5002 - MANAGEMENT

This course provides the logical framework needed to understand the central activities of organizations performing economically relevant activities. The systematic view of organizational 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
3. Develop the capacity to critically analyze organizational phenomenon

• The organization - typologies and key characteristics
• Role models for general managers
• History of management thought and practice
• The challenge of technology
• Creating and implementing strategy
• New ways of managing people
• Marketing strategies
• Corporate governance
• Leadership
• Learning and development
• Global management
• Transforming organizations
• Economics of public and not-for-profit organizations

• S. CRAINER, Key Management Ideas, Englewood Cliffs, FT Prentice Hall, third edition, 1998.
• C. WALSH, Key Management Ratios, Englewood Cliffs, FT Prentice Hall, third edition, 2002.
• D. COLLIS, C.A. MONTGOMERY, Corporate Strategy: Resources and the Scope of the Firm, Homewood Illinois, Irwin, 1997.  Chapter 8: Corporate Governance (pp. 179 - 197)
• 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.
• P. WRIGHT, Strategic Management in Not-for-Profit Organizations, Chapter 12 of Strategic Management. Concepts and Cases, Englewood Cliffs, Prentice-Hall, 1996, pp. 286-304.

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

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.

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 1 written assignment within teams of up to 5 members. The quality of this assignment 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).