Module Descriptions. M. A. Business Management

Transcription

1 Faculty of Business Management and Social Sciences Module Descriptions M. A. Business Management Visiting students shall make the first choice of modules for their study stay at Osnabrück University of Applied Sciences (OS UAS) by means of the modules listed in the online learning agreement: The agreement can be changed and finalised at the beginning of the semester when the official timetables of the faculty have been published. Further modules of other study programmes at our faculty may be chosen, provided that these are open to visiting students and that you meet the requirements. Postgraduate modules may however only be taken after the International Faculty Office (IFO) has checked your eligibility. For an overview of the modules taught in English at our faculty, please go to: Pre-requisites for postgraduate module attendance: Bachelor s degree in Business Management/Economic Sciences or 180 ECTS credit points from previous studies respectively, ability to study in the language of instruction (min. B2 CEFR). Visiting students are not allowed to attend postgraduate modules without prior confirmation by the IFO. The specialisation modules can be chosen by visiting students just the same as the other basic subjects. These courses are usually offered in the 1 st to 3 rd semester of our Master programmes. No guarantee can be given that the modules at our faculty may not be altered, cancelled or otherwise amended at short notice. The information listed here is also subject to changes. If the minimum number of students cannot be realised or if the maximum number is achieved, visiting students might have to look for alternative modules. As of: 26 November 2015

2 INDEX: Business Ethics... 3 Information Management... 4 International Marketing... 5 Strategic Human Resource Management and Organisation... 6 S Change Management: Strategies and Implementation... 7 S Change Management: Leadership and Innovation... 8 S Change Management: Mergers, Reorganisation and Development... 9 S Consulting: Management and Marketing Tools S Consulting: Controlling and Finance Tools S Consulting: Case Studies S Human Resource Management: Cooperation and Confrontation Strategies in view of Personnel Policy S Human Resource Management: Human Resource Development and Education Management S Human Resource Management: Concept Development and Case Studies concerning Human Resource Management S International Taxation and Accounting: International Taxation S International Taxation and Accounting: International Accounting S International Taxation and Accounting: Seminar/Case Studies S Law and Human Resources: Challenges and Solution Strategies S Law and Human Resources: Labour and Social Law S Law and Human Resources: Seminar/Case Studies on Labour and Social Law. 21 S Logistics and Supply Chain Management: Methods of Logistics Management S Logistics and Supply Chain Management: Systems in Logistics Management S Logistics and Supply Chain Management: Supply Chain Management S Management Science: Qualitative Methods of Management Science S Management Science: Quantitative Methods of Management Science S Management Science: Project/Case Studies S Strategic Marketing: Product and Innovation Management S Strategic Marketing: Brand Introduction and Communication S Strategic Marketing: Sales and Cooperation Management Specialisations (S), consisting of three modules each For every module 5 ECTS credits are given.

3 Business Ethics The students are aware of the changing socio-political framework of entrepreneurial actions. They are able to assess correctly the social responsibility of companies and other organisations and to put this into practice, if necessary. 1. History of economic theories in their ethical dimension 2. Basic problems of business ethics (i.a. interdependencies of religion and economy) 3. Ethical aspects of domestic institutionalisation of economic processes (e.g. of different economic systems like market economies) 4. Ethic aspects of economic activity within a company a. Corporate governance b. Co-determination c. Corporate citizenship d. Corporate ethics and management 5. Ethical aspects of economic activities within lobbies (labour unions, trade associations) 6. Ethical aspects of economic activities within public institutions (e.g. revenue offices) 7. Selected fields of action a. Labour market b. Black economy c. Corruption d. Shareholder value e. Advertising TEACHING METHODS: Lectures, presentations, case studies, teamwork 3

4 Information Management Students will learn the significance and necessity of information and IT management. They will be familiarised with essential standard procedures in compiling and processing information, and will be able to master the organisational, technical and legal framework conditions required to operate the system. In situational circumstances, students will be able to develop and defend the strategic and action concepts of IM required for operation and strategic development. 1. Managing information systems 1.1 Terms and classifications 1.2 Strategic IT management 1.3 Operative IT management 1.4 IT professions 1.5 Security management 1.6 Data protection 1.7 Legal management 2. Methods and tools of information management 2.1 Data warehousing 2.2 OLAP 2.3 Business intelligence 2.4 Knowledge management 2.5 New developments 3. IT and IM controlling 4. Examples from Business Administration TEACHING METHODS: Seminar teaching with project tasks for students 4

