Executive Master “Business & Leadership for Engineers” | eMA BEL
Contact: Dr. Ursula Glunk Manager Leadership Excellence Institute Zeppelin | LEIZ and Program Director eMA BEL Phone: +49 7541 6009 2265 | Fax: +49 7541 6009 1299 Email: ursula.glunk@zu.de zu.de/en/bel
“We are constantly on the lookout for engineers who combine technical expertise with sound business knowledge and leadership skills. This program prepares engineers with exactly the right mix of knowledge and skills for international leadership positions.�
Dr. Harald Naunheimer, Leader Research & Development, ZF Friedrichshafen AG
Added Value
Strenghten your Impact as an Engineer
Added Value for Participants and their Companies
Strong engineering is the powerhouse of technology-driven companies. Engineers in leadership positions can be a huge asset for companies in innovative markets. Their technical expertise and problem-solving skills enable them to create new business opportunities. Leadership success in the international business arena, however, requires more than engineering power alone. In order to qualify for leadership positions, engineers also need business know-how, legal insights and people skills.
Actionable Business Knowledge The program provides actionable business knowledge for engineering professionals, encompassing business strategy, structure, finance, accounting, and law. This knowledge provides participants with the sound basis for managing a business unit, department or project.
| How to lead innovation interculturally and internationally? | How to design international strategies and processes? | How to improve social and financial results? | How to become a service pioneer? | How to develop new business models? | How to manage international projects? | How to benefit from diversity in teams? | How to deal with power and politics? | How to turn sustainability issues into opportunities? We have designed the executive master program “Business & Leadership for Engineers� for engineers who want to strengthen their leadership impact in an international business context. The design offers the latest insights into international leadership and innovation management and is based on the needs of key players in the field.
Development in Four Leadership Domains Participants strengthen their leadership competence in four domains: | Leadership of self and others | Responsibility for social results | Responsibility for financial results | Leading innovation & change Two Innovation Tracks Driving innovation is a key dimension of the program. Depending on their interest, participants can choose between two innovation tracks: | Service pioneering | Business model innovation
International Winter Academy Participants acquire knowledge and skills for driving sustainable value creation in the global arena. They analyze trends, learn to adapt existing success strategies to various cultures, and to create new ones. The learning journey to a global technology hub is one of the highlights of the program. All strands of learning will come together in this intensive twoweek endeavour. The location will be decided together with the participants. Brazil, Japan, Singapore or the US are potential candidates. Project Work and Skills Development Application of knowledge and transfer to practice are central to the program. Throughout their studies, participants will work on a business project and apply the knowledge gained. Furthermore, participants will strengthen their leadership and business skills on an ongoing basis. These include, for instance, social skills, reflexivity, and networking capabilities. Guided by trainers and coaches, using personalized and experience-based learning formats, participants will extend their ability to effectively lead international projects and drive innovation.
“Nowadays we can send a message around the world in one-seventh of a second, but it takes years to drive an idea through a quarter-inch of human skull.� Charles F. Kettering
Program
21
Month
20
19
M
a
r
e st
es Th
1 2
Module 1 Making Sense of Strategic Management
is
Stra te Orga gy niz an at d Proje io ct n W
18 Module 12 The Future of International Business and Leadership
or
k
Module 2 Making Sense of Organizational Structure and Dynamics
3
4 Module 3 The Engineer as Reflective Leader
a nd
5
Sk
Thes i s
al Dimension
ster
Ma
s
e nt
rn
on ati
ma in
15
Le a d e r s h i p D o
lopment
Modules 10 +11 International Academy
Deve
16
ills
17
I
14
Inno
Module 9 Diversity and Transcultural Management
v a t i o n Tr a ck s
Module 6 The Engineer as Innovator and Change Agent
Modules 7 + 8 Track 1: Service Pioneering Track 2: Business Model Innovation
13
Module 4 The Socially Responsible Engineer
6
Module 5 The Financially Responsible Engineer
7
8
9
Credit Points 21 20
19
M
as
t
Th er
esis
1
2
Module 1 Making Sense of Strategic Management
Project Work
16 CP
S t r a Thesis Master teg O y
26 CP
Module 2 Making Sense of Organizational Structure and Dynamics
rgan
18
Proje
Thes i s
imension nal D
ster
lopment
Module 4 The Socially Responsible Engineer
Ma
na
nt
s
er
in
Module 5 The Financially Responsible Engineer
r
6
I Inno
v a t i o n Tr a ck s
Module 6 The Engineer as Innovator and Change Agent
Modules 7 + 8 Track 1: Service Pioneering Track 2: Business Model Innovation
13 12
11
9 10
8
7
Project work on Tuesday and Thursday evenings
ed W Th
1 CP = 25 study hours, 30% contact hours, 70% self study
Module 9 Diversity and Transcultural Management
e Tu
5
ma
tio
90 CP
Deve
14
on
M
Each module has 5 days
Module 3 The Engineer as Reflective Leader
a
Le a d e r s h i p D o
15
k
ills
Modules 10 +11 International Academy
or
total
11
10
3
4
Sk
7
iza and tio ct n W nd
Module 12 The Future of International Business and Leadership
Module
12
Modules 1– 12 48 CP Month
Each module ends with an examination
Fri M
on
th
Key Facts
