grado ade / optativas / elective / study abroadmarketing.eae.es/docs/guias_optativas_4_ade.pdf ·...

Grado ADE / Optativas / Elective /

Study Abroad

Corporate Finance: - Syllabus

Professor: Mr. José Antonio Lanau

Grado ADE / Study Abroad: Corporate Finance - 2 -

1. Description of the subject:

Name: Corporate Finance Course: Titulación: Grado en ADE / Study Abroad Código: Tipo de Asignatura: Elective Curso: 4º, 1st term Coordinator: Andrés de Andrés Departament: Quantitative methods / Finance Lecturer: José Antonio Lanau English ECTS: 6

2. Prerequisites to be able to legally take the subject / other relevant guidance. There are no prerequisites to attend this course, but it is assumed that you have passed the selection phase. For this reason will be treated as the knowledge, skills and competence in the subjects of the first semester or selection phase. Especially recommendable is very introductory level knowledge of financial calculations as well as economy. 3. Relations between subjects The aim of the Diploma in Business Studies is to train and skill professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must handle the concepts and techniques used in the different functional areas of organizations, understanding the relationships between them, linking them to the general objectives of the organization in order to be able to take decisions under uncertainty and, in general, to assume managerial tasks in a global context of complex and changing interrelationships. Therefore, the student will be capable and competent to for understanding the environment of the particular industry to which the organization belongs, and the area in which they must take their decisions. 4. Learning outcomes Corporate Finance is offered by the School in the first term, as a free election subject. The subject pretends to give the student the skills needed to analyze the corporation financial environment. AIMS AND OBJECTIVES

• To provide a fundamental understanding of corporate finance • To enable students to identify the principal figures in the balance sheet and income

statement. • To develop the ability to understand the financial planning. • To calculate and find the weight average cost of a company


5. Areas of knowledge The course is structured in these different areas: COURSE CONTENT 1. Introduction: concepts in corporate finance

2. The business environment

3. forms of business organization

4. Financial statement analysis

5. Time value of money

6. Investment criteria: cash flows, returns & risk

7. Cost of capital, capital budgeting.

8. Financing: sources of funding & financial leverage. short & long term financing

9. Working capital management

10. Dividends

6. Methodology Live Teaching – Learning

Process (in Classroom)

Directed Teaching – Learning Process

(outside Classroom)

Self Study – Learning Process (outside Classroom)

• Notes, Slides and bibliography

• Professor’s exposition of the subject’s topics

• Revisions of the previous sessions to continue with the on-going topic

• Exercises’ solutions • Midterm and Final Exams

• Class preparation: reading

of the proposed material • Planning of the proposed

discussion topics • Tutorials (through e-mail)

• Exercises’ resolution • Individual study • Preparation of the proposed

discussion topics

+ Professor’s relevance student’s relevance +

Class Hours Directed Hours Self-study

48 36 60 The materials of the course are uploaded in the blackboard.


TEACHING AND LEARNING METHODS Lectures, seminars, case studies, scenarios, observation and experiential learning, group work, presentations. 7. Evaluation We proceed with an on-going evaluation with his active participation in class and the cases ans exercises to be solved, the mid-term and the final exam.

The Exam questions will be more practical than theroretical, where the student has to solve a specific situation where the currency Exchange rate risk is involved, and has to porpose the best alternative to hedge the risk. The weight on the Final Grade is as follows: ASSESSMENT

MID TERM EVALUATIONS + QUIZZES + EXERCISES: 40% FINAL EXAM 60% (January 31st, 2012)


BIBLIOGRAPHY � Oriol Amat: “ Análisis Económico Financiero ” . Gestión 2000, (17ª edición),

2000. � Oriol Amat: “ Contabilidad y Finanzas para no Financieros ” . Deusto, 1997. � Karen Berman; Joe Knight; John Case: “Finanzas para managers ”. Harvard

Business School Press – Deusto, 2007. � Bernstein, L. A: “Análisis de Estados Financieros, teoría, aplicación e

interpretación ”, Ediciones S, 1993.

� Brealey/Myers/Marcus, “Fundamentals of corporate finance ”, McGraw-Hill, 2009.

� Josep Bertran Jordana, “La Financiación Empresarial ”, Cuadernos de ciencias

de la gestión – EAE. � César Castillo López: “El proceso presupuestario en la empresa comercial ”,

Cuadernos de ciencias de la gestión – EAE, 2006. � R. Edward Freeman: “Strategic Management: A Stakeholder Approach” .

Pitman, 1984. � Fernando Gómez-Bezares: “Las Decisiones Financieras en la Práctica:

Inversión y financiación en la empresa ”, Biblioteca de Gestión, Deslée de Bouwer (6ª edición) 1998.

� Fernando Gómez-Bezares; José A. Madariaga; Javier Santibáñez: “Inversión y

Financiación Empresarial; Selección temática de lec turas ”, SPRI, 2003. � Mª. Ángeles Goxens y José Mª. Gay: “ Análisis de Estados Contables.

Diagnóstico Económico-Financiero ” . Prentice Hall Iberia, S.R.L., 2000.

� Joan Massons: “Finanzas para profesionales de marketing y ventas ”. Deusto, 2003.

� Pere Nicolás: “Elaboración y control de presupuestos ”, Gestión 2000, 1999.

� Carolina Selmer, “Hacer y Defender un Presupuesto: Herramientas, méto dos

y argumentos ”. Deusto, 2002. � Jon White, Laura Mazur: “Strategic Communications Management. Making

public relations work ”. Addison-Wesley Publishing Company. The Economist Intelligence Unit, 1994.

GRADO ADE / OPtativas / Electives / STUDY ABROAD

CULTURAL CROSSING COURSE GUIDE

Professor: Anne Rupp / Anna Fuchs / Sara Rodríguez / Robert Giardina


Name: Cultural Crossing Grado ADE / Study Abroad Four months Department: Academic

Professor: Anne Rupp / Anna Fuchs / Sara Rodríguez / Rob Giardina

English ECTS: 6 Credits

9. Prerequisites to be able to legally take the subject / other relevant guidance. There are no prerequisites to attend this course. 10. Relations between subjects The aim of the Diploma in Business Studies is to train and skill professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must handle the concepts and techniques used in the different functional areas of organizations, understanding the relationships between them, linking them to the general objectives of the organization in order to be able to take decisions under uncertainty and, in general, to assume managerial tasks in a global context of complex and changing interrelationships. Therefore, the student will be capable and competent to for understanding the environment of the particular industry to which the organization belongs, and the area in which they must take their decisions. 11. Learning outcomes This course is designed to provide students with knowledge as well as practical tools in order to improve their communication and collaboration with people from different cultures and improve their effectiveness in international business settings. Objectives: • To understand cultural influence on work and communication styles.

• To recognize values, beliefs and needs, as inner causes for culture-specific habits of perception and behaviour.

• To enhance students’ awareness of different cultural patterns as well as their own culture in order to better interact with and interpret the behaviour of people from other cultures

• To identify and practice tools in order to overcome difficulties, improve communication and create synergies in international business settings.

• To enhance students’ intercultural competence both in personal and professional settings.

12. Areas of knowledge The course is structured in seven different areas:

Grado ADE / Study Abroad: cultural crossing 8

1. Introduction to Intercultural Communication

- What is culture and how does it affect our way of thinking, communicating and working?

2. Cultural dimensions

- Cross-cultural dimensions and their impact on international business

3. Values, Beliefs and Needs

- Understand the inner driving forces of intercultural behavior

- Where do prejudices and stereotypes come from and how can I avoid them?

4. Intercultural Communication

- What is communication? How do I communicate?

- Communication styles: cross-cultural perspective (turn-taking, expressiveness, manners of giving

feedback etc.)

- Intercultural communication competencies: Tools for improving communication in international

settings

5. Conflict competences, conflict resolution and negotiation in Intercultural Settings

- Theoretical foundations and practical activities

6. The Multicultural Team

- How does a team work?

- Understand different types of intercultural team

- How to create synergies

7. Managing Diversity

- Benefits and challenges of managing diversity

- Good practices

13. Methodology

Live Teaching – Learning Process (in Classroom)

Directed Teaching – Learning Process (outside Classroom)


• Notes, Slides and bibliography • Professor’s exposition of the

subject’s topics • Revisions of the previous

sessions to continue with the on-going topic


• Class preparation: reading of the

proposed material • Planning of the proposed



discussion topics



40 36 60

The materials of the course are uploaded in the blackboard. This course is student-centered and designed to engage students in learning about and developing competences as cross-cultural managers. As much learning comes through experience and reflection, interactive methods will be used to facilitate learning and to build on

Grado ADE / Study Abroad: cultural crossing 9

the experience and expertise within the group. A variety of methods will be employed: lectures, discussions, case studies, assessment instruments, simulations, exercises for communication, team-building and conflict resolution, video, reading, team presentations. 14. Evaluation We proceed with an on-going evaluation with his active participation in class, the group project, and the final exam.

Group project 40%

Final exam 60%

Group project (40%): In teams, students will plan and present a project to the class on a topic of managing in cross-cultural settings. The objective is to share with classmates an idea, analysis, strategy, or information, that could be useful in working across cultures. Class participation: The active participation in class discussions, simulations, group and individual exercises is important to learning and might be considered for final mark. BIBLIOGRAPHY Adler, Nancy. (2008) International Dimensions of Organizational Behavior, South-Western Thompson Learning, 5th edition. Hofstede, Geert, Hofstede, Gert J., and Minkov, Michael (2010) Cultures and Organizations. The Software of the Mind, New York: McGraw-Hill, 3rd Edition. Lewis, Richard (2006) When Cultures Collide,Leading Across Cultures, Boston:Nicholas Brealey International, 3rd Edition. Schneider, Susan C., and Barsoux, Jean-Louis. (2003) Managing Across Cultures, Prentice Hall Financial Times, 2nd Edition. Schulz von Thun, Friedemann (2008) Six Tools for Clear Communication. The Hamburg Approach in English Language, Schulz von Thun Institut für Kommunikation. Steers, Richard M., Sánchez-Runde, C.J., and Nardon, L. (2010) Management Across Cultures. New York: University Press. Ting-Toomey, Stella (1997) Communicating Across Cultures, The Guilford Press. Trompenaars, Fons. (1998) Riding the waves of culture: Understanding Diversity in Global Business, New York: Irwin. Trompenaars, Fons, and Hampden-Turner, Charles. (2010) Innovación en Tiempos de Crisis, Biblioteca FUNDIPE, Madrid: LID Editorial Empresarial S.L.

Grado ADE / Optativas / Electives / STUDY ABROAD

Global Economy Syllabus

Professor: José Luis Marín / Maika Valencia

Study Abroad 11



Name: Global Economy Academic course: Grado ADE / Study Abroad Tipus Elective Email: [email protected] Department: Academic

Professor: José Luis Marín / Maika Valencia / Felipe Botaya


16. Learning outcomes The course is designed to cover the basic principles and theoretical frameworks of international business. The student will be able and is required to apply these tools to real world business problems and case studies. Special emphasis will be put on role of the manager as a decision maker in an increasingly global and multinational business environment. The course requires the students to keep abreast of current international business trends by regular and extensive reading of qulity periodicals, e.g. The Economist and the Financial Times. 17. Areas of knowledge

The course is structured in three different areas:

1. Global Business Environment: Drivers of Globalization 2. The Globalization Debate: Is there an alternative? 3. International Trade Theory and the Development of a Global Trading System:

Practical Implications 4. History of Foreign Exchange and Foreign Direct Investment: Lessons for the

Manager 5. How should I compete today: National, Regional, Multinational or Global? 6. Market Entry Strategies for foreign Markets 7. Global Strategies versus Regional Cultures: Still a Challenge 8. Global Operations – What are the Corporate Responsabilities? 9. The Knowledge Economy: Leveraging International practices.

18. Methodology & Assesment

1. Analysis of business problems and case studies 2. Textbook and readings guided classroom discussions and lectures 3. Preparation of group and individual presentations

Course grade will structure as follows:

1. Team presentations 30% 2. Final Exam 50% 3. Participation 20%

Global Economy 12

Participation and class activities include: 1. Participation in discussions. 2. Continuous assessment in class (individual and team exercises). 3. Delivery of cases (see below). Cases 1. There will be case studies to be discussed throughout the course. 2. The case analysis (printed, 2 maximum pages, Times New Roman, font size = 12, space between lines = 1.5) must be submit before (in class or by email in the case you are not able to come to class) the relevant discussion session. Team presentations

Teams will be assigned with a topic to be presented on class. Presentations must include the following sections: Section I: Theoretical presentation (introduction, development, conclusion). Time allocated to this section: 20 to 25 minutes. Section II: Application section. In this section team is responsible for developing a learning activity (mini-case, debate, workshop, role playing, and exercise) which involve all the class, based on theory presented in the first part of the presentation. Time allocated to this section: 30 to 35 minutes. In total presentation must last ONE HOUR.

Final Exam Include multiple choice questions and a mini-case study or open discussion questions. The materials of the course will be uploaded in the BlackBoard Platform.

19. Bibliography Global Business Today.

Charles W.L. Hill Fifith Edition. 2010. McGraw Hill International Business. Competing in the Global Marketplace.

Charles W.L. Hill Eight Edition. 2010. McGraw Hill International Business: The Challenge of Global Competition.

