Master’s degree programme in International Management · 2019. 2. 6. · III. Modular Course –...

Hochschule Worms | Erenburgerstr. 19 | 67549 Worms Stand: October 2017

Valid: Winter term 18/19

Module guide

Master’s degree programme in

International Management

Hochschule Worms

Fachbereich Wirtschaftswissenschaften

Studiengang International Management M.A.

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Module guide

Content

General part ........................................................................................................................................... 3

I. General Study/ Qualification Aims ................................................................................................ 3

II. Admission Requirements .............................................................................................................. 4

III. Modular Course – Module Examinations ...................................................................................... 4

IV. Acquisition of Credit Points (ECTS) .............................................................................................. 4

Subject-specific Part ............................................................................................................................. 5

I. Generic Study Pattern/ Overview of Structure of higher Education Study .................................... 5

II. Module Descriptions ...................................................................................................................... 7

1 Economics .................................................................................................................................... 7

2 Management Accounting ............................................................................................................ 10

3 Quantitative Methods and Scientific Theory ............................................................................... 12

4 Leadership .................................................................................................................................. 15

5 Organisational Transformation ................................................................................................... 17

6 International Marketing ............................................................................................................... 20

7 Retail Marketing .......................................................................................................................... 25

8 International Sales-Management ............................................................................................... 28

9 Financial Accounting .................................................................................................................. 32

10 Financial Management ............................................................................................................. 35

11 International Controlling ............................................................................................................ 37

12 General Management of Distribution Orientated Value Chains ............................................... 40

13 Total Supply Chain Management ............................................................................................. 44

14 Retail Marketing ........................................................................................................................ 46

15 Supplementary Module: Business Relations ............................................................................ 49

16 Supplementary Module: Taxation ............................................................................................. 52

17 Supplementary Module: Human Resource Management ........................................................ 54

18 Supplementary Module: Energy Trading .................................................................................. 57

19 Internship abroad ...................................................................................................................... 60

20 International Project .................................................................................................................. 62

21 Semester Abroad ...................................................................................................................... 64

22 Master-Thesis ........................................................................................................................... 66

III. Competency Matrix ..................................................................................................................... 68

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General part

I. General Study/ Qualification Aims

The study programme International Management M.A., based on an academic degree in the field of business management, enlarges and deepens the knowledge of business management (professional expertise) as well as the generic competencies (methodological and social skills) in order to prepare the students for a practical-professional or a scientific occupation in the middle or senior management. Focused methodological competences are: academic work and transfer competence, presentation skills and problem-solving competence. Social skills – such as communication, team work ability and leadership/cooperation competences – are improved. The academic training includes general as well as specialist and job-oriented knowledge by being scientifically substantiated and application-oriented at the same time. The following qual-ification aims are consequently implemented through the variety and structure of the modules as well as through the modules’ scientific application and practice:

Scientific Qualification The students expand their expertise and are able to define and interpret particularities, barri-ers, teaching opinions and terminologies. They are qualified to understand business manage-rial knowledge and are able to apply methods in practice by absorbing knowledge in a scientific oriented way (scientific application orientation).

Qualification for pursuing a skilled employment The studies qualify to take up an employment in a business-oriented professional and man-agement position in globally oriented and internationally operating companies, associations, economic and public institutions by imparting knowledge, comprehension and expertise/skills.

Developing Personality and extending it to commitments to civil society The studies impart coherences of knowledge, comprehension and expertise/skill by integrating methodological and social competencies (generic competencies) in order to enable a devel-opment of personality and thereby establishing the basis for commitments to civil society. The students are able to transfer their professional knowledge, learned in lectures, to their professional activity. Especially methods and techniques for strategic problem-solving can be applied in unknown situations by students. The choice of the specialisation in the second se-mester enables either a deepening or an expansion of the knowledge obtained in Bachelor’s degree.

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II. Admission Requirements

The admission requirements for the Master’s degree programme International Management

can be found in the examination guidelines of the University of applied sciences (“Rah-

menprüfungsordnung”) in § 6 and in the examination regulations of the study programme

(“Fachspezifische Prüfungsordnung”) in §4.

III. Modular Course – Module Examinations

The Master’s degree programme International Management is organised in modules. Modules are self-contained teaching and learning units which consist of various courses (seminars, lectures, practice) that are related to each other in terms of content. The modules are con-cluded with a module examination which assesses the study and qualification aims. The overall grade will be formed out of the average of all module grades. Study and qualification aims of the individual modules can be found in the module descriptions in the subject-specific part chapter II.

IV. Acquisition of Credit Points (ECTS)

Students in the Master’s degree programme International Management receive ECTS credits related to the workload. ECTS is the European Credit Transfer and Accumulation System and compares the "volume of learning based on the defined learning outcomes and their associ-ated workload". The following rule applies to the calculation of ECTS: 30 hours of student working time result in one credit point. The total workload for one academic year is estimated to be 60 ECTS in Europe. This represents a workload of about 37 to 40 hours per week. A total of 120 ECTS credits must be acquired in the Master’s degree programme International Man-agement (four semesters).

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Subject-specific Part

I. Generic Study Pattern/ Overview of Structure of higher Education Study

Module Name Units Sta-tus

Sem Exam Type of Examina-

tion (Duration) CP HWS

Modules 1st Semester 30 LP (Compulsory)

1 Economics 1.1 International Economic Policies

C 1 EP WE (180 min) 6 3 2

1.2 International Public Law 3 2

2 Management Accounting 2.1 Cost Management

C 1 EP WE (180 min) o.

Pres (20 - 30 min) 6

3 2

2.2 Value based Management 3 2

3 Quantitative Methods and Scientific Theory

3.1 Statistics C 1 EP

WE (180 min) o. TP

6 5 3

3.2 Scientific Theory 1 1

4 Leadership


TP 6 6 4

5 Organisational Transfor-mation

5.1 Theories of the Firm


Pres (20 - 30 min) 6

3 2

5.2 Basic Concepts of Organisational Change & Transformation

3 2

Modules 2nd Semester 30 LP (Compulsory elective)

Specialisation 22 LP (Compulsory elective)

Marketing

6 International Marketing

6.1 Advanced International B2B- and High Tech-Marketing

E 2

SME

Pres (20 - 30 min)

7

4 3

6.2 Advanced International Consumer Behavi-our

PW 3 2

7 Retail Marketing

7.1 Strategic Marketing Planning

SME

Pres (15 - 20 min)

7

3 2

7.2 Operational Marketing Planning Pres (15 - 20 min) 3 2

7.3 Retail Marketing - Case Studies Pres (15 - 20 min) 1 1

8 International Sales-Ma-nagement

8.1 International Sales-Management 1 EP Pres (20 - 30 min) 8

5 3

8.2 International Sales-Management 2 3 2

Finance and Controlling

9 Financial Accounting 9.1 Advanced International Accounting

E 2

EP WE (180 min) o.

Pres (20 - 30 min) 8

5 3

9.2 Advanced Financial Statement Analysis 3 2

10 Financial Management 10.1 Corporate Valuation

EP WE (180 min) o.

Pres (20 - 30 min) 8

3 2

10.2 Corporate Finance 5 4

11 International Controlling 11.1 Operational Controlling

EP WE (180) o.

Pres (20 - 30 min) 6

3 2

11.2 Strategic Controlling 3 2

Retail Management

12 General Management of Distribution Orientated Value Chains

12.1 Digital Business Strategies & Transforma-tion

E 2

SME WE (90 min)

9 4 3

12.2 Managing Corporate Distress TP 5 3

13 Total Supply Chain Ma-nagement

13.1 Strategic Sourcing & Procurement

EP WE (180 min) o.

TP 6

4 3

13.2 Total Supply Chain Management in Omni-channel Distribution

2 1

14 Retail Marketing

14.1 Strategic Marketing Planning

SME

Pres (15 - 20 min)

7

3 2

14.2 Operational Marketing Planning Pres (15 - 20 min) 3 2

14.3 Retail Marketing - Case Studies Pres (15 - 20 min) 1 1

Supplementary Module 8 LP (Compulsory elective)

15 Supplementary Module 1 E 2 EP WE / Pres / TP 8 8 6




External Module 3rd Semester 30 LP (Compulsory elective)

19 Internship abroad E 3 EP IP 30 30 0

20 International Project E 3 EP IP 30 30 0

21 Semester Abroad (3 out of 4)

21.1 International Marketing E 3 EP Guidelines of part-ner university

30

10

0

21.2 International HRM E 3 EP Guidelines of part-ner university

10

21.3 International Controlling E 3 EP Guidelines of part-ner university

10

21.4 International Corporate Strategy E 3 EP Guidelines of part-ner university

10

4th Semester 30 LP (Compulsory)

22 Master-Thesis 22.1 Examination Paper

C 4 EP

30 24 0

22.2 Colloquium 6 0

Total Amount 120 41

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Legend:

C= Compulsory

CP= Credit Points

E= (Compulsory) Elective

EP= Exam Performance

IP= Internship Report

o. = or

Pres = Presentation

PW= Project work

Sem= Semester

SME= Sub-Module Exam

HWS= Hours per week per Semester

TP= Term Paper

WE= Written Exam

Term Papers, Project Works and Presentations are made or presented according to § 14 Rah-menprüfungsordnung (examination guidelines) of the HS Worms. Exams in form of Written Exams occurs according to § 13 Rahmenprüfungsordnung (examination guidelines).

The information "or" at Type of Examination will be announced to the beginning of the semester from the audit committee.

The offered Supplementary Modules will be announced to the beginning of the semester.

In the first semester, all courses take place in the form of compulsory modules and must

therefore be completed by all students. Each compulsory module has a scope of 6 LP. In the

second semester students choose one of three specializations (Marketing, Finance and Con-

trolling or Retail Management) and one of four supplementary modules (Business Relations,

Taxation, Human Resource Management or Energy Trading). The specialisation has a scope

of 22 LP and the supplementary module 8 LP. This selection of specializations and supple-

mentary modules offers students an optimal opportunity for individual profile building. In the

third semester, which does not take place at the university, the students complete either a

practical semester abroad, a semester as an international project in Germany or a semester

at a foreign university. If the choice falls on the semester abroad, the students take courses

in three out of four subject areas: International Marketing, International HRM, International

Controlling and International Corporate Strategy, which are recognised at the Worms Univer-

sity of Applied Sciences upon completion. The fourth and last semester includes the pro-

cessing of the Master's thesis, which can be written in cooperation with a company. This

choice is also up to the students.

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II. Module Descriptions

Module Designation Economics

Module-Nr./ Code 1

Course of studies International Management (M.A.)

Courses of the module 1.1 International Economic Policies 1.2 International Public Law

Trained competencies Professional competence: The students have learned fundamental basics for the evaluation of macroeconomic framework data after the successful completion of the module. These are legal and economic circumstances. In particular, students are able to analyse economic measures or changes of legal framework conditions with the support of model theoretical approaches of the game theory or the institutional economics in order to be able to better substantiate business decisions. Methodological competence: The students read, understand and analyse academic texts for the discussion of journal articles, students will deepening their competence of academic work. Furthermore, they gain media, transfer and problem-solving competences by the processing of country-specific or specific legal case studies.

