MBA: MBA Clinical Research Management - IUBH · PDF fileMBA: MBA Clinical Research Management...

Module Handbook

MBA:

MBA Clinical Research Management

in Distance Learning

Last updated: 27.09.2016

Stand: 27.09.2016

Contents

Module Handbook............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................MBA Clinical Research Management............................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................................Contents..............................................................................................................................................................................................................................................................................................................................................................................

Semester 1..............................................................................................................................................................................................................................................................................................................................................................................Leadership (DLMBLSE)..............................................................................................................................................................................................................................................................................................................................................................................

Leadership (DLMBLSE01)..............................................................................................................................................................................................................................................................................................................................................................................

Managerial Economics (DLMBME)..............................................................................................................................................................................................................................................................................................................................................................................

Managerial Economics (DLMBME01)..............................................................................................................................................................................................................................................................................................................................................................................

Project Management (DLMWPTE)..............................................................................................................................................................................................................................................................................................................................................................................

Project Management (DLMWPTE01)..............................................................................................................................................................................................................................................................................................................................................................................

Drug Development (DD)..............................................................................................................................................................................................................................................................................................................................................................................

Drug Development (DD)..............................................................................................................................................................................................................................................................................................................................................................................

Corporate Finance (DLMINRE)..............................................................................................................................................................................................................................................................................................................................................................................

Corporate Finance (DLMINRE01)..............................................................................................................................................................................................................................................................................................................................................................................

International Marketing (DLMMARE)..............................................................................................................................................................................................................................................................................................................................................................................

International Marketing (DLMMARE01)..............................................................................................................................................................................................................................................................................................................................................................................

Semester 2..............................................................................................................................................................................................................................................................................................................................................................................Strategic Management (DLMBSME)..............................................................................................................................................................................................................................................................................................................................................................................

Strategic Management (DLMBSME01)..............................................................................................................................................................................................................................................................................................................................................................................

Performance Measurement (DLMBPM)..............................................................................................................................................................................................................................................................................................................................................................................

Performance Measurement (DLMBPM01)..............................................................................................................................................................................................................................................................................................................................................................................

Conducting Clinical Trials (CCT)..............................................................................................................................................................................................................................................................................................................................................................................

Conducting Clinical Trials (CCT)..............................................................................................................................................................................................................................................................................................................................................................................

Clinical Data Management (CDM)..............................................................................................................................................................................................................................................................................................................................................................................

Clinical Data Management (CDM)..............................................................................................................................................................................................................................................................................................................................................................................

Statistical Thinking for Clinical Trials (STCT)..............................................................................................................................................................................................................................................................................................................................................................................

Statistical Thinking for Clinical Trials (STCT)..............................................................................................................................................................................................................................................................................................................................................................................

Medical Writing (MW)..............................................................................................................................................................................................................................................................................................................................................................................

Medical Writing (MW)..............................................................................................................................................................................................................................................................................................................................................................................

Semester 3..............................................................................................................................................................................................................................................................................................................................................................................Managing in a Global Economy (DLMBGE)..............................................................................................................................................................................................................................................................................................................................................................................

Managing in a Global Economy (DLMBGE01)..............................................................................................................................................................................................................................................................................................................................................................................

Change Management (DLMBCM)..............................................................................................................................................................................................................................................................................................................................................................................

Change Management (DLMBCM01)..............................................................................................................................................................................................................................................................................................................................................................................

Negotiation (DLMNEGE)..............................................................................................................................................................................................................................................................................................................................................................................

Negotiation (DLMNEGE01)..............................................................................................................................................................................................................................................................................................................................................................................

Innovation and Entrepreneurship (DLMBIE)..............................................................................................................................................................................................................................................................................................................................................................................

Innovation and Entrepreneurship (DLMBIE01)..............................................................................................................................................................................................................................................................................................................................................................................

Capstone Project (DLMBCPAE)..............................................................................................................................................................................................................................................................................................................................................................................

Capstone Thesis (DLMBCPAE01)..............................................................................................................................................................................................................................................................................................................................................................................Capstone Thesis Defense (DLMBCPAE02)..............................................................................................................................................................................................................................................................................................................................................................................

Stand: 27.09.2016

http://www.iubh-fernstudium.de/modul/leadership-dlmblse/

http://www.iubh-fernstudium.de/kurs/leadership-dlmblse01/

http://www.iubh-fernstudium.de/modul/managerial-economics-dlmbme/

http://www.iubh-fernstudium.de/kurs/managerial-economics/

http://www.iubh-fernstudium.de/modul/project-management-dlmwpte/

http://www.iubh-fernstudium.de/kurs/project-management-dlmwpte01/

http://www.iubh-fernstudium.de/modul/drug-development-dd/

http://www.iubh-fernstudium.de/kurs/drug-development-dd/

http://www.iubh-fernstudium.de/modul/corporate-finance-dlminre/

http://www.iubh-fernstudium.de/kurs/corporate-finance-dlminre01/

http://www.iubh-fernstudium.de/modul/international-marketing-dlmmare/

http://www.iubh-fernstudium.de/kurs/international-marketing-dlmmare01/

http://www.iubh-fernstudium.de/modul/strategic-management-dlmbsme/

http://www.iubh-fernstudium.de/kurs/strategic-management-dlmbsme01/

http://www.iubh-fernstudium.de/modul/performance-measurement-dlmbpm/

http://www.iubh-fernstudium.de/kurs/performance-measurement-dlmbpm01/

http://www.iubh-fernstudium.de/modul/conducting-clinical-trials-cct/

http://www.iubh-fernstudium.de/kurs/conducting-clinical-trials-cct/

http://www.iubh-fernstudium.de/modul/clinical-data-management-cdm/

http://www.iubh-fernstudium.de/kurs/clinical-data-management-cdm/

http://www.iubh-fernstudium.de/modul/statistical-thinking-for-clinical-trials-stct/

http://www.iubh-fernstudium.de/kurs/statistical-thinking-for-clinical-trials-stct/

http://www.iubh-fernstudium.de/modul/medical-writing-mw/

http://www.iubh-fernstudium.de/kurs/medical-writing-mw/

http://www.iubh-fernstudium.de/modul/managing-in-a-global-economy-dlmbge/

http://www.iubh-fernstudium.de/kurs/managing-in-a-global-economy/

http://www.iubh-fernstudium.de/modul/change-management-dlmbcm/

http://www.iubh-fernstudium.de/kurs/change-management-dlmbcm/

http://www.iubh-fernstudium.de/modul/negotiation-dlmnege/

http://www.iubh-fernstudium.de/kurs/negotiation-dlmnege01/

http://www.iubh-fernstudium.de/modul/innovation-and-entrepreneurship-dlmbie/

http://www.iubh-fernstudium.de/kurs/innovation-and-entrepreneurship-dlmbie01/

http://www.iubh-fernstudium.de/modul/capstone-project-dlmbcpae/

http://www.iubh-fernstudium.de/kurs/capstone-thesis-dlmbcpae01/

http://www.iubh-fernstudium.de/kurs/capstone-thesis-defense-dlmbcpae02/

Stand: 27.09.2016

Semester 1

Stand: 27.09.2016

Module

Leadership (DLMBLSE)

5 ECTS

Stand: 27.09.2016

Module title: Leadership

Module No:

DLMBLSE

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht

Regularly offered in:

WS, SS

Workload: 150 h Credit Points: 5 ECTS

Admission Requirements: Language of Instruction:

Array

Contributing Courses to Module:

Leadership (DLMBLSE01)

Duration:

Self-study: 90 hSelf-examination: 30hTutorials: 30 h

Course Coordinator / Instructor:

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

Module Director:

References to Other Programs:

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

References to Other Modulesin the Program:

• Managing in a Global Economy• Strategic Management

Qualification and Educational Objectives of the Module:

Effective leadership is critical to the success of any business venture. Research specific to this field of management has revealedmany insights that the modern leader can absorb in order to effectively manage responsibilities specific to the organization and itsemployees. In this module, students will learn about the tasks and responsibilities of modern human resource management,together with research-based insights into the effectiveness of different leadership styles and techniques. They will also becomefamiliar with the foundations of successful strategy implementation when introducing change and managing conflict by focusing onthe “human factor” in the organization.By exploring relevant empirical data and theoretical insights, students will finish this course with a robust theoretical grounding inleadership science and, importantly, practical skills for enhancing their effectiveness as leaders. They will be able to recognizeunderlying beliefs and attitudes towards leadership and compare the influence of various theories on the identification anddevelopment of leaders. They will learn to outline the influence of social roles on leaders and employees, and assess theinfluence of roles on the interactions between leaders and those they are leading.As a potential leader, students will learn how to support employees, drawing on empirical evidence to most effectively meet theirexpectations. They will learn how to balance the various roles and conflicting interests inherent to leadership role, anddiscriminate between effective and non-effective methods for managing staff and organizational activities, and apply thosetechniques and tools in practice to maximizing the satisfaction and effectiveness of staff. Upon completion of the course, studentwill have developed skills in the various areas of responsibility delegated to a leader such as communication, planning, delegation,controlling, and change management. They will be able to assess their own leadership style using a variety of measure andevaluate their management activities relative to transactional and transformational leadership styles.

Course Content of the Module:

• Foundations of professional leadership• Leadership and motivation in the corporation• Leadership and corporate culture• Leadership and change management

Teaching Methods:

Literature: See the contributing course outline(s)

Stand: 27.09.2016

Percentage of the Module Grade Relative to the FinalGrade for the Program:

5 ECTS von 90 ECTS = 5.56%

Prerequisites to Qualify forAssessment:

Final Assessment:

See course outline(s) Exam, 90 min (100%)

Stand: 27.09.2016

Course No.:

DLMBLSE01

Course Title:

Leadership

Hours Total:

150 h

Credit Points:

5 ECTS

Course Type: Pflicht

Course Availability: WS, SS

Course Duration: 1 Semester

Admission Requirements:

Please see module description.


See current list of tutors in the Learning Management System

References to Other Modules:

Please see module description

Course Description:

In today’s knowledge-based society, employees are a firm’s most valuable resource. A key responsibility of leadership is todevelop the knowledge, expertise, and skills of employees. Good leadership is crucial for the continued success of a firm in theface of increasingly competitive markets.

This course presents the necessary competencies of the leader in a modern, knowledge-based organization. Central questionsraised by modern leadership theory are presented and discussed. In doing so, the course focuses on requirements andinstruments of professional leadership, aspects of situational leadership, and leadership communication and interactions, both inthe context of strategic management and change processes.

The methodological and conceptual foundations of leadership are presented to students, along with empirical examples and best-practice principles, with the intent for students to master the challenges of enhancing the firm’s most valuable asset—itsemployees—via professional and contemporary leadership practices.

