international management (mba) part-time · this mba in international management (part -time)...

Curriculum & Syllabus Handbook International Management (MBA) Part-Time www.esb-business-school.de

Semester: Summer Semester 2020 Study regulations 05.04.2017

http://www.esb-business-school.de/

Curriculum & Syllabus Handbook MBA International Management

Part-Time

Stand: SoSe 2020 SPO from 05.04.2017 © ESB Business School, Hochschule Reutlingen Seite 2 von 60

Contents 1. Study Structure .................................................................................................. 5

2. Overview: Modules and Courses ......................................................................... 7

3. Modules and Courses ........................................................................................ 9

3.1. Seminar Intercultural Cooperation .........................................................................9 3.2. Economics of Firms & Markets ............................................................................ 12 3.3. Managerial & Financial Accounting ..................................................................... 16 3.4. Marketing .......................................................................................................... 18 3.5. Entrepreneurship & Finance ............................................................................... 21 3.5.1. Entrepreneurship ............................................................................................... 21 3.5.2. Business Finance ............................................................................................... 23 3.6. Leadership & Business Process .......................................................................... 25 3.6.2. Business Process ............................................................................................... 29 3.7. Strategy & Organisation ...................................................................................... 31 3.7.1. Strategic Management ....................................................................................... 31 3.7.2. Organisational Behaviour.................................................................................... 34 3.8. Law & Business Development ............................................................................. 36 3.8.1. International Business Law ................................................................................. 36 3.8.2. Business Development ....................................................................................... 37 3.9. Digital Business Supply ...................................................................................... 40 3.9.1. Digital Business Strategy .................................................................................... 41 3.9.2. Logistics & Supply Chain Management ................................................................ 43 3.10. Master Thesis .................................................................................................... 46 Vertiefungsmodule/Electives .......................................................................................... 48 3.11. Marketing below the line – innovatives Marketing ................................................ 48 3.12. Strategieimplementierung .................................................................................. 51 3.13. Financial Analysis for Managers .......................................................................... 54 3.14. Behavioural Finance ........................................................................................... 56 3.15. Strategic Simulation ........................................................................................... 58


Part-Time


Qualification Profile

Aims of the Programme

This MBA in International Management (Part-Time) enables its graduates to assume manage-rial responsibilities, assess business processes, formulate strategic development objectives and make business decisions on the basis of scientific models and proven best practice in an international environment.

It builds on and accounts for previously gained knowledge and experience in various disci-plines and industries in the context of case studies and related group discussions in many of its classes.

The MBA is primarily designed for non-business graduates but can be attended by business graduates too.

Degree awarded

MBA (Master of Business Administration)

Duration of studies

5 semesters part time – 90 ECTS

Learning Goals and Objectives

The overall learning goals and objectives of ESB Study Programmes are derived from the mis-sion of ESB Business School and are subject to continuous quality assurance processes.


Part-Time


Table 1: Learning Goals and objectives

LANGUAGE PROFICIENCY INTERCULTURAL COMPETENCE ETHICAL BEHAVIOR

DOMAIN-SPECIFIC PROBLEM SOLVING

COMPETENCIES

LEARNING GOAL 1 LEARNING GOAL 2 LEARNING GOAL 3 LEARNING GOAL 4

ESB graduates are profi-cient in at least one foreign

language (admission re-quirement)

… are interculturally com-petent

… are able to manage complex, ethical and legal issues expertly in their professional field and in wider, environmental con-texts.

… are experts at solving complex problems in the domain of International Management

… graduates communicate in spoken and written word at B2 proficiency level (ad-mission requirement)

… reflect upon the cul-tural context and its com-plexities when making de-cisions in a global busi-ness environment

… are reflexively aware of ethical and legal issues in their professional field. They are able to critically analyze these issues on the basis of normative theory or models. Further-more, they are able to de-velop extensive, prudent and viable solutions that conform to ethical behav-ior in their professional field and in wider, envi-ronmental and social con-texts.

... … develop innovative solutions for entrepre-neurial scenarios

Measure embedded in ad-mission requirement

Measure embedded in Module M1 Seminar In-tercultural Cooperation by way of self-reflective exer-cises and IES (Intercul-tural Efficiency Scale) Online test

Measure embedded in Module VM3: Sustainabil-ity Management

Measure embedded in Module M 14 Master’s Thesis

Qualification profile of graduates

Graduates of the MBA International Management part-time programme acquire comprehen-sive management skills; they are familiar with the entire economic spectrum from marketing to financing, from corporate strategies to process optimisation. They demonstrate entrepreneur-ial spirit and skills. They look far into the future and are highly sensitive to different business cultures and international partners. The MBA is not directed to specific industries per se. Its focus is more on functions within an international environment. These include general management, human resource, strategic planning, finance, sales, and also entrepreneurship, that in terms of intrapreneurship is gain-ing importance for corporations, too. Typical corporate areas • Marketing and sales abroad


Part-Time


• Project management at home and abroad • Market research, key-account management • Consulting • Company management • Self-employed activity

1. Study Structure Lectures and Seminars

The MBA is a part-time programme. Classroom seminars are held on Friday’s and Saturday’s and supported by contact seminars during the week. These offer introduction and recapitula-tion of lecture content as well as guidance and supervision of project work where applicable. The contact seminars include a live stream to allow students that cannot join in person to par-ticipate. Scripts and lecture material are offered via Relax, the university’s online learning plat-form.

The weekend schedule is interrupted by four block weeks that are timetabled in the semesters 1, 2, 3 and 4. These block weeks allow lecturers a more continuous interaction and addition-ally offer the students the opportunity for exchange and integration as a batch.


Part-Time


Table 2: Study Structure

Course Contact hours à

Lecture

ECTS Credits2

1. Semester Lecture/

Contact

WE ECTS Seminar Intercultural Cooperation 30 15 2 5

Economics of Firms & Markets 60 30 4 7 Managerial & Financial Accounting 60 30 4 7

Gesamt 150 75 10 19 2. Semester L CS WE ECTS

Marketing 45 15 3 6 Entrepreneurship & Finance 60 30 4 8

Entrepreneurship (30) (15) (2) (4) Business Finance (30) (15) (2) (4)

Vertiefungsmodul Elective 1 30 15 2 3 Vertiefungsmodul Elective 2 30 15 2 3


Leadership & Business Process 60 30 4 6 Leadership & Managing People (30) (15) (2) (3)

Business Process (30) (15) (2) (3) Strategy & Organisation 60 30 4 8 Strategic Management (30) (15) (2) (4)

Organisational Behaviour (30) (15) (2) (4) Vertiefungsmodul Elective 3 30 15 2 3 Vertiefungsmodul Elective 4 30 15 2 3


Law & Business Development 60 30 4 8 International Business Law (30) (15) (2) (4)

Business Development (30) (15) (2) (4) Digital Business & Supply 60 30 4 8 Digital Business Strategy (30) (15) (2) (4)

Logistics & Supply Chain Management (30) (15) (2) (4) Gesamt 120 60 8 16

5. Semester L CS WE ECTS Master Thesis - - -- 15

Gesamt - - -- 15 Gesamtes Lehrprogramm 615 300 41 90

1 Weekend seminars: 13 teaching units per Weekend including examinations 2 1 Credit is equivalent to 30h workload (contact hours and self study)


Part-Time


2. Overview: Modules and Courses

Table 3: Modules and Courses

Code

Modules and Courses

ECTS per Semester

Workload (hrs) Con-tact seminars à 45 min.

1. 2. 3. 4. 5. Lec- ture Sem- inar

Con- tact seminar

Week ends

Self- Study

Total Work- load

Type of Assess-

ment

Lan- guage

Weight

of Grade

M 1 Seminar Intercultural Cooperation 5 30 15 2 105 150 CA Engl. 5/90

M 2 Economics of Firms & Markets 7 60 30 4 120 210 KL (2h) Dt. 7/90

M 3 Managerial & Financial Accounting 7 60 30 4 120 210 KL (2h)/

PA Engl. 7/90

M 4 Marketing 6 45 15 3 120 180 KL (2h) Engl. 6/90

M 5 Entrepreneurship & Finance 8 60 30 4 150 240 PA 8/90

M 5.1 Entrepreneurship (4) (30) (15) (2) (75) (120) Engl.

M 5.2 Business Finance (4) (30) (15) (2) (75) (120) Engl./Dt

M 6 Module Elective 1 3 30 15 2 45 90 PA / CA Engl. 3/90


M 8 Leadership & Business Process 6 60 30 4 90 180 PA / CA 6/90

M 8.1 Leadership & Managing People (3) (30) (15) (2) (45) (90) Engl./Dt

M 8.2 Business Process (3) (30) (15) (2) (45) (90) Engl./Dt

M 9 Strategy & Organisation 8 60 30 4 150 240 PA / CA 8/90

M 9.1 Strategic Management (4) (30) (15) (2) (75) (120) Engl.

M 9.2 Organisational Behaviour (4) (30) (15) (2) (75) (120) Engl./Dt



M 12 Law & Business Development 8 60 30 4 150 240 KL (2h)/ PA

8/90

M 12.1 International Business Law (4) (30) (15) (2) (75) (120) Dt.

M 12.2 Business Development (4) (30) (15) (2) (75) (120) Engl./Dt

M 13 Digital Business & Supply 8 60 30 4 150 240 PA / CA 8/90

M 13.1 Digital Business Strategy (4) (30) (15) (2) (75) (120) Engl./Dt

M 13.2 Logistics & Supply Chain Management

(4) (30) (15) (2) (75) (120) Dt.

M 14 Master Thesis 15 450 450 MT 15/90

Summe 19 20 20 16 15 615 300 41 1785 2700 90/90


Part-Time


Table 4: Electives

Electives may vary through adjustments and updates (see §3 Abs. 2). Students have to take at least 4 electives.

Code

Modules and Courses

ECTS per Semes-ter

Workload (hrs) Con-tact seminars à 45 min.

