Course catalogue for full year exchange and one … catalogue for full year exchange and one...

1

Course catalogue for full

year exchange and one semester exchange students

Fachhochschule Dortmund

-

Faculty of Business Studies

2

Dear exchange students

We are glad that you have chosen our institution for studying one or two semesters

abroad.

With our new curriculum FH Dortmund provides now a huge variety of courses in

English where you can obtain at least 30 ECTS credits per semester.

As an exchange student both ERASMUS and International you can take any course

from the courses available during your chosen study period. All you need to

consider is that the courses you wish to select are in accordance with the academic

requirements given by your home university.

This course catalogue contains all the courses with the corresponding course

descriptions offered in the International Business programme. Please notice that all

courses are only offered annually and that the electives are offered subject to

demand.

We look forward to meeting you in person and wish you a good start!

3

Fundamentals courses

Semester 1 - Winter Semester Course language ECTS

Introduction to Economics German 5

Business Mathematics German 5

Statistics German 6

External Accounting German 5

English Business Communication I English 5

International Business communication (C1 Level)* French/Spanish 2,5

Semester 2 - Summer Semester Course language ECTS

Business Skills and Competencies German 5

Quantitative Methods German 5

Introduction to contract law German 2,5

Corporate Management German 4

Organizational Design German 1

Managerial accounting, investment & funding German 5

Supply Chain Management & Marketing German 8

Application and Careers English 2,5


International Business communication (B2

Level)** French/Spanish/Dutch 4,5

Semester 3 - Winter Semester Course language ECTS

Economics German 5

Commercial / Labour law German 2,5

Fundamentals of Strategic Management German 3

Business Communication Simulation English 2,5

International Business communication (C1 Level)* French/Spanish 5




Intercultural Management English 3

Intercultural Relations / Negotiations

English/French/Spanish 3

Corporate Responsibility English 4

Managing Cross Border Projects English 6





General Management (advanced topics) English 9

* Only available for students with a good level of French/Spanish

**Only available for students with an basic level of French/Spanish/Dutch

4

Electives*

Winter semester Course language ECTS

Annual accounts II (in German) German 2,5

International Accounting (IFRS) English 3,5

Shaping Organizational Design English 3

Project Management English 3

HRM-Core Concepts, Methods & Tools English 3

Strategic International Labour Law English 3

Corporate Finance English 3

Investment Management English 3

Global Marketing English 3

Competitive Marketing English 3

Global Sourcing / International Procurement English 3

Global Integrated Logistics English 3

Business Analytics & Data Mining English 3

Competitive Analysis English 3

International Management English 3

Value Based Management & Portfolio Analysis English 3

Summer semester Course language ECTS

International Group Controlling English 3

Marketing & Sales Controlling English 3

Quantitative Methods in Financial Risk

Management

English 3

Risk Management English 3

International law I German 3

International Law II German 3

Fundamentals in taxation German 2,5

Taxation of International Trade English 3,5

Services Marketing English 3

Applied Marketing English 3

Production and Operations Management English 3

Innovation Management Multilingual 3

Basics of Business Information Systems English 3

Applied Business Information Systems English 3

Trade, Geography, Policy, Institution and the

Multinational Firm

English 3

International Money and Finance English 3

Management Seminars & Projects** Multilingual 6

*Electives are offered subject to demand

**First offered in Summer term 2015

5

Fundamentals Courses

Introduction to Economics

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1

Frequency

annually

Duration

1 Semester

1 Course Title

a. Introduction to

Business

Administration

b. Introduction to

Economics

Contact Hours

4 SH / 60 hrs

Self-Study

90 hrs

Planned Group

Size

60

Students

2 Learning Outcomes / Competencies

a. Introduction to Business Administration

Professional skill:

The students develop a systematic, theoretical and practical understanding of the

problem of general business administration. The module will equip students with

knowledge that has gained in complexity through many changes in particular in

the context of international business relationships business administration They

learn to master and how to apply the generally accepted and practically usable

knowledge base of modern Business Administration.

Methode expertise:

The students prepare traditional business models and approaches to modern

theories and are able to test them on their practical applicability. They are able to

use this knowledge for more specific and functional Business Administration and

for the cross-functional teaching business management.

Key competence:

The students are aware of basic business management, but also ofsocietal issues

in an international context, they can reflect and communicate and deepen the

analysis of the learning content of advanced lectures.

b. Introduction to Economics

The students know the facts underlying the economy and the basic possibilities,

"cope" with scarcity situations. They are familiar with the principles and problems

of division of labour and exchange, and have basic knowledge of economic

systems.

They know the important economic indicators and can apply them.

Students are able to distinguish the stages and levels of economic science and to

understand what is typical of the economic scientific modelling.

6

3 Contents


Fundamental questions of business administration

New Institutional Economics

Constitutive decisions (site selection, legal forms, links)

Corporate management (controlling, organization, human resources)

International aspects of business administration

Operational and services (production management, marketing)

Accounting & Finance (Ext. / Int. Accounting, Investment and Finance)


Basic economic facts

Approaches to solving the scarcity problem

Division of labour and exchange

Economies / economic systems

Economic science and its methods

Economic cycle and National Accounts

Important indicators

4 Teaching and Training Methods

Lecture with applications and case studies

Course language:

German

5 Prerequisites for Admission

Formal: none

Knowledge and Competencies: none

6 Assessment

Written examination (100 %)

7 Requirements for Award of Credits

Passed written exam

8 Module Used in Other Programs

No

7

9 Weighting of the Mark for the Final Grade

3,0 % (5/134) x 0,8

10 Module Leader

Prof. Dr. Brüggelambert

Prof. Dr. Büchler

Prof. Dr. Camphausen

Prof. Dr. Hofnagel

Prof. Dr. Kortmann

Prof. Dr. Quarg

Prof. Dr. Vollmer

11 Further Information

Literature:


Albach, H.: Allgemeine Betriebswirtschaftslehre, Wiesbaden 2001

Jung, H.:Allgemeine Betriebswirtschaftslehre, München, Wien2010

Schierenbeck, H.: Grundzüge der Betriebswirtschaftslehre, München 2008

Thommen, J.-P. / Achleitner, A.-K.: Allgemeine Betriebswirtschaftslehre,

Umfassende Einführung aus managementorientierter Sicht, Wiesbaden 2009

Vahs, D. / Schäfer-Kunz, J.: Einführung in die Betriebswirtschaftslehre, Stuttgart

2007

Vollmer, T.: Einführung in die Betriebswirtschaftslehre, in: Camphausen (Hrsg.),

Grundlagen der Betriebswirtschaftslehre, S. 1-110, München 2008

Wöhe, G. / Döring, U.: Einführung in die Allgemeine Betriebswirtschaftslehre,

München 2008


Baßeler, U. / Heinrich, J. / Utecht, B.: Grundlagen und Probleme der Volkswirt-

schaft, Schäffer-Poeschel, Stuttgart 2010

Bofinger, P.: Grundzüge der Volkswirtschaftslehre – Eine Einführung in die

Wissenschaft von Märkten, Pearson Studium, München 2011

Klump, R.: Wirtschaftspolitik – Instrumente, Ziele und Institutionen, Pearson

Studium, München 2011

Kortmann, W.: Grundlagen der Wirtschaftswissenschaft; Skriptum Nr. 96299/4

8

Mankiw, N.G. / Taylor, M. P.: Grundzüge der Volkswirtschaftslehre, Schäffer-

Poeschel, Stuttgart 2012

Business Skills and Competencies

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

a. Communicating,

researching, presenting

b. Quantitative

Management with Excel®

Contact Hours

4 SH / 60 hrs

Self-Study

90 hrs

Planned Group

Size

35

Students


The students know the most relevant competencies in regard to their study and future

career and they are basically able to apply them specifically.

a. Communicating, researching, presenting:

The students know the basics of communication structures (language, body

language) and related communication problems.

They know about different communication styles and master basic forms of

professional communication / conversation.

aa. Presentation techniques:

Students are familiar with the structure of presentations / lectures, they are able to

set and plan goals of presentations as wells as situational and representational

means.

They control the basic media rules: slide shaping, using media, diversity of

methods.

They practiced how to deal with public and rudiments of an individual

(communication) developed style (language, dialect and accent, behaviour).

They can deal with personal barriers (eg fright, black out) and develop effective

individual ways of working.

aaa. Information and media competence:

The students know the most important subject-related information channels via

new media, opportunities and risks.

They dominate essential procurements, quality checks and evaluation possibilities

of Internet-based information.

They actively develop their skills for the management and distribution of subject-

9

specific information in professional contexts.

b. Quantitative Management with Excel®

Professional skill:

The spread sheet program Microsoft Excel possesses a prominent role in applied

economics because of its many options for capturing, displaying and analysing data

tables. Against this background the students acquire both basic and advanced

techniques managerial Excel applications.

The students can collect business data in Excel spread sheets, structure, sort, filter,

graphically present and analyse with the help of selected calculation formulas and

table functions. Furthermore, the students have sufficient knowledge of the Excel

program control (e.g. the so-called settings menu strip) and the management of

Excel spread sheets (e.g. design of the printed page layouts). The wide range of

learned Excel applications in business administration constitutes an extensive

knowledge base on which students can fall back, to bring a professional

interaction with the teaching content of the business functions of finance and

accounting as well as the elective modules.

Method expertise:

Students are able to systematize the various methods of quantitative management,

and apply them appropriately to support, through the efficient use of Excel. They

are particularly able to present the basic problem-solving methods of business

management, accounting, functional business administration (e.g. procurement,

production, financial and marketing policies) as well as the mathematics and

statistics in Excel spread sheets and use in specific decision-making or

management.

Key competence:

Students work on selected case studies of corporate practice in groups of

participants and deepen in the context of group discussions and presentation of

the results their socio-cultural and communication skills.

The Excel examples and exercises are of such didactic way that the students can

prepare scientific easily comprehensible business Excel applications and quickly

resolve. Furthermore, the students are being taught by supportive learning

materials on self-directed learning. Finally an efficient time management is learned

on the basis of temporal resolution requirements.

3 Contents

a. Communicating, presenting, researching (Semester 1)

Communication Theory

Operational Communication

Professional communication skills

Presentation skills in Business

10

Subject-related work with Internet

Essentials of modern media skills

b. Quantitative Management with Excel® (Semester 2)

The course discusses the key methods of the quantitative management using MS

Excel:

Elementary techniques of Excel spread sheets (program control, data

management, table creation, editing, inclusion, data concatenation, pivot

tables, database tables)

Basic methods of Excel data analysis (development of simple and nested

calculation formulas, Formula Auditing, selection and use of functions, creation

of standard charts, design of special types of diagrams)

Basic management of Excel spread sheets (e.g. work-window views, printing and

page layout, Workbook, Excel in Office composite)

Excel applications in accounting (e.g. cost element and cost centre accounting,

cost unit, commercial costing, period income statement)

Excel applications within Operations Management (e.g., orders, batch sizes,

program production, advertising planning budgeting)

Excel applications in mathematics/statistics (e.g. frequency of tabulation,

statistical measures, correlations, time series analysis, target value, scenario

analysis)


a. Communicating, presenting, researching

Business skills are no lectures, but training. General input from the teachers and

coaches take place by the assembly for all participants. The bulk of the training works,

however, take place in groups of up to max. 30 participants, which are divided into

smaller teams. Here the lecturer acts predominantly as a coach for group-based self-

learning processes. Parts of the module will take place more rapidly and in block form.

Several lecturers working in parallel with the students. The entire organization of

business skills will take place on the learning platform ILIAS.


Demonstration examples, exercises on the computer with Excel® 2010

Course language:

German


Formal: none


11

6 Assessment


The semester examination. The form of this test determined by the respective coaches.

They are given by the Audit Committee at the beginning of the semester.

c. Quantitative Management with Excel®

The semester examination by preparing a written case study report and presentation on

the computer.



Details regulated by a Business Skills Handbook


Passed examination (Rating Score: Final Exam: 70%; Presentation: 30%)


No


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Koch

Prof. Dr. Mittmann

Prof Dr. Faix

Dipl. Betrw. Zett (Trainerin und Unternehmensberaterin)

Prof. Dr. Eichler

Prof. Dr. Müller

Dipl.-Inform. (FH) Broer

N.N


Literature:


Business Skills Handbook

c. Quantitative Management with Excel®

Albright, S., Winston, W., Zappe, Ch. (2009): Data Analysis & Decision Making with

Microsoft Excel, Mason, Ohio.

12

Anderson, D., Sweney, D., Williams, T., Freeman, J., Shoesmith, E. (2010): Statistics for

Business and Economics, 2nd

Edition, Hampshire.

Broer, J. (2011): Elementare Excel-Techniken. Eine Einführung, Studienmanuskript,

Dortmund.

Geers, W. (2012): Arbeiten mit Excel, Köln.

Jeschke, E., Pfeifer, E., Reinke, H., Unverhau, S., Fienitz, B., Bock, J. (2011): Microsoft

Excel – Formeln und Funktionen, 2. Auflage, Microsoft Press, Unterschleißheim.

Müller, W. (2011): Modellbasierte Kostenrechnung mit Excel, Studienmanuskript,

Dortmund.

Nelles, S. (2011): Excel 2010 im Controlling, Bonn.

Powell, S.; Baker, K. (2007): Management Science. The Art of Modeling with

Spreadsheets, 2nd

Edition, Hoboken.

Radke, H.-D. (2009): Microsoft Excel im Business, München.

Schels, I. (2010 a): Excel 2010. Zahlen kalkulieren, analysieren und präsentieren,

München.

Schels, I. (2010 b): Excel Formeln und Funktionen, 2. Auflage, Markt + Technik,

München.

Schels,I., Seidel, U. (2010): Das große Excel-Handbuch für Controller, München.

Schwenk, J., Schieke, D., Schuster, H., Pfeifer, E. (2010): Microsoft Excel 2010. Das

Handbuch, München.

Vonhoegen, H. (2011): Excel 2010 – Formeln und Funktionen, Bonn.

Winston, W. (2010): Excel 2010. Data Analysis and Business Modeling, Redmond.

Business Mathematics

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1

Frequency

annually

Dauer

1 Semester

1 Course Title

a. Linear Algebra

b. Financial Mathematics

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

60 Students


a. Linear Algebra:

The students should be able to apply the basic methods of linear algebra on

economic issues. In particular, they can thereby interpreted matrices specifically in

economics as tables, files, systems of equations, etc.

Furthermore, the students dominate the basic operations with matrices and can

formulate and solve practical problems in the language of matrix algebra. In

addition, they can set up and solve systems of linear equations.

13

b. Financial Mathematics:

Students master the basic quantitative tools for evaluating past and future cash

flows. They know therefore basic quantitative methods apparatus, which regularly

applies for business issues, eg in the financing and investment accounts. In

addition, they are able to formulate problems mathematically and appropriate, and

lead a quantitative solution.

3 Contents

a. Linear Algebra

Examples / application covers of matrices / vectors in business

- Material integration of matrices in production

- Transporting matrices in logistics

- Transition matrices in market research

Calculating with matrices / vectors

- Addition / Subtraction - scalar multiplication

- Multiplication - scalar product

- Inverse

Solve systems of linear equations

- Quadratic linear systems

- Systems of linear equations with any number of variables and equations

- Unsolvable equation systems

- Equation systems with infinitely many solutions

b. Financial Mathematics

Basic Interest Rate Models

- Linear remuneration

- Compound interest, periodic and mixed interest

- Continuous compounding

Pension calculation

- Cash and end values of reversionary/anticipated pensions

- Basic functions of the pension invoice

- Deferred / interrupted pensions, pensions during the year

- Perpetual pensions

Repayment invoice

- Annuity / Instalment Repayment

- Repayment Plan

Return on invoice

- On / off multi-period returns

- Internal rate of return method

- Real interest rate method


14

The course is conducted as a seminar-style lecture.

