Digitale Ökonomie ist der zielgerichtete Ansatz zur Befriedigung menschlicher Bedürfnisse unter Berücksichtigung von Knappheit durch den Einsatz von digitalen Informations- und Kommunikationstechnologien. Ziel des Seminars ist es, aktuelle digitalökonomische Fragestellungen und deren Bezug zur volkswirtschaftlichen Theorie zu diskutieren. Hierfür werden vorab ein aktuelles populärwissenschaftliches Buch (in Deutsch oder Englisch) sowie zugehörige Fachliteratur (in Englisch) gelesen. Anschließend werden im Seminar einzelne Themen durch die Studierenden vorgestellt und gemeinsam kritisch diskutiert. 

The Future Trends Seminar is part of the inter-university two-semester INTIE program (Interdisciplinary Innovation and Entrepreneurship). In this seminar, students from different disciplines and universities work together. The focus of the seminar is the analysis of trends and markets with the aim to identify promising areas for innovative, future-compatible and sustainable business ideas. Students learn to evaluate trends of different levels and areas (e.g. megatrends, societal trends, technological trends) and to relate them to each other. They also engage with the basic approach of user/customer-centered innovation and gain experience in conducting interviews. Furthermore, they learn how to evaluate the potential of markets. In addition to these professional topics, another goal of this seminar is personal development and reflection. Thus, students are asked to look at personal resources and goals regarding the founding of an innovative startup in an interdisciplinary team. The seminar includes phases of group work as well as input from experts from practice and science and presentations by the participants.

You can only participate in the seminar if you have been admitted to the INTIE program.
 For this, an application via the website intie.de is necessary. Participants should be enthusiastic about innovation and entrepreneurship.

Wird im Seminar bekanntgegeben.

The course focuses on organizational design and collaboration engineering inside the boundaries of the firm: How can we design/engineer an organization internally such that it favors innovation?

The class will cover the basics of organizational design (universal problems of organizing), division of labor and integration of effort in organizations (task division, task allocation, decomposability of tasks, specialization and customization, agency problems), new organizational forms (novel forms of task division/allocation (e.g. self-selection), reward distribution, (e.g. user needs), information flow (virtual collaboration), incentivizing collaboration in firms (job design for collaboration, collocation, shared rewards, job rotation, physical layout), incentivizing innovation in firms (job design for innovation, resistance to innovation, experimentation and tinker time, intrinsic motivation, self-selection), authority and Control (hierarchies, flat/tall organizations, holocracies, span of control, minimal chain of command), specialization and Coordination (functional structures, divisional structures, product team structures, organization of innovation and R&D), informal organizational structure and innovation culture (innovation culture, psychological safety, networks in organizations), coordination roles for innovation and collaboration (promotor model, boundary spanners, technological gatekeepers), modularity and organizational designs (conway’s law, mirroring of technological architectures, design structure matrices), geographical aspects of collaborative innovation (innovation laboratories, spatial  layouts, technology and science parks, innovation clusters).

Will be announced

Scientific knowledge grows continuously but also experiences certain alignments over time. For example, early cultures had the believe of a flat earth while latest research has a spherical earth model. Also in social science and business management, from time to time certain concepts that have even been the predominant paradigm are challenged by new observations and models. Consequently, certain controversies emerge and build the base for advancing theory and managerial practice. With this lecture, we put ourselves in the middle of heated debates for informed academics and practitioners of the day after tomorrow.

The lecture targets several controversies in the domain of technology strategy and innovation management. By the classical academic method and the novel problem based learning format of a structured discussion, a given controversy is scrutinized. On selected topics, students will discuss a dispute and gain a thorough understanding. Specifically, based on a brief introduction of a motion, a affirmative constructive as well as a negative constructive is presented by two different student groups. Each presentation is followed by a response of the other group and questions from the class. Topics range from latest theories and concepts for value capture, to the importance of operating within a global marketplace, to cutting edge approaches for innovation stimulation and technology management. Consequently, this lecture deepens the knowledge in technology strategy and innovation management (TIM), enables a critical thinking and thought leadership.

