Suchergebnis: Katalogdaten im Herbstsemester 2018
|Management, Technologie und Ökonomie Master |
Willkommen und Einführung ins MSc ETH MTEC
Montag, 17.09.2018, 15.15 h, HG D 1.1
|Unternehmens- und Personalführung|
|363-0341-00L||Introduction to Management||W+||3 KP||2G||S. Brusoni, B. Luthra|
|Kurzbeschreibung||This course is an introduction to the critical management skills involved in planning, structuring, controlling and leading an organization.|
|Lernziel||We develop a 'systemic' view of organizations. |
We look at organizations as part of an industry context, which is affected by different elements like strategy, structure, culture, tasks, people and outputs.
We consider how managerial decisions are made in any one of these domains affect decisions in each of the others.
|Inhalt||Further information is available on the Tim Group Chair's website: |
and on the Moodle of the course:
|Skript||The content of the course will rely on the book:|
Dess, G. G., Lumpkin, G. T., Eisner, A. B., & McNamara, G. 2012. Introduction to Management. New York: McGraw Hill.
Selected readings from the book and additional learning materials will be available on the course Moodle:
All the materials uploaded on Moodle must be considered as required readings.
|Voraussetzungen / Besonderes||The final exam of the present course is in written form.|
The final exam is requested for all types of students (BSc, MSc, MAs, PhD, and Exchange students).
It is not possible to retake the exam within the same term or academic year.
We strongly recommend Exchange students to take it into consideration when selecting the courses to attend.
|Strategie, Märkte und Technologie|
|363-0387-00L||Corporate Sustainability||W+||3 KP||2G||V. Hoffmann|
|Kurzbeschreibung||The lecture explores current challenges of corporate sustainability and prepares students to become champions for sustainable business practices. In the beginning, traditional lectures are complemented by e-modules that allow students to train critical thinking skills. In the 2nd half of the semester, students work in teams on sustainability challenges related to water, energy, mobility, and food.|
- assess the limits and the potential of corporate sustainability for sustainable development
- develop critical thinking skills (argumentation, communication, evaluative judgment) that are useful in the context of corporate sustainability using an innovative writing and peer review method.
- recognize and realize opportunities through team work for corporate sustainability in a business environment
- present strategic recommendations in teams with different output formats (tv-style debate, consultancy pitch, technology model walk-through, campaign video)
|Inhalt||In the first part of the semester, Prof. Volker Hoffmann will share his insights on corporate sustainability with you through a series of lectures. They introduce you to a series of critical thinking exercises and build a foundation for your group work. In the second part of the semester, you participate in one of four tracks in which SusTec researchers will coach your groups through a seven-step program. Our ambition is that you improve your analytic and organizational skills and that you can confidently stand up for corporate sustainability in a professional setting. You will share the final product of your work with fellow students in a final puzzle session at the end of the semester.|
|Skript||Presentation slides will be made available on moodle prior to lectures.|
|Literatur||Literature recommendations will be distributed during the lecture|
|363-0389-00L||Technology and Innovation Management||W+||3 KP||2G||S. Brusoni|
|Kurzbeschreibung||This course focuses on the analysis of innovation as a pervasive process that cut across organizational and functional boundaries. It looks at the sources of innovation, at the tools and techniques that organizations deploy to routinely innovate, and the strategic implications of technical change.|
|Lernziel||This course intends to enable all students to:|
- understand the core concepts necessary to analyze how innovation happens
- master the most common methods and tools organizations deploy to innovate
- develop the ability to critically evaluate the innovation process, and act upon the main obstacles to innovation
|Inhalt||This course looks at technology and innovation management as a process. Continuously, organizations are faced with a fundamental decision: they have to allocate resources between well-known tasks that reliably generate positive results; or explore new ways of doing things, new technologies, products and services. The latter is a high risk choice. Its rewards can be high, but the chances of success are small.|
How do firms organize to take these decisions? What kind of management skills are necessary to take them? What kind of tools and methods are deployed to sustain managerial decision-making in highly volatile environments? These are the central questions on which this course focuses, relying on a combination of lectures, case-based discussion, guest speakers, simulations and group work.
|Skript||Slides will be available on the Moodle page|
|Literatur||Readings will be available on the Moodle page|
|Voraussetzungen / Besonderes||The course content and methods are designed for students with some background in management and/or economics|
|363-0392-00L||Strategic Management |
Number of participants limited to 80.
