|
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. |
| | A2.1 |
Design strategies for exploiting innovation. |
|
Type B
|
Code |
Competences Transversal | | | B1.1 |
Communicate complex ideas effectively to all sorts of audiences. |
| | B2.1 |
Lead and define multidisciplinary teams that can respond to technical changes and management needs in national and international contexts and in poorly defined situations. |
| | B2.2 |
Provide purpose and direction. Influence and guide others in order to improve performance and achieve objectives. |
| | B2.4 |
Pool knowledge and recognise the difficulties inherent in making judgements and taking decisions on the basis of incomplete or limited information, especially when such decisions require reflection on the social and ethical responsibilities of professional practice |
|
Type C
|
Code |
Competences Nuclear |
|
Type A
|
Code |
Learning outcomes |
| | A1.1 |
Understand the importance of placing innovation at the centre of the entrepreneurial process in a technology company.
| | | A2.1 |
Interpret the management of innovation in terms of processes.
Establish organisational structures that encourage innovation processes in companies.
|
|
Type B
|
Code |
Learning outcomes |
| | B1.1 |
Use the techniques of non-verbal communication and the expressive resources of the voice to make a good oral presentation.
Construct a discourse that is structured, clear, cohesive, rich and of the appropriate length, and which can transmit complex ideas.
Produce a persuasive, consistent and precise discourse that can explain complex ideas and effectively interact with the audience.
Produce quality texts that have no grammatical or spelling errors, are properly structured and make appropriate and consistent use of formal and bibliographic conventions.
Draw up texts that are structured, clear, cohesive, rich and of the appropriate length, and which can transmit complex ideas.
Draw up texts that are appropriate to the communicative situation, consistent and persuasive.
| | | B2.1 |
Identify and explain key bahaviours for promoting continual improvement and innovation within the organisation.
| | | B2.2 |
Identify and explain key behaviours to maximise the potential of the individuals in the organisation.
| | | B2.4 |
Identify and describe the elements that constitute an excellent management system.
|
|
Type C
|
Code |
Learning outcomes |
| Topic |
Sub-topic |
| Introduction to leadership and change management. |
Leadership in the 21st century
The roles in change processes
Organizational design and behavior
|
| Change management methodology |
Human aspect of change
Stages of implementation
|
| Psycho-social factors. |
Reactions to change and possible resistances
Stress and anxiety management tactics
Organizational psychology, organizational behavior
|
| Methodologies :: Tests |
| |
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
| Introductory activities |
|
1 |
0 |
1 |
| Lecture |
|
19 |
23 |
42 |
| Practical cases/ case studies |
|
9 |
22 |
31 |
| Personal attention |
|
1 |
0 |
1 |
| |
| |
(*) 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 to the subject: purpose, objectives, working plan, and assessment method. |
| Lecture |
Lectures on the subjec's content and workplan |
| Practical cases/ case studies |
Analysis of case studies and oral presentation of the conclusions drawn. |
| Personal attention |
Tutoring of students according to the schedule that will be timely communicated. |
|
Description |
|
Mandatory classroom |
|
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
| Practical cases/ case studies |
|
Case study/teamwork & presentation |
80 |
| Others |
|
Class presence and participation |
20 |
| |
|
Other comments and second exam session |
|
Attendance of class is mandatory. The basis for the marks is a team presentation (individual absence on the day of exam/presentation has to be absorbed by the team). In the second call, the class presence and participation marks will be maintained (accounting for 20%), and the second call assignment a proposed case study will account for the remaining 80%. |
| Basic |
John P. Kotter, Leading Change, 2012, Harvard Business School Press
|
Yves Morieux: As work gets more complex, 6 rules to simplify https://archive.org/details/YvesMorieux_2013S |
| Complementary |
Dennis N. T, Leading at the Edge, , Perkins
ASIN: B0088EDNMM, Shackleton, ,
Yves Morieux, Six Simple Rules, How to Manage Complexity without Getting Complicated, ,
G.A. Rummler, A.P. Brache, Improving Performanc, ,
John P. Kotter, Leading change, 2012, Harvard Business Shool press
|
|
(*)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. |
|