Preliminary List of Courses for Exchange Students

Preliminary List of Courses for Exchange Students MSc International Business Development (IBD) MSc International Accounting, Controlling and Taxation (IACT)

Winter Semester 2021/22 www.esb-business-school.de

Course List for Exchange Students IBD/IACT ESB Business School Winter Semester 2021 Version: 21.04.21

http://www.esb-business-school.de/

Stand: WS 2021/22 © ESB Business School, Hochschule Reutlingen Page 2

Contents Contents ...................................................................................................................... 2

1. General information on course selection ....................................................... 3

2. Courses offered in the MSc IBD and IACT programmes .................................. 4

2.1. International Business Research ............................................................................................. 5

2.2. International Sourcing ............................................................................................................... 6

2.3. International Finance................................................................................................................. 8

2.4. Strategic Management I ........................................................................................................ 10

2.5. Business English I.................................................................................................................... 11

2.6. Intercultural Management ..................................................................................................... 14

2.7. Management and Leadership ............................................................................................... 15

2.8. International Human Resources and Diversity Management .......................................... 18

2.9. Sustainability Management .................................................................................................. 21

3. German Language courses .......................................................................... 23

4. Additional courses offered by Reutlingen International Office ...................... 24

4.1. International Business with Case Studies in Automotive Industry .................................. 25

4.2. Germany within Europe .......................................................................................................... 26

4.3. International Business with Case Studies in Industry ....................................................... 27

4.4. Lean Management .................................................................................................................. 28


1. General information on course selection Dear exchange student, You may select your subjects from the courses outlined in this course catalogue. Here you will find the courses offered in English in our Masters’ programmes MSc Inter-national Accounting, Controlling and Taxation (IACT) and International Business Devel-opment (IBD), as well as courses offered by our Reutlingen International Office (RIO). How to register for courses:

Deadline winter semester

Deadline summer semester

Contact person

Application deadline 30 May 30 November Martina Traub-Kaiser

Preliminary course selection 15 July 15 January Martina Traub-Kaiser

Course counselling September/ October

March Martina Traub-Kaiser

Final course selection1.

22 October 2020 26 March 2021 Martina Traub-Kaiser

1 Please confirm your course selection by this date. It is not possible to join or leave courses after this date due to team assignments etc.


2. Courses offered in the MSc IBD and IACT programmes

Level/ Course No.

Course Title Contact hours / week

Offered Winter/ Summer

ECTS Credits

Type of assessment

Course start winter semester

Course start summer semester

End of course winter semester

End of course summer semester

Master M1.1.1

International Business Research

2 Winter/ Summer 2 Project work/ presentation

Early October

Mid March

Mid Feb Mid July

Master M1.1.2

International Sourcing 2 Winter/ Summer 3 Written exam, 1 hr

Early October

Mid March

Mid Feb Mid July

Master M1.4.B

International Finance 4 Winter/ Summer 4 Presentation/ written exam, 1 hr

Early October

Mid March

Mid Feb Mid July

Master M1.5.2

Strategic Management I 2 Winter/ Summer 2 Written exam, 1 hr

Early October

Mid March

Mid Feb Mid July

Master M1.7.A

Business English 2 Winter/ Summer 2 Continuous assessment

Early October

Mid March

Mid Feb Mid July

Master M2.2.2

Intercultural Management 2 Winter/ Summer 2 Project work / paper

Early October

Mid March

Mid Feb Mid July

Master M2.3.B

Management and Leadership 4 Winter/ Summer 5 Continuous assessment

Early October

Mid March

Mid Feb Mid July

Master M2.3.C

Strategic Forsight 4 Summer 5 Continuous assessment

Mid March

Mid July

Master M2.3.D

International Human Resource and Diversity Management

4 Winter/ Summer 5 Continuous assessment

Early October

Mid March

Mid Feb Mid July

Master M2.3.E

Sustainability Management 4 Winter/ Summer 5 Continuous assessment

Early October

Mid March

Mid Feb Mid July


2.1. International Business Research

Course number/ code

M1.1.1

Admission requirements

None

Level Graduate, Master

Name of professor Prof. Roland Heger, PhD Building 17, room 119, tel.: 07121 271 6012 [email protected]

Language of instruction

English

Credits (ECTS) 2 ECTS

Total workload and breakdown

60 hours (30 hours class attendance, 30 hours self study)

Contact hours Block lectures (30 hours) Primarily during the block week of the degree programme

Examination/ type of assessment

Written project report and/ or presentation

Learning outcomes of the course

After successful completion of this subject, students should be able to an-alyse complex problems in business development and have developed the following competencies. • Professional competencies

Students will have developed the ability and skills to analyze complex problems, determine problem-specific analytical methods, and report findings in a scientifically accepted reporting style. Students will be able to apply one multivariate method, and make themselves familiar with the other ones in order to conduct studies and respective ana-ly-ses, themselves.

• Methodological competencies Students will hone their critical thinking and problem solving skills with respect to business modeling, and the application of multivariate methods. They are able to conduct secondary and primary research, and know how to cope with incomplete data, as well as how to use secondary data and transform them into useful information.

• Social competencies Due to the interactive nature of the course modules, as well as via group work, students will refine their oral and written communication, and their team skills, being able to make positive contributions to team / group projects.

