Module Description Studienplan WS 2016/17 · Assignment – includes both an oral presentation and a written paper. The paper is worth 80% of the final grade. The oral presentation

Module Description

Studienplan

WS 2016/17

Master of Arts

International Business Administration

Nach der Studien- und Prüfungsordnung vom 17.04.2014

-Auslaufend-

Die Studien- und Prüfungsordnung für den Masterstudiengang International Business Administration an der Hochschule für angewandte Wissenschaften München vom 23.08.2010, zuletzt geändert durch Satzung vom 17.04.2014, wird aufgehoben.

Folglich werden im Wintersemester 2016/17 keine Module an der Hochschule München angeboten.

Studienplan – Master International Business Administration – WS 16/17

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Inhalt

Allgemeine Hinweise ............................................................................. 3 Zweck des Studienplans ........................................................................................... 3

Rechtliche Bestimmungen ........................................................................................ 3

Studienziele ............................................................................................................. 3

Aufbau des Studiums und Regelstudienzeit ............................................................... 4

Masterarbeit ............................................................................................................ 4

Auslandsstudium ..................................................................................................... 4

Studienverlauf – Study Programme ....................................................... 6

1. Studienrichtung Strategy and Innovation Management –

Field of Study Strategy and Innovation Management .................................................. 6

Programme Scheme at Munich University of Applied Sciences .................................. 6

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

IM 1.1 International Economics ........................................................................... 8

IM 2.1 Interactive Competence and Cultural Management or Negotiation ............ 9

IM 3.1 International Business Strategy ............................................................. 111

IM 3.2 Entrepreneurship .................................................................................... 13

IM 3.3 Management Project: Cases in Global Business ........................................ 15

IM 3.4 International Finance .............................................................................. 17

Programme Scheme at Partner University .............................................................. 18

Edinburgh Napier Business School (ENBS) .......................................................... 18

University of South Wales ................................................................................. 18

IPAG Business School ......................................................................................... 19

ESC Pau ............................................................................................................. 21

USC University of the Sunshine Coast................................................................... 21

2. Studienrichtung Supply Chain and Operations Management –

Field of Study Supply Chain and Operations Management ...................................... 2222

Programme Scheme at Munich University of Applied Sciences ................................ 22

Module Descriptions ......................................................................................... 23

IM 1.1 International Economics ......................................................................... 24

IM 2.2 Creative Leadership ................................................................................ 25

IM 3.1 International Business Strategy ............................................................... 27

IM 3.3 Future Business Models .......................................................................... 29

IM 5.1 Business Strategy Dynamics and Modelling ............................................. 31

IM 5.2 Operations Strategy – Principles and Practice .......................................... 33

Programme Scheme at Partner University .............................................................. 35

University of South Wales ................................................................................. 35

SIOM .................................................................................................................. 35

SIIT ..................................................................................................................... 38

IU ....................................................................................................................... 40

Unpad ................................................................................................................. 42


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Allgemeine Hinweise

Zweck des Studienplans

Der Studienplan basiert auf der Studien- und Prüfungsordnung zum Masterstudiengang International Business Administration (SPO) vom 23.08.2010 und

- präzisiert und ergänzt das dort festgelegte Studienangebot für das jeweilige Halbjahr, - legt die konkreten Prüfungsarten und –bedingungen fest, - nennt die DozentInnen und Prüfer und - gibt wichtige Hinweise zur effektiven Gestaltung des Studiums.

Der Studienplan enthält insbesondere Regelungen und Angaben über

- die Aufteilung der Semesterwochenstunden und der ECTS-Kreditpunkte je Modul und Studiensemester, - die Art der Lehrveranstaltungen in den einzelnen Modulen sowie die Unterrichts- und Prüfungssprache, soweit diese

nicht Deutsch ist - die Form der jeweils geforderten Prüfung und - die Bearbeitungszeit für das Anfertigen schriftlicher Prüfungen, - die Studienziele und Studieninhalte der einzelnen Module, - nähere Bestimmungen zu Form und Verfahren der einzelnen Prüfungen.

Rechtliche Bestimmungen

Es gelten die Bestimmungen - der Rahmenprüfungsordnung (RAPO), - der Allgemeine Prüfungsordnung der Hochschule (APO) insbes. §14 sowie - die aktuelle Studien- und Prüfungsordnung für den Bachelorstudiengang (StPO).

Studienziele

- Aufbauend auf einem Studium der Betriebswirtschaft vermittelt der Masterstudiengang International Business

Administration die Kenntnisse und Fähigkeiten, um in einem globalisierten, wirtschaftswissenschaftlichen Umfeld Führungsfunktionen in internationalen Unternehmen zu übernehmen.

- Der Studiengang ist modular aufgebaut und ermöglicht den Studierenden durch integrierte Auslandsanteile an akkreditierten internationalen Partnerhochschulen sowie einer Masterarbeit Kompetenzen im internationalen Kontext zu entwickeln und einen zweiten, internationalen Studienabschluss zu erwerben. Der erfolgreiche Abschluss des Masterstudiums kann auch die Basis für eine wissenschaftliche Weiterqualifizierung in einem anschließenden Promotionsstudium sein.

- Der Masterstudiengang fördert die für die berufliche Praxis wichtigen Fähigkeiten wie Sozialkompetenz, interkulturelle Kommunikationsfähigkeit und kooperative, länderübergreifende Teamarbeit. Darüber hinaus sollen die Studierenden in die Lage versetzt werden, eigenständig für die Praxis relevante wissenschaftliche Methoden im Sinne einer angewandten Forschung zu entwickeln und anzuwenden. Besonderer Nachdruck wird daher auf die Integration von Projektstudien gelegt.

- Der Studiengang ermöglicht den Studierenden durch die Wahl einer Studienrichtung eine individuelle Schwerpunktbildung: In der Studienrichtung Strategy and Innovation Management werden neben einer Vertiefung des Fach- und Methodenwissens im Bereich des strategischen Managements fachübergreifende wirtschaftswissenschaftliche und anwendungsorientierte Kenntnisse vermittelt, die die Studierenden auf qualifizierte Führungsfunktionen in einem interkulturellen Umfeld vorbereiten.

- In der Studienrichtung Supply Chain and Operations Management werden die Studierenden befähigt, strategische Entscheidungen des Supply Chain und Operations Management, basierend auf quantitativen und qualitativen Methoden, als Kernelemente einer Geschäftsstrategie zu treffen und diese in einem internationalen Kontext umzusetzen.


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Aufbau des Studiums und Regelstudienzeit

- Die Regelstudienzeit des Masterstudiums umfasst drei theoretische Studiensemester einschließlich der Masterarbeit.

Nähere Einzelheiten sind im Folgenden geregelt.

- Der Beginn des Masterstudiums im ersten Semester ist sowohl zum Wintersemester als auch zum Sommersemester eines Studienjahres möglich.

- Die Studienbewerberinnen und Studienbewerber erklären bei der Bewerbung, an welcher akkreditierten Partnerhochschule des Auslandssemester wunschgemäß absolviert und die Masterarbeit verfasst werden soll. Eine verbindliche Zuteilung an die jeweiligen Partnerhochschulen erfolgt nach Studienbeginn.

- Im zweiten Studiensemester absolvieren die Studierenden ihr Auslandsstudium an der jeweiligen akkreditierten Partnerhochschule.

- Soweit die Studienbewerberinnen und Studienbewerber ein abgeschlossenes Hochschulstudium nachweisen, für das weniger als 210 ECTS-Kreditpunkte (jedoch mindestens 180 ECTS-Kreditpunkte) vergeben wurden, ist Voraussetzung für das Bestehen der Masterprüfung der Nachweis der fehlenden Leistungspunkte aus dem fachlich einschlägigen grundständigen Studienangebot der Hochschule für angewandte Wissenschaften München oder der jeweiligen akkreditierten Partnerhochschule. Die Prüfungskommission legt fest, welche Prüfungsleistungen abgelegt werden müssen.

Masterarbeit

- Die Masterarbeit ist die wissenschaftliche Aufarbeitung des Studiums und im dritten Semester anzufertigen. In ihr soll

die bzw. der Studierende zeigen, dass sie/er in der Lage ist, eine anspruchsvolle Aufgabenstellung aus dem Bereich der internationalen Betriebswirtschaft selbständig zu bearbeiten und dazu Lösungsstrategien erarbeiten.

- Das Thema der Masterarbeit kann frühestens nach dem Ende der Vorlesungszeit des zweiten Semesters ausgegeben werden.

- Die Masterarbeit wird von zwei hauptamtlichen Professorinnen/Professoren der Fakultät für Betriebswirtschaft der Hochschule München bewertet, von denen die Erstprüferin/der Erstprüfer Lehraufgaben in der gewählten Studienrichtung wahrnimmt.

