Suchergebnis: Katalogdaten im Herbstsemester 2018
MAS in Management, Technology, and Economics MAS MTEC Einführungsveranstaltung für Studierende im 1. Semester. Montag,17.09.2018, 15.15 h, HG D 1.1 | ||||||
Wahlfächer, 1. und 3. Semester | ||||||
Nummer | Titel | Typ | ECTS | Umfang | Dozierende | |
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365-1067-00L | (Un)ethical Decision Making: Alternative and Critical Thinking in Management Exclusively for MAS MTEC students (third semester). | W | 2 KP | 2S | A. Vaccaro | |
Kurzbeschreibung | This course is about decision making processes in complex situations involving financial, relational and ethical problems. First, it provides fundamental tools for addressing problematic situations. Second, it discusses how stakeholders' ethical expectations and social responsibility issues can be effectively implemented and integrated in organizational systems and strategic planning processes. | |||||
Lernziel | - Become familiar with tools and procedures to prevent, identify and resolve corporate fraud and crime in organizations - Understanding the mutual relationship between financial, relational and ethical drivers in managerial decision making - Become familiar with tools and procedures to prevent and resolve corporate crises and scandals - Understanding the opportunities associated with the corporate social responsibility (CSR) movement and how to integrate CSR in organizational and strategic planning - Create an effective CSR strategic planning process to successfully develop and implement a CSR package - Understand a variety of strategic CSR planning tools - Become familiar with creating deep destructive change in pursuit of dual economic and social value | |||||
Inhalt | - Fraud and corruption in organizations - Crisis management - Personnel problems: Preventing and managing mobbing and sexual harassment - Global criminal networks | |||||
Skript | Most classes are taught through a series of mini-cases and notes that represent real management decisions. Some classes are complemented with readings from prominent media resources, guest speakers and experimental exercises. | |||||
Literatur | This course is based on mini-cases. | |||||
365-1059-00L | Practicing Strategy Exclusively for MAS MTEC students (third semester). Number of participants limited to 30. A prior/parallel enrolment for the lecture “Strategic Management” (363-0392-00) is mandatory. | W | 1 KP | 1S | S. Herting | |
Kurzbeschreibung | This lecture is a special course for MAS students which supplements the Strategic Management course. Participants work on real-life strategy problems in a two-day workshop and apply concepts & methods from the Strategic Management course to develop suitable solutions. | |||||
Lernziel | The goal of the course is that participants are able to transfer and use the concepts and methods from the Strategic Management lecture to develop solutions for strategic issues in real-life business contexts. | |||||
Voraussetzungen / Besonderes | Successful registration and participation (either parallel enrollment or successful completion in a previous semester) in the course "Strategic Management" is required (see Course Catalogue page for details). | |||||
365-1096-00L | Digital Transformation Findet dieses Semester nicht statt. Exclusively for MAS MTEC students (first semester). | W | 1 KP | 1S | ||
Kurzbeschreibung | Explore the digital transformation of organizations, customers and societies. Particular attention is given to how, and with what effect, digital technologies are accelerating the speed of disruption and the emergence of new business models. We investigate how different organizations are preparing for digital transformation and the challenges inherent in transformation change. | |||||
Lernziel | After participating in this course, students should have knowledge on: 1) New business models: - Developing digital business strategy - New forms of value creation - Incumbents versus disruptors 2) The connected consumer and contemporary buyer behavior: - Understanding the digital customer - Data-driven customer engagement 3) Collaborative and value co-creating business ecosystems: - Developing competitive advantage through collaboration - New leadership styles in the digital age | |||||
Inhalt | This course will explore how digital transformation is affecting businesses across industries. The transformation is driven by new technologies, fierce competition and increasing expectations from customers of a 'digital-first' experience. We will explore how digital transformation can be embraced to radically improve the performance and reach of organizations. Technologies, including cloud, mobile, big data, IoT, artificial intelligence, and analytics, are amongst those causing disruption to established industries, organizational structures and customer expectations. This two-day course is highly interactive, engaging students through team activities and experiential learning. Students gain the opportunity to discuss, debate and apply concepts to practice through contemporary business examples. Students are also encouraged to develop new thinking and perspectives on how digital transformation can benefit their own organization. | |||||
Literatur | Reading and other material is made available prior to the start of the course through Moodle. | |||||
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. Format: 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: Link | |||||
Voraussetzungen / Besonderes | Having participated in the course Strategic Management by Prof. Georg von Krogh/Dr. Stephan Herting is an advantage but not a requirement. | |||||
363-0445-02L | Production and Operations Management (Additional Cases) | W | 1 KP | 2A | T. Netland | |
Kurzbeschreibung | Extension to course 363-0445-00 Production and Operations Management. | |||||
Lernziel | Extension to course 363-0445-00 Production and Operations Management. | |||||
Inhalt | Additional cases to course 363-0445-00 Production and Operations Management. | |||||