Course language:

German


Formal: none


6 Assessment



Passed written exam


no


3,0 % (5/134) x 0,8

10 Module Leader

Prof. Dr. Bornhorn

Prof. Dr. Großmann

Prof. Dr. Radtke

Prof. Dr. Tysiak


Literature:

Führer, C.: Kompakttraining Wirtschaftsmathematik, Ludwigshafen (Kiehl) 2008

Ihrig, H.: Finanzmathematik: Intensivkurs, München (Oldenbourg) 2002

Köhler , H.: Lineare Algebra, München, Wien (Hanser) 1998

Peters, H.: Wirtschaftsmathematik, Stuttgart (Kohlhammer) 2009

Schwarze, J.: Mathematik für Wirtschaftswissenschaftler: Band 3: Lineare Algebra

Lineare Optimierung und Graphentheorie , Herne, Berlin (Neue Wirtschaftsbriefe) 2005

Tietze, J.: Einführung in die Finanzmathematik, Wiesbaden (Vieweg) 2003

15

Statistics

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 1

Frequency

annually

Duration

1 Semester

1 Course Title

Business Statistics

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

60 Students


Students are able to apply and select correctly the appropriate statistical methods to

practical problems in economics. Beyond merely inserting in formulas, they possess a

deeper understanding of the underlying mathematical methods. They understand the

probability theory to foundation of the descriptive statistics. They understand the basic

differences but also the similarities of descriptive and inferential statistics. The

students know and understand the many possible applications of statistics /

probability theory in economics, particularly on economic issues.

As part of the course, students acquire a "sense" for numbers, dates and orders of

magnitude, i.e. "quantitative skills". So they are in a position to win by appropriate

processing and compressing data (economic) relevant information and knowledge.

They also have a basic knowledge of probabilistic theoretical modelling and they can

easily apply to practical problems of economics.

3 Contents

I. Descriptive Statistics

Basic concepts of descriptive statistics

Process of an empirical study

Description of individual characteristics by one-dimensional frequency

distributions

Description of several common characteristics collected by multidimensional

frequency distributions

Description of one-dimensional frequency distributions of parameters (location,

dispersion parameters, concentration measure numbers)

Description of two-dimensional frequency distributions of parameters

(conditional parameters, covariance, correlation, statistical independence)

Linear Regression Analysis

Principles of Time Series Analysis

Simple forecasting methods

Broad Index Teaching

II. Probability Calculus /Inferential Statistics

Combinatorics

16

Laplace experiments, Foundations of probability calculus

Conditional probabilities, stochastic (in) dependence

Discrete random variables and their description by probability / distribution

function

Continuous random variables and their description by density / distribution

function

Metrics for the description of random variables (mean, variance, standard

deviation)

Important discrete and continuous probability distributions, in particular hyper

geometric distribution, binomial, Poisson and Normal Distribution

Fundamentals of statistical estimation and testing procedures

Relationships between the basic concepts of descriptive statistics and

probability / inferential statistics


The course is conducted as a seminar-style lecture.

Course language:

German


Formal: none


6 Assessment

Written examination (100 %)(optionally tests during the semester)

7 Requirements for Award Credits

Passed written examination


No

9 Weighting of the Mark of the Final Grade

6,6 % (11/134) x 0,8

10 Module Leader

Prof. Dr. Bornhorn

Prof. Dr. Großmann

Prof. Dr. Laufner

17

Prof. Dr. Radtke

Prof. Dr. Tysiak


Literature:

Dürr, W.; Mayer, H.: Wahrscheinlichkeitsrechnung und Schließende Statistik, 6. Aufl.,

München / Wien (Hanser)2008

Kobelt, H.; Steinhausen, D.: Wirtschaftsstatistik für Studium und Praxis, 7. Aufl.,

Stuttgart (Schäffer-Poeschel)2006

Laufner, W.: Beschreibende Statistik für Betriebswirte. Vorlesungsunterlagen,

Dortmund 2010

Schira, J.: Statistische Methoden der VWL und BWL: Theorie und Praxis, 3. Aufl.,

München (Pearson)2009

18

Quantitative Methods

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

Quantitative Methods

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

60 Students


Based on the learning results of the basic study modules "Business Mathematics" and

"Economic Statistics", the students have the possibility to extend and deepen their

"quantitative skills" in this module.

Extended knowledge of mathematical modelling in the Business Administration

and Economics

Deepening the methods of calculus, linear algebra and mathematical finance with

particular emphasis managerial problems

Extended knowledge of probability calculus and descriptive statistics, especially

the estimation and testing procedures

3 Contents

The module "Quantitative Methods" will be offered in two parallel branches:

The branch M(athematics) based on the module "Business Mathematics" from

the basic study and the included and selected questions from the subject area

of operations research (optimization, simulation etc.).

The branch S(tatistics) based on the module "Business Statistics" from the

basic study and the included and selected questions from the general topics of

estimation and testing procedures, actuarial, Stochastic Financial Mathematics.


Lectures, case studies, exercises

Course language:

German


Formal: none

Knowledge and Competencies: Modules „Business Mathematics“ and „Business

Statistics“ should be completed.

6 Assessment

Written examination (100 %)(optionally tests during the semester)

19

7 Requirements for Award Credits

Passed written examination and optionally passed tests during the semester


No

9 Weighting of the Mark of the Final Grade

6,6 % (11/134) x 0,8

10 Module Leader

Prof. Dr. Bornhorn

Prof. Dr. Großmann

Prof. Dr. Laufner

Prof. Dr. Radtke

Prof. Dr. Tysiak


Literature:

Dürr, W.; Kleibohm, K.: Operations Research: Lineare Modelle und ihre

Anwendungen, 3. Aufl., München/Wien (Hanser)1992

Dürr, W.; Mayer, H.: Wahrscheinlichkeitsrechnung und Schließende Statistik, 6. Aufl.,

München/Wien (Hanser)2008

Isenbart, F.; Münzner, H.: Lebensversicherungsmathematik für Praxis und Studium,

3. Aufl., Wiesbaden (Gabler)1994

Kobelt, H.; Steinhausen, D.: Wirtschaftsstatistik für Studium und Praxis, 7. Aufl.,

Stuttgart (Schäffer-Poeschel)2006

Mack, T.: Schadenversicherungsmathematik, . 2. Aufl., Karlsruhe (Verlag

Versicherungswirtschaft)2002

Rathbauer, H.: Angewandte Simulation mit GPSS World für Windows, Berlin (Logos

Verlag)2003

Schira, J.: Statistische Methoden der VWL und BWL: Theorie und Praxis, 3. Aufl.,

München (Pearson)2009

20

Economics

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

Economics

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

60 Students


The students know the micro-and the macro-economic approach to economic theory.

They are familiar with the basic micro and macroeconomic models and in-depth

knowledge in the functioning of markets. Micro-and macro-economic argumentation

and analysis can be applied. Students will be able to map simple micro-and

macroeconomic models and discuss issues scientifically.

3 Contents

Part 1: Principles of Microeconomics (2 SH)

The subject of economic theory and integrated into the system of economic

science, formal methods and models

Goods demand of households

Goods offered by the companies, production, costs, optimization

Pricing in markets: market forms; market mechanisms; interaction between

markets, market disruptions and interventions

Provide policy and pricing in monopoly, market power

Part 2: Principle of Macroeconomics (2 SH)

• Object of metrics and demanding policy of Macroeconomics

• For the long-term trend of an economy

Offer, demand and equilibrium

Unemployment and inflation in the model flexible prices

Open economies in the model flexible prices

• Cause and effect of instabilities

Offer, demand and instability

Monetary and fiscal policy at a given price level

Open economies in the model of rigid prices

4 Teaching und Training Methods

Seminar like lecture with applications and case studies

Course language:

German


Formal: The course Introduction to economics must be passed


21

6 Assessment

Written examination


Passed written exam


BSc FACT, BA Business Administration

9 Weight of the Mark for the Final Grade

3,0% (5/134) x 0,8

10 Module Leader

Prof. Dr. Kortmann


Prof. Dr. Greiber

N.N.


Literature:

Part 1: Principles of Microeconomics

Kortmann, W.: Mikroökonomik - Anwendungsbezogene Grundlagen; Physica.

Kortmann, W.: Mikroökonomik - Methodik, Aufgaben, Begriffe; Oldenbourg

Varian, H.: Grundzüge der Mikroökonomik; Oldenbourg

Part 2: Principles of Macroeconomics

Baßeler, U. / Heinrich, J. / Utecht, B.: Grundlagen und Probleme der Volkswirtschaft;

Schäffer-Poeschel: München.

Blanchard, O. / Illing, G.: Makroökonomie; Pearson.

Clement, R. / Terlau, W. / Kiy, M.: Grundlagen der Angewandten Makroökonomie;

Vahlen.

Mankiw, N.G.: Makroökonomik; Schäffer / Poeschel.

22

Legal Frameworks

Code number

Workload

150 hrs

Credits

5

Semester

Sem. 2 + 3

Frequency

annually

Duration

2 Semesters

1 Course Title

a. Introduction to

Contract Law

b. Commercial / Labour

Law

Contact Hours

4 SWS / 60 h

Self-Study

90 h

Planned Group

Size

60 Studierende


a. Introduction to Contract Law

Students know the most important under private law limits in regard to economic

activities and are able to secure allegedly proper deals legally. By faults in the contract

management they are capable to respond legally as they are also able to ward off bad

debt losses and issues in liability from the company.

b. Commercial / Labour Law

The students know the special rules that apply when economic private law actions for

merchants deviate from the rules of the Civil Code. They are familiar with the basic

rules in the legal relationship employer / employee, starting from the initiation of the

employment relationship, the rights and obligations under the contract up to the

varieties of a possible termination of employment.

3 Contents

a. Introduction to Contract Law (Semester 2)

Rechtsquellen und Einteilung des Rechts

Allgemeines Vertragsrecht

Wirtschaftsrelevante Verträge

Recht der Leistungsstörungen

Praxisrelevante Fälle zur jeweiligen Einzelthematik

• Sources of law and justice division

• General Contract Law

• Relevant industry contracts

• Law of power disturbances

• Practical exercises and casesfor each individual issue

b. Commercial / Labour Law (Semester 3)

Part 1: Commercial Law

Importance of commercial law

Implications for the private law case

Commercial Register

23

Trading Company

Special rules for commercial transactions

Practical exercises and cases

Part 2: Labour Law

the scope of labour law

The employment relationship

rights and obligations in the employment relationship

Termination of Employment

Practical exercises and cases

4 Teaching und Training Methods


Seminar like lecture with practical exercises and cases


Seminar like lecture with practical exercises and cases

Course language: German



Formal: none



Formal: At least one attempt, in the module "Introduction to Contract Law"


6 Assessment


Exam (45 – 60 minutes)


Exam (45 – 60 minutes)



Passed examination


Passed examination


24

No

9 Weight of the Mark for the Final Grade

3,0% (5/134) x 0,8

10 Module Leader

Prof. Dr. Compensis

N.N.


Literature:


Müssig, Wirtschaftsprivatrecht, 15. Aufl. 2012

Jänsch, Grundlagen des Bürgerlichen Rechts mit 63 Fällen, 2. Aufl. 2010

Eisenmann u.a., Rechtsfälle aus dem Wirtschaftprivatrecht, 9. Aufl. 2011

b. Comercial / Labour Law

Klunzinger, Grundzüge des Handelsrechts, 14. Aufl. 2011

Brox/Henssler, Handelsrecht, 20. Aufl. 2009

Hauptmann, Arbeitsrecht, 7. Aufl. 2012

Eisenmann u.a., Rechtsfälle aus dem Wirtschaftprivatrecht, 9. Aufl. 2011

25

Fundamentals of Corporate Management

Code Number

Workload

240 hrs

Credits

8

Semester

Sem. 2 + 3

Frequency

annually

Duration

2 Semester

1 Course Title

a. Corporate Management

b. Organizational design

c. Fundamentals of

Strategic Management

Contact Hours

6 class hours pw

/ 90 hrs

Part a: 3 SH

Part b: 1 SH

Part c: 2 SH

Self-Study

150 hrs

Planned Group

Size

a.40-60 students

b. 35 students

c.90-120

students



The students have a systematic conceptual understanding of designing and

steering (managing) of companies and are able to constructively deal with the

issues of planning and decision making in business. They apply and set out the

main planning techniques for the individual phases of the management process.

The students acquire skills:

• In recognition of total entrepreneurial contexts

• In the application of management principles and ways of thinking

• In reaching predetermined targets by converting plans into decisions and gain

insights for transparency for the consequences of decisions.

b. Organizational design:

The students learn the fundamentals of organizational design of business. They are

able to analyze organizational problems, taking into account the relevant

objectives of the company and - using the existing organizational theory knowledge

base - to design a situation-solution moreover, they may edit the essential tasks in

their implementation.

c. Fundamentals of Strategic Management

Students have a basic conceptual understanding of strategic management and in a

pronounced form an understanding of the environment and enterprise systems. They

are able to recognize the linkages between markets and companies and to derive

measures to safeguard the long-term success of the company (strategies). They can

explain the different levels of strategies and with regard to the practices identify them.

Morevover studetns are able to derive decision making processes for the strategy

development in companies, by resorting to related tools and methods of strategic

management.

26

By the successful completion of both sub-modules, the following skills are developed

and deepened:

Professional skill:

The students understand the complexity of changing markets, recognize for companies

resulting opportunities and threats and deduce action strategies for the companies

from its owned strengths and weaknesses.

Method expertise:

The students apply business management tools and techniques to develop, formulate

and implement overall corporate and business unit strategies.

Key competence:

The students can professionally and adequately position in strategy and values

discussions in the international and global integration of markets, consumers and

businesses.

3 Contents


It focuses on the general overview of the essential features of corporate management -

in particular, the systematic development of skills entrepreneurial thinking and action,

as well as developing these skills.

There are going to be treated the following aspects in this course:

Recognizing a proper grid order for the variety of methods and concepts and

theoretical perspectives and insights on Corporate Management

Presentation of the practical relevance of the theoretical aspects

on Corporate Management by including case studies

Overview of the functions of management, particularly in planning as the key to

an active goal-oriented behavior and decision-making in enterprises within the

meaning of systematic thinking through and fixing of goals, behaviors and

actions to shape the future of companies

Internalize leadership process (process management) with the stages of the

process goals, planning, decision-making, implementation, monitoring and

control

Structuring a business planning process in the context of a specific planning

and decision-making situation

Create a coordinated (optimal) companies overall plan in complex decision

situations

To know and apply important techniques for the planning, organized according

to the phases of the management process

b. Organizational design (Semester 1)

Design of the organization as a task of management

Organizing concepts/understandings

27

Overview of organizational decisions/design options

Organizational objectives and evaluation criteria

Selected organizational theoretical approaches (e.g., situational approach,

theory of consistency resource dependence approach)

Organization and the behaviour of groups and individuals

Organisational structure decisions (on the whole company, divisional and

functional level)

Sequence and process organization


The course pursues the goal to reflect the facts on the basics of strategic management

in a sufficiently, realistic and in a practical way. The process of strategic management

and the application of tools and methods for strategic decision making are the focus

with regard to the listed below classical phases:

Goal educational process

Environmental analysis

Corporate Analysis

Choice of strategy

Implementation of the strategy

Controlling Strategy

This involves not only an introduction to the methodological tools of strategic

management, but also conveys a sense of the diversity, timeliness, problems and

limitations. It sets out the main lines of development and challenges of strategic

management. The course is accordingly enriched with examples, case studies and

other smaller actual framework.



Lecture and seminar-class, group work, presentations, short lectures, role

playing, business simulation, etc.


See above


Interrogative-evolving seminary lecture with numerous case studies and

exercises

Course language: German



Formal: Passing the module External Accounting

Knowledge and Competencies: Knowledge of the module External Accounting

and Internal Accounting & Inv. & Financing

28


Formal: None

Knowledge and Competencies: None


Formal: Passing the sub module Corporate Management

Knowledge and Competencies: Knowledge of the module Introduction to

Economics, Corporate Management, External Accounting and Internal

accounting & Inv. & Financing.

Assessment


Written exam during the semester (60%)

Group work during the semester as part of the business simulation (40%)


Written examination


Written examination at the end of the block course during the semester (100%)



Successful written examination during the current semester.

Continuous and active participation in the business simulation, as well as the

successful completion of it.


Passed examination


Passed written exam


No


4,2 % (7/134) x 0,8

10 Module Leader

Prof. Dr. Jan-Philipp Büchler

Prof. Dr. Bernd Camphausen

Prof. Dr. Axel Faix

29

Prof. Dr. Johannes R. Hofnagel

Prof. Dr. Sabine Quarg

Prof. Dr. Theo Vollmer

N.N.


Literature:


Jung, R.; Bruck, J.; Quarg, S.: Allgemeine Managementlehre, 4. Auflage, 2011

Macharzina, K.; Wolf, J.: Unternehmensführung, 7. Auflage, 2010

Schreyögg, G.; Koch, J.: Grundlagen des Managements – Basiswissen für Studium

und Praxis, 2. Auflage, 2010

Welge, M.;Al-Laham, A.: Strategisches Management. Grundlagen – Prozess –

Implementierung, 5. Auflage, 2008

Teilnehmerhandbuch zum Planspiel TOPSIM Basics in der jeweiligen aktuellen

Spielversion der Fa. Tata Interactive Systems, Tübingen.


