Gudela Grote: Catalogue data in Spring Semester 2016
|Name||Prof. Dr. Gudela Grote|
|Field||Arbeits- und Organisationspsychologie|
ETH Zürich, WEV K 507
|Telephone||+41 44 632 70 86|
|Fax||+41 44 632 11 86|
|Department||Management, Technology, and Economics|
Entry level course in management for BSc, MSc and PHD students at all levels not belonging to D-MTEC.
This course can be complemented with Discovering Management (Excercises) 351-0778-01L.
|3 credits||3G||F. Hacklin, M. Ambühl, S. Brusoni, E. Fleisch, P. Frauenfelder, G. Grote, V. Hoffmann, P. Schönsleben, D. Sornette, J.‑E. Sturm, G. von Krogh, F. von Wangenheim|
|Abstract||Discovering Management offers an introduction to the field of business management and entrepreneurship for engineers and natural scientists. The module provides an overview of the principles of management, teaches knowledge about management that is highly complementary to the students' technical knowledge, and provides a basis for advancing the knowledge of the various subjects offered at D-MTEC.|
|Objective||Discovering Management offers an integrated learning system, which combines in an innovate format a set of lectures, an advanced business game simulation and a set of group exercises involving industry speakers (ranging from leading venture capitalists to executives at established corporations). Unlike more traditional courses, the learning model for Discovering Management involves 'learning by doing'. While the 13 different lectures, in-class discussions and assigned readings provide the theoretical and conceptual foundations, the experiential learning outcomes result from the interrelated group activities: 1) the interactive case studies and exercises, 2) the business game simulation.|
By discovering the key aspects of entrepreneurial management, the purpose of the course is to advance students' understanding of factors driving company success, where success is understood as a broad construct including financial return, employee, customer and supplier satisfaction as well as social and ecological responsibility.
Discovering Management is designed to suit the needs and expectations of Bachelor students at all levels as well as Master and PhD students not belonging to D-MTEC. By providing an overview of Entrepreneurial Management, this course is an ideal enrichment of the standard curriculum at ETH Zurich. No prior knowledge of business or economics is required to successfully complete this course.
|Content||The lectures for Discovering Management are designed to broaden the participant's understanding of the principles of entrepreneurial management, emphasizing the interdependence of various specialties in the development and management of a firm. For this reason, the lectures are structured on the basis of a coherent business model and will be presented by the respective area specialists at D-MTEC.|
The lectures broaden the view and the understanding of technology by interlinking it with society. Corporate sustainability, for example, introduces economic, ecological and social issues that are relevant to all engineering disciplines. Practical examples stimulate the students to assess these issues and be aware of their responsibilities as engineers. Technology and innovation management, to mention a second example, focuses on the interplay of technical and organizational change, and how these often neglected interactions explain why many new technologies are never used. It fosters the students' ability to see the business and social consequences of their 'technical' decisions.
Critical skills will be trained by the case study exercise, a participant-centered learning activity, which provides students with the opportunity to place themselves in the role of the decision maker, as they learn more about the specific case and identify the challenge they are faced with. Students will be presented real case scenarios by industry guests from established corporations and will have to critically analyze specific issues. The case study exercise will provide an insight into the context of a managerial problem-solving and enhance the participant's appreciation for the complex tasks companies deal with.
Discovering Management attempts to overcome the limitations of traditional teaching curricula of management in technical universities, which often merely focus on transferring specific skills to students, e.g. planning or forecasting. In response to the new challenges for entrepreneurial decision-making, students will be offered the opportunity to actively engage in an advanced business game simulation; a business game that establishes a link between business management theory and business management in practice. The simulation presents a realistic model of a company and provides participants with the opportunity to quickly gain the lasting effects of practical experience in a risk-free environment. All this provides a valuable learning platform to integrate the increasingly important development of the skills and competences required to identify entrepreneurial opportunities, analyze the future business environment and successfully respond to it by taking systematic decisions, e.g. critical assessment of technological possibilities.
|Prerequisites / Notice||Discovering Management is designed to suit the needs and expectations of Bachelor students at all levels as well as Master and PhD students not belonging to D-MTEC. By providing an overview of Business Management, this course is an ideal enrichment of the standard curriculum at ETH Zurich.|
No prior knowledge of business or economics is required to successfully complete this course.
