Skandia whole life plan

Module catalog

Status: October 1st, 2009

Module catalog as of October 1st, 2009

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content

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STL04 STL05 STL06 STL07 STL08

Sales tax Valuation law, other taxes and foreign tax law Taxation of partnerships and corporations International tax law, international tax planning Capstone seminar: Business taxation

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06.2011) VTR02 integration module technical sales (available from 01.06.2011) General, industry-specific and international business administration BWL01 basics of economics BWL02 BWL basics BWL09 BWL structure: simulation game FDL01 basics of the financial services sector FDL02 financial services compact introduction FFK01 basics of the corporate customer business of financial service providers FFK02 retail banking in the corporate banking sector FFK02 Business start-up and investment finance FFK04 Company expansion and succession FFK05 Financial management for large customers FPK01 Basics of private customer business for financial service providers FPK02 Retail banking in private customer business FPK03 Building and living FPK04 Risk and old-age provision FPK05 Inheriting and inheriting

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FPK06 FPK07 FUF01 FUF02 FUF03 HBL01 HBL02 HBL08 IBW01 IBW02 ITE01 ITM01 ITM02 TOU02

Tax-saving investments Asset management Strategic management and strategic marketing for financial service providers Change management in the financial service sector Balance sheet management, internal accounting and controlling for financial service providers Trade as an economic sector Commercial management Trade marketing International procurement, production and financial management Business foreign trade business start-ups in the IT sector and investment finance IT service marketing Market positioning of IT companies Tourism

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MIP05 PRG01 SWE01 SWE02 SWE03 VSY01 WEB01 WEB02 WEB03 WEB04 WEB05 WEB06 WEB07 WEB08 WEB09 WEB10 WIN01 WIN02 WIN03 WIN11

Conception of an implementation strategy Basics of programming Basics of software development Software development (advanced course) Case study: Evaluation of a software project Distributed systems Economics of web business Technology of web business Applications of web business Case study online shop Realization of a database-supported online shop Integration of E -Commerce activities in multi-channel strategies Evaluation of web-based front ends with multi-dimensional scoring models Evaluation of web business approaches Usability and style guides Conception of a web business application for the field of e-government Introduction to business informatics Business informatics compact Innovative business informatics topics Practical applications of business informatics

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Engineering CAD01 Computer-aided design and construction CAD02 Laboratory: Computer-aided design and construction CAD03 Computer-aided construction and design (available from 01.06.2011) CAD04 CAD laboratory: in-depth design tasks (available from 01.06.2011) CAD05 Integration module development and construction (available from 01.06.2011) .2011) ELT01 electrical engineering basics ESY01 energy systems (available from 01.06.2011) EUU01 environmental and material flow management (available from 01.06.2011) EUU02 integration module energy and environmental technology FTE01 production technology FTE02 production technology II (available from 01.09.2010) FTE03 production technology laboratory (available from 01.09.2010) FTE04 Modern production methods Laser technology (available from 01.06.2011) KAM01 Power and working machines (available from 01.12.2010) KON01 Basics of technical drawing KON02 Planning, construction and representation KON03 Safety-oriented and recycling-oriented construction MAB01 Einf Guide to mechanical engineering MAE01 Machine elements I MAE02 Machine elements II MST01 Measurement technology MST02 Measurement technology laboratory (available from 01.03.2010) REG01 Control technology PRO01 Planning, design and optimization of production systems PRO02 Maintenance management in production PRO03 Production integration module QUM01 Quality management STT01 Control technology THD01 Basics of technical thermodynamics THD02 Heat and mass transfer (available from 01.06.2011) TME01 Statics TME02 Strengths TME03 Dynamics TME04 Fluid mechanics UWT01 Fundamentals of environmental technology (available from 01.06.2011) WST01 Metals WST02 Plastics WST03 Materials laboratory: Materials testing of metals and plastics laboratory

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English YEA11 YEA21 ENB11 ENB21 ENB22 ENC11 ENC12 ENC21 ENC22 EFB01 EPV06 EPV07 EWS01 EKO01 EVW01 EWK01 EWK02 EIT01 EFT01 ELK01 EUL01 EHM01 EAT01 EWT01 EDS01 SPL01 Spanish YSA11 YSA21 YSB11 SPL22W SPC01 SVC01 SWC11 SPLB21 SPB01 SK01 SPLC01 SPLC11 SWC02 SPC01

English A1 English A2 English B1 English B2 Preparation for the Cambridge First Certificate exam in English English C1 Preparation for the Cambridge Certificate in Advanced English English for professional purposes C2 Preparation for the Cambridge Certificate of Proficiency in English English for Finance and Banking Exam preparation State Certified translator in English Preparation for the exam ,, Business English Certificate (Higher Level) & quot; The language of business Business correspondence Economics Business communication Capstone seminar: Issues in business communication English for IT English for Technology (available from 01.09.2010) Studies of Anglo-Saxon countries General English / German translation tools for translators Translation of general English / German translation Business texts English / German, negotiation interpreting and impromptu translation English / German

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Espaà ± ol A1 Espaà ± ol A2 Espaà ± ol B1 Espaà ± ol B2 Preparation for the exam Diploma de Espaà ± ol Nivel Intermedio Espaà ± ol C1 Espaà ± ol C2 Preparation for the examination Diploma de Espaà ± ol Nivel Superior La lengua económica Correspondencia económica Economía General translation theory Spanish / German Apoyos para traductores Translation of general language texts Spanish / German Translation of business texts Spanish / German Liaison interpreting and impromptu translation Spanish / German Estudios de España e Hispanoamérica Exam preparation State-certified translator Spanish

French YFA11 Français A1 YFA21 Français A2 YFB11 Français B1 FRB21 Français B2 FRB22 Preparation for the Diplôme d'Études en Langue Française B2 FRC11 Français C1 FRC12 Preparation for the Diplôme approfondi de Langue Française C1 FRC21 Français C2 FRC22 Preparation for the Diplôme approfondi exam de Langue Française C2 FWS01 La langue d'économie FKO01 Correspondance économique FVW01 Économie

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FLK01 FUL01 FHM01 FAT01 FWT01 FDS01 FPV06 German DGL01 DGL02 DLK01

Études de la France General translation French / German Outils pour traducteurs Translation of general language texts French / German Translation of business texts French / German Liaison interpreting and impromptu translation French / German Exam preparation State-certified translator in French

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German language German language Basics in dealing with factual texts Culture Germany

Communication Science and Intercultural Management ICC01 Issues in Intercultural Communication ICM01 Intercultural Management Basics ICM02 Intercultural Management Application ICM03 Capstone Seminar: Issues in Intercultural Management IKM01 Basics of Intercultural Management KOM01 Introduction to Communication Studies Law IBW05 PER06 WIR01 WIR02 WIR03 WIR04

Foreign trade and law Labor law Fundamentals of law Obligations and property law Commercial, company and competition law Compact law

Auxiliary sciences IMA02 Linear and vector algebra, complex numbers, analytical geometry IMA03 Functions and trigonometry IMA04 Differential and integral calculus PHY01 Basic physics I for engineers PSY01 Basic psychology STA01 Introduction to the tasks of statistics STA02 Simple applications of statistics WIM01 Mathematical basics WIM02 Financial mathematics WIM03 Differential mathematics WIM03 for business informatics key qualifications SQL01 self-management SQL02 presentation technique SQL03 introduction to scientific work SQL04 philosophy of science and empirical research SQL05 conflict management

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Corporate governance

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BWL05

Competency assignment Competency goals

Human resource management

Knowledge broadening Advanced knowledge of personnel management: Explain which challenges to personnel management give rise to its independent place in business administration. Show possibilities of integrating the personnel strategy into the corporate strategy. Name and briefly describe the sub-functions of personnel management. Describe the process of determining personnel requirements, finding, selecting and releasing personnel as well as developing and deploying personnel; Explain supporting procedures and apply them in practical examples. Describe tasks and methods of personnel appraisal and controlling, suggest appraisal methods for example situations. Personnel interviews, e.g. B. interview or discharge interview. Present the legal basis of personnel management (technical, methodological, social skills).

content

BASICS OF PERSONNEL MANAGEMENT PERSONNEL MANAGEMENT AND IDENTIFICATION OF PERSONNEL NEEDS: BASICS Personnel management Characterization and challenges Principles of action Guideline Personnel strategy Sub-functions

LEGAL BASIS Labor law (areas, sources of law, laws) Collective labor law (collective bargaining agreement, labor dispute) Works constitution Corporate co-determination Individual employment relationship

OVERVIEW OF PERSONNEL MANAGEMENT PERSONNEL NEEDS DETERMINATION Tasks and methods for determining the personnel requirements Determining factors of the personnel requirement

PERSONNEL RECRUITMENT, DEPLOYMENT, DEVELOPMENT AND EVALUATION: PERSONNEL RECRUITMENT Personnel approach and search for personnel selection Employment contract Involvement of the works council

