Search result: Catalogue data in Autumn Semester 2016
|MAS in Management, Technology, and Economics |
Introductory Event for MAS MTEC students of the degree course 2016-2018:
Friday, 26.08.2016, 18:00-20.00 h, Dozentenfoyer
|Electives, 1. and 3. Semester|
|363-0311-00L||Psychological Aspects of Risk Management and Technology |
Number of participants limited to 65.
|W||3 credits||2V||G. Grote, J. Schmutz, R. Schneider, M. Zumbühl|
|Abstract||Using uncertainty management by organizations and individuals as conceptual framework, risk management and risk implications of new technologies are treated. Three components of risk management (risk identification/evaluation, risk mitigation, risk communication) and underlying psychological and organizational processes are discussed, using company case studies to promote in-depth understanding.|
|Objective||- understand basic components of risk management in organizations|
- know and apply methods for risk identification/evaluation, risk mitigation, risk communication
- know psychological foundations of risk perception, decision-making under risk, and risk communication
- know organizational principles for managing uncertainty
- apply theoretical foundations to applied issues such as safety management, regulatory activities, and technology design and implementation in different domains (e.g. transport systems, IT, insurance)
|Content||The syllabus includes the following topics:|
Elements of risk management
- risk identification and evaluation
- risk mitigation
- risk communication
Psychological and organizational concepts relevant in risk management
- decision-making under uncertainty
- risk perception
- resilient organizational processes for managing uncertainty
Case studies on different elements of risk management (e.g., rule making, training, managing project risks, automation)
Group projects related to company case studies
|Lecture notes||There is no scirpt, but slides will be made available before the lectures.|
|Literature||There are texts for each of the course topics made available before the lectures.|
|Prerequisites / Notice||The course is restricted to 40 participants who will work closely with the lecturers on case studies prepared by the lecturers on topics relevant in their own companies (Swiss Re, Skyguide, Swisscom).|
|365-0351-00L||Presentation Skills |
Exclusively for MAS MTEC students (1st semester).
Limited number of participants: a minimum of 10 persons and a maximum of 12 persons per course.
Pre-registration required: Monday 12.09.2016 (10:00) to Thursday 22.09.2016 (10:00) via Moodle https://moodle-app2.let.ethz.ch/course/view.php?id=2360.
Once your pre-registration has been confirmed, a registration in myStudies is possible as of 26 September 2016.
|W||1 credit||1S||T. Skipwith|
|Abstract||This course will cover how to prepare and deliver your future presentations. You will be more confident presenting yourself. Thanks to the feedback from your colleagues, the trainer and the video you will be able to identify your strengths and weaknesses.|
|Objective||The participants know the most important elements of a professional presentation, their presentations are more professional and interesting than before, they can structure their presentation for easy delivery and understanding, they can tell what their strengths and areas for improvement are, they will know how to speak of the cuff, they deliver constructive feedback.|
|Content||This course will cover how to prepare and deliver your future presentations. The following contents will be covered: the most important elements of a powerful presentation, structure of prepared presentations, do´s and don'ts of a professional presentation, dealing with nervousness, how to work with Power Point, body language (gestures, facial expressions, voice, eye contact), handling of Q&A, speaking of the cuff.|
|Literature||Skipwith, Thomas; Reto B. Rüegger: To catch fish use the right bait, DESCUBRIS Press, Zurich, May 2014.|
|363-0393-00L||Corporate Strategy |
Due to didactic considerations, the number of participants for this course is limited to 50.
Please register through myStudies to enroll for the course. Slots are assigned on a first-come first-serve basis (in the order of the registration date on myStudies). We will confirm your registration by e-mail. If you have any inquiries about the course, please contact the course assistant.
|W||3 credits||2V||S. Ben-Menahem|
|Abstract||This course focuses on the challenges in managing multi-business corporations, and covers topics related to the vertical and horizontal scope of business activities. |
70% of the final grade consists of a final closed-book written exam and 30% of the final grade will consist of individual/group assignments.
|Objective||Course Topic and Learning Objectives: |
Large- and medium-sized corporations play a central role in the economic activity of most developed and developing countries. Many of these organizations perform multiple business activities in multiple markets. In the face of increasing international competition, globalization, technological development, deregulation, and the emergence of new markets and industries, operating such a portfolio of business activities poses important managerial challenges forcing corporations to continuously re-consider their vertical and horizontal scope and boundaries.