Frese, E.: Grundlagen der Organisation, Wiesbaden 2005

Jung, R. H. / Bruck, J. / Quarg, S.: Allgemeine Managementlehre, Berlin2011

Porter, M. E.: Wettbewerbsstrategien, Frankfurt 2008

Vahs, D.: Organisation, Stuttgart 2007

Wolf, J.: Organisation, Management, Unternehmensführung, Wiesbaden 2008.


Camphausen, B.: Strategisches Management, 2. Auflage, 2007

Jung, R.; Bruck, J.; Quarg, S.: Allgemeine Managementlehre, 4. Auflage, 2011

Macharzina, K.; Wolf, J.: Unternehmensführung, 7. Auflage, 2010

Müller-Stewens, G.;;Lechner, C.: Strategisches Management, 4. Auflage, 2011

Schreyögg, G.; Koch, J.: Grundlagen des Managements – Basiswissen für Studium

und Praxis, 2. Auflage, 2010

Welge, M.;Al-Laham, A.: Strategisches Management. Grundlagen – Prozess –

Implementierung, 5. Auflage, 2008

30

General Management (Advanced Topics)

Code Number

Workload

270 h

Credits

9

Semester

Sem. 6

Frequency

annually

Duration

1 Semester

1 Course Title

a. Managing Small and

Medium Enterprises

(SME) in a Globalized

Economy

b. Business Simulation:

TOPSIM General

Management II

Contact Hours

6 class hours pw /

90 hrs

Self-Study

180 hrs

Planned Group Size

a. 40-60 students

b. 20-30 students


a. Managing Small and Medium Enterprises in a Globalized Economy – Case Studies

This module offers a focused perspective on challenges for managing small and

medium sized enterprises in a global market place. Students will learn about specific

management issues for companies differing in terms of scale and scope and

understand specificities for SME development from the perspective of the regulatory

regime in different selected regions.

Students will analyze current global trends that reshape competitive parameters for

small and medium enterprises and develop an understanding of the role and position

of small and medium enterprises in global supply and business networks. They will

develop an understanding of interdependencies in functional activities and

management decisions and strengthen their ability to deal with complex management

matters.

Topics will be explored through a combination of lectures, assigned readings,

interactive case studies and practitioners’ best practices. The course will analyze what

works and why in small and medium enterprise development. It particularly will

evaluate alternative solutions regarding their scalability, sustainability, and their

return on investment.

b. Business Simulation; TOPSIM General Management II

Participants of the business simulation apply a broad set of management skills and

methods and learn to think and act in an entrepreneurial manner in accordance with

general principles of strategic and value-based management.

Participants will establish a link between management theory and business practice

and recognize the interactions among the various companies and external influences

in a complex and interrelated operating environment. Information on market situation

and company results needs to be analysed and translated into goal-oriented decisions.

Working in teams, participants need to plan, strategize, and decide jointly and face the

challenge of arriving at decisions within the team efficiently and constructively thereby

achieving transparency in the consequences of the decisions.

31

3 Contents


Size and structure of the SME sector in selected geographies

Economics and dynamics of the SME sector

Policy context surrounding the SME sector (e.g. political and legal

environment, regulations)

Financing of SME and investment climate

Implications of the globalization of business functions for SMEs (e.g. networks,

outsourcing)

Internationalization strategies of SMEs from developed and emerging markets

Cooperative strategies for SMEs (Competition of networks)


Examples for challenges in form and content:

Making decisions in complex business situations under uncertainty

Interpreting business data and defining appropriate business strategies and

targets

Applying standard instruments in the field of controlling, accounting and

finance

Defining and elaborating the product marketing mix

Presenting business strategy and commenting on business results in front of a

larger audience

Developing a cross-functional perspective according to the principle: “Learning

business by doing business"



Lectures incl. practitioners’ best practices

Interactive case studies


Seminar,

Case studies,

(Short) presentations

Results-oriented presentations in oral and written form

Course language: English

32



Formal:

Module: Unternehmensführung / Strategic Management (pass)

Knowledge and Competencies:

For this course, microenterprise development coursework or relevant experience

is desirable but not required.


Formal:

Module: Unternehmensführung / Strategic Management (pass)

Module: Finanz- und Rechnungswesen I + II (pass)

Admission test (pass): Preparation by all class participants of the simulation

manual is mandatory and will be examined (“entry test”) at the beginning of the

seminar.


Module: Marketing Basics

6 Assessment


Exam (60-90 minutes)

b. Business Simulation; General Management II

Modus operandi: 35%

Company result (ranking of shareholder earnings): 20%

Presentation & reporting at shareholder conference: 25%

Special assignments (e.g. marketing mix concept): 20%



Successful completion of examination


Successful completion of examinations

Company results

Presentation (individual / group)

Class attendance (permanent)


Business Simulation; TOPSIM General Management II

Bachelor BW (language: German)


33

5,4 % (9/134) x 0,8

10 Module Leader


Prof. Dr. Büchler

Prof. Dr. Brüggelambert, N.N.


Prof. Dr. Büchler


Prof. Dr. Faix

Prof. Dr. Hofnagel

Prof. Dr. Quarg

Prof. Dr. Vollmer


Literature:


Hitchens, D. et Al. (2010): Small and Medium Sized Companies in Europe:

Environmental Performance, Competitiveness and Management: International

EU Case Studies, Springer

Nummela, N. (2010): International Growth of Small and Medium Enterprises

(Routledge Studies in International Business and the World Economy),

Routledge

Susman, G.I. (2007): Small and Medium-Sized Enterprises and the Global

Economy, Edward Elgar.

Villa, A. (2011): Managing Cooperation in Supply Network Structures and Small

or Medium-sized Enterprises: Main Criteria and Tools for Managers, Springer.

Various case studies


Manual TOPSIM General Management II, TATA Interactive Systems, Tübingen,

Ed. 12.2

34

External Accounting

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1

Frequency

Jährlich

Duration

1 Semester

1 Course Title

a. Accounting

b. Annual Accounts I

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

60

Students


a. Accounting

Professional skill:

The students recognize the significant effects of transactions on the external

corporate calculations. For better business analysis the effectiveness /neutrality

of success in business transactions within the accounting department will be

educated in particular. In addition, the lecture should clarify the basics of cost and

revenue accounting (internal corporate account) due to the flow of data between

external and internal corporate accounting and differentiate external financial

accounting.

Method expertise:

The lecture should enable the students to apply the basic techniques of double

entry - as a system of external corporate accounting. Besides that, they should be

able to understand exemplary simple calculations within the cost accounting.

b. Annual Accounts

Professional skill:

The students have the basic knowledge of commercial accounting and related

principles of relating tax law annual accounts.

Method expertise:

Students can solve simple problems of the annual financial statements on the

basis of the German Commercial Code.

3 Contents

a. Accounting

• Fundamentals of Accounting as part of business accounting

• Technique of double entry (affecting income bookings / bookings in equity)

• Booking of ongoing business transactions (Movement of goods / payments

transactions / production process / material consumption / stock changes)

• Bookings to the Financial Statements (Depreciation and appreciation /

35

provisions / Prepayments and accrued income / closing accounts)

• Fundamentals of cost accounting / internal corporate accounting (Cost type,

cost centre, cost unit and profitability analysis)

b. Annual Accounts

Definition and components of financial statements

Legal framework

General Regulations

Basics of the balance sheet approach

Basis for Assessment


Seminar like lecture with application-oriented exercises.

Course language:

German


a. Accounting:

Formal: None


b. Annual Accounts:

Formal: None

Knowledge and Competencies: The lecture should be attended in parallel with

accounting.

6 Assessment

Written exam (100 %)


Passed exam

8 Module Used in Other Programs (in other degree programs)

In the degree program BA Business Administration and B. SC. Logistics


2,7 % (4,5/134) x 0,8

10 Module Leader

36

Prof. Dr. Beck

Prof. Dr. Breidenbach

Prof. Dr. Klinkenberg


Literature:

a. Accounting

Deitermann, Manfred; Schmolke, Siegfried; Rückwart, Wolf-Dieter: Industrielles

Rechnungswesen IKR, 40. Auflage, 2011.

Döring, Ulrich; Buchholz, Rainer: Buchhaltung und Jahresabschluss, 12. Auflage,

2011.

Kudert, Stephan; Sorg, Peter: Rechnungswesen leicht gemacht, 5. Auflage, 2011.

Kudert, Stephan; Sorg, Peter: Übungsbuch Rechnungswesen leicht gemacht, 1.

Auflage, 2011.

Littkemann, Jörn, Holtrup, Michael, Schulte, Klaus: Buchführung, Grundlagen –

Übungen – Klausurvorbereitung, 4. Auflage 2010.

b. Annual Accounts

Breidenbach, K.: Jahresabschluss, 2. Aufl., München (Oldenbourg)2009

Coenenberg, A. G.; Haller, A.; Schultze, W.: Jahresabschluss und

Jahresabschlussanalyse, 21. Aufl., Stuttgart (Schäffer-Poeschel)2009


Jahresabschlussanalyse, Aufgaben und Lösungen, 13. Aufl., Stuttgart (Schäffer-

Poeschel)2009

37

Managerial Accounting & Investment and Funding

Code number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

a. Cost, revenue and

profit & loss

accounting

b. Investment and

Financing

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

60

students

2 Learning outcomes / Competencies

a. Cost, Revenue and Profit & Loss Accounting

Professional skill:

The students know to structure and analyse the figure of value flows within a

company through costs, revenues, results and performance-related processes in

the company. They understand cost centres and cost units within the cost

accounting elements and can also identify and explain their correlations.

Methods expertise:

The students are able to carry out calculations for key operational applications in

cost accounting, such as imputed costs, cost centre allocations, production and

cost estimates, periodic statements of income and contribution margin accounting

and explain the accounting elements.

Key competence:

Within the cost accounting the students are able to deal with the substantial cost

accounting terminology of cost element, cost centre and cost accounting and

contribution costing..

b. Investment and Financing

Professional skill:

Students will obtain practically oriented general knowledge in the fields of

investment and finance. In particular, basic knowledge of investment and

financing decisions (capital budgeting).

Methods expertise:

Students can apply the method of capital budgeting to practically relevant

decision problems, including the funding requirements.

3 Contents


Introduction to basic facts of cost accounting

Cost types and cost centre accounting

38

Calculation and statement of operations

Part costs and marginal costing


Introduction to the problems of corporate finance

Financial planning, internal financing, external financing

Investment Analysis


Seminar like event with application-oriented exercises.

Course language:

German



Formal: none

Knowledge and Competencies: The courses Introduction to Business Administration and

Accounting should be attended.


Formal: none

Knowledge and Competencies: Modules External Accounting and Mathematics should

be attended.

6 Assessment



Passed exams


No


3,0 % (5/134) x 0,8

10 Module Leader

39


Prof. Dr. Jandt


Prof. Dr. Levin

Prof. Dr. Löhr

Prof. Dr. Schulte-Mattler


Literature:


Friedl, B.: Kostenrechnung. Grundlagen, Teilrechnungen und Systeme der

Kostenrechnung, 2. Aufl., München, Wien 2010, Verlag Oldenbourg

Jandt, J.: Rechnungswesen, in: Grundlagen der Betriebswirtschaftslehre, hrsg.

von Bernd Camphausen, 2. Aufl., München 2011, III Rechnungswesen, S. 183 – 269,

dabei S. 185 – 197 und insb. S. 222 – 253, Verlag Oldenbourg

Jandt, J.: Trainingsfälle Kostenrechnung, 2. Aufl., Herne, Berlin 2006, Verlag NWB

Jórasz, W.: Kosten- und Leistungsrechnung. Lehrbuch mit Aufgaben und Lösungen,

5. Aufl., Stuttgart 2009, Verlag Schäffer-Poeschel


Hillier, D. u.a. : Corporate Finance, First European Edition, New York (McGraw-Hill

2010

Kruschwitz, L.: Investitionsrechnung, 12. Aufl., München / Wien (Oldenbourg)2009

Zantow, R. : Finanzwirtschaft der Unternehmung, 2. Aufl., München u.a. (Pearson

Studium)2008

40

Supply Chain Management & Marketing

Code Number

Workload

240 hrs

Credits

8

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

a. SCM Basics

b. Marketing Basics

Contact Hours

6 class hours pw

/ 90 hrs

Self-Study

150 hrs

Planned Group

Size

60 Students


a. SCM Basics

The students are familiar with the basic concepts of operating economic goods and

SCM elements: procurement, production, distribution and logistics. They can analyse

basic problems in these fields (e.g., needs assessment, ordering and inventory policy,

short-and long-term production planning) and perform a solution using powerful

methods. In this context, they understand in particular process-oriented concepts of

integrated logistics and SCM, as cross-functions, whose adequate design for

companies is often of strategic importance.

b. Marketing Basics

Professional skill:

The aim of this course is to sensitise students in the IB program with a "Crash Course"

for the international Marketing.

Based on the elementary considerations of marketing philosophy as a strategic tool of

corporate management, students will acquire the basic knowledge about goals,

marketing tools and methods of planning and implementation processes of the

marketing concept.

Methods expertise:

Students are able to systematize the marketing tools and the properly use

Key competence:

Students work in parallel to the courses current case studies from the marketing

practice.

3 Contents

a. SCM Basics

Goods, needs and material flows

Products and processes

Strategies and logistics systems

Procurement

Production

Distribution and supply relationships

41

b. Marketing Basics

Marketing Philosophy - Marketing Planning - Marketing tools - product policy - pricing

policy - Distribution policy - Communication Policy. Key areas of instruments are the

product policy and communication policy.


a. SCM Basics

Course instruction, i.e. PowerPoint supported conversational lecture with exercises

(practice methods, assignment sheets, feedback, etc.) and practical examples.

b. Marketing Basics

Seminar like lecture, exercises (Insightful oriented repetition, indentations and

networks of subject matter), discussion of exercises / case studies.

Course language:

German


a. SCM Basics

Formal: None

Knowledge and Competencies: The modules "mathematics" and "statistics" should be

successfully completed.

b. Marketing Basics

Formal: none

Knowledge and Competencies: Introduction to Business Administration should be

completed

6 Assessment

a. SCM Basics

Written exam (100%)

b. Marketing Basics

Written exam (90%) + exercises during the semester (10%)

Participating in all the exercises are prerequisite for admission to the exam


a. SCM Basics

Passed exam

b. Marketing Basics

Passed exam and successful participation in exercises.

42


no


4,8 % (8/134) x 0,8

10 Module Leader

Prof. Dr. Faix

Prof. Dr. Passon

N.N.


Literature:

a. SCM Basics

Eichler, B.: Supply Chain Management, in: Grundlagen der Betriebswirtschaftslehre

(Hrsg.: Camphausen, B.), München 2008, S. 355 – 426

Faix, A.: Wettbewerbsorientierte Aspekte des Lieferantencontrolling, in: Controlling als

Instrument der Unternehmensführung (Hrsg.: Bergmann, M./Faix, A.), Berlin 2007, S.

291 – 301

Gudehus, T.: Logistik. Grundlagen - Strategien – Anwendungen, Berlin 2005

Kummer, S. (Hrsg.)/Grün, O./Jammernegg, W.: Grundzüge der Beschaffung, Produktion

und Logistik, 2. Aufl., München u.a. 2009

Porter, M. E.: Wettbewerbsstrategie, Frankfurt/Main, aktuelle Auflage

Porter, M. E.: Wettbewerbsvorteile Frankfurt/Main, aktuelle Auflage

b. Marketing Basics

Bruhns, Manfred: Marketing – Grundlagen für Studium und Praxis, Wiesbaden 2010

Homburg, Christian u.a.: Marketingmanagement, Wiesbaden 2009

Kotler, Philip u.a.: Grundlagen des Marketing, München 2010

Scharf, Andreas / Schubert, Bernd / Hehn, Patrick: Marketing, Stuttgart 2009

43

Managing Cross Border Projects

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

Managing Cross Border

Projects

Contact Hours

4 class hours

(coach meetings)

pw / 30 hrs

Self-Study

150 hrs

(teamwork)

Planned Group

Size

8-10 Students


To learn to work in an international environment

To work for a concrete client

To develop and practice the necessary competencies (knowledge, experience,

self-directed teamwork, getting feedback from clients, working in an

international environment)

3 Contents

During the Management Projects mixed groups of 6 up to 10 students from one or

more partner universities (e.g. Amsterdam, Helsinki etc.) have the task to consult

existing Small and Medium Enterprises. This means that the groups have to work in

an international environment for concrete clients. The students only have 7 weeks

to accomplish this task and there will be a direct competition between the teams

due to the fact that 6 up to 8 teams consult the same company.

