Wenn Sie an den Programminhalten interessiert sind, sich aber nicht für das komplette Programm entscheiden können, sind Sie hier ebenfalls richtig: Sie können einzelne Module oder sogar Kurse des MANNHEIM & TONGJI Executive MBA belegen und erhalten dafür ein Zertifikat.
Wählen Sie aus den folgenden Modulen (Kursort Mannheim): Finance, Innovation, und Strategy. Weitere Informationen erhalten Sie von unserer Admissions-Managerin.
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:
his course addresses an issue that is critical to all organizations—innovation. This includes generating and implementing ideas for new products, services, operational processes, business processes and new business models. Innovation management is complex because it crosses functional boundaries and challenges managers to find ways of aligning the opposing aims of different departments. Innovation also requires managers to take ideas from a range of disciplines (e.g. creativity, industrial design, technology management, strategic management, human resource management, etc.) and apply them in a co-ordinated way to increase an organization’s capacity to innovate. The challenge is equally important in service, manufacturing and other sectors and applies to the whole of an organization or network, and not just the R&D function.
The area of innovation management is developing fast and so this course aims to give students an introduction to the latest developments in a practical and exciting way. Teaching will be based on case studies, lectures, exercises, discussion and simulation work. The 5-day course will start with two days on the role of industrial design in creating new products and services. It will then consider the way in which innovation can be managed strategically. The final two days will be spent on a complex management simulation of managing new product development and service innovation.
On successfully completing this course you will:
Up until now relatively few organizations have introduced the role of ‘innovation manager’, but this is now changing, and the skills developed by this elective are increasingly recognized by employers as essential ones.
Intellectual property rights have become important assets in the global marketplace, thus companies are increasingly seeking protection across national borders and jurisdictions. The recent patent war between Apple and Samsung is just one example of how much there is to gain from seeking protection for intellectual property and that this can have a major impact on the development of certain markets or the distribution of market shares. The course provides an overview of the principles of intellectual property law, including the economic and legal dimensions. It should enable the participants to understand the legal concepts of the protection of patents, trademarks, utility models and copyrights.
Taking policy decisions for a modern business requires both understanding how trade may gain from protection of intellectual property rights (IPRs) and awareness where competitive behavior in the market bears the risk of responsibility for infringement of third party’s intellectual property rights. Participants should be enabled to judge whether intellectual property law is an issue and whether or not a lawyer should be consulted.
Accordingly the course intends to provide a general overview on:
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) 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 Fuchs Petrolub SE – a highly successful family-owned firm from the chemical industry – 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 and the Freudenberg Group regarding sustainable management strategies as well as from a Mannheim-based start-up company. 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, and Corporate Governance research.
Today’s economic landscape is shaped by new, fast-growing and innovative ventures, which seem to both ignore and successfully span traditional industry boundaries. To deepen participants’ understanding of the dynamics behind entrepreneurship, this course provides insights on the principles and practical aspects of entrepreneurial activity. Underlying reasons for the success or failure of entrepreneurial activity will be a focus during our exploration of topics such as: starting new ventures, writing business plans, acquiring other businesses, fund strategies, making ventures successful, and exit strategies. Differences in entrepreneurial activities in Germany and China will also be touched upon during the course.
The course “Entrepreneurship” is designed to enable the participants to:
In the light of global competition, it has become crucially important for companies to create value by developing and implementing sustainable organizational strategies. Firms have to take a structured approach to the strategy process in order to select the best strategic options and to account for a wide range of possible external factors. This course will focus on the strategic management process, internal and external analysis, SWOT analysis, strategy formulation and strategy evaluation to help managers improve the strategic processes at their companies.
The course “Strategic Management” will aid participants in:
Being an effective public speaker / presenter is a key skill in any business context. Whether it is in front of a conference audience of 600 people or an ‘elevator pitch’ to your CEO (pitching an idea in 2 minutes to senior management who you stumble across in the elevator), being an effective oral communicator is both a science and an art form.
The workshop will essentially be a ‘learning by doing’ experience. There will be a mix of theoretical input from the trainers, preparation of role plays by the participants followed by simulations of public speaking / presentation scenarios that will be debriefed by the trainers and your fellow participants.
The emphasis will be on oral communication. We will touch on the ‘do’s and don’ts’ of using visual aids such as PowerPoint and the role that they serve in a presentation, but this will not be the main focus of the training.
The course will examine: