Lecture: Investments II Course No. LI.0020 Investition II Instructors: Prof. Dr. Roland Füss/Prof. Dr. André Güttler - PDF

Lecture: Investments II Course No. LI.0020 Investition II Instructors: Prof. Dr. Roland Füss/Prof. Dr. André Güttler 60 Examination points written exam ECTS: 2 The standard methods of portfolio selection

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Lecture: Investments II Course No. LI.0020 Investition II Instructors: Prof. Dr. Roland Füss/Prof. Dr. André Güttler 60 Examination points written exam ECTS: 2 The standard methods of portfolio selection and of capital market theory are presented. They are applied by means of exercises and a case study. Different methods from the field of mathematics and decision theory as well as neo-classical theories are employed. The contents provide a basis for the lectures Corporate Finance and Valuation (module: Finance) and Risk- and Value Management (module: Innovation and Quality Management). 1. Portfolio Management 1.1. Portfolio Theory Overview and Examples 1.2. Portfolio Theory and Mathematics 1.3. Capital Asset Pricing Model (CAPM) 1.4. Excel Case Study: Portfolio Optimization using Excel 2. Bond Pricing Bodie, Z./Kane, A./Marcus, A.: Investments, 6 th edition, Boston et al., 2005, esp. chapters 2-4. Elton, E./Gruber, M./Brown, S./Goetzmann, W.: Modern Portfolio Theory and Investment Analysis, 6 th edition, New York et al., Interactive lecture, exercises, case study Lecture: Mathematics II Course No. LVII.0007 Mathematik II Instructors: Dr. Ursula Bicher-Otto/Dr. Michael Urban 60 Examination points written exam ECTS: 2 German or 1. Discrete and Continuous Functions and their Applications in Financial Mathematics 2. Linear Systems with Embedded Restrictions 3. Linear Optimization 4. Vectors 5. Matrices 6. Commensurate Condition for Functions of Multiple Independent Variables Rosser, M.: Basic Mathematics for Economists, 2 nd edition, London, New York, Simon, C./Blume, L.: Mathematics for Economists, New York, London, Tietze, J.: Einführung in die angewandte Wirtschaftsmathematik, 10. verbesserte und aktualisierte Auflage, Braunschweig, Wiesbaden, Interactive lecture, exercises Lecture: Microeconomics II Course No. LII.0009 Mikroökonomik II Instructors: Prof. Dominique Demougin, Ph.D./N.N. 90 Examination points written exam ECTS: 3 1. Technology 2. Profit Maximization 3. Cost Minimazation 4. Cost Curves 5. Firm Supply 6. Industry Supply 7. Monopoly 8. Monopoly Behaviour 9. Factor Markets 10. Oligopoly 11. Game Theory 12. Game Applications 13. Exchange 14. Production Obligatory reading: Varian, H.: Intermediate Microeconomics, 7 th edition, Norton, Interactive lecture; students will be enabled to check their progress with the help of Aplia, an internet-based interactive homework managing tool. Name of Module: Value Chain Management Value Chain Management Responsible for Module: Prof. Dr. Inga-Lena Darkow Module No. MI.007 Programme of Study/- Track: GM/AM Semester: 2 ECTS: 4 Contents of Module and Companies operate along value chains which are linked horizontally and 2 Goals: vertically. Understanding the way they interact and learning about the kind and degree of links between the partners in such a value chain is essential to make companies successful within an ever changing world of global business. Issues from a theoretical point of view (theory of the firm) and a rather practical oriented approach have to be considered in order to get an in-depth understanding of networks and value chains. The course Strategic Value Chain Management offers a qualitative and theorydriven overview of normative, strategic and operational content on value-added management and its impact on the firm s success. The course Operations Management provides insights into the management of the service or product creating processes within industry and service sectors. Besides approaches to operational issues, the strategic impact of operations management is an esssential part of the course content. 120 Examination points, thereof: 60 Examination points essay Strategic Value Chain Management 20 Examination points evaluated exercise Operations Management 40 Examination points case studies study Operations Management 1. Lecture: Strategic Value Chain Management Course No. LI.0035 Strategisches Wertschöpfungsmanagement Instructors: Dr. Fridtjof Langenhan/Prof. Dr. Stefan Walter ECTS: 2 German or Companies operate along value chains which are linked horizontally and vertically. In this module the way they interact and the kind and degree of links between the partners of these value chains are presented theoretically (theory of the firm) and explained within the context of companies real life. Structure: 1. Definitions and Approaches of Strategic Value Chain Management 2. Embedding the Strategic Value Chain Management in Economic Theories 3. Significance of Logistics 4. Significance of Purchasing and Supply Management 5. Selected Modules of the Supply Management Navigator 6. Supply Chain Management 7. Case Studies Bowersox, D. J./Closs, D. J./Cooper, M. B.: Supply Chain Logistics Management, New York, Christopher, M.: Logistics and Supply Chain Management Strategies for Reducing Cost and Improving Service, 2 nd edition, Harlow, Lambert, D.