Registration through myStudies (first come, first served). If you are unable to sign up through myStudies, please contact the course assistant:
|W+||3 KP||2G||S. Herting|
|Kurzbeschreibung||This courses conveys concepts and methods in strategic management, with a focus on competitive strategy. Competitive strategy aims at improving and establishing position of firms within an industry.|
|Lernziel||The lecture "Strategic Management" is designed to teach relevant competences in strategic planning and -implementation, for both professional work-life and further scientific development. The course provides an overview of the basics of “strategy” and the most prevalent concepts and methods in strategic management. The course is given as a combination of lectures about concepts/methods, and case studies where the students solve strategic issues of the case companies. In two sessions, the students will also be addressing real-time strategic issues of firms that are represented by executives.|
a. Strategy concepts
b. Industry dynamics I: Industry analysis
c. Industry dynamics II: Analysis of technology and innovation
d. The resource-based theory of the firm
e. The knowledge-based theory of the firm
|Voraussetzungen / Besonderes||Number of participants limited to 80. Registration through myStudies (first come, first served). You will receive a confirmation email from us once you have successfully registered. We do not use the mystudies-Waiting List, but a seperate internal system.|
For further questions and if you are unable to sign up through myStudies, please contact the course assistant:
Session #0: (October 8) Organizational Issues & Guest lecture I
Session #1: (October 15) Strategy Concepts & How to Solve a Case
Session #2: (October 22) Industry Dynamics I
Session #3: (October 29) Guest Lecture II
Session #4: (November 5) Industry Dynamics II
Session #5: (November 12) Resource-Based Theory
Session #6: (November 26) Knowledge-based Theory
Session #7: (December 3) Guest Lecture III
For participants of the MAS-MTEC program we offer a complentary course Practicing Strategy in which students will apply the concepts of Strategic Management to their real-life contexts and organizations. Please register simultaneously for both courses if you want to take part in this course.
For more information please see:
|363-0403-00L||Introduction to Marketing||W+||3 KP||2G||F. von Wangenheim|
|Kurzbeschreibung||The course is designed to convey a profound understanding of marketing's role in modern firms, its interactions and interfaces with other disciplines, its main instruments and recent trends. Particular attention is given to emerging marketing concepts and instruments, and the role of marketing in technology firms.|
|Lernziel||After taking the lecture, students should have knowledge about|
1) The definition and role of marketing (marketing basics)
2) Creating marketing insights - understanding customer behavior
- Theoretical concepts in customer behavior (customer behavior)
- Analytical means to extend knowledge on customer behavior (marketing research)
- Strategic tools to quantify customer behavior (CLV, CE)
3) Strategic marketing - translating marketing insights into actionable marketing strategies
- Segmentation, Targeting, and Positioning
- Attracting customers (marketing mix, 4Ps)
- Maintaining profitable customer relations (CRM)
|Inhalt||The course is designed to convey a profound understanding of marketing's role in modern firms, its interactions and interfaces with other disciplines, its main instruments and recent trends. Particular attention is given to emerging marketing concepts and instruments, and the role of marketing in technology firms.|
The lecture features tutorial sessions that are held at irregularly spaced intervals throughout the semester (approximately every third week). The tutorial sessions take place at the same time and location as the main lecture. It serves to illustrate theoretical and methodological concepts from the lecture by walking students through basic marketing data analyses, where students can practice and apply the concepts of the lecture on their own. The tutorial is held jointly by two Teaching Assistants (Zhiying Cui and Jana Gross) and the professor (Prof. F. von Wangenheim).
|Literatur||Kotler, P./Armstrong, G.: Principles of Marketing, 17th edition, Pearson 2017.|
Weekly readings, distributed in class (via Moodle)
|Informationsmanagement und Operationelle Führung|
|363-0421-00L||Mastering Digital Business Models |
Maximale Teilnehmerzahl: 110
|W+||3 KP||2G||E. Fleisch|
|Kurzbeschreibung||This lecture provides a theory- and practice-based understanding of how today's information technologies enable new digital business models and disrupt existing markets.|
|Lernziel||A. After the lecture, the student is able to evaluate digital business models from different angels, including theory-based views:|
- Definition and classification of business models
- Digital business model patterns
- Theoretical frameworks that explain why and how digital business models function
- Impact of digital business model patterns on P&L and balance sheet
Students know how to measure & evaluate investments into the digital space as
- a decision maker in an established company (should I invest in project A or B?)
- an entrepreneur (should I pursue this venture?)
- an investor (should I invest in start-up xy?)
