 2009, ISBN 978-

3-901880-57-5

Additional Reading:

Harvey Maylor, “Project Management (4th ed.)”, Pearson Education Ltd, 2017, ISBN

978-0-273-70432-4

Additional handouts/material when required.

Teaching Approach

Throughout the seminars, the students will work in groups to develop a project together, applying in each seminar content taught during the most recent seminar and developed out of class. All groups will submit the work done to the lecturer for grading and feedback.


A student may not miss more than 20 % of the seminars (i.e. 3 times). If a student

misses a seminar for good reason (e.g. provides a notice of illness or bereavement)

he/she may perform an alternative activity for their grade to compensate for the class

activity they missed. If a student exceeds 20 % non-attendance, the lecturer reserves

the right to penalize the student or terminate their participation. The student may

submit a Special Consideration Form to the lecturer to explain past or – if known –

future absences. On the basis of the case made by the student, in exceptional

circumstances, the student may be allowed to further participate in the course and will

need to perform additional work to compensate for the parts missed.

Assessment


In-class exercises/deliverables (group) – 50%

Written assignment (individual) – 25%

Written Exam (individual) – 25%

Syllabus revised by Ruth Havel

Syllabus Revision

Dates July 2018

122

2.2.3.4 Designing Experiences

Course ID and Title 0824 Designing Experiences




Semester(s) Spring

Instructor and

contact information


Course

Prerequisites




assessment.

Required for N.A.

Learning

Outcomes


principles of experience design.


Demonstrate an awareness about the principles of creativity, innovation and experience design mindset

Demonstrate an awareness about experience design theories

Demonstrate an ability to understand and critically discuss theories around experience design and apply these to tourism practice situations

Develop the ability to analyze and apply Experience Design Thinking and a range of techniques on real life case studies

Develop the ability to apply a diverse range experience design concept and tools to tourism, events and service contexts

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course covers a wide range of theories and practical tools for experience design.

Some indicative contents covered in the course are:

- From the service to the experience economy

- Definitions and interdisciplinary fundamentals of experience design


123

- Service and experience design thinking

- Current trends, co-creation and digital technology in experience design

- Methods and tools of service and experience design

- Application of experience design for tourism, events and service contexts

Reading Material

Required Reading:

Pine B.J. Gilmore J.H. (1999). The Experience Economy: Work is a Theatre and Every

Business a Stage, Harvard Business School Press.

Morgan, M. Lugosi, P. & Ritchie, J.R.B. (2010) The Tourism and Leisure Experience:

Consumer and Managerial Perspectives.

In addition, relevant journal articles will be uploaded on MU Moodle for each session.

Teaching Approach

This seminar course is designed to introduce students to the fundamental concepts,

principles and practice examples around experience design. The course is held in an

interactive and co-creative format that bridges theory and practice by engaging

students in a wide range of interactive ‘design challenges’ where they have opportunity

to put their knowledge into design practice. The course will enable students to develop

an experience mindset and design thinking, and examine experience propositions in a

wide range of tourism sectors, including events, hospitality, theme parks, etc. and see

current best practices of experience design around the globe. The combination of

theory and practice-led co-creation sessions, supported by industry cases will create a

strong knowledge fundament for experience design in events and the wider service

sectors. The student assessment is done through participation in the design challenges

and a final delivery of a peer-to-peer experience design workshop.

Assessment


Active Participation 10%

Experience Design Challenges 40%

Peer-to-Peer Experience Design Workshop 50%


Syllabus Revision

Dates NA

124

2.2.3.5 Event Impact Analysis

Course ID and Title 0825 Event Impact Analysis




Semester(s) Spring

Instructor and

contact information

Shaun Litler Contact Hours: By appointment E-mail: [email protected] Jonathan Sibley Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


0701 Tourism and Hospitality Business Analysis, 0401 Microeconomics, 0402

Macroeconomics, 0603 Critical Thinking & Problem Solving

Required for N.A.

Learning

Outcomes


● Demonstrate a thorough understanding of the theoretical concerns, principles and dynamics of the events sector.

● Describe the role of events as part of a destination’s strategy for development.

● Explain the environmental, social and economic impacts of events on the hosting community.

● Distinguish and select appropriate tools and models to measure event impact

● Evaluate and discuss the various roles and partially conflicting interests of stakeholders in the planning and evaluation phase of an event.

Core Graduate

Attributes

Addressed










125

Detailed Course

Content

Literature proposes that events can differ in their impacts but potentially these impacts relate to dimensions economic, tourism/commercial, bio-physical, socio-cultural, psychological, political, human and environmental concerns.

Despite a long history of economic impact evaluation of business, culture and sporting

events of various sizes, only recently more holistic approaches to event impact

evaluation have surfaced. Following similar trends in tourism and business analysis in

general, a triple bottom line approach to event impact analysis has become accepted

standard.

In this course, students shall be exposed to a holistic impact analysis approach which combines economic, social and environmental impact. As a project-based course, students will develop analytical and methodological skills to conduct an event impact analysis under minimal guidance.

Reading Material

Required Reading:

Jones, M (2017) Sustainable event management: a practical guide, 3rd Edn, Routledge.

Please note: Selected required and additional readings will be made available for

students via the Moodle platform.

Additional Reading

Raj, R & Musgrave, J (2009) Event management and sustainability, CABI Publishing

http://www.iso20121.org/

http://webarchive.nationalarchives.gov.uk/20130403183402/http://archive.defra.gov.

uk/sustainable/government/advice/documents/SustainableEventsGuide.pdf

Teaching Approach

The essence of the seminars is to collaboratively develop an in-depth understanding of

sustainability in the Event Industry and the need for a holistic impact analysis approach

which combines economic, social and environmental impacts. Such collaborative

learning is only possible through active class participation and a learning environment

where information is questioned and discussed. To this end, students are asked to

participate in activities, engage with the course material in as well as outside of class

and, in particular, contribute their own knowledge and understanding of the subject

matter. The course will include lectures, assignments, and cases to expose participants

to the latest analytical tools and techniques applied in measuring impacts of events.

Assessment

● Written Assignment (Essay) – 40%

● Presentation - 50%

● Event Summary Document –10%


Syllabus Revision

Dates NA

http://www.iso20121.org/

http://webarchive.nationalarchives.gov.uk/20130403183402/http:/archive.defra.gov.uk/sustainable/government/advice/documents/SustainableEventsGuide.pdf

http://webarchive.nationalarchives.gov.uk/20130403183402/http:/archive.defra.gov.uk/sustainable/government/advice/documents/SustainableEventsGuide.pdf

126

2.2.3.6 Events Capstone Project

Course ID and Title 0826 Events Capstone Project




Semester(s) Spring

Instructor and

contact information TBD

Course

Prerequisites




assessment.

Due to the nature of the course, it is highly recommended to have successfully

completed the following courses before enrolment into 0826:

0821 Business, Sports and Culture Events

0822 Event Operations

0823 Project Management

Required for N.A.

Learning

Outcomes

This course is designed to plan and execute an effective corporate or social event-


Determine event objectives

Apply the skills and techniques for event planning and execution

Manage and interact with relevant event stakeholders

Prepare an event budget and manage financial resources

Consider legal aspects of event operations

Core Graduate

Attributes

Addressed








127

Detailed Course

Content

In this capstone course, students will be required to show the mastery of relevant

knowledge, skills and techniques acquired throughout their Bachelor program. Student

will be required to design, plan, execute and evaluate a small event under limited

supervision

Reading Material

Since this is an applied course, no compulsory reading material beyond those of earlier

related subjects is foreseen. Additional material is provided during the course as

deemed relevant.

Teaching Approach

Due to the applied nature of the course, an experiential learning pedagogy is

implemented. Students will work in teams towards the effective execution of an event.

Therefore, class time may differ from the regular schedule.

Assessment Planning, execution and evaluation of a small event (various work packages) – 100%


Syllabus Revision

Dates NA

128

2.3 Module IX: Internship

2.3.1 Internship Preparatory Course

Course ID and Title 0900 Internship Preparatory Course




Module Internship


Instructor and

contact information

Ellen Padilla Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for This is a mandatory course which students have to attend PRIOR to doing an internship.

Learning

Outcomes

The main goal of this course is to help BBA students prepare for the internship by

providing resources, guidelines, and support to assist students in applying to companies

of their choice in the industry.


Establish a professional and personal goal for the internship experience

Understand MU’s requirements in terms of the internship

Understand the difference between the mandatory and the optional internship

Be clear on strategies and resources necessary to find an internship

Use the job platform on www.modulcareer.at

Prepare a CV and a cover letter

Successfully prepare for an interview

Understand more about business etiquette and how to handle various interview questions including salary negotiation

Understand how the selection process works

Know how to act during the first days on the job

Select a topic for the internship report

Understand the guidelines for writing the internship report

Know which documents are necessary to get ECTS points for the internship

Core Graduate

Attributes

Addressed








http://www.modulcareer.at/

129


Detailed Course

Content

This workshop will help students learn about the different available options, where to look for an internship and how to prepare a professional CV and cover letter. In addition to covering the entire application process, the workshop will also focus on how to prepare for a job interview. Last but not least, the guidelines for writing the internship report will be discussed. The course includes group work, role plays and simulations.

Reading Material

Required Reading:

The internship manual which can be downloaded from the MODUL Career website or from Moodle.

Additional Reading:

See materials uploaded on Moodle

Teaching Approach A mixture of lectures, in‐class discussions, case studies and critical questions of the

material covered, role plays as well as group work.

Assessment This course is not graded. Students will either pass or fail. Students need to attend all sessions to pass the course. Students will only be allowed to do their internship after passing the internship preparatory course.

Syllabus revised by Ellen Padilla

Syllabus Revision

Dates June 2018

130

2.4 Module XI: Hotel Management and Operations

2.4.1 The Hospitality Industry

Course ID and Title 1201 The Hospitality Industry



Module Hotel Management and Operations

Semester(s) Fall

Instructor and

contact information

Barbara Hammerschmid-Kovar Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for N.A.

Learning

Outcomes

The aim of the course is to expose students to the macro environment of the hospitality

industry. Upon successful completion of the course, students should be able to:

Describe the roles and interests of the key players of the hospitality industry.

Describe the scope and organization of the hospitality industry.

Explain the links and dependencies to other service providers in the tourism industry.

Compare and contrast the challenges associated with various business types in the industry.

Define future trends of the industry and propose viable actions.

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course addresses the scope and organization of the hospitality industry with a

macro perspective. The students are introduced to the characteristics of the different

sectors in the hospitality industry the career opportunities they provide. Organization,

segments, size, operations and management types of the hospitality industry will be

discussed and the students will be required to apply this knowledge for analysing real

cases.



131

History of the Hospitality Industry

Career opportunities

Booking behavior of guests

Future development of accommodations

All about franchise

Trends & the role of Information Technologies

Future of hotel chains – key players in the industry

How important are labels and brands?

Airbnb – how it changes the world

Reading Material

Recommended Reading:

The luxury strategy: break the rules of marketing to build luxury brands, Kapferer, et al,

(2009)

Clayton W. Barrows, Tom Powers and Dennis Reynolds, (2012), Introduction to

MANAGEMENT in the HOSPITALITY INDUSTRY, 10th Ed., John Wiley & Sons Inc.

Van Hoof H.B. and Vallen G.K., McDonald M.E., Wiener P.J., (2007), A Host of

Opportunities, An Introduction to Hospitality Management, 2nd Ed., Pearson Education

Ltd.,

Angelo M. Rocco and Vladimir Andrew N., (2004), Hospitality Today, An Introduction, 5th

Ed., The Educational Institute of the American Hotel & Lodging Association

Additional Reading:

Adams, John N., Jones, K. V. 3. ed..; London: Butterworths; 1990

Clarke A., and Chen W., (2007), International Hospitality Management, concepts and

cases, 1st Ed., Elsevier

Prideaux B. and Moscardo G., Laws E., (2006), Managing Tourism and Hospitality

Services, Theory and International Applications, Cabi

Jauhari V., (2008), Global Cases on Hospitality Industry, Routledge

Rutherford D.G. and O´Fallon M.J., (2007), Hotel Management and Operations, 4th Ed.,

John Wiley & Sons Inc.

Academic Journals:

Journal of tourism history

Journal of hospitality & [and] leisure marketing

International journal of hospitality management

Progress in tourism, recreation and hospitality management

132

Hospitality research journal

Tourism and hospitality management

The Cornell hospitality quarterly [Online-Ressource]

Journal of international hospitality, leisure & tourism management

Tourism and hospitality research

Journal of hospitality marketing & management

Tourism and hospitality planning & development

Journal of hospitality & tourism research

International journal of contemporary hospitality management

Teaching Approach

Interactive Lecture, referred to with the abbreviation IL, is a course format based on

an instructor-led teaching approach while including techniques that foster active

engagement of students in class. Attendance is not mandatory. A minimum of two

different, independent forms of assessment is required.

Assessment


Interactive in-class discussions, group works, questionnaires – 10%

Written essay or case study – 30%

Written quiz – 60

Penalties for missed deadlines: For each day passed the deadline, 5% will be deducted

from the total grade. Assignments that are handed in 5 or more days past the deadline

will automatically receive 0%.

