Бакалавриат
2026/2027
Общий менеджмент
Статус:
Курс обязательный (Международная программа по бизнесу и экономике)
Кто читает:
Департамент менеджмента
Где читается:
Санкт-Петербургская школа экономики и менеджмента
Когда читается:
1-й курс, 1 модуль
Охват аудитории:
для своего кампуса
Язык:
английский
Кредиты:
4
Контактные часы:
42
Course Syllabus
Abstract
The course is designed to introduce first-year students to management, guiding them from personal managerial identity to a broader understanding of how organizations operate in a dynamic global environment. The curriculum explores the evolution of management thought, the nature of managerial decision‑making and problem‑solving, working with people in teams and diverse settings, stewarding tangible and intangible resources, navigating the global business environment, and leading change across the organizational lifecycle.
Learning Objectives
- Understand the nature of managerial work, including key roles, functions, and skills, and reflect on one’s own readiness and identity as a future manager.
- Trace the historical evolution of management thought and evaluate how classical, humanistic, and contemporary approaches apply to modern organizations.
- Apply structured decision‑making frameworks and problem‑solving tools to diagnose managerial challenges and propose reasoned solutions.
- Analyze team dynamics and the role of diversity in organizations, and develop foundational skills for collaboration, motivation, and constructive feedback.
- Identify and assess an organization’s tangible and intangible resources, including intellectual capital, and explain their contribution to value creation.
- Understand the impact of the global business environment and cross‑cultural differences on managerial practices and strategic choices.
- Describe the stages of the organizational lifecycle, recognize the drivers of change, and design a basic plan for managing organizational change.
Expected Learning Outcomes
- Explain the roles, functions, and skills of managers and reflect on one’s own managerial identity and development
- Trace the evolution of management thought and apply classical, humanistic, and contemporary perspectives to analyse real organisational situations
- Diagnose managerial problems using structured decision‑making tools and propose reasoned, evidence‑based solutions.
- Analyse team dynamics, apply basic motivational concepts, and collaborate effectively in diverse and inclusive environments.
- Identify an organisation’s tangible and intangible resources, including intellectual capital, and explain their role in value creation.
- Evaluate the impact of global environmental factors and cultural differences on management practices and strategic choices.
- Describe the stages of the organisational life cycle and design a basic change management plan for a given organisational scenario.
Course Contents
- Managerial Identity: Roles, Functions, and Skills
- Evolution of Management Thought
- Decision-Making and Problem-Solving
- Working with People: Teams and Сommunication
- Managing Resources
- Understanding Context: The Global Environment of Business
- Organizational Lifecycle and Change
Assessment Elements
- Team ProjectThe project is a semester-long team assignment (4–5 members). Each team selects a publicly visible company and builds a comprehensive managerial portrait by applying the frameworks from the course.
- Classwork ActivityClasswork activity includes group and individual seminar grades. Some classwork will be checked in class during seminars; some assignments will be submitted online and graded by the instructor. In lectures, students can earn extra points for active participation. Classwork is graded in accordance with the Assessment Criteria provided specifically for all assignments. Class participation refers to in-class discussion during seminars and lectures of a variety of topics, issues, readings, and individual and group assignments.
- ExamThis is a multiple-choice, yes/no, and fill-in-the-blanks type of exam given in an electronic format during the final week. The exam includes all materials given during the course (concepts, constructs, approaches). The exam consists of 30 questions and lasts 30 minutes. The correct answer to each question is worth 1 point. The penalty system is in place to evaluate multiple choice questions. If a student selects several incorrect answers and one or more correct answers, their score for each question will decrease in proportion to the number of incorrect responses. The maximum number of points for this exam is 30. The number of points scored by each student is divided by 3 to get a grade on the 10-point scale. To take the exam, students must show their student ID/password. During the exam, students must keep brightness of the computer screen at 100%.
- Lecture ReflectionAt the end of each lecture, students fill in a structured card with three fields: - Key Takeaway – one main idea from the lecture, expressed in their own words. - Burning Question – one substantive question that arose during the lecture. - Personal Connection – one sentence linking the material to personal experience, a known company, or a future career. Cards are submitted at the end of the session. Because each field requires immediate, individualized reflection, copying from peers or using AI is impractical. At the end of the module, students receive their cards back and write a Final Reflection (1 page): “How has my understanding of management as a profession evolved over this course?” This synthesis draws on their own weekly entries and is graded on a 10‑point scale.
Interim Assessment
- 2026/2027 1st module0.2 * Team Project + 0.35 * Classwork Activity + 0.15 * Lecture Reflection + 0.3 * Exam
Bibliography
Recommended Core Bibliography
- Adizes, I. (1996). The 10 stages of corporate life cycles. Inc, 18(14), 95. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=f5h&AN=9610307694
- ALOMARI, I. A., AMIR, A. M., MD AUZAIR, S., & AZIZ, K. A. (2021). The Roles of Enterprise Resource Planning and Management Control on Knowledge Sharing. Asian Journal of Accounting & Governance, 16, 77–92. https://doi.org/10.17576/AJAG-2021-16-06
- Management, Daft, R. L., 2015
Recommended Additional Bibliography
- Management Practices of Russian Companies : учебное пособие / M. Akim, V. Boltrukevich, E. Buzulukova [и др.] , edited by Sergey Kushch. — Москва : Высшая школа экономики, [б. г.]. — Том 1 : Cases from the collection of the hse graduate school of business — 2022. — 112 с. — ISBN 978-5-7598-2816-7. — Текст : электронный // Лань : электронно-библиотечная система. — URL: https://e.lanbook.com/book/430391 (дата обращения: 00.00.0000). — Режим доступа: для авториз. пользователей.
- Management practices of Russian companies : учебное пособие / P. Artamoshina, A. Vinogradov, M. Gorgisheli [и др.] , edited by Sergey Kushch. — Москва : Высшая школа экономики, [б. г.]. — Том 1 : Cases from the collection of the hse graduate school of business — 2022. — 120 с. — ISBN 978-5-7598-2688-0. — Текст : электронный // Лань : электронно-библиотечная система. — URL: https://e.lanbook.com/book/430388 (дата обращения: 00.00.0000). — Режим доступа: для авториз. пользователей.
- Management practices of Russian companies [Text] : in 2 vols. / National Research University Higher School of Economics. Vol. 1. - 978-5-7598-2485-5 - Kushch S.; ed. - 2022 - Москва: ВШЭ - https://ibooks.ru/products/388713 - 388713 - iBOOKS
- Management practices of Russian companies [Text] : in 2 vols. / National Research University Higher School of Economics. Vol. 2. - 978-5-7598-2816-7 - Kushch S.; ed. - 2022 - Москва: ВШЭ - https://ibooks.ru/products/388714 - 388714 - iBOOKS