1.       Course notes and materials provided before the lecture

2.       Leiblein/ Ziedonis (2011): Technology Strategy and innovation management. Edward Elgar Publishing Ltd (optional)

Most managerial decision problems require answers to questions such as “what happens to Y if we do X?”, or “was it X that caused Y to change?” In other words, practical business decision-making requires knowledge about cause-and-effect. While most data science and machine learning approaches are designed to efficiently detect patterns in high-dimensional data, they are not able to distinguish causal relationships from simple correlations. That means, commonly used approaches to business analytics often fall short to provide decision makers with important causal knowledge. Therefore, many leading companies currently try to develop specific causal data science capabilities. This module will provide an introduction into the topic of causal inference with the help of modern data science and machine learning approaches and with a focus on applications to practical business problems from various management areas. Based on an overarching framework for causal data science, the course will guide students to detect sources of confounding influence factors, understand the problem of selective measurement in data collection, and extrapolate causal knowledge across different business contexts. We also cover several tools for causal inference, such as A/B testing and experiments, difference-in-differences, instrumental variables, matching, regression discontinuity designs, etc. A variety of hands-on examples will be discussed that allow students to apply their newly obtained knowledge and carry out state-of-the-art causal analyses by themselves.

• Cunningham, Scott(2021).Causal Inference: The Mixtape, New Haven: Yale University Press.
• Huntington-Klein, N. (2021). The Effect: An Introduction to Research Design and Causality (1st ed.). CRC Press.
  
• Glymour, M., Pearl, J., & Jewell, N. P. (2016). Causal inference in statistics: A primer. John Wiley & Sons.
• Matheus Facure, Causal Inference for the Brave and True, https://matheusfacure.github.io/python-causality-handbook
• Angrist, J. D., & Pischke, J. S. (2014).Mastering metrics: The path from cause to effect. Princeton university press.
• Hernán Miguel A.,and Robins James M.(2020). Causal Inference: What If. BocaRaton: Chapman & Hall/CRC.
• Imbens, G. W., & Rubin, D. B. (2015).Causal inference in statistics, social, and biomedical sciences. Cambridge University Press.
• Pearl, Judea, and Dana Mackenzie (2018). The Book of Why. Basic Books, New York, NY.

• Begriffe und Grundlagen des Strategischen Managements
• Strategische Zielplanung
• Strategische Analyse und Prognose
• Schaffung strategischer Optionen
• Strategiebewertung, Implementierung und strategische Kontrolle
  

- Bea, F.X.; Haas, J.: Strategisches Management, 5. Auflage, Stuttgart 2009.
- Dess, G. G.; Lumpkin, G. T.; Eisner, A. B.: Strategic management: Creating competitive advantages, Boston 2010
- Hahn, D.; Taylor, B.: Strategische Unternehmensplanung: Strategische Unternehmensführung, 9. Auflage, Heidelberg 2006.
- Hinterhuber, H.H.: Strategische Unternehmensführung Bd. 1: Strategisches Denken, 7. Aufl., Berlin u. a. 2004
- Hinterhuber, H.H.: Strategische Unternehmensführung Bd. 2: Strategisches Handeln, 7. Aufl., Berlin u. a. 2004
- Hungenberg, H.: Strategisches Management in Unternehmen, 6. Auflage, Wiesbaden 2011
- Johnson, G.; Scholes, K.; Whittington, R.: Strategisches Management. Eine Einführung, 9. Auflage, München 2011
- Macharzina, K.: Unternehmensführung: Das internationale Managementwissen, 7. Auflage, Wiesbaden 2010.
- Porter, M.E.: Competitive strategy, New York 1980 (deutsche Ausgabe: Wettbewerbsstrategie, 10. Aufl., Frankfurt am Main 1999)
- Welge, M. K.; Al-Laham, A.: Strategisches Management, 5. Auflage, Wiesbaden 2008.

Contents

Basics of Marketing

The philosophy and fundamental aims of marketing. Contrasting different marketing fields (e.g. business-to-consumer versus business-to-business marketing). The process of marketing planning, implementation and controlling

Strategic Marketing Planning

How to find profit opportunities? How to develop cooperation, internationalization, timing, differentiation and cost leadership  strategies?

Market-oriented Design of products and services

How can companies get valuable customer input on product design and development? What is a service? How can companies design innovative services supporting the products?

