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Programm Structure

Compulsory Courses

International Business Economics 9

International business refers to a wide range of business activities conducted across national borders. Due to rapidly increasing globalization, international business has become a popular topic and has drawn the attention of business executives, government officials and academics. International business must be managed differently from domestic business. At the international level, the globalization of the world economy and the differences between countries present both opportunities and challenges to international businesses. Business managers need to take into account the globalized business environment when making international strategic decisions and managing ongoing international operations. The overarching logic of the course is intuitive—organized around answering the what, where, why, and how of international business. Knowledge gained is applied to different case studies during the course.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the ability to understand and methodically analyse the changing global business environment,
  • the ability to forecast future trends and possible responses utilising various ways of international business management,
  • the ability to creatively shape ways of entering foreign markets,
  • the ability for current and future positioning of their company/institution in the global environment,
  • the mastery of contemporary theories of international business management in order to be able to find the most appropriate ways of international business management for their company under conditions of globalisation,
  • the mastery of interdisciplinary knowledge that is needed for a facilitated internationalisation of activity under conditions of intercultural differences,
  • the mastery of management and executive abilities for planning, changing and implementing organisational changes that are triggered by the global environment,
  • the shaping of global mentality,
  • knowledge for a successful presence in the EU internal market,
  • knowledge of EU programmes for enterprises,
  • familiarisation with the European support environment for small and medium-sized enterprises.

Contents:

  • Introduction to International Business
  • Culture and Business
  • International Expansion and Global Market Opportunity Assessment
  • Strategy and International Business
  • Competing Effectively through Global Marketing, Distribution, and Supply-Chain Management
Business Prognostics and Sustainable Development Strategy 9

This is an exciting course that introduces new aspects, and shows the bigger picture, of the world of business and entrepreneurship. It is not common to see a course on prognostics in an international business program. However, in today’s quickly changing world, business leaders and entrepreneurs need to point their organisations in the right direction. In this course, students learn and understand the purpose and challenges of forecasting and projecting.

The course/module starts with a look into the development of management theory with the aim of understanding trends and cycles and then expanding them in relation to business cycles, life cycles of companies and products. Furthermore, it delves into business planning and forecasting, through strategy and growth, where students learn and work with analytical methods as well as methods of intuitive forecasting and projecting. Having an opportunity to apply knowledge gained to case studies and developing great discussions with school colleagues are key course aspects. The course concludes by linking business forecasting with sustainable development, teaching students to develop a deeper understanding of sustainable development strategy.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the ability of complex business planning in the modern world (upgrading knowledge for business planning – the entrepreneurs business plan utilising more demanding and modern methods),
  • the ability of interdisciplinary thinking when planning new and especially expanding and developing existing undertakings,
  • the ability to link analytical methods from statistics and mathematics with methods of intuitive forecasting and projecting,
  • the ability to accept responsibility for forecasting and the enterprise sustainable development strategy,
  • the ability to conduct in-depth strategic analyses, plan and realise the enterprise development policy,
  • the ability of contextual and analytical thinking and socially responsible entrepreneurship,
  • the ability to deal with the enterprise in an interdisciplinary manner in relation to its environment,
  • the ability to define and forecast the enterprise’s possibilities and opportunities on the basis of threats and weakness,
  • the understanding of sustainable development and linking it to business forecasting,
  • the understanding of critical analyses, syntheses and forecasts of solutions in sustainable development,
  • the ability to use theories and concepts of sustainable development in solving concrete problems in the company.

Contents

  • Development of the management theory
  • Business cycles and trends
  • The possibilities of business forecasting
  • Aspects of business forecasting for an individual company
  • Life cycles of companies and products
  • Corporate growth strategies
  • Successful enterprises
  • Past business forecasting errors
  • Different types of business forecasting
  • Techniques and methods of business forecasting
  • Quantitative and qualitative methods
  • Combining different techniques
  • The role of intuition in forecasting
  • Review of past forecasting examples
  • Changes in companies and their effect on forecasting
  • The role of innovations in business forecasting
  • Integrating existing knowledge into business forecasting
  • The concept of sustainable development
  • The role of the company in sustainable development
  • The difference between corporate social responsibility and sustainable development
  • Links between business forecasting and sustainable development
Advanced Tehnology Supported Enterprise Management 9