Intended learning outcomes of the module

1.1: The students are able to

overview and assess the value of economic key terms which concretise economic framework

classify significant fields of action of economic policies, especially allocation and distribution politics

determine the significant causes of market failure, to evaluate the economic relevance and to identify points of reference for the economic policies

analyse single economic measures with look at the effect on single and overall economic behaviour with the support of game theoretical and institutional economic approaches

1.2: The students are able to

capture the meaning of legal frameworks for the function of an economy

overlook essential regulation areas of the international Public law

separate Public law and Private law

classify and characterise chosen components of the Constitutional law

overlook chosen regulations of the EU law and to classify their significance

Syllabus plan 1.1: 1 Basics of the international economic policies

1.1 Market and market failure 1.2 Legitimisation of government action

2 Theoretical foundation of economic policy measures

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2.1 Game theory 2.2 Institutional economy

3 Allocation policy 4 Distribution policy 5 Stability policy 6 Empiric research of selected sections of the international

economic policies 1.2: 1 Basics

1.1 Sources of law 1.2 Law of Nations, European Law, National Law 1.3 Public Law vs. Private Law

2 Constitutional Law 2.1 General basics 2.2 Specific fundamental rights (constitutional freedom of

profession, right of property) 2.3 Protection of the Constitutional Law

3 EU-Law 3.1 Basics, institutions 3.2 European Law and Economic policies

4 Administrative Law

Semester of studies 1st Semester

Module duration 1 Semester

Semester hours per week 4

Frequency of the module offer Every Semester

Amount of assigned credit points

6

Total workload

180h

Contact time 60h

Self-study time 120h

Module type (compulsory, optional, etc.)

Compulsory

Applicability of the module for other courses of study

Suitable for all Master business programmes

Prerequisites None

Module co-ordinator Prof. Dr. Ralf Gampfer

Module lecturer(s) 1.1 Prof. Dr. Ralf Gampfer 1.2 LBA

Instruction language German

Examination type / requirements for assigning credit points

Written exam

Duration of examination 180 min

Examination graded / not graded Graded

Weighting of the mark within the cumulative grade

5%

Teaching and learning methods Input by the professor, student presentations, case studies

Special characteristics of the mod-ule (e.g. online teaching and coaching, field trips, guest lectur-ers, etc.)

Guest lectures and/or field trips possible

Literature 1.1:

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(compulsory reading / additional recommended literature)

Berg, H.: Theorie der Wirtschaftspolitik, Berlin (latest edition)

Blum, U.: Grundlagen der Volkswirtschaftslehre, Oldenburg (latest edition)

Fritsch, M.: Marktversagen und Wirtschaftspolitik, München (latest edition)

Krugmann, P.: Volkswirtschaftslehre, Stuttgart (latest edition)

Mussel, P., Pätzold, J.: Grundfragen der Wirtschaftspolitik, München (latest edition)

Mankiw, N.G.: Grundzüge der Volkswirtschaftslehre, Stuttgart (latest edition)

1.2:

Wolffgang, H.-M.: Öffentliches Recht und Europarecht (latest edition)

Further literature will be anounced in the lecture.

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Module Designation Management Accounting

Module-Nr./ Code 2


Courses of the module

2.1 Cost Management 2.2 Value based Management

Trained competencies Professional competence: Specialist terms can be explained in own words. Recognition of connections between different operational decision situations and their relevance for cost management systems. Transfer of known cost management methods to unknown circumstances. Methodological competence: Development of problem-solving and presentation competen-cies on the basis of case studies and practice cases. Transfer of subject-relevant methods to operational situations along the business value added chain. Self and personnel competence: Encouragement to work independently and the assumption of responsibility within the group.


2.1: The students are able to explain and to apply modern methods of cost management. Further they can assess business deci-sions in terms of their relevance to performance. 2.2: The students are able to explain the necessity and fields of ap-plication of the value-based corporate management. Further-more, they can explain and classify the modern methods of the value-based corporate management, discuss their strengths and weaknesses and apply them. The students can evaluate and make operational decisions based on shareholder-Values.

Syllabus plan 2.1:

Basics of cost management systems

Process cost accounting

Target cost accounting

Contribution margin accounting

Decision support for cost management to business decisions 2.2:

Basics of value-based corporate management

Overview of modern concepts of the value-based corporate management

Statistical vs. Dynamic key performance indicators for the value-based corporate management

Economic Value Added

Market Value Added

Cash Flow Return on Investment

Cash Value Added

Discounted Cash Flow

Use of value-based control concepts for the support of busi-ness planning, controls and decisions.



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Amount of assigned credit points 6

Total workload 180h

Contact time 60h



Compulsory



Prerequisites Basics of cost accounting, investment calculation and financing

Module co-ordinator Prof. Dr. Dirk Schilling

Module lecturer(s) 1.1 LBA 1.2 Prof. Dr. Dirk Schilling

Instruction language German / English


Written exam or presentation

Duration of examination Written exam: 180 min



5%

Teaching and learning methods Seminar and lecture


Guest lectures to current topics/issues possible

Literature (compulsory reading / additional recommended literature)

2.1:

Horngren et al: Introduction to Management Accounting, Prentice Hall (latest edition)

Hilton, R.; Platt, D.: Managerial Accounting, Mcgraw-Hill Ed-ucation Ltd (latest edition)

Topical professional articles

Own script 2.2:

Young, S.; O’Byrne, S.: EVA and Value-Based Management: A Practical Guide to Implementation, Mcgraw Hill Book Co (latest edition)

Topical professional articles

Own script

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Module Designation Quantitative Methods and Scientific Theory

Module-Nr./ Code 3


Courses of the module 3.1 Statistics 3.2 Scientific Theory

Trained competencies Professional competence: Applying and analysing technical terms to the overall topic com-plex, in particular structuring, classifying terms and approaches both in the area of the quantitative empirical methods as well as the general science theory, including the comparison and eval-uation of differentiated contents and representations (publica-tions) on the overall topic described. Methodological competence: Understanding and to applying quantitative methods in the field of economics. Classification, understanding and application of quantitative methods as well as scientific theories with reference to research / project planning for economic questions; media and transfer competence (evaluation, documentation, presenta-tion of own papers) Social competence: Communication, team and cooperation competence by applied group work in the seminar Self and personnel competence: Decision-making competence: selection and evaluation of presentation and literature, independent interpretation of tasks (problems).


After completing the module, the students will be able

to understand, analyse and classify quantitative methods and scientific theories as a basis for business-related research and entrepreneurially relevant questions

to apply quantitative methods and scientific theories within the framework of own research/application projects and implement these methods in the context of further questions relevant for studies

to compare independently and to criticise quantitative methods and scientific theories in business literature/publications in their respective application

Syllabus plan 3.1:

Descriptive statistics (empirical distributions, description of empirical distributions, analysis of empirical contexts)

Probability calculation

Inductive statistics (statistical treasures, statistical testing, linear single and multiple regression)

Basics of multivariate data analysis 3.2:

Scientific theories (Science in a historical overview, realistic and non-realistic theories, science as a knowledge profit, critical rationalism, explanation models)

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Scientific working (scientific structuring, arrangement, quotation, etc.)

Selected research strategies/-design (heuristics, experiments, discursive expert approaches, empirical studies, longitudinal/intersectional studies, case-studies, etc.)






Total workload

180h

Contact time 60h



Compulsory



Prerequisites None

Module co-ordinator Prof. Dr. Peter Mühlemeyer

Module lecturer(s) 3.1 N.N. 3.2 Prof. Dr. Peter Mühlemeyer



Written exam or term paper




5%

Teaching and learning methods Lecture, conversations in form of seminars, practical exercises


None


3.1:

Backhaus, Klaus et.al: Multivariate Analysemethoden: Eine anwendungsorientierte Einführung (latest edition)

Bleymüller, Josef; Weißbach, Rafael: Statistik für Wirtschaftswissenschaftler (latest edition)

Stocker, Toni Clemens: Statistik: Grundlagen und Methodik (latest edition)

3.2:

Chalmers, A.F.: Wege der Wissenschaft, Einführung in die Wissenschaftstheorie, Berlin (latest edition)

Popper, Karl: Kritischer Rationalismus, Wissenschaftstheorie, in: Keuth, H.; Schurz, G.: Karl Popper, Logik der Forschung, Berlin (latest edition)

Theissen, M.: Wissenschaftliches Arbeiten – Erfolgreich bei Bachelor- und Masterarbeit, München (latest edition)

Töpfer, A.: Erfolgreich Forschen: Ein Leitfaden für Bachelor-, Mater-Studierende und Doktoranden, Berlin Heidelberg (latest edition)

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Wilson, J.: Essentials of Business Research, Los Angeles (latest edition)

Dümmler, C.: Merkblatt zur Anfertigung von Seminar- und Abschlussarbeiten

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Module Designation Leadership

Module-Nr./ Code 4


Courses of the module No further subdivision

Trained competencies Professional competence: The application and analysis of technical terms related to the overall topic of Leadership: in particular, structuring and classify-ing terms and approaches of corporate leadership, including comparing and evaluating differentiated contents and represen-tations (publications) on the subject of leadership and manage-ment as well as designing and developing own research ques-tions on the topic. Methodological competence: Scientific working in leadership (project development, pro-cessing, documentation), media and transfer competence (eval-uation, documentation, presentation of own research projects) Social competence: Communication, team and cooperation competence and leader-ship skills through applied group work in the seminar. Self and personnel competence: Decision-making competence (selection and evaluation of re-search questions, interpretation of assignments), responsibil-ity/independence – reflection of project handling.


After completing the module, the students will be able

to understand leadership and competences of leaders as a function relevant to businesses within the international competition. Moreover, students gain an understanding of leadership as a central important input factor for good corporate governance

to classify and perceive the competitive role of management/leadership in an international context

to classify leadership as a strategically relevant role of corporate management and to understand, analyse and design the institutional, but above all personal leadership approaches

to understand, interpret and criticise managerial tasks, in particular, to understand, analyse and design changed assignments in personnel development/talent management

In addition, after completing the module, the students will be able

to formulate research questions on international leadership.

to conceive smaller research projects on corporate management and leadership.

to design empirical methods for leadership research projects.

Syllabus plan Management/Leadership definitions

Management/Leadership as an operational competitive factor

Leadership in relation to organisational decisions

Significant changes in leadership in dynamical and complex age of companies

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Management/Leadership in the international context and comparison

History of leadership (from W. Taylor to digital leadership)

Competences and tasks of leaders

Qualification and further training of leaders

Leadership and the medium-sized businesses

Leadership and self-responsibility: Effective leadership






Total workload

180h

Contact time 60h


Module type (compulsory, op-tional, etc.)