5 International Marketing Product describes the basis of marketing. In order to bring one product successfully into market, the price has to be adjusted with the product and the product has to be distributed. Therefore, at the heart of marketing it is the decision about product, price, communication and distribution, that is, marketing mix. Through this lecture, students will obtain a well-founded overview of market research instrument and such areas as product, price, communication and distribution, which are always considered to be connected with each other. The awareness of students should be created for the following question: which marketing mix (under respective objectives) is going to be promising? With this lecture, they should be familiar with the current terms and events in the practice and be able to sort all aspects correctly in the international context and make proper decisions according to situations. 1. Process of marketing planning 2. Marketing research 3. Product performance (product and price) 4. Profile performance (communication) 5. Presence performance (distribution) 6. Marketing mix in different situations All areas will be specified in the international context. TEACHING METHODS: Lecture, self-study, case studies, guest lecture 5

6 Strategic Human Resource Management and Organisation The students understand the complexity of Strategic Human Resources Management regarding its theoretical and practical implications and know how to apply it to concrete cases from practice. They develop a general understanding for the methods and applications of Strategic Human Resources Management. The students are able to incorporate contextually Strategic Human Resources Management into general management. They know about the different forms of organisation and their advantages and disadvantages. Furthermore, they learn to deal with corporate cultures and have well-founded basic knowledge regarding the theory and the development of paradigms in Strategic Human Resources Management. 1. Corporate governance a. Discussion about strategy and structure b. Co-determination c. Organisation models d. Principal and agent problem e. Corporate control f. Regulation of successors in medium-sized businesses 2. Concept of Human Resources Management a. Human capital theory b. Resource-based view / capability-based view c. Human resource portfolios 3. Corporate culture a. Diversity management b. Corporate identity c. Soft skills management TEACHING METHODS: Lectures, exercises, case studies, presentations 6

7 SPECIALISATIONS (S) consisting of three modules each S Change Management: Strategies and Implementation The students are able to plan change processes strategically and to develop concepts for the implementation. For this purpose they are familiar with different approaches, can reflect on them critically and apply them to case studies. 1. Objectives of change management 2. Organisational structures and management systems as success factors for the change capability of enterprises 3. Change strategies: radical or evolutionary change? 4. Implementation: management of change projects 5. Learning as a challenge in change management TEACHING METHODS : Lecture, case studies, team work, presentations 7

8 S Change Management: Leadership and Innovation The students have broad-based knowledge and in-depth competence in the management of organisation development projects, also taking informal regulation systems into account. They are able to identify official and informal rules of an organisation and can use them to achieve the aims of the organisation. The students can identify central processes that mould the identity and culture of the organisation and can recognise the disturbances these may cause for the self-image of an organisation, the relationship of these processes to the identification and motivation of employees. Moreover they know how to link both levels constructively with each other. The students are able to identify culture-related internal interface problems and to solve them co-operatively with an orientation towards the objectives of the overall organisation. The module enables future middle managers and candidates for senior management to handle such processes practically on the basis of general psychological knowledge about the social, organisational, and psychological requirements for changes in an organisation. The students know how to identify the mood of an employee according to the objectives and to use this for the changes planned. They are confronted with different challenges to their competence to manage changes and learn how to hold their ground adequately in different situations of change. The students can identify the secret rules and objectives of an organisation and know how to use them for their change tasks. 1. Formal and informal rule systems and their dynamics 2. Methods for the identification of self-image and culture of an organisation 3. Interventions for the balancing out of cultural discontinuities regarding strengthening of identity 4. Culture-based internal interface problems and smoothing things out, e.g. in expert organisations 5. Implementation and handling of the phases of a systematic organisation development procedure 6. Identification and utilisation of professional competence and identity 7. Change and adjustment of reward and punishment systems 8. Resistance phenomena, joining and taking advantage of resistance 9. Profit and loss balancing and removal of fear 10. Secret rules and objectives 11. Concrete case studies regarding a. Re-organisation dynamics b. Merger, acquisition and co-operation dynamics c. Innovation dynamics d. Conditions and dynamics of crises and conflicts TEACHING METHODS: Lecture, exercises, work in small teams, role plays, case analyses and supervisions, business game SUMMER SEMESTER 8

