Sports, Culture & Event Management

During their stay abroad at the partner university, the students must complete a course in "Current Issues in Sports, Culture & Events Management" agreed in advance with the Director of Studies by way of the Learning Agreement.

During their stay abroad at the partner university, the students must complete a course in "Area Studies and Languages" agreed with the Director of Studies by way of the Learning Agreement.

During their stay abroad at the partner university, the students must complete a course in "Sports, Culture & Events Management" agreed in advance with the Director of Studies by way of the Learning Agreement.

During their stay abroad at the partner university, the students must complete a course in "Business Studies" agreed in advance with the Director of Studies by way of the Learning Agreement.

• Overview and context analysis of the most important subareas in business administration
• Subject and fundamentals of business administration in the context of economics:
• Business studies as science and differentiation from economics, management theory and leadership
• Operational functional areas
• Business decision theory
• Fundamentals of Management and Ethics
• Fundamentals of Human Resources and Organization
• Marketing Fundamentals

Fundamentals:
• of the constitutive company decisions such as legal forms, location decisions, types of mergers and acquisitions and choice of business segment.
• of the functional business decisions: Materials management, production management, marketing.
• of business value creation processes and functions (value creation architecture and structure).
• of market, process and strategy-oriented management.
• Analysis and evaluation of case studies
• Business specifics in the field of sports, culture and event management

External accounting:
• Structure of the accounting system
• Fundamentals of operational accounting: Tasks, sub-areas and basic concepts
• Commercial accounting system: From inventory to opening balance sheet
• Double-entry accounting system: Posting business cases to inventory and profit and loss accounts
• Organization of bookkeeping (chart of accounts, sales tax, etc.)
• Principle of period purity and accruals and deferrals

Internal accounting:
• Objectives and basic concepts of cost and revenue accounting
• Fundamentals of cost and revenue accounting:: Tasks, components and subareas
• Structure of cost accounting (cost elements, cost centers, cost objects)
• Contribution margin accounting

Relation to sports, culture and event management:
• Fundamentals of finance (terms and objectives of financing, financial and liquidity planning)
• Basic forms of participation, self-financing and credit financing
• Application examples for the concepts of accounting and finance
• Case studies

The course deals with the legal basis with regard to civil and criminal law issues with special consideration of the problems relevant to event law.
The different fields of law and their relations to each other, the demarcation between public and private law and the definition of legal concepts form the basis for legal relations.
Introduction to general contract law as well as the legal capacity of natural and legal persons are taken into account.
Legal issues are of particular importance due to the comprehensive legal relevance as well as legal consequences in the event business. General contract and company law, the legal capacity of natural and legal persons to act, as well as provisions relating to nature conservation, the protection of minors, labor law, building regulations and other legal areas relevant to events are playing an increasingly important role in event management, in particular due to the extensive regulations relating to liability and damages.

The course deals with the following topics:
historical development of personnel management, tasks of personnel management, personnel planning, recruitment, release, selection, assessment, development, incentive and remuneration systems, personnel organization and controlling. New developments in personnel management.
In addition, the course deals with the role and handling of volunteers and the resulting challenges for personnel management.

Core topics:
• Economic thinking and marginal analysis
• Efficient allocation of scarce resources
• The market model and market equilibrium
• Macroeconomic variables (GDP, inflation, and unemployment) and their interrelationships

Selected macroeconomics issues:
• Elasticity and welfare
• Cost functions and optimal corporate production
• Price setting and market structures
• Short-term macroeconomic fluctuations: The business cycle
• Money, the ECB, and inflation
• Long-term economic growth
• International relations and trade

The teaching of marketing fundamentals (definition and application of marketing, dynamics of the marketing environment, consumer behavior, marketing strategies, marketing mix, market and advertising psychology, new media) through theory and case studies. Special features of marketing for sports and cultural institutions.

The course follows the logic of the project management process, starting with the fundamentals of project management, the definition of projects and the differences that occur in reality.
A general project management methodology will be introduced and specific methodologies will be examined.
The students will set up model projects in groups based on standard project management practices and develop case studies,
The students learn to apply planning techniques for general projects and special techniques that are applicable to the planning of event projects.

Strategic implications and strategic marketing statements, communication of current marketing trends, target group-oriented design of marketing instruments, modern marketing concepts for product and service marketing, networked marketing and project structures and marketing and project processes.