Compulsory


Suitable for Master business programmes

Prerequisites None


Module lecturer(s) Prof. Dr. Peter Mühlemeyer

Instruction language German/English






5%

Teaching and learning methods Lecture, seminar, group work, presentations, trained self-learn-ing with research aspects


Online share (documentation demand of learning results), guest lectures


de Vries, K.: Leadership-Mystique, Pearson Longman (latest edition)

Kastner, M.: SynEgoismus, Freiburg (latest edition)

Malik, F.: Führen Leisten Leben: Wirksames Management für eine neue Welt, Frankfurt (latest edition)

Sprenger, R. K.: Mythos Motivation: Wege aus einer Sackgasse, Frankfurt (latest edition)

Sprenger, R. K.: Das Prinzip Selbstverantwortung: Wege zur Motivation, Frankfurt (latest edition)

Sprenger, R. K.: Radikal führen, Frankfurt (latest edition)

Staehle, W.: Management: Eine verhaltenswissenschaftliche Perspektive, Vahlen (latest edition)

von Cube, F.: Fordern durch Fördern, München (latest edition)

von Cube, F.: Lust an Leistung: Die Naturgesetze der Führung, München (latest edition)

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Module Designation Organisational Transformation

Module-Nr./ Code 5



5.1 Theories of the Firm 5.2 Basic Concepts of Organisational Change & Transformation

Trained competencies Professional competence: Students gain theoretical knowledge necessary for developing organisational change and transformation programmes. They can break down theories into individual core statements in or-der to analyse the individual parts, identify correlations and de-rive conclusions. As far as practical transformation pro-grammes are concerned, students are able to develop practical solutions for strategic change of companies from several ele-ments of treated theories. Methodological and social competences:

Competence for scientific work Students are given access to selected scientific sources (A+ to C journals after VHB 2015) which they read accord-ing to scientific standards and - with the help of the lecturer - undergo a systematic analysis in order to identify core positions.

Transfer competence Students have acquired the ability and skill to apply theo-retical knowledge in practical situations by developing well-founded hypotheses on the ability and willingness of or-ganisations to change and subjecting them to an evidence-based qualitative and quantitative evaluation.

Communication and presentation skills The students learn and practice the technique of pyramidal communication [Barbara Minto (2005):"The Principle of the Pyramid". Pearson studies, Munich and others]. They will acquire the ability and skill to prepare and present content in a context, situation and target group appropriate man-ner.


5.1:

Learn about basic concepts of organisations

Understand the interdependence of structure, process, sys-tems and culture

Understand the correlation of “organizational alignment” and competitive advantage

Develop an increased awareness for scientific reasoning (in contrast to aspects of practice)

5.2:

Being able to identify and evaluate the readiness and neces-sity for change in organizations

Being able to read and understand scientific texts as well to systematically analyse scientific texts and classify different positions taken

Being able to reproduce findings in English language (spo-ken & written)

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Practice and being able to apply rigor in logic thinking & writ-ing (e. g. pyramid principle)

Syllabus plan 5.1:

The theory of the firm

Economic theories

Behavioural theories

Knowledge based theory

Dynamic capability / Resource based theory

Network theories

Complexity based theories 5.2:

The concept of transformative change

Theorizing change & strategic renewal

Managerial agency

The role of the manager

Path dependence / creation

Organizational ambidexterity

Organizational routines

Business model concept






Total workload 180h

Contact time 60h

Self-Study time 120h


Compulsory


Appropriate for all management studies

Prerequisites Strong English language skills

Solid understanding of established/ basic organizational the-ories

Module co-ordinator Prof. Dr. Jörg Funder

Module lecturer(s) Prof. Dr. Jörg Funder

Instruction language English






5%

Teaching and learning methods Seminar (student presentations) and lecture


Guest lectures on selected topics


Relevant literature might be subject to change. Major sources include:

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5.1:

Barreto, I.: Dynamic Capabilities: A Review of Past Re-search and an Agenda for the Future, Journal of Manage-ment, 34, 2010, 256-288

Borgatti, S.; Foster, P.: The network paradigm in organiza-tional research: A review and typology, Journal of Manage-ment, 29, 2003, 991-1013

Connor, K.: A Historical Comparison of Resource-Based Theory and Five Schools of Thought Within Industrial Or-ganization Economics: Do We Have a New Theory of the Firm?, Journal of Management, 17,1, 1991, 121-154

Cyert, R.; March, J.: A Behavioral Theory of the Firm, Wiley-Blackwell (latest edition)

Kraijenbrink, J.; Spender, J.-C.; Groen, A.: The resource-based view: a review and assessment of its critiques, Jour-nal of Management, 36,1, 2010, 349-372

Nelson, R.: Why do Firms Differ, and How Does it Matter?, Strategic Management Journal, 12, Special Issue: Funda-mental Research Issues in Strategy and Economics, 1991, 61-74

Stacey, R.: The Science of complexity: An alternative per-spective for strategic change processes, Strategic Manage-ment Journal, 16, 6, 1995, 477-495

5.2:

Emirbayer, M; Mische, A.: What is agency?, American Jour-nal of Sociology, 103, 4, 1998, 962-1023

Garud, R.; Karnoe, P.: Path dependence or path creation?, Journal of Management Studies, 47, 4, 2010, 760-774

Lovas, B.; Ghosal, S.: Strategy as guided evolution, Strate-gic Management Journal, 21, 2000, 875-896

Mintzberg, H.; Westley, F.: Cycles of organizational change, Strategic Management Journal, 13, 1992, 39-59

Parmigiani, A.; Howard-Grenville, J.: Routines Revisited: Ex-ploring the Capabilities and Practice Perspectives, Academy of Management Annals, 5, 1, 2011, 413-453

Romanelli, E.; Tushman, M.: Organizational Transformation as Punctuated Equilibrium: An Empirical Test, Academy of Management Journal, 37, 5, 1994, 1141-1166

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Module Designation International Marketing

Module-Nr./ Code 6


Courses of the module 6.1 Advanced International B2B- and High Tech-Marketing 6.2 Advanced International Consumer Behaviour

Trained competencies Professional competences: Promotion of subject-related knowledge and abilities for the development of an international B2B- and B2C Marketing concept as the basis of action and problem-solving competence in the field of International Marketing. Methodological competences: A special main focus of the module is the promotion of the methodological competence. The aim is to identify, structure, analyse and formulate problem and decision situations, to define and obtain decision-relevant information and to apply problem-solving techniques appropriate to the situation, and to manage problem-solving processes in the area of international marketing The acquired knowledge and abilities are to be transferred by the students for the solution of technical questions or problems and can be applied to different – also new – interdependencies of international marketing (planning competence and transfer competence). This implies the ability to recognize and critically review the situational application requirements (analysis competence). Therefore, alternative problem-solving solutions should be developed, be evaluated and a final selection decision should be made. In addition, the students are to be enabled to classify the marketing strategies and instruments learned so far as well as concepts discussed in the literature, to criticise them and to evaluate their situational relevance for application. In particular, the presentation and discussion parts of the lecture are aimed at conveying presentation, visualization and communication skills. The student should also be enabled to structure the results obtained clearly. The competence of academic work will be deepened by the research, selection, analysis, processing, presentation and discussion of scientific research results. Social competences: Within the scope of teamwork and its presentation/discussions, cooperation-, argumentation-, interaction-, conflict management competencies as well as the tolerance of ambiguity, dealing with success and failures and the ability of understanding other perspectives are promoted. Self and personnel competences: The module also aims to promote volitional and social readiness and abilities to develop a problem-solving process that is responsible from the point of view of economic ethics

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(judgement competence). This implies the ability of critical discussion and self-reflection in consideration of social contexts.


6.1: The successful completion of the module will enable the students to gain a deeper understanding of international B2B- und High

Tech-Marketing. to know, understand and recognise the special requirements

of the B2B markets and their competitive arenas. to know and understand the central B2B strategy concepts. to know and be able to evaluate new developments in B2B-

and High Tech Marketing instruments. to know the specifics of organizational procurement behaviour

and to be able to take them into account in the targeted manner within the marketing concept.

to acquire the ability of the development and formulation of business specific international B2B- and High Tech Marketing concepts and their practical implementation.

6.2: The successful completion of the module will enable the students to be able to differentiate and apply essential explanatory

models and the central research approaches of consumer’s behaviour

to understand and apply the key terms of consumer’s behaviour research, for example motivation, emotion and cognition and their meaning for the purchase behaviour

to recognise the complexity of consumer‘s behaviour. to be able to analyse and evaluate concrete marketing

measures on the basis of their impact on consumer’s behaviour

to be able to survey and classify key research fields and the empiric findings of consumer’s behaviour research

Syllabus plan 6.1: 1. Subjects and characteristics of B2B- and High Tech-

Marketing 2. Conceptual levels of international B2B- and High Tech-

Marketing strategies 3. Organisational procurement behaviour and approaches of

interaction 4. B2B- and High Tech-Marketing specifically for business

types 5. Marketing tools for B2B- and High Tech markets 6. Digitalisation in the B2B- and High Tech sector 6.2: 1. Explanatory models of consumer’s behaviour 2. Approaches of consumer’s behaviour research 3. Motivation 4. Emotion 5. Cognition 6. Attitude

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7. Ruling 8. Inter individual differences and the environment

Semester of studies 2nd Semester





Total workload

210h

Contact time 75h



Compulsory elective



Prerequisites None

Module co-ordinator Prof. Dr. Robert de Zoeten

Module lecturer(s) 6.1 Prof. Dr. Robert de Zoeten 6.2 Prof. Dr. Ralf Gampfer

Instruction language 6.1 German 6.2 German


Sub-Module exam: 6.1 Presentation 6.2 Project work

Duration of examination Presentation 20-30 min



5,8%

Teaching and learning methods 6.1:

Lecture

Theory presentation followed by application examples and practices

Case Study method with practical examples out of International Marketing (Processing in Team work followed by presentation, discussion and defence), corporate development of a sample solution thematic adoption, abstraction of the case situation and processing of an interdisciplinary solution with the placement of a “school of thought”

Interactive discussion of themes and thesis (after preparation of students)

Discussion of current publications/studies of international Marketing as well as industry-specific topics and research questions

Literature research, -reading, -analysis and processing of prescribed questions during self-study

6.2:

Lecture and exercises

Joint development of a project study based on a current theoretical or practical topic


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Discussion of current publications/studies of international Marketing as well as industry-specific topics and research questions


Special characteristics of the module (e.g. online teaching and coaching, field trips, guest lecturers, etc.)