Syllabus revised by Barbara Hammerschmid-Kovar

Syllabus Revision

Dates August 2018

http://linker.westminster.ac.uk/sfx_wmin?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2013-07-22T10%3A58%3A33IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Journal-SFX_WST&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=journal&rft.atitle=&rft.jtitle=Journal%20of%20international%20hospitality%2C%20leisure%20%26%20tourism%20management&rft.btitle=&rft.aulast=&rft.auinit=&rft.auinit1=&rft.auinitm=&rft.ausuffix=&rft.au=&rft.aucorp=&rft.volume=&rft.issue=&rft.part=&rft.quarter=&rft.ssn=&rft.spage=&rft.epage=&rft.pages=&rft.artnum=&rft.issn=1092-3128&rft.eissn=&rft.isbn=&rft.sici=&rft.coden=&rft_id=info:doi/&rft.object_id=110985822459770&svc_val_fmt=info:ofi/fmt:kev:mtx:sch_svc&svc.fulltext=yes&rft_dat=%3CSFX_WST%3E110985822459770%3C/SFX_WST%3E&rft.eisbn=&rft_id=info:oai/

http://linker.westminster.ac.uk/sfx_wmin?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2013-07-22T10%3A58%3A33IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Journal-SFX_WST&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=journal&rft.atitle=&rft.jtitle=Tourism%20and%20hospitality%20research&rft.btitle=&rft.aulast=&rft.auinit=&rft.auinit1=&rft.auinitm=&rft.ausuffix=&rft.au=&rft.aucorp=&rft.volume=&rft.issue=&rft.part=&rft.quarter=&rft.ssn=&rft.spage=&rft.epage=&rft.pages=&rft.artnum=&rft.issn=1467-3584&rft.eissn=&rft.isbn=&rft.sici=&rft.coden=&rft_id=info:doi/&rft.object_id=111022104692008&svc_val_fmt=info:ofi/fmt:kev:mtx:sch_svc&svc.fulltext=yes&rft_dat=%3CSFX_WST%3E111022104692008%3C/SFX_WST%3E&rft.eisbn=&rft_id=info:oai/

http://linker.westminster.ac.uk/sfx_wmin?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2013-07-22T10%3A58%3A33IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Journal-SFX_WST&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=journal&rft.atitle=&rft.jtitle=Journal%20of%20hospitality%20marketing%20%26%20management&rft.btitle=&rft.aulast=&rft.auinit=&rft.auinit1=&rft.auinitm=&rft.ausuffix=&rft.au=&rft.aucorp=&rft.volume=&rft.issue=&rft.part=&rft.quarter=&rft.ssn=&rft.spage=&rft.epage=&rft.pages=&rft.artnum=&rft.issn=1936-8623&rft.eissn=&rft.isbn=&rft.sici=&rft.coden=&rft_id=info:doi/&rft.object_id=1000000000280427&svc_val_fmt=info:ofi/fmt:kev:mtx:sch_svc&svc.fulltext=yes&rft_dat=%3CSFX_WST%3E1000000000280427%3C/SFX_WST%3E&rft.eisbn=&rft_id=info:oai/

http://linker.westminster.ac.uk/sfx_wmin?ctx_ver=Z39.88-2004&ctx_enc=info:ofi/enc:UTF-8&ctx_tim=2013-07-22T10%3A58%3A33IST&url_ver=Z39.88-2004&url_ctx_fmt=infofi/fmt:kev:mtx:ctx&rfr_id=info:sid/primo.exlibrisgroup.com:primo3-Journal-SFX_WST&rft_val_fmt=info:ofi/fmt:kev:mtx:journal&rft.genre=journal&rft.atitle=&rft.jtitle=Tourism%20and%20hospitality%20planning%20%26%20development&rft.btitle=&rft.aulast=&rft.auinit=&rft.auinit1=&rft.auinitm=&rft.ausuffix=&rft.au=&rft.aucorp=&rft.volume=&rft.issue=&rft.part=&rft.quarter=&rft.ssn=&rft.spage=&rft.epage=&rft.pages=&rft.artnum=&rft.issn=1479-053X&rft.eissn=&rft.isbn=&rft.sici=&rft.coden=&rft_id=info:doi/&rft.object_id=111054316638022&svc_val_fmt=info:ofi/fmt:kev:mtx:sch_svc&svc.fulltext=yes&rft_dat=%3CSFX_WST%3E111054316638022%3C/SFX_WST%3E&rft.eisbn=&rft_id=info:oai/

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133

2.4.2 Hotel Management and Operations

Course ID and Title 1202 Hotel Management & Operations



Module Hotel Management & Operations

Semester(s) Spring

Instructor and

contact information

Barbara Hammerschmid-Kovar Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Course Prerequisites: N.A.

Recommended Prerequisite Courses/Skills: N.A.

Required for N.A.

Learning

Outcomes

The aim of this course is to expose students to the micro environment within which

hotel properties are managed.


Perform activities associated with planning, organizing, leading, controlling and

marketing a hospitality product

Identify various department with respective responsibilities and their inter-

relationships

Compare organizational structures depending on size and type of business

Identify types of services, facilities and amenities provided by hotels

Appraise the targeted markets and targeted customers of the hotels and match

product offerings accordingly

Critically evaluate leadership and human resource challenges within hotels

Evaluate sustainability practices and Corporate Social Responsibility within hotel

operations.

Core Graduate

Attributes

Addressed









134

Detailed Course

Content

This course addresses issues relevant for the management and organization of a hotel property. Students are introduced to the various departments, their functionalities and inter-relationships. A holistic understanding of the functionalities of a hotel is developed with the aim of evaluating the managerial processes of managing, organizing, leading and controlling.


Operational differences across hotel types

Functional structure of a hotel: Rooms department (Front Office, Reservations, Night Audit, Concierge, Revenue Management, Housekeeping), Food & Beverage department (Outlets, Food production, Stewarding), Marketing and Sales department, Human Resources department, Accounting and Finance department, Meetings & Events department, Public Relations department, General Manager

Planning Function: Strategic planning, product development, life cycle analysis, business evaluation and controlling

Organizing Function: Organizational structures and drivers of organizational development, Communication across departments, Opportunities and challenges of subcontracting and outsourcing, Managing safety and security

Leading function: Managing a diverse workforce, management paradigms in hospitality, identifying HR requirements, sourcing employees, staff planning, career progression, succession planning

Controlling function: Quality management and quality assurance, financial controlling

Creativity, Innovation and managing customer experience

Managing sustainability, quality labels and certificates

Issues of investment and financing in the hotel industry

Current affairs and trends impact the development of the industry

Impacts of technology and digitalization on hotel operations

Reading Material

Required Reading:

Clayton W. Barrows, Tom Powers and Dennis Reynolds, (2012), Introduction to

Management in the Hospitality Industry, 10th Ed., John Wiley & Sons Inc.

Van Hoof H.B. and Vallen G.K., McDonald M.E., Wiener P.J., (2007), A Host of

Opportunities, An Introduction to Hospitality Management, 2nd Ed., Pearson Education

Ltd.,

Angelo M. Rocco and Vladimir Andrew N., (2004), Hospitality Today, An Introduction, 5th

Ed., The Educational Institute of the American Hotel & Lodging Association

Additional Reading:

Clarke A., and Chen W., (2007), International Hospitality Management, concepts and

cases, 1st Ed., Elsevier

Prideaux B. and Moscardo G., Laws E., (2006), Managing Tourism and Hospitality

Services, Theory and International Applications, Cabi

Jauhari V., (2008), Global Cases on Hospitality Industry, Routledge

Rutherford D.G. and O´Fallon M.J., (2007), Hotel Management and Operations, 4th Ed.,

John Wiley & Sons Inc.

Swarbrooke J. and Horner S., (2007), consumer behaviour in tourism, 2nd Ed.,

135

Butterworth-Heinemann

Weiermair K. and Mathies Ch., (2004), The Tourism and Leisure Industry Shaping the

Future, The Haworth Hospitality Press

Brotherton B. and Wood R.C., (2008), The SAGE Handbook of Hospitality Management,

1st Ed., Sage Publications

Academic Journals:

Journal of hospitality & leisure marketing

Cornell hotel & restaurant administration quarterly

International journal of hospitality management

Progress in tourism, recreation and hospitality management

Hospitality research journal

Tourism and hospitality management

The Cornell hospitality quarterly

Journal of international hospitality, leisure & tourism management

Tourism and hospitality research

Journal of hospitality marketing & management

Tourism and hospitality planning & development

Journal of hospitality & tourism research

International journal of contemporary hospitality management

Teaching Approach

Interactive Lecture, referred to with the abbreviation IL, is a course format based on

an instructor-led teaching approach while including techniques that foster active

engagement of students in class. Attendance is not mandatory. A minimum of two

different, independent forms of assessment is required.

Assessment


In-class exercises - 10%

Written essay - 30%

Written quiz - 60%


Syllabus Revision

Dates NA

136

2.4.3 Rooms Division Management

Course ID and Title 1203 Rooms Division Management




Semester(s) Spring

Instructor and

contact information

Sebastian Ferrari Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for N.A.

Learning

Outcomes


principles of Rooms Division Management.

Upon successful completion of the course, students should be able to::

Explain the centrality of the front office department

Describe the phases of the guest cycle in detail

Operate the property management system OPERA

Solve elementary revenue management calculations

Analyse and contrast various distribution channels

Summarise how to manage a housekeeping department

Evaluate and criticise processes in the rooms division

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course addresses issues relevant for efficient and effective management of the rooms division department of the hotel, with a particular focus on the front-office and housekeeping departments.


Control of housekeeping department operations

Occupational health and safety, fire prevention in housekeeping


137

Planning and controlling of supplies in housekeeping

Staffing and planning of housekeeping

Control mechanisms for housekeeping efficiency

Operating the Property Management System OPERA through the entire guest cycle (Reservation, Arrival, Profiles, Billing, Night Audit, Departure)

Functions and roles of the front office department, Reservations, Guest Service and other supporting entities

Planning a front-office department for new hotel properties

Effective communication with guests and employees

The sales function of front office employees

Policies and procedures associated with the night audit

Technical aspects and IT for the rooms division

Safety and security procedures for employees and guests

Standard operating procedures

Quality assurance in the rooms division

Customer Relationship Management – Loyalty Programs

Careers in rooms division

Reading Material

Required Reading:

Bardi. J. A. (2007). Hotel Front Office Management, 4th ed., Hoboken, N.J.: Wiley.

Kasavana, M. L., Brooks, R. M. (2005). Managing Front Office Operations. The

Educational

Institute of the American Hotel & Lodging Association: Lansing.

Opera Knowledgebase: PMS Operations [Online] Accessible at:

https://docs.oracle.com/cd/E53533_01/opera_5_05_00_core_help/index.htm

Woods, R. H., Ninemeier, J. D., Hayes, D. K., Austin, M. A. (2007). Professional Front

Office Management. Pearson Prentice Hall: Upper Saddle River.

Additional Reading:

Abbott, P., Lewry, S. (1999). Front Office Procedures: social skills, yield and

management. Butterworth-Heinemann: Oxford.

Ismail, A. (2002). Front Office: Operations and Management. Delmar Cengage Learning:

Clifton Park.

Teaching Approach

Since grading of students is continuous within the course through activities performed in and out of class, attendance of exercises is mandatory. Since exercise work is each time tightly connected to the most recent lecture, lecture attendance is strongly advised.

The teaching of this module involves a mixture of theoretical lectures and practical

exercises, presentations by guest speakers to gain insights into the industry, case

studies to foster critical thinking, role-plays to develop soft skills, and an excursion to

hotels to catch a glimpse behind the scenes.

https://docs.oracle.com/cd/E53533_01/opera_5_05_00_core_help/index.htm

138

Assessment


Case Study: 20%

Quiz 1: 20%

Quiz 2: 20%

Presentation: 20%

Participation: 20%


Syllabus Revision

Dates NA

139

2.4.4 Hotel Business Simulation

Course ID and Title 1204 Hotel Business Simulation




Semester(s) Spring

Instructor and

contact information

Hannes Antonschmidt Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites

Required Course Prerequisites: N.A.

Recommended Prerequisite Courses/Skills: N.A.

Required for N.A.

Learning

Outcomes


principles of Stakeholder Analysis and Business Performance Analysis.

The course addresses two major learning outcomes. It offers experiential learning in a

risk-free environment and provides students with the opportunity to tie together

knowledge gained in the first two semesters. Students will be able to review hotel

performance, the decisions they have taken and face arising consequences. Second, by

acting in a simulated environment, students are able to identify knowledge gaps for

successfully running a hotel business. This shall turn their attention to the courses in

later semesters.

Students develop their analytical skills by identifying managerial challenges, weighing

the options and reflecting on decisions made in a simulated environment. Numerical

skills are required for analyzing the business information at hand, while social skills are

developed through joint decision making in a group setting.

Upon completion, students will be able to apply the basic managerial concepts that

were covered in the first year of their program to a realistic business environment.

To successfully complete this course students must be able to show mastery of:

Stakeholder Analysis

Financial Statements and Key Performance Indicators for the Hotel Industry

Critical Decision Making and Business Scenario Analysis

Communication skills and group decision making skills

Core Graduate

Attributes

Addressed






140




Detailed Course

Content

This course addresses fundamental practices of financial reporting and controlling relevant for small hotel businesses.


Theories and applications of stakeholder analysis and stakeholder management in the hospitality industry

Appropriate recording of business transactions

Depreciation of business assets

Preparing Financial statements: Profit & Loss Statement, Balance Sheet, Cash-Flow Statement

Analyzing Cash-Flows

Calculating and interpreting hotel performance indicators

Contribution analysis

Assessing profitability and suggesting business improvements

Forecasting revenues, costs and profits

Reading Material

Required Reading:

All course material required for this course will be handed out to the students during

the first session.

Additional Reading:

N.A.

Teaching Approach

The course is driven by the nature of the business simulation game. Students will

continuously be required to make business decisions based on the decision criteria set

out in the simulation. Students will face strategic challenges as they compete in teams

against each other in the simulated environment.

This course is taught in intensive mode. Students are expected to participate in all units,

be on time and contribute to group tasks.

Assessment


Article Summary (individual grade) – 30%

Stakeholder Analysis Presentation (group grade) - 10%

Stakeholder Analysis Report (group grade) – 40%

Personal Reflection (individual grade) – 20%


Syllabus Revision

Dates NA

141

2.4.5 Facility Management

Course ID and Title 1205 Facility Management




Semester(s) Spring

Instructor and

contact information

Wolfgang Lukaschek Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for N.A.

Learning

Outcomes


principles of Facility Management.


Identify core principles of facility management as well as their application to the hospitality industry

Apply know-how of facility systems in regard to basic design, operation and maintenance including tools, techniques and trends to concrete scenarios

Discuss current technologies and sustainability practices as they apply to hospitality facilities

Evaluate existent businesses on their facility management practices

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course covers a variety of topics related to facility management in the hospitality industry and provides high-level information on the most important facility management topics for anyone participating in the design, planning, operations and maintenance of such properties. After providing students a general introduction to facility management, we will discuss facility management systems as applicable to modern hospitality facilities. Furthermore, the course covers topics such as sustainability related content, facilities planning including finances and budgeting. Moving into daily operations, we will discuss operations and maintenance topics including contracting, facility operations and maintenance and repairs for facility systems. Finally, the course covers current trends, especially technological trends relating to information technology, building management systems and automation and


142

workflow technologies. All topics of the lecture will be followed with a practical seminar section discussing best practices and exercises to give students an understanding of how each topic applies to real-life scenarios. The following provides an overview of the general course content:

Introduction to Facility Management: o Role Cost and management of hospitality facilities o Tools techniques and trends o Environmental and sustainability management

Facility Management Systems o Safety and Security Systems o Water and Wastewater Systems o Electrical Systems o HVAC o Lighting Systems o Laundry Systems o Food Service Equipment o Building Structure, Finishes and Site

Sustainability o Definitions o Sustainability / Green Building Certification Systems o Health and Environment o Cost / Benefit

Facilities Planning o Planning , Finances and Budgeting o Real Estate o Design-Build Cycle o Emergency Preparedness o Security Management o Lodging Planning and Design o Food Service Planning and Design o Renovation and Capital Projects

Operations and Maintenance (O&M) o Contracting o Facility Operations o Maintenance and Repair o Facility Services

Trends o Role of People and Process in Technology o Building Information modeling o Building automation and control o IT o Workflow technology o Technology in the workspace

Best practices and examples

143

Reading Material

Required Reading:

Course material and script will be made available on Moodle.

