Suchergebnis: Katalogdaten im Herbstsemester 2022
|Bachelor-Studium (Studienreglement 2010)|
| Management, Technology and Economics|
Fokus-Koordintor: Prof. Stefano Brusoni D-MTEC und Swantje Pless D-MTEC
|151-0733-00L||Grundlagen und Prozesse der Umformtechnik|
Hinweis: alter Titel bis HS21 "Umformtechnik III - Umformtechnische Verfahren".
|W||4 KP||2V + 2U||M. Bambach|
|Kurzbeschreibung||Die Vorlesung vermittelt Technologiegrundkenntnisse zu den wichtigsten Verfahren der Blech-, Rohr- und Massivumformung. Behandelt werden insbesondere Elementar-Berechnungsmethoden, welche eine schnelle Beurteilung des Prozessverhaltens und so eine grobe Prozessauslegung erlauben. Prozessspezifisch werden Spannungs- und Formänderungszustände analysiert und die Verfahrensgrenzen aufgezeigt.|
|Lernziel||Kennenlernen umformtechnischer Verfahren. Wahl des Umformverfahrens. Auslegung einer umformtechnischen Fertigung.|
|Inhalt||Behandlung der Umformverfahren Blechumformen, Biegen, Stanzen, Kaltmassivumformen, Strangpressen, Durchziehen, Freiform- und Gesenkschmieden, Walzen; Wirkprinzip; Elementarmethoden zur Abschätzung der Spannungen und Dehnungen; Grundlagen der Prozessauslegung; Verfahrensgrenzen und Arbeitsgenauigkeit; Werkzeuge und Handhabung; Maschinen und Maschineneinsatz.|
|363-0445-00L||Production and Operations Management||W+||3 KP||2G||T. Netland, H. Franke|
|Kurzbeschreibung||This core course provides insights into the basic theories, principles, concepts, and techniques used to design, analyze, and improve the operational capabilities of an organization.|
|Lernziel||This course provides students with a broad theoretical basis for understanding, designing, analyzing, and improving manufacturing operations. After completing this course:|
1. Students can apply key concepts of POM to detail an operations strategy.
2. Students can do simple forecasting of demand and plan the needed capacity to meet it.
3. Students can conduct process mapping analysis, use it to design and improve processes and layouts, and elaborate on the limitations of the chosen method.
4. Students can choose IT, OT, and automation technology for manufacturing applications.
5. Students can design information flows, manage master data, and use it to plan and control a factory.
6. Students can design material flows in and beyond factories.
7. Students can design performance management systems.
8. Students can select and use problem-solving tools to improve quality and productivity.
9. Additional skills: Students acquire experience in teamwork.
|Inhalt||The course covers the most fundamental strategic and tactical concepts in production and operations management (POM). |
Production and Operations Management (POM) is at the heart of any business. It is concerned with the business processes that transform input into output and deliver products and services to customers. Factory management is an important part of POM, but it is much more than what takes place inside the production facilities of companies like ABB, Boeing, BMW, LEGO, Nestlé, Roche, TESLA, and Toyota. Did you know that the largest portion of assets and employees in most organizations are engaged in the operations function? Although this course focuses on manufacturing, all types of organizations depend on their operational capabilities. With the ongoing globalization and digitization of manufacturing, POM has won a deserved status for providing a competitive advantage.
This course covers the following topics: Introduction to POM, Manufacturing strategy, Forecasting and capacity, Process design, Layout, Industry 4.0, Information flow, Material flow, Logistics/SCM
Performance management, Performance improvement, Quality management, and Maintenance.
This course is administered via Moodle. The course is designed around five elements:
1. Textbook. Baudin and Netland (2022) Introduction to Manufacturing: An Industrial Engineering and Management Perspective, 1st Ed. Routledge.
2. Video lectures. Short video lectures presenting basic POM concepts.
3. Class lectures. Deep-dives with case examples on select topics.
4. FactoryVR group assignment. FactoryVR allows students to visit factories virtually.
5. Quizzes. A few quizzes during the semester help students check their progress and prepare for the written exam.
|Literatur||Suggested literature is provided in the syllabus.|
|363-0541-00L||Systems Dynamics and Complexity||W+||3 KP||3G||F. Schweitzer|
|Kurzbeschreibung||Finding solutions: what is complexity, problem solving cycle.|
Implementing solutions: project management, critical path method, quality control feedback loop.
