Modulhandbuch

MBA: Master of Business Administration (MBA-E) (60 ECTS) im Fernstudium

Letzte Aktualisierung : 07.09.2018

Inhalte
Semester 2
Modul Strategic Management (DLMBSME)

5 ECTS

Modulbezeichnung: Strategic Management

Modulnummer:

DLMBSME

Semester:

2 Semester

Dauer:

1 Semester

Modul Typ:

Pflicht

Regulär angeboten im:

WS, SS

Workload: 150 h

ECTS Punkte : 5 ECTS

Zugangsvoraussetzungen:

None

Unterrichtssprache:

Englisch

Kurse im Modul:

  • Strategic Management (DLMBSME01)

Dauer:

Self-study: 90 h
Self-examination: 30h
Tutorials: 30 h

Kurskoordinator(en) / Dozenten / Lektoren:

Please see the current list of tutors in the Learning Management System.

Modulverantwortliche(r):

Prof. Dr. Maren Weber

Bezüge zu anderen Programmen:

• Master General Management (GM-120)
• MBA International Business (IB-60 / IB-90)

Bezüge zu anderen Modulen im Programm :

• Managing in a Global Economy
• Change Management

Qualifikations- und Lernziele des Moduls :

Upon completion, students will be able to:

  • Understand the entire process of strategic planning from the organizational planning, the implementation to the evaluation and controlling.
  • Apply appropriate analysis tools in order to methodically address specific business decisions.
  • Analyze the capabilities of their organization from a functional and resource perspective by evaluating its strengths and weaknesses.
  • Develop a better understanding of the wider business environment by analyzing the opportunities and threats facing their organization.
  • Evaluate strategies by employing appropriate controlling tools.

Lehrinhalt des Moduls:

  • Foundations and concepts of strategic management
  • Strategic planning process
  • International challenges of strategic management

Lehrmethoden:

Studienhefte, Übungsaufgaben, Video-Vorlesungen, Online-Tutorien

Literatur:

See the contributing course outline(s)

Anteil der Modulnote an der Gesamtabschlussnote des Programms: :

5 ECTS von 60 ECTS = 8.33%

Prüfungszulassungsvoraussetzung :

Abschlussprüfungen:

See course outline(s)

Exam, 90 minutes (100%)

Kursnummer:

DLMBSME01

Kursname:

Strategic Management

Gesamtstunden:

150 h

ECTS Punkte:

5 ECTS

Kurstyp : Pflicht

Kursangebot : WS, SS

Kursdauer :

Zugangsvoraussetzungen:

See module description

Kurskoordinator(en) / Dozenten / Lektoren :

Siehe aktuelle Liste im Learning Management System

Bezüge zu anderen Modulen:

Siehe Modulbeschreibung

Beschreibung des Kurses:

Various methods of strategic market analysis are presented in this course so as to allow students to evaluate risks and opportunities in markets and understand strengths and weaknesses of organizations that face specific market situations. Supported by new developments in the field of market research, the process for identifying and analyzing core competencies and competitive advantages in national and international environments is discussed at length. Students are supported to plan strategic alternatives and to implement and control these by taking on fictitious roles within the organization. Exercises and case studies help students to identify with the role of management and participate in the strategic planning process as well as in operational management. This helps students understand the problems companies regularly face and comprehend how methods of modern management can be used in order to solve these.

Course Objectives and Outcome:

Upon completion, students will be able to:

  • Understand the entire process of strategic planning from the organizational planning, the implementation to the evaluation and controlling.
  • Apply appropriate analysis tools in order to methodically address specific business decisions.
  • Analyze the capabilities of their organization from a functional and resource perspective by evaluating its strengths and weaknesses.
  • Develop a better understanding of the wider business environment by analyzing the opportunities and threats facing their organization.
  • Evaluate strategies by employing appropriate controlling tools.

Teaching Methods:

The learning materials include printed and online course books, vodcasts, online knowledge tests, podcasts, online tutorials, and case studies. This range of learning materials is offered to students so they can study at a time, place, and pace that best suits their circumstances and individual learning style.

