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The Technique of Scientific Writing in Economics

Since I started training individual students from several economic faculties in German Universities about the technique of scientific writing, they asked me where they could find some inspiration to get an appropriate topic for their Bachelor and Master thesis. Depending on the regulations of your university, the supervising professor or lecturer may suggest a specific topic (area of research). Another alternative, the lecturer may give you handouts as an inspiration (starting point) for your research and expect that you will define your own specific research question and then consult with them to fix the final topic. Before your spend a lot of time beating about the bush on how to come up with a convincing draft, your proposal should contain the following ingredients: (research topic, abstract, table of content that shows a clear argumentation line, list of literature sources, model, methodology).

How to design your Economic Research Topic for your Thesis

To arrive at your final convincing draft, you will need to observe the following subprocesses.

1. Define the Economic Problem in your Thesis

Designing your economic research topic begins with the definition of the economic problem you would like to review and analyze, e. g. such a topic “The impact of global trade imbalances on the European Union (EU)”. In such a topic, the economic problem is the “global trade imbalances”, while the “European Union (EU)” limits the context of the analysis.

2. Construct a Mind-Map for your Economic Problem and Context

At this point you should draw a mind-map depicting two general areas: (a) global trade imbalances and (b) European Union (EU), connected with an arrow from (a) to (b) to resemble (c) “Impact of, which is your main focus in dealing with the economic problem and the chosen context. Using a mind-map you can develop relevant keywords relating to your topic and potential theories that relate to each topic area, e. g. in (a) global trade imbalances is a macroeconomic topic on international trade, while (b) European Union (EU) is also an economic topic of economic policy (institutions), economic integration, international economics as well as international trade. This should give you a hint about the topics you should be familiar with or the literature you should consult.

3. Create spontaneous Mind-Maps and Literature-based Mind-Maps

Each time you need an idea for your thesis contract a mind-map out of your spontaneous knowledgebase. Afterwards use literature sources to construct literature-based and specific mind-maps of what a certain source delivers to you. Now you should have more than one mind-map that talk about the same topic, but from different perspectives (inspiration). Look for commonalities between your spontaneous ideas and the literature sources. Apply critical thinking: ask yourself, why there are differences and whether other sources may help to bridge the gap or not.

Topics in Economics

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Business-Plan Coaching fuer Existenzgruendung in Freiburg

Sie haben eine Geschäftsidee, die Sie unternehmerisch realisieren möchten, und Sie überlegen sich den Wechsel von der angestellten Verhältnis in die Selbstständigkeit. Ihre Geschäftsideen möchten Sie in einem Businessplan nicht nur schriftlich festhalten, sondern auch Ihren Ideen betriebswirtschaftlich sowie ökonomisch verstehen. Bestimmt haben Sie weitere offene Fragen, die Sie mit uns klären möchten, bevor Sie die existenz-entscheidende Veränderungen in Ihren Leben umsetzen können. Wir begleiten Sie persönlich und professionell mit unserem Businessplan Coaching, die sich auf Ihre Bedürfnisse fokussiert, um Ihren persönlichen Geschäftsidee realisierbar zu machen.

Wie kommen Sie vom Geschäftsidee zum Businessplan?

Das Wichtigste immer zuerst: Sind Sie von Ihrer Geschäftsidee überzeugt? Sie können einen Unternehmen führen, wenn Sie von der Geschäft überzeugt sind. Um die Überzeugungsgründe für Ihre Geschäftsidee zu visualisieren, können Sie folgende Fragen beantworten: Was ist Ihre Mission? Was ist Ihre Vision? Mit der Mission legen Sie fest, wofür Sie als Unternehmer/-in stehen, Ihren beständigen Wertmaßstab. Mit der Vision legen Sie fest, was Sie langfristig als Unternehmer/-in erreichen möchten. Gemeinsam bilden die Mission und Vision die Basis für Ihr Geschäftsplan. Im nächsten Schritt versuchen Sie, die Verbindung zwischen Ihrer Mission und Vision herzustellen.

Wie erstellen Sie einen Businessplan?

Das Bundesministerium für Wirtschaft und Energie (BMWi) bietet eine Reihe von praktischen Unterlagen (Checklisten) mit hilfreichen Tipps für den ersten Schritt zum Businessplan:

Business-Plan Coaching für Existenzgründung bei Evansonslabs Consulting & Coaching

Wir helfen Sie gerne mit unserem Business Coaching für Existenzgründung bei der Planung und Umsetzung von Ihren Geschäftsideen.

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Lernen Sie unsere Unternehmen kennen

Unsere Dienstleistungen sind vielfältig und breit: Unternehmensberatung, Coaching, Lehre, Finanzierung, Investment und Versicherungen.