- Die Frist von der Themenstellung bis zur Abgabe darf fünf Monate nicht überschreiten. Auf Antrag der Kandidatin/des Kandidaten kann die Prüfungskommission die Bearbeitungszeit in Ausnahmefällen im Einverständnis mit der/dem Aufgabensteller/in um maximal drei Monate verlängern. Bei Nichteinhalten der Bearbeitungsfrist wird die Masterarbeit mit der Note „nicht ausreichend“ bewertet.

- Wird die Masterarbeit mit der Note „nicht ausreichend“ bewertet, so kann sie mit einem neuen Thema einmal wiederholt werden. Die Vergabe des neuen Themas muss spätestens einen Monat nach Mitteilung des Ergebnisses der nicht bestanden Masterarbeit erfolgen. Hinsichtlich der Bearbeitungszeit gilt die vorher genannte Regelung.

- Für die Vorlage der Masterarbeit an der gewählten, akkreditierten ausländischen Partnerhochschule, gelten die dortigen Prüfungsbestimmungen.

Auslandsstudium

- Es besteht kein Anspruch auf ein Studium an der priorisierten Partnerhochschule. Die Auswahl der Austauschstudierenden erfolgt anhand erworbener ECTS-Kreditpunkte, der Verfügbarkeit von Studienplätzen an der Partnerhochschule und der finalen Zusage eines Studienplatzes durch die Partnerhochschule.

- Studien- und Prüfungsleistungen, die im Rahmen des Auslandsstudiums nach § 5 Abs. 4 der SPO an einer Partnerhochschule erfolgreich abgelegt wurden, werden an der Hochschule München vollumfänglich anerkannt und gemäß der Notenumrechnungstabellen, welche in der Anlage der SPO zu finden sind, in das deutsche Notensystem übernommen.


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- Studierende, die ihr Studium an einer Partnerhochschule beginnen mit der ein Vertrag über einen Doppel-Masterabschluss besteht, belegen im Rahmen ihres an der Hochschule München zu absolvierenden Studiensemesters, abhängig von der gewählten Studienrichtung, die in der SPO angegebenen Module.

- Hinsichtlich der Anerkennung von Teilleistungen gilt § 4 Abs. 1 RaPO.


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Studienverlauf – Study Programme

1. Studienrichtung Strategy and Innovation Management –

Field of Study Strategy and Innovation Management

Programme Scheme at Munich University of Applied Sciences

Nr. /

No. Module

SWS / hours

per week

Prüfungsart /

Assessment

Method

ECTS

IM 1.1 International Economics 4 AS 5

IM 2.1 Interactive Competence and Cultural Management or Negotiation

4 FP and WE (90) 5

IM 3.1 International Business Strategy 4 AS 5

IM 3.2 Entrepreneurship 4 AS 5

IM 3.3 Management Projects 4 AS 5

IM 3.4 International Finance 4 WE (90) 5

Abbreviations MT = Master Thesis ECTS = European Credit Transfer System L = Lecture AM = Assessment Method WT = Written Test (Klausur) OE = Oral Exam (Kolloquium) AS = Assignment (Studienarbeit / Projektarbeit) FP = Final Presentation (Referat) AS/FP = Assignment and Final Presentation (Studienarbeit und Referat) WE = Written Exam (Schriftliche Prüfung)

Teaching Method Proj = Project S = Seminar (seminaristischer Unterricht)

Note for exams and assessment methods Written Test – covers all course material. The allotted time period is 60 minutes. Assignment – includes both an oral presentation and a written paper. The paper is worth 80% of the final grade. The oral presentation is worth 20% of the final grade. Final Presentation – includes both an oral presentation and a written outline. The presentation is worth 50% of the final grade. The written outline is also worth 50% of the final grade. Assignment and Final Presentation – includes a written paper that is worth 80% of the final grade, an oral presentation that is worth 10% of the final grade, and a written outline (e.g. PowerPoint presentation) that is worth 10% of the final grade. Oral Exam - lasts for at least 15 minutes per participant. The questioning can be done individually or in groups. The oral exam will be moderated by one to two examiners along with one observer, depending on the decision of the examination board. Written Exam – takes place at the end of the semester during the exam period. The written exam will cover all material covered over the course of the semester.


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Module Descriptions

Explanations for Module Descriptions Module no.: Identification number for the lecture used in the study plan Title: Description of the lecture determined by the study and exam regulations appearing on the transcript Module Type: Shows if the course is a compulsory, compulsory optional or optional lecture Language of Instruction: Language used during lecture Teaching Method: The teaching method characterizes the didactic form of the lectures and determines the average number of participants. Possible methods are seminar lectures, seminars, exercises, projects and internships Semester: Semester of study the lecture is offered and recommended for students to attend CHW: Number of contact hours per week ECTS Credits: Students’ workload where 1 ECTS point equals a workload of approximately 30 hours Frequency: Lectures will be offered weekly on a regular basis. Some lectures will be offered as block courses Responsibility for the course/Lecturer: If lectures are held by part-time lecturers, full-time professors are ultimately responsible for the course material covered Corresponding Courses: These lectures should be taken during the same semester if possible. Prerequisites: Lectures which should be completed successfully in advance Assessment Method: Type of assessment method for the final grade or the rating passed/failed Study Aids to be used in Exams: Without additional notes only not programmable calculators are allowed. Additional aids will be listed Objectives: Describes what a student should have learned after successful completion of the lecture Content: General overview over contents / outline of the subjects Recommended Literature: List of basic literature


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IM 1.1 International Economics

Modul no. IM 1.1

Title International Economics

Module type Compulsory

Language of instruction English

Teaching method Seminar Frequency

Semester 1st Semester

CHW 4

ECTS-Credits 5 Workload 50 / 30 / 10 / 10

Correspondig Courses None Prerequisites Basics in Macroeconomics

Assessment Method AS Study aids to be used

None

Responsibility for the Course

Prof. Dr. Oliver Hülsewig

Lecturer

Motivation Although many countries have tried to adopt regimes of fixed exchange rates, fixed rates are not all that fix. Virtually only a handful of countries in the world today have continuously maintained tightly fixed exchange rates against any currency for five years or more. Given this observation, the natural question arises why fixed exchange rate regimes are fragile. Moreover, what are the benefits of fixed exchange rates and what are the costs?

Objectives Students should obtain a basic understanding of the characteristics of foreign exchange markets, foreign trade and central bank foreign exchange interventions in regimes with fixed exchange rates.

Applied methods Lecture, presentations, discussion

Content 1. Introduction 1.1 Preliminary Notes 1.2 Fixed Exchange Rate Regimes 2. Open Economy Accounting 2.1 Gross Domestic Product 2.2 Balance of Payments Accounts 3. The Foreign Exchange Market 3.1 Market Characteristics 3.2 Purchasing Power Parity 3.3 Measuring International Competitiveness 3.4 Interest Rate Parity 4. Open Economy Dilemma 4.1 Central Bank Foreign Exchange Interventions 4.2 Loss of Monetary Policy Autonomy

Recommended Literature Paul Krugman, Maurice Obstfeld and Marc Melitz, International Economics, Pearson, 2012 Atish Ghosh, Anne-Marie Gulde and Holger Wolf, Exchange Rate Regimes: Choices and Consequences, MIT Press, Cambridge, Massachusetts, 2002 Michael Klein and Jay Shambaugh, Exchange Rate Regimes in the Modern Area, MIT Press, Cambridge, Massachusetts, 2010


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IM 2.1 Interactive Competence and Cultural Management or Negotiation

Modul no. IM 2.1

Title Interactive Competence and Cultural Management or Negotiation





CHW 4


Correspondig Courses None Prerequisites

basic knowledge in intercultural communication; good academic and business English

Assessment Method presentation (20%) final exam (80%)

Study aids to be used

None


Dr. Paul Sudnik

Lecturer

Objectives The premise for discussion in this module is that a systematic and critical understanding of 'culture' is important for international managers. You will study the importance of culture in management and develop skills that will help you to analyse when national culture is, and is not, an influence on decision-making.

In studying this module you should enhance your current performance as a student and/or as a practitioner of international management. In addition, you should enhance your career prospects as a manager working in contexts where an understanding of cross-cultural issues is an important ingredient for success. Whether through involvement with multi-national companies or the increasing diversity of the workforce in most industrialised societies, we are all coming into greater contact with people from different cultures who bring differing understandings of the nature of management, the role of organisations within the wider society and differing beliefs, values and ethics. That such differences can be a source of both conflict and creativity is one of the most important issues of the 21st century.

