Title: crisis management (e-learning)



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Title:

CRISIS MANAGEMENT (e-learning)

Lecture hours:

20 hours (lecture)

Study period:

both autumn and spring terms

Level:

advanced

Location:

Wrocław

Examination:

  1. Team project

  2. Checking test

Language:

English

Prerequisites:

Acquaintance with fundamental concepts of management, financial management, accounting, and economic analysis.

Course content:

Crisis management course is dedicated to all students, but in particular to those, who intend to be crisis leaders in their professional life.

It is organized within 10 modules:

Module 1 – Meaning of Corporate Crisis

Module 2 – Causes of Corporate Crises

Module 3 – Early Warning Signs of Crises

Module 4 - Diagnosis of an Economic Situation of a Distressed Company

Module 5 - Corporate Turnaround Stages

Module 6 - Crisis Stabilization

Module 7 - Construction of a Business Recovery Plan

Module 8 - Organizational Changes and Improvement of Key Processes

Module 9 - Leadership in Times of Crisis

Module 10 - Communication in Crisis Management



Learning outcomes:

Knowledge

Due to this course students will learn how to recognize potential threats to a business activity and how to respond them in an appropriate way and just in time. Therefore, attention will be focused on identification early warning signs of crisis and diagnosis of current economic situation of an organization.

Students will learn how to prepare a business recovery plan and what recovery strategies should be applied in particular crisis situation.

The course will introduce a topic of crisis communication. Students will be familiar with different communication strategies. They will know how to prepare a crisis message and shape relations with stakeholders and media during a crisis situation.

Finally, the course will explain a sense of leadership and determine duties of a turnaround leader.

Skills

The course helps to acquire such skills as: using indicators of corporate crisis, including (qualitative analysis, traditional ratio analysis, corporate failure prediction models) and applying various methods and models on actual data (from the Polish construction sector).



Competences

The course develops competences required for controllers and auditors of enterprises in assessing economic situation of a company and detecting symptoms of financial problems. Moreover will learn how to communicate and behave in crisis situation.



Contact person:

Dr Joanna Dyczkowska

tel.: 36-80-807, mail: Joanna.Dyczkowska@ue.wroc.pl



Literature:

Materials will be submitted by the instructor.
Recommended books or research papers:

1. Bazerman M. H., Watkins M. D. (2004), Predictable Surprises: The Disasters You Should Have Seen Coming and How to Prevent Them, Boston, MA: Harvard Business School Press.

2. Bibeault D. B. (1999), Corporate Turnaround: How Managers Turn Losers Into Winners Beard Books, Washington.

3. Coombs W. T., Holladay S. J. (ed.) (2012), The Handbook of Crisis Communication, Wiley-Blackwell, West Sussex.

4. James E. H., Wooten L. P. (2004), Leadership in Turbulent Times: Competencies for Thriving Amidst Crisis, University of Virginia Darden Graduate School of Business Administration Working Paper.

5. O’Callaghan S. (2010), Turnaround Leadership: Making Decisions, Rebuilding Trust and Delivering Results after a Crisis, London, Kogan Page Publishers.

6. Ooghe H., De Prijcker S. (2008), Failure Processes and Causes of Company Bankruptcy: a Typology, Management Decision, Vol. 46 (2), p. 223 – 242.

7. Richardson B., Nwankwo S., Richardson S. (1994), Understanding the Causes of Business Failure Crises: Generic Failure Types: Boiled Frogs, Drowned Frogs, Bullfrogs and Tadpoles, Management Decision, Vol. 32 (4), p. 9 – 22

8. Slatter S., Lovett D. (2004), Corporate Recovery: Managing Companies in Distress, Washington: Beard Books.

9. Slatter S., Lovett D., Barlow L. (2006), Leading Corporate Turnaround. How Leaders Fix troubled Companies, John Wiley & Sons, West Sussex.

10. Ulmer R. R., Sellnow T. L., Seeger M., W. (2011), Effective Crisis Communication: Moving From Crisis to Opportunity, SAGE Publications Inc., London.