Controlling solutions: Vensim software, feedback cycles, control parameters, instabilities, chaos, oscillations and cycles, supply and demand, production functions, investment and consumption
|Lernziel||A successful participant of the course is able to: |
- understand why most real problems are not simple, but require solution methods that go beyond algorithmic and mathematical approaches
- apply the problem solving cycle as a systematic approach to identify problems and their solutions
- calculate project schedules according to the critical path method
- setup and run systems dynamics models by means of the Vensim software
- identify feedback cycles and reasons for unintended systems behavior
- analyse the stability of nonlinear dynamical systems and apply this to macroeconomic dynamics
|Inhalt||Why are problems not simple? Why do some systems behave in an unintended way? How can we model and control their dynamics? The course provides answers to these questions by using a broad range of methods encompassing systems oriented management, classical systems dynamics, nonlinear dynamics and macroeconomic modeling. |
The course is structured along three main tasks:
1. Finding solutions
2. Implementing solutions
3. Controlling solutions
PART 1 introduces complexity as a system immanent property that cannot be simplified. It introduces the problem solving cycle, used in systems oriented management, as an approach to structure problems and to find solutions.
PART 2 discusses selected problems of project management when implementing solutions. Methods for identifying the critical path of subtasks in a project and for calculating the allocation of resources are provided. The role of quality control as an additional feedback loop and the consequences of small changes are discussed.
PART 3, by far the largest part of the course, provides more insight into the dynamics of existing systems. Examples come from biology (population dynamics), management (inventory modeling, technology adoption, production systems) and economics (supply and demand, investment and consumption). For systems dynamics models, the software program VENSIM is used to evaluate the dynamics. For economic models analytical approaches, also used in nonlinear dynamics and control theory, are applied. These together provide a systematic understanding of the role of feedback loops and instabilities in the dynamics of systems. Emphasis is on oscillating phenomena, such as business cycles and other life cycles.
Weekly self-study tasks are used to apply the concepts introduced in the lectures and to come to grips with the software program VENSIM.
Another objective of the self-study tasks is to practice efficient communication of such concepts.
These are provided as home work and two of these will be graded (see "Prerequisites").
|Skript||The lecture slides are provided as handouts - including notes and literature sources - to registered students only. All material is to be found on the Moodle platform. More details during the first lecture|
|363-0541-02L||Systems Dynamics and Complexity (Additional Cases) |
Only for Mechanical Engineering BSc.
|W+||1 KP||G. Casiraghi|
|Kurzbeschreibung||This module is an addition to the course Systems Dynamics and Complexity. It offers additional study cases to MAVT Bachelor students who enroll in the main course.|
|Lernziel||MAVT Bachelor students learn how to develop and analyze more sophisticated systems dynamics models from different areas, e.g. from biology (population dynamics, cooperation), management (inventory modeling, technology adoption and economics (supply and demand, investment and consumption), to name but a few. The goal is to apply analytical and numeric techniques to gain a deeper understanding of the dynamics of complex systems.|
|Inhalt||1. Modelling path dependence and formation of standards|
- Why do clocks go clockwise? Why do people in most nations drive on the right? Why do nearly all computer keyboards have the QWERTY layout, even though it is more inefficient compared to DVORAK? It turns out that many real-world processes are path depended, i.e. small random events early in their history determine the ultimate end state, even when all end states are equally likely at the beginning. Students will learn how to model such processes, to understand the feedback mechanisms that lead to path dependence. As a case in point, we will study the 'war' between the Betamax and the VHS standards.
2. Optimal migration as promoter of cooperation
- Mechanisms to promote cooperative behaviour is a vibrant research topic in various fields - economics, evolutionary biology and management science to name but a few. Students will be introduced to one such mechanism - migration. They will develop and analyse a macroscopic model to study how the rate of migration affects the long-term cooperation rate in a population.