The course Corporate Strategy draws from a wide range of theories and methods to develop an understanding of the conceptual frameworks, debates, and developments concerning decisions associated with the management of multi-business corporations. We will cover the key questions driving a firm's corporate strategy, including:
- In what markets to compete with which businesses?
- Which activities should be performed by the firm and which should be outsourced (i.e. "make" or "buy" decisions)?
- What are the most appropriate approaches to growth and divestiture?
- How do institutional forces impact corporate strategy?
Specifically, we will examine how organizations manage their portfolio of business activities and markets to achieve competitive advantage through vertical integration, cooperative strategies such as strategic alliances and joint ventures, corporate diversification, mergers and acquisitions, divestitures, and globalization/international strategies, and strategic renewal.
The course is a combination of lectures about concepts/methods, guest lectures, case studies/assignments, and group debates/assignments.
|Content||The course homepage can be found at: http://www.smi.ethz.ch/education/courses/corporatestrategy|
|Prerequisites / Notice||Having participated in the course Strategic Management by Prof. Georg von Krogh/Dr. Zeynep Erden is an advantage but not a requirement.|
|363-0861-00L||Alliance Advantage - Exploring the Value Creation Potential of Collaborations||W||3 credits||2G||C. G. C. Marxt|
|Abstract||The development of new business models coping with the constantly augmenting complexity of technologies and systems as well as the ever increasing global competition force organizations to focus on close collaboration with key partners. These alliances are key value creation opportunities and constitute the core part of this lecture.|
|Objective||Learning outcomes professional competence|
- The students learn and understand the management basics of inter-firm cooperation and organizational networks (business models, incl. risk, communication, etc.)
- realize the value creation potentials of alliances (added value)
- understand underlying theoretical models (Transaction cost theory, principal agent, game theory)
- Identify and understand specific forms of collaboration (Strat. All., JV, Networks, M&A, etc.)
- Apply tools hands on in real companies (in coll. with companies)
Learning outcomes methodological competence
- Writing academic papers
- Developing structured documentation of interviews
- Transferring theory directly into application
- Contributing to the learning journey
Learning outcomes social competence
- Work together with industrial partners
- Improving communication skills as basics for collaboration
- Developing and applying team work skills
- Coping with conflicts resolution in teams
|Content||The constantly augmenting complexity of technologies and systems, the increased pressure caused by competition, the need for shortening time-to-market and the thereby implied growing risks force organizations to increasingly focus on core competencies. Collaboration with external partners is a key value creation opportunity for successful ventures. This type of cooperation also has implications on daily management activities. This lecture will provide a better understanding of special requirements needed for management of cooperation issues.Content:|
- Introduction to theory and management of inter-firm collaboration and networks.
- Description of the formation, management and evolution of collaborations and networks.
- Collaborations in marketing, development, manufacturing (e.g. NUMMI).
- Special forms of collaborations: mergers & acquisition (e.g. pre- and post-merger activities, joint venture, strategic alliances (e.g. Doz & Hamel, networks, virtual communities)
In an introductory lecture we will give an overview of the theoretical framework and explain the concept of the lecture (Sept. 18, 2014). In weeks 2-5 you will work on a first assignment on six different aspects of the underlying framework: strategy and activities, structure and process, culture and people orientation, interaction and roles, risk and trust, knowledge and learning. This first assignment will give you the basics to participate in the second part (Oct.30-31.2014, 2014) of this seminar. There you will present the results of the first assignment and get additional theoretical input to perform the 2nd assignment. The second assignment will be to analyze real alliance projects in the partner companies. The final lesson will be used as a best practice exchange together with our industrial partners (Dec.18, 2014).
|Lecture notes||- Lecture script|
- Current course material
- Harvard Case Studies
- Reader with current papers
|Literature||A list with recommended publications will be distributed in the lecture.|
HBR Collaborating Effectively ISBN 978-1-4221-6264 4
HBR on Mergers and Acquisitions: ISBN 1-57851-555-6
Doz, Y.; Hamel, G.: Alliance Advantage: ISBN 0-87584-616-5
|Prerequisites / Notice||The number of students participating in the lecture is limited to 30.|
|351-0555-00L||Open- and User Innovation||W||3 credits||2G||S. Häfliger, S. Spaeth|
|Abstract||The course introduces the students to the long-standing tradition of actively involving users of technology and other knowledge-intensive products in the development and production process, and through own cases they develop an entrepreneurial understanding of product development under distributed, user-centered, or open innovation strategies.|
|Objective||The course includes both lectures and exercises alternately. The goal is to understand the opportunity of user innovation for management and develop strategies to harness the value of user-developed ideas and contributions for firms and other organizations. |
The students actively participate in discussions during the lectures and contribute presentations of case studies during the exercises. The combination should allow to compare theory with practical cases from various industries.