The course introduces academic research and imparts background and practical knowledge for the preparation of seminar papers. The students acquire an understanding and practical skills for the research, acquisition and evaluation of academic literature as well as the hermeneutic and rational-reconstructive processing of academic texts. In addition, they develop an understanding and practical skills for writing academic texts.

• Sector and R&D activities
• Human resources/competences
• Digital developments in the sports, culture and event industry
• Development of the sports, culture and events sector
• Development of developments/trends, fashions, booms
• Identification of developments/trends
• Evaluation of developments
• Economic, political and social impacts
• Leveraging developments
• Planning and implementation of future-oriented, interdisciplinary projects

Students can choose from a range of in-depth courses on current topics in sports, culture and event management, e.g:

• Sector and R&D activities
• Human resources/competences
• Digital developments in the sports, culture and event industry
• Development of the sports, culture and events sector
• Development of developments/trends, fashions, booms
• Identification of developments/trends
• Evaluation of developments
• Economic, political and social impacts
• Leveraging developments
• Planning and implementation of future-oriented, interdisciplinary projects

To prepare the students optimally for problems in working life, practical tasks are worked on in groups, preferably on the basis of commissions from partners from industry or public institutions, or field experiences are obtained under the guidance of the course leader. The students contribute their acquired knowledge and apply it to real projects. While the students can deepen and improve their subject-specific competences, complementary competences such as social competence, team skills, problem-solving and decision-making competence, risk management and budgeting competence are also fostered.

Based on a client briefing (by the course instructor or external partners such as associations and companies), the students work on the presented projects independently, only guided by the course instructors if necessary: Planning, coordination, budgeting, control, evaluation and final reporting are in the hands of the students. The role of the course leader is focused on project coaching.

The concepts and methods of qualitative social research (in particular observational procedures, interviewing and content analysis) are discussed and reflected on against the background of potential occupational fields. The students can understand and apply the basic methods of qualitative social research.

To prepare the students optimally for problems in working life, practical tasks are worked on in groups, preferably on the basis of commissions from partners from industry or public institutions, or field experiences are obtained under the guidance of the course leader. The students bring their acquired knowledge to bear and apply it to real projects. While the students can deepen and improve their subject-specific competences, complementary competences such as social competence, team skills, problem-solving and decision-making competence, risk management and budgeting competence are also fostered.

Based on a client briefing (by the course instructor or external partners such as associations and companies), the students work on the presented projects independently, only guided by the course instructors if necessary: Planning, coordination, budgeting, control, evaluation and final reporting are in the hands of the students. The role of the course leader is focused on project coaching.

The concepts and methods (univariate and bivariate) of quantitative social research are discussed and reflected against the background of potential occupational fields. The students can understand and apply the basic methods of uni-variate and bi-variate quantitative social research.

Within the framework of the Bachelor thesis seminar, students are taught what special features empirical work entails and how to create their own empirical work. They have the opportunity to discuss and optimize their theoretical foundation, their methodical approach and their empirical implementation in the context of the Bachelor thesis in regular exchanges with the other students. The students receive recommendations and templates for the preparation of their Bachelor thesis and thus the corresponding accompanying academic supervision.

Supplementing the theoretical knowledge of the students with practical activities and questions in practice. The work placement within the framework of a 12.5-week period of employment ensures that the students find their way around when entering their possibly thematically new professional life. Processes, workflows and situations in the professional environment can thus be rethought.
Preparation and assistance through Career Services and support for students during their internships: Reflection, discussion of problems and success stories and/or help with problems.

In addition to press and public relations work, such as structural analyses of various PR departments, students are familiarized with agency work, network structures and virtual news management. Active (press releases, conferences) and passive (interviews, discussions) media work are discussed, practiced and prepared for real implementation using practical examples.
In order to strengthen the practical relevance of the course, public relations work in crisis situations (crisis PR) is also included as teaching content.
Communication within companies, foundations, associations and clubs is also discussed.
In this context, the term corporate identity from the point of view of corporate communication is also presented and the challenge of integrating social media is discussed and reflected upon.

The course combines experiential learning through outdoor and indoor parts with stimulating lectures and reflection. The students see the development of teams in their formations, target perspectives and risks of conflicts and their manifestations. Team leadership, the organization of cooperation and social coherence, temporal phases and the assignment and assessment of roles and their parameters lead to a deeper understanding of success and failure parameters. Outdoor components are reflected and integrated into an overall model.

The language modules integrated into the degree program curriculum are designed according to the methodological principles of a communicative, action-oriented approach.

The competence levels of the modules are based on the Common European Framework of Reference for Languages (CEFR), and a central objective is that students increase their communication skills by at least one level.

In addition, there is a clear focus on acquiring academic and business-oriented skills in the target language.

- A1-A2 Basic communication skills
- B1-B2 Advanced use of the language and communication skills
- B2-C1 Independent language use to expert communication skills
- C1-C2 Expert language skills to fluent, competent communication skills

The general presentation techniques and the forms of communication as well as the communication models are described and worked out.
The characteristics of an message exchange ( message: sender - receiver) are presented.
The distinction between verbal and non-verbal communication (facial expressions, gestures, rhetoric, body language, etc.) in oneself and in others is shown.
Special attention is given to intercultural communication and negotiation techniques and their difficulties and traps.
The principles of presentation are presented.

The Creative Lab uses knowledge from cultural management/science and event management/science to create an innovative project idea. The students learn to develop a convincing concept for a competition in the field of art and culture and to present it to a jury. Project ideas are developed within the scope of their practical implementation and put into an application form that reflects the evaluation criteria of a sponsor both in terms of content and form.

A budget plan with a simple expenditure/income structure shows the individual project activities in a comprehensible way and demonstrates the professional implementation of the idea by a project team (program, marketing, infrastructure, etc.). Targeted cooperation illustrates the synergy effects and network quality of the project.

In a role play, the projects are examined on a professional basis
and the criteria worked out beforehand, such as suitability for
the tendering, social relevance, etc., are used
for evaluation.

The language modules integrated into the degree program curriculum are designed according to the methodological principles of a communicative, action-oriented approach.

The competence levels of the modules are based on the Common European Framework of Reference for Languages (CEFR), and a central objective is that students increase their communication skills by at least one level.

In addition, there is a clear focus on acquiring academic and business-oriented skills in the target language.

- A1-A2 Basic communication skills
- B1-B2 Advanced use of the language and communication skills
- B2-C1 Independent language use to expert communication skills
- C1-C2 Expert language skills to fluent, competent communication skills

Basic concepts and theories of sport management are covered. This includes an introduction to the environment of sport management, the comparison of different sports systems, the fundamentals of organizational culture, strategic management and special features of personnel management in sport organizations. Central aspects of sports marketing, sports event management and sports tourism are also covered.

Cultural Management I focuses on the cultural sector in its structures, contexts, framework conditions and modes of operation. In order to understand the structures of the cultural sector, the contexts in the art, music, theatre, literature, film and festival sectors are presented using examples: This includes the interaction between producing, mediating, exploiting and conserving institutions, the importance of supporting structures (public-law, private-law non-profit, private-law-commercial); areas of responsibility in the cultural sector (artistic directors, curators, creative and performing artists, etc.) and labor-law framework conditions, the role of interest groups, copyright regulations and the influential interrelationship between cultural management and cultural policy.
Following a historical outline of the emergence of cultural institutions, the focus is on current influencing factors and concepts such as participative formats, cultural development plans, the increased consideration of human rights, cross-sectional management such as cultural tourism and forms of digital cultural production such as Remix.

The concepts, theories and findings of the history of ideas and culture, of sociology and psychology - insofar as they relate to the context of sport - are dealt with and reflected against the background of potential occupational fields. Students experience the complex interplay between the individual and society in sport and its significance for sporting action and sporting structures.

The teaching content of this introductory basis is based on fundamental concepts, definitions and types of events - building on the history of development and future trends in the event business, the role of the various events within internal and external corporate communication as well as their sociological significance in society is examined.
Events are subdivided into their different manifestations and their different significance in the marketing mix of the companies is shown.
The phases of event organization and design are shown.
Cross-event management, risk management and environmental and safety management are presented.
Concepts for business events are developed, planning explained and the logistics behind events explored.

Cultural Studies I introduces the fundamentals of cultural studies contexts and provides a frame of reference for cultural management.
Language as an elementary as well as complex communication medium is examined by means of the basic models of semiotics and the understanding of discourse according to Michel Foucault. An introduction to media development from book printing to technology-based and digital media focuses on the influence of media on social order and communication, for example in the momentous differences between orality and writing, the changed ideas of representation and reality due to the emergence of audiovisual media, the era of mass media and the cultural industry, and interactive, individualized communication since Web 2.0.
Finally, cultural constructs that serve societies as orientation aids and at the same time have socio-political implications are considered in their changes: These include the notions of “time” and “space”, the emergence of and factors influencing individual and collective identities, and the role of “memory” and “remembrance” for communities.
Definitions of culture and concepts of culture as well as their changeability in the course of media development provide an important matrix for the contexts mentioned above. Recent developments such as the read-write culture (Lawrence Lessig), remix and net cultures (Felix Stalder) are taken into account.

