Syllabus 9956001302 - GESTIÓN EMPRESARIAL

CODE
9956001302

COURSE
BUSINESS MANAGEMENTE

COURSE DESCRIPTION

This is an introductory course that aims to provide students with the basic concepts of the practical administration of the company, and the main decisions to be taken within the same.
The overall objective of the course is that students / to know, understand and apply the basic functioning of the administration of the company, from the perspective of planning, organization, management and control and management in practice.
It will also be able to identify, understand and establish the importance of the changes that occur in the environment and their influence on the overall performance of the company.


COURSE TYPE
NOT TO BE PROCESSED

ECTS CREDITS
6

CONTEXT

A graduate in Business Administration will face the resolution of many problems associated with the administration of the company and its interaction with the environment as well as the content of this course is the foundation of knowledge you need to exercise their future profession manager.

The study of this course will allow students to learn in depth the nature of the administrative function through analysis of the administrative process: planning, organization, management and control. Moreover, the definition of the organization as an open system, allows understanding within the current environment changing, complex, dynamic we face today.

 


STUDY MODE

Ability to organize and plan
Change management
Focus on results
Initiative and entrepreneurship
Troubleshooting


COMPETENCES

• Know and understand the importance of decision making in the administrative function of the company. Know the different decision environments and troubleshooting environment of risk and uncertainty.
• Define, implement and explain the management process and identify its component phases: planning, organization, management and control
• Know, understand and apply the basic knowledge of the planning function within the business management process. Mission, vision, objectives, goals, strategies, etc.
• Know, understand, analyze and apply the strategic process full company studying the different phases of the same: strategic analysis, strategic planning and strategic control. Understand the importance of this function within the business management process
• Know and understand the basic function of the enterprise organization. Division of labor, departmentalization, network design and coordination authority
• Understand and apply knowledge of organizational design. Knowing the evolution of traditional organizational structures and new structural configurations
• Identify and implement new trends in business administration: leadership for people management, knowledge management, innovation management, etc.., Enabling it to achieve further professional development and business success-
• To bring the student to the management function specifically exercise business leadership. Know, understand and apply the different theories on business leadership and contribution to business administration
• Understand the second task of the management function. The importance of motivation in the development of enterprise management. Major theories and application of motivation and leadership.
• Understand and appreciate the innovation and development as a key strategy of modern business, and the management of human capital for growth


TOPICS

Item 1. Business Administration
 
1.1. Organizations and the need to manage them. Effectiveness and Efficiency
1.2. Introduction to the administrative process.
1.3. Types of management hierarchies and leadership qualities.
1.4. The challenge of business administration
1.5. - The management and the company as a system
1.6. - The management of the company in the XXI Century
1.7. - The development of management thinking. An Overview
 
Item 2. Decision Making
 
2.1. The essence of the work of a manager.
2.2. Detection of problems and opportunities.
2.3. Types of problems and decisions.
2.4. Rational model for decision making.
2.5. Decision environments.
2.6. - Troubleshooting uncertain environment
2.7. - Troubleshooting risk environment
2.8. Bounded rationality and conformity.
2.9. Group decision making. Creativity and innovation
 
Item 3. From strategic planning to strategic management
 
3.1. The planning function.
3.2. Strategic planning and tactical planning.
3.3. Planning elements
3.4. Evolution of the concept of strategy and emerging strategic direction.
3.5. The strategic management process.
3.6. Strategy formulation.
3.7. Evaluation and selection of strategies.
3.8. Implementation of strategies
3.9. Strategic Control
 
Item 4. Organizational design and organizational structures
 
4.1. Division of labor.
4.2. The departmentalization.
4.3. Design of network structure or authority.
4.4. Coordination mechanisms.
4.5. Organizational design
4.6. Variables that determine organizational structures.
4.7. Degree of formalization of the organization. Mechanical and Organic
4.8. Organizational structures
4.9. New structural configurations
4.10. Evolution and change and the organizational structure
 
Item 5. The management function. Leadership and Motivation
 
5.1. Introduction to the management function
5.2. Strategy and cultural dimension
5.3. Definition of leadership
5.4. Explanatory traditional leadership theories
5.5. Concept and elements of motivation.
5.6. First thoughts on motivation.
5.7. The theory of needs.
5.8. Motivational techniques: from theory to practice.
5.9. Contingencial approach. Leadership and Motivation


ACTIVITIES

Lecture: presentations by professor fundamental theoretical understanding of the subject.
Case Methodology. Discussion of real cases.: Using real case studies to enable the practical application of theoretical knowledge. Furthermore, the realization of a common analysis and discussion of each situation.
Cooperative learning: students learn to collaborate with others (peers and teachers) to solve creatively, inclusive and constructive questions and problems identified from everyday experience, using the knowledge and material resources available. They use the formal and informal cooperative learning, puzzle technique and its variants, tournament between groups, etc.
Problem-based learning: student-focused approach to business reality. They pose real problems in order to solve the students to work in teams