• Personal competencies Students will be confident in the application of analytical methodolo-gies, aware of the vagaries methodological design choices may intro-duce into an analysis, and critical of the results and interpretation of respective outcomes. They may identify conflicts of interest, and re-solve them while being aware of project objectives.

https://www.esb-business-school.de/de/fakultaet/kontakte/name/prof._roland_h.-heger/

mailto:[email protected]


Content/ indicative syllabus

− Methods and model building − Multivariate models − Data preparation − Exploring one multivariate technique (CA) − Mockup of CA with SPSS − Finding secondary business data − Work on group research project; topics provided by teacher, as well as

guidance how to write a professional report on research findings

Teaching and learn-ing methods

A mixture of learning methods are applied, catering to different learning types: − Interactive teaching with discussions − Project work in small groups with written reports − Individual work on project packages and data files

Miscellaneous − Special emphasis on problem analysis and proper choice of methods − Working with professional statistics software, primarily JMP from SAS;

(SPSS also possible)

Indicative reading list − Joseph F. Hair, William C. Black, Barry J. Babin, Rolph E. Anderson, Multivariate Data Analysis: A Global Perspective, 7th Edition, Pearson, 2010

− Journal article about, or using, one multivariate method, e.g. David B. Montgomery, Catherine A. Ramus, Calibrating MBA Job Pref-erences for the 21st Century, Academy of Management Learning & Education, Vol. 10, No. 1, 2011, pp. 9-26

2.2. International Sourcing

Course number/ code

M1.1.2

Admission require-ments

None


Name of professor

Prof. Roland Heger, PhD Building 17, room 119, tel: 07121 271 6012 [email protected]

Language of instruc-tion

English

Credits (ECTS) 3 ECTS



Contact hours 2 hours per week (SWS)

https://www.esb-business-school.de/de/fakultaet/kontakte/name/prof._roland_h.-heger/




Written exam (1 hour)


After successful completion of this subject, students should be able to ap-ply multivariate analytical methods to complex sourcing and supply chain problems, and esp. should have developed the following competencies. • Professional competencies:

Students are able to identify complex problem areas in international supply chains where multivariate methods may help analyze and solve complex problems. Students are acquainted with select areas of in-ternational sourcing and supply-chain management and know how to cope with select sourcing and supply chain problems.

• Methodological competencies: Students are able to apply critical thinking and problem solving skills to sourcing and supply chain modeling, and know how to cope with in-complete data, as well as how to deal with uncertainty.

• Social competencies: No specific additional skills acquired.

• Personal competencies: No specific additional skills acquired.


− Contemporary sourcing and supply chain environment − Scope of sourcing and supply chain management − Contribution of sourcing and SCM to value creation − Objectives and organization − Supplier selection and management − Development of supply (chain) Management strategy − International sourcing and respective trends

Teaching and learning methods

A mixture of learning methods are applied: − Primarily lecture − Interaktive teaching with discussions

Miscellaneous Occasional guest speaker

Indicative reading list

− Kerkhoff, G.: Global Sourcing, Wiley-VCH Verlag, Weinheim, 2006 − Pooler, V.H. / Pooler, D.J. / Farney, S.D.: Global Purchasing and Supply

Management, Kluwer Academic Publishers, Norwell, Mass. 2004 − Sollish, F., Semanik, J.: Strategic Global Sourcing — Best Practices, J.

Wiley & Sons, Hoboken, N.J. 2011 − Handfield, R.B. / Monczka, R.M. / Giunipero, L.C. / Patterson, J.L.:

Sourcing and Supply Chain Management, 5th e. (International Edi-tion), South-Western Publishing - Cengage Learning EMEA, Andover, UK 2011 [Global focus]

− Oshri, I.: Offshoring Strategies, MIT Press, Cambridge, Massachusetts 2011


2.3. International Finance

Course number/ code

M1.4.B


Basic principles from Bachelor’s degree programme


Name of professor

Prof. Dr. Hans-Martin Beyer Building 5, room 109, tel.: 07121 271 6025 [email protected]


English

Credits (ECTS) 4 ECTS Total workload and breakdown

120 h (60 hours class attendance, 60 hours self study)

Contact hours 4 hours per week Examination/ type of assessment

Presentation / written examination (I hour)


• Professional competencies: Students will develop an enhanced understanding of financial state-ment analysis and corporate M&A transactions and valuation. In spe-cific, students will be able to apply methods and models to identify and analyze the most relevant financial performance measures for managing a firm. Over and above, students will be able to assess and apply core valuation techniques and methods and to discuss valua-tion concepts applied in practice as well as IT tools and data sources (i.e. Factset).

• Methodological competencies: Students will further enhance their critical thinking and problem solv-ing skills in addition to analytical skills particularly in the fields of statement analysis and company valuation and respective decision making.

• Social competencies: Through the interactive nature of the course, students will refine their oral and written communication competence and their team skills.

• Personal competencies: Students will be equipped with the necessary knowledge, experiences and competencies to resume a role in the respective fields of profes-sional competence. Conflicting interests and related inter- and in-trapersonal conflicts and ethical problems will be assessed and dis-cussed.


