5002 - MANAGEMENT

Vai alle classi: 16

Presentazione generale del corso:

This course provides the logical framework needed to understand the central activities of organizations performing economically relevant activities. The systematic view of economic phenomena provided by the "Management" course gives an introduction to the vast field of management disciplines. The course therefore lays the foundations for more specialized managerial topics covered in the following semesters. Class sessions will be interactive and will rely heavily upon the ideas and examples contributed by class members.
A number of case studies will be used to illustrate theoretical concepts.
The course attempts to achieve the following general objectives:

1. Convey the basic managerial vocabulary and models
2. Create a global overview of the nature of organizations performing economic activity
3. Develop the capacity to critically analyze economic phenomena

Programma del corso:

• The organizations-typologies and key characteristics: families, firms and the State
• The economic processes performed by organizations
• Role models for general managers
• History of management thought and practice
• Strategic management
• Measuring the economic performance of organizations
• Setting the strategic agenda
• Corporate governance
• Assessing external environments
• Assessing resources and capabilities of organizations
• Leading: objective setting, motivation, communication and negotiation
• Corporate, business, and functional strategies
• Economics of public and not-for-profit organizations
• Transforming organizations

Testi d'esame:

• S. Black, L. Porter, Management: Meeting New Challenges , Englewood Cliffs, NY: Prentice Hall, 2000.
• D. Collis, C.A. Montgomery, Corporate Strategy: Resources and the Scope of the Firm, Irwin Chapter 8: Corporate Governance (pp. 179-197), 1997.
• H. Mintzberg, "Managing Government, Governing Management", Harvard Business Review , May-June 1996 (pp. 75-83).
• P.S. Adler, "Building Better Bureaucracies" , The Academy of Management Executive, Vol. 13, no. 4 (November 1999): pp. 36-49.
• L. Brusati, "Meeting the Challenge of Public Sector Reform: A Managerial Perspective", EBS Review, Vol. 11 (June 2000): pp. 21-25.
• R. Hodges et al., "Corporate Governance in the Public Services: Concepts and Issues", Public Money and Management, April-June 1996: pp. 7-12, 1996.
• P. Wright, "Strategic Management in Not-for-Profit Organizations", Chapter 12 of Strategic Management . Concepts and Cases, Englewood Cliffs, NY: Prentice-Hall, pp. 286-304, 1996.

Prove d'esame:

The exam of the Management course is divided into a written part, which is compulsory, and an oral part that is not compulsory.

1. Written exam: Students have two general possibilities to sustain the written exam:

• The first possibility is to attend the mid-term exam in November and the final exam in January or February.
• The second possibility is to attend one single exam (general exam) in January or February. Students, which have sustained the mid-term exam in November, may withdraw from the second integrated exam and directly present themselves at the general exam. In case of negative results in January, students may repeat their exams in February.

2. Oral exam: Students with grades from written exams of min. 16 points may sustain an oral exam which may change their original grade within a range of 2 up to +2. The oral exam has to be sustained in the same period the written exam has been made and cannot be repeated.

Students who do not pass the spring exams may represent themselves in July and/or September to sustain the general exam (with the possibility of an integrated oral exam). During the course, students are asked to prepare 2 written assignments within teams of up to 5 members. The quality of these assignments together with the oral participation in class can lead to an upgrading of up to 2 points on top of the written exam grade(s).