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Executive Education: Open Programmes

Open Executive MBA Courses
Programm kurzer Dauer
Dauer: 1.5 days
Sprache: Englisch
Campus: Berlin
Termine: April/September

Anne Ulbricht
Manager EMBA/GMP/Open Programmes

Phone: +49 (0) 30 / 3 20 07-176
Fax: +49 (0) 30 / 3 20 07-107
E-Mail

 

Download brochure and registration form

 

 

Beschreibung

ESCP Europe’s Executive MBA ranks among the top worldwide, being number 1 in Germany and number
12 in the world (FT ranking 2016). Taking part in an open course of this highly renowned programme is a unique opportunity. You will achieve insights into a variety of topics, taught by our highly qualified
Professors and selected Practitioners, as well as work together with other participants in the Executive
MBA class. They come from over 20 different nations and hold diverse positions in international firms.
Networking possibilities will arise and enrich your career.

Credits can be transferred to the General Management Programme or the Executive MBA at ESCP Europe.


2017:

International Strategy and Structure
5+6 Sep 2017 1.5 days

Managing Uncertainty - Elements and Application of Entrepreneurial Expertise
5+6 Sep 2017 1.5 days

Service Management
7 + 8 Sep 2017 1.5 days

International Business Ethics and Corporate Governance
7+8 Sep 2017 1.5 days

Intercultural Leadership
8+9 Sep 2017 1.5 days

Doing Business in Central and Eastern Europe
8+9 Sep 2017 1.5 days



Zielgruppe

Professionals and Executives

Wissenschaftliche Ausrichtung
Teilnahmegebühren und Finanzierung

Costs per module 1.650 EUR

Inhalt

Human Resources for Executives

 

Human Resources can give your firm the competitive
edge and ensure a superior performance by a well
managed team or department. The course is designed
for managers who are predominantly involved in
managing people within their organisation. It gives
special emphasis to the international dimension of
human resource management (HRM) and will deepen
your understanding of human resource policies and
practices in different contexts. The course focuses
on how managers use human resources practices
to plan, develop and motivate their workforce. Thus,
the role of managers in strategic workforce planning,
recruitment and selection, management development
and talent management as well as compensation
issues, is addressed. The course is designed to outline
the strategic relevance of HR for achieving firm
performance and to explain how line managers can
contribute to this process.

 

International Contract Law

 

This course will first introduce the participant to
certain universal principles of contract law common
to the world’s major legal systems. The course will
then give an introduction to both public and private
international contract law principles contained in
various treaties and rules, including those concerning
the financing of, and disputes arising from, such
international contract transactions. As a result
of taking this course, you will be better prepared
to successfully participate within the world of
international contracting, including the negotiation,
drafting and performance of such agreements.

 

International Strategy and Structure

 

Since most firms are internationalising nowadays,
this course will cover the international dimension
of strategy. It will also link international strategy to
international structure.
The course will extend and deepen your knowledge
of strategy by focusing on the international dimension.
It will provide you with practically applicable key
frameworks and concepts in international strategy and
show you that international strategy is multi-facetted.
Furthermore, the course will assist you in making and
understanding internationalisation decisions, and
demonstrate that international strategy and structure
are interlinked.

 

Services Management

 

An orientation towards services is often quoted
as one of the most important factors of success
for modern economies. Recently, a number of
global companies have announced a shift of activities
away from products and towards services. Some
have already undertaken remarkable efforts to put
those plans into practice. But not all have been
equally successful in harnessing service markets
economically. Services, in contrast to products,
are characterised by their very specific nature. In
order to be successful, the business manager of
service markets must understand those aspects and
be able to translate them into categories of practical
decision making. The purpose of this course is to
provide participants with an understanding of the
specificities of service markets, to introduce a
framework for managing a service offering, and to
discuss how service suppliers can evaluate new
service ideas for modern markets.

 

Unleashing Professional and Personal Talent with MBTI

 

Differences, diversity, and decision-making are the
themes of this course. To properly prepare for
increasing our mutual understanding of each other,
we will determine our personal preferences in
information processing and decision making. We
will use the Myers-Briggs Type Indicator (MBTI)
which is a personality inventory based on the theories
of Carl Jung. The MBTI is non-judgmental and
allows people to gain an understanding of their
preferences, particularly with respect to energy
source, information gathering, decision-making, and
lifestyle/work patterns. The MBTI is widely used
in the areas of management development, team
building, and leadership. Over 40 years of research
and development have demonstrated the reliability
and validity of the MBTI.
Participants should be led to think about their Types
and how they can consequently best function as a
team member, in terms of communication and/or
conflict management, leadership, and decision-making,
and more. Participants should also be able to gain
insights in their professional and personal development.

 

Corporate Compliance and Crisis Management

 

“It takes decades to build a reputation and minutes
to ruin it.” (Warren Buffet).
Corporate compliance crises occur mostly overnight
and can negatively impact the company as well as
its managers. No international company is immune
to them. Causes can be, for example, the undue
influence of cartels, or corrupt or fraudulent practices
by one or several employees or a business partner.
Consequences may include large fines, vast economic
damage, a broken reputation, and even corporate
collapse and insolvency. Severe private and criminal
law liability risks and the end of professional careers
are often implied – also for managers who have not
committed any crime, but had been managing those
cases or had been in charge of preventive measures.
Basic knowledge of corporate compliance management
systems has therefore become an integral part
of every Executive and Middle Manager’s standard
knowledge portfolio. This includes preventive
actions, reaction to suspected cases, and crisis
management after actual breaches. Corporate
stakeholders have come to expect this knowledge
of new placements at Executive, Senior and
Middle Management level.

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