This innovative new module aims to equip students with the capabilities needed to negotiate productive and respectful relationships across boundaries of culture, ideology and belief. The core introduces students to the cannon of theory in intercultural management before encouraging students to apply their increased understanding of the implications of culture at national, company and personal levels.

Module Aims and Learning Outcomes By the end of the module you should be comfortable not only with the concepts and theories that underpin the emerging field of intercultural management but also have developed competence and assurance in dealing with situations where culture is a variable. Specifically you will be able to:

• identify some of the factors that influence how decisions are made in cross-cultural management contexts

• identify, describe and explain key models used for comparing cultures, critically assessing the practical value of these in the context of cross-cultural management decision-making

• critically assess some of the ethical issues inherent in cross-cultural and international management decision-making against a background of ‘globalisation’ and ‘culture shift’

• identify, describe and explain significant aspects of overlap between national and organisational cultures, critically assessing the impact of culture-specific expectations defining these on international HRM decision-making

• identify and analyse the role of effective communication in contexts for international and cross-cultural management

• critically discuss the role that managers play in response to stakeholder perceptions of wants and needs and in the design and administration of systems for managing incentives and rewards


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• identify and analyse how disputes and conflicts arise, and how they might be resolved in cross-cultural management contexts

• demonstrate skills relevant to analysing and managing staffing decisions in headquarters and subsidiaries of international organisations, taking into account issues of diversity, such as gender.

Content

International Management and Culture The Significance of Culture for International Management Factors That Influence Management Decision-Making Strategic Decision-Making - the PESTEL Framework The Significance of Culture in Strategic Decision-Making Implications for International Management Practice Comparing Cultures Identifying and Responding to Differences in Culture Identifying Differences in Culture-Specific Perception (Kluckhohn- Strodtbeck) Comparing National Cultures: the Hofstede & Trompenaars Models Hall's Model of High and Low Context Cultures Comparing Researcher and Practitioner Views Movement in the Culture Recognising the Significance of Shifts in Culture How Economic Factors Influence Shifts in National Cultures How Foreign Intervention Causes Shifts in Local Cultures Organisational Culture Controlling Organisational Cultures The Influence of National Cultures on Organisational Cultures Ethics and Corruption Culture and Management Communication Successful Communication across Cultures What is 'Appropriate' Communication Within & Across Cultures? Interpreting Contexts for Management Communications Within and Across Cultures The Cross-Cultural Significance of Non-Verbal Communication (NVC) Cross-Cultural Management Communications: Practical Implications Dispute Resolution and Negotiation Culture and Dispute Language - Cause and Resolution of Conflicts and Disputes Resolving Disputes and Conflicts Balancing Trust and Control Global Staffing – Cross-Cultural Dimensions Managing for Control - an International HRM Perspective Global Staffing Choices - Expatriates or Local Managers? Staffing IJVs - Balancing Trust and Control Career Implications for the Individual

Recommended Literature BROWAEYS, Marie-Joëlle & PRICE, Roger (2011): Understanding Cross-Cultural Management, 2nd Edtion, Pearson Education Ltd. DERESKY, H. (2000) International Management: Managing Across Boarders and Cultures. 3rd edn., New Jersey: Prentice Hall Inc. LEWIS, Richard D.: When Cultures Collide. Managing Successfully Across Cultures. London: Nicholas Brealey, 1996. Revised Edition 1999, reprinted with corrections 2003. HOFSTEDE, G.: Cultures Consequences: International Differences in Work-Related Values, Beverly Hills, CA: Sage Publishing, 1984. HOFSTEDE, Geert: Cultures and Organizations: Software of the Mind. Intercultural Cooperation and Its Importance for Survival. New York: McGraw-Hill, 1997. TROMPENAARS, Alfons, und HAMPDEN-TURNER, Charles: Riding the Waves of Culture: Understanding Cultural Diversity in Global Business. Second Edition. New York: McGraw-Hill, 1998. HAMPDEN-TURNER, Charles; TROMPENAARS, Alfons (2000): Building Cross-Cultural Competence, Chichester. LORD, Richard (2000): Culture Shock!: Germany. Times Media Private Limited. Oregon.


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IM 3.1 International Business Strategy

Modul no. IM 3.1

Title International Business Strategy





CHW 4

ECTS-Credits 5 Workload

Correspondig Courses None Prerequisites None

Assessment Method AS / FP Study aids to be used

None


Prof. Dr. Thomas Peisl / Dr. Paul Sudnik

Lecturer

Objectives This course aims to provide participants with a toolbox for the analysis and establishment of corporate strategy in an international context. It is designed to chart a different course than that advocated by traditional strategic approaches. We will examine real world applications that will by the end of the module provide students with the advanced knowledge and skills needed for working in strategic contexts internationally. We begin with a discussion of the current issues in strategy and then quickly proceed to develop a radical approach based on institutional, market and resource based perspectives. A series of tools are defined and examined so that students have ample practice in their application.

Module Aims and Learning Outcomes By the end of the course you should be comfortable with the strategic approach advocated and recognize the various challenges faced by managers as they internationalise their businesses. Once you have completed this module you will:

• Recognize the wide range of activities embraced by the term “international business strategy”

• Appreciate the cultural implications of setting international strategy

• Be conversant with a number of theoretical concepts in strategy

• Be familiar with their practical application in a number of contexts

• Appreciate the complexity of managing in the modern world

• Understand the immutability of an ethical approach to business administration and of the desirability of diversity in the workplace

• Be a more independent learner and logical thinker.

Content

International Framework Vision and Objectives Stakeholder Analysis and the Value Chain Balanced Score Card Vision Analysis The Resource based view (VIRO / SW) The Market Based View (Porter’s 5 Forces / S Curve / Disruptive Innovation) The Institution Based View (PESTEL / OT) Setting Strategy Organisational Implications Financial Implications Managing Innovation and Change Implementation Market Entry Strategies Marketing Strategies HR Strategies


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CSR and Ethics

Recommended Literature Peng, M. (2008). Global Business, 1e, Cengage. Etzioni, A. (1964). Modern Organisations, Prentice Hall Inc., New Jersey. Bateman, T. S., & Snell, S. A. (2008). Management: Building competitive advantage, (8th ed.). Boston: Irwin-McGraw Hill. Reference Materials: Corporate Annual Reports; The Wall Street Journal The Financial Times; The Economist Class Handouts and other business publications


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IM 3.2 Entrepreneurship

Modul no. IM 3.2

Title Entrepreneurship


Language of instruction German/English



CHW 4




None


Prof. Dr. Angela Poech

Lecturer

Objectives Participants are able to apply basic knowledge they acquired in their previous studies, as finance, marketing, human resources etc. in an entrepreneurial context. Their competence embraces on the one hand the ability to manage a newly founded organisation, on the other hand the relevant skills necessary to supervise entrepreneurial processes and structures within a larger, existing enterprise. The objectives of this course focus on the ability to handle unstructured information, to develop new ideas, to get familiar with the innovation process itself and to increase their capability in implementation of business ideas. A special focus will be the embedment of business development in a value-based frame of corporate governance. Students will be able to reflect upon their personal set of values and how this must be taken into account when managing entrepreneurial strategies. To reach that goal students deal with concrete examples in entrepreneurial processes. Text readings, case studies, discussions, assignments and presentations will support their learning process.

Content The following elements should be part of the entrepreneurship or business idea project:

• Select a specific case/technology, identify the market, and generate a successful business plan

• Prepare a business plan consisting of the following sections: (1) Executive Summary (2) Present Situation (3) Objectives (4) Management (5) Product/Service Description (6) Market Analysis (7) Marketing Strategy (8) Manufacturing (9) Financial Projections (10) Summary and Conclusions (11) Appendices with Supporting Data

• Classes are designed to walk the student through a practical approach to starting a new business or a consulting project. Class exercises are designed to gain hands-on experience in (1) identifying innovation ideas for technology start-up opportunities and (2) converting these ideas into comprehensive successful new business plans.

• The class will be encouraged to form a series of new venture teams. The groups will (1) select an opportunity (product or service) which they would like to determine as a high potential for a new business venture (2) construct a complete detailed and logical business plan for the new venture and (3) present the business plan to a panel of outside “experts”, as well as the faculty.

The task may be embedded in the development of a new technology which has not yet been in the market or a technology which can be transferred to another market. Objective of the learning process can be to found a new company, to co-operate with an existing one or to build up a new business division within an established company or to handle the process within a consulting project. External partners in the process may stem from industrial or service companies who confront students with real management problems.