1. 2. 3. 4. 5. Lec- ture Sem- inar

Con- tact seminar

Week ends

Self- Study

Total Work- load

Type of Assess-

ment

Lan- guage

Weight

of Grade

VM 1 International Trade (not offered this semester) 3 30 15 2 45 90 PA / CA Engl. 3/90

VM 2 Innovation Management (not offered this semester) 3 30 15 2 45 90 PA / CA Engl. 3/90

VM 3 Sustainability Management (not of-fered this semester) 3 30 15 2 45 90 PA / CA Engl. 3/90

VM 4 International Business Organisation & Strategy (not offered this semes-ter)

3 30 15 2 45 90 PA / CA Engl. 3/90

VM 5 Marketing below the line – Innova-tives Marketing 3 30 15 2 45 90 PA / CA Dt. 3/90

VM 6 Strategieimplementierung 3 30 15 2 45 90 PA / CA Dt. 3/90

VM 7 Financial Analysis for Managers 3 30 15 2 45 90 PA / CA Engl. 3/90

VM 8 Behavioral Finance 3 30 15 2 45 90 PA / CA Dt. / Engl. 3/90

VM 9 Management Consulting (not of-fered this semester) 3 30 15 2 45 90 PA / CA Engl. 3/90

VM 10 Strategic Simulation 3 30 15 2 45 90 PA / CA Engl. 3/90

VM ff. Electives supplemented by the eam-ination board 3 30 15 2 45 90 PA / CA 3/90

VM A Im Ausland absolviertes Vertie-fungsmodul 1 3 90 PA / CA Engl. 3/90

VM B Im Ausland absolviertes Vertie-fungsmodul 2 3 90 PA / CA Engl. 3/90

VM C Im Ausland absolviertes Vertie-fungsmodul 3 3 90 PA / CA Engl. 3/90

VM D Im Ausland absolviertes Vertie-fungsmodul 4 3 90 PA / CA Engl. 3/90

Abbreviations

CA Continuous Assessment KL Klausurarbeit/ written exam MT Master-Thesis PA Projektarbeit / Project work (may include written paper and presentation)

1 ECTS-Credit is equivalent to a 30 hrs workload. Weekend seminars:

Friday: 15:30-21:30 Saturday: 08:30-15:30 Contact seminars 17:00-21:00 Block week 08:30-15:30


Part-Time


3. Modules and Courses

3.1. Seminar Intercultural Cooperation

Module No./ Code M 1 Semester 1 Duration of module 2 weekends plus contact seminar Type of module Core How frequently is the module offered

1x per semester

Admission requirements

None

Level Master Transferability of the module

n.a.

Module coordina-tor/Responsible professor

Prof. Dr. Hazel Grünewald Building 17, Office 005, Tel.: 07121 271 3074 [email protected]

Lecturers names Prof. Dr. Hazel Grünewald Teaching language English Credits (ECTS) 5 Total workload and breakdown

150 h

Contact hours In total 45 h, block lectures on weekends and contact seminar Examination/ Type of assessment

CA

Weighting of Grade within programme

5/90

Learning outcomes • Subject-specific competences Students learn and practise methods and techniques that can be effec-tively used in cross-cultural negotiations. They become familiar with how to deal with the obstacles and complicating factors that might ap-pear while applying them. The course focuses on the practical aspects of negotiation but has solid foundations in negotiation research

• Professional and Interdisciplinary competences Students learn to determine if a negotiation is position-based or inter-est-based. They can differentiate between integrative and distributive bargaining and gain an understanding of which game to play depending on the situation. Students analyse the different stages of a negotiation and get acquainted with / practise relevant strategies and tactics to successfully manage cross-cultural communications and business ne-gotiations.


Part-Time


Students perceive the impact of culture on the international negotiation process. They learn about different personality and management styles and how these can impact negotiations. Students are confronted with ethical implications in negotiations. They are also made aware of some of the cognitive biases likely to confront negotiators.

• Social Skills/ key competences Students are able to reflect and discuss current topics connected to making deals in an international environment. They develop a sense of how to separate substantive issues (the deal) from broader relationship issues.

• Personal competences Students can analyse and understand their own personalities and tendencies in bargaining situations. They learn how to move out of their comfort zone and adapt to situations.

Course-specific con-tribution to AoL learning objectives (LO 1-4)

LO 2 assessed: Students reflect upon the cultural variables that impact de-cision making in a global business environment – embedded assessment in the context of group exercises, simulation and a self-reflective essay and by way of IES (Intercultural Efficiency Scale) Online test. LO 3 reinforced: Students reflect upon the potential ethical consequences of management decisions from a cultural and personality perspective – re-inforced in the context of group exercises, simulation and a self-reflective essay.

Content/ Indicative syllabus

1. Cross-cultural communication / MBTI – negotiating with different styles 2. Introduction to Negotiation

• Distributive versus integrative negotiations • The Harvard method: principled negotiations • Dealing with obstacles and complicating factors • Different personalities and styles • Rationality and Cognition • Cross-cultural negotiation • Multiparty negotiation

Teaching and learning methods

- Case study - Video - Interactive with continuous simulations - Quest 3C game - Exercises/simulations in groups

Miscellaneous -- Indicative reading list

Students will receive handouts and additional materials provided on RELAX platform. Recommended literature

− Adizes, Ichak. (2004) Management/Mismanagement styles: How to identify a style and what to do about it. Santa Barbara, CA: The Adizes Institute Publications.


Part-Time


− Cialdini, Robert B. (2007): Influence. The psychology of persuasion. Rev. ed.; 1st Collins business essentials ed. New York: Collins.

− Fisher, Roger; Ertel, Danny; Woods, Char (1995): 5 skills for getting a "yes". Short cut version. Schaumberg, IL: Video publ. House.

− Fisher, Roger; Shapiro, Daniel (2005): Beyond reason. Using emo-tions as you negotiate. New York: Viking.

− Harvard business essentials. Negotiation (2003). Boston: Harvard Business School Press (The Harvard business essentials series).

− Lewicki, Roy J.; Barry, Bruce; Saunders, David M. (2010): Negotia-tion. 6th ed. Boston: McGraw-Hill/Irwin.

− Ury, William (1993): Getting past no. Negotiating your way from con-frontation to cooperation. Rev. ed. New York: Bantam Books.


Part-Time


3.2. Economics of Firms & Markets


1x per semester


None


n.a.


Prof. Dr. Stephan Seiter Building 17, Office 012, Tel.: 07121 271 3008 [email protected]

Lecturers names Prof. Dr. Stephan Seiter Teaching language German Credits (ECTS) 7 Total workload and breakdown

210 h


KL (2h)

Weighting of Grade within overall programme

7/90

Learning outcomes • Subject-specific competences Students know the principles of economics and understand die rela-tions between micro- and macroeconomics as well as the role of eco-nomic policy in a global economy. They are aware of the economic set-tings which are relevant for entrepreneurial decision making. They un-derstand and reflect the market mechanisms in different market forms. They know the determinants of demand and supply behavior. Students can appreciate the role and interaction of different economic agents (households and firms) in (aggregated) markets, as well as the rele-vance of spill-over and feedback effects between the goods, money and labour markets. They are able to reflect the relevance of fiscal and monetary policy especially for employment and inflation in a European and global setting. They identify the implications of different types of market failure and are able to evaluate economic policy instruments to improve market outcomes. Furthermore, students are familiar with the basic explanation of international trade and currency markets as well as economic integration. Based on their knowledge they are competent


Part-Time


to describe, discuss and evaluate current economic developments. Stu-dents know and can reflect the relevance of technological change and innovation for growth and employment in the domestic and global economy.

• Professional competences Students know the key characteristics of relevant theoretical ap-proaches in micro- and macroeconomics. They know graphical, mathe-matical and econometric methods and tools to analyse and reflect mar-ket situations. They can describe and evaluate the implications of eco-nomic policy for individual and aggregate variables. Students have the theoretical and empirical tools and knowledge to analyse the problems and particularities related to individual behavior and economic choices that cannot be explained by the standard economic rational agent-based theory. They are able to reflect scientific contributions on economic topics by applying their knowledge of economic approaches. Students are enabled to identify the relations between strategic entre-preneurial goals and the economic surroundings. They can derive and explain the consequences of economic developments and policy for firms and are able to develop adequate solutions as a response to changes in the economic surrounding. Students are familiar with and can apply research in economics to demonstrate an understanding of rational economic behavior as well as departures from rationality in economic decision making and theory.

• Social skills, key competences Students reflect and challenge economic problems and current chal-lenges in a global economy. They deepen their knowledge of economic variables and settings and develop the ability to think as an economist. They apply their knowledge and expertise in business and develop eco-nomic questions on their own. They are able to analyse an economic problem or issue using an appropriate theoretical framework, recognize its limitations and appreciate uncertainties around such analyses. They reflect the ethical dimension of economic decisions.

• Personal competences Students know how to handle and apply complex economic ap-proaches and are able to argue in a logically consistent way and draw conclusions. They developed a feeling for the mix of intuitive and some-times fuzzy arguments and formal rigor needed to work with (eco-nomic) theory. They are able to use the power of abstraction to focus upon the essential features of an economic problem and to provide a systematic framework for the coherent and critical evaluation of the ef-fects of policy or other exogenous events. They also understand the rel-evance of assumptions for the outcome of economic models. They ap-preciate thereby also the relevance of different cultural settings for economic behavior


Part-Time



• Students reflect upon the cultural context and its complexities when making decisions in a global business environment. They are intro-duced to economic concepts that are applied in a national and interna-tional setting.

• Students reflect upon the potential ethical consequences of manage-ment decisions. Based on their economic knowledge they reflect in class discussions the ethical implications of their managerial decisions such as wage setting, lay-off of workers.

• Students develop innovative solutions for entrepreneurial scenarios Students learn to apply their economic knowledge in case studies to develop sound managerial decisions.


The lecture starts with an analysis of the monopolistic structures in infor-mation technology markets. Here the cases of Microsoft, Google and others are discussed and reflected. Based on these first insights into the rele-vance of market power, the lecture will deal with the standard approaches in microeconomics to provide students with the knowledge of market pro-cesses and relevant variables. Here the distinction between perfect and im-perfect markets and the modifications based on behavioral economics will be stressed in particular. The Euro crisis and its implications build the starting point for the discus-sion of key macroeconomic approaches. The relevant relations in the aggre-gate goods market, the money and the labor market are analysed from a Keynesian and a neo-classical perspective which enables students to un-derstand the importance of the (in)stability of markets for economic policy and its implications for companies in closed and open economies. Further-more, the long run development of economies based on technological change and innovation is analysed. 1. Case 1: The Success of Google, Apple and Microsoft 2. The Determinants of Demand and Supply 3. The Economics of Perfect Markets 4. The Economics of Imperfect Markets 5. Introduction to Behaviourial economics 6. Case 2: The Euro Crisis 7. Aggregate Demand and Aggregate Supply 8. The Economics of the Labor Market 9. Money and Inflation 10. Economic Fluctuations and Economic Policy 11. International Trade and Currency Markets 11. The Determinants of Innovation and Growth


Seminaristic Style


Basic: - Mankiw, N. Gregory / Taylor, Mark P. (2017): Economics, 4th ed., Ando-

ver: Cengage Learning EMEA.


