International year

Structure of course:

Theme 1. Staff development and training

Theme 2.Job descriptions and job satisfaction

Theme 3. Getting the right job

Theme 4. Making contact

Theme 5. Breaking into the market

Theme 6. A stand at a trade fair

Theme 7. Being persuasive

Theme 8. Starting a business

Theme 9. Financing a start-up

Theme 10. Expanding into Europe

Theme 11. Presenting your business idea

Theme 12. Arranging business travel

Theme 13. Business conference

Theme 14. Business meetings

Theme 15. Spending the sales budget

Theme 16. Language and Culture

Theme 17. Social media and business

Theme 18. Business and the environment

Theme 19. A staff survey

Theme 20. Offshoring and outsourcing

Theme 21. Customer satisfaction and loyalty

Theme 22. Communication with customers

Theme 23. Corresponding with customers

Theme 24. Business across cultures

Theme 25. Launching a product

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Learning Skills

Multiple intelligence theory (Howard Gardner). Learning styles (Honey and Mumford learning styles, Kolb’s learning cycle, VAK learning style). The importance of reflection in writing

Theme 2. Academic skills

How to source relevant information. How to use academic databases. How to reference using the Harvard referencing method. Speed reading. Academic writing. Email etiquette

Theme 3. Preparing for a professional career 

How to write and structure a CV. Writing Cover letters and statement letters. Job interview skills. Impression management

Theme 4. Planning

SMART objectives. Time management principles. How to avoid procrastination. How to build a development plan

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1.  Introduction to Business Etiquette

Conceptual differences: law, ethics, etiquette.

Theme 2.  Behaviour, Neatness and Clothing

Meeting and greeting business partners. Dealing with business cards. Introduction of business partners. Running conversations in person and on the phone. Handling unforeseeable situations. Business attire and neatness.

Theme 3.  Hospitality and Business Presents

Invitations and event etiquette. Business present policies.

Theme 4.  Business in Different Cultural Clusters

Using the GLOBE research the following clusters: Africa, Middle East, Nordic, Germanic, Anglo, Latin Europe, Latin America, Easterns Europe, East Asia and South Asia.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Entrepreneurship activity notion

Theme 2. Legal forms of entrepreneurship activity

Theme 3. State registration of entrepreneurship activity subjects

Theme 4. Obtain of rights for different types of entrepreneurship activity by its subjects. Selfregulation of entrepreneurship activity

Theme 5. Legal regulation of insolvency and bankruptcy of entrepreneurship activity subjects

Theme 6. Bases of legal regulation of competition defence

Theme 7. Peculiarities of legal regulation of entrepreneurship activity of small and medium business subjects

Theme 8. Legal regulation of evaluation activity

Theme 9. Legal regulation of audit activity

Theme 10. Legal regulation of advertising activity

Structure of course:

Theme 1. Intro to the course Values, attitudes, and work behavior

Understand what organizational behavior is. Understand why organizational behavior matters.

Theme 2. Personality [Documentary: The Science of Personality], Perception and attribution

Learn the terminology of research. Understand the different types of OB research methods used.

Theme 3. Motivation in theory, Motivation in practice

Understand current challenges for OB. Understand current opportunities for OB.

Theme 4. Decision-making, Power, politics and ethics

Understand what constitutes diversity. Explain the benefits of managing diversity. Describe challenges of managing a workforce with diverse demographics. Describe the challenges of managing a multicultural workforce. Understand diversity and ethics. Understand cross-cultural issues regarding diversity. Explain what culture is. Define the four dimensions of culture that are part of Hofstede’s framework. Describe some ways in which national culture affects organizational behavior

Theme 5. Group dynamics and teams

Define personality and describe how it affects work behaviors. Understand the role of values in determining work behaviors. Explain the process of perception and how it affects work behaviors. Understand how individual differences affect ethics. Understand crosscultural influences on individual differences and perception

Theme 6. Leadership Conflict and stress

Explain the benefits of managing diversity effectively. Explain the challenges of diversity management. Describe the unique environment facing employees with specific traits such as gender, race, religion, physical disabilities, age and sexual orientation.