PERSONNEL DEPLOYMENT Tasks and goals

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Introduction of new employees Design of the performance conditions Design of the work content Personnel layoffs Legal framework conditions for personnel layoffs (termination, protection against dismissal)

PERSONNEL DEVELOPMENT Objectives Individual personnel measures Personnel development as a systematic process of blended learning

PERSONNEL EVALUATION Tasks and goals Methods Personnel appraisal sheet Appraisal interview Quality of the appraisal and sources of error

PERSONNEL PAYMENT, PERSONNEL DATA MANAGEMENT AND CONTROLLING: REMUNERATION MANAGEMENT Objectives and principles of remuneration differentiation

SOCIAL BENEFIT MANAGEMENT Types and goals Profit sharing and additional remuneration components Company pension scheme Choice between different remuneration components: & quot; CafeteriaSystem & quot;

PERSONNEL DATA MANAGEMENT Tasks and goals Personnel information system

PERSONNEL CONTROLLING Tasks Methods Problem areas Personnel controlling in the organizational structure of educational controlling

ORGANIZATION OF PERSONNEL MANAGEMENT OUTLOOK: VIRTUAL COMPANIES AND THEIR CONSEQUENCES FOR PERSONNEL MANAGEMENT

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requirements

BWL01 Basics of Economics. Or equivalent skills acquired elsewhere. Working through the three learning units BWL501-503 individual self-study participation in a topic-related forum = 89 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (14 hours) Examination (2 hours) 105 hours = 3.5 credits German Prof. Dr. Uta Kirschten Berthel, J .; Becker, F .: Personnel Management. Stuttgart, newest edition. Oechsler, W. A .: Personnel and work. Munich, newest edition. Holtbrügge, D .: Personnel Management. Berlin, newest edition. Hopfenbeck, W .: General business administration and management. Third part: design and use of human resources. Landsberg / Lech, newest edition.

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Business 55

Competency assignment Competency goals

Personnel management specialization

Systemic competence Analyze and evaluate a limited question from the area of ​​personnel management with scientific methods and sketch possible solutions to problems. This assignment module deals with current problems in human resource management. Therefore, the topics of the module are not fixed, but will vary depending on current developments in human resource research. Examples of such current topics are diversity management, new instruments for personnel development or approaches and practical experience with work-life balance. The students will work through the topics on the basis of fundamental representations in the literature, also with the help of the database EBSCO provided by AKAD and other literature research systems. Based on this literature work, they should analyze and evaluate the current HR management measures using scientific methods and outline possible solutions to problems. It is important that the results worked out in the assignment have a high level of practical relevance and can thus contribute directly to solving operational problems. BWL05 Personnel Management; ANS06 application systems in human resources. Or equivalent skills acquired elsewhere. Assignment of assignment topics and elaboration of the assignment. = 45 hours in total

content

requirements

Distance learning

Face-to-face study Proof of competency Workload Language Responsible Literature Assignment 45 hours = 1.5 credits German Prof. Dr. Uta Kirschten Berthel, J .; Becker, F .: Personnel Management. Stuttgart, newest edition. Oechsler, W. A .: Personnel and work. Munich, newest edition. Holtbrügge, D .: Personnel Management. Berlin, newest edition. Hopfenbeck, W .: General business administration and management. Third part: design and use of human resources. Landsberg / Lech, newest edition.

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CON01

Competency assignment Competency goals

Operative controlling

Knowledge broadening In-depth knowledge: Describe the role of controlling in the management process as well as the organization and classification of controlling in the company. Describe operational instruments of finance and investment controlling, cost and revenue controlling as well as controlling the operational functions and apply them to complex examples (technical and methodological competence).

content

BASICS OF CONTROLLING: HISTORICAL DEVELOPMENT OF THE TERM AND TASKS OF CONTROLLING IN THE MANAGEMENT PROCESS Support in the development and achievement of corporate goals strategic and operational controlling IT support in controlling

ORGANIZATION OF CONTROLLING Establishment of controlling in the company Basic requirements for the controlling organization Integration of controlling into the organizational structure of the company (staff unit, line function, functional and divisional organization, matrix organization, central and decentralized controlling offices) Additional forms of secondary organization Organization of the controlling function in small and medium-sized and large companies Delimitation of operational controlling from other areas of activity (for internal auditing, for finance / treasuring, for planning, for internal control) Requirements for a controller

FINANCIAL AND INVESTMENT CONTROLLING: FINANCIAL CONTROLLING TO ACHIEVE THE LIQUIDITY AND PROFITABILITY TARGETS Financial controlling to support financial management Tasks of financial controlling (securing and controlling liquidity, optimizing financing costs, optimizing the ratio of equity and debt capital)

BUDGETS AND BUDGETING Function and types of the budget Structure of a budget system Principles and process of budgeting, zero base budgeting Assessment of budgeting as a controlling instrument

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CONTROLLING WITH KEY FIGURES AND KEY FIGURE SYSTEMS Overview of types of key figures and key figure systems, computing and classification systems in practice (DuPont key figure system, ZVEI key figure system, profitability and liquidity (RL) key figure system)

INVESTMENT CONTROLLING Term and types of investment Investment process Investment calculations Investment under risk

COST AND INCOME STATEMENT: COST ACCOUNTING AS A CONTROLLING INSTRUMENT INSTRUMENTS OF COST AND SUCCESS CONTROLLING Planning, control and monitoring Determination of lower price limits Determination of the profit-optional sales price In-house production and external procurement Break-even point analysis Optimization of the production program

FURTHER APPROACHES IN THE FRAMEWORK OF COST CONTROLLING Process cost accounting Target costing Design of fixed costs (fixed cost management, overhead cost management, overhead value analysis) Profit center and profit center accounting (benchmarking)

FUNCTION-ORIENTED CONTROLLING, CONTROLLING IN DIFFERENT INDUSTRIES OF BUSINESS AND INTERNAL REPORTING: FUNCTION-ORIENTED CONTROLLING Procurement controlling Production controlling Logistics controlling Marketing / sales controlling Personnel controlling Research and development controlling Data processing controlling Quality controlling

CONTROLLING IN VARIOUS SECTORS Controlling in Industry Controlling in Retail

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Controlling in banks Controlling in insurance companies Controlling in non-profit organizations and public administrations Controlling in the transport industry

INTERNAL REPORTING AND INFORMATION SYSTEMS Requirements Design of information systems Controlling report: Concept, basic problems, purposes, types, structure; Organization of reporting Examples from practice

BWL02 Business Administration Basics. Or equivalent skills acquired elsewhere. Processing of the four learning units CON101-104 individual self-study Participation in a topic-related forum for seminar preparation: Downloading a case study and subsequent individual processing of subtasks to solve the case study = a total of 138 hours

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (10 hours) Examination (2 hours) 150 hours = 5 credits German Prof. Dr. Hans-Christian Brauweiler Kosmider, A .: Controlling in medium-sized companies. Stuttgart, newest edition. Weber, J .: Introduction to Controlling. Stuttgart, newest edition. Horváth, P .: Controlling. Munich, newest edition.

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CON02

Competency assignment Competency goals

Strategic controlling

In-depth knowledge and communicative competence In-depth knowledge: Describe the tasks of strategic controlling in the management process as well as the philosophy and organization of strategic controlling in company management. Describe strategic methods of corporate controlling and the interaction with operational controlling of the operational functions and apply them to examples (technical and methodological skills).

content

STRATEGIC ANALYSIS IN THE FRAMEWORK OF STRATEGIC CONTROLLING: BASICS OF STRATEGIC CONTROLLING Definition of terms ,, Controlling & quot; and "strategy" Differentiation between strategic and operational controlling

STRATEGIC ANALYSIS AS THE STARTING POINT OF STRATEGIC PLANNING Instruments for environment analysis (market analysis, industry structure analysis, competition analysis) Instruments for company analysis (value chain, benchmarking) Combination of the results of environment and company analysis (SWOT analysis, portfolio analysis)

STRATEGIC PLANNING AND CONTROL IN THE FRAMEWORK OF STRATEGIC CONTROLLING: STRATEGIC DEVELOPMENT Basics of the concept and development of strategies Overview of types of strategies (corporate strategies, business unit strategies, functional unit strategies)

STRATEGY IMPLEMENTATION: RISK MANAGEMENT AND EARLY DETERMINATION Prerequisites Explanation of terms Legal basis and requirements Goals, tasks and process of the risk management system Integration of risk management in the company The role of the early warning system in the risk management system Risk inventory and risk portfolio Risk-bearing capacity Risk management

KLR02 cost and performance accounting as the basis of corporate management; in-depth knowledge of investment, financing, strategic management and operational controlling; CON01 Operative controlling compact; UFU02 Strategic Management and Controlling. Or equivalent skills acquired elsewhere.