Part-Time


Further readings: − Aghion, P./ Howitt, P. (2009), Economics of Growth, Cambridge

(Mass.): MIT Press. − Blanchard, O. (2017), Macroeconomics: Global Edition, 7th. ed.,Lon-

don/New York: Pearson. − De Grauwe, Paul (2018), Economics of Monetary Union, 12th ed.,

Oxford: OUP. − Fagerberg, J., Mowery, D.C., Nelson, R.R. (2013/2005), The Oxford

Handbook of Innovation (reprint), Oxford: OUP. − Krugman, P., Obstfeld, M., Melitz, M. (2018), International Econom-

ics - Theory and Policy, 11th ed., Boston: Pearson Addison-Wesley. − Varian, Hal R. (2014): Intermediate Microeconomics. A Modern Ap-

proach, 9th ed., New York: W.W. Norton.

Additional reading will be made available in class.


Part-Time


3.3. Managerial & Financial Accounting


1x per semester


None


n.a.


Prof. Dr. Robert LoBue Building 17, Office 014, Tel.: 07121 271 6021 [email protected]

Lecturers names Prof. Dr. Robert LoBue Teaching language English Credits (ECTS) 7 Total workload and breakdown

210 h


KL (2h) / PA


7/90

Learning outcomes • Subject-specific competences - Key methods, formulas, and calculations for values in the financial

statements - Application of accounting standards, processes, and documenta-

tion - Financial inputs to planning and forecasting - Accounting systems for measurement and analysis of business

functional areas including revenues, costs and margins - Management Accounting models and techniques

• Professional competences - Accounting for decision making - Financial literacy and applications - Recognizing financial impacts of operational transactions and deci-

sions on financial results; - Critical management expectations and governance requirements of

the accounting function

• Social skills, key competences


Part-Time


- Integrative relationship of accounting process, reports, and values to business operations transactions, decisions, and obligations for team programs and projects

- Connecting accounting to market economics and business law to contribute to higher operational and strategic goals of the enter-prise

• Personal competences - Identifying relevant factors in decision-making - Anticipating financial impacts of plans and activities at all manage-

ment levels of the organization. Course-specific con-tribution to AoL learning objectives (LO 1-4)

LO 2 introduced: Students learn to compare and to apply the international principles of accounting and reflect upon similarities and differences of ac-counting standards in a variety of countries. LO 3 introduced. Corporate governance, transparency, and fairness are pre-sented and reflected upon as critical underlying principles for socially re-sponsibility and sustainable management practices. LO 4 introduced: Students are analysing basic methods of financial man-agement of companies by comparative analysis and learn to assess the fi-nancial impact of management decisions


- Accounting standards and process - Financial statement preparation and understanding - Cost behavior and revenue relationships - Management accounting for decision-making for pricing and opera-

tional decision-making and forecasting - Financial analysis and planning


Seminaristic style, tutorials, cases & exercises


− Harrison W. T., Horngren C. T., et al (2018), Financial Accounting, 11th global edition, Pearson.

− Horngren, C. T., Sundem, G. L., et al (2014), Introduction to Manage-ment Accounting, 16th global edition, Pearson.

− Exercises and explanations posted online in the RELAX course page − Other commonly-used financial and managerial textbook resources,

preferably in English


Part-Time


3.4. Marketing


1x per semester


Modules of the 1st study term


n.a.


Prof. Dr. Gerd Nufer

Lecturers names Prof. Dr. Gerd Nufer; Building 5, Office 108, Tel.: 07121 271 6011 [email protected] Prof. Dr. Marco Schmäh Building 5, Office 213A, Tel.: 07121 271 3018 [email protected]

Teaching language German/English Credits (ECTS) 6 Total workload and breakdown

180 h


abweichend von der SPO findet ein C / A statt


6/90

Learning outcomes The aim of the course is the acquisition of basic knowledge concerning the-ories and tools for marketing and the prevailing market mechanisms. The hands-on work in practical case studies enables the application and inten-sification of the theoretical marketing knowledge acquired.

• Subject-specific competences − The students learn market-focused thinking and acting to have the

capacity to develop markets. They learn to create/devise a market-ing strategy and to implement it by using marketing tools.

• Professional competences − The students are capable of establishing correlations and cross-

links between individual marketing tools and to classify these within the overall context of market-oriented corporate management.


Part-Time


• Social skills, key competences − Within the scope of dealing with and working on case studies in

groups, the students develop and enhance their social skills and advance their personality development. They acquire problem-solv-ing skills and decision-making capabilities, for self-management and autonomy along with the ability to work in a team.

• Personal competences − Students recognize the importance and necessity of marketing, are

capable of classifying these in the overall framework of business administration and of dealing with the resulting questions in a pro-fessional manner. They become competent dialog partners to spe-cialists in national and international marketing and are capable of professional communication with marketing managers and officers and of developing solutions for marketing issues or problems.


Students evaluate and summarize the key concepts of marketing and sales. Through a rigorous management approach, students will acquire the ability to understand and solve marketing and sales problems. Moreover, students are able to apply theoretical concepts to specific practical situa-tions. Students work in groups on case studies and present their working results.


Prof. Dr. Marco Schmäh: • Price/pricing policy • Place/sales management • Personality analysis Prof. Dr. Gerd Nufer: • Product/product policy • Promotion/communication policy • Brand management Both: • Selected special aspects • Case studies


Mixture of different teaching methods that alternate and address different learning types: Course in seminar style Preparation of concepts in small groups with final presentation of results

and discussion Miscellaneous If applicable, guest lecture

Indicative reading list

− Belz, Christian / Dannenberg, Holger / Redemann, Marcus / Wei-bel, Michael: Value Selling, Stuttgart 2016

− Homburg, Christian: Marketingmanagement. Strategie – Instru-mente – Umsetzung – Unternehmensführung, 6. Aufl., Wiesbaden 2017


Part-Time


− Kotler, Philip / Keller, Kevin Lane / Opresnik, Marc Oliver: Marke-ting-Management. Konzepte – Instrumente – Unternehmensfallstu-dien, 15. Aufl., München 2017

− Meffert, Heribert / Burmann, Christoph / Kirchgeorg, Manfred / Ei-senbeiß, Maik: Marketing. Grundlagen marktorientierter Unterneh-mensführung. Konzepte – Instrumente - Praxisbeispiele, 13. Aufl., Wiesbaden 2019

− Sander, Matthias: Marketing-Management. Märkte, Marktforschung und Marktbearbeitung, 2. Aufl., Stuttgart 2011


Part-Time


3.5. Entrepreneurship & Finance

Module No. M 5 Semester 2 Duration of module 4 weekends plus contact seminar Type of module Core Courses included in the module

Entrepreneurship Business Finance

How frequently is the module offered

1x per semester




n.a.

Responsible profes-sor/ Module coordinator

Prof. Dr. Dennis De Building 17, Office 123, Tel.: 07121 271 6009 [email protected]

Lecturers names Prof. Dr. Maud Schmiedeknecht; Prof. Dr. Rolf Daxhammer

Total number of ECTS-Credits

8

Total workload and breakdown

240 h

Learning outcomes of the module

Students learn to integrate business models and financial management to develop entrepreneurial activities.

Examination/ Type of assessment

PA / CA


8/90

3.5.1. Entrepreneurship

Course number/ Code

M 5.1

Type of course Core Lecturers name; contact details see ESB-website

Prof. Dr. Maud H. Schmiedeknecht Geb. 17, Raum 130, Tel.: 07121 271 3081 [email protected]

Teaching language English Credits (ECTS) 4 Contact hours 45 h, block lecture and contact seminar


Part-Time


Learning outcomes of the course

• Professional Competencies: Students gain the ability to assess and judge the feasibility and viability of existing and new business ideas. • Methodological Competencies: The students are capable of applying methods such as Design Thinking, an user oriented development approach. They are able to identify problems and find solutions by developing business models. •Social Competencies: The students develop and enhance their social skills and communication skills through intense work in teams. Thereby, they also acquire problem-solving skills and decision-making capabilities. • Personal Competencies: Students enhance entrepreneurial competencies by exercising problem- and solution-orientation.


• 3.1 … ‚ reflect upon the social responsibility of business development projects. They learn the concept of Social Entrepreneurship. Their business models are challenged regarding economic, ecological and social dimensions. – reinforced

• 4.1 … ,generate business ideas and develop business models in the context of a group project and presentation


Introduction to entrepreneurship Design Thinking Workshop Business Model Canvas Workshop Business Model Innovation Business Plan Pitch


Seminaristic and workshop style

Miscellaneous Students will present a pitch presentation and paper on business idea Indicative reading list

Blank & Dorf (2012): The Startup Owner's Manual: The Step-By-Step Guide for Building a Great Company Lewrick, Link & Leifer (2018): The Design Thinking Playbook: Mindful Digital Transformation of Teams, Products, Services, Businesses Gassmann, Frankenberger & Csik (2014): The Business Model Navigator: 55 Models That Will Revolutionise Your Business Osterwalder & Pigneur (2010): Business Model Generation: A Handbook for Visionaries, Game Changers, and Challengers Plattner (2010): Design Thinking: Understand – Improve – Apply Ries (2011): The Lean Startup


Part-Time


3.5.2. Business Finance

Course number/ Code

M 5.2


Prof. Dr. Rolf Daxhammer Building 17, Office 015, Tel.: 07121 271 3005 [email protected]

Teaching language German and English Credits (ECTS) 4 Contact hours 45 h, block lectures on weekends and contact seminar Learning outcomes of the course

• Subject-specific competences − understand and use the terminology for key finance instruments,

ratios and concepts; − evaluate the access to different financing instruments for different

types of companies; − calculate preemptive rights for capital increases; − calculate a company’s cost of capital and critically reflect on its

limitations; − compare different capital structure theories; − apply different valuation methods and understand their real-life

limitations; − use derivative instruments for FX hedging purposes; − identify the root causes of the financial crisis and discuss similari-

ties/differences with the Euro crisis • Professional competences

− Students will transfer basic principles of mathematics to the field of corporate finance.

