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Course Syllabus

Bachelor 2022/2023

Core Management Concepts

Type: Elective course (International Programme in Economics and Finance)
Area of studies: Economics
Delivered by: International College of Economics and Finance
Where: International College of Economics and Finance
When: 4 year, 1-4 module
Mode of studies: distance learning
Online hours: 64
Open to: students of one campus
Instructors: Elena Dimova, Ekaterina B. German
Language: English
ECTS credits: 10
Contact hours: 112

Course Syllabus

Full Syllabus

Abstract

This course is an introductory course in management, design to familiarize undergraduate students with the general concepts and theoretical foundations of the field of management. The students will become familiar with broad areas of management and develop the fundamental skills required to effectively manage self and others, develop strategy for companies and make them competitive globally. Specifically, we will focus on certain management competencies and behaviors that lead to positive organizational outcomes. The course foundation is rooted in the understanding of the firm and role of labor, firm management, human resources, importance of accounting and finance, and performance management. A large portion of the course will be devoted to these topics as they are essential to formulation of the firm’s business strategy. The course is fully compliant with the Core Management Concepts course guide of University of London.
Learning Objectives

Learning Objectives

  • • Develop and demonstrate a keen understanding of the key theoretical management concepts. Apply these concepts to specific business situations.
  • • Analyze and evaluate managerial tools such as balance sheets and marketing plans.
  • • Explain the relevance of social science to business practice. Apply the principles of social learning to increase self-awareness, acquire new skills and manage time and stress more effectively.
  • • Define and resolve problems, and recognize the most common decision errors and make tough decisions in an ethically conscious and competent way.
  • • Use an understanding of the factors that motivate performance and commitment to diagnose organizational situations and help create motivational contexts.
  • • Help a team produce superior outcomes and overcome common dysfunctions like “groupthink,” social loafing, and free riders.
  • • Diagnose and intervene in conflict situations in a productive way.
  • • Work within a team to analyze real business problem(s) and make substantive recommendations for improvement.
  • • Build expertise at spotting the internal and external factors that lead to a firm’s strategic choices
  • • Become familiar with the tools managers use to develop and implement business/corporate strategies
  • • Understand why some strategies fail, while others lead to long term success for a firm
  • • Apply the knowledge you gain about business strategies to your own careers
Expected Learning Outcomes

Expected Learning Outcomes

  • • Explain the relevance of social science to business practice. Apply the principles of social learning to increase self-awareness, acquire new skills and manage time and stress more effectively.
  • Use the knowledge you gain about business strategies to your own careers
  • • Understand why some strategies fail, while others lead to long term success for a firm
  • • Define and resolve problems, and recognize the most common decision errors and make tough decisions in an ethically conscious and competent way.
Course Contents

Course Contents

  • Why do we need management?
  • What do managers do?
  • Finding the best way to manage.
  • Motivation.
  • Human resource management.
  • Managing Conflict.
  • Management Science.
  • Management Accounting.
  • Financial Accounting.
  • Bias and decision making.
  • Leadership and influence.
  • Contemporary Marketing.
  • Organisational Structure.
  • Strategy and Strategic Management.
  • Strategic analysis.
  • Strategy formulation and implementation.
  • Managing Risk.
  • Future thinking.
  • Culture and Change.
  • Performance measurement.
Assessment Elements

Assessment Elements

  • non-blocking In-class and take-home written assignments
  • non-blocking Mid-term test (1st module)
  • non-blocking Exam (covering 1st and 2nd module topics)
  • non-blocking Exam
Interim Assessment

Interim Assessment

  • 2022/2023 2nd module
    0.5 * Exam (covering 1st and 2nd module topics) + 0.15 * Mid-term test (1st module) + 0.35 * In-class and take-home written assignments
  • 2022/2023 4th module
    0.4 * 2022/2023 2nd module + 0.35 * Exam + 0.25 * In-class and take-home written assignments
Bibliography

Bibliography

Recommended Core Bibliography

  • Atrill, P., & McLaney, E. J. (2017). Accounting and Finance for Non-Specialists (Vol. Tenth edition). Harlow: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1434981
  • Boddy, D. (2017). Management : An Introduction (Vol. Seventh edition). Harlow, England: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1419862
  • CIMA : subject BA2: fundamentals of management accounting: study text, , 2021
  • Human resource management, , 2020
  • Willman, P. (2014). Understanding Management : The Social Science Foundations. Oxford: OUP Oxford. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=853507

Recommended Additional Bibliography

  • Marketing perspectives on digital business models: A framework and overview of the special issue. (2019). International Journal of Research in Marketing, 36(3), 341–349. https://doi.org/10.1016/j.ijresmar.2019.08.001
  • Robbins, S. P., & Coulter, M. K. (2018). Management, Global Edition: Vol. 14E [edition]. Pearson.

Authors

  • DIMOVA ELENA ANATOLEVNA