EN
IT
Obiettivi Formativi
OBIETTIVI FORMATIVI:
Il corso mira a fornire, agli studenti di laurea triennale, una spiegazione esaustiva ed
aggiornata dei principi classici dell'economia e gestione delle imprese.
CONOSCENZA E CAPACITÀ DI COMPRENSIONE:
Dati gli obiettivi formativi, il corso assume una prospettiva internazionale sull'economia e
gestione delle imprese largamente riconosciuta oggi, che è quella dell'approccio sistemico.
CAPACITÀ DI APPLICARE CONOSCENZA E COMPRENSIONE:
Al temine del corso gli studenti:
1. avranno acquisito competenze teorico-pratiche circa gli attuali principi generali
dell'economia e gestione delle imprese;
2. avranno acquisito competenze appropriate su quali decisioni possono aumentare le
possibilità di adattamento delle imprese, in termini di sopravvivenza o sviluppo
dimensionale.
AUTONOMIA DI GIUDIZIO:
Al termine del corso gli studenti avranno acquisito competenze in termini di valutazione
della sostenibilità delle performance aziendali.
ABILITÀ COMUNICATIVE:
Al termine del corso gli studenti avranno acquisito competenze su come effettuare
presentazioni aziendali in pubblico.
CAPACITÀ DI APPRENDIMENTO:
Al termine del corso gli studenti avranno acquisito competenze su come apprendere
attraverso un approccio misto "teoria-pratica".
Learning Objectives
LEARNING OUTCOMES:
The course aims to provide undergraduate students with an exhaustive explanation of the
classical principles of general management.
KNOWLEDGE AND UNDERSTANDING:
Given its learning outcomes, 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.
MAKING JUDGEMENTS:
At the end of the course, students will have gained competences in terms of evaluating the
sustainability of business performance.
COMMUNICATION SKILLS:
At the end of the course, students will have gained competences on how to perform public
corporate presentations.
LEARNING SKILLS:
At the end of the course, students will have gained competences on how to learn through
a "theory and practice" mixed approach.
Programma
Il corso si concentrerà principalmente sulle seguenti aree tematiche:
1. Management: Scienza, teoria e pratica
2. Management e società: Ambiente esterno, responsabilità sociale ed etica
3. Management globale, comparativo e della qualità
4. Fondamenti della pianificazione e del management per obiettivi
5. Strategia, politiche e premesse della pianificazione
6. Processi decisionali
7. Natura del processo organizzativo, imprenditoriale e di reingegnerizzazione
8. Gestione del cambiamento attraverso lo sviluppo di manager e imprese
9. Leadership
10. Il sistema ed il processo di controllo
11. Tecniche di controllo e di information technology
12. Produttività, management delle operazioni e total quality management.
Program
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
9. Leadership
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
Testi Adottati
TEXTBOOK
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5
(Custom Publishing con capitoli selezionati da H. Koontz, H. Weihrich, and M. V. Cannice
[2020], Essentials of Management - An International, Innovation and Leadership
Perspective, 11th ed., McGraw-Hill Education).
ARTICLES
Abatecola G. (2019), “ Prioritizing Short-Termism in Behavioural Strategy. Lessons from
Enron – 20 Years On”, International Journal of Business and Management, 14(4): 60-71.
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.
Per alcune lezioni, inoltre, verranno messe a disposizione slide caricate sul sito web della
materia.
Books
TEXTBOOK
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5
(Custom Publishing with selected chapters from H. Koontz, H. Weihrich, and M. V. Cannice
[2020], Essentials of Management - An International, Innovation and Leadership
Perspective, 11th ed., McGraw-Hill Education).
ARTICLES
Abatecola G. (2019), “ Prioritizing Short-Termism in Behavioural Strategy. Lessons from
Enron – 20 Years On”, International Journal of Business and Management, 14(4): 60-71.
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.
Furthermore, teaching notes (for some lectures) will be uploaded on the course's website.
