• Foundation of empirical research
• Types of scientific statements
• Objectives of empirical research (designs)
• Special research questions of international management research
• Content and process of quantitative international management research 
• Content and process of qualitative international management research
• General issues of empirical research (indication of research designs, quality criteria)
• Literature reviews as examples of non-empirical research

• Bortz, J./Döring, N. (2006): Forschungsmethoden und Evaluation für Human- und Sozialwissenschaftler, 4. überarb. Aufl., Nachdruck, Heidelberg 2009.
• Brühl, R. (2014): Wie Wissenschaft Wissen schafft - Wissenschaftstheorie für Sozial- und Wirtschaftswissenschaften, Stuttgart 2014 (UTB Taschenbuch)
• Bryman, A./Bell, E. (2015). Business research methods. Oxford University Press, USA.
• Eisenhardt, K. M./Graebner, M. E. (2007): Theory building from cases: Opportunities and challenges, in: Academy of Management Journal, 50. Jg. 2007, Heft 1, S. 25-32.
• Flick, U. (2009). An Introduction to Qualitative Research (4th ed.). Thousand Oaks, CA: Sage Publications.
• Kirsch, W./Seidl, D./van Aaken, D. (2007): Betriebswirtschaftliche Forschung. Wissenschaftstheoretische Grundlagen und Anwendungsorientierung, Stuttgart 2007.
• Oesterle, Michael-Jörg, and Stefan Schmid. "Internationales Management." Forschung, Lehre, Praxis. Schäffer-Poeschel, Stuttgart (2009).
• Töpfer, A. (2009): Erfolgreich forschen, Berlin/Heidelberg 2009.
• Wrona, T. (2005): Die Fallstudienanalyse als wissenschaftliche Forschungsmethode, ESCP-EAP Working Paper Nr. 10, Berlin 2005 (wird zum Download zur Verfügung gestellt).
• Wrona, T./Bauer, A. (i.V.): Theory-based Qualitative Case Study Research (Lehrbuch in Vorbereitung)

Übungstexte, die während der Vorlesung herausgegeben werden.

• Competitiveness of firms/industries/nations/regions
• Competition Across Locations & Global Strategy for MNCs
• Industry Competition, Strategy and Location 
• The Diamond Model: developing/developed Economies 
• Clusters and Cluster Development
• Harvard case studies of selected firms/industries/nations/regions
• Development and presentation of case studies in groups
• Participant-centered learning
• Composition of a cluster- and country-related seminar thesis
  

• Audretsch, D. and Feldman, M. (1996), “Knowledge spillovers and the geography of innovation and production”, American Economic Review, Vol. 86 No. 3, pp. 630-640.
• Bamberger, I. and Wrona, T. (2012), Strategische Unternehmensführung, 2., erweiterte Auflage, München 2012.
• Bamberger, I./Wrona, T. (2012): Strategische Unternehmensführung, 2., erweiterte Auflage, München 2012.
• Bell, G.G. (2005), “Clusters, networks, and firm innovativeness”, Strategic Management Journal, Vol. 26 No. 3, pp. 287-295.
• Krugman, P. (1991), Geography and Trade, MIT Press, Cambridge, MA.
• Porter, M.E. (1990), The Competitive Advantage of Nations, Free Press, New York, NY.
• Porter, M.E. (1991): Nationale Wettbewerbsvorteile, München 1991
• Porter, M.E. (2008): On Competition, Boston MA 2008
• Tallman, S., Jenkins, M., Henry, N. and Pinch, S. (2004), “Knowledge, clusters and competitive advantage”, Academy of Management Review, Vol. 29 No. 2, pp. 258-271.

Management Accounting

• Cost type accounting: Cost concepts, recognition and evaluation of resources
• Cost center accounting: Expense distribution, stepladder method, equation method, indirect cost apportionment, special settlement of cost center service
• Costing: Causer-pays and marginal principle, output costing, equivalence number costing, overhead calculation, charge rate calculation
• Cost unit accounting: unit-of-output costing, cost unit period costing, total cost accounting, cost of sales accounting
• Standard cost accounting: Cost resolution, fixed and flexible planned cost calculation, marginal costing
• Breakeven analysis: Direct costing, multi-level fixed cost absorption, bottleneck-related contribution margin in operational production program planning
• Modern cost management: Relevance Lost, activity based costing, target costing

Financial Accounting

• Importance of financial accounting and initial overview
• Accounting principles and regulations: General approach, valuation and disclosure regulations (HGB)
• Total and sales cost format, annex
• International financial reporting (IFRS, US-GAAP)
• Accounting policy
• Auditing
• Balance sheet analysis: Choice of method(s), data processing, data evaluation
• Annual report analysis (financial: investment analysis, financing analysis, liquidity analysis; performance: cost analysis, earnings analysis, profitability analysis)

Exercise:

Both parts of the lecture include an exercise. For the Managment Accounting part there are also Web-based exercises for self-testing.

Literatur internes Rechnungswesen:

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
   • Horngren, C. T. /Bhimani, A./Datar, S. M./Foster, G. (2005): Management and Cost Accounting, 3rd ed., Harlow.

• Friedl, G./ Hofmann, C./Pedell, Burkhard. (2010): Kostenrechnung: eine entscheidungsorientierte Einführung, München.

• Joos-Sachse, T. (2006): Controlling, Kostenrechnung und Kostenmanagement, 4. Aufl., Stuttgart.
• Schweitzer, M./Küpper, H.-U. (2008): Systeme der Kosten- und Erlösrechnung, 9. Aufl., München.
• Weber, J./Weißenberger, B. (2010): Einführung in das Rechnungswesen, 8. Aufl., Stuttgart.

Literatur externes Rechnungswesen:

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
   • 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.
• Heinhold, M. (2010): Buchführung in Fallbeispielen, 11. Aufl., Stuttgart.

• Pellens, B./Fülbier, R. U./Gassen, J./Sellhorn, T. (2011): Internationale Rechnungslegung: IFRS 1 bis 9, IAS 1 bis 41, IFRIC-Interpretationen, Standardentwürfe Mit Beispielen, Aufgaben und Fallstudie 8. Aufl., Stuttgart.

• Wöhe, G./Döring, U. (2010): Einführung in die allgemeine Betriebswirtschaftslehre, 24. Aufl., München.

1. Gesetzestexte/Standards:

• Handelsgesetzbuch (HGB) (Achtung: BilMoG!), teilw. Aktiengesetz (AktG)

• Introduction to corporate finance and financial management of the multinational firm;
• Valuation and capital budgeting (e.g., time value of money, valuing stocks and corporate bonds, discounted cash flow, net present value and other criteria, making capital investment decisions);
• Risk and return (e.g., measuring risk, risk and diversification, the cost of capital, dividend decisions, valuation principles such as WACC, APV, multiples and real options);
• Capital structure (e.g., equity financing and stocks, debt financing and corporate bonds, leasing and off-balance-sheet financing);
• Options and futures (e.g., call and put options, warrants and convertibles, financial risk management with derivates);
• Financing and financial planning of the multinational firm (e.g., financial statement analysis, short and long-term financial planning, cash and credit management);
• International corporate finance (e.g., foreign exchange exposure and management, international portfolio investments, international mergers and acquisitions);
• Comparison of Germany to other countries, especial to the USA, using e.g. case studies and exercises on internationally important topics (financial markets, companies, pension and stock markets, company risk, investments, level of debt).

Mandatory literature:

Brealey, R.A./Myers, S.C./Marcus, A.J (2020): Fundamentals of Corporate Finance, 10e, New York: McGraw-Hill.

Additional literature:

Brealey, R.A./Myers, S.C./Allen, F. (2020): Principles of Corporate Finance, 13e, New York: McGraw-Hill.

Berk, J./DeMarzo, P. (2017): Corporate Finance, 5e, Boston: Pearson.

Eun, C.S./Resnick, B.G. (2018): International Financial Management, 8e, New York: McGraw-Hill.

Ross, S./Westerfield, R./Jaffe, J./Jordan, B. (2016): Corporate Finance, 11e, New York: McGraw-Hill.

Ross, S.A./Westerfield, R.W./Jaffe, J./Jordan, B. (2018): Corporate Finance: Core Principles and Applications, 5e, New York: McGraw-Hill.

Business-to-business (B2B) markets play an important role in most economies. At the same time, B2B markets differ strongly from consumer goods markets. For example, companies’ buying decisions follow different rules than those of consuming individuals. Consequently, marketing mix decisions in B2B markets need to follow the specific circumstances in such markets.

The aim of this lecture is to enable students to understand the specifics of marketing in B2B markets. At the beginning, students learn which strategic marketing decisions may be most appropriate in industrial markets. Following that, the lecture will focus more on different options to design marketing mix elements - Pricing, Communication and Distribution - in B2B markets. We extend the student’s basic knowhow in marketing and focus on the specific requirements in B2B markets.

• The importance, specific characteristics and developments of B2B markets today
• Organizational buying behavior and the corporate buying process
• B2B marketing strategies regarding modes and time of market entry with focus on innovative industrial products
• Types of project-related cooperation in the B2B project business
• Specific operational marketing methods in communication (success factors of fares and exhibitions, importance of public relations for B2B markets); pricing (measuring willingness-to-pay via auctions; value-based pricing in industrial markets, bidding models and auctioning); distribution and channel strategies for B2B markets
• Marketing in complex value chains: Solving the problem of direct customers’ unwillingness to adopt innovative products by directly addressing indirect customers
  
  

Knowledge

The students will develop a thorough understanding of:

• How organizations and firms buy
• How marketing can be performed in complex value chains
• Promising market and competitive strategies in B2B markets
• Modes of cooperation in B2B markets
• Marketing-Mix decisions in B2B marketing (communication, pricing, distribution)

Skills

• analyzing the advantages and disadvantages of different target market, market entry, timing and allocation strategies;
• identifying and systematically address relevant partners when selling to business organizations;
• developing context-specific market-entry and timing strategies;
• making appropriate decisions for the pricing and communication of industrial products;
• applying the theoretical knowledge to business cases or real examples

Social Competence

The students will be able to

• having fruitful professional discussions;
• presenting and defending the results of their work in groupwork;

Self-reliance

• acquiring knowledge in the specific context independently and to map this knowledge onto other new complex problem fields.

Assessment

Written examination & Class participation in interactive elements (presentations, homework)

Blythe, J., Zimmerman, A. (2005) Business-to-Business Marketing: A global perspective, London, Thomson 

Monroe, K. B. (2002). Pricing: Making Profitable Decisions, 3^rd Edition

Morris, M., Pitt, L., Honeycutt, E. (2001), Business-to-Business Marketing, New York, Sage Publishing, 3rd Edition

Nagle, T., Hogan, J., Zale, J. (2009), Strategy and Tactics of Pricing, New York, Prentice Hall, 5th Edition

Globalization of business processes and the revolution in information and communication technologies (ICT) have resulted in distributed workflows across geographic boundaries. These developments as well as increased immigration emanating, for example, as a consequence of a shortage of skilled labour in many industrialized nations, have led to the creation of (virtual) multi-cultural, multi-ethnic teams with diverse cultural backgrounds. Such diversity generally has a positive impact on creativity and innovativeness, as many empirical studies confirm. Nevertheless, varying cultural practices, communication styles, and contextual sensibilities have the potential to disturb or even disrupt collaborative work processes, if left unmanaged.

This course focuses on inter-cultural management
from both, theoretical as well as practical, points of view to provide a solid fundament to students enabling them to operate successfully in cross-cultural settings. Case studies and guest lecture(s) will be used to provide added practical relevance to the course. In addition, where practicable, student assignments will be used to foster autonomous learning.

Some of the main topics covered in this course include:

• Understanding “culture” and its impact on human interaction
• Verbal and non-verbal communication
• High and low context communication
• Role of formality and non-formality in communication
• Varying interpretations of symbols, rituals & gestures
• Managing diversity in domestic settings

• Bartlett, C.A. / Ghoshal, S. (2002): Managing Across Borders: The Transnational Solution, 2^nd edition, Boston
• Deresky, H. (2006): International Management: Managing Across Borders and Cultures, 3^rd edition, Upper Saddle  River
• French, R. (2010): Cross-cultural Management in Work Organisations, 2^nd edition, London
• Hofstede, G. (2003): Culture's Consequences : Comparing Values, Behaviors, Institutions and Organizations across Nations, 2^nd edition, Thousand Oaks
• Hofstede, G. / Hofstede, G.J. (2006): Cultures and Organizations: Software of the mind, 2^nd edition, New York

Growing internationalization of companies and increased globalization require dealing with operations and specifics of international management as well as creating an understanding of intercultural differences. In order to help the students to understand these specifics and challenges accompanying international companies, the course will be divided in the following parts:

• Important Aspects in International Management
• Theories of Internationalization
• Specific characteristics of international companies and their strategies
• Organizational Structure and Leadership in international companies

During the course, the content will be covered from a theoretical as well as a practical point of view by using examples of different companies. In order to provide practical relevance to the course, a guest speaker from a well-known international company will be invited or alternatively a company visit will be organized as well as an analysis of a case study will take place. 

1. Course notes and materials provided before the lecture.
2. Selected books:
   • Bartlett/Ghoshal (2002): Managing Across Borders, The Transnational Solution, 2nd edition, Boston
   • Buckley, P.J./Ghauri, P.N. (1998), The Internationalization of the Firm, 2nd edition
   • Czinkota, Ronkainen, Moffett, Marinova, Marinov (2009), International Business, Hoboken
   • Dunning, J.H. (1993), The Globalization of Business: The Challenge of the 1990s, London
   • Ghoshal, S. (1987), Global Strategy: An Organizing Framework, Strategic Management Journal, p. 425-440
   • Praveen Parboteeah, K.,Cullen, J.B. (2011) , Strategic International Management, International 5th Edition
   • Rugman, A.M./Collinson, S. (2012): International Business, 6th Edition, Essex 2012

Lying press - there is a revival of the disparaging invective. Journalists use to shoot it down by leading it back to its supposed roots in the NS-propaganda. This is less convincing as several parties and ideologies have used it since the middle of the 19^th century to discredit the media of other parties and ideologies. And it is missing the core of the problem. Critics are reasonably afraid that the choice of “lying press” to the “non-word of the year” 2014 has blocked the question, if there is a justified criticism of information media and journalism - or more precisely of the relationship between journalism and its audience. If this is the case both - journalism and audience - are involved from the perspective of inter actionism.    

Against this background interactive instructions will be given by scholarly literature and practical examples from the German and international media business.

