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Master's degree in General Management

 

The master's program General Management offers students further education and development potential in general management.

 

  • Master's degree in General Management

Syllabi

267014 KS Master Course Advances in Strategic Change and Learning

Course content

In a dynamic and turbulent environment, innovation and change is necessary for gaining and sustaining competitive advantage. However, introducing novelties in organizations is difficult. In this course, we investigate how firms exploit existing capabilities for remaining successful in current markets based on established technologies or business models, while facilitating exploration to develop new capabilities to grasp future opportunities.

The Master Course Advances in Strategic Change and Learning aims at discussing current topics in the field of leadership, organizational learning and change management. During the course, we answer the questions “Why innovation & change are difficult?” , “Why capabilities lead to path dependency?”, “How firms can overcome path dependency by creating an opportunity space for novelties?”, “How firms can manage their innovation streams?” and “How firms manage change?”. In answering these questions, we combine conceptual inputs with case-study-based learning methods.

The course builds upon the basic knowledge in the field of leadership and management (i.e. strategy, organization, HRM, change management). After completing the course, students are able to contribute to the theoretical discussion in their field and to derive practical insights for their business career as leaders, consultants, and trainers. In particular, they gain knowledge to analyze, to design, and to govern change and learning processes in organizations to achieve strategic objectives.

 

Grading

In order to pass the course at least 51% of the total points need to be achieved. Attendance is not mandatory but highly recommended.

 

Required Reading

267015 SE Master Seminar Leaders, Groups and their Organizational Environment

Course content

The aim of the course “Leaders, Groups and their Organizational Environment” is the reflection of experiences and theories in the field of leadership. In specific the course addresses the following topics:

  • The role of leadership within organizations
  • Becoming a leader – Developing leader identity
  • Leading groups
  • Reflecting on leadership challenges
  • The approaches to explain effects and impact of leadership

 

Teaching methods

The interactive course introduces basics through core lectures and group presentations. Several case studies and management simulations including group discussions facilitate experience-based learning and allow for combining insights from personal experiences with theoretical background of leadership.

All modules include action learning and experience orientated approaches. Therefore compulsory attendance is required all the time!!

 

Grading

Students’ engagement during action learning phases, individual reflections, team assignments with oral presentations and a written homework are graded.

 

Required reading

267103 SE Master Seminar Team Development & Group Dynamics

Course objectives

Upon successful completion of this course, students will possess advanced knowledge of the interaction of forces in teams. They will be able to contribute to teams, coordinate teams efficiently and in a targeted manner. They will be familiar with group dynamics processes and roles in teams, and they will have gained experience with the need for teamwork in connection with leadership. Students will also be able to understand topics from the fields of integrated communication, gender and diversity arising in connection with leadership and teamwork-management.

 

Course description / Course structure

Theory-based competencies in self-management; experiencing and understanding interpersonal processes and group dynamics; combining insights from personal experiences with theoretical background of groups and leadership; dimensions of collaboration of groups and organizations across cultures and genders; instruments and skills to handle social processes in projects and innovations

 

Teaching methods

The interactive course introduces basics through core lectures. Additionally, group presentations, several case studies and management simulations including group discussions facilitate experience-based learning.

 

Grading

Team assignments with oral presentations and a written homework are graded. Attendance of all sessions is required.

 

Required reading

267101 SE Master Seminar Innovation: Human Resource Perspectives (only offered in the winter semester)

In order to understand innovation we have to be clear about the resources that enable innovative processes, hence we begin the module by developing an understanding of what knowledge is. Knowledge management is a newly emerging business model, which addresses the need to appreciate human and intellectual capital as core resources within a knowledge economy. This module will enable students to develop a comprehensive understanding of the nature of business or organizational knowledge as well as the human resource management (HRM) processes within the organisation that facilitate the management of knowledge. Students will also have an opportunity to put knowledge management theory into practice by analysing case studies and by designing knowledge-­‐ based HRM solutions. Finally, current organisational practice will be shared by reviewing success stories in this emerging field.

267102 SE Master Seminar Negotiation Skills (only offered in the summer semester)

Course content

Right from the early days of mankind people had to negotiate with each other – in verbal or non-verbal ways, using brute force or gentle bargaining tactics. Whereas in ancient Greece Socrates was regarded as a brilliant rhetoric and the inventor of the dialectic method of inquiry (also referred to as the Socratic Method), modern managers rely on the toolkit and system of the Harvard Negotiation Project (“Getting to a Yes!”) or make use of communication techniques like Neuro-linguistic programming (NLP – a mixture of communication and psychotherapy developed in the 1970s) to succeed in negotiations. Whatever instrument, toolkit, strategy or tactics individual negotiators rely to is highly shaped by their individual preferences and the negotiation situation.

There are no universal rules on how to negotiate! So in class you will get to know and explore the different approaches and perspectives with the aim to equip you with the relevant skills to understand any negotiation as a challenging but enjoyable experience.

This semester we will focus on negotiations in the field of human resource management. Michael Baumann is an experienced Human Resources Consultant with a focus on management positions. Negotiations are an essential part of his daily business, he will co-teach this course.

 

Course objectives

This Master Seminar is designed to develop in participants a greater understanding of negotiation theory and practice. Students are going to improve their negotiation skills (like essential questioning and listening skills) as well as their framework of preparation for negotiations.