EVALUATION

The assessment will be continuous and formative, and can be both individual and group, consistent with the nature of the training activities proposed.
The evaluation system, in the ordinary call will have the following characteristics:
The / s test / s of knowledge does not exceed 50% of the final grade

The remainder of the grade, up to 100%, and other activities will consist of the following:
• individual work
• teamwork
• presentations
• case studies
• participation
• debates
• reports
• forums
• other student contributions previously established, whenever necessary coherence is established between them and the learning objectives of.
In the student may resit up assignments or tests not passed during the course doing everything the teacher deems appropriate to do so, thus being able to reach the maximum grade in the course.
 Knowledge tests have the same weight in both calls (ordinary and extraordinary), always with the maximum of 50% of the final grade.
In any case the student's attendance in class will have a percentage in student assessment.
In the space of the subject in the virtual campus, these criteria are detailed (formulation and weights).



SPECIFIC REGULATIONS

not to be processed


METHODOLOGY

Koontz, H and Weihrich, H. (2008): Administration, a global perspective, (12th edition) McGraw-Hill, Madrid,
ROBBINS, S. P., COULTER, M. (2000): Administration, last ed., Mexico, Prentice Hall.
STONER, J.A.F., FREEMAN, R. E., GILBERT, D.R. (2000): Administration, last ed., Mexico, Pearson Education.
AGUIRRE, A., Castillo, A., and TOUS, D. (2003): Management of Organizations in the current environment, Pyramid, Madrid.
Hellriegel, D; SLOCUM, J and JACKSON, S. (2005): Administration, an approach based on competencies. Thomson publishers, Madrid.
CASTILLO, A.; ABAD, I. and Rastrollo, M. (2007): Case Studies of Administration and Management, Pyramid, Madrid.
CROW, A: (1994): Introduction to Business Administration, Civitas, Madrid.
Gorostegui PÉREZ, E (2004): Business Economics (Introduction), CEURA, Madrid.
Gorostegui PÉREZ, E. (2004): Introduction to Business Administration, CEURA, Madrid ..
Gorostegui PÉREZ, E. (2004): Business Management Practices, Pyramid, Madrid.
Cabanelas OMIL, J. (1998): Management. Bases in an open and dynamic, Pyramid, Madrid.
TEN DE CASTRO, J and Redondo, C. (2002): Business Administration, Pyramid, Madrid.
TEN DE CASTRO, J and Redondo, C. (1995): Business Administration. Activity Book. Cases, Issues and Readings, Pyramid, Madrid.
Eppen, G., GOULD, F., SCHMIDT, P., MOORE, J. (1999): Introduction to Management Science, Prentice Hall.
HERNANDEZ ORTIZ, M. (2000): Case Studies of Management and Organisation, Pyramid, Madrid.
GARCIA del Junco, J; CASANUEVA, C. and others (1998): Case Studies in Business Economics, Pyramid Madrid.
GARCIA del Junco, J and CASANUEVA, C. (coords) (2002): Fundamentals of Business Management, Pyramid Madrid
Navas, J. and wars: L: (1998): Strategic Management of the Company, Civitas, Madrid.
GOOD, E.; SALMADOR, M.; MERINO, C. and MARTIN, J. (2006): Strategic Management, Strategy Development and Case Analysis., Pyramid, Madrid.
FERNANDEZ, E.; JUNQUERA, B. AND BRIO, J. (2008): Introduction to Business, management aspects, Auditorium, Madrid.
HODGE, B; ANTHONY, W and Welsh, L. (2003): Organization Theory, A Strategic Approach, Prentice Hall, London.
Gomez-Mejia, L and Balkin, D. (2003) Management, Mc Graw Hill, Mexico.
Gomez-Mejia, L, Balkin, Dy CARDY, R, (2005): Management, Mc Graw-Hill, Mexico.
DAFT, R. and Marcic, D. (2006): Introduction to Management, Thomson, Madrid.
DuBrin, A. (2000): Administration, latest edition. Thomson publishers, Madrid.
Hellriegel, D and Slocum, J. (1998): Management (seventh edition), Thomson Publishers, London.
BATEMAN, T. and SNELL, S. (2001): Administration. A competitive advantage. , Mc Graw Hill, Mexico.
DASI, M.; DOLZ, C., FERRER, O. and Iborra, J. (2006): Fundamentals of Management. Concepts and skills. Thomson publishers, Madrid.


LAST UPDATE
SEPTEMBER 2012