Voraussetzungen / Besonderes | A parallel enrolment to the lecture 363-0445-00L Production and Operations Management is mandatory. | |||||
363-0790-00L | Technology Entrepreneurship | W | 2 KP | 2V | U. Claesson, B. Clarysse | |
Kurzbeschreibung | Technology ventures are significantly changing the global economic picture. Technological skills increasingly need to be complemented by entrepreneurial understanding. This course offers the fundamentals in theory and practice of entrepreneurship in new technology ventures. Main topics covered are success factors in the creation of new firms, including founding, financing and growing a venture. | |||||
Lernziel | This course provides theory-grounded knowledge and practice-driven skills for founding, financing, and growing new technology ventures. A critical understanding of dos and don'ts is provided through highlighting and discussing real life examples and cases. | |||||
Inhalt | See course website: Link | |||||
Skript | Lecture slides and case material | |||||
363-0861-00L | Alliance Advantage - Exploring the Value Creation Potential of Collaborations | W | 3 KP | 2G | C. G. C. Marxt | |
Kurzbeschreibung | The development of new business models coping with the constantly augmenting complexity of technologies and systems as well as the ever increasing global competition force organizations to focus on close collaboration with key partners. These alliances are key value creation opportunities and constitute the core part of this lecture. | |||||
Lernziel | Learning outcomes professional competence - The students learn and understand the management basics of inter-firm cooperation and organizational networks (business models, incl. risk, communication, etc.) - realize the value creation potentials of alliances (added value) - understand underlying theoretical models (Transaction cost theory, principal agent, game theory) - Identify and understand specific forms of collaboration (Strat. All., JV, Networks, M&A, etc.) - Apply tools hands on in real companies (in coll. with companies) Learning outcomes methodological competence - Writing academic papers - Developing structured documentation of interviews - Transferring theory directly into application - Contributing to the learning journey Learning outcomes social competence - Work together with industrial partners - Improving communication skills as basics for collaboration - Developing and applying team work skills - Coping with conflicts resolution in teams | |||||
Inhalt | The constantly augmenting complexity of technologies and systems, the increased pressure caused by competition, the need for shortening time-to-market and the thereby implied growing risks force organizations to increasingly focus on core competencies. Collaboration with external partners is a key value creation opportunity for successful ventures. This type of cooperation also has implications on daily management activities. This lecture will provide a better understanding of special requirements needed for management of cooperation issues.Content: - Introduction to theory and management of inter-firm collaboration and networks. - Description of the formation, management and evolution of collaborations and networks. - Collaborations in marketing, development, manufacturing (e.g. NUMMI). - Special forms of collaborations: mergers & acquisition (e.g. pre- and post-merger activities, joint venture, strategic alliances (e.g. Doz & Hamel, networks, virtual communities) Learning journey: In an introductory lecture we will give an overview of the theoretical framework and explain the concept of the lecture (first week of semester, Sept. 21, 2017). In weeks 2-5 you will work on a first assignment on six different aspects of the underlying framework: strategy and activities, structure and process, culture and people orientation, interaction and roles, risk and trust, knowledge and learning. This first assignment will give you the basics to participate in the second part (Nov. 2+3, 2017) of this seminar. There you will present the results of the first assignment and get additional theoretical input to perform the 2nd assignment. The second assignment will be to analyze real alliance projects in the partner companies. The final lesson will be used as a best practice exchange (Dec. 21, 2017). | |||||
Skript | - Lecture script - Current course material - Harvard Case Studies - Reader with current papers | |||||
Literatur | A list with recommended publications will be distributed in the lecture. Additional Books: HBR Collaborating Effectively ISBN 978-1-4221-6264 4 HBR on Mergers and Acquisitions: ISBN 1-57851-555-6 Doz, Y.; Hamel, G.: Alliance Advantage: ISBN 0-87584-616-5 | |||||
Voraussetzungen / Besonderes | The number of students participating in the lecture is limited to 30. | |||||
363-0887-00L | Management Research Participation in both sessions and completion of all assignments is required to successfully pass the course. The course requires preparation time and completion of an assignment before the first course day. Please check the Moodle course page for more information. The course is mandatory for MSc students and recommended for MAS students who write their Master Thesis at the Chair of Strategic Management and Innovation. | W | 1 KP | 1S | N. Geilinger | |
Kurzbeschreibung | This course is for students who plan to write their master's thesis at the Department of Management, Technology, and Economics and is required of M.Sc. students and recommended for MAS students who write their master's thesis at the Chair of Strategic Management and Innovation. | |||||
Lernziel | You will learn how to approach management research from various perspectives, how to evaluate empirical research, and how to develop your own research project. The successful completion of the course will help you to: - Think critically and make compelling arguments about the strengths and weaknesses of published management research - Find and review appropriate literature and previous research for your thesis - Develop and frame interesting and relevant research questions and problem statements - Design your research and choose an appropriate methodology for analysis (specific research methods and techniques are not discussed in this course) - Structure your manuscript - Plan and manage your thesis project | |||||