Fundamentals of Corporate Transactions including types of transactions and transaction stakeholders and process. Valuation and assessment concepts and methods with a specific focus on − Financial statement ratio analysis and market multiples − income/DCF approaches - methodological issues and application

https://www.esb-business-school.de/de/fakultaet/kontakte/name/hans_martin-beyer/



− implications of valuing internationally − implications of risk management on value


Seminar style lecture including presentations by students, case studies, discussions, coaching by instructor; training and application of the Factset financial software / database.

Miscellaneous Guest lectures by external valuation professionals Indicative reading list

− Damodaran, Aswath: Investment Valuation, Wiley, 3rd ed, 2012 − Damodaran, Aswath: The dark side of valuation, Pearson/FT Press,

3rd ed., 2018 − De Luca, Pasquale: Analytical Corporate Valuation: Fundamental Anal-

ysis, Asset Pricing and Company Valuation, Springer, 2018 − Fridson, Martin S. & Alvarez, Fernando, Financial Statement Analysis:

A Practitioner’s Guide, John Wiley & Sons and Financial Statement Analysis Workbook, Wiley, 2011

− Gaughan, Patrick A.: Mergers, Acquisitions, and Corporate Restructur-ings, Wiley, 7th ed., 2018

− Higgins, Robert C.: Analysis for Financial Management, McGrawHill, 12th ed., 2018

− Jones, Charles P.: Investments – Principles and Concepts, Wiley, 12th ed., 2012

− Joy, Joseph: Diverstitures and Spin-Offs, Springer, 2018 − Koller, Tim/Goedhart, Marc/Wessels, David: Valuation – Measuring

and managing the value of companies, Wiley, 6th ed. 2015 (Memo: 7th ed. appears in Nov. 2020)

− Reed Lajoux, Alexandra: The Art of M&A – A Merger, Acquisition and Buy-out Guide, McGrawHill, 5th ed., 2019

− Ross, S.A. / Westerfield, R.W. / Jaffe J.F./Jordan, B.D.: Corporate Fi-nance – Core Principles and Applications, McGrawHill, 5th edition, 2015

− Titman, S./ Martin, J.D.: Valuation – The Art and Science of corporate investment decisions, Pearson, 3rd ed., 2015

− Shapiro, Alan C.: Multinational Financial Management, Wiley, 10th ed. 2013

Supplementary − Harrison, W. T., Horngren C. T. et al: Financial Accounting – Global

Edition, Pearson, 11th ed., 2018 − http://cpaclass.com/fsa/ratio-01a.htm − https://www.dvfa.de/fileadmin/downloads/Publikationen/Stand-

ards/DVFA_Best_Practice_Recommendations_Corporate_Valuation.pdf

Further literature / articles will be introduced during the course

http://cpaclass.com/fsa/ratio-01a.htm

https://www.dvfa.de/fileadmin/downloads/Publikationen/Standards/DVFA_Best_Practice_Recommendations_Corporate_Valuation.pdf




2.4. Strategic Management I

Course number/ code

M1.5.2


None


Name of professor Prof. Dr. Philipp von Carlowitz Building 5, Room 201, Tel.: 07121 271 3017 [email protected]


English


60 h (30 hours class attendance, 30 hours self study)

Contact hours 2 hours per week (SWS) Examination/ type of assessment

Final exam (1h)


Upon completion of this course, students have obtained the following competencies: • Professional competencies:

Critically understand the complexity of strategy development and the ability to link different aspects of business in a long term perspective; Ability to scrutinize existing strategies for consistency and do-ability.

• Methodological competencies: Problem solving in strategic management issues also in international context; step-by-step development of strategies.

• Social competencies: Argue for or against positions in front of audiences; Develop results in discussions in various team set ups; Apply effective written and oral communication skills.

• Personal competencies: Awareness of own potential in analyzing and assessing strategy is-sues; Awareness for own argumentation skills and ability to deal with complex issues.


− What is Strategy & Levels of Strategy − Strategic Analysis I: External Analysis − Strategic Analysis II: Internal Analysis − Developing Strategic Options − Growth Strategies − Strategies in a Globalized World


Lectures, cases, discussions, exercises, reading assignments on im-portant topics of Strategic Management. Main Focus is on Case Studies to be prepared for self-study; cases are discussed in class.

https://www.esb-business-school.de/de/fakultaet/kontakte/name/philipp_von-carlowitz/



Miscellaneous


− Hungenberg, Harald: Strategisches Management in Unternehmen. Wiesbaden, Springer Gabler 2014

− Lynch, Richard, Strategic Management. Harlow, England ; Pearson 2018

− Morschett, Dirk, Schramm-Klein, Hanna, Zentes, Joachim: Strategic international management. Text and cases, Berlin, Wiesbaden 2015

2.5. Business English I

Course number/ code M1.7.A Admission Requirements

There is no language placement test for Business English. All students are expected to already have a high proficiency level upon admission to the programme.

Level Course is conducted at C1.2 level

Module coordinator/ responsible professor

Prof. Yoany Beldarrain (Ph.D)

Name(s) of lecturer(s) (for contact details, see ESB website)

Depends on semester: Lucas Ogden, otherwise contact: Prof. Yoany Beldarrain (Ph.D) Building 5, Room 114, Tel.: 07121 271 3101 [email protected]


English




Continuous assessment


Over the course of two semesters, students complete two consecutive lev-els of one language. After the successful completion of this course, stu-dents should have developed: • Professional competencies:

− Students will confidently conduct a product review using written and verbal business English.