Course Content:

1 What is Strategy?

1.1 What is a Corporate Strategy?

1.2 What Has to be Taken into Consideration when Making Strategic Decisions?

1.3 Who Takes Part in Developing a Strategy?

1.4 What is Included in a Solid Strategic Plan?

2 The Strategic Environment

2.1 Where Are We in the Market Place? The Macro Environment

2.2 Where Are We in the Market Place? The Micro Environment

2.3 Analysis, Strategic Capabilities, and the Five Forces Model

3 The Position in the Market

3.1 Why Do We Exist?

3.2 What is Our Position in the Market?

3.3 What Information Does the Company Need?

3.4 What Capabilities Does the Organization Have?

3.5 What Capabilities Do Others Have?

4 What Strategic Options Are Available to the Strategic Business Unit (SBU)?

4.1 What Strategic Options Does the SBU Have?

4.2 Interactive Strategies

4.3 Product Life Cycle

5 What Strategic Options Are Available to the Corporation?

5.1 Areas to Consider When Formulating a Strategy

5.2 Strategic Options

5.3 Outsourcing

5.4 Product Portfolio Analysis Using the BCG Matrix

5.5 Product Portfolio Analysis Using the GE-McKinsey Matrix

6 What International Strategies Are Available?

6.1 Why Do Companies Go International?

6.2 What Factors Contribute to the Decision About Which Country to Invest In?

6.3 How Can a Company Invest Internationally?

7 Do-It-Yourself, Buy, or Ally?

7.1 Do-It-Yourself

7.2 Mergers and Acquisitions (M&As)

7.3 Strategic Alliances

7.4 How to Decide Whether to Buy, Alley, or Do-It-Yourself?

8 How to Evaluate Strategies?

8.1 How to Evaluate Strategy?

8.2 Implementing Strategy

Literatur:

• Harvard Business School Essentials. (2006). The essentials of strategy. Boston: Harvard Business School Press.
• Kotler, P., Keller, K. L., Brady, M., Goodman, M., & Hansen, T. (2012). Marketing management (2nd ed.). London: Pearson Education.
• Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Harlow: Prentice Hall.
• Mooradian, T. A., Matzler, K., & Ring, L. J. (2012). Strategic marketing. Harlow: Pearson Education.
• Porter, M. (1998). Competitive advantage: Creating and sustaining superior performance. New York, NY: The Free Press.
• Porter, M. (1998). Competitive strategy: Techniques for analyzing industries and competitors. New York, NY: The Free Press.
• Porter, M. (2008). On competition. Boston, MA: Harvard Business Review Press.
• Wheelen, T. L., & Hunger, D. (2012). Strategic management and business policy: Towards global sustainability (International Edition). Harlow: Pearson.
• Winer, R. S., & Dhar, R. (2011). Marketing management (4th ed.). Harlow: Pearson Education.

Prüfungsleistungen:

Exam, 90 min.

Student Workload (in hours): 150

Self-study: 90
Self-testing: 30
Tutorials: 30

Modul Change Management (DLMBCM)

5 ECTS

Modulbezeichnung: Change Management

Modulnummer:

DLMBCM

Semester:

2 Semester

Dauer:

1 Semester

Modul Typ:

Pflicht, Wahlpflicht

Zu Details beachte bitte das Curriculum des jeweiligen Studiengangs

Regulär angeboten im:

WS, SS

Workload: 150 h

ECTS Punkte : 5 ECTS

Zugangsvoraussetzungen:

None

Unterrichtssprache:

Englisch

Kurse im Modul:

  • Change Management (DLMBCM01)

Dauer:

Self-study: 110 h
Self-examination: 20 h
Tutorials: 20 h

Kurskoordinator(en) / Dozenten / Lektoren:

Please see the current list of tutors on the Learning Management System.

Modulverantwortliche(r):

Prof. Dr. Holger Sommerfeldt

Bezüge zu anderen Programmen:

• Master of Business Administration (MBA-60/90)
• Master Leadership and Management (MLM-60)

Bezüge zu anderen Modulen im Programm :

• Managing in a Global Economy
• Strategic Management
• Leadership
• Innovation and Entrepreneurship

Qualifikations- und Lernziele des Moduls :

On successful completion of this module, students will be able to:

  • Recognize common features of organizational change and anticipate some of the standard difficulties encountered when an organization engages in change processes.
  • Explain the importance of organizational change.
  • Develop a conceptual framework for planned and improvised organizational change, and differentiate between anticipated, emergent, and opportunity-based change.
  • Utilize and redesign formal organizational structures to facilitate change processes.
  • Recognize the role of informal organizational structures and identify key stakeholders to promote change processes.
  • Analyze the social networks that exist within an organization, map independencies and motives/interests, and plan how to distribute information and redesign work flows.
  • Differentiate between groups of stakeholders and identify the most suitable strategy to adopt with each group.
  • Recognize the role of the change leader as a political broker and build social capital through informal methods.
  • Utilize stories and symbols when communicating with others in an organization to maximize leverage as a cultural change leader.
  • Draw on empirical evidence to plan and implement change processes in an organization.