Nachhaltige Arbeitsbedingungen SDG8

Schaffen Sie nachhaltige Arbeitsbedingen (SDG 8) in Ihrem Betrieb und in Ihrem ganzen Unternehmen. Ihre wertvollsten Ressourcen in Ihrem Unternehmen sind Ihre Mitarbeiter und Mitarbeiterinnen, die Menschen, die dafür verantwortlich sind über den Einsatz, Verarbeitung und Verwertung von anderen Ressourcen in Ihrem Unternehmen zu entscheiden. Ihre Mitarbeiter/-innen erwarten gegenseitigem Vertrauen, gutes Arbeitsklima, Kommunikation auf Augenhöhe, Wertschätzung für Ihren Einsatz … etc. Ihre Mitarbeiter/-innen verdienen den Respekt, die Sie als Unternehmer/-in verlangen. Das Leben besteht auf keinen Falls aus einseitiger Ausführung von Dienstanweisungen und übernatürlichen Qualitätsansprüche, die Sie selbst als Unternehmer/-in nicht auf Gegenseitigkeit erfüllen. Der Anfang jeder Zusammenarbeit zwischen Arbeitgeber und Arbeitnehmer ist das gegenseitige Verständnis der gegenseitigen Pflichten und Rechten der beiden Seiten (§§ 611-630 BGB). In einer mehrheitlich demokratischen Gesellschaft sollten die Interessen der beiden Seiten in einem gegenseitigen Gleichgewicht sein, die den Anspruch der nachhaltigen Mitarbeit zwischen beiden Parteien erfüllt.

SDG 8 – Nachhaltige Arbeitsbedingungen und Wirtschaftswachstum

Die 17 Ziele für eine nachhaltige Welt sind die Basis für unsere nachhaltigen Zusammenleben. Lesen Sie mehr darüber.

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Lagrange-Optimierung

Die Lagrange-Optimierung bzw. Ansatz wird für die Beschreibung einer Optimierung von ökonomischen Fragestellungen unter Beachtung von Nebenbedingungen und gilt als eine quantitative Methode der mathematischen Lösungsfindung. Nebenbedingungen stellen eine natürliche oder von Menschen geschaffene Einschränkung der potenziellen Auswahlmöglichkeiten von Alternativen in der Entscheidungsfindung.

Lagrange-Optimierung in der Haushaltstheorie

In der Haushalttheorie treten zwei ökonomischen Fragestellungen aus der Sicht der zwei ökonomischen Prinzipien auf:

  • Maximumprinzip: ein Haushalt maximiert sein Nutzen (Ziel) unter Beachtung seiner Ressourcenknappheit (Einkommen, Vermögen, soziale und politische Ressourcen, Inputs vom Haushalt).
  • Minimumprinzip: ein Haushalt minimiert seine Ressourceneinsatz (Ausgaben, Inputs) unter Beachtung seines Nutzensziel.

Dualität der Optimierung

Die zwei ökonomischen Prinzipien stellen einen Blickwinkel der Betrachtung des vorliegendes Optimierungsproblem der Haushalten dar. Stimmen die Bedingungen von beiden Blickwinkel überein, so ergeben sich die selben optimalen Lösung (Dualität). Das bedeutet, dass Dualität nur unter sonst gleichen Bedingungen (Ceteris-Paribus-Bedingung) austreten kann.

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Why diversity Programs Fail.

Diversity is a societal fact that should be an integral part our social life in our communities, organizations, public spaces, societal representation and involvement, among many other social settings.

Diversity in organizations can fail. Economies and Organizations need a clear strategic plan from their Leaders for implementation of diversity in their society and organizational environment using the following tools:

  • Engagement of organizational and societal members responsible of implementing diversity in the Organization and Economy.
  • Encouraging contact between organizational groups and teams as well as communities and social groups in economies.
  • Designing incentives for social accountability for the implemented diversity within the organization and the economy

Read why diversity programs fail

The following article was published on the July–August 2016 issue (pp.52–60) of Harvard Business Review.

Munich University of Applied Sciences & Diversity

“… but there is more behind it: Diversity means consciously dealing with diversity in society. It is an organizational and socio-political concept that propagates an appreciative, conscious and respectful approach to diversity and individuality. Diversity is not oriented towards deficits or attempts to find solutions to supposed problems. Rather, diversity is about recognising people’s diverse achievements and experiences and understanding and using them as potential.The reduction of discrimination and the promotion of equal opportunities are the central goals. The core dimensions of diversity, which represent the diversity of people, are usually considered to be the following: Age, gender, ethnicity, social origin, sexual orientation and physical and mental condition. … At universities, diversity means that a variety of university members interact with each other, exchange ideas, influence each other, learn from each other and with each other and develop further.

According to the Munich University of Applied Sciences. Visit their blog on diversity.