9 S Change Management: Mergers, Reorganisation and Development The students are able to understand the theoretical and practical implications of change management in the context of mergers, reorganisations and growth and to apply them to concrete practical cases. They develop a general understanding of the methods and applications of strategic and operational change management. The students are in a position to incorporate contextually change management into general management. They are aware of the relevant methods, heuristics and social techniques of change management so that they can apply them on the basis of case studies. Furthermore, a general insight into the case study techniques of the Harvard Business School is provided. 1. Merger a. Theoretical basic principles of mergers and acquisitions (M&A) b. Empirical evidence and status quo of M&A research c. Fundamental principles of corporate governance: shareholder value vs. stakeholder value d. Objectives and strategic imperatives of mergers and acquisitions e. Strategic success factors of mergers and acquisitions f. Strategic alliances as a real option for mergers and acquisitions g. Basic pattern of M&A processes: pre-merger phase, deal-closing phase and post-merger phase h. Fundamental principles of value enhancement management 2. Reorganisation a. The determinants of company crises b. Financial reorganisation: securing liquidity c. Structural reorganisation: sustainable securing of the financial and organisational balance d. Strategic reorganisation: optimisation of the business segment portfolio in consideration of aspects such as the securing and appreciation of value e. Behaviourial reorganisation: i. Restructuring of the institutional power structure ii. Optimisation of the competency and ability mix iii. Optimisation of human resource and leadership processes and structures f. Tools and techniques of company restructuring 3. Development a. Theoretical basic principles and determinants of company growth b. Paradigms of growth: strategies, archetypes and patterns of success c. Optimisation of the business segment portfolio from the point of view of risk, growth, and yield d. Tools and techniques of business development e. Fundamental principles of new venture management f. Success factors of new ventures TEACHING METHODS: Lectures, exercises, case studies, presentations 9

10 S Consulting: Management and Marketing Tools Students will learn to understand the significance of business strategies and how to develop and implement them. They will also learn about marketing issues, and how strategic and operative management are interconnected. They will be able to prepare decisions for companies in a variety of business / market/ competitive situations using central management and marketing tools, and to derive courses of action. Using selected case studies, the module will also give students a well-founded understanding of the development and implementation of operative marketing and management decisions in business practice. 1. Management and marketing tools and their areas of application 2. Business analysis / environmental analysis, formulating and assessing strategies 3. Project-oriented development and implementation of management and marketing strategies TEACHING METHODS: Lecture, exercises, literature-based research, case studies LANGUAGE OF INSTRUCTION: English 10

11 S Consulting: Controlling and Finance Tools Based on financial business objectives, assessment tools will be conveyed and learned in detail. As a decision criterion, value management will be jointly elaborated and critically evaluated against the backdrop of current developments. On this basis, concrete and fieldtested approaches (tools) will be applied in selected case studies to enhance business performance. 1. Principles of business objectives - Shareholders vs. stakeholders - Financial control parameters - Principles of value management 2. Value management - Investment management - Corporate assessment - Approaches of value management 3. Selected measures to enhance shareholder value - Make or buy? M&A management - Working capital management - Financial instrument - Instruments of risk management TEACHING METHODS: Lectures, exercises, literature research, case studies LANGUAGE OF INSTRUCTION: English SUMMER SEMESTER 11

12 S Consulting: Case Studies Students will come to comprehend and understand consulting as an essential option for companies to make use of expertise, experience and specific knowledge of the market and industry when realising projects, without having to create permanent structures for this purpose. Students will learn how to apply, use and assess the appropriate methods from the consultant s perspective. 1. Range of tasks / fields of application of management consultancy 2. Problem-solving methods of management consultancy 3. Management and supervision of consulting projects 4. Case studies TEACHING METHODS: Lectures, exercises, literature research, case studies LANGUAGE OF INSTRUCTION: English 12

