This module introduces the particular features of the international consultancy markets and the specific characteristics of those involved in the markets (clients and consultants). It enables the students to recognize the relevance which is different environments (macro-economic, socio-cultural, political, legal, and natural) have to the consulting process. Case-studies on typical projects are the basis for developing a feeling for the distinctive aspects of international consulting assignments.
At the same time, the module ensures that the students are provided with a uniform basic knowledge of management science in its international focus. This is the foundation for developing the ability to draw up internationally oriented consulting products.
· Consulting: Definition, concepts and philosophies
· Consultancy markets
o Volume, market segments and trends in international management consulting
o Regional aspects of international management consulting
o Typologies of clients
o Determining factors for consultancy requirements
o Typology and roles
o House of competence for management consultants
Specfic aspects of international consulting projects, case studies
The objective of this module is to give a basic insight into international macroeconomics and political economics as required for the work undertaken by consultants. In view of the different specialist backgrounds of the students in the post-graduate course the module focuses on creating a uniform basis in the knowledge and understanding of economics. The orientation is the development of the macroeconomic analytical ability of the students.
· Basic concepts and mechanisms of macro economics
· The functioning of markets for goods and capital
· Overview of the application of business economics in international management consulting
This module enables the students to recognise the relevance which different environments (macro-economic, socio-cultural, political, legal, and natural) have to the consulting process. Case-studies on typical projects are the basis for developing a feeling for the distinctive aspects of international consulting assignments.
· Basics of internationally oriented management science / international business
o Globalization and internationalisation theories
o Consulting in foreign environments
o International aspects of functions in business administration (especially strategy/planning, organisation, procurement, production, marketing, human resources management)
· Specific aspects of international consulting projects, case studies
· Dynamics and facts of the ASEAN Economic Integration (AEC)
The objective of this course is for students, through interaction with their fellow students, to become aware, what modern management in an international context involves, such as questions of cultural influence on management understanding, the type of responsibility of management and, hence, the values that are important with regard to people in the society and the target markets.
· At the same time they should gain basic knowledge about the management functions.
· They oversee the different forms and types of companies and are able to differentiate and characterise them on the basis of their ownership structure, profit-orientation, sector, and legal and cooperation form.
· Also, the participants know the advantages and disadvantages of the most important legal forms.
· They understand the main goals of a company and are able to review the achievement of goals through selected indicators.
· By means of a corporate planning exercise, they study value creation processes and corresponding cash flows.
The students can conceptualise the structure of the environment of a company, including value creation, stakeholder concept, a thematic approach to the corporate environment and the environmental spheres. Students know as well the creative spheres of a company from an inner perspective and are able to analyse what is happening within a company, accordingly. They are able to discriminate between repetitive and innovative tasks and know the meaning of the task types for management, organisation and management style. As a result of this introduction, students know the structure of an integral management system and the interdependencies between its elements – functional areas and management levels.
· What is management?
· The society we live in: structural and value change
· Development of a company
· Managers as agents of change
· Complexity management: modelling, fundamentals of systems theory and cybernetics, systems engineering, basic model of steering
· Model of the corporate environment, value creation, buying and sales markets, environmental spheres; stakeholders
· Corporation: creative spheres, task types
· Management: functional areas, management levels, management system of the company
At the end of the course, the participants know and understand:
· The system of double-entry bookkeeping, including annual balance of accounts, chart of accounts (SME) and basic principles of accounting standards (OR, GAAP, FER, IFRS)
· Content, functional principle and evidence of balance sheet, profit and loss account, cash flow statement and annual balance of accounts
· The most important indicators of balance and performance analysis; the participants are able to calculate and analyse them.
· Know and understand the purpose of cost and performance accounting
· Know and understand content and evidence of cost-type accounting, cost centre accounting and cost unit accounting
· Are able to perform calculations for production, trading and service companies
· Understand the difference between full cost accounting and direct costing
· Are able to perform basic break-even analyses and apply tools of cost and performance accounting for decision-making
· Know the most important analysis and planning instruments of budgeting
· Are able to use and interpret indicators accurately
· Know contemporary approaches of cost management such as activity based costing and target costing.