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Distance learning

Processing of the two learning units CON201-202 individual self-study Participation in a topic-related forum for seminar preparation: Download a case study and then individual processing of subtasks to solve the case study = 52 hours in total

Face-to-face study

Seminar including group work to solve the case study with a short presentation of the solutions (6 hours) Written exam (2 hours) 60 hours = 2 credits German Prof. Dr. Hans-Christian Brauweiler Reichmann, T .: Controlling with key figures and management reports. Munich, newest edition. Kreikebaum, H .: Strategic corporate planning. Stuttgart, newest edition. Malik, F .: Strategy of the management of complex systems a contribution to the management cybernetics of evolutionary systems. Bern, newest edition.

Proof of competence workload language Responsible literature

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CON03

Competency assignment Competency goals

Risk and claim management

Deepening knowledge and communicative competence Deepening knowledge: Describing and analyzing tasks in the context of ensuring strategic survivability and their operational implementation.

content

RISK AND CLAIM MANAGEMENT RISK MANAGEMENT Overview of risk management, risk management in the banking industry, Basel II (risk limitation for credit institutions), risk control in banks (risk types, liquidity risk management in a bank)

CLAIMMANAGEMENT Prerequisites Basics of claim avoidance, claim strategies, claim management and contract Claim recognition and tracking, claim calculation and claim controlling, claim management in the organization, interlinking of claim and risk management

KLR02 cost and performance accounting as the basis of corporate management; in-depth knowledge of investment, financing, strategic management and operational controlling; CON01 Operative controlling compact; (UFU02 Strategic Management and Controlling), CON02 Strategic Controlling. Or equivalent skills acquired elsewhere. Working on the learning unit CON301 individual self-study Participation in a topic-related forum for seminar preparation: Downloading a case study and subsequent individual processing of subtasks to solve the case study = 52 hours in total

Distance learning

Face-to-face study

Seminar including group work to solve the case study with presentation of the solutions (8 hours) Presentation 60 hours = 2 credits German Prof. Dr. Hans-Christian Brauweiler

Proof of competence workload language Responsible

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literature

Ehrmann, H .: Risk Management. Ludwigshafen, newest edition. Schreyögg, G .; Sydow, J .: Emotions and Management. Wiesbaden, newest edition. Schulz-Hardt, S .: Flight from rationality in decision-making processes. Bern, newest edition. Huber, S.G .; Gietl, G .; Lobinger, W .: Risk Management for Business Processes. Munich, newest edition. Romeike, F .; Finke, R. (Ed.): Success factor risk management. Wiesbaden, newest edition. Albrecht, P; Maurer, R .: Investment and Risk Management. Schäffer-Poeschel, newest edition. Budde, Ralf: Basic knowledge of contract management in international mechanical and plant engineering, contract & amp; Claimmanagement Volume I, Berlin latest edition. Kühnel, Wolfgang: Claims management in keywords, Frankfurt latest edition. Gregorc, Walter, Weiner, Karl Ludwig: ,, Claim Management & quot; A guide for project managers and project teams, Erlangen latest edition.

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CON04

Competency assignment Competency goals

Capstone seminar: Current developments in financial services and controlling

systemic, instrumental and communicative competence Special all-embracing topics of financial services and controlling: During preparation and during the seminar itself students demonstrate their professional competence and methodological expertise in financial services and controlling and demonstrate that they are able to work out, to present and to defend scientific papers about special restricted topics.

content

The contents of this seminar will vary according to relevant topics of scientific and practical discussions and implications. The seminars in general will deal with developments in the branches of financial services, banks and insurances. Controlling relevant topics (strategic as well as operational) will be analyzed and discussed. English skills at level C1 (e.g. ENC11 English C1); FFK03 Business start-ups and investment finance; FFK04 company expansion and succession; FFK05 Financial Management for Large Customers; CON02 Strategic Controlling; CON03 Risk and Claim Management. Or equivalent skills acquired elsewhere. For seminar preparation: Download and preparation of (written) presentation templates in groups. = 48 hours in total

requirements

Distance learning

Face-to-face study

Seminar including presentation and discussion of the prepared templates (12 hours) Presentation 60 hours = 2 credits English and German Prof. Dr. Hans-Christian Brauweiler will be informed about the topics to be dealt with (see "Contents").

Proof of competence workload language Responsible literature

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CON11

Competency assignment Competency goals

Operational controlling compact

In-depth knowledge In-depth knowledge: Describe the role of controlling in the management process as well as the organization and classification of controlling in the company. Explain financial and investment controlling procedures to support financial management and assess budgeting as a controlling instrument. Describe approaches to controlling with key figures and key figure systems as well as fundamental procedures of investment controlling and apply them to examples from operational practice (technical and methodological competence). BASICS OF CONTROLLING: HISTORICAL DEVELOPMENT OF THE TERM AND TASKS OF CONTROLLING IN THE MANAGEMENT PROCESS Support in the development and achievement of corporate goals strategic and operational controlling IT support in controlling

content

ORGANIZATION OF CONTROLLING Establishment of controlling in the company Basic requirements for the controlling organization Integration of controlling into the organizational structure of the company (staff unit, line function, functional and divisional organization, matrix organization, central and decentralized controlling offices) Additional forms of secondary organization Organization of the controlling function in small and medium-sized and large companies Delimitation of operational controlling from other areas of activity (for internal auditing, for finance / treasuring, for planning, for internal control) Requirements for a controller

FINANCIAL AND INVESTMENT CONTROLLING: FINANCIAL CONTROLLING TO ACHIEVE THE LIQUIDITY AND PROFITABILITY TARGETS Financial controlling to support financial management Tasks of financial controlling (securing and controlling liquidity, optimizing financing costs, optimizing the ratio of equity and debt capital)

BUDGETS AND BUDGETING Function and types of the budget Structure of a budget system Principles and process of budgeting, zero base budgeting

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Assessment of budgeting as a controlling instrument

CONTROLLING WITH KEY FIGURES AND KEY FIGURE SYSTEMS Overview of types of key figures and key figure systems, computing and classification systems in practice (DuPont key figure system, ZVEI key figure system, profitability and liquidity (RL) key figure system)

INVESTMENT CONTROLLING Prerequisites Term and types of investment Investment process Investment calculations Investment under risk

BWL02 Business Administration Basics. Or equivalent skills acquired elsewhere. Processing of the two learning units CON101-102 individual self-study Participation in a topic-related forum Downloading a case study and subsequent individual processing of subtasks to solve the case study = 60 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Written term paper (assignment) 60 hours = 2 credits German Prof. Dr. Hans-Christian Brauweiler Kosmider, A .: Controlling in medium-sized companies. Stuttgart, newest edition; Weber, J .: Introduction to Controlling. Stuttgart, newest edition; Horváth, P .: Controlling. Munich, newest edition.

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FGI01

Competency assignment Competency goals

Leadership of employees

Communicative competence Basic knowledge and skills: distinguishing between leadership theories and styles; Describe the importance of motivation as well as job performance and satisfaction in management processes. Explain management functions and tasks. Advocate for a leadership model to be differentiated from others. Propose ways of dealing with conflicts in specific conflict situations. Reflect on your own and other people's conversations as well as your own leadership role and leadership behavior. Explain and partially apply modern leadership techniques, for example management by objectives (technical, methodological, personal, communicative, social competence).

content

THEORETICAL PRINCIPLES OF PERSONNEL MANAGEMENT: PERSONNEL MANAGEMENT AS PART OF CORPORATE MANAGEMENT Content and aim of corporate management Corporate principles and management principles Basic questions of personnel management

LEADERSHIP THEORIES Property theory Group theory Situation theory

MOTIVATION Important factors influencing employee behavior. Motivation as the key to successful personnel management. Power, authority, conviction

LEADERSHIP STYLES AND SITUATIVE LEADERSHIP BEHAVIOR Leadership styles and image of people one-dimensional leadership styles Managerial Grid situational leadership behavior

PRACTICAL BASICS OF PERSONNEL MANAGEMENT: MANAGEMENT FUNCTIONS plan, decide, enforce, control

MANAGEMENT TASKS Personnel management Interface between management style, functions and tasks Information and communication Distance management Contact management Individual management tasks and their influence on motivation and

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Employee behavior (setting goals, delegation, employee introduction, assessment, development; conflict management) LEADERSHIP TECHNIQUES (MbO, MbD, MbE)

LEADERSHIP MODELS Harzburg model, St. Gallen management model

LEADERSHIP PRINCIPLES.

LEADERSHIP PSYCHOLOGY: JOB PERFORMANCE AND JOB SATISFACTION THE CRITERIA OF SUCCESSFUL LEADERSHIP Job satisfaction Job performance

THE AUTHORITIES AND THE COOPERATIVE LEADERSHIP STYLE Design options in the planning phase Design options in the decision-making phase Design options for enforcement and control

CONFLICT RESOLUTION FOR SELECTED MANAGEMENT PROBLEMS Concept, causes, problem-solving levels, "difficult employees" Recognition and criticism Shortage of time Bullying.