Pricing

What are the underlying determinants of pricing decision? Which pricing strategies should companies choose over the life cycle of products? What are special forms of pricing on business-to-business markets (e.g. competitive bidding, auctions)?

Marketing Communication

What is the role of communication and advertising in business-to-business markets? Why advertise? How can companies manage communication over advertisement, exhibitions and public relations?

Sales and Distribution

How to build customer relationship? What are the major requirements of industrial selling? What is a distribution channel? How to design and manage a channel strategy on business-to-business markets?

Knowledge

Students will gain an introduction and good overview of

• Specific challenges in the marketing of innovative goods and services
• Key strategic areas in strategic marketing planning (cooperation, internationalization, timing)
• Tools for information gathering about future customer needs and requirements
• Fundamental pricing theories and pricing methods
• Main communication instruments
• Marketing channels and main organizational issues in sales management
• Basic approaches for managing customer relationship

Skills

Based on the acquired knowledge students will be able to:

• Design market timing decisions
• Make decisions for marketing-related cooperation and internationalization activities
• Manage the challenges of market-oriented development of new products and services
• Translate customer needs into concepts, prototypes and marketable offers
• Determine the perceived quality of an existing product or service using advanced elicitation and measurement techniques that fit the given situation
• Analyze the pricing alternatives for products and services
• Make strategic sales decisions for products and services (i.e. selection of sales channels)
• Analyze the value of customers and apply customer relationship management tools

Social Competence

The students will be able to

• have fruitful discussions and exchange arguments
• present results in a clear and concise way
• carry out respectful team work

Self-reliance

The students will be able to

• Acquire knowledge independently in the specific context and to map this knowledge on other new complex problem fields.
• Consider proposed business actions in the field of marketing and reflect on them.

Homburg, C., Kuester, S., Krohmer, H. (2009). Marketing Management, McGraw-Hill Education, Berkshire, extracts p. 31-32, p. 38-53, 406-414, 427-431

Bingham, F. G., Gomes, R., Knowles, P. A. (2005). Business Marketing, McGraw-Hill Higher Education, 3rd edition, 2004,  p. 106-110

Besanke, D., Dranove, D., Shanley, M., Schaefer, S. (2007), Economics of strategy, Wiley, 3rd edition, 2007, p. 149-155

Hutt, M. D., Speh, T.W. (2010), Business Marketing Management, 10th edition, South Western, Lengage Learning, p. 112-116

Die universelle Herausforderung für Studenten ist es, das im Studium erlernte Wissen in einen praktischen
Kontext zu übertragen. Management ist, mehr als jedes einzelne Fach für sich, die Kunst, aus den
verschiedenen Themenfeldern eine holistische Entscheidung zu formen. Grundsätzlich ist dieses Prinzip in
jeder Art von Management unverändert, sei es in einem Start-up, in einem mittelständischen oder einem
börsennotierten Unternehmen. Dem Management liegt also die folgende Frage zu Grunde: Welche
Kombination von Handlungen führt zu einem nachhaltigen Wettbewerbsvorteil für die eigene Organisation.
Um bei der Beantwortung dieser Frage behilflich zu sein, möchte dieser Kurs Einsichten in die
zurückliegenden und künftig benötigten Veränderungen innerhalb der GEA geben. Um dies zu erreichen,
wird eine Kombination theoretischer und praktischer Elemente mit Fallstudien, einem Managementspiel und
Diskussionen angeboten. Das Ziel ist, diese Vorlesung so weit wie möglich an der Managementrealität
anzulehnen. Die Vorlesung gestaltet sich über drei Tage in täglichen Blöcken á sechs Stunden, weitere Details folgen.

Es wird kein Lehrbuch benötigt.

Fallstudien (verpflichtend)

• Notwendig, um die theoretisch erlernten und praktisch veranschaulichten Konzepte in einen Anwendungsrahmen zu bringen.
• Müssen gelesen und, wo erwähnt, zur gemeinsamen Besprechung vorbereitet werden.
• Die vorzubereitenden Fragen werden mit den Vorbereitungsmaterialien verteilt.