Bibliografia
Abatecola G. (2019), “ Prioritizing Short-Termism in Behavioural Strategy. Lessons from
Enron – 20 Years On”, International Journal of Business and Management, 14(4): 60-71.
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5
(Custom Publishing con capitoli selezionati da H. Koontz, H. Weihrich, and M. V. Cannice
[2020], Essentials of Management - An International, Innovation and Leadership
Perspective, 11th ed., McGraw-Hill Education).
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.
Bibliography
Abatecola G. (2019), “ Prioritizing Short-Termism in Behavioural Strategy. Lessons from
Enron – 20 Years On”, International Journal of Business and Management, 14(4): 60-71.
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5
(Custom Publishing con capitoli selezionati da H. Koontz, H. Weihrich, and M. V. Cannice
[2020], Essentials of Management - An International, Innovation and Leadership
Perspective, 11th ed., McGraw-Hill Education).
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.
Modalità di svolgimento
Ogni lezione dura 2 ore accademiche.
Non solo teorico, l'approccio didattico si contraddistingue anche per una forte connotazione
pratica, attraverso discussioni d'aula su articoli tratti da Economist, Fortune e Business
Week, testimonianze di manager e imprenditori, presentazioni di gruppo da parte degli
studenti e simulazioni software (McGraw Hill Practice Operations Management).
Grazie ai metodi didattici adottati, il corso di General Management (a.a. 2021/22) è risutato
tra i vincitori (area "Social and Human Sciences") della seconda edizione dell'International
Blended Learning Award (BLA). Organizzato congiuntamente da Universidade Nova de
Lisboa, Universidad Autónoma de Madrid e Università di Roma Tor Vergata, BLA è un
premio focalizzato sull'innovazione nel blended learning come risposta al COVID-19.
Teaching methods
Lectures last 2 academic hours.
Not only theoretical, the teaching approach is featured by a strong practitioner input,
through ‘ live’ case discussions (e.g. The Economist, Fortune, Business Week), combined
talks with business experts, group presentations and software simulations (i.e. McGraw Hill
Practice Operations Management).
Because of the teaching approach adopted, the General Management course (a.y.
2021/22) has been among the awardees (Social and Human Sciences area) in the second
edition of the International Blended Learning Award (BLA). Jointly organized by the
Universidade Nova de Lisboa, Universidad Autónoma de Madrid and Università di Roma
Tor Vergata, BLA is focused on innovation in blended learning in response to COVID-19.
Regolamento Esame
1) In generale, l'esame è scritto: l'orale (+2/-2 punti aggiuntivi sullo scritto) non è
obbligatorio ed è facoltativo a scelta degli studenti. Eventualmente, è da effettuarsi nello
stesso appello in cui si effettua lo scritto. Il test scritto si compone di 3 domande aperte
sulle tematiche della materia, con 1 ora e 30 minuti di tempo a disposizione.
2) Gli studenti hanno anche la possibilità di aumentare la valutazione finale (fino a 2
extrapoints) attraverso la valutazione delle loro performance con il simulation software
Mc-Graw Hill Practice Operations. Gli eventuali extrapoints conseguiti vengono aggiunti alla
valutazione conclusiva e rimangono validi per tutto l'a.a. 2023/24.
3) Soltanto gli studenti registrati presso il Delphi possono partecipare all'esame.
4) Se un test scritto è valutato come non sufficiente, lo studente non è autorizzato a
ripresentarsi nell'appello successivo. Consegnato lo scritto in un appello, allo studente
vengono concessi 10 minuti per scegliere se continuare la prova o ritirarsi.
5) Gli studenti possono visionare i risultati della prova scritta già nel primo ricevimento
settimanale effettuato subito dopo la loro pubblicazione.
