|
Type A
|
Code |
Competences Specific | | | A1.2 |
Analyse the dynamic interactions in complex environmental systems. |
| | A1.3 |
Provide scientific advice in the implementation of decisions and policies that are sustainable, environmentally friendly and foster energy saving and efficiency in accordance with the current legislation. |
| | A1.4 |
Understand and apply tools and strategies for the management and/or design of processes and products in the ambit of environmental and energy sustainability. |
|
Type B
|
Code |
Competences Transversal | | | B5.3 |
Apply new technologies and advances with initiative and entrepreneurial spirit and manage and use information in an efficient manner. |
| | B6.1 |
Apply ethical principles and social responsibility as a citizen and a professional. |
|
Type C
|
Code |
Competences Nuclear |
|
Type A
|
Code |
Learning outcomes |
| | A1.2 |
Analyse the competitive situation in a chemical company and take strategic decisions to improve its competitiveness.
| | | A1.3 |
Combine energy systems on the basis of environmental and economic concerns.
Understand mercantile and employment legislation.
| | | A1.4 |
Create and apply strategic marketing tools.
Understand and apply the concepts of production planning and logistical management.
Understand and apply the fundamentals of business management and its susbsystems.
Understand and apply the fundamentals of financial accounting.
|
|
Type B
|
Code |
Learning outcomes |
| | B5.3 |
Propose the application of cutting-edge technologies in the professional environment.
Draw up an action plan containing all of the internal and external elements needed to create a company.
| | | B6.1 |
Be aware of gender and other inequalities in their student and/or professional activity.
|
|
Type C
|
Code |
Learning outcomes |
| Topic |
Sub-topic |
| Business strategy |
Generation of ideas: development of ideas and innovation process
Types of companies
Business organization
Legality: labor, accounting and tax
Strategy design: mission, vision values, SWOT analysis, competitive advantage, strategic lines, objectives and action plan |
Management
|
Human resources: team management and leadership
Moving towards SDG 5 by integrating gender equality into company policies
Finances: how to obtain resources, feasibility plan
Marketing strategy: what is it, how to make it, audiences, channels and social networks
Logistics and supply chain management
Intellectual property and patents |
Business role in sustainability
|
SDG, Sustainable Development Goals
Corporate Social Responsibility (CSR)
Stakeholders
Evolution of the industry |
| Methodologies :: Tests |
| |
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
| Introductory activities |
|
1 |
2 |
3 |
| Lecture |
|
30 |
18 |
48 |
| Problem solving, exercises in the classroom |
|
5 |
5 |
10 |
| Seminars |
|
5 |
5 |
10 |
| Personal attention |
|
1 |
1 |
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 |
Activities designed to make contact with students, collect information from them and introduce the subject |
| Lecture |
Description of the contents of the subject. |
| Problem solving, exercises in the classroom |
Formulation, analysis, resolution and debate of a problem or exercise related to the topic of the subject. |
| Seminars |
In-depth work on a particular topic. Further discussion of the lecture content, which is linked to professional skills. |
| Personal attention |
Time that each teacher has to speak to students and resolve their doubts. |
|
Description |
|
The teacher has a time schedule to receive the estudients concern. Is recommendable to send an email in advanced to confirm the meeting review |
|
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
| Problem solving, exercises in the classroom |
|
Business case. Group project. |
40% |
| Seminars |
|
Participating in specific seminars meetings and prepare a report |
10% |
| Mixed tests |
|
|
50% |
| Others |
|
Final exam |
50% |
| |
|
Other comments and second exam session |
|
All the areas must be fulfilled to have the complete evaluation. The student that will not get the first convocatory approval, will have to go to the second one, that will be a specific exam |
| Basic |
|
Stephen. R.C., Higly Effective & Powerfull Personal, Simon & Schuster, 1990
Driker, P.F., Managing for the future, Butterworth Heinermann, 1993
Reinhold, V. N., Project Management & Tasks, International Thompson Publishing Co, 1996
Krause, D. G., The Arts of war for executives, Nicholas Brealey, 1998
Charney, Cy., The Instant Manager, Kogan Page, 1999
Blanchard, Carew & Parisi, The One Minute Manager. Build High Performing Teams, B. Training & Development, 1992
Obeng, Eddie, The Project Leader’s Secret Handbook, Financial Times, Pitman Publishing, 1994
Villeda, R., World Class Manufacturing, Villeda Consulting Group, 1993 |
| Complementary |
|
|
(*)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. |
|