In sechs thematisch abgegrenzten Modulen deckt das Curriculum des MANNHEIM & TONGJI Executive MBA alle wichtigen Managementbereiche ab - und das immer praxisnah, führungsorientiert und aus einer internationalen, deutsch-chinesischen Perspektive. Dabei nimmt Teamarbeit eine wichtige Rolle ein: Viele Inhalte erarbeiten sich die Teilnehmerinnen und Teilnehmer in bewusst sehr heterogen zusammengestellten Kleingruppen.
Wichtiger Bestandteil sind außerdem Soft-Skill-Kurse, die Teil jedes Moduls sind und unterschiedliche Führungsbereiche beleuchten. Regelmäßige Vorträge von hochrangigen Experten geben Einblicke in aktuelle Herausforderungen der Unternehmenspraxis.
This course introduces the key concepts, tools, principles and best practices in operations and supply chain management. It focuses on understanding levers for structuring, managing, and improving a firm’s recurring business processes to achieve competitive advantage in customer responsiveness, price, quality, and variety of products and services. These levers are as applicable to banks, hospitals, and brokerage firms, for example, as to traditional manufacturing. Processes within firms, as well as between firms, i.e. supply chains, are explored. The fundamental principles underlying state-of-the-art practices are examined so that participants learn and appreciate how operational innovations and improvements can help firms deal with uncertainties in demand and supply.
The course is designed to help students:
Especially in times of failure, questions arise concerning how companies are “governing” their decisions and processes. Recent corporate collapses in the financial sector, but also the insolvency of whole nations such as Iceland, or the need for large-scale rescue funds like in Greece, show that the ways of managing companies and countries in some cases converge, and that the term “governance” is actually also appropriate in a commercial context. This course lays a foundation of legal frameworks and corporate governance mechanisms and applies and discusses them in examples and cases. Beside shareholder structures and other stakeholders of a corporation, organizational design is also a critical instrument for insuring checks and balances inside the company, which will also be covered under this aspect.
The course is tailored towards managers and professional advisors who are designing, structuring or re-structuring organizations and who set the regulatory rules or supervise companies on a board level. “Corporate Governance and Organizational Design” will improve the following abilities:
The past few decades have witnessed Information Systems (IS) grow in importance in the business world, coupled with ever faster innovation cycles. Ranging from the enrichment of routine working tasks (e.g. enterprise resource planning systems) to the enabled integration of entire business eco-systems (e.g. e-supply chains), IS have become a vital backbone of businesses.
Consequently, the ability to implement and use IS in a way which supports the overall value proposition of a corporation has become a central success determinant for many firms. Accordingly, the “Information Systems” course is designed to introduce the nature, role, and potentials of IS in corporations and to enable the establishment of a meaningful interface between information technology and business. Furthermore, specific emphasis will be laid on challenges existing with global and cross-cultural information systems.
The primary objective of the course is to enable participants to play a vital role at the intersection of technical and business issues, being able to bridge the gap between a company’s end users and IT experts. In doing so, they shall understand that IS transcend mere technological artifacts, constituting complex socio-technical phenomena. Specifically, this course aims at giving insight into the following key objectives:
This course is designed to help students understand HR management in its basics, theories, concepts, challenges and trends, to act like an HR manager and to understand the key performance indicators, criteria and ways to develop HR management into a successful tool.
Definitions and characteristics of HR management, employer and employees, objectives, challenges, concepts of HR management, meanings of management levels, law and contracts, consequences of demographic change, and shortage methods are all touched upon at the very beginning of this course.
HR planning is also considered in depth, in particular the concepts and theory behind: goals, qualitative and quantitative planning, contextual factors, levels of requirement specification, analysis instruments, requirement profiles, classification and recruiting.
The subject of personnel changes explores the topics of recruitment, HR development and lay-offs. Here the participants learn concepts concerning, for example, qualitative and quantitative terms, internal and external job descriptions, recruitment and personnel marketing, ethics in this environment, channels of recruitment, target groups, references and CVs. Information about perception and communication psychology, such as active listening skills and perception mistakes gives the students background information to understand processes and procedures in order to optimize HR management. Information about personal applicant selection supports the understanding and ability to realize an interview, a test or an assessment in an optimal way. As further aspect, total workforce management is addressed.