-M./Stock, J. R./Ellram, L. M.: Fundamentals of Logistics Management, Boston, Monczka, R. et al.: Purchasing and Supply Chain Management, Cincinnati, Pfohl, H.-C.: Logistikmanagement, Berlin u.a., Porter, M. E.: Competitive Advantage, New York, Rushton, A./Oxley, J./Croucher, P.: Logistics and Distribution Management, 2 nd edition, London, Interactive lecture, case studies, theory discourses 2. Lecture: Operations Management Course No. LI.0036 Operations Management Instructors: Prof. Dr. Inga-Lena Darkow/Gernot Kaiser/Prof. Dr. Richard Pibernik ECTS: 2 German or Operations Management designs and controls systems for producing products and services. As such it plays an essential role in most companies, encompassing the majority of a company s people, assets and costs. To understand its objectives and concepts, and to become aware of the linkages with other functions are the central aims of this course. We will cover a variety of important topics that are of major importance for understanding what lies at the heart of most companies existence. Contents of the course include: 1. Managing Operations 2. Operations Strategy 3. Designing Service Delivery Systems 4. Designing Manufacturing Processes 5. Managing Capacities 6. Operations Scheduling & Execution 7. Managing Inventory Hill, T.: Operations Management, 2 nd edition, Oxford, Nahamias, S.: Production and Operations Analysis, 5 th edition, McGraw-Hill, Interactive lectures, case studies, guest lectures Name of Module: Strategic Management Strategisches Management Responsible for Module: Prof. Dr. Ulrich Grimm Module No. MI.005 Programme of Study/Track: GM/AM Semester: 2 ECTS: 7 Contents of Module and Goals: The module Strategic Management aims at providing a comprehensive overview of concepts and schools of thought within the field of strategy. The trilogy process-content-context is used as frame of reference for organising the module. The strategy process that represents the core of the module is approached from a market and resource-based perspective. Both views are further discussed throughout other modules. The topics strategy implementation and strategic control are also introduced, with focus on the Balanced Scorecard. The second part of the course deals with the context of strategy. The part on Business Ethics will show students how to deal with ethical conflicts and enable 4 moral judgements. The course Socio-Scientific Fundamentals focuses on providing students with the tools (e.g. modern system thinking) that are needed to gain a comprehensive picture of strategic thinking and the role of business ethics within strategy. The course Organizational Behaviour deals with individuals finding their roles in groups and organizations. Overall, the module s objective is to enable students to apply and critically reflect strategic concepts by putting them into a comprehensive framework. Strategic Management provides the conceptual framework for all other management-driven modules within the Bachelor programmes. The processview is first of all applied to strategic questions and later extended towards including courses of other management modules like Risk and Value Management or Process and Quality Management. The course Organizational Behaviour concerns the internal context of organizations and anticipates the Module Management and Leadership. The market-based side of strategy content is covered by the module Strategic Marketing (business and corporate level strategy), while resource-based thinking is introduced by the module Value Chain Management. The module Innovation and Quality Management discusses the need to sustain and further develop competitive advantage. Finally, the module International Business Economics extends the content and context perspective towards an international view. 210 Examination points, thereof: 105 Examination points (group) presentation 105 Examination points final module exam 1. Lecture: Strategy Process, Content, Context Course No. LI.0212 Strategie Prozess, Inhalt, Kontext Instructors: Prof. Dr. Ulrich Grimm/Prof. Dr. Andreas Wald/Dr. Andreas Rasche 90 Examination points written exam ECTS: 3 German or The course will introduce students to the rationale and the main concepts of strategic management. Emphasis is placed on a pragmatic concept of strategic planning which can be regarded as the cornerstone of a comprehensive approach to strategic management. The instruments presented in this course are important to understand and solve complex planning problems, which occur in almost all kinds of activity. The students also get to know possibilities and limitations of strategy implementation and strategy control with the Balanced Scorecard. Theoretical discussion will be enriched by practical examples. At the same time, reflections about normative rules and principles that enable moral judgements of decisions are inevitable when considering today s complex market