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Value Based Management

Informacje ogólne

Kod przedmiotu: WZ.IEZ-Z/dbfm/II1VBM Kod Erasmus / ISCED: (brak danych) / (brak danych)
Nazwa przedmiotu: Value Based Management
Jednostka: Instytut Ekonomii, Finansów i Zarządzania
Grupy: Przedmioty obowiązkowe dla II roku Business and Finance Management - II st. sta. sem. zimowy
Punkty ECTS i inne: 4.00
Język prowadzenia: angielski

Zajęcia w cyklu "Semestr zimowy 2018/2019" (zakończony)

Okres: 2018-10-01 - 2019-01-27
Wybrany podział planu:


powiększ
zobacz plan zajęć
Typ zajęć: Konwersatorium, 30 godzin, 5 miejsc więcej informacji
Koordynatorzy: Zofia Łapniewska
Prowadzący grup: Zofia Łapniewska
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Zaliczenie na ocenę
Cele kształcenia:

(tylko po angielsku) The aim of the seminar is to familiarise students with the latest concepts and theoretical tools to analyse the activity of the selected enterprise, and to develop possible proposals for its further improvement based on the added value for shareholders and stakeholders. The workshop's formula allows students for individual and group work, for critical assessment of specific enterprises, for an in-depth approach to the analysed cases, giving them the opportunity to combine the theoretical framework with discussion and creative thinking. Seminars require from students to have an interdisciplinary approach to the issues discussed, negotiating skills, and knowledge in the field of strategic management and basics of accounting.

Efekty kształcenia:

(tylko po angielsku) KNOWLEDGE:

Students who attended the seminar, after its completion, have a knowledge of contemporary concepts of, and instruments for co-operation and competition between different economic systems and organisations. K_W05

They are able to explain why business activity carries a social responsibility, and indicate instances of its occurrence and its dysfunctions in commercial practice. K_W07

They have a knowledge of the contemporary concepts of, and methods used to measure and manage an organisation’s achievements. K_W13

SKILLS:

They are qualified to apply specialist knowledge of a given field of study related to Management (in combination with their specialisation), in their professional or advanced academic work. K_U02

Select appropriate methods and instruments for the description and analysis of problems and areas of activity in an organisation and its environment, and assess their applicability and effectiveness. K_U06

Participate in strategic decision-making processes and the proposal of procedures to resolve problems using advanced methods and instruments to support decision-making processes. K_U10

Design changes in organisations and manage such changes. K_U15

Select and manage human, material, financial, and information resources for the efficient and successful achievement of management tasks. K_U18

SOCIAL COMPETENCIES

Design and independently manage complex undertakings, taking economic, social, political, environmental, and managerial aspects into consideration. K_K02

Acquire knowledge and professional skills independently, in teamwork, and within the organisation, in the conditions of European integration processes and globalisation. K_K06

Assume responsibility for their decisions with respect to other members of the organisation and society at large. K_K10

Wymagania wstępne:

(tylko po angielsku) Mathematics

Basics of Management


Forma i warunki zaliczenia:

(tylko po angielsku) Preparation of a group report on a selected listed company, presentation of results.

Mandatory attendance (1 absence allowed).

Activity during the seminar.


Metody sprawdzania i kryteria oceny efektów kształcenia uzyskanych przez studentów:

(tylko po angielsku) The report submitted by the groups in writing will be assessed during the examination session (80% of the final grade). Presentations using multimedia techniques, given at the last lectures, will be assessed in terms of their content and attractiveness (15%). Activity during the seminars (5%).