Munich University of Applied Sciences is one of the largest universities of applied sciences in Germany. With its wide range of courses, a strong focus on applied research and practical orientation with partners from business, society and politics, it offers students excellent opportunities on the job market and in science. The courses offered by the Munich University of Applied Sciences cover the fields of technology, economics, social affairs and design. The courses are aimed at different target groups: Full-time and part-time students, professionals and those interested in further education as well as dual students in bachelor, master and certification programmes. In addition to academic qualifications for experts and managers, the program also offers scientific specializations that prepare students for a doctorate. Cooperation with companies and institutions is an integral part of the program and ensures practical relevance. In addition to the professional training, students can develop their individual profile. They prepare students for the working world shaped by digitization by offers for entrepreneurial, sustainable and intercultural thinking and acting.

Promoting Diversity at Albert-Ludwigs University of Freiburg

The Student Union (StuRa) – at the Albert-Ludwig University of Freiburg has been funding the Autonomous Unit for Gender and Diversity at the University of Freiburg since 2015 (Project 1 of 2017: Diversity Sensitization at the University of Freiburg, granted 41,543.50 € and Project 2 of 2019: Diversity in teaching – Fit for the challenges of a diverse university, granted 65,681.25 €) with the aim of improving the implementation of diversity in the university´s culture.

“As part of the project competition “Innovative Studies 2015“, the autonomous departments of the student representatives have successfully applied for the project “Diversity Sensitisation at the University of Freiburg” (Innovation Fund). The project started on 15 October 2015 and will run until 15 April 2017. Project coordination is carried out by the Gender and Diversity Unit. … One of the university’s goals is to offer all students the best possible study conditions in a non-discriminatory, open and respectful environment. An essential contribution to this is made by teaching that is designed to be diversity-sensitive and geared to the needs of all students. In the course of the proposed project Diversity in Teaching – Fit for the Challenges of a Diverse University, (subject-)specific workshops for teachers in all 11 faculties and other teaching institutions of the university are to be designed and carried out. The aim is to sensitize teachers to gender and diversity issues and to show them ways in which they can do justice to the diverse learning strategies, experiences and needs of the study participants.

The Autonomous Unit for Gender and Diversity at Albert-Ludwig-University of Freiburg im Breisgau

Diversity Management at the Karlsruhe Institute of Technology

The Karlsruhe Institute of Technology (KIT) has set a stakeholder dependent diversity management platform based on six self-defined dimensions of diversity; (1) Equal opportunities, (2) Reconciling work and family life (3) inclusion, (4) interculturalism, (5) professional culture and (6) generation management.

“… The KIT and all its institutions in research, teaching and science support areas are committed to a culture of diversity and mutual respect, recognition and appreciation, openness and transparency and see the successful and sustainable fulfilment of structural diversity as an intrinsic goal of their activities. … The concept of diversity is already structurally anchored in the strategy of KIT in various places. This is clearly visible above all in the umbrella strategy “KIT 2025”, in the anchoring in the mission statement, the auditing as a family-friendly university and the admission to the Best Practice Club “Family in the University”. … KIT’s Diversity Management supports employees and students in an increasingly complex working, research and study environment to deal constructively with the great variety of different life plans and social as well as cultural backgrounds and to integrate them profitably into everyday working life. In order to fulfil an exemplary function as a public institution in society, KIT has set itself the goal of creating a barrier-free and non-discriminatory working, teaching and learning environment in which cooperation is possible. Diversity Management serves as a central platform for those institutions at KIT that deal with the diversity of employees and students, promotes the comprehensive exchange and initiates joint projects. … The individual diversity of KIT’s employees and students is particularly emphasized in the sense of a positive appreciation and thus a productive overall atmosphere. The focus is not on the minority itself, but on all employees and students in their differences and similarities. At KIT, a number of institutions deal with the diversity of employees and students. Diversity Management offers these institutions a platform for mutual exchange, for interdisciplinary discussion and for joint action.

Diversity Management at Karlsruhe Institute of Technology (KIT)

Similar Topics about Economics and Management

The Bridge between Leadership and Management

You are a leader! Leadership and management skills are the fundamentals of social and organizational behavior. Both Social and Business models rely on the behavior of those who implement them and associate directly or indirectly with them. Furthermore, in any societal arrangement there is always competition between societal or/and organizational members. Last but not least, there are those who feel much entitled to lead and sorely to manage the affairs of the society and organizations.

Frequently asked questions about leadership and management

  1. What is management?
  2. What is leadership?
  3. What are the commonalities and differences between leadership and management?
  4. How can the paradox between leadership and management be explained?
  5. Who is the leader and who is the manager?
  6. Where should leadership be practiced?
  7. Where should management be practiced?
  8. Where do you stand between leadership and management?
  9. Are you a “senior manager” or even the “chief executive officer (CEO)”, of “just an employee”?
  10. Do you feel attached to the organizations you work for through the leadership and management?
  11. Do you feel obligated to lead or/and manage affairs of your organization?
  12. Do you see yourself as the most appropriate person to exercise management and leadership?
  13. Do you demote other organizational members to the so called “subordinates”?
  14. Do you bow down to pave way for other to take the role of leadership and the role of management?

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