· The different forms of financing and are able to interpret them correctly within the lifecycle of a company
· The forms of internal financing (self-financing, financing with amortizations)
· Equity financing with increase in share capital and short-term and long-term credit financing
· Determination of financial requirements, means to optimise the financial requirements and issue of an intermediate-term budget
· Basic functioning of the stock exchange, several forms of transactions (stocks, bonds, ETFs, funds and derivates) and important indicators
· Forms of financing linked to the terms venture capital and private equity
· Balance sheet, profit and loss account, bookkeeping
· Annual balance of accounts
· Chart of accounts, accounting standards
· Cash flow statement and calculation
· Annual balance of accounts
· Balance and performance analysis
· Introduction into cost and performance accounting
· Budgeting: analysis and planning instruments
· Current approaches of cost management
· Forms of financing
· Financing within the lifecycle of a company
· Internal financing
· Equity financing
· Investment vehicles
· Credit financing
· Financial requirements and financial planning
· Functioning of the stock exchange and securities trading
· Private equity and venture capital
· Credit business and investment banking
· Capital budgeting
The objective of the course is to provide students with the essence of leadership. The focus is on leadership principles and the behavioural aspects of the leadership function. The specific context of guiding consulting teams will be considered.
· Principles of leadership in a globalized world
· Leadership styles
· The situational context of leadership
· Leadership behaviour
· Leadership of project teams
· Leadership in consulting projects
The objective of this module is to clarify for the students the extent to which psychological aspects influence the consultant-client relationship in the stages of the consulting process as well as the way in which a contribution can be made towards an effective consultant-client relationship from the psychological point of view. In this regard the students are trained in how to handle critical situations in the consultant-client relationship.
· Relevant psychological aspects during the client-consultant relationship in an international setting
· Psychological approach to handling typical critical situations in the various individual stages of the consulting process
· Psychological concepts for consultants
· The psychology of the consulting team.
The participants understand personnel leadership as a task-related interaction in the context of work and organizational dynamics. In particular, they are able to explain the principles of the regulation of human behaviour, identify different social patterns of perception, recognise reasons for the failure of a group and propose concrete improvements, and explain how supervisors gain and lose confidence in their employees and why this is critical for the success of consulting assignment. The international dimensions of organizational behaviour get special attention.
· Basics of Organizational Behaviour
· The internal and external context of organizations
· International dimensions of organizational behaviou
· Personalities and attitudes
· Motivational needs and processes
· Stress and conflict
· Power and politics
· Groups and teams
· Managing behavioural performance in international consulting assignments
The objectives of this module are:
· Understanding the theoretical-empirical foundations of change management and their relevance for international management consulting
· Discovering the approaches and instruments of the corporate culture analysis
· Understanding the theoretical-empirical foundations of knowledge management and their relevance for management consulting
· Encountering examples of typical projects
· Definition and concepts of change management
· Change Management in international management consulting projects
· The cycle of change
· Change management tools and interventions
· Knowledge Capturing
· Knowledge Creating
· Knowledge Sharing
· Knowledge Management in consulting assignments
As a result of the specific kind of service offered the management of consulting firms is distinguished by particular characteristics. A method of comparison with the management of other types of companies is used to demonstrate to the students the strategic, organisational, financial, social and operative running of a consulting firm. The objective is that students understood the basic features, concepts and tools of consulting firms in line with international good practise.
· Strategic management
o Corporate cultures and corporate philosophies of consulting firms
o Alternative strategic concepts and their implementation
· Organisational management
o Alternative organisational structures
o Procedural regulation of in-house processes (not: consulting process/project management)
o Organisation of administration and support
· Financial management
o Budget planning and control
o Fees and costs
o Profit sharing systems in partnerships and international consulting firms
· Social management and human resources management
o Systems of incentives and motivation
o Personnel selection
Personnel training and development models
The objective is first to use a general approach to the term “ethics” for the purpose of creating a link to business subjects. Areas of conflict in the field of business ethics are demonstrated. Understanding of the ethically relevant environment of the consultant is conveyed. Case studies are used to analyse ethical problems in international management consultancy and the independent development of approaches towards solutions by the students is facilitated.