The knowledge-tools (“master classes”) for successful consultancy will be

concentrated mainly on market analysis and entrance strategies for foreign

markets, as well as on tools like SWOT analysis and techniques regarding desk

research.


Coaches from all partner universities and tutors are going to coach the teams for

the time of the project. All mandatory project-related communication and reports

have to be managed with using the E-Learning-Platform ILIAS.


Formal: -

Knowledge and Competencies: -

6 Assessment

The Management Projects Cross Border will be finished with delivering the final

report in time and presenting the results of the project for the clients (kick-out) at

the partner university.

44


Business Communication & Project-Process-Management (25%); final report (25%);

solid conclusion (25%); final presentation (25%); missing the deadlines will cause

downgrading. All requirements are written down in the Project Handbook.


No


3,6% (6/134) x 0,8

10 Module Leader

Prof. Dr. Mittmann

NN.


Literature:

http://wps.pearsoned.com/nl_leeman_exportplanning/161/41351/10586071.cw/inde

x.html

http://wps.pearsoned.com/nl_leeman_exportplanning/161/41351/10586071.cw/index.html

http://wps.pearsoned.com/nl_leeman_exportplanning/161/41351/10586071.cw/index.html

45

Intercultural Management

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

I. Intercultural Management

II.a Intercultural Relations/

Negotiations

oder

II.b Compétence interculturelle

oder

II.c Competencia intercultural

Contact

Hours

4class hours

pw / 60 hrs

Self-Study

120 hrs

Planned Group

Size

35 Students



Students know about the possible impact of culture on various aspects of management

such as leadership and hierarchy, teamwork, meetings (functions and styles),

competitiveness, rule-orientation, time management etc. (cross-cultural approach)

Students are aware of the potential and pitfalls of cooperation in an international

context (interactionist approach)

II. a Intercultural Relations/Negotiations

Students know about universal, cultural and personal aspects of human behaviour and

beliefs. Students are aware of the various manifestations of culture (the “layers of

culture” as well as “ownership” of culture)

Students are aware of the various approaches to studying culture and can use relevant

literature critically

Students are aware of the impact of culture on communication, such as

communication styles and possible consequences of second-language use

Students know about different negotiating styles and strategies.

II. b Compétence interculturelle (French)

Professional skill:

Students will expand their knowledge of France as a cultural space, especially

on relevant auto and hetero stereotypes. They learn explanations about the

processes of perception and how to communicate in common situations.

Students are familiarized with cross-cultural theoretical Approaches.

Methodological expertise:

Students will analyse explanatory models on their implications as well as

practical value. Students use the konstellationistische "Sherlock Holmes

method" and recognize the need for "Maigret" method, which requires

competence situation.

Key competencies:

46

Students learn to deal with different cultural scripts and the therein sedimented

values of a community. They recognize in which situation is displayed meta-

sensibility and in what meta-communication. They recognize the processual and

the perceptivity of successful intercultural encounters.

II.c Competencia intercultural (Spanish)

Professional skill:

Students will expand their knowledge of Spain and Hispanic America as a

cultural space, especially on relevant auto and hetero stereotypes. They get

explanations about the processes of perception and communications know in

common situations. The students orient themselves on cross-cultural theory

approaches.


Students will analyse explanatory models on their implications as well as

practical value. Students use the konstellationistische "Sherlock Holmes

method" and recognize the need for "Maigret" method, which requires

competence situation.

Key competencies:

Students learn to deal with different cultural scripts and the therein sedimented

values of a community. They recognize in which situation is displayed meta-

sensibility and in what meta-communication. They recognize the processual and

the perceptivity of successful intercultural encounters.

3 Contents


The classical etic studies and their limitations

Culture and time management

Culture and leadership

Culture and teamwork

Culture and competitiveness

Culture and rules and structures

International interaction

II.a Intercultural Relations/Negotiations

What is culture?

Emic studies and etic studies

Cross-cultural and intercultural studies

Culture and human relationships

Culture and communication

International meetings

International negotiations

The international context

47

II. b Compétence interculturelle

Factors of successful teamwork: Personal situation, social roles, career

expectations, experience of working form

Transfer of these factors in cross-cultural situations

Intercultural theory approaches: Global cultural theories, cultural standards,

communication theories, phenomenological anthropology

Application to sample dialogues, simulation of decision-making situations

Introduction to the " Autobiography of Intercultural Encounters " of Europe

II. c Competencia intercultural

Factors of successful teamwork: Personal situation, social roles, career

expectations, experience of working form

Transfer of these factors in cross-cultural situations

Intercultural theory approaches: Global cultural theories, cultural standards,

communication theories, phenomenological anthropology

Application to sample dialogues, simulation of decision-making situations

Introduction to the "Autobiography of Intercultural Encounters" of Europe


I. Intercultural Management & II. a Intercultural Relations/Negotiations

Teacher-student interaction, group work, student presentions, writing assignments


Interrogative-evolving interactive instruction, partner and group work, video

conferencing with partner universities

II. c Competencia intercultural

Interrogative-evolving interactive instruction, partner and group work, video

conferencing with partner universities


I. Intercultural Management & II.a Intercultural Relations/Negotiations

Formal: none



Formal: Successful completion of the semester Spanish lectures 1-3

Knowledge and Competencies: see above


Formal: Successful completion of the semester Spanish lectures 1-3


48

6 Assessment


Examination (50%), continuous assessment (50%)






Passing of examination and continuous assessment


no


3,6 % (6/134) x 0,8

10 Module Leaders

Prof. Dr. Gregor Brüggelambert

Drs. Henri de Jongste

Dr. Werner Müller-Pelzer


Literature:


Ferraro, G.P. (2009). The Cultural Dimension of International Business. International

ed. of 6th revised ed. Pearson

Hofstede, G., Hofstede, G.J. & Minkov, M. (2010). Cultures and Organizations -

Software of the Mind: Intercultural Cooperation and Its Importance for Survival. 3rd

revised ed. McGraw-Hill

Nakata, C. (ed.) (2009). Beyond Hofstede. Palmgrave Macmillan

Schroll-Machl, S. (2011). Doing Business with Germans: Their Perception, Our

Perception. 4th

edition. Vandenhoeck&Ruprecht

Tomalin, B. & Nicks, M. (2008). The World’s Business Cultures and How to Unlock

Them. Thorogood


49

Breuer, J. P. / de Bartha, P. (42012): Der grundlegende Unterschied im Sozial-

verhalten. In: Dies. : Deutsch-französische Geschäftsbeziehungen erfolgreich managen.

Köln, 106-145.

Bolten, J. (Hrsg.) (22005): Cross Culture - Interkulturelles Handeln in der Wirtschaft,

Berlin.

Durand, B. (2002): Die Legende vom Typisch Deutschen. Eine Kultur im Spiegel der

Franzosen. Leipzig.

Hall, E. T. / Hall, M. R. (1984): Verborgene Signale. Studien zur internationalen

Kommunikation – Über den Umgang mit Franzosen. Hamburg.

Kumbier, D. / Schulz von Thun, F.: Interkulturelle Kommunikation aus kommunikati-

onspsychologischer Perspektive. In: Dies. (2006): Interkulturelle Kommunikation:

Methoden, Modelle, Beispiele, Reinbek, 9-27.

Müller-Pelzer, W. (2011): Intercultural Competence Evaluated. The End of an Illusion.

INTED Conference Valencia. Auch in: impEct 5 (2011).

Müller-Pelzer, W. (2007): Der Leib und die Gefühle - die vergessene Basis der

interkulturellen Kommunikation. In: impEct 3 (2007).

Pateau, J. (1998): Une étrange alchimie. La dimension interculturelle dans la

coopération franco-allemande, Paris.


Bolten, J. (Hrsg.) (2

2005): Cross Culture - Interkulturelles Handeln in der Wirtschaft,

Berlin.

Hall, E. T. / Hall, M. R. (1984): Verborgene Signale. Studien zur internationalen

Kommunikation – Über den Umgang mit Franzosen. Hamburg.

Kumbier, D. / Schulz von Thun, F.: Interkulturelle Kommunikation aus kommuni-

kationspsychologischer Perspektive. In: Dies. (2006): Interkulturelle Kommunikation:

Methoden, Modelle, Beispiele, Reinbek, 9-27.

Martínez Hernández, Natalie (2006): Sorry, Schatz, aber ich verstehe nur Spanisch!

Beratung von bikulturellen Paaren am Beispiel Deutschland-Mexiko. In: Kumbier,

Dagmar / Schulz von Thun, Friedemann (2006): Interkulturelle Kommunikation:

Methoden, Modelle, Beispiele. Reinbek, 131-150.

Müller-Pelzer, W. (2011): Intercultural Competence Evaluated. The End of an Illusion.

INTED Conference Valencia. Auch in: impEct 5 (2011).

Müller-Pelzer, W. (2007): Der Leib und die Gefühle - die vergessene Basis der

interkulturellen Kommunikation. In: impEct 3 (2007).

Porschke, Alexander (2006): Deutsch-peruanische Missverständnisse: In: Kumbier,

Dagmar / Schulz von Thun, Friedemann (2006): Interkulturelle Kommunikation:

Methoden, Modelle, Beispiele. Reinbek bei Hamburg (Rowohlt), 91-107.

50

Corporate Responsibility

Code Number

Workload

120 hrs

Credits

4

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

c. International Academic

Writing

d. Corporate Social

Responsibilty/

Business Ethics

Contact Hours

3 class hours pw

/ 45 hrs

Self-Study

75 hrs

Planned Group

Size

35 Students

2

Learning Outcomes / Competencies

a. International Academic Writing

Upon completion of the course students should be able to:

- gather and record academic information effectively;

- develop clearly structured arguments;

- apply standard referencing techniques using the Harvard System;

- compile adequate bibliographies;

- produce adequate short academic texts;

b. Corporate Social Responsibility/Business Ethics


- reflect on their personal values;

- identify ethical issues and assess the moral implications of management

decisions;

- understand and assess the implications of various approaches to Business

Ethics and CSR;

- provide a reflected view on the responsibilities of business towards society;

- produce an effective and linguistically adequate piece of academic writing on

an Ethics-CSR-related topic.

3 Contents


- The academic writing process

- Gathering and structuring information

51

- Presenting an argument

- Referencing and bibliographies

- Proofreading techniques


- Business is just about profits, or is it?

- Do moral values matter in business?

- So what is business ethics?

- Do ethical concepts differ between cultures?

- CSR: genuine concern or just PR?

- What has the stakeholder concept got to do with ethics and CSR?

- Are responsible companies more profitable?

- What are the defining features of highly responsible companies?

- So what are the responsibilities of business?


Teacher-student interaction, lecture, student presentations, group work, writing

assignments


Formal: n/a

Knowledge and Competencies: Level B2 on the European Language Scale

6 Assessment

a. International Academic Writing: Short writing assignments

b. Business Ethics/CSR: Coursework assignment 30%, Examination 20% (30-60

Minutes)


Passing the assignments and examination


no


2,4% (4/134) x 0,8

52

10 Module Leader

Dr. Erhard Jürke

N.N.


Literature:


Bailey,S.2011. Academic Writing for International Studies of Business. Abingdon,

Oxon: Routledge

Brookes, A. and Grundy,P.1990.Writing for Study Purposes. Cambridge: CUP

Jordan, R.R. 1999. Academic Writing Course. Harlow, Essex: Pearson Longman

Summers, J. and Smith, B. 2003. Communication Skills Handbook. 5th

edition Milton,

Qld., AUS: Wiley


Benn,S. and Bolton,D.2011. Key Concepts in Corporate Social Responsibility. London:

Sage

Blowfield, M. and Murray, A. 2008. Corporate Responsibility. Oxford: OUP

Bowie, N. E. ed. 2002. The Blackwell Guide to Business Ethics. Oxford: Blackwell,

Crane, A. and Matten, D. 2010. Business Ethics. Managing Corporate Citizenship and

Sustainability in the Age of Globalization .3rd

ed. Oxford: OUP

Griseri, P. and Seppala,N. 2010. Business Ethics and Corporate Social Responsibility.

Andover, Hampshire: South-Western Cengage Learning

Velasquez, M.G.2011. Business Ethics. Concepts and cases.7th

edition. Harlow, Essex:

Pearson

53

English Business Communication I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1

Frequency

annually

Duration

1 Semester

1 Course Title

a. Introduction to

International

Commerce

b. Introduction to

Studying Business

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

35 Students


a. Introduction to International Commerce


1. describe the functions of international English and utilize linguistic self-evaluation

scales;

2. handle key techniques for independent language development;

3. understand and contextualize key aspects and procedures in international

commerce;

4. communicate effectively in international business contexts in both speech and

writing;

5. produce an essay on an export-related topic in adequate English.

b. Introduction to Studying Business


1. understand and contextualize key aspects and concepts of General Management,

Marketing and HRM;

2. communicate effectively in international academic contexts in both speech and

writing;

3. apply support tools and key study skills effectively;

4. record, process, and present information effectively in English.

3 Contents


- International English and the European Language Scale

- Breaking into export markets

- Intercultural Communications

54

- Case Studies in International Commerce

- Suppliers in International Commerce

- Payment in International Commerce

- Grammar and lexis in context

- Language development techniques


- Aspects of Management

- A female management style?

- Management in the future

- The core aspects of marketing

- Advertising and promotion

- The core aspects of HRM

- Motivation and HRM

- Stress-related problems and HRM


Teacher-student interaction, group work, student presentations, writing assignment


Formal: n/a

Knowledge and Competencies: at least level B1 on the European language scale

6 Assessment

Examination (60-90 minutes)


Passing of the examination


no


3,0 % (5/134) x 0,8

10 Module Leader

Dr. Jürke

55


Literature:


Benford, M. Ways to Trade.2008. Englisch für Groß- und Außenhandel. Lehrbuch.

Troisdorf: Bildungsverlag EINS

Brieger,N. and Sweeney, S. 1998. The Language of Business English. Hemel

Hempstead: Prentice Hall International

Reuvid,J. and Sherlock, J.International Trade.2011. An Essential Guide to the Principles

and Practice of Export. London: Kogan Page Ltd.

Sachs,R. and Abegg, B. 2008. Commercial Correspondence. Englische

Handelskorrespondenz für die Berufspraxis. New Edition. Ismaning: Hueber

Sweeney,S. 2009 English for Business Communication. Cambridge:CUP


Allan, B. 2009. Study Skills for Business and Management.(The Open University)

Maidenhead, Berkshire: MacGraw-Hill

Hall,D. Jones,R. and Raffo,C. .2009. Business Studies. 4th

edition. Ormskirk, Lancs.:

Causeway Press

Hiam, A. 2009. Marketing for Dummies. Hoboken N.J.: Wiley

MacKenzie,I. 2010. English for Business Studies. 3rd

edition. Cambridge.CUP

Messmer, H. 2006. Human Resources Kit for Dummies. Hoboken N.J.: Wiley

Lines,D., Marcouse,I. and Martin,B. 2007. Complete A-Z Business Studies Handbook. 4th

ed. London: Hodder Arnold

56

English Business Communication II

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2 + 3

Frequency

annually

Duration

2 Semester

1 Course Title

a. Application & Careers

b. Business

Communication

Simulation

ContactHours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

35 Students



Upon completion of the course students should be able to

- handle key aspects of career planning effectively

- understand and utilize key success factors in application processes

- produce effective CVs/resumes and cover letters

- understand the options available and assess the implications of taking a

postgraduate degree

b. Business Communication Simulation

Upon completion of the course students should be able to

- anticipate and address the needs and expectations of a presentation audience

adequately

- select, structure and communicate essential information

- use appropriate conversation strategies

- participate in and chair effective international team meetings

- write meeting minutes and action plans

- be aware of the special nature of international meetings.

3 Contents

a. Applications & Careers (2nd Semester)

Careers: Planning, priorities and success factors

Distinguishing features in applications

Writing effective CVs/resumes and cover letters

Interview success factors

Post-graduate degrees and international Business Schools

b. Business Communication Simulation (3rd Semester)

57

Applying appropriate communication and management skills in a business setting

Developing a business concept

Developing awareness of role as team members and as representatives of a

company

Analysing and defining own and audience’s objectives as basis for effective

business presentations

Designing and executing effective business presentations on the basis of the

analysis

Analysing complex problems as the basis of decision-making procedures in team

meetings


Teacher-student interaction, group work, student presentions, writing assignments,

Learning by doing. In teams, students conceive of a business which they represent

through the complete course. In the first round they devise and execute a presentation

for a target audience defined by themselves. In the second round they discuss a

number of complex problems and take decisions in team meetings. Students give and

receive feedback on others’ and their own performance under the supervision of the

instructor.