Course Objectives and Outcome:

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

Recognize underlying beliefs and attitudes towards leadership and compare the influence of various theories of leadershipon the identification and development of leaders.Outline the influence of social roles on leaders and employees, and assess the influence of roles types on the interactionsbetween leaders and those they are leading.As a leader, support employees by drawing on empirical evidence to effectively meet the expectations of employees.Recognize the roles and conflicting interests inherent to leadership positions and develop strategies to address locomotionand cohesion.Discriminate between effective and non-effective methods for managing staff and organizational activities, and apply thosetechniques and tools in practice to maximize the satisfaction and effectiveness of staff.Perform the various responsibilities delegated to a leader such as communicate with employees, lead planning activities,delegate tasks, and plan and lead controlling activities.Create a plan to support employees through the process of change within an organization.Assess personal leadership style using a variety of measures and evaluate leadership activities relative to transactional andtransformational leadership styles.

Teaching Methods:

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

Course Content:

1 An Overview of Leadership

1.1 Leadership and Personality: Trait Theories

1.2 Leadership as a Skill: Attribute and Behavior Theories

1.3 Positive Reinforcement: Behavioral Theories

1.4 Leadership Dependent on the Situation: Situational Approaches

1.5 Situational and Contingency Theories

1.6 Theory of Functional Leadership Behavior

1.7 Integrated Psychological Theory

1.8 Transactional and Transformative Leadership

1.9 Leadership as an Emotionally Charged ProcessStand: 27.09.2016

1.10 Neo-Emergent Theory

2 Leadership as a Social Role

2.1 Roles and Groups

2.2 Role Types

2.3 Formal Conditions for Social Roles – Corporate Context Determining Roles in Organizations

2.4 The Individual and The Group – Conforming and Deviating Behavior

2.5 The Problems of Formalized Role Understanding and Self-Concept

3 Leadership from the Employee’s Perspective

3.1 General Expectations for Managers

3.2 Truthfulness and Authenticity

3.3 Handling Conflicts Competently

3.4 Conflicts in Groups

3.5 Conflict Resolution Pattern According to Matzat

3.6 Enthusiasm

3.7 Ability to Cope with Pressure

3.8 Assertiveness

3.9 Empathy

3.10 Expertise

4 Leadership from the Manager’s Perspective

4.1 Self-Concept as a Manager

4.2 Locomotion and Cohesion

4.3 Individual Problems and Learning Dimensions of Management Behavior

4.4 The Concept of Human Nature and Its Influence on Management Behavior: Theories from Maslow, McGregor, and Herzberg

4.5 Ambiguity Tolerance

5 Management Tools

5.1 Management Tools – Definition

5.2 Organizational Management Tools

5.3 Personnel Management Tools

6 Management Functions

6.1 Responsibilities of a Manager

6.2 Communication

6.3 Foundations of Interpersonal Communication

6.4 Planning

6.5 Setting Objectives

6.6 Delegating

6.7 Controlling

6.8 Creating a Feedback Culture

7 Organizational Change

7.1 Knowledge

7.2 Cultural Value Change and Subjectification

7.3 Globalization

7.4 Technological Processes

7.5 Change Management – Leadership in Times of Change

8 Successful Employee Management

8.1 Measuring Leadership Style and Leadership Behavior

8.2 Measuring Transactional and Transformational Leadership with the Multifactor Leadership Questionnaire (MLQ)

8.3 Correlation of Leadership Behavior with Subjective and Objective Success CriteriaStand: 27.09.2016

8.4 Validation of Leadership Success Using Situational Factors

8.5 Leadership Principles Guiding Leadership Behavior

Literature:

• Bloisi, W. C., Cook, C., & Hunsaker, C. W. (2006). Management and organisational behaviour. McGraw-Hill Education.• Burnes, B. (2009). Managing change (5th ed.). Harlow: Prentice Hall.• Coleman, P. T., Deutsch, M., & Marcus, E. C. (2014). The handbook of conflict resolution (3rd ed.). San Francisco: Jossey-Bass.• Conger, J. A., & Riggio, R. E. (2006). The practice of leadership: Developing the next generation of leaders. Hoboken, NJ: JohnWiley.• Hannum, K., Martineau, J. W., & Reinelt, C. (Eds.). (2006). The handbook of leadership development evaluation. San Francisco:Jossey-Bass.• Harvard Business Essentials. (2007). Managers toolkits: The 13 skills mangers need to succeed. Boston: Harvard BusinessSchool Press.• Kotter, J. (2002). The heart of change. Boston: Harvard Business School Press.• Peters, T. (2005). Leadership: Tom Peter’s essentials. New York, NY: DK Publishing.• Thompson, L. (2013). Making the team (5th ed.). Harlow: Pearson.• Ury, B., Brett, J. M., & Goldberg, S. B. (1993). Getting disputes resolved: Designing systems to cut the costs of conflict. SanFrancisco: Jossey-Bass.

Examinations:

Exam, 90 min.

Student Workload (in hours): 150

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

Stand: 27.09.2016

Module

Managerial Economics (DLMBME)

5 ECTS

Stand: 27.09.2016

Module title: Managerial Economics

Module No:

DLMBME

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None

Language of Instruction:

Array


Managerial Economics (DLMBME01)

Duration:



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

Module Director:

Dr. Manuela Ender


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


• Managing in a Global Economy• Strategic Management


This course is devoted to the study of the economic analysis of the firm and the use of economic information as a framework forbusiness decision-making.


• The nature of managerial economics• Market forces: Demand and supply• Strategy analysis

Teaching Methods: Studienhefte, Übungsaufgaben, Video-Vorlesungen, Online-Tutorien





Final Assessment:

See course outline(s) Exam, 90 minutes (100%)

Stand: 27.09.2016

Course No.:

DLMBME01

Course Title:

Managerial Economics

Hours Total:

150 h

Credit Points:

5 ECTS





None





Stand: 27.09.2016

Course Description:

This course takes an in-depth look into the economic framework underlying markets and economies and the economic rationaleunderlying strategic decisions. In order to enable students to analyze the economic environment and draw conclusions from amanagerial perspective, the first part of the course is devoted to the description and analysis of market forces. Following this,strategic decision making makes up the second half of the course. In particular, these latter units deal with the role of differentmarket structures and asymmetric information as well as the fundamentals of game theory, which supports students to understandwith the underlying decision making processes at work in modern economics.


Students will:

learn about the micro-economic foundation of entrepreneurial decision makinglearn about the relationship between economic theory and economic practices within the firmbe able to analyze and reflect upon the effects of micro-economic decisionslearn how to design efficient decision-making processes within their firm in order to keep their companies competitivebe able to explain economic behavior and design entrepreneurial strategies to manage a company successfully

Teaching Methods:


Course Content:

1 The Nature, Scope, and Methods of Managerial Economics

1.1 The Nature and Scope of Managerial Economics

1.2 The Method of Managerial Economics

2 Market Force: Demand

2.1 Demand Analysis

2.2 Elasticity of Demand and Demand Determinants

2.3 Demand Estimation

3 Market Force: Supply

3.1 Production Theory

3.2 Cost Theory

3.3 The Determination of Price

4 Strategy Analysis

4.1 Nature of the Industry

4.2 Types of Market Structures Formed by the Nature of Competition

5 Game Theory and the Economics of Information

5.1 Game Theory

5.2 The Economics of Information

5.3 Auctions

6 Capital Budgeting and Investment Analysis

6.1 Capital Budgeting

6.2 Investment Analysis

Literature:

• Baye, M. R. (2009). Managerial economics and business strategy (7th ed.). New York, NY: McGraw-Hill Higher Education.• Gupta, G. S. (2011). Managerial economics (2nd ed.). New York, NY: McGraw Hill.• Keat, P. G., Young, P. K. Y., & Erfle, S. E. (2013). Managerial economics: Economic tools for decision makers (7th ed.). LondonPrentice Hall.• Png, I., & Lehman, D. (2012). Managerial economics (4th ed.). London Routledge.• Besanko, D., Dranove, D., Shanley, M., & Schaefer, S. (2009). Economics of strategy (5th ed.). John Wiley and Sons• Kreps, D. M. (2003). Microeconomics for managers. New York, NY: W. W. Norton & Company.

Examinations:

Exam, 90 min.

Stand: 27.09.2016



Stand: 27.09.2016

Module

Project Management (DLMWPTE)

5 ECTS

Stand: 27.09.2016

Module title: Project Management

Module No:

DLMWPTE

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Project Management (DLMWPTE01)

Duration:

150 h



Module Director:

Dr. Evelyn Gullett


• Master General Management (GM-120)• Master of Business Administration in Clinical Trial Management (CTM-90)


• Conducting Clinical Trials• Change Management• Capstone Project


This module equips students with an understanding of project management methods and their practical application for thesuccessful management of projects. It explains the various processes of project management and highlights the tasks andchallenges of different project phases, as they relate to the specific fields of portfolio, multi-project, and program management.


• Introduction to project management and project management methods• Organizational and theoretical observation of project management• Project steering• Classification of critical factors for success

Teaching Methods:





Final Assessment:


Stand: 27.09.2016

Course No.:

DLMWPTE01

Course Title:

Project Management

Hours Total:

150 h

Credit Points:

5 ECTS





None





Stand: 27.09.2016

Course Description:

The course is focused on the fundamental theories of project management. The course begins with a definition of projectmanagement followed by a discussion of its limitations from the perspective of line management. The organizational andtheoretical aspects of projects and their impact are considered in detail. Students are then presented with the usual methods ofproject management (e.g. PRINCE2, PMBOK Guide, V-Model, and Scrum) and their possible applications.

Following an introduction to the basic methods of project management, consideration is given to multi-project management, as it isoften seen in international corporations and has its own distinct challenges. Multi-project management shares many similaritieswith portfolio project management which is also discussed in detail. Students are made aware of the instruments and processesused for project portfolio coordination and steering.

To compliment an understanding of formal tools and methods (so-called hard factors), there is a short discussion of soft factors,which are critical to the eventual success of any project. Those soft factors discussed include managing team constellations,leading a project team, and managing expectations of leaders in a control circuit as well as the structural preparation of decisions,strategies for conflict resolution, and project communication.

Course Objectives and Outcomes:


Explain the terms project, project management, and project economy.Promote the role and forecast the role of project management in business ventures and make strategy decisions regardingproject management.Select and adapt, or design an appropriate project management system or project architecture that defines the strategy,structure, technology, and culture to be adopted.Describe the relevant norms and standards regulating the implementation of project management.Explain the important association and institutions regulating the practice of project management and evaluate their variouscertification processes.Discriminate between different project management methodologies and select appropriate methods based on the uniquefeatures of the project at hand.Evaluate different organizational structures that can be implemented for the management of project, design an appropriateorganizational structure, and identify the key responsibilities of project participants.Describe the aims of multi-project and project portfolio management and the role of a project portfolio manager, specificallythe phases of managing a project portfolio.

