Vorlesungsverzeichnis

Finanzmanagement (Vorlesung/Übung)

Inhalt: Das Modul befasst sich mit der Finanzierung von Unternehmen. Ausgehend von den Finanzierungszielen werden die verschiedenen Kapitalmarkt- und Kapitalmarkt nahen Finanzierungsinstrumente aus Sicht des Corporate Treasury, der Banken und der Kapitalmarktinvestoren behandelt. Der Themenbereich reicht von Equity (Public & Private) über Mezzanine (z.B. Hybrid Bonds, Genussscheine) bis Debt Instruments (z.B. Syndicated Loans, Commercial Paper, Bonds). Speziell behandelt werden Asset Based Instruments und Project Finance sowie M&A und deren Finanzierung. In Zusammenhnag mit M&A Transaktionen wird auch auf Grundlagen der Unternehmensbewertung eingegangen. Als Basis für Debt Instruments wird es ein Kapitel zum externen Credit Rating geben. Das Modul umfasst primär betriebswirtschaftliche aber auch juristische Aspekte und ist grundsätzlich praxisorientiert ausgerichtet. In den zugehörigen Übungen geht es um Anwendungsfälle zu Unternehmensbewertung, M&A Finanzierungsaufbau und Projektfinanzierung verbunden mit praxisüblichen Berechnungen.

Finanzmanagement Übung 1 (Vorlesung/Übung)

Dozent/in: Heinrich Degenhart

Termin:
14-täglich | Dienstag | 08:15 - 09:45 | 01.04.2019 - 05.07.2019 | C 6.320 Seminarraum

Inhalt: In der Übung zu Finanzmanagement werden ausgewählte Themen aus der Vorlesung in Beispielen und kleinen Fallstudien vertieft, z.B. Credit Rating, Asset Backed Securieties, Aquisitionsfinanzierung, Projektfinanzierung.

Finanzmanagement Übung 2 (Vorlesung/Übung)

Dozent/in: Heinrich Degenhart

Inhalt: In der Übung zu Finanzmanagement werden ausgewählte Themen aus der Vorlesung in Beispielen und kleinen Fallstudien vertieft, z.B. Credit Rating, Asset Backed Securieties, Aquisitionsfinanzierung, Projektfinanzierung.

Strategic Human Resource Management (Vorlesung/Übung)

Dozent/in: Stefanie Gustafsson

Inhalt: Two of the most important assets of any organization are its people and its strategy. The aim of Strategic Human Resource Management (SHRM) is to create a fit between these two with the aim of increasing organisational efficiency and performance. However, while some consider SHRM as an important source of competitive advantage, others take a more critical view, emphasizing how its underlying processes and practices may be used to control individuals, while even others challenge the fundamental idea of SHRM all-together. The course introduces students to the concepts and theories of Strategic Human Resource Management (SHRM), connecting these to relevant practical examples, from both organizational and individual perspectives. It situates SHRM in wider strategic debates and management trends, and discusses critical approaches to SHRM by addressing thematic issues such as identity control and HR rhetoric.

Strategic Management (Vorlesung/Übung)

Dozent/in: Stefanie Habersang

Inhalt: The rise of the digital economy creates a new blueprint for competition. Instead of creating and sustaining firm-specific competitive advantages, the new competition puts ecosystems and networks in the center of strategic management. A number of factors have contributed to this networked-based approach such as the need for deepening specialization as firms struggle to deliver increasingly complex products and services, the emergence of the Internet of Things, and the growing ubiquity of inexpensive, fast, and digital networks. These drivers have created the conditions for the emergence of entirely new industries or transformed existing industries as it became visible for the field of enterprise software, online social networks, video games, and retailers. Think about Blackberry that captured for years the lion’s share of the smartphone market that it largely created. Now the firm struggles to stay alife with a share of the overall phone market of less than 1 %. Blackberry’s key strategic problem was failing to realize that smartphone producers depend not only on their products, but on creating an entirely dynamic ecosystem on which its continued success depends. In today’s digital business environment, strategic issues become complicated, uncertain, and ambiguous strategic problems. Dealing with these “wicked” policy issues requires that firm’s cultivate responsive learning networks.

Strategic Management Control (Vorlesung/Übung)

Dozent/in: Rainer Lueg

Inhalt: This course provides a profound introduction into current issues and concepts in strategic management control research and its relevance to the understanding and designing of management practice. Students learn about different approaches to explaining strategic positioning, analyzing the impact of industries and firm resources on the strategy of different types of companies. For this, strategic management control is an essential part of a corporate control system. It is based on intermediate- and long-term considerations and focuses on securing the long-term company survival and growth. Quantifiable as well as non-quantifiable factors are reviewed, and environments of a company such as markets, competitors, or consumer behavior are considered. Based on this framework, strategies and concepts are elaborated and implemented. Specifically, the course covers the areas of - basic ideas of strategic controlling - company analysis and its environment - strategies of business segments - company strategies - strategy execution - strategic sensemaking - strategic performance-measurement systems

Strategisches Marketing (Vorlesung/Übung)

Dozent/in: Dirk von Schnakenburg

Inhalt: Ziele und Methoden der strategischen Analyse, Wettbewerbsvorteile analysieren und gestalten, Marketingstrategien in unterschiedlichen Kontexten entwickeln.