B. The student knows different tools to design digital business model patterns.
|Inhalt||Uber, Airbnb, Nest and Jawbone - A wide range of innovative companies exist, which successfully implemented ICT enabled business models and continue to grow at a rapid pace. Examples, illustrating how digitalization, including the "Internet of Things" currently fosters business model innovation across various industries. This course is designed to help students to understand and critically assess such newly immerging (digital) business models.|
For the lecture students will get access to one of the leading online teaching platforms (called edX) also offered by other top universities (incl. MIT, Harvard, Berkeley, etc.). Using the edX platform, will allow students to collaborate in online discussions, solve online exercises and present a short educational video as part of a group project.
Business model innovation; (digital) business model patterns; business value of IT; the concept of integration; transaction cost perspective; network economics perspective; essentials and impact of web 2.0, internet of things, mobile computing, market places, social analytics and big data; IT governance and portfolio management; entrepreneurship in the digital space, etc.
|363-0445-00L||Production and Operations Management||W+||3 KP||2G||T. Netland|
|Kurzbeschreibung||This core course on Production and Operations Management provides the students insights into the basic theories, principles, concepts, and techniques used to design, analyze, and improve the operational capabilities of an organization.|
|Lernziel||This POM core course provides students a broad theoretical basis for understanding, analyzing, designing, and improving operations. After completing this course:|
1. Students can apply key concepts of operations strategy for analyzing production processes.
2. Students can conduct basic process mapping analysis and elaborate the limitations of the chosen method.
3. Students can calculate the needed capacity for production and service operations.
4. Students can select and use problem solving tools and methods.
5. Students can select and use the basic tools of lean thinking to improve the productivity of production and service operations.
6. Students can explain how new technologies and servitization affect production and operations management.
7. Additional skills: Students acquire experience in teamwork, report writing and presentation.
|Inhalt||The course covers the most fundamental strategic and tactical concepts in production and operations management. The lectures cover: Introduction to POM; Operations strategy; Capacity management; Production planning and control; Lean management; Performance measurement; Problem solving; Service operations and servitization; New technologies in POM.|
|Literatur||Paton, S.; Clegg, B.; Hsuan, J.; Pilkington, A. (2011) Operations Management, 1st ed., McGraw Hill.|
|363-0453-00L||Strategic Supply Chain Management||W+||3 KP||2G||S. Wagner|
|Kurzbeschreibung||The course offers an introduction to the theory and practice of supply chain management. Students will learn how to develop supply chain strategies and supply chain networks based on firms’ competitive strategies and marketing priorities.|
|Lernziel||The task of designing and managing supply chains requires that managers apply strategic, decision making and leadership skills in a supply chain context. The goal of this course is to develop and practice these skills.|
|Inhalt||Effective supply chains ought to be aligned with and support the achievement of the firm’s corporate, business and product strategies, taking into account future opportunities and risks. This course will familiarize students with modern supply chain management theory and practice to develop and manage supply chains. The topics covered range from fundamental logistics and supply chain concepts (e.g. push vs. pull, postponement) to the development of supply chain strategies, relationships and networks.|
|Skript||Course material will be available for download from the homepage of the Chair of Logistics Management:|
Login will be provided in the first lecture or can be obtained from the Teaching Assistant Alexander Fink (firstname.lastname@example.org).
|Literatur||The following textbook is mandatory:|
Chopra, Sunil and Meindl, Peter (2016): Supply chain management: Strategy, planning, and operation, 6th ed., Harlow, UK: Pearson Education.
The following textbook is supplementary:
Hopp, Wallace J. (2008): Supply chain science, New York: McGraw-Hill/Irwin
|Voraussetzungen / Besonderes||The final course grade will be a weighted average of the following:|
Exam (semester end): 70%
Case studies (during the semester): 30%
Students (at least in groups of two) must bring a laptop with MS Excel and the Excel Solver installed to class.
