Course Schedule

Course Schedule

Start > Leuphana Bachelor (B.A./B.Eng./B.Sc./LL.B.) -> Major International Business Administration & Entrepreneurship -> Management Theory and Practice

Lehrveranstaltungen

Management - Managing Enterprises in a volatile Environment (Seminar)

Dozent/in: Ullrich Wegner

Inhalt: The seminar will cover the following aspects: 1. Agility and Flexibility 2. Szenario Planning 3. Risk Management 4. Digital Transformation 5. Stakeholder Management 6. Resilience

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management - Managing non-technical innovations (Seminar)

Dozent/in: Wolfram Springer

Inhalt: SEMINARTHEMA: "Innovationen = Fehlanzeige?" – Innovationsbilanzen in ausgewählten nicht-technischen Wirtschaftsbereichen Deutschland hat traditionell in Europa und im weltweiten Vergleich eine herausragende Position bei High-Tech-Innovationen - Produkte "Made in Germany" bürgen international für Qualität. Deutlich weniger bisher ausgeprägt ist indes die nicht-technische Innovationskraft, beispielsweise bei der Einführung neuer Geschäftsmodelle oder innovativer Serviceleistungen. Dabei werden in Deutschland ca. 70% des BIP durch Dienstleistungen oder Services erwirtschaftet, Tendenz steigend. Charakteristisch für nicht-technische wirtschaftliche Innovationen ist die Immaterialität der Innovation, d.h. die Ergebnisse der Innovation manifestieren sich nicht in gegenständlicher Form als physische Produkte wie dies bei technischen Innovationen (Geräte, Maschinen, Software und sonstige physische Gegenstände aller Formen und Arten) der Fall ist. Zu nicht-technischen Innovationen zählen nicht nur Dienstleistungsinnovationen (als direktes Pendant zu physischen Produkten), sondern auch viele andere Formen nicht-materialisierter Innovationen: Diese können die gesamte betriebswirtschaftliche Prozesskette betreffen, sowohl intern als auch im direkten Kontakt zu Kunden (Neuerungen im Bereich der Logistik, in der Betriebsorganisation, in den verschiedenen internen Kommunikationsprozessen, in der Aus- und Fortbildung der Mitarbeiter oder Neuerungen z.B. im Marketing, in der Kommunikation mit dem Kunden, im Vertrieb oder bei der sonstigen Kunden(ein)bindung). Nicht-technische Innovationen sind vor allem für solche Unternehmen von Bedeutung, deren Leistungsspektrum im Bereich der Dienstleistungen liegt („softer Wirtschaftsbereich“). Entsprechende Unternehmen finden sich überwiegend in folgenden Wirtschaftssektoren: Handel, Finanzwirtschaft, Logistik, Tourismus, Gastronomie, Medien/Verlagswesen, Gesundheitssektor, Architekten, Rechtsanwälte/Wirtschaftsprüfer/Steuerberater, verschiedene Beratungsunternehmen, Kulturwirtschaft etc. Wie aber sieht die Innovationsbilanz in den genannten Wirtschaftssektoren konkret aus? Gibt es in diesen Sektoren ein strategisches Innovationsmanagement ähnlich wie in der industriell-technischen Wirtschaft? Wie ist die Innovationskraft in diesen Bereichen zu bewerten? Gibt es gravierende Unterschiede zwischen den Wirtschaftsbereichen? Was sind hierfür ggf. die Ursachen?

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management - Managing Strategic Supply (Seminar)

Dozent/in: Detlef Schwarting

Inhalt: Context By far the largest cost item at most companies and public institutions is in purchasing and procurement. The relative importance of the area managed by the CPO (Chief Procurement Officer) has increased even further with the shortening of value chains and increasing outsourcing in many industries. Very often, he is responsible not only for purchasing from external suppliers (External Supply) but also for internal procurement from the company's own subsidiaries or sister companies (Internal Supply). The function has changed dramatically in recent decades, from the support function often derisively referred to as the "ordering office" to a strategic area with board rank and overarching scope for action. Time and again, it has been shown that buyers and managers in purchasing can make considerable contributions not only to reducing costs, but also to improving revenues. With the shift in roles, the requirements profile for specialist and management personnel in purchasing has also changed. Classic skills of negotiating with suppliers, conducting tenders and processing orders are moving into the background, while strategic, cross-functional and communication skills are of increasing importance. Furthermore, digitalization is also playing an increasingly prominent role in purchasing and procurement.