− Students will confidently use verbal and written business English in a variety of scenarios, including difficult or challenging scenar-ios.

− Students will confidently conduct a persuasive presentation a business topic in English.

− Students will conduct a professional business meeting.

https://www.esb-business-school.de/de/fakultaet/kontakte/name/yoany-beldarrain/



− Students will apply extended business and economics-related terminology in simulations and discussions.

• Methodological competencies:

− Students will integrate content knowledge of core program curric-ulum to research, analyze, critique and evaluate a business sce-nario, then write a persuasive paper based on the scenario.

− Students will apply appropriate grammar, punctuation and spelling conventions when writing.

• Social competencies:

− Students will apply networking and teambuilding skills within a multicultural context.

− Students will collaborate with peers from various cultural back-grounds to problem-solve business scenarios.

− Students will compare/contrast the impact of cultural dimensions in different business scenarios.

− Students will confidently and professionally discuss ideas and state a position during a business meeting.

• Personal competencies:

− Students will confidently use the English language for different purposes, including business situations.

− Students will improve their vocabulary and skills based on their in-dividual competency level.


The content of each course level is in accordance with the Common Euro-pean Framework Reference for Languages (CEFR). Content will be adapted to the needs of the students. Business English Boot Camp Learning Objectives:

1. Assess own grammar needs 2. Apply English grammar rules 3. Compare strategies for writing a report versus writing a persuasive

paper Writing a product review & making recommendations Learning Objectives:

1. Identify the parts of a business report 2. Identify common business words used in a report 3. Make recommendations 4. Use proper voice and register (formal, informal, neutral) 5. Write a business report

Intercultural business communication Learning Objectives:

1. Understand how cultural background influences communication 2. Compare/contrast the impact of cultural dimensions in a business

scenario 3. Communicating under stress


4. Identify ways to deal with stress at work (conflict resolution ap-proaches)

5. Formulate solution and express self in Business English Case study 1 Learning Objectives:

1. Identify key vocabulary words and their synonyms 2. Edit a paragraph for conciseness 3. Ethical hot seat 4. Learning Objectives: 5. Identify elements of ethical communication 6. Choose a communication approach that best fits a given business

scenario Case study 2 Learning Objectives:

1. Identify parts of a business meeting agenda 2. Create an effective agenda 3. Apply appropriate words and phrases used when discussing ideas

at a meeting. 4. Confidently state a position 5. Conduct a business meeting while following the agenda

Elevator pitch Learning Objectives:

1. Discuss the purpose of an elevator pitch 2. Identify the parts of an elevator pitch 3. Create & deliver an elevator pitch

Managing change & conflict Learning Objectives:

1. Using Business English, state a position after taking different per-spectives into consideration

2. Use technology tools to communicate virtually Presentations/paper Learning Objectives:

1. Persuade an audience using written and verbal Business English


All teaching is by native speakers and based on short presentations, inter-active activities, role-plays, written assignments, discussions, articles, etc., depending on individual student needs.

Miscellaneous The Business English courses are tailored to the needs of the IACT and IBD students.


Possible resources include: − English Grammar: Understanding the Basics (2010)

By Evelyn P. Altenberg, Robert M. Vago, Cambridge University Press − The New English Grammar: With Phonetics, Morphology and Syntax

(2010) By Horace Dalmolin, Tate Publishing


− Oxford Business English Dictionary (2006) By Dylis Parkinson & Joseph Noble, Oxford University Press

− Collins COBUILD-International Business English Dictionary (2011) By Sandra Anderson, Harper Collins Publishers

− Business English: The Writing Skills You Need for Today's Workplace (2010) By Andrea B. Geffner, Barron’s Publishers

− How to Write Effective Business English: The Essential Toolkit (2009) By Fiona Talbot, Kogan Ltd. Publishers

2.6. Intercultural Management

Course number/ Code M2.2.2 Admission requirements

None


Name of lecturer

Prof. Baldur Veit, LL.D. Buidling 3, room 218, tel. 07121/271-1004 [email protected]


English


60 hours (30 hours cass attendance, 30 hours self study)

Contact hours 2 hours per week (SWS)


Project work/paper


Goals of the course are to bring the students to a closer understanding of various cultural mindsets and to highlight intercultural business connec-tions. Raising awareness for foreign cultures and behavioral patterns are also primary goals. The students should be ready to: Assess the influence of cross-cultural differences in international busi-ness relationships and their own behavior to set those differences. Adequately prepare for new intercultural situations.

Content/ Indicative syllabus

Specific cultural knowledge for selected industrial and emerging econo-mies in the areas of Cultural History, Policy, Religion, Ethics, Societal Rules, Economic background, Behavior and communication rules, Negoti-ation.


Interactive Lecture, Homework, Case Studies, Presentations, Class room simulation of an intercultural business meeting

Miscellaneous Simulation of a first meeting of representatives from 2 companies from 2 different countries.