PERSONNEL MANAGEMENT CONCLUSIONS AND OUTLOOK

CONVERSATION: LEADING IN CONVERSATION Elements Special features

REQUIREMENTS FOR CONSTRUCTIVE TALKS Means for understanding Acceptance, delimitation Transaction analysis Relationship / factual level Feelings, topic, expectations Responsibility for the conversation Feedback

TYPES OF MANAGEMENT TALKS

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Information, advice, problem-solving interview, assessment and qualification interview

GROUP TALK OR TEAM TALK Prerequisites Distance learning No processing of the four learning units FGI101104 Individual self-study Participation in a topic-related forum Assignment topics and elaboration of the assignment = total 112 hours of face-to-face study Competency assessment Workload Language responsible literature Seminar (approx. 8 hours) Assignment 120 hours = 4 credits German Prof. Dr . Uta Kirschten Rosenstiel, L. von inter alia: Management of employees. Stuttgart, newest edition. Wunderer, R .: Leadership and cooperation, an entrepreneurial leadership theory. Neuwied, newest edition.

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FGI02

Competency assignment Competency goals

Leadership (advanced)

Deepening knowledge and communicative competence Assessing the influence of the leading person and the leadership situation on leadership success, explaining role conflicts of leaders. Develop an induction program for new employees. Uncover employee motives in a sample situation and develop suggestions for the design of a motivating work situation and for improving work satisfaction; Use recognition and criticism to promote performance and willingness. Explain special features and regularities of groups; advocate group or individual work in example situations; explain the typical steps of a team development project and apply common methods in example situations; Explain problems of leadership in intercultural working groups. Describe the method and process of organizational development. Propose suitable content and steps for management training for example situations (technical, methodological, personal, communicative, social skills). THE LEADERSHIP: PERSONALITY, REQUIREMENTS AND DEVELOPMENT: BASICS OF LEADERSHIP Criteria for leadership success Leadership person (property theory, leadership style) Consideration of the situation Symbolic leadership and corporate culture Transactional and transformational leadership

content

ORGANIZATIONAL DEVELOPMENT FOR EXECUTIVES Organizational development from the perspective of the manager Understanding of organization and the organizational development process fall within the organizational development process from the perspective of an initiative manager

ROLE PROBLEMS OF MANAGERS IN THE PROFESSIONAL AND PRIVACY AREA DEVELOPMENT AND TRAINING OF MANAGERS Contents Learning environment and training methods Transfer of what has been learned into practice Review of the measures chosen

SUPERVISORY / EMPLOYEE RELATIONSHIP: INTRODUCING NEW EMPLOYEES Meaning Problems Components of the induction program

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MOTIVATION OF EMPLOYEES Motivation The motivational goal (content theories) Process theories of motivation Volition What should superiors consider when designing the motivating situation?

WORK SATISFACTION goal concept as dependent and independent variable identification and improvement

RECOGNITION AND CRITICISM AS GUIDANCE MEANS Effects Procedure in the event of recognition Procedure in the event of criticism

LEADERSHIP AND WORK IN GROUPS: THE WORKING GROUP Importance Promotion of group formation Individual work or group work Special features of a group Team work

QUALIFICATIONS FOR GROUP WORK: TEAM DEVELOPMENT TRAINING Team work and team development Occasions and goals of team development training Phases of the team development project (preparation phase, data collection and diagnosis, implementation, follow-up) Conditions for success

EMPLOYEE MANAGEMENT IN INTERCULTURAL WORKING GROUPS Prerequisites Intercultural working groups as a result of internationalization Appearances Special problems Consequences for members of intercultural working groups Consequences for leading intercultural working groups

FGI01 Management of employees.Or equivalent skills acquired elsewhere. Editing of the three booklets B / FGI201-203 for the reader, “Guidance of

Distance learning

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Employees & quot; Individual self-study Participation in a topic-related forum Download and processing of exercises for seminar preparation = 82.5 hours in total on-site study Competency assessment Workload Language Responsible Literature Seminar (14 hours) Written examination (1.5 hours) 90 hours = 3 credits German Prof. Dr. Uta Kirschten Auerbach, N.:, Leadership in Companies, Newer Findings and Methods. Saarbrücken, newest edition. Kälin, K .; Müri, P., Bernhard, H .: Lead yourself and others. Schaffhausen, newest edition.

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FGI03

Competency assignment Competency goals

Leadership

In-depth leadership knowledge (staff and self management): description of significant propositions and aspects of Anglo-Saxon leadership skills. Estimating and handling the influence of gender mainstreaming in leadership situations. Explanation of the theory of diversity management and targeted choice of intercultural staff; effective choice and professional leadership of virtual teams. Conducting internal and external win-win negotiations (how to negotiate effectively for business success). Description of problems in staff replacement. Recognition, motivation and involvement of competence profile and potential of current staff (skill management). Filling general staff and management vacancies. Empowerment: providing incentives for top-quality performance and high levels of staff satisfaction. Estimating the own leadership behavior (leadership performance test).

content

ORGANIZATIONAL AND INDIVIDUAL BEHAVIOR AND SELF DEVELOPMENT: INTRODUCTION TO Organizations and organizational behavior FOUNDATIONS OF INDIVIDUAL BEHAVIOR SELF DEVELOPMENT LEADERSHIP, motivation and Empowerment: LEADERSHIP Motivation and Empowerment VIRTUAL TEAM DIVERSITY MANAGEMENT AND CULTURAL ASPECTS: Globalization managing diversity CULTURAL ASPECTS CONFLICT MANAGEMENT AND HUMAN RESOURCE MANAGEMENT: CONFLICT AND NEGOTIATION HUMAN RESOURCES MANAGEMENT MANAGERIAL DEVELOPMENT AND TRAINING

requirements

English skills at level C1 (e.g. ENC11 English C1); FGI01 Management of employees. Or equivalent skills acquired elsewhere. Processing of the four accompanying booklets B / FGI301-304 for the two readers R / FGI301-302 individual self-study Participation in a topic-related forum for seminar preparation: Download and preparation of a presentation template and its written elaboration Online exercise and 20-minute online test as a prerequisite for access to the seminar

Distance learning

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= a total of 142 hours of face-to-face study seminars including presentation of selected prepared templates and exercises, e.g. B. role plays, case studies and discussions that enable reflection on one's own leadership behavior (8 hours; the seminar is offered at least once a year) Presentation 150 hours = 5 credits English Prof. Dr. rer. Uta Kirschten Hughes, R.L .; Ginnett, R.C .: Leadership. Enhancing the lessons of experience. New York, newest edition.

Proof of competence workload language Responsible literature

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ORG01

Competency assignment Competency goals

Traditional organization theory

Dissemination of knowledge Define the basic terms of the structure and process organization as well as describe the connections between organization and data processing; Explain criteria for assessing organizational structures; Develop suggestions for optimizing the structural and procedural organization (technical, method and media skills). CLASSICAL ORGANIZATIONAL TEACHING BASICS OF ORGANIZATIONAL TEACHING Improvisation Disposition Stability and elasticity Structural and process organization

content

THE ORGANIZATIONAL PROCESS Organizational mandate Phases

THE BUILDING ORGANIZATION (STRUCTURE STRUCTURE) Task analysis Task synthesis

THE EXECUTION ORGANIZATION (PROCESS STRUCTURE) Work analysis Work synthesis

ON THE EFFICIENCY OF ORGANIZATIONAL STRUCTURES Prerequisites UFU01 Basics of Corporate Management or BWL02 BWL Basics. Or equivalent skills acquired elsewhere. Processing of the course unit UF109 individual self-study Participation in a topic-related forum = total 30 hours of face-to-face study of competency assessment Workload Language Responsible Literature Seminar (8 hours) Submission tasks 30 hours = 1.0 credits German N. N. Hill, Wilhelm; Fehlbaum, Raymond; Ulrich, Peter: Organization theory 1, Stuttgart, latest edition. Schreyögg, Georg: Organization basics of modern organizational design, Wiesbaden, latest edition.

