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Lernziele / Kompetenzen
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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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Veranstaltungen
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Media Business Opportunities
| Art |
Vorlesung |
| Nr. |
M+I508 |
| SWS |
2.0 |
| Lerninhalt |
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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| Literatur |
<p><span style="color: #000000;"><span style="font-family: 'Times New Roman'; font-size: medium;">•</span> <span style="font-family: 'Times New Roman'; font-size: medium;">Osterwalder, A. / Pigneur, Y.: Business model generation - a handbook for visionaries, game changers, and challengers, 2010.</span></span></p><p><span style="color: #000000;"><span style="font-family: 'Times New Roman'; font-size: medium;">•</span> <span style="font-size: medium;"><span style="font-family: 'Times New Roman';">Porter, M.E.: Competitive Strategies , 1980. In German: Wettbewerbsstrategien, 10. Aufl., 1999,</span></span></span></p><p><span style="color: #000000;"><span style="font-family: 'Times New Roman'; font-size: medium;">•</span> <span style="font-family: 'Times New Roman'; font-size: medium;">Kotler, P. / Keller, K. L.: Marketing Management, 15.ed, 2015.</span></span></p> |
Strategic Management
| Art |
Vorlesung |
| Nr. |
M+I440 |
| SWS |
2.0 |
| Lerninhalt |
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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| Literatur |
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
| Art |
Vorlesung |
| Nr. |
M+I441 |
| SWS |
2.0 |
| Lerninhalt |
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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| Literatur |
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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