Lehrinhalt des Moduls:

  • The context and meaning of change
  • The change process
  • Perspectives for understanding change
  • Implementing change

Lehrmethoden:

Literatur:

See the contributing course outline(s)

Anteil der Modulnote an der Gesamtabschlussnote des Programms: :

5 ECTS von 60 ECTS = 8.33%

Prüfungszulassungsvoraussetzung :

Abschlussprüfungen:

See course outline(s)

Written assessment: Case study (100%)

Kursnummer:

DLMBCM01

Kursname:

Change Management

Gesamtstunden:

150 h

ECTS Punkte:

5 ECTS

Kurstyp : Pflicht, Wahlpflicht

Zu Details beachte bitte das Curriculum des jeweiligen Studiengangs

Kursangebot : WS, SS

Kursdauer :

Zugangsvoraussetzungen:

None

Kurskoordinator(en) / Dozenten / Lektoren :

Siehe aktuelle Liste im Learning Management System

Bezüge zu anderen Modulen:

Siehe Modulbeschreibung

Beschreibung des Kurses:

We live in a world characterized by constant change. This affects not only individuals but also organizations. Even successful organizations need to constantly reinvent themselves in order to remain successful. This course presents a discussion of change in relation to the complexities of organizational life, with an emphasis on applying theory to actual practice.

Organizational change is an international phenomenon and the course includes many international case examples. With a focus on organizational change as opposed to personal change and/or entrepreneurship, this course has a distinctly different focus from the related modules “Leadership” and “Innovation and Entrepreneurship.”

The first part of the course considers the nature of change and different change models. The second part focuses on how different perspectives complement one another and can be used to better understand, analyze, and diagnose change processes. The course deals with issues of structure, culture, and politics. In the later part of the course, the implementation of change is considered in detail. Given that many change processes fail, this part is an important learning component to complement an in-depth understanding of change.

Course Objectives and Outcome:

On successful completion of this course, students will be able to.

  • Recognize common features of organizational change and anticipate some of the standard difficulties encountered when an organization engages in change processes.
  • Explain the importance of organizational change.
  • Develop a conceptual framework for planned and improvised organizational change, and differentiate between anticipated, emergent, and opportunity-based change.
  • Utilize and redesign formal organizational structures to facilitate change processes.
  • Recognize the role of informal organizational structures and identify key stakeholders to promote change processes.
  • Analyze the social networks that exist within an organization, map independencies and motives/interests, and plan how to distribute information and redesign work flows.
  • Differentiate between groups of stakeholders and identify the most suitable strategy to adopt with each group.
  • Recognize the role of the change leader as a political broker and build social capital through informal methods.
  • Utilize stories and symbols when communicating with others in an organization to maximize leverage as a cultural change leader.
  • Draw on empirical evidence to plan and implement change processes in an organization.

Teaching Methods:

The learning materials include printed and online course books, vodcasts, online knowledge tests, podcasts, online tutorials, and case studies. This range of learning materials is offered to students so they can study at a time, place, and pace that best suits their circumstances and individual learning style.tyle.

Course Content:

1 Organizational Change

1.1 What is Organizational Change About?

1.2 Organizational Change is Ubiquitous

1.3 Change is Difficult

2 Change Management

2.1 The Context of Organizational Change

2.2 Planned Versus Improvisational Change Management

2.3 The Congruence Model of Change

3 Designing Structure

3.1 Formal Structure in Organizations

3.2 Grouping

3.3 Linking

3.4 The Change Leader as an Architect

4 Social Networks

4.1 What are Social Networks?

4.2 Key Terms of Social Network Analysis

4.3 Unique Characteristics of Social Networks

4.4 Social Networks and Organizational Change

5 Politics

5.1 Organizations as Political Arena

5.2 Politics and Change

5.3 The Importance of a Political Perspective on Change

6 Sense-Making

6.1 Organizational Culture

6.2 Sense-Making in Organizations

6.3 The Change Leader as Shaman

7 Change Implementation

7.1 How to Implement Change Successfully

7.2 Four Perspectives on Change

Literatur:

• Burnes, B. (2009). Managing change (5th ed.). Upper Saddle River, NJ: Financial Times Press.
• Carnall, C. (2007). Managing change in organizations (5th ed.) Upper Saddle River, NJ: Financial Times Press.
• Grieves, J. (2010). Organizational change: Themes and issues. Oxford: Oxford University Press.
• Hall, G. E., & Hord, S. M. (2011). Implementing change: Patterns, principles, and potholes (3rd ed.). Boston, MA: Allyn & Bacon.
• Myers, P., Hulks, S., & Wiggins, L. (2012). Organizational change: Perspectives on theory and practice. Oxford: Oxford University Press.
• Senior, B., & Swailes, S. (2010). Organizational change (4th ed.). Upper Saddle River, NJ: Financial Times Press.
• Tushmann, M. L., & O’Reilly, C. A. (2002). Winning through innovation: A practical guide to leading organizational change and renewal. Cambridge, MA: Harvard Business School Press.

Prüfungsleistungen:

• Written assessment: Case study

Student Workload (in hours): 150

Self-study: 110
Self-testing: 20
Tutorials: 20

Modul Managing in a Global Economy (DLMBGE)

5 ECTS

Modulbezeichnung: Managing in a Global Economy

Modulnummer:

DLMBGE

Semester:

2 Semester

Dauer:

1 Semester

Modul Typ:

Pflicht, Wahlpflicht

Zu Details beachte bitte das Curriculum des jeweiligen Studiengangs

Regulär angeboten im:

WS, SS

Workload: 150 h

ECTS Punkte : 5 ECTS

Zugangsvoraussetzungen:

None

Unterrichtssprache:

Englisch

Kurse im Modul:

  • Managing in a Global Economy (DLMBGE01)

Dauer:

Self-study: 90 h
Self-examination: 30 h
Tutorials: 30 h

Kurskoordinator(en) / Dozenten / Lektoren:

Please see the current list of tutors on the Learning Management System.

Modulverantwortliche(r):

Prof. Dr. Jürgen-Matthias Seeler

Bezüge zu anderen Programmen:

• Master of Business Administration (IUBH DL)
• Master International Management (IUBH SoBaM)
• MBA International Business (IUBH SoBaM)

Bezüge zu anderen Modulen im Programm :

• Leadership
• Strategic Management

Qualifikations- und Lernziele des Moduls :

On successful completion of this course, students will be able to:

  • Recognize and explain the cultural, social, economic, historical, and political differences that affect strategic decision making on an international/global scale.
  • Gather specific information and conduct reliable assessments of the opportunities and risks related to business activities in different geographical market regions and specific national markets.
  • Describe the impact of culture on international business activities.
  • Identify different options for market entry and market development and participate in strategic planning activities that address these issues.
  • Design and evaluate different organizational structures for international businesses and design measures to optimize organizational structures for international operations.
  • Design, evaluate, and optimize human resource management practices for global and multinational companies.
  • Explain options for international marketing and select an appropriate marketing mix relative to specific products/services and the target market.
  • Plan multinational or global supply chains.
  • Oversee strategic decisions regarding international accounting practices and the remuneration of expatriate staff.
  • Identify and manage challenges associated with operating in an international/global business environment, such as the procurement and coordination of resources and human resource management.
  • Develop business plans that implement specific organizational, marketing, and distribution strategies in selected regions/countries

Lehrinhalt des Moduls:

  • The nature of international business and multinational enterprises
  • Strategic management and globalization
  • International business operations management
  • Organizational structures of international business
  • Cultural diversity and international business

Lehrmethoden:

Literatur:

See the contributing course outline(s)

Anteil der Modulnote an der Gesamtabschlussnote des Programms: :

5 ECTS von 60 ECTS = 8.33%

Prüfungszulassungsvoraussetzung :

Abschlussprüfungen:

See course outline(s)

Exam, 90 minutes (100%)

Kursnummer:

DLMBGE01

Kursname:

Managing in a Global Economy

Gesamtstunden:

150 h

ECTS Punkte:

5 ECTS

Kurstyp : Pflicht, Wahlpflicht

Zu Details beachte bitte das Curriculum des jeweiligen Studiengangs

Kursangebot : WS, SS

Kursdauer :

Zugangsvoraussetzungen:

English language proficiency

Kurskoordinator(en) / Dozenten / Lektoren :

Siehe aktuelle Liste im Learning Management System

Bezüge zu anderen Modulen:

Siehe Modulbeschreibung

Beschreibung des Kurses:

The internationalization and globalization of product and service markets has meant that industries and economies worldwide are increasingly subject to competition and change. Nowadays, it is essential for the viability and profitability of companies that they adopt a global mindset. Establishing a business and operating in an international context offers a company many unique opportunities, but importantly, multiple diverse threats emerge in this context. An elevated level of international competition, increasing client mobility in a globalized marketplace, discriminatory practices of foreign governments, and subtle cultural differences mean that running an efficient and profitable international business is exceedingly challenging and the likelihood of failure is high.

The course is designed to cover the economic, organizational, and cultural underpinnings that students need to grasp in order to better understand the managerial challenges that global organizations of all types and sizes have to cope with. Participants will gain the detailed knowledge and practical experiences they require to understand how organizations can achieve a competitive advantage in a globalized world. This course includes case studies and an optional international field trip (Note: special conditions apply – availability depends on demand, special conditions apply, and final assessment becomes a 100% written case study analysis). This course will enable students to describe and contrast a set of sustainable corporate and functional strategies in the context of globalization. They will have a detailed understanding of the extent to which globalization and internationalization strategies affect the organizational structures and value creation of global firms.

Course Objectives and Outcome:

On successful completion of this course, students will be able to:

  • Recognize and explain the cultural, social, economic, historical, and political differences that affect strategic decision making on an international/global scale.
  • Gather specific information and conduct reliable assessments of the opportunities and risks related to business activities in different geographical market regions and specific national markets.
  • Describe the impact of culture on international business activities.
  • Identify different options for market entry and market development and participate in strategic planning activities that address these issues.
  • Design and evaluate different organizational structures for international businesses and design measures to optimize organizational structures for international operations.
  • Design, evaluate, and optimize human resource management practices for global and multinational companies.
  • Explain options for international marketing and select an appropriate marketing mix relative to specific products/services and the target market.
  • Plan multinational or global supply chains.
  • Oversee strategic decisions regarding international accounting practices and the remuneration of expatriate staff.
  • Identify and manage challenges associated with operating in an international/global business environment, such as the procurement and coordination of resources and human resource management.
  • Develop business plans that implement specific organizational, marketing, and distribution strategies in selected regions/countries.

Teaching Methods:

The learning materials include printed and online course books, vodcasts, online knowledge tests, podcasts, online tutorials, and case studies. This range of learning materials is offered to students so they can study at a time, place, and pace that best suits their circumstances and individual learning style.

Course Content:

1 Introduction to Managing in a Global Economy

1.1 What is Globalization?

1.2 Facts on Globalization and the Global Economy

1.3 Theoretical Explanations for Globalization

2 The International Company and its Environment

2.1 International Companies and their Operations

2.2 Operational Patterns in International Markets

2.3 Assessment of the Environment for Internationalization

3 Culture and International Business

3.1 A Generic Perspective on Culture

3.2 Organizational Culture

3.3 Cultural Diversity and the Contemporary Manager

4 Strategy Development in International Business

4.1 Strategy in Globalized Business Operations

4.2 Strategy Concepts and Strategic Options

4.3 Managing Strategy

5 International Human Resource Management

5.1 Characteristics of International Human Resource Management

5.2 The Global Manager

5.3 Instruments in International Human Resource Management

6 Organization in International Business

6.1 Traditional Perspectives on Business Organization

6.2 Modern Views on Business Organization

6.3 Coordination and Control of Intra-Organizational Collaboration

7 International Marketing

7.1 Marketing in International Business

7.2 Strategic Choices in International Marketing

7.3 Marketing Mix Choices in International Marketing

8 Supply Chain Management and Accountancy in International Business

8.1 Supply Chain Management and International Business

8.2 Quality, Supplier Networks, and Inventory in Supply Chain Management

8.3 Accounting in International Business

Literatur:

• Beamish, P. W., Morrison, A. J., Inkpen, A. C., & Rosenzweig, P. M. (2003). International management: Text & cases (5th ed.). New York, NY: McGraw Hill.
• Daniels, J. D., Radebaugh, L. H., & Sullivan, D. P. (2013). International business, environments and operations (14th ed.). Upper Saddle River, NJ: Pearson Prentice Hall.
• Hill, C. (2011). International business: Competing in the global marketspace (8th ed.). New York, NY: McGraw Hill.
• Johnson, G., Scholes, K., & Whittington, R. (2008). Exploring corporate strategy (8th ed.). Harlow: Pearson Prentice Hall.
• Morgan, G., Kristensen, P. H., & Whitley, R. (Eds.). (2001). The multinational firm: Organizing across institutional and national divides. Oxford: Oxford University Press.
• Wall, S., Minocha, S., & Rees, B. (2010). International business (3rd ed.). Harlow: Prentice Hall.
• Werner, S. (2002). Recent development in international management research. Journal of Management, 28(3), 277–305.

Prüfungsleistungen:

• Exam, 90 min.

Student Workload (in hours): 150

Self-study: 90
Self-testing: 30
Tutorials: 30

Modul Capstone Project (MBCPA)

15 ECTS

Modulbezeichnung: Capstone Project

Modulnummer:

MBCPA

Semester:

2 Semester

Dauer:

1 Semester

Modul Typ:

Pflicht

Regulär angeboten im:

WS, SS

Workload: 450 h

ECTS Punkte : 15 ECTS

Zugangsvoraussetzungen:

Capstone Thesis: Completion of modules totaling a minimum of 30 ECTS
Capstone Thesis Defense: Submission of the Capstone Thesis

Unterrichtssprache:

Deutsch, Englisch

Kurse im Modul:

  • Capstone Thesis and Thesis Defense (MBCPA01)

Dauer:

Research/academic writing of Capstone Thesis: 405 h

Capstone Thesis Defense: 45 h

Kurskoordinator(en) / Dozenten / Lektoren:

Please see the current list of tutors on the Learning Management System.

Modulverantwortliche(r):

Prof. Dr. Holger Sommerfeldt

Bezüge zu anderen Programmen:

All modules in the MBA programs

Bezüge zu anderen Modulen im Programm :

All MBA Programs in Distance Learning

Qualifikations- und Lernziele des Moduls :

A capstone project is a culminating activity that allows MBA students to demonstrate the knowledge and skills they have acquired during their MBA studies. It engages students in a project that focuses on an interest, career path, or academic pursuit that synthesizes different components of their master studies and applies them to a real life management perspective. It can take the form of a business plan or consulting project
The module capstone project consists of two components: a capstone thesis and a capstone thesis defense. Students will indicate that they are capable of applying their key knowledge and skills to one or more area(s) of personal interest and/or managerial issues, by planning, completing, and presenting a capstone thesis under the supervision of an academic supervisor. Students should be able to critically analyze and solve practical problems by applying academic research methods which strongly support the real life management decision processes.
During the capstone thesis defense students have to present their project findings and demonstrate that they are not only capable of independently producing a capstone thesis but also that they can justify their findings and recommendations in accordance with academic and managerial requirements.

Lehrinhalt des Moduls:

• Capstone Thesis
• Capstone Thesis Defense

Lehrmethoden:

Literatur:

See the contributing course outline(s)

Anteil der Modulnote an der Gesamtabschlussnote des Programms: :

15 ECTS von 60 ECTS = 25.00%

Prüfungszulassungsvoraussetzung :

Abschlussprüfungen:

none

• Written Assessment:
Capstone Thesis, approx. 40 pages (90 %)

• Oral Assessment:
Capstone Thesis Defense, 45 minutes (10 %)

Kursnummer:

MBCPA01

Kursname:

Capstone Thesis and Thesis Defense

Gesamtstunden:

450 h

ECTS Punkte:

15 ECTS

Kurstyp : Pflicht

Kursangebot : WS, SS

Kursdauer :

Zugangsvoraussetzungen:

Capstone Thesis:
Completion of modules totaling a minimum of 30 ECTS
Capstone Thesis Defense:
Submitted Capstone Thesis

Kurskoordinator(en) / Dozenten / Lektoren :

Siehe aktuelle Liste im Learning Management System

Bezüge zu anderen Modulen:

Siehe Modulbeschreibung

Beschreibung des Kurses:

Capstone Thesis:

The students independently prepare the written capstone thesis.