• Leadership & its Environment - Führung & Führungsumfeld
• Motivation
• Lead Yourself - Selbstführung
• Leadership Theories & Styles - Führungstheorien und -stile
• Team Leadership - Team & Führung
• Lead Change - Wandel herbeiführen
• Operational Change - Veränderung im Unternehmen umsetzen
• Develop Leadership - Führungsworkshop

Czikszentmihalyi, Mihalyi (2014): Flow im Beruf oder Das Geheimnis des Glücks am Arbeitsplatz,
Klett-Cotta, 1. Auflage

Drucker, Peter F. (1999): Manage Oneself, Harvard Business School, On Managing Yourself, S.13-32

Dweck, Carol (2017): Selbstbild - Wie unser Denken Erfolge oder Niederlagen bewirkt, Piper-Verlag (engl. Original: Mindset - The new psychology of success)

Goleman, Daniel (2000): Leadership that gets results, Harvard Business School, On Managing People, S.1-14

Laloux, Frederic (2015): Reinventing Organizations, Verlag Franz Vahlen

McKee, Annie (2014): A focus on leaders, Pearson Education Ltd., 2. Auflage

Northouse, Peter G. (2019): Leadership - Theory & Practise, Sage Publications, 8. Auflage

Das Thema Patentrecht hat für die meisten Naturwissenschaftler/-innen und Ingenieur/-innen in ihrem Berufsleben eine große Bedeutung. Sie tragen maßgeblich zu Innovationen bei und helfen dabei, diese rechtzeitig und möglichst umfassend zu schützen. Ferner muss bei einer technischen Entwicklung geprüft werden, ob möglicherweise bestehende Schutzrechte von Wettbewerbern verletzt werden. In der Vorlesung wird eine praxisbezogene Einführung ins Patentrecht zu den folgenden Themen gegeben: Arten gewerblicher Schutzrechte; Rechtliche Grundlagen; Voraussetzungen für Patentfähigkeit; Prüfung von Patentverletzungen; Einführung in das Arbeitnehmererfindungsgesetz. Die Themen werden in praktischen Übungen vertieft.

The lecture “project management” aims at characterizing typical phases of projects. Important contents are: possible tasks, organization, techniques and tools for initiation, definition, planning, management and finalization of projects. This will also be deepened by exercises within the framework of the event.

The following topics will be covered in the lecture:

• SMART, Work Breakdown Structure, Operationalization, Goals relation matrix
• Metra-Potential Method (MPM), Critical-Path Method (CPM), Program evaluation and review technique (PERT)
• Milestone Analysis, Earned Value Analyis (EVA)
• Progress reporting, Tracing of project goals, deadlines and costs, Project Management Control Loop, Maturity Level Assurance (MLA)
• Risk Management, Failure Mode and Effects Analysis (FMEA), Risk Matrix

Project Management Institute (2017): A Guide to the Project Management Body of Knowledge (PMBOK® Guide) 6. Aufl. Newtown Square, PA, USA: Project Management Institute.

DeMarco, Tom (1997). The Deadline: A Novel About Project Management.

DIN Deutsches Institut für Normung e.V. (2009). Projektmanagement - Projektmanagementsysteme - Teil 5: Begriffe. (DIN 69901-5)

Frigenti, Enzo and Comninos, Dennis (2002). The Practice of Project Management.

Haberfellner, Reinhard (2015). Systems Engineering: Grundlagen und Anwendung

Harrison, Frederick and Lock, Dennis (2004). Advanced Project Management: A Structured Approach.

Heyworth, Frank (2002). A Guide to Project Management.

ISO - International Organization for Standardization (2012). Guidance on Project Management. (21500:2012(E))

Kerzner, Harold (2013). Project Management: A Systems Approach to Planning, Scheduling, and Controlling.

Lock, Dennis (2018). Project Management.

Martinelli, Russ J. and Miloševic, Dragan (2016). Project Management Toolbox: Tools and Techniques for the Practicing Project Manager.

Murch, Richard (2011). Project Management: Best Practices for IT Professionals.

Patzak, Gerold and Rattay, Günter (2009). Projektmanagement: Leitfaden zum Management von Projekten, Projektportfolios, Programmen und projektorientierten Unternehmen.