Metody dydaktyczne - słownik:

Metody eksponujące - film
Metody podające - objaśnienie lub wyjaśnienie
Metody podające - prelekcja
Metody podające - prezentacja multimedialna
Metody praktyczne - metoda projektów
Metody praktyczne - seminarium
Metody problemowe - metody aktywizujące - dyskusja dydaktyczna
Metody problemowe - metody aktywizujące - metoda przypadków
Metody problemowe - metody aktywizujące - seminarium
Metody problemowe - wykład konwersatoryjny

Metody dydaktyczne:

(tylko po angielsku) • exposing methods (film),

• providing methods (explanation, multimedia presentation),

• practical methods (project methods),

• problem methods (problem lecture, conversation),

• activating methods (seminar, didactic discussion, case-study method)


Bilans punktów ECTS:

(tylko po angielsku) Participation in the seminars: 30h

Preparation for the seminars, including reading the books and articles: 20h

Consultations with the lecturer: 5h

Group work - preparation of a report on the company: 55h

Group work - preparation of the company presentation: 10h

Wymiar, zasady i forma odbywania praktyk:

(tylko po angielsku) Not applicable

Skrócony opis: (tylko po angielsku)

The course focuses on the network of connections established and on the dependencies between resources, processes and products that have an impact on the valorisation or depreciation of the company's value. Practical analysis of selected companies and group work on specific case-studies using the tools and methods presented at the seminar will equip students with knowledge and skills that they will be able to apply in the future in the companies in which they will work or organisations with which they will cooperate.

Pełny opis: (tylko po angielsku)

1. Introduction to Value-Based Management; searching for an idea to increase the value of the company; stakeholder groups; Creating Shared Value (CSV); Corporate Social Responsibility (CSR); Environmental, Social & Governance (ESG); key success factors.

2. Vision; mission; SCOPE Planning; models of development strategies; value for clients; key processes.

3. The Balanced Scorecard; long-, medium- and short-term goals; combining processes; 7S Framework of McKinsey.

4. Organic and external growth; mergers and acquisitions; financial and operational leverage; the theory of the agency; risk; investments.

5. Traditional methods of companies’ value valuation; capital market; EVA method, MVA method; due diligence.

6. Critical approaches; “change” framework; implications for organisations and managers, Hofstede’s Cultural Dimensions.

7. Presentations of analysis reports of selected listed companies.

Literatura: (tylko po angielsku)

Ameels, A., Bruggeman, W., & Scheipers, G. 2002. Value-Based Management: Control Processes to Create Value Through Integration. Leuven: Vlerick Leuvent Gent Management School.

Cunha Pinto, da, T., & Machado-Santos, C. 2011. “An Analysis of the Correlation Between EVA® and MVA®: The Case of a NYSE Euronext Lisbon Listed Company.” Global Journal of International Business Research 4(4): 69-79.

Copeland, T., & Dolgoff, A. 2005. Outperform with Expectations-Based Management. Hoboken: Wiley.

Hoag, B., & Cooper, C.L. 2006. Managing Value-Based Organizations: It’s Not What You Think. Cheltenham: Edward Elgar.

Hofstede, G, Hofstede, G.J., & Minkov, M. 2010. Cultures and Organizations: Software of the Mind. London: McGraw-Hill.

Holler, A. 2009. New Metrics for Value-Based Management: Enhancement of Performance Measurement and Empirical Evidence on Value-Relevance. Wiesbaden: Gabler.

Kaplan, R.S., & Norton, D.P. 2005. “The Balanced Scorecard: Measures that Drive Performance.” Harvard Business Review July-August, No. 4096: 1-10.

Kim, W.Ch., & Mauborgne, R. 2005. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Publishing Corporation.

Martin, J.D., Petty, J.W., Wallace, J.S. 2009. Value-Based Management with Corporate Social Responsibility. 2nd Edition. Oxford: Oxford University Press.

Rasiel, E.M, & Friga, P.N. 2002. The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World’s Top Strategic Consulting Firm. London: McGraw-Hill.

Russ, R. 2001. “Economic Value Added: Theory, Evidence, a Missing Link.” Review of Business, Summer: 66-70.

Starovic, D., Cooper, S., & Davis, M. 2004. Maximising Shareholder Value: Achieving clarity in decision-making. London: The Chartered Institute of Management Accountants.