Additional Reading:

Hospitality Facilities Management and Design, Third Edition, David M. Stipanuk, ISBN: 978-0-86612-285-6

The Facility Management Handbook, Fourth Edition, Kathy O. Roper and Richard P. Payant, ISBN: 978-0-8144-3215-0

Technology for Facility Managers, IFMA Foundation, Edited by Eric Teichholz, ISBN: 978-

1-118-38283-7

Teaching Approach

Since grading of students is continuous within the course through activities performed in and out of class, attendance of seminars is mandatory. Since seminar work is each time tightly connected to the most recent lecture, lecture attendance is strongly advised.

We will cover the various topics of facility management in both a lecture and seminar

format. Topics will be applied to the case of hospitality facilities. While the lecture will

cover theoretical aspects of facility management, we will apply practical examples and

study best practices for each topic in the seminar sessions.

Assessment


Seminar exercises - 25%

Mid-term exam - 25%

Final exam - 50%


Syllabus Revision

Dates NA

144

2.5 Module XII: Foodservice Management

2.5.1 Food and Beverage Management and Controlling

Course ID and Title 1301 Food & Beverage Management & Controlling



Module Foodservice Management

Semester(s) Fall

Instructor and

contact information

Hannes Antonschmidt Contact Hours: By appointment E-mail: [email protected] Michael Cortelletti Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N.A.

Required for N.A.

Learning

Outcomes


principles necessary to manage a foodservice operation.


Demonstrate through project works, presentations and in-class contributions the ability to apply with creativity the concepts and tools presented.

Display an ability to evaluate foodservice as a business, question its ability to generate a sustainable ROI and establish a reasonable link with customers and their needs.

Apply common procedures to monitor the performance of F&B businesses

Describe the peculiarities in managing F&B businesses

Critically evaluate ethics and sustainability issues in the foodservice sector

Core Graduate

Attributes

Addressed










145

Detailed Course

Content

This course is designed to provide an overview of the foodservice industry as a substantial component of the hospitality industry. Focus is set on the understanding of elements of uniqueness of foodservice: unity of location, unity of production and distribution, unity of customer experience. Students are equipped with tools for concept and location analysis and businesses are evaluated from concept and design over management and operations to control systems. The following topics are covered in this course: Foodservice: industry in transformation

Food as necessity and culture

Ethical challenges to the foodservice industry

Industry uniqueness

Introduction to market and system theories

Introduction to (scientific) management

Market size and structure

Building a brand promise: from market segments, to customer needs, to food concept

Location Analysis

Role of location for branding

Site selection: finding the location for the brand

Genius loci: creating the brand for the location

Analysis of site features

Location review: traffic and demand generators

Geographic Information Systems Development Strategies

Foundations for development: USP and unit level economics

Focused development strategy: strengths and limitations

Additional strategies: cluster; hub and spoke; fringes

Network structure: wholly owned; franchising; licensing

Concept and Menu

Sales and profit development model

Brand promise and menu choices

Marketing research as foundation for menu

Culinary arts and history

Menu design Procurement and Cost Controlling

Storage and inventory management

Production decisions, forecasting and scheduling

Ingredient control and assembly

Operating and income statements

Operating ratios

Food and production costing

Restaurant Design

Function, form and culture

Public space role of restaurants and hotels

146

New focus: design and branding

Back and front of the house: from separation to integration

Examples of design options. Menu Engineering and Demand Based Pricing

Evolution of menu engineering

Contribution margin menu analysis

Impact of labor cost

Market driven pricing

Price sensitivity: measures and perceptions

Pricing tools

Revenue management for restaurants

Limitations of analysis: data quality and cost/benefit relationship

Service and customer experience

Third element of uniqueness: unity of customer experience

Service as experience

Concept of Servicescape

Design and delivery of customer experience

Service objectives: definition & measurement

Control tools: fishbone, Pareto analysis and balanced scorecard

Reading Material

Required Reading:

Book:

(Copies of the book are available in the MU library)

Gregoire, M.B. and Spears, M.C.,(2007), Managing Foodservice Organizations, 6th Ed,

Pearson-Prentice Hall, Chapters 01, 03, 04, 05, 06, 07, 08, 09, 13,14

(Book to be bought by the students)

Taylor, F.W. (1919), The Principles of Scientific Management, Harper Brother &

Publishers.

ISBN-10: 0486299880

ISBN-13: 978-0486299884

Scientific and Trade Articles:

(Copies of the articles will be uploaded on Moodle)

Baraban, R.S. (1993) The Psychology of Restaurant Design, Coex 1993 Conference, 1-15

Chase, R.B. and Hayes, R.H. (1992), Applying Operations Strategy to Service Firms,

Advances in Services Marketing and Management, Volume 1, 53-74

Fox, R. (2003), Food and eating: An anthropological perspective, Social Issues Research

Centre, Oxford, available at: http://sirc.org/publik/food_and_eating_0.html

Heskett, J.L. Jones, T.O. Loveman, G.W. Sasser Jr, W.E. and Schlesinger, L.A. (1994),

http://sirc.org/publik/food_and_eating_0.html

147

Putting the Service-Profit Chain to Work, Harvard Business Review, March-April, 164-

174

Kasavana, M.L. (1986), Engineering Profitable Menus, Lodging Hospitality, February, 70-

72

Kelly, T.J. Kiefer, N.M. and Burdett, K. (1994), A Demand-Based Approach to Menu

Pricing, Cornell Hotel and Restaurant Administration Quarterly, February, 48-52

Kimes, S.E. and Kies, K. (2012), The Role of Multi-Restaurant Reservation Sites in

Restaurant Distribution Management, Cornell Hospitality Report, 12:3, 4-13

Lin, I.Y. and Mattila, A.S. (2010), Restaurant Servicescape, Service Encounter, and

Perceived Congruency on Customers' Emotions and Satisfaction, Journal of Hospitality

Marketing and Management, 19:8, 819-841

Mills, P.R. and Morris, J.H. (1986), Clients as “Partial” Employees of Service

Organizations: Role Development in Client Participation, Academy of Management

Review, 11:4, 726-735

Miner, T. (1996), Customer-Focused Menu Marketing, Cornell Hotel and Restaurant

Administration Quarterly, June, 36-41

Needles, A.M. and Thompson, G. (2013), Social Media Use in the Restaurant Industry: a

Work in Progress, Cornell Hospitality Report, 13:7, 4-16

Park, K. and Khan, M.A. (2005), An Exploratory Study to Identify the Site Selection

Factors for US Franchise Restaurants, Journal of Foodservice Business Research, 8:1, 97-

114

Raab, C. Mayer, K. and Shoemaker, S. (2010), Menu engineering using an activity-based

costing approach: An exploratory study using a profit factor comparison approach,

Journal of Hospitality and Tourism Research, 34:2, 204-224

Rosenbaum, M.S. and Massiah, C. (2011), An Expanded Servicescape Perspective,

Journal of Service Management, 22:4, 471-490

Schubert, F., Kandampully, J., Solnet, D. and Kralj, A. (2010), Exploring consumer

perceptions of green restaurants in the US, Tourism and Hospitality Research, 10:4,

286-300

Silber, I. Israeli, A. Bustin, A. and Zvi, O.B. (2009), Recovery Strategies for Service

Failures: The Case of Restaurants, Journal of Hospitality Marketing and Management,

18:7, 730-740

Solnet, D. Kandampully, J. and Kralj, A. (2010), Legends of Service Excellence: The Habits

of Seven Highly Effective Hospitality Companies, Journal of Hospitality Marketing and

Management, 19:8, 889-908

148

OPTIONAL READING MATERIAL:

(Copies of the articles will be uploaded on Moodle)

Bowen, J. T. and Morris, A. J. (1995), Menu design: Can menus sell?, International

Journal of Contemporary Hospitality Management, 7:4, 4-9

Gupta, S., McLaughlin, E. and Gomez, M. (2007), Guest Satisfaction and Restaurant

Performance, Cornell Hotel and Restaurant Administration Quarterly, 48:3, 284-298

Jones, T.O and Sasser Jr, W.E. (1995), Why Satisfied Customers Defect, Harvard

Business Review, November-December, 88-99

Kimes, S.E. Chase, R.B. Choi, S. Lee, P.Y. and Ngonzi, E.N. (1998), Restaurant Revenue

Management, Cornell Hotel and Restaurant Administration Quarterly, June, 32-39

Kimes, S.E. and Fitzsimmons, J.A. (1990), Selecting Profitable Hotel Sites at La Quinta

Motor Inns, Interfaces, 20:2, 12-20

Kincaid, C.S. and Corsun, D. L. (2003), Are consultants blowing smoke? An empirical test

of the impact of menu layout on item sales, International Journal of Contemporary

Hospitality Management, 15:4, 226-231

Lewis, R.C. and Shoemaker, S. (1997), Price-Sensitivity Measurement: a Tool for the

Hospitality Industry, Cornell Hotel and Restaurant Administration Quarterly, April, 44-54

Mills, P.R. Chase, R.B. and Margulies, N. (1983), Motivating the Client/Employee System

as a Service Production Strategy, Academy of Management Review, 8:2, 301-310

Muller, C.C. and Inman, C. (1994), the Geodemographics of Restaurant Development,

Cornell Hotel and Restaurant Administration Quarterly, June, 88-96

Pine, B.J. and Gilmore, J.H. (1998), Welcome to the Experience Economy, Harvard

Business Review, July-August, 97-105

Riley, M. (2005), Food and beverage management: A review of change, International

Journal of Contemporary Hospitality Management, 17:1, 88-93

Teaching Approach

Since grading of students is continuous within the course through activities performed in and out of class, attendance of seminars is mandatory. Since seminar work is each time tightly connected to the most recent lecture, lecture attendance is strongly advised.

Assessment


Team Project I: 20%

Team Project II: 20%

Individual Assignment I: 20%

Individual Assignment II: 20%

Final Exam: 20%

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Syllabus revised by Hannes Antonschmidt

Syllabus Revision

Dates June 2018

150

2.5.2 Culinary Theory and Practice

Course ID and Title 1302 Culinary Theory & Practice




Semester(s) Fall to Spring (full year course)

Instructor and

contact information

Chef de Cuisine Gottfried A. Gansterer Master Chef Robert Wanko Master Chef Stefan Strobl Master Pastry Chef Siegfried Schnecker Chef de Cuisine Ken Woodward International Center for Hospitality and Tourism Training MODUL A-1190 Vienna, Peter Jordan Straße 78 Phone: +43 664 73454918 E-mail: [email protected] Contact Hours: By appointment

Course Prerequisites N.A.

Required for N.A.

Learning

Outcomes

The aim of this course is to equip students with a business-oriented mindset for the

operation of a kitchen facility. Culinary theory is elaborated on for students to better

understand the anthropological, historical and societal effects on the preparation and

consumption of modern foods. Kitchen practice exposes students to the fundamental

elements of food preparation. Here, a focus is put on the management of the

production process, including kitchen organization, staffing, hygiene and safety,

nutrition and local food laws. Upon successful completion of the course, students

should be able to:

Personally evaluate historical attitudes and values to food and the development of gastronomy within the context variety of cultural backgrounds

Describe and apply the processes involved in operating a professional kitchen

Exercise appropriate materials handling, food production and design

Apply in-depth knowledge in hygiene, local food law and safety

Calculate and create standard recipes, including planning, ordering, calculating cooking loss and pricing of food items

Plan and organize tasks with the appropriate use of available resources to complete varieties of dishes with required cooking methods

Demonstrate a mastery of the fundamental cookery techniques to process, produce and present a wide variety of dishes in a given time frame

Apply advanced cooking techniques with the use of latest cooking equipment to produce varieties of dishes.

Make and justify managerial decisions about food preparation processes.

Critically reflect on current practices under the light of societal and socioeconomic challenges.


151

Core Graduate

Attributes

Addressed








Detailed Course

Content

The course is designed to introduce students to the practical aspects of the culinary arts, while also reflecting upon historical and societal aspect of the development of the field. The following topics will be covered in this course: Culinary Practice

Hygiene, occupational health and safety in the kitchen

Professional ethics and attire

Food law

Resource utilization: Time plan, recipes, kitchen organization and responsibilities, basic food cost calculation and production planning

Basic preparation knowledge and skills, basic cutting skills

Main cooking methods: Frying, baking, boiling, poaching, gratinating, sautéing, steaming, braising, stewing, grilling, roasting, microwave

Advanced cooking techniques: sous vide, slow cook, living food

Knowledge of produce

Culinary Theory

Prehistoric Man, Agriculture and the Invention of Cooking

Gastro Geography / The Geography of the Table: 17th, 18th, 19th and 20th Century

The Construction of Taste

Food as a Metaphor for Society

The Culture of the Chef

Food and Art Objects of Gastronomy

Gastronomic Cultural Diversity

Reading Material

Required Reading:

Food Production Training (Tourism School Modul - Gansterer), Reading Pack

Gisslen, W. (2014), Professional Cooking, 8th Edition, John Wiley & Sons

Sloan, D. (Ed) (2004) Culinary Taste: Consumer Behaviour in the International

Restaurant Sector

Additional Reading:

Duchene, L. and Jones, B. (1999), Le Cordon Bleu Dessert Technique, William Morrow

Schmidt, A. (1990), The Banquet Business, 2nd Ed., Van Nostrand Reinhold

152

International

(The above and more literature specifically covering the topics of culinary arts are

available in the library of the Tourism School MODUL)

Teaching Approach

Laboratory Sessions

The goal of practical training courses is to give the students the possibility to gain insight into the practical activities of the industry or to train certain skills. The assessment of PT courses is done through Competence based grading throughout the course.

Culinary Theory

This part of the course is taught in a classroom setting which facilitates group

discussions and reflexion of prior and newly gained knowledge. Students need to

present their own cultural context in which food is consumed and in which

gastronomy is experienced.