Distance learning

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ORG02

Competency assignment Competency goals

Process-oriented organization

Deepening knowledge Justify the increased importance of the process-oriented organizational structure and current process-oriented organizational concepts. Use the instrument of the value chain according to M. E. Porter in the strategic business process analysis. Describe information technology aspects of process design and assess them appropriately. Explain instruments for the analysis and assessment of business processes and apply them in a target-oriented manner. Participate in the analysis and (process-oriented) restructuring of organizations, especially in business process reengineering (technical, methodological, communicative, social skills). PROCESS-ORIENTED ORGANIZATIONAL CONCEPTS AND BUSINESS PROCESS MANAGEMENT Basics and development of process orientation Company structure Processes Business processes Business system

content

PROCESS-ORIENTED BUSINESS SYSTEM DESIGN Companies as a value creation system, strategic business process analysis, process-oriented organizational concepts

INFORMATION TECHNOLOGY ASPECTS OF PROCESS DESIGN process-relevant integration technologies business process-supporting settlement systems information technology business platforms and marketplaces

PROCESS MODELING TECHNIQUES Development of value stream design, IDEF, EPK, UML, BPMN ontology development

PROCESS-ORIENTED PRODUCT LIFECYCLE MANAGEMENT DEVELOPMENT AND CONCEPTS OF PROCESS MANAGEMENT Development driver Process orientation as an element of organizational excellence, EFQM, CMMI, GQM

CENTRAL PRODUCT LIFE CYCLE PROCESSES AND THEIR DESIGN Reference model for the logistical processes in the production phase Standards and reference models IT support for process integration

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THE EAGLETECH AG CASE STUDY ON THE PROCESS-ORIENTED ORGANIZATION CORPORATE BACKGROUND AND INITIAL SITUATION DISCONNECTED FROM 1992 STRATEGIC REORGANIZATION OF EAGLETECH AG CUSTOMER AND PROCESS ORIENTATION OF THE PREREQUISITES OF THE COMPANY'S REORGANIZATION AND REORGANIZATION IN THE 1990'S. Or equivalent skills acquired elsewhere. Processing of the three learning units ORG201203 individual self-study Participation in a topic-related forum Seminar preparation: processing case tasks, possibly preparation of a short presentation = a total of 80.5 hours of face-to-face study seminar including short presentation and discussion of the prepared solutions to the case tasks as well as further group work (8 hours) written exam ( 90 minutes) 90 hours = 3 credits German Prof. Cornelius Renkl

Distance learning

Proof of competence workload language Responsible literature

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ORG33

Competency assignment Competency goals

Transition management

Knowledge deepening Identification of causes and reasons for and directions of change processes. Description of the fundamentals of psychology of those involved in change processes; Planning the stages of a change process (particularly those in organizational development) in a specified company, choosing appropriate instruments of change, and competent participation in the implementation and critical evaluation of the change process. Description of the system of total quality management (TQM) and its methods. Description and implementation of the methods of knowledge management from the viewpoint of user. Drawing up a systematic draft for the implementation of TQM and / or knowledge management in a specified company. TOTAL QUALITY MANAGEMENT BASIC PRINCIPLES OF TQM changed markets development DIN EN ISO 9000 series

content

FROM THE ISO 9000 FF. TO BUSINESS EXCELLENCE QUALITY AWARDS Deming Price MBNQA European Quality Award Ludwig Erhard Price

TQM À LA EFQM Leadership policy and strategy people partnerships and resources processes customer results people results society results key performance results

QUALITY COSTS AND QUALITY CONTROLLING QUALITY MANAGEMENT INSTRUMENTS AND METHODS The "seven tools" Quality Function Development FMEA

KNOWLEDGE MANAGEMENT CURRENT SIGNIFICANCE OF THE FACTOR KNOWLEDGE

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FUNDAMENTALS AND APPROACHES TO KNOWLEDGE MANAGEMENT SELECTED MODELS OF KNOWLEDGE MANAGEMENT The knowledge spiral by NONAKA / TAKEUCHI Elements of knowledge management according to PROBST / RAUB / ROMHARDT

INTRODUCING KNOWLEDGE MANAGEMENT Motives Project management Introduction concepts Obstacles and problems

METHODS AND INSTRUMENTS OF KNOWLEDGE MANAGEMENT lessons learned best practice transfer storytelling knowledge maps communities of practice

SOFTWARE SUPPORT FOR KNOWLEDGE MANAGEMENT

CHANGE MANAGEMENT PRINCIPLES OF CHANGE MANAGEMENT BASIC PRINCIPLES OF AND REASONS FOR CHANGE MANAGEMENT reasons time factor and power structures goals and levels attitudes, methods and strategies degree of participation

ATTITUDE AND BEHAVIOR OF PEOPLE IN CHANGE PROCESSES unfreeze-change-freeze principle change in personal behavior roles of persons and dynamics in change processes

STRATEGIES FOR CHANGE MANAGEMENT PROCESSES the shell explosion strategy the process of organizational development

THE KNOWLEDGE-CREATING ORGANIZATION GOALS, CHARACTERISTICS AND REQUIREMENTS QUALIFICATION PROFILES FOR EXECUTIVES IN CHANGE PROCESSES Prerequisites Knowledge of English at level C1 (e.g. ENC11 English C1) and one of the following sub-modules: UFU01 Fundamentals of corporate management or BWL02 Business administration basics. Or equivalent skills acquired elsewhere. Processing of the three learning units ORG301303

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individual self-study Participation in a topic-related forum Seminar preparation: written processing of a case study = 110 hours in total on-site study Competency assessment Workload Language responsible Literature Seminar (8 hours) Examination (120 minutes) 120 hours = 4 credits English N. N. Doppler, K .; Lauterburg, Ch .: Change Management: Shaping corporate change. Frankfurt / Main, New York, newest edition. Probst, G .; Raub, St .; Romhardt, K .: Manage knowledge how companies use their most valuable resource optimally. Wiesbaden, newest edition. Seghezzi, H. D .: Integrated quality management - the St. Gallen concept, Munich, Vienna, latest edition.

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PEM02

Competency assignment

Human resource management theories

Deepening knowledge and systemic and communicative competence Being able to explain the importance of theories for personnel management. Identify and describe different images of people. Describe different theoretical approaches (mainly historical, motivational, business, economic and social science approaches) in their basic features and be able to work out the different perspectives of the respective approaches. Critical analysis of the relevance and meaningfulness of the various approaches for human resource management as well as their applicability in practice. HISTORICAL APPROACHES AND MOTIVATION THEORIES: INTRODUCTION Sense and purpose of theories For the theoretical foundation of human resource management

Competency goals

content

HISTORICAL APPROACHES Scientific Management Human Relations Approach

MOTIVATIONAL APPROACHES. Conceptual demarcation Motivation theories an overview Content theories Process theories Evaluation of the motivation-theoretical approaches for OP personnel management

BUSINESS AND SOCIAL SCIENTIFIC APPROACHES OF PERSONNEL MANAGEMENT BUSINESS APPROACHES Production factor approach Decision-oriented approach System-theoretical approach Contingency approach

ECONOMIC APPROACHES Human capital theory Transaction cost approach Principal agent theory and resource-oriented approach.

SOCIAL SCIENTIFIC APPROACH Behavioral science approaches conflict-oriented approach

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micropolitical approaches Human resources management approach (Harvard and Michigan concept).

FINAL CONSIDERATIONS ON THE APPROACHES PRESENTED Prerequisites BWL05 Personnel Management. Or equivalent skills acquired elsewhere. Processing of the two learning units PEM201-202 individual self-study Participation in a topic-related forum for seminar preparation: Downloading a presentation topic and preparing a written presentation including presentation documents = a total of 82 hours of face-to-face study of competency certification Workload Language Responsible Literature Seminar (8 hours) Presentation 90 hours = 3 credits German Prof . Dr. Uta Kirschten Hentze, J .; Kammel, A: Personalwirtschaftslehre 1. Munich, newest edition. Ackermann, K.F .; Reber, G .: Development and current status of human resource management. Stuttgart, newest edition. Staehle, W.H .: Management. A behavioral perspective. Munich, newest edition. Wunderer, R .: Development tendencies in human resources, in: Die Betriebswirtschaft, 43rd year, pp. 217-236. Albert, M .: Personal theory, politics, design. Stuttgart, newest edition.

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PEM03

Competency assignment Competency goals

Human resource management in international companies

Describe deepening knowledge of internationalization strategies in the personnel area. Explain the special challenges of international personnel management and intercultural management. Describe instruments and methods of international human resource management. Make well-founded suggestions for suitable preparation and support for an exemplary assignment abroad by an employee (technical, methodological and social skills). INTRODUCTION TO PERSONNEL MANAGEMENT IN INTERNATIONAL COMPANIES: CLASSIFICATION AND BASIC TERMS international companies and corporate strategies international personnel management international personnel strategies

content

INTERNATIONAL FRAMEWORK CONDITIONS FOR HUMAN RESOURCES intercultural differences and their relevance for human resources corporate constitutions and employer-employee relationships

PRACTICAL DESIGN OF THE DEPLOYMENT ABROAD Conceptual and conceptual fundamentals Search and selection phase Preparatory phase Supervision during the assignment abroad Reintegration the most important influences on an assignment abroad at a glance

SELECTED INDIVIDUAL QUESTIONS FROM THE INTERNATIONAL HR MANAGEMENT Mergers and Acquisitions International team building and teamwork Integration of foreign employees in domestic companies

NEED PLANNING AND DEVELOPMENT AS WELL AS INCENTIVE SYSTEMS AND PAYMENT DETERMINATION: PERSONNEL MANAGEMENT IN INTERNATIONAL COMPANIES Internationalization processes Intercultural differences Significance of HRM in corporate internationalization

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processes PERSONNEL REQUIREMENTS PLANNING OF INTERNATIONAL COMPANIES Basics Focal points of internationally oriented personnel requirement planning Requirements for internationally operating employees (intercultural competence, European manager)