3. Information transfer
- Information flow in a social system (e.g. about the location of resources or appearance of a competitor) is an important component of group living. For example, it is well known that ants can achieve remarkable feats in finding an optimal route to a food patch through pheromone trails. The goal of this study case is to model information transfer in such systems by investigating the dynamics of trail formation in ants. The students will learn that the complexity in navigating to a food source may nevertheless be explained as a simple dynamical system with one control parameter only.
4. Decisions in social societies
- In many situations individuals have to decide between two or more options. Such decisions often have a profound impact on the system as a whole, especially regarding group cohesion. Group cohesion is preferred, as individuals can benefit from living in groups, yet it may not be the underlying reason behind individual choices. In this case, students will develop and extend a macroscopic model of an animal social system faced with a decision to choose a new home, and identify the conditions which promote group cohesion versus group splitting.
5. Antigenic variation of HIV
- One of the characteristic traits of HIV is that a host can be a carrier and a transmitter of the virus without experiencing symptoms for up to 10 years. This case is concerned with finding the mechanism of HIV disease progression. The students will develop a general population-based model for the interaction of an infectious agent with the host immune system. The model is applicable to a variety of infectious agents, ranging from acute lethal infections to chronic illness. Through analysing and simulating the model, the students will understand how the HIV virus interacts with the host and how the mutation rate of the virus is ultimately responsible for this long asymptomatic period.
6. Compartmental models in epidemiology
- Many diffusive processes in social systems, such as epidemics, can be understood as a result of the interaction between a few groups (compartments) of individuals. The most common example is to divide a population into those who are susceptible (S) to a disease, those who are infected (I), and those who have recovered (R) and are immune, and to model their interactions. These so called SIR models find wide application in studying non-biological diffusive processes, e.g. spread of technological innovations, fads , internet memes etc. In this study case, students will become familiar with the basic components of an SIR model and the conditions under which a disease can cause the outbreak of an epidemic. Students will extend the basic model to investigate more realistic scenarios relevant to e.g. different vaccination strategies.
|Skript||Will be provided|
Entry level course in management for BSc, MSc and PHD students at all levels not belonging to D-MTEC. This course can be complemented with Discovering Management (Excercises) 351-0778-01.
|W||3 KP||3G||B. Clarysse, S. Brusoni, F. Da Conceição Barata, H. Franke, V. Hoffmann, P. Tinguely, L. P. T. Vandeweghe|
|Kurzbeschreibung||Discovering Management offers an introduction to the field of business management and entrepreneurship for engineers and natural scientists. By taking this course, students will enhance their understanding of management principles and the tasks that entrepreneurs and managers deal with. The course consists of theory and practice sessions, presented by a set of area specialists at D-MTEC.|
|Lernziel||The general objective of Discovering Management is to introduce students into the field of business management and entrepreneurship.|
In particular, the aims of the course are to:
(1) broaden understanding of management principles and frameworks
(2) advance insights into the sources of corporate and entrepreneurial success
(3) develop skills to apply this knowledge to real-life managerial problems
The course will help students to successfully take on managerial and entrepreneurial responsibilities in their careers and / or appreciate the challenges that entrepreneurs and managers deal with.
|Inhalt||The course consists of a set of theory and practice sessions, which will be taught on a weekly basis. The course will cover business management knowledge in corporate as well as entrepreneurial contexts. |
The course consists of three blocks of theory and practice sessions: Discovering Strategic Management, Discovering Innovation Management, and Discovering HR and Operations Management. Each block consists of two or three theory sessions, followed by one practice session where you will apply the theory to a case.
The theory sessions will follow a "lecture-style" approach and be presented by an area specialist within D-MTEC. Practical examples and case studies will bring the theoretical content to life. The practice sessions will introduce you to some real-life examples of managerial or entrepreneurial challenges. During the practice sessions, we will discuss these challenges in depth and guide your thinking through team coaching.
Through small group work, you will develop analyses of each of the cases. Each group will also submit a "pitch" with a clear recommendation for one of the selected cases. The theory sessions will be assessed via a multiple choice exam.
|Skript||All course materials (readings, slides, videos, and worksheets) will be made available to inscribed course participants through Moodle. These course materials will form the point of departure for the lectures, class discussions and team work.|
|351-0778-01L||Discovering Management (Exercises)|
Complementary exercises for the module Discovering Managment.