Donald Ball ; Wendell H. McCulloch,; Michael Geringer; Michael S Minor; Jeanne M. McNett. 12 Edition. 2009. McGraw Hill

Global Economy 13

COURSE SCHEDULE

Session/ Date

Content Assignments and materials

1

Introduction to the course Ice breaker Case method

None

2

International trade exercise Globalization

3 Globalization

Video Case: Mc Donalds

4

Exercise on cross cultural negotiations

5

Macrovariables – Culture, economics, Political, legal

Presentation Team 1 Matching culture & negotiation tacticts

6

Macrovariables – Economics Foreign Direct Investment

Presentation Team 2 (Regional integration in Europe)

7

Trade Barriers Presentation Team 3 (China, India & Asia)

8

Exercise on selecting international markets

Presentation Team 4 (Regional Integration in America)

9

Presentation Team 5 (WTO) Presentation Team 6 (International Monetary System)

10

Case: go global or no

11

How to select makets? Selecting entry mode

Presentation Team 7 (Current issues affecting international business)

12

Final Session

Presentation Team 8 (Ethics in international business) Video: México

13

FINAL EXAM

Study Abroad 14

GRADO ADE / Optativas / Electives / STUDY ABROAD

INTERNATIONAL MARKETING COURSE GUIDE

Professor: Filip Dabovic / Inge Larsen

INTERNATIONAL MARKETING: Subject’s Guide

1. Description of the subject: Name: International Marketing Academic course: 2012-2013 Study Abroad Four months Department: Academic Professor: Filip Dabovic / Inge Larsen English ECTS: 6 Credits 2. Prerequisites to be able to take the subject / other relevant guidance. It is not essential that the student should have previously studied the core areas related to the subject. However, as the student will have successfully passed the selection phase, the course will be delivered under the assumption that students will have previously covered the basic principles and models of the marketing subject. 3. Relations between subjects The aim of the Diploma in Business Studies is to train and skill professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must handle the concepts and techniques used in the different functional areas of organizations, understanding the relationships between them, linking them to the general objectives of the organization in order to be able to take decisions under uncertainty and, in general, to assume managerial tasks in a global context of complex and changing interrelationships. Therefore, the student will be capable and competent to for understanding the environment of the particular industry to which the organization belongs, and the area in which they must take their decisions. 4. Learning outcomes The aim of the course is to develop a thorough understanding of the complex range of environmental issues impacting upon the applicability of an international marketing strategy. We will discuss significant areas of influence in this regard, which may necessitate the adaptation of certain key aspects of the marketing mix whilst also considering areas in which organisations may adopt an integrated approach across all markets. 5. Areas of knowledge We will consider the multiple environmental influencers, political-legal, social-cultural, technological, etc. and the extent to which each may impact upon the international marketing decision making process. Furthermore, we will consider a range of additional areas for strategic decision making in international marketing including the international market entry strategy itself, international marketing communications decisions and, strategic relationship development in international markets.

GRADO ADE / Study Abroad 16

6. Methodology




• Class presentation and discussion of key subject areas.

• In-class student presentation of related case studies in groups.

• On-going revision of previous sessions in context of continued subject development.

• Final Exam

• Class preparation: study of

outlined materials. • Development of case study

presentations (in groups)

• Subject consolidation: On-going

revision of class contents (principally all notes posted to Blackboard)

• Preparation of individual student element of in-class presentations



30 22.5 37.5 All course materials are uploaded to the blackboard system. 7. Evaluation In view of the class participation element, student evaluation will be on-going. An additional key element of the student assessment will be based upon the content of the in-class presentations which will be delivered in groups (to be decided at the beginning of the course). The final course grade will be based upon the following 3 key elements: Class Participation 20%, Class Presentations 30%, Final Exam 50%.

Num. TOPIC

1 International Marketing Framework 1. Globalisation

2. ‘Glocalisation’ Framework

3. EPRG Schema

2 Political Legal Environment in International Marketing 1. Home Country Political Environment

2. Host Country Political Environment

3. Regulatory Supportive Activities

4. Impacts of Legal Environment

3 Social Cultural Environment in International Marketing

1. Cultural Model

2. Social Cultural Trends in International Marketing

3. Identifying opportunities in change

4 International Market Entry Strategy 1. Indirect Export

2. Direct Export

3. Licensing / Contract Manufacturing

4. Joint Ventures / Strategic Alliances

5. Direct Investment

5 Destination Branding 1. Strategic reasons for branding a destination

2. Creating a unique destination brand proposition

6 International Marketing Research 1. Identifying International Market Potential

2. Secondary & Primary Research

3. Marketing Research Process

8 Product Decisions in International Markets 1. Straight Extension

GRADO ADE / Study Abroad 17

2. Product Adaptation

3. Promotion Adaptation

4. Dual Adaptation

9 Branding Decisions in International Markets 1. Strategic Brand Management

2. International Branding Strategy

3. Adding Value through the brand

10 International Communication Planning 1. Communication Planning Process

2. Major International Communications Decisions

3. Emerging Trends in Marketing Communication

Bibliography: � Marketing Management – Kotler (Prentice Hall) � International Marketing - A Global Perspective - Muhlbacher Leihs (Thomson) � Global Marketing – Hollensen (Prentice Hall)

Grado ADE / Optativas / Electives /

STUDY ABROAD

STRATEGIC MANAGEMENT

Outline

Lecturer: Ruth Nash / Felipe Botaya


Name: Strategic Management Academic course: Grado ADE / Study Abroad, 2nd term Four months Department: Academic Professor: Ruth Nash English ECTS: 6 Credits

2. Requirements to be able to legally take the subject / other relevant guidance.

A basic knowledge of Business Management and Marketing is a plus in order to participate in this course. It is assumed that you have previously passed introductory business management and introductory marketing courses. Knowledge of basic management and marketing tools is a plus.

3. Relations between subjects

The aim of the undergraduate of Bachelor of Business Administration is to train professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must be able to understand the concepts and techniques used in the different functional areas of an organization. The graduate must also understand the relationships between the different business functions, link them to the general objectives and the strategy, and assume managerial tasks in a global context of complex and changing interrelationships. Therefore, the student will increase competences in understanding the environment of the particular industry to which the organization belongs, and the area in which they must take their decisions based on several critical, but fundamental business factors. 8. Competencias con las que está relacionada la materia OAE y la asignatura

MATERIA MA12 N Assig 2 Nª ECTS 12 Asignatura Empresa COMPETENCIAS GENÉRICAS Inglés Comunicación oral y escrita Trabajar equipo interdisciplinar Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas 1 Entender organización empresa 1

Complejidad fenómenos económicos y sociales, la tecnología COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, 1 Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización 1 Relevancia información empresa Elaborar informes 1 Diseñar proyectos de gestión global o funcionales 1 Información relevante empresa 1 Funcionamiento Inst Ec con modelos formales TIC Análisis de los problemas con herramientas avanzadas 1

COMPETENCIAS ESPECÍFICAS

CEP01- Dirigir, gestionar y administrar una empresa u organización, de acuerdo a su nivel de experiencia, entendiendo su posición competitiva e institucional e identificando sus fortalezas, debilidades y carencias.

CEP04- Integrarse en cualquier área funcional de la empresa y/o organización y desempeñar con profesionalidad cualquier labor de gestión asignada.

CEP06- Elaborar informes de asesoramiento sobre situaciones concretas de empresas y mercados

CEP07- Diseñar y liderar proyectos de gestión global o de áreas funcionales de la Empresa. CEP08- Identificar, analizar y gestionar las fuentes de información relevantes para la empresa y sus objetivos. CEP11- Aplicar el análisis de los problemas, criterios profesionales basados en la aplicación de técnicas y herramientas avanzadas.

4. Objetivos de aprendizaje de la asignatura (Learning outcomes)

Al finalizar la asignatura el estudiante tiene que ser capaz de:

• [REMP-1] Comprensión de conceptos fundamentales relacionados con la actualidad empresarial para tener, de esta manera, una visión amplia de la realidad económica que afecta a la empresa.

• [REMP-2] Comprensión clara y coherente de los aspectos más relevantes en el ámbito empresarial.

• [REMP-3] Realización de ensayos para el estudio y análisis de la información empresarial. • [REMP-4] Determinación, a partir de casos prácticos, de la resolución de problemas

empresariales en los diferentes ámbitos de la empresa. • [REMP-5] Realización de trabajos de profundización y síntesis a partir de búsqueda en las

fuentes bibliográficas fundamentales relacionados con la organización, dirección y

To provide students with the knowledge about the process of strategic management and teach them to link the knowledge acquired from different functional courses, which enables them to better understand the linkages among different organizational levels and functional fields in a company. To teach students how to use and critically evaluate the literature in the field of strategic management, link the acquired knowledge with current practical problems and enable them for further academic or professional research work in the field of strategic management. To help students actually understand the discussed theoretical concepts, methodological tools and practical examples, through “case study” so that they can better understand Strategic Management Tools. Learning Outcomes Specifics:

- Expand student business knowledge and vocabulary - Present the big picture of a company with cross-functional approach - Allow student to be effective in decision-making - Allow student to be proactive at work (with imagination and knowledge) - Help to conceptualize facts and figures into logical schemes

5. Areas of knowledge

Let’s get started… WHAT IS STRATEGY ?

1. Definition 2. Features 3. Vocabulary 4. Concepts 5. Levels 6. Stakeholders

PART I – STRATEGIC MANAGEMENT 1. Definition 2. Strategic Tree 3. Managers role 4. Helicopter view 5. Analytical approach

PART II – STRATEGIC POSITION 1. Definition 2. Purpose 3. Environment 4. Organization’s capability 5. Culture 6. Stakeholders 7. Competitors 8. Porter’s forces 9. Porter’s diamond 10. Competitive advantage

PART III – STRATEGIC CHOICES (Where are we going ?)

1. Strategic Intent 2. TOWS Matrix 3. Competitive strategies 4. ANSOFF Matrix

5. BCG Matrix 6. The Strategic Square 7. Integrations and Alliances 8. Internationalisation 9. Decision trees 10. Executive Report

PART IV – STRATEGY IN ACTION (How will we get there ?)

1. Strategy in motion 2. 5W-2H analyse 3. Planning 4. Control 5. Implementation 6. Methodology

Live Teaching – Learning Process

(in Classroom) Directed Teaching – Learning Process

(outside Classroom) Self Study – Learning Process

(outside Classroom)









discussion topics



48 36 60

6. Evaluation

The course includes on-going evaluation with active participation in class and the cases and exercises used, the mini exam and the final exam.

The weight on the Final Grade is as follows:

ASSESSMENTS Case Studies (20%):

- 4 Case studies, each one counting 5% of the final grade, resulting in a total of 20%. Mini Exam (15%):

- Exam will consist of basic questions around the strategic framework in order to ensure that basic framework is understood. The mini exam will count for 15% of the final grade.

Group Assignment (15%): - Deliver the Strategic Plan of your company. The strategic plan consists of creating an

online start up and implementing it in a specific country, using the tools and techniques learnt in class. (External analysis 5%, industry and market analysis 5%, presentation 5%).

Final Exam (40%) - Exam will consist of a study in which you will need to apply the newly acquired tools and

techniques to an actual business case from the current business environment. The final exam will count for 50% of the final grade.

Participation (10%):

- Participation will be made up by constructive comments made during class, participation in the exercises, and actual physical attendance. 5% of participation will be deducted if a student misses more than 2 classes without written excuse.

Extra Credit Opportunities (10%): - 2 individual assignments will be given out for those who missed points throughout the

course of the year. Each assignment will account for max of 5%. Important Notes

- In order to pass this course you must achieve a tot al grade of at least 5 or higher. - Furthermore you must attend the final exam and also achieve a grade of 5 or higher.

CASE STUDIES Case Studies TBA Harvard Business Review Articles COURSE BOOK Exploring Strategy, Pearson Education Limited, 10th edition OPTIONAL READING Bardaracco, J.L. Jr. And Ellsworth,R.R., Leadership and the Quest for Integrity, Harvard Business School Press, 1989 Campbell, Andrew, Devine, Marion and Young, David, A Sense of Mission, Hutchinson Business Books, 1990 Foster, Richard, Innovation, Summit Books, 1986 Ghemawart, Pankaj, Commitment: The Dynamics of the Strategy, Free Press, 1991 Grant, R.M., Contemporary Strategy Analysis, Blackwell 1992 Hammermesh, R.G., Making Strategy Work, John Wiley, 1986 Hami, Hiroyuki, Mobilising Invisible Assets, Harvard University Press, 1987 Kotter, J.P., The General Manager, Free Press, 1982 Kotter, J.P., A Force for Change, Free Press, 1990 Kotter, J.P. and Heskett, J.L., Corporate Culture and Performance, Free Press 1992 Leavitt, H.J., Corporate Pathfinders, Dow Jones-Irwin, 1986 Montgomery, C.A. and Porter, M.E., Strategy: Seeking and Securing Competitive Advantage, Harvard Business Review 1991 Ohmae, Kenichi, The Mind of the Strategist, McGraw-Hill 1982 Oster, Sharon, Modern Competitive Analysis, Oxford University Press, 1994 Pascale, R.T., Managing on the Edge, Simon and Schuster, 1990 Porter, M.E., Competitive Strategy, Free Press 1980 Porter, M.E., Competitive Advantage: Creating and Sustaining Superior Performance, Free Press 1985 Senge, P.M., The Fifth Discipline, Double Day Currency, 1990 Mintzberg, H., The Rise & Fall of Strategic Planning, Harvard Business Review, 1994

Study Abroad 24


Global Economy II: International entrepreneurship Syllabus


Study Abroad 25



Name: Global Economy II: international entrepreneurship Academic course: Grado ADE / Study Abroad Tipus Elective Email: [email protected] Department: Academic Professor: José Luis Marín / Maika Valencia English ECTS: 3 Credits

2. General skills

MATERIA MA12 N Assig 2 Nª ECTS Asignatura Empresa COMPETENCIAS GENÉRICAS Inglés Comunicación oral y escrita Trabajar equipo interdisciplinar Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas 1 Entender organización empresa 1 Complejidad fenómenos económicos y sociales, la tecnología COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, 1 Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización 1 Relevancia información empresa Elaborar informes 1 Diseñar proyectos de gestión global o funcionales 1 Información relevante empresa 1 Funcionamiento Inst Ec con modelos formales TIC Análisis de los problemas con herramientas avanzadas 1

3. Learning outcomes and Course Overview

The objective of International Entrepreneurship (IE) is to increase the probability that you will generate personal and social wealth by establishing a new international venture. There are two parts to this: one is to increase the probability that you will make "the entrepreneurial choice," that is, decide to establish a new international