PERSONNEL DEVELOPMENT OF INTERNATIONAL COMPANIES Prerequisites and basics Development process Classification and special features Concepts and methods

INCENTIVE SYSTEMS FOR INTERNATIONAL COMPANIES Terms and principles Incentive types Incentive systems

PAYMENT DETERMINATION AND PAYMENT SYSTEMS Terms and principles (remuneration and types of remuneration, framework conditions, approaches to remuneration policy) Questions of remuneration policy oriented towards foreign countries (remuneration components, bonus categories)

requirements

BWL05 human resource management. Or equivalent skills acquired elsewhere. Processing of the two learning units PER501 and PEM302 individual self-study Participation in a topic-related forum for seminar preparation: downloading and processing of research tasks, e.g. B. on cultural characteristics of certain target areas = 52.5 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (8 hours) Examination (1.5 hours) 60 hours = 2 credits German Prof. Dr. Uta Kirschten Weber, W .; Festing, M .; Dawking, P.J .; Schuler, R.S .: Internationales Personalmanagement, 2nd updated and revised edition, Wiesbaden, 2006. Scherm, E .: Internationales Personalmanagement, appears in a new edition 2009

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PEM04

Competency assignment Competency goals

Electronic Human Resource Management (E-HRM)

Deepening knowledge and communicative competence Establishing a comprehensive view of E-HRM with e-business as a framework for E-HRM. Present the goals, methods and processes of e-recruiting and blended learning measures. Applying and assessing measures to a specific situation, also taking into account the special features of personnel marketing in E-HRM. Name the possibilities of e-administration for different personnel functions. Explain the structure and goal of the applicant, employee and manager portal. Show possibilities, limits and problem areas of E-HRM. BASICS OF ELECTRONIC HUMAN RESOURCE MANAGEMENT: What is Electronic Human Resource Management (E-HRM)? Business to Applicant (B2A) E-Recruiting (external) Application process and applicant management in external E-Recruiting Instruments in external E-Recruiting E- (Pre-) Selection and E-Assessment

content

Business to Employee (B2E) E-Recruiting (internal) E-learning and blended learning Employee portals and Employee Self Service (ESS) Online career planning and career support E-administration and personnel information systems (PIS) Areas of application of E-HRM in the broader sense

Business to Business (B2B) HR portals e-collaboration

HR systems on the market Requirements BWL05 Personnel management. Or equivalent skills acquired elsewhere. Processing of the learning unit PEM401 individual self-study for seminar preparation: Downloading and processing research tasks to carry out a mini-study on the current status of offers in the area of ​​e-HRM, in particular e-recruiting, e-learning and portals, in the form of presentations = total 37 hours of face-to-face seminar (8 hours)

Distance learning

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Proof of competence workload language Responsible literature

Presentation 45 hours = 1.5 credits German Prof. Dr. Uta Kirschten DGFP e.V. (Ed.): E-Learning, Praxis Papiere 1/2004. Kaltenbaek, J .: E-learning and blended learning in in-company training. Berlin, newest edition. Kröger, H .; Reisky, A .: Blended Learning Success Factor Knowledge. Bielefeld, newest edition. Reinmann-Rothmeier, G .: Didactic innovation through blended learning. Bern, newest edition. Sauter, A .; Sauter, W .; Bender, H .: Blended Learning. Munich, newest edition.

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PEM05

Competency assignment Competency goals

Personnel development

Deepening knowledge and instrumental competence Deepening knowledge: Describing the possibilities and limits of personnel development, developing a personnel development concept for a sample situation and making well-founded suggestions for implementation.

content

PERSONNEL DEVELOPMENT: PERSONNEL DEVELOPMENT IN OPERATING PRACTICE Requirements for the employees Contents of the personnel development

COMPANY TRAINING Vocational training Trainee training (BMW AG, HypoVereinsbank, Siemens AG)

FURTHER VOCATIONAL TRAINING Determination of personnel development needs Determination of learning objectives Design and implementation of personal development measures

EVALUATION OF PE MEASURES Procedure and evaluation approaches

ORGANIZATIONAL DEVELOPMENT Linking personnel and organizational development

DEVELOPMENT OF PERSONNEL DEVELOPMENT: ABOUT THE CONCEPT OF PERSONNEL DEVELOPMENT DETERMINING THE SITE OF PERSONNEL DEVELOPMENT Empirical findings on the current situation Representative survey 2002 Flash survey 2003 Development stages

QUALIFICATION AND COMPETENCE TERMS AND THEIR DEFINITIONS EDUCATION Vocational training Continuing education Leadership training Methods of education

PROMOTION Terms, tasks, goals, instruments (job description and job bundle, structured employee appraisal, career and succession planning, coaching,

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Mentoring) ORGANIZATIONAL DEVELOPMENT (OE) Prerequisites Terms, tasks, goals Approaches Methods

BWL05 human resource management. Or equivalent skills acquired elsewhere. Processing of the two learning units PER401 and PEM502 individual self-study Participation in a topic-related forum for seminar preparation: Downloading and processing research tasks = 50.5 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (8 hours) Examination (1.5 hours) 60 hours = 2 credits German Prof. Dr. Uta Kirschten Becker, M .: Personnel development, education, support and organizational development in theory and practice. Stuttgart, newest edition. Sonntag, K .: Personnel development in organizations. Psychological basics, methods and strategies. Göttingen, newest edition.

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PEM06

Competency assignment Competency goals

Personnel controlling

Deepening knowledge Deepening knowledge: explain the tasks and instruments of personnel controlling and propose suitable controlling techniques and methods for a sample situation.

content

BASICS OF PERSONNEL CONTROLLING: IMPORTANCE OF PERSONNEL CONTROLLING IN PERSONNEL MANAGEMENT AN OVERVIEW FRAMEWORK CONDITIONS FOR EFFICIENT PERSONNEL CONTROL

Terms, goals, tasks Information requirements for personnel decisions (personnel research, personnel information systems and the limits of their use)

PERSONNEL CONTROL INSTRUMENTS Personnel statistics Key figures target / actual comparisons Benchmarking Balanced Scorecard Personnel portfolios

DEVELOPMENT OF PERSONNEL CONTROLLING: PERSONNEL CONTROLLING: FROM ADMINISTRATIVE REPORTING TO THE INTEGRATIVE COMPONENT OF STRATEGIC CORPORATE CONTROL DIMENSIONS OF PERSONNEL CONTROLLING strategic versus operational personnel work, versus direct personnel work that adds value versus direct personnel work, versus operational value-adding, versus personnel work that increases value, versus direct personnel work

TASKS, OBJECTIVES AND FUNCTIONS OF THE STAFF CONTROLLER Tasks and basic objectives Functions

APPROACHES OF PERSONNEL CONTROLLING cost analysis approach Human resource approach KPI-oriented approach

KEY FIGURE-BASED CONTROLLING OF PERSONNEL WORK Quantitative operational personnel controlling

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qualitative operational personnel controlling strategic personnel controlling

FUNCTIONAL PERSONNEL CONTROLLING Controlling of recruitment Controlling of personnel deployment Controlling of layoffs Controlling of personnel development Controlling of employee retention Strategically functional personnel controlling Strategic personnel controlling

VALUE ADDED CONTROL OF THE PERSONNEL MANAGEMENT HR value added controlling of the management aspect HR value added controlling of the service aspect and HR value added controlling of the business aspect

HR CONTROLLING AS AN INTEGRATIVE COMPONENT OF STRATEGIC CONTROL MODELS BSC EFQM

HUMAN CAPITAL Overview of the approaches to human capital assessment the Saarbrücken formula the Skandia-IC-Navigator intellectual capital statement Made in Germany

ORGANIZATION OF HR CONTROLLING Prerequisites Introduction of professional HR controlling Organizational integration of the "HR Controlling" function Outlook the understanding of the role of HR work according to DAVE ULRICH the understanding of the role of HR work according to THOMAS BARTSCHER

BWL05 human resource management. Or equivalent skills acquired elsewhere. Processing of the two learning units PER402 and PEM602 individual self-study participation in a topic-related forum = 50.5 hours in total

Distance learning

Face-to-face study proof of competency workload

Seminar (8 hours) Examination (1.5 hours) 60 hours = 2 credits

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Language Responsible Literature

German Prof. Dr. Uta Kirschten Schulte, Ch .: Personnel Controlling with Key Figures. Munich, newest edition. Wunderer, R .; Jaritz, A .: Entrepreneurial Personnel Controlling. Evaluation of added value in personnel management. Neuwied, newest edition.

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PER01

Business and psychological basics of personnel management

Knowledge broadening Basic knowledge: Describing the goals, tasks and development of personnel management and integrating them into the corporate strategy. Describe the psychological foundations of human behavior and basic behavioral theories and instruments for influencing a group and apply methods of conducting discussions (technical and methodological skills).