Prerequisite: Participation and successful completion of the module Discovering Management (351-0778-00L) is mandatory.
|W||1 KP||1U||B. Clarysse, L. P. T. Vandeweghe|
|Kurzbeschreibung||This course is offered complementary to the basis course 351-0778-00L, "Discovering Management". The course offers an additional exercise.|
|Lernziel||The general objective of Discovering Management (Exercises) is to complement the course "Discovering Management" with one larger additional exercise. |
Discovering Management (Exercises) thus focuses on developing the skills and competences to apply management theory to a real-life exercise from practice.
|Inhalt||Students who are enrolled for “Discovering Management Exercises” are asked to write an essay about a particular management issue of choice, using your insights from Discovering Management.|
Students have the option to either write this alone or in a group of two students.
|Literatur||All course materials (readings, slides, videos, and worksheets) will be made available to inscribed course participants through Moodle. Students following this course should also be enrolled for course 351-0778-00L, "Discovering Management".|
|363-0387-00L||Corporate Sustainability||W||3 KP||2G||V. Hoffmann, J. Meuer, A. Nunez-Jimenez|
|Kurzbeschreibung||The lecture explores current challenges of corporate sustainability and prepares students to become champions for sustainable business practices. In the beginning, traditional lectures are complemented by e-modules that allow students to train critical thinking skills. In the 2nd half of the semester, students work in teams on sustainability challenges related to water, energy, mobility, and food.|
- assess the limits and the potential of corporate sustainability for sustainable development
- develop critical thinking skills (argumentation, communication, evaluative judgment) that are useful in the context of corporate sustainability using an innovative writing and peer review method.
- recognize and realize opportunities through team work for corporate sustainability in a business environment
- present strategic recommendations in teams with different output formats (tv-style debate, consultancy pitch, technology model walk-through, campaign video)
|Inhalt||In the first part of the semester, Prof. Volker Hoffmann and Dr. Johannes Meuer will share his insights on corporate sustainability with you through a series of lectures. They introduce you to a series of critical thinking exercises and build a foundation for your group work. In the second part of the semester, you participate in one of four tracks in which SusTec researchers will coach your groups through a seven-step program. Our ambition is that you improve your analytic and organizational skills and that you can confidently stand up for corporate sustainability in a professional setting. You will share the final product of your work with fellow students in a final puzzle session at the end of the semester.|
|Skript||Presentation slides will be made available on moodle prior to lectures.|
|Literatur||Literature recommendations will be distributed during the lecture|
|Voraussetzungen / Besonderes||TEACHING FORMAT/ ATTENDANCE: Please note that we aim to offer you the course in-class and online, but at this point we cannot guarantee that a purely online participation is possible. Irrespective of the format (in-class or online), the course includes several mandatory sessions that participants must attend to successfully earn credit points.|
|363-0389-00L||Technology and Innovation Management||W||3 KP||2G||S. Brusoni, A. Zeijen|
|Kurzbeschreibung||This course focuses on the analysis of innovation as a pervasive process that cuts across organizational and functional boundaries. It looks at the sources of innovation, at the tools and techniques that organizations deploy to routinely innovate, and the strategic implications of technical change.|
|Lernziel||This course intends to enable all students to:|
- Acquire and understand the basic jargon necessary to discuss, in a precise and concise manner, innovation processes and their outcomes
- Analyse the relationship between individual and organizational decision processes and their innovative outcomes
- Discuss the relevance and importance of different decision-making criteria, and critically assess their impact on desired innovative outcomes
|Inhalt||This course looks at technology and innovation management as a process. Continuously, organizations are faced with a fundamental decision: they have to allocate resources between well-known tasks that reliably generate positive results; or explore new ways of doing things, new technologies, products and services. The latter is a high risk choice. Its rewards can be high, but the chances of success are small.|
How do firms organize to take these decisions? What kind of management skills are necessary to take them? What kind of tools and methods are deployed to sustain managerial decision-making in highly volatile environments? These are the central questions on which this course focuses, relying on a combination of lectures, case-based discussion, and guest speakers.
