Status: 21 April 2010
Supplementary Information
M.A. International Business & Consulting
(IBCON):
Specialisation
International Human Resource Management
Academic Director:
Dr. Gert Bruche, Professor of International Management
in charge of overall course and of the Specialisation ‘International Strategic Management’ E-Mail: gert.bruche@hwr-berlin.de
Academic Co-Director:
Dr. Ingo Fischer, Professor of Management and Human Resources
in charge of the Specialisation ‘International Human Resource Management’ E-Mail: ingo.fischer@hwr-berlin.de
Course Coordinators:
Dagmar Hofmann Kathleen Schüttler-Janikulla Study Office 3 Study Office 3
E-Mail: master@hwr-berlin.de E-Mail: master@hwr-berlin.de Tel: +49 (0) 30 85789-425 Tel: +49 (0) 30 85789-396
The programme prepares students for positions as HR professional, HR specialist, or HR executive trainee in companies active in the international arena as well as for positions in HR consulting firms and HR service providers. This objective is supported by the programme‘s strong international and strategic focus.
Modules are predominately structured as interactive seminars and taught in English. The small group size facilitates direct dialogue and close contact between the students and the academic staff, enabling intensive work on case studies and fruitful and wide-ranging discussions.
Modules are designed with a strong focus on analytical thinking, international perspectives, integrative views, conceptualization and self awareness in the interaction with clients, superiors, subordinates and peers. The combination of lecturers in the programme supports the aims of the programme through a diverse international experience base as well as conceptual knowledge.
1. Programme Structure
IBCON-Specialisation International Human Resource Management
Programme in the Winter Term (1st semester)
Module Title Contact Hours
(sws)
ECTS Credits
Lecturers who principally teach in the programme
Principles of Consulting
(Joint Module w. spec. Strategic Management [JM])
4 7 Prof. Dr. Matthias Tomenendal Prof. Dr. Beate Klutman Prof. Dr. Laila Maija Hofmann
International Project Management
[JM]
4 7 Prof. Dr. Frank Habermann Prof. Dr. Sven Pohland
Strategic Human Resource Management
(Specialisation Module [SM])
4 7 Prof. Dr. Ingo Fischer
Prof. Dr. Laila Maija Hofmann
Industrial relations and Corporate Employment Law [SM]
4 7 Prof. Dr. Stefanie Lorenzen Prof. Dr. José M. Magone
Personal Development Tutorial
[JM]
2 2 Prof. Dr. Gert Bruche + Prof. Dr. Ingo Fischer 18 30
Programme in the Summer Term (2nd semester)
Module Title Contact Hours
(sws)
ECTS Credits
Lecturers who principally teach in the programme
Advanced Consulting Skills
[JM])
4 7 Prof. Dr. Matthias Tomenendal Prof. Dr. Beate Klutman Prof. Dr. Laila Maija Hofmann
Strategic Performance Management
[JM]
4 7 Prof. Dr. Solveig Reissig-Thust N.N.
Training and Development
[SM]
4 7 Prof. Dr. Laila Maija Hofmann Prof. Dr. Ingo Fischer
Performance and Reward Management
[SM]
4 7 Prof. Dr. Ingo Fischer N.N.
Personal Development Tutorial
[JM]
2 2 Prof. Dr. Gert Bruche + Prof. Dr. Ingo Fischer
18 30
Programme in the Winter Term (3rd semester) or Summer Term (4th semester)
Module Title Contact Hours
(sws)
ECTS Credits
Master Thesis individ. 30 Various supervisors
Programme in the Summer Term (3rd semester) for students with 180 ECTS (3-yrs Bachelor)
Module Title Contact Hours
(sws)
ECTS Credits
2. Short Module Descriptions, IBCON-Specialisation International
Human Resource Management
Principles of Consulting (1st semester, Joint Module)
The module will be divided into a ‘hard tools’ and a ‘soft skills’ part. In the ‘hard tools’ part
students will learn about the key drivers of the consulting industry and the specifics of consulting as a profession. They will understand the management of a consultancy as a professional service firm. They will apply concepts and reflect upon key parts of the consulting value chain and investigate the consultant-client interaction. Literature (examples): Kubr (2002),
Management Consulting: A Guide to the Profession; Thommen/Richter (2004): Management Consulting Today. In the ‘soft skills’ component the students learn about and practice selected interpersonal consulting skills including self-awareness training, interpersonal consulting tools for one-on-ones and group settings and critical analysis of practical examples.
International Project Management (1st semester, Joint Module)
Students will learn to understand the setup, initialisation (organization/planning), execution as well as closing of global projects. Starting with local project management the students will discuss specific issues in an international project environment. Literature (examples): Cleland/Gareis (2006), Global Project Management Handbook: Planning, Organizing, and Controlling International Projects; Kerzner (2009): Project Management. A Systems Approach to Planning, Scheduling and Controlling.
