Module Description Studienplan

Transcription

1 Module Description Studienplan für den Hochschulstudiengang Master of Arts International Business Administration SS2013 Stand: Seite 1

2 Table of Contents 1. Module Description Programme at Munich University of Applied Sciences st Semester at the Munich University of Applied Sciences Programme at the Edinburgh Napier Business School nd Semester at the ENBS rd Semester at the ENBS Programme at the University of Glamorgan Business School nd Semester at the University of Glamorgan Business School rd Semester at the University of Glamorgan Business School Programme at the IPAG Business School nd Semester at the IPAG Business School rd Semester at the IPAG Business School Programme at ESC Pau nd Semester at ESC Pau rd Semester at ESC Pau th Semester at ESC Pau 18 Stand: Seite 2

3 1. Module Description 1.1 Programme at Munich University of Applied Sciences st Semester at Munich University of Applied Sciences Module ECTS Module No. Assessment method International Economics 5 IM 1.1 AS/FP Global financial markets and economic policy 5 Interactive Competence and Cultural IM 2.1 FP and WT 5 Management or Negotiation International Business Strategy 5 IM 3.1 AS/FP Entrepreneurship 5 IM 3.2 AS/FP Management Projects 5 IM 3.3 AS/FP Cases in Global Business 5 IM 3.3 International Finance 5 IM 3.4 WE Abbreviations: MT = Master Thesis ECTS = European Credit Transfer System L = Lecture AM = Assessment Method WT = Written Test (Klausur) OE = Oral Exam (Kolloquium) AS = Assignment (Studienarbeit/ Projektarbeit) FP = Final Presentation (Referat) AS/FP = Assignment and Final Presentation (Studienarbeit und Referat) WE = Written Exam (Schriftliche Prüfung) Teaching Method: Proj = Project S = Seminar (seminaristischer Unterricht) Stand: Seite 3

4 Note for exams and assessment methods: 1. Written Test covers all course material. The allotted time period is 60 minutes. 2. Assignment includes both an oral presentation and a written paper. The paper is worth 80% of the final grade. The oral presentation is worth 20% of the final grade. 3. Final Presentation includes both an oral presentation and a written outline. The presentation is worth 50% of the final grade. The written outline is also worth 50% of the final grade. 4. Assignment and Final Presentation includes a written paper that is worth 80% of the final grade, an oral presentation that is worth 10% of the final grade, and a written outline (e.g. PowerPoint presentation) that is worth 10% of the final grade. 5. Oral Exam - lasts for at least 15 minutes per participant. The questioning can be done individually or in groups. The oral exam will be moderated by one to two examiners along with one observer, depending on the decision of the examination board. 6. Written exam takes place at the end of the semester during the exam period. The written exam will cover all material covered over the course of the semester. Stand: Seite 4

5 Explanations MODULE NO.: Identification number for the lecture used in the study plan TITLE: Description of the lecture determined by the study and exam regulations appearing on the transcript MODULE TYPE: Shows if the course is a compulsory, compulsory optional or optional lecture LANGUAGE OF INSTRUCTION: Language used during lecture TEACHING METHOD: The teaching method characterizes the didactic form of the lectures and determines the average number of participants. Possible methods are seminar lectures, seminars, exercises, projects and internships SEMESTER: Semester of study the lecture is offered and recommended for students to attend CHW: Number of contact hours per week ECTS CREDITS Students workload where 1 ECTS point equals a workload of approximately 30 hours FREQUENCY: Lectures will be offered weekly on a regular basis. Some lectures will be offered as block courses RESPONSIBILITY FOR THE COURSE / LECTURER: If lectures are held by part-time lecturers, full-time professors are ultimately responsible for the course material covered CORRESPONDING COURSES: These lectures should be taken during the same semester if possible. PREREQUISITES: Lectures which should be completed successfully in advance ASSESSMENT METHOD: Type of assessment method for the final grade or the rating passed/failed STUDY AIDS TO BE USED IN EXAMS: Without additional notes only not programmable calculators are allowed. Additional aids will be listed OBJECTIVES: Describes what a student should have learned after successful completion of the lecture CONTENT: General overview over contents / outline of the subjects RECOMMENDED LITERATURE: List of basic literature Stand: Seite 5