This course is an opportunity to discover information technology (IT) from an organisation’s view. It is generally well known how to use IT in everyday work, but less well known how to manage all the issues of IT systems in an organization. Therefore, this course gives a different, more systemic view to managing IT to drive successful business. Students acquire new constructive ideas for improving the use of IT in their organisation when they add this new knowledge to solve their work challenges. They gain a deeper understanding of how to manage information technology in an organization, from purchase, to ensuring IT safety from the system’s view. They also learn how to effectively use information, communication and Internet technologies for managing business intelligence and knowledge. Students go through all of the important phases of IT development and sustainability in an organisation, where they are immediately challenged to apply their knowledge to their working environment or organisation.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the ability to think creatively in using advanced information, communication and Internet technologies in order to design innovative business concepts and solve business problems,
  • the ability to critically evaluate the role of advanced technologies in corporate governance and the understanding of positive and negative impacts of the dynamic development of digital technologies,
  • the ability to understand and analyse the development trends of information, communication and Internet technologies and to synthesise their effects on the virtualisation of the business environment,
  • the ability to analyse the business environment and to synthesise information solutions that utilise modern ICT,
  • the understanding of the role of information, communication and Internet infrastructure on international, national and above all corporate level,
  • the ability to effectively use information, communication and Internet technologies for managing business intelligence and knowledge,
  • familiarisation with the importance of convergence of modern digital technologies in a business environment,
  • the ability to bring solutions of modern mobile, network and multimedia technologies to the business environment with the aim of increasing their efficiency,
  • the understanding of the concept of business intelligence and its effect on successful corporate governance and the ability of its implementation in the business environment,
  • the ability to forecast technological development trends and include anticipated technological achievements in the company’s strategic plans,
  • the ability to critically assess and utilise modern information and communication technologies in using corporate data sources,
  • the ability to participate in projects of strategic planning of the corporate information system.

Contents

  • A managerial view of modern digital technologies
  • Information, communication and Internet infrastructure of the modern society
  • Convergence of information, communication, Internet, mobile, audio, video and similar technologies
  • Including forecasts on the development of digital technologies in the company’s strategic plan of its information system
  • Managing outsourced ICT services
  • Business intelligence as the foundation of modern corporate governance
  • Strategies and development projects of digital technologies in the EU and in Slovenia
Innovation Business Processes, Relations and Models 9

This course takes a holistic approach to innovation development and management. Innovation is very complex and joins many important aspects of business, therefore only linear thinking and an individual approach is not enough. It takes cooperation and a systematic approach. The course is built on the precondition that innovation and innovativeness are the main factors of competitiveness. It starts with a macroeconomic view of innovation at home and in the global market by recognizing indexes and indicators, and exploring supporting environments of innovation with R&D and other departments. It includes a study of technological and service innovation and continues with an organisational view of innovation, learning about the techniques and methods of innovation management. The course/module concludes with deeper exploration and the understanding of marketing the potential innovation (market research, market strategy, market segmentation, market potential, customer value, etc.). Throughout the course, students are challenged to apply their new knowledge to case studies and to develop a team project showcasing potential innovation.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the ability to understand the global market-oriented, innovative, research and development environment,
  • the mastery of methods and techniques of innovation management,
  • the ability to understand the importance of innovations in diverse enterprises and networks (large enterprises, small and medium-sized enterprises),
  • the ability of analytically solving entrepreneurial problems,
  • the ability to creatively face innovations in science, technology, management and economy,
  • the ability to generate new business models,
  • the ability to acquire and expand new knowledge that can be applied to modern business management,
  • the ability to solve development problems on enterprise level by utilising modern research and management methods,
  • the ability to apply knowledge from idea to new product or new service.