Study Abroad 26

venture. The second is, once the new venture is established, to increase the probability that it will generate wealth. IE is a practical course. We will place a lower priority on knowledge for knowledge's sake, and a higher priority on practical knowledge. This practical knowledge consists of skills, competencies, and insights required to make the entrepreneurial choice and then to become successful international entrepreneurs. We will continually ask ourselves, how does this case discussion help us achieve our objectives? What are my takeaways? How can I learn from this case protagonist‘s experience? What do I need to learn to do better in order to be a successful international entrepreneur? Conceptual and analytic tools from all the disciplines - marketing, finance, human resources management, etc. - will be used to the extent that they help us achieve our course objective. There will also be opportunities for taking stock of one's own abilities as an international entrepreneur. A portion of the cases will focus on the entrepreneurial choice by describing the entrepreneur's background, career moves, and initial steps in launching the venture. Some classes will depart from the normal case format and use role-play simulations, panels, and other learning methods. I will also encourage students to share their own and learn from each others' experience in entrepreneurship in various countries. What is "international" about entrepreneurship? IE is course on how to establish international ventures. Although still relevant, this meaning of "international" is increasingly incomplete in the light of today's economic, social, political, and business realities in which national boundaries are just some of the many international factors impinging on the success of the new venture. A more useful definition of international (or global) entrepreneurship is entrepreneurship in which global factors impinge upon some key aspect of establishing and succeeding in the new venture, whether by identifying an opportunity that is global in nature, managing an international supply chain, simultaneously penetrating multiple national customers, dealing with intellectual property issues in different legal environments, or developing alliances with large partners in other countries. 4. Areas of knowledge

The modules of IE are loosely organized around the following themes: 1. Defining the territory - entrepreneurial ventures around the world 2. The world is flat - global opportunities, vigilance, and business models 3. Short arms, long reach - global supply management and customer acquisition 4. International partnering and deal-making for start-ups 5. Global venture builders - lessons from venture capitalist 6. The world is round - how to deal with differences in national context 7. The mini-multinational - organizational and management issues in international

ventures

Study Abroad 27

5. Methodology & Assesment

My learning experience is based on a range of teaching methods that seek to foster your understanding of the entrepreneurial process and the development of your entrepreneurial skills, such as case discussions, theoretical presentations, self-directed learning based on recommended readings, role plays, teamwork, as well as learning from experiences shared by invited entrepreneurs. Further, the integrative nature of the course allows bringing together and connecting concepts and insights you have learnt in other courses, such as strategic management, marketing, operations, finance and human resources, among others. In addition to your individual preparation for the sessions, you will have the opportunity to develop your own Business Plan for an international new venture in teams. You have the opportunity to choose both your team members and the ideas to work on. Course grade will structure as follows:


Grading

The course assessment consists of two elements: (1) individual participation and (2) teamwork (final project). (1) Individual participation: 50% of the mark. This part of the mark will assess your contribution to the case discussions, case writing analysis and other activities during the sessions. (2) Teamwork: 50% of the mark. This part of the mark reflects your team efforts and refers to the written document of your business plan and its presentation at the final session of the course. Team presentations

Teams will be assigned with a topic to be presented on class. Presentations must include the following sections: Section I: Theoretical presentation (introduction, development, conclusion). Time allocated to this section: 20 to 25 minutes. Section II: Application section. In this section team is responsible for developing a learning activity (mini-case, debate, workshop, role playing, and exercise) which involve all the class, based on theory presented in the first part of the presentation. Time allocated to this section: 30 to 35 minutes.

Study Abroad 28

In total presentation must last ONE HOUR.

9. Bibliography The materials of the course will be uploaded in the BlackBoard Platform.

Required Readings

For first session:

1. Kuemmerle, W. 2001. Go global or no? Harvard Business Review article. HBP R0106A.

2. Global Entrepreneurship Monitor. http://www.gemconsortium.org/. Examine the results of the latest (2006) report.

For the rest sessions:

Brilliant Idea

1. Elbasch, K. D. How to pitch a brilliant idea. Harvard Business Review article. HBP R0309J.

2. Cases must be prepared in advance for class discussion and students must submit writing report based on their analysis.

3. Other articles will be notified in advance to students.

Suggested Background Readings

1. Timmons, J.A. and Spinelli, S. 2007. New Venture Creation: Entrepreneurship for the 21st century. Boston: Irwin/McGraw-Hill.

2. Bygrave, W.D. and A. Zacharakis (Eds.) 2004. The Portable MBA in Entrepreneurship, 3rd ed. New Jersey: John Wiley & Sons.

3. Hisrich, R.D., M.P. Peters and D.A. Shepherd (Eds.) 2004. Entrepreneurship, 6th ed. New York: McGraw-Hill.

Other Sources:

Global Business Today.

Charles W.L. Hill Fifith Edition. 2010. McGraw Hill International Business. Competing in the Global Marketplace.

Charles W.L. Hill Eight Edition. 2010.

Study Abroad 29

McGraw Hill International Business: The Challenge of Global Competition.

Donald Ball ; Wendell H. McCulloch,; Michael Geringer; Michael S Minor; Jeanne M. McNett. 12 Edition. 2009. McGraw Hill

http://www.banespyme.org – videos of Spanish entrepreneurs http://www.barcelonactiva.es – the website of the Local Development Agency of Barcelona City Council (Entrepreneur’s attention service) http://www.evca.com – European Private Equity and Venture Capital Association htpp://www.fastcompany.com – the internet home of Fast Company Magazine featuring innovative ideas, people, and companies http://money.cnn.com – the Internet home of Fortune, Business 2.0 http://www.bplans.com – resources on business plans http://www.internationalentrepreneurship.com

Study Abroad 30

GRADO ADMINISTRACIÓN Y DIRECCIÓN DE EMPRESAS / STUDY ABROAD

LEADERSHIP AND MANAGEMENT SKILLS

COURSE GUIDE

Professors: Anna Fuchs / Rob Giardina / Sara Rodríguez ( [email protected] )

10. Datos descriptivos de la asignatura:

Nombre: Leadership and managemente skills

Titulación: Grado en Administración y dirección de empresas

Código: 802604 Tipo de Asignatura: Optativa Periodicidad: Trimestral Curso: 4º Coordinador / Responsable: Albert Arisó

Departamento: Desarrollo Profesional Profesora Sara Rodríguez Lengua de docencia: Inglés Número de créditos: 6 Créditos

1. AIMS AND OBJECTIVES

This course is designed to provide students with practical and theoretical knowledge about

management and leadership skills and to make their performance in complex business settings more

efficient. Additional to the general leadership theories students will learn different leadership’s tools

to improve their social skills, such as communication and collaboration in work situations, their

capacity to work in teams and to manage their role as team leaders, to analyze their own leadership

personality and engross their thoughts about self leadership skills.Students will learn to link

knowledge to the general objectives of the organization in order to be able to make decisions under

uncertainty and to assume managerial tasks in a global context of complex and changing

interrelationships.

11. Related skills (Competencias generales)

MATERIA MA15 N Assig 3 Nª ECTS 18 Asignatura Desarrollo profesional COMPETENCIAS GENÉRICAS

Inglés Comunicación oral y escrita 1 Trabajar equipo interdisciplinar 1 Gestionar de datos 1 Limitaciones conocimiento y competencias 1 obstáculos y oportunidades 1 Entorno social 1 Análisis problemas Entender organización empresa Complejidad fenómenos económicos y sociales, la tecnología

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, Iniciativas de negocio

Gestionar el talento y la innovación Integrarse en organización Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales Información relevante empresa Funcionamiento Inst Ec con modelos formales TIC Análisis de los problemas con herramientas avanzadas

2. COURSE CONTENT

1. Management & Leadership: general theory and concepts

2. Identifying & Developing Management & Leadership Skills

3. Understanding the Dynamics of Working with People

o Different Strengths & Styles – Directors, Colleagues, Employees

o Group Dynamics

o Multidisciplinary and multicultural Teams

o Virtual Teams

4. Communication

o Theories and strategies

o Constructive Feedback

o Delegate

5. Conflict resolution & negotiation skills

o Conflict theory and strategies

o empathy, active listening

6. Creative problem-solving

7. Coaching and leadership

8. Self leadership

9. Time Management

10. Motivation

11. Change management

12. Women and Leadership

3. TEACHING AND LEARNING METHODS

This course is student-centered and designed to engage students in learning about and developing leadership and management skills. As much of the learning comes through experience and reflection, interactive methods will be used to facilitate learning and to build on the experience and expertise within the group. A variety of methods will be employed: lectures, discussions, case studies, assessment instruments, simulations, exercises for communication, team-building and conflict resolution, video, reading, team presentations.

4. METHODOLOGY Live Teaching – Learning

Process (in Classroom)

Directed Teaching – Learning Process

(outside Classroom)

Self-Study – Learning Process (outside Classroom)

Notes, Slides and bibliography Professor’s exposition of the subject’s topics Exercises’ solutions Final Exam

Class preparation, proposed readings Watching proposed videos Preparing of the group project

Exercises’ resolution Group project Preparation of the proposed discussion topics

5. EVALUATION

Group Assignments 30% Final exam 50% Class participation 20% Group project (30%): In teams, students will realize projects. Final exam (50%): open and multiple choice questions of the entire course content. Class participation and preparation (20%): This is a participative class. The active and constructive participation in class discussions, simulations, group and individual exercises (in and outside the classroom) is necessary and expected .

The materials of the course are uploaded in the blackboard. 6. BIBLIOGRAPHY

• Adler, N. (2008): International Dimensions of Organizational Behavior.

• Daft, R. L./Lane, P. G. (2010): Leadership.

• Farre, S.: (2006) GESTION DE CONFLICTOS: TALLER DE MEDIACION

• Fischer, R., Ury, W. (2012): Getting to Yes: Negotiating an agreement without giving in.

• Friedrich, S.: Orientación a los recursos y trabajo en red en el marco de organizaciones, Universidad de Hamburgo, unpublished.

• Glasl, F. (2009) Konfliktmanagement. Ein Handbuch für Führungskräfte, Beraterinnen und Berater.

• Kofman, F., Lötscher, S. (2005) Meta-Management: Der neue Weg zur einer effektiven Führung.

• Möbius, T., Friedrich, S. (Ed.) (2010): Ressourcenorientiert Arbeiten. Anleitung zu einem gelingenden Praxistransfer im Sozialbereich.

• Nerdinger , F., Blickle , G., Schaper , N. (2011) Arbeits-und Organisationspsychologie

Northouse, Peter G.(2009) Leadership: Theory and Practice.

• Scheddin, M. (2012): Erfolgsstrategie Networking. Business-Kontakte knüpfen, organisieren und Pflegen.

• Schulz von Thun, F. (2008): Six Tools for Clear Communication. The Hamburg Approach in English Language.

• Schulz von Thun. F., Ruppel, J., Stratmann, R. (2000): Miteinander Reden: Kommunikationspsychologie für Führungskräfte.

• Stahl, E. (2007): Dynamik in Gruppen. Handbuch der Gruppenleitung.

• Steers, Richard M., Sánchez-Runde, C.J., Nardon, L. (2010): Management Across Cultures.

• White, A. (2009): From Comfort Zone to Performance Management. Understanding development & performance.

Study Abroad 35

STUDY ABROAD

MANAGING RISK IN INTERNATIONAL FINANCE COURSE GUIDE

Professor: José Antonio Lanau

MANAGING RISKS IN INTERNATIONAL FINANCE: Subject’s Guide 1. Description of the subject:

Name: Managing risks in international finance Study Abroad Four months Department: Academic Professor: José Antonio Lanau English ECTS: 6 Credits

Related Skills COURSE MA16 Number Subject 4 Number ECTS 24 Course name MRIF GENERIC COMPETENCES English Language Oral and Writing Communication 1 Interdisciplinary Team Work Manage Data 1 Limitations knowledge and Skills Obstacles and opportunities 1 Social Environment Problem Analysis 1 Understand Business Organisation 1 Complexity of economical and social phenomena, technology SPECIFIC COMPETENCES Managing a business Business initiatives Manage talent and innovation Business integration 1 Company’s information relevance 1 Preparing Reports 1 Designing global management projects, or functional

1

Relevant company’s information 1 Operating Business with formal models TIC’s 1 Problem analysis with advanced tools 1 Description of the Subject’s competences [CFIN-1] Driving the basic terminology; financial income, interest rates, financial markets and financial products. [CFIN-2] To know and understand the processes involved in the markets, institutions and financial products, as well as understanding the role of financial management within the company. [CFIN-3] To apply mathematical and statistical techniques and tools that allows revealing the underlying mechanisms of financial economics. [CFIN-4] To apply some of the basic methods for the study of: financial investments, corporate finance, financial markets and products. [CFIN-5] To learn the performance trends of stock markets, debt, derivatives, money market and foreign exchange market. [CFIN-6] Teamwork. [CFIN-7] To identify obstacles, opportunities, and problems faced in the day-today businesses. To suggest improvements, and learn new strategies or solutions, that can be applied in the financial world.

2. Prerequisites to be able to legally take the subject / other relevant guidance. There are no prerequisites to attend this course, but it is assumed that you have passed the selection phase. For this reason will be treated as the knowledge, skills and competence in the subjects of the first semester or selection phase. Especially recommendable is very introductory level knowledge of financial calculations as well as economy. 3. Relations between subjects The aim of the Diploma in Business Studies is to train and skill professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must handle the concepts and techniques used in the different functional areas of organizations, understanding the relationships between them, linking them to the general objectives of the organization in order to be able to take decisions under uncertainty and, in general, to assume managerial tasks in a global context of complex and changing interrelationships. Therefore, the student will be capable and competent to for understanding the environment of the particular industry to which the organization belongs, and the area in which they must take their decisions. 12. Learning outcomes Managing Risks in International Finance is offered by the School in the second term, as a free election subject. The subject pretends to give the student the skills needed to analyze the international environment, not only learning different techniques of how to hedge the risks, but also ways to take profit on them. Although the financial instruments used in the subject can be are often applied to domestic environment, we extend them from an international prospective. The required knowledge to be acquired is the following: • The origins and evolution of the international economy with the domestic preferences about

their position in the international market • The parity relationships between different currencies • International markets for financial products and their equivalences • Hedging instruments • Take decisions about the most convenient instruments according with their costs and risk

level

13. Areas of knowledge The course is structured in three different areas: a) International environment: economical and financial approximation b) Technical analysis: study of the different financial instruments c) Decision taking process. 14. Methodology












discussion topics



48 36 60

The materials of the course are uploaded in the blackboard. 15. Evaluation We proceed with an on-going evaluation with his active participation in class and the cases ans exercises to be solved, the mid-term and the final exam. The weight on the Final Grade is as follows: 15% Participation; 25% Cases and Exercises, 30% Mid-term Exam and 30% Final Exam.