The course presents and builds upon recent research and challenges the students to devise innovation strategies that take into account the availability of user expertise, free and public knowledge, and the interaction with communities that span beyond one organization.
Grading is based on the final exam, the class presentations (including the slides) as well as class participation.
|Content||This course on user innovation extends courses on knowledge management and innovation as well as marketing. The students are introduced to the long-standing tradition of actively involving users of technology and other knowledge-intensive products in the development and production process, and through own cases they develop an entrepreneurial understanding of product development under distributed, user-centered, or open innovation strategies. Theoretical underpinnings taught in the course include models of innovation, the structuration of technology, and an introduction to entrepreneurship.|
|Lecture notes||The slides of the lectures are made available and updated continuously through the SMI website:|
|Literature||Relevant literature for the exam includes the slides and the reading assignments. The corresponding papers are either available from the author online or distributed during class.|
Reading assignments: please consult the SMI website:
|363-0884-00L||Industrial Engineering and Management Methodology for Theses in Companies |
Does not take place this semester.
Prerequisites: study of documents provided on the Internet and of the book Züst, R.: Einstieg ins Systems Engineering. 3. Aufl., Verlag Industrielle Organisation, Zürich 2004.
|Abstract||This course is a preparation course for theses in industry: Criteria of scientific work, writing the final report, using research resources at ETH. Using case studies, content of other lectures is discussed with regard to the special challenges during theses: Systems Engineering, Social science methods for empirical data collection and analysis, project management, presentation technique.|
|Objective||The objective of this course is to provide students with a practical toolset of techniques, procedures and hints for a successful scientific thesis (Bachelor/Master/MAS Thesis) in industry. The course is held by assistants of professorships at D-MTEC.|
|Content||Methodology: Systems Engineering, problem solving process, situation analysis, SWOT, objectives, solution finding, evaluation.|
Social science methods for empirical data collection and analysis: how to develop a good research question: methodological awareness and practical considerations, criteria in social research: reliability and validity.
Research Designs and Strategies: qualitative and quantitative research.
Methods for data collection and analysis: observation, interview, questionnaire, document and literature analysis, and combinations.
Project Management: tasks plan, milestones, roles, communication
Scientific work: research, resources, citation, argumentation
Presentation: techniques, procedure, handouts, significance
Final report: organization, layout, figures, formal requirements, appendix
Handouts of the presentations / course materials have to be downloaded and printed out before
the course (see link above).
Haberfellner R., de Weck O., Fricke E., Vössner S.: Systems Engineering - Grundlagen und Anwendungen, 12. Auflage, Orell Füssli Verlag, Zürich 2012.
Züst, R.: Einstieg ins Systems Engineering. 3. Aufl., Verlag Industrielle Organisation, Zürich 2004.
Züst, R.; Troxler, P.: No More Muddling Through: Mastering Complex Projects in Engineering and Management. 1. Auflage, Springer, Netherlands 2006.
Bryman, A.: Social Research Methods. Oxford University Press, Oxford 2004.
Langdridge, D.: Introduction to Research Methods and Data Analysis in Psychology. Chapters 4 & 21. Pearson Education, Edinburgh 2004.
Poenicke, K.: Wie verfasst man wissenschaftliche Arbeiten? 2. Aufl., Dudenverlag, Mannheim 1988.
Steiger R.: Lehrbuch der Vortragstechnik. 8. Aufl., Huber, Frauenfeld 1999.
Theisen, M.R.: Wissenschaftliches Arbeiten. 12. Aufl., Vahlen, München 2004.
|Prerequisites / Notice||The course is intended for students who want to carry out a thesis in industry, in general these are:|
(1) MSc-students MTEC or MAVT with master thesis (MA) during the next term and supervised by MTEC, (corresponds to 3rd or 4th semester Master) and
(2) BSc-students MAVT with bachelor thesis (BA) in industry and supervised by MTEC, as well as with full MTEC focus (corresponds to 5th or 6th semester Bachelor) or
(3) MAS MTEC students in 3rd semester for MA during the next term.
Important note: Credits will only be awarded to students according to (1), (2) or (3). Prerequisites for obtaining the credit or "Testat": being present during the whole course (presence list) and prior study of documents provided on the Internet and of the book Züst, R.: Einstieg ins Systems Engineering. 3. Aufl., Verlag Industrielle Organisation, Zürich 2004.