Yücesan, E. 2016. Competitive Supply Chains: A Value-Based Management Perspective. 2nd Edition. Basingstoke: Palgrave Macmillan.

Zajęcia w cyklu "Semestr zimowy 2019/2020" (jeszcze nie rozpoczęty)

Okres: 2019-10-01 - 2020-01-28

Wybrany podział planu:


powiększ
zobacz plan zajęć
Typ zajęć: Konwersatorium, 30 godzin, 5 miejsc więcej informacji
Koordynatorzy: Zofia Łapniewska
Prowadzący grup: Zofia Łapniewska
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Zaliczenie na ocenę
Cele kształcenia:

(tylko po angielsku) The aim of the seminar is to familiarise students with the latest concepts and theoretical tools to analyse the activity of the selected enterprise, and to develop possible proposals for its further improvement based on the added value for shareholders and stakeholders. The workshop's formula allows students for individual and group work, for critical assessment of specific enterprises, for an in-depth approach to the analysed cases, giving them the opportunity to combine the theoretical framework with discussion and creative thinking. Seminars require from students to have an interdisciplinary approach to the issues discussed, negotiating skills, and knowledge in the field of strategic management and basics of accounting.

Efekty kształcenia:

(tylko po angielsku) KNOWLEDGE:

Students who attended the seminar, after its completion, have a knowledge of contemporary concepts of, and instruments for co-operation and competition between different economic systems and organisations. K_W05

They are able to explain why business activity carries a social responsibility, and indicate instances of its occurrence and its dysfunctions in commercial practice. K_W07

They have a knowledge of the contemporary concepts of, and methods used to measure and manage an organisation’s achievements. K_W13

SKILLS:

They are qualified to apply specialist knowledge of a given field of study related to Management (in combination with their specialisation), in their professional or advanced academic work. K_U02

Select appropriate methods and instruments for the description and analysis of problems and areas of activity in an organisation and its environment, and assess their applicability and effectiveness. K_U06

Participate in strategic decision-making processes and the proposal of procedures to resolve problems using advanced methods and instruments to support decision-making processes. K_U10

Design changes in organisations and manage such changes. K_U15

Select and manage human, material, financial, and information resources for the efficient and successful achievement of management tasks. K_U18

SOCIAL COMPETENCIES

Design and independently manage complex undertakings, taking economic, social, political, environmental, and managerial aspects into consideration. K_K02

Acquire knowledge and professional skills independently, in teamwork, and within the organisation, in the conditions of European integration processes and globalisation. K_K06

Assume responsibility for their decisions with respect to other members of the organisation and society at large. K_K10

Wymagania wstępne:

(tylko po angielsku) Mathematics

Basics of Management


Forma i warunki zaliczenia:

(tylko po angielsku) Preparation of a group report on a selected listed company, presentation of results.

Mandatory attendance (1 absence allowed).

Activity during the seminar.


Metody sprawdzania i kryteria oceny efektów kształcenia uzyskanych przez studentów:

(tylko po angielsku) The report submitted by the groups in writing will be assessed during the examination session (80% of the final grade). Presentations using multimedia techniques, given at the last lectures, will be assessed in terms of their content and attractiveness (15%). Activity during the seminars (5%).

Metody dydaktyczne - słownik:

Metody eksponujące - film
Metody podające - objaśnienie lub wyjaśnienie
Metody podające - prelekcja
Metody podające - prezentacja multimedialna
Metody praktyczne - metoda projektów
Metody praktyczne - seminarium
Metody problemowe - metody aktywizujące - dyskusja dydaktyczna
Metody problemowe - metody aktywizujące - metoda przypadków
Metody problemowe - metody aktywizujące - seminarium
Metody problemowe - wykład konwersatoryjny

Metody dydaktyczne:

(tylko po angielsku) • exposing methods (film),

• providing methods (explanation, multimedia presentation),

• practical methods (project methods),

• problem methods (problem lecture, conversation),

• activating methods (seminar, didactic discussion, case-study method)