6 MODULE NO.: IM 1.1 TITLE: International Economics: Global financial markets and economic policy MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- English TION: TEACHING METHOD: Seminar SEMESTER: CHW: ECTS-CREDITS FREQUENCY: RESPONSIBILITY FOR THE COURSE: LECTURER: 1 st Semester 5 ECTS Weekly Prof. Dr. Oliver Hülsewig Prof. Dr. Oliver Hülsewig CORRESPONDING None PREREQUISITES: None COURSES: ASSESSMENT METHOD: AS/FP STUDY AIDS TO BE USED None OBJECTIVES: Motivation: The European Central Bank is responsible for the conduct of monetary policy in the euro area. While the aim of monetary policy is to maintain price stability, policy operations have a great impact on the economy. Understanding the effects of monetary policy is a prerequisite for analyzing relevant interrelationships in financial markets. Objectives: Students should obtain a basic understanding of the manner monetary policy is operated by the European Central Bank. CONTENT: RECOMMENDED LITERATURE: Acquired Competencies: Ability to discuss monetary policy decisions by the European Central Bank. Applied Methods: Lecture, Beamer presentation, discussion Content I. The ECB and the economic structure of the euro area 1. Institutional framework of the European System of Central Banks 2. Economic structure of the euro area II. Targets of monetary policy, price stability and monetary aggregates 1. Targets of monetary policy 2. Price stability: Why is it important? 3. Monetary aggregates III. Theoretical framework 1. Preliminary remarks 2. The process of money supply 3. The demand for money 4. Monetary policy transmission IV. The monetary policy strategy of the Eurosystem 1. General principles of a monetary policy strategy 2. Basic monetary policy strategies 3. Design of the ECB's monetary policy strategy V. The money market management of the ECB 1. Preliminary remarks 2. Open market operations 3. Standing facilities 4. Minimum reserve system 5. Overnight interest rate control Peter Bofinger, Monetary Policy: Goals, Institutions, Strategies and Instruments, Oxford University Press, 2001 European Central Bank: The Monetary Policy of the ECB, Second edition, January 2004, European Central Bank: Price Stability : Why is it important for you?, Edition 2011, Stand: Seite 6

7 MODULE NO.: IM 2.1 TITLE: Interactive Competence and Cultural Management or Negotiation MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- English TION: TEACHING METHOD: Seminar SEMESTER: 1 st semester CHW: 4 ECTS-CREDITS 5 FREQUENCY: weekly RESPONSIBILITY FOR THE COURSE: LECTURER: CORRESPONDING COURSES: ASSESSMENT METHOD: OBJECTIVES: Dr. Sudnik Dr. Sudnik None PREREQUISITES: basic knowledge in intercultural communication; good academic and business English presentation (20 %) final STUDY AIDS TO BE USED None exam (80 %) IN EXAMS: The premise for discussion in this module is that a systematic and critical understanding of 'culture' is important for international managers. You will study the importance of culture in management and develop skills that will help you to analyse when national culture is, and is not, an influence on decision-making. In studying this module you should enhance your current performance as a student and/or as a practitioner of international management. In addition, you should enhance your career prospects as a manager working in contexts where an understanding of crosscultural issues is an important ingredient for success. Whether through involvement with multi-national companies or the increasing diversity of the workforce in most industrialised societies, we are all coming into greater contact with people from different cultures who bring differing understandings of the nature of management, the role of organisations within the wider society and differing beliefs, values and ethics. That such differences can be a source of both conflict and creativity is one of the most important issues of the 21st century. This innovative new module aims to equip students with the capabilities needed to negotiate productive and respectful relationships across boundaries of culture, ideology and belief. The core introduces students to the cannon of theory in intercultural management before encouraging students to apply their increased understanding of the implications of culture at national, company and personal levels. Module Aims and Learning Outcomes By the end of the module you should be comfortable not only with the concepts and theories that underpin the emerging field of intercultural management but also have developed competence and assurance in dealing with situations where culture is a variable. Specifically you will be able to: identify some of the factors that influence how decisions are made in cross-cultural management contexts identify, describe and explain key models used for comparing cultures, critically assessing the practical value of these in the context of cross-cultural management decisionmaking critically assess some of the ethical issues inherent in cross-cultural and international management decision-making against a background of globalisation and culture shift Stand: Seite 7