13 S Human Resource Management: Cooperation and Confrontation Strategies in view of Personnel Policy The students learn how to analyse complex problems of the human resource management and to develop practical solutions which consider the perspectives of different target groups. They learn to make realistic decisions in complex decision-making situations, under timepressure, and to remain able to react. The students acquire knowledge how to classify the current concepts of practical personnel work into the overall concept and the development of the human resource management, and to analyse their importance critically. The contents deepened in this module as well as in module 2 will be intensified comprehensively by means of case studies in module 3 of this speciality so that the students learn to solve personal challenges systematically. Currant challenges of human resource management and suitable cooperation and confrontation strategies e. g. in the field of: - Demographic change - Internationalisation - Micropolitics - Industrial relations (national and international) - Talent management - Employability - Support of change processes through the Human Resource Management - Flexibilization & individualisation - Implementation of human resource tools TEACHING METHODS: Seminar with discussions, exercises, teamwork as well as presentations. 13

14 S Human Resource Management: Human Resource Development and Education Management Aim of this module is to prepare the students for leading positions in order to work successfully in the field of human resource development, educational planning and management in companies as well as in educational institutions. For this purpose an essential detailed knowledge of human resource management, educational management and adult education is imparted. - Human resource development and education - Analysis of educational needs - Competency management - Characteristics of adult education and pedagogics - Development of human resource development concepts - Preparation of curricula and trainer manuals - Human resource development controlling and quality management TEACHING METHODS: Seminar, lectures, discussion, teamwork and presentations SUMMER SEMESTER 14

15 S Human Resource Management: Concept Development and Case Studies concerning Human Resource Management The students are able to analyse overall subjects of the human resource management and to identify the problem areas where need for action is necessary. They are able to develop independently action alternatives and concepts and to explain them by means of decision criteria. The students are in a position to communicate their preferred action alternative in small groups and to define their position in front of an audience. Overall case studies that deepen the challenges of the human resource management from the two previous modules and that clarify interdependencies: - need for action/action alternatives - decision criteria and decisions as well as - their implementation by means of the suitable methods TEACHING METHODS: The lecture takes place as a seminar. Main topics are case studies that the students prepare as an individual work and that will be discussed in teamwork. Discussions and exercises alternate with lectures and presentations. 15

16 S International Taxation and Accounting: International Taxation 1. Knowledge of the relevant regulations of the international taxation system, definition of the international tax law point of contact for possible tax issues overview of the relevant regulations of the income tax law for international taxation, taxation of taxpayers with limited tax liability according to 49 cont. assessment of limited taxpayers within the German Income Tax Law, deduction of tax at the source. 2. National steps to avoid double taxation: a. Charge and deduction of taxes paid abroad according to 34 of the German Income Tax Law b. Progression proviso, 32b of the German Income Tax Law c. Structure and functionality of the Conventions on Double Taxation, problems of the charge settlement of groups, tax havens, statutory tax tightening according to 2a of the German Income Tax Law and the Foreign Transaction Tax Act, in particular deducting and adding taxation The students can identify the effects of the national and intergovernmental tax regulations on the taxation of a company. In individual cases, the financial consequences of the tax burden of a company are ascertained, and entrepreneurial decisions in terms of the effects of the international taxation of companies are optimised. The students can thus develop team competencies as regards tax issues, they can select and analyse tax-relevant information to assess the risks for the company. TEACHING METHODS: Lectures, presentations by the students, exercises, case studies, discussions 16

17 S International Taxation and Accounting: International Accounting The students gain knowledge of the accounting according to IAS/IFRS. They are able to set up, analyse and approve an annual statement of accounts according to IAS/IFRS. 1. Basics of the accounting according to IFRS/IAS 2. Annual accounts, and profit and loss statement according to IFRS/IAS 2.1 Structure of annual accounts, and profit and loss statement 2.2 Accounting and valuation of capital and current assets 2.3 Accounting and valuation of liabilities 2.4 Individual questions of the profit and loss statement 3. Cash flow statement and statement of changes in equity 3.1 Cash flow statement 3.2 Statement of changes in equity 4. Individual questions of accounting and valuation according to IAS/IFRS TEACHING METHODS: Lectures, presentations by the students, exercises, case studies, discussions, self-study SUMMER SEMESTER 17

18 S International Taxation and Accounting: Seminar/Case Studies The students deepen their knowledge of international taxation and accounting. Case studies on international taxation and accounting. TEACHING METHODS : Exercises, case studies 18

