Executive Master “Business & Leadership for Engineers” | eMA BEL

Contact:

Heike Viellieber Assistenz ZU Executive Education Phone: +49 7541 6009 1506 | Fax: +49 7541 6009 1399Email: heike.viellieber@zu.de

zu.de/executive-education

“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

Strong engineering is the powerhouse of technolo-gy-driven companies. Engineers in leadership posi-tions can be a huge asset for companies in innovative markets. Their technical expertise and problem-solv-ing skills enable them to create new business oppor-tunities. Leadership success in the international busi-ness arena, however, requires more than engineer-ing power alone. In order to qualify for leadership positions, engineers also need business know-how, legal insights and people skills. | 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 inno-vation management and is based on the needs of key players in the field.

Added Value for Participants and their Companies Actionable Business KnowledgeThe program provides actionable business knowl-edge for engineering professionals, encompassing business strategy, structure, finance, accounting, and law. This knowledge provides participants with the sound basis for managing a business unit, depart-ment or project. Development in Four Leadership DomainsParticipants 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 TracksDriving 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 AcademyParticipants acquire knowledge and skills for driving sustainable value creation in the global arena. They analyze trends, learn to adapt existing success strat-egies 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 two-week endeavour. The location will be decided to-gether with the participants. Brazil, Japan, Singapore or the US are potential candidates. Project Work and Skills DevelopmentApplication 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 lead-ership and business skills on an ongoing basis. These include, for instance, social skills, reflexivity, and net-working capabilities. Guided by trainers and coaches, using personalized and experience-based learning formats, participants will extend their ability to effec-tively 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

Key Facts

Module 2Making Sense of Organizational Structure and Dynamics

Module 3The Engineer as Reflective Leader

Module 4The Socially Responsible Engineer

Module 6The Engineer as Innovator and Change Agent

Module 5The Financially Responsible Engineer

Modules 7 + 8Track 1: Service PioneeringTrack 2: Business Model Innovation

Module 9Diversity and Transcultural Management

Modules 10 +11International Academy

Module 1Making Sense of Strategic Management

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Module 12The Future of International Business and Leadership

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Program

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Project work on Tuesday and Thursday evenings

Each modulehas 5 days

Each moduleends withan examination

Credit Points

Modules 1– 12 48 CP

Project Work 16 CP

Master Thesis 26 CP

total 90 CP

1 CP = 25 study hours, 30% contact hours, 70% self study

Module 2Making Sense of Organizational Structure and Dynamics

Module 3The Engineer as Reflective Leader

Module 4The Socially Responsible Engineer

Module 6The Engineer as Innovator and Change Agent

Module 5The Financially Responsible Engineer

Modules 7 + 8Track 1: Service PioneeringTrack 2: Business Model Innovation

Module 9Diversity and Transcultural Management

Modules 10 +11International Academy

Module 1Making Sense of Strategic Management

2

3

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9

1011

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Project Work and Skil ls De

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1Month

Module 12The Future of International Business and Leadership

Master Thesis

Inte

rnat

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Innovation Tracks

Lead

ersh

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omains

Organization

Strategy and

Module

Target groupEngineers (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 €

Development partners

Module 1 Making Sense of Strategic Management

| 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

Module 2 Making Sense of Organizational Structure and Dynamics

| Organization theory| Formal and informal organization| Power and politics in organizations| Change and stability in organizations| Theory and practice of organizational dynamics

Module 3 The Engineer as Reflective Leader

| 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

| 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

Module 6 The Engineer as Innovator and Change Agent

| Forms of innovation | Ambidexterity: exploration and exploitation| Developing an innovative culture| Change and resistance| Leadership of change| Reflecting leadership practice: Leading innovation and change

Module 12 The Future of International Business and Leadership

| Synopsis: Sustainable leadership in an international context

| Open space for ideas of participants

Modules 7 & 8 Track 2: Business Model Innovation

| 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

Modules 10 & 11 International Winter Academy

| Essentials of globalization| International strategy and structure| Global ethics| Social, structural, and technological dimensions

of global innovation| International project management

Module 9 Diversity and Transcultural Management

| Making sense of culture| Social identity| Diversity in organizations and teams| Conflict management| Transcultural management| Leadership of international teams| Global leadership

Modules 7 & 8 Track 1: Service Pioneering

| 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

Module 5 The Financially Responsible Engineer

| 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

Modules

Silicon Valley

São Paulo

Singapore

Tokyo

Friedrichshafen

Berlin

Locations

Zeppelin University (ZU) is a state-recognized and privately funded university. Bridging the fields of busi-ness, 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 social-ly relevant fields. The “question”, as the guiding prin-ciple of academic curiosity, redraws boundaries be-tween 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 mas-ter “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 or-ganizational development trajectories, as well as short courses. Rather than selling certainty, these programs encourage participants to examine uncer-tainty. Together with academic experts and prac-titioners, participants face the tough yet exciting questions of our times and engage in the process of co-creating knowledge. A variety of teaching meth-ods stimulates self-organization, partnership, and interactive learning.

Impressions from our lake campus

zu.de/en/bel

“Philosophy, technology and social sciences need to meet more frequently. They should find a common language.” Eberhard von Kuenheim, top manager

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auf Platform for “intermediate questions”

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Imprint: Zeppelin University gemeinnützige GmbH

Am Seemooser Horn 20, 88045 FriedrichshafenEditor: Dr. Ursula Glunk, ZU

Art Director: Philipp N. Hertel, ZUFine-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