|Skript||Slides will be available on the Moodle page|
|Literatur||Readings will be available on the Moodle page|
|Voraussetzungen / Besonderes||The course content and methods are designed for students with some background in management and/or economics|
|363-0389-02L||Technology and Innovation Management (Additional Cases) |
Only for Mechanical Engineering BSc.
|W||1 KP||1U||S. Brusoni|
|Kurzbeschreibung||This module focuses on the topics that lie at the intersection between management and engineering.|
|Lernziel||Through a project, the students will focus on discussing the business implications of a technology using the tools and theories used in the TIM lecture. This would enable the students to deepen their understanding of managerial issues while focusing on a specific technology. Topics for project work will be proposed in the beginning of the semester|
|Voraussetzungen / Besonderes||The lecture 363-0389-00L Technology and Innovation Management needs to be taken in order to participate in this module|
|363-0565-00L||Principles of Macroeconomics||W||3 KP||2V||J.‑E. Sturm|
|Kurzbeschreibung||This course examines the behaviour of macroeconomic variables, such as gross domestic product, unemployment and inflation rates. It tries to answer questions like: How can we explain fluctuations of national economic activity? What can economic policy do against unemployment and inflation?|
|Lernziel||This lecture will introduce the fundamentals of macroeconomic theory and explain their relevance to every-day economic problems.|
|Inhalt||This course helps you understand the world in which you live. There are many questions about the macroeconomy that might spark your curiosity. Why are living standards so meagre in many African countries? Why do some countries have high rates of inflation while others have stable prices? Why have some European countries adopted a common currency? These are just a few of the questions that this course will help you answer.|
Furthermore, this course will give you a better understanding of the potential and limits of economic policy. As a voter, you help choose the policies that guide the allocation of society's resources. When deciding which policies to support, you may find yourself asking various questions about economics. What are the burdens associated with alternative forms of taxation? What are the effects of free trade with other countries? How does the government budget deficit affect the economy? These and similar questions are always on the minds of policy makers.
|Skript||The course webpage (to be found at https://moodle-app2.let.ethz.ch/course/view.php?id=17628) contains announcements, course information and lecture slides.|
|Literatur||The set-up of the course will closely follow the book of |
N. Gregory Mankiw and Mark P. Taylor (2020), Economics, Cengage Learning, Fifth Edition.
This book can also be used for the course '363-0503-00L Principles of Microeconomics' (Filippini).
Besides this textbook, the slides, lecture notes and problem sets will cover the content of the lecture and the exam questions.
|363-0711-00L||Accounting for Managers||W||3 KP||2V||H. Chen|
|Kurzbeschreibung||The course Accounting for Managers offers an introduction to financial accounting and management accounting. It provides managers with the necessary knowledge for decision making using accounting information.|
|Lernziel||By attending this course, students will be able to: |
- record business transactions on the different types of accounts.
- establish a balance sheet and an income statement.
- prepare the different financial reports.
- understand the principles of cost accounting.
- determine the cost of production.
- make decisions based on cost information.
|Inhalt||The first part of the course is devoted to financial accounting. It teaches the principles of double-entre accounting and deals with the recording of commercial transactions on accounts. It describes the work to be carried out at the closing in order to prepare the financial reports according to the generally accepted accounting principles. This type of accounting information is primarily intended for investors and shareholders. |
The second part of the course describes the principles of management accounting and explains the different costing methods. It aims to determine the manufacturing cost of production of the different products and services using full and variable costing methods. The accounting information focuses on the internal needs of managers for the purpose of budget preparation and profitability analysis.
|Voraussetzungen / Besonderes||This course is a prerequisite for the course Financial Management.|
|363-0790-00L||Technology Entrepreneurship||W||2 KP||2V||F. Hacklin|
|Kurzbeschreibung||Technology ventures are significantly changing the global economic picture. Technological skills increasingly need to be complemented by entrepreneurial understanding. |
This course offers the fundamentals in theory and practice of entrepreneurship in new technology ventures. Main topics covered are success factors in the creation of new firms, including founding, financing and growing a venture.
