| Competences |
| Type A | Code | Competences Specific |
| A1.1 | Apply knowledge of business managment to technology companies and their functional areas while taking into account the multidiscplinary and ill-defined nature of the process of scientific and technical innovation. | |
| A1.4 | Apply advanced methods of theoretical and empirical analysis to company decision-taking. | |
| A2.2 | Design and implement a human resources strategy that includes the management of human capital with social responsibility in the multidisciplinary ambit of a technological and industrial company. | |
| Type B | Code | Competences Transversal |
| B2.3 | Create an environment that fosters individual development. | |
| Type C | Code | Competences Nuclear |
| Learning outcomes |
| Type A | Code | Learning outcomes |
| A1.1 |
Analyse the multi-organisational and multi-level problems of a technology company from an advanced strategic perspective that is appropriate for a multidisciplinary and changing environment. | |
| A1.4 |
Apply the most appropriate technique to the taking of business decisions using a precise methodology to formulate judgements on the basis of incomplete or limited information in the context of a technological and industrial company. | |
| A2.2 |
Apply the different theories regarding corporate strategies in uncertain and changing global environments to the management of technological and industrial companies. | |
| Type B | Code | Learning outcomes |
| B2.3 |
Understand the tools used to create an environment that stimulates the individual development of the members of an organisation, taking into account the multidisciplinary nature of a technology company dedicated to the exploitation of innovation. | |
| Type C | Code | Learning outcomes |
| Contents |
| Topic | Sub-topic |
| 1. Industrial organization | |
| 2. Marketing | |
| 3. Supply chain management | |
| 4. Mercantile and labor legislation | |
| 5. Accounting and finance | |
| 6. Property rights and patents | |
| 7. Viability plan | |
| 8. R&D |
| Planning |
| Methodologies :: Tests | ||||||||||
| Competences | (*) Class hours |
Hours outside the classroom |
(**) Total hours | |||||||
| Introductory activities |
|
2 | 1 | 3 | ||||||
| Lecture |
|
15 | 5 | 20 | ||||||
| Case study |
|
5 | 5 | 10 | ||||||
| Forums of discussion |
|
5 | 5 | 10 | ||||||
| Supervision |
|
6 | 5 | 11 | ||||||
| Scientific and/or public events |
|
14 | 0 | 14 | ||||||
| Presentations / expositions |
|
10 | 0 | 10 | ||||||
| Personal tuition |
|
1 | 0.5 | 1.5 | ||||||
| Mixed tests |
|
4 | 10.5 | 14.5 | ||||||
| Oral tests |
|
4 | 15 | 19 | ||||||
| (*) 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 | Activities designed to make contact with students, collect information from them and introduce the subject. Description of the contents of the subject. Formulation, analysis, resolution and debate of a problem or exercise related to the topic of the subject. |
| Lecture | Teacher's exposition about the different subjects. |
| Case study | Study of different companies and their organization. |
| Forums of discussion | Discussion and debate about current and actual cases. |
| Supervision | Time in classroom for dealing with the semester project. |
| Scientific and/or public events | Visit to companies of the region. |
| Presentations / expositions | Exposition of the semester project. |
| Personal tuition | Time that each teacher has to speak to pupils and resolve their doubts. |
| Personalized attention |
| Description |
| The first day of classes students will receive information about how and when can they contact the professors to solve queries and questions of the subject. |
| Assessment |
| Methodologies | Competences | Description | Weight | ||||
| Mixed tests |
|
The students will take several assesments about all the contents of the subject. | 50% | ||||
| Oral tests |
|
The students will explain an actual case about some firm management. | 50% | ||||
| Others |
| Other comments and second exam session | |||
|
The second call assesment will consist on an a write test (50%) and a real case (50%). |
|||
| Sources of information |
| Basic |
Luís M. Cabral, Introduction to Industrial Organization, 2000, MIT Press
John R. Schermerhorn, Jr., Introduction to Managment, 12th, Wiley
Pizzey, A., Accounting and finance : a firm foundation, 2001, New York : Continuum.
Afuah, A., Innovation management : strategies, implementation and profits , 2003, New York: Oxford University Press |
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| Complementary | |||||||||
| Recommendations |
(*)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.