Contents

  • Theoretical definitions of innovation processes in a knowledge-based society (definitions of basic terms, definition, approaches, product and process innovations, R&D, innovations in processing and service activities, innovation diffusion patterns with regards to different business models, national and entrepreneurial innovation policies, case studies on sector and corporate level)
  • Techniques and methods of innovation management (techniques of knowledge management, market intelligence techniques, integration and networking techniques, human resources management, creativity development techniques, business process improvement techniques, innovation project management, techniques of constructing and designing new products and services, methods of setting up new companies and business models); practical case studies
  • The paradigms of the entrepreneurial innovation system (the paradigm of the closed entrepreneurial innovation system, the paradigm of the open entrepreneurial innovation system, the transition from the old to the new development paradigm)
  • Emergence of new companies and business models on the basis of technological innovations
  • Tools for knowledge management and innovations
  • Connecting new business models to industrial and intellectual property rights

 

Creative Human Resource Management for a Competitive Advantages 9

People are a competitive advantage and a vital resource in an organisation, but are also challenging to manage … as there is no unique method. Students are challenged to look at their work place from a leadership and organisational perspective. The course on human resource management brings forward the importance of a strategic and systemic approach to human resource management, from recruiting and hiring, compensation, employment relationships, performance management, learning and development to provide a high quality of work life. Students have opportunities to further explore work space planning, annual employee performance reviews, the meaning of HRM in an international context, discrimination issues, HRM policies, and other related topics. The team project allows students to prepare constructive solutions to actual HRM challenges and practice preparing and delivering effective presentations.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the ability to analyse and synthesise complex issues and challenges and to accept responsibility for the planning and designing of innovative strategies and models of human resource management in small and medium-sized enterprises in the national and global/international context,
  • the understanding of theoretical concepts of human resource management and the ability to use them creatively in order to shape appropriate concepts and solutions in dynamic and changing environments,
  • the ability of critical reflection and mastery of social and communication competencies for working in an international multicultural environment,
  • the ability to manage the diversity of human resources as a means to achieving competitive advantages,
  • the ability to understand and utilise key theoretical principles in the development and implementation of strategies in the policy and practical aspect of human resource management, especially in the fields of recruiting and selecting, compensation, employment relationships, performance management, learning and development and providing quality of working life,
  • the ability to critically evaluate the prevailing employment, remuneration and information flow models as important components of effective human resource management,
  • the mastery of methodological approaches to studying factors that affect the mobilisation of human resources for achieving competitive advantages,
  • the ability to recognise key components of contingency and normative approaches to formulating the human resource strategy and using technical terms in describing the choices in the organisation of the human resource management policy,
  • The ability to recognise key environmental challenges and their innovative utilisation in shaping the human resource management strategy for competitive advantages,
  • the ability to use business information systems to support strategic human resource management.

Contents

  • Human resources as a strategic factor of modern organisations that operate under conditions of globalisation and the development of knowledge-based economies
  • Theories, concepts and challenges in developing strategic human resource management
  • Roles, relations and structures in developing strategic approaches to creative human resource management
  • Work/Employment relationships and strategic human resource management
  • Human resource management in the context of a unified EU labour market and European policies
  • Specific contexts of activity of organisations (companies in an international environment, small organisations and entrepreneurs) as a challenge
  • Human resource planning
  • Work analysis and determining employee characteristics and competencies
  • Formation of work and quality of working life
  • Human resources and managing diversity
  • Recruiting, selecting and placing employees
  • Employee education and development
  • Employee performance management
Methods of Business Research Work 9

This course challenges the prejudice of research being boring and demanding. It uncovers new aspects and possibilities of research that lead to important business factors in successful decision making. With this course, students have reported having higher self-confidence during meetings or when presenting improvements to an executive board. This course on business research methods represents an important building block in the study program where students are introduced to the big picture of research, helping them to understand research requirements for their studies and for their master thesis.

