Strategic Decision Making
| Degree programme | International Business Administration |
| Subject area | Business and Management |
| Type of degree | Bachelor Full-time Winter Semester 2024 |
| Course unit title | Strategic Decision Making |
| Course unit code | 025008052206 |
| Language of instruction | English |
| Type of course unit (compulsory, optional) | Elective |
| Teaching hours per week | 2 |
| Year of study | 2024 |
| Level of the course / module according to the curriculum | |
| Number of ECTS credits allocated | 3 |
| Name of lecturer(s) | Rajiv NAG |
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- Development and use of a systems perspective of organisations
- Linear and integer optimisation models
- Implementing plans and aligning with staff, resources and processes
- Building effective leadership and team collaboration
- Application in exercises and group projects
The ability to make strategic decisions and implement strategic decisions in the company is an important basic competence for students of all core subjects of international business administration. Strategies can only lead to the intended success if they have been derived in a resilient and multi-value manner and are rolled out or operationalised for the company.
The students know the role and importance of business administration in strategic decisions. They understand complex, interrelated issues in organisations and processes of effectively aligning people and resources.
They understand the behavioural aspects of probability and risk assessment. You will be able to apply model-based analytical approaches to highlight fundamental strategic issues.
They understand and develop skills to facilitate sequential thinking under uncertainty, as well as simultaneous thinking with complex trade-offs. Students identify key components of planning and the resources required for implementation, and outline the sequence of events and decisions.
Students develop analytical skills in dealing with strategic decision-making processes and reach objective and rational conclusions. They identify critical resources and understand the relevant trade-offs.
They link available information and apply management methods to achieve competitive advantages.
Interactive course with lecture, case studies, exercises in individual and group work, presentations and homework.
Pre-assignment, participation during the seminar in the form of contributions and short presentations (individual or group assignments), post-assignment, individual weighting as determined by the instructors, announcement at the beginning of the semester
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Bell, Peter C. (1999): Management Science/Operations Research: A Strategic Perspective, South-Western College Publishing.
Blenko, M, Garton, E and L. Mottura. Winning Operating Models that Convert Strategy to Results. Bain and Company, Dec. 2014.
Chin, D.G. and R. Mauborgne. Parables of Leadership, Harvard Business Review, 2000.
Garvin, D, Edmondson, A. and F. Gino. Is Yours a Learning Organization? Harvard Business Review, March 2008.
Gratton, L and Erickson, T. Eight Ways to Build Collaborative Teams. Harvard Business Review, 2007.
Kellerman, B. What Every Leader Needs to Know About Followers. Harvard Business Review, 2007.
Kotter, J. Leading Change: Why Transformation Efforts Fail. Harvard Business Review, 1995.
Ready, D. and Mullay, A. How to Become a Game Changing Leader. Sloan Mgt. Review, Fall 2017.
Classes with compulsory attendance