19 S Law and Human Resources: Challenges and Solution Strategies The students learn how to analyse complex problems of the HRM and develop solutions that include the different perspectives from module 3 like individual, system, organisation and legal issues. The extended contents of this module are also dealt with in case studies (including legal situations) in module 3 of this small focus so that the students learn how to solve personnel challenges in a systematical and interdisciplinary way. Up-to-date and relevant challenges of the HRM, e.g. implementation of agreements on objectives, implementation and adjustment of leadership systems, alteration of payment schemes, increase of variable salary parts TEACHING METHODS: Lectures, presentations, case studies, teamwork 19

20 S Law and Human Resources: Labour and Social Law The students deepen their knowledge in labour law and extend it by social security issues of in-company personnel work and employment trends. Thus they acquire expert knowledge in labour law and human resources for entrepreneurial management tasks. 1. Labour and social law in common law 2. Effects of the ECJ jurisdiction on national law 3. Basics of social security, e.g. a. Structure of the security sections b. Instruments of the administration commerce c. Procedure of social legislation and social jurisdiction d. Insurable and non-insurable employments, differentiation of self-employments e. Contribution law registration procedure, registration and information duty of the employer 4. Focuses of labour and social law inter alia within the scope of a. Concluding and terminating employment contracts b. Creating special types of employment and the employment of special groups of persons c. Changing the status of employees d. Shaping the working time and adapting more flexibility e. Compensation and payment systems 5. Industrial safety regulations in the firm and accident insurance protection 6. Legal issues concerning the succession establishment, conversion and closure of firms 7. Legal characteristics of temporary employment contracts 8. Social law consequences as to labour law decisions TEACHING METHODS: Lectures, presentations, case studies, teamwork SUMMER SEMESTER 20

21 S Law and Human Resources: Seminar/Case Studies on Labour and Social Law The students attain competencies to develop and solve independently complex problems of labour and social law. The academic work and research are fostered in view of the Master's thesis and the following practice. The circumstances of the case studies are based on the module labour and social law (module 2) and the knowledge gained in preceded modules. The case studies focus on the main legal topics, integrate selected topics of the HRM and are dealt with in cooperation with lecturers of the HRM. TEACHING METHODS: Partly lectures, presentations, case studies, teamwork 21

22 S Logistics and Supply Chain Management: Methods of Logistics Management The students get to know the fundamental methods of logistics management. Besides the general basics, the students shall securely know how to manage essential logistic functions in a performance-specific manner and how to manage logistics from a phase-specific view. They shall particularly master to fulfil management tasks in the logistic subsystems by securely handling appropriate methods. 1. Basics of logistics management 2. Strategic logistic planning 3. Management of processing orders 4. Concepts of production planning and controlling 5. Management of sourcing strategies 6. Concepts of supply and distribution logistics 7. Concepts of procurement 8. Management of distribution strategies 9. Organisation of logistics 10. Outsourcing of logistic processes and logistics providers 11. Logistics controlling TEACHING METHODS: Lecture, teamwork, seminar papers 22

23 S Logistics and Supply Chain Management: Systems in Logistics Management The students get to know the alternative structures, techniques and systems of all company and information logistics in the supply chain. The aim is that they become completely familiar with different automation techniques as well as with their fields of application and their managerial basis and also the interdependencies with information logistics. They learn to master the functions, processes, procedures and steering strategies in supply chain systems. The students develop systematically a project from the area of company logistics taking information, identification and communication techniques into account. They are trained to present and defend their project in front of a professional audience. 1. General principles of supply chain-oriented thinking and acting 2. General doctrine of company and information logistics 3. Introduction to relevant organisation and management theories 4. Specific organisation and management theories for company and information logistics 5. Typical applications/systems for company and information logistics 6. Current developments in company and information logistics TEACHING METHODS: Lecture with teamwork SUMMER SEMESTER 23

24 S Logistics and Supply Chain Management: Supply Chain Management The students get to know the efficiency and performance limits of supply chain management. They learn to master the functions, processes and steering parameters of supply chain systems and are able to design these systems on their own. 1. Supply-chain-specific management theory and practice of business management and information logistics 2. Characteristic applications/systems of the supply chain management sector 3. Software tools for analysis and modelling 4. Current developments in this field of research TEACHING METHODS: Guided individual work and teamwork on case studies, academic practical project, self-study, lecture 24

