Vorlesungsverzeichnis

Vorlesungsverzeichnis

Suchen Sie hier über ein Suchformular im Vorlesungsverzeichnis der Leuphana.

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: ‘Innovations = no response?’ - Innovation balances in selected non-technical economic sectors Germany has traditionally held an outstanding position in Europe and in a global comparison when it comes to high-tech innovations - products ‘Made in Germany’ are an international guarantee of quality. However, non-technical innovation, for example in the introduction of new business models or innovative services, is much less pronounced. In Germany, around 70% of GDP is generated by services, and the trend is rising. Non-technical economic innovations are characterised by the immateriality of the innovation, i.e. the results of the innovation do not manifest themselves in tangible form as physical products, as is the case with technical innovations (devices, machines, software and other physical objects of all shapes and types). Non-technical innovations include not only service innovations (as a direct counterpart to physical products), but also many other forms of non-materialised innovations: These can affect the entire business process chain, both internally and in direct contact with customers (innovations in logistics, in business organisation, in the various internal communication processes, in employee training and development or innovations in, for example, marketing, in communication with customers

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

Management - Managing Political Organizations (Seminar)

Dozent/in: Roland Heintze

Inhalt: Content and concept „How to manage political organizations“. Political parties are an integral part of everyday political life, a link between society and the state. - What structure do parties have and how do they function? - How are parties legitimized and what is their role in politics? - How important are public opinion, the press and voters for the survival of a party? - How do internal decision-making processes work and what is the center of power of a party? - What are the reasons for the rise of individual politicians within their party? - What is the basis of a party's success? - How could a party career be successfully built up within a year? - your questions

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: Especially in times of rapid, sometimes disruptive change, changing lifestyles, demographic change, digitalisation and increasing mobility, the management of human capital represents a challenge that is critical to the success and survival of companies of all sizes. The seminar addresses this challenge and provides a theoretically sound and practice-orientated insight into the key concepts and elements of human resources management. In addition to teaching specialised content and practical examples, students will work in groups to explore individual topics in greater depth and present their findings to the plenary session for discussion. The seminar is divided into three thematic blocks: The foundation is laid by discussing the topics of HR strategy, role and organisation. In the second block, selected core elements of HR work from workforce planning to talent management will be developed. The third part deals with current topics such as diversity management and the impact of digitalisation on HR work.

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

Management - Managing Innovation in Strategic CSR - Creating Shared Value (Seminar)

Dozent/in: Antje Lein-Struck

Inhalt: In our days, Corporate Social Responsibility (CSR) is firmly anchored and institutionally represented in most companies. CSR is therefore often dedicated by the image that a company wants to convey to the outside world. However, Michael E. Porter, one of the leading US management professors, propagated the idea of a “Strategic CSR” back in 2006. In 2011, he renamed his concept “Creating Shared Value” (CSV) and adapted its content to new standards. The central idea behind the CSV- approach considers the entrepreneurial pursuit of profit and the creation of social benefit to be harmonious and not in conflict with each other. In this understanding, managers of a company are expected to identify areas within the value chain to increase the productivity and profitability of the company while solving social problems in equal measure. For example, a good company health program can significantly reduce employee absenteeism while at the same time sustainably increase productivity. Or: by switching to local suppliers, large retail companies can not only reduce their transportation costs and increase the quality/freshness of their products, but also promote the local economy and create jobs as a result. In this understanding of the CSV approach, CSR is thus transformed from an image booster into a targeted measure for generating new business ideas and innovative options for economic and social added value. Seminar parameters The seminar will take place as a block event. An introduction to the topic and the innovation methodology is given at the kick-off meeting. The topics (non-technical economic sectors to be worked on) are also assigned to the working groups on that day. Personal attendance is expected throughout the seminar.

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

Management - Managing Management Skills (Seminar)

Dozent/in: Johanne Düsterbeck

Inhalt: In the last decade an abundance of evidence has been produced that skillful management—especially those competent in the management of people in organizations— is the key determinant of organizational success. The research findings make it almost unquestionable that if organizations want to succeed, they must have competent, skillful managers. However, what exactly differentiates skillful managers from less skillful managers? If developing management skills is so crucial for organizational success, what skills ought to be the focus of attention? Management skills, in general, are the means by which managers translate their own style, strategy, and favorite tools or techniques into practice. In this course we focus on 10 different but interrelated skills (taken below from the seminar textbook): Personal Skills 1. Developing Self-Awareness 2. Managing Personal Stress 3. Solving Problems Analytically and Creatively Interpersonal Skills 4. Building Relationships by Communicating Supportively 5. Gaining Power and Influence 6. Motivating Others 7. Managing Conflict Group Skills 8. Empowering and Delegating 9. Building Effective Teams and Teamwork 10. Leading Positive Change What all skills do have in common is the potential for improvement through practice and training. Any approach to developing management skills, therefore, must involve a heavy dose of practical application. At the same time, practice without the necessary conceptual knowledge is sterile and ignores the need for flexibility and adaptation to different situations. Therefore, developing competencies in management skills is inherently tied to both conceptual learning and behavioral practice. The method that has been found to be most successful in helping individuals develop management skills is based on social learning theory (Bandura, 1977; Boyatzis et al.,1995; Davis & Luthans, 1980). This approach marries rigorous conceptual knowledge with opportunities to practice and apply observable behaviors. It relies on cognitive work as well as behavioral work. In this course we use this learning model and build it on four steps: (1) the presentation of behavioral principles or action guidelines using scientifically based knowledge about the effects of the management principles being presented; (2) demonstration of the principles by means of trainings that involve for example cases, films, scripts, or incidents; (3) opportunities to practice the principles through workshops, role-plays or exercises; and (4) feedback on performance from peers and the course instructor. The seminar is based on the book 'Developing Management Skills' from David Whetten & Kim Cameron.

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

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