Type A
|
Code |
Competences Specific | | A4 |
Understand the nature of companies or other private or public institutions and how they work. They are also familiar with their functional areas, and understand their competitive and institutional field and strategic dimension.
|
| A6 |
Draw up projects about overall management or the functional areas of a company that reflect their ability to identify and carry out business initiatives.
|
Type B
|
Code |
Competences Transversal | | B1 |
Learning to learn |
Type C
|
Code |
Competences Nuclear | | C3 |
Be able to manage information and knowledge |
Type A
|
Code |
Learning outcomes |
| A4 |
Take coherent and correct decisions using information about a company and its competitors.
Be able to analyse the effects of different decisions.
| | A6 |
Describe the most appropriate decision making techniques for each type of problem in each area of operation, or a company as a whole.
Appropriately manage team decision taking.
|
Type B
|
Code |
Learning outcomes |
| B1 |
Put into practice the approaches, methods and experiments put forward by the teaching staff in a disciplined fashion.
Adapt the learning objectives put forward by the teaching staff.
Have an overview of the various theories and methodologies of a subject.
|
Type C
|
Code |
Learning outcomes |
| C3 |
Locate and access information effectively and efficiently.
Critically evaluate information and its sources, and add it to their own knowledge base and system of values.
|
Topic |
Sub-topic |
Part I: BASIC FOUNDATIONS FOR DECISION-MAKING |
|
1. Conceptual framework |
1.1. Decision-making concepts and definitions
1.2. Types of decisions
1.3. The decision-making process
1.4. Corporate information systems
1.5. Decision-making within teams
|
2. Decision-making models |
2.1. Decision-making models
2.2. Bounded rationality and information asymmetries
2.3. The decision array: Decision-making in certain, risky and uncertain environments
2.4. Adding information in the decision-making process
|
Part II: DECISION-MAKING TECHNIQUES |
|
Tema 3. Decision-making in companies I |
3.1. Sequential and multi criteria decisions
3.2. Electra I i II
3.3. Decision-making with graph support: Pattern
3.4. Decision-making with graph support: CPE
|
Tema 4. Decision-making in companies II |
4.1. Project management
4.2. Waiting queue theory
4.3. Stocks management |
Methodologies :: Tests |
|
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
Introductory activities |
|
2 |
2 |
4 |
Lecture |
|
20 |
36 |
56 |
Problem solving, exercises in the classroom |
|
30 |
50 |
80 |
Personal attention |
|
2 |
0 |
2 |
|
Multiple-choice objective tests |
|
2 |
0 |
2 |
Practical tests |
|
2 |
0 |
2 |
Practical tests |
|
2 |
0 |
2 |
Mixed tests |
|
2 |
0 |
2 |
|
(*) On e-learning, hours of virtual attendance of the teacher. (**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
Methodologies
|
Description |
Introductory activities |
Introduction of the course, assessment, learning outcomes, contents, methodologies and planning |
Lecture |
Theoretical development about the main decision-making techniques |
Problem solving, exercises in the classroom |
Practical exercices on decision-making applied to companies |
Personal attention |
Solving doubts of students |
Description |
The professors of the course will offer the students a weekly attention schedule, to resolve doubts related to the development and learning of the course. Secondly, the Moodle Virtual Campus Doubts Forum will be available, also to share doubts and clarifications. Finally, students will be able to contact professors through the URV email |
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
Mixed tests |
|
Final exam of theoretical and practical contents |
60% |
Multiple-choice objective tests |
|
Test on Themes 1 and 2 |
10% |
Practical tests |
|
Practical exercises on Theme 3 |
15% |
Practical tests |
|
Practical exercises on Theme 4 |
15% |
Others |
|
|
|
|
Other comments and second exam session |
In the second call, the final grade will be the maximum that results between: (A) Grade obtained in the continuous assessment tests carried out during the course (40%) and the grade obtained in the final test of the second call (60%). (B) Qualification obtained in the final test of the second call (100%). In case of not carrying out the continuous evaluation, the evaluation in the second call will be only through the final exam, which will have a weight in the final grade of 100%. The student who does not take the final exam will obtain a grade of Not Presented. The use of electronic communication and data transmission devices will not be allowed during the tests. |
Basic |
|
Basic references:- Córdoba Bueno, M. (2004), Metodología para la Toma de Decisiones, Madrid: Delta.
- Díez de Castro, J., Redondo López, C. (1996), Administración de Empresas, Madrid: Pirámide.
- Leon, O.G. (1994), Análisis de Decisiones. Madrid: McGraw-Hill.
- Miranda, F.J., Rubio, S., Chamorro, A. BAñegil, T.M. (2005), Manual de Dirección de Operaciones. Madrid: Thomson.
- Chase, R.B., Jacobs, R., Aquilano, N.J. (2005), Administración de la Producción y Operaciones para una ventaja competitiva. Madrid: Mc Graw and Hill.
|
Complementary |
|
Bibliografia complementària: - Hammond, J.S., Keeney, R.L., Rafia, H. (2000), Decisiones Inteligentes, Barcelona: Gestión 2000.
- León, O.G. (2007), Tomar Decisiones Difíciles, Madrid: McGraw-Hill.
- Rajagolapan, N., Rasheed, A.M.A., Datta, D. (1993), “Strategic decision processes: Critical review and future directions”, Journal of Management, Vol. 19: 349-384.
- Schwenk, C. (1995), “Strategic decision making”, Journal of Management, Vol. 21: 471-493.
- Weill, P., Aral, S. (2007), “Cómo mejorar el rendimiento de las inversiones en TI”, Harvard Deusto Business Review, Vol. 154: 14-28.
- Ballou, R.H. (2004), Logística. Administración de la cadena de suministro. Ed. Prentice Hall - Pearson.
- Krajewski, L.,Ritzman, L., Malhotra, M. (2008), Administración
de operaciones. Procesos y cadenas de valor. Ed. Prentice Hall - Pearson.
|
Subjects that it is recommended to have taken before |
OPERATIONS MANAGEMENT/16214108 |
|
(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation. |
|