8 identify, describe and explain significant aspects of overlap between national and organisational cultures, critically assessing the impact of culture-specific expectations defining these on international HRM decision-making identify and analyse the role of effective communication in contexts for international and cross-cultural management critically discuss the role that managers play in response to stakeholder perceptions of wants and needs and in the design and administration of systems for managing incentives and rewards identify and analyse how disputes and conflicts arise, and how they might be resolved in cross-cultural management contexts CONTENT: demonstrate skills relevant to analysing and managing staffing decisions in headquarters and subsidiaries of international organisations, taking into account issues of diversity, such as gender. International Management and Culture The Significance of Culture for International Management Factors That Influence Management Decision-Making Strategic Decision-Making - the PESTEL Framework The Significance of Culture in Strategic Decision-Making Implications for International Management Practice Comparing Cultures Identifying and Responding to Differences in Culture Identifying Differences in Culture-Specific Perception (Kluckhohn- Strodtbeck) Comparing National Cultures: the Hofstede & Trompenaars Models Hall's Model of High and Low Context Cultures Comparing Researcher and Practitioner Views Movement in the Culture Recognising the Significance of Shifts in Culture How Economic Factors Influence Shifts in National Cultures How Foreign Intervention Causes Shifts in Local Cultures Organisational Culture Defining and Comparing Organisational Cultures Controlling Organisational Cultures The Influence of National Cultures on Organisational Cultures Ethics and Corruption Culture and Management Communication Successful Communication across Cultures What is 'Appropriate' Communication Within & Across Cultures? Interpreting Contexts for Management Communications Within and Across Cultures The Cross-Cultural Significance of Non-Verbal Communication (NVC) Cross-Cultural Management Communications: Practical Implications Dispute Resolution and Negotiation Culture and Dispute Language - Cause and Resolution of Conflicts and Disputes Resolving Disputes and Conflicts Balancing Trust and Control Global Staffing - Cross-Cultural Dimensions Managing for Control - an International HRM Perspective Global Staffing Choices - Expatriates or Local Managers? Staffing IJVs - Balancing Trust and Control Stand: Seite 8

9 Career Implications for the Individual RECOMMENDED LITERA- TURE: BROWAEYS, Marie-Joëlle & PRICE, Roger (2011): Understanding Cross-Cultural Management, 2 nd Edtion, Pearson Education Ltd. DERESKY, H. (2000) International Management: Managing Across Boarders and Cultures. 3rd edn., New Jersey: Prentice Hall Inc. LEWIS, Richard D.: When Cultures Collide. Managing Successfully Across Cultures. London: Nicholas Brealey, Revised Edition 1999, reprinted with corrections HOFSTEDE, G. : Cultures Consequences: International Differences in Work-Related Values, Beverly Hills, CA: Sage Publishing, HOFSTEDE, Geert: Cultures and Organizations: Software of the Mind. Intercultural Cooperation and Its Importance for Survival. New York: McGraw-Hill, TROMPENAARS, Alfons, und HAMPDEN-TURNER, Charles: Riding the Waves of Culture : Understanding Cultural Diversity in Global Business. Second Edition. New York: McGraw-Hill, HAMPDEN-TURNER, Charles; TROMPENAARS, Alfons (2000): Building Cross-Cultural Competence, Chichester. LORD, Richard (2000): Culture Shock!: Germany. Times Media Private Limited. Oregon. Stand: Seite 9