Target group Engineers (f/m) aspiring international leadership or project management positions Admission requirements | Bachelor degree in engineering or equivalent | Minimally 12 months of relevant professional experience | Existing employment | English language proficiency (ZU test) | Successful participation in the ZU selection procedure Application | Anytime at zu.de/en/bel | Written application and personal interview The program at a glance | Part-time program | Two years: 60 teaching days in Friedrichshafen and Berlin | International learning journey to a global technology hub in Brazil, Japan, Singapore or the US | Degree: Master of Arts | Qualification for a PhD | Classroom: 15 to 25 participants | Program fees: 24,900 â‚Ź
Development partners
Modules & Faculty
Module 1 Making Sense of Strategic Management Prof. Dr. Dr. Manfred Moldaschl, Zeppelin University
Module 2 Making Sense of Organizational Structure and Dynamics Dr. Ursula Glunk, Zeppelin University
Module 3 The Engineer as Reflective Leader Prof. Dr. MariĂŤlle Heijltjes, Maastricht University
| | | | | |
| Organization theory | Formal and informal organization | Power and politics in organizations | Change and stability in organizations | Theory and practice of organizational dynamics
| Changing conceptions of leadership | Conflicting leadership demands | Fear, power, and influence | Value-based leadership and sense making | Leading people | Reflecting leadership practice: Leading self and others
Module 4 The Socially Responsible Engineer Prof. Dr. Josef Wieland, Zeppelin University
Module 5 The Financially Responsible Engineer Prof. Dr. Marcel Tyrell, Zeppelin University
Module 6 The Engineer as Innovator and Change Agent Prof. Dr. Ellen Enkel, Zeppelin University
| Interdependence: business and society | Ethics and integrity | CSR und sustainability in different business functions | Law and regulations | Reflecting leadership practice: dealing with conflicting stakeholder demands
| | | | | |
| | | | | |
Introduction: setup and framing of the program Economic and societal change Strategic management International strategy Results from strategy research Conditions of financial and social effectiveness
Financial management and capital markets Investment appraisal Strategic controlling Finance and control in project management Sustainability controlling Reflecting leadership practice: Financial responsibility in relation to other responsibility domains
Forms of innovation Ambidexterity: exploration and exploitation Developing an innovative culture Change and resistance Leadership of change Reflecting leadership practice: Leading innovation and change
Modules 7 & 8 Track 1: Service Pioneering Prof. Dr. Gaby Odekerken, Maastricht University
Modules 7 & 8 Track 2: Business Model Innovation Prof. Dr. Reinhard Pr端gl, Zeppelin University
Module 9 Diversity and Transcultural Management Dr. Angelica V. Marte, Zeppelin University
| From production to service society | Service innovation | Business model structuring for services | Law and regulations | Financial management of services | Development and pricing of services | Process management of services | Service marketing and sales
| | | | | | |
| Making sense of culture | Social identity | Diversity in organizations and teams | Conflict management | Transcultural management | Leadership of international teams | Global leadership
Modules 10 & 11 International Winter Academy Hon. Prof. Dr. Peer Ederer, Zeppelin University
Module 12 The Future of International Business and Leadership Prof. Dr. Dr. Manfred Moldaschl, Zeppelin University
| | | |
| Synopsis: Sustainable leadership in an international context | Open space for ideas of participants
Essentials of globalization International strategy and structure Global ethics Social, structural, and technological dimensions of global innovation | International project management
Methods of business model innovation Value chains and target markets Trend research Intellectual property rights & open innovation Cooperation, alliances, and networks Financial management Evaluation of business models
Locations
Berlin Friedrichshafen
Silicon Valley
Tokyo
Singapore
São Paulo
Zeppelin University (ZU) is a state-recognized and privately funded university. Bridging the fields of business, culture, and politics, Zeppelin University offers interdisciplinary study programs for creative decision makers aiming for societal impact. Since its founding, Zeppelin University has focused on research in socially relevant fields. The “question”, as the guiding principle of academic curiosity, redraws boundaries between research, consultancy, and teaching. We use the term “glocalization” to describe our international attitude: on Lake Constance, yet at home all over the world. All our programs have international learning journeys. On this map, you can see the options for the International Winter Academy of the executive master “Business & Leadership for Engineers | eMA BEL”.
Zeppelin University Professional School (ZUPS) provides post-experience programs for professionals from business, government, and civil society. Its portfolio comprises specialized part-time executive master programs, taylor-made leadership and organizational development trajectories, as well as short courses. Rather than selling certainty, these programs encourage participants to examine uncertainty. Together with academic experts and practitioners, participants face the tough yet exciting questions of our times and engage in the process of co-creating knowledge. A variety of teaching methods stimulates self-organization, partnership, and interactive learning.
Impressions from our lake campus
“Philosophy, technology and social sciences need to meet more frequently. They should find a common language.�
Eberhard von Kuenheim, top manager
zu.de/en/bel
Media Offerings News portal zu-daily.de ZU on iTunes U Audio- and video podcasts zuonitunesu.de ZU App Calendar of events and podcasts in the appstore zu.de/veranstaltungen auf Platform for “intermediate questions” Subscribe now! zu.de/auf
Imprint: Zeppelin University gemeinnützige GmbH Am Seemooser Horn 20, 88045 Friedrichshafen Editor: Dr. Ursula Glunk, ZU Art Director: Philipp N. Hertel, ZU Fine-Drawing: Ulrike von Dewitz Picture Credits: S. 1 CC BY-SA 2.0 Victor Camilo, S. 3 CC BY-SA 2.0 pixlars, S. 6 CC BY-SA 2.0 will668 Date: 03/2014