In der Veranstaltung werden aktuelles Wissen und Trends zum Projektmanagement behandelt:

    Projektmanagementkultur mit Lessons Learned, Optimierung von Theorie und Prozess       Projektmanagementtheorie gespiegelt an den Erfahrungen aus der Projektmanagementpraxis
    Entwicklung, Implementierung und Betrieb eines PM-Systems in kleinen und großen Firmen, z.B. Siemens
   Grundlagen des Projektmanagements (Kompetenzen, Methoden, Tools) werden geübt, z.B. EVA, MTA, KTA, FMEA, PDCA, MPM

Ziel ist die Information über aktuelle Herausforderungen im PM.

    Modernes agiles Projektmanagement in dynamischen Märkten
    Herausforderungen in bewegten Zeiten bestehen, Projektmanagement im VUCA- und BANI-Umfeld
    Beherrschen von Änderungen und Veränderungen
    Sicherung der Zukunft durch professionelles Agieren
    Sicherstellen von Gesundheit und Ergebnis in Job und Projekt

Mit den Themenschwerpunkten

    Projektmanagement in Industrie, KMU, Studium und privat
    Project Life Cycle, Prozess und Organisation, agil oder ‘agil‘
    Integrations-, Inhalts- und Umfangsmanagement, Umfeld- und Stakeholder Management
    Vertrags-, Risiko- und Änderungsmanagement
    Termin-, Kosten- und Personalmanagement
    Qualitätsmanagement, Erfolgsfaktoren im Projektumfeld
    Der menschliche Faktor, Unternehmenskultur
    Kommunikationsmanagement, Teamentwicklung, Führungstheorien

Projektmanagement wird als probates Mittel zur Aufgaben- und Problemlösung in privaten und beruflichen Umfeldern präsentiert. Projektmanagement wird immer mehr als agiles zielorientiertes Führungskonzept in Firmen und Betrieben genutzt. Den TeilnehmerInnen werden Kompetenzen und Lösungswege zur besseren Bewältigung ihrer Aufgaben vorgestellt. Die Anwendung des Projektmanagements kann bereits im Studium zur Verbesserung von Struktur, Kommunikation, Ergebnis führen und auf den Berufseinstieg vorbereiten. Die Vorlesung dient als  Basis für eine Projektmanagementzertifizierung bei den entsprechenden Zertifizierungsstellen wie z.B. GPM oder PMI, der Projektmanagementprozess wird gemäß den grundlegenden internationalen Projektmanagementstandards von IPMA und PMI und dem für die Praxis angepasstem Projektmanagementsystem von Siemens vorgestellt.

• PMI - PMBOK-Guide 7th Edition (A Guide to the Project Management Body of Knowledge) 2021
• GPM - Kompetenzbasiertes Projektmanagement (PM4) 2019
• Bea/Scheurer/Hesselmann - Projektmanagement 2019
• Kerzner, Harold - Projektmanagement 2022

The Protoype & Pitch Seminar is part of the inter-university two-semester INTIE program (Interdisciplinary Innovation and Entrepreneurship). In this seminar, students develop a business idea to start a company in an interdisciplinary team. An iterative approach based on design thinking is taught. In this way, students learn methods for developing business ideas. Experts from practice and academia provide expertise in startup-relevant areas such as market validation, startup law, negotiations and marketing/sales. The central topic of the semester is the structure and execution of a convincing pitch. Each team pitches their project several times during the semester. Experts from academia and practice are on hand at all pitches to provide students with constructive feedback. In addition, students receive pitch training. Students also develop initial prototypes or mock-up prototypes of their start-up ideas to illustrate the solution and gather feedback from potential customers. Professors and experts from the field are also available for individual coaching of the teams. In addition, successful collaboration in the interdisciplinary start-up team will be revisited and deepened as a topic from the first semester (Future Trends Seminar).

You can only participate in the seminar if you have been admitted to the INTIE program. For this, an application via the website intie.de is necessary. Participants should be enthusiastic about innovation and entrepreneurship.

