Business Management
Code: 104006Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Prevention and Integral Safety and Security | OB | 2 |
Contact lecturer
- Name :
- Carlos Pozo García
- Email :
- carlos.pozo@uab.cat
Group languages
You can consult this information at the end of the document.
Prerequisites
This course does not have any pre-requirements
Objectives
Organizational systems are not an end in itself, but a "medium" that has to effectively help the achievement of the company's objectives. This statement puts us online to understand the reasons why such radical changes are taking place in the organizational design of companies. We still have in our head and in our schemes, although it is difficult to recognize, the premises of the "traditional organization", based on three paradigmatic ones: the cult of the hierarchical structure, the domination of the bureaucracy and the rigidity of the job, all of them adorned by the "paternalistic" concept
How Mr. Raymond Carr says very well "The old industrial model of large organizational groups of people performing specialized tasks with a centralized coordination, made sense in the economy of most of this century. But today it has less and less meaning. It is too expensive and unwieldy »
It is necessary to discover new and daring approaches that meet the needs of the business and the aspirations of people. Where to find the key, the axis of these new approaches? The key is offered to us, as it happens whenever we think with simplicity and common sense, "the person" and the deep ethic in the management.
The versatile person, with due training, within their natural field of knowledge and experience, integrated into a work team and with an overall vision, is the only one that can offer flexibility to the organization and speed of response. The concrete formulas that propitiate this new conception are many and varied, but without losing sight of the fact that tools, however new and appropriate they may be, are "dependent" variables, that is, they have to be put at the service of the underlying scheme, of ideas, which are, in short, those that give meaning to all actions and those that really solve problems.
Consistently, there is a need to promote ethical coherence in and from business management, an indispensable condition to face the current social demand. That is why such ethical coherence hasto be a long-term strategic priority and must be planned and measured as such, not forgetting the existence of important obstacles for its promotion, the main thing being the split in the company between its ethical dimension and the economic dimension.
The subject will review -as it can not be otherwise- the functional departments at the time which proposes alternatives for a less "Taylorist" management, incrusting issues related to people and the ethical dimension, both within the situations analyzed and in a specific way.
The training objectives of the subject are:
1. Put the foundations of a general or strategic direction of the modern business activity, respectful with the environment and ethically sustainable.
2. To give an in-depth vision of all the functional areas of the business organization: financial, commercial, operations, general management and human resources management, influencing decision-making in the current context of extreme environmental variability.
3. Achieve sufficient knowledge to be able to exercise management and management functions of both public and private institutions or to start an entrepreneurial activity.
4. Development of practical cases in the environment of these concepts
Learning outcomes
- Generate innovative and competitive proposals in research and in professional activity developing curiosity and creativity.
- Respond to problems applying knowledge to practice.
- Be able to adapt to unexpected situations.
- Students must have and understand knowledge of an area of study built on the basis of general secondary education, and while it relies on some advanced textbooks it also includes some aspects coming from the forefront of its field of study.
- Students must be capable of applying their knowledge to their work or vocation in a professional way and they should have building arguments and problem resolution skills within their area of study.
- Students must be capable of collecting and interpreting relevant data (usually within their area of study) in order to make statements that reflect social, scientific or ethical relevant issues.
- Students must be capable of communicating information, ideas, problems and solutions to both specialised and non-specialised audiences.
- Students must develop the necessary learning skills to undertake further training with a high degree of autonomy.
- Critically analyse the principles, values and procedures that govern professional practice.
- Analyse the sex- or gender-based inequalities and the gender biases present in one's own area of knowledge.
- Diagnose the situation of integral security in companies and organisations.
- Formulate strategies of company management.
- Apply the basic of economics and finance necessary for evaluating the management processes of systems present in the prevention and security sector.
- Evaluate the technical, social and legal impact of new scientific discoveries and new technological developments.
- Maintain a positive attitude with respect to professional and personal growth.
- Propose projects and actions in accordance with the principles of ethical responsibility and respect for fundamental rights and responsiblities, diversity and values democráticos.
- Evaluate how gender stereotypes and roles affect professional practice.
- Propose new ways to measure success or failure when implementing ground-breaking proposals or ideas.
- Identify the social, economic and environmental implications of the academic and professional activities in the field of self-knowledge.
Contents
The sections into which the course is divided are:
1. The company and its environment
2. Commercial management
3. Operations management
4. Human Resources Management
5. Financial Management
6. General Management and Leadership
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| Tutorials to support the realization of practical and theoretical work | 24 | 0.96 | |
| Video Online lecturers with students active participation | 12 | 0.48 | |
| Personal study, reading articles and preparing class work | 110 | 4.4 | |
| Evaluation | 4 | 0.16 |
The complete syllabus of the subject available on the Moodle platform will be available and, for each topic, a series of questions will be opened in order to carry out the online tutoring where the student will be encouraged to participate remotely. The course will be taught in Spanish.
The course involves the use of a simulator that allows students in small groups to manage a company under competitive conditions.
