Module 3- Learning Outcomes and Assessment
Writing Learning Outcomes
1. Group-work: Find a partner. Read the content of the MBA-courses, discuss about suitable
learning outcomes and write them down. Locate the learning outcomes within the taxonomy
of educational objectives (Anderson & Krathwohl 2001).
2. Paper-switch: Switch the papers with the other group. Read their learning outcomes, locate
them within the taxonomy and find assessment methods in alignment with their learning
outcomes.
Business Project: Starting Up
https://learn.wu.ac.at/vvz/15s/4880
Contents
In this class, students will learn and apply techniques and methods to discover, evaluate and
realize innovative business ideas. They are guided step-by-step through the process of
developing an initially rough idea into a sound business concept. Students will have the
opportunity to either work on their own ideas or build their start-ups on existing, patented
technologies provided by inventors from TU, BOKU, and other universities. We encourage
participants to make use of this unique opportunity to experience tech entrepreneurship!
Once the start-up teams are built around the chosen ideas, they will be supported not only
by the lecturers but also by experienced external mentors from the field of entrepreneurship
(founders, investors). At the end of the term, the students' start-up-teams will have the
opportunity to present their business concepts in front of potential investors and other
experts.
LO1
LO2
LO3
LO4
LO5
1
Module 3- Learning Outcomes and Assessment
Corporate Governance in Network Industries
https://learn.wu.ac.at/vvz/15s/5268
Contents
Network industries including Electricity, Telecoms, Gas, Water and other infrastructure industries such as
airports, postal services, etc. generally need to account for both competition and regulation. Adequate
performance is only reached by balancing economic efficiency and reasonable profits with public interests
and investment needs. Especially the relationship between liberalization and regulation of monopolies dealing
with public needs creates multi-disciplinary questions related to corporate governance and strategy that will
be addressed in this course. The aim is to address key issues in network industries arising from the
intersection of regulation and competition on the one hand and corporate governance and strategy on the other
hand.
Basics of network industries:
 Economics of network industries
 Strategy for network industries
Regulation:
 Positive theories: Why do we regulate?
 Normative theories: How do we optimally regulate?
 Applied regulatory practices exemplified for energy markets
Corporate Governance:
 Special rules for utilities
 Analysis of specific corporate governance mechanisms in network industries
LO1
LO2
LO3
LO4
LO5
2
Module 3- Learning Outcomes and Assessment
Communication and Personal Skills
https://learn.wu.ac.at/vvz/15s/5275
Contents





Basics of communication, negotiating skills: active listening, personal messages,
questioning techniques.
Body language and appearance during presentations and speeches.
Giving and taking feedback.
Differences between Management and Leadership as input and as tool for practicing
team facilitation (brainstorming and solution finding)
Intercultural topics in a globalized world: overview of different cultures (the Lewis
Model) as helpful tool for a future in an international and multicultural (business)
world.
LO1
LO2
LO3
LO4
LO5
3
Module 3- Learning Outcomes and Assessment
Global Leadership
https://learn.wu.ac.at/vvz/15s/5278
Contents
At no time in human history has the contact between individuals and organizations from different countries
and cultures been greater. Today, employees at all levels work and interact with people from different cultural
backgrounds. Companies have followed their customers as they respond to the pressures of obtaining scale in
a rapidly consolidating global economy. The increase in global competition and the corresponding erosion of
national boundaries has spurred an unprecedented surge in cross-border alliances, mergers, and acquisitions,
allowing companies to extend their geographical reach and gain rapid access to global pools of capital, new
markets, and specialized resources. Executives travel around broader regions while their jobs remain
headquartered in one place. Global virtual teams are created to address important strategic challenges and to
become globally competitive. Supplier and customer value chains circle the globe. As a result of these
developments, the demands on global executives have increased exponentially. Drawing on insights from
diverse fields, including international business, cross-cultural management, international human resource
management, organizational behaviour, social psychology, and applied ethics, this course is designed to help
participants develop a deeper understanding of the issues that confront global managers today and to prepare
them for leadership roles in global organizations. Learning to lead requires self-awareness and self-management skills, so a particular focus will be on personal development and career management. Written and video
cases, assessment tools, experiential exercises, and real-life examples from the instructor’s extensive
experience as a management educator and consultant will demonstrate that effective global leadership
involves a number of critical requirements and skills in three broad areas: Global organizations, diverse
people and teams, oneself and developing a global career.
LO1
LO2
LO3
LO4
LO5
4