· Ethics in business
· The ethically relevant environment in consultancy
· International ethical standards and local application
· The positioning of the consultant
· Ethical problem complexes in management consultancy as well as possible approaches towards a solution
· Corporate Social Responsibility
· Sustainability in management and consulting
The objective of this module is to provide an overview of the various legal implications of management consulting. Particular emphasis will be given to negotiating and drafting management consulting agreements with (potential) clients and alternative dispute resolution mechanisms. During workshops, students will have the opportunity to analyse various sample contracts and present their results for group discussion, as well as resolve a dispute over an international management consulting agreement in mediation.
· International legal aspects, e.g. legal framework for providing cross-border consulting services (e.g. WTO -GATS)
· Legal frameworks for consulting firms in Vietnam
· Relationship with employees and independent contractors
· General guidelines for contract drafting
· Negotiating and drafting consulting agreements with clients
· Critical contractual terms in consulting agreements
· Alternative dispute resolution methods (mediation and arbitration).
Learning to diagnose the situation, analyse the problem and develop concepts for the identified problems (results orientation). The students learn specific consulting process knowledge in management consultancy, including the application of standard tools and procedures
· To learn techniques about the process to develop concepts for the identified problems
· Drawing up nominal to-be-concepts (results orientation)
· Distinction of tools with functional focus, consulting products, methods to find creative solutions
· To learn about implementing the developed concepts in the consulting process with specific, detailed tools for the management of the consulting process, reference to combination of hard and soft factors in the implementation process
· Overview of tools for various analysis areas (strategy, org, technical)
· Content focus on tools for diagnostics (As-Is analysis) and analysis (To-Be concept development)
o Presentation and learning of situation definition tools
o Presentation and learning of information gathering tools
o Presentation and learning of creativity and information consolidation tools
o Presentation and learning of goal setting tools
o Presentation and learning of analysis tools
Presentation and learning of decision making tools
The objective of this teaching module is to demonstrate best-practice procedures to draw up the project management process of management consultancy, beginning with the establishing of contact to the potential client, over the implementation of the project up to the analysis of client satisfaction. The students learn specific project management knowledge in management consultancy in line with international best practices. This will also imply the application of standard tools and procedures
· Management of consulting projects
· Strategic and multi project management.
· General techniques of as-is-analysis and diagnosis
· Drawing up a nominal to-be-concept
· Implementation planning
· Conclusion of project and evaluation
· Quality assurance
· Client care and development
· Establishing contact and acquiring consultancy projects
Learning to diagnose the situation, analyse the problem and develop concepts in strategy consulting. The students learn specific strategy consulting skills, including the application of standard tools and procedures
· Concepts and philosophies in strategy consulting in line with international standards
· Content focus on tools for as-Is analysis and to-be concept development in strategy consulting
· Case studies on strategy consulting
This sub-module introduces the students to Mergers & Acquisitions (M&A-) Consulting as an area of specialisation in management consulting as well as the derived standardised and non-standardised methods of problem solving. M&A is also highly relevant to general management. M&A Consulting is introduced from a holistic point of view. With the M&A process as the general guideline the objective is to provide students with a basic understanding on how to cope with M&A from different angles like strategy, finance, general management, organizational development and change management.
· External growth strategies
· The M&A process and the role of consultants
· M&A strategies
· Negotiation and due diligence
· Company valuation in M&A
· M&A integration phase
This sub-module introduces the students to international strategic alliances and cooperation management as an area of specialisation in management consulting as well as the derived standardised and non-standardised methods of problem solving. These topics also are highly relevant to general management. The objective is to provide students with a basic understanding on how to include internal and external cooperation management in an approach to increase the efficiency and effectiveness in an organization.