Other students on request (limited places).
Important: the chair coaching your BA/MA defines whether the course is mandatory. Please contact your chair!
Electronic enrollment until 08.09.2015 required. Without electronic enrollment participation in the course can't be confirmed. The course is held "en bloc" at the beginning of the semester.
Date: Friday 11.09.2015 (13:15-17:00), location: HG E33.1 (ETH main building) and Saturday, 12.09.2015 (09:15-17:00), location: HG E33.1 (ETH main building). Participation at both days required (Friday afternoon and Saturday whole day).
The course is held in English; handouts are available in English.
Besonderes (deutsche Version):
Der Kurs richtet sich an Studierende, welche an einer Professur des D-MTEC eine Arbeit in der Wirtschaft schreiben werden. Im Allgemeinen sind dies:
(1) MSc-Studierende MTEC oder MAVT mit Masterarbeit (MA) im kommenden Semester, die vom MTEC betreut wird, (entspricht 3. oder 4. Semester Master) sowie
(2) BSc-Studierende MAVT mit Bachelorarbeit (BA) in der Wirtschaft, die vom MTEC betreut wird, sowie mit vollem MTEC Fokus (entspricht 5. oder 6. Semester Bachelor) oder
(3) MAS MTEC -Studierende im 3. Semester für MA im kommenden Semester.
Achtung: Kreditpunkte erhalten nur Studierende gemäss (1), (2) und (3). Testat-/Kreditbedingung: Anwesenheit während des ganzen Kurses (Präsenzkontrolle), vorgängiges Studium der auf dem Internet zur Verfügung gestellten Unterlagen und des Buches Züst, R.: Einstieg ins Systems Engineering. 3. Aufl., Verlag Industrielle Organisation, Zürich 2004
Andere Studierende auf Anfrage (beschränkte Anzahl Plätze).
Wichtig: die Professur, welche die jeweilige BA/MA betreut, legt fest, ob der Besuch der Veranstaltung obligatorisch ist. Bitte informieren Sie sich dort!
Elektronische Einschreibung bis zum 08.09.2015 notwendig. Ohne elektronische Einschreibung kann Ihre Teilnahme am Kurs nicht bestaetigt werden.
Der Kurs wird als Blockkurs zu Beginn des Semesters gehalten.
Termin: Freitag, den 11.09.2015 (13:15-17:00) im HG E33.1 und Samstag, 12.09.2015 (09:15- ca. 17:00) im HG E33.1 (ETH Hauptgebäude). Anwesenheitspflicht an beiden Tagen (Freitagnachmittag und Samstag ganztags).
Die Veranstaltung wird auf Englisch gehalten; Handouts sind in Englisch verfügbar.
|363-0790-00L||Technology Entrepreneurship||W||2 credits||2V||U. Claesson, B. Clarysse|
|Abstract||Technology ventures are significantly changing the global economic picture. Technological skills increasingly need to be complemented by entrepreneurial understanding. |
This course offers the fundamentals in theory and practice of entrepreneurship in new technology ventures. Main topics covered are success factors in the creation of new firms, including founding, financing and growing a venture.
|Objective||This course provides theory-grounded knowledge and practice-driven skills for founding, financing, and growing new technology ventures. A critical understanding of dos and don'ts is provided through highlighting and discussing real life examples and cases.|
|Content||See course website: Link|
|Lecture notes||Lecture slides and case material|
|363-0345-01L||Lecture Cycle Purchasing||W||2 credits||1V||S. Wagner|
|Abstract||This lecture is about practical and theoretical issues in the field of purchasing & supply management. Purchasing managers from various industries examine the importance of purchasing for corporate success. Possible topics of the presentations could be: Corporate and purchasing strategy, supplier networks, innovations in purchasing, supply chain redesign, sustainability in purchasing.|
|Objective||The goal of this lecture is to get an overview about the challenges of purchasing managers, get to know the procurement department as an important corporate function and to understand the importance of purchasing & supply management with regard to corporate success.|
|Content||This lecture is about practical and theoretical issues in the field of purchasing and supply management. Purchasing managers from various industries examine the importance of purchasing for corporate success.|
The speakers are executives form purchasing and supply chain management departments as well as from general management. They will discuss recent issues in purchasing and supply management such as: Corporate and purchasing strategy, supplier networks, procurement organization, innovations in purchasing, supply chain redesign, sustainability in purchasing & supply management
|363-0887-00L||Management Research |
The course is mandatory for MSc students and recommended for MAS students who write their Master Thesis at the Chair of Strategic Management and Innovation.