Questions like the following will be discussed:

• Is journalism really a profession? If so - since when?
• What is journalism for? (task and duties, functions, self-images)
• Do the audience and journalists themselves have a reasonable understanding of tasks, functions, practices, problems of journalism?
• What is the current concept of journalistic professionalism? Has it ever been the same?
• From an international perspective: Does journalism in Germany have special shortcomings - if so, how can they be removed?
• What are the economic challenges for journalism from the digital media upheaval?
• In which direction do journalistic professionalism and self-understanding change in the digital media world?

Objective is solid learning about professional tasks, ethics, techniques, endagerments, history and current problems of journalism including science journalism.

Zur Einführung:
Lilienthal, Volker/Neverla, Irene (Hrsg.) (2017): „Lügenpresse“. Anatomie eines politischen Kampfbegriffs. Köln: Kiepenheuer & Witsch. https://www.kiwi-verlag.de/buch/luegenpresse/978-3-462-31782-4/
Pöttker, Horst (2010): Der Beruf zur Öffentlichkeit. Über Aufgabe, Grundsätze und Perspektiven des Journalismus in der Mediengesellschaft aus der Sicht praktischer Vernunft. In: Publizistik, 55. Jg., H. 2, S. 107-128. https://www.springerprofessional.de/en/der-beruf-zur-oeffentlichkeit/5889108
Weischenberg, S. (2007): Das Jahrhundert des Journalismus ist vorbei. Rekonstruktionen und Prognosen zur Formation gesellschaftlicher Selbstbeobachtung. In: Bartelt-Kircher, G. et al.: Krise der Printmedien - eine Krise des Journalismus? Berlin und New York, de Gruyter Saur, S. 32-60.
https://medien21.wordpress.com/2011/10/17/weischenberg-das-jahrhundert-des-journalismus-ist-vorbei/
Eine ausführliche Literaturliste wird am Anfang des Seminars verteilt.

Weischenberg, S. (2010): Das Jahrhundert des Journalismus ist vorbei. Rekonstruktionen und Prognosen zur Formation gesellschaftlicher Selbstbeobachtung. In: Bartelt-Kircher, Gabriele u.a.: Krise der Printmedien - eine Krise des Journalismus? Berlin und New York: de Gruyter Saur, S. 32-60.

Eine ausführliche Literaturliste wird am Anfang des Seminars verteilt. 

Popular novels and films significantly contribute to the public understanding of science and its representatives. How to define “good” or “bad” science is negotiated in a variety of artistic works. Stereotypes such as the “mad scientist”, which originated in early nineteenth century England, continue to persist. Mary Shelley created the prototype of the obsessive and reckless scientist in Frankenstein - The Modern Prometheus (1818) who conducts his forbidden experiments in a secret lab and crosses ethical boundaries. This masculine stereotype has been followed by further ones such as the noble, adventurous or clumsy scientist, whereas scholars have only recently begun to consider the representation of female science.

First, this seminar is devoted to selected formations of knowledge in relation to literature from classical antiquity to the present. Second, the focus shall rest on the production of persistent stereotypes in various media formats such as novels or films while paying particular attention to the aspect of gender. The overall goal of the seminar is an understanding of science as a cultural practice.  

Requirements for participation: Shelley, Mary: Frankenstein. New York: Norton, 2012. Please pay attention to the exact publication dates.

From Arts & Crafts to modern Design - applied arts focus on the design of all kinds of products. Therefore applied arts allow to come to more thorough conclusions about social, historical, cultural issues.

In the course the impact of social developments on these particular genres are discussed.

Wird noch angegeben

• Theories and methods of project management
• Innovation management
• Agile project management
• Fundamentals of classic and agile methods
• Hybrid use of classic and agile methods  
• Roles, perspectives and stakeholders throughout the project
• Initiating and coordinating complex engineering projects
• Principles of moderation, team management, team leadership, conflict management
• Communication structures: in-house, cross-company
• Public information policy
• Promoting commitment and empowerment
• Sharing experience with specialists and managers from the engineering sector
• Documenting and reflecting on learning experiences

Seminarapparat

Master’s German course in cooperation with IBH e.V. - Master’s German courses at different levels

In the international studies program these are obligatory for non-native speakers of German and for students without a DSH certificate or equivalent TEST-DAF result. Grading after an aptitude test. All other students must sign up for a total of 4 ECTS from the catalog of non-technical supplementary courses.

The seminar wants to show the problems and challenges for the engineers, who built the Hamburger Speicherstadt and their sustainable architectural solutions, which are still of vital importance and the basis for becoming a world cultural heritage.

The course gives an introduction to the development of digitization in a media cultural perspective. In addition to technical aspects, we will focus on the cultural impact of digitization for current media users and the ermergence und development of media subcultures from the late 1970s to the 21st century. On the one hand, we will deal with questions such as: What is digitization? What is culture? What are digital (sub)cultures? In this context, the concept of ‚digital natives‘ and ‚digital immigrants‘, coined by Marc Prensky, will also be discussed. On the other hand, there will be a historical perspective on topics and developments such as the mediatization oft he children’s room in the early 1980s, the hacker scene, video game culture, the demo scene, digital culture in cinema, 8-bit culture, digital aesthetics , net art, post-digitality and ultimately the question of how digital subcultures have become part of the media mainstream at the beginning of the 21st century.

Digitalization is having a major impact on many areas of our lives and the use of digital technologies in art and design has increased rapidly. After all, art is not only subject to constant change, but also constantly adapts to technical conditions. After the photographic art of the mid-19th century and the video art of the 1960s, which already brought about major changes in artistic creation, digital art is becoming increasingly important in the field of media art. The first attempts to use the computer with corresponding graphic software as an artistic medium took place in the 80/90s of the 20th century. Since then, there has been a broad development in the field of digital art, which now encompasses the most diverse digital pictorial phenomena and art genres and is thus intertwined in its objects, theories and practices with digital media in a variety of ways. The seminar gives an overview of the history of digital art and its different genres. These include, for example, photopaintings, where digital manipulation, filtering processes and painting can process the image and transform it over many stages into a completely new form. Also 3-D images, vector graphics, mathematical art and computer art in general. At the same time, the digital development in art is to be illuminated, from the first beginnings on the computer with comparatively simple "digital aids", e.g. in the form of simple image processing programs, to the present sophisticated graphic tools.

In addition, the presentation, dissemination and conservation possibilities of digital art will also be discussed, which can be disseminated very well on the Internet primarily because it can be displayed on a computer screen. The great fascination with digital creative work and the almost inexhaustible possibilities offered by the medium of computers to artists, who will continue to ensure that digital art finds a permanent place alongside traditional media, will also be discussed. Finally, in contrast to the traditional production methods in the field of fine arts and design, there are always new manifestations of digital art, which ultimately give not only the "trained" artist but also the layman far-reaching possibilities for artistic expression. And all this in the spirit of the performance artist Joseph Beuys , who postulated, every human being is capable of creativity, indeed "every human being is an artist".

The seminar will also discuss the question of how digital art can be described as "the" contemporary art, i.e. contemporary art in the age of digital technology. Furthermore, it is of great interest to what extent the perception of art per se has already changed and will continue to change in a digitalized society.

• Basic concepts, opportunities and limits of organisational change 
• Models and methods of organisational design and development
• Strategic orientation and change, and their short-, medium- and long-term consequences for individuals, organisations and society as a whole
• Roles, perspectives and stakeholders in change processes
• Initiating and coordinating change measures in engineering
• Phase models of organisational change (Lewin, Kotter, etc.) 
• Change-oriented information policy and dealing with resistance and uncertainty 
• Promoting commitment and empowerment
• Successfully handling change and transformation: personally, as an employee, as a manager (personal, professional, organisational)
• Company-level and globally (systemic)
• Sharing experience with specialists and managers from the engineering sector
• Documenting and reflecting on learning experiences

The seminar imparts basic journalistic knowledge and skills to convey technical content to a broad public.
Technical topics are increasingly being taken up and discussed not only in specialist and special interest magazines, but also in the public media such as daily newspapers, television, radio and on the Internet.
The participants of the seminar receive skills that can enable them to actively contribute to such discussions.
Technology journalism is a comparatively young branch of professional journalism and includes reporting on topics from the areas of construction and housing, energy and the environment, transport and transportation, trade and industrial production, trade and services, as well as information and communication. The topics of climate and sustainability have recently been added. From these areas, journalistic topics for the final presentations are conceived, researched and implemented in small teams.
The seminar uses digital and analog communication channels in technology journalism. The handling of often very complex subjects and their understandable presentation is trained, the reporting is analyzed, the research is conceived, and typical forms of presentation and linguistic peculiarities are learned. The relationship to science, research and public relations also plays a role here. The seminar is rounded off by an overview of legal and ethical framework conditions.

Newman, Nic: Journalism, Media & Technology - Trends and predictions 2019, Reuters Institute/ University of Oxford Digital News Publications http://www.digitalnewsreport.org/publications/2019/journalism-media-technology-trends-predictions-2019/#executive-summary;
Schümchen, Andreas: Technikjournalismus (Riehe Praktischer Journalismus), 328 S., UVK-Verlag 2008

Capitalism - what’s the definition in Marxian economical theorie? Which are the functions of gold, money, interest?
Focusing on the Marxian basis categories Ware - Gebrauchswert - Tauschwert - Wert - Arbeit - Austauschprozess - Geld - Zirkulation - Arbeitskraft, the subjects of the lecture are the first four chapters of ‘Das Kapital’ vol. 1, accompanied by discussion of neo-classical theory, monetarism etc.

Karl Marx, Das Kapital, Band 1, Berlin 1962ff (=Marx-Engels-Werke [MEW] Bd. 23), S. 1-390
Dieser Text steht text- und seitengenau im Internet zur Verfügung: http://www.mlwerke.de/me/me23/me23_000.htm oder http://www.zeno.org/Philosophie/M/Marx,+Karl/Das+Kapital
David Harvey, Marx‘ Kapital lesen, Hamburg 2017, Seiten 1-214
Begleitend: Harvey selbst hat seine ‚Kapital‘-Seminare (auf Englisch) als Stream veröffentlicht: http://davidharvey.org/reading-capital/
Ergänzende Literatur:

Altvater, Elmar (Hg.) (1999): Kapital.doc. Das Kapital (Bd. 1) von Marx in Schaubildern mit Kommentaren. Mit CD-ROM. Münster
Artus, Ingrid u.a. (Hg.) (2014): Marx für SozialwissenschaftlerInnen. Eine Einführung. Wiesbaden
Fülberth, Georg (2008): G Strich. Kleine Geschichte des Kapitalismus. 4., verb. und erw. Aufl. Köln
Krause, Alexandra (2014): Kritik der Politischen Ökonomie - Wachstum als Imperativ kapitalistischen Wirtschaftens. In: Artus (2014) S. 135-160.
Münch, Richard (2008): Soziologische Theorie. Grundlegung durch die Klassiker. Korr. Nachdr. 2008. Frankfurt/Main (Soziologische Theorie, 1).
Nachtwey, Oliver (2014): Arbeit, Lohnarbeit und Industriearbeit. In: Artus (2014) S. 109-134
Söllner, Fritz (2015): Die Geschichte des ökonomischen Denkens. 4. Aufl. Berlin

In the Field of the Nontechnical Complementary Courses students are able to chose foreign language courses. Therefore the Hamburger Volkshochschule offers a special language programm on TUHH campus for TUHH Students. It includes courses in english, chinese, french, japanese, portuguese, russia, swedish, spanisch and german as a foreign language. All lectures impart common language knowledge, english courses although english for technical purposes.

„Words can build bridges or create rafts“ - this is also true for the scientific and business world. For example, how do I react if I get attacked in a professional debate by an opponent or by a colleague in my team, or if a fight arises during the planning of a project? In a challenging situation, what will help me to communicate respectfully and with appreciation? How can I express criticism or irritation honestly, directly and without reproach? 

Nonviolent Communication is a concept developped by Marshall B. Rosenberg, Ph.D., intended to help create an appreciative attitude towards oneself and others, and to live by it. Nonviolent Communication opens paths to express oneself in a mindful and responsible way, so that a bridge can be built even in challenging situations of conflict. Effective and satisfactory cooperation is only possible with well functioning communication between all parties involved, otherwise things will become difficult and inefficient.

By working with their own examples and anticipating questions that might arise in their future professional lives, the students of Engineering Sciences will be able to reflect their own communicative behavior and learn ways of cooperation and conjoint solution finding. This course will impart the essential competencies of communication necesary for that.

• Rosenberg, Marshall.  (2001) Gewaltfreie Kommunikation. Eine Sprache des Lebens. Junfermann
• Rosenberg, Marshall B. und Seils, Gabriele. (15. Auflage 2012) Konflikte lösen durch Gewaltfreie Kommunikation. Ein Gespräch mit Gabriele Seils. Herder Taschenbuch
• Larsson, Liv. (2013) 42 Schlüsselunterscheidungen in der GFK. Für ein tieferes Verständnis der Gewaltfreien Kommunikation. Junfermann
• De Haen, Nayoma V. und Torsten Hardieß. (2015) 30 Minuten Gewaltfreie Kommunikation. Gabal
• Connor, Jane M. und Killian, Dian, Drs. (2014) Verbindung herstellen - Trennendes überbrücken. Mit jedermann, jederzeit und überall eine gemeinsame Ebene finden. Praktische GFK für den Alltag. Junfermann
• Dietz, Angela. (2015) Macht ohne Machtwort. Verantwortung übernehmen, Potenziale entfalten. Business Village
• Miyashiro, Marie R. (2013) Der Faktor Empathie. Ein Wettbewerbsvorteil für Teams und Organisationen. Junfermann
• Brüggemeier, Beate. (2010) Wertschätzende Kommunikation im Business. Wer sich öffnet, kommt weiter. Wie Sie die GFK im Berufsalltag nutzen. Junfermann
• Heim, Vera und Lindemann, Gabriele. (2016) Beziehungskompetenz im Beruf. Brücken bauen mit Empathie und Gewaltfreier Kommunikation. Haufe Taschen Guide
  

English:

• Rosenberg, Marshall B., Ph.D. (3^rd Edition 2015) Nonviolent Communication: A Language of Life. Create your Life, your Relationships, and your World in Harmony with your Values. Puddledancer Press
• Connor, Jane, Ph.D. and Killian, Dian, Ph.D. (2^nd edition 2012) Connecting Across Differences: Finding Common Ground with Anyone, Anywhere, Anytime. Puddledancer Press
• Miyashiro, Marie R. (2011) The Empathy Factor. Your Competitive Advantage for Personal, Team and Business Success. Puddledancer Press
• Roele, Hugo and Rich-Tolsma, Matthew, Drs. (2015) The Book of Needs. A Structural Model for Listening. Kommunikasie.nl
• Kashtan, Miki. (2014) Reweaving our Human Fabric. Working Together to Create a Nonviolent Future. Fearless Heart Publications

This course covers theory and practice of being a student teaching assistant in small-group instructional settings at TUHH.  As part of the seminar, the participants have the opportunity to reflect on their work, e. g. through mutual observation and discussion.