Teaching Methods:


Course Content:

1 Introduction to Project Management

1.1 The Project

1.2 Project Management

2 Macro- and Microeconomic Aspects of the Project Economy

2.1 The Development and State of the Project Economy

2.2 Fundamental Questions Regarding the Operational Project Economy

3 The Project Management System

3.1 Project Management System Models

3.2 Assessment of Project Management Systems

4 Norms, Standards, and Methods

4.1 Norms and Standards

4.2 Project Management Methods

5 The Project Organization

5.1 Participants and Entities

5.2 Basic Forms of Project Organization

6 Project Portfolio Management

6.1 Multi-Project and Project Portfolio Management

6.2 Phase Model of the Project Portfolio

Stand: 27.09.2016

Literature:

• Project Management Institute. (2013). A guide to the project management body of knowledge (PMBOK Guide) (5th ed.).Newtown Square, PA: Project Management Institute.• Tiemeyer, E. (Ed.). (2010). Handbuch IT-Projektmanagement: Vorgehensmodelle, Managementinstrumente, Good Practices.Munich: Carl Hanser.• Majer, C., & Stabauer, L. (2010). Social competence im Projektmanagement: Projektteams führen, entwickeln, motivieren.Vienna: Goldegg.• Huber, A., Kuhnt, B., & Diener, M. (2011). Projektmanagement: Erfolgreicher Umgang mit Soft Factors. Zurich: vdfHochschulverlag AG ETH.

Examinations:

Exam, 90 min


Stand: 27.09.2016

Module

Drug Development (DD)

5 ECTS

Stand: 27.09.2016

Module title: Drug Development

Module No:

DD

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Drug Development (DD)

Duration:

Lectures: 30 hSelf-study: 90hSelf-testing: 30 h

Course Coordinator / Instructor: Module Director:

PD Dr. Matthias Grossman


• N/A


• Medical Writing• Conducting Clinical Trials


This course is a thorough introduction to clinical research in which students learn to understand the drug development processfrom discovery through market approval and beyond.


• Overview and history• Current trends in drug development• Target selection and preclinical development• Guidelines for preclinical research• Scaling from animal to human• Pharmacokinetics: Physiology, physicochemistry and mathematical description of absorption, distribution, metabolism, andexcretion of drugs• First in human studies, safety and tolerability, drug interaction and bioequivalence: Aims and study design• From proof of concept to post marketing surveillance

Teaching Methods:





Final Assessment:

See course outline(s) Research essay, 15-20 pages (DINA4), 100%

Stand: 27.09.2016

Course No.:

DD

Course Title:

Drug Development

Hours Total:

150 h

Credit Points:

5 ECTS





None





Course Description:

The course describes the discovery and selection of compounds for human diseases and the paradigm shift from a randomsearch to a rational approach.

The requirements of preclinical development, pharmacokinetics, and pharmacodynamics, drug interactions, and bioequivalenceas well as the phases of clinical development from Phase I – IV will be discussed.


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

describe the preclinical drug development processanalyze the selection criteria for drug candidates during drug developmentdescribe the pharmacology of drugs used in cardiovascular, nervous system, chronic inflammation, and oncologydescribe the basic concepts of pharmacokinetics and its consequences for drug developmentdiscuss what makes a “good” drugreview the main principles governing the therapeutic use of drugsunderstand the principles of the clinical stages of drug developmentunderstand why and how drugs are withdrawn from the market

Teaching Methods:

This course is taught in blended format. It consists of 120 h directed, remote learning (via recorded presentations, self-readings,and exercises), followed by 4 days of full-time, face-to-face training in form of lectures, supplemented by class discussions. Classdiscussions refer to the concepts being introduced and case studies.

Course Content:

1 Overview and History

2 Current Trends in Drug Development

3 Target Selection and Preclinical Development

4 Rational Approach versus Serendipity

5 Guidelines for Preclinical Research

6 Scaling from Animal to Human

7 Pharmacokinetics: Physiology, Physicochemistry and Mathematical Description of Absorption, Distribution,Metabolism, and Excretion of Drugs

8 Phase I Studies: First in Human Studies, Safety and Tolerability, Drug Interaction and Bioequivalence: Aims andStudy Design

9 Phase II-IV Studies: From Proof of Concept to Post Marketing Surveillance

Literature:

• Hill, R. G., & Rang, H. P. (Eds.). (2013). Drug discovery & development: Technology in transition (2nd ed.). London: ChurchillLivingston Elsevier.• Rowland, M. & Tozer, T. N. (2007). Clinical pharmacokinetics and pharmacodynamics: Concepts and applications (4th ed.).Philadelphia, PA: Lippincott Williams & Wilkins.• DiMasi, J. A., Feldman, L., Seckler, A., Wilson, A. (2010). Trends in risks associated with new drug development: Success ratesfor investigational drugs. Clinical Pharmacology & Therapeutics, 87(3), 272–277.

Stand: 27.09.2016

Examinations:

• Research essay, 15-20 pages (DIN A4)


Lectures: 30Self-study: 90Self-testing: 30

Stand: 27.09.2016

Module

Corporate Finance (DLMINRE)

5 ECTS

Stand: 27.09.2016

Module title: Corporate Finance

Module No:

DLMINRE

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Corporate Finance (DLMINRE01)

Duration:

Self-study: 90 hSelf-examination: 30 hTutorials: 30 h



Module Director:

Prof. Dr. Michel Charifzadeh


• Master General Management (GM-120)• Master of Business Administration in Clinical Trial Management (CTM-90)


• None


This module will focus on questions of finance and investment as they relate to core aspects of portfolio selection and capitalmarket theory. The module explores different financing types and various capital structures. It later addresses selected questionson financial planning. Methods for assessing companies and using calculations to inform decision-making are also included in thecourse contents.


• Portfolio and capital market theory• Financing and capital structure• Company assessment procedures• Acquisition, corporate control, and governance• Finance planning

Teaching Methods:





Final Assessment:


Stand: 27.09.2016

Course No.:

DLMINRE01

Course Title:

Corporate Finance

Hours Total:

150 h

Credit Points:

5 ECTS

Course Type: PflichtWahlpflicht,

Zu Details beachte bitte das Curriculum des jeweiligen Studiengangs




None





Course Description:

How is funding provided to a corporate activity? How much loan capital and/or own capital does one need? Which projects areworth investing in? What is the actual value of a company? What instruments are available to measure the value of a companyand assess financial markets? How can one ensure an optimal balance between the competing goals of liquidity, safety, yield, andgrowth?

This course offers answers to these and other complex questions on the topic of financing and investing. The introduction dealswith portfolio selection and capital market theory. With this theoretical foundation, various financing types and capital structuresare then explained in detail. Well-known corporate assessment procedures, such as the discounted cash flow method, arepresented, as are different calculations that can be used to inform decision making. A critical element of the course is the topic ofmergers and acquisitions. Case studies are included to illustrate which parties are typically involved in a merger or acquisition andwhat criteria is used to determine the success of such a venture. The course concludes with the topic of finance planning.


Students will obtain a broad understanding of the core components of corporate finance. They will learn the financial andmathematical basics of investing in ventures and managing on-going financing. They will be able to utilize several financial andmathematical methods for obtaining data critical for informed decision-making. At the completion of this course, students will havea deep understanding of the capital structures of a corporation, and have an awareness of important considerations wheninvesting and undertaking necessary financing. Finally, they will be able to utilize conventional methods of corporate assessmentand understand the fundamentals of mergers and acquisitions.

Teaching Methods:

A variety of learning materials are offered to students: depending on the course, these include printed and online course books,vodcasts, podcasts, online tutorials, case studies, and online knowledge tests. This range of learning materials are offered tostudents so they can study at a time, place, and pace that best suits their circumstances and individual learning style.

Course Content:

1 Portfolio and Capital Market Theory

1.1 Capital Markets and Information Efficiency

1.2 Portfolio Theory

1.3 CAPM

2 Stock and Portfolio Analysis

2.1 Measures of Risk and Performance

2.2 Stock Analysis

3 Optimal Capital Structure

3.1 Capital Structure Based on Traditional Theorem

3.2 Capital Structure According to Modigliani/Miller

3.3 Neo-Institutional Capital Structure Model

4 Types of Financing

4.1 Internal and External Financing

4.2 Debt Financing

4.3 Equity Financing

Stand: 27.09.2016

4.4 Additional Financing Options

5 Capital Budgeting

5.5 Fundamental Concepts

5.2 Static Capital Budgeting Methods

5.3 Dynamic Investment Calculation Methods

6 Business Valuation

6.1 Equity Financing


7 Corporate Control and M&A

7.1 The Market for Corporate Control: Mergers and Acquisitions

7.2 Motivations for M&A Transactions

7.3 Phases of M&A Transactions

8 Specific Forms of M&A, Private Equity, Due Diligence, and IPOs

8.1 Due Diligence

8.2 Friendly and Hostile Takeovers, LBOs, MBOs, and MBIs, and IPOs

8.3 Private Equity and Venture Capital Companies

9 Corporate Governance

9.1 Internal and External Corporate Governance

9.2 Example of Legal Basis: Sarbanes Oxley Act (SOX)

9.3 Effect on the Company Performance and the Significance of Ownership Structures


10 Financial Planning

10.1 Principles of Financial Planning

10.2 Cash Budgeting

10.3 Projected Financial Statements and Ratios

Literature:

• Brealey, R. A., & Myers, S. C. (2013). Principles of corporate finance (11th ed.). New York, NY: McGraw-Hill.• Brealey, R. A., Myers, S. C., & Marcus, A. J. (2011). Fundamentals of corporate finance (7th ed.). New York, NY: McGraw-Hill.• Brigham, E. F., & Daves, P. R. (2013). Intermediate financial management (11th ed.). Boston, MA: Cengage.• Copeland, T. E., Weston, J. F., & Shastri, K. (2013). Financial theory and corporate policy (4th ed.). Essex: Pearson.• Damodaran, A. (2010). Applied corporate finance (3rd ed.). Hoboken, NJ: Wiley & Sons.• Damodaran, A. (2001). Corporate finance: Theory and practice (2nd ed.). Hoboken, NJ: Wiley & Sons.• Megginson, W. L., Smart, S. B., & Gitman, L. J. (2010). Corporate finance: Linking theory to what companies do (3rd ed.).Boston, MA: Cengage.• Ross, S. A., Westerfield, R. W., & Jaffe, J. (2011). Corporate finance, core principles and applications (6th ed.). New York, NY:McGraw-Hill.• Weston, F. J., Mitchell, M., & Mulherin, H. (2014). Takeovers, restructuring, and corporate governance (4th ed.). Essex:Pearson.• Ernst, D., & Häcker, J. (2011). Applied international corporate finance (2nd ed.). Munich: Vahlen.• Schmeisser, W. (2010). Corporate finance and risk management. Munich: Oldenbourg.

