Degree | Type | Year | Semester |
---|---|---|---|
2502501 Prevention and Integral Safety and Security | OB | 2 | 1 |
This course does not have any pre-requirements
Organizational systems are not an end in itself, but a "medium" that has to effectively help the achievement of the company's objectives. This statement puts us online to understand the reasons why such radical changes are taking place in the organizational design of companies. We still have in our head and in our schemes, although it is difficult to recognize, the premises of the "traditional organization", based on three paradigmatic ones: the cult of the hierarchical structure, the domination of the bureaucracy and the rigidity of the job, all of them adorned by the "paternalistic" concept
How Mr. Raymond Carr says very well "The old industrial model of large organizational groups of people performing specialized tasks with a centralized coordination, made sense in the economy of most of this century. But today it has less and less meaning. It is too expensive and unwieldy »
It is necessary to discover new and daring approaches that meet the needs of the business and the aspirations of people. Where to find the key, the axis of these new approaches? The key is offered to us, as it happens whenever we think with simplicity and common sense, "the person" and the deep ethic in the management.
The versatile person, with due training, within their natural field of knowledge and experience, integrated into a work team and with an overall vision, is the only one that can offer flexibility to the organization and speed of response. The concrete formulas that propitiate this new conception are many and varied, but without losing sight of the fact that tools, however new and appropriate they may be, are "dependent" variables, that is, they have to be put at the service of the underlying scheme, of ideas, which are, in short, those that give meaning to all actions and those that really solve problems.
Consistently, there is a need to promote ethical coherence in and from business management, an indispensable condition to face the current social demand. That is why such ethical coherence hasto be a long-term strategic priority and must be planned and measured as such, not forgetting the existence of important obstacles for its promotion, the main thing being the split in the company between its ethical dimension and the economic dimension.
The subject will review -as it can not be otherwise- the functional departments at the time which proposes alternatives for a less "Taylorist" management, incrusting issues related to people and the ethical dimension, both within the situations analyzed and in a specific way.
The training objectives of the subject are:
1. Put the foundations of a general or strategic direction of the modern business activity, respectful with the environment and ethically sustainable.
2. To give an in-depth vision of all the functional areas of the business organization: financial, commercial, operations, general management and human resources management, influencing decision-making in the current context of extreme environmental variability.
3. Achieve sufficient knowledge to be able to exercise management and management functions of both public and private institutions or to start an entrepreneurial activity.
4. Development of practical cases in the environment of these concepts
The sections into which the course is divided are:
1. The company and its environment
2. Commercial management
3. Operations management
4. Human Resources Management
5. Financial Management
6. General Management and Leadership
The complete syllabus of the subject available on the Moodle platform will be available and, for each topic, a series of questions will be opened in order to carry out the online tutoring where the student will be encouraged to participate remotely.
The course involves the use of a simulator that allows students in small groups to manage a company under competitive conditions.
The autonomous activities correspond inaddition to business simulation to both the personal study and the resolution of the exercises, jobs and business cases raised by the teacher. Each student will have to look for documentation of topics related to the subject matter of the study and add personal consolidation works on the subject syllabus.
The use of legal sources of knowledge acquisition is strongly recommended and the abuse of "Cutting and pasting" is strongly discouraged. There are computer tools that reveal these habits and that may occur in the non-correction of it.
Tutorials with the faculty will be arranged by email.
Annotation: Within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Evaluation | 4 | 0.16 | 3, 4, 1, 2, 5, 14, 8, 9, 10, 11, 12, 13, 19, 15, 16, 6, 7 |
Video Online lecturers with students active participation | 12 | 0.48 | 3, 4, 1, 2, 5, 14, 8, 9, 10, 11, 13, 19, 18, 17, 15, 16, 6, 7 |
Type: Supervised | |||
Tutorials to support the realization of practical and theoretical work | 24 | 0.96 | 3, 11, 19, 18, 17, 15, 16 |
Type: Autonomous | |||
Personal study, reading articles and preparing class work | 110 | 4.4 | 3, 2, 5, 14, 8, 9, 10, 11, 12, 13, 19, 18, 17, 15, 16, 7 |
The overall grade of the course will be calculated based on the following weighting: 70% theoretical part (exams + case studies theoretical part), 30% practical part (simulator).
In the theoretical part of the course there will be 4 continuous evaluation activities, according to the calendar, with a total value of 50% of the final grade of this part. The exam of the theoretical part will have a weight of 50% in the final grade of the theoretical part.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Continuous Assessment Final Test | 50% | 0 | 0 | 3, 4, 1, 2, 5, 14, 8, 9, 10, 11, 12, 13, 19, 18, 17, 15, 16, 6, 7 |
PEC 1 - PEC 2 | 25% | 0 | 0 | 3, 4, 1, 5, 14, 8, 9, 11, 12, 13, 19, 18, 17, 15, 16, 6, 7 |
PEC 3 - PEC 4 | 25% | 0 | 0 | 3, 4, 1, 2, 5, 14, 8, 9, 10, 11, 12, 13, 19, 18, 17, 15, 16, 7 |
Basic bibliography:
Economic & Business newspaper EXPANSIÓN (ed. Catalunya)
Küppers, Víctor (2017) "Vender como cracks", (3ª Ed.) Plataforma editorial
Martinez Abascal, E. (2005), “Finanzas para Directivos”, (2nd Ed). Barcelona:McGraw Hill-IESE
Supplementary bibliography
Grant, Adam (2014) "Give and Take: Why Helping Others Drives Our Success". W&N ed.
Covey, Stephen (2011) "Los 7 hábitos de la gente altamente efectiva" Paidós Ibérica ed.
Camerinelli, E. (2009) “Measuring the Value of the Supply Chain”,(1st Ed).Monza: Gower ed.
Smith, A. (1776) “An Inquiry into the Nature and Causes of the Wealth of Nations”, Vol II, Book 1, Pag 183. Bosch Casa Editorial (1983)
Murphy, A. & and Sabov, Z. “An Empirical Investigation of Business Financial Structures in a Regulated Economy” , Soviet Studies, Vol. 44, No. 2 (1992), pp. 333‐341: Taylor & Francis, Ltd. Ed.
Alvarez de Mon, Cardona, Chinchilla, Pérez López y Pin, (2001) “Paradigmas del Liderazgo” McGraw Hill-IESE
Revista trimestral "IESE INSIGHT" IESE BUSINESS SCHOOL ed.
This course will use the basic software of the Office 365 package