− Students will learn how managerial decision are reflected in cash-flow requirements and how a company’s financial flexibility is lim-ited by macroeconomic conditions.

• Key and social competences − Students should gain a clear understanding of how neoclassical

models use assumptions, which may not mirror real life investors’ attitudes to ethics, risk or personal gain.

• Personal and practical competences: − During the lecture, students will learn how to develop complex ana-

lytical and mathematical issues in a seminar style interactive envi-ronment.

Course-specific con-tribution to AoL

LO 4 reinforced: Different sources of financing are compared based on the perspective of buyers and sellers of securities.


Part-Time


learning objectives (LO 1-4)

In written individual presentations students demonstrate that they can identify problems for companies which use financial markets as a source of financing; and they offer strategies how to solve these problems.


Finance and financial markets Internal and external sources of finance Equity Debt Derivatives Capital Budgeting


Lectures (seminar-style), student tutorials, guest speakers, workshops

Miscellaneous - Indicative reading list

Basic: − Zutter, C.J./Smart, S.B (2018): Principles of Managerial Finance;

Reading, MA − Gräfer, H./Schiller, B./Rösner, S. (2014): Finanzierung, Berlin − Further reading: − Brealey, R., Myers, S., Allen, F., (2017): Principles of Corporate Fi-

nance, Columbus − Eun, C., Resnick, B. (2012) International Financial Management,

New York − Perridon, L./Steiner, M./Rathgeber, A.W. (2017): Finanzwirtschaft

der Unternehmung; München


Part-Time


3.6. Leadership & Business Process


Leadership & Managing People Business Process


1x per semester


Modules of the 1st & 2nd study terms

Level Master Transferability of the module to other programmes

n.a.


Prof. Dr. Hermann Lassleben Building 5, Office 110, Tel.: 07121 271 6019 [email protected]

Lecturers names Dr. Roy Mouawad; Prof. Dr. Johanna Bath

Total number of ECTS

6


180 h


Students will gain an understanding of organizational management in terms of leading people and managing processes, as well as their interplay.

Students will become familiar with leadership theories, models, issues and challenges. They will be able to apply different approaches and develop their own leadership competences.

Students will acquire an enhanced understanding of the theoretical and practical aspects of business process management. They will be able to ap-ply methods to identify and analyse challenges and perspectives regarding sustainability issues in the supply chain.


CA (25% written exercise, 25% presentation, Roy Mouwad), PA (50%, Prof. Dr. Johanna Bath)


8/90


Part-Time


3.6.1. Leadership & Managing People

Course number/ Code

M 8.1


Dr. Roy Mouawad [email protected]

Lecturers names Dr. Roy Mouawad Teaching language English Credits (ECTS) 3 Contact hours 30 h in Block seminars on weekends + 15 hours online tutoring Learning outcomes of the course

This course examines theories and models of leadership and issues and challenges of people management in organizations. Environmental fac-tors, organizational objectives, company culture, and individual and group ethical standards are examined to incorporate situational deter-minants of leadership effectiveness. The course provides a framework on what “leadership” entails, along with developing an understanding for the skills and knowledge to address leadership opportunities and challenges. Students’ ability to understand and apply diverse ap-proaches to the leadership in organizations is emphasized by readings, case analyses, role-plays, and in-class exercises. Emphasis is on build-ing a sound grasp of good practice, and on developing the ability to ap-ply such knowledge to actual business problems. After the course, stu-dents will have: • gained in-depth knowledge on the topic of leadership • learned practical tools and methods of leadership that will apply to

a variety of organizational structures • become aware of how leadership topics apply to work settings • gained insight about own personality, skills, values, beliefs, and eth-

ics as they relate to leading others • acquired an understanding of power, influence, change, culture,

emotions, and team contexts as related to leadership • developed experience in discussion and debate on leadership topics • developed a personal philosophy of leadership and people manage-

ment

Course-specific contribution to AoL learning objectives (LO 1-4)

LG1: As the course is conducted in English, students improve their com-mand of the English language through readings, discussions, presenta-tions, and debates on leadership theories and issues. LG2: Students work on cases that focus on international/intercultural is-sues, which require them to reflect upon the culture dependence of leaders’ and followers’ positions and expectations. LG3: Students discuss the social and ethical consequences of leader-ship. They will explore, through exercises and case studies, cross-cul-tural issues related to leadership ethics.

mailto:[email protected]


Part-Time


LG4: Students use tools such as the business model canvas to discuss the strategic role of people management in different types of organiza-tions.


Introduction 1. Introduction to leadership & people management: leadership de-

scribed 2. Leadership vision, purpose, motivation, and communication Leadership theories 3. Trait and skill-based approaches to leadership 4. Behavioral leadership theories 5. Situational leadership theories 6. Transactional and transformational leadership Values and authenticity: 7. Leadership styles, needs, and motivation 8. Leadership and ethics Teams, emotions, and culture: 9. Team leadership and shared vision 10. Emotional intelligence: Competencies for leaders in the 21st century 11. Culture and leadership (cultural intelligence) Strategy, performance, and learning: 12. Strategic people management 13. Leadership and learning organizations


Primarily case study based teaching with input presentations by the lec-turer. Cases need to be prepared before, during, and after class. Debates, discussions, role plays, and in-class exercises. For examination students will have to develop a final report on their own on an issue of leadership and/or people management taken out of their personal experience/context.

Miscellaneous Cases, presentations as well as additional reading material will be pro-vided on the course’s RELAX website.


− Bass, B. M. (1999). Two decades of research and development in transformational leadership. European journal of work and or-ganizational psychology, 8(1), 9-32.

− Boyatzis, R. E. (2008). Competencies in the 21st century. Jour-nal of management development, 27(1), 5-12.

− Brown, M. E., Treviño, L. K. (2006). Ethical leadership: A review and future directions. Leadership Quarterly,17, 595-616.


Part-Time


− Dulebohn, J. H., Bommer, W. H., Liden, R. C., Brouer, R. L., & Fer-ris, G. R. (2012). A meta-analysis of antecedents and conse-quences of leader-member exchange: Integrating the past with an eye toward the future. Journal of management, 38(6), 1715-1759.

− Earley, P. C., & Mosakowski, E. (2004). Cultural intelligence. Har-vard Business Review, 82(10), 139-146.

− Gardner, W. L., Cogliser, C. C., Davis, K. M., & Dickens, M. P. (2011). Authentic leadership: A review of the literature and re-search agenda. The Leadership Quarterly, 22(6), 1120-1145.

− Goleman, D. (2004). What makes a leader? Harvard Business Review, 82(1), 82-91.

− Goleman, D., & Boyatzis, R. (2008). Social intelligence and the biology of leadership. Harvard business review, 86(9), 74-81.

− Hofstede, G. (2003). Culture's consequences: Comparing val-ues, behaviors, institutions and organizations across nations. Sage publications.

− Judge, T. A., & Piccolo, R. F. (2004). Transformational and trans-actional leadership: a meta-analytic test of their relative validity. Journal of applied psychology, 89(5), 755.

− Nahavandi, A. (2012). The Art and Science of Leadership (6th edition). Upper Saddle River, NJ: Pearson/Prentice Hall.

− Northouse, P. G. (2016). Leadership: Theory and Practice (7th ed.). Thousand Oaks, CA: Sage Publications, Inc.

− Parris, D. L., & Peachey, J. W. (2013). A systematic literature re-view of servant leadership theory in organizational contexts. Journal of business ethics, 113(3), 377-393.

− Thomas, D. C., Elron, E., Stahl, G., Ekelund, B. Z., Ravlin, E. C., Cerdin, J. L., & Maznevski, M. (2008). Cultural intelligence: Do-main and assessment. International Journal of Cross Cultural Management, 8(2), 123-143.

− Wang, G., Oh, I. S., Courtright, S. H., & Colbert, A. E. (2011). Transformational leadership and performance across criteria and levels: A meta-analytic review of 25 years of research. Group & Organization Management, 36(2), 223-270.

− Yukl, G. (2012). Leadership in Organizations (8th edition). Pear-son.

− Yukl, G. (2012). Effective leadership behavior: What we know and what questions need more attention. The Academy of Ma-nagement Perspectives, 26(4), 66-85.


Part-Time


3.6.2. Business Process

Course number/ Code

M 8.2


Prof. Dr. Johanna Bath

Teaching language English Credits (ECTS) 3 Contact hours In total 45 h, block lectures on weekends and contact seminar Learning outcomes of the course

• Professional competencies: • Understand the challenges for process management of modern

work environments • Get an overview of the process management principles and lean

management philosophy and see the improvement that can be achieved through process management

• Methodological competencies: • Transfer theoretical process management tools to real life appli-

cation • See how lean principles can help to improve process manage-

ment • Social competencies: • Critically discuss process management related topics and their

application in class with also a focus on ethical / legal conse-quences

• Improve communication and group collaboration by dedicated team work within an extensive simulation game

• Personal competencies: • Lectures and presentations are held in English to improve lan-

guage skills


LG1: As the course is conducted in English, students improve their com-mand of the English language through readings, discussions, presenta-tions, and debates on business process issues. LG3: Students reflect upon the potential ethical consequences of man-agement decisions – reinforced


1. Introduction to Business Process 2. Challenges for BP in modern working environments 3. Process Quality Management 4. Efficiency and Lean Management tools in BPM 5. Simulation game 6. Improvement Workshop 7. Implementation of improvements into game structure


Part-Time


8. Review and final presentations


Case Study by conducting a simulation game


• Staeff, Daniel, Schmeisser, Wilhelm: Lean Management, 2014, München, UVK Verlagsgesellschaft

• Mählck, Heiner, Sattler, Günter: Lean Management 24/5 Das Lean Praxisbuch als Erfolgskonzept, Sternenfels, Verlag Wissenschaft & Praxis

• Grote, Sven, Rüdiger, Goyk (Hrsg.): Führungsinstrumente aus dem Silicon Valley, 2018, Heidelberg, Springer


Part-Time


3.7. Strategy & Organisation


Strategic Management Organisational Behaviour


1x per semester


Modules of the 1st & 2nd study terms


n.a.