10 MODULE NO.: IM 3.1 TITLE: International Business Strategy MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- English TION: TEACHING METHOD: Seminar SEMESTER: 1 st Semester CHW: 4 ECTS-CREDITS 5 FREQUENCY: Weekly RESPONSIBILITY FOR THE COURSE: LECTURER: Prof. Dr. Peisl / Dr. Sudnik Dr. Sudnik, Guest Lecturers CORRESPONDING None PREREQUISITES: None COURSES: ASSESSMENT METHOD: AS/ FP STUDY AIDS TO BE USED IN EXAMS: None OBJECTIVES: This course aims to provide participants with a toolbox for the analysis and establishment of corporate strategy in an international context. It is designed to chart a different course than that advocated by traditional strategic approaches. We will examine real world applications that will by the end of the module provide students with the advanced knowledge and skills needed for working in strategic contexts internationally. We begin with a discussion of the current issues in strategy and then quickly proceed to develop a radical approach based on institutional, market and resource based perspectives. A series of tools are defined and examined so that students have ample practice in their application. Module Aims and Learning Outcomes By the end of the course you should be comfortable with the strategic approach advocated and recognize the various challenges faced by managers as they internationalise their businesses. Once you have completed this module you will: Recognize the wide range of activities embraced by the term international business strategy Appreciate the cultural implications of setting international strategy Be conversant with a number of theoretical concepts in strategy Be familiar with their practical application in a number of contexts Appreciate the complexity of managing in the modern world Understand the immutability of an ethical approach to business administration and of the desirability of diversity in the workplace CONTENT: Be a more independent learner and logical thinker. International Framework Vision and Objectives Stakeholder Analysis and the Value Chain Balanced Score Card Vision Analysis The Resource based view (VIRO / SW) The Market Based View (Porter s 5 Forces / S Curve / Disruptive Innovation) The Institution Based View (PESTEL / OT) Stand: Seite 10

11 Setting Strategy Organisational Implications Financial Implications Managing Innovation and Change RECOMMENDED LITERATURE: Implementation Market Entry Strategies Marketing Strategies HR Strategies CSR and Ethics Peng, M. (2008). Global Business, 1e, Cengage. Etzioni, A. (1964). Modern Organisations, Prentice Hall Inc., New Jersey. Bateman, T. S., & Snell, S. A. (2008). Management: Building competitive advantage, (8th ed.). Boston: Irwin-McGraw Hill. Reference Materials: Corporate Annual Reports; The Wall Street Journal The Financial Times; The Economist Class Handouts and other business publications Stand: Seite 11

12 MODULE NO.: IM 3.2 TITLE: Entrepreneurship MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- German/English TION: TEACHING METHOD: Seminar SEMESTER: 1 st Semester CHW: 4 ECTS-CREDITS 5 FREQUENCY: Weekly RESPONSIBILITY FOR THE COURSE: LECTURER: Prof. Dr. Poech Prof. Dr. Poech, Prof. Dr. Zollner; Guest Lecturers CORRESPONDING None PREREQUISITES: None COURSES: ASSESSMENT METHOD: AS/ FP STUDY AIDS TO BE USED None IN EXAMS: OBJECTIVES: Participants are able to apply basic knowledge they acquired in their previous studies, as finance, marketing, human resources etc. in an entrepreneurial context. Their competence embraces on the one hand the ability to manage a newly founded organisation, on the other hand the relevant skills necessary to supervise entrepreneurial processes and structures within a larger, existing enterprise. The objectives of this course focus on the ability to handle unstructured information, to develop new ideas, to get familiar with the innovation process itself and to increase their capability in implementation of business ideas. A special focus will be the embedment of business development in a value-based frame of corporate governance. Students will be able to reflect upon their personal set of values and how this must be taken into account when managing entrepreneurial strategies. To reach that goal students deal with concrete examples in entrepreneurial processes. Text readings, case studies, discussions, assignments and presentations will support their learning process. CONTENT: The following elements should be part of the entrepreneurship or business idea project: Select a specific case/technology, identify the market, and generate a successful business plan Prepare a business plan consisting of the following sections: (1) Executive Summary (2) Present Situation (3) Objectives (4) Management (5) Product/Service Description (6) Market Analysis (7) Marketing Strategy (8) Manufacturing (9) Financial Projections (10) Summary and Conclusions (11) Appendices with Supporting Data Classes are designed to walk the student through a practical approach to starting a new business or a consulting project. Class exercises are designed to gain hands-on experience in (1) identifying innovation ideas for technology start-up opportunities and (2) converting these ideas into comprehensive successful new business plans. The class will be encouraged to form a series of new venture teams. The groups will (1) select an opportunity (product or service) which they would like to determine as a high potential for a new business venture (2) construct a complete detailed and logical business plan for the new venture and (3) present the business plan to a panel of outside experts, as well as the faculty. The task may be embedded in the development of a new technology which has not yet been in the market or a technology which can be transferred to another market. Objective of the learning process can be to found a new company, to cooperate with an existing one or to build up a new business division within an established company or to handle the process within a consulting project. External partners in the process may stem from industrial or service companies who confront students with real management problems. Stand: Seite 12