For prior knowledge / the event requirements:

This event requires basic first work / collaboration experiences in the academic work structures of a higher education institution, which Master's students have acquired as part of the qualification for the Bachelor's degree at a university.

These presumed work experiences include specific self-study experiences at a college.

These are picked up, reflected, expanded and further developed both theoretically and practically with regard to learning from and in groups and later guiding this learning process.

Furthermore, experiences with different types of learning / group types of higher education, which are part of a degree program acquired during the bachelor's program, are assumed, taken up, reflected on, expanded and further developed here in the master's program.

The course also requires basic knowledge of presenting scholarly work results obtained by Master's students with a Bachelor's degree.

In the course, this experience with and in representation in a group situation will be expanded and further developed in the direction of students' involvement with their own role as well as their design in face-to-face interaction as well as in group processes, learning and leadership situations, as masters graduates Graduate unlike bachelor graduates professionally stronger in a moderating role and with the guidance of humans because with the guidance in subject matters are demanded.

According to the later professional role, the work of the seminar promotes and enables graduate students significantly more than graduates' qualifications for independent work and learning, transferring what they have learned to new areas, contributing, involving discussion and contributing their own examples and interests.

Auszüge aus Fachliteratur zu oben genannten Themen werden in der Veranstaltung ausgegeben.

Bandura, A. (1997). Self-efficacy: The exercise of control. New York: Freeman.

Bosse, E. (2016). Herausforderungen und Unterstützung für gelingendes Studieren: Studienanforderungen

und Angebote für den Studieneinstieg. In I. van den Berk, K. Petersen, K. Schultes, &

K. Stolz (Hrsg.). Studierfähigkeit - theoretische Erkenntnisse, empirische Befunde und praktische

Perspektiven (Bd. 15). (S.129-169). Hamburg: Universität Hamburg.

Collins, D. & Holton, E. (2004). The effectiveness of managerial leadership development programs: A meta-analysis of studies from 1982 to 2001. Human resource development quarterly, 15(2),

217 - 248.

Danielsiek, H., Hubwieser, P., Krugel, J., Magenheim, J., Ohrndorf, L., Ossenschmidt, D., Schaper,

N. & Vahrenhold, J. (2017). Verbundprojekt KETTI: Kompetenzerwerb von Tutorinnen und Tutoren in der Informatik. In A. Hanft, F. Bischoff, B. Prang (Hrsg.), Working Paper Lehr-/Lernformen. Perspektiven aus der Begleitforschung zum Qualitätspakt Lehre. Abgerufen von KoBF:

Freeman, S., Eddy, SL., McDonough, M., Smith, M. K., Okoroafor, N., Jordt, H. & Wenderoth, M. P. (2014). Active learning increases student performance in science, engineering, and mathematic.

Proceedings of the National Academy of Sciences 11(23), 8410-8415.

Glathe, A. (2017). Effekte von Tutorentraining und die Kompetenzentwicklung von MINTFachtutor*

innen in Lernunterstützungsfunktion. (Nicht veröffentlichte Dissertation). Technische

Universität Darmstadt, Deutschland.

Kirkpatrick, D. L. (1959). Techniques for Evaluation Training Program. Journal of the American Society

of Training Directors, 13, 21-26.

Hänze, M. Fischer, E. Schreiber, Biehler, R. & Hochmuth, R- (2013). Innovationen in der Hochschullehre:

empirische Überprüfung eines Studienprogramms zur Verbesserung von vorlesungsbegleitenden

Übungsgruppen in der Mathematik. Zeitschrift für Hochschulentwicklung, 8(4), 89-

103.

Kröpke, H. (2014). Who is who? Tutoring und Mentoring - der Versuch einer begrifflichen Schärfung.

In D. Lenzen & H. Fischer (Hrsg.), Tutoring und Mentoring unter besonderer Berücksichtigung

der Orientierungseinheit (Bd. 5). (21-29). Hamburg: Universitätskolleg-Schriften.

Kühlmann, T. (2007). Fragebögen. In J. Straub, A. Weidemann & D. Weidemann (Hrsg.), Handbuch

interkulturelle Kommunikation und Kompetenz (346-352). Stuttgart: Metzler.

Mayring, P. (2010). Qualitative Inhaltsanalyse. Grundlagen und Techniken (11. aktualisierte und überarbeitete

Auflage). Weinheim/Basel: Beltz.

Mummendey, H. D. (1981). Methoden und Probleme der Kontrolle sozialer Erwünschtheit (Social

Desirability). Zeitschrift für Differentielle und Diagnostische Psychologie, 2, 199-218.

Rohde, J. & Block, M. (2018). Welche Herausforderungen und Bewältigungsstrategien berichten

Tutor/innen der Ingenieurwissenschaften? Eine explorative Analyse von Reflexionsberichten. Vortrag

auf der 47. Tagung der Deutschen Gesellschaft für Hochschuldidaktik, Karlsruhe.

Heterogenität der Studierenden und Lösungsansätze von Tutor/-innen

Jenny Alice Rohde. Posterpräsentation auf der Tagung “Tutorielle Lehre und Heterogenität”. Technische Universität Darmstadt, 16.05.2019.Hochschuldidaktische Tutorenqualifizierung - Eine Basisqualifizierung des akademischen Nachwuchses und Chance für den Wandel der Lehr-/Lernkultur?

Jenny Alice Rohde & Caroline Thon-Gairola. Posterpräsentation auf der DGHD am 07.03.2019.Welches Lehrverhalten zeigen geschulte Tutor/innen? Eine explorative Analyse selbst- und fremdwahrnehmungsbasierter Reflexionsberichte

Jenny Alice Rohde & Nadine Stahlberg. In: die hochschulehre (2019).

Schneider, M. & Preckel, F. (2017). Variables associated with achievement in higher education: A

systematic review of meta-analyse. Psychological Bulletin, 143(6), 565-600.

Skylar Powell, K. & Yalcin, S. (2010). Managerial training effectiveness: A meta-analysis 1952-2002.

Personnel Review, 39(2), 227-241.

27 Welches Lehrverhalten zeigen geschulte Tutor/innen

d ie hochs chul l ehre 2019 www.hochschullehre.org

Stes, A., Min-Leliveld, M., Gijbels, D. & Van Petegem, P. (2010). The impact of instructional development

in higher education: The state-of-the-art of the research. Educational Research Review,

5(1), 25-49.

Stroebe, W. (2016). Why Good Teaching Evaluations May Reward Bad Teaching: On Grade Inflation

and Other Unintended Consequences of Student Evaluation. Perspectives on Psychological Science,

11(6), 800-816.

Technische Universität Hamburg (2018). Kennzahlen 2017. Hamburg: Technische Universität Hamburg.

[https://www.tuhh.de/tuhh/uni/informationen/kennzahlen.html]

Thumser-Dauth, K. (2008). Und was bringt das? Evaluation hochschuldidaktischer Weiterbildung.

In B. Berendt, H.-P. Voss & J. Wildt (Hrsg.), Neues Handbuch Hochschullehre. Lehren und Lernen

effizient gestalten. Kap. L 1.11 Hochschuldidaktische Aus- und Weiterbildung. Veranstaltungskonzepte

und -modelle. Berlin: Raabe. S. 1-10.

Wibbecke, G. (2015): Evaluation einer hochschuldidaktischen Weiterbildung an der Medizinischen

Fakultät Heidelberg. Dissertation. Ruprecht-Karls-Universität Heidelberg.

Willige, J., Woisch, A., Grützmacher, J. & Naumann, H. (2015a). Randauszählung Studienqualitätsmonitor

2014, Technische Universität Hamburg-Harburg, Online-Befragung Studierender im

Sommersemester 2014, DZHW - Deutsches Zentrum für Hochschul- und Wissenschaftsforschung.

Willige, J., Woisch, A., Grützmacher, J. & Naumann, H. (2015b). Randauszählung Studienqualitätsmonitor

2015, Technische Universität Hamburg-Harburg, Online-Befragung Studierender im

Sommersemester 2015, DZHW - Deutsches Zentrum für Hochschul- und Wissenschaftsforschung.

Winkler, M. (2018). Tutorielle Lehransätze im Vergleich. Die KOMPASS Begleitforschung. Vortrag

gehalten am 12.03.2018 auf dem Netzwerktreffen Tutorienarbeit an Hochschulen in Würzburg.

Zech, F. (1977). Grundkurs Mathematikdidaktik: theoretische und praktische Anleitungen für das

Lehren und Lernen im Fach Mathematik. Weinheim: Beltz.

As young professionals with technical background you may often tend to focus on communicating numbers and statistics in your presentations. However, facts are only one aspect of convincing others. Often, your personality, personal experience, cultural background and emotions are more important. You have to convince as a person in order to get your content across.

In this workshop you will learn how to increase and express your cultural competence. You will apply cultural knowledge and images in order to positively influence communicative situations. You will learn how to add character and interest to your talks, papers and publications by referring to your own and European Cultural background. You will find out the basics of communicating professionally and convincingly by showing personality and by referring to your own cultural knowledge. You will get hands-on experience both in preparing and in conducting such communicative situations. This course is not focussing on delivering new knowledge about European culture but helps you using existing knowledge or such that you can gain e.g. in other Humanities courses.

Content

• How to enrich the personal character of your presentations by referring to European and your own culture.
• How to properly arrange content and structure.
• How to use PowerPoint for visualization (you will use computers in an NIT room).
• How to be well-prepared and convincing when delivering your thoughts to your audience.

Literaturhinweise werden zu Beginn des Seminars bekanntgegeben.

Literature will be announced at the beginning of the seminar.

The subject of the course is the deepening of the intercultural dimension of international management in relation to fundamental challenges, the importance of culture in team work and leadership of large multinational companies. In addition, culture-awareness trainings are discussed and carried out.

Rothlauf, J (2014): A Global View on Intercultural Management - Challenges in a Globalized World, De Gruyter Oldenbourg Verlag, 360 p

Join multidisciplinary and international teams at the ECIU University and solve mini challenges linked to the SDG11 - Sustainable cities and communities, provided by business and societal partners across Europe. Participation in mini challenges will allow you to make a real impact in the community, city, or region by solving real-time local, national, and global challenges with a new way of learning - the challenge-based learning.

General procedure of a challenge:

1. The mini challenge is provided by a city, region or business stakeholder and is entered on the ECIU University Challenge platform (challenges.eciu.org).
2. You register to the mini challenge you find relevant on the platform.
3. An international and interdisciplinary team is formed from registered participants from all ECIU partner universities and a team facilitator from the host university is assigned.
4. You work with the team on the mini challenge, engage, investigate, and propose non-technical solutions using the challenge-based learning methodology (https://eciu.tuhh.de/challenge-based-learning/).
5. During the process, you can select relevant micro-modules from ECIU member universities that help you gain additional knowledge or skills that are relevant to solve the mini challenge.
6. Finally, teams deliver their outputs - which may include services, products, research questions, start-ups and spin-offs.

By working in multi-disciplinary and/or international teams, you will build up inter-cultural competences and increase your network of expertise by developing problem-solving and team-work skills.

TUHH is major part of the ECIU University leading institution related to the Challenge-based learning. All ECIU challenges will constantly be updated at the challenge platform: challenges.eciu.org

“Mini challenges” are challenges in the ECIU University that are supposed to be done within 1-4 weeks. Focus is to define your actual challenge, find suitable solution(s) and to implement them. https://eciu.tuhh.de/cbl-in-more-detail/

This course is aimed at Master students from member universities of the ECIU network (www.eciu.org). The course requires an independent approach to work, the willingness to learn independently about new non-technical topics and research methods, and the motivation to learn and actively participate in an international/disciplinary team.

ECIU UNIVERSITY 2030, CONNECTS U FOR LIFE

https://www.eciu.org/news/eciu-university-2030-connects-u-for-life

TOWARDS A EUROPEAN MICRO-CREDENTIALS INITIATIVE

https://www.eciu.org/news/towards-a-european-micro-credentials-initiative

Join multidisciplinary and international teams at the ECIU University and solve nano challenges linked to the SDG11 - Sustainable cities and communities, provided by business and societal partners across Europe. Participation in nano challenges will allow you to make a real impact in the community, city, or region by solving real-time local, national, and global challenges with a new way of learning - the challenge-based learning.

General procedure of a challenge:

1. The nano challenge is provided by a city, region or business stakeholder and is entered on the ECIU University Challenge platform (challenges.eciu.org).
2. You register to the nano challenge you find relevant on the platform.
3. An international and interdisciplinary team is formed from registered participants from all ECIU partner universities and a team facilitator from the host university is assigned.
4. You work with the team on the nano challenge, engage, investigate, and propose non-technical solutions using the challenge-based learning methodology (https://eciu.tuhh.de/challenge-based-learning/).
5. During the process, you can select relevant micro-modules from ECIU member universities that help you gain additional knowledge or skills that are relevant to solve the nano challenge.
6. Finally, teams deliver their outputs - which may include services, products, research questions, start-ups and spin-offs.

By working in multi-disciplinary and/or international teams, you will build up inter-cultural competences and increase your network of expertise by developing problem-solving and team-work skills.

TUHH is major part of the ECIU University leading institution related to the Challenge-based learning. All ECIU challenges will constantly be updated at the challenge platform: challenges.eciu.org

“Nano challenges” are the smallest unit of challenges in the ECIU University and are supposed to be done within 1-2 days. Focus is to define your actual challenge, find suitable solution(s) and create ideas for further steps. https://eciu.tuhh.de/cbl-in-more-detail/

This course is aimed at Master students from member universities of the ECIU network (www.eciu.org). The course requires an independent approach to work, the willingness to learn independently about new non-technical topics and research methods, and the motivation to learn and actively participate in an international/disciplinary team.

ECIU UNIVERSITY 2030, CONNECTS U FOR LIFE

https://www.eciu.org/news/eciu-university-2030-connects-u-for-life

TOWARDS A EUROPEAN MICRO-CREDENTIALS INITIATIVE

https://www.eciu.org/news/towards-a-european-micro-credentials-initiative

Join multidisciplinary and international teams at the ECIU University and solve standard challenges linked to the SDG11 - Sustainable cities and communities, provided by business and societal partners across Europe. Participation in standard challenges will allow you to make a real impact in the community, city, or region by solving real-time local, national, and global challenges with a new way of learning - the challenge-based learning.