Prof. Dr. Julia Hormuth Building. 5, Room 116, Tel.: 07121 – 271 3075 [email protected]

Lecturers names Prof. Dr. Jan Oliver Schwarz Prof. Dr. Hazel Grünewald


8


240 h


Students will gain a deep understanding of strategic management and organizational behaviour concepts and processes in national and interna-tional companies. They will gain insights into real-world case studies from these fields and deepen their strategic analysis, problem-solving, motiva-tional, leadership, team-working and coaching competencies.


PA (50%, Prof. Dr. Jan Oliver Schwarz) / CA (50%, Prof. Dr. Hazel Grüne-wald)


8/90

3.7.1. Strategic Management

Course number/ Code

M 9.1


Prof. Dr. Jan Oliver Schwarz Building 5, Office 116, Tel.: 07121 271 3143 [email protected]


Part-Time


Teaching language Deutsch Credits (ECTS) 4 Contact hours 45 h Learning outcomes of the course

Various competencies are improved: • Subject-specific competences

- Knowledge of contemporary strategy theory, such as the market- based view and the resource-based view

- A clear understanding of the functions and limitations of central strategic management concepts

• Professional competences - Clearly distinguish between strategic and non-strategic problem

tasks - Problem-solving capabilities gained through a number of real-

world case studies - Strategic thinking skills - The practical execution of strategy tools that form part of a profes-

sional strategist’s skill set

• Social and key competencies: - The general ability to solve problems under uncertainty - The ability to communicate complex analyses and recommenda-

tions Course-specific con-tribution to AoL learning objectives (LO 1-4)

LG2: Students reflect upon the cultural context and its complexities when making decisions in a global business environment – reinforced LG3: Students reflect upon the potential ethical consequences of man-agement decisions – reinforced LG4: Students develop innovative solutions for entrepreneurial scenarios.


Strategy development

- Clarification of the strategy concept and process at different levels (corporate / business unit / functional)

- General strategy development logic and its translation into a strat-egy development process

- Strategic analysis tools (generic strategies, value disciplines, value chain, vertical integration, etc.)

- Generation and evaluation of strategic options

Strategic choices

- Options to reach strategic goals

- Corporate and business level

- Innovation, internationalization, M&A

Strategy in action

- Options for implementing strategies: process, organization, change

- Critical links between strategies and leadership in the execution context


Part-Time


Strategic thinking

- Understanding how strategic thinking is crucial for the implementa-tion of strategy


Seminaristic style


References − Johnson, G., Scholes, K. & Whittington, R., (2017). Exploring Corpo-

rate Strategy. Essex: Pearson Education. − Krupp, S., & Schoemaker, P. J. H. (2014). Winning the Long Game:

How Strategic Leaders Shape the Future. New York: Public Affairs. − Porter, M.E. (1985): Competitive advantage. Creating and sustain-

ing superior performance. New York: The Free Press. − Schoemaker, Paul J. H. 2002. Profiting from Uncertainty: Strategies

for Succeeding No Matter What the Future Brings. New York: Free Press.


Part-Time


3.7.2. Organisational Behaviour

Course number/ Code

M 9.2


Prof. Dr. Hazel Grünewald Building 17, Office 005, Tel.: 07121 271 3074 [email protected] Ursula Wiehl-Schlenker [email protected]

Teaching language English Credits (ECTS) 4 Contact hours In total 45 h, block lectures on weekends and contact seminar Learning outcomes of the course

After successful completion of this course the students should have gained the following knowledge and developed the following competencies: • Professional competencies:

understanding of key concepts, models and practices within the field of organisational behaviour such as personality, motivation, team dynam-ics and effectiveness, decision-making, organisational design, culture and change; appreciation of how theories can be translated into practi-cal applications.

• Methodological competencies: competence to develop and answer a specific research question, to prepare a paper and a presentation according to scientific standards. The ability to be able to stand back and view complex situations in per-spective and to think critically about organisations and what happens in them.

• Social competencies: presentation and teamwork skills (through group work and group presentations).

• Personal competencies: awareness of the own skills in realising an academic project; compe-tence to evaluate other student’s academic projects and presentations.


LO1.1: During the course students work in international student groups on several business cases and develop presentations and/or short written re-ports in English. LO 2.1: Students work in international teams. They focus on challenges of managing organisational behaviours in an international context. Additio-nally, students learn how to assess (national or organisational) culture as well as the challenges culture poses. LO3.1: Ethical aspects of several OB topics will be discussed, e.g. ethical aspects when motivating or leading people, ethical aspects of diversity ma-nagement. Students will learn to identify ethical problems in business


Part-Time


cases and will determine appropriate theories/approaches to tackle a spe-cific challenge. Students will reflect and become aware of the positive and negative consequences of their decisions. LO4.1: Students will have tools to develop innovative solutions for entrepre-neurial scenarios. Finally students will be aware of the legal, economic and ethical consequences of their decisions.


PART I: The world of organisational behaviour Foundations of organisational behaviour PART II: Individual Process Understanding people at work

• Personality dynamics • Values • Perception and learning • Emotions, attitudes and stress • Coaching

o What is Coaching? (coaching vs. mentoring / consulting) o Different types of coaching o Systemic business coaching o Tools & coaching questions

Motivation and job satisfaction • Content and process theories • Reinforcement theories • Designing a motivating work environment

Part III: Group and social processes • Managing demographic and cultural diversity • Managing groups and teams, team dynamics • Trust

Part IV: Organisational processes and dynamics • Organisational culture


Lectures with discussions, case studies, videos, research, group discussions, self-inventories, simulations.

Miscellaneous --- Indicative reading list

− Buelens, Marc.; Sinding, Knud; Waldstrǿm, Christian et al. (2011): Organisational Behaviour. 4th Edition. Berkshire: McGraw-Hill Higher Education.

− Gerrig, Richard J., Zimbardo, Philip, Svartal, Frode et al. (2012): Psychology & Life. 18th Edition. European Adaptation Edition. Har-low: Pearson

− Phillips, Jean M. and Stanley M. Gulley. (2014). Organizational Be-havior: Tools for Success. 2nd edition. Mason, OH: South-Western Cengage Learning.

− Robbins, Stephen P.; Campbell, Timvothy; Judge, Timothy A. (2013): Organizational Behavior. 15th Edition. Upper Saddle River: Pearson.


Part-Time


3.8. Law & Business Development


International Business Law Business Development


1x per semester


Modules of the 1st, 2nd & 3rd study semesters


n.a.


Prof. Dr. Markus Conrads Building 17, Office 128, Tel.: 07121 271 3080 [email protected]

Lecturers names Prof. Dr. Jürgen Schulze; Prof. Dr. Konstantin Kostin


8


240 h


Students learn about the legal framework of business development and are able to make decisions to promote continuous innovation in a global busi-ness environment.


KL(2h) / PA


8/90

3.8.1. International Business Law

Course number/ Code

M 12.1


Prof. Dr. Jürgen Schulze Building 5, Raum 222A, Tel.: 07121 271 3003 [email protected]

Teaching language German Credits (ECTS) 4


Part-Time


Contact hours Block lectures on weekends 45 h Learning outcomes of the course

Die Studierenden sollen - die wichtigsten Regeln des Wirtschaftsprivatrechts kennen und ler-

nen, wie sie in ihrer Berufspraxis anzuwenden sind;

- ein Gespür dafür bekommen, in welchen Fällen es angezeigt ist, ju-ristische Fachleute einzuschalten.


Students reflect upon the potential ethical consequences of management decisions. Ethical awareness is reinforced by solving a case study dealing with general questions of compensation. The students shall reflect whether the traditional ways of compensating damages are sufficient and how they can make sure that their contract partners perform their contractual obliga-tions in an ethical way.


- Grundlagen des deutschen Wirtschaftsprivatrechts

- Vertragsrecht

- Handels- und Gesellschaftsrecht

- Arbeitsrecht

- Wirtschaftsstrafrecht

- Übungen und Übersichten Teaching and learning methods

Seminaristic style

Miscellaneous Vorlesung, Fallstudien, Gruppenarbeiten, E-Learning Indicative reading list

- NWB-Textausgabe: „Wichtige Gesetze des Wirtschaftsprivatrechts“ - Vorlesungsunterlagen - Führich, Ernst: Wirtschaftsprivatrecht, Verlag Vahlen - Wörlen/Kokemoor: Arbeitsrecht, Verlag Vahlen - weitere Literaturempfehlungen erfolgen in der Veranstaltung

3.8.2. Business Development

Course number/ Code

M 12.2


Prof. Dr. Konstantin Kostin [email protected] [email protected]

Teaching language English Credits (ECTS) 4 Contact hours 45 h Learning outcomes of the course

In today’s highly competitive world there is a limit to the opportunities that companies can take up. Modern companies can’t solve problems by using the same kind of thinking they initially used when problems were created. There is no standard road to building a successful enterprise, no cookbook


Part-Time


of guaranteed success. But learning the guiding principles makes the suc-cess much more likely. Principles of success and causes of failure when starting and developing a company will be addressed and evaluated. Busi-ness model development according to lean start-up will be discussed. Partic-ipants learn to differentiate between the challenges corporate development poses on the organisation’s ability to optimise efficiency and outcome on the one hand and its ability to react to change in a flexible manner on the other. The new framework based on the human psychology for understanding and predicting economic outcomes will be presented and discussed. The course focusses on strategies and methods for companies to develop successfully and earn the returns above the opportunity cost of capital for the shareholders. Participants will be able to judge the effect of change and especially disruptive technologies and scenarios on the organisational struc-ture of corporations and the interaction of their employees. By the end of the course students will learn how to build and sustain a thriving organization. After the successful completion of the course students should have devel-oped the following competences

• Professional competences: ability to identify and differentiate efficiency and outcome related success factors for internation-ally active companies;

• Methodological competences: ability to evaluate operational and motivational effects of organisational structures and busi-ness models;

• Social competence: improve awareness of social responsibility towards customers and employees, improve the ability to com-municate and lead small disparate teams they work in.