|Lernziel||This course provides theory-grounded knowledge and practice-driven skills for founding, financing, and growing new technology ventures. A critical understanding of dos and don'ts is provided through highlighting and discussing real life examples and cases.|
|Inhalt||12 sessions; 10+ carried out by guest speakers: experts in the broad field of technology entrepreneurship (e.g., serial entrepreneurs, venture capitalists, (E)MBA professors, company builders, patent experts, scale-up executives, …)|
2h lecture - schedule (±):
60': (Guest) lecture
15': Discussion related to topic (in groups)
10': Plenary discussion
20': Q&A with (guest) lecturer
Sessions are carried out via zoom, recordings are uploaded on Moodle. Sessions can also be followed in reserved lecture room.
Semester assignment: Construction of 1 appropriate exam question (MPC) related to a specific guest lecture.
13th session: MPC exam, heavily based on questions generated from the semester assignment. These will be published on Moodle as a preparation for the exam.
See course website: Link
|Skript||Lecture slides and case material|
|363-1082-00L||Enabling Entrepreneurship: From Science to Startup |
Students should provide a brief overview (unto 1 page) of their business ideas that they would like to commercialise through the course. If they do not have an idea, they are required to provide a motivation letter stating why they would like to do this elective. If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss.
The total number of students will be limited to 50.
The students should submit the necessary information until 19 September 2022 and apply to email@example.com
|W||3 KP||2V||A. Sethi|
|Kurzbeschreibung||This elective is relevant for students who have developed a technology and are keen to evaluate the steps in starting a startup. This is also relevant for students who would like to start a startup but do not have a technology, but are clear on a specific market and the impact they would like to create.|
|Lernziel||Students have technology competence or an idea that they would like to convert into a startup. They are now in the process of evaluating the steps necessary to do so. In summary:|
1. Students want to become entrepreneurs
2. The students can be from business or science & technology
3. The course will enable the students to identify the relevance of their technology or idea from the market relevance perspective and thereby create a business case to take it to market.
4. The students will have exposure to investors and entrepreneurs (with a focus on ETH spin-offs) through the course, to gain insight to commercialise their idea
|Inhalt||The students would cover the following topics, as the build their idea into a business case:|
1. Technology excellence: this assumes that the student has achieved a certain degree of competence in the area of technology that he or she expects to bring to the market
2. Market need and market relevance: The student would then be expected to identify the possible markets that may find the technology of relevance. Market relevance implies the process of identification of how relevant the market perceives the technology, and whether this can sustain over a longer period of time
3. IP and IP strategy: Intellectual property, whether in the form of a patent or a trade secret, implies the secret ingredient that enables the student to achieve certain results that competitors are unable to copy. This enables the student (and subsequently the startup) to hold on to the market that they create with customers
4. Team including future capabilities required: a startup requires multiple people with complementary capabilities. They also need to be motivated while at the same time protecting the interests of the startup
5. Financials: There is a need of funding to achieve milestones. This includes funding for salaries and running of the company
6. Investors and funding options: There are multiple funding options for a startup. They all come with different advantages and limitations. It's important for a startup to recognise its needs and find the investors that fit these needs and are best aligned with the vision of the founders
7. Preparation of business case: The students will finally prepare the business case that can help them to articulate the link of the technology with the market need and its willingness to pay
8. Legal overview, company forms and shareholders’ agreements (including pitfalls)
The seminar includes talks from invited investors, entrepreneurs and legal experts regarding the importance of the various elements being covered in content, workshops and teamwork. There is a particular emphasis on market validation on each step of the journey, to ensure relevance.
|Skript||Since the course will revolve around the ideas of the students, the notes will be for the sole purpose of providing guidance to the students to help convert their technologies or ideas into business cases for the purpose of forming startups. Theoretical subject matter will be kept to a minimum and is not the focus of the course.|
Sethi, A. "From Science to Startup"
|Voraussetzungen / Besonderes||This course is relevant for those students who aspire to become entrepreneurs. |
Students applying for this course are requested to submit a 1 page business idea or, in case they don't have a business idea, a brief motivation letter stating why they would like to do this course.