Il voto finale dell'esame è espresso in trentesimi e sarà formulato sulla base dei seguenti
criteri di graduazione:
Non idoneo: importanti carenze nella conoscenza e comprensione degli argomenti; limitate
capacità di analisi e sintesi, frequenti generalizzazioni e limitate capacità critiche e di
giudizio, gli argomenti sono esposti in modo non coerente e con linguaggio inappropriato.
18-21, lo studente ha acquisito i concetti di base della disciplina e ha una capacità di analisi
che emerge solo con l'aiuto del docente. Il modo di esprimersi e il linguaggio usato sono
complessivamente corretti.
22-25, lo studente ha acquisito in maniera discreta i concetti di base della disciplina, sa
orientarsi tra i vari argomenti trattati e possiede una capacità di analisi autonoma che sa
esprimere con un linguaggio corretto.
26-29, lo studente possiede un bagaglio di conoscenze ben strutturato. È in grado di
rielaborare in maniera autonoma le conoscenze acquisite nell’'ambito della scelta dei
materiali convenzionali e non in funzione dell'applicazione e sa esprimere con un
linguaggio corretto.
30 e 30 e lode, lo studente possiede un bagaglio di conoscenze completo e approfondito. I
riferimenti culturali sono ricchi e aggiornati. Si esprime in modo brillante e con proprietà di
linguaggio.
Exam Rules
1) In principle, the exam is written; oral (+2/-2 extrapoints) is not compulsory and it is up to
the students’ choice. Eventually, oral needs to be given in the same call in which any written
evaluation is obtained. The written test is composed of a “ 3 Open-ended question” test (1
hour and 30 minutes).
2) Students will also have the possibility to improve their final evaluation (with up to 2
additional extra-points) through performing the McGraw-Hill Practice Operations simulation
software during the course. The extra-points can be added only to the final evaluation. They
remain valid for all the 2023/24 a.y.
3) Only students booked through the Delphi system can perform the exam.
4) If a student’'s written test is evaluated as not sufficient, the student is not allowed to
repeat the test in the subsequent exam call. In each call, when the student is given the
written test, s/he has the first 10 minutes to choose whether to continue the test or to retire.
5) Students can receive insights about their written evaluation during the first office hours
immediately available after the test’s date.
The final mark of the exam is expressed out of thirty and will be obtained through the
following grading system:
Fail: important deficiencies in the knowledge and understanding of the topics; limited
analytical and synthesis skills; frequent generalisations and limited critical and judgemental
abilities; the topics are set out inconsistently and with inappropriate language.
18-21: the student has acquired the basic concepts of the discipline and has an analytical
capacity that emerges only with the help of the teacher; the way of speaking and the
language used are on the whole correct.
22-25: the student has acquired the basic concepts of the discipline in a discreet way;
knows how to orient him/herself among the various topics covered; and has an autonomous
analysis capacity knowing how to express using the correct language.
26-29: the student has a well-structured knowledge base; he/she is able to independently
rework the knowledge acquired in the context of the choice of conventional and
unconventional materials according to the application; the way of speaking and the
technical language are correct.
30 and 30 cum laude: the student has a comprehensive and thorough knowledge base.
The cultural references are rich and up-to-date, which are expressed with brilliance and
properties of technical language.
Updated A.Y. 2022-2023
Updated A.Y. 2022-2023
General Management
a.y. 2022/23
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.
2. Syllabus
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
9. Leadership
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 (e.g., the Accenture Challenge) and software simulations (i.e. McGraw Hill Practice Operations Management).
4. Main Textbook
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5 (Custom Publishing with selected chapters from H. Koontz, H. Weihrich, and M. V. Cannice [2020], Essentials of Management - An International, Innovation and Leadership Perspective, 11th ed., McGraw-Hill Education).
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.
(In some cases, additional slides and teaching notes will be also uploaded on the course's website).
5. Course Evaluation (Evaluation range 1-4)
| Question |
A.Y.
2014/15
|
A.Y.
2015/16
|
A.Y.
2016/17
|
A.Y.