Strategic Human Resource Management (1st semester, Specialisation Module)
The general conceptualization of strategic human resource management as being about systematically linking people with the firm is the common ground for this module. It is based upon the recognition that organizations can be more effective if their human resources are managed with HR policies and practices that deliver outcomes like the right number of people with the appropriate behaviors, the needed competencies, the feasible levels of motivation to the organization and more. Among this Organizational Culture may be seen as a core success factor. The module will look at the interrelationships between SHRM, strategy and organization culture. Sources: Leopold, J./Harris, L.: The Strategic Managing of Human Resources, 2e, 2009; Schuler, R.S. / Jackson, S.E. (ed.): Strategic Human Resource Management, 2e, 2007; Boxall, P./Purcell, J.: Strategy and Human Resource Management, 2003; Schein Edgar H.:
Organizational Culture and Leadership, 3e, 2004
Industrial Relations and Corporate Employment Law (1st semester, Specialisation Module) The first section of the module gives an advanced overview on the main issues of industrial relations in Europe, USA and Japan which may be seen as sources for a stable economy and a sustainable growth. The main emphasis of the module will be on the diversity of models of industrial relations in the European Union, however, comparisons will be made to other parts of the world particularly the USA and Japan. Key aspects are: history, context and transformation of industrial relations, theories of industrial relations, institutional framework of industrial relations, multilevel governance nature of industrial relations. The second section of the module will broaden participants’ knowledge of employment law as an important issue of Human Resource Management. The focus will be on topics essential to internationally active firms like shaping of working conditions, legal provisions applying across the EU when businesses are restructured, the law governing transnational employment relationships or the value of codes of conduct. Sources: Peter Ackers, Adrian Wilkinson (eds.), Understanding Work and Employment. Industrial relations in Transition. (Oxford 2005); Paul Edwards (ed.), Industrial Relations. Theory and Practice. Second Edition. (London 2003); Michael Poole, Industrial Relations. Origins and
Advanced Consulting Skills (2nd semester, Joint Module)
The module will be divided into a ‘hard tools’ and a ‘soft skills’ part. Based on the module of the first semester students will apply consulting tools to exemplary management situations. They will understand, apply and reflect upon key methods in solving complex management problems. Literature (examples): Minto (2002): The Pyramid Principle: Logic in Writing and Thinking; Rasiel/Frifa (2001): The McKinsey Mind: Understanding and Implementing the Problem Solving Tools and Management Techniques of the World’s Top Strategy Consulting Firm. [The soft skills part will be described later].
Strategic Performance Management (2nd semester, Joint Module)
The module will cover actual and innovative performance management issues used by major companies throughout the world. Special focus will be on the discussion of the relationship of managers and managerial accountants, their different roles and tasks in the field of Strategic Performance Management. Literature (examples): Kaplan/Atkinson: Advanced Management Accounting; Kaplan/Norton: Using the Balanced Scorecard as a Strategic Management System.
Performance and Reward Management (2nd semester, Specialisation Module)
Performance and reward are core areas of HRM. They are strongly linked and have impact on other HR fields. The course unfolds the differentiated ways to manage performance and the relevance of reward for employees and employers as well as for strategic reasons. Sources: Aguinis, H.: Performance Management, 2008; Martocchio, J.J.: Strategic Compensation. A Human Resource Management Approach, 2009; Gerhart, B./Rynes, S.L.: Compensation. Theory, Evidence and Strategic Implications, 2003
Training and Development (2nd semester, Specialisation Module)
Starting with the strategic perspective of Human Resource Development (HRD) the students continue with the operative issues of HRD and training every human resource manager should have a basic understanding about. International aspects will be taken into consideration.
Emerging trends of HRM will be presented by guest speakers. The students have the opportunity to check theoretical concepts (learned during the self study phases) by testing them in the
classroom. In addition the participants are asked to prepare a training setting and to implement it during a lecture.
Personal Development Tutorials (1st and 2nd semester, Joint Modules)
In the first semester students will engage in an application of an advanced competency assessment system (KODE) and develop a better understanding of their own strengths and learning strategies. They will be coached in a feedback session with the module trainer. In the second semester the tutorial will focus on the career strategies and the possibly related
identification of suitable topics for the master thesis. It will include general guidance on research methodologies.
3. Principal Lecturers in IBCON-Specialisation International Human
Resource Management
Prof. Dr. Gert Bruche (Prof. of International Management)
After completing his studies (Dipl.-Ing., Dr. rer. pol.) Dr. Bruche worked with the United Nations in Ankara, Turkey, with the International Institute of Management in Berlin (WZB) and with Schering AG (Strategy Advisor to the Board, Managing Director for Schering's China operations in Hongkong and Director of Strategic Marketing). In 1994 he joined the Berlin School of
Economics (now Berlin School of Economics and Law) as a Professor of International
Management. Between 2004–2008 he served as the School’s Dean and Vice President. He also worked as an international strategy consultant to multinational companies and as Director of Asia Pacific Management Training Programs at the Nanyang Business School, Singapore.