The aim of the Capstone Thesis is to effectively apply the knowledge acquired throughout the MBA course to an academic paper that has a thematic reference to the MBA course. The thesis can take the format of a business plan or a consulting report. The thesis is an independent piece of work, that, with the guidance of a supervisor, seeks to scientifically analyze and critically discuss a chosen issue, and suggest possible solutions. The chosen topic from the student’s area of specialization should demonstrate their acquired competence in the functional area, yet also enrich and round out the student’s scientific knowledge. This will optimally prepare the student for the needs of their future career path.

Capstone Thesis Defense:

The Thesis Defense is done after handing in the capstone thesis. This will take place at the invitation of the supervisor. A second examiner will also be present alongside the supervisor. The students have to prove that they have independently produced the content in the Capstone Thesis by providing a detailed presentation of their project.

The Thesis Defense presentation should consist of the most relevant information from the report (including methodology, research, project outcomes, and recommendations), and is followed by a question-and-answer round led by the supervisor.

Course Objectives and Outcome:

Capstone Thesis:

The students should demonstrate their skills in producing an academic paper transferring the competences acquired during their MBA studies, as well as their acquired knowledge of a practical problem and its solution.

The Capstone Thesis should follow the following criteria:

  • The Capstone Thesis has to reflect the current academic level of knowledge of the chosen topic.
  • The Capstone Thesis has to make use of respective theoretical knowledge specific to the chosen practical case, and should culminate in suggested practical courses of action.

Capstone Thesis Defense:

The main goal of the thesis defense is for students to provide evidence of their ability to transfer professional and methodical expertise to a practical case. In addition, the student should demonstrate that he/she can actively take part in a thematically oriented discussion with a subject area expert. Last but not least, the thesis defense serves to provide students with the opportunity to display presentation-specific communication techniques in the context of a goal-oriented, academic interaction.

Teaching Methods:

Individual support by the tutors and supervisors during the preparation of the capstone project.

The students need a laptop and will be provided with the appropriate technical means for their presentation.

Course Content:

Capstone Thesis:

The content of the Capstone Project shall be decided upon by the MBA students together with the supervisor. However, the supervisors have the right to recommend specific topics for students.

The Capstone Thesis can take the format of a business plan or of a consulting report.

A business plan should include at least the following points (however, this is not a compulsory structure):

  1. Summary
  2. Description of the planned product/the service offer
  3. Founding team
  4. Market analysis
  5. Marketing and sales planning
  6. Operations and organization
  7. Financial planning
  8. Literature

A consulting report should include at least the following points (however this is not a compulsory structure):

  1. Summary
  2. Problem description and circumstances
  3. Goal setting
  4. Method
  5. Analysis
  6. Recommendation
  7. Literature

Capstone Thesis Defense:

The Capstone Thesis Defense consists of a presentation of the most important results of the capstone project followed by the student answering questions from the examiners/experts.

Literatur:

Capstone Thesis:
• Bailey, S.: Academic Writing for International Students of Business, 2011, Routledge, ISBN-13: 978415564700
• Bender, S.L.: Producing the Capstone Project, 2003, Kendall Hunt Publishing, ISBN 978-0757504515
• Swales, J.M./Feak, Chr. R.: Academic Writing for Graduate Students, Essential Tasks and Skills, 3rd ed., 2012, Michigan Series in English for Academic & Professional Purposes, ISBN-13: 9780472034758

Capstone Thesis Defense:
• Subject specific chosen by the student

Prüfungsleistungen:

Written Assessment: Capstone Thesis:
Written Capstone Thesis (approx. 40 A4 pages)

Oral Assessment: Capstone Thesis Defense:
• Presentation (15 minutes)
• Oral examination (30 minutes)

The examiners of the capstone thesis defense evaluate the quality of the examination results according to the following evaluation criteria:
• Understanding and application of scientifically sound analysis
• Structure and content of the presentation
• Successful transfer of knowledge from the MBA to the practical case selected in the capstone project
• Quality of answers to the examination questions

Student Workload (in hours): 450

Capstone Thesis:
Research/academic writing: 405 h

Capstone Thesis Defense:
Preparation: 44 h
Oral Exam: 1 h