Theme 7. Seminar +Public Presentation

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Project management activity contents

Contents of manager professional activity in project management. Relationship between business project elaboration and project management. A manager authority in project management and frames of their responsibility. Project manager duties.

Theme 2. Project realization process management

Choice of project realization technology. Process and functional approach to project management. A manager function in project management. Planning in project activity. Completion of project realization work plan. Planning with network graph. Project work volume management. Authority distribution in project management. Organizational structure and its role in project management.

Theme 3. Cost management in business project elaboration

Budgeting in project activity. Planning of resources necessary for project realization. Project estimate and budget completion.

Theme 4. Quality management in project activity

Notion and goals of project quality management. Role of planning in quality management. Analytical tools used in project quality control.

Theme 5. HR management in project activity

Contents of project HR management activity. HR planning and staff list completion. Organizational structure formation. Staff recruitment. Project staff development. Motivation and control of project staff.

Theme 6. Partnership establishment in project activity

Partnership types in project activity. Contract relationship. Tender activity organization in project management. Necessary resources procurement graph planning. Contract relationship in financial sphere: crediting, project financing, mezzanine lending, leasing.

Theme 7. Communication management in project activity and formation of relationship with stakeholders

Project stakeholders’ set and their interests. Stakeholders’ identification and methods of their involvement to project activity. Planning of cooperation with stakeholders. Communication process organization in project.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

After getting an overview on Negotiations and Communication the students learn to analyse a negotiation situation, identify the used strategies and choose the best respond strategy to win the negotiation.

Theme 1.  Negotiations Overview: Definition, Strategy, Process

Theme 2.  Communication Overview: Definition, Process, Context

Theme 3.  Communication Channels: Verbal Communication, Non-Verbal Communication

Theme 4.  Negotiation Strategies

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Background for entrepreneurship

History, etymology, and main types of entrepreneurship. Entrepreneurship traits

Theme 2. Business models

History of business modelling. Porter’s (2008) Value chain analysis. Business model Canvas - Osterwalder et al., 2010. Lean Canvas - Maurya, 2010. Social Business Model Canvas - Social Innovation Lab, 2012. Value Model Canvas - Kraaijenbrink, 2012. Value Proposition Canvas - Osterwalder, 2012. Value Proposition Canvas - Thomson, 2013. Fluidminds Business Model Canvas - Fluidminds, 2013. Gear up Social Business Model Canvas -Kjellberg, Ramfelt and Kosnik, 2014. Social enterprise Canvas - Olson and Harker, 2014. Innovation Canvas - Owolabi, 2016. Value Triangle - Biloslavo, Bagnoli and Edgar, 2018. Balanced Scorecard - Kaplan and Norton, 1996. Component Business Model – IBM - Koppinger, 2009. V4BM - Al-Debei and Avinson, 2010. Open business model. Business Model Wheel. Strengths and limitations of all business models

Theme 3. Osterwalder and Pigneur’s (2010) Business Model Canvas components

Value proposition. Customer segment. Distribution and communication channels. Customer relationship management. Key Partners and Stakeholders. Key activities. Key resources. Investment. Revenue streams. Revenue management. Competition

Theme 4. Business Planning Template (additional needed components)

Workforce advantage. Ethical advantage. Performance management and measurement. Risk management

Theme 5. Creativity workshop

How to brainstorm innovative ideas. Problem solving tool – TRIZ ('Theory of Inventive Problem Genrich Altshuller)

Theme 6. Case studies

Structure of course:

Theme 1. The Economic Problem: Scarcity and Choice

Theme 2. Demand, Supply, and Market Equilibrium

Theme 3. Household Behavior and Consumer Choice

Theme 4. Production Process: The Behavior of Profit Maximizing Firms

Theme 5. Short Run Costs and Output Decisions

Theme 6. Long Run Costs and Output Decisions

Theme 7. Input Demand: The Labor and Land Markets

Structure of course:

Theme 1. The basics of leadership

Essence and nature of leadership. Concepts of leadership and leadership style. Leadership and authority. Factors of the leadership formation. Legitimate leadership. Leadership based on the fear. Leadership based on the persuasion. Leadership based on the knowledge. Criterions of effective leadership. Great business-leaders of history.

