Теоретические основы менеджмента
Статус: Курс по выбору (Программа двух дипломов по экономике НИУ ВШЭ и Лондонского университета)
Направление: 38.03.01. Экономика
Кто читает: Международный институт экономики и финансов
Где читается: Международный институт экономики и финансов
Когда читается: 4-й курс, 1-4 модуль
Формат изучения: Full time
Преподаватели: Кускова Валентина Викторовна
This course is an introductory course in management, design to familiarize undergraduate students with the general concepts and theoretical foundations of the field of management. The students will become familiar with broad areas of management and develop the fundamental skills required to effectively manage self and others, develop strategy for companies and make them competitive globally. The course is fully compliant with the Core Management Concepts course guide of University of London. This course is about management. Specifically, we will focus on certain management competencies and behaviors that lead to positive organizational outcomes. The course foundation is rooted in the understanding of the firm and role of labor, firm management, human resources, importance of accounting and finance, and performance management. A large portion of the course will be devoted to these topics as they are essential to formulation of the firm’s business strategy. Strategic Management is concerned with the pursuit of a successful long-term competitive position of an organization. Strategy defines a desired objective and communicates what will be done, by whom, how, for whom, and why the output is valuable. This section of the course aims to help you understand and apply key strategic management concepts and frameworks in the pursuit of sustainable competitive advantage. This course focuses on three key areas: organizational analysis, contemporary strategic management, and decision-making. Ensuring the firm’s competitiveness is at the heart of marketing. Though marketing has grown into a discipline of its own, the basic foundation of marketing is an important part of this course. We will examine both the theoretical aspects and the development of practice in this discipline. In addition to theoretical concepts, this course will also provide ample opportunities for development of practical management skills. Several recent large-scale research efforts, by the Gallup Company and others, have been very useful in identifying what good managers do that others do not. That research reveals that the best managers generally do several things consistently better than their counterparts: (1) display interpersonal effectiveness (i.e., organization, time management, and persuasive communication); (2) select, motivate and coach top performers and teams; (3) create a culture of high expectations that rewards and celebrates success (i.e., leadership). It can (and often is) made a lot more complicated than that, but it need not be. The keys to good management are managing yourself effectively, picking good colleagues and coaching them well, motivating people to care and do their best, and creating a climate where people work together and win. It all sounds quite simple and our experience is that younger students therefore sometimes mistakenly view those competencies as “common sense,” or easy to master, or just part of one’s personality. That is nonsense. The reality is that good managers are the exception, not the rule, and nearly 60% of employees today report that they are dissatisfied with their current manager. Moreover, more promising business careers derail because of managerial deficiency than any other reason. Pre-requisites: ICEF Course “Management in Global Context” or instructor’s permission.
- To give students a thorough grounding in the key management sub-disciplines
- To provide an overview of the development of these disciplines
- To illustrate the disciplinary anchors of these disciplines in sociology, psychology and economics
- • Develop and demonstrate a deep understanding of the key theoretical management concepts. Apply these concepts to specific business situations.
- • Analyze and evaluate managerial tools such as balance sheets and marketing plans.
- • Explain the relevance of social science to business practice.
- • Define and resolve problems, and recognize the most common decision errors and make tough decisions in an ethically conscious and competent way.
- • Use an understanding of the factors that motivate performance and commitment to diagnose organizational situations and help create motivational contexts.
- • Help a team produce superior outcomes and overcome common dysfunctions like “groupthink,” social loafing, and free riders.
- • Diagnose and intervene in conflict situations in a productive way.
- • Work within a team to analyze real business problem(s) and make substantive recommendations for improvement.
- • Build expertise at spotting the internal and external factors that lead to a firm’s strategic choices
- • Become familiar with the tools managers use to develop and implement business/corporate strategies
- • Understand why some strategies fail, while others lead to long term success for a firm
- • Apply the knowledge you gain about business strategies to your own careers
- Apply the principles of social learning to increase self-awareness, acquire new skills and manage time and stress more effectively.
- Introduction Management and the Firm Taylorism, Motivation, and Performance The Rise and Decline of Labour The Rise of Human Resource Management Origins of Management Science Accounting, finance and the firm Management accounting: Decentralization and performance measurement Financial accounting Modern Portfolio Theory Security analysis and valuation The Origins of Modern Strategy
- Understanding Organisational Structures Analysis of Organisations Contemporary Strategic Management Strategy and Decision Making The Origins of Marketing: The Development of the Theory The Origins of Marketing: The Development of the Practice Future Challenges for Marketing in the Digital Age and the role of Branding
- in-class and take-home written assignments
- UoL examUoL exam is not included in overall grade.
- Промежуточная аттестация (2 модуль)0.7 * exam + 0.3 * in-class and take-home written assignments
- Промежуточная аттестация (4 модуль)0.35 * exam + 0.15 * in-class and take-home written assignments + 0.5 * Промежуточная аттестация (2 модуль)
- Understanding management : the social science foundations, Willman P., 2014
- Tom Groot, & Frank Selto. (2013). Advanced Management Accounting. Harlow, United Kingdom: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1417897