Inhalt | You will acquire the foundations for good empirical research in management research and will apply your learnings during the course in individual and group assignments. The course is designed with two main groups of students in mind: first, those writing their master's thesis at the Chair of Strategic Management and Innovation, and second, other MTEC students writing their master's thesis in the field of management. For both groups, the focal issues of this course will arise frequently during their journey of writing their thesis. We will provide some specific content which might not be applicable for students writing their thesis at other MTEC chairs, but the main part should be relevant for all students. | |||||
Voraussetzungen / Besonderes | The course is graded with pass or fail based on completing all assignments and attending the full two course days. The first assignment is due before the first course day. Please check the assignments on the Moodle coursepage. If you sign up for the course on short notice before the first course day, please advise the lecturer by email of your registration. | |||||
363-1028-00L | Entrepreneurial Leadership Limited number of participants. Students apply for this course via the official website (Link) Once your application is confirmed, registration in myStudies is possible. | W | 4 KP | 3S | C. P. Siegenthaler, M. Ambühl, P. Baschera, S. Brusoni, S. Herting, T. Netland | |
Kurzbeschreibung | This seminar provides master students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of leading Swiss technology company. | |||||
Lernziel | In your team, you will work on a specific assignment that flows from the current strategic agenda of the board. While gaining substantial insights into the structure, dynamics and challenges of the industry, you immerse into the business model and strategic landscape of the corporate partner. You visit their headquarter, conduct interviews with members of the management team as well as internal and external experts before you discuss your ideas with top executives. To secure impact, it is key that you formulate your recommendations from a deep understanding of the authentic leadership culture of the corporate partner. | |||||
Inhalt | In this endeavour you are coached and supported by - Michael Ambühl, Chair of Negotiation and Conflict Management - Pius Baschera, former Chair of Entrepreneurship - Stefano Brusoni, Chair of Technology and Innovation Management - Stephan Herting, Chair of Strategic Management and Innovation - Volker Hoffmann, Chair of Sustainability and Technology - Torbjörn Netland, Chair of Production and Operations Management - Claude Siegenthaler, Business School Lausanne / The St. Gallen MBA | |||||
Voraussetzungen / Besonderes | Please apply for this course via the official website (Link). Apply no later than August 26. The number of participants is limited to 18. ECTS: 4 Participants receive a certificate | |||||
363-1044-00L | Applied Negotiation Seminar Prerequisites: Successful completion of lectures "363-1039-00L Introduction to Negotiation". | W | 3 KP | 2S | A. Knobel | |
Kurzbeschreibung | The block-seminar combines lectures introducing negotiation, negotiation engineering and specific aspects of successful negotiation with the respective application through in-class negotiation case studies and games. | |||||
Lernziel | Students obtain a concentrated insight into key aspects of the field of negotiations, negotiation engineering and specific aspects of successful negotiation. Multiple opportunities to apply that knowledge in different negotiation situations allow for an in-depth learning experience. | |||||
363-1049-00L | Contemporary Conflict Management The deadline for deregistering expires at the end of the second week of the semester. Students who are still registered after that date, but do not attend the exam, will officially fail the course. | W | 3 KP | 2V | V. Butenko | |
Kurzbeschreibung | The course provides students with theoretical and practical insights of the modern approaches to conflict management. The course covers conflicts in 3 areas: International, business and interpersonal relations. Students are introduced into tools and methods used to analyze conflicts illustrated by the real world current cases, old and new international/regional conflicts, business and mediation. | |||||
Lernziel | Students will gain - knowledge of history of conflict management; - comprehension of major ideas in the theory and practice of conflict management, mediation, transformation and resolution; - application of theoretical concepts to current conflict situations; - evaluation of conflict situations in international relations and business. | |||||
Inhalt | The following topics will be covered: - history of international and regional conflicts; - theoretical concepts of conflict management; - models of arms races, conflict escalations, strategic behaviour; - case studies in international conflicts, as well as in business. Distinguished guest speakers will be invited. | |||||
Literatur | - Jacob Bercovitch, Victor Kremenyuk, and I. William Zartman (editors) (2013): The SAGE Handbook of Conflict Resolution. SAGE, Los Angeles, LA - Oliver Ramsbotham, Tom Woodhouse, and Hugh Miall (2012): Contemporary Conflict Resolution. Polity Press, Cambridge, UK -Jacob Bercovitch and Richard Jackson (2012): Conflict Resolution in the Twenty-first Century: Principles, Methods, and Approaches. University of Michigan Press, Ann Arbor, MI - Peter Wallensteen (2012): Understanding Conflict Resolution. SAGE, London, UK - Tricia Jones and Ross Brinkert (2007): Conflict Coaching: Conflict Management Strategies and Skills for the Individual. SAGE Publications, London, UK - Susan S. Raines (2013): Conflict Management for Managers: Resolving Workplace, Client, and Policy Disputes (The Jossey-Bass Business & Management Series). Jossey-Bass, San-Francisco, CA - William Ury (2015): Getting past no: Negotiating with difficult people. Random House, UK - Philip D. Straffin (1993): Game theory and strategy. Mathematical Association of America, Washington, DC. | |||||