The autonomous activities correspond inaddition to business simulation to both the personal study and the resolution of the exercises, jobs and business cases raised by the teacher. Each student will have to look for documentation of topics related to the subject matter of the study and add personal consolidation works on the subject syllabus.
The use of legal sources of knowledge acquisition is strongly recommended and the abuse of \"Cutting and pasting\" is strongly discouraged. There are computer tools that reveal these habits and that may occur in the non-correction of it.
Tutorials with the faculty will be arranged by email.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| Exercices and practices | 50% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19 |
| Final Exam | 50% | 0 | 0 | 1, 2, 3, 4, 5, 6, 7, 8, 9, 10, 11, 12, 13, 14, 15, 16, 17, 18, 19 |
CONTINUOUS ASSESSMENT
The overall grade of the course will be calculated based on the following weighting: 50% final exam, 50% practices and exercices.
The exam averages with the continuous evaluation with at least 3,5 grade.
The total weighted average must be 5 points or higher in order to pass.
SINGLE EVALUATION
Students who opt for the single evaluation will take a final synthesis test of all the content of the course (50%) and will hand in a document containing the solutions to all practices of the course (50% in total).
The date for this test and the delivery of the work of the subject will be the same scheduled in the timetable for the last continuous evaluation exam.
The same recovery system will be applied as for the continuous evaluation.
EVALUATION OF THE STUDENTS IN SECOND OR MORE SUMMONS
Students who repeat the course will have to take the scheduled tests and exams and hand in the course work on the dates indicated in the Moodle classroom.
SECOND CHANCE EXAMINATION
The student who does not pass the course, who does not reach 5 (total) out of 10, according to the criteria established in thetwo previous sections may take a final exam provided that the student has been evaluated in a set of activities, the weight of which is equivalent to a minimum of two thirds of the total grade of the course. If the student has not been evaluated of these two thirds because he/she has not taken the tests, he/she will obtain a grade of Not Presented, without the possibility of taking the final exam.
In this exam the whole of the contents of the subject that have not been passed in the continuous evaluation will be re-evaluated.
In the case of passing the final exam, the course will be approved with a maximum of 5, regardless of the grade obtained in the exam.
CHANGE OF DATE OF A TEST OR EXAMINATION
Students who need to change an evaluation date must submit the request by filling out the document that can be found in the EPSI Tutoring Moodle space.
Once the document has been filled in, it must be sent to the professor of the subject and to the coordination of the Degree.
REVIEW
At the time of each evaluation activity, the faculty will inform the students of the grade review mechanisms.
For single evaluation students, the review process will be the same.
OTHER CONSIDERATIONS
Without prejudice to other disciplinary measures deemed appropriate, and in accordance with current academic regulations, \"in the event that the student performs any irregularity that may lead to a significant variation in the grade of an act of evaluation, this act of evaluation will be graded with a 0, regardless of the disciplinary process that may be instigated. in the event that several irregularities occur in the acts of evaluation of the same subject, the final grade of this subject will be 0 \".
If during the correction there are indications that an activity or work has been done with answers assisted by artificial intelligence, the teacher may supplement the activity with a personal interview to corroborate the authorship of the text.
If there are unforeseen circumstances that prevent the normal development of the course, the teacher may modify both the methodology and the evaluation of the course.
USE OF AI
In this course, the use of Artificial Intelligence (AI) technologies is not permitted at any stage. Any work that includes AI-generated content will be considered a breach of academic integrity and may result in a partial or total penalty in the activity's grade, or more severe sanctions in serious cases.
Bibliography
Basic bibliography:
Economic & Business newspaper EXPANSIÓN (ed. Catalunya)
Küppers, Víctor (2017) \"Vender como cracks\", (3ª Ed.) Plataforma editorial
Martinez Abascal, E. (2005), “Finanzas para Directivos”, (2nd Ed). Barcelona:McGraw Hill-IESE
Supplementary bibliography
Grant, Adam (2014) \"Give and Take: Why Helping Others Drives Our Success\". W&N ed.
Covey, Stephen (2011) \"Los 7 hábitos de la gente altamente efectiva\" Paidós Ibérica ed.
Camerinelli, E. (2009) “Measuring the Value of the Supply Chain”,(1st Ed).Monza: Gower ed.
Smith, A. (1776) “An Inquiry into the Nature and Causes of the Wealth of Nations”, Vol II, Book 1, Pag 183. Bosch Casa Editorial (1983)
Murphy, A. & and Sabov, Z. “An Empirical Investigation of Business Financial Structures in a Regulated Economy” , Soviet Studies, Vol. 44, No. 2 (1992), pp. 333‐341: Taylor & Francis, Ltd. Ed.
Alvarez de Mon, Cardona, Chinchilla, Pérez López y Pin, (2001) “Paradigmas del Liderazgo” McGraw Hill-IESE
Revista trimestral \"IESE INSIGHT\" IESE BUSINESS SCHOOL ed.
Software
This course will use the basic software of the Office 365 package
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 1 | Spanish | first semester | afternoon |