Examinations:

Exam, 90 min



Stand: 27.09.2016

Module

International Marketing (DLMMARE)

5 ECTS

Stand: 27.09.2016

Module title: International Marketing

Module No:

DLMMARE

Semester:

1 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Englisch


International Marketing (DLMMARE01)

Duration:

150 h



Module Director:

Prof. Dr. Maren Weber


• Master General Management (GM-120)• Master of Business Administration in Clinical Trial Management (CTM-90)• Master Marketing Management (MMM-60/120)• Master Personal Management (MPM-60/120)


• Global Brand Management• International Consumer Behavior• Applied Marketing Research• Sales and Pricing


This module introduces students to core marketing themes as they relate to international marketing. The main goal of the moduleis to enable students to arrive at sound marketing decisions based on well-formed methodologies specific to the internationalcontext. Students will learn to analyze independently chosen themes and case studies, and link these with key marketing conceptsexplained in the course materials. Students will critically examine and discuss these industry examples to consolidate theirunderstanding of international marketing.


• Introduction to international marketing• The international context of corporations• International marketing strategies• Features of the marketing-mix specific to the international context• Trends in international marketing

Teaching Methods:





Final Assessment:


Stand: 27.09.2016

Course No.:

DLMMARE

Course Title:

International Marketing

Hours Total:

150 h

Credit Points:

5 ECTS





None





Course Description:

The most important task of international marketing is recognizing which international markets and business-related dependenciesshould be targeted for the marketing of products and services.

The course begins with defining key terms and concepts associated with the field of marketing management and then extrapolatesthese to the international context.

The first section of the course equips students with an understanding of how to perform a structured analysis of internationalmarkets, using elements of the “PEST Analysis” (political, legal, economical, socio-cultural, and technological frameworks).Strategical aspects of marketing as well as instruments used to analyze the marketing mix are discussed as they relate to theinternational context.

Inadequate consideration of marketing orientation as well as underestimating the impact of cultural differences both presentserious threats to the success of any corporation. This course shall therefore analyze and discuss contemporary case studiesinvolving multinational corporations to elucidate these potential threats.

Industry-based case studies also offer students the opportunity to put into practice the knowledge and tools acquired in thiscourse to address some of the specific challenges of international marketing.


The primary goal of this course is to enable students to make marketing decisions in an international context that are well-formulated and methodical, take into account important socio-cultural factors, and utilize specific marketing measures.

Specifically, students should be able to do the following after finishing the course:

Transfer well-known marketing management concepts to an international context, recognize limitations of theirtransferability, and continually develop the conceptsPerform a structural analysis of the context surrounding specific internationalizing decisions, recognize the various contextsin these scenarios, and formulate alternative decisionsAssess different strategic and political marketing alternatives in specific scenarios using relevant criteria and develop adecision template for developing marketing plansCombine actual issues from industry with the most recent scientific insights into successful marketing approaches in orderto develop the skills and knowledge to manage international marketing in corporate practice

Teaching Methods:

A variety of learning materials are offered to students: depending on the course, these include printed and online course books,vodcasts, podcasts, online tutorials, case studies, and online knowledge tests. This range of learning materials are offered tostudents so they can study at a time, place, and pace that best suits their circumstances and individual learning style.

Course Content:

1 International Marketing

1.1 Issues Related to International Marketing

1.2 Environmental Factors in International Market Development

1.3 Features of Buying Behavior in International Marketing

2 Introduction to International Marketing

2.1 Marketing Segmentation and Market Selection

2.2 Market Entry Strategy

2.3 Market Exit Strategy

3 International Marketing Strategies

Stand: 27.09.2016

3.1 Qualitative and Quantitative Primary Research

3.2 International Survey and Observations

4 International Marketing for Specific Sectors

4.1 Industrial Goods Sector

4.2 Consumer Goods Sector

4.3 Wholesale and Retail Sector

4.4 Service Sector

5 International Products

5.1 Product Policy

5.2 Product Mix and Degree of Standardization

5.3 Brand Policy

6 International Pricing and Terms and Sales Policies

6.1 Pricing on International Markets

6.2 Types of Price Discrimination

6.3 Credit and Discount Policy

7 International Promotion

7.1 International Promotion

7.2 International Promotion Mix

7.3 Optimal Standardization

8 International Distribution

8.1 Distribution Channels, Intermediaries, and Distribution Schemes

8.2 Organizational Forms for International Market Development

8.3 Potential for Standardization

9 International Marketing Mix

9.1 Home Country Orientation

9.2 Global Orientation

9.3 Multinational Orientation

Literature:

• Bradley, F. (2005). International marketing strategy (5th ed.). Upper Saddle River, NJ: Prentice Hall.• Cateora, P. R., Gilly, M. C., & Graham, J. L. (2008). International marketing. (14th ed.). London: McGraw Hill.• Czinkota, M. R., & Ronkainen, I. A. (2007). International marketing (8th ed.). Mason: Thomson South-Western.• Hollensen, S. (2010). Global marketing (5th ed.). Harlow: Pearson Education.• Keegan, W. J., & Green, M. C. (2015). Global marketing: Global edition (8th ed.). New York, NY: Pearson Higher Education.• Keller, L. K. (2011). Strategic brand management: A European perspective (2nd ed.). Upper Saddle River, NJ: Financial TimesPrentice Hall.• Kotabe, M., & Helsen, K. (2010). Global marketing management (5th ed.). New York, NY: Wiley.• Kotler, P., Keller, K. L., Brady, M., Goodman, M., & Hansen, T. (2012). Marketing management (2nd ed.). Upper Saddle River,NJ: Prentice Hall International.• Mühlbacher, H., Leihs, H., & Dahringer, L (2006). International marketing: A global perspective (3rd ed.). Boston, MA: CengageLearning EMEA.

Reviews:

• Chandrasekaran, D., & Tellis, G. J. (2008). Global takeoff of new products: Culture, wealth, or vanishing differences? MarketingScience, 27(5), 844–860.• Douglas, S. P., & Craig, C. S. (2011). Convergence and divergence: Developing a semi global marketing strategy. Journal ofInternational Marketing, 19(1), 82–101.• Johnson, J., & Tellis, G. J. (2008). Drivers of success for market entry into China and India. Journal of Marketing, 72(3), 1–13• Levitt, T. (1983). The globalization of markets. Harvard Business Review, 61(3), 92–102.• Powers, T. L. (2010). Adaptation of marketing mix elements in international markets. Journal of Global Marketing, 23(1), 65–79.• Tianjiao, Q. (2014). Product diversification and market value of large international firms: A macroenvironmental perspective.Journal of International Marketing, 22(4), 86–107.• Schilke, O., Reimann, M., & Thomas, J. S. (2009). When does international marketing standardization matter to firmperformance. Journal of International Marketing, 17(4), 24–26.

Stand: 27.09.2016

Examinations:

Exam, 90 min.

Student workload (in hours): 150


Stand: 27.09.2016

Semester 2

Stand: 27.09.2016

Module

Strategic Management (DLMBSME)

5 ECTS

Stand: 27.09.2016

Module Title: Strategic Management

Module No.:

DLMBSME

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Strategic Management (DLMBSME01)

Duration:


Course Coordinator(s) / Tutor(s):


Module Director:

Prof. Dr. Maren Weber


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


• Managing in a Global Economy• Change Management


Based on specifically selected topics, this course is designed to equip students with the knowledge and skills to be able to facethe challenges of operational and strategic management. Students will acquire the competencies to formulate long-term strategyfor organizations operating in both national and international environments. This will be accomplished by familiarizing the studentswith strategic management tools and the strategic planning process, with a particular focus on implementation and control.Through exercises and case studies, students will take an active role in the strategic planning process and the management oforganizations. Applying the concepts and methods of modern management will help students understand and solve themultifaceted problems organizations are faced with in today’s complex environment.


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






Final Examinations:


Stand: 27.09.2016

Course No.:

DLMBSME01

Course Title:

Strategic Management

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


See module description



References to other Modules:


Course Description:

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


The students will learn to implement strategic concepts on various levels within the organization and thus understand the strategicmanagement process. The students will become familiar with the philosophy and the language of strategic planning and marketanalysis. Case studies and exercises will complement this understanding by offering a practical approach to strategicmanagement. After successfully finishing the course, students will be able to solve complex strategic problems and situations byengaging in a structured, logical, and focused process.

Teaching Methods:


Course Content:

1 What is Strategy?

1.1 What is a Corporate Strategy?

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

1.3 Who Takes Part in Developing a Strategy?

1.4 What is Included in a Solid Strategic Plan?

2 The Strategic Environment

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

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

2.3 Analysis, Strategic Capabilities, and the Five Forces Model

3 The Position in the Market

3.1 Why Do We Exist?

3.2 What is Our Position in the Market?

3.3 What Information Does the Company Need?

3.4 What Capabilities Does the Organization Have?

3.5 What Capabilities Do Others Have?

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

4.1 What Strategic Options Does the SBU Have?

4.2 Interactive Strategies

4.3 Product Life Cycle

Stand: 27.09.2016

5 What Strategic Options Are Available to the Corporation?

5.1 Areas to Consider When Formulating a Strategy

5.2 Strategic Options

5.3 Outsourcing

5.4 Product Portfolio Analysis Using the BCG Matrix (BCG)

5.5 Product Portfolio Analysis Using the GE-McKinsey Matrix

6 What International Strategies Are Available?

6.1 Why Do Companies Go International?

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

6.3 How Can a Company Invest Internationally?

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

7.1 Do-It-Yourself

7.2 Mergers and Acquisitions (M&As)

7.3 Strategic Alliances

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

8 How to Evaluate Strategies?

8.1 How to Evaluate Strategy?

8.2 Implementing Strategy

Literature:

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

Examinations:

Exam, 90 min.



Stand: 27.09.2016

Module

Performance Measurement (DLMBPM)

5 ECTS

Stand: 27.09.2016

Module Title: Performance Measurement

Module No.:

DLMBPM

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Performance Measurement (DLMBPM01)

Duration:




Module Director:

Dr. Tobias Broweleit


• Master Leadership & Management (MLM-60)


• Strategic Management• Change Management


This course provides students with an enhanced understanding of and insights into applying performance measurement toimplement strategic goals. They will not only know how to measure financial success properly and identify financial drivers, but willalso be able to relate them to operational drivers, e.g., customer drivers, process drivers, etc. Upon completion of this module,students will be prepared to measure and manage performance in the various domains necessary for general management,understanding in particular how various instruments are applied.