Recommended Literature Bjerke, Björn und Hultman, Claes M., Entrepreneurial Marketing, Edward Elgar Pub., 2002 Dowling, Michael und Drumm, Hans-Jürgen, Gründungsmanagement, 2nd Ed, Springer, Berlin, 2003 Drucker, Peter F., Innovation and Entrepreneurship, Harper Paperbacks, 2006 Hauschildt, Jürgen, Innovationsmanagement, 3rd Ed., Vahlen, 2004Hisrich, Robert D. und Peters, Michael P., Entrepreneurship, 7th Ed., McGraw-Hill Education Singapore, 2007 Lang, Jack, The High-Tech Entrepreneur’s Handbook, Financial Times Management, 2002 Nathusius, Klaus, Grundlagen der Gründungsfinanzierung, Gabler, 2001


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Timmons, Jeffry A., New Venture Creation: Entrepreneurship for the 21st Century, 8th Ed., Mcgraw-Hill Higher Education, 2008 Volkmann, Christine, Tokarski, Kim O., Entrepreneurship, UTB, 2006


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IM 3.3 Management Project: Cases in Global Business

Modul no. IM 3.3

Title Management Project: Cases in Global Business





CHW 4




None


Prof. Dr. Thomas Peisl

Lecturer

Objectives This module is designed to integrate management functions and leadership challenges in one global project. TOPSIM Global Business Strategy is a strategic simulation, in which the positions of companies in international markets with very diverse regions are maintained and expanded if necessary. This comprises, among other things, clear analysis of strengths and weaknesses as well as the competition, and opportunities and risks in the various sales and supply markets. It calls for strategic thinking and management of the overall business, applicable beyond the day's activities. It is particularly appropriate for conveying the business challenges brought about by the globalization of markets. The participants of the seminar take over an existing company (MBI), assess international markets and evaluate market penetration and other strategic tasks. It is an interactive teaching and learning system based on the following principles: - Recognizing and formulating the general conditions for business success - Experiencing relationships in management by adopting a holistic approach - Defining goals and strategies, and realizing them in an environment in which economic and ecological factors play

significant roles - Deriving insights and decisions from industry figures which can be put into practice - Understanding the fundamentals of marketing - Learning to use the instruments of cost accounting, income analysis, product costing, and marginal costing - Coping with complex decision making in uncertain situations - Maintaining control of a business in difficult situations - Developing a sense for the essential and a holistic view on business - Learning to think and act in an inter-disciplinary way - Learning how to define and solve problems - Practicing effective communication through visualization - Arriving at decisions within a team by using various planning models. This simulation focuses on business strategies and the process, difficulties, and opportunities of management across functions. The teaching objectives synthesize the theoretical aspects of corporate strategy with practical application of management principles in a simulated work environment. In class students will analyze corporate results, corporate actions, success and failures, strategy effectiveness, profit results, in view of corporate objectives and make decisions for six game periods.

Content Learning Outcomes include:

• To understand the use of general management skills and concepts in conducting international operations and to integrate the principles of management, marketing, accounting, and finance to successfully manage M&A transactions.

• To become aware of how different national cultures directly and indirectly influence the management and the evaluation of businesses in various countries.


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• To include the concept of Mergers and Acquisitions in the strategic framework of global and multinational companies.

• To recognize various differences and similarities between the management techniques and systems of organizations.

• To understand the benefits and difficulties of borrowing management techniques and systems from another cultures.

• To understand the complexity of decision making and to integrate the principles of management, marketing, accounting, and finance to successfully manage a company.

• To experience the results of decisions based on a simulated market.

• To communicate the actions and decisions after six periods to a board of directors.

Instructional Methods:

• The context of global management issues will be covered and discussed though the simulation, lectures, note sets, and readings – and your knowledge will be assessed through presentations each period and a final assignment. Assigned readings will be the responsibility of the student and may not be part of the classroom lectures. Students are expected to have read the class text assignments and be prepared to make quality comments during class discussions.

• The context of Global Management and your learning will be assessed through participation and a final written assignment. Students are expected to have read the user manual prior to the first session and be prepared to make quality comments during the game introduction.

• Students will be assigned to teams for simulation and the final presentation.

• After each period an executive summary covering the rationale for the key decisions in the next game period is due in addition to the new decision form. This will be the basis for assessing your class participation and attendance grade.

• The mid-term presentation to the board may include a PowerPoint presentation (20 min) and the final write-up shall cover the essential decisions, rationale and assumptions for each period (2000 words/team member).

Students will be assigned to teams, with case assignment, for analysis and class presentation. Students not responsible for case presentation on that specific day will be expected to have analyzed the case and be prepared to ask questions.

Recommended Literature Peng, M.: Global Business, 2e, Centage 2010 Weston, J., Weaver, S.:Mergers and Acquisitions, The McGraw-Hill Executive MBA Series, McGraw-Hill 2009 Reference Materials: User Manual and Class Handouts Corporate Annual Reports The Wall Street Journal The Financial Times The Economist Class Handouts and other business publications

Other recommended readings: Bartlett, Christopher A., Ghoshal, Sumantra, 2000: Transnational Management, Text, Cases, and Readings in Cross-Border Management, Irwin McGraw Hill, Third Edition Eatwell, J.; Taylor, L., 2000, Global Finance at Risk: The Case for International Regulation Micklethwait, John; Wolldridge, Adrian, 2000: A Future Perfect: The Essentials of Globalization O’Meara, P.; Mehlinger, H.; Krain, M., 2000: Globalization and the Challenges of the New Century: A Reader Welch, Jack; Bryne, John: Straight from the Gut


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IM 3.4 International Finance

Modul no. IM 3.4

Title International Finance



Teaching method Lecture Frequency


CHW 4



Assessment Method Written exam Study aids to be used

Open book except Internet


Prof. Dr. Dr. Joachim Häcker

Lecturer

Objectives This unit is intended to prepare students for the “real financial work” in a multinational company but also for medium-sized companies with an international focus. It focuses on international aspects in major financial countries, such as the US, UK, and Germany. The participants are to be provided with the practical toolbox for this managerial task including the relevant optimising techniques as well as Excel programming knowledge. Students will be prepared to help a company in the consummation of its internationalisation strategy focusing on

• the financial analysis of international strategic decisions

• valuation techniques regarding different corporate finance issues

Content The unit focuses on CORPORATE FINANCE. The following main aspects of corporate finance are covered here: 1. Mergers & Acquisitions (M&A) 2. Initial Public Offering (IPO) 3. Private Equity / Venture Capital 4. Going Private 5. Due Diligence 6. Valuation

Number 1 to 4 gives an overview on major corporate finance topics. Many banks have respective business unites covering these issues. Valuation (#6) is considered to be the major tool to carry out a corporate finance analysis. Without profound valuation knowledge M&A, IPO, Private Equity/Venture Capital and Going Private can not be carried out. Therefore, the following major valuation techniques are scrutinised:

• Market cap and book value

• Discounted Cash Flow analysis

• Trading Multiples

• Transaction Multiples

• Others (e.g. Real options, Trade Buyer’s Approach)

Recommended Literature Ernst, D., Häcker, J.: Applied International Corporate Finance, Vahlen publishers, 2007, Munich, first edition. This book is located in the library in my “Semesterapparat”. Feel free to make any copies as deemed to be necessary. It can also be

bought as ebook under www.vahlen.de should you be interested in working with an electronic version.

Brealey, R., Myers, S., Allen, F.: Principles of Corporate Finance, 9th edition, Mc Graw Hill.