Usually practical guest lecture and field


6.1: Amann, K; Petzold, J.: Management und Controlling,

Wiesbaden (latest edition) Baaken, T. et al.: Business-to-Business-Kommunikation,

Berlin (latest edition) Backhaus, K.; Schneider, H.: Strategisches Marketing,

Stuttgart (latest edition) Backhaus, K; Voeth, M.: Handbuch Industriegütermarketing,

Wiesbaden (latest edition) Backhaus, K; Voeth, M.: Industriegütermarketing, München

(latest edition) Berndt, R. et al.: International Marketing-Management, Berlin

(latest edition) Brennan, R. et al.: Business-to-Business-Marketing, Los

Angeles (latest edition) De Zoeten, R. et al., Industrial Marketing – Praxis des

Business-to-Business-Geschäfts, Stuttgart (latest edition) Emrich, C.: Interkulturelles Marketing-Management,

Wiesbaden (latest edition) Godefroid, P.; Pförtsch, W.: Business-to-Business-Marketing,

Ludwigshafen (latest edition) Hoffmann, C. et al.: Business Innovation – Das St. Galler

Modell, Wiesbaden (latest edition) Homburg, C.; Totzek, D.: Preismanagement auf Business-to-

Business-Märkten, Wiesbaden (latest edition) Kleinaltenkamp, M. et al.: Fundamentals of Business-to-

Business-Marketing, Berlin (latest edition) Kohlert, H.: Internationales Marketing für Ingenieure,

München (latest edition) Kreutzer, R. et al.: B2B-Online-Marketing und Social Media,

Wiesbaden (latest edition) Mascidri, P.; Zupancic, D.: Marken- und

Kommunikationsmanagement im B-to-B-Geschäft, Wiesbaden (latest edition)

Osterwalder, A. et al.: Business Model Generation, Frankfurt am Main (latest edition)

Pförtsch, W.; Schmid, M.: B2B-Markenmanagement, München (latest edition)

Simon, H.; Fassnacht, M.: Preismanagement, Wiesbaden (latest edition)

Zentes, J. et al.: Internationales Marketing, München (latest edition)

6.2: Felser, G.: Werbe-und Konsumentenpsychologie, Heidelberg

(latest edition)

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Hoffmann, S.; Akbar, P.: Konsumentenverhalten: Konsumenten verstehen – Marketingmaßnahmen gestalten, Wiesbaden (latest edition)

Kroeber-Riel, W.; Gröppel-Klein, A.: Konsumentenverhalten, München (latest edition)

Solomon, M.: Konsumentenverhalten, Halbergmoos (latest edition)

Ternes, A. et al.: Konsumentenverhalten im Zeitalter der Digitalisierung, Wiesbaden (latest edition)

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Module Designation Retail Marketing

Module-Nr./ Code 7


Courses of the module 7.1 Strategic Marketing Planning 7.2 Operational Marketing Planning 7.3 Retail Marketing – Case Studies

Trained competencies Professional competence: After the successful completion of the module, the students will have theoretical and methodological expertise and skills in dealing with the methods, procedures as well as tools used in retail marketing. In particular, they are able to indicate and to characterise the specific features and processes of strategic and operative marketing planning in the retail sector. They can transfer the acquired knowledge to a given practical problem and after a comprehensive problem and situation analysis, they can develop marketing concepts which are independently implementable in practice. In the final evaluation processes, they will evaluate and question their own plans and concepts and, if necessary, develop revised or new solution approaches. Methodological competence: The students learn the abilities and skills for scientific working by reading, understanding and analysing scientific texts. In addition, they acquire presentation and media competencies by conveying the results of their own research, in a structured and understandable way using suitable media and presentation techniques. The case study processing promotes their problem-solving competence and transfer competence: Solutions are developed for a complex practical problem by transferring the theoretical knowledge acquired to practical problems. Social competence: Team and conflict competencies is promoted due to the necessity to work together in groups and to deal constructively with conflict situations whilst preparing presentations and case studies. Within the framework of the implementation of case studies presentations and subsequent result discussions, their communication competence is trained due to the necessity to present goal-oriented, effective concepts that are worthy of recognition in practice.


7.1: The students are able

to outline and characterise the process of strategical marketing planning in the retail sector

to plan and implement business and marketing targets and alternative marketing strategies

to analyse a problem and deduce proposed solutions 7.2: The students are able

to outline and characterise the relation between retail functions and retail-specific marketing instruments

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to characterise and apply problem-oriented marketing instruments of the retail sector

to analyse the initial situation of a retail company and to deduce an appropriate instrumental approach


to identify a practical decision problem and to transfer it into a research problem

to collect and analyse data by secondary and primary research for problem-solving purposes

to develop a marketing concept based on the research results and to evaluate it in a multistage process

to present and defend their results to the practice partners

Syllabus plan 7.1: 1. Phases of Planning for developing a marketing conception

in the retailing sector 2. Strategic target planning 3. Strategy Planning

7.2: 1. Product Range Policy 2. Customer Service and Service Policy 3. Pricing Policy 4. Communications Policy 7.3: 1. Situation analysis, development prognosis 2. Development of a marketing concept 3. Presentation and discussion of the results






Total workload

210h

Contact time 75h



Compulsory Elective



Prerequisites None


Module lecturer(s) Prof. Dr. Hans-Joachim Theis



Sub-Module exam: 7.1: Presentation 7.2: Presentation 7.3: Presentation

Duration of examination Every presentation 15 – 20 min


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5,8%

Teaching and learning methods Within the framework of lectures, presentations and practical tasks, the first step is to establish the basics for understanding strategic and operative marketing planning in retail. Building on this, the aim is to transfer the acquired knowledge to a given practical problem (external project partner). As part of a group work, a comprehensive problem and situation analysis is first carried out in order to develop a suitable marketing concept on the basis of the analysis results. This is followed by an evaluation process in the course of which the own plans are evaluated and questioned and, if necessary, revised or new approaches are developed. Finally, the conceptual proposals are presented and discussed in a case study presentation (to the external project partner).


Field trips, case study with a presentation of results at the practice partner, guest lecturer


Barth, K.; Hartmann, M.; Schröder, H.: Betriebswirtschaftslehre des Handels, Wiesbaden (latest edition)

Becker, J.: Marketing-Konzeption. Grundlagen des strategischen und operativen Marketing-Managements, München (latest edition)

Schröder, H.: Handelsmarketing – Methoden und Instrumente im Einzelhandel, München (latest edition)

Theis, H.-J.: Handbuch Handelsmarketing Bd. 1: Erfolgreiche Strategien und Instrumente im Handelsmarketing, Frankfurt (latest edition)

Theis, H.-J.: Handbuch Handelsmarketing Bd. 3: Erfolgsreiche Strategien und Instrumente in der Handelsmarktforschung, Frankfurt (latest edition)

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Module Designation International Sales-Management

Module-Nr./ Code 8


Courses of the module 8.1 International Sales-Management 1 8.2 International Sales-Management 2

Trained competencies Professional competence: Promotion of specialised knowledge and skills for the development of an international sales concept and for the management of a sales organisation (decision competence and problem-solving competence). Methodological competence: This module is focused on the promotion of methodological competences. The students learn to recognise, structure, analyse and formulate problem and decision situations, the definition and procurement of decision-relevant information and to apply situation-related problem-solving techniques as well as the management of problem-solving processes within the International Sales-Management. The students have to transfer their knowledge and skills on different (new) contexts of International Sales-Management (Planning and Transfer competence). In addition, they can outline and criticise the conditions for the application (Analysis competence). The students have to develop, evaluate and decide alternative solutions (decision-making competence). In addition, the students should be enabled to classify the marketing strategies and instruments learned so far, as well as concepts discussed in the literature, to classify them professionally, to critically question them and to evaluate their situational relevance for application. In particular, the presentations and discussions in the lecture encourage the presentation competence, visualization and communication competences. The student is able to structure the developed results. Leadership and negotiation competences are promoted by role plays. Social competence: Group work and presentations/discussion promotes: cooperation, argumentation, interaction, conflict management and tolerance of ambiguity competences, handling of success and failure and the ability to comprehend other perspectives. Self and personnel competence: The module also aims to promote volitional and social readiness as well as skills to develop a problem-solving process that is responsible from the point of view of economic ethics (Judgement competence). This implies the ability for criticism and self-reflexion within the social contexts.


The successful completion of the module will enable the students

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to gain a deeper understanding of theory and application of International Sales-Management and the practice of Sales-Management

to get to know, understand and to recognize the special requirements of international markets and Sales organisations

to know and to understand the characteristics of the management of Sales organisations

being able to recognize, structure and formulate relevant Sales decision problems in specific situations

to understand the efficiency of a Sales organisation, analyse and develop relevant proposed solutions for practice

to know, understand, calculate and interpret selected instruments and key figures of Sales-Management and Sales controlling

to acquire the ability to develop and formulate international business sales concepts and their practical implementation

to know, understand and evaluate the associated structure for international growth strategies and choose target-orientated the right growth alternatives

to know and apply communication, leadership and negotiation skills in the context of concrete practical exercises and role plays

Syllabus plan 8.1: 1. Characteristics of International Sales-Management

1.1 Sales or Distribution? 1.2 Sales within companies 1.3 Dimensions, design parameters and challenges of

international Sales organisations 2. Growth strategies in Sales

2.1 Development of growth strategies 2.2 Growth in the customer base 2.3 Growth in the new customer sector 2.4 Implementation of growth strategies

3. Management international Sales systems 3.1 System of the Sales processes 3.2 Distribution canal and distribution partner decisions 3.3 Methods of Sales planning 3.4 Controlling Sales organisations 3.5 Methods of the efficiency increase in Sales 3.6 Budgeting in Sales 3.7 Sales controlling 3.8 Information management/system in Sales (Sales

Intelligence) 4. Business specific Sales management 5. Special topics and current trends in Sales management

8.2: 1. Leadership in international Sales organisations

1.1 Leadership concepts 1.2 Leadership instruments 1.3 Requirements/Tasks of the Sales executive 1.4 Motivation of employees of Sales organisations 1.5 Organisational structures and interface management in

Sales organisations

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1.6 Key figures in Sales controlling 2. Winning leads and lead transformation

2.1 Methods of lead generation and qualification 2.2 Sales funnel und pipeline management 2.3 Acquisition management 2.4 Sales talks and negotiations management

3. Customer Relationship management 4. Change management in Sales






Total workload

240h

Contact time 75h



Compulsory elective



Prerequisites None


Module lecturer(s) 8.1 Prof. Dr. Robert de Zoeten 8.2 LBA

Instruction language 8.1 German 8.2 German


Presentation

Duration of examination



6,7%

Teaching and learning methods Lecture Theory presentation followed by application examples and

practices Case Study method with practical examples out of

international Sales management (Processing in Team work followed by presentation, discussion and defence), corporate development of a sample solution thematic adoption, abstraction of the case situation and processing of an interdisciplinary solution with the placement of a “school of thought”


Role plays for leadership, sales and negotiation situations Discussion of current publications/studies of international

Marketing as well as industry-specific topics and research questions


Special characteristics of the module (e.g. online teaching and

Usually guest lecturer and field trips

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coaching, field trips, guest lecturers, etc.)