Inhalte:

1. Bedeutung des externen Rechnungswesens und erster Überblick
2. Systematik und Technik der doppelten Buchführung
3. Von der Inventur zur Bilanz
4. Bilanzierungsgrundsätze und -regelungen: Allgemeine Ansatzvorschriften, Bewertungs- und Ausweisvorschriften HGB/ IFRS
5. Bilanzpolitik

Unterlagen:

Die Inhalte werden hauptsächlich über entsprechend zur Verfügung gestellte Lernvideos vermittelt.

Ergänzende Literatur:

Ausgewählte Bücher:

• Weber, J./Weißenberger, B. (2015): Einführung in das Rechnungswesen, 9. Aufl., Stuttgart
• Eilenberger, G./ Toebe, M./ Scherer, F. (2014): Betriebliches Rechnungswesen, 8. Auflage, München
• Coenenberg, A./Haller, A./Mattner, G./Schultze, W. (2009): Einführung in das Rechnungswesen, 3. Aufl., Stuttgart.
• Döring,U./Buchholz, R. (2009): Buchhaltung und Jahresabschluss, 11. Aufl., Berlin.

• Auffrischung: Grundlagen des Rechts
• Fälle rechtlich relevanten Ingenieurshandelns: Vertragsrecht, Haftungsrecht - auch Produkthaftung,  Arbeitsrecht, Patentrecht, Gesellschaftsrecht 

Notwendiger Gesetzestext (in Klausur erlaubt):

Bürgerliches Gesetzbuch 72. Auflage , 2013  , dtv Beck-Texte  5001,  ISBN 978-3-406-65707-8

Empfohlene Gesetzestexte:Arbeitsgesetze 83. Auflage, 2013  dtv Beck-Texte  5006   ISBN 978-3-406-65689-7
Handelsgesetzbuch 54. Auflage, 2013   dtv Beck Texte  5002  ISBN 978-3-406-65083-3
Gesellschaftsrecht, 13. Auflage , 2013  dtv Beck Texte  5585   ISBN 978-3-406-64502-0
Wettbewerbsrecht, Markenrecht und Kartellrecht , 33. Auflage, 2013  dtv Beck Texte    ISBN 978-3-406-65212-7

Empfohlene Literatur: 

Vock, Willi,  Recht der Ingenieure, 1. Auflage 2012, Boorberg Verlag , ISBN-10:3-415-04535-8  --- EAN:9783415045354

Meurer Rechtshandbuch für Architekten und Ingenieure 1…Auflage  -- erscheint  Anfg 2014      Werner Verlag   ISBN 978-3-8041-4342-5
Eisenberg / Gildeggen / Reuter / Willburger  Produkthaftung 2. Auflage - erscheint Anfg 2014    Oldenbourg Verlag - ISBN 978-3-486-71324-4
ENDERS/HETGER, Grundzüge der betrieblichen Rechtsfragen, 4. Auflage, 2008 Richard Boorberg Verlag - ISBN 978-3-415-04005-2
Müssig, Peter,  Wirtschaftsprivatrecht,  15. Auflage, 2012 ,  C.F. Müller   UTB  - ISBN  978-3-81149476-3
Schade, Friedrich, Wirtschaftsprivatrecht,  2. Auflage 2009,  Kohlhammer - ISBN  978-3-17-021087-5 

• Integrating economic and social progress using value principles
• Generic social issues, value chain social impacts, social dimensions of competitive context
• Shareholder and stakeholder theory
• Stakeholder management
• Circular economy
• Real life case studies
• Evaluation: project

Donaldson, T., & Preston, L. (1995). The Stakeholder Theory Corporation: Concepts, Evidence and Implications. Academy of Management Review, 20(1):65-91. 

Freeman, R. E. (1984). Stakeholder management: A stakeholder approach. Marshfield, MA: Pitman Publishing. 

Kramer, M. R., & Porter, M. E. (2006). Strategy and society: The link between competitive advantage and corporate social responsibility. Harvard business review, 84(12), 78-92.

Lüdeke-Freund, F., Gold, S., & Bocken, N. M. (2019). A review and typology of circular economy business model patterns. Journal of Industrial Ecology, 23(1), 36-61.