Cultural funding is a central task because it is what makes cultural opportunities and activities possible in the first place. In view of the stagnation of public funding, scarcity of resources and density of supply, cultural funding is one of the core competencies of cultural management. This also includes younger forms such as crowdfunding or intensified national and international cooperation. Funding institutions and cooperation partners are seen as stakeholders that are also relevant for the networking and communication of cultural management.
In principle, cultural funding can be considered on two levels:
At the operational level, the focus is on knowledge transfer and know-how of funding procurement and processing in their various forms and sets of rules. Here, funding structures and procedural standards of the public sector as well as the special features of cultural sponsoring in the form of partnership design are taken into account to a particular degree as central pillars of cultural funding. The particular challenge of sponsorship funding lies in the reflected selection of possible sponsors, in the creation of adequate consideration and in the sustainable partnership design on an equal footing.
On the idealistic and ideological level, the findings from larger contexts are decisive for acquiring critical opinion-forming and confident decision-making skills. The link between public funding and the system of cultural policy or cultural sponsoring and the system of economy requires a) an examination of the functioning and interests of these two systems and their feedback on the cultural sector and b) an understanding of the significance of dialogical structures for social action in the cultural sector.
Finally, funding models such as crowdfunding and cooperation are the subject of Culture Management II.

Concepts, theories and findings of the marketing of and through sport are discussed and reflected upon. This includes marketing to sports consumers (spectators and participants), positioning, marketing strategy and the marketing mix in/through sport as well as the topic of sport and brand. The possibilities, limits, activation in sports sponsoring, social marketing, and communication as well as the new media are also dealt with.

Cultural Studies II has two main themes: On the one hand the sociology of culture according to Pierre Bourdieu, and on the other hand forms of hybrid cultures. Cultural Studies II thus focuses on social, intercultural and transcultural issues. The latter is linked with the central approaches of Culture Studies. This forms a basis for the challenges of cultural institutions as democratic and democratizing educational institutions.
The central approaches of cultural sociology according to Pierre Bourdieu are presented for the social contexts. Through his theoretical approaches, the entanglement of cultural symbolism and social action can be described as a set of rules of habitualized values and norms. Bourdieu used the field of art to describe how the taste of the bourgeoisie prevailed in the 19th century. Social and cultural imprints become recognizable as implicit prerequisites of social hierarchies. This often concerns highly cultural institutions, following on from the cultural sector. With the change of perspective on everyday and popular culture as well as the questioning of highly cultural norms, Cultural Studies called for new perspectives in cultural theory with an “interventionalist understanding” (Oliver Marchart): These concern the inclusion of mass media and pop cultural mechanisms as well as the rendering visible of minorities and marginalized groups (race, class, gender). A central concept here is representation, which is a central connection for interculturality and transculturality (hybrid cultures). The basic text on the transculturality of Welsch is linked to the “translational turn” in cultural contexts and explained using examples.

The concepts, theories and findings of movement science, training science and sports medicine are discussed and reflected on against the background of potential occupational fields. The students experience the complex interaction of anatomical and physiological structures and processes and their significance for athletic movements and training.

Financial accounting and budgeting: Preparation of budget and cash flow, break-even analysis

Marketing of events: Segmentation, target group approach, competitive analysis, positioning, marketing mix (9Ps), integrated marketing communication strategy

Follow-up phase of the event organization: Development of follow-up/postprocessing plans in the planning phase


Event evaluation: Purposes, subject matter, methods and phases of event evaluation

Sustainability: Definition of terms, three-pillar model of sustainable development, effects of events on the economy, society and the environment including effects on the infrastructure in the destination, influences on and evaluation methods of environmental, economic and social sustainability of events

The following social science topics are addressed in this course and treated in the context of events:
• Traditionen, rituals and rites
• Experience and performance
• Motivation
• Community and society

Digital products offered by the media industry represent a central competitor to local cultural offerings and raise the question of what role highly cultural sectors such as publicly financed theatres and museums play in the experience society. Digitization expands the reception space of cultural offerings and changes user behavior and cultural experience. Who participates in culture in what way and which cultural concepts are empirically relevant thus become the decisive research question for contemporary cultural management. The course provides an overview of the central findings of empirical audience and reception research and introduces experiential milieus, media contexts and visitor types in the cultural field. It introduces the fundamentals of cultural mediation and illustrates them with examples from various branches of the cultural industry (music, theater, exhibitions, gardens, film/TV). Various approaches to the cultural audience, such as cultural education, intercultural cultural work and audience development are discussed and the potential of participation and co-creation for the production of cultural experiences is demonstrated.