Assessment


Laboratory Sessions:

Knowledge Test 01 15%

Knowledge Test 02 15%

Group Assignment Report and Presentation 15%

Kitchen participation and production grade 30%

Culinary Theory:

Poster Exhibition 25%

Additional

information Kitchen Practice takes place at Modul Tourism School

Entrance: Peter Jordan Straße 78, 1190 Vienna

Syllabus revised by Gottfried Gansterer

Syllabus Revision

Dates July 2018

153

2.5.3 Restaurant and Service Management

Course ID and Title Restaurant & Service Management




Semester(s) Fall to Spring (full year course)

Instructor and

contact information

Andreas Latzenhofer Contact Hours: By appointment Email: [email protected] Susanne Latzenhofer Contact Hours: By appointment Email: [email protected] Didier El Senosi Contact hours: by appointment Email: [email protected]

Course

Prerequisites N.A.

Required for N.A.

Learning

Outcomes

The aim of this course is to develop students’ understanding of key concepts and

principles of Restaurant and Service Management.


Apply the expectations of service personnel, appearance standards and general service rules;

Interact with customers in a professional manner;

Be proficient at setting up restaurant and banquet tables for various occasions;

Distinguish between a variety of alcoholic and non-alcoholic drinks, describe their individual origin, production process and possible use;

Apply a range of techniques for mixing drinks;

Describe and implement various service styles, instruct employees in proper service procedures;

Evaluate service procedures for quality standards and provide suggestions for corrective action;

Prepare a range of dishes in front of guests at the table;

Core Graduate

Attributes

Addressed








154




Detailed Course

Content

The course is designed to introduce students to the practical aspects of classic restaurant service. The following topics will be covered in this course:

Hygiene, occupational health and safety in the restaurant environment

Professional ethics and attire

Legal aspects of serving food and drinks

Fundamental serving and carrying techniques

Established service styles and systems, à la carte and banquet

Restaurant equipment &linen

Basic and formal standards in table setting

Wine tasting, presentation and service

Excursion to a winery

Sparkling wine basic knowledge and service

Coffee Barista Workshop / Certificate by Illy Caffè

International Cheese Workshop

Practical bar training

Basic product knowledge of alcoholic and non-alcoholic beverages

Preparing and serving alcoholic and non-alcoholic beverages

Applied tableside cooking, marinating, filleting and flambéing

Reading Material

Required Reading:

Service, A Guide for Professionals, Trauner Verlag, ISBN 3-85487-422-7

The Bar, Reading Package compiled by Andreas Latzenhofer

Additional Reading:

Handouts distributed by the trainers

Austrian Wine in Depth (media.austrianwine.com)

Teaching Approach

Practical Training, referred to with the abbreviation PT, is a course that aims at giving students the opportunity to gain insight into practical activities of the industry through classroom teaching and excursions. Attendance is mandatory. A minimum of three different, independent forms of assessment is required all of which will determine the final grade.

Assessment


Uniform standard – 15%

Active participation in class sessions – 30%

Written and practical test 1 – 14%

Online quiz – 5%

Written test 2 – 16%

Elaboration and analyses – 15%

F&B Portfolio (complete handout/brochure collection) - 5%

155

Additional

information

Location for Restaurant and Service Management:

Tourism College MODUL

Peter Jordan Straße 78, 1190 Vienna

Syllabus revised by Andreas & Susanne Latzenhofer

Syllabus Revision

Dates July 2018

156

3 BSc Courses

3.1 Module VII: International Management

3.1.1 Core Courses

3.1.1.1 Project Management

For syllabus, see section 2.2.3.3.

3.1.1.2 International Economics

Course ID and Title 0760 International Economics



Module International Management

Semester(s) Spring

Instructor and

contact information

Mithat Külür Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

The aim of this course is to stimulate a deeper appreciation of what drives globalization

and how it affects people’s lives, in both positive and negative ways. Students will be

able to determine how national economies benefit from and potentially can be harmed

by being open to free movement of goods, assets, ideas and people; will be able to

identify the drivers of trade and international investment flows; to infer what parts of

an economy will benefit and who will lose in a free trade environment; to determine

how trade policy can be crafted for different political purposes; to speculate how

economic policies in one country will impact the domestic economies of other

countries. In covering the behavior of multi-national enterprises (MNEs) and the

environment in which they function, the course will demonstrate their role in trade and

economic relations between countries. The course is designed to build an

understanding of the key concepts and principles of International Economics and how it

affects national economies as well as the management of global companies. To

successfully complete this course students must:

Demonstrate the ability to analyze trade patterns, the impact of trade and

foreign investment on national economies.

Deduce how trade and other activities may impact different groups within an

economy and demonstrate an appreciation of the role of the state in mediating

these distribution effects.

Show how the operations of global corporations can exploit the different levels

of integration of financial, product and labor markets and distribute operations


157

into different countries to achieve corporate objectives.

Conduct basic calculations on Balance of Payments (BoP) accounting and

exchange rate (ER) valuation; assess these measures and discuss the affect they

have on the health of an economy and business activities of companies.

Make logical arguments linking instruments of trade and other policy levers to

economic growth and development objectives.

Core Graduate

Attributes

Addressed








Detailed Course

Content

OVERVIEW OF VARIOUS KEY CONCEPTS COVERED IN THE COURSE.

Political motivations that lie behind tools of economics that are used for analysis: economics is not neutral and is not always a science.

Why trade is important and how it improves quality of life: concept of comparative advantage – how far can we take that notion?

Concept of private gain versus social welfare: distribution of gains and losses due to globalization within society and the role of government in ensuring fairness – roots of discontent and the rise of populist politics

Concept of externalities in transmitting private gain to social welfare or cost: how to measure cost/benefit and determine government policies

Role of policy in trade and growth: levers that can be tinkered with, limits to how much they can be tinkered with and the political implications of such actions and decisions.

What determines exchange rates between currencies: how these impact financial and trade flows between countries

Nature of decision making within global companies and maximization strategies of MNEs: what do you need to know to manage an international company and the determinants of cross-border investment flows

Forms of governance and types of relations between firms in a globalized setting: ethics anyone?

International efforts to set rules for regulating and stabilizing the global economy: important successes and some colossal failures.

Tools for assessing and measuring core variables that capture the effects of international transactions on a national economy.

How principles of political economy and tools of economics evolved and why they inherently reflect struggles between competing groups within society; why study of international economics may help understand some of today’s political agenda.

Theory of comparative advantage. Simple to more complicated models to help understand determinants of trade.

158

Concepts of externalities (spillovers) and opportunity cost; difference between private profit and economic impact (social benefit); enabling role of government and the distributional effects of policies and trade.

Trade policies for achieving economic growth or for serving political objectives.

Role of MNCs, global flows of finance and products, global value chains.

Foreign investment, motivations and effects on economies; forms of international partnerships.

National income accounting; National accounts and exchange rates.

Drivers of financial flows between countries; interdependence of economies and limits of insulated policies.

Role of Central Banks and International institutions for building a global framework of rules.

Reading Material

Required Reading:

1. Main text: Paul Krugman, et. al. 2015, International Economics, Theory and Policy. Tenth edition

2. Robert L. Heilbroner, 1999, The Worldly Philosophers: The Lives, Times And Ideas Of The Great Economic Thinkers, Seventh Edition: Chapter II

3. Eamonn Butler, 2011, The Condensed Wealth of Nations: Introduction pp 4-6, Book I pp 6-32 (optional for those who need review of basic economic concepts), Book II pp32-39, Book III and first part of Book IV pp40-48

It is recommended that the main text book is purchased. The rest of the reading

material will be provided either as a reading pack or uploaded to Moodle.

Additional Reading:

To be provided via upload to Moodle

Teaching Approach

This will be a combination of lecture and discussion. Students will be expected to

participate actively. I will be asking questions throughout the course and most of the

time I do not expect people to know the answers (sometimes there are no correct

answers) but to argue a position. The objective is to see how students can think

through issues and come up with alternative scenarios that could make sense. The

exams will not require students to remember formulae and definitions but will ask how

they can use some of the knowledge in analyzing problems.

Assessment


Mid-term Quiz – 40%

Final Quiz – 40%

Class participation – 20%


Syllabus Revision

Dates NA

159

3.1.1.3 Latest Trends in International Management

Course ID and Title 0702 Latest Trends in International Management




Semester(s) Spring

Instructor and

contact information

Géraldine Förster Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for N/A

Learning

Outcomes

This series of seminars is designed to expose students to current issues in the industry

and to give a platform to corporate representatives to interact with students and

potential employees.


Reflect critically on current issues presented by the speakers

Synthesize knowledge gained in other courses with input from industry

representatives

Critically evaluate own positions on the basis of current issues

Summarize key points of the presentations and relate them to prior knowledge and experience

Core Graduate

Attributes

Addressed








Detailed Course

Content This course comprises of a series of seminars held by industry speakers on topics of current interest to the management discipline

Reading Material Required Reading:

No compulsory reading material.


160

Teaching Approach

Practical Training, referred to with the abbreviation PT, is a course that aims at

giving students the opportunity to gain insight into practical activities of the

industry through classroom teaching and excursions. Attendance is mandatory. A

minimum of three different, independent forms of assessment is required all of

which will determine the final grade.

Assessment

The final grade of the course will be determined by the following components

Active participation and adhering to class etiquette

Summary and questions

Final summary


Syllabus Revision

Dates NA

161

3.1.1.4 Strategic Planning

Course ID and Title 0780 Strategic Planning





Instructor and

contact information

Horst Treiblmaier Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites


0403 Financial Management & Investment Planning

Required for N/A

Learning

Outcomes


principles of Strategic Planning.

This course offers a hands-on experience of essential strategic concepts and tools in highly challenging B2C environments by playing “Entrepreneur” from Interpretive Simulations, a powerful strategic entrepreneurial simulation game. In the lecture, the theoretical aspects of strategic management will be covered in detail. Upon successful completion of the course, students should be able to:

Describe fundamental strategic planning concepts,

Demonstrate appropriate use of essential planning tools,

Provide strategy that balances long‐term versus short‐term objectives,

Prepare a strategic marketing plan, appreciating the challenges involved in implementing this plan,

Analyze consumer needs, attitudes, and decision strategies whilst relating consumer behavior knowledge to strategic programs.

Core Graduate

Attributes

Addressed








Detailed Course

Content

In the lecture the field of strategic management will be covered in its entirety. We will investigate the visions and missions of companies and how they can be implemented and evaluated. Many examples from the industry will be given throughout the course. Thanks to this entrepreneurial simulation game, every aspect is real: from competitive forces to the effects of sales, distribution, R&D and advertising. Each team’s actions will have direct consequences on the market, thus competitive analysis is a must.


162

Competitor actions and reactions, new product launches, sales and distribution strategies all define how teams will manage their own product portfolio, R&D projects, positioning, pricing and distribution channels. In the seminar we will use a simulation. Thanks to this entrepreneurial simulation game, every aspect is real: from competitive forces to the effects of sales, distribution, R&D and advertising. Each team’s actions will have direct consequences on the market, thus competitive analysis is a must. Competitor actions and reactions, new product launches, sales and distribution strategies all define how teams will manage their own product portfolio, R&D projects, positioning, pricing and distribution channels. Teams must plan not only for short-term profits, but also for long-term objectives; the name of the game is not just tactics, but long-term strategy. The simulation “Entrepreneur” is designed for teaching strategic concepts and decisions, such as:

Market segmentation

Product strategies

Marketing mix

R&D

Finance

HR

Production

Distribution

Market research

Reading Material

Required Reading:

David, Fred (2017), Strategic Management: Concepts and Cases, Prentice Hall: Boston et al. Note: Any editions of this book from 2011 onward are appropriate

Most of the concepts and ideas addressed by the authors listed below are covered by

the textbooks used in previous courses. During the introductory sessions of this course

we will briefly touch and reflect these concepts. The more students and company

teams make use of these concepts during the simulation game, the more advanced

their approach will be.

Teaching Approach





Participants of this planning simulation game have to familiarize themselves first with

the game environment and rules. This first phase starts with self-directed learning and

explanations during the introductory phase by the lecturer.

After this preparation phase, teams will be formed and given a hands-on explanation of

operational requirements how to run the simulation game. Immediately thereafter, the

teams have to study the initial market and company situation to take the first round of

decisions.

The teams will have one week each for studying the results and outcome of the

163

previous Period decisions and market developments. Decisions for period 1 to 8 have to

be taken by the individual teams. Prior to some final decision making team-wise

coaching sessions will be held with the lecturer. Decision forms have to be filled in and

sent by email to the instructor strictly at the due date.

Assessment


Written quiz – 30%

Class participation – 10%

Presentation of team results – 15%

Written report – 35%

Team performance (simulation) – 10%

Syllabus revised by Horst Treiblmaier

Syllabus Revision

Dates August 2018

164

3.1.2 Major Advanced International Management

3.1.2.1 International Corporate Finance

Course ID and Title 0851 International Corporate Finance



Module Advanced International Management

Semester(s) Fall

Instructor and

contact information

Daniela Kremslehner Office hours: by appointment E-Mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes

The aim of this course is to develop students' understanding of the key concepts and

principles of corporate finance in an international environment. They will learn the

importance of capital structure decisions using debt and equity financing and how they

relate to the cost of capital.

Upon completion of the course, students should be able to:

Determine the cost of capital of a firm in a perfect capital market using Modigliani-Miller,

Value the interest tax shield and find the optimal capital structure with taxes and

Value the cost of financial distress using the Trade-off Theory,

Demonstrate an overview over the most common equity and debt financing instruments.

Core Graduate

Attributes

Addressed








165


Detailed Course

Content


Equity vs Debt Financing, Modigliani Miller I

WACC, Levered and Unlevered Beta, Modigliani Miller II

Interest Tax Deduction, Valuing the Interest Tax Shield, Optimal Capital Structure with Taxes

Bankruptcy in a Perfect Market, Costs of Bankruptcy and Financial Distress, Financial Distress Costs and Firm Value

The Agency Costs of Leverage, The Agency Benefits of Leverage, Agency Costs and the Trade-Off Theory

Asymmetric Information and Capital Structure, Weighted Average Cost of Capital with Leverage

Adjusted Present Value, Flow to Equity

Project-Based of Costs of Capital

Valuation Using Comparables, Estimating the Cost of Capital, Valuing the Investment

Equity Financing for Private Companies, IPO

IPO Puzzles, Corporate Debt, Other Types of Debt

Reading Material

Required Reading:

Berk, J. and DeMarzo, P. (2016). Corporate Finance, 4th Edition, Pearson Education

Chapters 14-16, 18, 19, 23, 24

Teaching Approach

The units are designed to be interactive seminars in which the contents of the units are

discussed together.



