Updated A.Y. 2020-2021
1. Intended Learning Outcomes
Knowledge and understanding
The course aims to provide undergraduate students with an exhaustive explanation of the classical principles of general management. In particular, the course takes an internationally acknowledged view on the discipline, in that it is based on the systemic approach to management.
Applying knowledge and understanding
At the end of the course, students:
1. will have gained both theoretical and practical competences about the main principles regarding general management to date;
2. will have gained appropriate competences on what decisions can ensure the sustainability of firms, in terms of both survival and growth processes over the long term.
The course will mostly focus its attention on the following teaching areas:
1. Management: Science, Theory, and Practice
2. Management and Society: The External Environment, Social Responsibility, and Ethics
3. Global, Comparative, and Quality Management
4. Essentials of Planning and Managing by Objectives
5. Strategies, Policies and Planning Premises
6. Decision Making
7. The Nature of Organizing, Entrepreneuring, and Reenginering
8. Managing Change through Manager and Organizational Development
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
3. Teaching Methods
Strongly inductive, the teaching approach is mainly featured by a strong practitioner input, through ‘live’ case discussions, combined talks with business experts, group presentations and software simulations (i.e. McGraw Hill Practice Operations Management).
4. Main Textbook
Koontz, H., Weihrich, H. (2017), Essentials of Management. An International, Innovation, and Leadership Perspective, McGraw-Hill Custom Publishing.
(In some cases, additional slides and teaching notes will be also uploaded on the course's website).
4.1. Additional Readings
Abatecola, G., Mandarelli, G., Poggesi, S. (2013), The Personality Factor. A Top Management Teams Make Decisions. A Literature Review, Journal of Management and Governance, 17(4), 1073-1100.
Cafferata, R. (2016), Darwinist Connections between the Systemness of Social Organizations and their Evolution, Journal of Management and Governance, 20(1), 19-44.
5. Course Evaluation (Evaluation range 1-4)
|Are the Exam Rules Clearly Defined?||3,7||3,8||3,7||3,7||3,5||3,3|
|Is the Class Timetable Respected?||3,7||3,8||3,7||3,8||3,7||3,8|
|Are the Office Hours Respected?||3,8||3,8||3,7||3,7||3,5||3,7|
|Are the Lectures Interesting?||3,7||3,7||3,5||3,4||3,3||3,6|
|Are the Explanations Clear?||3,7||3,7||3,5||3,4||3,3||3,6|
|Is the Working Load Appropriate to the Class Credits?||3,6||3,7||3,6||3,4||3,3||3,6|
|Are the Class Materials Appropriate?||3,6||3,6||3,5||3,5||3,3||3,5|
|Overall, Am I interested to this Class?||3,8||3,8||3,5||3,6||3,5||3,7|
|Overall, Am I Satisfied with this Class?||3,8||3,7||3,3||3,5||3,3||3,5|
Source: Teacher's elaboration on the yearly data collected, via anonymous questionnaires, by the Data Elaboration Center at the Tor Vergata University of Rome. Open comments available upon request.
Note: In the academic years 2014/15 and 2015/16 the subject was entitled Management and Organization.