2017/18
|
A.Y.
2018/19
|
A.Y.
2019/20
|
A.Y.
2020/21
|
A.Y.
2021/22
|
|
Question/No. Respondents
|
54 |
79 |
76 |
67 |
76 |
101 |
84 |
97 |
| Am I Satisfied with the Online/Blended Teaching for this Class? |
NA |
NA |
NA |
NA |
NA |
NA |
3,6 |
3.6 |
| Are the Exam Rules Clearly Defined? |
3,7 |
3,8 |
3,7 |
3,7 |
3,5 |
3,3 |
3,8 |
3.7 |
| Is the Class Timetable Respected? |
3,7 |
3,8 |
3,7 |
3,8 |
3,7 |
3,8 |
3,5 |
3.7 |
| Are the Office Hours Respected? |
3,8 |
3,8 |
3,7 |
3,7 |
3,5 |
3,7 |
3,8 |
3.7 |
| Are the Lectures Interesting? |
3,7 |
3,7 |
3,5 |
3,4 |
3,3 |
3,6 |
3,8 |
3.6 |
| Are the Explanations Clear? |
3,7 |
3,7 |
3,5 |
3,4 |
3,3 |
3,6 |
3,8 |
3.6 |
| Is the Working Load Appropriate to the Class Credits? |
3,6 |
3,7 |
3,6 |
3,4 |
3,3 |
3,6 |
3,7 |
3.6 |
| Are the Class Materials Appropriate? |
3,6 |
3,6 |
3,5 |
3,5 |
3,3 |
3,5 |
3,7 |
3.7 |
| Am I interested to this Class? |
3,8 |
3,8 |
3,5 |
3,6 |
3,5 |
3,7 |
3,8 |
3.6 |
| Am I Satisfied with this Class? |
3,8 |
3,7 |
3,3 |
3,5 |
3,3 |
3,5 |
3,6 |
3.6 |
| Mean |
3,7 |
3,7 |
3,6 |
3,6 |
3,4 |
3,6 |
3,7 |
3.6 |
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.
Updated A.Y. 2021-2022
Updated A.Y. 2021-2022
General Management
a.y. 2021/22
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.
2. Syllabus
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
9. Leadership
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 (e.g., the Accenture Challenge) and software simulations (i.e. McGraw Hill Practice Operations Management).
4. Main Textbook
Abatecola G. (2022), General Management, McGraw-Hill Create, ISBN: 978-13-077-7309-5 (Custom Publishing with selected chapters from H. Koontz, H. Weihrich, and M. V. Cannice [2020], Essentials of Management - An International, Innovation and Leadership Perspective, 11th ed., McGraw-Hill Education).
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.
(In some cases, additional slides and teaching notes will be also uploaded on the course's website).
5. Course Evaluation (Evaluation range 1-4)
| Question |
A.Y.
2014/15
|
A.Y.
2015/16
|
A.Y.
2016/17
|
A.Y.
2017/18
|
A.Y.
2018/19
|
A.Y.
2019/20
|
A.Y.
2020/21
|
A.Y.