Participation to both sessions are mandatory to receive the credit, there will be no exceptions.
If a student can't take part in one of the sessions, the course has to be taken the following semester.
|W||1 credit||1S||Z. Erden Özkol|
|Abstract||This course teaches students about the basic principles of scientific work in the field of social sciences. The goal is to motivate students to develop an own thesis design and write scientific articles.|
|Objective||This course teaches students about the basic principles of scientific work in the field of social sciences. The goal is to motivate students to develop an own thesis design and write scientific articles.|
|Content||This course teaches students about the basic principles of scientific work in the field of social sciences. It is an introduction into the fascinating field of research. The course shows the power of theory and literature, helps formulating intriguing research questions, provides an overview of scientific methods and data analysis, and gives hints on how to derive insightful conclusions out of results. The goal is to motivate students to find and read research papers relevant to their field, develop an own thesis design and write scientific articles.|
|Literature||Eisenhardt, K. M. (1989). 'Building Theories From Case Study Research', AMR, 14, 532-550.|
G. Morgan and L. Smircich (1980), The case for qualitative research, AMR, 5, pp. 491-500.
K. Weick (1995), What Theory is not, Theorizing is, ASQ, 40(3), pp. 371-385-390.
Nicolay Siggelkow (2007) “Persuasion with Case Studie” AMJ Vol. 50, No. 1
R.I. Sutton and B.M. Staw (1995), What Theory is not, ASQ, 40(3), pp. 371-384.
Shah, S. K. & Corley, K. G. (2006). 'Building Better Theory By Bridging The Quantitative–Qualitative Divide', Journal of Management Studies, 43, 1821-1835.
Yin, R. K. (2003). 'Case Study Research: Design and Methods', Sage.
|Prerequisites / Notice||The course is mandatory for MSc. students and recommended for MAS students who write their Master Thesis at the Chair of Strategic Management and Innovation - those will be served first. |
· The course will be given once every semester by Dr. Zeynep Erden Özkol and the PhD students of the chair
· The course takes two days, one for lecture, one for student paper presentations. Participation to both sessions are mandatory to receive the credit, there will be no exceptions.
· Students who participate in the lecture and present a paper receive 1 credit point. The course and the presentations will be given in English.
. Students might benefit more if they take this course towards the end of their studies, before writing their master thesis.
|363-0445-02L||Production and Operations Management (Additional Cases)||W||1 credit||2A||T. Netland, P. Schönsleben|
|Abstract||Extension to course 363-0445-00 Production and Operations Management.|
|Objective||Extension to course 363-0445-00 Production and Operations Management.|
|Content||Additional cases to course 363-0445-00 Production and Operations Management.|
|363-0622-00L||Basic Management Skills |
Limited number of participants.
Mandatory registration by E-Mail to: email@example.com
Seminar 1: by 30.6.2016
Seminar 2: by 26.9.2016
|W||3 credits||8G||R. Specht|
|Abstract||With the aim of preparing the students to take on managerial responsibility, this 2x5 days-seminar teaches basic and practical management skills.|
|Objective||To convey management behaviour based on practical examples, own experiences and team discussions complemented by short theory sessions (subsidized from the donation for promotion and training in enterprise sciences at the ETHZ).|
|Content||1 Fundamentals of Communication Psychology|
2 Communication in Business-Life
3 Fundamentals of Leadership
4 Self-Management and Life Balance
5 Leadership Tools
6 Problem Solving and Decision Making Techniques
7 Performance Coaching
8 Conflict Management
10 Summary-Day, Domino-Examination
|Lecture notes||Will be provided as electronic version at www.entrepreneurship.ethz.ch at least one week before the seminar starts|
|Prerequisites / Notice||Special permission from lecturers required|
Limited number of participants: Mandatory registration required.
Preliminary annoucement: Seminar 2 is offered in Spring Semester 2017. Students can only register and participate in "Seminar 1" OR "Seminar 2".
Seminar 1: 2 x 5 days
Limited number of participants: Mandatory registration required for "Seminar 1" until 30.06.2016 by E-Mail: firstname.lastname@example.org
Block I: 15.-19.08.2016, 9-17 h
Block II: 05.-09.09.2016, 9-17 h
Seminar 2: 2 x 5 days
Limited number of participants: Mandatory registration required for "Seminar 2" until 26.09.2016 by E-Mail: email@example.com
Block I: 30.01.-03.02.2017, 9-17 h
Block II: 13.02.-17.02.2017, 9-17 h
|365-1019-00L||Human Resource Management: Skills in Practice |
Exclusively for MAS MTEC students (third semester).