• Personal competence: improve the ability to reflect on oneself, develop the ability to lead and motivate teams, develop the ability to think and act proactively as well as customer ori-ented


Contribution to Learning Goal 3 and 4 by solving reals cases and by devel-oping future-oriented solutions


Disruptive developments. Objectives of business development. Internal and external reach of business development. Changing the mindset: introducing the «4 whales of success». Business model development according to lean start-up. The new framework based on the human psychology for understanding and predicting economic outcomes. Organisational structures of product, process and service-oriented business models. The multidimensional nature of demand: a conceptual framework for com-panies to exploit it efficiently. Methods, barriers and implementation of business development.


Seminaristic style


Part-Time


Miscellaneous Vignettes/short case studies as well as a number of examples of real com-panies making decisions which draw on the models, concepts and ideas of successful business development are incorporated into the study process, i.e. individual activity, team work and working on solving the cases is ex-pected from the students.


Besides that indicative: − The definitive management ideas of the year from Harvard Busi-

ness Review (2019). Harvard Business School Publishing Corpora-tion.

− Galbraith, J.R, (2014): Designing Organisations: Strategy, Structure and Process at the Business Unit and Enterprise Levels, Jossey-Bass

− Ries, E. (2011): The Lean Startup: How Constant Innovation Creates Radically Successful Businesses, Portfolio Penguin.


Part-Time


3.9. Digital Business Supply


M 13.1 Digital Business Strategy M 13.2 Logistics & Supply Chain Management


1x per semester


Modules of the 1st, 2nd & 3rd study semesters


n.a.


Prof. Dr. Rainer Kämpf Building 5, Office 207, Tel.: 07121 271 3004 [email protected]

Lecturers names Prof. Dr. Martin Mocker; Prof. Dr. Rainer Kämpf


8


240 h


Students are expected to understand the ambiguity and complexity of de-fining and executing strategy in an increasingly digitizing world. They will be able to identify the key decisions driving long-term firm performance in a digital economy and understand how these decisions influence why some firms are more successful than others while still others fail.

Students are introduced to key concepts, methods and processes in Logis-tics and international Supply Chain Management and will learn the impact of Digitization to design, planning and operation of logistical systems and networks.


PA / CA


8/90


Part-Time


3.9.1. Digital Business Strategy

Course number/ Code

M 13.1


Prof. Dr. Martin Mocker

Teaching language English Credits (ECTS) 4 Contact hours 45 h, block lectures on weekends and contact seminar Learning outcomes of the course

Upon completion of this course, participants will have developed the follow-ing competencies: • Professional/subject-specific competencies:

Students are expected to understand the ambiguity and complexity of defining and executing strategy in an increasingly digitizing world. They will be able to identify the key decisions driving long-term firm perfor-mance in a digital economy and understand how these decisions influ-ence why some firms are more successful than others while still others fail. Specifically, this course will help students to − Understand the sources of competitive advantage in a digital world − Understand business model choices in a digital world especially

with regards to multi-sided platforms (such as Amazon Market-place, LinkedIn, Airbnb, etc.)

− Understand the organizational capabilities needed to execute a dig-ital business strategy

− Understand how large, established companies transform to deliver on their digital strategy

• Methodological competencies: the capability to deal with complex, ambiguous situations by break-ing problems down into parts, analyse the parts critically, weigh op-posing arguments, present a synthesis and debate a decision in class as well as staying open to enhance or change decisions.

• Social competencies: Use feedback to improve their written and oral communication skills, their ability to work in teams, as well as de-fend their argu-ments in a discussion.

• Personal competencies: Deal with ambiguous situations that do not have a definite “right or wrong” answer.


LO1 is reinforced through using English as the course language. LO4 is reinforced as the evaluated deliverables require analysing strategic business challenges in the digital age faced by actual companies and for-mulating how these can be solved with strategic management tools and frameworks.


Part-Time



1. Motivation: why digital matters for MBAs 2. Digital Business Strategy: sources of competitive advantage 3. Digital Business Models: how to make money in the digital age 4. Digital Innovation: what digital strategy is built of 5. The Dark Side of Digital Innovation: how to manage complexity 6. Digital Transformation: architecting for the digital strategy execution


Discussion of cases (i.e. the narrative of a business manager facing a diffi-cult problem that will be discussed in class); lectures; students also work in groups and are assigned projects.

Miscellaneous Exmination type is CA for this course. Indicative reading list

References and access to supplemental readings, videos, cases are pro-vided during lectures. Key readings include:

− Ross, J. W.; Beath, C. M.; Mocker, M.: Designed for Digital: How to Architect Your Business for Sustained Success. MIT Press (2019, forthcoming).

− Weill, P. and Woerner, S.L., 2013. Optimizing your digital business model. MIT Sloan Management Review, 54(3)

− Van Alstyne, M.W., Parker, G.G. and Choudary, S.P., 2016. Pipe-lines, Platforms, and the New Rules of Strategy. Harvard Business Review, 94(4)

− Hagiu, A., 2014. Strategic decisions for multisided platforms. MIT Sloan Management Review, 55(2)

− Mocker, M. and Ross, J.W., 2017. The Problem with Product Prolif-eration. Harvard Business Review, 95 (3).

− Mocker, M., Weill, P. and Woerner, S.L., 2014. Revisiting Complexity in the Digital Age. MIT Sloan Management Review, 55(4)

− Mocker, M.; Ross. J., Hopkins, C.: How USAA Architected its Busi-ness for Life Event Integration. MIS Quarterly Executive, 14 (2015) 4, pp. 137-150.

− Mocker, M.; Ross, J.W.: Transforming Royal Philips to Reinvent Healthcare in the Digital Age. MIT Sloan Center for Information Sys-tems Research, Working Paper No. 425, December 2017

− Mocker, M.; Fonstad, N.O.: How AUDI AG Is Driving Toward the Shar-ing Economy. MIS Quarterly Executive, 16 (2017) 4, pp. 279-293.


Part-Time


3.9.2. Logistics & Supply Chain Management

Course number/ Code

M 13.2


Prof. Dr. Rainer Kämpf Building 5, Office 207, Tel.: 07121 271 3004 [email protected]

Teaching language German Credits (ECTS) 4 Contact hours

Block lectures on weekends


Students are introduced to key concepts, methods and processes in Lo-gistics and international Supply Chain Management in an increasingly dig-itizing world. The course further develop supply chain theories and strate-gies. In particular, after having studied supply chain at a strategic level, students will cover common operational practices in managing the key processes of the supply chain. The course will focus on decision making drivers in outsourcing, purchasing organization and centralization, part-nership management in the supply chain, basic operations management practices, inventory management and logistics, forecasting, planning and control principles. This course prepares for managing advanced SCM issues in a globally act-ing company • Professional/subject-specific competencies:

Students are expected to understand the ambiguity and complexity of Logistics and SCM. They will know concepts and methods to design, an-alyse and plan Supply Chain Networks and be able to identify main is-sues, requirements and dependencies concerning processes, organiza-tion and Information flow in international Logistics.

• Methodological competencies: the capability to deal with complex, ambiguous situations by breaking problems down into parts, analyse the parts critically, weigh opposing arguments, present a synthesis and debate a decision in class as well as staying open to enhance or change decisions.

• Social competencies: Use feedback to improve their written and oral communication skills, their ability to work in teams, as well as defend their arguments in a dis-cussion.


LO2 is reinforced as this course relies on intercultural teams to work on a team presentation together, hence fostering the awareness for intercultural challenges and opportunities and allowing students to apply previous learned techniques on intercultural issues. LO3 is reinforced as Students analyse cases in the area of logistics and SCM on the background of responsibility for ecology and sustainability


Logistics: Logistics deals with the distribution and delivery of products to the right


Part-Time


customers at the right time in the right place at the right cost. This is a crucial element of Supply Chain Management in order to meet customer requirements. In order to deliver products to the customers it is neces-sary to design the distribution network, to assess the transportation modes, and to manage all the distribution flows. Designing the distribu-tion network means deciding the number of distribution levels, the num-ber of warehouses for each level and their positioning, according to de-mand patterns and geographical constraints. Transportation might be either by road, rail, water, or air: every mode has different costs and performance levels. Finally, once designed the overall logistics infrastructure, managing the distribution flows means running monthly, weekly and daily the goods flows and the inventories along the distribution network in order to match customers demand and expectations. Supply Chain Management: Companies and their supply chains are operating in a global and com-plex environment. That means procuring, producing, selling and distrib-uting worldwide. For this reason companies need to develop the right ca-pabilities in order to select and manage the right sources from all over the world, taking into consideration cost opportunities, exclusive-ness, local and country-specific factors, innovation etc. Moreover, companies must design their production network in order to in-crease their own competitiveness. Finally, selling and distributing products worldwide requires a great market knowledge; different markets and cul-tural environments need to be addressed with different strategies, and products need to be delivered accordingly. All this elements need to be carefully considered within a global company that procures, produces, and distributes in all over the world. Syllabus:

• Basic elements, processes an organizational aspects of Logistics • Design, planning and implementation of Supply Chains • Concepts and methods of Supply Chain Management (SCM)


lectures; discussion of cases; students work in teams.

Miscellaneous Examination type is CA for this course. Indicative reading list

References and access to supplemental readings, videos, and cases are provided during lectures. Key readings include:

− Tempelmeier, H.; Günther, H.-O. (2016): Produktion und Logistik – Supply Chain und Operations Management,

− Kummer, S.; Grün, O.; Jammernegg, W. (2013): Grundzüge der Be-schaffung, Produktion und Logistik, Pearson Deutschland, Mün-chen.

− Bousonville, T. (2017): Logistik 4.0 – Die digitale Transformation der Wertschöpfungskette, Springer Fachmedien, Wiesbaden.

− Arnold,D.; Isermann,H.; Kuhn A.; Tempelmeier, H.; Furmanns, K. (2008): Handbuch Logistik, Springer, Berlin.


Part-Time


− Chopra, S.; Meindl, P. (2007): Supply Chain Management – Strat-egy, Planning and Operation, Prentice Hall, Upper Saddle River.