Competency assignment Competency goals

content

PRINCIPLES OF PERSONNEL MANAGEMENT: CLARIFICATION OF THE TERMS AIMS OF PERSONNEL MANAGEMENT Objectives and formal goals Operational and strategic goals

TASKS AND SUB-FUNCTIONS OF PERSONNEL MANAGEMENT Explanation of terms Structural aspects in the formation of sub-functions Sub-functions of personnel management Special functions of personnel management Tasks of personnel management

DESIGN OF IN-HOUSE PERSONNEL WORK Carrier distribution of competencies Outsourcing of personnel services

ORGANIZATION OF PERSONNEL WORK Basic terms of the organization Structural organization of the personnel management (hierarchical integration, internal structure, centralization and decentralization) Process organization Work organization

STRATEGY OF PERSONNEL MANAGEMENT Concept of strategy Action maxim Management guidelines Strategic personnel management

SIGNIFICANCE OF PERSONNEL MANAGEMENT Properties of the production factor work Significance of the work performed by employees and the company

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mersicht Reasons for the increasing importance of personnel management

REQUIREMENTS FOR PERSONNEL MANAGEMENT YESTERDAY, TODAY AND TOMORROW

PSYCHOLOGY OF HUMAN BEHAVIOR I INTRODUCTION TO PSYCHOLOGICAL THINKING What makes understanding people challenging? Psychology as "scientific understanding"

FIVE IMPORTANT FACTS OF THE MENTAL EVENTS The developmental aspect The dynamic aspect The structural aspect The economic aspect: household of the psyche Aspect of the unconscious

HUMAN NEEDS DRIVERS OF BEHAVIOR THE DEVELOPMENT OF PERSONALITY IMPORTANT STATIONS ON THE PATH TO ADULT PERSONALITY Phase I: Learning to trust through first relationships Phase II: Asserting yourself and learning to adapt Phase III: Taking life into your own hands and taking the initiative The human being as a needy being the elementary impulses What happens to the impulses?

THE ADULT: BASIS OF HIS PERFORMANCE AND RELATIONSHIP SKILLS The performance of its components and their development The development of the relationship skills

PSYCHOLOGY OF HUMAN BEHAVIOR II HUMAN AND THE ENVIRONMENT THE ENVIRONMENT CONSISTS OF DIFFERENT LEVELS Example for entry The level of society The level of organization The level of the group The level of two-way relationships The level of the individual

INFLUENCE OF THE BUSINESS ENVIRONMENT ON THE INDIVIDUAL USING FOUR EXAMPLES THE INDIVIDUAL SHAPES ITS ENVIRONMENT

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Accents are set by choice Personality structure and the design of relationships in the world of work Influences of employee personalities on the face of the organization

THE ESSENTIALS SUMMARIZED IN A DETAILED EXAMPLE Prerequisites The case study - initial situation The analysis of the case Possible solutions

BWL01 Basics of Economics. Or equivalent skills acquired elsewhere. Working through the learning units PER101, BE102-103 Exercise and individual self-study Participation in a topic-related forum = a total of 75 hours

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Evaluation of the submitted tasks 75 hours = 2.5 credits German Prof. Dr. Uta Kirschten Oechsler, W. A .: Personnel and work. Munich, newest edition. Holtbrügge, D .: Personnel Management. Berlin, newest edition. Hopfenbeck, W .: General business administration and management. Third part: design and use of human resources. Landsberg / Lech, newest edition. Staehle, W .: Management. Munich, newest edition.

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PER02

Competency assignment Competency goals

Personnel planning, procurement and deployment

Use techniques of personnel planning and selection to deepen knowledge. Describe the procedure for hiring and introducing new employees. Describe the framework conditions for the layoffs, conduct a personal interview (technical, methodological, social skills). PERSONNEL PLANNING: BASICS OF PERSONNEL PLANNING Objectives and tasks of personnel planning Influence of corporate planning on personnel planning Qualitative personnel planning Information requirements of personnel planning (information acquisition and processing) Participation rights of the works council Sub-areas of personnel planning

content

PERSONNEL REQUIREMENTS PLANNING Determination of gross personnel requirements Determination of future personnel requirements Determination of net personnel requirements

PERSONNEL MEASURES PLANNING Personnel procurement planning Personnel deployment planning Personnel adjustment planning and personnel development planning

PERSONNEL COSTS PLANNING Areas of activity in cost planning

PERSONNEL RECRUITMENT: DETERMINANTS OF PERSONNEL RECRUITMENT Importance of recruitment measures Workforce analysis Determination of personnel requirements Analysis of the labor market Rights of the works council to have a say

PERSONNEL APPROACH AND SEARCH Paths of recruitment internal recruitment external recruitment

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Special forms of external recruitment (temporary employment agencies, university marketing)

PERSONNEL SELECTION An overview of the process of personnel selection Analysis of application documents Selection of applicants Decision-making aids

EMPLOYMENT CONTRACT Form Regulatory content of an employment contract Types of employment contracts

PERSONNEL DEPLOYMENT: PERFORMANCE PROCESS AS THE BASIS OF PERSONNEL DEPLOYMENT Problems of personnel deployment from a performance-oriented point of view Tasks, goals and phases of personnel deployment Rights of the works council to have a say

STARTING A NEW ACTIVITY Introduction of new employees New areas of activity for employees Integration of employees;

FLEXIBILIZATION OF WORK CONTENT The core dimensions of work job rotation job enrichment job enlargement group-related deployment principles (semi-autonomous working groups, quality circles, learning center)

DIMENSIONS OF WORK DESIGN Working time Design options for workplaces

RELEASE OF PERSONNEL Prerequisites Causes and steps of layoffs Personnel layoff measures (internal / external layoffs) Obligations of the employer

PER01 Business and psychological basics of personnel management. Or equivalent skills acquired elsewhere. Processing of the three learning units PER201-203

Distance learning

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Individual self-study Participation in a topic-related forum for seminar preparation: Assignment of presentation topics, then individual research and independent presentation preparation = 108 hours in total on-site study Proof of competence Workload Language Responsible Literature Seminar (12 hours) Presentation 120 hours = 4.0 credits German Prof. Dr. Uta Kirschten Tschumi, M .: Handbook on Personnel Management. Zurich, newest edition. Gutmann, J .: Personnel Planning How to Use Employees Correctly. Planegg, newest edition. Kadar, F.-J .: Personnel planning: the basis of systematic personnel management. Eschborn, newest edition.

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PER03

Competency assignment Competency goals

Payroll

In-depth knowledge of the possibilities of differentiating pay using examples. Develop a specific system of remuneration and company social benefits for example companies (technical, methodological, social skills). THE STRUCTURE OF THE DIRECT PAYMENT NATURE AND MEANING OF PAY IN THE FRAMEWORK OF PERSONNEL MANAGEMENT Definition of terms Pay from a legal point of view Incentive effect of pay Criteria of fairness pay components

content

REQUIREMENT-RELATED PAY DIFFERENTIATION The concept of job evaluation The summary job evaluation The analytical job evaluation Development trends in job evaluation

PERFORMANCE-RELATED PAY DIFFERENTIATION Problem of a line allowance based on a performance assessment

REMUNERATION IN MODERN PRODUCTION SYSTEMS New forms of work require new remuneration systems Development trends in performance remuneration Determination of remuneration for group work Performance remuneration differentiation

PAYMENT DETERMINATION IN THE EMPLOYEE SECTOR The changing salary of employees The development in the tariff area compensation of non-tariff employees

MODELS OF MATERIAL EMPLOYEE PARTICIPATION The profit sharing The equity participation

SOCIAL BENEFIT MANAGEMENT CONCEPTUAL AND CONCEPTUAL BASIS Social benefits and social benefit management Social benefits as instruments of social benefit management

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Personnel and social policy

SCOPE AND DISTRIBUTION OF SOCIAL BENEFITS Statutory social benefits in Germany Social benefits as a cost factor Social benefits in an international comparison

ATTRACTIVENESS OF SOCIAL BENEFITS Overview of the factors influencing attractiveness Tax aspects of social benefit marketing

FLEXIBILIZATION OF COMPANY SOCIAL SERVICES WITH THE HELP OF CAFETERIA CONCEPTS The cafeteria approach as part of company social policy The cafeteria budget Options within the framework of the cafeteria budget Cafeteria systems and the range of optional services in Germany

requirements

PER01 Business and psychological basics of personnel management. Or equivalent skills acquired elsewhere. Working through the learning units PER301-302 Exercise and individual self-study Participation in a topic-related forum = 50 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (8 hours) Examination (2 hours) 60 hours = 2.0 credits German Prof. Dr. Uta Kirschten Oechsler, W. A .: Personnel and work. Munich, newest edition. Holtbrügge, D .: Personnel Management. Berlin, newest edition. Hopfenbeck, W .: General business administration and management. Third part: design and use of human resources. Landsberg / Lech, newest edition.

