GENERAL MANAGEMENT
Syllabus
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
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.
Prerequisiti
Prerequisites
Programma
1. Management: Scienza, teoria e pratica (Settimana 1)
2. Management e società: Ambiente esterno, responsabilità sociale ed etica (Settimana 2)
3. Management globale, comparativo e della qualità (Settimana 3)
4. Fondamenti della pianificazione e del management per obiettivi (Settimana 4)
5. Strategia, politiche e premesse della pianificazione (Settimana 5)
6. Processi decisionali (Settimana 6)
7. Natura del processo organizzativo, imprenditoriale e di reingegnerizzazione (Settimana 7)
8. Gestione del cambiamento attraverso lo sviluppo di manager e imprese (Settimana 7)
9. Leadership (Settimana 8)
10. Il sistema ed il processo di controllo (Settimana 9)
11. Tecniche di controllo e di information technology (Settimana 9)
Program
1. Management: Science, Theory, and Practice (Week 1)
2. Management and Society: The External Environment, Social Responsibility, and Ethics (Week 2)
3. Global, Comparative, and Quality Management (Week 3)
4. Essentials of Planning and Managing by Objectives (Week 4)
5. Strategies, Policies and Planning Premises (Week 5)
6. Decision Making (Week 6)
7. The Nature of Organizing, Entrepreneuring, and Reenginering (Week 7)
8. Managing Change through Manager and Organizational Development (Week 7)
9. Leadership (Week 8)
10. The System and Process of Controlling (Week 9)
11. Control Techniques and Information Technology (Week 9)
Testi Adottati
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
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. (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. (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
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
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
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
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.
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
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.
Prerequisiti
Prerequisites
Programma
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
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
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
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
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
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
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
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
2) Gli studenti che risultano non sufficienti, devono “saltare” un appello. Invece, gli studenti che desiderano rifiutare una valutazione almeno sufficiente, possono scegliere di sostenere di nuovo l’esame, a loro discrezione, in uno qualsiasi degli appelli successivi. Correlatamente, nel momento in cui ricevono il test scritto, gli studenti hanno a disposizione i primi 10 minuti per ritirarsi. Se lo fanno, la prova sarà considerata come non sostenuta. IMPORTANTE: ci sarà un test scritto intermedio in data 3 Aprile, 9am. Le istruzioni su come utilizzare i risultati di questo test ai fini della valutazione finale sono dettagliate di seguito.
Caso 1: la valutazione intermedia non è sufficiente. A partire dalla sessione estiva di esami, lo studente può osservare le regole d’esame tradizionali per l’a.a. 2023/24.
Caso 2: la valutazione intermedia è sufficiente. Per completare la valutazione, lo studente necessita di sostenere il testo scritto riguardante la seconda parte della materia necessariamente in data 20 Maggio 2024. Se la valutazione complessiva (ossia la media fra la valutazione della parte 1 e quella della parte 2) è almeno sufficiente, lo studente può registrarla.
Invece:
a) se la valutazione complessiva (ossia la media fra la valutazione della parte 1 e quella della parte 2) è almeno sufficiente, ma non viene registrata, la valutazione del test intermedio decade, con lo studente avente diritto di sostenere di nuovo l’esame (con tutto il programma) in qualsiasi appello successivo (e seguendo le tradizionali regole d’esame per l’a.a. 2023/24 – si veda sopra);
b) se la valutazione complessiva (ossia la media fra la valutazione della parte 1 e quella della parte 2) non è sufficiente, la valutazione del test intermedio decade; lo studente necessita di seguire le tradizionali regole d’esame per l’a.a. 2023/24, dunque saltando un appello;
c) se lo studente si ritira durante la prova sulla seconda parte del programma, la valutazione del test intermedio decade, con lo studente avente diritto di sostenere di nuovo l’esame (con tutto il programma) in qualsiasi appello successivo (e seguendo le tradizionali regole d’esame per l’a.a. 2023/24 – si veda sopra).
3) Ciò premesso, gli studenti avranno inoltre la possibilità di migliorare la propria valutazione attraverso l’engagement con le varie challenges lanciate durante il corso. Ad esempio:
fino a 2 punti aggiuntivi possono essere ottenuti performando il software di simulazione McGraw-Hill Practice Operations alla fine del corso. Questi punti, in ogni caso, possono essere aggiunti solo alla valutazione finale, se quest’ultima è almeno sufficiente. Rimangono validi per tutto l’a.a. 2023/24. Informazioni aggiuntive sul software verranno date durante le lezioni. Data del test: 24 Maggio 2024 (10.30am-2.30pm).
4) Solo gli studenti prenotati tramite il sistema Delphi possono svolgere l'esame.
5) Gli studenti possono ricevere approfondimenti sulla valutazione scritta durante l’orario di ufficio immediatamente dopo la data di esame.
6) 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
2) Students who result not sufficient with their evaluation, needs to "jump" a call. Instead, students who want to refuse a positive evaluation received, can choose to perform the exam again in any other given "call" at their discretion. Relatedly, when receiving the written test, students have the first 10 minutes to retire. If they do so, their test will be considered as not performed. IMPORTANT: there will be a mid-term written test on April, 3rd, 9am. Instructions on how to use this test for the final evaluation are explained below.
Case 1: the student's mid-term evaluation is not sufficient. Starting from the Summer exam session, the student can observe the ordinary exam rules for the a.y. 2023/24.
Case 2: the student's mid-term evaluation is sufficient. To complete the performance, the student needs to perform a written test about the second part of the program on May, 20th, 2024. If the overall score (i.e., average between part 1 and part 2) is, at least sufficient, the student can register.
Instead:
a) if the student's overall score (i.e., average between part 1 and part 2) is at least sufficient, but the student does not register, the score of the mid-term exam expires, with the student being allowed to perform again the full program in any subsequent given “call” (and following the ordinary exam rules for the a.y. 2023/24 - see above);
b) if the student's overall score (i.e., average between part 1 and part 2) is not sufficient, the score of the pre-exam expires and the student needs to follow the ordinary exam rules for the a.y. 2023/24 (see above), thus “jumping” a call;
c) if the student decides to retire when performing the written test about the second part of program, the score of the pre-exam expires, with the student being allowed to perform again the full program in any subsequent given “call” (and following the ordinary exam rules for the a.y. 2023/24 - see above).
3) On the premise above, students will also have the possibility to improve their final evaluation through class commitment and energy in the various learning experiences and challenges launched and practiced during the course. For example:
up to 2 additional extra-points can be added through performing the McGraw-Hill Practice Operations simulation software at the end of the course. These extra-points can be added only to the final evaluation, if this evaluation is at least sufficient. They remain valid for all the a.y. 2023/24. Additional information and explanations about the software will be given during the lectures. Test date: May, 24th, 2024 (10.30am-2.30pm).
4) Only students booked through the Delphi system can perform the exam.
5) The evaluation received in any written test can be explained in every office hours immediately following the test.
6) 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.