− Cultures and Organizations: Software of the mind: Intercultural coop-eration and its importance for survival (2010), 3rd edition, Geert Hof-stede, Gert Jan Hofstede and Michael Minkov, McGraw-Hill, ISBN 978-0-07-166418-9

− Erin Meyer ( 2014) : The Culture Map: Breaking Through the Invisible Boundaries of Global Business, Hachette Book Group, USA, ISBN 978-1-61-039-2501

− Richard D. Lewis (2010): When Cultures Collide-Leading Across Cul-tures, 3rd edition, ISBN 978-1-904-838029

− Helen Deresky (2011): International Management; Managing Across Borders and Cultures. Text and Cases, 7th edition, Pearson, ISBN 978-0-13-254555-6

− Kiss, Bow or Shake Hands (2006), 2nd edition, Terri Morrison and Wayne A. Conaway, Adams Media, ISBN 1-59337-368-6

− Fred Luthans, Jonathan P.Doh (2009), International Management: Culture, Strategy, and behavior, 7th edition, McGraw-Hill, Part II, The role of culture, ISBN 978-0-07-128314-4

− Browaeys, Marie-Joëlle; Price, Roger (2016): Understanding Cross-Cul-tural Management. Second Edition. Essex: Pearson (3rd ed.).

− Holden, N., Michailova, S., & Tietze, S. (Eds.) (2015): The Routledge Companion to Cross-Cultural Management. London, New York: Routledge.

− Wildman, J. L., Griffith, R. L., & Armon, B. K. (Eds.) (2016): Critical Is-sues in Cross Cultural Management. Basel: Springer International Publishing.

2.7. Management and Leadership

Course number/ code

M2.3.B


None


Name of professor Prof. Dr. Florian Kapmeier Building 5, Room 111, Tel.: 07121 271 3104 [email protected]


English




Project work

https://www.esb-business-school.de/fakultaet/kontakte/name/florian-kapmeier/




Why do so many business strategies fail? Why do so many others fail to produce lasting results? Why do many businesses suffer from periodic cri-ses, fluctuating sales, earnings, and morale? Why do some firms grow while others stagnate? How do once-dominant firms lose their competi-tive edge? And how can a firm identify and design high-leverage policies, policies that are not thwarted by unanticipated side effects? Accelerating economic, technological, social, and environmental change challenge managers to learn at increasing rates. And we must increas-in-gly learn how to design and manage complex systems with multiple feed-back effects, long time delays, and nonlinear responses to our de-cisions. Yet learning in such environments is difficult, precisely because we never confront many of the consequences of our most important decisions. Ef-fective learning in such environments requires methods to develop sys-tems thinking, to represent and assess such dynamic com-plexity – and tools managers can use to accelerate learning throughout an organiza-tion. Upon completion of this strategy course, participants will have devel-oped the following competencies: • Professional competencies:

Students are introduced to systems thinking and the system dynamics modeling methodology. They apply system dynamics to corporate chal-lenges in the area of strategy, organizational change, and policy design. Students will learn to visualize a business organization in terms of the structures and policies that create dynamics and regu-late performance. In particular, they will improve their understanding of the ways in which an organization's performance is related to its in-ternal structure and operating policies as well as those of customers, competitors, and sup-pliers. Students will use simulation models, management flight simula-tors, and case studies to develop concep-tual and modeling skills for the design and management of organiza-tions in a dynamic world. They will learn principles for effective use of modeling in the real world.

• Methodological competencies: Students will develop an understanding of dynamic complexity, inher-ent in most business situations of policy-design and decision-making. They will learn how to carefully analyze complex systems, understand over-time-behavior, and the impacts of time delays, non-linear rela-tionships, and feedbacks. Students will learn to recognize and deal with situations where policy interventions are likely to be delayed, di-luted, or defeated by unanticipated reactions and side effects. Stu-dents get to work with role playing games, simulation models, case studies, and management flight simulators to develop principles of policy design for successful management of complex strategies. Through thinking in interdisciplinary relationships and translating these into simulation models, students develop a better understand-ing of interactions between organizations, their customers and suppli-ers the oftentimes vertical structures within organizations. They will have a chance to use state of the art software for computer simula-tion and gaming (no prior computer modeling expe-rience is needed).

• Social competencies Students will improve their ability to work in teams in order to analyze


complex business challenges. They will also refine their oral and writ-ten communication skills because of the interactive nature of the course. Through team work under time pressure and diversity in class, students will develop social and intercultural skills, including giving and receiving feedback.

• Personal competencies: Students will improve their analytical and problem-solving skills. Stu-dents will be better aware of dynamic complexity. They will learn about their own position and the impact of own behavior, policy-design, and strategic decision-making on the complex system in which they them-selves – as decision-makers - are embedded.


− Strategic business dynamics: Purpose, tools and concepts − Model building − Problem definition and model purpose − Causal loop diagrams & Stock-and-flow-diagrams to grasp complexity − Dynamics of stocks and flows, feedback − Understanding the dynamics of simple systems − Analyzing systems and creating robust policies − Network externalities, complementarities, and path dependence − New technologies − Interactions of operations, strategy, and Human Resource policy: the

case of People Express − Re-engineering the supply chain in a high-velocity industry − Late, expensive, and wrong: The dynamics of project management − Understanding today’s impact of personal and management decisions

on climate change − Cutting corners and working overtime: Service quality management


Interactive lecture, group work, independent literature study, case stud-ies, business simulation models, and “management flight simulators”.