environment. The course will also explain students philosophical approaches that enable such judgements and how to apply them in real-world situations. The most well known concepts within business ethics are compared and critically evaluated. It will be discussed, how theoretical ideas can help to master moral problems. The students will also learn how to deal with conflicts when operating in an international and this culturally diverse environment. This part of the course will close with a discussion of possible links between ethical reflection and strategic management to demonstrate how ethical reflection can be integrated into strategic management. The lecture is complemented by several case studies, which will be prepared and presented by students. Students are expected to be prepared for class and participate in class discussions. 5 I. Strategy Process and Content 1. Historical Development of Strategic Thinking 2. Economic Insights as a Point of Departure 3. The Strategy Process and Content 3.1. Vision and Mission as a Normative Frame 3.2. The Creation of Strategic Business Units 3.3. External Analysis: The Environmental Conditions that Shape Strategy 3.4. Internal Analysis: The Resources that Shape Strategy 3.5. Strategy Formulation 3.6. Strategy Implementation 3.7. Strategy Evaluation and Strategic Control 4. Reflections: Extension of the Strategy Process towards an Incremental View 5. Balanced Scorecard 6. Case Studies II. Context of Strategy Business in Society 1. Why Business Ethics Anyway? About the Necessity and Possibility of Ethical Reflection 2. Theoretical Foundation of Business Ethics Philosophical Perspectives for Practice 3. Conceptual Foundation of Business Ethics 4. Approaches and Instruments of a Professional Ethics Management 5. The Integration of Ethical Reflection in Strategic Management 6. Case Study David, F. R.: Strategic Management: Concepts, 12 th edition, Upper Saddle River, David, F. R.: Strategic Management: Cases, 11 th edition, Upper Saddle River, de Wit, B.: Strategy: Process, Content, Context: An International Perspective, 3 rd edition, London, Crane, A./Matten, D.: Business Ethics: A European Perspective: Managing Corporate Citizenship and Sustainability in the Age of Globalization, New York, Interactive lecture, assigned readings, cases 2. Lecture: Organizational Behaviour Course No. LI.0183 Arbeits- und Organisationspsychologie Instructor: Prof. Dr. Sabine Klein ECTS: 2,5 German or Content: 1. Task Definition 6 Task Analysis Psychological Ttask Evaluation and Design Some examples: Job Rotation, Job Enlargement, Job Enrichment, Quality Circle 2. Individuum Definition Selection Employee Evaluation Development 3. Group Definition Group Norms and Group Cohesion Formal and Informal Processes and Structures Conflicts Communication Leadership in Groups Working in Groups and Group Performance 4. Organization Organization in Leadership Theory Organization Perceived by its Members Changes in Organization from a Behavioral Perspective Change Management Knowledge Management and the Learning Organization von Rosenstiel, L.: Grundlagen der Organisationspsychologie, 6. überarb. Auflage, Stuttgart, Conger, J. A./Riggio, R. E.: The Practice of Leadership: Developing the Next Generation of Leaders, San Francisco, Interactive lecture, assigned readings, cases 3. Lecture: Socio-Scientific Fundamentals Course No. LI.0025 Sozialwissenschaftliche Grundlagen Instructors: Prof. Dr. Ulrich Grimm/Prof. Dr. Andreas Wald ECTS: 1,5 German or Modern management is the science of handling complexity. Especially in the field of strategic management the classical methodology, e.g. the reduction of complexity to calculable dimensions, reaches its limits. In this lecture we introduce two relevant theoretical and epistemological approaches for managing complexity: constructivism and the theory of social systems. Simultaneously, the consequences for management in general and its functions in particular will be highlighted. This leads students to adopt a different understanding and interpretation of management concepts, e.g. corporate culture or knowledge management. Consequently, this course is an indispensable prerequisite for any consulting profession. Within the course, students will be confronted with unusual perspectives and are therefore 7 required to actively reflect the provided material as well as their currently held personal attitudes. 