CONTEMPORARY MANAGEMENT
Syllabus
EN
IT
Learning Objectives
LEARNING OUTCOMES:
This course aims to introduce students to the issues and challenges facing organisations in today's competitive business environment. The programme includes an overview on the evolution of Management Though by emphasizing the role of Institutional pressures in the Global Environment on organizational and management dynamics. A particular emphasis is placed on understanding how to develop Business Strategies, with a view on Innovation for Sustainability and Value Chain Management. With regard to that, the role of Advanced Information Technology will be clearly considered. The course will focus also on the role of metrics in Organizational Control and Change. This knowledge provides the students with an insight into the demands placed on management in today’s dynamic work environment.
In particular, expected learning outcomes are to:
• Understand and Evaluate the Role of Businesses in transformative processes, as the ecological and digital transition
• Understand and Analyse stakeholders’ pressures in the Global Environment
• Understand and Evaluate Business Strategies
• Recognize the role of Innovation in developing business models, products and services
• Understand and Recognize the role of Information management and Technologies in inter and intra organizational changes
• Understand and Recognize the role of collaboration for creating value along the Value Chain
• Understand, Evaluate and Analyse the role of metrics in monitoring, controlling and improving performances in favour of Business continuity
KNOWLEDGE AND UNDERSTANDING:
Knowing and Understanding management issues in organizational dynamics with a focus on aspects and tools that are particularly relevant in transformative processes at system level and require an advanced vision of them.
APPLYING KNOWLEDGE AND UNDERSTANDING:
Knowing how to use management instruments and approaches in decision making processes, with a focus on Sustainable and Innovative transformation.
MAKING JUDGEMENTS:
Knowing how to identify and evaluate the capacity of businesses’ strategies to face with complexity at market and system levels.
COMMUNICATION SKILLS:
Strengthening communication skills thanks to collaborative learning, small break out exercise.
LEARNING SKILLS:
Strengthening critical thinking, creative thinking, communication and collaboration.
This course aims to introduce students to the issues and challenges facing organisations in today's competitive business environment. The programme includes an overview on the evolution of Management Though by emphasizing the role of Institutional pressures in the Global Environment on organizational and management dynamics. A particular emphasis is placed on understanding how to develop Business Strategies, with a view on Innovation for Sustainability and Value Chain Management. With regard to that, the role of Advanced Information Technology will be clearly considered. The course will focus also on the role of metrics in Organizational Control and Change. This knowledge provides the students with an insight into the demands placed on management in today’s dynamic work environment.
In particular, expected learning outcomes are to:
• Understand and Evaluate the Role of Businesses in transformative processes, as the ecological and digital transition
• Understand and Analyse stakeholders’ pressures in the Global Environment
• Understand and Evaluate Business Strategies
• Recognize the role of Innovation in developing business models, products and services
• Understand and Recognize the role of Information management and Technologies in inter and intra organizational changes
• Understand and Recognize the role of collaboration for creating value along the Value Chain
• Understand, Evaluate and Analyse the role of metrics in monitoring, controlling and improving performances in favour of Business continuity
KNOWLEDGE AND UNDERSTANDING:
Knowing and Understanding management issues in organizational dynamics with a focus on aspects and tools that are particularly relevant in transformative processes at system level and require an advanced vision of them.
APPLYING KNOWLEDGE AND UNDERSTANDING:
Knowing how to use management instruments and approaches in decision making processes, with a focus on Sustainable and Innovative transformation.
MAKING JUDGEMENTS:
Knowing how to identify and evaluate the capacity of businesses’ strategies to face with complexity at market and system levels.
COMMUNICATION SKILLS:
Strengthening communication skills thanks to collaborative learning, small break out exercise.
LEARNING SKILLS:
Strengthening critical thinking, creative thinking, communication and collaboration.
NATALIA MARZIA GUSMEROTTI
Prerequisites
No Pre-requisites
Program
The overall objective of the course is to provide students with a set of knowledge and skills needed to manage organisations - particularly businesses - in the contemporary era. This means a clear understanding of management, the environment of management, decision-making, planning and strategy, organisation and control, and leadership. The course also offers the opportunity to understand the management of sustainability and innovation. Concepts such as regenerative strategies, circular business models, sustainable business model innovation, platform business models, open innovation and digital transformation are the pillars of the course.