Staff deployment and salaries are discussed, as well as personnel administration and HR controlling, two areas which are an important part of HR management. Our discussion touches upon challenges and trends, delving deeper into the topic HR management, its situation, global concepts, possible and necessary developments and changes in the future.
“Human Resources Management” helps participants:
This course aims to offer insights on how people in organizations think and act. We engage with the human aspect of organizations and discuss themes and challenges that every leader is faced with. Essential themes such as organizational communication, decision making and culture are addressed.
The purpose of this course is to investigate what makes a leader, what makes a successful leader and why leaders sometimes fail. We then proceed to look at typologies of leaders and the different forms of leadership behavior along the spectrum from democratic to autocratic, and how leaders operate in SMEs and corporations – which can be quite different. Examples will be looked at in a cultural context, using case studies and exercises to illustrate the presentation. We will look at management issues in relation to leadership to encourage consideration of this crucial connection. We include communication, the media and leadership and the crucial role of the leader in a crisis using simulations to help illustrate the themes.
“Leadership and General Management” has three main objectives:
The aim of this course is to give participants a deep understanding of the “German Mittelstand” - the group of small and medium sized enterprises (SME) and family firms in Germany. More specifically, the economic role as well as typical growth strategies and managerial success factors of German SMEs will be discussed based on a case-based analysis of several firms from different sectors that have exhibited above average and stable growth rates over the past years – so called “Hidden Champions”. A company visit to Pepperl+Fuchs will give participants the chance to come into touch with a German Hidden Campion at close range. Furthermore, we provide first hand insights from Prym, Kärcher and the Freudenberg Group regarding sustainable management strategies as well as from a Mannheim-based start-up company. In addition, students will experience a day of lectures on entrepreneurship, including presentations by two successful entrepreneurs from the Mannheim region. Abstracting from these examples the remaining time will be devoted to bringing the insights gained through case studies and the company visit into line with contemporary theories and concepts from Strategic Management, Organizational Behavior, Entrepreneurial Strategy and Corporate Governance research.
Participants will profit from this course in their professional life in at least three ways:
This course aims to provide an in-depth understanding of the key concepts, tools and applications of contemporary marketing. It combines both theoretical and practical elements and is intended to help participants comprehend the nature of marketing functions and key areas of strategic marketing. In particular, the practical relevance of selected areas and marketing in the Chinese context will be elaborated upon in detail. Case studies and guest lectures given by business leaders will further enrich the course with practical insights. The ultimate goal of the course is to help participants grasp the unique challenges and opportunities an international company has to face in order to achieve its long-term corporate objectives using strategic marketing management. A final individual project will round off the link between theory and practice.
“Marketing Management” is designed to help participants:
This course aims to provide an in-depth understanding of the key concepts, tools and applications of Business-to-Business-Marketing. It combines both theoretical and practical elements and is intended to help participants to comprehend the nature of marketing functions in a B2B-environment. Case studies and guest lectures given by business leaders will enrich the course with further practical insights.
This course aims at giving insight into the following key issues:
Consumer behavior is complicated, but thanks to the development of social psychology and behavior science, we could now gain good insight into the principles of consumer behavior. If you understand these principles, you will know which option is more effective.
This course involves multiple disciplines including psychology, sociology, behavioral science, and, of course, marketing. It will consist of two major parts. The first part will focus on the factors which influence consumer behavior at the micro-level. These factors are the things we could control or even manipulate. They include motivation, perception, attitude and learning.
The second part will focus on the latest findings from Behavioral Economics, discussing how cutting-edge research in Behavioral Economics could be applied in the marketing context. The study will help marketing managers better understand consumer decision-making process and design effective marketing and business strategies. Knowledge of these issues can be a significant source of competitive advantage, because they are unknown to most managers and are not taught in most MBA programs.