Faculty:

Everyone is invited

Czy przedmiot jest kopią przedmiotu prowadzonego na UE?

nie







Title:

Cultural context of the international management


Lecture hours:

10

Study period:

Summer and winter semester

Level:

basic

Location:

Wrocław

Examination:

The final grade (100%)will include:

-final multiple choice test (50%),

-cases,homeworks (25%)

-being active on lectures(25%)



Language:

English

Prerequisites:

Basic knowledge from management

Course content:

1. The context of international management

2. The role of culture in global business

3. Culture shock and strategies of cultural adaptation

4. Cross cultural communication

5.Asian,American and European cultural context for doing business



Learning outcomes:

a) to learn the major cultural approaches in international operations and how this affects domestic business.

b) to acquire skills of coping with cultural shock

c) to learn what are the possible cross cultural trainings for managers-expatriates which allow them to manage effectively in various countries and markets


Contact person:

Dr Sylwia Przytuła, s_przytula@wp.pl

Literature:

  • Hofstede G, Culture’s concequences:Comparing values, behaviors, institutions and organizations across nations, Sage Publications, 2001

  • Intercultural Communication in Contexts, Martin, J.N. and Nakayama, T.K. Third Edition. McGraw Hill, 2004

  • Intercultural Communication: A Global Reader, ed. Fred E. Jandt, Sage, 2004

  • Magala S., Cross-cultural competence, Routledge, London 2005

Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




Tak-treści zawarte w tym przedmiocie maja odzwierciedlenie w takich przedmiotach prowadzonych w j.polskim jak: Kulturowe uwarunkowania w biznesie międzynarodowym (IIst. NE),Komunikacja międzykulturowa w organizacji (IIst. NE), Zarządzanie kadrą menedżerską (IIst.ZIF),




Title:

International human resources management


Lecture hours:

30

Study period:

Summer and winter semester

Level:

basic

Location:

Wrocław

Examination:

The final grade (100%)will include:

-final multiple choice test (50%),

-cases,homeworks (40%)

-being active on forum discussions,chats(10%)



Language:

English

Prerequisites:

Basic knowledge from management

Course content:

1. Personnel function and its components

2. External and internal factors determining the IHRM

3. Planning human resources in organizations

4. Qualification profile of the manager

5. Staffing personnel (recruitment, selection, placement)

6. Motivating and remunerating employees in international companies

7.Appraising international workers

8.Training and developing employees

9.Managing expatriates

10.Cultural context of the IHRM –managing cultural differences

11.. The triad model of management (The Japanese and Chinese model of management)

12.American way of management

13. Euromanagement

14.Global leadership


Learning outcomes:

a)to learn the major approaches multinational corporations (MNC) take to the staffing of their international operations and how this affects domestic staffing. This includes the design of strategic international human resource management systems.

b) to learn how MNCs effectively manage their international labor force, given their approach to IHRM. This includes learning about the management of expatriates, local managers and third country nationals; learning how managers must adapt their management approaches when managing across cultures; learning how to both integrate and differentiate management approaches across the various overseas affiliates.

c) to learn how the particular HRM issues can be effectively handled within international joint ventures, particularly with regard to the aspect of effective cross-cultural team management.


Contact person:

Dr Sylwia Przytuła, s_przytula@wp.pl

Literature:

  • Luthans F.,Doh J., International management.Culture, strategy and behavior, McGraw Hill, 2012

  • Deresky H., International Management: Managing Across Borders and Cultures, Prentice Hall,Upper Saddle River NJ,2002

  • Dessler G., Human resource management, Prentice Hall, 2003




Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?

Tak-treści zawarte w tym sylabusie znajdują odzwierciedlenie w takich przedmiotach prowadzonych w j.polskim jak: Zarządzanie kadrami w korporacjach międzynarodowych, Kształtowanie kadry menedżerskiej (ZiF, II i III)




Title:

Psychology of management

Lecture hours:

20

Study period:

Summer and winter semester

Level:

basic

Location:

Wrocław

Examination:

The final grade (100%)will include:

-final multiple choice test (50%),

-cases,homeworks (20%)

-small quiz after each module (20%)

-being active on forum discussions,chats(10%)


Language:

English

Prerequisites:

Basic knowledge from management

Course content:

1.Psychology of human resource management

2.Concepts of personality: part 1

a)behavioral approach

b)Z.Freud’ s concept
3/Concepts of personality: part 2

c)cognitive psychology

d)cross cultural approach
4.Interpersonal relationships (positive and negative) at work
5. Individual behavior in organization
6.Emotions and their expression

