Module Specification Management I: Strategy, Structures, Processes

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1 Module Specification Management I: Strategy, Structures, Processes Module Code Principles and Aims Programme Course Type of Module Level of Module ECTS Credits Submodules Pre-requisites Follow-up modules W.IGMGT01.08 In their future careers, students of the Bachelor of Business Administration programme will be facing complex managerial problems at different levels within the firm. The strategic management process introduced in this module is a key problem-solving process. It acknowledges the increasing complexity in today s global, competitive business environment and proposes that firms have to engage in strategic management in order to survive and prosper. The strategic management process defines objectives and assesses both the external and internal situation to formulate strategy, execute strategy and operational measures, evaluate the progress and make adjustments as necessary. It ensures that firms take a proactive view of the dynamic global environment and focuses on the pursuit of current and future opportunities. The module integrates two courses, strategy and marketing. Both disciplines focus on the interface between firms and markets and apply the generic strategy process as a primary means of navigation. The students will appreciate the different, yet complementary hierachical levels of corporate, business-unit and marketing strategies. In addition, they will recognise the integration between strategy and marketing in market-driven business management concepts. The module includes examples from a wide range of industries, in both manufacturing and services, and an emphasis will be placed upon international business environments. learn to critically evaluate corporate and marketing strategies based upon the theories and frameworks presented in the module. They develop interpretative and analytical skills through the application of the strategy process to real-world case studies. Based on the competencies developed during courses 1 and 2, students will be introduced to the field of operations management. They get input on operational processes and IT, Quality Management, supply-chain planning, design and control, as well as capacity planning and control. They learn key elements of operations management and understand its contribution to a firm s overall business success. Business Administration with International Management & Economics Bachelor C (core module) in the general studies programme Basic 9 credits 1. Strategy 2. Structures 3. Processes Course admission requirements 4 credits 3 credits 2 credits W.IGMGT02.08 (Management II: Markets) W.IGMGT03.08 (Management III: Personnel Recruitment and Management)

2 Page 2 W.IGMGT05.08 (Management IV: Entrepreneurship) W.IGMGT06.08 (Management V: Corporate Ethics and Social Responsibility) W.IGACC02.08 (Reporting and Financial Analysis) Submodule 1: Strategy Intended Learning Outcomes 1. acknowledge that in today s highly complex and competitive global business environment firms must engage in strategic management in order to survive and prosper. They recognise the interdependencies between the external environment and industry forces and firms strategies. 2. understand strategic management as an integrated problem-solving approach aimed at navigating a firm within its business environment. 3. outline the key phases, frameworks and tools of the strategic-planning process (environmental and company analysis, vision and mission, strategy formulation, implementation and control) in the context of existing corporate and business-unit strategies. Objectives Knowledge Subject-specific knowledge Skills Subject-specific skills Strategy and Marketing know the generic phases of the strategy and marketing planning processes distinguish the hierachical strategy levels (corporate, business-unit and functional strategies) comprehend the concepts of strategic business areas and strategic business units recognise the interdependencies between strategy and marketing appreciate the philosophy of integrating approaches such as market or customer-driven business management. identify strategic and operational level management issues corporate, business unit and funcational strategies strategic business units and strategic business areas from a firm s defined business context and strategy. Internal and External Analysis distinguish between the analysis of the external macroenvironment, the analysis of the industry and the internal analysis of the firm know the key analytical frameworks and tools applied within the external and internal analyses. External analysis of the macroenvironment: apply a PEST analysis and provide examples of political, economic, social and technological factors within macroenvironmental contexts External industry analysis. characterise and compare different industries with the help of the five industry forces derive the key threats and opportunities from the external analysis Internal analysis. conduct a value-chain analysis of a firm

3 Page 3 analyse a firm s culture and resources and identify its key competencies derive the key strengths and weaknesses from the internal analysis Integration with other modules: the external analysis and the corporate environment modules are based on the same fundamental understanding of the external environment and industry. Strategy Analysis acknowledge the strategy analysis as an essential link between the external and internal analyses and a firm s strategy-development process; know the overarching idea of portfolio models understand the SWOT analysis framework. conduct a portfolio analysis and compare alternative portfolio models undertake a SWOT analysis derive the key issues from the strategy analysis which need to be addressed in the subsequent strategy-development phase Vision and Mission understand the vision as the steady ideals and visionary goals of a company which provide guidance in the process of strategy decision-making and which are expressed in the company s mission statement. identify the core values the core purpose and the visionary goals from a business vision and suggest coherent business practices. Strategy Development know the principles of strategy formulation at the corporate level and business-unit level and position generic strategy frameworks (e.g. Porter, Ansoff) at the respective levels. critically evaluate corporate as well as business-unit-level strategies within a defined business context. Strategy Implementation and Control recognise the importance of hard factors (e.g. structure) and soft factors (e.g. skills) for successful strategy implementation within a firm. Methodological knowledge apply structured strategy-implementation frameworks (e.g. Balanced Scorecard). Methodological skills can apply the key concepts, analytical frameworks and tools within the strategic planning processes in various business settings (e.g. industry forces analysis, SWOT, portfolio analysis, Balanced Scorecard ); master the information search, screening and synthesis from a wide range of public sources that support the strategic planning process apply various reading techniques in order to deal effectively and efficiently with the suggested readings for the classes, assignment and exam