The course is divided into two parts comprising different topics (more details below). The two parts are taught by two different lecturers, experts in economics and business management and respectively in sustainability management (Prof. Gusmerotti) and innovation management and digital transformation (Prof. Binci). The logic of innovation for sustainability forms the general background of the entire course.
The course is designed to encourage the active participation of students, following a collaborative and co-creative perspective.
The first part, held by Prof. Gusmerotti, includes the following topics:
Understanding management and managers. This first module is devoted to introducing the constituent elements of management. Basic concepts such as Planning, Organising, Leading, Controlling are explained, as well as Levels of Management, Managerial Competencies, recent changes in management practices and challenges in a global environment. The module then provides a historical perspective of the most important management theories. Finally, the manager as a person will be explored, highlighting the role of values, attitudes, emotions and culture. In this regard, aspects such as creativity and entrepreneurship will be analysed and discussed.
Discovering Systems. The aim of this module is to broaden the management view from individual organisations to the systems that live within and outside organisations, clarifying the role of the Task environment and the Forces that operate in the General Environment. Together with the System view, concepts such as Diversity, Multiculturalism, Change and Resilience in management are introduced and explained. In this context, the meaning of sustainability as a driver of innovation and systemic change is introduced.
Managing complexity. Ethics, Social responsibility, Sustainability and Circular Economy form the conceptual framework of this module. Within this framework, innovation for sustainability, regenerative business strategies, sustainable business models and circular business models will be explored. The module will clarify the importance of Complexity in contemporary management, as well as Paradoxical Thinking and Metrics to support sustainable innovation of products, processes, business models, value chains and systems.
The course is divided into two parts comprising different topics (more details below). The two parts are taught by two different lecturers, experts in economics and business management and respectively in sustainability management (Prof. Gusmerotti) and innovation management and digital transformation (Prof. Binci). The logic of innovation for sustainability forms the general background of the entire course.
The course is designed to encourage the active participation of students, following a collaborative and co-creative perspective.
The first part, held by Prof. Gusmerotti, includes the following topics:
Understanding management and managers. This first module is devoted to introducing the constituent elements of management. Basic concepts such as Planning, Organising, Leading, Controlling are explained, as well as Levels of Management, Managerial Competencies, recent changes in management practices and challenges in a global environment. The module then provides a historical perspective of the most important management theories. Finally, the manager as a person will be explored, highlighting the role of values, attitudes, emotions and culture. In this regard, aspects such as creativity and entrepreneurship will be analysed and discussed.
Discovering Systems. The aim of this module is to broaden the management view from individual organisations to the systems that live within and outside organisations, clarifying the role of the Task environment and the Forces that operate in the General Environment. Together with the System view, concepts such as Diversity, Multiculturalism, Change and Resilience in management are introduced and explained. In this context, the meaning of sustainability as a driver of innovation and systemic change is introduced.
Managing complexity. Ethics, Social responsibility, Sustainability and Circular Economy form the conceptual framework of this module. Within this framework, innovation for sustainability, regenerative business strategies, sustainable business models and circular business models will be explored. The module will clarify the importance of Complexity in contemporary management, as well as Paradoxical Thinking and Metrics to support sustainable innovation of products, processes, business models, value chains and systems.
Books
Jones G. and George J. (2022). Contemporary Management (12th Edition). NY: McGraw Hill. (suggested for attending students, mandatory for non-attending students, except for chapters 12, 14, 15, 16, 17, 18).
Bibliography
Ambec S., Lanoie P. (2008). Does It Pay to Be Green? A Systematic Overview. Academy of Management Perspectives, November, 45-62
Bansal P. and Roth K. (2000), Why Companies Go Green: A Model of Ecological Responsiveness The Academy of Management Journal 43, 717-736
Bogers M., Chesbrough H. & Moedas C. (2018). Open Innovation: Research, Practices, and Policies. California Management Review 60, 5-16.
