CA1) Being able to understand and use basic concepts related to main management theories.

CA2). To develop knowledge on leadership theories and leadership style evaluation.

CA3) To know the most important motivation theories, and being able to identify the management practices that favor employee’s motivation.

CA4) To be able to identify, anticipate and propose solutions to the most common problems of negotiation processes, team-working and internal communication.

CA5) To understand the importance of the decision process, from goal setting to the implementation of the decision.

CA6) To be able to take management basic decisions with economic criterion.

CA7) To develop communication and team-working skills.

CA 8) Development of the ability of applying theory to practice

CA9) Ability to communicate in a foreign language.

I.- ORGANIZATIONAL THEORIES: HISTORICAL EVOLUTION OF MANAGEMENT STUDIES.



UNIT 1.- HISTORICAL REVIEW OF MANAGEMENT THEORIES

1.1.- Introduction

1.2.- Methodological framework of the Classical Model. Taylor.

1.3.- Fordism. Organizational and technological principles of the modern factory.

1.4.- The model of the administrative function. Fayol´s system.

1.5.- The approach of Humans Relations Management

1.6.- Systems Theory

1.7.- Current organizational theories. “The Jungle of Theories”.

1.8.- The approach of the Transactions Costs Economics

1.9.- Team production theory

1.10.- Principal-agent problem. Agency theory.

1.11.- Cases



II.- MANAGEMENT THEORY: MANAGEMENT AND DECISION MODELS.



UNIT 2: THE PROCESS OF DECISION MAKING.

2.1. Introduction

2.2- The decision.

2.2.1.- The decision concept.

2.2.2.- Types of decisions

2.2.3.- The human factor and the decision making

2.3.- The process of decision making

2.4.- Goal setting as a way of structuring the decisional process





UNIT 3: DECISION MAKING UNDER UNCERTAINTY CONDITIONS.

3.1. Introduction

3.2- Mathematical models and management.

3.3.- Decision making under uncertainty conditions

3.4.- Decision making under risk

3.5. - Cases





III: MANAGEMENT ABILITIES.



UNIT 4.-LEADERSHIP.

4.1.- Leadership concept

4.2.- Leadership styles

4.2.1.-. Trait theory of leadership

4.2.2.- . Behavioral theories

- Classical theory of leadership

- Managerial grid.

4.2.3.- Situational theories

- The Tannenbaum Leadership Continuum.

- Fielder´s Contingency Model

- Situational leadership: Hersey and Blanchard´s theory

4.2.4.- Transformational leadership

4.3.- Cases

4.4.- Appendix. Self –leadership



UNIT 5.- MOTIVATION.

5.1.- Introduction.

5.2.- Content Theories

5.2.1.- Maslow´s Theory.

5.2.2.- McGregor´s X and Y Theory.

5.2.3.- Herzberg´s Theory

5.3.- Process Theories.

5.3.1.- Skinner´s reinforcement Theory.

5.3.2.- Expectancy Theory

5.3.3.- Goal-setting Theory

5.3.4.- Equity Theory

5.4.- Cases



UNIT 6.- INTERNAL COMMUNICATION.

6.1.- Introduction.

6.2.- Communication process.

6.3.- Upward, downward communication and feed back.

6.4.- Advantages and disadvantages of communication methods

6.5.- Barriers to effective communications

6.6.- Internal communication program

6.7.- Cases



UNIT 7 : BUSINESS NEGOTIATIONS.

7.1.- Introduction. Concepts.

7.2. - Negotiation styles

7.3. - Elements and phases of the negotiation process

7.4.- The preparation.

7.5. - Discussion

7.6.- Closing and agreeing

7.7.- Negotiation styles

7.7. Cases

7.8.- Appendix. Teamwork.

The proposed methodology for the subject is linked to the objectives and competencies of it, and will combine:.

- Lectures given by the professor, who will present the basic concepts, tools and techniques that students should know to achieve the proposed knowledge objectives.

- For each of the topics, the students will have a collection of articles and case studies given by the professor. Most of the cases will be solved and discussed by the students working in groups in class hours devoted to workshops and seminars. Students are expected to study each assigned chapter prior to attending those workshops and seminars. Some cases will be worked individually by students outside class hours.