25 S Management Science: Qualitative Methods of Management Science The students can identify, describe and structure management problems and apply the soft methods of management science. The parameters that influence problem situations are demonstrated and solving procedures of management science are analysed and evaluated with regard to the problematic situation. 1. Soft methods of management science 1.1 Soft system methodology 1.2 Strategic choice approach 1.3 Strategic option development analysis 1.3 Cognitive mapping 2. Planning and decision 2.1 "Decision Tree" procedure 2.2 Decisions in risky and uncertain situations 3. Case studies and projects TEACHING METHODS: Seminars, case studies, lectures 25

26 S Management Science: Quantitative Methods of Management Science The students are able to realize which of the methods of management science is the most appropriate one for a given problem formulate problems by using a suitable model or a mixture of models compare alternative strategies interpret and communicate the outcomes 1. Mathematical programming 1.1 Linear programming 1.2 Problems in transport 1.3 Software for mathematical programming 1.4 Application of mathematical programming 2. Modelling and forecast 2.1 Forecast process 2.2 Classification of the different approaches 2.3 Delphi Approach 2.4 Regression analysis 2.5 Further forecast methods 2.6 Neural networks 2.7 Applications 3. Queue models 3.1 Classification of queue models 3.2 Characteristics of systems for single operators 3.3 Applications in finance mathematics and actuarial theory 4. Simulation of queue processes 4.1 Monte Carlo Simulation 4.2 Discrete Event Simulation 4.3 Simulation of economic processes 5. Diffusion theory 5.1 Diffusion of innovations 5.2 Forecast models 5.3 Valuation of diffusion models 5.4 Implications for the marketing mix TEACHING METHODS: Lectures, case studies, self-study, e-learning SUMMER SEMESTER 26

27 S Management Science: Project/Case Studies The students can deal with and solve real problems by applying the solving procedures of management science. Concrete scenarios of the management disciplines like controlling, marketing, logistics, finance, insurance industry, human resources or non-profit organisations are picked up. The students can identify the parameters that influence problem situations. They can analyse and evaluate possible solving procedures of management science, create a model by using management science techniques to solve the problematic situation as well as show the restrictions and premises of the model. Dealing with projects and case studies by means of qualitative and quantitative methods of management science. The concrete projects are arranged with the students but shall originate from the following areas: Forecasting of finance and insurance markets Online market research Simulation of systems, e.g. logistic systems Application of queue models Planning of manpower in the public health system Controlling with data warehousing and data mining Soft methods in innovation management Planning of the production programme TEACHING METHODS: Lectures, case studies, self-studies, teamwork 27

28 S Strategic Marketing: Product and Innovation Management The students learn typical processes of new product development in different sectors and with different degrees of innovation. They receive fundamental information on methodical instruments (empirical analysis methods, creativity techniques, screening procedures, concept and product test, marketing mix tests, forecasts, diffusion models). The students understand an innovation process as a complex management task. 1. Innovation as a central management task 2. Concept of phases at a glance 3. Innovation processes in different areas 4. Empirical analysis methods 5. Test and forecast procedures 6. Launch plan and diffusion models TEACHING METHODS: Lectures, case studies, self-study LANGUAGE OF INSTRUCTION: English 28

29 S Strategic Marketing: Brand Introduction and Communication The students deal with the establishment and management of brands. They learn different brand strategies and brand hierarchies and receive information on the topic of brand stretching / transfer potential. There is a focus on communication, which contributes considerably to the brand positioning and achievement of brand recognition and the functioning of which needs to be understood. 1. Brand concept 2. Brand strategies 3. Brand stretching 4. Communication 5. Brand value TEACHING METHODS: Lecture, case studies, self-study LANGUAGE OF INSTRUCTION : German SUMMER SEMESTER 29

30 S Strategic Marketing: Sales and Cooperation Management The students are in a position to calculate the sales performance in the added value process, to put important problems of sales and co-operation management into context and to develop new solution approaches by using modern methods 1. Basic principles of sales and co-operation management 2. Sales management a. Elements of sales policy b. Sales concepts and customer care concepts c. Customer acquisition and retention d. Multi-channel marketing e. Sales intelligence 3. Co-operation management a. Elements of sales policy b. Sales concepts and customer care concepts c. Customer acquisition and retention TEACHING METHODS: Lectures, exercises / case studies, elearning, study trips / talks by external speakers LANGUAGE OF INSTRUCTION : German 30