Formal: none


6 Assessment

a. Applications and Careers: Examination (45-60 minutes)

b. Business Communication Simulation: Examination consisting of team presentation

and team meeting


Passing of the examinations


no


3,0 % (5/134) x 0,8

10 Module Leader

58

Drs. de Jongste

Dr. Jürke


Literature:


Editors of MacGraw-Hill. 2006. Resumes for Business Management Careers. London:

MacGraw-Hill International

Leigh,J.2004. CVs and Job Applications. Oxford: OUP

Managing Your Career. 2007. Harvard Lessons Learned. Boston:

HarvardBusinessSchool Press

McMunn,R.2011. Application Forms: How to Complete Them for Success in Your Job

Applications. The Testing Series. (no place):How2Become

Schürmann,K. , Mullins, S.2005. Die perfekte Bewerbungsmappe auf Englisch.

Anschreiben, Lebenslauf und Bewerbungsformular. Länderspezifische Tipps.

Frankfurta.M.: Eichborn

b. Business Communication Simulation

Coursebook (can be downloaded)

Streibel, B. J. (2002). The Manager's Guide to Effective Meetings. McGraw-Hill

Guffy, M.E. & Loewy, D. (2010).Business Communication: Process and Product. Seventh

edition. Mason OH: South-Western Cengage Learning

Jeary, T. & Cottrell, D. (2002).136 Effective Presentation Tips. Cornerstone Leadership

Inst.

59

Electives/Intensification Areas

Accounting & Controlling

- Accounting

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Annual Accounts II

b. International

Accounting (IFRS)

Contact Hours

4 class hours pw

/

60 hrs

Self-Study

120 hrs

Planned Group

Size

30

Students


a. Annual Accounts II:

Professional skill:

Students have extended basic knowledge of commercial accounting and related

principles of tax law accounts. The students know the meaning of the statutory

annual accounts of a company as an information tool, as well as their weaknesses

and design options.

Method expertise:

Students can solve simple problems of the annual financial statements on the

basis of the German Commercial Code (HGB). On the basis of the German

Commercial Code (HGB) they can gather information on the economic situation of

the reporting entity from a separate financial statement.

b. International Accounting:

Professional skill:

The students know the organisation of the IASB, the basic principles of financial

reporting based on International Financial Reporting Standards (IFRS) and the

main differences between annual reports based on the German HGB and those

based on the IFRS.

Method expertise:

The students can solve basic financial reporting problems in connection with an

annual report based on IFRS.

3 Contents


Balance sheet classification

Special problems in accounting for the assets

60

Special problems in accounting for the capital

Profit and loss account for the total cost and the cost of sales method

Notes and management report

b. International Accounting (IFRS)

The organisation of the IASB

The due process

The IASB’s framework

The contents of financial statements

Recognition and measurement of the elements of financial statements

Tangible and intangible fixed assets

Inventories

Financial assets, liabilities and equity


Lecture including Case Studies

Course Language

a. Annual Accounts II: German

b. International Accounting (IFRS): English


Formal: External Accounting needs to be passed.

Knowledge and Competencies: Introduction to business administration,

mathematics/statistics, management accounting & investment + financing

6 Assessment

a. Annual Accounts II:


b. International Accounting:

An assignment and a presentation during the semester (40%), an examination at the

end of the semester (60%)


Successful completion of the assignment, the presentation and the examination


Annual Accounts II in the courses BA Business Administration and B Sc. logistics


3,6 % (6/134) x 0,8

61

10 Module Leader

Prof. Dr. Beck




Literature:


Breidenbach, K.: Jahresabschluss, 2. Aufl., München (Oldenbourg)2009


Jahresabschlussanalyse, 21. Aufl., Stuttgart (Schäffer-Poeschel)2009

Coenenberg, A. G.; Haller, A.; Schultze, W.:Jahresabschluss und

Jahresabschlussanalyse, Aufgaben und Lösungen, 13. Aufl., Stuttgart (Schäffer-

Poeschel)2009

b. International accounting (IFRS)

Alexander, D.; Nobes, C.: Financial Accounting, Fourth Edition, Harlow (Prentice Hall)

2010

Harrison Jr., W. T.; Horngren, C. T.; Thomas, C. W.; Suwardy, T.: Financial Accounting,

Eight Edition, Singapore (Pearson) 2011

62

Accounting & Controlling

- Controlling

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. International Group

Controlling

b. Marketing & Sales

Controlling

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. International Group Controlling

Cognitive Domain

The students recognize the effects of global markets for a company. They identify the

associated problems and can explain the fundamentals of a value based management

within a group. In this respect they can also describe the basic principles of corporate

governance and its impact on the manager and the controller. The students know about

the essential tools to implement a group-wide strategy as well as to generate

appropriate key performance indicators. The special challenges of an international

environment for the risk controlling and the sustainability controlling are familiar to

them. In this respect the students gain also a basic understanding of intercultural

issues.

Affective Domain

The students recognize the need for a balance between the shareholder value and the

stakeholder value approach and can explain their impact on management and

controlling. They participate in class discussions and question the new methods by

cooperating in teams to solve an application-oriented case study.

b. Marketing & Sales Controlling

Cognitive Domain

The students can define the different roles of the manager and the controller in a

company. They recognize the four perspectives of the marketing mix and are familiar

with different instruments to support the management with essential information. The

students are able to deal with specific situations in marketing decisions. Core

principals of controlling such as the break even analysis and the direct costing can be

explained and used.

Affective Domain

The students learn to use an objective approach in problem solving in the fields of

marketing and sales controlling. For this they can handle a situation that requires

changing a judgement in the light of new evidence.

http://dict.leo.org/ende?lp=ende&p=DOKJAA&search=application-oriented&trestr=0x8004

63

3 Contents


Shareholder Value Orientation as a fundamental principle of a global Capital

Market

Basics of Corporate Governance

Value Based Management and Key Performance Indicators

Sustainability Controlling and Risk Controlling


Management and Controlling

The Marketing Mix (Price, Promotion, Placement, Product)

Marketing Strategy, Implementation, Control

Basic Tools of Marketing & Sales Controlling


Lectures with application-oriented training sessions

Concerning International Group Controlling furthermore a case study (teamwork) with a

presentation/discussion in class


Formal: none


Business administration

Accounting

Profit and loss accounting, financial statements

Presentation basics

6 Assessment

a. International Group Controlling:

Presentation and Homework (to be done in groups)


Exam (45-60 minutes)


a. International Group Controlling:

Presentation and Homework (to be done in groups)


64

Exam


none


3,6 % (6/134) x 0,8

10 Module Leader

Dr. Kissler

Lectureship


Literature:


Baye: Managerial Economics & Business Strategy, 2009.

Cokins: Performance Management: Integrating Strategy Execution, Methodologies,

Risk, and Analytics, 2009.

Merchant, Van der Stede: Management Control Systems: Performance Measurement,

Evaluation and Incentives, 2011.

Parmenter: Key Performance Indicators (KPI): Developing, Implementing, and Using

Winning KPIs, 2010.

Tricker: Corporate Governance, 2009.


Baines, Fill, Page: Marketing, 2010.

Davis: Measuring Marketing: 103 Key Metrics Every Marketer Needs, 2006.

Jolibert, Mühlbacher, Flores, Dubois: Marketing Management: A Value-Creation

Process, 2012.

Lenskold: Marketing ROI: The Path to Campaign, Customer, and Corporate Profitability,

2003.

Panda, Sahadev: Sales and Distribution Management, 2012.

65

Organization & Human Resource Management

- Organization

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Shaping Organizational

design

b. Project Management

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Shaping Organizational Design

Students are able to make use of Concepts and Theories in order to shape the

Organizational Design of a Company. At this they refer to the Strategic

Requirements of the Company (with regard to Competitors, Customers etc.) as well

as to internal factors like Culture, Leadership Style or Communication

Technologies. Moreover, they consider on-going processes of Organizational

Learning and Development and take the role of Organizational Design in the

context of gaining and sustaining Competitive Advantages into account.


The students are able

To explain the main characteristics of a project (unique, objectives, time

bounded, temporary organization, risky, etc.)

To distinguish between projects, processes and tasks in a line organisation.

To differentiate between different projects types (internal / external, different

size, functional view (Marketing, IT, organizational, production, etc.), classes

(technology, outsourcing, operating, consulting, etc.), etc.)

To describe the project management core processes (initiating, planning,

executing, controlling, closing) with the main tasks

To know the main critical success factors of project management

To describe a project charter with the main elements (objectives, milestones,

project core team, rough cost estimation, etc.)

To explain the stakeholder management approach (processes, stakeholder

register, methods)

To explain the procedure how to derive from the project objectives, the main

tasks and the project deliverables a WBS (Work Breakdown Structure –

structured overview of relevant work packages of the project) as well to apply

this approach for projects in their competence area (e.g. event management)

To sequence the work packages in a logical way

To plan the required resources to the work packages and to derived a time

estimation for the work packages

To derived from the WBS, the resource allocation and the time estimation a

network diagram in order to calculate the critical path and the buffers of the

single work packages.

To know some possibilities in order to shorten the project duration

66

To know the main estimation methods in order to calculate the budget of the

project

To explain the main objectives of risk management, the risk management

approach and a risk register

To explain the project organization concept (organigram, roles and

responsibilities) and to set up a project organization for projects of their

competence areas

To explain and set-up a project communication plan

To explain and to apply the main project controlling methods (WBS, progress

report, cost curve, etc.)

3 Content


Shaping Organizational Design as a Strategic Task

Basic Concepts of Change Management and Restructuring the Organization

Process of Shaping Organizational Design

Organizational Development and Organizational Learning

Organizational Objectives and Measures

Organizational Theory (Contingency approach, Path dependencies etc.)

Behavioural Patterns of Groups and Individuals (i.e. Resistance)

Methods in the Context of Reshaping the Organizational Design

Organizational Measures referring the Shaping Process


The content of the lecture considers the main Project Management standards as

ISO, DIN, IPMA (International Project Management Association), PMI (Project

Management Institute). These standards will be partly applied during the lecture.

Furthermore standard software (MS Project) will be used.

The structure of the lecture looks as follows:

Terms, definition and example of projects

Project Management approach and processes ((initiating, planning, executing,

controlling, closing)

Environmental analysis especially Stakeholder analysis

Project Charter

Scope Management (Deliverables and Work Breakdown Structure)

Time Management

Cost and Resource Management

Project Organisation (Project structure, project roles incl. responsibilities)

Project communication

Risk Management

Project Controlling


67


Lecture/Seminar and Exercises including Group projects


Lectures introducing concepts, methods and tools

Group work to train concepts and methods, to develop skills and to work on

case studies

Home work to add individual contributions

Presentations to communicate results



Formal: Modules Introduction to Business Administration, Business Skills &

Competencies, Fundamentals of Corporate Management, Basics in Economic

Framework, Supply Chain Management & Marketing



Formal: none

Knowledge and Competencies: No special requirements (Basics in Project Management

are preferable)

6 Assessment:


Written examination (45-60 minutes)


Contribution within the course (homework, group work, presentations, case studies)

and if required written or oral exam at the end the course (max. 50 % of the total

assessment)


Passed examination/assessment


----


3,6 % (6/134) x 0,8

10 Module Leader

68

Prof. Dr. Faix

Prof. Dr. Dechange

Prof. Dr. Wetekamp

NN.


Literature:


Argyris, C.; Schön, D.: Organizational Learning: A theory of action perspective, Reading

1978

Frese, E.: Grundlagen der Organisation, Wiesbaden 2005

Kates, A., Galbraith, J. R. (2007), Designing Your Organization: Using the Star Model to

Solve Five Critical Design Challenges. San Francisco 2007.

Lowell, L. B., Joyce, C. I.: Better strategy through organizational design, in: McKinsey

Quarterly, May 2007.

Porter, M. E.: Competitive Advantage, New York, latest ed.

Wolf, J.: Organisation, Management, Unternehmensführung, Wiesbaden 2008.


PMBOK® - 4th edition, PMI® 2008.

Kerzner, Harold: Project Management, 10th edition, New York 2009.

Schelle, Heinz; Ottmann, Roland; Pfeifer, Astrid: Project Manager, GPM 2006.

bLarson, Gray .: Project Management - the Managerial Process, 4th edition, McGraw Hill,

2008.

Frigenti, Enzo; Cominos, Dennis: The Practice of Project Management, 2nd edition,

Kogan Page 2006.

Hedeman, Bert, e.a. : Project Management Based on PRINCE2® , Van Haren Publishing,

2009 Edition.

Turner, J. Rodney; Simister, Stephen, J.: Gower Handbook of Project Management, 3rd

edition, Gower Hampshire, England, 2000.

Morris, Peter W.G.; Pinto, Jeffrey K. (eds.): The Wiley Guide to Managing Projects, John

Wiley 2004.

http://www.amazon.com/Organizational-Learning-Addison-Wesley-Organization-Development/dp/0201001748

69

Organization & Human Resource Management

- HRM

Code Number

Workload

180 h

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. HRM-Core Concepts,

Methods & Tools

b. Strategic International

Labour Law

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. HRM-Core Concepts, Methods & Tools

Students are able to explain roles and responsibilities of human resources in

organizations – typical organizational structures – and issues of changes in

organizations. They are able to explain concepts of competences, competence

assessment, and competence development. They are able to develop HR concepts in

case studies.

b. Strategic International Labour Law

Students get used to know and how to deal with international employment-contracts

and international policies for the global staff. The ability of negotiating works

agreements and to utilise other instruments within international HR-Management are

key-tools for a successful work in Strategic International Labour Law.

3 Contents


Core concepts of organizational structures – classical organizations, projectized

organizations, …

Roles and responsibilities of human resources in organization – object role

analysis based upon object role modelling (ORM)

Competences to meet the requirements of roles and responsibilities

Description and evaluation of competences - standards

Development of competences

Roots of HRM: Personality types, values, ethics, teams, …


Objectives, contents and design of employment-agreements with specialised

employees and executives in international businesses

The legal framework of the European Union and some leading economic

countries (Germany, Swiss, USA and China) and their impact on Employment

Contracts, Company-Policies, Works-Agreements and Collective Agreements in

international businesses

How to manage Strategic labour-law in International Businesses

70


Seminars, Project Work, Group Work, Case Studies


a. HRM-Core Concepts, Methods & Tools:

Formal: None

Knowledge and Competencies: Successful completion of the module business

administration and the course Organization


Formal: None


6 Assessment

a. HRM-Core Concepts, Methods & Tools:

Exam (50 %) (30-60 minutes) – case studies, presentations, homework (50%)


Exam (100%) (45-60 minutes)


Successful completion of the exam, case studies, presentation, and homeworks


No


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Reusch

Lehrauftrag (Dr. Reinhold Mauer)

NN.


Literature:


Armstrong´s Handbook of Human Resource Management Practice, Michael Armstrong,

71

11th

edition, London 2009.

Human Resource Management – Theory and Practice, John Bratton, Jeff Gold, 4th

edition, New York 2007.

International Human Resource Management, Peter J. Dowling, Denice E. Welch, Allen D.

Engle, 5th edition 2007.

Competence at Work – Models for Superior Performance, Lyle M. Spencer, Signe M.

Spencer, New York 1993.

Managing and Organizations: An Introduction to Theory and Practice, Stewart R. Clegg,

Martin Kornberger, Tyrone Pitsis, 3rd

edition 2011.


International Human Resource Management: Policies and Practices for Multinational

Enterprises (Global HRM), Dennis Briscoe et al., 4th

. Edition, New York, 2011.

International Human Resource Management, Peter J. Dowling et al., 5th

. Edition,

London, 2008.

The Corporate Guide to Expatriate Employment: An Employer's Guide to Deploying and

Managing Internationally Mobile Staff, Jonathan Reuvid, 1st

. Edition, London, 2009.

Expat-Management – Auslandseinsätze erfolgreich gestalten, 2. Aufl., DGFP e.V.

(Hrsg.), Düsseldorf, 2012.