13 RECOMMENDED LITERATURE: Bjerke, Björn und Hultman, Claes M., Entrepreneurial Marketing, Edward Elgar Pub., 2002 Dowling, Michael und Drumm, Hans-Jürgen, Gründungsmanagement, 2nd Ed, Springer, Berlin, 2003 Drucker, Peter F., Innovation and Entrepreneurship, Harper Paperbacks, 2006 Hauschildt, Jürgen, Innovationsmanagement, 3rd Ed., Vahlen, 2004Hisrich, Robert D. und Peters, Michael P., Entrepreneurship, 7th Ed., McGraw-Hill Education Singapore, 2007 Lang, Jack, The High-Tech Entrepreneur s Handbook, Financial Times Management, 2002 Nathusius, Klaus, Grundlagen der Gründungsfinanzierung, Gabler, 2001 Timmons, Jeffry A., New Venture Creation: Entrepreneurship for the 21st Century, 8th Ed., Mcgraw-Hill Higher Education, 2008 Volkmann, Christine, Tokarski, Kim O., Entrepreneurship, UTB, 2006 Stand: Seite 13

14 MODULE NO.: IM 3.3 TITLE: Management Project: Cases in Global Business MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- English TION: TEACHING METHOD: Seminar SEMESTER: 1 st Semester CHW: 4 ECTS-CREDITS 5 FREQUENCY: Weekly RESPONSIBILITY FOR THE COURSE: LECTURER: Prof. Dr. Peisl Prof. Dr. Peisl CORRESPONDING None PREREQUISITES: None COURSES: ASSESSMENT METHOD: AS/FP STUDY AIDS TO BE USED None OBJECTIVES: This course will focus on international business strategies and the process, difficulties, and opportunities of management across borders through Strategic Alliances, Partnerships as well as Mergers and Acquisitions (M&A). The teaching objectives synthesize the theoretical aspects of international management objectives and M&A with practical application of management principles in a work environment. This will be accomplished through text readings, case studies, discussions, and presentations. In class activities students will analyze corporate actions, successes and failures, strategy effectiveness, profit results, in view of corporate objectives. Key topics include:. The International Management Framework. Ressource and Institutions based Views in Global Business. Market Entry Options and Mode Switsching. Mergers & Acquisitions as a Strategic Management Option. CONTENT: Learning Outcomes include: To understand the use of general management skills and concepts in conducting international operations and to integrate the principles of management, marketing, accounting, and finance to successfully manage M&A transactions. To become aware of how different national cultures directly and indirectly influence the management and the evaluation of businesses in various countries. To include the concept of Mergers and Acquisitions in the strategic framework of global and multinational companies. To recognize various differences and similarities between the management techniques and systems of European organizations and the organizations of other nationalities. To understand the benefits and difficulties of borrowing management techniques and systems from another culture. Instructional Methods: The context of global management issues will be covered and discussed though lectures, note sets, and readings and your knowledge will be assessed through participation and a final assignment. Assigned readings will be the responsibility of the student and may not be part of the classroom lectures. Students are expected to have read the class text assignments and be prepared to Stand: Seite 14

15 make quality comments during class discussions. Students will be assigned to teams, with case assignment, for analysis and class presentation. Students not responsible for case presentation on that specific day will be expected to have analyzed the case and be prepared to ask questions. RECOMMENDED LITERATURE: Peng, M.: Global Business, 2e, Centage 2010 Weston, J., Weaver, S.:Mergers and Acquisitions, The McGraw-Hill Executive MBA Series, McGraw-Hill 2001 Reference Materials: Corporate Annual Reports The Wall Street Journal The Financial Times The Economist Class Handouts and other business publications Other recommended readings: Bartlett, Christopher A., Ghoshal, Sumantra, 2000: Transnational Management, Text, Cases, and Readings in Cross-Border Management, Irwin McGraw Hill, Third Edition Eatwell, J.; Taylor, L., 2000, Global Finance at Risk: The Case for International Regulation Micklethwait, John; Wolldridge, Adrian, 2000: A Future Perfect: The Essentials of Globalization O Meara, P.; Mehlinger, H.; Krain, M., 2000: Globalization and the Challenges of the New Century: A Reader Welch, Jack; Bryne, John: Straight from the Gut Selected Internet Sources: Stand: Seite 15

