Organisational Theory & Strategic Management (E)
Niveau
second cycle Master
Learning outcomes of the courses/module
Students are familiar with classic organizational theories and the fundamental statements of behavioral-theoretical, system-theoretical and situational approaches. Building on this, students gain the ability to independently use the most important analysis and planning instruments in order to get an overview of the company situation and its goals. Furthermore, they can define, coordinate and control company targets based on quantitative data.
Prerequisites for the course
Fundamentals of Business Administration
Course content
The English-language course provides an initial introduction to classic organizational theories. Subsequently, symbolic theories and review concepts (reframing, organizational metaphors, reframing organizations) as well as various approaches are discussed. For the latter, the focus is on the following:
- Behavioral-theoretical approaches
- System-theoretical approaches
- Situational approaches
As a complement to topics of organizational theory, strategy fields in organization, marketing, competition, creativity and innovation are addressed in depth in the area of strategic management as well as the schools of strategic management according to Mintzberg (design, positioning, entrepreneur, planning, cultural, learning, environmental, cognitive, power and configuration schools). Finally, the instruments of strategic management (Five Forces, BCG matrix, SWOT, stakeholder matrix, ...) are introduced in detail.
- Behavioral-theoretical approaches
- System-theoretical approaches
- Situational approaches
As a complement to topics of organizational theory, strategy fields in organization, marketing, competition, creativity and innovation are addressed in depth in the area of strategic management as well as the schools of strategic management according to Mintzberg (design, positioning, entrepreneur, planning, cultural, learning, environmental, cognitive, power and configuration schools). Finally, the instruments of strategic management (Five Forces, BCG matrix, SWOT, stakeholder matrix, ...) are introduced in detail.
Recommended specialist literature
- Bolman, D. (2017): Reframing Organizations - Artistry, Choice and Leadership. 6th Edition, John Wiley & Sons
- Mintzberg, H., Ahlstrand, B., & Lampel, J. (2008): Strategy Safari - The Complete Guide Through the Wilds of Strategic Management. Prentice Hall
- Porter, M. (2003): The Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press
- Steinmann, H., Schreyögg, G., & Koch, J. (2013): Management, Grundlagen der Unternehmensführung, Konzepte -Funktionen - Fallstudien. Gabler
- Mintzberg, H., Ahlstrand, B., & Lampel, J. (2008): Strategy Safari - The Complete Guide Through the Wilds of Strategic Management. Prentice Hall
- Porter, M. (2003): The Competitive Strategy: Techniques for Analyzing Industries and Competitors. Free Press
- Steinmann, H., Schreyögg, G., & Koch, J. (2013): Management, Grundlagen der Unternehmensführung, Konzepte -Funktionen - Fallstudien. Gabler
Assessment methods and criteria
Project work
Language
English
Number of ECTS credits awarded
4
Share of e-learning in %
20
Semester hours per week
2.0
Planned teaching and learning method
lecture, group work, presentation and task discussion
Semester/trimester in which the course/module is offered
2
Name of lecturer
Prof. (FH) Dr. Wolfgang Reitberger
Academic year
1. year of studies
Key figure of the course/module
MTR.1
Type of course/module
integrated lecture
Type of course
Compulsory
Internship(s)
not applicable