Personaleinsatz im Ausland – Personalmanagement, Arbeitsrecht,

Sozialversicherungsrecht, Steuerrecht, Reinhold Mauer, 1. Aufl., München 2003.

http://www.amazon.de/s/ref=ntt_athr_dp_sr_2?_encoding=UTF8&search-alias=books-de-intl-us&field-author=Denice%20E.%20Welch

http://www.amazon.de/s/ref=ntt_athr_dp_sr_3?_encoding=UTF8&search-alias=books-de-intl-us&field-author=Allen%20D.%20Engle

http://www.amazon.de/s/ref=ntt_athr_dp_sr_3?_encoding=UTF8&search-alias=books-de-intl-us&field-author=Allen%20D.%20Engle

http://www.amazon.de/s/ref=ntt_athr_dp_sr_1?_encoding=UTF8&search-alias=books-de-intl-us&field-author=Stewart%20R.%20Clegg

72

Risk & Finance

- Finance

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Corporate Finance

b. Investment

Management

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students



The students can explain fundamentals of Corporate Finance and know the core

principles of a value-based Financial Management. In particular students are able to

use models of the capital market theory to determine cost of equity and debt of given

company cases. Students understand the interdependency between Cost of Capital and

the capital structure of a company. In addition, students can calculate investment

projects with the WACC method.

b. Investment Management

The students are able explain the structure and functionality of financial markets.

Students can evaluate selected financial assets with taking into account the respective

risk. In addition, students know the methods of portfolio optimization and can use

them for determined investment portfolios as well as calculate return estimations

based on the CAPM.

3 Contents


Core Principles of Corporate Finance

Capital Budgeting and Risk

Capital Structure and Firm Value


Structure and Functionality of Financial Markets

Portfolio Theory and CAPM

Portfolio Management


Lecture and seminar


73

Formal: none

Knowledge and Competencies: Module „Investment and Finance“

6 Assessment

Examination (60-90 minutes)


Passing the examination


---


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Löhr

Prof. Dr. Schulte-Mattler

NN.


Literature:


Brealey, R.A.; S.C. Myers; F. Allen:: Principles of Corporate Finance, 10th

edition, New

York (McGraw-Hill) 2010.

Hillier, D. u.a.:: Corporate Finance, First European Edition, New York (McGraw-Hill)

2010.


Brealey, R.A.; S.C. Myers; F. Allen:: Principles of Corporate Finance, 10th

edition, New

York (McGraw-Hill) 2010

Hillier, D. u.a. : Corporate Finance, First European Edition, New York (McGraw-

Hill) 2010.

74

Risk & Finance

- Managing Risk

Code Number

Workload

180 h

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Quantitative Methods

in Financial Risk

Management

b. Risk Management

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Quantitative Methods in Financial Risk Management

The students know the basic features of several different (risk bearing)

products in today’s financial markets.

The students can explain the different dimensions of financial risk (market risk,

credit risk, operational risk etc.).

The students know the basic tools for quantitative, financial risk management

from analysis, linear algebra, probability theory and statistics.

The students can explain the Value at Risk methodology and its basic

components:

Different VaR methods (Delta-normal, Delta-gamma, Monte Carlo,

Historical)

Risk Mapping

VaR tools in active risk management (marginal VaR, incremental VaR

etc.)

The students can apply the VaR approach to single assets and simple portfolios

thereof.

b. Risk Management

1. Knowledge

The students can

explain what risk finally is

explain personal, cultural, and organizational parameters of risk regarding

awareness, avoidance, etc.

describe the different phases and the core issues of a risk management process

explain the different dimensions of risks (probability of occurrence, impact,

etc.)

explain how to collect necessary information for risk evaluation and how to

start the evaluation of risk

75

explain that there is no chance without risk

2. Skills

The students can

detect and identify risks by applying creativity techniques, using risk

breakdown structures, etc.

apply methods to evaluate risks

use techniques to analyse compound risks (e.g. Monte Carlo simulation)

apply the appropriate risk response measures to the individual risks

in a given context in the course

3. Competence - attitude

They are able to

assess the given risk culture

able to develop and improve a risk culture

detect and identify risks by applying creativity techniques, using risk

breakdown structures, etc.

apply methods to evaluate risks

use techniques to analyse compound risks (e.g. Monte Carlo simulation)

apply the appropriate risk response measures to the individual risks

in a new context / project

4. On scaling outcomes

The assessment of learning outcomes is based upon the following core perspectives:

Completeness – regarding identified risks and categories of risk

Analysis – identify and analyse risks in regard of the probabilities of

occurrence, the impact, the correlation with other risks…

Concept building - develop a concept for risk management and a risk culture

Problem solving – translate a problem in a mathematical model (Excel)

Tools - apply Monte Carlo simulation to analyse compound risks

Complexity – regarding risk structure, processes, and models

3 Contents


Basic features of futures, options, swaps etc.

Recapitulation of some required aspects from analysis, linear algebra,

probability theory and statistics

Different VaR methods (Delta-normal, Delta-gamma, Monte Carlo, Historical)

Risk Mapping

VaR tools in active risk management (marginal VaR, incremental VaR etc.)

Case studies of single assets and simple portfolios (based on Excel)

b. Risk Management

Introduction

Risk culture

76

Aspects of risk

The PMBOK-framework of project risk management

Risk Management Planning

Risk Identification

Qualitative Risk Analysis

Quantitative Risk Analysis

Risk Response Planning

Risk Monitoring and Control


Group work to practice concepts and methods, to develop skills and to work on

case studies



Home work to add individual contributions (case studies)


Formal: -

Knowledge and Competencies: business mathematics, statistics

6 Assessment


One written exam. (45-60 minutes)

b. Risk Management

75% contributions within the course (homework, group work, presentations,

case studies)

25% written or oral examination at the end of the course


Passed written exam.


no


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Bornhorn

Prof. Dr. Tysiak

77

NN.


Literature:


Philippe Jorion: Value at Risk - The new benchmark for managing financial risk; 3rd

edition, McGraw-Hill

Philippe Jorion & GARP (Global Association of Risk Professionals): Financial Risk

Manager Handbook, 6th edition, Wiley Finance

John C. Hull: Options, Futures and Other Derivatives; 8th edition, Prentice Hall International

b. Risk Management

A guide to the project management body of knowledge, (PMBOK®Guide) PMI 2008

Chris Chapman, Stephen Ward: Project Risk Management, John Wiley & Sons,

Chichester 2003

Andrew Holmes: Smart Risk, Capstone Publishing Limited, Chichester 2004

Tom DeMarco, Timothy Lister: Waltzing with Bears, Dorset House Publishing, New York

2003

Rita Mulcahy: Risk Management – Tricks of the Trade for Project Managers, RMC

Publications, 2003

Schelle/Ottmann/Pfeiffer: Project Manager, GPM German Association for Project

Management, 2006

Harold Kerzner: Project Management, John Wiley & Sons, Hoboken, New Jersey, 2009

Andy Garlick: Estimating Risk – A Management Approach, Aldershot, Gower, 2007

78

International Law & Taxation

- International Law

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. International

Business Law I

b. International Business

Law II

Contact Hours

4 class hours pw

/ 60 hrs

Self-study

120 hrs

Planned Group

Size

30 Students


a. International Business Law I

The students know the main principles of international economic law and they can

apply the most important legal principles and rules of law to the practical case. They

are able to identify the legal requirements and effects of economic activities with an

international focus.

b. International Business Law II

Students are able to apply the methodology of the case solution to the international

case and are able to interpret legislation and international law applicable to the

international case.

3 Contents

c. International Business Law I

Introduction to the legal sources of international economic law

Basic rules of private international law

European economic policy, notably European base (market) liberties

International trade and services with a focus on CISG

Overview of international competition law (focus: European Economic

Area) and the antitrust issues in international mergers

a. International Business Law II

Meeting the highest judicial international cases to the respective

individual areas


Seminar like event with application and case studies

Course language

79

German


Formal: Pass the exam in the courses "Introduction to Contract Law" and "Commercial

Labour Law"


6 Assessments

Written exam and presentation / academic assignment


Passed written exam

8 Module Used in Other Programs (in other degree courses)

no


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Compensis

NN.


Literature:

Herdegen, internationales Wirtschaftsrecht, 9. Aufl. 2011

Gramlich, Internationales Wirtschaftsrecht, 2004

Kilian, Europäisches Wirtschaftsrecht, 4. Aufl. 2010

Schäfer, Studienbuch Europarecht, 3. Aufl. 2006

80

International Law & Taxation

- Taxation

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Tax Basics

b. Taxation of

International Trade

Contact Hours

4 class hours pw

/

60 hrs

Self-Study

120 hrs

Planned Group

Size

30

Students

2 Learning Outcomes Competencies

a. Tax Basics

Professional skill:

The students should obtain practical skills in the field of general taxes. This

includes in particular the principles of the German tax system as well as the

main types of taxes.

Method expertise:

Students are able to recognize and assess tax effects from an economic point of

view.

b. Taxation of International Trade

Regarding the international income taxes the students should comprehend the

problem and avoidance of double taxation by means of the Model Tax Convention

on Income and on Capital (OECD) and the problem and the determination of

transfer prices in the context of intragroup transactions. Regarding indirect taxation

the students should comprehend the basic principles of the European VAT system

and the VAT treatment of international trade (cross border supplies of goods and

services).

3 Content

a. Tax Basics

Principles of Taxation

National and international principles for tax liability of natural and legal

persons

Persons, property, transport and excise duties

Taxation of sole proprietorships, partnerships and corporations


Double Taxation regarding income taxes

Development of solutions to avoid Double Taxation by means of the Model

Tax Convention on Income and on Capital

Transfer Pricing in the context of intragroup transactions (eg methods for

81

determination of transfer prices)

Introduction into European VAT

VAT treatment of cross border supplies of goods

VAT treatment of cross border supplies of services


a. Tax Basics: Seminar like lecture and application-oriented training sessions

b. Taxation of International Trade: lectures and case studies

Course language

a. Tax Basics: German

b. Taxation of International Trade: English


Formal: none


6 Assessment

a. Tax Basics:

Written examination (100%)

b. Taxation of International Trade:



a. Tax Basics:


b. Taxation of International Trade:



a. Tax Basics is part of the module "Investment, finance and taxes basics" in BA BW

b. Taxation of International Trade is also used in BA BW und BSc FACT (elective course)


82

3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Eggers

Prof. Dr. Oesterwinter

NN.


Literature:

a. Tax Basics

Steuergesetze nach neuestem Rechtsstand

Steuerrichtlinien nach neuestem Rechtsstand

Wirtschaftsgesetze nach neuestem Rechtsstand

Weitere und aktuelle steuerliche Literaturhinweise erfolgen in der

Veranstaltung.


Model Tax Convention on Income and on Capital (latest version)

Council Directive 2006/112/EC of 28 November 2006 on the common system of VAT

(latest version)

83

Marketing Advanced

- Marketing Advanced

Code Number

Workload

180 h

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Global Marketing

b. Competitive

Marketing

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Global Marketing

Students should be able to recognize the challenges of global marketing and achieve

their aims accordingly. Goal: Mastery of challenges of global marketing strategies.

Objective: Students have basic knowledge of all marketing instruments and are able to

examine issues of global objectives and their causes as well as planning and develop

marketing strategies for global enterprises.

b. Competitive Marketing

Students should be able to identify room for improvement and innovation, start

innovation processes as well as organize the implementation of innovations. Goal:

Students are able to identify weaknesses and strengths and are able to identify

innovation potential and develop complex competitive marketing strategies.

3 Contents

a. Global Marketing

International situation analysis

Marketing strategies in the global context

Global communication strategies

Global communication planning

Global media planning

Impact and research

Marketing controlling


Definitional and conceptual basics

Management process in marketing

Situation analysis in competitive marketing

Weaknesses and strengths in competitive markets

Innovations process (focus: consumer and service marketing)

Insights and instruments of strategic planning

Terms and function of brands

Positioning of brand management

84

Principles of brand management


Lecture and team work: based on theory (lectures) students have to (Part 1) research

and analysis global companies regarding all marketing instruments. (Part 2) – students

have to find out weaknesses and strengths and are developing competitive strategies

for multinational companies.


Formal: Marketing basics

Knowledge and Competencies: Knowledge of Module Marketing Basics. Students

should be familiar with the appropriate methods for the analysis and selection foreign

markets as well as the marketing mix tools.

6 Assessment

50% presentation including documentation

50% final oral test


Students have to pass both parts of examination (presentation/documentation and

final test).

If he/she is failing in one unit, he/she has to follow the lecture again.


no


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Passon

NN.


Literature:

a. Global Marketing

Graham, John / Cateora, Philip / Ghauri, Pervez / Gilly, Mark: International

Marketing, 2010

85

Hollensen, Svend.: Global Marketing, a decision-oriented approach, 2007

Johansson, Johny: Global Marketing; Foreign Entry, Local Marketing and Global

Management, 2008

Keegan, Warren / Green, Mark: Global Marketing, 2012

Kotler, Philip / Keller, Lane Kevib / Bliemel, Friedhelm: Marketing Management,

2011

Mühlbacher, H. Leihs, H. / Dahringer, L.: International Marketing, 2006


Graham, John / Cateora, Philip / Ghauri, Pervez / Gilly, Mark: International

Marketing, 2010

Hooley, Graham: Marketing Strategy and Competitive Positioning, Essex 2008

Kotler, Philip / Keller, Lane Kevib / Bliemel, Friedhelm: Marketing Management,

20011

Porter, Michael: Competitive strategy, New York 1998

Scharf, Andreas / Schubert, Bernd / Hehn, Patrick: Marketing, Stuttgart 2009

86

Marketing Advanced

- Applications

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Services Marketing

b. Applied Marketing

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Goup

Size

30 Students



The students are able to explicate the characteristics of services, to deviate challenges

for marketing strategies and instrumental marketing (services, sales mix, pricing,

distribution, communication, and brand). Furthermore they are able to adopt services

marketing-related decisions.


The goal is that students should be able to lead teams and take over managerial

functions within the company. To point it out: leadership and team competence.

Students demonstrate social competence of being able to cooperate effectively in

teams in order to achieve their aims. They also demonstrate that they possess

leadership competencies required for leading complex projects.

For these reason students will work in teams on a project (mainly in the consumer

market)

All their knowledge from the Module Marketing Basics and Marketing Advanced should

be the input in project. This includes all instruments of the marketing mix (product,

value pricing, distribution) and as well the communication instruments (advertising,

sales promotions and public relations)

3 Contents


Characteristics of services, differences to products

Services marketing as part of marketing

Market environment and development for services

Services marketing strategies

Services marketing instruments

Management of services marketing

Quality of services

Controlling of services marketing

Case studies


Consumer research and consumer behaviour research

87

Product life circle

Market segmentation and targeting

Marketing planning

Product innovation and development incl. price and packaging

Communication incl. advertising and media, sales promotions and

public relations


Lectures, cases study, teamwork, exercises, presentations by students


Formal: Marketing basics

Knowledge and Competencies: - Knowledge of Module Marketing Basics and Module

Marketing Advanced

6 Assessment

a. Services Marketing: 50% presentation, 50%written test (60 minutes)

b. Applied Marketing: 80% final written test (90 minutes), 20% presentation


Professional presentation plus passing the final written test


no


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Beenken

Prof. Dr. Passon

NN.


Literature:


Bruhn, Manfred, Georgi, Dominik: Managing the Service Value Chain, 2005

Meffert, Heribert, Bruhn, Manfred: Dienstleistungsmarketing, 5. ed., 2006

88

Mintzberg, Henry, Ahlstrand, Bruce, Lampel, Joseph: Strategy Safari: A Guided Tour

Through The Wilds of Strategic Management, 1998/2005

Porter, Michael E.: Competitive Strategies, 1980/2004

Porter, Michael E.: Competitive Advantage, 1985/2004


Kotler, Philip / Keller, Lane Kevib / Bliemel, Friedhelm: Marketing Management, 2011

Graham, John / Cateora, Philip / Ghauri, Pervez / Gilly, Mark: International Marketing,

2010

Hollensen, Svend.: Global Marketing, a decision-oriented approach, 2007

Keegan, W. / Green, M.: Global Marketing, 2007

Mühlbacher, H. Leihs, H. / Dahringer, L.: International Marketing, 2006

89

Global Integrated Supply Chain

- Supply Chain Management

Code Number

Workload

180 h

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Global Sourcing/

International

Procurement

b. Global Integrated

Logistics

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Global Sourcing/International Procurement

The students know the most important approaches, strategies and concepts of a

modern procurement management, including inbound logistics, quality and cost

management, and international procurement.