Theme 2. Personal theories of leadership

Theories of personal qualities of leadership. Emotional leadership. Charismatic leadership. Specific features of the leader: physical characteristics, intelligence, characteristics of the character, social characteristics, characteristics associated with the involvment in the labour process. Blue chip in skills of the leader.

Theme 3. Behavioral and situational leadership

Management Theory of Douglas McGregor. Theory Z of William Ouchi. Leadership Models of Rensis Likert. Leadership Theory developed in The Ohio State University. Researches of The University of Michigan. Theory of situational leadership developed by Robert R. Blake and Jane Mouton. Hersey-Blanchard Leadership Theory. The Fiedler Leadership Model. The Model of Leadership Behavior of Tannenbaum and Schmidt. The Model of Leadership based on decision making. Substitutes and Neutralizers for Leadership.

Theme 4. Leader and the team

Leadership when working with a team. Responsibilities of a team in the organization. Characteristics of a highly efficient team. Team roles. Factors of team leadership. Leader of a successful team.

Theme 5. Functional leadership

The effectiveness in leadership. The administration in leadership. Entrepreneurship in leadership. Integration in leadership. The impact of leadership style on the efficiency and effectiveness of the organization.

Theme 6. The incompatibility of functions in a leadership style

Conflict of functions in a leadership style. Reasons for the incompatibility of functions in a leadership style. The impact of the combination of functions in leadership on the organization: a

functional, systematic, proactive and organic organization.

Theme 7. Styles of effective leadership

Characteristics of styles of effective leadership: producer, administrator, generator of ideas, entrepreneur, integrator. Perfect leadership. A complementary team of leaders.

Theme 8. Archetypes of ineffective leadership

A hero-loner. Bureaucrat. A warmonger. A passionate supporter. A supervisor. Caring bureaucrat. Coach of the minor league. The founder. An inventor-loner. Demagogue. A bore. A charismatic leader.

Theme 9. Implementation of leadership styles in the organization

The behaviour of style carriers. Quality of communications of style carriers. Decision-making skills of style carriers. The process of implementing solutions of style carriers. The process of forming a team of style carriers. The process of personnel management by style carriers. The process of managing changes by style carriers.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. An entrepreneur as a subject of economic process

Economic process and economic order. Economic process and economic activity. Two main forms of economic activity. Street entrepreneurship. Internal entrepreneurship.

Theme 2. Economic contents of production activity

Elaboration and making of economic decision. Cooperation of production process participants. Substantive and process approaches to production.

Theme 3. Production process of a firm

Firm functions and firm internal structure. Preparation stage characteristics. Preparation stage contents. Product promotion from a producer to a consumer. Profit centers and loss centers of a firm.

Theme 4. Entrepreneurship as a specific form of economic activity

Self-organization principle. Business cycle.

Theme 5. Personal qualities of an entrepreneur

What is more important for an entrepreneur: education, luck, personal qualities? Business qualities concept. An entrepreneur and power. Entrepreneur motivation.

Theme 6. Business environment

Analysis goal. Structure and contents of business environment separate parts. Entrepreneurship environment peculiarities. Multidirectional interests impact on business environment

Theme 7. Business environment analysis

Sales concept (imposing of produced commodities). Marketing concept.

Theme 8. An entrepreneur as a self-organized subject of economic process

Entrepreneurship function contents. Business environment analysis. An entrepreneur self-organization in business environment.

Theme 9. Entrepreneurship activity logic

An entrepreneur philosophy. Entrepreneurship activity. Entrepreneurship activity logic.

Theme 10. Entrepreneurship types

Two maim types of entrepreneurship activity classification. Production entrepreneurship activity. Intermediary entrepreneurship activity. Entrepreneurship in financial industry. Service entrepreneurship.

Theme 11. Entrepreneurship schemes elaboration

Business project elaboration contents. Entrepreneurship schemes.

Theme 12. Business idea comprehension

An object of entrepreneurship process. A product and product life cycle. Business idea comprehension from a consumer side. Modeling of a product differences, underlying a business idea.