Assessment


Quiz 1 – 33,3%

Quiz 2 – 33,3%

Quiz 3 – 33,3%

Syllabus revised by Daniela Kremslehner

Syllabus Revision

Dates August 2018

166

3.1.2.2 Integrated Marketing Communications

Course ID and Title 0852 / 0862 Integrated Marketing Communications




Semester(s) Fall

Instructor and

contact information

Stefan Gindl Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N/A

Learning

Outcomes

The aim of this course is to introduce students to the core Information and

Communication Technologies which are used by enterprises to plan and execute their

marketing communications across an increasing number of online channels. A

particular focus will be on how future companies can handle the challenge of marketing

themselves to digital consumers in a consistent manner across a plethora of marketing

channels: e-mail, messaging, Web, social, mobile, augmented and virtual realities and

so on.

After this course, students should concretely be able to:

Integrate digital marketing channels into an organization’s marketing mix

Identify and manage common organizational issues in IT infrastructure and data management

Prepare an organization for compliance with the EU’s General Data Protection Regulation (GDPR)

Advise on the integration of data from legacy systems like CRM and ERP into digital marketing

Plan and execute plans for marketing communication on digital channels

Plan and execute plans for marketing content on the Web and social networks

Anticipate digital trends and react appropriately in adapting digital marketing plans

Core Graduate

Attributes

Addressed







167



Detailed Course

Content

The course will give the students an opportunity to:

Choose a business as a case study in integrated marketing communication

Compare and contrast how businesses conduct offline and online marketing

Identify channel conflicts in the digital marketing mix

Strategize for digital marketing in accordance to overall organizational marketing goals

Understand the basics of IT and data infrastructures vital to any modern organization

Appreciate key issues of data privacy and security for organizational processes

Apply data from relationship management systems to digital marketing activities

Adapt traditional marketing activities to the new digital channels for communication and content

Identify the key differences – and challenges – for digital marketers and plan for effective marketing that addresses those challenges

Include current and future technology-driven trends in a digital marketing mix

Reading Material

Required Reading:

None

Additional Reading:

Chaffey, D. et al., “Internet Marketing”. 4th ed., Pearson Education, 2009.

Bidgoli, H., “MIS2”. 2nd ed., Cengage Learning, 2011.

Scott, D.M., “The New Rules of Marketing and PR”. 5th ed., Wiley, 2015.

Charlesworth, A., “Digital Marketing”. 3rd ed., Routledge, 2018.

Teaching Approach The units are designed to be interactive seminars in which the contents of the units are

discussed together.

Assessment


70% from seven in-class seminar exercises, submitted by the end of each

seminar, based on applying the skills and knowledge gained through tasks and

tutorials provided in each seminar.

30% from in-class participation and online quizzes available through Moodle

after each seminar, excluding the first session. Each quiz is worth 5 points, and

there will be 6 quizzes. Each quiz is open for solving for one week only (unless

announced otherwise by the lecturer).


Syllabus Revision

Dates August 2018

168

3.1.2.3 Leadership and Power

Course ID and Title 0853 / 0873 Leadership and Power




Semester(s) Spring

Instructor and

contact information

Dimitris Christopoulos Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N/A

Learning

Outcomes


principles of leadership and how power relations affect its exercise. This will be via a

social science lens, with a particular focus on governance and policy. Methodological

insights gained in organizational behavior, network analysis and political science will

inform our study.


Demonstrate a good grasp of the key concepts associated with leadership and followership.

Demonstrate a good understanding of the relevance of power and influence to leadership.

Be able to distinguish between different ideal types of leadership, such as charismatic, distributed and altruistic.

Core Graduate

Attributes

Addressed








Detailed Course

Content

In this course we will examine in depth the different types of exceptional agency, typically associated with leadership, entrepreneurship and brokerage. This will be combined with an overview of power and influence in teams and organizations. By recognizing that power differentials exist in multiple settings we are able to examine organizational structure, the architecture of social systems, cultural traditions and


169

interpersonal relations. Any power inequality can affect collective action, whether this is the work of teams or the achievements of nations. Understanding the interrelationship between power and leadership is therefore instrumental in understanding business and social outcomes. How teams cohere or disperse, how corporations become profitable or fail, how nations grow or decline. The following topics are covered in this class:

What is Leadership?

Why is Leadership important? Impact & Power

How can we detect leadership I? Traits & Skills

What do advanced models of leadership claim about agents? Leader-Member

Exchange theories

What do advanced models of leadership claim about followers?

Transformational & Adaptive

How does power affect leadership? Influence & Context

Can leadership be shared? Entrepreneurship & Public Goods

How do you break a glass ceiling? Challenges & Prejudice

To lead or to follow? Teams & Ethics

Reading Material

Core Reading:

Northouse P.G. (2015) Leadership: Theory and Practice, 7th edition. Sage Publishers.

Selected chapters from:

Crosby, B., Bryson, J. (2005) Leadership for the Common Good, 2nd edition. Wiley.

Yukl, G. (2013) Leadership in Organizations, 8th edition. Pearson.

Nohria, N., Khurana, R. (2010) Handbook of Leadership Theory and Practice. Harvard

UP.

Teaching Approach

This course is delivered in interactive mode. Students will be required to make a

presentation from a list of readings, actively participate in group discussions and in-

class exercises. Two, short (circa 10 minutes), multiple choice tests will be set in class. A

final critical thinking exam (circa 30 minutes) will be set during the last class. This will

be an open notes exam and mock questions will be provided in advance.

Assessment


In class presentation - 20%

Group discussion and class participation - 20%

Two short multiple choice tests - 2 x 15%

Critical thinking exam - 30%


Syllabus Revision

Dates NA

170

3.1.2.4 Principles of Taxation

Course ID and Title 0854 Principles of Taxation




Semester(s) Spring

Instructor and

contact information

Veronika Daurer Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes


principles of taxation including Austrian income taxes and value added tax.


Demonstrate a working knowledge of the fundamental tax principles and rules that apply to commonly encountered transactions undertaken by individuals and corporations in the Austrian context.

Interpret and outline the general principles of tax, the influences upon the Austrian system of tax and contrast the different types of taxes applied in Austria.

Analyze and explain the theoretical underpinnings of the Austrian tax law and its relationship to governmental fiscal policy.

Critically assess the ethical issues arising in tax work and distinguish between tax avoidance and tax evasion.

Core Graduate

Attributes

Addressed









171

Detailed Course

Content

The course will cover the key concepts of income taxes in general and will then focus on the Austrian income tax system. Students will learn what the different taxable events are under Austrian income tax law and how the tax is calculated and collected. Furthermore, the differences in taxing various legal forms (individuals, partnerships, companies) will be presented. This will provide an understanding of what the relevant criteria are for choosing a particular legal form for doing business from a tax point of view. The course will also cover the basics of international tax law. When doing cross-border business, international double taxation may arise. The main concepts how to tackle this are explained during the course. Finally, the course will cover the principles of value added tax (VAT), including what are taxable transactions, which tax rates apply and what filing requirements have to be met by a taxpayer. The following topics are covered in this course: The basic principles of income taxation: - General principles of income taxes - Taxable persons under Austrian tax law - Definition of taxable income - Overview on the various categories of income Defining and calculating taxable income in more detail: - Profit income vs surplus income - Determination of business income - Non-business income (employment income, capital income, income from immovable property) Income tax – various topics: - Methods of levying income tax - Procedural aspects and legal protection - Taxation of different legal forms Corporate income tax - Corporations subject to taxation - System of the corporate income tax act - Determination of income - Relationship between the corporation and its shareholders - Group taxation International Taxation - Economic activities of Austrian individuals and companies abroad (outbound situations) - Economic activities of foreign individuals and companies in Austria (inbound situations) - Functioning of double taxation conventions - Impact of EU law on direct taxation Value added tax - Principles and system of VAT - Taxability of supply of goods and services - Tax exemptions, tax rates

172

- Input VAT deduction - Cross-border supplies - Collection of VAT and compliance

Reading Material

Required Reading:

Ubelhoer/Pfeiffer/Huisman/Schaffer, Introduction to Austrian Tax Law, 2nd edition (2016); alternatively any other basic book on Austrian tax law

Slide deck provided as pdf

Additional Reading:

During class additional reading material might be provided.

Teaching Approach

The course will be a combination of parts where the instructor will focus on teaching

technical content by way of lecture-style presentation and parts where the participants

will have to apply the knowledge gained from the lecture to solve case studies (alone or

in groups). The case studies will be handed out before the respective module and

should be prepared individually by the participants. This will require continuous

preparation for each module by every participant.

At the end of the course, participants should be able to understand the basic principles

of taxation and to discuss current topics related to taxation with well-founded

arguments (classroom discussion in the last module).

Assessment


In class presentation - 30%

Homework - 20%

Final Exam – 50%


Syllabus Revision

Dates NA

173

3.1.3 Major Interactive Marketing

3.1.3.1 Marketing Intelligence

Course ID and Title 0861 Marketing Intelligence



Module Interactive Marketing

Semester(s) Spring

Instructor and

contact information

Lyndon Nixon Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes

The aim of this course is to develop the students’ understanding of the key concepts of

and practical experience in applying the principles of Marketing Intelligence.

Marketing Intelligence refers to the collection and analysis of data related to the purpose of accurate and confident decision making with regards to identifying and leveraging market opportunities as well as defining and evaluating marketing strategies. Upon successful completion of the course, students should be able to: - describe and define for brands and organizations: marketing objectives, success

metrics/KPIs, market segmentation, and communication goals, - name and use different Web analytics, social media analytics and Web intelligence

solutions, - explain and interpret different Web and Social Media metrics such as page views,

impressions, reach and engagement, - explain and use different performance evaluation approaches with respect to online

marketing and social media marketing,

- understand various data visualizations and how to extract insights from them,

- demonstrate the ability to draw practical conclusions for organizational sales and marketing strategies.

Core Graduate

Attributes

Addressed




174





Detailed Course

Content

The digitization of business processes increases the importance of real-time success measures for online marketing and social media marketing activities. Therefore, new research fields such as “Digital (Web) Analytics” and “Web Intelligence” have emerged. This unit provides students with comprehensive knowledge in these fields. The following contents are provided within the course:

• Online Marketing Channels and the data they provide to marketers • Web Analytics and Social Media Analytics • Metrics and KPIs, performance evaluation approaches • Platforms for Marketing Intelligence Data (e.g. Google Analytics, Facebook

Insights, webLyzard Web Intelligence Platform) • Automated Extraction of Marketing Knowledge (e.g. Consumer Sentiment

and Opinion) • Visual Dashboards to Explore Marketing Intelligence Data

• Data Export, Analysis and Visualisation for drawing conclusions and making organizational decisions.

Reading Material

Required Reading:

Khan, G. (2015) Seven Layers of Social Media Analytics. cf. https://7layersanalytics.com/

Additional Reading:

Moe, W. & Schweidel, D. (2014). Social Media Intelligence. Cambridge University Press.

Liu, B. (2012). Sentiment analysis and opinion mining. Morgan & Claypool.

Scharl, A. et al (2016). Semantic systems and visual tools to support environmental

communication. IEEE Systems journal.

Teaching Approach


In this course, lectures will provide the necessary background understanding for the

work to be conducted subsequently in the seminars, using real world business case

studies and sample data to practically explain marketing intelligence approaches and

outcomes. In the seminars, students will apply the acquired knowledge directly using

tools such as the webLyzard Web Intelligence Platform to acquire, explore and draw

conclusions from business data. The final seminars will involve group projects to choose

topics and acquire marketing intelligence in order to generate reports on

recommended business actions.

https://7layersanalytics.com/

175

Assessment The final grade will be determined by:

• In class assessments – 10 x 10%


Syllabus Revision

Dates August 2018

176

3.1.3.2 Integrated Marketing Communications

For syllabus, go to section 3.1.2.2.

3.1.3.3 Social Media Marketing Planning

Course ID and Title 0863 Social Media Marketing Planning




Semester(s) Fall

Instructor and

contact information

Lyndon Nixon Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes


principles of social media marketing and planning. Modern businesses cannot ignore

the importance of online social networks, both for the size of the audience and the

amount of time many people spend on Facebook, Twitter, Instagram and others. In this

course, students will practically learn how to plan the publication and distribution of

social media and thus market a product or service on social networks.


Define and give examples of social networks, social media, social media

planning and social media marketing.

Create appropriate content for marketing a brand on social networks and

appropriately plan its publication.

Configure and conduct a social media advertising campaign with user targeting.

Explain what are UGC, influencers, viral content and crowdsourcing, as well as

how to integrate these into an effective marketing campaign.

Design a strategy to add direct messaging, including chatbots, into a social

media marketing plan.

Assess the applicability of other future trends in social media marketing for a

brand.

Demonstrate competency in written and oral presentation of a social media


177

marketing plan.

Core Graduate

Attributes

Addressed








Detailed Course

Content


• Appreciate the possibilities for businesses to market their products and services on social networks

• Choose appropriate text, image or video for content marketing of a brand according to the desired brand image

• Understand the options for businesses to conduct advertising campaigns with social media

• Assess how user generated content, influential social network users and crowdsourcing strategies can play a role in an organization’s social media marketing plan

• Become acquainted with direct messaging channels and chatbots and how they can complement social media marketing

Identify other technology and consumer trends and assess their potential in future social media marketing planning

Reading Material

Required Reading: None

Additional Reading:

Turban, E.; Strauss, J. and Lai, L.: “Social Commerce”. Springer, 2016.

Van Looy, A.: “Social Media Management”. Springer, 2016.

Teaching Approach

Seminar, referred to with the abbreviation SE, is a course where students engage in

advanced study of a subject while participating in regular discussion to exchange

information. Attendance is mandatory. A minimum of three different, independent

forms of assessment is required all of which will determine the final grade.

Assessment


Homework tasks related to seminars – 60%

Group presentation – 20%

Group report – 20%


178

Syllabus Revision

Dates August 2018

179

3.1.3.4 Cases and Technology in Interactive Marketing

Course ID and Title 0864 Cases and Technology in Interactive Marketing




Semester(s) Spring

Instructor and

contact information TBD

Required Course

Prerequisites:




assessment.