|Quantitative und Qualitative Methoden zur Lösung komplexer Probleme|
|363-0305-00L||Empirical Methods in Management||W+||3 KP||2G||S. Tillmanns|
|Kurzbeschreibung||Evidence-based management requires valid empirical research. In this course, students will learn the basics of research design, fundamentals of data collection and statistical methods to analyze the data acquired in social science research. Students are expected to apply their knowledge in class discussions and out-of-class assignments.|
|Lernziel||- Ability to formulate research questions and designing an appropriate study|
- Ability to collect and analyze data using a variety of methods
- Ability to critically assess the quality of empirical research in management
- Applied knowledge of empirical methods through out-of-class assignments
|Inhalt||1) Introduction to empirical management research|
2) Research designs: exploratory, descriptive, experimental
3) Measurement and scaling
4) Data collection and sampling
5) Data analysis methods
6) Reporting and presenting empirical research
|Voraussetzungen / Besonderes||Assignments and projects: This course includes out-of-class assignments and projects to give students some hands-on experience in conducting empirical research in management. Projects will focus on one particular aspect of empirical research, like the formulation of a research question or the design of a study. Students will have at least one week to work on each assignment. Students are expected to work on these assignments individually. Duplicate answers will receive no credit and will be subject to a disciplinary review. Assignments will be graded and need to be turned-in on time. |
Class participation: Class participation is encouraged and can greatly improve students' learning in this class. In this spirit, students are expected to attend class regularly and come to class prepared.
|363-0541-00L||Systems Dynamics and Complexity||W+||3 KP||3G||F. Schweitzer, G. Casiraghi, V. Nanumyan|
|Kurzbeschreibung||Finding solutions: what is complexity, problem solving cycle.|
Implementing solutions: project management, critical path method, quality control feedback loop.
Controlling solutions: Vensim software, feedback cycles, control parameters, instabilities, chaos, oscillations and cycles, supply and demand, production functions, investment and consumption
|Lernziel||A successful participant of the course is able to: |
- understand why most real problems are not simple, but require solution methods that go beyond algorithmic and mathematical approaches
- apply the problem solving cycle as a systematic approach to identify problems and their solutions
- calculate project schedules according to the critical path method
- setup and run systems dynamics models by means of the Vensim software
- identify feedback cycles and reasons for unintended systems behavior
- analyse the stability of nonlinear dynamical systems and apply this to macroeconomic dynamics
|Inhalt||Why are problems not simple? Why do some systems behave in an unintended way? How can we model and control their dynamics? The course provides answers to these questions by using a broad range of methods encompassing systems oriented management, classical systems dynamics, nonlinear dynamics and macroeconomic modeling. |
The course is structured along three main tasks:
1. Finding solutions
2. Implementing solutions
3. Controlling solutions
PART 1 introduces complexity as a system immanent property that cannot be simplified. It introduces the problem solving cycle, used in systems oriented management, as an approach to structure problems and to find solutions.
PART 2 discusses selected problems of project management when implementing solutions. Methods for identifying the critical path of subtasks in a project and for calculating the allocation of resources are provided. The role of quality control as an additional feedback loop and the consequences of small changes are discussed.
PART 3, by far the largest part of the course, provides more insight into the dynamics of existing systems. Examples come from biology (population dynamics), management (inventory modeling, technology adoption, production systems) and economics (supply and demand, investment and consumption). For systems dynamics models, the software program VENSIM is used to evaluate the dynamics. For economic models analytical approaches, also used in nonlinear dynamics and control theory, are applied. These together provide a systematic understanding of the role of feedback loops and instabilities in the dynamics of systems. Emphasis is on oscillating phenomena, such as business cycles and other life cycles.
Weekly self-study tasks are used to apply the concepts introduced in the lectures and to come to grips with the software program VENSIM.
|Skript||The lecture slides are provided as handouts - including notes and literature sources - to registered students only. All material is to be found on the Moodle platform. More details during the first lecture|
|Voraussetzungen / Besonderes||Self-study tasks (discussion exercises, Vensim exercises) are provided as home work. Weekly exercise sessions (45 min) are used to discuss selected solutions. Regular participation in the exercises is an efficient way to understand the concepts relevant for the final exam.|
|363-1004-00L||Operations Research||W+||3 KP||2G||M. Laumanns, S. Bütikofer van Oordt|
|Kurzbeschreibung||This course provides an introduction to operations research methods in the fields of management science and economics. Requisite mathematical concepts are introduced with a practical, problem-solving perspective.|
|Lernziel||- Introduction to building and using quantitative models in a business / industrial environment|
- Introduction to basic optimization techniques (Linear Programming and extensions, network flows, integer programming, dynamic and stochastic optimization)
- Understanding the integration of quantitative models into the managerial decision process
|Inhalt||The following topics are covered: Systems and models, linear models and the importance of linear programming, duality theory and shadow prices, integer programming, optimization under uncertainty and applications in inventory management.|
|Skript||A printed script will be made available.|
|Literatur||Any standard textbook in Operations Research is a useful complement to the course.|
|Voraussetzungen / Besonderes||Undergraduate calculus, linear algebra, probability and statistics are a prerequisite.|
|Mikro- und Makroökonomie|
|363-0503-00L||Principles of Microeconomics|
GESS (Science in Perspective): Suitable for Master students.
