Search result: Catalogue data in Autumn Semester 2021
MAS in Management, Technology, and Economics  MAS MTEC Introductory Event for 1st Semester Students. Monday, 20.09.2021, 16.00 - 17.15 h, HG E 1.2 (tbc) | ||||||
 1. Semester | ||||||
| Core Courses | ||||||
| Information and Operations Management | ||||||
| Number | Title | Type | ECTS | Hours | Lecturers | |
|---|---|---|---|---|---|---|
| 363-0421-00L | Mastering Digital Business Models Number of participants limited to 110 | W+ | 3 credits | 2G | E. Fleisch | |
| Abstract | This lecture provides a theory- and practice-based understanding of how today's information technologies enable new digital business models and disrupt existing markets. | |||||
| Learning objective | A. After the lecture, the student is able to evaluate digital business models from different angles, including theory-based views: - Definition and classification of business models - Digital business model patterns - Theoretical frameworks that explain why and how digital business models function - Impact of digital business model patterns on P&L and balance sheet Students know how to measure & evaluate investments into the digital space as - a decision maker in an established company (should I invest in project A or B?) - an entrepreneur (should I pursue this venture?) - an investor (should I invest in start-up xy?) B. The student knows different tools to design digital business model patterns. | |||||
| Content | Uber, Airbnb, Nest and Jawbone - A wide range of innovative companies exist, which successfully implemented ICT enabled business models and continue to grow at a rapid pace. Examples, illustrating how digitalization, including the "Internet of Things" currently fosters business model innovation across various industries. This course is designed to help students to understand and critically assess such newly immerging (digital) business models. Course materials will be made available on the Moodle platform through which students can solve online exercises and submit a short educational video as part of a course assignment. Key Topics: Business model innovation; (digital) business model patterns; business value of IT; the concept of integration; transaction cost perspective; network economics perspective; essentials and impact of web 2.0, internet of things, mobile computing, market places, social analytics, and big data; IT governance and portfolio management; entrepreneurship in the digital space, etc. | |||||
| 363-0445-00L | Production and Operations Management | W+ | 3 credits | 2G | T. Netland | |
| Abstract | 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. | |||||
| Learning objective | This course provides students a broad theoretical basis for understanding, analyzing, designing, and improving operations. After completing this course: 1. Students can apply key concepts of POM to detail an operations strategy. 2. Students can conduct basic process mapping analysis and elaborate on the limitations of the chosen method. 3. Students can calculate the needed capacity to meet demand. 4. Students can select and use problem-solving tools and methods. 5. Students can select and use the basic tools of lean thinking to improve the productivity of production and service operations. 6. Students can explain how new technologies and servitization affect production and operations management. 7. Additional skills: Students acquire experience in teamwork, report writing, and presentation. | |||||
| Content | The course covers the most fundamental strategic and tactical concepts in production and operations management (POM). POM is concerned with the business processes that transform input into output and deliver products and services to customers. POM is much more than what takes place inside the production facilities of companies like ABB, Boeing, BMW, LEGO, Nestlé, Roche, TESLA, and Toyota, to mention a few (although factory management is important and a big part of POM). Also, finance firms, professional service firms, media organizations, non-profit organizations, and public service companies are dependent on their operational capabilities. With the ongoing globalization and digitization of operations, POM has won a deserved status for providing a competitive advantage. The following three fundamental areas in POM are covered: (1) Introduction to POM and operations strategy. (2) Operations design and management, including demand and capacity management, production planning and control, the role of inventory, lean management, service operations, and performance measurement. (3) Operations improvement, including problem-solving and the use of new technologies in POM ("Industry 4.0" / digitalization). Students can expect to learn a range of useful concepts, principles, and methods that can be used to design, analyze, and improve value-creating processes. POM is concerned with the productivity of technology, people, and processes. Hence, POM is a generic research field, relevant to all business sectors. Yet, many of the examples and concepts of POM stem from the manufacturing sector, which for many years have been subject to global competition and learned how to develop effective and efficient operations. | |||||
| Literature | Suggested literature is provided in the syllabus. | |||||
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