Cennamo, C., Dagnino, G. B., Di Minin A., & Lanzolla G.. (2020). Managing Digital Transformation: Scope of Transformation and Modalities of Value Co-Generation and Delivery. California Management Review, 62(4), 5-16
Hart S.L. and Milstein M.B. (2003), Creating sustainable value. Academy of Management Executive, 17, 56–67
Johnson M., Christensen C., Kagermann H. (2008) “Reinventing your business model” in Harvard Business Review, December 2008 (https://hbr.org/2008/12/reinventing-your-business-model)
Pane Haden S.S., Oyler J. D. and Humphreys J. H. (2009) Historical, practical, and theoretical perspectives on green management. An exploratory analysis. Management Decision, 47, 1041 – 1055
Porter, M. (1996), What is Strategy, Harvard Business Review, Nov/Dec 1996.
Porter, M. & Kramer, M.R. (2006) Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, pp. 78-92
Porter M.E., van der Linde C., (1995). Toward a new conception of the environment competitiveness relationship. Journal of Economic Perspectives 9, 97-118
Van der Byl C. A. and Slawinski N. (2015) Embracing Tensions in Corporate Sustainability: A Review of Research From Win-Wins and Trade-Offs to Paradoxes and Beyond. Organization & Environment, 28(1) 54– 79
Bansal P. and Roth K. (2000), Why Companies Go Green: A Model of Ecological Responsiveness The Academy of Management Journal 43, 717-736
Bogers M., Chesbrough H. & Moedas C. (2018). Open Innovation: Research, Practices, and Policies. California Management Review 60, 5-16.
Cennamo, C., Dagnino, G. B., Di Minin A., & Lanzolla G.. (2020). Managing Digital Transformation: Scope of Transformation and Modalities of Value Co-Generation and Delivery. California Management Review, 62(4), 5-16
Hart S.L. and Milstein M.B. (2003), Creating sustainable value. Academy of Management Executive, 17, 56–67
Johnson M., Christensen C., Kagermann H. (2008) “Reinventing your business model” in Harvard Business Review, December 2008 (https://hbr.org/2008/12/reinventing-your-business-model)
Pane Haden S.S., Oyler J. D. and Humphreys J. H. (2009) Historical, practical, and theoretical perspectives on green management. An exploratory analysis. Management Decision, 47, 1041 – 1055
Porter, M. (1996), What is Strategy, Harvard Business Review, Nov/Dec 1996.
Porter, M. & Kramer, M.R. (2006) Strategy and Society: The Link Between Competitive Advantage and Corporate Social Responsibility, Harvard Business Review, December 2006, pp. 78-92
Porter M.E., van der Linde C., (1995). Toward a new conception of the environment competitiveness relationship. Journal of Economic Perspectives 9, 97-118
Van der Byl C. A. and Slawinski N. (2015) Embracing Tensions in Corporate Sustainability: A Review of Research From Win-Wins and Trade-Offs to Paradoxes and Beyond. Organization & Environment, 28(1) 54– 79
Teaching methods
The course involves the use of different teaching methods: lectures, exercises, small break out exercise, preparation of research, analysis of business cases. All these methodologies contribute to the achievement of the training objectives, which are related to both knowledge and know-how, aiming, as well, at strengthening critical thinking, creative thinking, the ability to communicate and collaborate.
Exam Rules
The examination test is specific to attending and non-attending students and assesses the
overall preparation of the student, the ability to integrate the knowledge
of the different parts of the program, the consequentiality of reasoning, the ability
analytical and autonomy of judgment. In addition, ownership of language and clarity of exposition are assessed, in adherence with the Dublin descriptors: 1. Knowledge and understanding; 2. Ability to apply knowledge and understanding; 3. Autonomy of judgment (making judgements); 4. Learning skills; 5: Communication skills
For attending students, the examination is based on a written test. The written test is common to the two parts of the course, lasts 45 minutes and consists of 2 open questions drawn from the two parts of the syllabus. The written test is combined with individual work (individual assignment). The written test contributes to 60% of the assessment. Individual work (individual assignments) completes the remaining 40% of the overall assessment.