Part-Time


3.10. Master Thesis

Module No./ Code M 14 Semester 5 Duration of module Max. 5 months Type of module Core How frequently is the module offered

Continuous


Successful completion of 45 ECTS credits acquired in semester 1, 2 and 3


-


First supervisor: a professor at Reutlingen University, preferably a profes-sor at ESB Business School Second supervisor: a professor at Reutlingen University or a company rep-resentative who must be approved by the MBA examination board

Lecturers names (contact details see ESB-website)

Depending on the topic (zentraler Ansprechpartner möglich)

Teaching language Thesis can be written in German or English. Credits (ECTS) 15 Total workload and breakdown

450 h

Contact hours

-


Independent grading by two supervisors. Minimum grade is 4.0. The thesis is written in German or English and is to be written in semester 5. Ist scope corresponds to 15 ECTS credit points. The thesis has to be submit-ted within 5 months.


15/90

Learning outcomes As part of the preparation of the Master's thesis, the candidate should demonstrate the ability to produce a scientific work at the master's level. The subject of the thesis is the independent analysis of a subject-immanent question with the help of scientific methods within a given period of time as well as the elaboration of proposed solutions and suggestions for further scientific investigations of related questions. At the same time, the candidate should be able to assess the scientific and practical relevance of the topic and to select and apply the relevant analy-sis methods.


Students develop solutions for business related issues and show how busi-ness objectives can be achieved practically – assessed: Master Thesis


Part-Time



Structured, scientific elaboration of a subject-defined topic in the field of general management based on the knowledge and competences acquired in the study programme. This includes the development of a practice-ori-ented research question and a scientific treatment of the topic in coordina-tion with the supervisors. Content and methods vary depending on the task. The choice of methods must be undergirded. As a rule, the Master Thesis is written in cooperation with a company. Ex-ceptions to this are to be discussed with the responsible professor.


As far as content and methods of the Master's thesis are concerned, the students are supervised by a professor and, if applicable, by a company representative. The supervision includes in particular the reflection of the structure and the methods used. The thesis demonstrates the student’s problem solving skills. The process of writing and development of argumentation as well as the drawing of con-clusions is done independently.

Miscellaneous n.a. Indicative reading list

Depending on individual topic.


Part-Time


Vertiefungsmodule/Electives 3.11. Marketing below the line – innovatives Marketing

Module No./ Code VM 5 Semester 3

Duration of module 2 weekends plus contact seminar Type of module Elective


1x per semester



Level Master

Transferability of the module

n.a.


Prof. Dr. Gerd Nufer


Prof. Dr. Gerd Nufer Building 5, Office 108, Tel.: 07121 271 6011 [email protected]

Teaching language German

Credits (ECTS) 3


90


CA (consisting of active participation in class, team work and individual presentations – a split will be provided at the beginning of the course)


3/90

Learning outcomes The objective of the course is to expand marketing skills with approaches derived from marketing below the line. The theoretical skills/knowledge ac-quired are intensified through work on practice-based case studies. In addi-tion, participants prepare an academic presentation on an innovative sub-ject. • Subject-specific competences:

Participants are capable of establishing correlations and cross-links be-tween individual marketing tools and classifying these within the overall framework or context of market-oriented corporate management.

• Professional competences: Participants learn to devise a communication strategy and to implement it by using communication tools.


Part-Time


• Social skills, key competences: Within the scope of the individual assignments, students advance their personal development and learn social skills. They acquire problem-solv-ing skills and decision-making capabilities, for self-management and au-tonomy.

• Personal competences: After taking the course, participants should be capable of assuming pro-fessional responsibility in marketing management.


LO 2: Focusing on a global dimension contributes to intercultural compe-tence: Students reflect upon the cultural context and its complexities when making decisions in a global business environment. LO 3: Students review each other´s presentations and provide peer feed-back. If the discussion has an ethical dilemma, the lecturer will use it as an opportunity for an ethical discussion. Thus, students learn to handle these kinds of challenges.


Deepening of marketing knowledge, broadening by new, innovative topics, especially of marketing communications. Current topics from the following areas are covered: advertising, branding, marketing communications below the line, guerrilla marketing, ambush marketing, social media marketing, international marketing, sports market-ing/management. The focus of the seminar may vary from semester to semester.


A variety of alternating teaching methods are used, thus appealing to dif-ferent learning styles: • Seminar-style course lectures • Development/elaboration of concepts in small groups with a final presen-

tation of results and discussion • Individual academic working

Miscellaneous If applicable guest lecture Indicative reading list

− Belch, George E. / Belch, Michael A.: Advertising and Promotion. An Integrated Marketing Communications Perspective, 10th ed., Bos-ton 2014

− Bruhn, Manfred: Integrierte Unternehmens- und Markenkommuni-kation. Strategische Planung und operative Umsetzung, 6. Aufl., Stuttgart 2014

− Lachmann, Ulrich: Wahrnehmung und Gestaltung von Werbung, 3. Aufl., Hamburg 2004

− Levinson, Jay Conrad: Guerilla Marketing des 21. Jahrhunderts. Cle-ver werben mit jedem Budget, 3. Aufl., Frankfurt/New York 2018

− Nufer, Gerd: Ambush Marketing im Sport. Grundlagen – Best Pra-cice – Evaluation, 2. Aufl., Berlin 2018

− Nufer, Gerd / Bühler, André: Event-Marketing in Sport und Kultur. Konzepte – Fallbeispiele – Trends, Berlin 2015


Part-Time


− Nufer, Gerd / Bühler, André (Hrsg.): Management im Sport. Be-triebswirtschaftliche Grundlagen und Anwendungen der modernen Sportökonomie, 3. Aufl., Berlin 2012

− Nufer, Gerd / Bühler, André (Hrsg.): Marketing im Sport. Grundlagen und Trends des modernen Sportmarketing, 3. Aufl., Berlin 2013


Part-Time


3.12. Strategieimplementierung

Module No./ Code VM 6 Semester 3

Duration of module 2 weekends plus contact seminar or 3 days block seminar plus contact seminar

Type of module Elective How frequently is the module offered

1x per semester


Modules of the 1st & 2nd semester


n.a.


Prof. Dr. Carmen A. Finckh


Prof. Dr. Carmen A. Finckh Building 17, Office 130, Tel.: 07121 271 6018 or 0175 – 20 60 333 [email protected]



90




3/90

Learning outcomes • Fachliche Kompetenzen Gesamtüberblick über den Strategieprozess gewinnen Fähigkeit einen Implementierungsprozess zu entwerfen bzw. zu über-prüfen und ggf. zu optimieren Herausforderungen in der Strategieimplementierung und im Change Management erkennen. Erweiterung der Methoden- und Prozesskom-petenz in Veränderungsprozessen. Verschiedene Ansätzen zur Strategieimplementierung (Bspw. Systemic Constellation, Theorie U, Hoshin Kanri) kennenlernen, erproben und kri-tisch reflektieren.

• Fachübergreifende Kompetenzen, Berufsbefähigung


Part-Time


Veränderungskompetenzen sind in jeder Managementfunktion erfor-derlich. Systemisches Organisationsverständnis vertiefen und Sys-temprinzipien reflektieren.

• Soziale Kompetenzen, Schlüsselkompetenzen Veränderungswiderstände erkennen und kompetent damit umgehen lernen Selbstmanagement und -organisation sowie Zusammenarbeit in diver-sen Projektteams

• Persönliche Kompetenzen Eigene Lern- und Veränderungsprozesse reflektieren; Verhalten als Ma-nager im Veränderungsprozess erproben, reflektieren und verändern


LO 2: Focusing on a global dimension contributes to intercultural compe-tence: Students reflect upon the cultural context and its complexities when making decisions in a global business environment. LO 3: Students review each other´s presentations and provide peer feed-back. If the discussion has an ethical dilemma, the lecturer will use it as an opportunity for an ethical discussion. Thus, students learn to handle these kinds of challenges.


- Strategischer Managementprozess im Überblick - Herausforderungen in der Strategieimplementierung - Konzept für die Strategieimplementierung - Strategy Mapping, BSC und Strategic Action Planning - Strategie-fokussierte Organisation - Change Management in verschiedenen Kontexten - Erprobung innovativer Ansätze (Hoshin Kanri, Theorie U, Systemic

Constellation) Teaching and learning methods

Computergestütze Simulationen 1. Harvard Business School Delta/Signal Corp. 2. Harvard Business School Simulation Power and Influence

Experimente/Fallstudien; Vorlesungen Studium der Fachliteratur

Miscellaneous Fallweise werden Praxisvertreter zur Präsentation und Diskussion ausge-wählter Themen eingeladen.


Part-Time



Kaplan, R.S., Norton, D. P., The Strategy-Focused Organization: How Balanced Scorecard Companies Thrive in the New Business Environ-ment, Boston: Harvard Business School Press, United States of Amer-ica 2001.

Kaplan, R.S., Norton D.P., Strategy Map, Boston (Mass.), Boston: Har-vard Business School Press, United States of America 2004.

Kaplan, R.S., Norton D.P., Alignment. Using the Balanced Scorecard to create corporate synergies,, Boston (Mass.), Boston: Harvard Business School Press, United States of America 2006.

Kaplan, R.S., Norton D.P., The Execution Premium. Linking Strategy to Operations for Competitive Advantage, Harvard Business School Press, United States of America 2008.

Kolks, Uwe (1990): Strategieimplementierung. Ein anwenderorientier-tes Konzept. Wiesbaden: Dt. Univ.-Verl. (DUV).

Kotter, John P. (2010): Leading change: Boston, Mass.: Harvard Busi-ness School Press, 2010.

Lauer, Thomas (2014): Change Management. Grundlagen und Erfolgs-faktoren. 2. Aufl. 2014. Berlin, Heidelberg.

Raps, Andreas (2008): Erfolgsfaktoren der Strategieimplementierung. Konzeption, Instrumente und Fallbeispiele. 3rd ed.

Scharmer, Claus Otto; Senge, Peter M. (2009): Theory U. Leading from the future as it emerges: the social technology of presencing. 1st ed. San Francisco, Calif., London.

• Scharmer, Otto; Kaufer, Katrin (2013): Leading from the emerging fu-ture. From ego-system to eco-system economies. 1st ed. San Fran-cisco.

• Stolzenberg, Kerstin; Heberle, Krischan (2013): Change Management. Veränderungsprozesse erfolgreich gestalten - Mitarbeiter mobilisieren: Vision, Kommunikation, Beteiligung, Qualifizierung. 3., überarb. Aufl. 2013. Berlin, Heidelberg.


