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International Business Management and Accounting - programma
International business management and accounting - programma

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DIEGO POLO FRIZ , responsabile dell'insegnamento

Corso di laurea in MANAGEMENT OF HUMAN RESOURCES AND LABOUR STUDIES (MLS) Classe LM-62 Enrolled from 2014/2015 academic year - Laurea Magistrale - HUMAN RESOURCE MANAGEMENT AND EMPLOYMENT RELATIONS - 2018/2019

Insegnamento obbligatorio
Anno di corso2s
Periodo di svolgimentoprimo trimestre
Settori scientifico disciplinari
  • SECS-P/08 - Economia e gestione delle imprese
Crediti (CFU) obbligatori9
Crediti (CFU) facoltativi-

Informazioni generali

Obiettivi: The course is built to provide students with an understanding of the mechanics of the inner workings of a company, and in particular on how to be an effective boss of that organization. What will be discussed will not relate to functional matters (“how to do a business plan” or “what are the most relevant marketing levers”), rather on what processes and methodologies need to be in place, for the company as a whole to be in a condition to obtain the desired level of financial performance. It is about how making things happen, in particular from the position of the leader of that organization.

Lingua dell'insegnamento: English

Metodi didattici: Classes and simulations (role-play)

Programma di studio

Programma: The course has a length of 60 hours and it is built according to the following program:
1.Laying the basics for success. Which includes:
a. Clarity on why do companies exist: income and value and the conditions that have to be met for income and value to be healthy.
b.The role of the boss: energy and motivation.
c. Management team accountability: the virtuous circle of transparency of responsibilities, target assignment, development of implementation plans, control.
2. Managing the profit and loss account. Which includes:
a. How to achieve commercial success: emphasis on monetary impact, the role of pricing, rigor in use of specific strategic roles.
b. The drive for efficiency: processes for good use of company resources, technical levers for cost reduction.
c. Risk management: exposure map (credit, fraud, legal, market, business, operating) and optimization measures.
3. Building the organizational infrastructure. Which includes:
a. Managing colleagues and their motivation: selection criteria, mapping of the personnel body, bonus systems.
b. Organizational design and allocation of responsibilities: structure, management by committee or by individual, ranks.
c. The behavior of the boss in everyday's life: management by fear (yes or no?), daily tactics for good leadership, traps to avoid.
d. How to interact with the team: empathy, assertiveness, respect.
4. Understanding international groups. Which includes:
a. Types of international group.
b. Management practices according to type of group.
5. Principles of accounting. Which includes:
a. Basic principles and double entry.
b. Profit and loss accounting.
c. Balance sheet accounting.
6. Accounting in real cases. Which includes:
a. Manufacturing case.
b. Retailing case.
c. Banking case.
d. Insurance case.

The course will provide for multiple external speakers, including CEOs and entrepreneurs, as well as experts from several markets which will illustrate their experiences and how numbers in their respective industries can be read.

Short course description english flag

The course is about company management. Which means the combination of initiatives that whoever has got the responsibility of leading an organization, needs to implement to ensure that targets are met. Company management is often thought to be as important as strategy. Up to the point where average ideas with good implementation create more value than excellent ideas with bad implementation. The way good company management creates value is twofold:
1. It allows for the production of good and growing levels of income.
2. It reduces the risk profile associated with the production of such income.
Company management is three things:
1. It’s a set of techniques and methodologies that make things work well. Which range from the way components of the profit and loss account (revenues, costs, risks) are governed, to most organizational matters (human resources and structure, mainly).
2. It’s rigor. Rigor being the ongoing display of seriousness and determination by the members of the management team.
3. It’s good exercise of company leadership. Whereby, whoever is in charge is capable of inspiring colleagues and convincing them to follow him / her.

Bibliografia e altri materiali didattici: The book “As far back as I can remember, I’ve always wanted to be the boss: How to Manage a Company” relating to the International management sections (available on www.amazon.it and its sister sites).

The slides shown in class for the accounting section.

Modalità di esame, prerequisiti, esami propedeutici

Esame in un'unica volta o suddiviso in partiunico
Modalità di accertamento conoscenzeEsame
Giudiziovoto verbalizzato in trentesimi

Prerequisiti e modalità di esame Prerequisites: 80% class frequency (12 sessions out of 15). In this case, the exam will be structured as mid-term at the end of the management section, and a final at the end of the course.

Prerequisiti e modalità di esame per non frequentanti Regular exams in one session only, approximately 5 times a year.

Attività propedeutiche consigliate The business section of a least one daily newspaper.

Organizzazione della didattica

Settori e relativi crediti

  • Settore: SECS-P/08 - Economia e gestione delle imprese - Crediti: 9
Attività didattiche previste

Lezioni: 60 ore

Ricevimento Docenti

Orario di ricevimento Docenti
DocenteOrario di ricevimentoLuogo di ricevimento
DIEGO POLO FRIZ , responsabile dell'insegnamento14:00-14:30 every Friday of the course; or by appointment (call mobile number or send e-mail)Room 21