Vorlesungsverzeichnis

Suchen Sie hier über ein Suchformular im Vorlesungsverzeichnis der Leuphana.

Start > Masterprogramm Management (M.A./M.Sc.) -> Management & Entrepreneurship -> Contemporary Issues in Management & Entrepreneurship

Lehrveranstaltungen

Global Leadership - Strategic and Organizational Challenges in the Context of Global Leadership (Seminar)

Dozent/in: Niels Bosse

Inhalt: Global leadership is currently one of the biggest challenges that transnational companies face worldwide. The rapid changes in technologies as well as globalization have impacted companies, such as Volkswagen Group. This block seminar will deal and explain the current situation and challenges of the company, and how it is handling them. A special focus is set on strategic, leadership, organizational and cultural aspects. Especially the influence of compliance, integrity and diversity in the light of cultural differences will be discussed. I. Introduction 22.10.2021 Seminar Organization II. Introduction of the VW Group 22.10.2021 1. Global VW Group and AUDI AG history and sites -History the VW group -History of AUDI AG -Sites of AUDI AG 2. Audi México -History of Audi México -Decision to locate in México III. Current Challenges for the automotive industry 20.11.2021 1. Future of the automobile industry 2. Development from an OEM to a Provider of Mobility 3. The way to e Mobility 4. Impact of the Corona Pandemic IV. Strategy and Values 27.11.2021 1.Corporate Strategy 2. Corporate Values 3. Development of a Company Strategy, example: Audi Mexico -Presentation #1: Challenges of the Transnational Companies with their Strategy 4. HR Strategy as an important part of the Company Strategy 5. Bring Strategy to life: KPIs and Objectives 6. KPI System for the HR area – the Engagement Index V. From Values to a Corporate Culture 27.11.2021 1. VW Group Essentials 2. Program: Together for integrity 3. Diversity as an essential element of the corporate culture - Presentation #2: The Role of Diversity in an Organizational Culture 4. How to handle cultural differences in a global company (example: China – Germany, Mexico) - Presentation #3: Creation of a Culture strategy VI. Global Leadership 27.11.2021 1. Leadership vs. Management 2. Leadership principles of the leadership model of Audi AG 3. Competencies of a leader and a manager - Presentation #4: Diagnostic Instruments for the selection of Management 4. Differences in leadership (China, Germany and México) 5. Leadership Programs/ examples - iLead / Lean Leadership / Change Future Management VII. The Future of HR 03.12.2021 1. Trends in the HR - Presentation #5: “New Normal” Strategy after the pandemic 2. From Spitzenpersonalarbeit to the transformation of HR to One HR / New HR 3. Modern Tools and Instruments – SPP, HR Communication, stakeholder communication, succession planning, FSE Rotation program , StiBa, Leadership Monitor - Presentation #6: Modern Flexible Working Models - Presentation #7: The future of the workforce and strategic personal planing VIII. Modern Organizational Structures 03.12.2021 1. The Job Family Cluster Organization, a process and competence oriented 2. Company Structure - Presentation #8: Future of the organizational structure of modern companies 3. Preface, problem and goal setting 4. Job Families 5. Job Family Cluster 6. Practical fields of application of the Job Family Cluster 7. Overview and Outlook 8. Summary X. Reflection and learnings 03.12.2021

Start-up Lab 2 (Seminar)

Dozent/in: Gustav A. Oertzen

Inhalt: The objective of this seminar is the simulation (or even creation) of a start-up by different teams. This is part of an overall effort to create entrepreneurial spirit within students, be it in start-ups or in a larger company or in public organisations. The approach is based on iterations with increasing concreteness for your start-up idea and short feedback cycles over the course of this seminar. Progress will be documented and checked in the improved short pitches of about 15 min (plus 15 min discussion/feedback) at the end of each round. Ideally, you already have some ideas before the start and maybe also some preferences for a team. But this is not a pre-requisite. In the kick-off you will get an introduction into the Start-up Lab 2 approach and an overview of the content, e. g. how to create and select an idea, test hypotheses, create a business plan, and design a market entry. We will form about 5 teams of ideally 3 persons per team, in doubt we will roll a dice. Each team will afterwards have to create and briefly outline 3 ideas per student, i. e. 15 per team and have to pitch it internally within the team. At the end of this meeting each team needs to select its top 3 ideas. These top 3 ideas will be pitched towards all participants and get feedback from me and your peer students. Based on this feedback your team will select one top idea in order to pursue it further in this seminar (in case this top idea is later identified as not to be useful, you can change it once). Next round will be hypotheses testing, i. e. you will create and test main hypotheses for this start-up idea. This can be done by (expert) interviews, surveys, research, or similar checks. The results will be presented in an improved pitch again towards all students with according feedback. Based on these results you will create a business model, leading to a financial plan, i. e. trajectory of revenues, costs and its rationalization, resulting cash flows and possible financing requirements. Again, these results will be pitched towards the group of teams. Next step is to think about and create a market entry approach including marketing, sales – and how to actually start. Including the main points of your previous pitches this will be the basis for your final pitch to the group. The pitch documents, ideally in PowerPoint, will be re-used and accompanied by some short text in Word, to form a business plan. You will get a template for this early on. Elements will be the description of the idea, team, market/competition, business model/financials (optionally financing requirement), go-to-market approach – and finally some reflection (chances/risks). As a personal remark: We will try everything to make this a physical seminar. So please get vaccinated in order to protect yourself, your fellow students and the lecturer. Additional organisational remark: On Thursday 3.11./Friday 4.11 you only need to be present 3 hours in total - details on kick-off.

The influence of nudging and biases on our daily decision making (Seminar)

Dozent/in: Nadine Galandi