This course aims to present basic philosophies and approaches to business research and apply the main quantitative/qualitative methods and techniques, setting clear research indicators and standards. Students have the opportunity to prepare a team research project proposal in order to learn how to prepare similar research proposals, evaluate research articles, and explore databases throughout the world to find relevant scientific and professional articles for their studies. The course expands the horizon into the world of research and exploration.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the knowledge of processes and methodologies for studying phenomena from the field of social sciences,
  • the ability to utilise methodologies to analyse, synthesise and anticipate solutions in studying phenomena from the field of business management,
  • the mastery of research and development methods by knowing the main starting points and approaches to research,
  • autonomy in scientific research work and in making business decisions with the ability of clear and logical diction,
  • the ability to understand and apply critical analysis and development and the practical application of theories in solving concrete professional problems,
  • the ability to provide reasons for own viewpoints and consider the viewpoints of others,
  • communication and teamwork skills,
  • the ability to develop an in-depth understanding and knowledge of how to apply interdisciplinary, theoretical and practical knowledge in facilitating innovations and the development of an individual’s creative potential,
  • the ability to search for information in professional and scientific sources.

Contents

  • The basics of business research (the fundamental methodological approach to studying materials and its variations, mind maps, memorisation techniques, the importance of studying, group dynamics, teamwork, team management)
  • Quantitative and qualitative research methods
  • Professional and scientific papers
  • (the practical approach to individual work, choosing a subject and searching for the material, types of professional and scientific papers, teamwork)
  • Methodology of research work
  • (research plan, shaping data collection instruments, choosing the sample, research proposal, data collection, a review of data processing methods, interpretation of results)
  • Types and extent of professional and scientific papers
  • (seminar papers, diploma theses, master’s theses, PhD theses, project problem solving)
  • Processes in preparing professional or scientific papers
  • (how to choose the subject, researching materials, work plan and cataloguing, writing, final editing)
  • Using research results in business decisions
Individually Composed Master's Thesis/Article 6

When discovering and exploring become your partners. The individual research project course takes the student to the next level in the methods of research. It offers a deeper understanding of business research and guides students through the different stages of project/master thesis research preparation. From the initial research proposal and beyond, the course includes relevant sampling, selecting appropriate methods and techniques, data analysis techniques and software and results interpretation to the effective presentation of research results. Students are challenged to prepare their individual research project on actual issues in an organisation, region or industry and take a critical look at other business research as well.

Objectives and competencies

Students develop the following general and subject-specific competencies during the course:

  • the development of critical assessment,
  • the ability to use scientific methods in project research,
  • the ability to recognise and utilise opportunities in the social and work environment,
  • the understanding of problematic issues and the ability to analyse and synthesise them and to predict their solutions and consequences,
  • the awareness of the importance of quality and endeavours for high-quality professional papers,
  • the ability to master systematic searching for information and sources,
  • the understanding of relations between individuals, organisations and the social environment and the ability to see and act in a complex and systematic manner,
  • the ability to plan and master changes while shaping a comprehensive assessment of the situation in organisations or the social environment by considering different factors,
  • the ability to implement, coordinate and organise studies/projects,
  • the ability to apply for EU funded projects,
  • the ability to shape original ideas, concepts and solutions to specific problems,
  • strategic orientation, the ability to provide solutions to prevent negative consequences,
  • the ability of efficient actions in non-profit organisations and social enterprises by being aware of the importance of flexibility and efficiency,
  • the ability to establish and maintain cooperative relations for teamwork and with other users and groups (the local community, public administration organisations, non-governmental organisations, social enterprises).

Contents

  • Deciding on the research approach and choosing the research strategy
  • Use of quantitative or qualitative research methods
  • Sampling and data collection
  • Data analysis methods: statistical processing of quantitative data if possible
  • Synthesis of the project
  • Presenting results
  • Individual roles in obtaining funding: individuals, companies, foundations, non-profit organisations, the state
  • The process of obtaining funding
  • Review of programmes and funds that provide funding for R&D projects
  • Preparing the project and project documentation
  • Showing the basics of administrative and financial project management

Note:

The courses are not taught in the order listed above.

Note:

ECTS stands for European Credit Transfer and Accumulation System. The system is a standard across the European Union and makes programmes and the performance of students of higher education more transparent and comparable. ECTS credits are based on students' workload in order to achieve expected learning outcomes. Credits are awarded to individual students after completition of the learning activities required and the successful assessment of the achieved learning outcomes. One ECTS credit equals between 25 and 30 working hours.

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