For non-attending students, the examination is based entirely on a written test. The written test lasts 1.5 hours and consists of 4 open questions from the different parts of the syllabus(i.e.Jones G. and George J. (2022). Contemporary Management (12th Edition). NY: McGraw Hill. mandatory for non-attending students, except for chapters 12, 14, 15, 16, 17, 18).
overall preparation of the student, the ability to integrate the knowledge
of the different parts of the program, the consequentiality of reasoning, the ability
analytical and autonomy of judgment. In addition, ownership of language and clarity of exposition are assessed, in adherence with the Dublin descriptors: 1. Knowledge and understanding; 2. Ability to apply knowledge and understanding; 3. Autonomy of judgment (making judgements); 4. Learning skills; 5: Communication skills
For attending students, the examination is based on a written test. The written test is common to the two parts of the course, lasts 45 minutes and consists of 2 open questions drawn from the two parts of the syllabus. The written test is combined with individual work (individual assignment). The written test contributes to 60% of the assessment. Individual work (individual assignments) completes the remaining 40% of the overall assessment.
For non-attending students, the examination is based entirely on a written test. The written test lasts 1.5 hours and consists of 4 open questions from the different parts of the syllabus(i.e.Jones G. and George J. (2022). Contemporary Management (12th Edition). NY: McGraw Hill. mandatory for non-attending students, except for chapters 12, 14, 15, 16, 17, 18).
DANIELE BINCI
Program
The overall objective of the course is to provide students with a set of knowledge and skills needed to manage organisations - particularly businesses - in the contemporary era. This means a clear understanding of management, the environment of management, decision-making, planning and strategy, organisation and control, and leadership. The course also offers the opportunity to understand the management of sustainability and innovation. Concepts such as regenerative strategies, circular business models, sustainable business model innovation, platform business models, open innovation and digital transformation are the pillars of the course.
The course is divided into two parts comprising different topics (more details below). The two parts are taught by two different lecturers, experts in economics and business management and respectively in sustainability management (Prof. Gusmerotti) and innovation management and digital transformation (Prof. Binci). The logic of innovation for sustainability forms the general background of the entire course.
The course is designed to encourage the active participation of students, following a collaborative and co-creative perspective.
The part taught by Prof. Binci includes the following topics:
Decision Making, strategy and value chain. The concept of strategy and decision-making process will be analyzed in this module, starting from the introductory aspects. Then the module will focus on the nature of managerial decision making, and three main steps of the planning process. A specific focus will be dedicated to the strategy process, and how it gives an organization a competitive advantage, included functional strategy and value chain management.
Organizational structure, control and change. Organizational structures typologies will be introduced in this module, Then control will be discussed, and how it increases organizational effectiveness, included its role with respect to innovation issues. Change management will also be described, to highlight its importance in the processes of innovation. Finally, the paradigm of traditional innovation and open innovation will be compared.
Managing Digital Transformation and platform business models. In this module the role of digital technologies, fundamental for the creation and co-creation of sustainable value, will be explained, both regarding the open innovation paradigm and the digital platform business model.
The course is divided into two parts comprising different topics (more details below). The two parts are taught by two different lecturers, experts in economics and business management and respectively in sustainability management (Prof. Gusmerotti) and innovation management and digital transformation (Prof. Binci). The logic of innovation for sustainability forms the general background of the entire course.
The course is designed to encourage the active participation of students, following a collaborative and co-creative perspective.
The part taught by Prof. Binci includes the following topics:
Decision Making, strategy and value chain. The concept of strategy and decision-making process will be analyzed in this module, starting from the introductory aspects. Then the module will focus on the nature of managerial decision making, and three main steps of the planning process. A specific focus will be dedicated to the strategy process, and how it gives an organization a competitive advantage, included functional strategy and value chain management.
Organizational structure, control and change. Organizational structures typologies will be introduced in this module, Then control will be discussed, and how it increases organizational effectiveness, included its role with respect to innovation issues. Change management will also be described, to highlight its importance in the processes of innovation. Finally, the paradigm of traditional innovation and open innovation will be compared.
Managing Digital Transformation and platform business models. In this module the role of digital technologies, fundamental for the creation and co-creation of sustainable value, will be explained, both regarding the open innovation paradigm and the digital platform business model.