The Exam questions will be more practical than theroretical, where the student has to solve a specific situation where the currency Exchange rate risk is involved, and has to porpose the best alternative to hedge the risk.

The course outline includes: - The degree of knowlegde, showing the importance of every topic - low (1) high (3) - The level of difficulty, showing the importance the student has to give to each topic - low (1)

high (3)

Num. TOPIC Knowledge Difficulty

1 The International Monetary System

4. Evolution of the International Monetary System

5. Exchange Rate arrangements

6. European Monetary System

7. Financial Crisis in the past

8. Fixed versus Flexible Exchange Rate Regimes

1

1

2 The Balance of Payments

5. Balance of Payments Accounting

6. Balance of Payments Accounts

7. Balance of Payments Identity

8. Trends on the major countries

1

1

3 Foreign Exchange Market

4. Functions and Structure

5. The Spot Market

6. The Forward Market

3

2

4 International Parity Relationships

6. Interest Rate Parity

7. Purchasing Parity Power

8. The Fischer Effects

3

2

5 International Bond Market

3. A statistical perspective

4. Types of instruments

5. Credit Ratings

6. Structure and Practices

7. International Bond’s Indexes

2

2

6 International Equity Market

4. A statistical perspective

5. International Benchmarks

6. Trading in International Equities

7. Factors affecting International Equity Returns

2

2

7 Futures

1. The Futures Contracts

2. Currency Futures

3. Basic Currency Futures Relationship

4. Eurodollar Interest Rate Futures

3

3

8 Options

5. The Options Contracts

6. Option Pricing relationships

7. American Options

8. European Options

9. Options Pricing Models

3

3

9 Swaps

4. The Swap Market

5. The Swap Bank

6. Types of Swaps

a. Interest Rate Swaps

b. Currency Swaps

2

3

10 International Exposure

4. Types of Exposure

5. Economic Exposure

6. Transaction Exposure

7. Translation Exposure

3

3

BIBLIOGRAPHY 1. International Financial Management

Eon & Resnik. McGraw-Hill (4e), 2008

2. Fundamentals of Corporate Finance Brealey, Myers & Marcus. McGraw-Hill (4e), 2004

3. International Financial Management

Geert Bekaert, Robert J. Hodrick. Prentice Hall (1e). 2009

Study Abroad 41

STUDY ABROAD

STRATEGIC MARKETING SYLLABUS

Professor: Filip Dabovic / Inge Larsen

Guías asignaturas optativas 42


Name: Strategic Marketing Grado ADE / Study Abroad Department: Academic Professor: Filip Dabovic / Inge Larsen English ECTS: 6 Credits

2. Prerequisites to be able to legally take the subject / other relevant guidance.

There are no prerequisites to attend this course.

3. Subject and course related competencies:

SUBJECT MA08: Marketing COURSES NO. 3 ECTS NO. 18 Course Marketing GENERAL COMPETENCIES

English Oral and written communication 1 Working in interdisciplinary teams 1 Administering data 1 Knowledge and competencies limitations Obstacles and opportunities Social environment Problems’ analysis Understanding business organization 1 Complexity of the economic, social, and technological phenomena SPECIFIC COMPETENCIES Managing and administering the organization Entrepreneurship 1 Managing abilities and innovation Integrating in the organization 1 Understanding the importance of businesses information Preparing reports 1 Designing global managerial projects, or functional projects 1 Organization’s outstanding information 1 Operations of the economic institutions through formal models ICT Analyzing problems through advanced tools 1

In particular:

Competencies’ description:

[CMAR-1] Knowing the basic elements and concepts regarding Commercial Management and Marketing. [CMAR-2] Learning how to compile, assess, and analyze the available data on environment, markets, consumers, and competitors, as well as preparing reports on their current situation.


[CMAR-3] Knowing how to search and analyze relevant information, and acquiring abilities to deduce arguments that facilitate the decision making process. [CMAR-4] Introducing a creative thinking within the predictive functions. [CMAR-6] Knowing how to structurally synthetize and present conclusions in research papers. [CMAR-8] Detecting business opportunities. [CMAR-9] Acquiring group-working skills in order to contribute to the development of projects, with pragmatism and responsibility, and assuming the commitments taking into account the available resources.

4. Relations between subjects

The aim of the Diploma in Business Studies is to train and skill professionals for managing their own business or to perform management functions in enterprises and other public and private institutions. Thus, the graduate must handle the concepts and techniques used in the different functional areas of organizations, understanding relationships, communication and collaboration between people. Students will learn to link knowledge to the general objectives of the organization in order to be able to take decisions under uncertainty and, in general, to assume managerial tasks in a global context of complex and changing interrelationships.

5. Learning outcomes The aim of this course is to develop an overall understanding of and greater insight into the key concepts surrounding the Strategic Marketing process at organisational level. Multi-faceted information requirements form the basis of and underlie the Strategic Marketing process – such information being developed: � externally at macroenvironmental and microenvironmental levels, � internally at organisational level, � at customer level in identifying the optimum market segmentation approach, and � at specific competitor level in ensuring that the organisation may identify potential to add

value for the target consumer(s). Based upon such analysis, organisations shall be in a position to define, develop and ultimately occupy a distinctive position within the overall marketplace.

In systematically working through the complexity surrounding the subject, we will take a clear-sighted view of the key strategic marketing concepts and the tools, techniques and knowledge involved in the overall strategic marketing decision making process. We will also evaluate and ground the strategic marketing theory in light of your own experience and research - the practical element. 6. Teaching and learning methods

This course is student-centered and designed to engage students in learning about and developing leadership and management skills. As much of the learning comes through experience and reflection, interactive methods will be used to facilitate learning and to build on the experience and expertise within the group. A variety of methods will be employed: lectures, discussions, case studies, assessment instruments, simulations, exercises for communication, team-building and conflict resolution, video, reading, team presentations.


7. Methodology




• Notes, Slides and bibliography

• Professor’s exposition of the subject’s topics

• Revisions of the previous sessions to continue with the on-going topic

• Exercises’ solutions

• Final Exam

• Class preparation: reading of the proposed material

• Planning of the proposed discussion topics

• Exercises’ resolution

• Group project

• Preparation of the proposed discussion topics



30 30 30

The materials of the course are uploaded in the blackboard. Programme: Strategic Perspective External Analysis Competitive Intelligence Market Research Market Segmentation Internal Analysis Strategic Intent Marketing Communications Market Targeting & Positioning Brand Strategy The Marketing Plan Strategic Implementation.


8. Evaluation

Evaluation criteria: Class Participation 20% Teamwork (Class Assignments / Case Studies) 30% Final Exam 50% 9. Bibliography:

Bibliography: � Strategic MarketingCravens & Piercy: McGraw Hill � Marketing Concepts & StrategiesSally Dibb: Houghton Mifflin � Marketing Management Kotler: Prentice Hall � International Marketing Ghauri & Cateora: McGraw Hill � Marketing Plans McDonald: BH � International Marketing- Cateora & Graham(McGraw Hill) � International Marketing - A Global Perspective- Muhlbacher Leihs (Thomson) � Contemporary Issues in Marketing – Evans & Moutinho (Palgrave Macmillan) � Marketing Concepts and Strategies – Dibb, Simkin (Houghton Mifflin) � Post Modern Marketing 2, Brown S. International Thompson Buisness Press � Management Research – an introduction, 2nd Edition, Easterby-Smith M. et al (Sage) � Marketing Places, Kotler et al. (1993) The Free Press, A Division of Macmillan, Inc. � Destination Branding, Morgan N. et al. Elsevier Butterworth Heinemann. � The Easy Guide to Repertory Grids, Jankowicz D. (John Wiley & Sons) � Inside Information – Making Sense of Marketing Data, Smith DVL and Fletcher JH. � Basics of Qualitative Research, Strauss A. (Sage Publications) � Journal of Travel & Tourism Marketing Vol.22 2007 � City Tourism, National Capital Perspectives Maitland and Ritchie (CABI)


Grado en administración y dirección de empresas

COMUNICACIÓN PUBLICITARIA

ADVERTISING COMMUNICATION

GUÍA DOCENTE DE LA ASIGNATURA

Profesora: Michele Girotto


Advertising Communication

Course Title: Advertising Communications ECTS Credits 6.0 Character Elective

6 ECTS credits in the second semester of the fourth year

Prerequisites Have previously done Marketing.

Assessment System

It follows the general instruction on evaluations.

The following evaluations will be carried out with their respective weights:

ASSESSMENT: PARTIAL EXAMINATION (Written text) 30% FINAL EXAMINATION (Written text) 30% INDIVIDUAL ASSIGNMENTS (Reading, case analysis) 20% GROUP ASSIGNMENT ON INTEGRATED MARKETING COMMUNICATION 20%

ECTS Training activities contents, methodology of teaching and learning, and its relationship with the competencies to be acquired by the student

GUIDED LEARNING ACTIVITIES:

CLASSROM ECTS COMPETENCIES

Medium group classes: 2 [CCPU-1] [CCPU-2] [CCPU-3] [CCPU-4] [CCPU-5]

Evaluation and guided activities: 0,5 [CCPU-1] [CCPU-2] [CCPU-3] [CCPU-4] [CCPU-5]

OFF-CLASS GUIDED ACTIVITIES ECTS COMPETENCIES

Exercises, problems and cases: 2 [CCPU-1] [CCPU-2] [CCPU-3] [CCPU-4] [CCPU-5]

AUTONOMOUS OFF-CLASS ACTIVITIES ECTS COMPETENCIES Learning autonomy: 1,5 [CCPU-1] [CCPU-2] [CCPU-3] 6 ECTS

The teaching methodology follows the general criteria defined in learning activities (Classroom and off-class guided activities and autonomous learning)


Learning Results (relationships that can be measured or observed)

• [RCPU-1] Establish affiliate relationships with clients and its relevance.

• [RCPU-2] Planning of a Media Campaign

• [RCPU-3] Determine the most effective messages for commercial purposes of the company.

• [RCPU-4] Implement a comprehensive and integrated communication plan.

• [RCPU-5] Identify the most appropriate means and media to disseminate advertising messages.

• [RCPU-6] Optimize advertising budgets and measure its effectiveness.

Overall Content

• Communication and Advertising

• The target

• The message

• Advertising design

• Advertising media

• Media Research

• Planning

• Evaluation of effectiveness

• Regulation

Description of competencies

[CCPU-1] Be able to communicate the company business offer to current and potential consumers. [CCPU-2] Integrate communication and advertising in the marketing plan of the company.

[CCPU-3] To know how to identify the consumer motivations in order to influence them.

[CCPU-4] Teamworking

[CCPU-5] Expand a third language: English

Course Objectives

• You’ll understand how the strategic communications industries are structured. • You’ll have a general idea of the differences between the major forms of integrated

strategic communications (advertising, public relations, sales promotion, direct marketing, personal selling) and understand the strengths and weaknesses of each.

• You’ll have a sense of the growing role of social media and mobile applications in promoting brands.

• You’ll be able to explain some of the key challenges facing the field, including diverse audiences and media proliferation, and have an idea of what some of the responses to those challenges might be.

• You’ll understand the process of developing an integrated strategic communications campaign, including the research that goes into developing a campaign.

• You’ll have gotten some practice in developing specific parts of a campaign for a product/service.

• You’ll gain exposure to writing, research and critical thinking in the IMC context.


You will also have links different insights into the Advertising industry on a Pinterest board created to this course. Individual Assignments The purpose of the assignments is to give you the chance to apply some of what we’ve covered in class. Detailed instruction sheets for each assignment are posted on Blackboard under the tab “Actividades de Evaluación”. Here’s an overview of what you’ll be doing in the individual assignments: The first step is to pick one brand that you will be working throughout your individual assignments. You should assume that you’re working for an integrated communications firm that’s planning to pitch the business from one brand, due to the fact that they are not happy with their actual agency. Assignment 1: Secondary source assignment Find at least 3 recent articles that talk about the current marketing situation for your brand and/or its product category. Summarize the key problem(s) in memo form. Assignment 2: Creative Brief assignment Using the form we’ll go over in class, develop a creative brief for your brand. Assignment 3: Technique selection assignment Out of all of the communications techniques we’ve covered, which three do you think are most important for the future success of your brand? Why? Assignment 4: Execution assignment Execute the strategy you developed in assignment 2 using the three techniques you chose in assignment 3. You will have other assignments concerning analysis of cases that shall be handed in previous or after its exploration in class. Team Project Assignment The purpose of this assignment is to provide experience in the process of developing the elements of an integrated marketing communications plan for a product/service/organization of your choosing. You and your teammates will work on this project throughout the quarter. The development of the integrated marketing communications plan includes:

• A “signature creative piece” that will specify the brand message and means of delivery to be used as the platform for the campaign.

• A discussion of how supporting marketing communication functions will be utilized to maximize effectiveness.

• A proposed media plan that includes a timeline for the launch of the campaign and its specific elements.


• An accounting for how the budget will be allocated among the selected marketing communication functions.

• A discussion of anticipated results and means for evaluating the proposed campaign. Your written IMC plan is due on Monday, June 05th 2014, and each team will present their IMC plan in class on the same day. Selection of Your Product/Service/Organization. Each team will have the freedom to select their product, service, or organization; however, the team should select a firm that could improve its market position by changing its marketing communications strategy and/or execution. In other words, market leaders should be avoided because they offer less opportunity for your team to demonstrate their talents. Presentations. Teams will present their work at the end of the quarter to the entire class. Each team will have up to 20 minutes (15 minutes for your presentation followed by 5 minutes for questions). Here are some guidelines for the presentations:

• Be careful to budget your time wisely. Rehearse the presentation several times to make sure that you have the “right” amount of material to cover (not too much or too little). Leaving ample time for Q & A is important.