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PER04

Competency assignment Competency goals

Personnel development and personnel controlling

Deepening knowledge Describe the possibilities and limits of personnel development, develop a personnel development concept for a sample situation and make well-founded suggestions for implementation. Explain the tasks and instruments of personnel controlling and propose suitable controlling techniques and methods for a sample situation (technical, methodological, social skills). PERSONNEL DEVELOPMENT: PERSONNEL DEVELOPMENT IN OPERATING PRACTICE Requirements for the employees Contents of the personnel development

content

COMPANY TRAINING Vocational training Trainee training (BMW AG, HypoVereinsbank, Siemens AG)

FURTHER VOCATIONAL TRAINING Determination of personnel development needs Determination of learning objectives Design and implementation of personal development measures

EVALUATION OF PE MEASURES Procedure and evaluation approaches

ORGANIZATIONAL DEVELOPMENT Linking personnel and organizational development

BASICS OF PERSONNEL CONTROLLING: IMPORTANCE OF PERSONNEL CONTROLLING IN PERSONNEL MANAGEMENT AN OVERVIEW FRAMEWORK CONDITIONS FOR EFFICIENT PERSONNEL CONTROL

Terms, goals, tasks Information requirements for personnel decisions (personnel research, personnel information systems and the limits of their use)

PERSONNEL CONTROL INSTRUMENTS Personnel statistics Key figures target / actual comparisons Benchmarking Balanced Scorecard Personnel portfolios

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requirements

PER01 Business and psychological basics of personnel management. Or equivalent skills acquired elsewhere. Working through the two learning units PER401-402 Exercise and individual self-study Participation in a topic-related forum = 50.5 hours in total

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (8 hours) Written exam (1.5 hours) 60 hours = 2.0 credits German Prof. Dr. Uta Kirschten Arnold, R .: Personnel development in learning companies, Holtmannsweiler, latest edition. Backhausen, W .: Coaching through systemic thinking for innovative personnel development, Wiesbaden, latest edition. Wunderer, R .: Entrepreneurial personnel controlling. Neuwied, newest edition. Backhaus, J .: Personnel Controlling. Latest edition.

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58

PER05

Competency assignment Competency goals

Human resource management in international companies

Describe deepening knowledge of internationalization strategies in the personnel area. Explain the special challenges of international personnel management and intercultural management. Describe instruments and methods of international human resource management. Make well-founded suggestions for suitable preparation and support for an exemplary assignment abroad by an employee (technical, methodological and social skills). INTRODUCTION TO PERSONNEL MANAGEMENT IN INTERNATIONAL COMPANIES: CLASSIFICATION AND BASIC TERMS international companies and corporate strategies international personnel management international personnel strategies

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INTERNATIONAL FRAMEWORK CONDITIONS FOR HUMAN RESOURCES intercultural differences and their relevance for human resources corporate constitutions and employer-employee relationships

PRACTICAL DESIGN OF THE DEPLOYMENT ABROAD Conceptual and conceptual fundamentals Search and selection phase Preparatory phase Supervision during the assignment abroad Reintegration the most important influences on an assignment abroad at a glance

SELECTED INDIVIDUAL QUESTIONS FROM THE INTERNATIONAL HR MANAGEMENT Prerequisites Mergers and Acquisitions International team building and teamwork Integration of foreign employees in domestic companies

PER01 Business and psychological basics of personnel management. Or equivalent skills acquired elsewhere. Processing of the learning unit PER501 individual self-study Participation in topic-related forum Download and processing of research tasks for seminar preparation

Distance learning

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= total 26 hours of face-to-face study competence certificate workload language responsible literature seminar (4 hours) evaluation of the submitted tasks 30 hours = 1,0 credits German Prof. Dr. Uta Kirschten Wieser, C. J .: International Human Resources Management. Latest edition. Gädecke, A .: International Human Resources Management. Latest edition. Hoyer, K .: International Human Resources Management. Wiesbaden, newest edition. Stahl, G. K .: International Human Resources Management. Munich, newest edition.

Module catalog as of October 1st, 2009

60

PER10

Competency assignment Competency goals

Capstone seminar: Issues in international human resources management

systemic competence and communicative competence Actual all-embracing topics of human resources management: During preparation and during the seminar itself students demonstrate their professional competence and methodological expertise in human resources management and demonstrate that they are able to work out, to present and to defend scientific papers about special integrative topics. The seminar deals with current problems in human resource management. Therefore, the contents of the seminar are not fixed, but will vary depending on current developments in human resource research. Examples of such topics are human capital management or value-based personnel management. The students will work through these developments on the basis of fundamental representations in the literature, also with the help of the database EBSCO provided by AKAD and other literature research systems. Based on this literature work, they should analyze, evaluate and discuss the current HR management measures with regard to their overall corporate effects and implementation opportunities. This takes place as part of the seminar, when each student or the respective groups (max. 5 people) present their results. During the seminar, the students train behavior-oriented skills by presenting their scientifically sound work, putting it up for discussion and defending their position. This can also be done through role play or group discussions. It is important that the results derived in the seminar have a high practical relevance to the content and can thus contribute directly to solving operational problems. English skills at level C1 (e.g. ENC11 English C1); PEM03 Personnel Management in International Companies; PEM05 Personnel Development; PEM06 Personnel Controlling; PER03 staff remuneration; PER06 labor law. Or equivalent skills acquired elsewhere. for seminar preparation: processing of input literature, downloading and processing of a task in the form of a written draft (presentation) and its presentation template. = 48 hours in total

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requirements

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Seminar (12 hours) Presentation 60 hours = 2.0 credits in English and German Prof. Dr. Uta Kirschten variable

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61

PER11

Competency assignment Competency goals

Personnel management application / consolidation

Deepening knowledge and systemic competence Being able to analyze and evaluate a limited question from the area of ​​personnel management using scientific methods and to be able to sketch possible solutions to problems. Goals and tasks of personnel planning, influence of corporate planning on personnel planning, qualitative personnel planning, information requirements of personnel planning; Rights of participation of the works council; Personnel requirement planning, personnel action planning; Personnel cost planning; Determinants of Recruiting; Contact and search for personnel; Personnel selection; Employment contract; Performance process as the basis of personnel deployment; Aspects when introducing new employees into the company or new fields of activity for employees; Integration of employees; Opportunities to make work content more flexible; Dimensions of work organization; Layoffs; Criteria of leadership success, leadership style, dimensions of leadership behavior, important leadership theories; Organizational development from the perspective of a manager; Role problems of a manager; Development and training of executives. Introduction of new employees; Motivation; Job satisfaction; Recognition and criticism as a means of leadership; Determinants and peculiarities of working groups; Team development training; Leadership of intercultural working groups. (Choosing a topic). PER02 Personnel planning, procurement and deployment; FGI02 leadership (advanced). Or equivalent skills acquired elsewhere. Assignment topics and elaboration of the assignment = a total of 75 hours

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requirements

Distance learning

Face-to-face study Proof of competence Workload Language Responsible Literature

Assignment 75 hours = 2.5 credits German Prof. Dr. Uta Kirschten Tschumi, M .: Handbook on Personnel Management. Zurich, newest edition. Gutmann, J .: Personnel Planning How to Use Employees Correctly. Planegg, newest edition. Kadar, F.-J .: Personnel planning: the basis of systematic personnel management. Eschborn, newest edition. Auerbach, N .: Leadership in companies, recent findings and methods. Saarbrücken, newest edition. Kälin, K .; Müri, P., Bernhard, H .: Lead yourself and others. Schaffhausen, newest edition.

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62

UFU01

Competency assignment Competency goals

Basics of corporate governance

Knowledge broadening Basic knowledge of corporate management: Describing the history and important approaches of management theory. Explain the relationship between the company and the environment and stakeholders. Explain the St. Gallen management concept (professional competence).

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CORPORATE GOVERNANCE TODAY: HISTORICAL DEVELOPMENT OF CORPORATE GOVERNANCE Pre-phase up to 1900 (from craft to factory)

SCIENTIFIC MANAGEMENT Science instead of intuition

HUMAN RELATIONS Behavior of the working person

NEWER MANAGEMENT APPROACHES Systems Situations ,, Recipes for Success & quot;

INTEGRATION OF DIFFERENT INDIVIDUAL APPROACHES IN ONE MANAGEMENT CONCEPT. CORPORATE GOVERNANCE AS MANAGEMENT OF THE CORPORATE ENVIRONMENTAL RELATIONSHIPS Environmental spheres of a company Stakeholder Stakeholder groups

IMPORTANT DETAILED APPROACHES IN MANAGEMENT TEACHING: PROCESS-ORIENTED APPROACH Control loop of management

SYSTEM APPROACH Basics: Company as a productive social system, the first St. Gallen management concept

SITUATIVE APPROACH Congruence-Efficiency-Thesis New management approaches as an answer to changed framework conditions

THE SECOND ST. GALLER MANAGEMENT CONCEPT Overview; Vision and its relationship to normative management Corporate policy models and norms (between opportunism and obligation)