The concepts, theories and findings of sport development, control and governance research as well as sport development planning are discussed and reflected against the background of potential occupational fields. The central actors of state sports policy as well as the basic measures of state sports promotion will be reviewed. By focusing on processes of social change, students experience the complex dynamics of modern societies.

• Risk management system
• Risk management process: Definition of protection goals, risk identification, risk analysis, risk assessment, possibilities of risk management
• Risk communication
• Human behavior in an emergency (herd behavior, movement patterns, panic situations)
• Methodical fundamentals and contents Safety concept
• Scenario-based and scenario-independent action planning (emergency planning) incl. associated communication concept
• Capacity of event areas: Calculation of area capacities, calculation of required escape route widths, admission management, circulation and downstream planning, barrier and barricade planning
• Information preparation and presentation for visitors

Event-specific problems, including significant influencing factors, are identified and analyzed by means of numerous case studies and videos, and proposed solutions for future prevention are developed.

The course concludes with a simulation game in which situations with emergency and crisis potential are simulated. By experiencing and working through these scenarios, students develop the necessary decision-making and solution skills to manage emergencies during events.

The course focuses on the following topics:
• Tourist destination as a regional value-added system
• Differentiation approaches of tourist destinations
• Demand and supply structure, factor and resource disposition in tourist destinations
• Competitiveness of tourist destinations
• Organization of tourist destinations
• Internal and external factors influencing the development of tourist destinations and the role of the various stakeholders
• Function and tasks of Destination Management
• Planning and governance approaches in destination management

• Expectations and advantages of an exchange semester
• intercultural awareness
• Location analysis / LESCANT model
• Travel tips & resources, culture shocks and re-entry shock
• Countries, partner universities and choices of degree programs, area studies by region
• Cultural Studies
• Cultural analysis
• Cultural policy

The digitization of the sports industry is covered. In particular, the digital staging of sport, the digital interaction and thus pluralization of communication channels with the sports consumer and the production of new digital sports products are focused on. In addition, it is discussed how the digital infrastructure and digital platform influences the competitive environment of sport.
In the context of cultural management, the consequences of digitization for fictional imaginary worlds in art and culture are outlined. Examples from the fields of virtual reality and social media show the potential of digital technologies for experiencing cultural offerings and the emergence of new audiences. However, the loss of cultural diversity through the algorithmization of knowledge and cultural memory is also being discussed.
In addition, the course deals with the digitization of events. Special focus is placed on the effects of digital technologies on existing and new event formats and on the visitors’ world of experience as well as on the event planning areas of marketing, security, infrastructure and event evaluation.

The students learn:

Marketing mix: Role of events in marketing mix, communication goals and target group, checklists for marketing events, program, time and cost planning

Dramaturgy: The concept of dramaturgy, the inner construction form (focus on storytelling and its explanation from the point of view of neurosciences) and outer construction form (dramaturgy of construction forms with regard to suspense).

Staging: Transmedia storytelling, creativity techniques for the event production, practical development of a production on the basis of group exercises, production possibilities of the event manager, self-production of the event management on site

Screenplay: New forms of event staging (e.g. Events 2.0) and their emergence of new event forms, social media marketing as an event tool, further interactive events 2.0 tools

The content of the course is in-depth knowledge of the complex global sports market and its various models as well as their effects, potentials and challenges for sports management. The tension between national, European and global identities calls for diversity management from cultural institutions in program design as well as in personnel management. In cultural management, internationally active cultural organizations are introduced, and the specific action potentials of cultural diversity are pointed out. In the context of the theory of transculturality, the opportunities and limits of transnational concepts such as the World Cultural Heritage and the European Capital of Culture are examined and their effects on regional cultural offerings discussed.
The course also deals with the global influencing factors and effects of internationalization on the event sector and the resulting challenges for organizers. The focus is on authenticity, sustainability and event destination development.