General procedure of a challenge:

1. The standard challenge is provided by a city, region or business stakeholder and is entered on the ECIU University Challenge platform (challenges.eciu.org).
2. You register to the standard challenge you find relevant on the platform.
3. An international and interdisciplinary team is formed from registered participants from all ECIU partner universities and a team facilitator from the host university is assigned.
4. You work with the team on the standard challenge, engage, investigate, and propose non-technical solutions using the challenge-based learning methodology (https://eciu.tuhh.de/challenge-based-learning/).
5. During the process, you can select relevant micro-modules from ECIU member universities that help you gain additional knowledge or skills that are relevant to solve the standard challenge.
6. Finally, teams deliver their outputs - which may include services, products, research questions, start-ups and spin-offs.

By working in multi-disciplinary and/or international teams, you will build up inter-cultural competences and increase your network of expertise by developing problem-solving and team-work skills.

TUHH is major part of the ECIU University leading institution related to the Challenge-based learning. All ECIU challenges will constantly be updated at the challenge platform: challenges.eciu.org

“Standard challenges” are challenges in the ECIU University that are supposed to be done within 3-6 months. Focus is to define your actual challenge, find suitable solution(s) and to implement as well as evaluate and publish them. https://eciu.tuhh.de/cbl-in-more-detail/

This course is aimed at Master students from member universities of the ECIU network (www.eciu.org). The course requires an independent approach to work, the willingness to learn independently about new non-technical topics and research methods, and the motivation to learn and actively participate in an international/disciplinary team.

ECIU UNIVERSITY 2030, CONNECTS U FOR LIFE

https://www.eciu.org/news/eciu-university-2030-connects-u-for-life

TOWARDS A EUROPEAN MICRO-CREDENTIALS INITIATIVE

https://www.eciu.org/news/towards-a-european-micro-credentials-initiative

This course is for master students. In this seminar, we will explore different theories, models and methods from the fields of communication, psychology and cultural theory.

The participants will work on theoretical content and do group presentations. They will also use examples from their own experiences to apply models and methods in practical exercises.

The way we communicate shapes the way we experience our relationships, in the business world as well as in our private lives. We spend an overwhelming amount of time in group situations. This makes it worthwhile to explore how communication works within the group context and how, within these different groups, different cultures of communication develop. This particularly applies in highly specialized fields, such as engineering.

Our ability to flexibly and successfully move from one context to another helps us along in building successful careers and allows us to feel positive about our private lives.

However, this is not always simple. For example:

            If we are part of a context in which many conflicts arise

            If we have to switch between different contexts frequently

            Or if, on the one hand, complicated facts and data are our main focus but on the other hand, we have to communicate them to people who are not familiar with the subject. Maybe we even have to win their attention in order to help along our causes.

Oftentimes, this leads to misunderstandings. There also might be a lack of openness or willingness to embrace conflict. This might make it difficult for us to reach our goals. To be able to reflect on the way we communicate, to identify patterns of communication and the ability to actively build positive relationships through communication are useful skills to help overcome those obstacles..

• Knoblauch, H. (1995). Kommunikationskultur: Die kommunikative Konstruktion kultureller Kontexte (Materiale Soziologie, Band 5). de Gruyter.
• Geert Hofstede, Geert Jan Hofstede, Michael Minkov. (2010). Cultures and Organizations - Software Of The Mind:Intercultural Cooperation and Its Importance for Survival. McGraw-Hill Education.
• Bay, Rolf H. (2006) Erfolgreiche Gespräche durch aktives Zuhören. Ehningen. Expert-Verlag.
• Cohn, Ruth (1975). Von der Psychoanalyse zur Themenzentrierten Interaktion. Stuttgart. Klett - Cotta
• Fengler, Jörg (1998) Feedback geben. Weinheim. Beltz.
• Lumma, Klaus (2006). Die Teamfibel oder das Einmaleins der Team- & Gruppenqualifizierung im sozialen und betrieblichen Bereich. Windmühle.
• Spies, Stefan. (2010). Der  Gedanke lenkt den Körper: Körpersprache - Erfolgsstrathegien eines Regisseurs. Hoffmann und Campe.

The seminar LITERATURE AND CULTURE investigates what culture is, especially what characterises epistemic cultures.

Culture is to be understood as the creative response to a given situation and the capacity to integrate inputs and influences, therefore as an ongoing process of permanent readjustment and learning, and by no means as a fixed identity in terms of an “essence”.

There is a growing awareness that Europe cannot lay claim to possess the ultimate standards of knowledge.

A topography of our contemporary world is to be sketched by highlighting its historical and cultural premises.

For more information please refer to the German description and the StudIP.

Je nach Thematik des Semesters wird eine spezifische
Literatur-Liste erstellt.

cf. StudIP

The world wide walkover of the internet dramatically changed the perception of classical media like newspapers, magazines and even TV. In this seminar the reasons of and the consequences for the dramatic changes regarding our information habits will be analyzed and discussed. Has the media expert Neil Postman been right, when he one said, that we all one day will be „overnewsed but underinformed“?

Keeping a close eye on the real challenges of journalism, the seminar will discuss the standards of ethics in politics and media.

Wird im Seminar genannt

Scientists and engineers neither just strive for truths and scientific laws, nor are they working in a space far from politics.  Science and engineering have contributed to what we now call the Anthropocene, the first time in the history of mankind when essential cycles of the earth system, e.g. carbon cycle, climate system, are heavily influenced or even shattered. Furthermore, Peak oil is indicating the end of cheap fossil energy thus triggering the search for alternatives such as biomass.

Systems of knowledge, science and technology in the OECD countries have since roughly 30 years increasingly become divided. On the one hand new technologies such as modern biotechnology, IT or nanotechnology are developing rapidly, bringing about many innovations for industry, agriculture, and consumers. On the other hand scientific studies from earth, environmental, climate change, agricultural and social sciences deliver increasingly robust evidence on more or less severe impacts on society, environment, global equity, and economy resulting from innovations during the last 50 years. Technological innovation thus is no longer an uncontested concept. And many protest movements demonstrate that the introduction of new or the enlargement of existing technologies (e.g. airports, railway stations, highways, high-voltage power lines surveillance) isn’t at all a matter of course.

It is important to bear in mind the fact that all processes of technological innovation are made by humans, individually and collectively. Industrial, social, and political organizations as actors from the local to global level of communication, deliberation, and decision making interact in diverse arenas, struggling to promote their respective corporate and/or political agenda. So innovations are as well a problem of technology as a problem of politics. Innovation and technology policies aren’t the same in all countries. We can observe conceptual and practical variations.

Since the 1992 Earth Summit in Rio de Janeiro Agenda 21 constitutes a normative umbrella, indicating Sustainable Development (SD) as core cluster of earth politics on all levels from local to global. Meanwhile other documents such as the Millennium Development Goals (MDG) have complemented the SD agenda. SD can be interpreted as operationalization of the Universal Declaration of Human Rights, adopted in 1948 by the General Assembly of the United Nations and since amended many times. 

Engineers and scientists as professionals can’t avoid to become confronted with many non-technical and non-disciplinary items, challenges, and dilemmas. So they have to choose between alternative options for action, as individuals and as members of organizations or employees. Therefore the seminar will address core elements of the complex interrelations between science, society and politics. Reflections on experiences of participants - e.g. from other countries as Germany - during the seminar are very welcome.

The goals of the seminar include:

• Raising awareness and increasing knowledge about the political implications of scientific work and institutions;
• Improving the understanding of different concepts and designs of innovation and technology policies;
• Increasing knowledge about the status and perspectives of sustainable development as framework concept for technological and scientific progress;
• Understanding core elements of recent arguments, conflicts, and crises on technological innovations, e.g. geo-engineering or bio-economy;
• Improving the understanding of scientists’ responsibility for impacts of their professional activities;
• Embedding individual professional responsibility in social and political contexts.

The seminar will deal with current problems from areas such as innovation policy, energy, food systems, and raw materials. Issues will include the future of energy, food security and electronics. Historical issues will also be addressed.

The seminar will start with a profound overarching introduction. Issues will be introduced by a short presentation and a Q & A session, followed by group work on selected problems. All participants will have to prepare a presentation during the weekend seminar. The seminar will use inter alia interactive tools of teaching such as focus groups, simulations and presentations by students. Regular and active participation is required at all stages.

Scientists often like to believe that their work is non-political. Within this seminar we want to demonstrate how deeply both are interconnected and converged. Not only, scientific guidance is often needed to take a political decision but also scientific outcomes are a sub-ject to political interpretation. Also, politics are significantly influencing scientific progress by framing research agendas and by funding decisions.

Wird im Seminar genannt

Scientists often like to believe that their work is non-political. Within this seminar we want to demonstrate how deeply both are interconnected and converged. Not only, scientific guidance is often needed to take a political decision but also scientific outcomes are a sub-ject to political interpretation. Also, politics are significantly influencing scientific progress by framing research agendas and by funding decisions.

During this seminar we would like to show the different range of influences - scientific, economic, social, environmental, ethical/normative, security-related - affecting decision-making on science and politics. Using case studies on current debates on food security, public health, nuclear energy and terrorism to discuss the interrelation between science and politics illuminating the role of various actors in this process, such as:

• Governments,

• International organizations,

• Scientific associations,

• Industry,

• Civil society, and

• Individual scientists.

The guiding questions will be:

• How does and should science influence politics?

• How does and should politics influence science?

In order to take responsibility for the consequences of scientific work, engineers and scientists increasingly need to acknowledge the political dimension of their work and their role in the political process. We will address this political dimension of scientific work by discussing:

• Biographies and motivations of famous scientists,

• Individual responsibility of scientists for the implications of their work, and

• The role of codes of conduct as guidelines for responsible behaviour.

The goals of the seminar include:

• Raising awareness and increasing knowledge about the political dimensions of scientific work,

• Providing guidelines for evaluating political implications of scientific research,

• Improving the understanding of scientists’ and engineers’ responsibility for the results of their professional activities,

• Taking decisions at the institutional, national and international level about rules and regulations concerning scientific conduct, and

• Choosing arguments and defending positions in situations of conflicting interests.

The seminar will use current issues, such as dilemmas in the life sciences or bio fuels to demonstrate the problematic relationship between science and politics. The seminar, however, does not focus on providing in-depth knowledge of these current issues. We strongly discourage students that have participated in an “Ethics for Engineers” seminar to take this course, because the contents of the two seminars overlap.

Issues will be introduced by short presentations and a Q&A session, followed by group work on selected problems. All participants will have to prepare a presentation. Those requiring a graded certificate (“Schein”) additionally have to write a 3-4 page paper on selected issues. The seminar will use interactive tools of teaching such as role playing and simulations. Group work and active participation is expected at all stages of the seminar.

will be announced in lecture

wird im Seminar bekannt gegeben

The group project: TUHH goes Circular addresses environmental challenges and studies non-technical aspects that support the circular economy and environmental initiatives. Topics are to be chosen matching the general scope of environmental challenges, i.e. the challenges of rising resource consumption and waste production. In a practical group task, students will gain experience in the research, design and execution of a sustainability action plan. Important aspects of action plan should be supported by scientific evidence and improved upon based on constructive feedback. In addition, students will be introduced to the importance of high-quality science communication for ecologically and socially sustainable development.

Wird im Seminar bekannt gegeben

Will be announced in lecture.

Desolate landscapes, destruction, violence - these are usually our first associations when we think of dystopias. But it is not that obvious. At first we often see an almost utopian-looking world without disease, without hunger, without poverty, in which many of our current problems have been solved. But the idyll is illusory and has its price.

What does this price look like? The seminar will focus on films in which technical progress and the development of artificial intelligence have opened up almost unlimited possibilities for people - to improve their living conditions, but also to gain complete control over them.

Who carries out this control? Is an individual life still possible? What about democratic structures? Do these films show us our future? How much freedom do we want to give up for a life that seems safe and carefree at first sight? And: Why are there no more social utopias? These questions, among others, will be focused in the discussion.

Wird im Seminar bekannt gegeben.

This seminar is intended to enable and promote social engagement for refugees and migrants and the social learning that goes along with it.

The term "social commitment for refugees" means active cooperation and participation in projects, initiatives or organizations that aim at supporting refugees/migrants in Germany. The recognition of activities within the framework of projects, initiatives or organizations with anti-democratic objectives is excluded.

The goal is "social learning within the framework of social commitment": On the one hand, this includes the acquisition or deepening of competencies on the part of the students through their commitment in the above-mentioned area; on the other hand, it includes the support/promotion/learning of the refugees/migrants through the competencies of the students.

In this course, students independently look for social projects in the above-mentioned sense and commit themselves for at least 50 hours. Previous social commitment in the above-mentioned area can be taken into account.

In this course, students engage in social projects for at least 50h. Previous social commitment in this field can be taken into account. In addition, participants will have the opportunity to exchange information with other students from the Social Learning seminars on their voluntary activities.

The participants will be closely accompanied and advised by the course instructor, especially in the search and selection of a suitable activity. Compulsory 20h of present teaching including consultation enable the students to reflect on the learning situation on site as well as their own competences in a reflection work / written elaboration

Obligatory 10 h of presence teaching including consulting time enable students to reflect the learning situation on site and their own competence in a structured and successful way, either accompanying or following their involvement in a reflection work / written elaboration  to be able to identify and evaluate their own learning process.

In addition, the participants are given the opportunity to specifically exchange information with other students from the Master's programs about their social activities.

Wird im Seminar bekannt gegeben.

Will be announced in lecture.

This seminar is intended promote social engagement in the field of ecological, economic and social sustainability and the accompanying social learning. "Social Engagement for Sustainability" means active cooperation and participation in projects, initiatives or organisations which aim to preserve or improve living conditions and environment for present and future generations, e.g. conservation of resources, nature protection or strengthening fair trade. Activities in projects, initiatives or organisations with anti-democratic objectives and in political parties are not accepted. In this course, students are volunteering in social projects for at least 32 hours. Previous social engagement in this field can be considered. In addition, participants are given the opportunity to exchange information with other students from the Social Learning seminars on their voluntary service. The participants will be closely accompanied and advised by the instructor, especially during the search and selection of a suitable activity. Obligatory 28 hours of presence teaching including counselling time enable students to critically reflect on their commitment. The focus is on the effects in society.

This seminar is intended to promote social engagement in the field of natural- and technical history and the associated social learning.