Bilans punktów ECTS:

(tylko po angielsku) Participation in the seminars: 30h

Preparation for the seminars, including reading the books and articles: 20h

Consultations with the lecturer: 5h

Group work - preparation of a report on the company: 55h

Group work - preparation of the company presentation: 10h

Wymiar, zasady i forma odbywania praktyk:

(tylko po angielsku) Not applicable

Skrócony opis: (tylko po angielsku)

The course focuses on the network of connections established and on the dependencies between resources, processes and products that have an impact on the valorisation or depreciation of the company's value. Practical analysis of selected companies and group work on specific case-studies using the tools and methods presented at the seminar will equip students with knowledge and skills that they will be able to apply in the future in the companies in which they will work or organisations with which they will cooperate.

Pełny opis: (tylko po angielsku)

1. Introduction to Value-Based Management; searching for an idea to increase the value of the company; stakeholder groups; Creating Shared Value (CSV); Corporate Social Responsibility (CSR); Environmental, Social & Governance (ESG); key success factors.

2. Vision; mission; SCOPE Planning; models of development strategies; value for clients; key processes.

3. The Balanced Scorecard; long-, medium- and short-term goals; combining processes; 7S Framework of McKinsey.

4. Organic and external growth; mergers and acquisitions; financial and operational leverage; the theory of the agency; risk; investments.

5. Traditional methods of companies’ value valuation; capital market; EVA method, MVA method; due diligence.

6. Critical approaches; “change” framework; implications for organisations and managers, Hofstede’s Cultural Dimensions.

7. Presentations of analysis reports of selected listed companies.

Literatura: (tylko po angielsku)

Ameels, A., Bruggeman, W., & Scheipers, G. 2002. Value-Based Management: Control Processes to Create Value Through Integration. Leuven: Vlerick Leuvent Gent Management School.

Cunha Pinto, da, T., & Machado-Santos, C. 2011. “An Analysis of the Correlation Between EVA® and MVA®: The Case of a NYSE Euronext Lisbon Listed Company.” Global Journal of International Business Research 4(4): 69-79.

Copeland, T., & Dolgoff, A. 2005. Outperform with Expectations-Based Management. Hoboken: Wiley.

Hoag, B., & Cooper, C.L. 2006. Managing Value-Based Organizations: It’s Not What You Think. Cheltenham: Edward Elgar.

Hofstede, G, Hofstede, G.J., & Minkov, M. 2010. Cultures and Organizations: Software of the Mind. London: McGraw-Hill.

Holler, A. 2009. New Metrics for Value-Based Management: Enhancement of Performance Measurement and Empirical Evidence on Value-Relevance. Wiesbaden: Gabler.

Kaplan, R.S., & Norton, D.P. 2005. “The Balanced Scorecard: Measures that Drive Performance.” Harvard Business Review July-August, No. 4096: 1-10.

Kim, W.Ch., & Mauborgne, R. 2005. Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant. Boston: Harvard Business School Publishing Corporation.

Martin, J.D., Petty, J.W., Wallace, J.S. 2009. Value-Based Management with Corporate Social Responsibility. 2nd Edition. Oxford: Oxford University Press.

Rasiel, E.M, & Friga, P.N. 2002. The McKinsey Mind: Understanding and Implementing the Problem-Solving Tools and Management Techniques of the World’s Top Strategic Consulting Firm. London: McGraw-Hill.

Russ, R. 2001. “Economic Value Added: Theory, Evidence, a Missing Link.” Review of Business, Summer: 66-70.

Starovic, D., Cooper, S., & Davis, M. 2004. Maximising Shareholder Value: Achieving clarity in decision-making. London: The Chartered Institute of Management Accountants.

Yücesan, E. 2016. Competitive Supply Chains: A Value-Based Management Perspective. 2nd Edition. Basingstoke: Palgrave Macmillan.

Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Jagielloński w Krakowie.