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Learning target / Competences
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The students will acquire competences which are characterized by the following:
Learning Outcomes
- Exhibit memory of learned materials by recalling facts, terms, basic concepts and answers with regard to the topics of the module management skills.
- Demonstrate understanding of facts and ideas by organizing, comparing translating, interpreting, giving descriptions, and stating the main ideas with reference to the topics of the module management skills.
- Using acquired knowledge. Solve problems in new situations by applying acquired knowledge, facts, techniques and rules with regard to the topics of the module management skills.
- Examine and break information into parts by identifying motives and causes. Make inferences and find evidence to support generalizations with regard to the topics of the module management skills.
- Build a structure or pattern from diverse elements; it also refers the act of putting parts together to form new pattern or proposing alternative solutions with regard to the topics of the module management skills.
- Present and defend opinions by making judgements about information, validity of ideas or quality of work based on a set of criteria with reference to the topics of the
module management skills.
Competences
Acquire advanced management skills.
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Lectures
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Managing Complexity
| Type |
Lecture |
| Nr. |
M+V3032 |
| Hours per week |
2.0 |
| Content |
The course is designed to provide a fundamental basis for management and leadership in the information age. It will introduce a scientific and philosophical approach to management and explore the historical origins of an analytical methodology that allows profound insight into the behaviour of processes and systems. It will teach that management is prediction and provide an understanding of a methodology for transforming raw data into knowledge in order to secure a sound basis for future action. Case histories will demonstrate how the costly errors of inappropriate action and sub-optimisation can be avoided and how a scientific basis for continual improvement and sustainable competitiveness is achieved.
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| Literature |
- Spare, N.C.: Managing Complexity - A Compendium of Papers for a System of Knowledge; collection of selected papers
- Deming, W. Edwards: Out of the Crisis; Massachusetts Institute of Technology 1982 and 1986
- Deming, W. Edwards: The New Economics; Massachusetts Institute of Technology 1994/95
- Scholtes, Peter R.: The Leaders Handbook; McGraw-Hill 1988
- Neave, Henry R.: The Deming Dimension; SPC Press Inc. 1990
- Wheeler, Donald J.; Chambers, David S.: Understanding Statistical Process Control; SPC Press Inc. 1992
- Wheeler, Donald J.: Understanding Variation - The Key to Managing Chaos; SPC Press Inc. 1993
- Wheeler, Donald J.: Advanced Topics in Statistical Process Control; SPC Press Inc. 1995
- Spare, Noel C.: The Four Pillars of Wisdom - A System for 21st Century Management; pp. 63-68; in
Think Different - Collection of the English Papers in the December 2006 Revision of the Deming Homepage;
https://www.skgep.gov.ae/docs/default-source/Articles/article2.pdf
- same series of articles in German: http://public.fh-wolfenbuettel.de/~hamannm/umdrucke/demming_collect.pdf
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Media Business Opportunities
| Type |
Lecture |
| Nr. |
M+I508 |
| Hours per week |
2.0 |
| Content |
The students get to know and apply analysis tools to develop and evaluate new business models in the digital economy.
That comprises :
- Identifying promising real media startups (either based on a media content / industry: e.g. music, TV/audiovisual , news, literature, education OR digital business models, (media content not obligatory) like e.g. an online clothing shop or food catering platform)
- Understanding & applying the nine elements of the business model canvas (including a company’s value chain , being explained by ”core activities”)
- Assessing technology trends and their potential for the digital economy, focusing on media business models
- Analysing the economic drivers imposed by an industry’s five competitive forces, with a focus on the forces’ impact on a new media/digital business model
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| Literature |
• Osterwalder, A. / Pigneur, Y.: Business model generation - a handbook for visionaries, game changers, and challengers, 2010.
• Porter, M.E.: Competitive Strategies , 1980. In German: Wettbewerbsstrategien, 10. Aufl., 1999,
• Kotler, P. / Keller, K. L.: Marketing Management, 15.ed, 2015. |
Strategic Management
| Type |
Lecture |
| Nr. |
M+I440 |
| Hours per week |
2.0 |
| Content |
Content
Top 1: Designing a global strategy and organization
Learning objectives:
- LO1: define globalization; understand what a global firm is, and how it differs from a multinational company.
- LO2: identify the forces pushing toward globalization and identify the forces pushing for localization.
- LO3: position an industry or a business on the global/multi-local map.
- LO4: discuss the benefits and pitfalls of globalization.