Bachelor students should take the course ‚Einführung in die Mikroökonomie (363-1109-00L)‘.
|W+||3 KP||2G||M. Filippini|
|Kurzbeschreibung||The course introduces basic principles, problems and approaches of microeconomics. This provides them with reflective and contextual knowledge on how societies use scarce resources to produce goods and services and distribute them among themselves.|
|Lernziel||The learning objectives of the course are:|
(1) Students must be able to discuss basic principles, problems and approaches in microeconomics. (2) Students can analyse and explain simple economic principles in a market using supply and demand graphs. (3) Students can contrast different market structures and describe firm and consumer behaviour. (4) Students can identify market failures such as externalities related to market activities and illustrate how these affect the economy as a whole. (5) Students can also recognize behavioural failures within a market and discuss basic concepts related to behavioural economics. (6) Students can apply simple mathematical treatment of some basic concepts and can solve utility maximisation and cost minimisation problems.
|Skript||Lecture notes, exercises and reference material can be downloaded from Moodle.|
|Literatur||N. Gregory Mankiw and Mark P. Taylor (2017), "Economics", 4th edition, South-Western Cengage Learning.|
The book can also be used for the course 'Principles of Macroeconomics' (Sturm)
For students taking only the course 'Principles of Microeconomics' there is a shorter version of the same book:
N. Gregory Mankiw and Mark P. Taylor (2017), "Microeconomics", 4th edition, South-Western Cengage Learning.
1. R. Pindyck and D. Rubinfeld (2018), "Microeconomics", 9th edition, Pearson Education.
2. Varian, H.R. (2014), "Intermediate Microeconomics", 9th edition, Norton & Company
|363-0537-00L||Resource and Environmental Economics||W+||3 KP||2G||L. Bretschger|
|Kurzbeschreibung||Relationship between economy and environment, market failure, external effects and public goods, contingent valuation, internalisation of externalities; economics of non-renewable resources, economics of renewable resources, cost-benefit analysis, sustainability, and international aspects of resource and environmental economics.|
|Lernziel||Understanding of the basic issues and methods in resource and environmental economics; ability to solve typical problems in the field using the appropriate tools, which are concise verbal explanations, diagrams or mathematical expressions.|
Introduction to resource and environmental economics
Importance of resource and environmental economics
Main issues of resource and environmental economics
Fairness according to Rawls
Economic growth and environment
Externalities in the environmental sphere
Governmental internalisation of externalities
Private internalisation of externalities: the Coase theorem
Free rider problem and public goods
Types of public policy
Efficient level of pollution
Tax vs. permits
Command and Control Instruments
Empirical data on non-renewable natural resources
Optimal price development: the Hotelling-rule
Effects of exploration and Backstop-technology
Effects of different types of markets.
Biological growth function
Optimal depletion of renewable resources
Social inefficiency as result of over-use of open-access resources
Cost-benefit analysis and the environment
Measuring environmental benefit
Concept of sustainability
Conflicts sustainability / optimality
Indicators of sustainability
Problem of climate change
Cost and benefit of climate change
Climate change as international ecological externality
International climate policy: Kyoto protocol
Implementation of the Kyoto protocol in Switzerland
|Inhalt||Economy and natural environment, welfare concepts and market failure, external effects and public goods, measuring externalities and contingent valuation, internalising external effects and environmental policy, economics of non-renewable resources, renewable resources, cost-benefit-analysis, sustainability issues, international aspects of resource and environmental problems, selected examples and case studies.|
|Literatur||Perman, R., Ma, Y., McGilvray, J, Common, M.: "Natural Resource & Environmental Economics", 3d edition, Longman, Essex 2003.|
|363-0565-00L||Principles of Macroeconomics||W+||3 KP||2V||J.‑E. Sturm|
|Kurzbeschreibung||This course examines the behaviour of macroeconomic variables, such as gross domestic product, unemployment and inflation rates. It tries to answer questions like: How can we explain fluctuations of national economic activity? What can economic policy do against unemployment and inflation. What significance do international economic relations have for Switzerland?|
|Lernziel||This lecture will introduce the fundamentals of macroeconomic theory and explain their relevance to every-day economic problems.|
|Inhalt||This course helps you understand the world in which you live. There are many questions about the macroeconomy that might spark your curiosity. Why are living standards so meagre in many African countries? Why do some countries have high rates of inflation while others have stable prices? Why have some European countries adopted a common currency? These are just a few of the questions that this course will help you answer.|
Furthermore, this course will give you a better understanding of the potential and limits of economic policy. As a voter, you help choose the policies that guide the allocation of society's resources. When deciding which policies to support, you may find yourself asking various questions about economics. What are the burdens associated with alternative forms of taxation? What are the effects of free trade with other countries? What is the best way to protect the environment? How does the government budget deficit affect the economy? These and similar questions are always on the minds of policy makers.
