Business School – Bachelor's level (all)

The course Financial Accounting II covers international financial accounting as defined by the International Financial Reporting Standards (IFRS). In the lecture, individual standards will be presented in detail. The focus lies on the recognition and valuation of the annual statement. In particular, the lecture goes into detail about IAS 16 (Property, Plant & Equipment), IAS 38 (Intangible Assets), IAS 36 (Impairment of Assets), IAS 17 (Leases), as well as IAS 37 (Provisions, Contingent Liabilities and Contingent Assets).

Multinational groups operate globally and are thus faced with heterogeneous taxation frameworks. On the one hand, this is a compliance issue but on the other hand it can be shown empirically, that firms also adjust their behavior (e.g. locations choices, investment choices, capital structure) accordingly. In this context taxes (tax rates and the definition of the tax base) are one decision factor between other business or economic determinants. This knowledge, in return, is relevant for policy makers trying to attract foreign direct investments by offering attractive tax systems. Due to the mobility of capital, complex cross-border group structures, and little harmonization in tax codes, the tax competition by countries as well as tax planning activities of firms can lead to a situation where multinational groups pay very little taxes. This might light to an erosion of the tax revenue as well as to competition distortions towards domestic firms.

In this course, we start by having a look at different tax systems in the world and in particular in the Asian Pacific region and Europe. By studying these examples, we will get some insights into the heterogeneity of tax systems and we will also discuss how these regulations matter for firms’ decision making. In a next step, we will particularly focus on the taxation of cross-border transactions which are common for multinational firms. We will learn, how double taxation could arise and we will look at the guiding principles of international taxation to avoid this double taxation. Finally, based on this, we will study several stylized tax planning strategies for cross-border investments. In this context case studies (e.g. cross-border financing and implementation of holding companies) are used to illustrate the impact of tax planning strategies on tax payments. In particular, we look at the prominent examples of Apple and Google and how they achieve extremely low overall tax rates. Since fiscal authorities increasingly introduced anti-avoidance regulations that should limit aggressive tax planning, we will finally discuss how these regulations work and why or why not they might be effective. Here we will also draw a link towards the ongoing OECD debate on countermeasures against base erosion and profit shifting

Several leaks, including the “Panama Papers”, and public outrage about excessive profit shifting of taxable profits by global corporations have turned taxation into a reputational issue for businesses. Also, on the political agenda, tax transparency has been gaining importance and regulations in that field have increased substantially world-wide.

This course, offered jointly with a well-known tax advisory firm, gives an overview of current topics in the field of tax transparency. Students will elaborate on the guiding principles and implementation of a supra-national initiative, e.g. the European Council Directive “DAC6” mandating the reporting of aggressive tax planning arrangements, the Country-by-Country Reporting or the automatic exchange of tax information.

The participants will form groups of three to five students and analyze the implementation of a supra-national initiative in a specific country.  The results will be presented in class. In a subsequent group discussion, the fundamental deviations in the local implementations are compared and elaborated in the light of the circumstances of the respective countries. In this way, students gain insights into the political dimension of taxation and into the comparably new field of tax transparency while simultaneously enhancing their presentation skills. In addition, students will also receive individual feedback from a mentor.

This course studies critical issues in corporate governance. It starts by defining corporate governance and looking at how different governance systems evolved around the globe. Special emphasis will be on corporate governance systems in the U.S. and Germany. We will analyze how new regulations (Sarbanes-Oxley and Dodd-Frank) emerged as a result of various corporate governance scandals (e.g., Enron). The second part of the course consists of an in-depth analysis of selected internal and external governance mechanisms. Examples are the board of directors and executive compensation contracts. We will also discuss various corporate governance case studies.
The course is on the undergraduate level. It will be based on academic research papers and students will work in teams to prepare their own case study on a particular company.

What can investors do against global warming and for gender equality? Sustainable investing was in the past a press subject mostly, but not embedded deeply in the investment industry. More recently, sustainable investing was taking-off. Now a wide zoo of buzz words emerged, i.e. “green investing”, “carbon neutral investing”, “socially responsible investing”. But do they all fit the purpose?
The course is systematically building the foundation for understanding and assessing sustainable investing. To do so, the investment ecosystem as a whole and the fundamentals of the portfolio management process and theory will be introduced. Active and passive asset management will be explained and compared. Finally, different approaches to sustainability concepts will be categorized and their inclusion in the asset management process discussed.
The course is on the undergraduate level.