They understand the importance of global supply chains and develop to experts in

corporate and global procurement processes

The students deepen their knowledge of procurement management in an

investigation of procurement possibilities in selected countries and independent

elaboration of a presentation. Thus they gain experience in presentation skills as

methodical competencies.

b. Global Integrated Logistics

The students know the most important approaches, strategies and concepts of a

global orientated logistics and supply chain management. They understand the

importance of integrated supply chains for the global trade.

3 Contents

a. Global Sourcing/International Procurement

Procurement Management:

- Definitions, classification and procurement processes

- Strategies

Sourcing, esp. Global Sourcing

Tasks and tools of management in the procurement process:

- Demand Management

- Supplier management,

- Negotiation Management

- Shipping and Supply Management

- Billing Management

Framework of International Procurement

International Procurement in selected countries

(Changing topics)

90

b. Global Integrated Logistics

(will be defined by a lecturer who is starting in September 2012)


Powerpoint-supported dialogue-oriented lectures with practical examples.

Independent research on procurement possibilities and create a paper.

Working groups, moderated discussion, "learning by doing ',

Presentation of papers and group results under time constraints.


Formal: SCM basics


6 Assessment

• participation during the semester and seminar work (presented paper)

• Final Exam (45-60 minutes)


Passed module examination (75%) as well as successful performance during the

semester and presentation (25%)


“Global Sourcing/International Procurement” can be used as a procurement seminary

in the electives of BA BW


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Eichler

NN.


Literature:

Will be given at the beginning of the semester

91

Global Integrated Supply Chain

- Operations Management

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Production &

Operations

Management

b. Innovation

Management

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Production & Operations Management

After completing the course students will be able to

illustrate the inter-relationship between operations management and profits

classify and asses different process designs, such as job shop, flow shop, and

mass production

know how to use the basic operations management methods in a given

situation

Students will improve their methodological skills in

analysing processes

dealing with real day-to-day-problems in operations management

applying basic quantitative and computer-based methods

b. Innovation Management

Innovation ranks high on the agenda of every industry. The question which innovation

(product, service or process) allows for a sustainable differentiation against

competitors or for entering a new market is key. How an innovation process can

actively be created and which factors contribute to the success of innovative concepts

are underlying questions which are not as thoroughly discussed amongst marketers.

Students shall be provided with answers to the following questions:

What is the relationship between Innovation Strategy and Corporate Strategy?

How does the Innovation Process look like?

Which steps are involved?

Which are the challenges of and the tools for managing complex innovation

projects?

How can innovation functions integrated in an existing organization?

Which are the factors for innovation success?

92

3 Contents


1. Introduction

2. Strategic Tasks: Product Selection and Design

3. Tactic Tasks: Facility Location and Layout

4. Operative Tasks

4.1. Production Plan

4.2. Procurement and Inventory Management

4.3. Time Scheduling

4.4. Production Control


Innovation defined

Innovation within the context of corporate strategy

The Product Innovation Process

o Factors initiating innovations

o Generating product ideas

o Evaluation of product ideas

o Selection of product ideas

o Idea realization

o Market entry

Integrating innovation functions into the organization

o Basics on organization

o Alternatives for organizing innovation functions

o Organizing innovation functions within the organization

Fostering Innovation through corporate culture

Factors for innovation success

Managing intellectual property

Market research and its influence on new product development




Homework to apply shown concepts, methods and tools



Lectures, case studies, group work



Formal: successful finishing of the modules: Quantitative Methods as well as Supply

Chain Management and Marketing


Affinity to production processes

Advanced skills in quantitative methods


93

Formal: none


6 Assessment


100% written examination (45-60 minutes)


Individual project work at the end of the semester (50%) and qualified contributions

during the semester (50%)


Passing of the required assessment; Passed performances


None

9 Weighting of the Module for the Final Grade

3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Tysiak

Prof. Dr. Thorn

Prof. Dr. Beck

Kranefeld

NN.


Literature:


Russel, R.S. / Taylor, B.W.: Operations Management, Wiley, New York, 2010

Meredith, J.R.: The Management of Operations, Wiley, New York, 1992

Heizer, J. / Render, B.: Production and Operations Management, Allyn and Bacon,

Boston, 1993

Heizer, J. / Render, B.: Operations Management, Pearson Prentice Hall, Upper Saddle

River, 2010

Jacobs, F.R. / Chase, R. B. / Aquilano, N. J.: Operations and Supply Management,

94

McGraw-Hill, N.Y. 2009

Thonemann, U.: Operations Management, Pearson, München, Boston, 2010 (in

German!)


Trott, Paul: Innovation management and New Product Development, Financial Times

Prent.Int., 5th

revised edition, 2011

Drucker, Peter F.: Innovation and entrepreneurship – practice and principles,

HarperBusiness, Reprint (9. Mai 2006)

Burns, Tom and Stalker, George M.: The management of innovation, Oxford University

Press, 3rd

edition 2001

95

Business Intelligence

- Business Information Systems

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Basics of Business

Information Systems

b. Applied Business

Information Systems

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Basics of Business Information Systems

Professional skill:

The students know the core area of Business Information Systems as theory of design,

development and usage of computer-aided information- and communication systems

within business and administration. They have basic knowledge in the hardware area

as well as in the modular systems and the suitable usage concept of business

application software.

Knowledge of different applications of business information technology like general

systems, ERP-Systems, administration- and disposal systems, industry solutions,

analytical information systems as well as E-Business/E-Commerce and cross-company

systems does exist.

Method expertise:

The students have the capability, to assign software systems conceptional to a

software class and therefore the expected functionalities, data bases and application

connections. Furthermore they have the ability to present a suitable information

system in a rough concept on the basis of an operational scope of task.

Key competence:

On the basis of application examples the students make practical use of their

knowledge and deepen their special competence with this. As a result they learn to

describe operational problems in detail, to analyse them and to connect them with an

IT-based solution. The application examples are calculated as teamwork and with help

of this they support the communication skills and the usage of technical terms.

b. Applied Business Information Systems

Professional Skill:

The students know the basics and fields of standard application business software.

They acquire basic knowledge in the illustration of operational activities with standard

96

application software.

Method expertise:

The students learn to describe and convert operational processes in detail within

standard application software. With this the students acquire the ability, dependent on

the operational need, to use and serve suitable standard application software. The

practical handling of the in the case studies presented integrated business process

scenarios, qualifies the course participants especially to understand the functioning of

a ERP-system on a fundamental level in this way, that they are able to get used to a

specific background of a foreign ERP-system very fast. In special the course

participants have knowledge and abilities regarding the direct dealing with functional

areas and regarding their integration inside of complex business processes.

Key competence:

The students solve on the basis of different case studies, independent questions with

the aid of several modules of standard application software. The exercises and case

studies are calculated as teamwork and support the communication skills. Furthermore

the solutions are presented in front of the group and so the presentation skills will be

improved.

3 Contents


Part 1: Basics of Business Information Systems

Basic terms

Hardware

Software

Computer networks

Internet

Data bases

Part 2: Application of Business information

General systems

ERP-Systems

Administration- and Disposal Systems, CRM

Industry Solutions

Analytical Information Systems

E-Business und E-Commerce

97

Cross-Company Systems, EDIFACT, SCM

Part 3: Effects

Data protection and und Data security

Handling of data within linked systems


Exercises on the PC. The implementation of logistical processes with tools will be

practiced on the basis of little case studies. These include among other things case

studies to the topics Order, goods received, outgoing goods and invoicing.



Seminar style lecture


Exercises on the PC


Formal: none


6 Assessment

Module exam (60-90 minutes)


Passed exam


no


3,6 % (6/134) x 0,8

10 Module Leader

NN.


Literature:

98


Abts, D.; Mülder, W. (2009): Grundkurs Wirtschaftsinformatik – Eine praxisorientierte

Einführung. Wiesbaden, Teubner, 6. Aufl. 2009.

Gröner, U. (2009): Einführung in Datenbanksysteme. Shaker Verlag.

Witt, B.C. (2007): Datenschutz kompakt und verständlich: Eine praxisorientierte

Einführung, Vieweg

b. Basics of Business Information Systems

Benz, J.; Höflinger, M.:Logistikprozesse mit SAP®: Eine anwendungsbezogene

Einführung - Mit durchgehendem Fallbeispiel, Wiesbaden 2008

Frick, D.; Gadatsch, a; Schäfer-Külz, U: Grundkurs SAP ERP:

Geschäftsprozessorientierte Einführung mit durchgehendem Fallbeispiel, Wiesbaden

2007

99

Business Intelligence

- Business Analytics

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. Business Analytics &

Data Mining

b. Competitive Analysis

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 students


This module offers students a systematic approach to business analytics and data

mining as well as a comprehensive approach to competition analysis related to the

field of business intelligence.

a. Business Analytics & Data Mining

Students will learn about different systems and techniques for structuring and working

with multidimensional data cubes as well as exporting and refining raw data for further

data processing. Practical exercises comprise working with a state-of-the-art business

intelligence data warehouse (e.g. Euromonitor Intelligence).

This module trains students’ competences in collecting and processing relevant

information for supporting better decision making of management and for defining

strategies to achieve competitive advantage. Students will develop analytical skills

with regards to market and industry analysis, business performance measurement,

benchmarking and predictive analysis and file research and management reports from

the perspective of different functions such as Controlling, Marketing, Production etc.


Students will learn and apply different tools and techniques to structure complex

business environments and systemize market conditions. Intensive use of case studies

will enable students to describe industry characteristics and identify the drivers of

competition.

The module trains student’s competences to assess market dynamics and file

management reports, notes and presentations highlighting major findings.

3 Contents


Codification and re-specification of raw data e.g. scale transformations / data

specifications / standardization and harmonization of data

Statistical analysis of large data sets with regard to trends, time series,

extrapolation etc.

Retrieving and pre-processing information from a state-of-the-art database e.g.

100

Euromonitor

Interpretation of relevant data from different management perspectives and filing

of research and management reports


Definition of the industry:

scope and nature of the industry

key success factors and drivers of competition

Identification of relevant set of competitors and customers

Competitor profiling (in-depth description of the competitor's background,

finances, products, markets, facilities, personnel, and strategies)

Assessment of market dynamics


Bi-weekly seminar

Interactive teaching based on effective use of IT systems

Research assignments and case studies

Reports and presentations in oral/written


Formal: -/-


Quantitative Management with Excel

Marketing basics

Corporate Management

6 Assessment

Research reports: 25%

Presentations: 25%

Exam: 50% (45-60 minutes)


Presentation of research results

Passing exam

Class attendance


No


3,6 % (6/134) x 0,8

10 Module Leader

101

Prof. Dr. Bornhorn


Prof. Dr. Büchler

NN.


Literature:


Han, J. / Kamber, M. (2006), Data Mining. Concept and Techniques, Morgan Kaufmann

Carlber, C. (2010), Business Analysis: Microsoft Excel 2010,MrExcel Library


Oster, S.M. (1999), Modern Competitive Analysis, Oxford Univ Pr ess

Fleisher, C.S., Bensoussan, B.E. (2010), Business and Competitive Analysis: Effective

Application of New and Classic Methods (Paperpack), Financial Times Prentice Hall

Clark, A. (2000), Business Environment: Organziation, Competition and Analysis,

Pearson Education.

102

Principles of International Markets

- Global Management

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 3

Frequency

annually

Duration

1 Semester

1 Course Title

a. International

Management

b. Value Based

Management &

Portfolio Analysis

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. International Management

This course highlights how companies become international and exploit their

international scope. At the end of this course, students will be able:

to realize the impact of national culture on international business and gain an

appreciation of international business environments

to analyze global complex situations in the relationship between global and local

business units and functions

to understand strategies and human resource management in the field of

international business

to apply decision-making and problem-solving techniques in relation to

international management problems

to reflect on the consequences for real life situations and research

b. Value Based Management & Portfolio Analysis

This course focuses on different concepts for value creation by analysing and managing

a portfolio of global business activities. After successful completion of this course,

students should be able to:

analyse and discuss theoretical issues of value-based management systems in a

holistic and integrated way

identify value drivers as well as vital linkages to be managed in value chains esp.

towards suppliers, customer and other stakeholders

apply a broader reference framework of measuring and managing value as reflected

e.g. in the balanced scorecard and calculate key performance indicators e.g. EVA,

MVA, ROCE, RONA, WACC

demonstrate an understanding of the role and importance of brand value as well as

customer value and apply respective valuation tools and management techniques

measure the value contribution of processes and activities in organizations and

define measurements for realignment and implementation in order to achieve the

required efficiency/change.

apply value based management to strategic portfolio decision making

103

3 Contents


Students will explore companies of various industries, sizes and countries, in order to

identify different challenges in an increasingly competitive global environment.

The topics of this course relate to selected internal and external aspects of

multinational corporations. Students will investigate international environments and

focus on the difference between domestic and international business environments.

The analysis of international business environments comprises the political, economic,

technological and cultural factors that affect strategies as well as operations of

companies.

Subsequently, students will study how international environments effects strategy

formulation for companies entering foreign markets and doing business. Students will

discuss the selection and implementation of alternative entry modes ranging from

exporting to foreign direct investments.

b. Value Based Management & Portfolio Analysis

Value-based Management is the generic term for a set of management tools used to

facilitate managing a company’s operations to the end of enhancing shareholder value.

Students will learn about the principles of value based management and its role for

achieving corporate objectives. A framework for value based management within

global business organizations will be explained. This framework allows for

identification and assessment of value drivers and value destructors within business

organizations based on case studies from different industries using a common set of

metrics and key performance indicators. The value contribution of business activities

to the company portfolio will be measured and recommendations for strategy

formulation will be derived from portfolio analysis.

Practical examples and practitioners’ best practices will illustrate how to move from

mere value measurement to integrated value based management. The design of

integrated systems and processes across functional areas for developing, delivering

and sustaining flows of goods and services and creating competitive advantage

facilitates a comprehensive and integrated understanding of value based management.


Lectures

Case analyses

Simulations


Formal:

Grundlagen des strategischen Managements/ Fundamentals of strategic

management

104

External Accounting, Managerial Accounting, Investment and Finance


Fundamentals in Marketing

6 Assessment

Exam 100% (60-90 minutes)


Successful completion of examination


no


3,6 % (6/134) x 0,8

10 Module Leader

Prof. Dr. Büchler


Prof. Dr. Faix, Prof.

Dr. Hofnagel, Prof.

Dr. Quarg, Prof.

Dr. Vollmer

N.N.


Literature:


Morschett / Schramm-Klein / Zentes (2010) Strategic International Management,

Text and Cases, 2nd edition, Gabler Verlag

Bartlett / Beamish (2010) Management: Text, Cases & Readings in Cross-Border

Management. McGraw Hill

Ghemawat (2007) Redefining Global Strategy. Crossing Borders in a World Where

Differences Still Matter. Harvard Business School Press

b. Value Based & Portfolio Management

Young / O‘Byrne (2001) EVA and Value-Based Management: A

105

Practical Guide to Implementation, McGraw Hill

Martin /Petty (2000) Value Based Management. The Corporate Response to the

Shareholder Revolution, Oxford University Press

Koller / Goedhart / Wessels (2005) Valuation: Measuring and Managing The Value

of Companies, 4th edition, John Wiley & Sons

Rappaport (1998) Creating Shareholder Value, Free Press

106

Principles of International Markets

- International Economics

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 4

Frequency

annually

Duration

1 Semester

1 Course Title

a. Trade, Geography,

Policy, Institutions,

and the Multinational

Firm

b. International Money &

Finance

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

30 Students


a. Trade, Geography, Policy, Institutions, and the Multinational Firm

Students learn to encompass or to connect the economics of trade, regions, locations,

agglomeration, development and growth. After starting with basic models of classical

trade theory the students will acquire an understanding of the spatial configuration of

economic activities, including the production of goods and services, their transfer from

one economic agent to another and their transformation into utility by consumers. They

will learn how trade configurations and networks are the outcome of a vast number

decisions made by firms, households, governments and a variety of other private and

public institutions. The lecture is an opportunity for students to develop critical

understanding of the current policy debate on international trade, foreign direct

investment and multinational corporations, regional integration and globalization, and

other global economic issues.

b. International Money & Finance

Monetary and financial aspects play a very important role in particular for banks,

insurance companies and any international firm operating globally. Students learn the

main macroeconomic and financial tools to evaluate the economic environment of

international markets. Students learn how to assess developments on international

markets and how to draw consequences for the environment of their business. These

aspects are of particular importance for firm-wide strategic corporate decisions.