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management - Managing a company´s top strategic decisions (Seminar)

Dozent/in: Gustav A. Oertzen

Inhalt: The long-term success of a company depends mainly on very few key decisions. Prominent examples include the strategic direction (e. g. what sustainable competitive advantages to build on in the future), very large investments as into new ventures or acquisitions of other companies, and mergers with other companies. These decisions are made under uncertainty and under financial constraints. Furthermore, these decisions are not made by “the company” but by human beings who are personally affected stakeholders, possibly subject to individual biases and who decide in groups differently than as individuals. To tackle these strategic decisions, we will work on 10 topics which touch collectively content (what are the right decisions) and process (how to get to the right decisions). The topics will include theoretical concepts as e. g. strategic frameworks, research results as e. g. from behavioral economics, and also practical examples. Topics: • Managing uncertainty (different kinds of uncertainties, scenario building around key uncertainties, action types as big bets / options / no regret moves) • How to make very large decisions – esp. on investments (business case, cash vs. P&L, sunk money, valuation, threats/opportunities, …) • Typical traps in decision making (individual biases, how to avoid typical traps, possible process solutions) • Special focus on group decisions (typical behaviours, e. g. overlooking / neglecting very large risks in group decisions, group thinking and possible process solutions) • Getting decision support by Artificial Intelligence and Big Data (established in mass decision processes, future extension to management decisions) • Different stakeholders in top management decisions (roles and interests of equity and debt markets, supervisory board members, top management, employee representatives) • Managing decisions in state owned companies (differences in goals and processes for state owned vs. private companies; success factors/typical flaws; possible solutions) • Create or build on sustainable competitive advantages (examples as economies of scale / first mover / network effects / access to limited resources; their sustainability; how to start) • Decide on the company's direction: focus vs. diversification (influencing factors as management attention, spread of risk, cyclicality, capital market expectation and resulting pros/cons) • Making strategic decisions in disruptive situations (example CO2 footprint, Kyoto protocol, CO2 avoidance as strategic and marketing tool, internal pricing, external compensation)

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management - Managing Human Resources (Seminar)

Dozent/in: Gunther Schwarz

Inhalt: Das Managen des ‚Human Capital‘ stellt gerade in Zeiten schnellen, teilweise disruptiven Wandels, der Veränderung von Lebensentwürfen, des demographischen Wandels, der Digitalisierung und zunehmenden Mobilität eine erfolgsentscheidende und überlebenskritische Herausforderung für das Management von Unternehmen aller Größenordnungen dar. Das Seminar greift diese Herausforderung auf und gibt einen theoretisch fundierten und zudem praxisorientierten Einblick in die wesentlichen Konzepte und Elemente des Managements von Human Resources. Neben der Vermittlung von Fachinhalten und Praxisbeispielen werden die Studierenden in Gruppenarbeit einzelne Themenblöcke selbständig vertiefen und die Ergebnisse vor dem Plenum vorstellen und zur Diskussion stellen. Das Seminar gliedert sich in drei Themenblöcke: Die Basis wird gelegt durch die Erörterung der Themen HR-Strategie, -Rolle und –Organisation. Im zweiten Block werden ausgewählte Kernelemente der HR-Arbeit vom Workforce Planning bis zum Talent-Management erarbeitet. Der dritte Teil behandelt aktuelle Themenstellungen wie das Diversity Management oder die Auswirkungen der Digitalisierung auf die Personalarbeit.

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management - Managing Maturity (Seminar)

Dozent/in: Till Mettig

Inhalt: Managing established (or "mature") organisations involves a number of specific challenges: First of all, mature organisations are usually characterised by significant size and a high degree of division of work which often comes along with a rather large importance of micropolitical behaviour. Management has to find answers on how to organise work, establish and achieve strategic goals, and react on a highly competitive market environment. In particular, mature organisations need to create conditions that enable them to constantly adapt themselves to chaingng environments. The seminar's core objective is to identify core challenges that managers of mature organisations face. In order to do so, we take not only a theoretical perspective, but also look at empirical examples and practical experience. The findings of our analysis will enable us to derive implications for the practice of managing mature organisations.

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice

Management Theory and Practice (Vorlesung)

Dozent/in: Markus Reihlen

Termin:
wöchentlich | Donnerstag | 10:15 - 11:45 | 14.10.2024 - 31.01.2025 | C HS 2 | wöchentlich | Donnerstag | 10:15 - 11:45 | 14.10.2024 - 31.01.2025 | C HS 2 | Hörsaal wird benötigt! Zeitslot wird von mehreren Programmen genutzt inkl. WiPäd (Terminverschiebung gem. Studiendekanat MT nicht möglich)

Inhalt: Much of our professional and private life today is shaped by management and organizations. Management matters to all of us. We have to manage ourselves, manage others in student working groups, and after graduation, manage within firms. This course will take you on a trip through some main roads, a few backstreets, and several exciting places to explore management thinking and practice. Mary Parker Follett once stated: “Management is the art of getting things done through people.” We do so by infusing organizations with a purpose, developing strategies to anticipate the future, organizing people’s work, making organizational decisions, managing digital technology, shaping daily routine operations, and, among other things, facilitating innovation. Throughout these topics, you will learn to combine state-of-the-art scientific knowledge with practical applications and reflections.

Leuphana Bachelor - Major International Business Administration & Entrepreneurship - Management Theory and Practice