• Performance measurement concepts• Measuring financial performance• Drivers of financial and operational performance

Teaching Methods:





Final Examinations:


Stand: 27.09.2016

Course No.:

DLMBPM01

Course Title:

Performance Measurement

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


None





Course Description:

After specifying a company’s strategic goals, managers face the challenge to implement these strategies. Performancemeasurement and performance management support the implementation of strategy by using performance measures to addressfinancial and non-financial/operational aspects. Consequently, students get to know the function of performance measurementand performance management as part of the overall management functions. Furthermore, they will acquire an understanding ofvarious performance aspects (e.g. financial drivers measured by the economic value added, customer drivers measured andmanaged by customer lifetime value, process drivers measured and managed in the context of continuous improvementprograms). Understanding financial performance measurement concepts is especially crucial before students go on to identifyoperational drivers.



Describe the history of performance measurement theory and its influence of present-day understanding of performancemeasurement.Report on a business’s financial performance using accounting calculations (such as return on equity, return on assets,return on investment, earnings per share, gross profit margin, etc.) and market-based calculations (such as price-to-earnings ratio, net present value, internal rate of return, etc.).Explain the economic value added (EVA) model and calculate this metric using data from the company.Identify, define, and track drivers of operational performance, specifically quality, dependability, speed, cost, and flexibility.Derive performance metrics, such as customer satisfaction or sales forecast-to-plan performance, and link these withoverall performance targets to create a performance measurement system.Conduct a customer profitability analysis using activity-based costing and calculate customer lifetime value using companydata.Summarize strategies for benchmarking and measuring intellectual capital.Measuring organizational performance using the following tools: Balanced Scorecard, the EFQM Excellence Model, thePerformance Prism and the SMART Pyramid approach.Evaluate the strengths and weaknesses of different performance measurement metrics and frameworks.

Teaching Methods:


Course Content:

1 Performance Measurement as Part of the Overall Management Framework

1.1 Theories Before 1950

1.2 Theories After 1950

2 Measuring Financial Performance

2.1 Reviewing Traditional Models of Financial Performance Measurement

2.2 The Economic Value Added (EVA) Metric

3 Drivers of Operational Performance

3.1 The Five Operations Performance Objectives

3.2 Analysis of Performance Drivers

4 Customer Profitability Analysis, Lifetime Value, and Benchmarking

4.1 Profitability Analysis

Stand: 27.09.2016

4.2 Customer Lifetime Value

4.3 Benchmarking

5 Intellectual Capital Measurement and Management

5.1 Importance and Challenges of Intellectual Capital Measurement

5.2 Approaches of Managing and Measuring Intellectual Capital

6 Performance Measurement Concepts

6.1 Objectives of Performance Measurement Systems

6.2 The Balanced Scorecard

6.3 Performance Prism and SMART Pyramid

6.4 European Foundation for Quality Management (EFQM)

7 Common Characteristics of Different Concepts

7.1 Common Characteristics of Different Concepts

7.2 Pitfalls in Performance Measurement and Management

Literature:

• Bible, L., Kerr, S., & Zanini, M. (2006). The balanced scorecard: Here and back. Management Accounting Quarterly, 7(4), 18–23.• Hammer, M. (2004). Deep change: How operational innovation can transform your company. Harvard Business Review, 85(4),85–93.• Ittner, C. D., & Larcker, D. F. (2003). Coming up short on non-financial performance measurement. Harvard Business Review,84(11), 88–95.• Kaplan, R. S., & Norton, D. P. (2008). Mastering the management system. Harvard Business Review, 89(1), 63–77.• Kumar, V., & Rajan, B. (2009). Profitable customer management: Measuring and maximizing customer lifetime value.Management Accounting Quarterly, 10(3), 1–18.• Neely, A. (Ed.). (2007). Business performance measurement: Theory and practice (2nd ed.). Cambridge, MA: CambridgeUniversity Press.• Speckbacher, G., Bischof, J., & Pfeifer, T. (2003). A descriptive analysis on the implementation of balanced scorecards inGerman-speaking countries. Management Accounting Research, 14(4), 361–387.• Simons, R. (2000). Performance measurement and control systems for implementing strategy: Text and Cases (Internationaledition). Upper Saddle River, NJ: Prentice Hall.• Young, D. S., & O’Byrne, S. F. (2001). EVA and value-based management: A practical guide to implementation. New York, NY:McGraw Hill.

Examinations:

Exam, 90 min



Stand: 27.09.2016

Module

Conducting Clinical Trials (CCT)

5 ECTS

Stand: 27.09.2016

Module Title: Conducting Clinical Trials

Module No.:

CCT

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Conducting Clinical Trials (CCT)

Duration:

Lectures: 30 hSelf-study: 90hSelf-examination: 30 h


Dr. Dagmar Peitsch

Module Director:

Dr. Dagmar Peitsch


• N/A


• Clinical Data Management


This course enables students to deepen insight into Clinical Research, standard trial documentation procedures and morechallenging settings during a clinical trial.


• International guidelines and local requirements for the conduct of clinical trials• The Trial Master File• Clinical Monitoring: Types of visits; Special tasks and challenges of each visit type, including Source Data Verification, CaseReport Forms (CRF) and queries, Adverse Events and Test article handling procedures• Current trends in monitoring: principles of the Risk-Based-Monitoring approach• Quality Control: Handling of protocol deviations: how to detect and categorize deviations• Quality assurance: Audits and inspections

Teaching Methods:





Final Examinations:


Stand: 27.09.2016

Course No.:

CCT

Course Title:

Conducting Clinical Trials

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


None





Course Description:

The course focuses on the fundamental aspects of Monitoring an investigational site, and extends the insight in tasks andresponsibilities that accompany the work of any functional role involved in site management. Challenges of complex situations willbe discussed, and solutions will be presented by the students.


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

describe the purpose of the different types of site visits made by Clinical Monitors to investigators during a trial;detect inconsistencies on site and demonstrate ability to take appropriate action;illustrate the importance of regulatory safety reporting, distinguish between adverse events and serious adverse events,and demonstrate awareness of SAE Management and reporting procedures and their impact on the trial;discuss the purpose of the Trial Master File;demonstrate profound knowledge of the handling of test article according to different requirements;critically discuss the approach of Risk-Based-Monitoring in clinical trials;explain Quality Assurance and Quality Management processes within Clinical Research.

Teaching Methods:


Course Content:

1 International guidelines and local requirements for the conduct of clinical trials

2 The Trial Master File

3 Clinical Monitoring: Types of visits; Special tasks and challenges of each visit type, including Source DataVerification, Case Report Forms (CRF) and queries, Adverse Events and Test article handling procedures

4 Current trends in monitoring: principles of the Risk-Based-Monitoring approach

5 Quality Control: Handling of protocol deviations: how to detect and categorize deviations

6 Quality assurance: Audits and inspections

Literature:

• Brock-Utne, J. G. (2015). Clinical Research: Case Studies of Successes and Failures. New York, NY: Springer.• Brody, T. (2001). Clinical Trials: Study Design, Endpoints and Biomarkers, Drug Safety, and FDA and ICH Guidelines (2nd ed.).London et al.: Academic Press.• Pfeiffer, J., Wells, C. (2017). A Practical Guide to Managing Clinical Trials. Boca Raton (FL): Taylor and Francis.• Vijay, V., Khandelwal, A. (2012). Investigational Product Management in Clinical Trials: Case studies and Methods of ClinicalTrials. Saarbrücken: Lambert Academic Publishing.

Examinations:

• Ongoing self-assessments. Students are expected to develop or evaluate multifaceted scenarios, preferably in group sessionswhere immediate feedback will be provided.• Exam, 90 minutes

Stand: 27.09.2016


Lectures: 30Self-study: 90Self-examination: 30

Stand: 27.09.2016

Module

Clinical Data Management (CDM)

5 ECTS

Stand: 27.09.2016

Module Title: Clinical Data Management

Module No.:

CDM

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Clinical Data Management (CDM)

Duration:


Course Coordinator(s) / Tutor(s): Module Director:

Simone Prädel


• N/A

References to Other Modules inthe Program:

• Statistical Thinking for ClinicalTrials• Conducting Clinical Trials ClinicalData Management


This course is designed to provide an insight into the principles of clinical data management and the role of a clinical datamanager within the field of clinical research.


• Role of a clinical data manager• Data management process• Technologies in data management• Flowchart and CRF design• Data entry and final database quality control• Data validation plan• Discrepancy management and query processing• Medical coding• Database lock• Regulatory requirements and SOP development• Electronic data capture in practice

Teaching Methods:


Percentage of the Module Grade Relative to theFinal Grade for the Program:



Final Examinations:


Stand: 27.09.2016

Course No.:

CDM

Course Title:

Clinical Data Management

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


None





Course Description:

The course covers key elements of the data management process, such as CRF design, data entry, data validation, and medicalcoding as well as exploring the relevant regulatory requirements.

The course also provides an overview on different technologies used in clinical trials, and enables students to assess criteria forselection based on the requirements of a study.


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

understand the essential elements of data management and related processes and work collaboratively with the othergroup members to compile an appropriate process flowdevelop criteria for good CRF design and identify the crucial parts of the study protocol, evaluate and compare differentdesign examples, exchange conclusions within a group discussion, and work out sample criteria for best practicedistinguish between and compare different technologies and assess their pros and cons, analyze a given project synopsisby critically evaluating and synthesizing information, develop and present a proposal for the deployment of technologies,and identify and communicate critical information gapsrecognize and justify the needs of regulatory requirements and their impact on clinical data processingunderstand the validation plan as a key document for the data cleaning process, critically evaluate one CRF example, andoutline an appropriate validation plan for the different categories of edit checksanalyze and assess the purpose and benefits of a clinical coding system, and determine, categorize, and orderinvestigational terms based on medical coding dictionariesexplain and assess key tools for study closeout optimization

Teaching Methods:


Course Content:

1 Role of a Clinical Data Manager

2 Data Management Process

3 Technologies in Data Management

4 Flowchart and CRF Design

5 Data Entry and Final Database Quality Control

6 Data Validation Plan

7 Discrepancy Management and Query Processing

8 Medical Coding

9 Database Lock

10 Regulatory Requirements and SOP Development

11 Electronic Data Capture in Practice

Stand: 27.09.2016

Literature:

• Prokscha, S. (2011). A practical guide to clinical data management (3rd ed.). Boca Raton, FL: CRC Press, 2011• Society for Clinical Data Management. (2013). Good clinical data management practices (GCDMP).• Rondel, R. K., Varley, S. A., & Webb, C. F. (2000). Clinical data management (2nd ed.). Chicester: John Wiley and Sons.

Examinations:

• Ongoing self-assessments. Students are expected to develop or evaluate multifaceted scenarios, preferably in group sessionswhere immediate feedback will be provided.• Exam, 90 minutes



Stand: 27.09.2016

Module

Statistical Thinking for Clinical Trials (STCT)

5 ECTS

Stand: 27.09.2016

Module Title: Statistical Thinking for Clinical Trials

Module No.:

STCT

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Statistical Thinking for Clinical Trials (STCT)

Duration:



PD. Dr. Werner Wierich


• N/A


• Medical Writing • Conducting Clinical Trials • Clinical Data Management


This course is designed to provide an insight into key bio-statistical aspects of clinical trials relevant for non-statisticalprofessionals within clinical research.