To achieve this, we are going to cover a broad range of

  • negotiation issues (purchasing a car, discussing the next holiday with your partner, international incidents,…),
  • strategies (distributive and competitive bargaining),
  • types of negotiators (psychological factors, emotions, verbal and nonverbal factors – like body language,…),
  • construction of realities, and
  • situations (1-1 negotiations, team negotiation, multi-party-negotiation,…).
  • HR related negotiations (salary negotiations, recruiting interviews,…)

 

Teaching methods
Negotiation is best learned experientially and by reflecting on what you are doing. Therefore the Master course will have a strong practical approach. The participants will use English at all times and reflect on their attitudes and expectations regarding the bargaining process.

 

Grading
To be announced.
 

Required Reading

267000 SE Master Thesis Seminar

Course objective and content

The aim of the seminar is to support critical reflection upon the current state of the master thesis, to stimulate discussion, to clarify open questions, and to highlight new perspectives for working on the thesis. Students are expected to prepare a short presentation of the current state of the master thesis (approx. 15-20 min) (note: a presentation is expected no matter if students are still in a very early stage of their project or almost finished). Current challenges are discussed on the basis of the presentation. Additionally, basics of scientific writing and research methods will be addressed.

 

Method of Instruction

Discussing presentations and current challenges of master thesis students is at the core of the course. Thus, it is helpful not to prepare a “perfect” presentation, but to address doubts and open questions during the presentation. Additionally, the course introduces basics through core lectures. Discussions in small group as well as exercises for reflection facilitate experience-based learning.

 

Method of Assignment

Oral presentations are graded. The mark will be entered into KUSSS upon thesis completion.

 

267114 SE Master Seminar Digital Transformation: Continuous Change and Ambidexterity

Course objectives

The course “Digital Transformation: Continuous Change and Ambidexterity” provides a comprehensive introduction into the intricacies of organizational change. Upon successful completion of this course, students will possess advanced knowledge how organizations can overcome inertial forces and successfully navigate through turbulent and discontinuous times. While the course discusses general challenges and solutions of incumbent adaptation to shifting environmental conditions, it particularly focuses on the nascent digital transformation and how firms can successfully master it.

 

In specific, the course covers the following topics:

  • The nature of environmental shifts and their impact on firms’ resources and capabilities
  • The fundamental challenge of mastering evolutionary and revolutionary change
  • Balancing exploitation (utilizing existing knowledge) and exploration (building new knowledge)
  • Different sources of inertia (e.g., historical beliefs, proven resource allocation processes)
  • Ambidexterity as ability to counteract inertia and to simultaneously exploit and explore
  • Different approaches and pathways how of firms can become ambidextrous
  • The nature, dynamics and challenges of the digital transformation

 

Teaching methods

 The course involves a mix of core lectures, group discussions, and individual student presentations. In addition, management case studies are used to facilitate experience-based learning and allow students to apply and reflect upon theoretical concepts in real-life business contexts.

 

Grading

Students’ in class participation during lectures and group case discussions (30%), the individual presentation (20%) as well as the written seminar paper are graded (50%).

 

Required reading

Benner M. J. & Tushman M. L. (2003): Exploitation, exploration, and process management: The productivity dilemma revisited. Academy of Management Review 28(2): 238-256.

Brown S. L. & Eisenhardt K. M. (1997): The art of continuous change: Linking complexity theory and time-based evolution in relentlessly shifting organizations. Administrative Science Quarterly 42(1): 1-34.

Gilbert C. G. (2006): Change in the presence of residual fit: Can competing frames coexist? Organization Science 17(1): 150-167.

O’Reilly C. A. & Tushman M. L. (2013): Organizational ambidexterity: Past, present, and future. Academy of Management Perspectives 27(4): 324-338.

Taylor A. & Helfat C. E. (2009): Organizational linkages for surviving technological change: Complementary assets, middle management, and ambidexterity. Organization Science 20(4): 718-739.

Tripsas M. & Gavetti G. (2000): Capabilities, cognition, and inertia: Evidence from digital imaging. Strategic Management Journal 21(10/11): 1147-1161.

Tushman M. L. & O’Reilly C. A. (1996): Ambidextrous organizations: Managing evolutionary and revolutionary change. California Management Review 38(4): 1-23.

Additional readings will be provided in class.

267013 Interdisciplinary Business Project Leadership, Human Resource Management and Change

General information

This course is part of the JKU Master Program Management. It requires 4 weekly hours of presence in class and a workload equivalent to 8 ECTS.

 

Course objective

The goal of this “Interdisciplinary Business Project” is to give students the opportunity to apply the theoretical, conceptional and analytical skills - developed in the competence area seminars - to a company-based project (Students work in small groups, supervised by an academic supervisor). A particular focus is on digitalization. Furthermore, the interdisciplinary tasks promote networked thinking and dealing with complexity.

 

Course content

The students learn:

  • to collect relevant data from a variety of sources, to perform insightful analysis and to develop appropriate problem-solving approaches based on state-of-the-art knowledge
  • to think critically about informing literature (both research and practitioner-based) and organizational practices
  • to think and act interdisciplinary and to solve complex problems together
  • to explore and to discuss challenges of digitalization
  • to interact with corporate representatives on a professional level and to present and communicate their results to them
  • to cooperate with team members, to assume leadership and to manage differences and conflicts

 

Grading

  • Literature report (25%)
  • Final presentation (25%)
  • Final report (50%)

Current Courses

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