Required for N/A

Learning

Outcomes

The aim of this course is to introduce the students to a number of cases of interactive

marketing for a business, and give them the opportunity to use a number of common

tools for realizing those cases in the context of that business. After this course, students

should concretely be able to:

Set up and perform an interactive marketing campaign for a business in line

with its marketing goals

Design and create a business Web site, with particular focus on usability

Design and carry out a Web search advertising campaign (Search Engine

Marketing, SEM)

Identify the most relevant search terms for an online business’ marketing

Use Google AdWords to manage search advertising on Google

Measure customers’ usability of a Web site and improve its design

appropriately

Use Google Analytics to understand how visitors find and use a Web site

Increase Web site ranking in search results (Search Engine Optimisation, SEO)

Core Graduate

Attributes

Addressed








180

Detailed Course

Content


Define a business and its marketing goal

Set up and publish a Web site for that business

Market the business via Web search ads, identifying relevant search terms and

using Google AdWords to carry out a search advertising campaign

Optimise the Web site for Web search, improving its PageRank to appear higher

in Google search results

Understand the reporting in Google Analytics and how it can help improve

marketing of a business through its Website and Web search

Reading Material

Required Reading:

Moz: “Beginner’s Guide to SEO”

Google: “SEO Starter Guide”

Hubspot: “The beginners guide to Paid Search”

Hubspot: “How to use Google AdWords”

Additional Reading:

Digital Marketing: A Practical Approach, Alan Charlesworth, Chapters 4 and 7

Teaching Approach





Assessment


• 70% from out-of-class reports submitted after each seminar and based on applying the skills and knowledge gained through the seminar to interactive marketing of the students’ chosen business.

• 30% from an end-of-course report submitted at the end of the semester outlining the marketing lessons learnt by the students and proposing how the marketing of the chosen business could be continued based on those lessons learnt.


Syllabus Revision

Dates NA

181

3.1.4 Major Entrepreneurship and Governance

3.1.4.1 The Start-Up Eco-System

Course ID and Title 0871 The Start-Up Ecosystem



Module Entrepreneurship and Governance

Semester(s) Fall

Instructor and

contact information

Verena Radinger-Peer [email protected] Wolfgang Radinger-Peer [email protected] Contact hours: by appointment

Course

Prerequisites




assessment.

Required for N/A

Learning

Outcomes

The aim of this course is to develop and support student’s understanding of the

complex and multifaceted environment new entrepreneurial ventures are located in.

This environment, the start-up ecosystem, nurtures the development of the start-up

and influences the success or failure of the business. The students should gain on the

one hand an understanding of the process and challenges of founding a business as well

as a more systemic understanding of the influence of the surrounding ecosystem.

Elements of the start-up ecosystem are among others the political and regulatory

framework, financing and funding opportunities, support service, the entrepreneurial

culture and the market. In order to gain this systemic perspective, students will be

familiarized with different theoretical concepts.

Upon successful completion of the course students should be able to:

Define a startup-ecosystem in comparison to other theoretical frameworks

provided

Critically reflect the assigned literature

Understand, analyze and present the various elements of a start-up ecosystem

and their interaction

Critically assess the influence of the ecosystem on a new ventures development

process

Understand how to define a Business Model using the Business Model Canvas

Analyzing exiting Business Models and understand their value proposition



182

Core Graduate

Attributes

Addressed








Detailed Course

Content

The seminar is organized in units which combine classical introductory lectures with

interactive and participatory elements. The course aims to cover a systemic perspective

on the start-up ecosystem as well as to tackle the individual start-up business

perspective.

The following contents are covered:

Basic definitions and understanding: What is a start-up? What is a start-up

ecosystem? How can it be differentiated from other types of ecosystems? How

is a start-up ecosystem measured?

Policy and regulatory framework of start-up ecosystems

Market, networks and business models

Finance and Funding opportunities and (public and private) investors

Support systems (services, infrastructure)

Entrepreneurial culture

Reading Material

Required reading:

Ahmad, N., & Hoffman, A. (2007). A framework for addressing and measuring

entrepreneurship. OECD Entrepreneurship indicators steering group. Paris. Retrieved

from http://search.oecd. org/std/business-stats/39629644.pdf

Fetscherin, M.; Kasper, E. (2017). MYMUESLI: new markets for customized breakfast

cereal. Ivey Publishing.

Isenberg, D. (2010) How to start an entrepreneurial revolution. Harvard Business

Review. P 1-14.

Osterwalder A. & Pigneur, Y. (2010). Business model generation: a handbook for

visionaries, game changers, and challengers, John Wiley & Sons.

Porter, M. E. (1979). How competitive forces shape strategy. Harvard Business Review.

Radinger-Peer, V.; Sedlacek, S.; Goldstein, H. (2018). The path-dependent evolution of

the entrepreneurial ecosystem (EE) – dynamics and region-specific assets of the case of

Vienna (Austria). European Planning Studies, 26:8, 1499-1518, DOI:

10.1080/09654313.2018.1494136.

Stam, E. (2015). Entrepreneurial ecosystems and regional policy: A sympathetic

http://search.oecd/

183

critique. European Planning Studies, 23, 1759–1769.

doi:10.1080/09654313.2015.1061484

WEF. (2013). Entrepreneurial Ecosystems Around the Globe and Company Growth

Dynamics. Report Summary for the Annual Meeting of the New Champions 2013.

Wilson, K. and F. Silva (2013), “Policies for Seed and Early Stage Finance: Findings from

the 2012 OECD Financing Questionnaire”, OECD Science, Technology and Industry

Policy Papers, No. 9, OECD Publishing. http://dx.doi.org/10.1787/5k3xqsf00j33-en,

chapter 1-4.

Additional reading:

Bouncken, A.; Reuschl, A. (2018). Coworking-spaces: how a phenomenon of the sharing

economy builds a novel trend for the workplace and for entrepreneurship. Rev Manag

Sci (2018) 12:317–334 https://doi.org/10.1007/s11846-016-0215-y.

Mack, E., & Mayer, H. (2016). The evolutionary dynamics of entrepreneurial

ecosystems. Urban Studies, 53, 2118–2133. doi:10.1177/0042098015586547

Teaching Approach

The course adopts an interactive teaching approach, which consists of input from the

lectures as well as ongoing contributions from the students. In order to make the single

units as interesting and varied as possible, the lecturers make use of various teaching

materials (e.g. video material, guest visitors and interactive simulations).

To ensure ongoing interaction and participation students are required to be prepared

for each class (e.g. short presentations of assigned readings, presentations of case

study analysis of former units) as well as to contribute to discussions and group work

in-class as well as further case study analysis and preparation outside the classroom.

Students will furthermore also have the chance to slip into the role of a start-up and

conduct pitching presentations as well as role games. At the end of the semester, the

students are asked to apply their acquired knowledge and elaborate an adapted

business plan.

Assessment


30% in-class participation and presentations

30% homework (3 homeworks have to be submitted during the semester)

40% final report (‘adapted business plan’)

Syllabus revised by Wolfgang Radinger-Peer, Verena Radinger-Peer

Syllabus Revision

Dates August 2018

http://dx.doi.org/10.1787/5k3xqsf00j33-en

https://doi.org/10.1007/s11846-016-0215-y

184

3.1.4.2 Financing New Ventures

Course ID and Title 0872 Financing New Ventures




Semester(s) Spring

Instructor and

contact information

Simon Hibbert Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes


principles of financing new ventures.


Name and describe the key venture investment concepts.

Successfully play the roles of venture investor and entrepreneur.

Contrast venture funding alternatives, and analyze which source best matches individual ventures.

Core Graduate

Attributes

Addressed








Detailed Course

Content

This course examines the range of financing options that a for-profit venture has at the startup phase of its life cycle. In this difficult financing environment, ventures need to look to any and all sources of capital that will allow them to create value inflection points, reduce risk and position themselves for additional investment. This course will cover a range of funding sources including grants, angels, seed and venture capital and non-traditional sources such as foundations and crowdfunding. Two perspectives, that of the entrepreneur and that of the investor, will be taken. Some of the takeaways will be navigating the investment world, determining


185

appropriate capital sources for your venture, the investment criteria typical of a source, the inside story on venture capital, and non-dilutive funding such as grants. This course will also touch lightly on business planning, basic finance and creating an investor presentation. The course will provide information to help set a plan of action to fund a company. The syllabus is targeted to for- profit ventures that have the potential to scale. In the course, each student will play investor and entrepreneur roles, in a venture funding game. The entrepreneurs will pitch their ventures to the investors, to attract funding in a competitive investment process. This course focuses on the magical moment when an idea becomes a funded enterprise. The following topics will be covered in this course: • Introduction to VC investing • Presenting to Investors, Elevator Pitches • How Angel and Venture Capital Investing Works • Positioning your company for Funding • Business Plans. Milestones for Successful Venture Planning • How to make Financial Projections • Business Valuation • Alternatives to VC financing: Grants, Bootstrapping, IPO, and Crowdfunding • Negotiating with Investors • Intellectual Property • Due Diligence • Finding and Meeting Investors • Ways to Lose a Deal

Reading Material

Required Reading:

Nicole Gravagna and Peter Adams, Venture Capital for Dummies, John Wiley & Sons, 2013. ISBN-13: 978-1118642238 A reading pack will be provided in this course

Handouts provided in class by the instructor.

Additional Reading:

Brad Feld and Jason Mendelson, Venture Deals 2nd edition, John Wiley & Sons, 2013. ISBN-13: 978-1118443613

Walter Isaacson, Steve Jobs, Simon & Schuster; Reissue edition (September 15, 2015.

ISBN-13: 978-1501127625

Teaching Approach

An interactive teaching approach is used in this course. Students are strongly

encouraged to perform the pre-readings and contribute to the discussions. Tutorials

will be provided for the key topics, and to support students in their assessment tasks

and roles as investors and entrepreneurs.

186

Assessment


Venture Pitch - 20%

Pitch Deck - 15%

Commercial - 20%

Investor Role - 10%

Class Participation - 15%

Quiz - 20%

Syllabus revised by Simon Hibbert

Syllabus Revision

Dates August 2018

187

3.1.4.3 Leadership and Power

For syllabus, go to section 3.1.2.3.

3.1.4.4 Entrepreneurial Innovation

Course ID and Title 0874 Entrepreneurial Innovation




Semester(s) Fall

Instructor and

contact information

Sabine Sedlacek Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes


principles of innovation in the context of entrepreneurial environments. Therefore

concepts of governance for knowledge and innovation will be addressed in order to

prepare students to understand and analyze how innovation processes are designed in

businesses. In order to be prepared as managers and entrepreneurs of tomorrow a

systemic view on innovation is needed. Since the economy and society are both

progressively shaped by different types of public, private and societal institutions it

starts with identifying those institutional environments that help managers and

entrepreneurs to become more innovative and competitive in general on the market

and more particularly at specific locations.


Critically reflect upon the assigned literature

Define the concepts of innovation and entrepreneurship based on the presented theoretical frameworks

Describe and analyze challenges and opportunities of entrepreneurial innovation from the perspective of different types of public, private and societal institutions

Assess innovation in an entrepreneurial context

Present analyzed and assessed cases


188

Core Graduate

Attributes

Addressed








Detailed Course

Content

The seminar is organized in sessions including different elements, i.e. introductory lectures, discussions of specific readings, case study presentations and discussions, etc. all based on the following concepts: • What is innovation? How do experts define innovation and how is it defined in the

literature? • Innovation processes • How to measure innovation? • Theories of entrepreneurship; entrepreneurial opportunity; evolutionary

perspective, entrepreneurship and innovation • The entrepreneurial organization

Reading Material

Required Reading (a collection of the articles will be up-loaded on Moodle): Davila, T., Epstein, M.J. and Shelton, R.D. (2013). Making Innovation Work. How to manage it, measure it, and profit from it. Updated edition. Pearson Education Inc., New Jersey (Chapter2 and 6) Metcalfe, J.S. (2009). Entrepreneurship: an evolutionary Perspective. In: Casson, M., Yeung, B., Basu, A. and Wadeson, N. (eds.). The Oxford Handbook of Entrepreneurship. Oxford University Press. pp. 59-90 (Chapter 3) Additional Reading: Davila, T., Epstein, M.J. and Shelton, R.D. (2013). Making Innovation Work. How to manage it, measure it, and profit from it. Updated edition. Pearson Education Inc., New Jersey Fagerberg (2006). Innovation: A Guide to the Literature. Fagerberg, J., Mowery, D.C. and Nelson, R.R. (eds.) The Oxford Handbook of Innovation. Oxford University Press. pp. 1-26 (Chapter 1) Mitra, J. (2012). Entrepreneurship, Innovation and Regional Development. Routledge, London and New York. Pavitt, K. (2006). Innovation Processes. In: Fagerberg, J., Mowery, D.C. and Nelson, R.R. (eds.) The Oxford Handbook of Innovation. Oxford University Press. pp. 86-114 (Chapter 4)

Ricketts, M. (2009). Theories of Entrepreneurship: Historical Development and Critical

Assessment. Casson, M., Yeung, B., Basu, A. and Wadeson, N. (eds.). The Oxford

Handbook of Entrepreneurship. Oxford University Press. pp. 59-90 (Chapter 2)

Teaching Approach

The course follows an interactive teaching approach, which means that students are

encouraged to actively participate in the course by discussing concepts and theories as

well as case studies. Students will be asked to prepare carefully for each class. Students

will collaborate in teams where they select a case study and analyse it independently

189

outside the classroom – these cases are closely connected to the overall topic

“Entrepreneurial Innovation”. At the end of the semester students will be asked to

apply their retrieved knowledge in an interactive workshop.

Assessment


Participation – 15%

Executive Report – 30%

Student presentations – 20%

Research paper – 35%

Syllabus revised by Sabine Sedlacek

Syllabus Revision

Dates August 2018

190

3.2 Principles of Science

3.2.1 Philosophy of Science

Course ID and Title 0950 Philosophy of Science



Module Principles of Science

Semester(s) Spring

Instructor and

contact information

Bozana Zekan Contact Hours: By appointment E-mail: [email protected] Josef Mazanec Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.


N.A.

Required for N/A

Learning

Outcomes

The aim of this introductory course is to develop students’ understanding of the key

concepts and principles of The Scientific Method and of how science advances.

Students learn to differentiate meaningful sentences from statements void of

information content. They will recognize that there are requirements for sound

scientific work and rules of how knowledge gets accumulated through theorizing and

empirical investigation.


Identify philosophical issues about the methods of science.

Explain puzzles about what science describes and seeks to explain.

Evaluate some rival theories about scientific method and the metaphysics of science.

Contrast arguments for and against contentious views in the philosophy of science.

Articulate positions and arguments in discussions.


191

Core Graduate

Attributes

Addressed








Detailed Course

Content

The course centers on these key issues:

Hypothesizing, theories and models are the building blocks of empirical

research in economics, business research, management and marketing science

and actually all social sciences.

Empiricism and critical rationalism provide concepts and instruments for

assessing statements that claim to convey information about phenomena and

relationships in some sector of reality.

Falsification as an overarching criterion will be discussed together with so-

called immunization strategies to be found in journal papers and book

publications.

Naturalism and its connection with scientific realism are regarded as a modern

approach to traditional philosophy of science issues.

Understanding the difference between exploratory and confirmatory research

is necessary for critically evaluating explanatory systems (models and theories).

Philosophers of science have struggled with basic concepts such as induction,

deduction, inference, and explanation. Students will realize how this relates to

solving theoretical and practical puzzles.

The chapters selected from two textbooks specifically focus on the following

themes. They will be covered by student presentations, additional explanations

by the instructors, and classroom discussion:

Defining science is closely linked to the so-called demarcation problem. It also

provides criteria for distinguishing between meaningful statements and

sentences void of information.

The Scientific Method has been successful in unveiling cause-effect

relationships. There can’t be systematic managerial intervention unless

underpinned by empirical hypothesizing and testing.

The Aims of Science may not be unmistakably clear and seem debatable.

192

Logic and Empiricism represent the sources from where to approach the

principles of successful research practice.

Induction & Confirmation are major issues which are still waiting for being

solved in a fully satisfying manner.

Popper’s view of Conjecture & Refutation together with Kuhn’s distinction

between Normal Science and Scientific Revolutions, complemented with

contributions by Lakatos, Laudan, and Feyerabend are not just historical

highlights but inspirational input to scientific work.

Naturalistic Philosophy in Theory & Practice, its culmination in Scientific

Realism, and the rediscovery of Bayesianism as one of Modern Theories of

Evidence depict the current state of affairs. As a matter of fact, Bayesian

arguing has amazing up-to-date applications in business and management

research and planning.

Reading Material

Required Reading (available as Reading Pack):

Godfrey-Smith, Peter (2003): Theory and Reality: An Introduction to the Philosophy of

Science, Chicago-London: The University of Chicago Press (Chapter 2).

Gorham, Geoffrey (2009): Philosophy of Science, A Beginner’s Guide, Oxford: Oneworld

(Chapters 2, 3, and 4).

Required Reading (mandatory – responsibility of students to purchase the book prior

to the beginning of the course):

Godfrey-Smith, Peter (2003): Theory and Reality: An Introduction to the Philosophy of

Science, Chicago-London: The University of Chicago Press (Chapters 2, 3, 4, 5, 6,

7, 10, 12, 13, and 14).

Recommended Reading and Web sources:

Those seeking an inspiring, compelling, passionate and entertaining book about science

vs. superstition may turn to this former New York Times bestseller:

Sagan, Carl (1996): The Demon-Haunted World, Science as a Candle in the Dark,

Ballantine: New York. (Watch Sagan’s last interview at

http://www.youtube.com/watch?v=jod7v-m573k)

For Karl Popper’s view of “Science as Falsification” see the video at

http://www.youtube.com/watch?v=ztmvtKLuR7I

If you sympathize with the world view of Scientific Realism you will like Chapter 3

(“What is Reality?”) of this popular science book:

Hawking, St. and L. Mlodinow (2010): The Grand Design, Bantam Press: London.

Those particularly interested in Scientific Realism may benefit from this report on a new

proposal for solving the conundrum of the collapsing quantum wave function

http://www.youtube.com/watch?v=jod7v-m573k

http://www.youtube.com/watch?v=ztmvtKLuR7I

193

(don’t panic, it’s also an easily readable popular science article):

Baeyer, H.-Chr. (2013): Quantum Weirdness? It’s all in your Mind, Scientific American,

June 2013, 38-43.

Teaching Approach

The instructors do not retell what everybody has already read in the assignments.

Priority is on the students’ activity in group presentations and classroom discussion.

Students are encouraged to bring forward their own interpretation, evaluation, and

criticisms of the various approaches to the functioning of science.

Assessment



Quizzes – 40%

Student presentations – 40%

Syllabus revised by Bozana Zekan, Josef Mazanec

Syllabus Revision

Dates July 2018

194

3.2.2 Research Design

Course ID and Title 0951 Research Design



Module Principles of Science

Semester(s) Fall

Instructor and

contact information

Christian Kerschner Contact Hours: By appointment E-mail: [email protected] Xavier Matteucci Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites




assessment.

Required for N/A

Learning

Outcomes


principles of Research Design.


Demonstrate critical thinking skills through designing research projects

Distinguish and apply fundamental methods and assumptions of fields such as experimental design or mixed methods design

Define appropriate research methods, data collection and analysis for research questions provided

Demonstrate an understanding of ethical concerns in research

Core Graduate

Attributes

Addressed










195

Detailed Course

Content

This course will provide an overview of research design. This overview consists of understanding the preliminary considerations that go into selecting a qualitative, quantitative, or mixed methods research design.

These include knowing the definition for different approaches, considering philosophical perspectives, reviewing the literature, understanding the use of theory, anticipating ethical issues, and developing strategies for the analysis and evaluation of data. We will discuss the process of research as it relates to each approach. This process includes writing an introduction, specifying a purpose statement, and developing research questions and/or hypotheses. This course will also discuss the methods and procedures for quantitative, qualitative, and mixed methods data collection and analysis. The following topics are covered in this course: • Selecting a Research Approach

• Reviewing the Literature & Foundations

• Using Theory

• Introducing & Explaining Studies

• Ethical Considerations

• Research Questions and Hypotheses • Experiments, Validity

• Quantitative Methods & Sampling

• Qualitative Methods

• Qualitative Methods – Practicing data analysis

• Mixed Methods & Methodological Pluralism

Reading Material

Required Reading:

Bernard, R. (2013) Social Research Methods, 2nd edition. London: Sage.

Creswell, J. (2014) Research Design, 4th edition. London: Sage.

Smith, J. A., & Osborn, M. (2008) Interpretive phenomenological analysis. In J. A. Smith

(Ed.) Qualitative psychology: A practical guide to research methods (pp. 53-80). London:

Sage.

Additional Reading:

Braun, V. & Clarke, V. (2006). Using thematic analysis in psychology. Qualitative

Research in Psychology, 3 (2). 77-101.

Mackenzie, N. & Knipe, S. (2006). Research dilemmas: paradigms, methods and

methodology. Issues in Educational Research, 16.

Matteucci, X. & Gnoth, J. (2017). Elaborating on grounded theory in tourism research.

Annals of Tourism Research, 65, 49-59.

Miller, K. D., & Tsang, E. W. (2011). Testing management theories: critical realist

philosophy and research methods. Strategic Management Journal, 32(2), 139-158.

Moses, J.W. & Knutsen, T.L. (2007) Ways of Knowing. Basingstoke: Macmillan.

Teaching Approach

Seminars are courses with continuous assessment of performance. The mode of

delivery is interactive with lectures on key theoretical issues followed by student led

debates.

196

Assessment



Quizzes – 40%

Student presentations OR essay – 40%

In-class exercises – 10%

Syllabus revised by Xavier Matteucci, Christian Kerschner

Syllabus Revision

Dates August 2018

197

5 Other Enrichment Courses

5.1 Mentoring

Course ID and Title 0906 Mentoring


Study Programs 114 BBA Tourism and Hospitality Management 115 BBA Tourism Hospitality, Hotel Management and Operations 131 BSc in International Management

Module Other Enrichment Course

Semester(s) Fall

Instructor and

contact information


Course

Prerequisites 90 ECTS minimum, average grade > 85%

Required for N/A

Learning

Outcomes

The content and form of the course may vary depending on the business; thus, all student assignments are designed by the mentor. The mentor gives his/her protégés one or several business-related assignments to foster problem based learning. Students study selected business problems, develop possible solutions and present the outcomes. Activities may include, but are not limited to: site visits, participation in business presentations and meetings, and discussions of business problems.

Core Graduate

Attributes

Addressed








Detailed Course

Content TBA

Reading Material Reading will be determined by the mentors if applicable.

Teaching Approach

Enrichment course offered to selected final year undergraduate students of Tourism

and Hospitality Management. Introductory session will take place at the mentors

offices, in which mentors and mentees will have the opportunity to get acquainted and

discuss the course details. The course carries a workload of 100 hours (4 ECTS). The


198

mentors are expected to arrange at least 20 contact hours within the course, thus

ensuring regular communication between mentees and the mentor; the remaining

workload is to be spent on independent work. Attendance is mandatory in all activities

organized by the mentor; absenteeism has a negative effect on the final course grade.

Assessment


Work diary which has to be maintained by the student throughout the semester.

Monthly summaries have to be submitted at the end of each month

A 10-minute presentation of the assignment(s) at MU Vienna.

The mentor’s feedback and appraisal form.

The grade is awarded by the MODUL University Vienna course coordinator in consultation with the respective mentors.

Syllabus revised by Marion Garaus

Syllabus Revision

Dates August 2018

199

4 Extra-curricular Courses

4.1 Foundation Program

4.1.1 Business Communication

Course ID and Title 1011 Business Communication


Study Programs




Module Foundation Program


Instructor and

contact information

Barbara Grössl Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A

Required for Continuation in Bachelor program

Learning

Outcomes

The aim of this course is to equip students with the essential English language skills

needed for the core subjects of Business Studies and to prepare them for a smooth

transition into any of MU’s bachelor programs. To successfully complete this course

students must:

achieve a level of proficiency in English business vocabulary and communication skills necessary for transition into any of MU’s bachelor programs.

produce essays, reports and presentations according to academic writing requirements and learn how to avoid plagiarism.

expand receptive reading skills to understand university-level academic texts and passages.

enhance presentation skills and prove knowledge of the step-by-step presentation planning process.

Core Graduate

Attributes

Addressed









200

Detailed Course

Content

This course offers students the opportunity to review and develop English language

skills in key areas related to academic business studies. Focus will be placed on

grammar, written and spoken expression and listening skills within the business studies

subject matter. The course is designed to help students develop both their subject

specific vocabulary and academic English skills including:

Improvement of pronunciation

Extraction of relevant information from texts

Development of strategies for taking notes from lectures and written texts

Expression of ideas in group discussions

Step-by-step preparation of presentations and

Planning and writing essays

Students will be encouraged to actively participate in classroom activities such as group discussions, group projects and role-plays. To maximise practice in language skills there will be written exercises, homework and project work to be turned in. Focus on individual development and independent learning will be encouraged. Modul University's requirements and expectations in terms of academic writing will be covered.

Reading Material

Required Reading

English for Academic Study: Writing – Course Book (EAS Writing) ISBN: 9781908614391

English for Academic Study: Reading & Writing – Source Book (R&W)

ISBN: 9781908614360

Business Results – Upper Intermediate – with CD (BR) ISBN 987-0-19-473940-5

The lecturer will hand out some worksheets for use in lessons.

Teaching Approach

The teaching approach blends active learning with project based learning. In a dynamic

classroom students will actively be engaged in activities which develop in a practical

way a variety of business communication skills. They will have projects which will give

them the opportunity to work on real-world business problems and challenges.

Through these assignments, they can acquire content knowledge, but also develop

their ability to take initiative and come up with solutions to problems.

Assessment


Class participation 15%

Scheduled quizzes 15%

Homework 15%

Mid-term test 20%

Final test 35%

Students are expected to actively participate in communication activities and to contribute to the discussions in each lesson.

Syllabus revised by Barbara Grössl

Syllabus Revision

Dates August 2018

201

4.1.2 Mathematics

Course ID and Title 1012 Mathematics


Study Programs






Instructor and

contact information

Larissa Bartok Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A


Learning

Outcomes


principles of Mathematics and Statistics.


Attend at least 80% of the lectures

Obtain at least 60% of the total score (homework and quizzes)

On completion of this unit students:

Gathered knowledge and understanding of fundamentals of mathematics and descriptive statistics

Applied mathematical methods to answer practical relevant problems

Received a sound repetition of high school level mathematics Eventually, they should be able to:

Apply appropriate mathematical methodologies to solve tasks

Understand the necessity of descriptive statistics to describe samples

Core Graduate

Attributes

Addressed









202

Detailed Course

Content

Key concepts and principles of Mathematics and Statistics:

Basics of Mathematics

Linear, quadratic and exponential functions

Solving Linear, quadratic and exponential equations

Logarithms and Vectors

Differential calculus and Integral

Percent and interest calculus

Set theory and probability theory

The binomial distribution

Basics of descriptive statistics

Reading Material

Required Reading:

Course materials – all slides and materials will be provided.

Additional Reading:

Croft, A. & Davison, R. (2016). Foundation Maths (6th ed.). Harlow: Pearson.

Teaching Approach Theoretical knowledge is taught and practiced during the lecture and transferred via

periodically assignments.

Assessment


Quiz 1 40%

Quiz 2 40%

Homework 20%

Additional Participation Bonus of max. 10%

To pass the course 60% of the total score (without participation bonus) must be gained.

Additional

information A calculator TI-30 or higher is needed for the course.

Syllabus revised by Larissa Bartok

Syllabus Revision

Dates August 2018

203

4.1.3 Fundamentals of Business Administration

Course ID and Title 1013 Fundamentals of Business Administration


Study Programs






Instructor and

contact information

David A. Osho Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A


Learning

Outcomes

The goals of this course are to enable students to:

Understand the Business Management Systems of Planning, Organizing,

Executing/Leading and Controlling.

Develop skills and knowledge requirements for effective planning and learn the

value of strategic planning to operational and daily workplace achievements.

Recognize the role of the leader from the CEO to the group/team

leader, the characteristics of good leadership and its influence on the product

producers, service providers and product customers. Recognize also the

distinctions between good leaders and good managers and their respective

functions in a transitioning organization.

Understand the need for the concept of knowing the organization, its industry

and competitors, by using marketing, economics, finance and accounting models

and key performance indicators in order to figure out and evaluate the

performance of the organization.

Learn how to apply these systems and structures to give your business the

competitive edge.

Core Graduate

Attributes

Addressed







204


Detailed Course

Content

Accounting: Principles of Accounting:

These subjects in financial and managerial accounting provide a broad understanding

of how an organization reports on its financial position and the decisions leaders must

make when creating financial reports

Finance:

Introduces the theory and methods that are relevant for financial decisions made by

firms

Marketing:

Introduces students to the concepts, analysis, and activities that comprise marketing

management and provides practice in assessing and solving marketing problems

Principles of Economics (Microeconomics vs Macroeconomics):

Microeconomics:

This subject introduces microeconomic concepts and analysis, supply and demand

analysis, theories of the firm and individual behavior, competition and monopoly, and

welfare economics. Students will also be introduced to the use of microeconomic

applications to address problems in current economic policy

Macroeconomics:

This subject provides an overview of macroeconomic issues: the determination of

output, employment, unemployment, interest rates, and inflation. Monetary and

fiscal policies are discussed. Important policy debates such as, the sub-prime crisis,

social security, the public debt, and international economic issues are critically

explored. The course introduces basic models of macroeconomics and illustrates

principles with the experience of the U.S. and foreign economies.