The course will achieve the following learning objectives:
The program provides managers with a business-oriented introduction to key financial accounting concepts. The course covers such fundamentals as balance sheets and income statements, as well as looking at the operational and leadership perspectives of accounting. One session deals with financial instruments and provides an understanding of the causes that led to the financial crisis. Finally, the course allows participants to learn how to evaluate financial statements, with a particular focus on International Financial Reporting Standards (IFRS), which will be discussed with special attention to doing business in China.
This course aims at giving insight into the following key objectives:
The capital structure and refinancing costs of a company are important indicators of its financial health and ability to attract capital from investors and markets. In order to remain competitive and to avoid becoming a target for potential take-overs, organizations have to manage their finances effectively and earn premiums on the capital employed. This course enables the participants to attain an understanding of the key issues in corporate finance, including company valuation, costs of capital, and risk premiums.
This course is designed to help participants:
The course focuses on five aspects of mergers, acquisitions, and divestitures: (1) When are acquisitions and divestitures the most applicable tool to advance and implement a firm’s strategy? (2) How should acquisition targets be assessed, both strategically and financially, in the due diligence process? (3) How should acquisition and divestiture programmes be developed and managed? (4) How to become a successful systematic acquirer and how to develop a firm’s capabilities to manage divestiture processes successfully? and (5) How to lead the acquisition integration and divestiture separation processes? A number of cases of both successful and less successful companies accompanied with a set of analytical frameworks are used to develop participants' skills to successfully develop and execute acquisition and divestiture strategies.
This course is designed to help participants:
Sino-European deals are crucial due to the relevance of China as an Economic Power. Although deal making in western countries follows the “win-win” Harvard approach, when negotiating in Asia this model needs to be revisited and adjusted to their values and cultures.
This program provides insights into the key ethical issues managers face in today’s private sector and public organizations. The course examines the meaning of ethics and its implication for managers, supported by analysis of the relevance of values and embedding critical values into the organization.
Common ethical dilemmas faced by managers will be discussed, with a focus on the ethical competencies that managers need in order to effectively work through such dilemmas. The course concludes with an exploration of current and future trends in the area of corporate social responsibility and the ethical challenges managers are likely to face in the future.
“Business Ethics” is designed to help participants:
Many companies perceive innovation as the most effective way to achieve significant growth. However, CEOs also view innovation management as a multi-facetted task, which companies struggle with. This course introduces delegates to the key elements of innovation management: including novel ways to generate ideas; key elements of product and service design; business model innovation; processes to develop breakthrough innovations; and ways to create a culture of innovation. As innovation is a cross-functional process, the course will reinforce certain aspects also covered in the strategy, marketing, and operations management modules.
After this course, participants will:
Strategy (business, technology and IP) is about winning in IP-based business. It comprises the know-how and know-why about the role of IP for sustained, competitive advantages. This requires an understanding for the legal basis of IP as well as interaction with strategic concepts.
This program provides a framework and sufficient time for self-reflection, and helps you progressively develop these skills through team building exercises, group coaching and an experiential outdoor leadership training with coaches who all have extensive military experience.
Nach Absolvieren aller sechs Programm-Module „krönt“ die Masterarbeit den MANNHEIM & TONGJI Executive MBA. Sie ist ein wichtiger Pfeiler des Programmkonzepts und bietet den Teilnehmerinnen und Teilnehmern die Möglichkeit, neu erworbene Kenntnisse und Methoden mit ihren Erfahrungen und ihrem Wissen zu kombinieren. Das Thema kann frei gewählt werden und entweder eine strategische Fragestellung im eigenen Unternehmen behandeln oder eher wissenschaftlich orientiert sein. Auf jeden Fall steht interdisziplinäres Arbeiten im Blickpunkt, denn schließlich müssen Inhalte und Konzepte unterschiedlicher Management-Disziplinen – zum Beispiel Marketing, Finanzen oder Strategie – miteinander kombiniert werden, um fundierte, neuartige Lösungen zu schaffen.