Limited number of participants: a minimum of 10 persons and a maximum of 25 persons. Please register by 27.10.2016 at the latest via myStudies
Prerequisites: Prior participation in the lecture "Human Resource Management: Leading Teams" (363-0302-00L) in Spring Semester is recommended.
|W||2 credits||2S||M. Gubler, M. Kolbe|
|Abstract||Based on several core Human Resource Management processes, this seminar teaches practical skills in HRM and leadership in teams. Using a variety of interactive methods and discussions of real-life situations, it provides a highly practice-oriented approach to dealing with potential HRM- and team-related conflicts at work.|
|Objective||Participants are able to cope with potentially difficult HRM-related situations they may encounter as line managers and team leaders.|
|Content||Based on several core Human Resource Management processes (e.g. recruiting, performance management, reward, training and development), this seminar teaches practical skills in HRM and leadership in teams from a managerial point of view. Using a variety of interactive methods (e.g. role plays) and discussions of real-life situations, it provides a highly practice-oriented approach to dealing with potential HRM- and team-related conflicts at work. The course also includes a guest lecture on diversity and gender issues at work.|
|Literature||Will be announced and published ahead of each session.|
|Prerequisites / Notice||Prior participation in Prof. Grote's lecture 'Human Resource Management: Leading Teams' is highly recommended.|
|363-1028-00L||Entrepreneurial Leadership |
Limited number of participants.
Students apply with motivation letter, CV and a transcript of records no later than 22.8.2016.
Earlier applications welcome. Send application to firstname.lastname@example.org.
Once your application is confirmed, a registration in myStudies is possible.
|W||4 credits||3S||C. P. Siegenthaler, P. Baschera, S. Brusoni, G. Grote, V. Hoffmann, G. von Krogh|
|Abstract||This seminar provides master students at MTEC with the challenging opportunity of a real case on strategy, innovation and leadership in close collaboration with the top management of leading Swiss technology company.|
|Objective||In your team, you will work on a specific assignment that flows from the current strategic agenda of the board. While gaining substantial insights into the structure, dynamics and challenges of the industry, you immerse into the business model and strategic landscape of the corporate partner. You visit their headquarter, conduct interviews with members of the management team as well as internal and external experts before you discuss your ideas with top executives. To secure impact, it is key that you formulate your recommendations from a deep understanding of the authentic leadership culture of the corporate partner.|
|Content||In this endeavour you are coached and supported by |
- Gudela Grote, Chair of Work and Organizational Psychology
- Stefano Brusoni, Chair of Technology and Innovation Management
- Claude Siegenthaler, Business School Lausanne / The St.Gallen MBA
- Georg von Krogh, Chair of Strategic Management and Innovation
- Pius Baschera, former Chair of Entrepreneurship
|Prerequisites / Notice||Please apply for this course via the official website (www.mtec.ethz.ch) - to be opened by end of May 2016. Apply no later than August 22. |
The number of participants is limited to 18.
Participants receive a certificate.
|363-1021-00L||Monetary Policy||W||3 credits||2V||J.‑E. Sturm, D. Kaufmann|
|Abstract||The main aim of this course is to analyse the goals of monetary policy and to review the instruments available to central banks in order to pursue these goals. It will focus on the transmission mechanisms of monetary policy and the differences between monetary policy rules and discretionary policy. It will also make connections between theoretical economic concepts and current real world issues.|
|Objective||This lecture will introduce the fundamentals of monetary economics and explain the working and impact of monetary policy.|
|Literature||The course will be based on chapters of:|
Mishkin, Frederic S. (2015), The Economics of Money, Banking and Financial Markets 11th edition, Pearson. ISBN 10: 1-29-209418-4 ISBN 13: 978-1-292-09418-2
|Prerequisites / Notice||Basic knowledge in international economics and a good background in macroeconomics. The course website can be found at: https://moodle-app2.let.ethz.ch/course/view.php?id=2457|
|365-1029-00L||Harvard Business School: Financial Accounting Online |
Exclusively for MAS MTEC students (first semester).
The online course will be open from 19.09.2016 to 22.01.2017. Within this time, students can proceed through the course at their own convenience. Seat time is about 25 hours.