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Programme Scheme at Partner University

Edinburgh Napier Business School (ENBS)

2nd Semester at the ENBS

For information on programs and module descriptions please refer to the following link: http://www.courses.napier.ac.uk/CourseSearch.aspx

3rd Semester at the ENBS

Nr. / No. Module ECTS

STS11130 Dissertation 20

STS11131 Research Methods 10

University of South Wales

2nd Semester at the University of South Wales


ER4S04 The Development of Global Business Systems 10

ER4S05 The Entrepreneur in the Global Environment 10

BU4S02 Research Methods 10

Please find the module description here: https://icis.glam.ac.uk/studentcourses

3rd Semester at the University of South Wales


EB4T10 Dissertation – Management Research Project 30


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IPAG Business School Nice

2nd Semester at the IPAG Business School Courses of International Business and Enterprise

Module ECTS

Business Model and Business Plan 2,5

Developing the Professional 2,5

E Business and E Marketing 2,5

International Trade and Business intelligence 2,5

Research methods 2,5

International Marketing Management 2,5

Business English 2,5

Business processes and Functions 2,5

Managerial Theories and Philosophies 2,5

Perspectives on Management including Neurosciences and leadership 2,5

Economies, Market and Strategic Decisions Making 2,5

How to finance your Business 2,5

Business and innovation 2,5

Courses of International Business and Management

Module ECTS

Developing the Professional 2,5

E Business and E Marketing 2,5

Media Convergence and Digital Communication 2,5

Research methods 2,5

International Marketing Management 2,5

Business English 2,5

HRM Evolution and new Practices 2,5

Corporate Social Responsibility and Well Being at Work 2,5

Perspectives on Management including Neurosciences and leadership 2,5


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20

Diversity Management 2,5

Analysis and Definition of Communication strategy 2,5

Communication Tools 2,5

Society and Business Issues 2,5

3rd Semester at the IPAG Business School

Module ECTS

Dissertation 30

IPAG Business School Paris

Core Modules + four courses of the specialization

Core Module ECTS

Human Ressource Management 2,5

Cross-Cultural Management 2,5

Negotiation, Leadership and Communication Skills 2,5

International Business Law 2,5

Business Financial Management 2,5

Methodology and Research 2,5

Geopolitics 2,5

Business Ethics 2,5

Project Management 2,5

International Marketing 2,5

French Language 5

Spezialisation

International Trade

Luxury Brand Management

Energy and Sustainable Development Management

European Management


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Food Business Management

3rd Semester at the IPAG Paris

Module ECTS

Dissertation 30

ESC Pau

2nd Semester at the ESC Pau

Module ECTS

Elective Courses – Major 30

3rd Semester at the ESC Pau

Module ECTS

Elective Courses – Minor and Dissertation 30

4th Semester at the ESC Pau

Module ECTS

Internship (6 Months) 30

USC – University of the Sunshine Coast (Australia)

2nd Semester at the USC (Trimester 2 – subject to change)


BUS708 International Trade and Finance 7,5

BUS710 Marketing in an International Environment 7,5

MGT703 Strategic Management 7,5

PLUS Select 1 x Elective from:

BUS703 Managing Research 7,5

MGT704 Global Business Management 7,5

BUS711 Comparative and International Employment Relations 7,5

MGT712 Corporate Governance, Ethics and Corporate Social Responsibility

7,5


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2. Studienrichtung Supply Chain and Operations Management –

Field of Study Supply Chain and Operations Management

Programme Scheme at Munich University of Applied Sciences

Nr. /

No. Module

SWS / hours

per week

Prüfungsart /

Assessment

Method

ECTS

IM 1.1 International Economics 4 AS 5

IM 2.2 Creative Leadership in a Global Business Environment 4 FP and WE 5

IM 3.1 International Business Strategy & Innovation 4 AS 5

IM 3.3 Future Business Models 4 AS 5

IM 5.1 Business Strategy Dynamics, Modelling and Simulation 4 AS 5

IM 5.2 Operations Strategy 4 WE 5

Abbreviations MT = Master Thesis ECTS = European Credit Transfer System L = Lecture AM = Assessment Method WT = Written Test (Klausur) OE = Oral Exam (Kolloquium) AS = Assignment (Studienarbeit / Projektarbeit) FP = Final Presentation (Referat) AS/FP = Assignment and Final Presentation (Studienarbeit und Referat) WE = Written Exam (Schriftliche Prüfung)

Teaching Method Proj = Project S = Seminar (seminaristischer Unterricht)

Note for exams and assessment methods Written Test – covers all course material. The allotted time period is 60 minutes. Assignment – includes both an oral presentation and a written paper. The paper is worth 80% of the final grade. The oral presentation is worth 20% of the final grade. Final Presentation – includes both an oral presentation and a written outline. The presentation is worth 50% of the final grade. The written outline is also worth 50% of the final grade. Assignment and Final Presentation – includes a written paper that is worth 80% of the final grade, an oral presentation that is worth 10% of the final grade, and a written outline (e.g. PowerPoint presentation) that is worth 10% of the final grade. Oral Exam - lasts for at least 15 minutes per participant. The questioning can be done individually or in groups. The oral exam will be moderated by one to two examiners along with one observer, depending on the decision of the examination board. Written Exam – takes place at the end of the semester during the exam period. The written exam will cover all material covered over the course of the semester.


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Module Descriptions

Explanations for Module Descriptions Module no.: Identification number for the lecture used in the study plan Title: Description of the lecture determined by the study and exam regulations appearing on the transcript Module Type: Shows if the course is a compulsory, compulsory optional or optional lecture Language of Instruction: Language used during lecture Teaching Method: The teaching method characterizes the didactic form of the lectures and determines the average number of participants. Possible methods are seminar lectures, seminars, exercises, projects and internships Semester: Semester of study the lecture is offered and recommended for students to attend CHW: Number of contact hours per week ECTS Credits: Students’ workload where 1 ECTS point equals a workload of approximately 30 hours Frequency: Lectures will be offered weekly on a regular basis. Some lectures will be offered as block courses Responsibility for the course/Lecturer: If lectures are held by part-time lecturers, full-time professors are ultimately responsible for the course material covered Corresponding Courses: These lectures should be taken during the same semester if possible. Prerequisites: Lectures which should be completed successfully in advance Assessment Method: Type of assessment method for the final grade or the rating passed/failed Study Aids to be used in Exams: Without additional notes only not programmable calculators are allowed. Additional aids will be listed Objectives: Describes what a student should have learned after successful completion of the lecture Content: General overview over contents / outline of the subjects Recommended Literature: List of basic literature


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IM 1.1 International Economics

Modul no. IM 1.1

Title International Economics



Teaching method Seminar Teaching method Seminar


CHW 4

ECTS-Credits 5 ECTS-Credits 5

Correspondig Courses None Correspondig Courses

None

Assessment Method AS Assessment Method AS


Prof. Dr. Oliver Hülsewig

Lecturer Prof. Steve Gohman and other professors and guest lecturers of the competence team SCM

Motivation Although many countries have tried to adopt regimes of fixed exchange rates, fixed rates are not all that fix. Virtually only a handful of countries in the world today have continuously maintained tightly fixed exchange rates against any currency for five years or more. Given this observation, the natural question arises why fixed exchange rate regimes are fragile. Moreover, what are the benefits of fixed exchange rates and what are the costs?

Objectives Students should obtain a basic understanding of the characteristics of foreign exchange markets, foreign trade and central bank foreign exchange interventions in regimes with fixed exchange rates.

Applied methods Lecture, presentations, discussion

Content 1. Introduction 1.1 Preliminary Notes 1.2 Fixed Exchange Rate Regimes 2. Open Economy Accounting 2.1 Gross Domestic Product 2.2 Balance of Payments Accounts 3. The Foreign Exchange Market 3.1 Market Characteristics 3.2 Purchasing Power Parity 3.3 Measuring International Competitiveness 3.4 Interest Rate Parity 4. Open Economy Dilemma 4.1 Central Bank Foreign Exchange Interventions 4.2 Loss of Monetary Policy Autonomy

Recommended Literature Paul Krugman, Maurice Obstfeld and Marc Melitz, International Economics, Pearson, 2012 Atish Ghosh, Anne-Marie Gulde and Holger Wolf, Exchange Rate Regimes: Choices and Consequences, MIT Press, Cambridge, Massachusetts, 2002 Michael Klein and Jay Shambaugh, Exchange Rate Regimes in the Modern Area, MIT Press, Cambridge, Massachusetts, 2010


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IM 2.2 Creative Leadership

Modul no. IM 2.2

Title Creative Leadership in a Global Business Environment





CHW 4

ECTS-Credits 5


Assessment Method FP and WE (60) Study aids to be used

All


Prof. Dr. Steffen Steinicke

Lecturer Prof. Dr. André Krischke, Prof. Dr. Steffen Steinicke and other professors and guest lecturers of the competence team SCM

Motivation Leadership in future business environment is facing two major challenges: 1. globally distributed teams and 2. the need to solve complex business problems in temporary teams without having the formal power.

Objectives: On completion of this module students will be able to critically evaluate a range of leadership related approaches to the formulation and especially implementation of strategy.

