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.
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?
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
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?
Social marketing and related terms (marketing, cause-related marketing, public sector marketing etc.)
Social marketing-mix
Social Marketing Process
Social marketing planning
Formative research and preliminary analysis
Primary and secondary research
Social Problem analysis
Environmental analysis
Resources analysis
Target audience identification
Segmentation process
Selecting target audience
Researching selected segments
Developing social marketing strategy
Setting goals and objectives
Developing a positioning statement
Social marketing mix – preliminary plan
Social campaign planning
Selecting communication channels
Developing effective messages
Creative ideas development
Managing social marketing program
Developing an implementation plan
Monitoring and evaluation
Using feedback
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:
Lee N.R., Kotler Ph.: Social Marketing: Influencing Behaviors for Good, Sage Publications, Inc; 2011
Hastings G.: Social Marketing. Why should the devil have all the best tunes? Elsevier/ Butterworth-Heinemann 2007
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:
To develop ability to integrate the important societal dimensions of diversity, environmental concerns, ethics, and technological change into their thinking.
To discover sources of information for researching and evaluating product markets.
To communicate effectively about strategic issues in group discussions, oral presentations and written reports.
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?
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