· Conceptual foundation of internal and external cooperation
· International strategic alliances
· Strategic partnerships
· Cluster development
This sub-module introduces the students to Business Process Reengineering (BPR) and restructuring as areas of specialisation in management consulting as well as the derived standardised and non-standardised methods of problem solving. BPR is also highly relevant to general management, especially Organizational Design. Another objective is to provide an overview about other approaches to cost-cutting assignments and for corporate restructuring and turnaround.
· BPR philosophies and concepts
· BPR process mapping
· Consulting approach to optimisation in BPR
· BPR benefit calculation
· Approaches to cost cutting, corporate restructuring and turnaround
Definition and concepts of entrepreneurship
- Characteristics of entrepreneurs
- Self-Assessment of entrepreneurial strengths and weaknesses
- Interpretation of results and recommendations for improvements
- Self-Assessment of Learning Style
- Interpretation of results and recommendations for improvements
- Inside the entrepreneurial mind (innovation, identification of opportunities, implementation)
- Startup case studies / guest speakers (local startups and/or last year’s participants)
- Group work on case studies
- Resource theories in the context of entrepreneurship
- Resource types
- Entrepreneurial value creation from resources
- Start-up models and bootstrapping
- Complementary assets
- Building a strong team
- Gathering additional resources from entrepreneurship competitions (SwissInnovation Challenge ASIA)
- Business case development for project of a startup or established organisation
- Sources of funding
- Analysis of market, customer requirements and competition
- Risk assessment and addressing identified risks
- Market development planning
- Financial planning
- Theories and guidelines for an impactful pitch
- Pitching in practice
This sub-module introduces the students to HR Consulting as an area of specialisation in management consulting as well as the derived standardised and non-standardised methods of problem solving. These topics also are highly relevant to general management. The objective is to provide students with a basic understanding on the areas of HR Consulting and how to align with classical management consulting.
- Conceptual foundation and segments of HR Consulting
- Alignment of HR and management consulting
- Consulting in various HR functions
- Best practice case studies
The objective of this module is to give the students an understanding of the communication methods which are later to be used in the consulting context as an aid to establishing an effective consultant-client relationship. The dynamics of the development of a consulting team as well as the preconditions for good communication within the team are clarified. Special importance is placed on the development of appropriate intercultural competences.
· Basics of interpersonal communication
· Communication processes in management consulting
· Interview techniques
· Team development and team communication
· Intercultural communication
· Negotiation skills
· Conflict management
· Moderation skills
· Presentation skills and storyboarding
The objective of this module is to provide the students with the necessary skills to conduct research at Master level.
· Research approaches that are relevant for management
· Master Thesis writing skills
· Primary and secondary empirical research
· Quantitative and qualitative research methods
The purpose of the Master thesis is to write an academic study about a concrete practical or theoretical project in the field of management, as a rule with a consulting focus. Students will demonstrate their ability to work on an economic or management problem, applying an academic methodology. The topic will normally be practically oriented and help the student to enlarge or deepen his or her profile, esp. with regard to a future employment.
On completion of the module students will be able to:
· Organise and conduct own investigative research in the relevant field.
· Develop and justify an appropriate thesis.
· Be aware of personal responsibility and professional codes of conduct and incorporate a critical ethical dimension into a major piece of work.
· Draw together information derived from others and from their own work in order to develop conclusions.
· Apply the relevant statistical or qualitative concepts of similarity and difference in a rigorous and intellectually disciplined way.
The colloquium will be held after the students have handed in their thesis and after the thesis has been assessed. In the colloquium, each student will have to justify his or her thesis. The colloquium consists of the student’s presentation of the major aspects of the thesis, followed by a question-and-answer-session. The overall objective of the colloquium is to check the student’s understanding of his or her thesis, the methodology the student used and the ability to interpret the outcomes of the Master thesis. Moreover, the student has to demonstrate that he or she is able to identify and present the main results of his or her thesis in a compressed manner. The student demonstrates his or her ability to present major findings of a broader research and to discuss business and economic topics on an academic level.
· Master Thesis Proposal
· Master Thesis
· Master Thesis Defense (Colloquium)