2021/22
|
|
Question/No. Respondents
|
54 |
79 |
76 |
67 |
76 |
101 |
84 |
97 |
| Am I Satisfied with the Online/Blended Teaching for this Class? |
NA |
NA |
NA |
NA |
NA |
NA |
3,6 |
3.6 |
| Are the Exam Rules Clearly Defined? |
3,7 |
3,8 |
3,7 |
3,7 |
3,5 |
3,3 |
3,8 |
3.7 |
| Is the Class Timetable Respected? |
3,7 |
3,8 |
3,7 |
3,8 |
3,7 |
3,8 |
3,5 |
3.7 |
| Are the Office Hours Respected? |
3,8 |
3,8 |
3,7 |
3,7 |
3,5 |
3,7 |
3,8 |
3.7 |
| Are the Lectures Interesting? |
3,7 |
3,7 |
3,5 |
3,4 |
3,3 |
3,6 |
3,8 |
3.6 |
| Are the Explanations Clear? |
3,7 |
3,7 |
3,5 |
3,4 |
3,3 |
3,6 |
3,8 |
3.6 |
| Is the Working Load Appropriate to the Class Credits? |
3,6 |
3,7 |
3,6 |
3,4 |
3,3 |
3,6 |
3,7 |
3.6 |
| Are the Class Materials Appropriate? |
3,6 |
3,6 |
3,5 |
3,5 |
3,3 |
3,5 |
3,7 |
3.7 |
| Am I interested to this Class? |
3,8 |
3,8 |
3,5 |
3,6 |
3,5 |
3,7 |
3,8 |
3.6 |
| Am I Satisfied with this Class? |
3,8 |
3,7 |
3,3 |
3,5 |
3,3 |
3,5 |
3,6 |
3.6 |
| Mean |
3,7 |
3,7 |
3,6 |
3,6 |
3,4 |
3,6 |
3,7 |
3.6 |
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.
Updated A.Y. 2020-2021
Updated A.Y. 2020-2021
General Management
a.y. 2020/21
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.
2. Syllabus
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
9. Leadership
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)
| Question |
A.Y.
2014/15
|
A.Y.
2015/16
|
A.Y.
2016/17
|
A.Y.
2017/18
|
A.Y.
2018/19
|
A.Y.
2019/20
|
|
Question/No. Respondents
|
54 |
79 |
76 |
67 |
76 |
101 |
| 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 |
| Mean |
3,7 |
3,7 |
3,6 |
3,6 |
3,4 |
3,6 |
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.
Updated A.Y. 2019-2020
Updated A.Y. 2019-2020
General Management
a.a. 2019/20
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.
2. Syllabus
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
9. Leadership
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
On this premise, the updated analytical syllabus of the course is contained in the "teaching materials" section.
3. Teaching Methods
Not only theoretical, the teaching approach is 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.
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.
Updated A.Y. 2018-2019
Updated A.Y. 2018-2019
General Management
a.a. 2018/19
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.
2. Syllabus
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
9. Leadership
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
On this premise, the updated analytical syllabus of the course is contained in the "teaching materials" section.
3. Teaching Methods
Not only theoretical, the teaching approach is featured by a strong practitioner input, through ‘live’ case discussions (e.g. The Economist, Fortune, Business Week), 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.
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.
Updated A.Y. 2017-2018
Updated A.Y. 2017-2018
General Management
a.a. 2017/18
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.
2. Syllabus
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
9. Leadership
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
On this premise, the updated analytical syllabus of the course is contained in the "teaching materials" section.
3. Teaching Methods
Not only theoretical, the teaching approach is featured by a strong practitioner input, through ‘live’ case discussions (e.g. The Economist, Fortune, Business Week), 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.
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.
Updated A.Y. 2016-2017
Updated A.Y. 2016-2017
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 understanding on what decisions can ensure the sustainable evolution of firms and other social organizations;
2. Syllabus
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
9. Leadership
10. The System and Process of Controlling
11. Control Techniques and Information Technology
12. Productivity, Operations Management, and Total Quality Management
3. Teaching Methods
Not only theoretical, the teaching approach is featured by a strong practitioner input through ‘live’ case discussions, business experts’ talks, group presentations and software simulations.
4. Main References
Abatecola, G. (2014), "Untangling Self-Reinforcing Processes in Managerial Decision Making. Co-Evolving Heuristics?", Management Decision, 52(5), pp. 934-949.
Cafferata, R. (2016), "Darwinist Connections between the Systemness of Social Organizations and their Evolution", Journal of Management and Governance, 20(1), pp. 19-44.
Koontz, H. Weihrich, H. (2017), Essentials of Management. An International, Innovation, and Leadership Perspective (tenth edition), McGraw-Hill Custom Publishing.