Acquired Competencies

• Ability to analyze, structure and solve complex problems in a business network

• Ability to influence people in a business environment

• Ability to give convincing business presentations

• Ability to lead people without the formal power

Applied Method Case studies, experiential learning, discussion, simulations, real life (business) challenges

Content

• Leadership principles and misunderstandings

• Leadership Map: analyze, prioritize and solve complex business problems

• Tools to lead laterally: Conflict resolution based on the Harvard Negotiation Concept Interpersonal Behaviour Style Business Presentations

Recommended Literature

• Fisher, R.; Sharp, A.: Getting it Done - How to lead when you‘re not in charge, 1999

• Bazermann, Max, H.; Neale, Margaret A.: Negotiating Rationally, 1992, Reprint

• Raiffa, Howard: Negotiation Analysis - The Science and Art of Collaborative Decision Making, 2002

• Thompson, Leigh L.: The Mind and Heart of the Negotiator, 4th ed., 2009

• Ury, W.: Getting Past No – Negotiating in Difficult Situations, 3rd. Ed., 2007

• Honegger, J.: Vernetztes Denken und Handeln in der Praxis - Mit Netmapping und Erfolgslogik schrittweise von der Vision zur Aktion, 2003

• Gomez, P.; Probst, G.: Die Praxis des ganzheitlichen Problemlösens - Vernetzt denken, unternehmerisch handeln, persönlich überzeugen, 3. Auflage, 2007

• Merrill, David W.: Personal Styles & Effective Performance, 1981, Reprint

• Stickdorn, M.; Schneider, J.: This is Service Design Thinking, 2011

• Reynolds, Garr: Presentation Zen: Simple Ideas on Presentation Design and Delivery, 2nd ed., 2012


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• Reynolds, Garr: Presentation Zen Design: Simple Design Principles and Techniques to Enhance Your Presentations, 2009

• Duarte, Nancy: Slide:ology: The Art and Science of Presentation Design, 2008

• Duarte, Nancy: Resonate: Present Visual Stories that Transform Audiences, 2010

• Reynolds, Garr:The Naked Presenter: Delivering Powerful Presentations with or without Slides, 2011

These and more books are available as “Semesterapparat” at the library in Pasing


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IM 3.1 International Business Strategy

Modul no. IM 3.1

Title International Business Strategy





CHW 4

ECTS-Credits 5



None


Prof. Dr. Thomas Peisl / Dr. Paul Sudnik / Dominik Hammer

Lecturer Dominik Hammer, and other professors and guest lecturers of the competence team SCM

Objectives This course aims to provide participants with a toolbox for the analysis and establishment of corporate strategy in an international context. It is designed to chart a different course than that advocated by traditional strategic approaches. We will examine real world applications that will by the end of the module provide students with the advanced knowledge and skills needed for working in strategic contexts internationally. We begin with a discussion of the current issues in strategy and then quickly proceed to develop a radical approach based on institutional, market and resource based perspectives. A series of tools are defined and examined so that students have ample practice in their application.

Module Aims and Learning Outcomes By the end of the course you should be comfortable with the strategic approach advocated and recognize the various challenges faced by managers as they internationalise their businesses. Once you have completed this module you will:

• Recognize the wide range of activities embraced by the term “international business strategy”

• Appreciate the cultural implications of setting international strategy

• Be conversant with a number of theoretical concepts in strategy

• Be familiar with their practical application in a number of contexts

• Appreciate the complexity of managing in the modern world

• Understand the immutability of an ethical approach to business administration and of the desirability of diversity in the workplace

• Be a more independent learner and logical thinker.

Applied Methods case studies, experiential learning, discussion, simulations Content

International Framework Vision and Objectives Stakeholder Analysis and the Value Chain Balanced Score Card Vision Analysis The Resource based view (VIRO / SW) The Market Based View (Porter’s 5 Forces / S Curve / Disruptive Innovation) The Institution Based View (PESTEL / OT) Setting Strategy Organisational Implications Financial Implications Managing Innovation and Change Implementation


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Market Entry Strategies Marketing Strategies HR Strategies CSR and Ethics

Recommended Literature Peng, M. (2008). Global Business, 1e, Cengage. Etzioni, A. (1964). Modern Organisations, Prentice Hall Inc., New Jersey. Bateman, T. S., & Snell, S. A. (2008). Management: Building competitive advantage, (8th ed.). Boston: Irwin-McGraw Hill.

Reference Materials Corporate Annual Reports; The Wall Street Journal The Financial Times; The Economist Class Handouts and other business publications


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IM 3.3 Future Business Models

Modul no. IM 3.3

Title Future Business Models




Semester 1st Semester IBA

CHW 4

ECTS-Credits 5



All


Prof. Dr. Steffen Steinicke

Lecturer Prof. Dr. André Krischke, Prof. Dr. Steffen Steinicke, Enno Däneke, Florian Rustler and other professors and guest lecturers of the competence team SCM

Motivation Recent studies show, that innovating the business model (and not only products or processes) is the most successful approach for companies in certain market environments, sometimes even the last chance to survive. In addition, companies must plan or better create their own future, therefore they have to understand the impact and potential of trends and technologies on their broader business environment in order to seize their opportunities and mitigate threats.

Objectives On completion of this module students will be able to critically evaluate the influence of trends and technologies in a business context, derive solid assumptions on future developments, derive the implications for their business model and develop new business models using a systematic creative approach. They understand how to use these insights for the formulation and implementation of strategy and derive the requirements for the operations management.


• Ability to identify and evaluate future trends and technologies

• Ability to derive consequences for strategy and business models from trends and technologies

• Ability to use a systematic creative process to generate business models options for the future

• Ability to evaluate alternative business models based on the analysis of possible futures

• Ability to derive the requirements for operations based on those business models

Applied Methods case studies, experiential learning, discussion, simulations

Content

• Future Management Basics

• Future Trends and Technologies

• Business Models: How to describe, analyse and innovate them

• User centered innovation – applying systematic process

• The principles of systematic creative thinking

Recommended Literature

• Georghiou, L.: The Handbook of Technology Foresight: Concepts and Practice (Pime Series on Research and Innovation Policy)

• Christensen, C.M.: The Innovator's Dilemma: The Revolutionary Book that Will Change the Way You Do Business, 2011

• Johnson, M.W.: Seizing the White Space: Business Model Innovation for Growth and Renewal, 2010

• Micic, P: The Five Futures Glasses – How to See and Understand More of the Future with the Eltville Model, 2010

• Osterwalder et al.: Business Model Generation - A Handbook for Visionaries, Game Changers, and Challengers, 2010

• Puccio, G.J et al: Creative Leadership: Skills That Drive Change, 2nd. Edition, 2010 (only chapter 3)


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• Rohrbeck, R.: Corporate Foresight: Towards a Maturity Model for the Future Orientation of a Firm (Contributions to Management Science), 2010

These and more books are available as “Semesterapparat” at the library in Pasing


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IM 5.1 Business Strategy Dynamics and Modelling

Modul no. IM 5.1

Title Business Strategy Dynamics and Modelling




Semester 1st Semester IBA

CHW 4

ECTS-Credits 5



All


Prof. Dr. André Krischke


Motivation In the course of designing and implementing an operations strategy, a number of long lasting and very decisive decisions have to be taken. The challenge however is that a growing uncertainty of the influencing factors connected via an increasingly complicated network leads to high dynamics and a complex behaviour of operations and supply chain systems as such making long-term predictions by extrapolation difficult or impossible. Traditional analysis and planning tools - very useful for operational short-term optimization - reach their limits with growing level of parameter uncertainty and structural complexity. Although today more data is available than ever, these traditional tools restrain decisions makers to convert their experience into strategic decisions, as heroic simplifications in the model structures have to be made. Moreover in business practice it often is more important to reach a robust than an optimal solution. Business Strategy Simulation has a big potential, as it allows to come up with the right questions during the modelling process with less structural simplifications necessary. It also allows to test the robustness of the alternatives before making strategic decisions; that is basically like putting the business model in a “wind tunnel”, which is the standard approach for technical but not yet for business systems.

Objectives

• Students will acquire a thorough understanding of the effect of different levels of uncertainties in the strategic decision process on the possible strategic postures regarding the timing and the focus of strategic decisions

• Students will understand the different roles, capabilities and limitations of simulative methods in the decision making process

• Students shell always be aware of the relationship between the decisions modelled and the main levers for value generation of a business as long term goal

• Students should understand that the main effect of applying simulative methods might not come from the simulation experiments, but from the modelling processes, when seen as a learning process for the mental model of the decision makers; as it is not the model that makes the decisions in the end


• Students will be proficient with the selection and (partly) application of the most relevant modelling and simulation methods necessary to model the dynamic capabilities of operations system and the dynamic demand and supply markets involved

• Students will be able to support the strategic decision-making process with a comprehensive modelling and simulation process, and hence will learn to be more comfortable with a high degree of ambiguity within the decision-making process

• Students will be prepared to apply the knowledge about operations systems and strategy (OM x-x) with the main future factors taught in OM x-x, to build robust and sustainable business models for future supply chains

Content

• Call for adventure of understanding main limitations of todays analytical tools in designing the future Supply Chains o The different levels of uncertainties in the context of business strategy


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o The decision making process as learning process o The traditional and the simulation toolbox compared

• Main limitations of traditional analytical tools as support for decision making and learning o Interconnectedness in Networks o Uncertainties o Delayed feedback

• Modelling a global supply chain - Cases for the different simulation methods o System Dynamics o Monte Carlo Simulation o Discrete-Event Simulation o Agent-Based modelling and Simulation

• The various modelling approaches combined to support strategic decisions in operations management o Decisions regarding resource o Decisions regarding processes o Decision regarding market dynamics

• Call for action of designing the future Supply Chains

Applied Methods case studies, experiential learning, discussion, simulations Recommended Literature Value Based Management and strategy dynamics

• Coenenberg, Adolf G.; Salfeld, Rainer (2007): Wertorientierte Unternehmensführung, 2., überarbeitete Auflage. Stuttgart: Schäffer-Poeschel.