|Skript||The course webpage (to be found at https://moodle-app2.let.ethz.ch/course/view.php?id=4599) contains announcements, course information and lecture slides.|
|Literatur||The set-up of the course will closely follow the book of |
N. Gregory Mankiw and Mark P. Taylor (2017), Economics, Cengage Learning, Fourth Edition.
We advise you to also buy access to Aplia. This internet platform will support you in learning for this course. To save money, you should buy the book together with Aplia. This is sold as a bundle (ISBN: 978-1-473762008).
Besides this textbook, the slides and lecture notes will cover the content of the lecture and the exam questions.
|363-0561-00L||Financial Market Risks||W+||3 KP||2G||D. Sornette|
|Kurzbeschreibung||I aim to introduce students to the concepts and tools of modern finance and to make them understand the limits of these tools, and the many problems met by the theory in practice. I will put this course in the context of the on-going financial crises in the US, Europe, Japan and China, which provide fantastic opportunities to make the students question the status quo and develop novel solutions.|
|Lernziel||The course explains the key concepts and mechanisms of financial economics, their depth and then stresses how and why the theories and models fail and how this is impacting investment strategies and even a global view of citizenship, given the present developing crises in the US since 2007 and in Europe since 2010.|
-Development of the concepts and tools to understand these risks and master them.
-Working knowledge of the main concepts and tools in finance (Portfolio theory, asset pricing, options, real options, bonds, interest rates, inflation, exchange rates)
-Strong emphasis on challenging assumptions and developing a systemic understanding of financial markets and their many dimensional risks
|Inhalt||1- The Financial Crises: what is really happening? Historical perspective and what can be expected in the next decade(s). Bubbles and crashes. The illusion of he perpetual money machine.|
2- Risks in financial markets
-What is risk?
-Measuring risks of financial assets
-Introduction to three different concepts of probability
-History of financial markets, diversification, market risks
3- Introduction to financial risks and its management.
-Relationship between risk and return
-portfolio theory: the concept of diversification and optimal allocation
-How to price assets: the Capital Asset Pricing Model
-How to price assets: the Arbitrage Pricing Theory, the factor models and beyond
4- Financial markets: role and efficiency
-What is an efficient market?
-Financial markets as valuation engines: exogeneity versus endogeneity (reflexivity)
-Deviations from efficiency, puzzles and anomalies in the financial markets
-Financial bubbles, crashes, systemic instabilities
5- An introduction to Options and derivatives
-Calls, Puts and Shares and other derivatives
-Financial alchemy with options (options are building blocs of any possible cash flow)
-Determination of option value; concept of risk hedging
6-Valuation and using options
-a first simple option valuation modle
-the Binomial method for valuing options
-the Black-scholes model and formula
-practical examples and implementation
-Realized prices deviate from these theories: volatility smile and real option trading
-How to imperfectly hedge with real markets?