• Establish eye contact with as much of the audience as possible! – Know your material well enough that you can engage your audience and not rely on note cards. The key here is practice!

• This is meant to be a “professional presentation.” Personality and warmth are important characteristics of effective speakers. Humor can be an effective way to establish rapport, however if it is not “delivered well” it can backfire. Write what you plan to say in advance and carefully select your words to avoid generalizing, vague references, and offensive or derogating comments.

• Be sure to prepare a handout for your audience. The handout should include the slides you present and details such as data and sources. The trend for presenting a creative plan is to wait and distribute your slides after the talk. This holds the audience attention, lets you control the flow, and allows for the big “reveal” of the creative work. You are welcome to either present your slides upfront, or at the end of your presentation.

• People in the advertising industry are known for their “artsy/trendy” attire, which is more casual than traditional business dress. However, you also know that appearances matter and in this case it signals credibility to your audience. Be sure to discuss attire with your teammates to achieve a consistent “look.”

• Don’t try to cover too much material, as a rule of thumb a twenty minute presentation should have no more than about 15 - 20 slides. You should not be standing up and reading from your slides, rather use them as “talking points” and fill in the content as you go. As a counterpoint to this advice, be sure that your slides are designed to trigger the major points (take-a-ways) from the talk when reviewing them in retrospect.

Working Together Effectively. Creating an effective marketing communication plan requires working with multiple parties and acting as a liaison for your company. We will attempt to recreate this experience with the team project. The single greatest cause of disappointing team projects is the inability to work together effectively. The most important ways to prevent this are:


1) Pick meetings times that are convenient to all members of the team. It helps to schedule a weekly meeting time upfront for the quarter. Also try to be as accommodating as possible to other team members' schedules. 2) Always have a team member take comprehensive notes of your meetings so it is clear what decisions the team has agreed to and who has taken responsibility for different parts of the project. 3) The divide and conquer approach can be a huge timesaver however, communication between team members is essential for creating a truly integrated communication plan. Be sure you are sharing your progress as you go along so that the work can be seamlessly integrated. 4) Plan time to edit your presentation and written work, especially if each team member is writing a different section of the talk or paper. Otherwise different sections are likely to discuss conflicting information or make inconsistent recommendations. 5) Check your ego at the door. Realize that your own contribution to the work is not reflected by airtime. Learn to treat ideas from others as attempts to improve the team's work rather than as personal criticism (this also means that you should be careful with how you critique others work). If something you have written is confusing to team members, it is very likely to be confusing to others. 6) Make sure you take the time to rehearse your presentation. Know what you want to say well enough that you don’t have to rely on note cards. This allows you to have better eye contact, which makes for a more engaging presentation. Your teammates will appreciate your effort. Preparing for classes: Review the background materials provided and identify the relevant facts at hand. Sketch notes summarizing the following:

• What do we know about the 5C’s and PEST? • Who is the target market for the brand and what do we know about these consumers? • How is the brand positioned relative to the competition? • What is the value proposition? • What is the brand promise and how is it communicated at all touch points? • How does the current marketing communications fit with the brand positioning and

target market? • What is the key challenge this company is facing? • Think about the task in terms of preparing a situation analysis and accompanying

SWOT analysis. • Be sure you have clearly identified the appropriate target market and product

positioning, which should guide your recommendations. • Together we will attempt to reach consensus on the strengths and weaknesses of

various recommendations. • Be sure to be prepared to back-up your recommendations with solid reasoning and

quantitative analysis whenever possible. • Finally, ask yourself how you would to evaluate the success of your proposed

recommendations.


Tests (Partial and Final examinations) Format for all tests will be a mix of multiple choice, shortanswer, and short essay. You’ll receive a review sheet for each test at least one weekbefore the test date. This will list the topics to be covered on the test as well as anyspecifics from the textbook, which may include things we haven’t covered in class. Thatsaid, the majority of questions will be taken from class lectures/discussions. Methodological approach to achieve the objectives

Teaching – classroom learning (in classroom)

Teaching – Guided learning (off-class)

Teaching – Self Study (off-class)

• Planning course: program, hand-

outs and notes, references. • Exposure of the subjects by the

professor • Reviews at the beginning of the

class • Resolution of doubts: issues,

readings and problem sets. • Debates on issues and readings • Tests: 1 Partial and 1 Final

• Preparation for class by reading the topics.

• Planning discussions and opinions by preparing readings

• Resolution and analysis of case studies

• Comments and doubts by e-mail (online tutorials)

• Readings: preparation and search for additional information

• Self-study • Preparation of comments and

debates • Examinations, organizing notes

and supplementary material • Free and voluntary tutoring.

+ Role of the ProfessorRole of the students +

Guided working hour (classroom) Guided working hours (off-class) Autonomous working hours 66 31 69

Reading materials and other resources We will be using Blackboard in this course to distribute the syllabus and any syllabusupdates, lecture outlines, assignments, assignment updates, study guides for the exams, and for discussions. Some references on further readings and text books:

• Integrated marketing communications in advertising and promotion by Terence A. Shimp. • Advertising and promotion: an integrated marketing communications approach by Chris

Hackley • Estrategias de comunicación en redes sociales: usuarios, aplicaciones y contenidosby

Miguel Ángel Nicolás Ojeda y María del Mar Grandío Pérez. • Sesión de Creatividad Publicitaria Aplicada: de la clase a la cuentaby Ana María Cortijo. • Marketing communications: interactivity, communication and content, 5th ed. By Fill, C

(2009) • Strategic Advertising management by Percy, L. and Elliot, R. (2009). • Theorizing advertising: managerial, scientific and cultural approaches by Hackley, C.

(2010). • Convergence culture: where old and new media collide by Jenkins, H (2008). • Advertising media planning: brand management approach by Kelley, L. D (2008). • IMC and Hollywood: what brand managers need to know, by Hackley, C (2003)

You should get in the habit of making periodic visits to the web sites of the main tradepublications for the strategic communications industries and related associations, agencies and institutions, also blogs. Some of those are:


http://www.adage.com/(Advertising Age) http://www.adweek.com/(Adweek) http://www.chiefmarketer.com/promotional-marketing(Promo magazine – sales promotion and event marketing) http://www.directmagazine.com/(Direct magazine – direct response) Promomarketing (News, Magazine and events). http://www.prweekus.com/(PR Week – public relations) http://www.agenciasaeacp.es/home/home.asp (Asociación española de agencias de comunicación publicitaria) http://www.iabspain.net/ (Interactive advertising bureau – Spain) http://la-publi.blogspot.com.es/ http://www.anuncios.com/ http://www.periodicopublicidad.com/ http://www.campaignlive.co.uk/ http://www.brandrepublic.com/ http://www.warc.com/ContentandPartners/Admap.info http://www.adcracker.com/index.htm (a site about creating advertising strategy) http://www.autocontrol.es/ (regulación) http://www.legaltoday.com/practica-juridica/mercantil/publicidad/la-publicidad-en-el-ordenamiento-espanol http://www.boe.es/buscar/act.php?id=BOE-A-1988-26156 Database of advertising slogans: http://adslogans.co.uk/ Planning Calendar (subjected to change)

Week Session Topic Assignments 1 24 Feb Course Introduction

Exploring the IMC Plan and promotional Mix

27 Feb Conceptual Framework for MARCOM decisions

2 03 Mar Advertising Strategy (localization and globalization of advertising – iconic and identity brands) Case: CoKe and Pepsi in India

06 Mar The Creative Brief Exercise: Deconstructing the creative brief of a series of ad samples

3 10 Mar Advertising strategy Case: The integrated IMC of Samsung Tocco Brand Equity Exercise: Exploring examples of co-branding and e-branding

13 Mar Persuasive Techniques Exercise: Analysing two competing products advertising use of persuasive techniques (chart)

4 17 Mar Targeting for Marcom decisions


Exercise: Reflect on a psychographic study for a new chain of lower-price coffee stores that are planned to compete against Starbucks Homework: Analyse samples of ads/commercial and identify to which VALS profile it is target.

20Mar Brand Positioning within MARCOM programs Case: Ontela PickDeck (Photobucket)

Hand in 1ºst assignment

5 24Mar Advertising Research Exercise: Planning advertising research for Pampers (new client brief)

27 Mar Social Branding Case: Dove Campaign for Real Beauty Exercise: Application of Copy-Testing ad pre-launching

6 31 Mar Objectives and Settings

03 Apr Segmentation, Targeting and Positioning within the Web 2.0 Case: HubSpot

7 07 Apr Measuring advertising message effectiveness

10 Apr Advertising Media: Planning and Analysis Hand in 2ª assignment

8 24 Apr Partial Examination

9 28 Apr Traditional versus Internet Advertising (part 1)

10 05 May Traditional versus Internet Advertising (part 2) Hand ¾ assignment

08 May Specific session on the IMC plan (Working group)

11 12 May Other marcom tools (promotions, sales, event and cause sponsorships)

15 May Social Media and Branding in the web 2.0

12 19 May Marketing oriented public relations and the world of mouth management (part 1)

22 May Marketing oriented public relations and the world of mouth management (part 2) Problematic of customer loyalty /ethics and regulations

13 26 may Revision and Discussion section

29 May Final Examination

14 02 June Group presentations of IMC Plans Hand in of written plan

05 June Group presentations of IMC Plans


GRADO EN ADMINISTRACIÓN Y DIRECCIÓN DE EMPRESAS

MODELO DE NEGOCIO GUÍA DE LA ASIGNATURA

PROGRAMA DE ACTIVIDADES

Profesor: Luis Alberto Seguí Amórtegui


MODELOS DE NEGOCIO: Guía de la asignatura 1. Datos descriptivos de la asignatura:

Nombre de la asignatura : Modelos de Negocio Curso académico: Cuarto Titulación: Grado en ADE Código Tipo de asignatura: Optativas Impartición: Cuatrimestral Cuatrimestre / Curso: Octavo cuatrimestre del cuarto curso Coordinador / Responsable: Departamento: Nombre del profesor/a: Luis Alberto Seguí Amórtegui Lengua de la docencia: Castellano. Departamento Número de créditos: 3

2. Prerrequisitos establecidos legalmente para poder cursar la asignatura / otras orientaciones

oportunas. Al ser una asignatura optativa de final de curso se entiende que en esta asignatura se aplicaran muchos del aprendizaje adquirido a lo largo del grado. No requiere de ningún prerrequisito. 3. Competencias con las que está relacionada la asignatura

MATERIA

N Assig 1 Nª ECTS 3 Asignatura Modelos de Negocio COMPETENCIAS GENÉRICAS

Inglés Comunicación oral y escrita X Trabajar equipo interdisciplinar X Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas Entender organización empresa X Complejidad fenómenos económicos y sociales, la tecnología

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, Iniciativas de negocio X Gestionar el talento y la innovación X Integrarse en organización Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales X Información relevante empresa Funcionamiento Inst Ec con modelos formales TIC X


Análisis de los problemas con herramientas avanzadas El objetivo del Grado en ADE es formar profesionales válidos tanto para la gestión de su propio negocio como para desempeñar funciones de dirección y gestión en empresas y otras instituciones públicas y privadas. Por tanto, el graduado debe manejar los conceptos y técnicas empleados en las diferentes áreas funcionales de las organizaciones mencionadas, entender las relaciones que existen entre ellas, vincularlas a los objetivos generales de la organización; tiene que ser capaz de tomar decisiones en condiciones de incertidumbre y, en general, de asumir tareas directivas en un contexto de interrelaciones mundiales complejas y cambiantes. Descripción de las competencias de la materia modelos de negocio

� Adquirir conceptos y técnicas relacionadas con los métodos cuantitativos y experimentales para el análisis y la toma de decisiones.

� Aplicar teorías y principios propios del área de dirección general de una organización con el objetivo de analizar situaciones complejas y de incertidumbre, y tomar decisiones mediante herramientas de ingeniería.

� Planificar, organizar, implantar, liderar y controlar proyectos, especialmente proyectos de innovación (I+D+i) y de mejora de procesos.

� Desarrollar un plan de negocio en un contexto emergente. 4. Objetivos de aprendizaje de la asignatura

� Conocer los fundamentos del emprendimiento y la economía del conocimiento, así como ejemplos éxitos y errores al emprender una idea de negocio.

� Comprender y razonar sobre la importancia de tener y defender una ética en los negocios.

� Aprender y aplicar una metodologia para la visualizxación del modelo de negocio. � Conocer los diferentes elementos que conforman un plan de negocio emprendedor. � Aplicar los conocimientos adquiridos para la elaboración de un plan de negocio

emprendedor.

5. Bloques temáticos en los que se organiza la asignatura

• Los negocios, la ética y la innovación • La generación del modelo de negocio • El plan de negocio

6. Enfoque metodológico para alcanzar los objetivos 1. DOCENCIA PRESENCIAL En las clases presenciales se combina la parte teórica con la parte práctica. Los alumnos tienen que realizar en grupos de 4-6 personas un proyecto durante el cuatrimestre (desde la Propuesta hasta el Estudio Preliminar/Anteproyecto), y han de entregar una serie de informes escritos (ejercicios) relacionados con el modelo de negocio. Al final del cuatrimestre, han de hacer una presentación pública del modelo de negocio propuesto.