Miscellaneous Guest lecture, if applicable Indicative reading list

Required reading − Sterman, J.D. (2000), Business Dynamics. Systems Thinking and Mod-

eling for a Complex World, Boston et al.: Irwin McGraHill, 2000 − Schlesinger, Leonard A., and Debra Whitestone (2000), People Ex-

press (A). Boston, MA: Harvard Business Publishing, 2000, Case No. 9-483-103

Recommended readings − Lyneis, J.M. (1999), System Dynamics for Business Strategy: A

Phased Approach, in: System Dynamics Review, 15, 1999, 1, pp. 37-70

− Morecroft, J.D.W. (2007), Strategic Modelling and Business Dynamics: A Feedback Systems Approach, Chichester: Wiley 2007

− Morecroft, J.D.W. and Sterman, J.D. (Eds., 1994), Modeling for Learn-ing Organizations, Portland: Productivity Press 1994


− Rahmandad, H. and Sterman, J.D. (2012), Reporting Guidelines for Simulation-Based Research in Social Sciences, in: System Dynamics Review, 28, 2012, 4, pp. 396-411

− Repenning, N. and Sterman, J.D. (2001), Nobody Ever Gets Credit for Fixing Problems that Never Happened: Creating and Sustaining Pro-cess Improvemence, in: California Management Review, 43, 2001, 4, pp. 64-88

− Warren, K. (2008), Strategic Management Dynamics, Chichester: Wiley 2008

2.8. International Human Resources and Diversity Management

Course number/ code

M2.3.D


None


Names of professors Prof. Dr. Carmen A. Finckh Building 17, Room 130, Tel.: 0175-2060333 [email protected] and Prof. Dr. Hermann Lassleben Building 5, Room 110, Tel.: 07121 271 6019 [email protected]


English






• Subject-specific competencies: International Diversity Management (IDiM): The participants understand the essential theories of Diversity Man-agement and their implementation in practice. They are able to com-petently participate in and lead discussions on the topics of Interna-tional Diversity Management. They are aware of the global and na-tional developments within the field and are thus able to build on their diversity management skills. International Human Resource Management (IHRM): The participants will gain an overview of IHRM, its theoretical founda-tions and the current challenges of HRM in multinational companies (MNC). They are aware of and understand country-specific variations of HRM and their relevant context. They are able to take on personnel

https://www.esb-business-school.de/de/fakultaet/kontakte/name/carmen_a.-finckh/


https://www.esb-business-school.de/fakultaet/kontakte/name/hermann-lassleben/



responsibility while taking national and cultural influences into ac-count.

• Professional and interdisciplinary competencies: International Diversity Management (IDiM): Participants are able to critically assess concepts and models of IDiM and apply them in specific situations. They are able to effectively deci-pher different aspects of IDiM and to transfer learned procedures. They are able to create connections between IDiM and strategy and organisation theory, HR and change management, as well as between corporate management. International Human Resource Management (IHRM): The participants can critically assess and apply concepts and models of IHRM. They are able to familiarise themselves quickly and effi-ciently with new IHRM topics and tasks and to analyse and solve per-sonnel problems within an international context.

• Social skills and key competencies: International Diversity Management (IDiM): Participants learn to discuss, reflect and develop their position and role as future managers with regard to managing diversity. International Human Resource Management (IHRM): Participants learn to organise themselves in a team and to represent their own points of view, but also to develop an understanding for the opinions and positions of others. They are able to understand and manage the specific dynamics within international teams.

• Personal competencies: International Diversity Management (IDiM): The participants are aware of their own diversity characteristics and their own behaviour patterns. They can recognise and assess their role as managers in the IDiM environment, using this skill expertly to deal with issues appropriately. They are provided with a platform, upon which, they can further develop their self-organisation, reflec-tion, communication and conflict management skills. International Human Resource Management (IHRM): The participants are aware of the cultural ties of their personality and behaviour. They understand how IHRM trends affect their own career planning and employability. They can deal with ambiguities and man-age employees from different backgrounds.


International Diversity Management (IDiM): − Theory and Types of diversity − Social and cultural identity − Personality and cognitive diversity − Diversity management in institutions − Gender diversity management in organisations − Communication and conflict management


International Human Resource Management: − Culture and IHRM − International staffing & assignments − International performance management − International training and development − International leadership


Lectures, discussions, exercises, case studies, study of specialist litera-ture. Independent group work.

Miscellaneous On a case-by-case basis, representatives from industry are invited to pre-sent and discuss selected topics. Presentations and references to in-depth literature are provided in the RELAX course for this module.