Porter ME, Kramer MR (2011) Creating shared value. Harv Bus Rev 89(1/2):62-77

General description of course content and course goals

We negotiaate everday in privat and professional contexts. Leading negotiations successfully has a significant impact on future careers. Yet, we tend to have limited knowledge about the theory and empirical evidence regarding successful negotiating. Many people approach negotiations in a rather intuitive and unplanned way which often results in sub-optimal negotiation outcomes.

The purpose of this interactive and problem-based course is to theortically understand the strategies and process of negotiation as practiced in a variety of business-related settings (e.g. negotiations about working conditions, negotiations with customers and suppliers). The course will highlight the components of an effective negotiation (strategy, perparation, execution, evaluation) and offer the students the opportunity to analyze their own behavior in negotiations in order to improve.

The course structure is experiential and problem-based, combining lectures, class discussion, mini-cases and small erxercises, and more comprehensive negotiation practices in longer sessions. Through participation in negotiation exercises, students will have the opportunity to practice their communication and persuasion skills and to experiment with a variety of negotiating strategies and tactics. Students will apply the lessons learned to ongoing, real-world negotiations.

Content:

The students will find answers to the following fundamental questions of negotiation strategies in theory and practice:

• How do negotiations influence everyday life and business processes?
• What are key features of negotiations?
• What are different forms of negotiations? What kinds of negotiation can be distinguished?
• Which theoretical approaches to a theory of negotiation can be distinguished?
• How can game theory be applied to negotiation?
• What makes an effective negotiator?
• Which factors should be considered when planning negotiations?
• What steps must be followed to reach a deal?
• Are there specific negotiation tactics?
• What are the typical barriers to an agreement and how to deal with them?
• What are possible cognitive (mental) errors and how to correct them?

Knowledge

Students know...

• the theory basics of negotiations (e.g. game theory, behavioral theories)
  
• the types and the pros and cons of diffrent negotiation strategies
• the process of negotiation, inlcuding goal formulation, preparation/planning, execution and evaluation 
• about some key issues impacting negotiations (e.g. team building and roles, barriers to reaching a deal, cognitive biases, multi-phase negotiations)

Skills

Students are capable of...

• simultaneously considering multiple factors in negotiation situations and taking reasoned actions when preparing and conducting negotiations.
• Analyzing and handling the key challenges of uncertainty, risk, intercultural differences, and time pressure in realistic negotiation situations.
• assessing the typical barriers to an agreement (e.g. lack of trust), dealing with hardball tactics (e.g. good cop, bad cop; lowball, highball; intimidation), and avoiding cognitive traps (e.g. unchecked emotions, overconfidence).
• reflecting on their decision-making in uncertain negotiation situations and derive actions for future decisions.

Social Competence

Students can...

• provide appropriate feedback and handle feedback on their own performance constructively.
• constructively interact with their team members in role playing in negotiations sessions
• develop joint solutions in mixed teams and present them to others in real-world negotiation situatio
  

  Self-Reliance

  Students are able to...

  • assess possible consequences of their own negotiation behavior
  • define own positions and tasks in the negotiation preparation process.
  • justify and make elaborated decisions in authentic negotiation situations.
  
  
  

R.J. Lewicki / B. Barry / D.M. Saunders: Negotiation. Sixth Edition, McGraw-Hill, Boston, 2010.

H. Raiffa: Negotiation analysis. Belknap Press of Harvard Univ. Press, Cambridge, Mass, 2007.

R. Fisher / W. Ury: Getting to yes. Third edition. Penguin, New York, 2011.

M. Voeth / U. Herbst: Verhandlungsmanagement: Planung, Steuerung und Analyse. Schäffer-Poeschel, Stuttgart, 2009.

Unterschiedliche Gewalten, Organe und Handlungsformen der Gewalten

 Grundbegriffe und Grundstrukturen der Grundrechte, grundrechtsgleiche Rechte

Grundrechtsfähigkeit, objektive Funktionen und subjektiver Gewährleistungsgehalt von Grundrechten

Die Menschenwürde als Leitprinzip der Verfassung

Das allgemeine Persönlichkeitsrecht

Die allgemeine Handlungsfreiheit 

Vorrausgesetzt:

Eigene Ausgabe des Grundgesetzes (kostenlos bei der Landeszentrale für politische Bildung erhältlich)