Theme 13. Reveal of initial capital requirement

Credit form of production organization. Project payback period. Taking into account time lag between moments of capital investment and benefit from functioning capital. Comparison of revenue from capital investment and benefit from functioning capital.

Theme 14. Capital structure and intellectual capital

Capital structure. Intellectual capital

Theme 15. Reveal of initial capital requirement

Fixed capital. Reveal of fixed assets requirement. Production process schemes modelling practice.

Theme 16. Partnerships

Entrepreneur actions for project realization. Deal concept. Main directions of partners cooperation. Cooperation in production field. Cooperation in commodity exchange field. Deals in trade field. Cooperation in financial relationship field.

Theme 17. Entrepreneurship contract

An entrepreneurship contract notion. Classification of contracts. An entrepreneur preparation for contract signing. An offer as a contract signing form. Formulation of contract terms.

Theme 18. Reveal of initial working capital requirement

Working capital. Defining of working capital volume requirement.

Theme 19. Capital structure and management

Prepayment and investment to fixed capital and its liquidity management. Working capital formation and its management.

Theme 20. Product price formation

Entrepreneur costs and price. Profit rate and mass. Minimum acceptable price formation. Calculation.

Theme 21. Investment plan and possible ways of initial capital formation

Investment plan. Initial capital formation sources. Project payback period. Profitability and profitability rate.

Theme 22. Preparation of business plan and feasibility study

Planning as the last stage of business project elaboration. Main economic and technical indexes, influencing idea choice and business project elaboration. Form and contents of a business plan. Feasibility study elaboration

Theme 23. Enterprise establishment

An enterprise as a business subject. Proper enterprise establishment. Possible legal forms of enterprises in Russia and abroad. Other forms of entrepreneur activity.

Theme 24. Entrepreneurship success

Parts of entrepreneurship success. Commercial information as a specific commodity. Who should do business today.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Introduction

Management as science and a specific type of professional activity. General scheme of management activity Becoming a professional: self-management problem

Theme 2. A management object

An organization as a management object: internal environment (organizational analysis from the systematic side). An organization: external environment (organizational analysis from the open side). Effectiveness and efficiency of organization interaction with external environment.

Theme 3. A manager: form of management object perception

Main manager duty. Situation and process approaches in management. Management concepts, oriented to a process (engineering and reengineering of business-processes). Functional approach in management (the first iteration). General and functional management.

Theme 4. Management subjects

Subjects of management process. Professional manager ideology. Management style. Role functions of a manager and subordinates

Theme 5. Main manager functional appointment

Main manager functional duty and conditions, determining such a duty fulfillment. Making decisions centers and management zones. Rational method of management decision making: elaboration process structuring. A manager: reference to other decision making methods. Management decision making: scientific method. Economic analysis as management decision making method. Decision making as a manager professional tool and as their authority indicator. Strategic management and decision making procedure. Efficiency of made decisions. Calculation of decision efficiency. Types of decisions and management style.  

Theme 6. Management process technology

Functional approach in management (the second iteration). Planning: role and place in general concept of management activity. Planning as management category. Planning types (manager planning activity). Strategic planning and strategic management peculiarities. Methods and principles of planning. A manager’s function of transformation of a plan to real actions. Performer’s motivation as a management function. Control as a management function.

Theme 7. Organizational structures and management models

Organization: manageability level and quality of management. Organizational structures and factors, determining their choice. Communication process in an organization. Management models and conditions of their implementation

Theme 8. Management: multiplicity of duties and practical actions

An organization as a set of management zones: principles and contents of zone management. Types of management actions: character and contents. Conclusion.