La evaluación será continua. Los ejercicios se realizarán fuera de las horas de clase. En las sesiones prácticas, se hará un seguimiento del avance del proyecto y se discutirán los ejercicios realizados. Cada una de las lecciones comprende: (i) Una exposición teórica por parte del profesor (clase expositiva), ilustrada con ejemplos (ii) Puesta en práctica de los conceptos y técnicas por parte de los estudiantes (iii) Seguimiento por parte del profesor de los trabajos en curso (iv) Exposición oral de los resultados de trabajos realizados en equipo (el modelo de negocio y de la Solución escogida). 2. ACTIVIDAD NO PRESENCIAL DEL ESTUDIANTE. Aprendizaje cooperativo Esta es una asignatura eminentemente práctica, que fomenta el trabajo en grupo y de forma colaborativa, con el objetivo de aprender a plantear y escoger la mejor solución de modelo de negocio. La actividad no presencial incluye: Realizar un trabajo en grupo (entregables). Definición del modelo de negocio a desarrollar, búsqueda y análisis de información, desarrollo del tema, obtención de resultados, redacción de documentos y presentación. Es importante destacar que esta asignatura será de gran ayuda para el futuro desarrollo del TFG. 7. Evaluación del nivel de alcance de los objetivos EVALUACIONES EXAMEN PARCIAL 20% RESOLUCIÓN INDIVIDUAL DEL MODELO DE NEGOCIO A DESARROLLAR 50% RESOLUCIÓN EN EQUIPO DE UN PLAN DE EMPRESA APLICANDO EL MODELO DE NEGOCIO PROPUESTO 30% 8 FUENTES DE INFORMACION BASICA LIBROS BIBLIOGRAFIA BASICA Generación de modelos de negocio Alexander Osterwalder e Yves Pigneur Ed. Centro Libros PAPF, S. L. U., 2011 Deusto es un sello editorial de Centro Libros PAPF, S. L. U. Grupo Planeta,Ed. Vicens Vives BIBLIOGRAFIA COMPLEMENTARIA Programa Innova-UPC https://pinnova.upc.edu/recursos

Introduction to International Relations 59


GESTIÓN DE PROYECTOS GUÍA DE LA ASIGNATURA

PROGRAMA DE ACTIVIDADES

Profesor: Luis Alberto Seguí Amórtegui


GESTIÓN DE PROYECTOS: Guía de la asignatura 1. Datos descriptivos de la asignatura:

Nombre de la asignatura : Gestión de Proyectos Curso académico: Cuarto Titulación: Grado en ADE Código MA23 Tipo de asignatura: Optativas Impartición: Cuatrimestral Cuatrimestre / Curso: Octavo cuatrimestre del cuarto curso Coordinador / Responsable: Departamento: Nombre del profesor/a: Luis Alberto Seguí Amórtegui / Rocío Alfaro Lengua de la docencia: Castellano, catalán Departamento Número de créditos: 6


oportunas.

Es prerrequisito para cursar esta asignatura tener aprobada la materia de empresa. Al ser una asignatura optativa de final de curso se entiende que en esta asignatura se aplicaran muchos del aprendizaje adquirido a lo largo del grado. 8. Competencias con las que está relacionada la asignatura

MATERIA MA23 N Assig 1 Nª ECTS 6 Asignatura Estadística COMPETENCIAS GENÉRICAS

Inglés Comunicación oral y escrita X Trabajar equipo interdisciplinar X Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades X Entorno social Análisis problemas X Entender organización empresa Complejidad fenómenos económicos y sociales, la tecnología

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales X Información relevante empresa Funcionamiento Inst Ec con modelos formales


TIC X Análisis de los problemas con herramientas avanzadas

El objetivo del Grado en ADE es formar profesionales válidos tanto para la gestión de su propio negocio como para desempeñar funciones de dirección y gestión en empresas y otras instituciones públicas y privadas. Por tanto, el graduado debe manejar los conceptos y técnicas empleados en las diferentes áreas funcionales de las organizaciones mencionadas, entender las relaciones que existen entre ellas, vincularlas a los objetivos generales de la organización; tiene que ser capaz de tomar decisiones en condiciones de incertidumbre y, en general, de asumir tareas directivas en un contexto de interrelaciones mundiales complejas y cambiantes. Descripción de las competencias de la materia gestión de proyectos [CGPR-1] Manejar la terminología básica de la gestión de proyectos empresariales. [CGPR-2] Aplicar las técnicas y métodos de gestión de proyectos para la definición, planificación y seguimiento de proyectos de empresa o de alguna de sus áreas funcionales. [CGPR-3] Utilizar aplicaciones informáticas de gestión de proyectos. [CGPR-4] Trabajar como miembro de un equipo en la realización de proyectos. [CGPR-5] Redactar proyectos de empresa. [CGPR-6] Presentar y defender proyectos. 9. Objetivos de aprendizaje de la asignatura Resultados de aprendizaje (las realizaciones que pueden medirse u observarse) de la materia Estadística:

• [RGPR-1] Comprensión de conceptos fundamentales relacionados con la gestión de proyectos.

• [RGPR-2] Realizar en equipo un proyecto empresarial aplicando la metodología de gestión de proyectos, presentar la memoria del proyecto y defenderla mediante exposición delante de un tribunal.

*** Objetivo general: Que los estudiantes sean capaces de plantear, realizar y dirigir proyectos, mediante la aplicación de conocimientos científicos y técnicos (conceptos y principios), de actitudes y de procedimientos, una vez identificados y valorados los condicionantes. *** Objetivos específicos: Alcanzar un conocimiento básico sobre: · la actividad de proyectar, · los puntos clave de la metodología y la gestión de un proyecto, · las especificaciones funcionales de los resultados que servirán de marco de referencia para posteriores ampliaciones del tema de proyecto, como, por ejemplo, en el Proyecto Final de Grado.

10. Bloques temáticos en los que se organiza la asignatura

• Necesidades y objetivos.

• Definición y gestión del ámbito de un proyecto.

• Gestión del tiempo, seguimiento y control.

• Fijación de presupuestos y seguimiento de costes.

• Análisis de riesgos.

• Aspectos de calidad en los resultados.

• Creación y motivación de equipos de proyecto.

• Gestión de terceros en los proyectos. • Plan de comunicación.

11. Enfoque metodológico para alcanzar los objetivos


1. DOCENCIA PRESENCIAL En las clases presenciales se combina la parte teórica con la parte práctica. Los alumnos tienen que realizar en grupos de 4-6 personas un proyecto durante el cuatrimestre (desde la Propuesta hasta el Estudio Preliminar/Anteproyecto), y han de entregar una serie de informes escritos (ejercicios) relacionados con este proyecto. Al final del cuatrimestre, han de hacer una presentación pública del proyecto y un póster. La evaluación será continua. Los ejercicios se realizarán fuera de las horas de clase. En las sesiones prácticas, se hará un seguimiento del avance del proyecto y se discutirán los ejercicios realizados. Cada una de las lecciones comprende: (i) Una exposición teórica por parte del profesor (clase expositiva), ilustrada con ejemplos (ii) Puesta en práctica de los conceptos y técnicas por parte de los estudiantes (iii) Seguimiento por parte del profesor de los trabajos en curso (iv) Exposición oral de los resultados de trabajos realizados en equipo (en los casos de la Propuesta del Proyecto y de la Solución escogida). 2. ACTIVIDAD NO PRESENCIAL DEL ESTUDIANTE. Aprendizaje cooperativo Esta es una asignatura eminentemente práctica, que fomenta el trabajo en grupo y de forma colaborativa, con el objetivo de aprender a plantear y escoger la mejor solución de un proyecto. La actividad no presencial incluye: Realizar un trabajo en grupo (entregables). Definición del problema a estudiar, búsqueda y análisis de información, desarrollo del tema, obtención de resultados, redacción de documentos y presentación. 12. Evaluación del nivel de alcance de los objetivos EVALUACIONES EXAMEN PARCIAL 20% EXAMEN FINAL 30% RESOLUCIÓN INDIVIDUAL DE CASOS PRÁCTICOS DE PROYECTOS 20% RESOLUCIÓN EN EQUIPO DE UN PROYECTO DE EMPRESA O ÁREA FUNCIONAL 30%

8 FUENTES DE INFORMACION BASICA La Guía definitiva de la gestión de proyectos : la vía rápida de todo ejecutivo para cumplir a tiempo y dentro del presupuesto. Nokes, Sebastian y Moreno López, Yago Prentice Hall Financial Times, cop. 2007 Dirección y Gestión de Proyectos Jaime Pereña Brand Diaz de Santos. Planificación, programación y control de proyectos James P. Lewis Ediciones S Gestión Integrada de Proyectos. Marcos Serer Figueroa Ediciones UPC


Gestionando éticamente Proyectos. Marcos Serer Figueroa Ediciones UPC



GESTIÓN INTEGRAL DE CALIDAD, MEDIOAMBIENTE, SEGURIDAD LABORAL

Y RESPONSABILIDAD SOCIAL GUÍA DE LA ASIGNATURA

Profesor: Carla Vintró


1. Datos descriptivos de la asignatura:

Nombre: Gestión integral de calidad, medioambiente, seguridad laboral y responsabilidad social

Curso Académico: 2014-2015 Titulación: Grado en Administración y dirección de empresas Código: Tipo de Asignatura: Optativa Periodicidad: Cuatrimestral Curso: 4º Coordinador / Responsable:

Carla Vintró

Departamento: Académico: Área de herramientas Profesor: Carla Vintró Lengua de docencia: Castellano Número de créditos: 6 Créditos


oportunas. No se establecen prerrequisitos para cursar esta asignatura. 3. Competencias con las que está relacionada la asignatura El objetivo de Grado en Administración y dirección de empresas es formar profesionales válidos tanto para la gestión de su propio negocio como para desempeñar funciones de dirección y gestión en empresas y otras instituciones públicas y privadas. Por tanto, el graduado, debe manejar los conceptos y técnicas empleados en las diferentes áreas funcionales de las organizaciones mencionadas, entender las relaciones que existen entre ellas, vincularlas a los objetivos generales de la organización; tiene que ser capaz de tomar decisiones en condiciones de incertidumbre y, en general, de asumir tareas directivas en un contexto de interrelaciones mundiales complejas y cambiantes. Ante este contexto, la calidad, el medioambiente, la seguridad laboral, y desde hace algún tiempo también la responsabilidad social corporativa, se han convertido en elementos esenciales dentro de los negocios, que pueden ayudar a aumentar la capacidad competitiva de los mismos y a facilitar un mejor funcionamiento interno de la empresa. El objetivo principal de la asignatura Gestión integral de calidad, medioambiente, seguridad laboral y responsabilidad social es proveer al alumno/a de un conjunto de conocimientos y capacidades relativas a la gestión integral de sistemas en la empresa. Concretamente se trabajarán los sistemas de calidad, medioambiente, seguridad laboral y responsabilidad social, las normas internacionales aplicables, y las metodologías de integración en el sistema general de la empresa des de una orientación práctica y entendedora. En finalizar la asignatura el alumno/a deberá comprender la importancia de los sistemas de gestión, tanto desde un punto de vista competitivo como desde un punto de vista operacional, y deberá ser capaz de aplicar diferentes técnicas y herramientas de gestión integral. La asignatura pretende que el alumno sea capaz y competente a la hora de interpretar la información del entorno en el cual se inserta la actividad económica de la organización, y que será el ámbito en el que deberá tomar sus decisiones profesionales.


MATERIA: ???? XXX

Nº de Asignaturas de la materia XXX 1

Nª ECTS 6

Asignatura: Gestión integral de calidad, medioambiente, seguridad laboral y responsabilidad social

COMPETENCIAS GENÉRICAS con las que está relacionada la asignatura Inglés Comunicación oral y escrita X Trabajar equipo interdisciplinar Gestionar datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas X Entender organización empresa X Complejidad fenómenos económicos y sociales, la tecnología X

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, X Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización X Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales Información relevante empresa Funcionamiento Inst Ec con modelos formales TIC Análisis de los problemas con herramientas avanzadas

4. Objetivos de aprendizaje de la asignatura El objetivo de la asignatura es proporcionar a los alumnos los conocimientos necesarios para disponer de suficientes criterios y autonomía en la toma de decisiones estratégicas de la empresa entorno a las áreas de calidad, medioambiente, seguridad laboral y responsabilidad social. En concreto los principales objetivos de aprendizaje son: -Comprender la importancia de la calidad en el contexto global y conocer las principales normas de gestión aplicables. -Saber aplicar correctamente herramientas de gestión de la calidad en las relaciones con los clientes, proveedores y stakeholders en general. -Reforzar la idea de medioambiente y sostenibilidad, y conocer las principales normas de gestión aplicables. -Saber aplicar correctamente herramientas de gestión medioambiental, tanto las obligatorias como las voluntaria, en las relaciones con las administraciones, comunidades locales y stakeholders en general. -Conocer las normativas principales de seguridad laboral y la gestión de la misma en la empresa. - Saber aplicar correctamente herramientas de gestión de seguridad laboral en las relaciones con los trabajadores, administraciones y stakeholders en general.


- Comprender el impacto de las acciones de las empresas a nivel social, ambiental y económico, y conocer las principales líneas normativas asociadas a la responsabilidad social corporativa. - Identificar las sinergias existentes entre calidad, medioambiente, seguridad laboral, y responsabilidad social corporativa. Objetivos (Competencias específicas) - Conocer los conceptos básicos de la gestión integral de sistemas en la empresa. - Entender las utilidades de las herramientas de calidad, medioambiente, seguridad laboral y responsabilidad social como facilitadoras de una ventaja competitiva. - Ser capaz de detectar oportunidades de mejor en la relación con los stakeholders a través de la aplicación de herramientas de gestión integral de calidad, medioambiente, seguridad laboral y responsabilidad social. - Ser capaz de desarrollar una estrategia y política de gestión integral de calidad, medioambiente, seguridad laboral y responsabilidad social en la empresa. - Conocer las principales normas y estándares de referencia internacional en la gestión de la calidad, el medioambiente, la seguridad laboral y la responsabilidad social. - Trabajar en equipo. 5. Bloques temáticos en los que se organiza la asignatura Los temas que se abordaran en la asignatura serán:

• Gestión de calidad • Gestión del medioambiente • Gestión de la seguridad laboral • Gestión de la responsabilidad social corporativa

Al finalizar el módulo, el alumno participante dispondrá de unos conocimientos amplios de cómo aplicar herramientas y sistemas de calidad, medioambiente, seguridad y responsabilidad social en la empresa, que ayudarán a mejorar la competitividad global del negocio. 6. Enfoque metodológico para alcanzar los objetivos La metodología de trabajo se basa en un método interactivo y participativo por parte de los alumnos. Para ello, se combinarán exposiciones teóricas por parte del profesor con la resolución de ejercicios y casos prácticos, que se desarrollarán individualmente o en grupo, y que favorecerán al estímulo de aspectos críticos y metodológicos.