All MAS MTEC students will receive further information by e-mail on 19.09.2016.
|W||1 credit||2S||A. J. Schicker|
|Abstract||This course is a web-based, online, interactive introduction to financial accounting within the context of management requirements. It has been developed by Harvard Business Publishing.|
|Objective||The online course uses the case study "Global Grocer" to guide the students from company foundation with a simple balance sheet towards more complex balance sheets, income and cash flow statements. This ensures an integrated understanding of company transactions.|
|Content||1. Introductory Section|
1.1 Terms and Concepts
1.2 The Balance Sheet
1.3 Income Statement
1.4 Accounting Records
1.5 The Statement of Cash Flows
2. Advanced Section
2.1 Revenue & Receivables
2.2 Inventories and Cost of Sales
2.3 Depreciation and non-current Assets
2.4 Liabilities and Financing Costs
2.5 Investment & Investment Income
2.6 Deferred Taxes and Tax Expense
2.7 Owner's Equity
|Lecture notes||The Financial Accounting online-course is an ideal complement to the lectures "Accounting for Managers (363-0711-00)" as well as "Financial Management (363-0560-00)" with the purpose to further deepen the student's knowledge of accounting. Parts of the course content are overlapping, however, it is provided in a different context. Not covered in the online course is managerial accounting which is an important topic in the lecture "Accounting for Managers".|
|Literature||Needles & Powers (2010), Financial Accounting, 11e, South-Western College Pub|
|Prerequisites / Notice||The online course will be open from 19.09.2016 to 22.01.2017. Within this time, students can proceed through the course at their own convenience. Seat time is about 25 hours. The online course should be accessed and activated only if students wish to take and complete it.|
No lectures are offered for this course. Specific course topics can be discussed with other course participants, and any questions regarding the course content will be answered by an expert on the learning platform Moodle.
|363-1044-00L||Applied Negotiation Seminar |
Due to didactics reasons, the number of participants is limited to 30.
Prerequisites: Successful completion of lectures "363-1039-00L Introduction to Negotiation".
|W||3 credits||2S||M. Ambühl, A. Knobel|
|Abstract||The block-seminar combines lectures introducing negotiation, negotiation engineering and specific aspects of successful negotiation with the respective application through in-class negotiation case studies and games.|
|Objective||Students obtain a concentrated insight into key aspects of the field of negotiations, negotiation engineering and specific aspects of successful negotiation. Multiple opportunities to apply that knowledge in different negotiation situations allow for an in-depth learning experience.|
|365-1035-00L||Quality Management |
Does not take place this semester.
|W||3 credits||2S||to be announced|
|Abstract||The design of this course is intended to introduce quality management from an operations and manufacturing viewpoint. Many of the key topics covered throughout the course can be located in the Content section below.|
|Objective||This course will provide students with the underlying principles and techniques surrounding Quality Management with an emphasis on the application in manufacturing and services settings. Students will develop a working knowledge of the best practices in Quality and Process Management. Students will learn to view quality from a variety of functional perspectives and in the process, gain a better understanding of the problems associated with improving quality. The course aims to impart knowledge on the quality management process and key quality management activities. Specifically it aims to: Compare and contrast the various tools used in quality management, comprehend the concepts of customer's value, discuss the emerging tendencies toward global competitiveness, understand different perspectives on quality, explore six-sigma management and its tools, demonstrate how to design quality into product and services, describe the importance of developing a strategic plan for Quality Management, and discuss the importance of 'benchmarking' as a means of identifying the choice of markets.|
Total Quality Management (TQM): Excellence in manufacturing/service, factors of excellence, applications of TQM
Process Management: Quality function development (QFD) and quality assurance systems, factors affecting process management
Statistical Process Control (SPC) and failure mode and effect analysis (FMEA) procedures
Demming's 14 points of Management
Supplier Evaluation: Managing Supplier Quality
Manufacturing capabilities: Quality as a core focus, cost management, competencies
Environmental Factors: Turbulent environments, manufacturing intensity, uncertainty
Quality Systems Certification Policy:
ISO 9001, 9002, 9003 / ISO 14001 (Environmental quality policies)
|363-1049-00L||Contemporary Conflict Management||W||3 credits||2V||M. Ambühl, S. C. Zürcher|
|Abstract||The course provides students with theoretical background and practical insights in conflict management in the 3 areas international, business and interpersonal (legal) relations. Students are introduced into theoretical concepts related to the research field and real world case studies including examples of international conflicts, WWI, old and new regional conflicts, business and mediation.|
|Objective||Students will gain|
- knowledge of history of conflict management;
- comprehension of major ideas in the theory and practice of conflict management, mediation, transformation and resolution;
- application of theoretical concepts to current conflict situations;
- evaluation of conflict situations in international relations and business.
|Content||The following topics will be covered:|
- history of international and regional conflicts;
- theoretical concepts of conflict management;
- theoretical models of arms races and conflict escalation;
- case studies in international conflicts, as well as in business.