Part-Time


3.13. Financial Analysis for Managers

Module No./ Code VM 7 Semester 2/3

Duration of module 8 online seminars & 3 contact seminars Type of module Elective


1x per semester



Level Master


MBA-level elective


Prof. Dr. Robert LoBue


Prof. Dr. Robert LoBue Building 17, Office 014, Tel.: 07121 271 6021 [email protected]

Teaching language English Credits (ECTS) 3


90

Contact hours In total 45 h, online seminars and contact seminars Examination/ Type of assessment

SMM (group seminar paper/project)


3/90

Learning outcomes • Subject-specific competences This course gives managers the opportunity to attain greater familiarity and higher skills with financial tools and non-financial measures used by analysts inside and outside of the firm to evaluate management per-formance and value the firm.

• Professional competences Participants should be able to connect the core activities of groups, functions, departments, etc., including their own area of responsibility, to the (primarily financial) performance goals of the overall business en-tity or organization.

• Social skills, key competences Heightened competitive pressures and fast-changing political, ecologi-cal, social, and technological environment place great stresses on man-agers and their workers in balancing and fulfilling these financial and non-financial objectives.



Part-Time


• Personal competences Managers in today’s organizations are expected to understand how to add value to the firm through the activities and decisions they make every day.

This course is offered to fulfill elective requirements in general business management, controlling, and other related fields.


LO3: Students are introduced to the concepts of corporate governance and their role in validating the efficacy of the audited financial statements of business organizations, especially management’s responsibilities as agents of the shareholders and stakeholders in society. The analysis project relies on management-supplied information for transparency, and students are encouraged to search for independent analyses in public sources as well as rely on their own judgement in interpreting and verifying management’s dis-closures and actions. LO4: Throughout the lectures, discussions, case studies, and analysis ex-amples, analytical observations, tools, and methods are employed for third-party external analysis, or management internal analysis, of the financial results and prospects of business organizations. The required small team presentation and paper allows students to select a large public corporation to identify, analyse, critique and value as an investment.


The course tackles the theme of financial statement analysis, with a partic-ular emphasis on the impacts of management actions on the organization’s measured results. The implications of the results are connected further to the firm’s valuation, i.e. in financial markets. Management’s responsibility to provide a workplace environment conducive to fair representation of op-erational performance in the financial statements is also analysed. This is still further connected to management’s interaction with stakeholders in various roles and their responsibility in corporate governance. Students will be required to do some problem solving with the use of cases, and where possible their own company results and experiences. Through ex ante preparation and ex post rationalization, they should be able to under-stand and employ widely accepted financial analysis tools. At the end of the module, the students should be able to apply methods and models to iden-tify and analyse the most relevant financial performance measures for managing a firm. Trends in other non-financial measures required and ex-pected in today’s firms are also introduced.


Lecture with exercises and case studies


Primary − Jablonsky, S.F. & Barsky, N.P. (2001), The Manager’s Guide to

Financial Statement Analysis, 2nd edition, John Wiley & Sons. − Fridson, Martin S. & Alvarez, Fernando (2011), Financial Statement

Analysis: A Practitioner’s Guide and Financial Statement Analysis Workbook, 4th edition, John Wiley & Sons.

− Horngren C. T., Harrison, W. T., et .al. (2018), Financial Accounting, 11th global edition, Pearson.


Part-Time


Supplementary

− R.N. Anthony & V. Govindarajan, et.al. (2014), Management Control Systems, European edition, McGraw Hill.

− Merchant, K.A. & Van der Stede, W.A. (2017), Management Control Systems, 4th edition, Prentice Hall.

− Horngren C. T., et.al. (2014), Introduction to Management Accounting, 16th global edition, Pearson.

− http://cpaclass.com/fsa/ratio-01a-htm 3.14. Behavioral Finance

Module No./ Code VM 8 Semester 2/3

Duration of module 2 week-ends plus contact seminar Type of module Elective


1x per semester



Level Master


MBA-level elective


Prof. Dr. Rolf Daxhammer


Prof. Dr. Rolf Daxhammer Building 5, Office 213, Tel.: 07121 271 3005 [email protected]



90

Contact hours In total 45 h, block lectures (block week) and contact seminar Examination/ Type of assessment

SMM (seminar paper + presentation)


3/90

Learning outcomes • Subject-specific competences Students will learn why the concept of economic rationality has its limi-tations in Financial Markets. They will understand the limits of neoclas-sical financial models. They will perform investment analyses based on

http://cpaclass.com/fsa/ratio-01a-htm



Part-Time


a behavioral Prospect Theory approach. Students will be able explain phases of financial bubbles and list the most important ones.

• Professional competences Students will learn how to give Finance-based presentations in a pro-fessional environment and, at the end of the course, they will be able to understand the complex environment of financial decision making from a behavioral perspective.

• Key and social competences Students will refine their oral and written communication skills, im-prove their ability to work in teams under time pressure and give and receive feedback by fellow students in a structured manner.

• Personal and practical competences: Students will be involved in ongoing research projects like experiments and simulations. They will learn about research methodologies in a “hands on” fashion.


LG4: In groups of 2 students prepare research agendas which address the im-plications of introducing behavioral concepts into standard neoclassical financial theory. Thus they get a solid understanding for the limitations of some of the standard problem solving tools in investment management.


• Basics and Limits of rational Behavior in Financial Markets • Phases of and Examples for Speculative Bubbles • Information Processing and Decision Making from a behavioral Per-

spective • Applications of Behavioral Finance • Limitations of and Challenges for Behavioral Finance


Lectures: Interactive seminar-style lectures will create knowledge and un-der-standing by discussing relevant textbook chapters.

Cases/Exercises will make sure that students get ample exposure to apply-ing knowledge, making judgements and developing learning skills. The class will draw extensively on real life and close to real time cases or mar-ket developments.

Presentations will help students improve their communication skills both with a professional and an academic target audience in mind. Online discussions will help students to react to current market develop-ments in a very rapid manner to acquaint students with the speed of infor-mation processing in real financial markets.

Miscellaneous Online discussions 15-30%, external presentations/field trips 15-30% Indicative reading list

Basic: - Acker, L.F., Deaves, R. (2010): Behavioral Finance, Cengage, Mason - Daxhammer, R.J., Facsar, M. (2017): Behavioral Finance, 2nd edition,

UVK/Lucius, Konstanz


Part-Time


Further reading: - Daxhammer, R.J., Facsar, M. (2017): Spekulationsblasen – Den Turbu-

lenzen am Finanzmarkt auf der Spur, 2nd edition, UVK/Lucius, Kon-stanz

- Nofsinger, J.R. (2017): The Psychology of Investing, 6th edition, Routledge, London

3.15. Strategic Simulation

Module No./ Code VM 10 Semester 2/3 Duration of module 2 week-ends plus contact seminar Type of module Elective How frequently is the module offered

1x per semester


Modules of the 1st semester


MBA-level elective


Prof. Dr. Jan Oliver Schwarz

Lecturers name; contact details see ESB-website

Prof. Dr. Jan Oliver Schwarz Building 5, Office 116, Tel.: 07121 271 3143 [email protected]

Teaching language English Credits (ECTS) 3 Total workload and breakdown

90

Contact hours 45 h, block lectures on weekends and contact seminar Examination/ Type of assessment



3/90


• Subject-specific competences This course gives managers the opportunity to understand how the fu-ture dynamics of an industry and how the actions and reactions of com-petitors and future competitors can be assessed. Further, the course offers the opportunity to gain experience in designing and running a strategic simulation with the aim to stress-test strategies.


Part-Time


A strategic simulation (also referred to as business wargame) is a role-playing simulation of a dynamic business situation. Each team in the simulation is assigned to play a certain competitor in some sort of busi-ness situation. The typical strategic simulation lasts several rounds, each one representing a defined time period.

• Professional competences Participants should be able to apply their knowledge on strategy and strategy formulation. Further, participants gain knowledge on how to design a workshop format that engages management teams in the as-sessment of strategies.

• Social skills, key competences Firms are forced to formulate and execute strategies in dynamic and complex business environments, the course provides participants with an approach to deal with these pressures from a strategic perspective. Further, students will apply their team skills by developing results in dis-cussions in various team set-ups.

• Personal competences Managers in today’s organizations are required to include multiple per-spectives in making strategic decisions. The course supports in under-standing why multiple perspectives on the dynamics of an industry and its competitive dynamics are relevant and how these multiple perspec-tives can be achieved.


LO1: n/a LO2: The cultural context and its complexity are deliberately included in the strategic simulation and need to be considered when making decisions in regard to industry dynamics and competitor actions and reactions. LO3: Students learn how to behave in an ethical manner in regard to devel-oping strategies but also in interacting with customers and competitors. LO4: By reflecting on the complexity of changing business environments, the convergence of industries and the need to take the perspectives of competitors and consumers into account, participants further develop and strengthen their problem-solving competences.


1. Introduction to strategic simulations (also referred to as business war-gaming)

2. Relevance of the competitive dimension in formulating and executing strategy

3. Requisite variety: understanding why multiple perspectives are key to make sense of complex, uncertain and dynamic business environments

4. Design, execution and debrief of a strategic simulation 5. Strategic simulation on the basis of real case provided by a firm 6. Reflection


• Besides lectures on the theoretical background of strategic simulations, cases will be provided on strategic simulations

• The core of the course will be the design, execution and debrief on a strategic simulation


Part-Time


Miscellaneous The strategic simulation will be based on a real case provided by a firm which will describe its challenge in its industry going forward and senior ex-ecutives will discuss with the students their findings.


− Herman, M. L., Frost, M. D., & Kurz, R. (2009). Wargaming for Lea-ders: Strategic Decision Making from the Battlefield to the Boar-droom. New York: McGraw-Hill.

− Oriesek, D. F., & Schwarz, J. O. (2008). Business wargaming : Secu-ring corporate value. Aldershot: Gower.

− Schwarz, J. O. (2011). Ex-Ante Strategy Evaluation: The Case for Bu-siness Wargaming. Business Strategy Series, 12(3), 122–135.

− Schwarz, J. O. (2013). Business wargaming for teaching strategy making. Futures, 51, 59–66.

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