7.Stress management and burnout

8.Qualification profile of manager

9.Psychological dysfunctions in human resources management

10.Psychology of leadership

Learning outcomes:

a) to learn the major approaches to personality and its psychological traits

b) to acquire skills of using particular psychological mechanisms /theories which can be applied in business practice



c)to acquire competencies in the field of presenting own ideas and to share knowledge with others


Contact person:

Dr Sylwia Przytuła, s_przytula@wp.pl

Literature:

  • The Psychology of Management, Lillian Moller Gilbreth, BiblioBazar, 2008

  • The psychology and management of workplace diversity, Margaret S. Stockdale, Faye J. Crosby,Wiley- Blacwell, 2004

  • Using psychology in management training: the psychological foundations of management skills, David A. Statt, Routledge, 2000




Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




tak - nazwa przedmiotu: Psychologia zarządzania

wydział: ZIF

kierunek:Zarządzanie

specjalność:

rok:1




Title:

SOCIAL MARKETING

Lecture hours:

30

Study period:

Winter semester and Summer semester

Level:

advanced

Location:

Wrocław

Examination:

Test and project

Language:

English

Prerequisites:

Basic marketing and management courses

Course content:

  1. Social marketing – key terms and concepts

  • Social marketing and related terms (marketing, cause-related marketing, public sector marketing etc.)

  • Social marketing-mix

  • Social Marketing Process

  • Social marketing planning

  1. Formative research and preliminary analysis

  • Primary and secondary research

  • Social Problem analysis

  • Environmental analysis

  • Resources analysis

  1. Target audience identification

  • Segmentation process

  • Selecting target audience

  • Researching selected segments

  1. Developing social marketing strategy

  • Setting goals and objectives

  • Developing a positioning statement

  • Social marketing mix – preliminary plan

  1. Social campaign planning

  • Selecting communication channels

  • Developing effective messages

  • Creative ideas development

  1. Managing social marketing program

  • Developing an implementation plan

  • Monitoring and evaluation

  • Using feedback

  1. Social programs and campaigns – cases (different issues, different targets, different creations)

Learning outcomes:

Knowledge: key terms and concepts connected with social marketing; knowledge of the social marketing planning process

Skills: students learn how to change social behaviour using marketing concepts, frameworks and techniques; they acquire skills necessary to understand, plan, conduct social marketing programs and campaigns.

Attitude: ability to analyze social problems and suggesting ways of solving them through marketing activities, ability to work in groups (cooperation in planning and creative processes)

Contact person:

Magdalena Daszkiewicz, Ph.D.

e-mail: magdalena.daszkiewicz@ue.wroc.pl

Literature:

  1. Lee N.R., Kotler Ph.: Social Marketing: Influencing Behaviors for Good, Sage Publications, Inc; 2011

  2. Hastings G.: Social Marketing. Why should the devil have all the best tunes? Elsevier/ Butterworth-Heinemann 2007

  3. Andreasen A.R.: Marketing Social Change.Jossey-Bass 1995

Faculty:

Management, marketing

czy przedmiot jest kopią przedmiotu prowadzonego na UE?

NIE*





Title:

Strategic Management

Lecture hours:

Lectures 30 hours – e-learning (min 10 hours)

Study period:

Winter/summer semester

Level:

specialized

Location:

Wroclaw

Examination:

Written exam

Language:

English

Prerequisites:

Basics of management, Macroeconomics, microeconomics

Course content:

The module aims to provide participants with both a theoretical and practical understanding of how corporate strategy can be formulated in the light of environmental and internal conditions and requirements. More specifically, the module equips participants with a framework for understanding corporate strategy as an interdisciplinary activity within the context of a competitive market economy, leading to corporate decision-making.
teaching methods: lectures+workshops

Learning outcomes:

Knowledge

Bringing together the knowledge that you learned from other business modules, this module intends to provide you with an integrated view of business strategy. At the end of this module the successful student should be able to:

1. Recognize and explain the reasons why companies become more or less successful

2. Appreciate the strategic framework for analyzing and developing business strategy

3. Analyze the interactions between business and its environment

4. Critically evaluate different views with regard to the corporate social responsibility of business

5. Assess the choices of location and the means for market entry

6. Identify and analyze key issues faced by various business functions and types of firms when they intend to compete internationally.