7- Real options
-The value of follow-on investment opportunities
-The timing option
-The abandonment option
-conceptual aspects and extensions
8- Government bonds and their valuation
-Relationship between bonds and interest rates
-Real and nominal rates of interest
-Term structure and Yields to maturity
-Explaining the term structure
-Different models of the term structure
9- Managing international risks
-The foreign exchange market
-Relations between exchanges rates and interest rates, inflation,
and other economic variables
-Hedging currency risks
-Exchange risk and international investment decisions
|Skript||Lecture slides will be available on the site of the lecture|
Brealey / Myers / Allen
McGraw-Hill International Edition (2006)
+ additional paper reading provided during the lectures
|Voraussetzungen / Besonderes||none|
|363-0711-00L||Accounting for Managers||W+||3 KP||2V||J.‑P. Chardonnens|
|Kurzbeschreibung||Overview of financial and managerial accounting|
Accounting for current and fixed assets
Liabilities and owner’s equity
Recording change in balance sheet
Measuring financial performance
Managing financial reporting
Full and variable costing system
Using accounting information for decision making purposes
|Lernziel||Understand the different procedures involved in the accounting system|
Record change in financial position
Measure business income
Prepare final accounts
Understand the principles of cost accounting
Calculate the different product costs
Make decisions about the acceptance or rejection of a particular product
|Inhalt||Financial Accounting: Balance sheet, income statement, double-entry accounting, journal and ledger, accounting for merchandising activities, value-added tax, adjustments before final accounts, provisions, depreciation, valuation,|
Managerial Accounting: Full costing, variable costing, cost-volume profit, break-even analysis, activity-based costing
|Voraussetzungen / Besonderes||This course is a prerequisite for the course Financial Management.|
|363-0301-00L||Work Design and Organizational Change||W||3 KP||2G||G. Grote|
|Kurzbeschreibung||Good work design is crucial for individual and company effectiveness and a core element to be considered in organizational change. Meaning of work, organization-technology interaction, and uncertainty management are discussed with respect to work design and sustainable organizational change. As course project, students learn and apply a method for analyzing and designing work in business settings.|
|Lernziel||- Know effects of work design on competence, motivation, and well-being|
- Understand links between design of individual jobs and work processes
- Know basic processes involved in systematic organizational change
- Understand the interaction between organization and technology and its impact on organizational change
- Understand relevance of work design for company performance and strategy
- Know and apply methods for analyzing and designing work
|Inhalt||- Work design: From Adam Smith to job crafting|
- Effects of work design on performance and well-being
- Approaches to analyzing and designing work
- Modes of organizational change and change methods
- Balancing stability and flexibility in organizations as design criterium
- The organization-technology interaction and its impact on work design and organizational change
- Example Flexible working arrangements
- Strategic choices for work design
|Literatur||A list of required readings will be provided at the beginning of the course.|
|Voraussetzungen / Besonderes||The course includes the completion of a course project to be conducted in groups of four students. The project entails applying a particular method for analyzing and designing work processes and is carried out by means of interviews and observations in companies chosen by the students.|
|363-0311-00L||Psychological Aspects of Risk Management and Technology |
Maximale Teilnehmerzahl: 65
|W||3 KP||2V||G. Grote, N. Bienefeld-Seall, R. Schneider, M. Zumbühl|
|Kurzbeschreibung||Using uncertainty management by organizations and individuals as conceptual framework, risk management and risk implications of new technologies are treated. Three components of risk management (risk identification/evaluation, risk mitigation, risk communication) and underlying psychological and organizational processes are discussed, using company case studies to promote in-depth understanding.|
|Lernziel||- understand basic components of risk management in organizations|
- know and apply methods for risk identification/evaluation, risk mitigation, risk communication
- know psychological foundations of risk perception, decision-making under risk, and risk communication
- know organizational principles for managing uncertainty
- apply theoretical foundations to applied issues such as safety management, regulatory activities, and technology design and implementation in different domains (e.g. transport systems, IT, insurance)
|Inhalt||The syllabus includes the following topics:|
Elements of risk management
- risk identification and evaluation
- risk mitigation
- risk communication
Psychological and organizational concepts relevant in risk management
- decision-making under uncertainty
- risk perception
- resilient organizational processes for managing uncertainty
Case studies on different elements of risk management (e.g., rule making, training, managing project risks, automation)
Group projects related to company case studies
|Skript||There is no scirpt, but slides will be made available before the lectures.|
|Literatur||There are texts for each of the course topics made available before the lectures.|
|Voraussetzungen / Besonderes||The course is restricted to 40 participants who will work closely with the lecturers on case studies prepared by the lecturers on topics relevant in their own companies (SWICA, SWISS, Credit Suisse).|
|363-0393-00L||Corporate Strategy |
Due to didactic considerations, the number of participants for this course is limited to 45.
Please register through myStudies to enroll for the course. Slots are assigned on a first-come first-serve basis (in the order of the registration date on myStudies). We will confirm your registration by e-mail. If you have any inquiries about the course, please contact the course assistant.
|W||3 KP||2V||S. Ben-Menahem|
|Kurzbeschreibung||This course focuses on the challenges in managing multi-business corporations, and covers topics related to the vertical and horizontal scope of business activities.|
|Lernziel||Course Topic and Learning Objectives: |
Large- and medium-sized corporations play a central role in the economic activity of most developed and developing countries. Many of these organizations perform multiple business activities in multiple markets. In the face of increasing international competition, globalization, technological development, deregulation, and the emergence of new markets and industries, operating such a portfolio of business activities poses important managerial challenges forcing corporations to continuously re-consider their vertical and horizontal scope and boundaries.