3 Contents


Introduction to international trade theory

o Labor productivity and comparative advantage

o The standard trade model

The impact of trade frictions

o Distance, agglomeration, spatial interaction, market mechanisms and

natural resources

107

o External economies of scale and imperfect competition

Firms in the global economy

o Intra-industry trade

o MNEs as a multidimensional creature

International trade policy

o Instruments (tariffs, subsidies and quotas)

o Political economy of trade policy

o The institutional framework


Introduction to International capital markets

Macroeconomic aspects of international capital markets

Determinants of international capital flows

Currency and bond markets

International portfolio diversification

Empirical Models/Patterns of International Finance


Lecture and seminar


Formal: -


Introduction to economics, basic microeconomics and macroeconomics

6 Assessment

Exam and/or presentation and/or coursework (1 essay)


Successful completion of the exam and/or presentation and/or coursework (1 essay)


No

9 Weighting for the Mark for the Final Grade

108

3,6 % (6/134) x 0,8

10 Module Leader


Prof. Dr. Greiber

NN.


Literature:


Krugman, P. / Obstfeld, M. / Melitz, M. J. (2012), “International Economics: Theory

and Policy, 9th

Edition (Global Edition), Pearson

Brakman, S. / Garretsen, H. / van Marrewijk, C. (2009), “The New Introduction to

Geographical Economics, 2nd

Edition, Cambridge University Press

Anderson, W. (2012), Economic Geography, Routledge


Mishkin, F. (2009), “The Economics of Money, Banking and Financial Markets”, 9th

Edition, Pearson

Krugman, P. / Obstfeld, M. / Melitz, M. J. (2012), “International Economics: Theory

and Policy, 9th

Edition (Global Edition), Pearson

109

Management Seminars & Projects

Code Number

Workload

180 hrs

Credits

6

Semester

Sem. 6 or 8

Frequency

annually

Duration

1 Semester

1 Course Title

Management

Seminars & Projects

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

120 hrs

Planned Group

Size

xx Students


Lectures and projects belonging to this module concentrate on various topics and

domains and shall provide students with up to date study courses beyond the

regular curriculum. Lectures and projects shall be on an intermediate or advanced

level and shall deal with special fields of research and/or business skills that are

related to the field of international business. Lecturer and/or projects coaches can

be members of the faculty staff and visiting professors as well as visiting lecturers

from private and public business.

The following list exemplifies lectures and projects that are deemed to qualify to

become part of this module (alternating program!):

Lectures (possible): Mergers and Acquisition, Event Management, Brand

Marketing and Brand Management, Reverse Innovations, International

Trade Law, Ownership Rights and Litigation, Diversity Management,

Entrepreneurship & Business Start-ups, Ethics and Law, Subsidiary

Controlling, Development Economics, Management in Emerging Markets,

Strategic Decision Theory, Institutional Economics, etc.

Projects (possible): Case Competitions, Management Projects, etc.

The actual program will be announced in due time before beginning of term.

3 Contents

Depending on the lectures/projects actually selected for the particular semester.




Formal: none

Knowledge and Competencies: Depending on the lectures/projects actually selected for

the particular semester. Will be announced in due time before the beginning of term.

6 Assessment

110


Will be announced in due time before the beginning of term.





Not at present!


3,6 % (6/134) x 0,8

10 Module Leader


NN.


Literature:


111

International Business Communication

B2 Level

International Business Communication I (B2)

- Zakelijk Nederlands I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

Inleiding Nederlandse

Zakentaal en -cultuur

Contact Hours

4 class hours pw

/ 60 hrs

Self-Study

90 hrs

Planned Group

Size

25 Students


Students can keep a simple conversation about economic related issue prepared from

them.

They can understand and write simple business-related texts and use existing tools

competently.

They have a basic knowledge of the Dutch economy and the Dutch economy culture.

3 Contents

Selected aspects of grammar

Other relevant issues from "In de Startblokken"

Talks at current texts

Business-related television programs

The Dutch economy and business culture


Teaching conversation, dialogues, role plays, presentations, text constitution, grammar

exercises


Formal: none


6 Assessment

112

Oral examination (50%), written tests (50%)


Passing exams


no


3,0 % (5/134) x 0,8

10 Module Leaders

Drs. H.M. de Jongste


Literature

Vossenstein, J. (2010). Dealing with the Dutch. 19th

revised ed. KIT

de Boer, B., Lijmbach, B. & Van der Kamp, M. (2009). In de startblokken, Lehrbuch +

Audio-CD. Klett

uitzendinggemist.nl (niederländische Fernsehsendungen)

113


- Français commercial I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

Travailler en France

Conctact Hours

4 class hours

pw / 60 hrs

Self-Study

90 hrs

Planned Group

Size

25 Students


Professional skill

Students will expand their professional competence (savoir) of France as a

structured and centralized state-administered economy.

Methodological expertise

The students train their methodological skills (savoir apprendre / agir) by

analytical methods: text analysis, human-geographical analysis, economic policy

evaluation criteria.

Key competencies

The students acquire social and communication skills that are necessary for the

development of key skills (savoir comprendre): awareness of economic and

geopolitical conditions.

3 Contents

Economy in France: The city of Paris and the regionalization, regional ranking, SWOT

analysis (centralization et le "désert français")

Transportation: centralization and Europeanisation (TGV, Euro Star, Thalys,

autoroutes)

Business Communication: phone calls, appointments, customer service

(Renseignements professionnels)


Partner and group work, questioning, evolving doctrinal conversations


Formal: none


6 Assessments

Exams during the semester (40%), final exam (60%)

114


Successful completion of the tests during the semester and the final exam


no


4,5 % (7,5/134) x 0,8

10 Module Leader



Literature:

Wagner, Horst / Morgenroth, Klaus (2002). Wirtschaftslexikon Frankreich. Ismaning.

115


- Español comercial I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 2

Frequency

annually

Duration

1 Semester

1 Course Title

El mundo laboral de España

Contact Hours

4 class hours

pw / 60 hrs

Self-Study

90 hrs

Planned Group

Size

2 x 25 Students


Professional skill

Students gain a first professional competence (saber) in the Spanish

Working world, particularly with respect to an internship.

Methodological expertise

The students train their methodological skills (saber aprender / actuar) by

obtaining skills for job, business communication and filtering unusual

situations.

Key competencies

The students acquire social and communication skills that are necessary for the

development of key competencies (saber comprender) how to deal with

differences in mentality and cultural framework.

3 Contents

Locations: the hotel, the house. Compare and vocabulary for hotel and office.

Rent an apartment. Phone calls in the office and appointments

Description of work and working conditions in Spain

Creating a resume and cover letter, important qualities of a job seeker,

holidays

Comparison of the past with the current time,

Habits in Spain compared to other nationalities,

The role of tourism in Spain, classification of tourism


Partner and group work: role tasks / situations - language exercises - listening

exercises - Text Editing - Text Production


Formal: none


116

6 Assessement

Grammar and vocabulary test during the semester, final exam




no


3,0 % (5/134) x 0,8

10 Module Leader



Literature:

Schnitzer, Johannes / Martí, Jordi (Hrsg.) (5

2007): Wirtschaftsspanisch. Terminologi-

sches Handbuch, München, Oldenbourg.

117

International Business Communication II (B2)

- Zakelijk Nederlands II

Code Number

Workload

225 hrs

Credits

7,5

Semester

Sem. 3 + 4

Frequency

annually

Duration

2 Semester

1 Course Title

I. Voortzetting

Nederlandse Zakentaal en

–cultuur

II. Nederlands in Bedrijf

Contact Hours

6 class hours pw

/ 90 hrs

Self-Study

135 hrs

Planned Group

Size

35 Students


Students are able to hold talks on business-related topics and prepare presentations

on such subjects and conduct.

They can understand and write complex business-related texts and use existing tools

competently.

They have gained detailed knowledge of the Dutch economy and culture of the Dutch

economy.

3 Contents

Selected aspects of grammar

Relevant topics from "Op naar de Eindstreep"

Talks at current texts

Constitutional text

Business-related television programs

The Dutch economy and business culture


Teaching conversation, dialogues, role plays, presentations, text constitution, grammar

exercises

Students create a business plan and try to convince investors (fellow students) to this

concept. They will also create documentation on the basis of the Dutch Chamber of

Commerce and Industry a business plan.


Formal: none


118

6 Assessment

Oral exam (50%), written tests (50%)


Passing exams


no


4,5 % (7,5/134) x 0,8

10 Module Leader

Drs. H.M. de Jongste


Literature:

Vossenstein, J. (2010). Dealing with the Dutch. 19 revised ed. KIT

Taks, H. & Verbruggen, K. (2009). Op naar de eindstreep, Lehrbuch + DVD. Klett

uitzendinggemist.nl (niederländische Fernsehsendungen)

119


- Français commercial II

Code Number

Workload

225 hrs

Credits

7,5

Semester

Sem. 3 + 4

Frequency

annually

Duration

2 Semester

1 Course Title

I. Conquérir des marchés

& Communication

commercial

II. Innovation et durabilité

Contact Hours

6 class hours

pw / 90 hrs

Self-Study

135 hrs

Planned Group

Size

25 Students


Professional skill:

Students will expand their professional competence (savoir) of France as the

most important, but also more demanding partner for Germany. They expand

their knowledge of the specific conditions of communication in business and

sustainable growth.


The students train their methodological skills (savoir apprendre / agir) by

analytical methods: The benefits and limitations of comparative tools, image

analysis, competitor analysis, sustainability criteria.

Key competencies:

The students expand their social and communication skills in a foreign language

that are required to build key skills (savoir comprendre), ie. the linguistic

behavior of specific cultural norms and situational circumstances.

3 Contents

I. Industry profiles, success stories, cooperation & conditions advertising and

communications, customer profiles, typologies

II. Sustainable vs.. parasitic economies, case studies


Partner and group work, questioning, evolving doctrinal conversations


Formal: none


6 Assessment

Exams during the semester, final exams, homework

120


Successful participation in the lecture Français commercial I and the tests of

commercial Français II


no


4,5 % (7,5/134) x 0,8

10 Module Leader



Literature:

Wagner, Horst / Morgenroth, Klaus (2002). Wirtschaftslexikon Frankreich. Ismaning.

121


- Español comercial II

Code Number

Workload

225 hrs

Credits

7,5

Semester

Sem. 3/4

Frequency

annually

Duration

2 Semester

1 Course Title

I. El Mundo empresarial

español

II. Comercio y publicidad en

el mundo hispano

Contact Hours

6 class hours

pw / 90 hrs

Sel-Study

135 hrs

Planned Group

Size

2x25 Students


Professional skill:

Students will extend their first professional competence (saber) for orientation

in a Spanish company (organization, hierarchy, functional areas, and business

typology), labor market and insurance. They acquire knowledge about

negotiation and commercial communications.


Students gain analytical skills in dealing with cultural characteristics of Spanish

companies, especially for negotiation and communication in Spanish and Latin

American world.

Key competencies:

Students gain first social and communicative skills necessary for the

development of key competencies (adequate handling of culturally different

situations)

3 Contents

I. La empresa, Negociación en el mundo espanol, Traslado laboral, Economía

sumergida, Seguro, Finanzas, Economía de los hogares espanoles

II. Apectos generales de Latinoamérica, La publicidad y sus tipos, Plan de negocios

III.


Partner and group work, language exercises


Formal: none


6 Assessment

Presentation and final exam


122

Successful participation in the courses and final examinations, respectively the part of

the module Español comercial I


no


3,0 % (5/134) x 0,8

10 Modulbeauftragte/r und hauptamtlich Lehrende



Literature:

Schnitzer, Johannes / Martí, Jordi. (Hg.). (52007). Wirtschaftsspanisch. Terminologi-

sches Handbuch, München, Oldenbourg.

123

International Business Communication

C1 Level

International Business Communication I (C1)

- Français des affaires I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1 + 2

Frequency

annually

Duration

2 Semester

1 Course Title

I. Renault: la mondialisation

d’un groupe industriel - La

publicité institutionnelle

II. Créer une franchise -

L'aménagement du territoire

français

Contact Hours

4 class hours

pw / 60 hrs

Self-Study

90 hrs

Planned Group

Size

20 Students


Students will expand their professional competence (savoir) of France as an economic

area, train their methodological skills (savoir apprendre / faire) by analytical methods

and acquire skills that are required to build key skills (savoir comprendre) as capacity

and limitations of comparative method.

3 Contents

Renault as emblematic French company

Institutional Advertising

Starting a virtual franchise company

The importance of French centralism


Interrogative-evolving interactive instruction, partner and group work, language

exercises


Formal: none


6 Assessment

Grammar and vocabulary tests during the semester, final exams, presentation



124


no


3,0 % (5/134) x 0,8

10 Module Leader



-

125

International Business Communication I (C1)

- Español de los negocios I

Code Number

Workload

150 hrs

Credits

5

Semester

Sem. 1 + 2

Frequency

annually

Duration

2 Semester

1 Course Title

I. Iberia: La globalización de

un grupo industrial - La

publicidad institucional

II. Montar una franquicia -

Regionalismo y estado

nacional

Contact Hours

4 class hours

pw / 60 hrs

Self-Study

90 hrs

Planned Group

Size

20 Students


Students will expand their professional competence (saber) for Spain as economic

area, train their methodological skills (saber aprender / actuar) by analytical methods

and acquire skills that are required to build key skills (saber comprender) as capacity

and limitations of comparative method.

3 Contents

Iberia as an emblematic Spanish company- Iberia: "La globalización de un grupo

industrial", institutional advertising- "La publicidad institucional"

Setting up a virtual franchise company - "Montar una Franquicia"

The importance of Spanish regionalism - "Regionalismo y estado nacional"


Interrogative-evolving doctrinal conversations

Partner and group work

Language exercises


Formal: -


6 Assessment

Grammar and vocabulary test during the semester, final exams, presentation



126


no


3,0 % (5/134) x 0,8

10 Module Leader



-

127

International Business Communication II (C1)

- Français des Affaires II

Code Number

Workload

225 hrs

Credits

7,5

Semester

Sem. 3 + 4

Frequency

annually

Duration

2 Semester

1 Course Title

I. L'entreprise sociale - Le

marché de l'énergie en UE -

La Bourse - Négocier

II. Le dévelopement

durable - La France et

l'Allemagne

Contact Hours

6 class hours

pw / 90 hrs

Self-Study

135 hrs

Planned Group

Size

20 Students


Students will expand their professional competence (savoir) for France as part of the

European Union and the Francophonie. They train their methodological skills (savoir

apprendre / agir) by scientific writing, presentation and training of listening as well as

reading comprehension. Students gain additional skills that are required to build key

skills (savoir com-prendre) for an understanding of sustainable business practices as

well as geopolitical and cultural conditions.

3 Contents

Social Business - L'entreprise sociale, the European energy market - Le marché

Energétique dans l'UE, The Market - La Bourse, negotiating - Négocier

The sustainable company - L'entreprise durable, France and Germany as a common

destiny - le destin commun de la France et de l'Allemagne



exercises


Formal: -


6 Assessment

Grammar and vocabulary test during the semester, final exam, presentations, scientific

housework, oral exam


Successful completion of the tests during the semester and final examinations.

128

8 Module Used in Other Programms

no


4,5 % (7,5/134) x 0,8

10 Module Leader



-

129

Intercultural Business Communication II (C1)

- Español de los negocios II

Code Number

Workload

225 hrs

Credits

7,5

Semester

Sem. 3 + 4

Frequency

annually

Duration

2 Semester

1 Course Title

I. La empresa social – El

mercado energético en la

UE – La Bolsa – Negociar

II. La empresa sostenible –

España y las Américas

Contact Hours

6 class hours

pw / 90 hrs

Self-Study

135 hrs

Planned Group

Size

20 Students


Students will expand their professional competence (saber) for Spain as a part of of the

European Union and Mexico as a part of Latin America. They train their methodological

skills (saber aprender / actuar) by scientific writing, presentation as well as training of

listening and reading comprehension. The students acquire the additional skills

needed to build key skills (saber comprender) for an understanding of sustainable

business-ties as well as geopolitical and cultural conditions.

3 Contents

Social Business - La empresa social, The European energy market - El mercado

energético en la UE, The Market - La Bolsa - Negotiating - negociar

The sustainable company - La empresa sostenible - Spain and America - España y las

Américas



exercises


Formal: -


6 Assessment

Grammar and vocabulary test during the semester, final exam, presentations, scientific

housework, oral exam


Successful participation in the sub-module Español de los negocios I ,exams during the

semester and the final examination

130


no


4,5 % (7,5/134) x 0,8

10 Module Leader



-

Course catalogue for full year exchange and one … catalogue for full year exchange and one...

Documents

Transcript of Course catalogue for full year exchange and one … catalogue for full year exchange and one...