Title: crisis management (e-learning)

1. 
   Team project
   
2. 
   Checking test
   

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

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).

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.

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

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.

-final multiple choice test (50%),

-cases,homeworks (25%)

-being active on lectures(25%)

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

• 
  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
  

-final multiple choice test (50%),

-cases,homeworks (40%)

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

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.

• 
  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
  

-final multiple choice test (50%),

-cases,homeworks (20%)

-small quiz after each module (20%)

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

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

• 
  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
  

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
  

2. 
   Formative research and preliminary analysis
   

• 
  Primary and secondary research
  
• 
  Social Problem analysis
  
• 
  Environmental analysis
  
• 
  Resources analysis
  

3. 
   Target audience identification
   

• 
  Segmentation process
  
• 
  Selecting target audience
  
• 
  Researching selected segments
  

4. 
   Developing social marketing strategy
   

• 
  Setting goals and objectives
  
• 
  Developing a positioning statement
  
• 
  Social marketing mix – preliminary plan
  

5. 
   Social campaign planning
   

• 
  Selecting communication channels
  
• 
  Developing effective messages
  
• 
  Creative ideas development
  

6. 
   Managing social marketing program
   

• 
  Developing an implementation plan
  
• 
  Monitoring and evaluation
  
• 
  Using feedback
  

7. 
   Social programs and campaigns – cases (different issues, different targets, different creations)
   

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
   

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.

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

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
   

• 
  lectures 10h
  
• 
  workshops 20h
  

• 
  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
  

1. 
   International marketing versus global marketing
   

• 
  Differences between export, international and global marketing
  
• 
  Characteristic of international and global marketing
  

2. 
   Standardization versus adaptation
   

• 
  Factors that influence standardization and adaptation in international marketing
  

3. 
   International marketing environment
   

• 
  Elements of environment that influence managers decisions in international business
  

4. 
   Marketing research on international markets
   
5. 
   The cultural environment in international marketing
   

• 
  The concept of culture
  

• 
  Elements of culture that influence international marketing
  

6. 
   Product on international markets
   

• 
  Factors influencing product strategies
  
• 
  Product strategies
  
• 
  Brand and product names
  
• 
  Country of origin effect
  

7. 
   Promotion on international markets
   

• 
  Factors influencing promotion strategies
  
• 
  Blending product and promotional strategies
  
• 
  International advertising
  

8. 
   Pricing
   

• 
  Factors that affect pricing decisions
  
• 
  Pricing policies
  

9. 
   Distribution
   

• 
  Designing distribution channels on international markets
  
• 
  Distribution problems on international markets
  

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
   

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

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.

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).

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

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
   

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.

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.

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.
   

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.
   

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
   

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
   

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
   

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.