Annotation of working program of discipline (module)

Structure of course:

Theme 1. Introduction to Process Mining

Theme 2. Data Mining

Theme 3. Decision Tree Learning

Theme 4. Confusion Matrix and Precision Metrics

Theme 5. Process Models Notations. Petri Net

Theme 6. Alpha-algorythm

Theme 7. How To Conduct Process Mining Project

Theme 8. Typical Analysis Questions

Theme 9. Practical Assignment for Process Mining Research

Structure of course:

Theme 1. Staff development and training

Theme 2.Job descriptions and job satisfaction

Theme 3. Getting the right job

Theme 4. Making contact

Theme 5. Breaking into the market

Theme 6. A stand at a trade fair

Theme 7. Being persuasive

Theme 8. Starting a business

Theme 9. Financing a start-up

Theme 10. Expanding into Europe

Theme 11. Presenting your business idea

Theme 12. Arranging business travel

Theme 13. Business conference

Theme 14. Business meetings

Theme 15. Spending the sales budget

Theme 16. Language and Culture

Theme 17. Social media and business

Theme 18. Business and the environment

Theme 19. A staff survey

Theme 20. Offshoring and outsourcing

Theme 21. Customer satisfaction and loyalty

Theme 22. Communication with customers

Theme 23. Corresponding with customers

Theme 24. Business across cultures

Theme 25. Launching a product

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Project management activity contents

Contents of manager professional activity in project management. Relationship between business project elaboration and project management. A manager authority in project management and frames of their responsibility. Project manager duties.

Theme 2. Project realization process management

Choice of project realization technology. Process and functional approach to project management. A manager function in project management. Planning in project activity. Completion of project realization work plan. Planning with network graph. Project work volume management. Authority distribution in project management. Organizational structure and its role in project management.

Theme 3. Cost management in business project elaboration

Budgeting in project activity. Planning of resources necessary for project realization. Project estimate and budget completion.

Theme 4. Quality management in project activity

Notion and goals of project quality management. Role of planning in quality management. Analytical tools used in project quality control.

Theme 5. HR management in project activity

Contents of project HR management activity. HR planning and staff list completion. Organizational structure formation. Staff recruitment. Project staff development. Motivation and control of project staff.

Theme 6. Partnership establishment in project activity

Partnership types in project activity. Contract relationship. Tender activity organization in project management. Necessary resources procurement graph planning. Contract relationship in financial sphere: crediting, project financing, mezzanine lending, leasing.

Theme 7. Communication management in project activity and formation of relationship with stakeholders

Project stakeholders’ set and their interests. Stakeholders’ identification and methods of their involvement to project activity. Planning of cooperation with stakeholders. Communication process organization in project.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1.  Introduction to Quality Management

The evolution of quality management. Major quality paradigms and the principles of quality management.

Theme 2.  Quality management systems

Total Qality Management, Six Sigma, Lean Manufacturing.

Theme 3.  International recognition of quality excellence

Malcolm Baldrige Quality Award, European Foundation for Quality Management, Model for the Quality Award of the Government of the Russian Federation.

Theme 4.  Building and Sustaining Total Quality Organizations

“Houston, we have a problem!” -  Apollo case study.

Structure of course:

Theme 1. Global Cultural Environment and Buying Behavior

Theme 2. Global Segmentation and Positioning

Theme 3. Global Marketing Strategies

Theme 4. Global Marketing Entry Strategies

Theme 5. Global Product Policy Decisions: Developing New Products for Global Markets

Theme 6. Global Pricing

Theme 7. Marketing Strategies for Emerging Markets

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Main duty of a manager and conditions defining fulfillment of this duty

Main duty and main assignment of a manager. Direction of decisions made by a manager. A script as environment of made decisions. Global issues affecting management decision making procedure.

Theme 2. Decision making centers and management zones

Why is a decision made? What does decision making mean? Refusal of decision making as a specific form of decision making. Subjective part of decision making. Daily activity of a manager and characteristic of their decisions. Manager activity with perspective: strategic management and strategic decisions. Tactic decisions. Decision making as a risk action. Decision as a form of responsibility taking. Management fault notion. What is a management problem. Management zones and management channels.

Theme 3. Rational method of management decision making: elaboration process structuring

Decision making theory. Management decision elaboration procedure. Part one: stimulus. Part two: consideration of change necessity (consideration of changed statement necessity). Part three: formation of goal change direction. Part six: goal formation. Part four: alternative modelling. Part five: choice of an alternative. A process in general.