- NOTE Teaching will be primarily in person. Depending on the health situation caused by COVID19 and the size of the groups, teaching will be bimodal (combining classroom and online teaching). In the event that bimodal teaching is also impossible, teaching will be online.

First Call

A) Continuous assessment system

The evaluation system is based primarily on a written exam. Exams of this course are based on case studies, in order to evaluate the student's ability to apply knowledge and theory to practice in a real or fictional case. This exam rates 7 points out of 10. It is necessary to get a minimum mark of 4 out of 10 in the written exam to add the continuous evaluation points.

30% of the final grade is based on continuous evaluation: This continuous evaluation is divided as follows:

- The resolution of cases and issues related to the subject in the hours spent in workshops and seminars will be a 20% of the final mark.

- 10% of the final grade is based on an oral presentation. This presentation will be performed in public by student teams, and will be based on a reading given by the teachers. This exhibition will be assessed according to the recommendations of "public speach" of the communication topic. The exhibition will be in the seminaries of the last class- week.



B) Final assessment system

The evaluation system of those students who withdraw the continuous assessment will be as follows::a final exam (85% of the total grade), and an oral presentation (not obligatory, 15% of the total grade). This presentation will be performed in public by student teams, and will be based on a reading given by the teachers.

The last week to withdraw the continuous evaluation will be the 9th week of the semester, and at the same time the student must confirm his/her interest in doing the oral presentation. Those withdrawing the continuous evaluation system will lose all the grades obtained in the previous continuous evaluation.

It is necessary to get a minimum mark of 4 out of 10 in the final exam to add the oral presentation grade.



The weights of the continuous assessment and the final test may change in the event that teaching and/or assessment cannot be done in person. These changes will be notified via an update of the teaching guide.



If the evaluation is to be done online, the guides of the UPV/EHU on the use of image and sound capture systems during online evaluation tests will be applicable. To carry out and follow up an online assessment test, whether oral or written, the systems established institutionally (egela and BBCollaborate for videoconferencing) will be used. The written tests in online mode may be monitored by teachers through the BBCollaborate image and sound transmission systems. When taking the written test, students will activate the corresponding image transmission device on the computer when they are required to do so by the teacher. The sound transmission device must be activated from the beginning of the test and will remain in that state until the end of the test, unless otherwise indicated by the teacher. Any student may be required to identify himself/herself prior to and during the test. It is the responsibility of the corresponding teacher to collect all the evidence of the development of the test that is necessary for the correct exercise of the evaluation function with full guarantees of equity and justice for the students.

Material will be delivered on line (via eGela) and in class by the instructor.

Bibliografía básica

Material will be delivered on line (via eGela) and in class by the instructor.



Additionally, the next free book will be used in certain units:

CARPENTER, M., BAUER, T. & ERDOGAN, B. (2011). Principles of Management (version 1.1).

Flatworld Knowledge. ISBN 978-1-4533-0090-9.



Get free access to the book at:

http://www.saylor.org/site/wp-content/uploads/2013/06/Principles%20of%20ManagementNEW.pdf

Bibliografía de profundización

ROBBINS, S.P and JUDGE, T. A. (2010). Essentials of Organizational Behavior Int. Ed. Prentice Hall.
ROBBINS, S.P and COULTER, M. (different editions from 2000 to 2009): Management. Ed. Prentice Hall, (3 issues in English in the UPV/EHU Library. 7 issues in the Spanish translation in the faculty library, with the title “Administración”)

Revistas

Capital Humano https://capitalhumano.wolterskluwer.es/content/Inicio.aspx
Emprendedores http://www.emprendedores.es/l
Alta Dirección http://www.altadireccion.es/ie/home.htm
Harvard Deusto Business Review: http://www2.e-deusto.com/cdrevistasw/hdbr.htm
Universia Business Review: https://ubr.universia.net/
Cuadernos de Gestión: http://www.ehu.es/cuadernosdegestion/revista/
Human Resource Management https://onlinelibrary.wiley.com/journal/1099050x
Human Resource Management Journal https://onlinelibrary.wiley.com/journal/17488583
International Journal of Human Resource Management https://www.tandfonline.com/toc/rijh20/current
Organization https://journals.sagepub.com/home/org
Leadership Quarterly https://www.journals.elsevier.com/the-leadership-quarterly
Journal of Organizational Behavior https://onlinelibrary.wiley.com/journal/10991379