This course first outlines the basics of data and business process modelling based on wide-spread approaches such as entity relationship diagrams, event-driven process chains (EPC), and business process model and notation (BPMN). The remainder of the course then focuses on the use and purpose of integrated information systems across different functional areas in industrial companies. Finally, basics of management support systems such as business intelligence systems are addressed.

Outline:

• Business Process Modelling
• Application Systems in

1. Research and Development
2. Marketing and Sales
3. Procurement and Warehousing
4. Production
5. Shipping and Customer Service
6. Finance, Accounting, HR

• Planning and Control Systems

Literature:

• Mertens et al.: Grundzüge der Wirtschaftsinformatik, 7. Aufl., Springer 2001
• Mertens: Integrierte Informationsverarbeitung, 2 Bde., Bd.1, Operative Systeme in der Industrie, 16. Aufl., Gabler 2007
• Wigand et al.: Introduction to Business Information Systems, Springer 2003

This course studies the technical basics of information systems. It addresses students who want to gain technical knowledge of information systems for IT-related jobs or Master studies. The lecture covers the basic principles of a computer’s operations and programming, and gives an introduction to standard algorithms and data structures.
The topics of the module include:

• Basics of digital computers
  • Number systems and data representation
  • Computer architecture
• Basics of programming in Java
  • Variables, data types, expressions and operators
  • Control structures
• Algorithms
  • Algorithms for searching and sorting of information
  • Complexity estimation
• Data structures: Arrays, trees, lists, hashmaps, graphs

The lecture is based on the lecture MAN 301 and mediates the continuative topics and problems for management. Knowledge which is required for management will be mediated.

Behavior in Organizations
Development of motivation and satisfaction in individuals in organizations; development of  behavior in, by and between groups; development of corporate cultures and how they influence the behavior of individuals

Organization
Organizational structures and processes as well as their transformation

Human Resource Management
Students are supposed to understand the goals and fields of activity of human resource management as both a strategic and operative management function as well as learn about methods to evaluate human resource interventions.

The following topics are discussed:
Introduction to the human resource environment; personnel selection; performance management; Compensation; Employee Relations; Leadership

This module gives an introduction to the management of nonprofit organisations (NPOs). First, the nonprofit sector is described and analyzed, including topics like the relevance of the sector and its various activity fields. In the following, nonprofit management is reviewed within the functions of nonprofit governance and leadership, nonprofit human resource management, nonprofit marketing, fundraising management, nonprofit accounting and finance. Thus, this module provides a theoretical foundation for the management of NPOs. The peculiarities of nonprofit management as opposed to “forprofit” management are developed and analyzed. Possibilities and limits concerning the applicability of general management methods and concepts to NPOs are detected. Scientific research pertaining to nonprofit management is discussed and practical examples, cases and project work are presented.

In this module, we elaborate on contingencies and theoretical foundations of public management. The objective of this course is to apply a management perspective on public service delivery. We particularly focus on public administrations and public private partnerships as important actors in this regard. From a functional point of view, we analyze  human resource management and organization of public sector entities. In this context, we discuss the application of management instruments in public administrations against the background of current reform movements in the public sector.

The course encourages the further development of student business ideas from all faculties of the University of Mannheim. In the course format, students develop their own already existing business ideas individually or as a start-up team (after consultation). Milestones tailored to each startup are set at the beginning of the course. Coaching by MCEI employees to develop innovative products and services is ensured throughout the semester. The MCEI DesignLAB offers the student founders room for the further realization of their projects. In a workshop at the start of the course, basic tools for business model development and how to reach investment readiness (angel financing, VC) will be taught. At demo day by then end of class, the startups will pitch in front of experts and investors.

Students who do not have an advanced business idea yet should follow MAN 450 Entrepreneurship, Innovation and Business Model Design instead.

This practical and virtual course familiarizes students with concepts of digital entrepreneurship, especially in crowd interaction, and fosters capabilities in digital entrepreneurship. Students are encouraged to develop an own start-up idea for a virtual, sustainable, or social product (B-to-C) with a purely digital customer interface, as well as to turn this idea via a crowd-campaign plan and a business plan into reality. The course is flanked via impulses of experts from practice.