Management:

This subject is an introduction to the critical management skills involved in planning,

structuring, controlling and leading an organization. It provides a framework for

understanding issues involved in both managing and being managed.

Human Resources Management:

205

This subject will provide the students with an overview of human resource management dealing with essential personnel management concepts and techniques

Reading Material

Required Reading:

1) Management: Schermerhorn, J. R., Jr (2001) Management (9th Edition) New York:

Wiley

2) Human Resource Management: Dessler, Gary (2010) Human Resource Management

–Global Edition(12th Edition) New York: Pearson

3) Marketing: Kotler, Philip and Armstrong Gary ( 2012) Principles of Marketing (14th

Edition) New York: Pearson

4) Economics: Mankiw, Gregory N.(2004) Principles of Economics (3rd edition) South-

Western

5) Principles of Accounting: Weetman, Pauline (2013) Financial Accounting –An Introduction (6th edition) New York: Pearson

*Reading Material uploaded on Moodle – "Reading Pack"

Additional Reading:

1) Principles of Accounting: MBA Osho, David A., Using Fundamental Analysis and

Financial Ratios to Assess a Company’s Value -A guide to making sense of a company’s

financials (Powerpoint Slides)

2) Additional readings may be provided on Moodle or as handouts (power point slides)

Teaching Approach





Assessment


Quiz 1: 25 points Quiz 2: 25 points Quiz 3: 25 points Quiz 4: 25 points

Additional

Information A calulator TI-30 or higher is needed for the course.

Syllabus revised by David Osho

Syllabus Revision

Dates July 2018

206

4.1.4 Geography and Economics

Course ID and Title 1014 Geography and Economics


Study Programs






Instructor and

contact information

David Leonard, Ph.D. Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites N/A


Learning

Outcomes

The aim of this course is to develop the candidate’s understanding of the key concepts

and principles of Geography and Economics. Students will obtain an understanding of

basic concepts, principles and theories.

To successfully complete this examination requires students to:

Explain why and how geography plays a role for economic activities

Be able to recall the basics of how the economy functions, including knowledge of various sectors and industries

Analyze the relationship between the political economy, the market and geography by connecting real-world examples to theory

Make connections between the role of power and space in economics and its relationship to society and the biophysical environment

Core Graduate

Attributes

Addressed









207

Detailed Course

Content

The foundation geography and economics program will provide students with an

understanding of the basic functions and components of the global economy.

Economy

The basic functions, actors and key components of the global economy will be covered,

including the emergence and growth of capitalism, employment sectors, key industries

and global trade.

Geography

The spatial aspects of the economy will be introduced through examination of the

importance of scale, networks and connections in a global economy.

Sustainable Development

The concept of sustainability and sustainable development will be explored from the

perspective of the current and emerging economic paradigms and with regard to

various sectors and scales of economic development (i.e. global, regional, national and

local).

Space and Power

These two broad concepts will be applied to our analysis of the global economy from the perspective of dominant industries in the global North and South as well globalization and international trade.

Reading Material

Required Reading:

WAUGH, David., 2014. The New Wider World. Oxford University Press [ISBN: 978-1-4085-0511-3] (specific chapters to be uploaded to Moodle)

Additional readings and handouts will be uploaded to Moodle

Teaching Approach

Course sessions are designed to encourage interactive learning, discussion and

exploration of concepts based on the core readings. Students are expected to read the

required readings prior to each session and actively participate in all sessions. Students

are encouraged to read the additional/suggested readings and bring forward own ideas

within the sessions.

Assessment


Tests (2): 20%

Written homework assignments (10): 40%

Homework presentation (1): 5%

Presentation of essay topic (1): 5%

Essay (1): 20%

Final presentation (1): 10% The number in brackets indicates the number of assignments to be completed for each

208

assessment type. The percentage gives the total points obtainable for each assessment type.

Syllabus revised by David Leonard

Syllabus Revision

Dates August 2018

209

4.2 Language Program

4.2.1 German A1.1

Course ID and Title 1003 German A1.1


Study Programs Eligible for all Undergraduate, Graduate, Post-Graduate and Professional Programs

Module Language Program


Instructor and

contact information

Ingrid Mock Contact Hours: By appointment E-mail: [email protected] Ulrike Zehetmayr Contact: by appointment E-Mail: [email protected]

Course

Prerequisites N/A

Required for German A1.2

Learning

Outcomes


principles necessary to achieve half of the level A1 as outlined by the Common

European Framework of Reference for Languages (CEFR).

The students will be beginners of German; however some students may have a little

knowledge of German due to the fact that they are residing in Austria. The focus will be

on learning of basic structures and frequently used expressions in order to be able to

communicate in everyday situations. To successfully complete this course students

must be able to:

Written skills:

- fill out a form or order

- write an “I” text

- write short messages

Oral skills/Speaking and Understanding:

- greet and get to know somebody

- describe someone’s characteristics

- describe holiday activities

- place an order

- ask for and give directions

- make arrangements

- talk about oneself

- order in a restaurant



210

Language skills:

- count, understand and use numbers up to 100

- conjugate the present tense of the most common verbs

- use nouns

- use pronouns

- use the articles

- form interrogative sentences (questions)

- use the most common prepositions

- form and use the past of the auxiliary (to be, to have) verbs

Students will possess a significant knowledge of vocabulary relating to:

- free time

- days and months

- the town

- holiday activities

- nationality

- Personal characteristics

Core Graduate

Attributes

Addressed








Detailed Course

Content

Tasks and exercises in all linguistic skills (reading, writing, listening, speaking) in accordance with level A1 with the following topics:

1. Introducing yourself and others

2. Language in the classroom

3. Cities, countries and languages

4. People and houses

5. Appointments

6. Orientation

Reading Material

Studio 21 A1/1 Das Deutschbuch

Author: Funk, H. & Kuhn, C. , Publisher: Cornelson, Format: Paperback, ISBN: 978-3-06-

520530-6, Price: € 14,95

Studio 21 A1 Intensivtraining

Author: Funk, H. & Kuhn, C. , Publisher: Cornelson, Format: Paperback, ISBN: 978-3-06-

211

520478-1, Price: € 10,95

Additional material will be compiled by the lecturer.

Teaching Approach

The main teaching approach taken will be a communicative one, thus the students will

be given ample opportunities to interact and practice their German. However, in order

to cater a wide range of learners, the teaching approach will also be influenced by the

audio-lingual method of language learning. Students will be given grammar and

vocabulary tests in regular intervals in order to help them manage their learning.

Furthermore German will be the main language in the classroom, with grammar

explanations also given in English in order to ease understanding.

Assessment


6 quizzes: 60%

classroom participation: 10%

homework: 10%

oral exam: 20%

Syllabus revised by Ingrid Mock, Ulrike Zehetmayr

Syllabus Revision

Dates August 2018

212

4.2.2 German A1.2






Instructor and

contact information

Ingrid Mock Contact Hours: By appointment E-mail: [email protected]

Course

Prerequisites German A1.1


Learning

Outcomes


principles necessary to reach level A1 as outlined by the Common European Framework

of Reference for Languages (CEFR).

The focus will be on basic grammar structures and frequently used expressions in order

to be able to communicate in everyday life situations.


be able to handle very basic everyday life situations in German

be able to understand simple authentic texts (from newspapers, the internet, etc.)

be able to write very simple texts in German

know the basic vocabulary of level A1

know the basic grammar of level A1

Core Graduate

Attributes

Addressed








Detailed Course

Content


Professions (unit 7): talking about professions, work, routines

Visiting a city (unit 8): asking for and giving directions, activities in a city

213

Holidays (unit 9): talking about holidays

Eating and drinking (unit 10): buying groceries, talking about eating habits

Clothes and weather (unit 11): going shopping, talking about the weather

Body and health (unit 12): talking about sports, seeing a doctor

Grammar topics:

Modal verbs

Prepositions with the dative and the accusative

The past

Adjective conjugation

Imperative

Reading Material

Required Books:

Studio 21 Das Deutschbuch A1.2

Author: Funk, H., Kuhn, C. & Demme, S., Publisher: Cornelsen, Format: Paperback, ISBN:

9783065205320, Publication Date: 2013, Price: € 14,95

Studio 21 Intensivtraining mit Hörtexten und interaktiven Übungen

Author: Rita Niemann, Publisher: Cornelsen, Format: Paperback, ISBN: 9783065204781,

Publication Date: 2013, Price: € 14,95

Additional Reading:

Additional material will be compiled by the lecturer

Teaching Approach


be given ample opportunities to interact and practise their German. However, in order

to cater for a wide range of learners, the teaching approach will also be influenced by

the audio-lingual method of language learning. Students will be given vocabulary tests

at regular intervals in order to help them manage their learning.

Assessment


6 quizzes: 50%

Homework: 10%

Classroom participation: 10%

E-book: 10%

Oral exam: 20%

Syllabus revised by Ingrid Mock

Syllabus Revision

Dates August 2018

214

4.2.3 German A2.1

Course ID and Title 1007 German





Instructor and

contact information

Ulrike Zehetmayr Contact: by appointment E-Mail: [email protected]

Course



Learning

Outcomes


principles necessary to reach level A1 as outlined by the Common European Framework

of Reference for Languages (CEFR).

The focus will be on basic grammar structures and frequently used expressions in order

to be able to communicate in everyday life situations.


be able to handle very basic everyday life situations in German

be able to understand simple authentic texts (from newspapers, the internet, etc.)

be able to write very simple texts in German

know the basic vocabulary of level A1

know the basic grammar of level A1

Core Graduate

Attributes

Addressed








Detailed Course

Content


Professions (unit 7): talking about professions, work, routines

Visiting a city (unit 8): asking for and giving directions, activities in a city

Holidays (unit 9): talking about holidays


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Eating and drinking (unit 10): buying groceries, talking about eating habits

Clothes and weather (unit 11): going shopping, talking about the weather

Body and health (unit 12): talking about sports, seeing a doctor

Grammar topics:

Modal verbs

Prepositions with the dative and the accusative

The past

Adjective conjugation

Imperative

Reading Material

Required Books:

Studio 21 Das Deutschbuch A1.2

Author: Funk, H., Kuhn, C. & Demme, S., Publisher: Cornelsen, Format: Paperback, ISBN:

9783065205320, Publication Date: 2013, Price: € 14,95

Studio 21 Intensivtraining mit Hörtexten und interaktiven Übungen

Author: Rita Niemann, Publisher: Cornelsen, Format: Paperback, ISBN: 9783065204781,

Publication Date: 2013, Price: € 14,95

Additional Reading:

Additional material will be compiled by the lecturer

Teaching Approach


be given ample opportunities to interact and practise their German. However, in order

to cater for a wide range of learners, the teaching approach will also be influenced by

the audio-lingual method of language learning. Students will be given vocabulary tests

at regular intervals in order to help them manage their learning.

Assessment


6 quizzes: 50%

Homework: 10%

Classroom participation: 10%

E-book: 10%

Oral exam: 20%

Syllabus revised by Ulrike Zehetmayr

Syllabus Revision

Dates August 2018

216

4.2.4 German A2.2






Instructor and

contact information

Christine Andel Contact Hours: By appointment E-mail: [email protected]

Course



Learning

Outcomes

The aim of this course is to continue developing students’ communicative ability as

basic users of German, as outlined by the Common European Framework of Reference

for Languages, Level A2.1

At the end of this Semester students will be able to:

Written Skills/Reading and Writing:

- understand simple non-fictional texts - fill in a complex questionnaire - write a variety of personal messages including Email, SMS and informal letters - write professional notes - write instructions

Oral skills/Speaking and Understanding:

- explain a problem and discuss a past event - discuss advantages and disadvantages - voice differing levels of (dis)agreement - communicate formally and informally - talk about interests - describe photos - express their opinion - formulate hypotheses and describe a hypothetical or imaginary situation - plan trips in detail

Language skills:

- form and use causal clauses and conjunctions “aber, oder” - use the personal and possessive pronouns in dative - use relative pronouns and form relative clauses - form and use reflexive verbs


217

- use the comparative and superlative degree - use reported speech and object clause

Students will possess a significant knowledge of vocabulary relating to:

- living and learning in Europe - family - travelling, holidays and accommodation - free time - media and customer complaint - going out, getting to know somebody

Core Graduate

Attributes

Addressed








Detailed Course

Content

Living and Learning in Europe

Family

Travelling

Leisure Time and Hobby

Media

Going out

Reading Material

Required Reading:

EITHER:

Funk, Hermann u.a.: Studio 21 Das Deutschbuch. Deutsch als Fremdsprache A2.

(Gesamtband) Berlin: Cornelsen 2015

ISBN: 978-3-06-520574-0, ca. € 30,-

This complete edition for level A2 is recommended to students who plan to continue

with German A2.2 in the following semester.

OR:

Funk, Hermann u.a.: Studio 21. Das Deutschbuch. Deutsch als Fremdsprache A2.

Teilband 1. Berlin: Cornelsen 2014

ISBN: 978-3-06-520587-0, ca. € 15,-

This edition only includes the contents of A2.1.

PLUS:

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Von Eggeling, Rita: Studio 21 Intensivtraining A2 mit Hörtexten. Berlin: Cornelsen

2015 ISBN: 978-3-06-520575-7, ca. € 11,-

STUDENTS HAVE TO BUY BOTH BOOKS. ALL ROUND PRICE MAX. CA. € 41,-

Additional Reading:

Additional materials will be compiled by the lecturer.

Teaching Approach

The teaching approach in German language class is a communicative and intercultural

one. Based on authentic text inputs, the students should learn to understand modern

everyday language. They also will be given ample opportunities to interact and practice

their new competences. Therefor German will be the main language used in classroom.

Assessment


Active participation in class and homework: 20%

2 Quizzes: 30%

Final exam (written and oral): 30%

Moodle exercise and portfolio: 20%

Further details on grading measures will be discussed during the first unit.

Syllabus revised by Christine Andel

Syllabus Revision

Dates August 2018

course catalog · fall semester 2018: 10 september 2018 – 28 september 2018 spring semester 2019:...

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