• Statistical aspects of trial design• ICH requirements for statistical analyses• Basic statistical concepts: Estimation, confidence intervals, testing, p-values, t-tests, and type I and type II errors• Intent-to-treat and analysis sets• Multicenter trials and analysis of variance• Correlation, regression, and analysis of covariance• Analysis of binary, categorical, and ordinal data• Power, sample size, statistical significance, and clinical relevance• Practical issues in multiple testing• Assessing equivalence or non-inferiority• Meta-analysis• Methods of survival data analysis

Teaching Methods:





Final Examinations:


Stand: 27.09.2016

Course No.:

STCT

Course Title:

Statistical Thinking for Clinical Trials

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


None





Course Description:

The course covers key bio-statistical concepts as applied in clinical research. While the course does not aim to train statisticians,students will be equipped with the ability to analyze clinical research from a statistics point of view and to communicate efficientlywith biostatisticians.



understand key elements of statistical trial designunderstand the concept of sampling and inferential statistics, distinguish between the statistical approaches of estimation,confidence intervals, and testing, and understand the role of p-values and type I and type II errorsdiscuss the role of different analysis sets (ITT, per protocol) and understand issues related to incomplete or missing datadistinguish between different types of adjusted analyses including regression, analysis of variance (ANOVA) and analysis ofcovariance (ANCOVA), and understand the concept of correlationunderstand basic approaches to the analysis of binary, categorical, and ordinal datarecognize the importance of adequate sample size planning and understand the difference between statistical significanceand clinical relevanceunderstand statistical challenges related to multiple testing and differentiate between some common approaches to dealwith multiplicityrecognize the need for and understand specific statistical approaches to:

the analysis of equivalence and non-inferiority trialsmeta-analysisthe analysis of survival data

Teaching Methods:


Course Content:

1 Statistical Aspects of Trial Design

2 ICH Requirements for Statistical Analyses

3 Basic Statistical Concepts: Estimation, Confidence Intervals, Testing, P-values, T-tests, and Type I and Type IIErrors

4 Intent-to-treat and Analysis Sets

5 Multicenter Trials and Analysis of Variance

6 Correlation, Regression, Analysis of Covariance

7 Analysis of Binary, Categorical, and Ordinal Data

8 Power, Sample Size, Statistical Significance, and Clinical Relevance

9 Practical Issues in Multiple Testing

10 Assessing Equivalence or Non-Inferiority

11 Meta-Analysis

12 Methods of Survival Data Analysis

Stand: 27.09.2016

Literature:

• Kay, R. (2014). Statistical thinking for non-statisticians in drug regulation (2nd ed.). Chichester: Wiley.• Altman, D. G. (1991). Practical statistics for medical research. London: Chapman and Hall.• Armitage, P., Berry, G., & Matthews, J. N. S. (2002). Statistical methods in medical research (4th ed.). Oxford: Blackwell.• Borenstein, M., Hedges, L. V., Higgins, J. P. T., & Rothstein, H. R. (2009). Introduction to meta-analysis. Chichester: Wiley.• Collett, D. (2003). Modelling survival data in medical research. London: Chapman & Hall.

Examinations:

• Exam, 90 minutes



Stand: 27.09.2016

Module

Medical Writing (MW)

5 ECTS

Stand: 27.09.2016

Module Title: Medical Writing

Module No.:

MW

Semester:

2 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



None


Array


Medical Writing (MW)

Duration:



Dr. Andrea Schaefer


• N/A


• Drug Development• Conducting Clinical Trials• Statistical Thinking for ClinicalTrials


This course is a thorough introduction to medical writing in which students learn about the variety of documents requiredthroughout the development, marketing authorization, and post marketing periods of pharmaceutical products. Regulatoryrequirements for certain relevant documents will also be presented.


• Introduction and overview of the world of medical writing• Guidelines for medical writing• Techniques and skills for professional medical writing and use of templates• Processes: From initial information to the final document• Documents for clinical studies: Protocol, clinical study report, and subject information with informed consent form• Regulatory documents: Investigator’s brochure, common technical documents, summary of product characteristics, andsubmission documents• Medical and scientific communication• Documentation in pharmacovigilance

Teaching Methods:





Final Examinations:

See course outline(s) Research essay, 15-20 pages (DINA4), 100%

Stand: 27.09.2016

Course No.:

MW

Course Title:

Medical Writing

Hours Total:

150 h

Credit Points:

5 ECTS



Course Duration:


None





Course Description:

Medical writing is involved in the entire process during the development of a pharmaceutical product. The main focus of thiscourse will be on the documents relevant for the conduct of a clinical trial, starting with the generation of the fundamental clinicalstudy protocol to the final study report at the end of a clinical trial as well as the common technical document (CTD) and allrelevant subdocuments necessary for compilation of the CTD.

Students will be introduced to the documents involved and will be given the opportunity to write certain documents on their own.

International guidelines and local laws have to be followed for the successful conduct of a study and for the successful submissionof a dossier for marketing application.



write a subject information and informed consent formstructure a protocoldescribe the content of the clinical study reportdescribe the structure of the CTDwrite a review based on 2-3 publications

Teaching Methods:


Course Content:

1 Introduction and Overview of the World of Medical Writing

2 Guidelines for Medical Writing

3 Techniques and Skills for Professional Medical Writing and Use of Templates

4 Processes: From Initial Information to the Final Document

5 Documents for Clinical Studies: Protocol, Clinical Study Report, and Subject Information with Informed ConsentForm.

6 Regulatory Documents: Investigator’s Brochure, Common Technical Documents, Summary of ProductCharacteristics, and Submission Documents

7 Medical and Scientific Communication

8 Documentation in Pharmacovigilance

Literature:

• ICH E6. Note for guidance on good clinical practice (CPMP/ICH/135/95)• ICH E3. ICH Harmonised Tripartite Guideline: Structure and content of clinical study reports.• ICH M3. Common technical document (CTD)

Examinations:

• Research essay, 15-20 pages (DIN A4)

Stand: 27.09.2016



Stand: 27.09.2016

Semester 3

Stand: 27.09.2016

Module

Managing in a Global Economy (DLMBGE)

5 ECTS

Stand: 27.09.2016

Module Title: Managing in a Global Economy

Module No.:

DLMBGE

Semester:

3 Semester

Duration:

1 Semester

Module Type(s):

Pflicht, Wahlpflicht



WS, SS



None


Array


Managing in a Global Economy (DLMBGE01)

Duration:




Module Director:

Dr. Jürgen Matthias Seeler


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


• Leadership• Strategic Management


This module addresses the needs of future managers operating in a global economy, who need to effectively respond to theunique challenges associated with the increasing globalization of business. The increasing internationalization of product andservices markets means that even those not actually working in a large multinational company need to have the skills required formanaging in a global economy.Overall, this module aims to maximize the potential of students to work competently in a management capacity within a companyoperating in an international context. Specifically, students completing this module will develop a working framework ofmanagement in a global context. They will be able to recognize cultural, social, economic, historical, and political differences thataffect strategic decision making and effectively respond to these differences when planning business activities. They will be ableto identify and effectively manage challenges associated with operating in an international/global business environment, such asthe procurement and coordination of resources and human resource management.Students will develop specific operational skills associated with managing in a global context. They will be able to gather relevantinformation and conduct reliable assessments of the opportunities and risks related to business activities in different geographicalmarket regions and specific national markets. They will be able to select and implement appropriate strategies for marketdevelopment and market entry, and develop sound business plans that successfully implement specific organizational, marketing,and distribution strategies in selected regions/countries.


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

Teaching Methods:


Stand: 27.09.2016




Final Examinations:


Stand: 27.09.2016

Course No.:

DLMBGE01

Course Title:

Managing in a Global Economy

Hours Total:

150 h

Credit Points:

5 ECTS

Course Type: Pflicht, Wahlpflicht



Course Duration:


English language proficiency





Course description:

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

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



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

Teaching Methods:


Course Content:

1 Introduction to Managing in a Global Economy

1.1 What is Globalization?

1.2 Facts on Globalization and the Global Economy

Stand: 27.09.2016

1.3 Theoretical Explanations for Globalization

2 The International Company and its Environment

2.1 International Companies and their Operations

2.2 Operational Patterns in International Markets

2.3 Assessment of the Environment for Internationalization

3 Culture and International Business

3.1 A Generic Perspective on Culture

3.2 Organizational Culture

3.3 Cultural Diversity and the Contemporary Manager

4 Strategy Development in International Business

4.1 Strategy in Globalized Business Operations

4.2 Strategy Concepts and Strategic Options

4.3 Managing Strategy

5 International Human Resource Management

5.1 Characteristics of International Human Resource Management

5.2 The Global Manager

5.3 Instruments in International Human Resource Management

6 Organization in International Business

6.1 Traditional Perspectives on Business Organization

6.2 Modern Views on Business Organization

6.3 Coordination and Control of Intra-Organizational Collaboration

7 International Marketing

7.1 Marketing in International Business

7.2 Strategic Choices in International Marketing

7.3 Marketing Mix Choices in International Marketing

8 Supply Chain Management and Accountancy in International Business

8.1 Supply Chain Management and International Business

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

Literature:

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

Examinations:

• Exam, 90 min.



Stand: 27.09.2016

Module

Change Management (DLMBCM)

5 ECTS

Stand: 27.09.2016

Module Title: Change Management

Module No.:

DLMBCM

Semester:

3 Semester

Duration:

1 Semester

Module Type(s):




WS, SS



None


Array


Change Management (DLMBCM01)

Duration:




Module Director:

Prof. Dr. Holger Sommerfeldt


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


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


Students will develop a conceptual framework for changing organizations that integrates theory and practice. They will beintroduced to a globally valid framework with international applications and case studies. Students will acquire basic skills inidentifying principles of organization design and learn how to evaluate change management processes from differentinterdependent perspectives, i.e. structure, politics, and culture. Upon completion of this course, students will have built arepertoire of strategies and tactics to increase their effectiveness in change management—as a middle manager, a seniorexecutive, an entrepreneur, or a consultant.