Enseñanza – Aprendizaje presencial (en Aula)

Enseñanza – Aprendizaje dirigido (fuera del aula)

Enseñanza – Aprendizaje autónomo (fuera del aula)

• Planificación de la asignatura:

programa, apuntes y bibliografía • Exposición de los temas por el

profesor • Repasos al inicio de clase • Resolución de dudas: temas,

lecturas y boletines de ejercicios • Debates sobre los temas y

especialmente sobre las lecturas • Exámenes: 1 parcial y 1 final

• Preparación de clase mediante lectura de los temas

• Planificación de debates y comentarios mediante la preparación de las lecturas

• Comentarios y resolución de dudas por e-mail (tutorías virtuales)

• Lecturas: preparación y búsqueda de información complementaria

• Estudio personal • Preparación de comentarios y

debates • Exámenes, organización de apuntes

y material complementario • Tutorías libres y voluntarias

+ Protagonismo del profesor Protagonismo del alumno +

Horas de trabajo presencial Horas de trabajo dirigido Horas de trabajo autónomo 58 28 42


La documentación de la asignatura que se indica más adelante se pondrá a disposición del alumno mediante:

Fotocopias Campus virtual e-mail Guía de la asignatura No Sí Bajo demanda Apuntes Bajo demanda Si Bajo demanda Ejercicios No Sí Bajo demanda Lecturas para comentar en clase. No Sí Bajo demanda

Para acceder al campus virtual es necesario utilizar el nombre de usuario y la contraseña que podéis solicitar los matriculados en la asignatura a los coordinadores. 7. Evaluación del nivel de alcance de los objetivos La nota final de esta asignatura vendrá determinada por:

• Examen parcial 30% • Examen final 30% • Ejercicios 20% • Trabajo de curso 20%

PROGRAMA Bloque I: Gestión de la Calidad • Calidad, conceptos básicos • Aspectos normativos del sistema de gestión de calidad: normas ISO 9000 • Herramientas de calidad: planificación, control y mejora • El sistema de gestión de la calidad: política de calidad, diseño, implantación y mantenimiento Bloque II: Gestión del Medioambiente • Medioambiente, conceptos básicos • Aspectos normativos del sistema de gestión de medioambiente: normas ISO 14000 y EMAS • Herramientas de medioambiente: gestión de residuos, valorización de residuos, la declaración de

residuos, ... • El sistema de gestión de medioambiente: política medioambiental, diseño, implantación y

mantenimiento Bloque III: Gestión de riesgos laborales y RSC • La prevención de riesgos laborales, principios básicos, y la Ley PRL • Aspectos normativos del sistema de gestión de riesgos laborales: norma OHSAS 18000 • Herramientas de prevención de riesgos laborales: técnicas preventivas globales, evaluaciones de

riesgos e informes de accidente • El sistema de gestión de riesgos laborales: política de seguridad, diseño, implantación y

mantenimiento • La RSC en el contexto global BIBLIOGRAFIA de la asignatura ISO 9001:2008. Quality management systems – Requirements ISO 14001:2004. Environmental management systems - Requirements with guidance for use OHSAS 18001:2007. Occupational Heath and Safety management systems – Requirements UNE 66177. Guía para la integración de los sistemas de gestión ISO (2008). The integrated use of management system standards Vintró, C.. Ingeniería de la calidad. Bubok Publishing.



Introduction to International Relations

Syllabus

Professor: Brenna Kelly Henderson

Risk and Security 2016-2017 70

Introduction to International Relations Syllabus


Name: Introduction to International Relations

Email: [email protected]

Department Academic



MATERIA MA13 N Assig Nª ECTS Asignatura Derecho COMPETENCIAS GENÉRICAS

Inglés Comunicación oral y escrita 1 Trabajar equipo interdisciplinar Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas Entender organización empresa 1 Complejidad fenómenos económicos y sociales, la tecnología

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización 1 Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales Información relevante empresa Funcionamiento Inst Ec con modelos formales TIC 1 Análisis de los problemas con herramientas avanzadas

Description of Academic Skills [CECO-1] Learning to identify the main actors and the structural influences on international politics [CECO-2] Mastering the specific language of international relations and developing critical analysis skills [CECO-3] A working knowledge of international law and the principles, norms and conventions that govern the international community [CECO-4] Identify and evaluate areas of international conflict and tension. [CECO-5] Understanding of the history and development of the Nation State and its central role in International Relations [CECO-6] Acquire sufficient knowledge so as to apply concepts of International Relations to other areas of international strategic interest such as business and economics.


[CECO-7] Acquire strong analytical academic essay writing skills. CECO-8] Apply the methods and techniques International Relations to policy paper writing [CECO-9] Team work and workshop skills. 2. Learning outcomes

This subject is an introduction to the history, theory and institutions of International Relations. The subject will analyse the evolution of the international system of states, the role of multilateral organizations such as the United Nations, The European Union or The World Trade organization and will analyse globalization and the multilateral frame work of international trade and economic agreements. Students will study theories like realism, liberalism and critical and normative approaches to international theory and explore how different theories of International Relations shape contemporary debates and will finally look at modern questions of legitimacy in international organizations and the future of democratizing global governance. [RMAR-1] A strong understating of the history of International Relations [RMAR-2] Knowledge of the various theories and schools thought relating to International Relations [RMAR-3] Working knowledge of relevant bilateral and multilateral international treaties [RMAR-4] Ability to apply the theories and basic concepts of International Relations to global politics [RMAR-5] Strong understanding of current affairs and emerging trends in international politics 3. Areas of knowledge

The course will cover the following areas:

10. History: From the Peace of Westphalia to the United Nations 11. Realism: Hard power and the state 12. Liberalism: Soft power and cooperation 13. Critical and normative: Alternative views on IR 14. International trade and Globalisation: WTO and IMF 15. Multilateral Trade Agreements: TTIP and CETA. 16. The European Union and the future of democratizing global governance. 17. The Future of IR in a post-Cold War world.

4. Methodology & Assessment

4. Analysis of IR problems and case studies 5. Textbook and readings guided classroom discussions and lectures 6. Preparation of group and individual presentations


7. Team presentations 30% 8. Final Exam 50%


9. Participation 20%

Participation and class activities include: 1. Participation in discussions. 2. Continuous assessment in class (individual and team exercises). 3. Delivery of cases (see below). Cases 1. There will be case studies to be discussed throughout the course. 2. The case analysis (printed, 2 maximum pages, Times New Roman, font size = 12, space between lines = 1.5) must be submit before the relevant discussion session via Blackboard or by email in the case you are not able to come to class. Team presentations

Teams will be assigned with a topic to be presented on class. Presentations must include the following sections: Section I: Theoretical presentation (introduction, development, conclusion). Time allocated to this section: 20 to 25 minutes. Section II: Application section. In this section the team is responsible for developing a learning activity such as a mini-case study, a debate or a workshop, which involves the entire class. Time allocated to this section: 30 to 35 minutes. In total presentation must last ONE HOUR.

Final Exam Will consist of an open discussion essay question. The materials of the course will be uploaded in the BlackBoard Platform.

5. Bibliography

Baylis, J., Smith, S., & Owens, P. (Eds.). (2014). The globalization of world politics :

an introduction to international relations (Sixth edit). Oxford, United Kingdom : Oxford University Press.

Bosco, D. L. (2009). Five to rule them all : the UN Security Council and the making

of the modern world. Oxford : Oxford . Reynolds, D. (2000). One world divisible : a global history since 1945 (1st ed.).

New York: New York : W.W. Norton. Shapiro, I. (2014). Charter of the United Nations : together with scholarly

commentaries and essential historical documents. (I. Shapiro & J. Lampert, Eds.). New Haven: New Haven : Yale University Press.

WTO. (2016). Understanding the WTO - The GATT years: from Havana to Marrakesh. Retrieved January 31, 2016, from https://www.wto.org/english/thewto_e/whatis_e/tif_e/fact4_e.htm



Risk and Security Syllabus



Risk and Security Syllabus


Name: Risk and Security

Academic course: 2016-2017

Study Abroad

Email: [email protected]

Department Academic Professor: Brenna Kelly Henderson English ECTS: ???? Credits

MATERIA MA13 N Assig Nª ECTS Asignatura Derecho COMPETENCIAS GENÉRICAS

Inglés Comunicación oral y escrita 1 Trabajar equipo interdisciplinar Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas Entender organización empresa 1 Complejidad fenómenos económicos y sociales, la tecnología

COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización 1 Relevancia información empresa Elaborar informes Diseñar proyectos de gestión global o funcionales Información relevante empresa Funcionamiento Inst Ec con modelos formales TIC 1 Análisis de los problemas con herramientas avanzadas

Description of Academic Skills [CECO-1] Learning to identify the main actors and the structural influences on international politics [CECO-2] Mastering the specific language of international relations and developing critical analysis skills [CECO-3] A working knowledge of international law and the principles, norms and conventions that govern the international community [CECO-4] Identify and evaluate areas of international conflict and tension.


[CECO-5] Understanding of the history and development of the Nation State and its central role in International Relations [CECO-6] Acquire sufficient knowledge so as to apply concepts of International Relations to other areas of international strategic interest such as business and economics. [CECO-7] Acquire strong analytical academic essay writing skills. CECO-8] Apply the methods and techniques International Relations to policy paper writing [CECO-9] Team work and workshop skills.

2. Learning outcomes This subject is an introduction to security and risk analysis in the context of international relations. The first part of the course will analyse the changing nature of security threats with particular attention to climate change, international terrorism, failed states, pandemics and migration. Students will undertake case studies of particular global flashpoints and look at the role of states and multilateral organizations when dealing with crisis situations. In the second part of the course students will analyse the risks to global commerce posed by security threats. This will be done via the detailed analysis of the findings of the various international organization that provide yearly reports on global risk such as the World Economic Forum or the International Monetary Fund.

3. Areas of knowledge

The course will cover the following areas:

18. Security: New Security vs. Old Security 19. Climate Change 20. International terrorism 21. Failed States 22. Pandemics 23. Migration 24. Risk and investment: From Davos to the street 25. Risk Analysis: WEF, IMF, OECD

4. Methodology & Assessment 7. Analysis of Flashpoints and case studies 8. Textbook and readings guided classroom discussions and lectures 9. Preparation of group and individual presentations



Participation and class activities include: 1. Participation in discussions. 2. Continuous assessment in class (individual and team exercises). 3. Delivery of cases (see below).


Cases 1. There will be case studies to be discussed throughout the course. 2. The case analysis (printed, 2 maximum pages, Times New Roman, font size = 12, space between lines = 1.5) must be submitted before the relevant discussion session via Blackboard or via email should a student be unable to attend the class. Team presentations

Teams will be assigned with a topic to be presented on class. Presentations must include the following sections: Section I: Theoretical presentation (introduction, development, conclusion). Time allocated to this section: 20 to 25 minutes. Section II: Application section. In this section the team is responsible for developing a learning activity such as a mini-case study, a debate or a workshop, which involves the entire class. Time allocated to this section: 30 to 35 minutes. In total presentation must last ONE HOUR.

Final Exam Will consist of an open discussion essay question. The materials of the course will be uploaded in the Black Board Platform.

5. Bibliography Adamson, F. B. (2006). Crossing Borders: International Migration and National

Security. International Security, 31(1), 165–199. http://doi.org/10.1162/isec.2006.31.1.165

Baylis, J., Smith, S., & Owens, P. (Eds.). (2014). The globalization of world politics : an introduction to international relations (Sixth edit). Oxford, United Kingdom : Oxford University Press.

Falkner, R. (2013). The handbook of global climate and environment policy. (R. Falkner, Ed.). Chichester: Chichester.

Newman Edward. (2009). Failed States and International Order: Constructing a Post-Westphalian World. Contemporary Security Policy, 30(3), 421–443. http://doi.org/10.1080/13523260903326479

Reynolds, D. (2000). One world divisible : a global history since 1945 (1st ed.). New York: New York : W.W. Norton.



Ética y modelo de negocio

Professor: Luis Seguí


Descripcióngeneral Nombre: Ética en los Negocios y Modelos de Negocio

Centro docente: EAE

Departamento académico:

Área de Economía

Créditos ETCS: 6

Titulación: Grado de Administración y Dirección de Empresas

Curso: cuarto

Idioma de impartición: Castellano/inglés

Código:

Tipo de asignatura:

Opctativa

Profesorado

Responsable: Luis Alberto Seguí Amórtegui

Objetivos: En un mundo cada vez más globalizado, el realizar negocios conlleva una serie de complicaciones, entre ellas las derivadas de la ética empresarial. Cada país o región del mundo tiene su cultura y sus formas de hacer las cosas, cuestiones que conllevan muchas veces conflictos éticos o morales relacionados con el bien hacer de las empresas. Durante este curso el alumno analizará, reflexionara y emitirá un juicio sobre los diferentes aspectos relacionados con la ética empresarial en los diferentes ámbitos de una empresa.


Competencias de la titulación a las que contribuye la asignatura MATERIA OPTATIVA N Assig 1 Nª ECTS 6 Asignatura Ética en los Negocios y Modelo de Negocios

COMPETENCIAS GENÉRICAS

Inglés

Comunicación oral y escrita

Trabajar equipo interdisciplinar 1

Gestionar de datos

Limitaciones conocimiento y competencias

obstáculos y oportunidades

Entorno social 1

Análisis problemas

Entender organización empresa 1

Complejidad fenómenos económicos y sociales, la tecnología 1


Dirigir, gestionar y administrar organización, 1

Iniciativas de negocio 1

Gestionar el talento y la innovación 1

Integrarse en organización 1

Relevancia información empresa

Elaborar informes

Diseñar proyectos de gestión global o funcionales

Información relevante empresa

Funcionamiento Inst Ec con modelos formales

TIC

Análisis de los problemas con herramientas avanzadas


Competencias:

Básicas CB2 - Que los estudiantes sepan aplicar sus conocimientos a su trabajo o vocación de una forma profesional y posean las competencias que suelen demostrarse por medio de la elaboración y defensa de argumentos y la resolución de problemas dentro de su área de estudio. CB4 - Que los estudiantes puedan transmitir información, ideas, problemas y soluciones a un público tanto especializado como no especializado.