16 MODULE NO.: IM 3.4 TITLE: International Finance MODULE TYPE: Compulsory LANGUAGE OF INSTRUC- English TION: TEACHING METHOD: Lecture SEMESTER: 1 st semester CHW: 4 ECTS-CREDITS 5 FREQUENCY: Weekly RESPONSIBILITY FOR THE COURSE: LECTURER: Prof. Dr. Dr. Joachim Häcker Dr. Lampenius CORRESPONDING None PREREQUISITES: None COURSES: ASSESSMENT METHOD: Written exam STUDY AIDS TO BE USED IN EXAMS: Open book except Internet OBJECTIVES: This unit is intended to prepare students for the real financial work in a multinational company but also for medium-sized companies with an international focus. It focuses on international aspects in major financial countries, such as the US, UK, and Germany. The participants are to be provided with the practical toolbox for this managerial task including the relevant optimising techniques as well as Excel programming knowledge. Students will be prepared to help a company in the consummation of its internationalisation strategy focusing on the financial analysis of international strategic decisions valuation techniques regarding different corporate finance issues CONTENT: The unit focuses on CORPORATE FINANCE. The following main aspects of corporate finance are covered here: 1. Mergers & Acquisitions (M&A) 2. Initial Public Offering (IPO) 3. Private Equity / Venture Capital 4. Going Private 5. Due Diligence 6. Valuation RECOMMENDED LITERATURE: Number 1 to 4 gives an overview on major corporate finance topics. Many banks have respective business unites covering these issues. Valuation (#6) is considered to be the major tool to carry out a corporate finance analysis. Without profound valuation knowledge M&A, IPO, Private Equity/Venture Capital and Going Private can not be carried out. Therefore, the following major valuation techniques are scrutinised: Market cap and book value Discounted Cash Flow analysis Trading Multiples Transaction Multiples Others (e.g. Real options, Trade Buyer s Approach) Ernst, D., Häcker, J.: Applied International Corporate Finance, Vahlen publishers, 2007, Munich, first edition. This book is located in the library in my Semesterapparat. Feel free to make any copies as deemed to be necessary. It can also be bought as ebook under should you be interested in working with an electronic version. Brealey, R., Myers, S., Allen, F.: Principles of Corporate Finance, 9 th edition, Mc Graw Hill. Stand: Seite 16

17 Programme at the Edinburgh Napier Business School nd Semester at the ENBS* For information on programs and module descriptions please refer to the following link: rd Semester at the ENBS Module ECTS Module No. Dissertation 20 STS11130 Assessment method Research Methods 10 STS11131 Stand: Seite 17

18 1.3 Programme at the University of Glamorgan Business School nd Semester at the University of Glamorgan Business School Module ECTS Module No. The Development of Global Business Systems 10 ER4S04 The Entrepreneur in the Global Environment 10 ER4S05 Research Methods 10 BU4S02 Assessment method Please find the module description here: Type the module no. in the search box rd Semester at the University of Glamorgan Business School Module ECTS Module No. Dissertation - Management Research Project 30 EB4T10 Assessment method Please find the module description here: Type the module no. in the search box. Stand: Seite 18

19 1.4 Programme at IPAG Business School nd Semester at IPAG Business School Module ECTS New Management Approach 2 HRM Evolution and New Practices 2 Corporate Social Responsibility and PS Risks 2 Diversity Management 4 Analysis and Definition of Communication Strategy 2 Communication Tools 3 Media Convergence and Digital Communication 3 International Marketing Management 2 E-Business and E-Marketing 2 Understanding the News 1 Economics and Sustainability 1 French rd Semester at IPAG Business School Module ECTS Dissertation 30 Stand: Seite 19

20 1.5 Programme at ESC Pau nd Semester at ESC Pau Module ECTS Elective Courses - Major rd Semester at ESC Pau Module ECTS Elective Courses Minor and Dissertation th Semester at ESC Pau Module ECTS Internship (6 Months) 30 Stand: Seite 20