- LO5: identify a global strategy by breaking down all its elements.
- LO6: describe a global business system.
- LO7: identify the sources of competitive advantage in a given company.
Top 2: Global strategic alliances, mergers and acquisitions
Learning objectives:
- LO1: identify a global alliance and M&A strategy.
- LO2: analyze the various fits among partners.
- LO3: structure an negotiation.
- LO4: anticipate potential issues and set up proper mechanism to solve them. LO5: explain the different mode of integration.
Top 3: Strategic Control and Corporate Governance
Learning objectives:
- LO1: understand the „tone at the top". LO2: ensuring informational control
- LO3: attaining be3havioral control
- LO4: understand the role of corporate governance
Top 4: Cross-cultural management
Learning objectives:
- LO1: understand the meaning of culture and the various layers of culture.
- LO2: identify the key characteristics of international cultural differences.
- LO3: explain the managerial issues related to international cultural differences.
- LO4: be aware of differences in ways of conducting business across cultures.
Top 5: Global human resources management
Learning objectives:
- LO1: understand and accept that people have different career expectations (from none to top management).
- LO2: understand the causes of success and failure of an expatriate policy.
- LO3: contribute to the definition of an expatriate policy.
- LO4: contribute to plans for developing local management. LO5: participate in the design of global training programmes.
Top 6: Global innovation
Learning objectives:
- LO1: understand the logic and the limitations of the international product life cycle.
- LO2: appreciate the different designs of global R&D networks.
- LO3: recognize the different management issues in the global management of R&D.
- LO4: discuss the issues of the international transfer of technology.
- LO5: understand knowledge management.
Top 7: Global operations
Learning objectives:
- LO1: understand the various factors contributing to the location decision.
- LO2: explain the different roles of international factories and service centres, and their evolution.
- LO3: evaluate the advantages and disadvantages of centralized versus decentralized purchasing.
- LO4: understand the role played by the Internet in the management of global operations.
Top 8: Global social responsibility
Learning objectives:
- LO1: understand the domain of corporate social responsibility.
- LO2: describe the causes and effects of corruption in business and the role that a global company can play in fighting corruption.
- LO3: participate in the formulation of environmentally friendly policies.
- LO4: appreciate the social responsibility of global firms in maintaining appropriate practices with regard to child labour, human rights and labour conditions.
Top 9: Konnichi-wa and Nihao: Doing business in Japan and China
Learning objectives:
- LO1: understand the Japanese way of doing business.
- LO2: understand the Chinese way of doing business.
- LO3: work out the differences between the two super powers.
Top 10: The ethical challenge of the firm
Learning objectives:
- LO1: understand the importance of business ethics in everday's life.
- LO2: learn to draw a line between acceptable and not acceptable business conduct.
- LO3: Be aware and alerted of certain incidences and practices that could damage your company.
- LO4: contribute to an ethical climate within your company.
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| Literature |
DesJardins, Joseph R./McCall, John J.: Contemporary Issues in Business Ethics; 6th Ed.; Cengage; Australia 2014.
Fraedrich, John et al.: Ethical Decision Making in Business, A Managerial Approach; 9th Ed.; Cengage; Australia 2013.
Grant, Robert M.; Contemporary Strategy Analysis; 8th Ed.; Wiley Chichester 2013
Lasserre, Philippe: Global Strategic Management; 3rd Ed.; Palgrave; New York 2012.
Rugman, Alan M./Collinson, Simon: International Business; 6th Ed.; Pearson; Harlow et al. 2012. |
Marketing
| Type |
Lecture |
| Nr. |
M+I441 |
| Hours per week |
2.0 |
| Content |
Marketing
Marketing management, strategic planning and marketing process.
Planning, execution and control of marketing programs.
Development of marketing-mix: product development, product-life-cycle strategies, price strategies,
product placement, distribution, communication, sales, promotion strategies.
International Marketing
The Scope and Challenge of International Marketing.
Selection of target markets: consumer markets, business to business.
Market segmentation.
Researching International Markets.
The International Political and Legal Environment.
Marketing Strategies
Business Customs and Practices in International Marketing.
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| Literature |
o Czinkota, M. R., Ronkainen, I. A. (2013), International Marketing, 10. Aufl., Stamford.
o Homburg, Ch., Kuester, S., Krohmer, H. (2013), Marketing Management, 2. Aufl., Maidenhead.
o Kotabe, M., Helsen, K. (2010), Global Marketing Management, 5. Aufl., Hoboken.
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