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Corporate Leadership & Strategic Management
level of course unit
BachelorLearning outcomes of course unit
The students
• are familiar with the different areas of business administration.
• know the structure of a business and typical business processes and are familiar with the basic constitutive factors of a business.
• recognize interrelationships in the sense of the manifold relationships between business management functions.
• can clearly distinguish central business management terms from one another.
• know the most important constitutional and functional business decisions.
• know the basics and instruments of strategic management
• know and understand the interrelationships of business administration at the various levels of decision-making and action
• are able to analyze current market, environmental and surrounding conditions in the field of small and medium-sized enterprises.
• know the essential basic principles of corporate and business ethics and the contributions to the debate, especially in the area of corporate governance.
• know the process of introducing a corporate strategy using selected business management instruments.
• are familiar with the different areas of business administration.
• know the structure of a business and typical business processes and are familiar with the basic constitutive factors of a business.
• recognize interrelationships in the sense of the manifold relationships between business management functions.
• can clearly distinguish central business management terms from one another.
• know the most important constitutional and functional business decisions.
• know the basics and instruments of strategic management
• know and understand the interrelationships of business administration at the various levels of decision-making and action
• are able to analyze current market, environmental and surrounding conditions in the field of small and medium-sized enterprises.
• know the essential basic principles of corporate and business ethics and the contributions to the debate, especially in the area of corporate governance.
• know the process of introducing a corporate strategy using selected business management instruments.
prerequisites and co-requisites
None
course contents
Part A: Overview and interrelationship analysis of the most important subareas in business administration.
• Characteristics of business economics and subject matter of business economics
• Business decision theory or decision theory
• Operational functional areas
• Basics of management and ethics
Part B: Fundamentals of business administration
• Constitutive business decisions such as legal forms, location decision, types of mergers/mergers, and choice of business field.
• Functional business decisions: Materials management, production management, marketing.
• Fundamentals of business value-added processes and functions (value-added architecture and structure).
• Fundamentals of market-, process-, and strategy-oriented management.
Part C: Strategic management
• Definition and differentiation strategy vs. business model; 5P according to Mintzberg
• Strategic management process and relevant analyses (vision & mission; environmental analysis, external and internal company analysis, resource analysis and value chain according to Porter, competitor analysis, SWOT, etc.)
• Strategic vs. operational goals
• Generic strategies according to Porter (differentiation focus, differentiation, cost focus, cost leadership) and according to Treacy & Wiersema (product leadership, operational excellence, customer focus)
• Characteristics of business economics and subject matter of business economics
• Business decision theory or decision theory
• Operational functional areas
• Basics of management and ethics
Part B: Fundamentals of business administration
• Constitutive business decisions such as legal forms, location decision, types of mergers/mergers, and choice of business field.
• Functional business decisions: Materials management, production management, marketing.
• Fundamentals of business value-added processes and functions (value-added architecture and structure).
• Fundamentals of market-, process-, and strategy-oriented management.
Part C: Strategic management
• Definition and differentiation strategy vs. business model; 5P according to Mintzberg
• Strategic management process and relevant analyses (vision & mission; environmental analysis, external and internal company analysis, resource analysis and value chain according to Porter, competitor analysis, SWOT, etc.)
• Strategic vs. operational goals
• Generic strategies according to Porter (differentiation focus, differentiation, cost focus, cost leadership) and according to Treacy & Wiersema (product leadership, operational excellence, customer focus)
recommended or required reading
• Dillerup, R., & Stoi, R. (2022). Unternehmensführung: Erfolgreich durch modernes Management & Leadership. München: Verlag Franz Vahlen.
• Egger, A., Egger, W., & Schauer, R. (2016). Einführung in die Allgemeine
Betriebswirtschaftslehre. Wien: Linde
• Vahs, D., & Schäfer-Kunz, J. (2021). Einführung in die Betriebswirtschaftslehre.
Stuttgart: Schäffer-Poeschel.
• Egger, A., Egger, W., & Schauer, R. (2016). Einführung in die Allgemeine
Betriebswirtschaftslehre. Wien: Linde
• Vahs, D., & Schäfer-Kunz, J. (2021). Einführung in die Betriebswirtschaftslehre.
Stuttgart: Schäffer-Poeschel.
assessment methods and criteria
• Partial exam
• Processing of a case study
• Quizzes
• Processing of a case study
• Quizzes
language of instruction
Germannumber of ECTS credits allocated
4eLearning quota in percent
50course-hours-per-week (chw)
3planned learning activities and teaching methods
33 % of the event is covered by eLearning. A combination between online phases (inductive method for the independent acquisition of knowledge and the practice of tasks) and presence phases (deductive method, in which assistance is given in the learning process and knowledge is imparted via frontal lectures) is used.