"Social commitment to preservation of historical cultural assets" means the active participation in projects, initiatives or organizations whose aim is to preserve natural-, social- and technological historical cultural assets. Possible contacts are natural history- and technology museums as well as monument protection foundations, which look after historic buildings, ships and port facilities or underground buildings. Activities in projects, initiatives or organisations with anti-democratic objectives and in political parties are not accepted.

In this course, students engage in social projects for at least 42h. Previous social commitment in this field can be taken into account. In addition, participants will have the opportunity to exchange information with other students from the Social Learning seminars on their voluntary activities.

The participants will be closely accompanied and advised by the course instructor, especially in the search and selection of a suitable activity. Compulsory 18h of present teaching including consultation enable the students to reflect on the learning situation on site as well as their own competences in a reflection work / written elaboration.

The world wide walkover of the internet dramatically changed the perception of classical media like newspapers, magazines and even TV. In this seminar the reasons of and the consequences for the dramatic changes regarding our information habits will be analyzed and discussed:

Taking a close look at the Middle East the political impact of the new media´s triumphal procession will be assessed and evaluated. How come that Twitter and Facebook on one hand facilitated the so called Arabic  Spring and caused hope for the rise of democracy in the region, while on the other hand the revolutionaries failed so dramatically - at least for now.

Keeping a close  eye on both fields, the Media and the Middle East, the seminar will discuss the standards of ethics in politics and journalism.

Wird im Seminar angegeben und besprochen.

Will be announced in the lecture.

More than half world’s population live in cities. The UN estimates that by 2030 the figure will rise to 5 billion people. Cities are booming and „Urbanity“ is en vogue. But what is „Urbanity“? The specifics take on a tangible form when looking at the connections between people, buildings, materials, history and current affairs. This assemblage interlaces - at times invisibly - with technology. This seminar intensifies the view of properties, characteristics and qualities of cities. Various methods and perspectives of urban research from Social Science, Geography, Material Culture Studies, Art History and Cultural Anthropology will be presented.

Wird im Seminar bekannt gegeben.

Over the centuries, the philosophy is lined up as a discipline that provides complex and universal answers to contemporary history and circumstances. Often, she could design utopias that have led the way for political upheaval. While all scientific disciplines are subject to an increasing differentiation, the philosophy in the second half of the 20th century has lost its claim to universality. But what then are the topics of the philosophy of the 20th and 21st century and what impact have philosophical theories for processes of change?

We will provide an overview of Western philosophies of the 20th and 21st century. and take a critical look at the self-understanding of philosophy.

Gerhardt Schweppenhäuser: Kritische Theorie, Stuttgart 2010

Postmoderne und Dekonstruktion, Texte französischer Philosophen der Gegenwart, hrsg. von Peter Engelmann, Reclam UB 8668

Thomas Rentsch: Philosophie des 20. Jhdts. Von Husserl bis Derrida, München 2014

Geschichte der Philosophie in Text und Darstellung, Bd. 8=20 Jhdt.

Reclam UB 9918

Geschichte der Philosophie in Text und Darstellung, Bd. 9= Gegenwart

Reclam UB 18267

The course is aimed at Master students who are planning to write their thesis, want to pursue their PhD or intend to present their research results at conferences and in journals. The course is structured on different levels: 1. searching, 2. presenting with words, slides and pictures and 3. practical appliance. The course refers to the work environment at university as well as in research groups and enterprises. In the course of the seminar, the participants become acquainted with various methods and theories on the subject. Furthermore, the methods and theories will be put into practice, reflected upon and discussed as part of the seminar.

Ascheron, Klaus: Die Kunst des wissenschaftlichen Präsentierens und Publizierens. Ein Praxisleitfaden für junge Wissenschaftler. München 2007.

Der Autor, Naturwissenschaftler, erklärt aufgrund seiner langjährigen und internationalen Erfahrung worauf es beim wissenschaftlichen Präsentieren (und Schreiben) ankommt. Aus seinem ganzheitlichen Ansatz heraus gibt er klare und hilfreiche Tipps für ein erfolgreiches und korrektes Darstellen im wissenschaftlichen Kontext.

Eufinger, Günther: Dokumente perfekt gestalten. München 2007.

Der Autor geht in dem kompakten Band auf die Schlüsselkompetenzen für erfolgreiches Präsentieren ein, die er aufgrund langjähriger praktischer Erfahrungen definiert. Darunter wird die Power-Point-Präsentation eingehend behandelt, wobei das in den weiteren Kapiteln dargestellte Basiswissen auch für PPP anzuwenden ist.

Feuerbacher, Bernd: Professionell Präsentieren in den Natur- und Ingenieurwissenschaften. Weinheim 2009.

Ansprechender, klar strukturierter Band, der auf die Unterschiede zwischen mündlichem Vortrag und schriftlichen Ausdruck eingeht sowie zusätzlich den Schwerpunkt auf die Power-Point-Präsentation legt. Wie im Titel angegeben zwar mit Betonung der Natur- und Ingenieurwissenschaften, aber in der Beschreibung rhetorischen Auftretens allgemeingültig formuliert.

Hug, Theo (Hrsg.): Wie kommt Wissenschaft zu Wissen, Band 1: Einführung in das wissenschaftliche Arbeiten. Hohengehren 2001.

Weitreichende Einführung, die bereits in den späteren Praxisbereich übergreift. Intensive Behandlung der internetbezogenen Arbeit.

Kremer, Bruno P.: Vom Referat bis zur Abschlussarbeit. Naturwissenschaftliche Texte perfekt produzieren, präsentieren und publizieren. 5. Aufl. 2018. Berlin, Heidelberg (Imprint: Springer Spektrum).

Der Autor schreibt mit langjähriger Erfahrung. Der Band, wie im Titel formuliert auf die Naturwissenschaften zugeschnitten, informiert umfassend, ist sehr gut gegliedert und verständlich geschrieben, sozusagen eine Werkstattanleitung, praxisnah und ermunternd.

Prexl, Lydia: Mit digitalen Quellen arbeiten: richtig zitieren aus Datenbanken, E-Books, YouTube & Co. 3., aktualisierte und überarbeitete Auflage, Paderborn, Stuttgart 2019 (UTB) https://elibrary.utb.de/doi/book/10.36198/9783838550725 (Lizenzpflichtig)

Die Autorin schildert in kleinen Schritten das wissenschaftliche Arbeiten mit Betonung des digitalen Anteils wie E-Books, E-Journals, Social-Media-Einträgen, Datenbanken und anderen elektronische Quellen. Vor allem bei der Frage nach der Verwendbarkeit und Zitierfähigkeit gibt dieser Ratgeber Lösungen ebenso wie zur Vermeidung von Plagiaten, sowie der bibliographischen Angabe, auch bei Unvollständigkeit.

Pöhm, Matthias: Präsentieren Sie noch oder faszinieren Sie schon? Der Irrtum PowerPoint. 6. Aufl. Heidelberg 2009.

Als Coach und Moderator bietet der Autor Tipps zur erfolgreichen Präsentation, die - wie er provokant im Titel formuliert - ohne PowerPoint auskommen soll, denn er setzt auf die Emotion als Kommunikationsmittel. Damit wird deutlich, dass er sich mehr im verkaufsorientierten als im wissenschaftlichen Bereich ansiedelt.

Pukas, Dietrich: Lernmanagement. Einführung in Lern- und Arbeitstechniken. 3. aktual. Aufl. Rinteln 2008.

Übersichtliches und umfassendes Kompendium zu den zahlreichen Fragen des Lernens und wissenschaftlichen Arbeitens. Zunächst wirtschaftswissenschaftlich orientiert, was auch durch die Struktur sowie die Tabellen und Diagramme deutlich wird, hat der Band durchaus allgemeine Gültigkeit. Darüber hinaus werden praxisorientierte Hinweise gegeben.

Reynolds, Garr: Zen oder die Kunst der Präsentation. München u.a. 2010.

Der Autor kommt aus dem Designbereich und bietet somit Stilmittel zur Gestaltung der PPP an. Wie im Titel angedeutet sind für ihn die Mittel der Konzentration auf das Wesentliche, der Ruhe und Einfachheit von entscheidender Bedeutung.

Rost, Friedrich: Lern- und Arbeitstechniken für das Studium. 8., überarb. u. aktual. Aufl. Wiesbaden 2018.

Ausführliche Vermittlung von Arbeitstechniken der Stoffermittlung, der Stoffverarbeitung, der Stoffsammlung, des informativen Schreibens, des Sprechens und Redens mit Berücksichtigung der computergestützten Arbeit und einem Anhang zu Ausdruck und Grammatik der deutschen Sprache.

Sesink, Werner: Einführung in das wissenschaftliche Arbeiten: inklusive E-Learning, Web-Recherche, digitale Präsentation u.a. 9., vollständ. überarb. u. aktual. Aufl. München 2014.

Arbeitshilfe mit Betonung auf der Computer-Verwendung. Erklärung des wissenschaftlichen Arbeitens und der Vorarbeiten wie Literatursuche und persönlicher Materialsammlung. Beschreibung des Abfassens einer schriftlichen Arbeit, auch Protokoll, Thesenpapier und Klausur. Ausführliche Behandlung der computergestützten Arbeit, vor allem auch des Textformatierens und der Textverarbeitung in der Studienpraxis.

Spoun, Sascha und Dominik B. Domnik: Erfolgreich studieren. Ein Handbuch für Wirtschafts- und Sozialwissenschaftler. München u.a. 2005.

Pearson-Studium. Handlicher Band, der Selbstorganisation als Erfolg versprechende Grundlage für das Studium sowie Techniken des Recherchierens, Lesens und Darstellens beschreibt. Durch die Konzentration auf das Wesentliche wird der Intensität und Kürze des Bachelor- und Masterstudiums Rechnung getragen und ein Leitfaden für die Bewältigung des workloads gegeben.

Theisen, Manuel R.: Wissenschaftliches Arbeiten. Technik, Methodik, Form. 17., aktual. u. bearb. Aufl. München 2017.

Zielgerichtete Beschreibung des Arbeitsprozesses von der Planung bis zum Druck und der Präsentation. Alle Stufen werden ausführlich, detailliert und in sinnvoller Reihenfolge beschrieben, wobei einzelne Kapitel auch für sich genommen werden können. Klar, übersichtlich, grundlegend. Der Autor ist in der Betriebswirtschaftslehre beheimatet.

Wolpert, Lewis: Unglaubliche Wissenschaft. Frankfurt a. M. 2004.

Der Autor, Naturwissenschaftler, vermittelt aufgrund seiner lebenslang gewonnenen Erfahrung den Weg zur wissenschaftlichen Erkenntnis durch Aufzeigen der grundlegenden Frageprinzipien und des wissenschaftlichen, sprich nachvollziehbaren und beweisfähigen Denkens. Der Band ist in der Reihe „Die Andere Bibliothek“ erschienen, mit der Herausgeber Hans Magnus Enzensberger ein Kompendium der Welt- und Wissensliteratur eigener Prägung schafft. Der Band regt zum unkonventionellen Denken an.

Statistics

• Descriptive Statistics: Graphical representations, calculation of relevant measures of central tendency etc., also by using a computer; application of methods for large data sets, analysis and comparison of results, critical discussion and evaluation of methods and their use in scientific projects and business practice
• Probability theory: important laws, dependent probabilities, Bayes Rule; application to practical problems
• Use and application of probability distributions , as e.g. Binomial and Normal distribution to Management and Engineering problems
• Methods of inferential statistics: confidence intervals: theoretical background and applications; hypothesis testing: theoretical background and application to business problems; regression analysis: theoretical background and application in research practice.
  
  Operations Research

• Linear Programming: Modelling business decision situations, solving problems by Simplex method and by using software, theoretical background of Simplex procedure, Dual Simplex procedure and blocked variables, special cases (degeneracy etc.); sensitivity analysis and interpretation
  
• Transportation planning: Modellung transportation and transshipment problems in global networks; Solving transportation problems using software
• Network Optimization problems: modelling production and transportation networks, solving planning problems in networks, Network Planning as a research topic
  
• Integer Programming: Models using integer variables, e.g. in location decisions, branch and bound procedure
  

Ausgewählte Bücher:

D.R. Anderson / D.J. Sweeney / T.A. Williams / Martin: Quantitative Methods for Business. 11th Edition, Thomson, South Western 2008.

Bluman, Alan G.: Elementary Statistics - A brief version. Third Edition, McGrawHill 2006.
Bowerman, Bruce L. and O’Connell, Richard T.: Business Statistics in Practice, 8th edition, McGraw-Hill 2016.

Domschke, W., Drexl, A.: Einführung in Operations Research, 9. Auflage, Springer, Berlin et al. 2015.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 8. Auflage, Springer, Berlin et al. 2015

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 11th Edition, McGraw-Hill, 2014.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 5. Auflage, Pearson Verlag 2016.

Zudem: Skript und Unterlagen, die  zur Vorlesung herausgegeben werden.

Statistics

• Descriptive Statistics: Graphical representations, calculation of relevant measures of central tendency etc., also by using a computer; application of methods for large data sets, analysis and comparison of results, critical discussion and evaluation of methods and their use in scientific projects and business practice
• Probability theory: important laws, dependent probabilities, Bayes Rule; application to practical problems
• Use and application of probability distributions , as e.g. Binomial and Normal distribution to Management and Engineering problems
• Methods of inferential statistics: confidence intervals: theoretical background and applications; hypothesis testing: theoretical background and application to business problems; regression analysis: theoretical background and application in research practice.
  
  Operations Research
• Linear Programming: Modelling business decision situations, solving problems by Simplex method and by using software, theoretical background of Simplex procedure, Dual Simplex procedure and blocked variables, special cases (degeneracy etc.); sensitivity analysis and interpretation
• Transportation planning: Modellung transportation and transshipment problems in global networks; Solving transportation problems using software
• Network Optimization problems: modelling production and transportation networks, solving planning problems in networks, Network Planning as a research topic
• Integer Programming: Models using integer variables, e.g. in location decisions, branch and bound procedure
  
  

Ausgewählte Bücher:

D.R. Anderson / D.J. Sweeney / T.A. Williams / Martin: Quantitative Methods for Business. 11th Edition, Thomson, South Western 2008.

Bluman, Alan G.: Elementary Statistics - A brief version. Third Edition, McGrawHill 2006.
Bowerman, Bruce L. and O’Connell, Richard T.: Business Statistics in Practice, 8th edition, McGraw-Hill 2016.

Domschke, W., Drexl, A.: Einführung in Operations Research, 9. Auflage, Springer, Berlin et al. 2015.