1. Developments within the Field of Management Traditional Management Strategic Management Evolutionary Management Classification within the Paradigms of Organization Theory 2. Basic Epistemological Principles: Constructivism Radical Constructivism Social Constructivism 3. The Basics of Social Systems Theory Kneer, G./Nassehi, A.: Niklas Luhmanns Theorie sozialer Systeme: Eine Einführung, Stuttgart, Kolbeck, C./Nicolai A.: Von der Organisation der Kultur zur Kultur der Organisation, Marburg, 1996, pp Luhmann, N.: Soziale Systeme: Grundriß einer allgemeinen Theorie, Frankfurt/M., Interactive lecture, assigned readings Lecture: Introduction to Civil Law Course No. LIII.0008 Einführung in das Zivilrecht Instructor: Dr. Boris Paal 45 Examination points written exam ECTS: 1,5 German 1. Foundation of Civil Law 2. General Contract Law 3. Types of Contract 4. Deficiencies in Making and Completion of a Contract 5. Contractual and General Liability 6. Law of Moveable and Immoveable Property 7. Credit Law Beck-Texte im dtv: Bürgerliches Gesetzbuch, German Civil Code - latest edition. Forster, N.: German Legal System and Laws, Oxford, Youngs, R.: Sourcebook on German Law, London, Interactive lecture 8 Lecture: Company and Partnership Law I Course No. LIII.0009 Unternehmensrecht I Instructor: Matthias Kasch 45 Examination points written exam ECTS: 1,5 German 1. Legal Forms of Enterprises (Companies and Partnerships) 2. Introduction into Commercial Law 3. Legal Principles of Corporate Governance and Agency 4. Selection of Legal Form of an Enterprise 5. Limited Liability Company - Part I: Capital, Shares, Liability 6. Limited Liability Company - Part II: Corporate Governance 7. Repetition and Cases Forster, N.: German Legal System and Laws, Oxford, Youngs, R.: Sourcebook on German Law, London, Interactive lecture Lecture: Basic Concepts of ICT Course No. LIV.0005 Grundlagen der Informations- und Kommunikationstechnologie Instructors: Prof. Dr. Frederik Ahlemann/Prof. Dr. Stefan Smolnik 30 Examination points project work 30 Examination points project work 30 Examination points written exam ECTS: 3 German and This course describes the way computers work, outlining different architectures, categories, and design parameters. The effective usage and design of databases as well as the application of management information systems is part of the lectures and lab sessions. Furthermore, different parameters of computer network design and the technical foundation of the Internet are introduced. Based on this, various tools and techniques necessary to effectively generate information for and to retrieve information from the World Wide Web will be shown. 1. Introduction and Foundations 1.1 Introduction and Overview 1.2 Hardware 1.3 Operating Systems 2. Data Management and Databases 3.1 File & Database Management 9 3.2 Entity-Relationship, Logical & Physical Modelling 3.3 Practical Sessions: Designing and Using Database Management System 3. Computer Networks, Internet & Web Publishing 3.1 Technologies 3.2 Applications 3.3 Security 3.4 Internet and World Wide Web 3.5 Practical Sessions: Networking & Security 3.6 Practical Sessions: Web Publishing based on HTML and CSS Laudon, K. C. / Laudon, J. P.: Management Information Systems Managing the Digital Firm, 9th ed., Upper Saddle River, Hansen, H. R./Neumann, G.: Wirtschaftsinformatik 1 Grundlagen und Anwendungen, 9th ed., Stuttgart, Hansen, H. R./Neumann, G.: Wirtschaftsinformatik 2 Informationstechnik, 9th ed., Stuttgart, Stahlknecht, P./Hasenkamp, U.: Einführung in die Wirtschaftsinformatik, Berlin / Heidelberg / New York, Kroenke, D. M.: Database Concepts, 2nd ed., Pearson Prentice Hall, Doberenz, W./Kowalski, T.: MS Access Programmierung, Unterschleißheim, Interactive lectures, hands-on exercises Lecture: Collegium Logicum Course No. LVI.0002 Collegium Logicum Instructor: Prof. Dr. Max Urchs 60 Examination points written exam ECTS: 2 German or - What is Philosophy of Language? - Elements of Communication - Convincing or Persuading? - Forms of Argumentation - Formal Languages - Classical Logic - Common Sense Reasoning - Limits of Formalization? Schleichert, H.: Wie man mit Fundamentalisten diskutiert, ohne den Verstand zu verlieren. Anleitung zum subversiven Denken., München, For the Logic part, quite a few good text books in German and are available. Salmon, W. C.: Logik. Stuttgart, 2001 (in : The Foundations of Scientific Inference, Pittsburgh, 1979). Urchs, M.: Klassische Logik. Eine Einführung, Berlin, Interactive lecture, student talks Name of Module: Accounting & Control Accounting und Controlling Responsible for Module: Prof. Dr. Michael Henke Module No. MI.047 Programme of Study/Track: GM (International Business Studies) Semester: 4 ECTS: 4 Contents of Module and Goals: This module shall provide students with basic knowledge on Commercial and Tax Accounting as well as Cost Accounting. Students shall be enabled to understand, elaborate on and interpret information provided by internal as well as external corporate reporting. 120 Examination points, thereof: 120 Examination points final module exam 1. Lecture: Accounting & Control Course No. LI.0094 Accounting & Controlling Instructor: Prof. Dr. Michael Henke 120 Examination points written exam ECTS: 4 Commercial and Tax Accounting: A broad variety of important international regulations is presentened and analysed among others with regard to possible differences in the German Commercial Law (HGB). Furthermore a comparison to international accounting standards is drawn: 1. Important Statutory Accounting Regulations 2. Basics of Balancing as well as the Relationship between Book-Keeping, Balance Sheet and Profit & Loss Statement 3. Balance Sheet
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