International Diversity Management (IDiM): − Beham, B.; Straub, C.; Schwalbach, J., Managing Diversity in Organiza-

tions, Wiesbaden 2012 − Cox, T., Creating the multicultural organization. A strategy for captur-

ing the power of diversity, San Franzisco 2001. − Danowitz, M. A.; Hanappi-Egger, Edeltraud; Mensi-Klarbach, Heike, Di-

versity in organizations. Concepts and practices, New York 2012 − Konrad, A. M., Cases in gender and diversity in organizations, Thou-

sand Oaks, Calif., 2006. − Loden, M., Implementing diversity, Chicago 1996. − Thomas, K., Diversity resistance in organizations, New York 2008 − Vedder, G., Göbel, E., Fallstudien zum Diversity Management, Mering

2011. − Myers, I. B., Myers, P. B. Gifts Differing. Understanding Personality

Type, Palo Alto 1980. International Human Resource Management: − Collings, D. (2015), The Routledge Companion to International Human

Resource Management. London: Routledge. − Crawley, E., Swailes, S. & Walsh, D. (2013), Introduction to Interna-

tional Human Resource Management. Oxford: Oxford University Press. − Dowling, P., Festing, M., & Engle, A. (2013), International Human Re-

source Management (6/e). Andover: Cengage. − Hayton, J., Biron, M., Castro Christiansen, L., & Kuvaas, B. (2012),

Global Human Resource Management Casebook. New York: Routledge.

− Harzing, A. & Pinnington, A. (2015), International Human Resource Management (4/e). Los Angeles: Sage.

− Machado, C. (2015), International Human Resources Management: Challenges and Changes. Cham: Springer.

− Quinlan, C., Babin, B., Carr, J., Griffing, M., & Zikmund, W. G. (2015), Business Research Methods (1/e). Andover: Cengage.


2.9. Sustainability Management

Course number/ code

M2.3.E


None


Name of professor Prof. Dr. Maud Schmiedeknecht Building 17, Room 130, Tel.: 07121 271 3081 [email protected]


English






• Professional competencies: Students will develop an enhanced understanding of theoretical and practical aspects of sustainability management. They will be able to apply methods to identify and analyze challenges and perspectives re-garding sustainability issues. Furthermore, students will be able to or-ganize and constructively use a process of exchange and confronta-tion with relevant stakeholders and their perspectives.

• Methodological competencies: Students will enhance their analytical and critical thinking skills in ad-dition to their problem solving skills particularly in the field of sustain-ability management. Futhermore, they will be able to create a presen-tation deck considering the requirements of a management consul-tancy (story line, action title, etc.).

• Social competencies: Through the interactive nature of the course, students will apply their oral and written communication skills. Furthermore, they will apply their team skills by developing results in discussions in various team set-ups. Students will be able to analyze and critically reflect on their own learning process during the course.

• Personal competencies: Students will gain knowledge and competencies in analyzing and as-sessing sustainability management issues and thereby grow into re-sponsible decision makers.


− Basics of sustainability management: principles, topics, models

− Standards and guidelines

https://www.esb-business-school.de/de/fakultaet/kontakte/name/maud_h.-schmiedeknecht



− Innovating for sustainability − Sustainability strategies − Implementation of sustainability management:

processes, structures, and instruments − Selected functional areas of sustainability management:

product development, supply chain, reporting − Sustainable business models:

case studies in corporate sustainability − Climate change solution simulation


Seminar style lecture including presentations by students, case studies, discussions, coaching by instructor, Climate change solution simulation

Miscellaneous Occasional guest speaker Indicative reading list

− Lecture handout with list of references, case studies, current sustain-ability reports and articles, amongst others:

− Crane, A./Matten, D. (2016): Business Ethics: Managing Corporate Citi-zenship and Sustainability in the Age of Globalization, 4th edition, Oxford University Press, Oxford

− Schaltegger, S., & Burritt, R. (2018). Business cases and corporate engagement with sustainability: Differentiating ethical motivations. Journal of Business Ethics, 147(2), 241-259.

− Hansen, E.G. & Schaltegger, S. (2017). Sustainability Balanced Score-cards and their Architectures: Irrelevant or Misunderstood? Journal of Business Ethics, 1-16. https://doi.org/10.1007/s10551-017-3531-5.


3. German Language courses

Title Semester level

Language of in-struction Department ECTS

Credits


Course start sum-mer semes-ter

End of course win-ter semes-ter

End of course summer semester

Pre-Semester Intensive German Course win-ter semester (3 weeks)

Level A1 – C1 German IfF/ RIO 6 September - September -

General German Language courses for Inter-national Students (offered on different levels A1-C1)

Level A1 – C1 German IfF/ RIO 4 October March January/

February July

Besser Deutsch sprechen German level B1 and B2/C1

German IfF/ RIO 2 October March January/ February July


4. Additional courses offered by Reutlingen International Office

Title Semester level Language of instruc-tion

Depart-ment

ECTS Credits


Course start sum-mer semes-ter

End of course winter semester

End of course sum-mer semes-ter

International Business with Case Studies in Automotive In-dustry

Exchange Students English RIO 4 October - December -

Germany within Europe Exchange Students English RIO 4 October March December July

Wirtschaft auf Deutsch

Suitable for ad-vanced students (B1/B2 level of Ger-man)

German IfF/ RIO 6 October March January/ Febru-ary July

Marketing für internationale Studierende

Suitable for ad-vanced students (B1/B2 level of Ger-man)

German IfF/ RIO 2 October March January/ Febru-ary July

International Business with Case Studies

Suitable for ad-vanced students English RIO 4 October March January/ Febru-

ary July

Lean Management Suitable for ad-vanced students English RIO 4 October March January/ Febru-

ary July


4.1. International Business with Case Studies in Automotive Industry

Year / Semester 2

Frequency Every Winter Semester

Prerequisites Evolution of Management Thought Functions of a Manager Theories of Motivation and Leadership Organizational Structure and Design

Name of Lecturer Prof. Dr. Baldur Veit

Language of instruction English

Credits (ECTS) 4


180 hours

Contact hours 4 hours per week (60 hours plus additional field trips)

Level Undergraduate

Assessment t.b.d.