Albers, S.; Krafft, M.: Vertriebsmanagement, Wiesbaden (latest edition)

Behle, C.; vom Hofe, R.: Handbuch Außendienst, Landsberg am Lech (latest edition)

Bergmeier, M.: Vertrieb in differenzierten Mehrkanalsystemen, Wiesbaden (latest edition)

Binckebank, L.; Elste, R.: Digitalisierung im Vertrieb, Wiesbaden (latest edition)

Binckebank, L.; Hölter, A.-K.: Führung von Vertriebsorganisationen, Wiesbaden (latest edition)

De Zoeten, R. et al.: Industrial Marketing – Praxis des Business-to-Business-Geschäfts, Stuttgart (latest edition)

Hofbauer, G.; Hellwig, C.: Professionelles Vertriebsmanagement, Erlangen (latest edition)

Homburg, C. et al.: Sales Excellence, Wiesbaden (latest edition)

Kilian, D.; Mirski, P.: Digital Selling, Wien (aktuellste Auflage) Kühnapfel, J.: Vertriebscontrolling, Wiesbaden (latest

edition) Lang, E.: Die Vertriebs-Offensive. Erfolgsstrategien für

umkämpfte Märkte, Wiesbaden (latest edition) Lasko, W.; Lasko, L.: Internationale Vertriebssteuerung by

Result Framing, Wiesbaden (latest edition) Lippold, D.: Akquisitionszyklen und -prozesse im B2B-

Bereich, Wiesbaden (latest edition) Pepels, W.: Grundlagen des Vertriebs, Berlin (latest edition) Specht, G.: Distributionsmanagement, Stuttgart (latest

edition) Winkelmann, P.: Vertriebskonzeption und

Vertriebssteuerung, München (latest edition)

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Module Designation Financial Accounting

Module-Nr./ Code 9



9.1 Advanced International Accounting 9.2 Advanced Financial Statement Analysis

Trained competencies Professional competence: Relevant technical terms, rules of accounting and methods of analysis can be explained and applied to business transactions and circumstances by the students Methodological competence: Promotion and development of problem-solving and presentation competence on the basis of case studies and business cases. Transfer of accounting principles to selected business transactions. Self and personnel competence: Encouragement to work independently and assume responsibilities within a group.


9.1: The students are able to explain the rules of accounting (IFRS/IAS) and apply them on business transactions. The students can understand, classify scientifically and analyse the annual accounts to IFRS/IAS. Furthermore, they are able to answer complex questions in relation to accounting problems within the group. The students can explain the differences between the accounting rules of IFRS/IAS and HGB and can transfer them on practical questions. 9.2: The students are engaged in the annual audit. The promotion of methodological competences and application knowledge are paramount. After the successful completion of the module, the students obtain comprehensive knowledge of current requirements and developments in the annual financial statement analysis. The personnel learning success will be supported by different learning methods. These support the deeper understanding and the ability to transfer to the operational practice. The students can formulate valuable judgements, can compare, can create forecasts and can deduct relevant decisions. The imparted knowledge in this module is a central and indispensable component of functional and general competences for the sense of leadership and consulting tasks in consulting, retail, industrial and auditing companies.

Syllabus plan 9.1:

Accounting of tangible assets to IAS 16

Accounting of non-tangible financial assets to IAS 38

Accounting of stocks to IAS 2

Accounting of deferred taxes to IAS 12

Impairment test to IAS 36

Accounting of provisions to IAS 37

Accounting of pension provisions to IAS 19

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Revenue recognition to IFRS 15

Accounting of leasing transactions to IFRS 16

Segment reporting to IFRS 8

Accounting of mergers to IFRS 3

Accounting of investment properties in accordance with IAS 40

Selected questions on current developments in international accounting

9.2:

Tasks and targets

Processing of the data material (e.g. „Sollstrukturbilanz“)

Traditional key indicators (e.g. vertical and horizontal balance sheet ratio, returns)

Systems of indicators (e.g. DuPont, RL, ZVEI)

Modern key indicators (e.g. Discounted Cash Flow, EBIT, EBITDA, EVA, WACC, Working Capital)

Modern application field and current developments (e.g. Cockpit-Systems, Dashboards, Discriminant Analysis, Insolvency forecasts, artificial neuronal networks, Rating methods)

Business practical examples






Total workload 240h

Contact time 75h



Compulsory elective



Prerequisites Basic knowledge in accounting is assumed


Module lecturer(s) 9.1 Prof. Dr. Dirk Schilling 9.2 Dipl.-Kfm. Gernot Keller

Instruction language 9.1 German 9.2 German/English






6,7%

Teaching and learning methods Lecture, seminar and group work


Guest lecturer for specific current topics

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9.1:

Pellens et al.: Internationale Rechnungslegung.

Original texts IFRS/IAS

Own script 9.2: Pflichtliteratur:

Fridson, M.; Alvarez, F.: Financial Statement Analysis, Wiley (latest edition)

Fridson, M.; Alvarez, F.: Financial Statement Analysis Workbook (latest edition)

Schoenebeck, K.; Holtzman, M.: Interpreting and Analyzing Financial Statements, New Jersey (latest edition)

Thielemann, F.; Keller, G.: Management der externen Rechnungslegung (latest edition)

Wiehle, U.; Diegelmann, M.: 100 IFRS Kennzahlen, cometis (latest edition)

Weiterführende Literatur:

Brösel, G.: Bilanzanalyse, Berlin (latest edition)

Gräfer, H.; Gerenkamp, T.: Bilanzanalyse, Herne (latest edition)

Heesen, B.: Basiswissen Bilanzanalyse, Heidelberg (latest edition)

Heesen, B.; Gruber, W.: Bilanzanalyse und Kennzahlen, Heidelberg (latest edition)

Küting, K.; Weber, C.-P.: Die Bilanzanalyse, Stuttgart (latest edition)

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Module Designation Financial Management

Module-Nr./ Code 10


Courses of the module 10.1 Corporate Valuation 10.2 Corporate Finance

Trained competencies Professional competence: Promoting the learning of modern methods of corporate valuation and business financing with aim of reproducibility, explanation and applicability. Promotion of independent team-based solving of practical questions. In addition, skills for the critical analysis of corporate values are promoted. Social competence: Communication and social competencies will be developed by team work with subsequent presentations.


10.1: The students are able to explain, criticise and apply established modern methods of corporate valuation independently (also in a team) 10.2: The students can explain methodologically the determination of entrepreneurial capital costs and the use of derivative financial instruments to hedge price risks and apply them independently and in a group on practical examples. The students are able to present and analyse complex finance-mathematical models for capital structure optimisation and to apply their quintessence on entrepreneurial questions.

Syllabus plan 10.1:

Reasons of valuation

Value concepts

Discounted-Cash-Flow-methods

Derivation of payment profits

Derivation of capital costs

Multiplier valuation

10.2:

Portfolio Selection-Theory

Capital Asset Pricing Model

Futures & Forwards

Swaps

Options

Credit derivatives

Value-at-Risk

International Risk management

Modigliani-/Miller-Theorems

Optimisation of capital structure

Corporate Governance

Mergers & Acquisitions and other corporate transactions

Ratings and rating agencies




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Total workload

240h

Contact time 90 h

Self-study time 150 h


Compulsory elective



Prerequisites Basics in accounting, corporate finance, capital budgeting


Module lecturer(s) Prof. Dr. Dirk Schilling







6,7%

Teaching and learning methods Lecture and seminar


If necessary guest lecturer


10.1:

Ballwieser, W.; Hachmeister, D.: Unternehmensbewertung, Stuttgart (latest edition)

Ernst, D.; Schneider, S.; Thielen, B.: Unternehmensbewertungen erstellen und verstehen, München (latest edition)

Koller, T.; Goedhart, M.; Wessels, D.: Valuation, Waley (latest edition)

Own script 10.2:

Brealey, R. et al.: Principles of Corporate Finance, Mcgraw (latest edition)

Copeland, T. et al.: Financial Theory and Corporate Policy, Addison Wesley (latest edition)

Hull, J.: Options, Futures and other Derivatives, Prentice Hall (latest edition)

Own script

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Module Designation International Controlling

Module-Nr./ Code 11


Courses of the module 11.1 Operational Controlling 11.2 Strategic Controlling

Trained competencies Professional competence: Relevant technical terms can be explained by own words. Recognition of connection between different operational decision situations and their relevance as well as the potential influence of corporate controlling. Transfer of known controlling concepts to unknown situations. Methodological competence: Development of problem-solving competence and presentation competence on the basis of case studies and practice examples. Transfer of relevant methods to operational situations along the corporate value chain. Self and personnel competence: Development of independent working and taking responsibility within a group to develop presentations and case studies.


11.1: The students are able to explain tasks, instruments and methods of Operational Controlling and to apply them independently or/and within a group on practical questions in case studies. They are also able to create and analyse operational planning and control calculations independently and within a group. The students can present the functional relevant key and performance indicators, analyse their strengths and weaknesses and apply them on selected corporate decisions. 11.2:

Knowing the classification, content and process of Strategic Controlling (SC)

Knowing and applying instruments of SC

Knowing crisis management and BCM as well as developing and analysing relevant concepts

Syllabus plan 11.1:

Basics of controlling

Functions and instruments of controlling

Operational planning

Operational Control

Key indicators and systems of indicators

Sensitivity analysis

Scenario analysis

Risk analysis

Functional area controlling 11.2:

Functions, definition, process and content of Strategic Controlling (SC)

International aspects of SC

Instruments of SC

Crisis management as special function of SC

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Business Continuity Management as special function of SC






Total workload

180h

Contact time 60h



Compulsory elective



Prerequisites Basics of accounting, basics of controlling, basics of strategic management and basics of corporate finance

Module co-ordinator N.N.