Skills

Most skills that you learn from this module are transferable, which will not only help you improve your study performance but also enhance your competitiveness in your later career. At the end of this module, the successful student should be able to demonstrate the ability:

1. to assess the environment in which business operates or will operate in

2. to select appropriate methods for expansion

3. to identify and analyze data for relevant decisions

4. to present and communicate the results of research and analysis



5. to work effectively in a team
Competences:

  1. To develop ability to integrate the important societal dimensions of diversity, environmental concerns, ethics, and technological change into their thinking.

  2. To discover sources of information for researching and evaluating product markets.

  3. To communicate effectively about strategic issues in group discussions, oral presentations and written reports.

  4. To work effectively as a team member in analyzing strategic issues

Contact person:

Ewa Stańczyk – Hugiet ewa.stanczyk@ue.wroc.pl

Literature:

Besanko D., Dranove D., Shanley M., Schaefer S., (2006) Economics of Strategy, Wiley.

Grant R., M., Contemporary Strategy Analysis. Concepts, Techniques, Applications, Blackwell Business Oxford 2008.

Stańczyk – Hugiet E., Lichtarski J.M., Piórkowska K., Management. Functions. Strategies. Methods, Wroclaw 2010.

Faculty:

All faculties

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




tak - nazwa przedmiotu: Zarządzanie strategiczne

wydział: ZIF

kierunek: Zarządzanie

specjalność:wszystkie

rok: I studia II stopnia




Title:

Japanese Management

Lecture hours:

30h:

  • lectures 10h

  • workshops 20h

Study period:

Winter, summer

Level:

Basic

Location:

Wrocław

Examination:

One final test of knowledge

One project

Language:

English

Prerequisites:

General (basic) knowledge about management

Course content:

Topisc:

Origins of Japanese management

Kaizen as a philosophy, methods and tools

Lean management as a main idea of the Japanese management

Lean management tools

The latest Japanese syncretic solutions

PDCA/SDCA cycle

The KanbanIT game

Kanban in project management

5S in the company

The choice of lean management tools to the situation of the company
Methods: case studies, simulations, lectures, management games

Learning outcomes:

O – Objectives

K – Knowledge

S – Skills

C – Competences
O1_Transfer of knowledge and skills in the essence of Japanese management. Indication of the characteristics of the Japanese companies conditioned by Japanese culture.

O2_Transfer of knowledge and skills in the use of Japanese management concept in companies from different cultural area.

O3_Show the essential features of the Japanese management related to national culture.

O4_Transfer of knowledge and skills related to the operation of Japanese management concept.
K1_Student has a basic knowledge of the conditions of creation of Japanese management concepts

K2_Student knows the basic terminology associated with Japanese management

K3_Student knows the tools of lean management

K4_Student has knowledge about the major Japanese management concepts

K5_Student knows the concept of continuous improvement and how it is functioning
S1_Student can distinguish between the concept of kaizen method and tool

S2_Student can choose the Japanese management tools specific to the situation of the company

S3_Student has the ability to argue the introduction of Japanese management tools to companies

S4_Student is able to develop a basic procedure for the introduction of a tool 5S in the company

S5_Student has the ability to create and verify standards
C1_Student can convince the team to his case relating to the Japanese management

C2_Student sees the role of human being in the process of Japanese management

C3_Student identifies with the idea of continuous improvement

C4_Student learns to look at business processes from the perspective of the value stream

Contact person:

Marek Krasiński, Ph.D.

marek.krasinski@ue.wroc.pl

+48 71 36 80 652

Literature:

  • Masaaki Imai, Gemba Kaizen: A Commonsense Approach to a Continuous Improvement Strategy, McGraw-Hill Professional, 2012

  • James P. Womack, Daniel T. Jones, Lean Thinking: Banish Waste and Create Wealth in Your Corporation, Revised and Updated, Free Press, 2003

  • Jeffrey Liker, The Toyota Way: 14 Management Principles from the World's Greatest Manufacturer, McGraw-Hill, 2003

Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




Tak,- nazwa przedmiotu:

Japanese Management

wydział: ZIiF

kierunek: Business Administration

specjalność: Business Administration

rok: II MNZ




Title:

International Marketing

Lecture hours:

30 h lecture




Study period:

Winter or spring semester

Level:

Advanced

Location:

Wrocław

Examination:

Group project

Language:

English

Prerequisites:

Principles of marketing

Course content:

  1. International marketing versus global marketing

  • Differences between export, international and global marketing

  • Characteristic of international and global marketing

  1. Standardization versus adaptation

  1. International marketing environment

  • Elements of environment that influence managers decisions in international business

  1. Marketing research on international markets

  2. The cultural environment in international marketing

  • The concept of culture

  • Elements of culture that influence international marketing

  1. Product on international markets

  • Factors influencing product strategies

  • Product strategies

  • Brand and product names

  • Country of origin effect

  1. Promotion on international markets

  • Factors influencing promotion strategies

  • Blending product and promotional strategies

  • International advertising

  1. Pricing

  • Factors that affect pricing decisions

  • Pricing policies

  1. Distribution

  • Designing distribution channels on international markets

  • Distribution problems on international markets

Learning outcomes:

After attending this lecture a student should be able to:

  1. Characterize the nature of marketing management on international markets

  2. Describe the types of factors that managers must take into consideration when deciding whether adopt or standardize marketing strategies

  3. Discuss the basic kinds of product policies and decisions made in international business

  4. Discuss the factors that influence international promotional strategies and the blending of product and promotional strategies

  5. Identify pricing issues and evaluate pricing decisions in international marketing

Discuss the elements that influence international distribution decisions

Contact person:

Aleksandra Kuźmińska, Katedra MSG, email: aleksandra.kuzminska@ae.wroc.pl ; 691 375 779; Marcin Haberla, email: marcin.haberla@ue.wroc.pl

Literature:

International Marketing, P.R. Ceteora, J.L. Graham, McGraw-Hill Companies, 2004.

International Marketing, M.R. Czinkota, I.A. Ronkainen, South-Western, Div of Thomson Learning, 2006.

Marketing Across Cultures, J.C. Usunier, J.A. Lee, Pearson Education, 2005.

International Business, R.W. Griffin, M.W. Pustay, Pearson Education, 2007.

International Business. The Challenges of Globalization, J.J. Wild, K.L. Han, J.C.Y. Han, Pearson Education, 2008.

International Business. Competing in the Global Marketplace, Ch.W.L. Hill, Irwin McGraw-Hill, 1998.

Faculty:

All students

Czy przedmiot jest kopią przedmiotu prowadzonego na UE?

Tak

Marketing międzynarodowy

Wydział: NE

kierunek: MSG

specjalność: BM, PNJRE, ZPiFS

rok: I stopień – studia licencjackie




Title:

Marketing management e-learning course

Lecture hours:

Lecture (15h), excercises (15 h)

Study period:

Both winter and summer semester

Level:

Advanced

Location:

Wroclaw

Examination:

Case studies, analyses

Language:

english)

Prerequisites:

Basic marketing

Course content:

Role of marketing in business

Industrial buyer behavior and business-to-business marketing

Marketing effectiveness

Describing b2b offer in terms of customer’s value drivers

Marketing controlling, benchmarking

Marketing controlling, detailed analyses

Business-to-consumer (B2C) marketing

Marketing B2C. Measurement and analysis of product brand knowledge (brand awareness and image), testing the new brand position concepts, and tracking

Marketing B2C, image transfer from external sources

Product portfolio management and value creation

Learning outcomes:

Knowledge: understanding of model of marketing effectiveness

Skills: Ability to make marketing decisions based on relevant analyses

Competences: Communicating and discussing on marketing decusions and analyses

Contact person:

Prof. Richard Kleczek, ryszard.kleczek@ue.wroc.pl

Literature:

R.K. Srivastava; T.A Shervani; L. Fahey: Market-based assets and

shareholder value: A framework for analysis. Journal of Marketing; Jan

1998; 62, 1; s. 2-18.

Beik, L.L: Profitability Analysis by Market Segments. Journal of



Marketing; Jul 1973; 37, p.48.

R Kleczek: Studying effectiveness of marketing efforts aimed at rising

customer value on b2b market. Customer value creation. Warsaw School

of Economics. Warsaw 2012, pp.57-76.

K.L. Keller: Conceptualizing measuring and managing customer based

brand equity. Journal of Marketing 1993/41(3), pp.1-29. G.S. Day:

Diagnosing Product Portfolio. Journal of Marketing 1977/2, pp. 29 -38.


Faculty:

all students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




tak – Zarzadzanie marketingowe

wydział: NE

kierunek: Zarządzanie

specjalność: Marketing

rok:II lic




Title:

Scientific text in management – analysis and writing.

Lecture hours:

Lecture 15hours, excercises 15 hours

Study period:

Both winter and summer semester

Level:

Basic/advanced

Location:

Wrocław

Examination:

To pass the course, students should do two individual works: (1) Analysis of scientific text and (2) construction of own scientific text presenting an exploratory study.

Language:

English

Prerequisites:

No prerequisities

Course content:

Course Content: The construction standards of basic types of scientific texts in management (presentation of empirical research, literature review, exploratory study, general model presentation) will be presented in the way that helps students to prepare their own theses or the other scientific texts.

Method: 1. Using of the analysis standards of the main types of scientific texts in management (presentation of empirical research, literature review, exploratory study, general model presentation). 2. Using the construction standards of the scientific text in management in own text construction (exploratory study in own scientific problem elaboration).



Learning outcomes:

Students will understand the standards of the scientific text construction and will be able to construct own text in selected area.

Contact person:

Prof. Richard Kleczek, e-mail: ryszard.kleczek@ue.wroc.pl

Literature:

Sutton R.I., Staw B.M: What the theory is not. Administrative Science Quarterly; Sep 1995; 40, 3; s. 371-384.

J. Mingers A classification of the philosophical assumptions of management science methods. Journal of the Operational Research Society (2003) 54, 559–570.



Individually selected scientific texts for particular students depending of their areas of interest

Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?

nie







Title:

Sales management

Lecture hours:

Lecture: 15 hours; cases: 15 hours

Study period:

winter and summer semester

Level:

Advanced

Location:

Wrocław

Examination:

Cases, small essay, test

Language:

English

Prerequisites:

Basic marketing and marketing research courses

Course content:

1. Analysis of sales costs and profitability. 2. Identifying and using potentials of profitability improvement. 3.Time management and sales profitability; 4. Motivation systems and profitability potentials; 5. Training the sales force; 6. Sales planning (sales budgeting). 7. Sales management science - research projects in sales management (scientific texts’ analysis)

Learning outcomes:

Students get both managerial (analyses and decision making competences in sales management

Contact person:

dr hab. Ryszard Kłeczek, prof. UE, e-mail: ryszard.kleczek@ue.wroc.pl

Literature:

1. Ch. Futrell: Sales management. Dryden Press1994, W.Dalrymple, W.Cron: Sales management. Concepts and cases. Wiley 1992, 3. Articles from ABI and EBSCO databases.

Faculty:

Management, marketing

czy przedmiot jest kopią przedmiotu prowadzonego na AE?




tak – Zarządzanie procesem sprzedaży

wydział: GN

kierunek: ZiM

specjalność: ZMA

rok: IV




Title:

Concepts of Management ( e-learning)

Lecture hours:

30 hours of lecture

30 hours of practices

Study period:

Both summer and winter

Level:

Basic

Location:

Wrocław

Examination:

Written exam

Language:

English

Prerequisites:

Knowledge on Basics of Management

Course content:

The course consist of 10 following modules:

1. Introduction to Management Concepts and the Early Management Thoughts

2. Scientific Movement pt.1

3. Scientific Movement pt.2

4. Human Relations Movement

5. Bureaucratic Management and Administrative Approach

6. System Approach

7. Contigency Theory

8. Outsourcing

9. Virtual Organization, Network Organization, Lean Management

10. Business Process Reengineering, Benchmarking


Learning outcomes:

Students should obtain knowledge on the history of Management Science.

The evolution and main movements within this knowledge, as well as

modern concepts of management are to be presented.

Contact person:

Jakub Drzewiecki, PhD, jakubdrzewiecki@wp.pl

Witold Szumowski, PhD, witold.szumowski@ue.wroc.pl

Literature:

  1. Bartol K., Martin D., (1991): Management. McGraw-Hill

  2. Donnelly J.H., Gibson J.L., Ivancevivh J.M., (1992): Fundamentals of Management, Irwin.

  3. Daft, R.L. (1994): Management, The Dryden Press, 1994.

  4. Rue l., Byars L., (1995): Management, Skills and Applications. Irwin.

  5. Wren D., (2005): The History of Management Though. Wiley

Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?

nie albo

tak - nazwa przedmiotu:

Koncepcje Zarządzania

wydział:

Zarządzania, Informatyki i Finansów

kierunek: Zarządzanie

specjalność: Business Administration

rok:1




Title:

General Management

Lecture hours:

30 h, lectures

Study period:

Winter and Summer period

Level:

Primary

Location:

Wrocław

Examination:

Writing exam

Language:

English

Prerequisites:

None

Course content:

INTRODUCTION TO MANAGEMENT.

Managing and Managers.

The Evolution of Management Theory.
THE ENVIRONMENTAL CONTEXT OF MANAGEMENT..

Environment of Organizations.

Culture of Organizations
PLANNING.

Decision Making.

Planning and Strategic Management.

Strategy Implementation.


ORGANIZING.

Organizational Design and Organizational Structure.

Power and the Distribution of Authority.

Human Resource Management.

Managing Organizational Change and Innovation.
LEADING.

Motivation.

Leadership.

Teams and Teamwork.

Communication and Negotiation.
CONTROLLING.

Effective Control.

Operations Management.

Information Systems.



Learning outcomes:

Knowledge of Management ( planning, organizing, motivating and controlling)

Many examples of best practices in Management

Contact person:

Dr Grzegorz Krzos, grzegorz.krzos@ue.wroc.pl , tel. 3680-654

Dr Witold Szumowski, witold.szumowski@ue.wroc.pl, tel. 3680-654

Literature:

  1. Stoner J., Freeman R.E., Gilbert D.R.: Management, Pearson, 1995.

  2. Griffin R.W.: Management, Houghton Mifflin, 2001.

  3. Donnelly J.H., Gibson J.L., Ivancevivh J.M.,: Fundamentals of Management, Irwin, 1992.

  4. Daft, R.L.: Management, The Dryden Press, 1994.

Faculty:

All students

czy przedmiot jest kopią przedmiotu prowadzonego na UE?




tak - nazwa przedmiotu: Zarządzanie

wydział: ZIF

kierunek:Finanse i rachunkowość

specjalność:

rok: I




Title:

Capital Group Management

Lecture hours:

12 hours of lectures

Study period:

summer

Level:

basic

Location:

Wrocław

Examination:

exam

Language:

English

Prerequisites:

Knowledge of General Management

Course content:

  1. What is a capital group?

  2. Why capital groups are made?

  3. What are capital groups types?

  4. How to create and develop a capital group?

  5. Mergers and takeovers

  6. Transfer pricing, tax avoiding and cash pooling.

  7. Tunneling and corporate governance in a capital group

  8. Capital group’s portfolio of subsidiaries.

Learning outcomes:


Knowledge:

  1. Student defines key terms of capital group management

  2. Student identifies types of capital groups and distinguish their features

  3. Student describes phenomena occurring in the activities of capital groups

Abilities:

  1. Student analyzes and criticizes solutions used in various capital groups

  2. Student identifies causes of different solutions in the sample capital groups

  3. Student solves organizational and managerial problems that occur in activities of capital groups

Social skills:

  1. Student is creative in finding solutions to problems that occur in capital groups

  2. Student can work in teams and plans activities in a capital group

Contact person:

Krzysztof Ćwik, krzysztof.cwik@ue.wroc.pl

Literature:

  1. Colpan A.S., Hikino T., Lincoln J.R., The Oxford Handbook of Business Groups, Oxford University Press, Oxford 2010.

  2. Hamada K., Business Group Management in Japan, WSC, Singapore 2010.

Faculty:

all

czy przedmiot jest kopią przedmiotu prowadzonego na UE?

tak

nazwa przedmiotu: Zarządzanie ugrupowaniami kapitałowymi

wydział: ZIF

kierunek: Zarządzanie

specjalność: wszystkie

rok:II 2-go stopnia
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