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

Teaching Methods:





Final Examinations:

See course outline(s) Written assessment: Case study(100%)

Stand: 27.09.2016

Course No.:

DLMBCM01

Course Title:

Change Management

Hours Total:

150 h

Credit Points:

5 ECTS




Course Duration:


None





Course description:

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

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

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


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

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

Teaching Methods:


Course Content:

1 Organizational Change

1.1 What is Organizational Change About?

1.2 Organizational Change is Ubiquitous

1.3 Change is Difficult

2 Change Management

2.1 The Context of Organizational Change

2.2 Planned Versus Improvisational Change Management

2.3 The Congruence Model of Change

Stand: 27.09.2016

3 Designing Structure

3.1 Formal Structure in Organizations

3.2 Grouping

3.3 Linking

3.4 The Change Leader as an Architect

4 Social Networks

4.1 What are Social Networks?

4.2 Key Terms of Social Network Analysis

4.3 Unique Characteristics of Social Networks

4.4 Social Networks and Organizational Change

5 Politics

5.1 Organizations as Political Arena

5.2 Politics and Change

5.3 The Importance of a Political Perspective on Change

6 Sense-Making

6.1 Organizational Culture

6.2 Sense-Making in Organizations

6.3 The Change Leader as Shaman

7 Change Implementation

7.1 How to Implement Change Successfully

7.2 Four Perspectives on Change

Literature:

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

Examinations:

• Written assessment: Case study



Stand: 27.09.2016

Module

Negotiation (DLMNEGE)

5 ECTS

Stand: 27.09.2016

Module Title: Negotiation

Module No.:

DLMNEGE

Semester:

3 Semester

Duration:

1 Semester

Module Type(s):

Wahlpflicht


WS, SS



None


Array


Negotiation (DLMNEGE01)

Duration:




Module Director:


• Master General Management (GM-120)• Master Leadership & Management (MLM-60)• Master Personalmanagement (MPM-60)


• Leadership• Change Management


Negotiation, in a nutshell, is the interpersonal decision making process by which resources are distributed or conflicts resolved.Whether on the job, in the market place, or with family and friends, people negotiate all the time.

Understanding negotiation and how it is done successfully is especially important for graduates of this program. The depth andbreadth of globalization, the ever-increasing importance of interdisciplinarity, and the steady intensification of competition all makeeffective (and successful) negotiation more and more challenging.

This module draws on empirical insights from a wide range of academic disciplines investigating negotiation: social psychology,behavioral economics, and legal and management studies. The module provides students with a thorough understanding ofnegotiation and how to negotiate. The conceptual insights are illustrated by current real-world negotiation examples from a broadarray of contexts.


• The significance and nature of negotiation• The distribution of value• Distributive negotiation tactics• The creation of value• Value creation negotiation tactics• The negotiator’s dilemma• Learning to negotiate






Final Examinations:

Stand: 27.09.2016

See course outline(s) Written assessment: Written assignment (100%)

Oral assessment: Online presentation (pass / notpass)

Stand: 27.09.2016

Course No.:

DLMNEGE01

Course Title:

Negotiation

Hours Total:

150 h

Credit Points:

5 ECTS

Course Type: Wahlpflicht


Course Duration:


None





Stand: 27.09.2016

Course description:

The course enables students to learn about both the negotiation process and actually how to negotiate. In order to understandthe rules that govern the interpersonal decision-making process that is negotiation, it is essential to have an in-depthunderstanding of the two sides of negotiation: the distribution of value and the creation of value.

This course begins by introducing students to the pervasive nature of negotiation and some of the common myths andmisconceptions that limit the potential benefits that can be gained through effective negotiation. It then delves into the concept ofdistribution value and the specific tactics that can be employed in order to arrive at the most favorable outcome. Students will thenexplore value creation and how to implement tactics to move from a win-lose scenario to a win-win. The course will then offerinsights drawn from game theory (including the prisoner’s dilemma, the “stag hunt game,” the “tit-for-tat” strategy) beforeconcluding with a focused exploration of how to manage the process of implementing negotiation theory in practice, avoidingpitfalls and allowing for effective negotiation learning.



Describe the process of negotiation and the interconnected but opposing processes of value distribution and valuecreation.Recognize common myths and misconceptions regarding negotiation and negotiators and take measures to avoid commonpitfalls.Apply empirical insights about the process of negotiation to negotiation scenarios.Negotiate with various other parties using value distribution and value creation tactics.Engage in a process of self-reflection and utilize a variety of tools to improve performance as a novice negotiator.

Teaching Methods:


Course Content:

1. The Significance and Nature of Negotiation

1.1 The Nature and Types of Negotiation

1.2 Misconceptions About Negotiation and Myths About Negotiators

2. The Distribution of Value

2.1 The Pie: Zone of Possible Agreement

2.2 Slicing the Pie: Maximizing Distributive Outcomes

3. Distributive Negotiation Tactics

3.1 Distributive Negotiation To-Dos

3.2 Learning Transfer

4. The Creation of Value

4.1 Value Creation: From Win-Lose to Win-Win

4.2 The Four Steps and the Three Types of Value Creation

5. Value Creation Negotiation Tactics

5.1 Framing

5.2 Value Creation Negotiation To-Dos

6. The Negotiator’s Dilemma

6.1 The Dilemma Between Creating and Distributing Value

6.2 The Prisoner’s Dilemma as a Metaphor for the Negotiator’s Dilemma

6.3 Coping Strategies: Tit-for-Tat Strategy and Changing Payoffs

7. Learning to Negotiate

7.1 From Theory to Practice

7.2 Three Challenges to Learning to Negotiate

7.3 A Model for Negotiation Learning

Stand: 27.09.2016

Literature:

• Bazerman, M. H., & Neale, M. A. (1993). Negotiating rationally. New York: The Free Press.• Berkel, G. (2013). Contract management. In M. Kleinaltenkamp, W. Plinke, & I. Geiger (Eds.), Business project management andmarketing: Mastering business markets. Heidelberg: Springer.• Berkel, G. (2015). Deal Mediation: Erfolgsfaktoren professioneller Vertragsverhandlungen. Zeitschrift für Konfliktmanagement,18(1), 4–7.• Berkel, G. (2013). Vertragsmanagement. Wiesbaden: Springer Gabler.• Berkel, K. (2014). Konflikttraining: Konflikte verstehen, anaylsieren, bewältigen. Hamburg: Windmühle.• Brett, J. M. (2014). Negotiating globally: How to negotiate deals, resolve dispute, and make decisions across cultural boundaries.San Francisco: Jossey-Bass.• Berkel, G. (2015). Global Negotiations: Professor Jeanne Brett im Gespräch mit Georg Berkel. Zeitschrift fürKonfliktmanagement, 18(4), 125–126.• Bühring-Uhle, C., Eidenmuller, H., & Nelle, A. (2009). Verhandlungsmanagement: Analyse, Werkzeuge, Strategien. Munich: C. H.Beck.• De Cremer, D., & Pillutla, M. (2013). Making negotiations predictable: What science tells us. Basingstoke: Palgrave Macmillan.• Der Foo, M., Anger Elfenbein, H., Hoon Tan, H., & Chuan Aik, V. (2004). Emotional intelligence and negotiation: The tensionbetween creating and claiming value. International Journal of Conflict Management, 15(4), 411–429.• Diekmann, K., & Galinsky, A. D. (2006). Overconfident, underprepared: Why you may not be ready to negotiate. Negotiation,9(10), 6–9.• Dunning, D., Johnson, K., Ehrlinger, J., & Kruger, J. (2003). Why people fail to recognize their own incompetence. CurrentDirections in Psychological Science, 12(3), 83–87.• Fisher, R., Ury, W. L., & Patton, B. (2011). Getting to yes: Negotiating agreement without giving in (3rd ed.). London: PenguinBooks.• Galinsky, A. D., & Mussweiler, T. (2001). First offers as anchors: The role of perspective- taking and negotiator focus. Journal ofPersonality & Social Psychology, 81(4), 657–669.• Gigerenzer, G. (2005). I think, therefore I err. Social Research, 72(1), 195–218.• Gigerenzer, G. (2008). Bauchentscheidungen: Die Intelligenz des Unbewussten und die Macht der Intuition. München:Goldmann.• Kahneman, D. (2011). Thinking, fast and slow. London: Penguin Books.• Katz, G. (2011). Intercultural negotiations: The unique case of Germany and Israel. Berlin: Books on Demand.• Lax, D. A., & Sebenius, J. K. (1986). The manager as negotiator: Bargaining for cooperation and competitive gain. New York, NY:Free Press.• Liberman, V., Samuels, S. M., & Ross, L. (2004). The name of the game: Predictive power of reputations versus situationallabels in determining prisoner’s dilemma game moves. Personality and Social Psychology Bulletin, 30(9), 1175–1185.• Lügger, K., Geiger, I., Neun, H., & Backhaus, K. (2015). When East meets West at the bargaining table: Adaptation, behaviorand outcomes in intra- and intercultural German–Chinese business negotiations. Journal of Business Economics, 85(1), 15–43.• Lytle, A. L., Brett, J. M., & Shapiro, D. L. (1999). The strategic use of interests, rights, and power to resolve disputes. NegotiationJournal, 15(1), 31–51.• Mason, M. F., Lee, A. J., Wiley, E. A., & Ames, D. R. (2013). Precise offers are potent anchors: Conciliatory counteroffers andattributions of knowledge in negotiations. Journal of Experimental Social Psychology, 49(4), 759–763.• Murnighan, J. K. (1991). The dynamics of bargaining games. Englewood Cliffs, NJ: Prentice Hall.• O’Connor, K. M., Arnold, J. A., & Maurizio, A. M. (2010). The prospect of negotiating: Stress, cognitive appraisal, andperformance. Journal of Experimental Social Psychology, 46(5), 729–735.• Poitras, J., & Le Tareau, A. (2008). Dispute resolution patterns and organizational dispute states. International Journal of ConflictManagement, 19(1), 72–87.• Schneider, A. K. (2002). Shattering negotiation myths: Empirical evidence on the effectiveness of negotiation style. HarvardNegotiation Law Review, 7, 143.• Schroth, H. A. (2015). Negotiations & influence workshop. Berkeley, CA: University of California at Berkeley, Haas School ofBusiness: Center for Executive Education UC Berkeley.• Skyrms, B. (2001). The stag hunt. Proceedings and Addresses of the American Philosophical Association, 75(2), 31–41.• Subramanian, G. (2010). Negotiauctions: New dealmaking strategies for a competitive marketplace. New York, NY: W. W. Norton& Company.• Thaler, R. H., & Sunstein, C. R. (2009). Nudge: Improving decisions about health, wealth and happiness. London: PenguinBooks.• Thibodeau, P. H., & Boroditsky, L. (2011). Metaphors we think with: The role of metaphor in reasoning. PLoS ONE, 6(2), e16782.• Thompson, L. (2014). The mind and heart of the negotiator (6th ed.). London: Pearson Prentice Hall.• Thompson, L., & Hrebec, D. (1996). Lose–lose agreements in interdependent decision making. Psychological Bulletin, 120(3),396–409.• Ury, W. L., Brett, J. M., & Goldberg, S. B. (1993). Getting disputes resolved: Designing systems to cut the costs of conflict.Cambridge: PON Books.• Van Swol, L. M., Braun, M. T., & Malhotra, D. (2011). Evidence for the Pinocchio Effect: Linguistic differences between lies,deception by omissions, and truths. Discourse Processes, 49(2), 79–106.• Weingart, L. R., Brett, J. M., Olekalns, M., & Smith, P. L. (2007). Conflicting social motives in negotiating groups. Journal ofPersonality and Social Psychology, 93(6), 994–1010.