Module lecturer(s) 11.1 N.N. 11.2 Prof. Dr. Germann Jossé

Instruction language 11.1 German/English 11.2 German/English






5%



If necessary guest lecturer


11.1:

Atkinson, A.: Management accounting, internat. Ed., Prentice Hall (latest edition)

Atrill, P.: Management Accounting for Decision Makers, Prentice Hall (latest edition)

Epstein, M.: Performance Measurement and Management Control (latest edition)

Gediehn,O.: Management Accounting Practice and Strategic Behavior, Wiesbaden (latest edition)

Slack, N. et al.: Operations and Process Management, Pearson (latest edition)

Slack, N.; Chambers, A.; Johnston, R.: Operations Management, Pearson (latest edition

Russell, R.; Taylor, B.: Operations Management, John Wiley & Sons (latest edition)

11.2:

Alter, R.: Strategisches Controlling, Oldenbourg (latest edition)

Baum, H.; Coenenberg, A.; Günther, T.: Strategisches Controlling, Stuttgart (latest edition)

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Elliott, D.; Swartz, E.; Herbane, B.: Business Continuity Management, Routledge (latest edition)

Hiles, A. (ed.): The Definitive Handbook Business Continuity Management (latest edition)

Holtbrügge, D.; Welge, M.: Internationales Management, Stuttgart (latest edition)

Horváth, P.: Controlling, München (latest edition)

Kerth, K. et al.: Die besten Strategietools in der Praxis, München (latest edition)

Lombriser, R.; Abplanalp, P.: Strategisches Management, Zürich (latest edition)

Lynch, R.: Strategic Management, Pearson (latest edition)

Meckl, R.: Controlling im internationalen Unternehmen, München (latest edition)

Mintzberg, H.; Lampel, J.; Quinn, J.: The Strategy Process Prentice Hall (latest edition)

Regester, M.; Larkin, J.: Risk Issues and Crisis Management (latest edition)

Rössing, R.: Betriebliches Kontinuitätsmanagement, Frechen (latest edition)

Weber, J.; Schäffer, U.: Einführung in das Controlling, Stuttgart (latest edition)

Zentes, J.; Swoboda, B.; Morschett, D.: Fallstudien zum Internationalen Management, Wiesbaden (latest edition)

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Module Designation

General Management of Distribution Orientated Value Chains

Module-Nr./ Code 12



12.1 Digital Business Strategies & Transformation 12.2 Managing Corporate Distress

Trained competencies Professional competence: Students acquire theoretical and methodological knowledge and skills that are required to manage their first management tasks in strategic functions (e. g. business development) and general staff positions in companies in the retail and consumer goods industries as well as companies in the area of consumer-related services. In particular, this concerns the competence in dealing with subject-specific methods and procedures of digitalization, restructuring of business units and companies as well as the management of complex transformation projects. Methodological and social competences:

Competence for scientific work Students are given access to selected scientific sources (A+ to C journals after VHB 2015) which they read according to scientific standards and - with the help of the lecturer - undergo a systematic analysis in order to identify core positions.

Transfer competence The application of numerous case studies as well as the embedding of excursions and guest lecturers should support the students in translating theoretical aspects into practical conditions. In this way, they should acquire the ability and skill to apply theoretical knowledge in practical situations.

Communication and presentation skills The students learn and practice the technique of pyramidal communication [Barbara Minto (2005):"The Principle of the Pyramid". Pearson studies, Munich and others]. They will acquire the ability and skill to prepare and present content in a context, situation and target group appropriate manner.


12.1:

Get an overview about the recent and diverse phenomena of digitalizing business environments, related managerial challenges and solution concepts

Understand societal underpinnings of recent phenomena of digitalization

Understand the characteristics of digital resources and associated innovations as well as related managerial concepts

Understand changes in customer preferences induced by digitalisation as well as appropriate response measures

Get insights about most recent research in the fields of Digital Innovation, Digital Business Strategy and Digital Transformation

12.2:

Get deep understanding of business financials (esp. retail companies)

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Being able to distinguish between "troubled" and "crisis" companies

Knowing both qualitative and quantitative tools to effect solutions

Being able to develop basic transformation programmes and evaluate existing restructuring programmes

Knowing the success factors of corporate transformation & restructuring

Syllabus plan 12.1:

Introduction to Digital Business Management

Managing Digital Resources

Managing Digital Demand

Managing Digital Business Models

Managing Digital Business Ecosystems

Managing the Digital Transformation 12.2: (lecture might be in German language. Pls. inform before signing in)

Basics of corporate restructuring

Portfolio restructuring

Financial restructuring

Valuation of distressed companies

Corporate distress & operational restructuring

Semester of studies 2nd semester

Module duration 1 semester


Frequency of the module offer Every semester


Total workload 270h

Contact time 90h



Compulsory elective



Prerequisites Basic knowledge in accounting and corporate finance required for 12.2

Solid English language skills required


Module lecturer(s) Prof. Dr. Jörg Funder

Instruction language English / German


Sub-module exam: 12.1: Written exam 12.2: Term paper




7,5%

Teaching and learning methods 12.1 Seminar (presentations by students) In order to support academic work, students work on individually assigned thematic focal points concerning the digitisation of the retail, consumer goods and consumer-related services sectors.

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In particular, the theoretically varied approaches to the phenomenon of digitisation and digital transformation will be dealt specifically and technological, social and economic fundamentals will be examined and discussed from different perspectives. 12.2 Lecture In order to impart the complex contents of the lecture, the course focuses primarily on the methodology of classical lectures. A comprehensive literature catalogue is provided for the preparation and follow-up of the lecture contents. In order to deepen and impart application knowledge, numerous case studies will be prepared by students and discussed in the course.


Guest-lectures from scholars and guest-talks from managers from diverse contexts

Field trips


12.1: Due to the dynamic nature of the digital landscape and transformation literature might be subject to change. Each term an individual reader will be provided. Basic literature includes but is not limited to the following publications:

Bradlow/ Gagner/ Kopalle/ Volet (2017)i: „The role of big data and predictive analytics in retailing“. Journal of retailing, 93, 1, 75-95.

Gerud/ Raggreve/ Nordfilt (2017): „The future of retailing“. Journal of Retailing, 93, 1, 1-6.

Hess/ Matt/ Benlian/ Wiesböck, F. (2016): “Options for formulating a digital transformation strategy“ MIS Quarterly Executive, 15, 2, 123 – 139.

Kumar/ Anand/ Huynseok (2017): „Future of retailer profitability: an organizing framework“. Journal of retailing, 93, 1, 96-119.

Pagani (2013): „Digital business strategy and value creation framing the dynamic cycle of control points.“. MIS Quarterly, 37, 2, 617 – 632.

Parker/ van Alstyne/ Choudary: „Platform revolution: how networked markets are transforming the economy and how to make them work for you“. Norton & Company: New York & London (latest edition)

Tapscott: „Digital Economy. Promise and peril in the age of networked intelligence“. Mc Graw-Hill, New York (latest edition).

Westerman/ Bonnet/ McAfee: „Leading digital. Turning technology into business transformation“. Harvard Press, Boston (latest edition).

12.2:

Bowman/ Singh (1993): ”Corporate restructuring: reconfigurating the Firm”, Strategic Management Journal,14, 1, pp. 5 – 14.

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Bowman/ Singh (1999): „When does restructuring improve Economic performance?“, California Management Review, 41, 2, pp. 33 – 54.

Hommel/ Knecht/ Wohlenberg: Handbuch Unternehmensrestrukturierung, Gabler (latest edition).

Course reader including case studies (pls. refer to terms course syllabus for details as literature might be subject to change given the dynamic nature of the field of study)

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Module Designation Total Supply Chain Management

Modul-Nr./ Code 13



13.1 Strategic Sourcing & Procurement 13.2 Total Supply Chain Management in Omni-channel

Distribution

Trained competencies Professional competence: Students gain competence in designing and optimizing the total supply chain by dealing with subject-specific and interdisciplinary methods and procedures as well as by knowing central IT solutions and their support functions. Methodological competence:

Transfer competence Through the application of numerous case studies and exercises, students can separate theoretical aspects from those of practice and thus apply theoretical knowledge critically in practical situations.

Media and presentation skills The students learn and practice the technique of pyramidal communication [Barbara Minto (2005):"The principle of the pyramid". Pearson studies, Munich et al. They will acquire the ability and skill to prepare and present content in a context, situation and target group appropriate manner.


On successful completion of this module, students shall be able to 13.1:

gain understanding of end-to-end merchandising Process

understand the "world of the buyer" & the role of the buyer in the merchandising organization

get a structured understanding about the activities and tasks that comprise success of buying and selling merchandise

learn to apply different approaches to negotiations

understand basic analysis & preparation of negotiations

evaluate negotiation tactics 13.2:

know the latest developments in omni-channel commerce

evaluate the challenges and opportunities of omni-channel commerce

discuss the impact of omni-channel commerce on supply chain management and know how to solve selected prob-lems using information technology

present interdisciplinary topics

Syllabus plan 13.1:

Merchant processes

Procurement financials

Strategic procurement

Selected issues of global sourcing 13.2:

Introduction to omni-channel commerce

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Latest developments of omni-channel commerce

The impact of omni-channel strategies on the supply chain & procurement

Technology as an enabler

Semester of studies

2nd Semester



Frequency of the module offer

Every Semester


Total workload 180h

Contact time 60h



Focus Module


Appropriate for all management studies

Prerequisites 13.1: Strong English language skills


Module lecturer(s) 13.1: Prof. Dr. Jörg Funder (or LBA) 13.2: Prof. Dr. Heike Marquardt

Instruction language 13.1: English or German. (Please inform yourself about the language before signing in if relevant.)

13.2: German



Duration of examination Written exam:180 min



5%

Teaching and learning methods Lecture and seminar


13.1: Case study discussions, being supplemented by role play and video analysis

13.2: All relevant documents will be provided online


13.1:

Axelsson et al.: Developing Sourcing Capabilities: Creating Strategic Change in Purchasing and Supply Management: From Insight to Strategic Change, Wiley (latest edition)

Booth: Strategic Procurement: Organising Suppliers and Supply Chains for Competitive Advantage, Kogan Page (lat-est edition).

Ulwick: What Customers Want: Using Outcome-Driven Inno-vation to Create Breakthrough Products and Services, McGraw-Hill (latest edition).

Weele: Purchasing & Supply Chain Management: Analysis, Strategy, Planning and Practice, Wiley (latest edition).

