Strategien und Veränderungsprozesse: praktische Simulationen


Wirtschafts- und Sozialwissenschaften


Version 12.0 vom 31.05.2021



Modulname (englisch)

Managing Strategy and Change: Simulation Exercises

Studiengänge mit diesem Modul

Hochschul- und Wissenschaftsmanagement (MBA)




The module ”Strategien und Veränderungsprozesse: praktische Simulationen” focuses on strategic management, leadership and change management. It integrates a number of crucial higher education management issues – such as resource allocation, quality of teaching and research, leadership styles, organizational cultures, student satisfaction, human resources and external demands – into actual higher education strategy and change simulation exercises. Next to some introductory lectures, participants are assigned to various roles and positions in a fictional university. As such, participants in various simulation exercises have to develop coherent strategies to manage change processes towards a new innovative teaching model, towards a new institutional culture, and towards an overall sustainable university in terms of teaching and research quality and stable financial position. Participants continuously have to balance between the interest of their individual unit and the benefit of the organisation as a whole.


1. Introduction into a few key strategic management aspects
1.1. Universities and research institutions as complex organisations: structures, actors, roles and conflicts of interests
1.2. Strategic management: a resource-based approach to identify your key focus areas
1.3. Leadership and change: leadership styles & roles; personal strengths, weaknesses & preferences
1.4. Organisational culture: defining the current organisational culture, defining an ideal future culture and using different leadership styles and management instruments to move from the current to the future organisational culture
1.5. Internal resource allocation: various models to (re)allocate financial resources corresponding to the strategic objectives of a higher education and research organisation

2. Simulation exercise 1: implementing a new curriculum structure for all bachelor programmes
2.1. This simulation exercise concerns a change management process to implement a new innovative structure for all bachelor programmes of Central Valley University in Imaginalia. Different internal stakeholders have to negotiate on various aspects of the reorganization process needed to change the curricular structure of al BA programmes, including the speed of the reforms, the rewards for faculty, approval procedures and the way of student progress monitoring.

3. Simulation exercise 2: define an overall sustainable strategy
3.1. Participants are assigned to roles and university functions and have to respond to a decline in student numbers as well as a financial deficit while developing a long term sustainable situation for Central Valley University in terms of financial viability, the quality of teaching and research and strengthen the entrepreneurial profile. How do various stakeholders – university leadership, director of finance, director HR, deans and professors of various faculties – match their individual (unit) interest with the collective university interest? How do participants balance various interests and negotiate for the best results? How do the participants evaluate their own behaviour? What leadership styles are used? And do we reach an overall viable university strategy?

4. Presentations of individual students
4.1. Participants present on their own real life experiences with managerial roles, styles and strategic behaviour of themselves or others in their current or previous jobs and how they deal with tension, conflicts of interest and responsibilities.

Lernergebnisse / Kompetenzziele

The students who successfully completed this module:

• are knowledgable about the concepts and processes of strategic management, leadership styles, change management, organisational culture and internal resource allocation mechanisms.
The students who successfully completed this module:

• have an intensified knowledge and understanding of strategic and change management processes in complex multi-stakeholder situations.
• know how different leadership styles can be used to bring about required change in an organisation.
Können - instrumentale Kompetenz
The students who successfully completed this module:

• have hands-on practical experience with complex multi-stakeholder management dilemmas and processes in a higher education and research setting.
Können - kommunikative Kompetenz
The students who successfully completed this module:

• have experience with formulating arguments and how to bargain and lobby to protect their owm (unit’s) interest in complex multi-stakeholder management situations.
• have experience with collaboration strategies to achieve one’s unit’s interests.
• have further experience to analyse and present on a personally experienced management dilemma.
Können - systemische Kompetenz
The students who successfully completed this module:

• are capable to analyse complex management situations in which they relate personal (unit) interests to the overall organisational objectives and interests.
• have learned how the activties of sub-units contribute to the overal organisational objectives and functioning.


Seminar Lectures, moderated group discussions, E-learning supported self study, interactive simulation exercises, presentation

Empfohlene Vorkenntnisse



Vossensteyn, Hans


Vossensteyn, Hans



Workload Dozentengebunden
Std. WorkloadLehrtyp
Workload Dozentenungebunden
Std. WorkloadLehrtyp

Ngo, J. (2013), Lions or Lambs, How deans lead and manage their faculties at Indonesian universities, Dissertation, Enschede: CHEPS – University of Twente (Sections 3.3, 3.4 and 3.5: pp 47-68).

Yojana Sharma (2014) You’re in charge of revamping a university’s research…,University World News,The Global Window on Higher Education, Issue 00349, 12-12-2014.

Goffee, Robert and Gareth Jones (2000) Why should anyone be led by you? Boston: Harvard Business School Publishing Corporation.

Kotter, J.P. (2007) Leading change, Why transformation efforts fail, Boston: Harvard Business Review.

Keller, Scott and Caroline Aiken (2008) The inconvenient truth about change management, McKinsey&Company

Massy, W.F. (2008) Reengineering Resource Allocation Systems, Reading 13.

During classes students will receive further materials related to the simulation exercises.

  • Präsentation
  • Hausarbeit
Bemerkung zur Prüfungsform

active participation in and reflection on the simulation exercises; individual presentations


1 Semester


Nur Wintersemester