If you are unsure about the readiness of your idea or technology to be converted into a startup, please drop me a line to schedule a call or meeting to discuss.
|363-1017-00L||Risk and Insurance Economics||W||3 KP||2G||H. Schernberg|
|Kurzbeschreibung||The course covers the economics of risk and insurance, in particular the following topics will be discussed:|
2) individual decision making under risk
3) models of insurance demand, risk sharing, insurance supply
4) information issues in insurance markets
5) advanced topics in microeconomics and behavioral economics
5) the macroeconomic role of insurers and insurance regulation
|Lernziel||The course introduces students to basic microeconomic models of risk attitudes and highlight the role insurance can – or cannot – play for individuals facing risks.|
|Inhalt||Everyday, we take decisions involving risks. These decisions are driven by our perception of and our appetite for risk. Insurance plays a significant role in people's risk-management strategies.|
In the first part of this lecture, we discuss a normative decision concept, Expected Utility theory, and compare it with empirically observed behaviour.
Students then learn about the rationale for individuals to purchase insurance, and for companies to offer it. We derive the optimal level of insurance demand and discuss how it depends on our model's underlying assumptions.
We then discuss the consequences of information asymmetries in insurance markets and the consequences for insurance supply.
Finally, we discuss refinements in decision theory that help account for observed behaviours that don't fit with the basic models of microeconomic theory. For example, we'll explore how behavioural economics can be leveraged by the insurance industry.
- Zweifel, P., & Eisen, R. (2012). Insurance Economics. Springer.
- Handbook of the Economics of Risk and Uncertainty, Volume1;
- Dionne, G. (Ed.). (2013). Handbook of Insurance (2nd ed.). Springer.
References will be given on a topic-by-topic basis during the course.
|351-1109-00L||Einführung in die Mikroökonomie|
GESS (Science in Perspective): Diese Lehrveranstaltung ist nur für Bachelorstudierende.
Masterstudierende können die LE 363-0503-00L „Principles of Microeconomics“ belegen.
Hinweis für D-MAVT Studierende: Sollten Sie bereits «363-0503-00L Principles of Microeconomics» erfolgreich absolviert haben, dann dürfen Sie diese Lehrveranstaltung nicht mehr belegen.
|W||3 KP||2G||M. Wörter, M. Beck|
|Kurzbeschreibung||Der Kurs führt in die Grundlagen, Probleme und Ansätze der Mikroökonomie ein. Er beschreibt wirtschaftliche Entscheidungen von Haushalten und Unternehmen und deren Koordination durch vollkommene Märkte.|
|Lernziel||Die Studierenden erarbeiten sich ein vertieftes Verständnis grundlegender mikroökonomischer Modelle. |
Sie erlangen die Fähigkeit, diese Modelle bei der Interpretation realer wirtschaftlicher Zusammenhänge anzuwenden.
Die Studierenden verfügen über ein reflektierendes und kontextbezogenes Wissen darüber, wie Gesellschaften knappe Ressourcen nutzen, um Güter und Dienstleistungen zu produzieren und unter sich zu verteilen.
|Inhalt||Markt, Budgetrestriktion, Präferenzen, Nutzenfunktion, Nutzenmaximierung, Nachfrage, Technologie, Gewinnfunktion, Kostenminimierung, Kostenfunktion, vollkommene Konkurrenz, Information und Kommunikationstechnologien.|
|Skript||Unterlagen in der Internet Lernumgebung https://moodle-app2.let.ethz.ch/auth/shibboleth/login.php|
|Literatur||Varian, Hal R. (2014), Intermediate Microeconomics, W.W. Norton|
Deutsche Übersetzung: Grundzüge der Mikroökonomik (2016), 9. Auflage, Oldenbourg; auch die frühere 8. Ausgabe (2011) kann verwendet werden.
|Voraussetzungen / Besonderes||Diese Lehrveranstaltung "Einführung in die Mikroökonomie“ (363-1109-00L) ist für Bachelorstudierende gedacht und LE 363-0503-00 „Principles of Microeconomics“ für Masterstudierende.|
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