As humanity, we are facing urgent sustainability issues and companies are increasingly seen as having an especially great responsibility for sustainable business practices. This MOOC provides an in-depth case study of the business model of the company Vaude, supplemented with background knowledge on the topics discussed. To deep-dive into the sustainability approach of Vaude, the MOOC contains interviews with various people inside of Vaude, including departments as diverse as procurement, product development, HR, operations, accounting, and management.

This introductory course provides students who chose business administration as a minor subject with the fundamental understanding of management of organizations. First, the lecture gives an overview about the importance of management in general, and it highlights its relevance as an academic discipline. Furthermore, it discusses its theoretical and conceptual foundations, and elaborates on the management functions planning and control, organization, human resources, and leadership. Working on the topics management and ethics, international management, nonprofit management and public management, the course illustrates current challenges in the field of management.

This course investigates marketing from a managerial perspective, focusing on the planning and development of strategic marketing programs. We will discuss marketing concepts and learn how to design the marketing mix.

In a recent survey of the 100 largest Fortune Global 500 companies, public relations firm Burson-Marsteller (www.burson-marsteller.com) found that more than three-quarters (79%) of the top 100 companies are using at least one of the four social media platforms: Twitter, Facebook, YouTube, or corporate  blogs. The study reported that people are following companies for news and information about the company, products, and promotions, to offer feedback, and to engage customer service. In another study, eMarketer reports that the US social media advertising spending will hit $2.0 billion. Clearly, social media marketing has emerged as an important marketing strategy.

•    Marketing strategy
•    Marketing in specific contexts (service, business-to-consumer marketing, business-to-business marketing, international marketing, and digital marketing)
•    Customer segmentation, positioning and targeting


 

Marketing communications is concerned with the methods, processes, meanings, perceptions and actions associated with the ways in which organizations (and their brands) engage with their target audiences.
The lecture covers all elements of the communications mix, including advertising, public relations, sponsorship, sales promotion, direct marketing, point-of-purchase communications, exhibitions, and personal selling.

Many organizations and even industries such as health care or education suffer significant consequences due to demand–supply mismatches. The underlying managerial and operations-related decisions are often very complex, involving many alternatives with different impact, and trade-offs between key performance measures (e.g., profit, cost, quality, and environmental impact) must be made.

This course provides managerial concepts and advanced analytical tools to help make “better” decisions and manage operations more effectively such that they are aligned with the overall strategic objectives. In particular, we will create models and use software such as state-of the-art spreadsheet tools to analyze and solve different operations-related management problems typically arising in practice. The methods and tools taught in the course have become invaluable aids to informed decision making in order to improve processes, save resources, and create value.

Applications cover a broad range of industries, such as air and railway transport, retailing, public services, health care, manufacturing, etc. The course pursues an active-learning approach including lecture-style class sessions and computer-based exercises.

Negotiations occur in situations when it is impossible to attain one’s goals without the cooperation of others. Such situations arise in all areas of business and the ability to manage them successfully rests on a combination of appropriate analytical knowledge and practical skills. This course provides the theoretical background and the practical tools of negotiations. The content is relevant to a broad spectrum of application domains, but a special emphasis is put on negotiations in the procurement context.
The course addresses the general principles of the negotiation process from pre-bargaining stages (interests, BATNAs) all the way to deal closure. This includes distributive bargaining (zero-sum games) and integrative bargaining (positive-sum games), hard vs. soft negotiation styles and associated influence techniques, mixed motive bargaining, power/dependence differentials and fairness, reputation and repeated interactions, and human-related issues (perceptions, emotions, communication).
The course consists of integrated lectures, cases, and negotiation simulations

This class introduces the underlying theoretical concepts of micropolitics and discusses the application of these concepts in different contexts:

• Agenda Setting
• Mapping the Political Terrain
• Networking and Coalition Building
• Bargaining and Negotiation

Different approaches of negotiations will be analyzed. Guest speakers will offer practical insights on negotiations in different contexts. The (inter-)cultural dimension and its impact on negotiations will be discussed in class.