The course Corporate Strategy draws from a wide range of theories and methods to develop an understanding of the conceptual frameworks, debates, and developments concerning decisions associated with the management of multi-business corporations. We will cover the key questions driving a firm's corporate strategy, including:
- In what markets to compete with which businesses?
- Which activities should be performed by the firm and which should be outsourced (i.e. "make" or "buy" decisions)?
- What are the most appropriate approaches to growth and divestiture?
- How do institutional forces impact corporate strategy?
Specifically, we will examine how organizations manage their portfolio of business activities and markets to achieve competitive advantage through vertical integration, cooperative strategies such as strategic alliances and joint ventures, corporate diversification, mergers and acquisitions, divestitures, and globalization/international strategies, and strategic renewal.
The course is a combination of lectures about concepts/methods, guest lectures, case studies, and individual assignments.
|Inhalt||The course homepage can be found at: http://www.smi.ethz.ch/education/corporate-strategy.html|
|Voraussetzungen / Besonderes||Having participated in the course Strategic Management by Prof. Georg von Krogh/Dr. Stephan Herting is an advantage but not a requirement.|
|363-0425-00L||Transformation: Corporate Development and IT||W||3 KP||2G||T. Gutzwiller|
|Kurzbeschreibung||Die Vorlesung behandelt die wesentlichen Problemstellungen rund um die unternehmerische Transformation und demonstriert die Anwendung des Wissens anhand von Fallbeispielen im Rahmen eines durchgängigen Vorgehensmodells.|
|Lernziel||Ziel dieser Vorlesung ist es, die wesentlichen Problemstellungen rund um die unternehmerische Transformation aufzuarbeiten und anhand von Fallbeispielen im Rahmen eines durchgängigen Vorgehensmodells anzuwenden. |
Die Studenten sollen lernen
• die wesentlichen Ursachen der unternehmerischen Transformation darzustellen,
• die Instrumente der projektorientierten Steuerung der unternehmerischen Transformation (Unternehmensentwicklung) zu formulieren,
• die Interdependenzen zwischen Unternehmensstrategie, Unternehmensprozessen und Informationssystem-Architektur zu erklären, insbesondere den Übergang vom Entwurf der Unternehmensstrategie, in die Geschäftsprozesse und in die Umsetzung mittels Informationssystemen zu erläutern,
• die kritischen Faktoren für eine erfolgreiche Durchführung von Grossprojekten zu formulieren,
• die wesentlichen Instrumente des Projektmanagements zu erklären und anzuwenden,
• unterschiedliche Arten von IT-Projekten zu unterscheiden und zu beurteilen,
• die Instrumente des Qualitätsmanagements im Rahmen von Grossprojekten zu erläutern und anzuwenden,
• und zu erläutern, wie ein Grossprojekt auf der sachlich-rationalen und der emotional-psychologischen Ebene geführt wird.
|Inhalt||Die globale Wirtschaft führt dazu, dass der Transformationsrhythmus laufend zunimmt. Unternehmen müssen sich immer schneller verändern, um sich den neuen Umweltbedingungen aus Wettbewerb und Markt anzupassen. Im Informationszeitalter heisst dies nicht nur Strategie und Prozesse sondern vor allem auch Informationssysteme an die neuen Bedingungen anzupassen. Die schnelle und kontrollierte Umsetzung neuer Unternehmensstrategien über veränderte Geschäftsprozesse, die Unterstützung von Geschäftsprozessen durch geeignete Informationssysteme ist für viele Unternehmen Voraussetzung dafür, dass sie Wettbewerbsvorteile realisieren können. Die Einführung von neuen Prozessen und Informationssystemen erfolgt im Regelfall durch komplexe, häufig über Jahre angelegte Transformations-Projekte resp. -Programme. In der Praxis scheitern viele dieser Projekte an der mangelnden Vernetzung zwischen Entscheidern im Geschäft (Unternehmensführung) und der IT. Der erfolgreiche Projektablauf wird durch mangelnde Planung, unklares Rollenverständnis, die Fehleinschätzung von Projektsituationen, das Fehlen methodischer Vorgehensweisen und die fehlende Einbindung der betroffenen Mitarbeiter in die Veränderungsprozesse gefährdet.|
Die Veranstaltung gliedert sich in die folgenden Teile:
• Steuerung der Unternehmenstransformation
• Management von grossen Transformationsprojekten: Integration von Strategie-, Prozess- und Informationssystem-Entwicklung
• Qualitätsmanagement in Grossprojekten
• Projekt-Management in Grossprojekten
• Projektbegleitendes Change-Management
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