|363-0302-00L||Human Resource Management: Leading Teams |
Only for MTEC MAS students: Successful completion of this lecture is mandatory if you wish to enroll in the MAS MTEC course 365-1068-00 Case Studies in HRM Leading Teams in the following spring semester.
|3 credits||2G||G. Grote|
|Abstract||The basic processes of human resource management are discussed (selection, reward systems, performance evaluation, career development) and embedded in the broader context of leadership in teams. Leadership concepts and group processes are presented. Practical instruments supporting leadership functions are introduced and applied in business settings.|
|Objective||The basic processes of human resource management are discussed (selection, reward systems, performance evaluation, career development) and embedded in the broader context of leadership in teams. Leadership concepts and group processes are presented. Practical instruments supporting leadership functions are introduced and applied in business settings.|
|363-0302-02L||Human Resource Management: Leading Teams (Additional Cases) |
Only for Mechanical Engineering BSc Focus MTEC
|1 credit||2A||G. Grote|
|Abstract||In this additional course students work on case studies they developed during the regular course as part of their semester projects.|
|Objective||Work together with companies to analyze problems and provide sulutions related to issues such as pay-for-performance systems, personnel assessment, and flexible working schemes|
|Prerequisites / Notice||The lecture 363-0302-00L Human Resource Management: Leading Teams needs to be taken in order to participate in this module|
|364-1020-01L||Methods in Management Research: Module 1: Methodological Fit in Management Research||1 credit||1S||J. Schmutz, G. Grote|
|Abstract||This module covers basic issues of study design, such as definition of concepts/variables, choice of data collection and data analysis methods, validity and its limitations, and embedding research in existing paradigms/scientific communities.|
|Objective||The module aims to support students in|
- understanding the key elements of study design and the choices related to each
- knowing and being able to apply criteria for the validity of empirical research
- discussing methodological issues in relation to their own research
|Content||Basic approaches to empirical inquiry (deduction, induction, abduction) and their relation to methodological perspectives (qualitative, quantitative, mixed) are discussed. Different types of validity of empirical research are introduced and applied to different methods for data collection and analysis. Consideration of levels of analysis and treatment of time are discussed as two additional key requirements in study design. The concepts introduced in the course are applied to pertinent examples of published research.|
|Literature||Session 1: Choices in study design and validity criteria|
Scandura, T.A. & Williams, E.A. (2000). Research methodology in management: Current practices, trends, and implications for future research. Academy of Management Journal, 43, 1248-1264.
Edmondson, A.C. & McManus, S.E. (2007). Methodological fit in management field reseach. Academy of Management Review, 32, 1155-1179.
Creswell, J.W. (2009). Research design. Qualitative, quantitative and mixed methods approaches. Chap. 10: Mixed methods procedures.
Locke, K., Golden-Biddle, K. & Feldman, M.S. (2008). Making doubt generative: Rethinking the role of doubt in the research process. Organization Science, 19, 907-918.
Barley, S.R. (2006). When I write my masterpiece: Thoughts on what makes a paper interesting. Academy of Management Journal, 49, 16-20.
Zohar, D. & Luria, G. (2010). Group leaders as gatekeepers: testing safety climate variations across levels of analysis. Applied Psychology: An International Review, 59, 647-673. (Example of quantitative research)
Bechky, B.A. & Okhyusen, G.A. (2011). Expecting the unexpected? How SWAT officers and film crews handle surprises. Academy of Management Journal, 54, 239-261. (Example of qualitative research)
Eisenhardt, K.M. & Tabrizi, B.N. (1995). Accelerating adaptive processes: Product innovation in the global computer industry. Administrative Science Quarterly, 40, 84-110. (Example of mixed methods research)
Session 2: Considering levels of analysis and time in study design; Discussion of participants' "model papers"
Klein, K.J. & Kozlowski, S.W.J. (2000). Form Micro to Meso: Critical steps in conceptualizing and conducting multilevel research. Organizational Research Methods, 3, 211-236.
Mitchell, T.R. & James, L.R. (2001). Building better theory: Time and the specification of when things happen. Academy of Management Review, 26, 530-547.
Langley, A. (1999). Strategies for theorizing from process data. Academy of Management Review, 24, 691-710.
|Prerequisites / Notice||There will be three assignments: (1) Prepare a written short summary and moderate discussion on one paper from course readings (in pairs); (2) Prepare short presentation of "model paper" for your own research for general discussion (individually); (3) Read all course papers as basis for discussion in class.|