Examinations:

• Written assessment: Written assignment (100%) • Oral assessment: Online-presentation (pass / not pass)

Stand: 27.09.2016



Stand: 27.09.2016

Module

Innovation and Entrepreneurship (DLMBIE)

5 ECTS

Stand: 27.09.2016

Module Title: Innovation and Entrepreneurship

Module No.:

DLMBIE

Semester:

3 Semester

Duration:

1 Semester

Module Type(s):




WS, SS



None


Array


Innovation and Entrepreneurship (DLMBIE01)

Duration:




Module Director:


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


• Leadership• Strategic Management• Change Management


In the context of rapid globalization, the opportunities available to entrepreneurs to develop and market their products andservices are greater than ever before. However entrepreneurial and “intrepreneurial” activities are accompanied by uniquechallenges and opportunities, and a robust understanding of the process of innovation and establishing novel business activitiesis vital to avoid those common pitfalls that limit the establishment and growth of new ventures.Upon completion of this course, students will be able to describe the foundations, importance, and dimensions ofentrepreneurship and entrepreneurial activities and derivatives of entrepreneurship such as interpreneurship, corporateentrepreneurship, owner/manager relations and small/family businesses. They will be able to analyze the opportunities andchallenges associated with establishing a new venture and differentiate between different motivations for business formation.Importantly, they will learn to outline the role of various stakeholders and effectively manage relations with stakeholders who havea vested interest in the innovation.Students will develop the skill-base necessary for conducting entrepreneurial activities. They will be able to develop an effectivebusiness model and design measures to grow the venture at a sustainable rate. They will be able to recognize available legaldesigns to formalize business formation and select the most appropriate design relative to the needs of the business. Students willknow how to assess available financial sources to fund business/innovation activities and select the most appropriate capital/debtstructure. The most significant outcome of this module is that students will be able to construct a rigorous business plan that canbe used as a strategic planning tool and secure necessary financial backing.


• Innovation and entrepreneurship in a globalized economy• Fundamentals of entrepreneurship• Innovation and product development• Innovation, adoption, and diffusion• Applied innovation

Teaching Methods:


Stand: 27.09.2016




Final Examinations:


Stand: 27.09.2016

Course No.:

DLMBIE01

Course Title:

Innovation and Entrepreneurship

Hours Total:

150 h

Credit Points:

5 ECTS




Course Duration:


None





Course description:

Innovations and entrepreneurial activities are the foundation of and driving forces behind our economy. Taking a look at theeconomic development of countries, it seems that innovation and entrepreneurship is a critical player at every stage of theeconomic development cycle. In developing economies, small enterprises start to institutionalize the economic systems, andcreate supply, demand, and eventually markets; they are the seed for economic growth and prosperity. In developed economies,entrepreneurship and innovations are key drivers of competition, competitiveness, and survival in globalized economies andmarkets. This module exposes students to the ideas, drivers, and motives behind entrepreneurship as well as introduces them tothe practical aspects of identifying, assessing, and progressing innovation.



Describe the foundations, importance, and dimensions of entrepreneurship and entrepreneurial activities and derivatives ofentrepreneurship such as interpreneurship, corporate entrepreneurship, owner/manager relations and small/familybusinesses.Analyze the opportunities and challenges associated with establishing a new venture and evaluate new business venturesusing empirical criteria.Differentiate between different motivations for business formation and develop specific objectives for new businessventures.Develop a business model that includes specific measures to facilitate the sustainable growth of the new venture.Recognize the legal designs available to formalize business formation and select the most appropriate design relative to theneeds of the business.Assess available financial sources to fund business/innovation activities and select the most appropriate capital/debtstructure for the short- and medium-term.Outline the role of various stakeholders and effectively manage relations with stakeholders with a vested interest in theinnovation.Construct a rigorous business plan that can be used as a strategic planning tool and utilized to secure necessary financialbacking.Enable students to adopt an “entrepreneurial mindset” to guide them in a variety of contexts in their professional lives.

Teaching Methods:


Course Content:

1 Entrepreneurship and Innovation

1.1 Entrepreneurship and the Entrepreneur

1.2 Innovation

1.3 The Relevance of Entrepreneurship and Venturing Activities: The Global Entrepreneurship Monitor (GEM)

2 Company Formation Strategy

2.1 Different Contexts for Forming Business Ventures

2.2 Objectives and Motivation for Forming New Business Ventures

2.3 Business Model and Strategy

2.4 Sustainable Development of the Firm

Stand: 27.09.2016

2.5 Your Company Formation Strategy

3 Legal Design and International Comparative Analysis

3.1 Main Categories of Legal Designs: An Overview

3.2 Basic Features of Different Legal Designs

3.3 International Comparison

4 Financing New Business Ventures

4.1 Financial Sources and Financing Instruments

4.2 Public Business Development Programs

4.3 Venture Capital

5 The Business Plan

5.1 The Purpose of a Business Plan

5.2 Business Plans – Expectations

5.3 Contents and Structure of a Business Plan

5.4 Guidelines for Preparing a Business Plan

Literature:

• Baringer, B., & Ireland, D. (2012). Entrepreneurship: Successfully launching new ventures (4th ed.). Harlow: Pearson.• Bessant, J., & Tidd, J. (2011). Innovation and entrepreneurship (2nd ed.). Chichester: John Wiley & Sons.• Evans, V. (2011). Writing a business plan: How to win backing to start up or grow your business. Harlow: Pearson.• Fleming, L. (2007). Breakthroughs and the “long tail” of innovation. MIT Sloan Management Review, 49(1), 69–74.• Gladwell, M. (2010, January 18). The sure thing: How entrepreneurs really succeed. The New Yorker, 24–30.• Hauschildt, J., & Salomo, S. (2011). Innovationsmanagement (5th ed.). Vahlen: Munich.• Scarborough, N. M. (2012). Essentials of entrepreneurship and small business management (pp. 17–47). Harlow: Pearson

Examinations:

• Exam, 90 min



Stand: 27.09.2016

Module

Capstone Project (DLMBCPAE)

20 ECTS

Stand: 27.09.2016

Module Title: Capstone Project

Module No.:

DLMBCPAE

Semester:

3 Semester

Duration:

1 Semester

Module Type(s):

Pflicht


WS, SS



See current study and exam regulation (SPO)


Array


Capstone Thesis (DLMBCPAE01)Capstone Thesis Defense (DLMBCPAE02)

Duration:

Capstone Thesis: 540 h Capstone Thesis Defense: 60 h



Module Director:

Prof. Dr. Holger Sommerfeldt


• Clinical Research Management (CRM-90, M.B.A.)

References to Other Modules inthe Program:

• All modules in the MBA program


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


• Capstone thesis• Capstone thesis defense

Teaching Methods:


Percentage of the Module Grade Relative to theFinal Grade for the Program:

20 ECTS von 90 ECTS = 22.22%

Prerequisites to Qualifyfor Assessment:

Final Examinations:

None DLMBCPAE01: Capstone thesis (90%),approx. 50 pages DLMBCPAE02: Capstone thesisdefense (10%), 45 minutes

Stand: 27.09.2016

Course No.:

DLMBCPAE01

Course Title:

Capstone Thesis

Hours Total:

540 h

Credit Points:

18 ECTS



Course Duration:







Course description:

The students independently prepare the written capstone thesis.

The aim of the capstone thesis is to effectively apply the knowledge acquired throughout the MBA course to an academic paperthat has a thematic reference to the MBA course. The thesis can consist of a business plan or a consulting report. The thesis isan independent piece of work, that, with the guidance of a supervisor, seeks to scientifically analyze and critically discuss achosen issue, and suggest possible solutions. The topic should be chosen from the student’s area of specialization and the thesisshould demonstrate their acquired competence in this area, whilst also enriching and rounding out the student’s academicknowledge. Completion of this course is designed to prepare the student for the needs of their future career path.


In producing an academic paper, the students should demonstrate competencies acquired during their MBA studies as well asprovide evidence of their acquired knowledge of a specific problem.

The capstone thesis should follow the following criteria:

The capstone thesis has to reflect the current academic knowledge regarding the chosen topic.The capstone thesis has to make use of respective theoretical knowledge specific to the chosen practical case, and shouldculminate in a number of recommendations regarding practical courses of action.

Teaching Methods:

Individual support from the tutors and supervisors during the preparation of the capstone project is provided.

Course Content:

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

The capstone thesis can take the format of a business plan or consulting report.

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

1. Summary2. Description of the planned product/the service offer3. Founding team4. Market analysis5. Marketing and sales planning6. Company and organization7. Financial planning8. Literature

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

1. Summary2. Problem description and circumstances3. Advisory tasks:

1. Goal setting and challenge3.2. Method3.3. Analysis3.4. Recommendation

4. Literature

Stand: 27.09.2016

Literature:

• Bailey, S. (2011). Academic writing for international students of business (3rd ed.). Abingdon: Routledge.• Bender, S. L. (2003). Producing the capstone project. Dubuque, IA: Kendall Hunt Publishing.• Swales, J. M., & Feak, C. R. (2012). Academic writing for graduate students: Essential tasks and skills (3rd ed.). Ann Arbor, MI:Michigan Series in English for Academic & Professional Purposes.

Examinations:

Written capstone thesis (approx. 50 A4 pages)


Research / academic writing: 540

Stand: 27.09.2016

Course No.:

DLMBCPAE02

Course Title:

Capstone Thesis Defense

Hours Total:

60 h

Credit Points:

2 ECTS



Course Duration:







Course description:

The thesis defense is undertaken after handing in the capstone thesis. It will take place at the invitation of the supervisor. Asecond examiner will also be present alongside the supervisor. The students have to prove that they have independentlyproduced the content in the capstone thesis by providing a detailed presentation of their project.

The thesis defense should consist of the most relevant information from the report (including methodology, research, projectoutcomes, and recommendations), followed by a question-and-answer round led by the supervisor.


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

Teaching Methods:

The students will be provided with the appropriate technical materials for their presentation.

Course Content:

The capstone thesis defense consists of the most important results of the capstone project followed by the student answeringquestions from the examiners/experts.

Literature:

• Subject specific chosen by the student

Examinations:

• Presentation (15 minutes)• Oral examination (30 minutes)

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


Preparation: 59.25Oral Exam: 0.75

Stand: 27.09.2016

Stand: 27.09.2016

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