Theme 4. A manager: other methods of decision making

A way of decision making as a technological process. Golden commercial rule and accounting of its requirements in decision making. Spontaneous way of decision making. Intuition way. Opinion as a method of management decision making. Opinion on the basis of formal logic. Opinion on the basis of experience, and character of made decisions. Process of binary decision making. Decision tree. Process of multivariant decision making. Process of innovative decision making (searching method of decision making). Opinion on the basis of knowledge, and character of made decisions. Appealing to accumulated knowledge. Reveal of minimum acceptable production volume and produced product realization. Reveal of zero-effectiveness point of advertising.

Theme 5. Management decision making: scientific approach

Programmed and non-programmed decisions. Subordination of management decisions. Striving for formation of subordinate decision system. Technology of scientific method usage. Operation research as decision making method. Modeling as management decision making method. A physical model. An analog model. Imitation method of decision making. Mathematic or economic and mathematic model.An example of mathematic modelling: decision making in inventory management. Forecasting as decision making method. Forecasting on the basis of experience. Assumption in forecasting. Game theory. Queue theory. 

Theme 6. Economic analysis as a method of decision making

Manager thinking stereotype and adequate character of made decisions. Decision making: taking into account alternative costs. Content of manager daily economic actions. Management decision making in minimum acceptable production volume fixing. Decision making in production volume maximizing. Reveal of optimal production volume with fixed capital amount. Current situation research. Imaginary situation research (marginal dimension analysis). Economic analysis as a method of decision making in production cost minimization. General productivity of a company. Decision making on the basis of general company productivity index. Individual productivity. Decision direction on the basis of individual productivity analysis. Economic analysis directed to saving of resources, included in production process. Economic analysis directed to profit maximization. Normative profit maximization. Gross profit maximization. Economic analysis, directed to market share expansion and character of made decisions.

Theme 7. Decision making as a professional tool of a manager and as an indicator of their authority

A manager’s authority. A manager: self-limitation of authority. Decision making as a management tool. Management activity: content and result of work. Unusual methods used in management decision making process. Intrigue as a management method. Decision making in firm profitability planning.

Theme 8. Strategic management and decision making procedure

Management types: strategic and operational management. Strategic management: contents and main characteristics. Strategy: notion interpretation. Strategic approach. Strategic management as management concept. Organization prototype as a key component of strategic management. Transformation of an organization to a prototype state. Doing actions as a way of transformation. Operational management concept peculiarities. Strategic thinking. Strategic value. False strategy concept. World practice: basic strategies. Basic strategies for transformed systems. Strategic management: decision making procedure. Choice of management strategies and character of made decisions.

Theme 9. Efficiency of made decisions

Efficiency as an effect of impact. Result function of made decisions: expression through a goal. Result function: expression through alternative result. Efficiency: expression through comparison of a goal and a result. Final efficiency. Relatedness of made decisions as a condition of their efficiency provision.

Theme 10. Definition of made decision effectiveness

Efficiency and effectiveness of decisions. Effective decisions as a manager’s utility function maximization. Definition of decision effectiveness on the basis of incommensurable base. Definition of decision effectiveness on the basis of commensurable base. Definition of decision effectiveness difficult for expression of a result in cost form. Definition of decision effectiveness using a concept of goal management. Indicators of made managerial decision effectiveness. Effectiveness and efficiency.

Theme 11. Types of made decisions and management style

Decision making theory in normative and positive forms. Types of made decisions. Management style and decision making elaboration procedure.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Risk management goals and contents. Risk management standards

Goals, structure and contents of risk management standards: ISO 31000:2009, COSO ERM, FERMA. Standards’ terminology. Approaches for definition of notions “uncertainty” and “risk”. Notion of event, opportunity and risk in accordance with the standard COSO ERM. Approaches to risk management definition. Risk management contents in process approach.

Theme 2. Definition of organizational risk management conditions

Notion of environment in accordance with the standard ISO/IEC 73:2009. External environment, internal environment, risk management environment. External environment structure. External environment as a set of factors of direct and indirect impact. External environment as a set of opportunities and threats. Types of external environment conditions. Organizational macroenvironment analysis. PEST (PESTLE, STEEPLED) analysis. Peculiarities of external environment factors evaluation. Organizational microenvironment analysis. 5 Porter’s forces method. Internal environment analysis. Internal environment parts: goal, technology, structure, tasks, personnel, result. BCG matrix. Analysis of risk factors from internal environment side. Financial analysis. Joint analysis of external and internal environment. SWOT and SPACE analysis. Evaluation of firm strategic potential.