• Martin, John D.; Petty, J. William; Wallace, James S. (2009): Value-based management with corporate social responsibility. 2. Aufl. Oxford: Oxford Univ. Press

• Rappaport, Alfred (1998): Creating shareholder value. A guide for managers and investors. 1. ed., New York: Free Press.

• Davenport, Thomas H.; Harris, Jeanne G. (2007): Competing on analytics. 1. Aufl. Boston: Harvard Business School Press.

Decision making

• Grünig, Rudolf; Kühn, Richard (2009): Successful decision-making. A systematic approach to complex problems. 1. Aufl. Berlin: Springer.

• Hastie, Reid; Dawes, Robyn M. (2010): Rational choice in an uncertain world. The psychology of judgment and decision making. 2. Aufl. Los Angeles: Sage Publ.

Traditional analytic toolbox

• Hillier, Frederick; Hillier, Mark (2007): Introduction to Management Science with Student CD. 3. Aufl.: McGraw-Hill/Irwin.

• Powell, Stephen G.; Baker, Kenneth R. (2009): Management science. The art of modeling with spreadsheets. 3rd. Hoboken, NJ: Wiley.

• Ragsdale, Cliff T. (2012): Spreadsheet modeling & decision analysis. A practical introduction to management science. 6. Aufl. Mason, OH: South-Western Cengage Learning.

• Hopp, Wallace J. (2008): Supply chain science. Boston, MA: McGraw-Hill.

• Thonemann, Ulrich; Albers, Marc (2005): Operations Management. München: Pearson Studium (wi wirtschaft, 7120). Modelling and simulation toolbox

• Banks, Jerry (2010): Discrete-event system simulation. 5. Aufl. Upper Saddle River, NJ: Pearson.

• North, Michael John; Macal, Charles M. (2007): Managing business complexity. Discovering strategic solutions with agent-based modeling and simulation. 1. Aufl. Oxford: Oxford Univ. Press.

• Railsback, Steven F.; Grimm, Volker (2012): Agent-based and individual-based modeling. A practical introduction. Princeton, NJ: Princeton Univ. Press.

• Robinson, Stewart (2004): Simulation. The practice of model development and use. Chichester, West Sussex, England, Hoboken, NJ: John Wiley & Sons Ltd.

• Sterman, John D. (ca. 2009]): Business dynamics. Systems thinking and modeling for a complex world. [Nachdr.]. Boston: Irwin/McGraw-Hill.

Network basics

• Nooy, Wouter de; Mrvar, Andrej; Batagelj, Vladimir (2011): Exploratory social network analysis with Pajek. 2. Aufl. New York: Cambridge University Press

• Dorogovcev, Sergey N. (2010): Lectures on complex networks. Oxford: Oxford Univ. Press

+ Current research papers (will be named by lecturer), these and more books are available at the library in Pasing


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IM 5.2 Operations Strategy – Principles and Practice

Modul no. IM 5.2

Title Operations Strategy – Principles and Practice





CHW 4

ECTS-Credits 5


Assessment Method WE (120) Study aids to be used

All


Prof. Dr. André Krischke


Motivation Designing and implementing a successful operations strategy requires judgment, experience, creativity and luck, all of which cannot be taught. What can be taught, however, are the concepts, principles and tools essential for the success of this process.

Objectives

• Acquire a solid knowledge and intuition for designing, assessing and improving an operations strategy

• Take real world companies practices as a starting point for own reflections and judgement

• Application of a combination of qualitative and quantitative approaches to evaluate the effects of a potential strategy on the company value


• Acquire solid qualitative (mental) and quantitative models for operations strategy and the strategy process

• Students will be able to judge real world practices in the relevant context and will develop an intuition about a good operations strategy practices

• Students will also know how to deal with the main challenges of operations strategy implementation

• Students understand the most relevant current research concepts in operations strategy

• Students will be prepared to apply their knowledge, model and intuition when creating business models derived from relevant future factors in Module

Applied Methods The lecture is a mixture of practice and principles of operations management mainly acquired in a self-guided learning process by thorough reading and case preparation, team and project work.

Content

• The Value of Operations Strategy – Context and Framework

• Methods and Process for Operations Performance

• The Resource View o Capacity Sizing and Investment o Capacity Timing and Expansion o Capacity Types, Flexibility and Consolidation o Capacity Location and Network Strategy o Process and Information technology

• The Process View o Product, Project and Process development o Vertical Integration o Demand and Revenue Management o Risk Management and operational Hedging


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o Improvement and Innovation Strategy o Coordination in the Supply Chain o Flexibility as Key Enabler

• The Process of Operations Strategy o Methodology, Alignment and Organization o Current Approaches in OM o Implementation and Change management

• Emerging Trends in OM

Textbooks

• Beckman, Sara L; Rosenfield, Donald B. (2008): Operations strategy. Competing in the 21st century. Boston Mass: McGraw-Hill.

• Hill, Alex; Hill, Terry (2009): Manufacturing operations strategy. 3. Aufl. Basingstoke, Hampshire: Palgrave Macmillan.

• Simchi-Levi, David (2010): Operations Rules: Delivering Customer Value through Flexible Operations // Operations rules. Delivering customer value through flexible operations. 1. Aufl. Cambridge, Mass: MIT Press.

• Slack, Nigel; Lewis, Michael (2008): Operations strategy. 2. Aufl. Harlow: Financial Times/Prentice Hall (Pearson education).

• van Mieghem, A. Jan (2008): Operations strategy. Principles and practice. Belmont, Mass: Dynamic Ideas.

Books on future factors in SOM

• Abele, Eberhard (2008): Global Production. A handbook for strategy and implementation. Berlin [u.a.]: Springer.

• Bovet, David; Martha, Joseph (2000): Value nets. Breaking the supply chain to unlock hidden profits. New York, NY: Wiley.

• Chang, Yoon Seok (2004): Evolution of Supply Chain Management.. Boston, MA: Kluwer Academic Publishers.

• Koren, Yoram (2010): The global manufacturing revolution.1. Aufl. Hoboken, NJ: Wiley

• Patricia E.; Morley, Richard E. (1999): The technology machine. How manufacturing will work in the year 2020. New York, NY: Free Press.

Important Books on SOM Change Management

• Cohen, Shoshanah; Roussel, Joseph (2005): Strategic supply chain management. New York: McGraw-Hill.

• Gattorna, John (2006): Living supply chains. How to mobilize the enterprise around delivering what your customers want. Harlow: Financial Times Prentice Hall.

• Gattorna, John (2010): Dynamic supply chains. Delivering value through people. 2. Aufl. Harlow: Financial Times Prentice Hall.

• Simchi-Levi, David; Kaminsky, Philip; Simchi-Levi, Edith (2004): Managing the supply chain. The definitive guide for the business professional. New York: McGraw-Hill.

• Kouvelis, Panos (Hg.) (2011): Handbook of integrated risk management in global supply chains. Hoboken, N.J: Wiley (Wiley handbooks in operations research and management science).