Domschke, W. / A. Drexl / R. Klein / A. Scholl / S. Voß: Übungen und Fallbeispiele zum Operations Research, 8. Auflage, Springer, Berlin et al. 2015

Hillier, F.S., Lieberman, G.J.: Introduction to Operations Research. 11th Edition, McGraw-Hill, 2014.

Schira, J.: Statistische Methoden der VWL und BWL - Theorie und Praxis. 5. Auflage, Pearson Verlag 2016.

Zudem: Skript und Unterlagen, die  zur Vorlesung herausgegeben werden.

• Further knowledge of operational production management

• Traditional production planning and control concepts
• Recent production planning and control concepts
• Understanding and application of quantitative methods
• Further concepts regarding operational production management

Corsten, H.: Produktionswirtschaft: Einführung in das industrielle Produktionsmanagement, 12. Aufl., München 2009.

Dyckhoff, H./Spengler T.: Produktionswirtschaft: Eine Einführung, 3. Aufl., Berlin Heidelberg 2010.

Heizer, J./Render, B: Operations Management, 10. Auflage, Upper Saddle River 2011.

Kaluza, B./Blecker, Th. (Hrsg.): Produktions- und Logistikmanagement in Virtuellen Unternehmen und Unternehmensnetzwerken, Berlin et al. 2000.

Kaluza, B./Blecker, Th. (Hrsg.): Erfolgsfaktor Flexibilität. Strategien und Konzepte für wandlungsfähige Unternehmen, Berlin 2005.

Kurbel, K.: Produktionsplanung und ‑steuerung, 5., Aufl., München - Wien 2003.

Schweitzer, M.: Industriebetriebslehre, 2. Auflage, München 1994.

Thonemann, Ulrich (2005): Operations Management, 2. Aufl., München 2010.

Zahn, E./Schmid, U.: Produktionswirtschaft I: Grundlagen und operatives Produktionsmanagement, Stuttgart 1996

• Identification of the scope of production, operations and logistics management
• Understanding of actual challenges concerning production and logistics strategy
• Understanding operations as a competitive weapon
• Identification and design of the main elements of an operations strategy (level of vertical integration, technology strategy, location strategy, capacity strategy) of a company
• Understanding of international conditions for the development of a production and logistics strategy
• In depth discussion of different roles and design elements of a global manufacturing footprint
• Evaluation of operation strategies of different companies and industrial sectors
• In depth discussion of methods and concepts of production and logistics management
• In depth discussion of lean management: Main goals and measures of lean management and lean production concepts, impact of lean management on production and logistics strategies
• Analysis of the impact of digitalization on production and logistics strategies
• Presentation and discussion of current research topics in the field of production and logistics management
• Integration of Problem-Based-Learning sessions in order to enhance teamworking and problem solving skills as well as presentation skills

Arvis, J.-F. et al. (2018): Connecting to Compete - Trade Logistics in the Global Economy, Washington, DC, USA: The World Bank Group, Download: https://openknowledge.worldbank.org/handle/10986/29971

Corsten, H. /Gössinger, R. (2016): Produktionswirtschaft - Einführung in das industrielle Produktionsmanagement, 14. Auflage, Berlin/ Boston: De Gruyter/ Oldenbourg.  

Heizer, J./ Render, B./ Munson, Ch. (2016): Operations Management (Global Edition), 12. Auflage, Pearson Education Ltd.: Harlow, England.

Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, Hamburg: DVV Media Group

Nyhuis, P./ Nickel, R./ Tullius, K. (2008): Globales Varianten Produktionssystem - Globalisierung mit System, Garbsen: Verlag PZH Produktionstechnisches Zentrum GmbH.

Porter, M. E. (2013): Wettbewerbsstrategie - Methoden zur Analyse von Branchen und Konkurrenten, 12. Auflage, Frankfurt/Main: CampusVerlag.

Schröder, M./ Wegner, K., Hrsg. (2019): Logistik im Wandel der Zeit - Von der Produktionssteuerung zu vernetzten Supply Chains, Wiesbaden: Springer Gabler

Slack, N./ Lewis, M. (2017): Operations Strategy, 5/e Pearson Education Ltd.: Harlow, England.

Swink, M./ Melnyk, S./ Cooper, M./ Hartley, J. (2011): Managing Operations across the Supply Chain, New York u.a.

Wortmann, J. C. (1992): Production management systems for one-of-a-kind products, Computers in Industry 19, S. 79-88

Womack, J./ Jones, D./ Roos, D. (1990): The Machine that changed the world; New York.

Zahn, E. /Schmid, U. (1996): Grundlagen und operatives Produktionsmanagement, Stuttgart:  Lucius & Lucius

Zäpfel, G.(2000): Produktionswirtschaft: Strategisches Produktions-Management, 2. Aufl., München u.a.

• International Trade Theory and Policy: 
  • Comparative Advantage - the Ricardian Model
  • The Heckscher-Ohlin Model
  • The Standard Trade Model
  • Intrasectoral Trade
  • International Trade Policy
• Open Economy Macroeconomics:
  • The Foreign Exchange Market
  • Determinants of Prices, Interest Rates, Exchange Rates, Output in the Short Run
  • Determinants of Prices, Interest Rates, Exchange Rates, Output in the Long Run
  • Monetary and Fiscal and Exchange Rate Policies in Open Economies in the Long and the Short Run

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

• Introduction: Ten Principles of Economics

• Microeconomics:
  • Theory of the Household
  • Theory of the Firm
  • Competitive Markets in Equilibrium
  • Market Failure: Monopoly and External Effects
  • Government Policies
• Macroeconomics:
  • A Nation’s Real Income and Production
  • The Real Economy in the Long Run: Capital and Labour Market
  • Money and Prices in the Long Run
  • Aggregate Demand and Supply: Short-Run Economic Fluctuations
  • Monetary and Fiscal Policy in the Short and the Long Run

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Pindyck/Rubinfeld, Microceconomics, Pearson, 9^th ed., 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

Students work in teams on in-depth questions related to the contents of the lectures and present the results.

• Mankiw/Taylor: Economics, Cengage, 5^th ed., 2020
• Krugman/Obstfeld/Mehlitz: International Economics, Pearson, 11^th ed. 2018
• Pindyck/Rubinfeld, Microceconomics, Pearson, 9^th ed., 2018
• The CORE Team: The Economy: Economics for a Changing World, Oxford University Press, 2017

•   Basics of Logistics and Supply Chain Management
•   Basis of Information Management
•   Basics of Information Systems
•   Empirical Studies Related to IT in Supply Chains
•   Relevance of Information in the Supply Chain
•   Logistics Information Systems
•   Radio Frequency Identification (RFID)
•   E-Logistics
•   Electronic Sourcing
•   E-Supply Chains
•   Case Studies and New Technical Developments

• Kummer, S./Einbock, M., Westerheide, C.: RFID in der Logistik - Handbuch für die Praxis, Wien 2005.

Pepels, W. (Hsg.): E-Business-Anwendungen in der Betriebswirtschaft, Herne/Berlin 2002.

Reindl, M./Oberniedermaier, G.: eLogistics: Logistiksysteme und -prozesse im Internetzeitalter, München et al. 2002.

Schulte, C.: Logistik, 5. Auflage, München 2009

Wildemann, H.: Logistik Prozessmanagement, 4. Aufl., München 2009.

Wildemann H. (Hsg.): Supply Chain Management, München 2000.

• Fundamentals of a process-oriented company organization
• Analysis of process-oriented business structures for efficient configuration of operational workflows; application to national and international examples from the industry
• Description and comparative analysis of possible organizational forms and transfer into the international practice; opportunities to organize a company in practice; pros and cons of different organizational forms 
• Analysis of possible cooperation forms between companies and applications in the industry
• Development of different participation types for employers and employees within the company; discussion and reflection of legal principles based on practical examples
• Description of the basics concerning corporate culture and knowledge management, as well as options for the practical implementation 
• Weighing up the pros and cons of process management; development of optimization options
• Digitalization and process management, related requirements for change management
• Digitalization and corporate culture including an analysis of different international preconditions
• Integration of problem based learning sessions to work on relevant case studies; joint development of possible problem solving solutions within intercultural teams; preparation of the results with modern presentation methods

• Becker, J. / Kugeler, M. / Rosemann, M. (2012): Prozessmanagement: Ein Leitfaden zur prozessorientierten Organisationsgestaltung, 7. Aufl., Berlin.
• Bullinger, H.-J. / Warnecke, H. J. (2003): Neue Organisationsformen im Unternehmen, 2. Auflage, Berlin.
• Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston
• Eversheim, W. (2005): Integrierte Produkt- und Prozessgestaltung, Heidelberg.
• Gaitanides, M. (2007): Prozessorganisation: Entwicklung, Ansätze und Programme des Managements von Geschäftsprozessen, 2. Auflage, München. 
• Hopfenbeck, W. (2002): Allgemeine Betriebswirtschafts- und Managementlehre - das Unternehmen im Spannungsfeld zwischen ökonomischen, sozialen und ökologischen Interessen, 14. Auflage, München.
• Kersten, W.; Koller, H.; Lödding, H. (Hrsg.): Industrie 4.0. Wie intelligente Vernetzung und kognitive Systeme unsere Arbeit verändern. Berlin 2014
• Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, Bremen
• Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden
• Porter, M. (1999): Wettbewerbsstrategie (competitive strategy): Methoden zur Analyse von Branchen und Konkurrenten, 10. Auflage, Frankfurt.
• Schreyögg, G. (2008): Organisation. Grundlagen moderner Organisationsgestaltung. 5. Auflage. GWV Fachverlag. Wiesbaden
• Wöhe, G. (2020): Einführung in die Allgemeine Betriebswirtschaftslehre, 27. Aufl., München.

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

This course is structured as a lecture and a seminar. The lecture focuses on gaining an understanding of the fundamentals of human resource management and organizational design. The lecture also introduces quantitative and business analytics methods for decision making in the field. In the lecture, the basic theoretical concepts are explained and discussed, whereas they are applied through the preparation of a seminar thesis in the seminar.

Organizational Design & Human Resource Management

• The processes of developing organizational structures for small and mid-sized corporations as well as for large multinational enterprises;
• The adaptation of organizations and their structures to the competitive environment, with special focus on international operating organizations and global markets;

• Introduction to human resource management from a strategic and international perspective (incl. the typical challenges of international organizations);
• Key elements of human resource management (incl. design of work, employee recruitment, development, separation & retention);
• Introduction of methods and models for decision making in organizational design and human resource management.

Possible Applications of the Theoretical Concepts

• Big data in organizations and human resource analytics;
• Business analytics and machine learning methods (e.g., factor analysis, regression analysis, and structural equation modeling);
• Models for the management of organizations and human resource management (e.g., job satisfaction and turnover intention, motivation and organizational commitment).

Textbooks

• Bernardin, H. J. (2006): Human Resource Management: An Experiential Approach, 4e, New York, NY: McGraw-Hill.
• Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York, NY: McGraw-Hill.
• Dessler, G. (2012): A Framework for Human Resource Management, 7 ed., Upper Saddle River, NJ: Prentice Hall.
• French, W., Bell, C. H., Zawacki, R. A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago, IL: McGraw-Hill.
• Gibson, J. L., Ivancevich, J. M., Donnelly, J. H., & Konopaske, R. (2011): Organizations: Behavior, Structure, Processes, 14 ed., New York, NY: McGraw-Hill.
• Jones, G. R. (2012): Organizational Theory, Design, and Change, 7 ed., Upper Saddle River, NJ: Prentice Hall.
• Noe, R. A., Hollenbeck, J. R., Gerhart, B., Wright, P. M. (2021): Human Resource Management: Gaining a Competitive Advantage, 12 ed., New York, NY: McGraw-Hill.

Methods

• Hair, J. F., Black, W. C., Babin, B. J. and Anderson, R. E. (2018): Multivariate Data Analysis, Mason, OH: Cengage.
• Hair, J. F., Hult, G. T. M., Ringle, C. M. and Sarstedt, M. (2021); A Primer on Partial Least Squares Structural Equation Modeling (PLS-SEM), 3 ed., Thousand Oaks, CA: Sage.

Academic writing

• Davis, M., Davis K. J., & Dunagan, M. M. (2013): Scientific Papers and Presentations. Academic Press.
• Katz, M. J. (2009): From Research to Manuscript: A Guide to Scientific Writing. Dordrecht: Springer.

Wird je nach Thema angegeben; in der Regel handelt es sich um wissenschaftliche Fachartikel und Publikationen, vorwiegend in englischer Sprache.

I. Introduction

• Innovation and service marketing (importance of innovative products and services, model, objectives and examples of innovation marketing, characteristics of services, challenges of service marketing)

• patterns of industrial development, patent and technology portfolios

• objectives and challenges of strategic foresight, scenario analysis, Delphi method

• Role of users in the innovation process, user communities, user innovation toolkits, lead users analysis

• Conjoint Analysis, Kano, QFD, Morphological Analysis, Blueprinting

• Basics of Pricing, Value-based pricing, Pricing models
  

• Basics of Sales Management, Assessing Customer Value, Planning Customer Visits

• Diffusion of Innovations, Communication Objectives, Communication Instruments

Mohr, J., Sengupta, S., Slater, S. (2014). Marketing of high-technology products and innovations, third edition, Pearson education. ISBN-10: 1292040335 . Chapter 6 (188-210), Chapter 7 (227-256), Chapter 10 (352-365), Chapter 12 (419-426).

Crawford, M., Di Benedetto, A. (2008). New  products management, 9th edition, McGrw Hill, Boston et al., 2008

Christensen, C. M. (1997). Innovator's Dilemma: When New Technologies Cause Great Firms to Fail, Harvard Business Press, Chapter 1: How can great firms fail?,pp. 3-24.

Hair, J. F., Bush, R. P., Ortinau, D. J. (2009). Marketing research. 4^th edition, Boston et al., McGraw Hill

Tidd; J. & Hull, Frank M. (Editors) (2007) Service Innovation, London

Von Hippel, E.(2005). Democratizing Innovation, Cambridge: MIT Press

• Vermittlung eines tiefgreifenden Verständnisses von Logistik und Supply Chain Management 
• Vermittlung umfassender theoretischer Ansätze und Methoden in der Logistik und im Supply Chain Management; Übertragung der analysierten Konzepte auf Praxisbeispiele
• Ausarbeitung und kritische Diskussion unterschiedlicher Supply Chain Konfigurationen sowie strategischer Supply Chain Ansätze (z.B. Effizienz vs. Reaktionsfähigkeit)
• Einführung in die Managementprozesse des SCOR-Modells; Vermittlung von Konzepten der Bereiche Planung, Beschaffung/Einkauf und Distribution
• Vermittlung von Grundlagen des Supply Chain Risikomanagements; Übertragung der Konzepte auf Praxisbeispiele 
• Einführung in die digitale Transformation; Identifikation von Trends und Strategien in der Logistik und Supply Chain Management; Ableitung von Chancen der digitalen Transformation in der Logistik und Supply Chain Management
• Einführung in die Datenanalyse und -visualisierung mithilfe eines Tools; Anwenden der Kenntnisse auf Themengebiete in der Logistik und Supply Chain Management; Aufbereitung der Ergebnisse mit Hilfe moderner Präsentationsmedien

Bowersox, D. J., Closs, D. J. und Cooper, M. B. (2010): Supply chain logistics management, 3^rd edition, Boston [u.a.]: McGraw-Hill/Irwin. 