4 Page 4 train their oral and written communication skills, through seminar discussions, presentations and the written assignment. Teaching and Learning Methods Activities Contact Study subject-based / problem-based Aims and Objectives Workload per semester ECTS Credits Contact Lessons Contact Hours Directed Study (lessons) Directed Study Total study time Workload Percentage 31.3% 9.4% 59.4% 100% Tuition Language Assignments and Assessment Reading List English Written exam (individual assessment) and a written group assignment on a strategic plan for a company to be focused on, ideally in an international business context. The group assignment will be structured along the key phases of the strategic planning process. There should be a maximum of 2,500 words and is worth 25 percent of the final course mark. R. Grant (latest edition). Contemporary Strategy Analysis. Blackwell Publishing. Submodule 2: Structures Intended Learning Outcomes 1. are familiar with the basic theory of designing organizational structures and processes. 2. can chart organizational structures correctly and evaluate such structures in terms of their situational adequacy. 3. are able to identify factors that influence the way in which organizations develop and are able to suggest improvements.. Objectives Knowledge Subject-specific knowledge are familiar with the terminology and the basic concepts of organizational theory. Methodological knowledge know the classical instruments for analysing and designing organizations. Skills Subject-specific skills are able to describe an institution in terms of key concepts of organizational theory. They can explain organizational issues and evaluate organizational solutions. Methodological skills use adequate methods in analysing specific organizations and are able to make suggestions as to how such organizations might benefit from organizational development.

5 Page 5 Knowledge about communication and social relationships are familiare with the impact of communication and social relations on and within organizations. Self-related knowledge are aware of which learning and studying strategies and techniques they use and how they use them. Social skills are aware of the social dimension inherent in organizational issues. They are able to take into consideration the social consequences of organizational design. Self-related skills learn how to work accurately, processoriented, and in a structured way, while using a variety of techniques to achieve their aims. Syllabus Plan and Content Organizational theory and pracitce: Terms anc concepts of organizational theory, development of organizational theory, basic understanding of organizations, impact of organizational structures, organizational culture. Theories and concepts: Perspectives of organizations, organizational theories: Taylor, Weber, Human Relations, situational approach, socio-technical systems, organizational culture. Organizational design and evaluation of organizational structures: Representation of organizational structures and situational evaluation of organizations (primary structures and organization charts, analysissynthesis-model, layers and spans, departmentalization, work specialization, instruments of organizational design: process model; value chain model), Characteristics and dynamics of project organization, interorganizational concepts. Theories and concepts: Structural models of organization (organization charts, process diagrams), organizational forms: modular and virtual, governance structures. Change Management: Basics of change management, organizational morphing, supporting and restraining forces of organizational change, change management concepts (Business process reengineering, learning organization, organizational development), phase-blueprint, change actors and readiness, managing difficult change situations, innovation diffusion. Theories and concepts: Organizational learning, organizational design. Teaching and Learning Methods Activities Contact Study Subject-based and problem-based Aims and Objectives Input by lecturers drawing on the knowledge and experience of students (from case studies and students' working life) Please consult the semesterplan for details. Development of sustainable solutions for organizational issues by means of complex learning arrangements based on individual study and team work (coaching support by lecturers possible). Workload per semester ECTS Credits Please consult the semester plan for details. Contact Lessons Contact Hours Directed Study (lessons) Directed Study Total study time Workload Percentage 22.5% 10.0% 67.5% 100% Tuition Language Assignments and Assessment English Written examination

6 Page 6 Reading List Reader containing extracts from Standford, N. (2007): A Guide to Organizational Design. Creating High- Performing and Adaptable Entrerprises. London: The Economist / Profile Books Robbins, S.P./ Judge, T.A. (2008, 9 th international edition). Organizational Behaviour. Upper Saddle River, NJ: Pearson Education Complementary case studies. Submodule 3: Processes Intended Learning Outcomes 1. learn how operations management contributes to a firm s commercial success. 2. learn how to analyse processes and key indicators for operations improvements. 3. learn to recognise the importance of supply-chain design, IT and innovative manufacturing concepts. 4. learn how quality can be assured for operations. Objectives Knowledge Subject-specific knowledge Understanding the key terms and concepts of operations management Methodological knowledge Defining methods and tools of analysis with regard to operations management Knowledge about communication and social relationships Compiling knowledge about communications and social relationships in the operations management environment. Self-related knowledge Identifying personal working and learning styles Skills Subject-specific skills can describe key terms and concepts of operations management and judge the quality of operations. Methodological skills can analyse and evaluate types of operation systems for improvements. Social skills recognize the social dimensions of operations management, and reflect and consider them in practice. Self-related skills are able to apply useful techniques and tools for studying. Syllabus Plan and Content Introduction: transformation model, activities of operations management Operations and supply strategy: business strategies and types of operations (including in/outsourcing and makeor-buy), performance objectives, product and service design and its impact on operations. Processes: capacity management, process analysis, measurements, performance dimensions, quality management (EFQM, ISO 9000, benchmarking, etc.), JIT-planning and control Supply-chain design: planning and controlling, inventory planning and control, MRP Theoretical foundations: transformation model, supply-chain management, process and manufacturing management Practical background information: case studies Related subjects: Information Management, Finance and Accounting,

7 Page 7 Teaching and Learning Methods Activities Contact Study subject-based / problem-based Aims and Objectives Presenting above-mentioned topics and guiding team work (case studies, exercises). Details will be provided in the semester plan. Specific topics need to be prepared for sessions. Group presentations will be guided by the lecturer. Details will be provided in the semester plan. Workload per semester ECTS Credits Contact Lessons Contact Hours Directed Study (lessons) Directed Study Total study time Workload Percentage 25.0% 10.0% 65.0% 100% Tuition Language Assignments and Assessment Reading List English Written exam at the end of semester Chase, Richard B., et al. (10 th edition, 2004). Operations Management for Competitive Advantage. McGraw Hill Alternative: Nigel Slack, Stuart Chambers, Robert Johnston (2007). Operations Management. Financial Times Press Case Studies

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