Prof. Dr. Ingo Fischer (Prof. of Management and Human Resource Management)
Ingo Fischer joined BSEL in 2006. He teaches strategy, human resource management and organisation at the Berlin School of Economics. He is a former senior level HR executive with long time experience in different firms (Hertie, Metro, and Roche) and in a broad range of strategic and operational HR functions. He has expertise in design and implementation of HR systems and processes as well as in practices in organisation change and leadership
development. Before that he studied economics at the University of Frankfurt (Dipl.-Volkswirt) and was teaching assistant and research scholar at the University of Frankfurt (Ph.D. in Economics).
Prof. Dr. Frank Habermann (Prof. of Business Science, part. Business Process Management) After receiving his Diploma in Business, Frank Habermann was a senior researcher at the German Institute for Artificial Intelligence as well as a Visiting Professor at Dublin Graduate School of Business in Ireland. As a member of the extended Board of German IMC AG he headed the consulting unit and was responsible for the firm’s international business. For the European Foundation of Management Development in Brussels he supervised the certification of ICT-based educational programs for leading international Business Schools. Early 2009 he founded Becota – The Berlin Consulting and Talent Association. His research activities are focusing the organisational impacts of information technology.
Prof. Dr. Laila Hofman (Prof. of International Human Resource Management)
Formerly an economics student at the Friedrich-Alexander Universität Nürnberg-Erlangen. Prior to her position as a professor at the Berlin School of Economics and Law she worked for DASA (Munich), Euromissile (Paris), USW Universitätsseminar der Wirtschaft (Business School near Cologne) and DaimlerChrysler Services (Berlin/ New York/ Southfield) in different human
resource management positions. She holds a Ph.D. in economics from the Universität Augsburg.
Prof. Dr. Beate Klutman (Prof. of Human Resources and Organisational Psychology)
Prior to her position as a professor at the Berlin School of Economics and Law Beate Klutman worked as a research assistant at the Institut für Arbeitswissenschaft at the Technische Universität Berlin. She holds a Ph.D. in computer science and psychology from the TU Berlin. Between1988 and 1995 she held a position as an internal consultant and was responsible for further education at Schering AG, Germany. Since 1993 she has also worked as a consultant for various companies in training management and social skills.
Prof. Dr. Stefanie Lorenzen (Prof. of Employment and Labour Law)
Stefanie Lorenzen is a professor for business law, especially employment and labor law at the Berlin School of Economics and Law since October 2009. From 1998 to 2009 she was an attorney-at-law specialised in counselling internationally active enterprises in employment law, transfer of businesses, co-determination and collective bargaining on the company level. Her professional experience derives from working for Gleiss Lutz, an international law firm in Germany and from her own practice. She holds a PhD in law from the University of Potsdam.
Prof. Dr. José M. Magone (Professor for Global and Regional Governance)
Professor Magone studied political science and history at the University of Vienna between 1983 and 1992. He earned his degree MPhil in Political Science and History (1988) and DPhil in Political Science (1992) at the University of Vienna. Lecturer in Sociology and Political Science in Instituto Piaget (Lisbon, 1992–1993); Lecturer (1993–2001), Senior Lecturer (2001–2007) and Reader (2007–2008) in European Politics at the University of Hull (U.K.). Professor of Global and Regional Governance at the Berlin School of Economics since February 2008.
Prof. Dr. Sven Pohland (Prof. for Business-driven Information Systems)
Professor Pohland holds a degree in industrial engineering and business administration and a Ph.D. in information management. Prior to his position as a professor at the BSEL he worked for a St. Gallen consulting company, being vice president for portal and integration projects. His scientific focus is on architecture planning and process integration.
Prof. Dr. Solveig Reissig-Thust (Prof. of Accounting)
Professor of Financial and Managerial Accounting. She received her Ph. D. in business administration from the WHU - Otto Beisheim Graduate School of Management in Vallendar, where she worked as a research assistant for the chair of controlling and telecommunication. Prior to her position as a professor at the Berlin School of Economics and Law she worked for several years as a management consultant in the field of ratio systems, balanced scorecards and investment and project controlling as well as change management. Other areas of interest and research include venture capital financing and special areas of managerial accounting such as value based management.
Prof. Dr. Matthias Tomenendal (Prof. of Management and Consulting)
Matthias Tomenendal is Professor for Management and Consulting at the Berlin School of Economics and Law and Director of the School’s Institute of Management Berlin (www.mba-berlin.de). His areas of specialization are strategy consulting as well as strategic and operations management. Prior to his position as a professor he worked as a strategy consultant for The Boston Consulting Group. He studied business administration in Bielefeld, Athens/Georgia and Saarbrücken and holds an MBA degree as well as a doctorate in economic science.
N.N.
Other professors or lecturers from outside the BSEL with relevant professional experiences may be enlisted as the programme develops over time.