Chopra, S. und Meindl, P. (2016): Supply chain management: strategy, planning, and operation, 6^th edition, Boston [u.a.]: Pearson. 

Corsten, H., Gössinger, R. (2007): Einführung in das Supply Chain Management, 2. Aufl., München/Wien: Oldenbourg.

Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston.

Heiserich O., Helbig, K. und Ullmann, W. (2011): Logistik, 4. vollständig überarbeitete und erweiterte Auflage, Wiesbaden: Gabler Verlag/ Springer Fachmedien.

Heizer, J., Render, B., Munson, Ch. (2020): Principles of Operations Management, 11^th edition, Boston: Pearson.

Hugos, M. (2018): Essentials of Supply Chain Management, Wiley.

Fisher, M. (1997): What is the right supply chain for your product?, Harvard Business Review, Vol. 75, No. pp., S. 105-117. 

Kersten, W. Seiter, M., von See, B, and Hackius, N. und Maurer, T. (2017): Trends und Strategien in Logistik und Supply Chain Management: Chancen der digitalen Transformation, DVV Media Group GmbH: Hamburg.

Kuhn, A. und Hellingrath, B. (2002): Supply Chain Management: optimierte Zusammenarbeit in der Wertschöpfungskette, Berlin [u.a.]: Springer.

Larson, P., Poist, R. and Halldórsson, Á. (2007): Perspectives on logistics vs. SCM: a survey of SCM professionals, in: Journal of Business Logistics, Vol. 28, No. 1, S. 1-24.

Kummer, S., Grün, O. und Jammernegg, W. (2018): Grundzüge der Beschaffung, Produktion und Logistik, 4. aktualisierte Auflage, München: Pearson Studium.

Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden.

Porter, M. (1986): Changing Patterns of International Competition, California Management Review, Vol. 28, No. 2, S. 9-40. 

Schröder, M./ Wegner, K., Hrsg. (2019): Logistik im Wandel der Zeit - Von der Produktionssteuerung zu vernetzten Supply Chains, Wiesbaden: Springer Gabler

Simchi-Levi, D., Kaminsky, P. und Simchi-Levi, E. (2008): Designing and managing the supply chain: concepts, strategies and case studies, 3^rd edition, Boston [u.a.]: McGraw-Hill/Irwin. 

Supply Chain Council (2014): Supply Chain Operations Reference (SCOR) model: Overview - Version 11.0.

Swink, M., Melnyk, S. A., Cooper, M. B. und Hartley, J. L. (2011): Managing Operations - Across the Supply Chain. 2^nd edition, New York, NY: McGraw-Hill/Irwin.

Weele , A. J. v. (2005): Purchasing & supply chain management, 4^th edition, London [u.a.]: Thomson Learning.

• Introduction: Overview of current trade flows and development of global business cooperation
• Networks explanations using neo institutional approaches as a theoretical basis
• Networks organization and functioning
• Development stages of networks
• Presentation of different network types such as supplier, production, disposal and logistics network as well as their respective requirements, peculiarities and characteristics

• Ballou, R. Business Logistics/Supply Chain Management, Upper Saddle River 2004.
• Bellmann, K. (Hrsg.): Kooperations- und Netzwerkmanagement, Berlin 2001.
• Bretzke, W.R.: Logistische Netzwerke, Berlin Heidelberg 2008.
• Blecker, Th. / Gemünden, H. G. (Hrsg.): Wertschöpfungsnetzwerke, Berlin 2006.
• Kaluza, B. / Blecker, Th. (Hrsg.): Produktions- und Logistikmanagement in virtuellen Unternehmen und Unternehmensnetzwerken, Berlin et al. 2000.
• Sydow, J. / Möllering: Produktion in Netzwerken, Berlin 2009.
• Willibald A. G. (Hrsg.): Neue Wege in der Automobillogistik, Berlin Heidelberg 2007.

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Important note: This course is part of an 6 ECTS module consisting of two courses "Entrepreneurship” & “Creation of Business Opportunities”, which have to be taken together in one semester.

Startups are temporary, team-based organizations, which can form both within and outside of established companies, to pursue one central objective: taking a new venture idea to market by designing a business model that can be scaled to a full-grown company. In this course, students will form startup teams around self-selected ideas and run through the process just like real startups would do in the first three months of intensive work. Startup Engineering takes an incremental and iterative approach, in that it favors variety and alternatives over one detailed, linear five-year business plan to reach steady state operations. From a problem solving and systems thinking perspective, student teams create different possible versions of a new venture and alternative hypotheses about value creation for customers and value capture vis-à-vis competitors. We will draw on recent scientific findings about international success factors of new venture design. To test critical hypotheses early on, student teams engage in scientific, evidence-based, experimental trial-and-error learning process that measures real progress.
Upon completion of this course, students will be able to:
· Apply a modern innovation toolkit relevant in both the corporate & startup world
· Analyze given business opportunities in terms of its constituent elements
· Design new business models by gathering and combining relevant ideas, facts and information 
· Evaluate business opportunities and derive judgment about next steps & decisions
Course language is English, but participants can decide to give their graded presentations in German. Students are invited to apply to this course module already with a startup idea and/ or team, but this is not a requirement! We will form teams and ideas in the beginning of the course. Class meetings have alternate intervals of lecture inputs, teamwork, mentoring, and peer feedback. Attendance is mandatory for at least 80% of class time due to large proportion of teamwork sessions.
Student teams give three presentations and submit them with backup analyses. Grading scheme:
· Startup discovery presentation after 5 weeks: 30%
· Startup validation presentation after 10 weeks: 30%
· Final startup pitches after 13 weeks: 40%

• Blank, S. & Dorf, B. (2012). The startup owner's manual.
• Gans, J. & Stern, S. (2016). Entrepreneurial Strategy.
• Osterwalder, A. & Yves, P. (2010). Business model generation.
• Maurya, A. (2012). Running lean: Iterate from plan A to a plan that works.
• Maurya, A. (2016). Scaling lean: Mastering the Key Metrics for Startup Growth.
• Wilcox, J. (2016). FOCUS Framework: How to Find Product-Market Fit.

Harris, R.; Harris, C.; Wilson, E.: Making Materials Flow, Lean Enterprise Institute, Cambridge, 2003.

Ohno, T.: Das Toyota-Produktionssystem, Campus-Verlag, Frankfurt et al, 1993.

Rother, M.: Die Kata des Weltmarktführers. Toyotas Erfolgsmethoden, Campus-Verlag, Frankfurt et al, 2009.

Rother, M.; Shook, J.: Sehen lernen: Mit Wertstromdesign die Wertschöpfung erhöhen und Verschwendung beseitigen, Lean Management Institut, Aachen, 2006.

Rother, M.; Harris, R.: Creating Continuous Flow, Lean Enterprise Institute, Brookline, 2001.

Shingo, S.: A Revolution in Manufacturing. The SMED System, Productivity Press, 2006.

Womack, J. P. et al: Die zweite Revolution in der Autoindustrie, Frankfurt/New York, Campus Verlag, 1992.

• Principles of productivity management

• Shop floor management and standardisation

• Takt analysis and design of manual operations

• Maintenance Principles
  

• Total Productive Maintenance (TPM)

• Optimisation of set-up operations

• Analysis of interlinked production systems

Bokranz, R.; Landau, K.:Produktivitätsmanagement von Arbeitssystemen. Schäffer-Poeschel, Stuttgart, 2006.

Takeda, H.: Das synchrone Produktionssystem: Just-in-Time für das ganze Unternehmen. 5. Aufl., mi-Wirtschaftsbuch, FinanzBuch Verlag, München, 2006.

Nakajima, S.: Management der Produktionseinrichtungen (Total Productive Maintenance). Campus Verlag, New York, 1995.

Shingo, S.: A Revolution in Manufacturing: The SMED System. Productivity, Inc., 1985

• Complex quantitative models for applications, e.g. production models with integrated inventory holding over time, portfolio models, revenue management models
• Advanced topics in linear programming, e.g, duality theory and its application, special structures as upper/lower bounds for variables; revised simplex method etc.
• Problems with multiple objectives and under uncertainty: adaption of linear programming models to realistic applications
• Topics from current OR research, e.g. from the field of humanitarian logistics and revenue management
  
• Advanced topics in integer programming: Modelling complex problems, e.g. from vehicle routing, and logical constraints; advanced  solutions procedures as branch and bound, cutting-plane procedures etc.
• Dynamic and non-linear programming and its applications in Management
• Applications of models and methods in the area of supply chain management and logistics, e.g. in location planning etc.
  

Bücher:

Albright, C., Winston, W.: Management Science Modeling. Revised Third Edition, South-Western 2009.

Eiselt, H.A., Sandblom, C.-L.: Linear Programming and its Applications, Springer 2007.

Eiselt, H.A., Sandblom, C.-L.: Integer Programming and Network Models, Springer 2000.

Eiselt, H.A., Sandblom, C.-L.: Decision Analysis, Location Models, and Scheduling Problems, Springer 2004.

Suhl, L., Mellouli, T.: Optimierungssysteme. Springer, Berlin et al., 2. Auflage, 2009.

Williams, H.P.: Model Building in Mathematical Programming. 5th edition, Wiley & Sons, 2013.

Winston, W., Venkataramanan, M.: Mathematical Programming. Operations Research, Volume 1, 4th Edition, Thomson, London et al. 2003.

Sowie ein Skript, das zur Vorlesung herausgegeben wird.

In this course, students develop a computer-based realization for a business application problem in a team of students.

In particular, they are required to carry out the following steps:

• Modeling the planning situation
• Implementation and documentation
• Generation of appropriate test data
• Testing the implementation, sensitivity analyses etc.
• Documentation of results and critical evaluation

Siehe Vorlesung Operations Research

Special topics from different areas of the lecture are discussed in the seminar.

Students are required to use current publications from highly esteemed journals in their assignment and to write an essay on a relevant OR topic. Moreover, they have to prepare and give  a talk on that topic.

The seminar is research-oriented and focuses on relevant research topics from the field. Students get a first-hand experience in carrying out a research project in a well-defined, limited area of OR.

There is a limitation of  the number of seminar participants (36 students). If necessary, selection of participants will be based on the results in the Quantitative Methods module which is a prerequisite for this course.

Fachartikel (Journal Papers), die zu Beginn des Seminars bekanntgegeben werden.

Information provision: Ratios and ratio systems, balanced scorecard, reporting, information supply design

•       Operative planning: Budgeting, operative production planning

•       Operative controlling: Deviation analysis and forecasting

•       Tactical planning: Quantitative and qualitative business planning

•       Strategic planning: Portfolio analysis, SWOT analysis, resource-based view, experience curve concept

•       Coordination: Economies of scope, value-oriented business ratios, transfer pricing, incentive systems, principal-agent theory

•       Risk controlling: Value at risk, risk analysis, risk aggregation, risk management, risk control

•       Project controlling

1. Skript und Unterlagen, die zur Vorlesung und Übung herausgegeben werden.
2. Ausgewählte Bücher:
3. Balakrishnan, R./Sivaramakrishnan, K./Sprinkle, G. (2009): Managerial Accounting, Hoboken.
4. Ewert, R./Wagenhofer, A. (2008): Interne Unternehmensrechnung, 7. Aufl., Berlin.
5. Merchant, K./Van der Stede, W. (2012): Management Control Systems: Performance Measurement, Evaluation, and Incentives, London.
6. Weber, J./Schäffer, U. (2011): Einführung in das Controlling, 13. Aufl., Stuttgart.

1. Skript und Aufgaben, die zur Vertiefung herausgegeben werden.
2. Weiterführende Literatur, die jeweils mit Blick auf die gesetzten Themenschwerpunkte spezifiziert wird

This lecture focuses on multinational firms and advanced issues of management, organizations, and human resource management. This course is structured as a lecture and a seminar. In the lecture, the advanced theoretical concepts are explained and discussed, whereas they are applied in the seminar through the preparation of a seminar thesis. The students learn about the process and structure of a scientific article, and further deepen their knowledge, while working in groups.

Example topics:

• Management: change management and corporate social responsibility;
• Organization: exploration & exploitation, networks, and organizational identity;
• Human Resource Management: human resource metrics & analytics and recruitment & selection.

The students will be provided with selected journal articles.

Bernardin, H.J. (2006): Human Resource Management: An Experiential Approach, 4e, New York: McGraw-Hill.

Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York: McGraw-Hill.

French, W./Bell, C.H./Zawacki, R.A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago: McGraw-Hill.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E. (2014): Strategic Management: Competitiveness and Globalization, 11e, Ohio: Cengage Learning.

Lynch, R. (2015): Strategic Management, 7e, Harlow: Prentice Hall.

This course focuses on multinational firms and advanced issues of management, organizations, and human resource management. The students learn about the process and structure of a scientific article and deepen their knowledge while working in groupds. Selected topics focus, for example, on:

• Human Resource Management: aging workforce, e-human resource management, generation X, Y, Z, human resource metrics/ analytics, recruitment/ selection/ hiring
• Organisation: employee voice, exploration/ exploitation, networks, organisational identity, trust measurement
• Management: change management, corporate social responsibility, firm performance measurement, gender, innovation management

The students will be provided with selected journal articles.

Bernardin, H.J. (2006): Human Resource Management: An Experiential Approach, 4e, New York: McGraw-Hill.

Cascio, W. (2015): Managing Human Resources: Productivity, Quality of Work Life, Profits, revised edition, New York: McGraw-Hill.

French, W./Bell, C.H./Zawacki, R.A. (2004): Organization Development and Transformation: Managing Effective Change, 6e, Chicago: McGraw-Hill.

Hitt, M.A./Ireland, R.D./Hoskisson, R.E. (2014): Strategic Management: Competitiveness and Globalization, 11e, Ohio: Cengage Learning.