Distinguished guest speakers will be invited.
|Literature||- Jacob Bercovitch, Victor Kremenyuk, and I. William Zartman (editors) (2013): The SAGE Handbook of Conflict Resolution. SAGE, Los Angeles, LA|
- Oliver Ramsbotham, Tom Woodhouse, and Hugh Miall (2012): Contemporary Conflict Resolution. Polity Press, Cambridge, UK
-Jacob Bercovitch and Richard Jackson (2012): Conflict Resolution in the Twenty-first Century: Principles, Methods, and Approaches. University of Michigan Press, Ann Arbor, MI
- Peter Wallensteen (2012): Understanding Conflict Resolution. SAGE, London, UK
- Tricia Jones and Ross Brinkert (2007): Conflict Coaching: Conflict Management Strategies and Skills for the Individual. SAGE Publications, London, UK
- Susan S. Raines (2013): Conflict Management for Managers: Resolving Workplace, Client, and Policy Disputes (The Jossey-Bass Business & Management Series). Jossey-Bass, San-Francisco, CA
- William Ury (2015): Getting past no: Negotiating with difficult people. Random House, UK
- Philip D. Straffin (1993): Game theory and strategy. Mathematical Association of America, Washington, DC.
|363-1051-00L||Cases in Technology Marketing |
Number of participants limited to 20.
Students have to apply for this course by sending a CV and an one-page motivation letter to email@example.com. Additionally please enroll via myStudies. Places will be assigned on the basis of your motivation letter.
|W||3 credits||1G||F. von Wangenheim, C. Grieder|
|Abstract||The aim of this module is to introduce students to some key concepts in technology marketing and to familiarize them subsequently with the challenges that (marketing) managers face in technology intensive markets by using real life cases. Students will have to "solve" current and past managerial problems and will be enabled to compare their solutions with what has actually been done.|
|Objective||This module should enable students to deal with the uncertainty related to challenges in technology marketing by introducing them to some key concepts and letting them apply those concepts to real life cases. The competences acquired in this module are meant to go beyond the mere understanding of the study material by improving students' problem solving capabilities, analytical skills and capacity for team work. Furthermore, students will be exposed to decision-making styles and procedures in companies.|
|Content||Students have to work on three to four real Bühler cases and present the solutions in class.|
Solutions/ presentations will be part of the grades.
|Prerequisites / Notice||Students have to apply for this course by sending a CV and a one-page motivation letter until 09.09.2015 to firstname.lastname@example.org.|
|365-1067-00L||(Un)ethical Decision Making: Alternative and Critical Thinking in Management |
Exclusively for MAS MTEC students (third semester).
Limited number of participants: a minimum of 10 persons and a maximum of 40 persons.
Please register by 7.9.2016 at the latest via myStudies.
|W||2 credits||2S||A. Vaccaro|
|Abstract||This course is about decision making processes in complex situations involving financial, relational and ethical problems. First, it provides fundamental tools for addressing problematic situations.|
Second, it discusses how stakeholders' ethical expectations and social responsibility issues can be effectively implemented and integrated in organizational systems and strategic planning processes.
|Objective||- Become familiar with tools and procedures to prevent, identify and resolve corporate fraud and crime in organizations|
- Understanding the mutual relationship between financial, relational and ethical drivers in managerial decision making
- Become familiar with tools and procedures to prevent and resolve corporate crises and scandals
- Understanding the opportunities associated with the corporate social responsibility (CSR) movement and how to integrate CSR in organizational and strategic planning
- Create an effective CSR strategic planning process to successfully develop and implement a CSR package
- Understand a variety of strategic CSR planning tools
- Become familiar with creating deep destructive change in pursuit of dual economic and social value
|Content||- Fraud and corruption in organizations|
- Crisis management
- Personnel problems: Preventing and managing mobbing and sexual harassment
- Global criminal networks
|Lecture notes||Most classes are taught through a series of mini-cases and notes that represent real management decisions.|
Some classes are complemented with readings from prominent media resources, guest speakers and experimental exercises.
|Literature||This course is based on mini-cases that will be distributed during the classes.|
(The Enrollment Key to Moodle will be provided one week before the course)
|Prerequisites / Notice||No Pre-course preparation as requirement. |
This is an interactive course.
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