Generales G3 - Desarrollar la capacidad de empatizar, adaptarse, trabajar y liderar grupos internacionales y multiculturales, interdisciplinarios, competitivos, cambiantes y complejos y entender y aplicar el concepto de network. G4 - Desarrollar el sentido y compromiso moral y ético en el ámbito empresarial y de los negocios y de respeto hacia cuestiones de género, medio ambiente y seguridad en la empresa. G7 - Transferir los conocimientos adquiridos en el proceso de formación y adaptarlos a situaciones reales.

Trasversales T1 - Actuar con espíritu y reflexión críticos ante el conocimiento en todas sus dimensiones, mostrando inquietud intelectual, cultural y científica y compromiso hacia el rigor y la calidad en la exigencia profesional. T3 - Interactuar en contextos globales e internacionales para identificar necesidades y nuevas realidades que permitan transferir el conocimiento hacia ámbitos de desarrollo profesional actuales o emergentes, con capacidad de adaptación y de autodirección en los procesos profesionales y de investigación. T5 - Ejercer la ciudadanía activa y la responsabilidad individual con compromiso con los valores democráticos, de sostenibilidad y de diseño universal a partir de prácticas basadas en el aprendizaje, servicio y en la inclusión social. T7 - Llegar a ser el actor principal del propio proceso formativo en vistas a una mejora personal y profesional y a la adquisición de una formación integral que permita aprender y convivir en un contexto de diversidad lingüística, con realidades sociales, culturales y económicas diversas.


Especificas E5 - Conocer el contexto cultural, social, geopolítico y legislativo de las distintas economías mundiales como base para el desarrollo de los negocios. E6 - Valorar los cambios que se producen en el contexto de los diferentes acuerdos internacionales y que afecten a las relaciones económicas de los distintos países y la actividad de las empresas en negocios. E8 - Identificar los entornos económico, cultural, político, legal, demográfico y tecnológico que pueden representar oportunidades y amenazas para el desarrollo de la actividad en negocios. E12 - Adaptar las distintas técnicas de comunicación y negociación en función del interlocutor y definir un objetivo claro a comunicar o negociar. E13 - Afrontar y entender la cultura y el ambiente empresarial y proponer soluciones reales a problemas concretos en la gestión de las personas de la organización.

Resultados de aprendizaje: R1.- Aplica los principios rectores de la actividad ética empresarial con compromiso y responsabilidad. R2.- Comprende y transmite adecuadamente los valores empresariales más representativos de un comportamiento ético en negocios. R3.- Resuelve adecuadamente casos prácticos de conflictos de intereses de base ética en los negocios. R4.- Plantea intervenciones en coherencia a los valores democráticos y de sostenibilidad mostrando respeto a los derechos fundamentales de las personas. R5.- Argumenta sólidamente las soluciones propuestas a los conflictos éticos que se plantean en el desarrollo de un plan de expansión en negocios, en cada una de las áreas funcionales de la empresa. R6.- Actúa en las situaciones habituales y las que son propias de la profesión con compromiso y responsabilidad.


Programa Tema 1: DIMENSIÓN ÉTICA DE LA ACTIVIDAD EMPRESARIAL 1.1. La ética como dimensión intrínseca a toda realidad humana 1.2. Las dimensiones organizacional y social de la ética 1.3. Los fines de la empresa y su dimensión ética

Tema 2: LA EMPRESA EN LA ECONOMÍA 2.1. La dimensión ética de la actividad económica 2.2. Reflexión ética sobre el mercado

Tema 3: LA RESPONSABILIDAD SOCIAL DE LA EMPRESA 3.1. La empresa como organización 3.2. El impacto de la globalización económica y de la sociedad del conocimiento 3.3. La cultura de las organizaciones 3.4. La Responsabilidad Social de la Empresa 3.5. Enfoque stakeholder y RSE

Tema 4: LOS INSTRUMENTOS DE LA ÉTICA Y LA RSE EN LA EMPRESA 4.1. Institucionalizar la ética en la empresa 4.2. Dos enfoques de la institucionalización de la ética 4.3. Algunos instrumentos de institucionalización de la ética en la empresa 4.4. Los códigos de empresa 4.5. Referentes éticos externos

Tema 5: LA EMPRESA, SUS ACCIONISTAS Y DIRECTIVOS 5.1. Los accionistas 5.2. El problema principal-agente 5.3. Agentes implicados en el Gobierno Corporativo 5.4 El Gobierno Corporativo en la sociedad mercantil: Las funciones de los Consejos

de Administración 5.5. El proceso directivo y sus implicaciones éticas 5.6. Siete principios éticos para la acción

Tema 6: LA EMPRESA Y LOS TRABAJADORES 6.1. trabajo y derecho al trabajo en la sociedad moderna 6.2. Las relaciones empresa-trabajadores: los derechos de los trabajadores 6.3. Las relaciones empresa-trabajadores: negociación y conflicto 6.4. trabajo y derecho al trabajo en la sociedad postindustrial y en el marco de la

globalización 6.5. La gestión de la movilidad y de la diversidad cultural

Tema 7: LA EMPRESA Y LOS USUARIOS Y CONSUMIDORES


7.1. La responsabilidad del productor por su producto 7.2. El consumidor y sus derechos 7.3. El precio 7.4. Marketing y publicidad 7.5. La defensa del consumidor 7.6. El comercio justo

Tema 8: LA EMPRESA, SUS PROVEEDORES Y COMPETIDORES 8.1. Relaciones de mercado 8.2. Relaciones con los proveedores 8.3. Relaciones con los competidores

Tema 9: LA EMPRESA Y LA ADMINISTRACIÓN PÚBLICA 9.1. El papel del Estado en la economía 9.2. Coordenadas básicas de una ética fiscal 9.3. La relación de la empresa con el Estado

Tema 10: LA EMPRESA Y EL MEDIO AMBIENTE 10.1. Hacia una sensibilización en temas medioambientales 10.2. Las dimensiones más significativas del problema ecológico 10.3. La responsabilidad de la empresa en relación con el medio ambiente 10.4. Hacia un replanteamiento más de raíz Tema 11: LA GLOBALIZACION 11.1. Guerra económica y comunidad internacional 11.2. Mercado Internacional y justicia 11.3. Aspectos éticos de la globalización 11.4. Ética universal de la cooperación y la solidaridad

Sistemadeevaluación: Habrá dos exámenes parciales que tendrán un valor del 50% de la nota final, el 50% restante se obtendrá del trabajo grupal, la exposición oral del trabajo en grupo y de la participación en clase.

NF = 0.25 (EP1) + 0.25 (EP2) + 0.2 (TG) + 0.20 (ETG) + 0.10 (PC) Donde: NF= Nota Final EP1= Primera Evaluación Parcial EP2= Segunda Evaluación Parcial TG= Trabajo en grupo ETG= Exposición del Trabajo en grupo PC= Participación en Clase Importante: es condición obligatoria para aprobar la asignatura dos condiciones:

a) Que la nota media de los dos parciales sea superior a 50. b) La presentación del Trabajo en grupo.

Metodología:


La asignatura es presencial y combina los conocimientos teóricos con su puesta en práctica. A lo largo de las sesiones de clase, el profesor expondrá contenidos del programa mediante el uso de diferentes metodologías de aprendizaje, además de efectuar actividades formativas en grupo para complementar y poner en práctica los conocimientos adquiridos. Asimismo, los alumnos deberán realizar actividades individuales durante las horas de trabajo personal. Por otra parte, durante las horas de trabajo personal, los alumnos realizarán por grupos un trabajo final de la asignatura que deberán exponer al final del periodo lectivo de la misma. Para ello, los alumnos dispondrán de horas de tutoría con el profesor a fin de supervisar y encaminar el desarrollo del proyecto. Por último, se recomienda al alumno que dedique cada semana, unas horas de trabajo personal a esta asignatura para poder ir consolidando los conocimientos adquiridos en cada uno de los temas. Este trabajo personal consistirá en realizar un repaso de los aspectos teóricos tratados en clase y complementarlos con la bibliografía básica.

Bibliografíabásica Título Ética y responsabilidad empresarial / Ildefonso Camacho Laraña ... [et al.] Publicación/producción Bilbao : Desclée de Brower, 2013 Autor adicional Camacho, Ildefonso ISBN 9788433026163



Global Entrepreneurship



16. Course description

Name: Global Entrepreneurship Grado en ADE / Studya Abroad Code: Elective Coordination: Andrés de Andrés / Albert Arisó Professor: José Luis Marin Arandía / Maika Valencia English ECTS: 6

Introduction

Starting and managing a new business is a risky albeit potentially rewarding undertaking. The complexity and challenges (as well as the potential payoffs) facing entrepreneurs and business managers vary across different countries and are even greater when their business ventures are international in scope. This course addresses the issues specific to international venturing including search and identification of opportunities in foreign markets, logistics of international business expansion, cross-cultural business communication, international sourcing, international deal-making and networking.

17. Competencias con las que está relacionada la materia OAE y la asignatura

MATERIA MA12 N Assig 2 Nª ECTS 12 Asignatura Empresa COMPETENCIAS GENÉRICAS Inglés Comunicación oral y escrita Trabajar equipo interdisciplinar Gestionar de datos Limitaciones conocimiento y competencias obstáculos y oportunidades Entorno social Análisis problemas 1 Entender organización empresa 1 Complejidad fenómenos económicos y sociales, la tecnología COMPETENCIAS ESPECÍFICAS Dirigir, gestionar y administrar organización, 1 Iniciativas de negocio Gestionar el talento y la innovación Integrarse en organización 1 Relevancia información empresa Elaborar informes 1 Diseñar proyectos de gestión global o funcionales 1 Información relevante empresa 1 Funcionamiento Inst Ec con modelos formales


TIC Análisis de los problemas con herramientas avanzadas 1


CEP01- Dirigir, gestionar y administrar una empresa u organización, de acuerdo a su nivel de experiencia, entendiendo su posición competitiva e institucional e identificando sus fortalezas, debilidades y carencias.

CEP04- Integrarse en cualquier área funcional de la empresa y/o organización y desempeñar con profesionalidad cualquier labor de gestión asignada.

CEP06- Elaborar informes de asesoramiento sobre situaciones concretas de empresas y mercados

CEP07- Diseñar y liderar proyectos de gestión global o de áreas funcionales de la Empresa. CEP08- Identificar, analizar y gestionar las fuentes de información relevantes para la empresa y sus objetivos. CEP11- Aplicar el análisis de los problemas, criterios profesionales basados en la aplicación de técnicas y herramientas avanzadas.

18. Learning Outcomes: (Objetivos de aprendizaje de la asignatura) After taking this class, students should be able to: • Discuss the importance of international entrepreneurship and the global trends affecting the emergence of new international ventures (INVs) • Analyze the conditions for entrepreneurship in various countries • Identify main logistic issues regarding importing and exporting • Describe the challenges of cross-cultural issues in communication, international dealmaking and networking • Identify the cultural dimensions that distinguish different countries on work-related attitudes. • Analyze how different countries require different strategies. • Apply strategic theories and frameworks to organizations in a global context. • Integrate functional areas into strategic business problems from a general management perspective • Identify possible sources and characteristics of viable business opportunities in international context. • Develop alternative business concepts for pursuing viable opportunities.


Methodology and assessment The learning experience is based on a range of teaching methods that seek to foster your understanding of the entrepreneurial process and the development of your entrepreneurial skills, such as case discussions, theoretical presentations, self-directed learning based on recommended readings, role plays and teamwork. Further, the integrative nature of the course allows bringing together and connecting concepts and insights you have learnt in other courses, such as strategic management, marketing, operations, finance and human resources, among others. You will have the opportunity to develop through the course your own Business Project for an international new venture in teams. This project will be built and presented in a Blog or making use of other IT resources that helps you to communicate better your business plan. You can choose both your team members and the business ideas to work on. Assessment breakdown:

13. Class activities 20% 14. Team presentations 20% 15. Final project and presentation 40% 16. Final Exam 20%

Team presentations

Different presentations about the evolution of the project will take place in the course. Each team has to present to the group different topics about their project during the course, built from previous exercises and validation of their business opportunity. Final project: At the end of the course each team will present their Business Project developed through the course. During the course, in specific sessions, all teams will have to present the progress of their Business Projects. It can be done using a public blog (Wordpress) or any other communication tool. Additional to this, a final presentation must be elaborated (power point or prezzi) in order to show your final results.

Bibliography 1. Suggested Background Readings

a. Gandhi, Neal. Born Global. Hothive books. 2009. UK. b. James F.Foley. The Global Entrepreneur: Taking Your Business

International. 1999. 2nd edition. By Jamric Press International. ISBN: 1-57410-124-2

c. Lumsdaine, E; Binks, M. Entrepreneurship from creativity to innovation. Trafford Publishing. 2007.

d. Timmons, J.A. and Spinelli, S. 2007. New Venture Creation: Entrepreneurship for the 21st century. Boston: Irwin/McGraw-Hill.

2. The materials of the course will be uploaded in the BlackBoard

Platform.

2.1 Cases

Cases must be prepared in advance for class discussion and students must submit writing report based on their analysis.

2.2 On-line resources http://www.businessmodelgeneration.com/ the website of the Business Model Canvas (Alexander Osterwalder) http://steveblank.com/tools-and-blogs-for-entrepreneurs/ the website of Steve Blank author of “The four steps to epiphany”. http://theleanstartup.com/ the website of the Eric Ries’ approach to creating & managing start-ups.


http://www.barcelonactiva.es – the website of the Local Development Agency of Barcelona City Council (Entrepreneur’s attention service) http://www.evca.com – European Private Equity and Venture Capital Association htpp://www.fastcompany.com – the internet home of Fast Company Magazine featuring innovative ideas, people, and companies http://money.cnn.com – the Internet home of Fortune, Business 2.0 http://www.bplans.com – resources on business plans http://www.internationalentrepreneurship.com

grado ade / optativas / elective / study abroadmarketing.eae.es/docs/guias_optativas_4_ade.pdf ·...

Documents