All of these books are available at the library in Pasing


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Programme Scheme at Partner University

University of South Wales

2nd Semester at the University of South Wales


PS4530 Sustainable Supply Chain Management 10

PS4534 Globalisation of Logistics and Supply Chain 10

BS4507 Research Methods 10


3rd Semester at the University of South Wales


BS4S03 Dissertation - Management Research Project 30


SIOM

2nd Semester at SIOM (June to October) Students have to take all of the core subjects and internal courses, but have to opt for any ONE MINOR SET. Modules are due to changes; the detailed module descriptions can be found here http://www.siom.in

Examination Marks

Sub. Code Title of the Subject Cred

its

Examination type / Duration Intern

al

Ex-

ternal

Total

Core Subjects

External Courses

020741301 Technology & Innovation

Management

2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

020741302 International Logistics 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Advanced Manufacturing

Management


TOTAL (CORE) 6 180 120 300

Minors

Supply Chain – Minor (4 Subjects)

Subject code

will be

Supply Chain Strategy 2 CT/Q/Ass/CS/ Proj / Prs 60 40

100

Supply Chain Modelling & 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100


36

36

allocated later Design

Supply Relationship

Management


Warehouse & Distribution

Science


Project Management – Minor (4 Subjects)

Subject code

will be

allocated later

Advanced Project

Management


Project Quality Management 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Project Risk Management 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Project Cost Management 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

TOTAL (Minor) 8 240 160 400

Internal Courses

020741309 SAP-SD 2 CT/Q/Ass/CS/ Proj / Prs 100 0 100

020741310 SAP – FI 2 CT/Q/Ass/CS/ Proj / Prs 100 0 100

020741311 Capstone Simulation 2 Ass 100 0 100

020741314 Leadership Development II 1 Ass/CS/ Proj / Prs 50 0 50

020741315 Risk Management 2 CT/Q/Ass/CS/ Proj / Prs 100 0 100

020741316 Total Cost Management 2 CT/Q/Ass/CS/ Proj / Prs 100 0 100

020741317 Sectorial Analysis 2 Ass/CS/ Proj / Prs 100 0 100

020741118 Research Methodology

Workshop

2 Q/Ass/CS/ Proj / Prs 100 0 100

020741211 Minitab Practical 1 Ass/CS/ Proj / Prs 50 0 50

Total ( Internal Courses) 16 1600 0 1600

Grand total 30 2020 280 2300


37

37

2nd Semester at SIOM (November – March)

Examination Marks

Sub. Code Title of the Subject Credits

Examination type

/ Duration

Intern

al

Extern

al Total

Core Subjects

External Courses

020741401 Operations Strategy & Control 2

CT/Q/Ass/CS/ Proj / Prs 60 40 100

020741402 Strategic Management 2


TOTAL (CORE) 4

120 80 200

Minors

Supply Chain – Minor

Subject code

will be

allocated later

Supply Chain Reliability

Management 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Supply Chain Risk Management 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Green Supply Chain


Supply Chain Performance

Measurement and Capital

Investment analysis

2


Project Management – Minor

Subject code

will be

allocated later

Communication & HR

management in Projects 2 CT/Q/Ass/CS/ Proj / Prs 60 40 100

Technology Project


Infrastructure Project


Project Procurement


TOTAL (MINOR) 8 240 160 400

Internal Courses

020741407 Consulting workshop 1

Q/Ass/CS/ Proj / Prs 50 0 50

020741412 Energy and Environment

Management 2


020741212 Six Sigma 2 CT/Q/Ass/CS/ Proj / Prs 100 0 100

Total (Internal Courses) 5 250 0 250

Grand total 17 610 240 850


38

38

3rd Semester at SIOM

SIOM Comment

No Module Credits

DISS Dissertation / Master Thesis 30 MT & OE (1500 Internal marks)

Total (Master thesis) 30

SIIT

2nd Semester at SIIT (August – December / January – May)

Students have to take all of the compulsory courses, and select four subjects (12 credits) from the specialized courses; all of which have to belong to ONE field of specialization free elective course (3 credits); the detailed module descriptions can be found (http://www.siit.tu.ac.th/graduate_mlscse_en.htm)

Compulsory Courses

Title of the Subject Credits Examination type

SE600 Decision Making and Optimization 3 WE(Mid/Fin)

SE601 Logistics and Supply Chain Systems 3 WE(Mid/Fin)

SE602 Production Logistics

3

WE(Mid/Fin)

ES605 Research Methodology

2

WE(Mid/Fin)

ES606 Research Seminar 1 S/P

TOTAL (Compulsory) 12

Specialized Courses for Service Science and Engineering

Sub. Code Title of the Subject Credits Examination type / Duration

SE620

Services Science and Engineering 3

WE(Mid/Fin)

SE621

Human Resources and Marketing

Management

3

WE(Mid/Fin)


39

39

SE622 Services System Simulation 3 WE(Mid/Fin)

SE623 Organizational Behavior 3 WE(Mid/Fin)

SE624

Enterprise Resources Management 3

WE(Mid/Fin)

SE625

Intermediate Resource Economics 3

WE(Mid/Fin)

SE626 Strategic Marketing Management 3 WE(Mid/Fin)

SE627 IT Project Management 3 WE(Mid/Fin)

SE628

Special Topic in Services Science and

Engineering

3

WE(Mid/Fin)

SE629

Current Topics in Services Science and

Engineering

3

WE(Mid/Fin)

TOTAL (Specialized) 12

Specialized Courses in Supply Chain Systems Engineering

Sub. Code Title of the Subject Credits Examination type / Duration

SE610 Simulation Modelling and Analysis in

Supply Chain

3 WE(Mid/Fin)

SE611 Procurement Logistics 3 WE(Mid/Fin)

SE612 Laws and Regulations in Logistics 3 WE(Mid/Fin)

SE613 Transportation Systems Design and

Analysis

3 WE(Mid/Fin)

SE614 Warehouse Design and Operations 3 WE(Mid/Fin)

SE615 Operations Scheduling 3 WE(Mid/Fin)

SE616 Design of Experiments in Supply Chain

Systems

3 WE(Mid/Fin)

SE617 Accounting and Financial Management

for Logistics and Supply Chain Systems

3 WE(Mid/Fin)

SE618 Special Topic in Logistics and Supply

Chain Systems

3 WE(Mid/Fin)

SE619

Current Topics in Logistics and Supply

Chain Systems

3 WE(Mid/Fin)

TOTAL (Specialized) 12


40

40

3rd Semester at SIIT

SIIT Comment

No Module Credits

SE800 Master Thesis (15 credits) 15 At least 1 international conference

publication with peer review

International University – Vietnam

2nd Semester at IU Students have to take all compulsory courses and two subjects out of the following subjects

Compulsory Courses

Subject Code Title of the

Subject Credits

SWH TF Assessment

Assessment Duration of

WE in Min

ISE501IU Production and

Service Analysis

3 4 S+ Proj + Prs Ass, PR/FP,

WE

90-180

ISE502IU Deterministic

Optimization

Models


WE

90-180

ISE503IU Stochastic

Models


WE

90-180

ISE504IU System Modeling

and Simulation


WE

90-180

ISE505IU

Multi Criteria

Decision Making


WE

90-180

ISE509IU Supply Chain

Systems


WE

90-180

ISE002IU Research

Methodology


WE

90-180

PE500 Philosophy 4 4 S

ISE001IU Special Study 3 4 S+ Proj + Prs PR/FP

Thesis 12

TOTAL

(Compulsory) 39


41

41

Specialized Elective Courses for Industrial Engineering, Supply Chain and Logistics

Subject Code Title of the Subject Credits SWH TF Assessment

Assessment Duration of

WE in Min

ISE506IU Inventory Control and

Management


WE

90-180

ISE507IU Facility Layout and

Location


WE

90-180

ISE603IU Total Quality

Management


WE

90-180

ISE604IU Maintenance

Management


WE

90-180

ISE605IU Transportation

Economics


WE

90-180

ISE606IU Risk Management 3 4 S+ Proj + Prs Ass, PR/FP,

WE

90-180

SE609IU Project Management 3 4 S+ Proj + Prs Ass, PR/FP,

WE

90-180

ISE610IU Lean Production 3 4 S Ass, PR/FP,

WE

90-180

ISE611IU Enterprise Resources

Planning


WE

90-180

ISE612IU Experimental Design 3 4 S+ Proj + Prs Ass, PR/FP,

WE

90-180

TOTAL (Specialized

Electives) 6


42

42

UNPAD

2nd Semester at UNPAD (September – January; March – June)

Students have to take all of the following subjects. Modules are due to changes; the detailed module descriptions

can be found http://mim.fe.unpad.ac.id/

Examination

Sub. Code Title of the Subject Credits

(SKS) Examination type / Duration

Compulsory modules and Specialty

B20C209 Advanced Operation Management 3 WE / 90-150

B2C713 Contemporary Strategy for Competitive

Advantage

3 Prs and WE

B2C714 Global Supply Chain Management 3 Prs and CS

B2C711 Quality Management 3 Assg and WE

B2B603A Multivariate Statistics & Econometrics

3 Assg and WE

TOTAL (CORE) 15

Research Semester (Compulsary)

Sub. Code Title of the Subject Credits (SKS) Examination

type

Duration

B2C805 Management Research

Methodology

3 AS/FP 120-150

TBD Master Thesis (including Research

Proposal, seminar research

proposal, special topic for thesis) 12

MT and OE

Grand total 15

Documents

Module Description Studienplan WS 2016/17 · Assignment – includes both an oral presentation and a written paper. The paper is worth 80% of the final grade. The oral presentation