363-1051-00L | Cases in Technology Marketing Number of participants limited to 20. Students have to apply for this course by sending a CV and an one-page motivation letter to Link. Additionally please enroll via myStudies. Places will be assigned on the basis of your motivation letter. | W | 3 KP | 1G | F. von Wangenheim, C. Grieder | |
Kurzbeschreibung | The aim of this module is to introduce students to some key concepts in technology marketing and to familiarize them subsequently with the challenges that (marketing) managers face in technology intensive markets by using real life cases. Students will have to "solve" current and past managerial problems and will be enabled to compare their solutions with what has actually been done. | |||||
Lernziel | This module should enable students to deal with the uncertainty related to challenges in technology marketing by introducing them to some key concepts and letting them apply those concepts to real life cases. The competences acquired in this module are meant to go beyond the mere understanding of the study material by improving students' problem solving capabilities, analytical skills and capacity for team work. Furthermore, students will be exposed to decision-making styles and procedures in companies. | |||||
Inhalt | Students have to work on three to four real Bühler cases and present the solutions in class. Solutions/ presentations will be part of the grades. | |||||
Voraussetzungen / Besonderes | Students have to apply for this course by sending a CV and a one-page motivation letter until 1.9.2018 to Link. | |||||
363-1080-00L | Power and Leadership | W | 3 KP | 2S | P. Schmid | |
Kurzbeschreibung | Students will learn about different leadership styles and how power and leadership play out in social interactions. Emphasis is placed on personal development and the implementation and application of topics to the workplace context. | |||||
Lernziel | This course will enhance students’ understanding of the complexity of hierarchical relationships in the workplace in weekly lessons that include lectures, analyses of leadership situations (e.g., case studies), exercises, and group discussions. More specifically, students will be informed about how power shapes people’s behaviors and decision-making processes. They will learn to analyze the different elements that make a good leader such as personality traits, behavior, and skills. With case studies and small group exercises, students will learn to evaluate different types of social and emotional skills related to leadership. Students will be encouraged to reflect upon their own communication skills and leadership potential and will be given the opportunity to train their leadership skills. The course further addresses integrity and ethics in leadership. | |||||
363-1082-00L | Enabling Entrepreneurship: From Science to Startup Students should provide a brief overview (unto 1 page) of their business ideas that they would like to commercialise through the course. If they do not have an idea, they are required to provide a motivation letter stating why they would like to do this elective. If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss. The total number of students will be limited to 40. It is preferable that the students already form teams of at least two persons, where both the team-members would like to do the course. The names of the team-members should be provided together with the business idea or the motivation letter submitted by the students. The students should submit the necessary information and apply to Link. | W | 3 KP | 2V | A. Sethi | |
Kurzbeschreibung | Participants form teams and identify an idea, which is then taken through the steps necessary to form a startup. The primary focus of the course is geared to technology startups that want to reach scale. | |||||
Lernziel | Participants want to become entrepreneurs. Participants can be from business or science & technology The course will enable the students to identify an idea and take all necessary steps to convert it into a company, through the duration of the two semesters. The participants will have constant exposure to investors and entrepreneurs (with a focus on ETH spin-offs) through the course, to gain an understanding of their vision and different perspectives. | |||||
Inhalt | Participants start from idea identification, forming team, technology and market size validation, assessing time-to-market, customer focus, IP strategy & financials, to become capable of starting the company and finally making the pitch to investors. The seminar comprises lectures, talks from invited investors regarding the importance of the various elements being covered in content, workshops and teamwork. There is a particular emphasis on market validation on each step of the journey, to ensure the relevance of the idea, relevance to customers, time to market and customer value. | |||||
Literatur | Book Sethi, A. "From Science to Startup" ISBN 978-3-319-30422-9 | |||||
Voraussetzungen / Besonderes | This course is only relevant for those students who aspire to become entrepreneurs. Students applying for this course are requested to submit a 1 page business idea or, in case they don't have a business idea, a brief motivation letter stating why they would like to do this course. The course will be in two modules (autumn and spring), which will run in two consecutive semesters. Priority for the second semester will be given to those students who have attended the first semester. If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss. | |||||
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