Teaching method Lecture/seminar with field trips


− To provide the students with a contrast to American style of management.

− To provide the students with an expanded view of management


This course has two parts. First, the course examines the practice of management within Europe. The course takes a multi-organiza-tional perspective and places the practice of management in a global perspective. The second part of the course uses a series of videotapes to augment the study of multinational enterprises (MNEs) Topics: − German Unification − (Demographics, Economic System, Import / Export) − How to incorporate in Europe − Social Security System in Germany − Germany and the European Union − The Dual System of Vocational Training in Germany − German Industry on the Road of Globalization − German-American Trade Relations − Automotive Industry in Germany − (BMW, Daimler: a) Engine Plant, b) Final Assembly of Cars;

Opel, Audi) Video tapes: 1. Globalisation & Economic Integration 2. Trade Theory


3. Foreign Direct Investment 4. Foreign Exchange Market 5. Entry Modes 6. Global Strategy

Recommended litera-ture

All handouts will be provided by the professor

4.2. Germany within Europe

Year / semester 2

Frequency Every Semester

Name of lecturer Udo Stelzer


Credits (ECTS) 4

Total workload 120 hours

Contact hours 4 hrs/week / 60 Contact hours

Level Undergraduate

Assessment Midterm 30 %, Final 50 %, 20 % attendance and participation in class

Teaching methods Lecture/seminar


Upon completion of this course the student will be able to:

Describe characteristics of Medieval European and German lifestyle, town structures. Explain effects of major historical events on German life. Demonstrate knowledge of periods of German history. Demon-strate comparative analysis of present and historical backgrounds of Germany within its relations to Europe and the U.S. Demonstrate crit-ical thinking through tracing main historical concepts in recent politi-cal and cultural traits.


This course is dedicated to the most important topics in the history of Germany within the context of European history. Emphasis is placed on developing an understanding for major political, social and eco-nomic aspects of German history and on tracing back the German his-torical experience in its structural context. The comparison of histori-cal time periods with European and U.S. history sets German history and German relations with other European countries in perspective. The course concentrates on investigation and analysis of historical trends and structures rather than numbers and data; contemporary developments included.



AXELROD, Alan; PHILLIPS, Charles: What everyone should know about the 20th century, Adam Publishing, Holbrook MA, 1995

DÖNHOFF, Marion Gräfin et al.: Weil das Land Versöhnung braucht, Ein Manifest II, Rowohlt, Reinbek bei Hamburg, 1993

DOREN, Charles van: A History of Knowledge, The pivotal events, Peo-ple and Achievements in World History, Ballentine Books, New York, 1992 TARNAS, Richard: The Passion of the Western Mind, Understanding ideas that shaped the Western World View, Random House, Toronto, 1993

4.3. International Business with Case Studies in Industry

Course Title International Business with Case Studies in Industry

Course No

Credits (ECTS) 4

Prerequisites Senior standing

Contact hours 4 hours per week (60 hours in total)

Teaching methods This course has two parts. First the course examines the practice of management within Europe. The course takes a multi- organiza-tional perspective and places the practice of management in a global perspective. The second part of the course uses a series of videotapes to augment the study of multinational enterprises (MNEs)


Assessment

Name of professor Prof. Baldur H. Veit, LL.D.; Assessor phil., Director of International Studies, Prof. of Management (Kettering University, Flint, MI, USA )


− To provide the students with a contrast to American style of management.

− To provide the students with an expanded view of manage-ment



− German Unification: Demographics, Economic System, Import / Export; How to incorporate in Europe, Social Security Sys-tem in Germany, Germany and the European Union, The Dual System of Vocational Training in Germany, German Industry on the Road of Globalization, German-American Trade Rela-tions,

− Automotive Industry in Germany

Recommended literature Essential: All handouts will be provided by the professor

4.4. Lean Management

Year / Semester 2

Frequency Every Semester

Prerequisites Senior Standing

Name of lecturer Martin Burgbacher, Chief Project Expert, SAP

Dirk Schmidt, Senior Project Manager, ebm-papst


Credits (ECTS) 4

Total workload 120 hours

Contact hours 4 hrs per week (60 hours)

Assessment The exact course structure will be explained by the lecturers in the first lecture.

Teaching methods Seminar style lecture (40%), Workshops (10%)


At the end of the course students should be able

− to understand the concepts of Lean Management, Total Qual-ity Management and Business Process Reengineering

− to apply tools and techniques to analyze and optimize busi-ness and production processes

− to provide knowledge about Change Management process.


This course is designed to provide American students with a framework to understand Lean Management, Total Quality Management and Business Process Reengineering


− Lean Management − Total Quality Management − Reengineering − Change Management


Handouts provided by the professor

Documents

Preliminary List of Courses for Exchange Students