Lynch, R. (2015): Strategic Management, 7e, Harlow: Prentice Hall.

• Introduction - Basic concepts and objects within the area of strategic management 
• Objectives, corporate strategies, mission statements and management systems as an object of strategic management 
• Theoretical perspectives of strategic management 
• Analysis and design of selected strategies 
• Strategic (planning) processes 
• Integrative application of knowledge based on a number of selected case studies 

Theoretical, conceptual parts are devoted to the processing and discussion of theoretical contributions from  current management research, which are practically applied in case studies and simulations.

Bamberger, I./Wrona, T. (2012): Strategische Unternehmensführung. Strategien - Systeme - Prozesse,  
2. überarbeitete und erweiterte Auflage, München 2012

Bamberger, I./Wrona, T. (2012): Strategische Unternehmensberatung, 6. erweiterte Auflage, Wiesbaden 2012

Bamberger, I./Wrona, T. (1996): Der Ressourcenansatz und seine Bedeutung für die Strategische Unternehmensführung, in: Schmalenbachs Zeitschrift für betriebswirtschaftliche Forschung (zfbf), 2/1996, S. 130-153

Bowman, E.H./Singh, H./Thomas, H. (2006): The domain of strategic management: History and evolution, in: Pettigrew, A./Thomas, H./Whittington, R. (Hrsg.): Handbook of strategy and management, London u.a. 2006, S. 31-54

Johnson, G./Whittington, R./Scholes, K./Angwin, D./Regnér, D. (2017): Exploring strategy. Text and Cases, 11. Aufl., Harlow 2017

Kreikebaum, H./Gilbert, D. U./Behnam, M. (2018): Strategisches Management, Stuttgart.

Mintzberg, H./Ahlstrand, B./Lampel, J. (2002): Strategy Safari, New York 2002 (in deutscherSprache: Dies. (2012): Strategy Safari: Der Wegweiser durch den Dschungel des strategischen Managements, 2. Aufl., München 2012)

Porter, M. E. (2013): Wettbewerbsstrategie. Methoden zur Analyse von Branchen und Konkurrenten, 12. Aufl., Frankfurt 2013

zu Knyphausen-Aufseß, D. (2012): Theoretische Perspektiven des strategischen Managements, in: Welge, M.K./Al-Laham, A./Kajüter, P. (Hrsg.): Praxis des strategischen Managements, Wiesbaden 2012, S. 39-70

Skripte und Textdokumente, die während der Vorlesung herausgegeben werden:

Product Planning Process

This integrated lecture is designed to understand major issues, activities and tools in the context of systematic product planning, a key activity for managing the front-end of innovation, i.e.:
•    Systematic scanning of markets for innovation opportunities
•    Understanding strengths/weakness and specific core competences of a firm as platforms for innovation
•    Exploring relevant sources for innovation (customers, suppliers, Lead Users, etc.)
•    Developing ideas for radical innovation, relying on the creativeness of employees, using techniques to stimulate creativity and creating a stimulating environment
•    Transferring ideas for innovation into feasible concepts which have a high market attractively

Voluntary presentations in the third hour (articles / case studies)

- Guest lectures by researchers 

- Lecture on Sustainability with frequent reference to current research

- Permanent reference to current research

Examination:

In addition to the written exam at the end of the module, students have to attend the PBL-exercises and prepare presentations in groups in order to pass the module. Additionally, students have the opportunity to present research papers on a voluntary base.  With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

• In the beginning the students get insight of the functionality of a service-oriented architecture.
• Then the students will get a logistic problem to solve in small groups.
• The elaborations result shall be one or more programmed services/module that together with the other groups result completes a total application.

Skripte und Textdokumente, die während der Vorlesung herausgegeben werden

• Identification of missions and changing requirements on controlling
• Differentiating managerial accounting, production management, logistics and supply chain controlling
• Considering global dispersed supply chain networks in production management and supply chain controlling
• Analyzing investment projects and resulting effects (investment control, risk management in investment)
• In depth knowledge in planning, realizing and controlling investments
• Developing characteristics of differentiation for cost and activity accounting (aim, purpose, opportunities in structuring etc.)
• In depth knowledge in cost management (cost types and units)
• Budgeting in practice; Analysis of existing methods
• Development of an approach in activity based costing
• Application of target costing
• Knowing the importance and method of life cycle costing
• Applying performance figures in production and logistics
• Discussion of opportunities and risks of digitalization for the design of management control systems for production and supply chains
• Developing recommendations for problem solving by using research oriented problem based learning sessions for relevant actual topics and cases; thereby preparing and presenting results in intercultural teams

Altrogge, G. (1996): Investition, 4. Aufl., Oldenbourg, München

Arvis, J.-F. et al. (2018): Connecting to Compete - Trade Logistics in the Global Economy, The World Bank Group, Washington, DC, USA; Download: https://openknowledge.worldbank.org/handle/10986/29971

Betge, P. (2000): Investitionsplanung: Methoden, Modelle, Anwendungen, 4. Aufl., Vahlen, München.

Christopher, M. (2005): Logistics and Supply Chain Management, 3. Aufl., Pearson Education, Edinburgh.

Corsten, H., Gössinger, R., Spengler, Th. (Hrsg., 2018): Handbuch Produktions- und Logistikmanagement in Wertschöpfungsnetzwerken, Berlin/Boston.

Eversheim, W., Schuh, G. (2000): Produktion und Management. Betriebshütte: 2 Bde., 7. Aufl., Springer Verlag, Berlin.

Friedl, G., Hofmann, C., Pedell, B. (2017): Kostenrechnung - Eine entscheidungsorientierte Einführung, 3. Aufl., Vahlen, München.

Günther, H.-O., Tempelmeier, H. (2005): Produktion und Logistik, 6. Aufl., Springer Verlag, Berlin.

Hahn, D. Horváth, P., Frese, E. (2000): Operatives und strategisches Controlling, in: Eversheim, W., Schuh, G. (Hrsg.): Produktion und Management. Betriebshütte: 2 Bde. Springer Verlag, Berlin.

Hansmann, K.-W. (1987): Industriebetriebslehre, 2. Aufl., Oldenbourg, München.

Hoitsch, H.-J. (1993): Produktionswirtschaft: Grundlagen einer industriellen Betriebswirtschaftslehre, 2. Aufl., Vahlen, München.

Horváth, P./ Gleich, R./ Seiter, M. (2020): Controlling, 14. Aufl., Vahlen, München.

Kersten, W. et al. (2017): Chancen der digitalen Transformation. Trends und Strategien in Logistik und Supply Chain Management, DVV Media Group, Hamburg.

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

Obermaier, Robert (Hrsg., 2019): Handbuch Industrie 4.0 und Digitale Transformation: Betriebswirtschaftliche, technische und rechtliche Herausforderungen, Wiesbaden

Preißler, P. R. (2000): Controlling. 12. Aufl., Oldenbourg Wissenschaftsverlag, München.

Weber, J./ Wallenburg, C. M. (2010): Logistik- und Supply Chain Controlling, 6. Auflage, Schaeffer Poeschel Verlag, Stuttgart.

Wildemann, H. (1987): Strategische Investitionsplanung, Methoden zur Bewertung neuer Produktionstechnologien, Gabler, Wiesbaden.

Wildemann, H. (2001): Produktionscontrolling: Systemorientiertes Controlling schlanker Produktionsstrukturen, 4. Aufl. TCW, München.

Die angewandte Fachliteratur ist von den jeweils gewählten Themen abhängig und wird passend zu den Semesterthemen aktualisiert. Darüberhinaus steht die Fachliteratur der korrespondierenden Vorlesung zur Verfügung.

• Identification of missions and changing requirements on controlling
• Differentiating managerial accounting, production management, logistics and supply chain controlling
• Considering global dispersed supply chain networks in production management and supply chain controlling
• Analyzing investment projects and resulting effects (investment control, risk management in investment)
• In depth knowledge in planning, realizing and controlling investments
• Developing characteristics of differentiation for cost and activity accounting (aim, purpose, opportunities in structuring etc.)
• In depth knowledge in cost management (cost types and units)
• Budgeting in practice; Analysis of existing methods
• Development of an approach in activity based costing
• Application of target costing
• Knowing the importance and method of life cycle costing
• Applying performance figures in production and logistics
• Developing recommendations for problem solving  by using problem based learning sessions for case studies; thereby preparing and presenting results in intercultural teams

Altrogge, G. (1996): Investition, 4. Aufl., Oldenbourg, München

Betge, P. (2000): Investitionsplanung: Methoden, Modelle, Anwendungen, 4. Aufl., Vahlen, München.

Christopher, M. (2005): Logistics and Supply Chain Management, 3. Aufl., Pearson Education, Edinburgh.

Eversheim, W., Schuh, G. (2000): Produktion und Management. Betriebshütte: 2 Bde., 7. Aufl., Springer Verlag, Berlin.

Günther, H.-O., Tempelmeier, H. (2005): Produktion und Logistik, 6. Aufl., Springer Verlag, Berlin.

Hahn, D. Horváth, P., Frese, E. (2000): Operatives und strategisches Controlling, in: Eversheim, W., Schuh, G. (Hrsg.): Produktion und Management. Betriebshütte: 2 Bde. Springer Verlag, Berlin.

Hansmann, K.-W. (1987): Industriebetriebslehre, 2. Aufl., Oldenbourg, München.

Hoitsch, H.-J. (1993): Produktionswirtschaft: Grundlagen einer industriellen Betriebswirtschaftslehre, 2. Aufl., Vahlen, München.

Horváth, P. (2011): Controlling, 12. Aufl., Vahlen, München.

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

Martinich, J. S. (1997): Production and operations management: an applied modern approach. Wiley.

Preißler, P. R. (2000): Controlling. 12. Aufl., Oldenbourg Wissenschaftsverlag, München.

Weber, J. (2002): Logistik- und Supply Chain Controlling, 5. Auflage, Schaeffer-Poeschel Verlag, Stuttgart.

Wildemann, H. (1987): Strategische Investitionsplanung, Methoden zur Bewertung neuer Produktionstechnologien, Gabler, Wiesbaden.

Wildemann, H. (2001): Produktionscontrolling: Systemorientiertes Controlling schlanker Produktionsstrukturen, 4. Aufl. TCW, München.

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: How much money can and should be raised? When should it be raised and from whom? What is a reasonable valuation of the company? How should funding, employment contracts and exit decisions be structured?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered with specific case studies:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

Entrepreneurial finance is at the center of a clash of two very distant worlds: that of entrepreneurship and that of finance. Finance is disciplined, based on numbers and logical thinking and looking for proven track records. Entrepreneurship is messy, based on intuition and experimentation and treading off the beaten track. Entrepreneurial finance is the provision of funding to young, innovative, growth-oriented companies. Entrepreneurial companies are young, typically less than ten years old, and introduce innovative products or business models. The younger are called “startups,” and are typically less than five years old.

There is a variety of investors who can finance entrepreneurial companies: family and friends, business angels, accelerators and incubators, crowdfunding platforms, venture capital firms, corporate investors, etc. The course provides a thorough understanding of what motivates them, of the way they invest, and of what support they can provide to a company at what stage in the fundraising cycle. The course addresses the following key questions: How much money can and should be raised? When should it be raised and from whom? What is a reasonable valuation of the company? How should funding, employment contracts and exit decisions be structured?

Thus, the course provides an understanding of the whole fundraising cycle, from the moment the entrepreneur conceived her idea to the moment investors exit the company and move on. We examine the entrepreneur's signalling to investors of the qualities of the venture, the investors' evaluation of the venture, the various dimensions of contracting (cash flow rights, control rights, compensation, and other clauses), the negotiation of a deal and the provision of corporate governance, the process of staged financing, the financing through debt, and the exit process though liquidity events such as initial public offering, sale or merger.

The following topics will be covered in lectures:

1. Introduction: Evaluating Venture Opportunities

2. Financial Planning

3. Ownership and Returns

4. Valuation Methods

5. Term Sheets

6. Structuring Deals

7. Corporate Governance

8. Staged Financing

9. Debt Financing

10. Exits

11. Early Stage & Venture Capital Investors

12. Ecosystems

Da Rin, Marco, and Thomas Hellmann. Fundamentals of Entrepreneurial Finance. Oxford University Press, 2020.

• Game theory
• Auction theory
• Mechanism design
• Online advertising markets
• Matching markets
• Social choice
• Beliefs formation
• Reputation systems
• Behavioral economics

• Parkes/Seuken: Algorithmic Economics: A Design Approach, Unpublished, 2020
• Easley/Kleinberg: Networks, Crowds and Markets, Cambridge University Press, 2010
• Weimann/Brosig-Koch: Methods in Experimental Economics, Springer, 2019
• Pass: A Course in Networks and Markets: Game-theoretic Models and Reasoning, MIT Press, 2019

Students examine existing empirical studies on topics covered in the lecture and develop their own research questions and study designs.

• Parkes/Seuken: Algorithmic Economics: A Design Approach, Unpublished, 2020
• Easley/Kleinberg: Networks, Crowds and Markets, Cambridge University Press, 2010
• Weimann/Brosig-Koch: Methods in Experimental Economics, Springer, 2019
• Pass: A Course in Networks and Markets: Game-theoretic Models and Reasoning, MIT Press, 2019

In the lecture Project Management, the most important phases of a project and the use of the project management software Open Project are taught. In the group exercise, example projects are worked on in small groups and these project phases are run through. The project is planned and documented with Open Project.

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.

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.

The role of technology for the competitive advantage of the firm and industries; Basic concepts, models and tools for the management of technology; managerial decision making regarding the identification, selection and protection of technology (make or buy, keep or sell, current and future technologies). Theories, practical examples (cases), lectures, interactive sessions and group study.

This lecture is part of the Module Technology Management and can not separately choosen.

Beside the written exam at the end of the module, students have to give one presentation (RE) on a research paper and two presentations as part of a group discussion (GD) in the seminar in order to pass. With these presentations it is possible to gain a bonus of max. 20% for the exam. However, the bonus is only valid if the exam is passed without the bonus.

• Single-degree-of-freedom systems: undamped and damped vibration, free vibration, forced vibrations due to harmonic, periodical or arbitrary loading, natural frequency, damping
• vibration isolation
• solution in the frequency-domain (Fourier transformation), solution in the time-domain
• multi-degree-of-freedom systems: continuous or discrete systems, modelling with finite elements, generalisation
• modal analysis
• power iteration according to v.Mises
• earthquake loading: seismological basics, response spectrum method
• wind-induced vibrations: engineering meteorology, aerodynamic, classification of excitation mechanisms