Course reader with relevant journal papers 13.2:

Current studies (will be announced in the lecture)

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Module Designation Retail Marketing

Module-Nr./ Code 14


Courses of the module 14.1 Strategic Marketing Planning 14.2 Operational Marketing Planning 14.3 Retail Marketing – Case Studies

Trained competencies Professional competence: After the successful completion of the module, the students will have theoretical and methodological expertise and skills in dealing with the methods, procedures as well as tools used in retail marketing. In particular, they are able to indicate and to characterise the specific features and processes of strategic and operative marketing planning in the retail sector. They can transfer the acquired knowledge to a given practical problem and after a comprehensive problem and situation analysis, they can develop marketing concepts which are independently implementable in practice. In the final evaluation processes, they will evaluate and question their own plans and concepts and, if necessary, develop revised or new solution approaches. Methodological competence: The students learn the abilities and skills for scientific working by reading, understanding and analysing scientific texts. In addition, they acquire presentation and media competencies by conveying the results of their own research, in a structured and understandable way using suitable media and presentation techniques. The case study processing promotes their problem-solving competence and transfer competence: Solutions are developed for a complex practical problem by transferring the theoretical knowledge acquired to practical problems. Social competence: Team and conflict competencies is promoted due to the necessity to work together in groups and to deal constructively with conflict situations whilst preparing presentations and case studies. Within the framework of the implementation of case studies presentations and subsequent result discussions, their communication competence is trained due to the necessity to present goal-oriented, effective concepts that are worthy of recognition in practice.



to outline and characterise the process of strategical marketing planning in the retail sector

to plan and implement business and marketing targets and alternative marketing strategies

to analyse a problem and deduce proposed solutions 14.2: The students are able

to outline and characterise the relation between retail functions and retail-specific marketing instruments

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to characterise and apply problem-oriented marketing instruments of the retail sector

to analyse the initial situation of a retail company and to deduce an appropriate instrumental approach


to identify a practical decision problem and to transfer it into a research problem

to collect and analyse data by secondary and primary research for problem-solving purposes

to develop a marketing concept based on the research results and to evaluate it in a multistage process

to present and defend their results to the practice partners

Syllabus plan 14.1: 1. Phases of Planning for developing a marketing conception

in the retailing sector 2. Strategic target planning 3. Strategy Planning

14.2: 1. Product Range Policy 2. Customer Service and Service Policy 3. Pricing Policy 4. Communications Policy 14.3: 1. Situation analysis, development prognosis 2. Development of a marketing concept 3. Presentation and discussion of the results






Total workload

210h

Contact time 75h



Compulsory Elective



Prerequisites None


Module lecturer(s) Prof. Dr. Hans-Joachim Theis



Sub-Module exam: 14.1: Presentation 14.2: Presentation 14.3: Presentation

Duration of examination Every presentation 15 – 20 min


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5,8%

Teaching and learning methods Within the framework of lectures, presentations and practical tasks, the first step is to establish the basics for understanding strategic and operative marketing planning in retail. Building on this, the aim is to transfer the acquired knowledge to a given practical problem (external project partner). As part of a group work, a comprehensive problem and situation analysis is first carried out in order to develop a suitable marketing concept on the basis of the analysis results. This is followed by an evaluation process in the course of which the own plans are evaluated and questioned and, if necessary, revised or new approaches are developed. Finally, the conceptual proposals are presented and discussed in a case study presentation (to the external project partner).


Field trips, case study with a presentation of results at the practice partner, guest lecturer


Barth, K.; Hartmann, M.; Schröder, H.: Betriebswirtschaftslehre des Handels, Wiesbaden (latest edition)

Becker, J.: Marketing-Konzeption. Grundlagen des strategischen und operativen Marketing-Managements, München (latest edition)

Schröder, H.: Handelsmarketing – Methoden und Instrumente im Einzelhandel, München (latest edition)

Theis, H.-J.: Handbuch Handelsmarketing Bd. 1: Erfolgreiche Strategien und Instrumente im Handelsmarketing, Frankfurt (latest edition)

Theis, H.-J.: Handbuch Handelsmarketing Bd. 3: Erfolgsreiche Strategien und Instrumente in der Handelsmarktforschung, Frankfurt (latest edition)

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Module Designation Supplementary Module: Business Relations

Modul-Nr./ Code 15



15.1 Topics in International Business Cultures 15.2 Case Studies in Organizational Communication

Trained competencies Intercultural competence in business

Intercultural and comparative qualitative research

Critical evaluation of communication acts

Critical reading and summarising of academic articles (case studies)


Professional competence:

To raise awareness of culture, national culture and subculture

To raise awareness of cross-cultural similarities and differ-ences

To extend and deepen knowledge on the effect of cultural in-fluences on different aspects of business life

To sensitize students to the practical problems involved in in-tercultural communication

To enable students to carry out qualitative desk and field re-search in comparative and contrastive cross-cultural re-search

Methodological competence: By transforming theoretical knowledge into case studies, group work, discussions and by own research etc. By carrying out audits and evaluations of communication acts Key competency: The students are to develop their competences in intercultural and cross-cultural situations, which should enable them to re-flect on and to compare different cultural patterns. In addition, they should become aware of cultural factors which determine human action and behaviour.

Syllabus plan 15.1:

Culture, cultural differences and dimensions

Diversity and diversity management

Gender and its relevance in business and leadership

Non-verbal communication

Stereotypes and prejudice

Working together in intercultural teams 15.2:

Organisational communication within a unified theory of hu-man behaviour

Qualitative research methods in public relations and market-ing communications

Qualitative communication audits of communications acts

Communicating with stakeholders - case studies in cross-cul-tural differences in organisational communication





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Total workload 240h

Contact time 90h



Elective


Suitable for Master business programmes

Prerequisites Working knowledge of at least two foreign languages

Fluency in English and German

Basic course as introduction to business culture or cross-cul-tural / intercultural management / international marketing

Extensive knowledge of qualitative research methods

Module co-ordinator Prof. Dr. Christiane Dümmler

Module lecturer(s) Prof. Dr. Christiane Dümmler Michael D. Werle-Rutter

Instruction language English


Written exam

Duration of examination 180 min



6,7%

Teaching and learning methods This course combines lecture, class/group work and discussions and relies on extensive work and reading outside the classroom. Throughout the course, exercises for individual, group and class preparation will be set for use in the subsequent session. Discussion and presentation of research proposal, with intensive feedback and tutorial work.


This course is also available on Moodle and provides all infor-mation used in class with links to websites and literature. Spe-cial Forums are part of the practical coursework and analysis. Students are required to upload the results of their research work.


15.1:

Deardorff (ed.): The SAGE Handbook of Intercultural Compe-tence. Los Angeles, latest edition.

Eagly/ Carli: Through the Labyrinth. The Truth about how Women become Leaders. Boston, latest edition

Hodgetts/Luthans: International Management. Culture, Strat-egy, and Behavoir. Boston, latest edition.

Hofstede/Hofstede/Minkov: Cultures and Organizations. Soft-ware of the Mind. Intercultural Cooperation and Its Im-portance for Survival. New York, latest edition.

Mooij: Global Marketing and Advertising. Understanding Cul-tural Paradoxes. Los Angeles, latest edition.

Stuber: Diversity & Inclusion: das Potenzial-Prinzip, Aachen, latest edition

15.2:

Blundel/Ippolito: Effective Organisational Communication - Perspectives, Principles and Practices. Harlow, latest edition.

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Daymon/Holloway: Qualitative Research Methods in Public Relations and Marketing Communications. London, latest edition.

Hargie/Tourish: Auditing Organizational Communication. Lon-don, latest edition.

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Module Designation Supplementary Module: Taxation

Module-Nr./ Code 16


Courses of the module 16.1 Income Tax 16.2 Value added tax 16.3 International tax law

Trained competencies Professional competence: Relevant national and international tax regulations relevant to the company can be explained and classified. Promoting the application of applicable tax regulations to selected operational decisions/business activities. Methodological and social competence: In addition, the ability to present and to work in a group is promoted.


16.1: The students are able to classify the national corporate income taxes. They can also assess the income tax effects of corporate decisions. They can explain the main income tax regulations and apply them to specific business activities. 16.2: The students are able to assess the controllability of the VAT of national and international business activities. They can explain the relevant sales tax regulations and apply them to selected business activities. 16.3: The students are able to identify, to explain and to apply the transfer prices for cross-border business activities between related parties on the basis of applicable law.

Syllabus plan 16.1:

Basics of national income tax law

Basics of national accounting tax law

Basics of national corporation tax law

Basics of national trade tax law 16.2:

Basics of VAT liability

Basics of controllability of VAT

Basics of VAT exemption

Basics of VAT treatment of cross-border supply and service relations

16.3:

Basics of foreign tax law norms of national tax law

Basics of the foreign tax act

Basics of function relocation

Basics of transfer prices for tax purposes






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Total workload

240h

Contact time 90 h

Self-study 150 h


Compulsory elective



Prerequisites None


Module lecturer(s) 16.1 LBA 16.2 LBA 16.3 Prof. Dr. Dirk Schilling







6,7%



Guest lectures by renowned experts from consulting, industry and administration


16.1:

Dinkelbach: Ertragsteuern: Einkommensteuer, Körperschaftsteuer, Gewerbesteuer, latest edition

Rose/Wartin: Ertragsteuern: Einkommensteuer, Körperschaftsteuer, Gewerbesteuer, latest edition

Current legislative texts 16.2:

Kurz/Meissner: Umsatzsteuer, latest edition

Lippross: Umsatzsteuer, latest edition

Current legislative texts 16.3:

Brähler: Internationales Steuerrecht, latest edition

Knies/Rupp: Internationales Steuerrecht, latest edition

Current articles from trade journals

Current legislative texts

Own script

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Module Designation Supplementary Module: Human Resource Management

Module-Nr./ Code 17


Courses of the module 17.1 International HRM 17.2 Research seminar: HRM: Application/ Cases

Trained competencies Professional competence: The application and analysis of technical terms for international HRM: in particular the structuring, classification of terms and approaches of HRM, including the comparison and evaluation of differentiated contents and presentations (publications) on HRM as well as the design and development of own research questions on HRM. Methodological competence: Scientific Working in the field of human resource management (project development, processing, documentation), media and transfer competences (evaluation, documentation, presentation of their own human resource management project) Social competence: Communication, team and coordination competence through applied group work in the seminar Self and personnel competence: Decision-making competence (selection and evaluation of research questions), responsibility/independence – reflection through project management


17.1: After completing this unit, the students will be able

to understand HRM as a function relevant to business management in international competition

to classify HRM as a strategic partner of corporate management, to understand, analyse and design role models

to understand, analyse and design all sub-functions of the HRM, in particular human resources development and talent management

17.2: After completing this unit, the students will be able

to formulate research questions on international HRM

to design smaller research projects on HRM

to select and apply empirical methods for HRM research projects and to use them in a result-oriented manner

to document and, if necessary, present research results on HRM

Syllabus plan 17.1:

To understand to analyse and design HRM as an operational function: in particular the sub-functions recruitment, personnel selection, personnel appraisal, personnel management;

To identify and classify strategic roles of modern HRM.

To understand personnel controlling as the task of HRM

To understand and design human resources development / talent management as a special focus of modern and contemporary HRM work: roles of human resources

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development, performance and potential assessment as a task of the human resources development, instruments of human resources development: above all talent management/ retention management, personnel development controlling

17.2: The students develop research projects on the topic of “International HRM”, either individually or in groups. Subtasks / tasks that are included:

To select research questions about HRM

To design research projects on HRM

To select methods of (empirical) processing of HRM projects (heuristics, data collection, data evaluation)

To document and to present research projects






Total workload

240h

Contact time 90

Self-study 150


Compulsory elective



Prerequisites None


Module lecturer(s) Prof. Dr. Peter Mühlemeyer




Duration of examination Written exam: 180 Min



6,7%

Teaching and learning methods Seminaristic teaching discussions, case studies, exercises, self-study groups


Guest lectures, online parts: case studies, use of teaching materials


Berthel/Becker: Personalmanagement Grundzüge für Konzeptionen betrieblicher Personalarbeit, Stuttgart, latest edition

Mühlemeyer, P.: Personalentwicklung; Lehr- und Lehrbriefdokumentionen 1-5; latest edition

Oechsler, W.: Personal und Arbeit, Berlin/München/Bosten, latest edition

Scholz, C.: Human Resource Management in Europe, London/New York, latest edition

Scholz, C.: Personalmanagement, München, latest edition

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Thom, N. u. a.: Fälle zu Organisation und Personal, Didaktik und Vorgehen, Stuttgart/Wien, latest edition

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Module Designation Supplementary Module: Energy Trading

Module-Nr./ Code 18


Courses of the module 18.1 Infrastructure as the basis of trade 18.2 Legal basics of energy trading 18.3 Wholesale 18.4 Retail

Trained competencies Professional competence: Specialist and technical basics, especially on the procurement and sale of energy are taught. The subject deals with the infrastructure, trade (wholesale and retail) and the legal situation regarding the energy sector. Methodological competence: : Competence in scientific working through the preparation of a paper and transfer competence based on case studies. The analysis and assessment of risks serves to further develop problem-solving competence in specific situations.


The students are able to explain and to apply the infrastructure, the legal basics and the trade of energy. They have a thorough knowledge of the energy sector and they are therefore able to work in this area. They can apply in practice what they have learnt with regard to energy trading and act in a problem-solving manner.

Syllabus plan 18.1.: 1. International electricity supply 2. Production technologies – an introduction (brown coal, hard

coal, uranium, gas, oil, regenerative, other) 3. Economic evaluation criteria (efficiency, cost structures,

merit order) 4. Natural gas production and extraction 5. Networks (transmission network, interconnection, system

services, etc.) 6. Natural gas storage 7. Counting and measurement 8. Cost structures 9. Regulatory authority 18.2.: 1. Energy industry law (regulatory authority, unbundling,

original provisions) 2. Grid charging regulations (electricity, gas) 3. Grid access models (electricity, gas, contractual networks) 4. General terms and conditions technical codes (transmission

code, distribution code, metering code) 5. Antitrust, competition law 6. Tax laws 7. CHP law 8. Renewable Energies law 9. Concession levy regulation 18.3.: 1. Marketplaces 2. Market role 3. Energy exchange

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4. Trading OTC 5. Price prognosis 6. Quantity forecasting 7. Risks in energy trading 8. Risk assessment 9. Practical handling of wholesale trade 10. Selected examples and case studies for wholesale energy

procurement 11. Software support 18.4: 1. Demolition of liberalisation in Germany 2. Sales-relevant characteristics 3. Current market trend 4. Customer segments and their specifics 5. Essence of the universal service according to EnWG 6. Core functionality of an energy retail trade 7. Strategic Approaches 8. Calculation 9. Energy supply contracts 10. Sales channels and strategies 11. Energy consulting 12. Selected marketing tools 13. Controlling 14. Case study 15. Relevant technologies 16. Software support 17. Energy retail in Europe






8

Total workload

240h

Contact time 90h

Self-study 150h


Compulsory elective



Prerequisites None


Module lecturer(s) LBA



Term paper

Duration of examination



6,7%

Teaching and learning methods Seminaristic teaching

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All lectures are conducted by lecturer from energy supplier EWR and the Stadtwerke Frankenthal


Current literature of the companies

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Module Designation Internship abroad

Module-Nr./ Code 19


Courses of the module None

Trained competencies Professional competence: Task-specific corporate management skills as well as foreign language competence (provided that the internship abroad is not spent in a German-speaking country) Methodological competence: Competencies in dealing with specialist methods, procedures, tools and materials, problem-solving and transfer competence Social competence: Communication, team competence, cooperation competence and conflict competence Self and personnel competence: Self-management, reflexion and decision competence


The students are familiar with the typical processes and problems of the company or the department they are working for. They are able to reflect on their acquired theoretical knowledge in the context of their practical experience.

Syllabus plan The area of responsibility and assignment is determined in the application process between the student and the supervisor of the company and is checked by the supervisor at the university. Depending on the chosen or assigned area of responsibility, the student will be involved in the management of specific corporate management issues. Continuous support within the company ensures that the desired learning outcomes are achieved.

Semester of studies 3rd Semester

Module duration 1 Semester (20 weeks)




Total workload

900h

Work time in the company 800h

Processing time for the internship report

100h


Compulsory elective


Universal

Prerequisites None

Module co-ordinator According to subject, assigned to the lecturers

Module lecturer(s) --

Instruction language --


Internship report

Duration of examination --



25%

Teaching and learning methods --

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--


If necessary special literature on specific topics

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Module Designation International Project1

Module-Nr./ Code 20


Courses of the module None

Trained competencies Professional competence: Task-specific corporate management skills Methodological competence: Competence in dealing with specialist methods, procedures, working materials and tools, problem-solving and transfer com-petence Social competence: Communication, team competence, cooperation and conflict competence Self and personnel competence: Self-management, reflexion and decision competence


The students are familiar with the typical processes and prob-lems of the company or the department they are working for. They are able to reflect on their acquired theoretical knowledge in the context of their practical experience.

Syllabus plan The area of responsibility and assignment is determined in the application process between the student and the supervisor of the company and is checked by the supervisor at the univer-sity. Depending on the chosen or assigned area of responsibil-ity, the student will be involved in the management of specific corporate management issues. Continuous support within the company ensures that the desired learning outcomes are achieved.


Module duration 1 Semester (20 weeks)




30

Total workload

900h

Work time in the company 800h

Processing time for the internship report

100h


Compulsory elective


Universal

Prerequisites None

Module co-ordinator According to subject, assigned to the lecturers


Instruction language --


Internship report

Duration of examination --

1 In accordance to § 7, Paragraph 1, Sentence 5, this corresponds to „dem Praxissemester mit inter-

nationalem Bezug in Deutschland“.

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25%

Teaching and learning methods --


--


If necessary special literature on specific topics

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Module Designation Semester Abroad

Module-Nr./ Code 21


Courses of the module According to the offer of the partner university

Trained competencies Professional competence: The professional competencies promoted at the partner university depend on the modules offered by the universities or selected by the students. If the semester abroad is completed at a non-German-speaking partner university, foreign language competence is promoted. Social competence: Communication, intercultural competence Self and personnel competence: Self-management, independence, reflexion competence


The students are able to

apply the subject-specific competencies learned in the lectures and self-study, depending on the selected modules to practical situations in an international context.

orientate oneself independently at a university abroad. Furthermore, they can find their way around in a foreign culture and to apply, expand and deepen their foreign language skills in an authentic environment of a daily or study situation. Furthermore, they can recognise and reflect on similarities and differences in their studies and everyday situations.

Syllabus plan The students can select three out of four following subjects at the foreign partner university modules: 21.1 International Marketing 21.2 International HRM 21.3 International Controlling 21.4 International Corporate Strategy






Total workload

900h

Contact time According to the partner university

Self-study time According to the partner university


Compulsory elective


Universal

Prerequisites None

Module co-ordinator Depends on the partner university and the chosen modules

Module lecturer(s) Depends on the partner university and the chosen modules

Instruction language Depends on the partner university and the chosen modules


According to the partner university

Duration of examination According to the partner university

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25 %

Teaching and learning methods Depends on the partner university and the chosen modules


Depends on the partner university and the chosen modules


Depends on the partner university and the chosen modules

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Module Designation Master-Thesis

Module-Nr./ Code 22


Courses of the module 22.1 Examination Paper 22.2 Colloquium

Trained competencies Professional competence: Competence in dealing with technical terms and concepts, competence in dealing with technical methods and procedures Methodological competence: Competence for scientific work, problem-solving and transfer competence Self and personnel competence: Self-management, independence, decision-making competence


After the successful completion of the module, the students will be able to

work independently under the guidance of a scientific supervisor on qualified self-contained theoretical and/or practical problems of the respective subject

apply and appreciate scientific theories

resign the results of their work in written form, professionally and methodologically competent and in an appropriate form

explain and discuss the results of their work as well as connections to related topics in oral form in the colloquium

Syllabus plan Depends on subject

Semester of studies 4th Semester

Module duration 1 Semester (max. 6 months gem. § 9, Paragraph 3, Sentence 2 FPO)




Total workload

900h

Contact time According to the mentor

Self-study time Ca. 900h


Compulsory



Prerequisites At least 60 credit points from completed modules within the framework of the Master’s degree programme according to the subject-specific examination regulations

Module co-ordinator Supervising mentor


Instruction language German or English


Examination paper (24 ECTS) and Colloquium (6 ECTS)

Duration of examination Colloquium: 20 min



25 %

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Teaching and learning methods Independent elaboration of the master thesis by students, whereby in all phases of the preparation a comprehensive supervision by the mentor takes place.


--


Subject-specific specialist literature and literature in scientific work in consultation with the mentor

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III. Competency Matrix

Co

urs

e o

f st

ud

y:

Inte

rna

tio

na

l M

an

ag

em

en

t (M

.A.)

Se

me

ste

r4

Mo

du

le1

23

45

67

89

10

11

12

13

14

15

16

17

18

19

20

21

22

Math

em

atical com

pete

nce

xx

xx

x

Fore

ign language c

om

pete

nce

xx

xx

xx

xx

xx

xx

x

Dig

ital/IT

com

pete

nce

x

Com

pete

nce in d

ealin

g w

ith p

rofe

ssio

nal te

rms a

nd c

oncepts

xx

xx

xx

xx

xx

xx

xx

Com

pete

nce in d

ealin

g w

ith s

pecifi

c/c

ours

e-r

ela

ted m

eth

ods,

pro

cedure

s,

tools

and m

ate

rials

xx

xx

xx

xx

xx

xx

xx

xx

Com

pete

nce in d

ealin

g w

ith legal fram

ew

ork

s a

nd s

tandard

sx

x

Deve

lopm

ent

of specifi

c r

esearc

h q

uestions

xx

Capacity for

scie

ntific

/academ

ic w

ork

xx

xx

xx

xx

xx

xx

x

Pre

senta

tion s

kill

sx

xx

xx

xx

xx

xx

xx

Pro

ble

m-s

olv

ing c

om

pete

nce

xx

xx

xx

xx

xx

x

Media

com

pete

nce

xx

xx

xx

Abili

ty t

o t

ransfe

r x

xx

xx

xx

xx

xx

xx

xx

xx

x

Com

munic

ation s

kill

sx

xx

xx

xx

xx

xx

xx

xx

x

Capacity for

team

work

xx

xx

xx

xx

xx

xx

xx

x

Abili

ty t

o c

oopera

tex

xx

xx

xx

Com

pete

nce in d

ealin

g w

ith c

onfli

cts

xx

xx

xx

Leaders

hip

skill

sx

x

Inte

rcultura

l com

pete

nce

xx

x

Self-

Managem

ent

xx

xx

xx

xx

x

Responsib

ility

x

xx

xx

Auto

nom

yx

xx

xx

xx

xx

xx

xx

x

Decis

ion M

akin

gx

xx

xx

xx

xx

x

Abili

ty t

o c

onte

mpla

te/r

efle

ct

xx

xx

xx

x

3

Pro

fess

ion

al

co

mp

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Master’s degree programme in International Management · 2019. 2. 6. · III. Modular Course –...

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