Theme 3. Risk identification

Risk identification as main part of risk evaluation system. Necessary information for risk identification. Identification rules and risk description. Risk identification methods: control lists, adjustable directional analysis, brainstorming, Delphi method, structural interview. Risk identification on different levels (of a company, a department, a business process, a project). Typical risks of a holding, business directions, business processes. Risk grouping and aggregation. Final risk list formation.

Theme 4. Risk evaluation

Risk evaluation process contents in accordance with international standards. Possibility evaluation, consequence evaluation, inherent risk evaluation, residual risk evaluation, risk management tools evaluation. Risk evaluation approaches: quantitative, semiquantitative, qualitative. Risk evaluation methods: observation, organizational (auxiliary) methods, scenery analysis, functional analysis, statistical methods, risk management tools analysis. Risk visualization. Fish-bone diagram, fault tree and event tree, bow-tie chart, tornado diagram, Spider diagram, risk matrix and map. Comparative risk analysis. Risk appetite definition and risk tolerance.

Theme 5. Risk management methods

Process of impact on organizational risk. Risk avoiding (evasion): assets sell, refusal from a project, leaving a market. Risk transfer: insurance, hedging, partnership. Risk minimization: consequence minimization and occurrence probability minimization. Risk acceptance: reserve creation and monitoring.

Theme 6. Risk reports compilation

Information about risks stakeholders need. Contents and structure of a risk report. Risk influence on organizational goals: RiskScorecard methodology. Risk visualization. Evaluation of impact on risks methods effectiveness.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Nature and content of strategic management

Main notions of strategic management. Strategic management evolution and its nature. Definition of strategy notion. External and internal organization environment. Organizational aspects of strategic management. Strategic planning as a main function of strategic management. Appearance and development of strategic planning and its specific characteristics. Strategic plan elaboration process and its structure.

Theme 2. Preplan strategic analysis

Current business state evaluation and perspectives of its development. SWOT-analysis. Business and product portfolio analysis. GAP-analysis. Forecasting role in preplan strategic analysis conducting. Scenario method. Research of a market and consumers. Demand and market share determination. Research of consumers. Segmentation and positioning. Competitiveness evaluation. Competitiveness: characteristic of approaches to its research. Choice of competitiveness indicators and its evaluation methods. Competitiveness of a product, marketing activity and a whole organization. Choice of increased competitiveness methods.

Theme 3. Strategic plan elaboration

Determination of organization mission, vision and goals. Organization mission and vision. Organization goals and their classification. Methods of goal system building and their priority identification. Goal achievement strategies. Strategy types and their main peculiarities. Based strategies of organizational development and their adaptation to real conditions and opportunities. Characteristic of strategic decision justification methods. Uncertainty and risk factor in choice of strategic alternatives. General characteristic of strategy and event evaluation methods. Role of expertise methods and sociological researches in strategic decision justification

Theme 4. Strategic plan realization management

 Processes, steps and tools (methods) of strategic plan realization. Strategic plan realization planning. Business-plan as a tool of strategic plan realization. Program-goal method usage in strategic planning. Models used in strategic plan realization. Change management in an organization. Fields of strategic changes in an organization. Reveal of problems for strategic change conduction. Conduction of strategic changes. Control and evaluation of strategic plan fulfillment results. Content and types of strategic control. Evaluation of strategic plan fulfillment effectiveness.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. A subject and main notions of commodity research

Quality and consumer characteristics of commodities, quality indexes, requirements to a product. Quality level, evaluation and control of quality. Assortment and competitiveness of commodities. Commodity safeness, commodities, prohibited to realization. Conditions and modes of commodity storage, commodity neighborhood. Bases of chemical foodstuff composition: food and energy value. Requirements to commodity marking. Accordance sign.

Theme 2. Commodity research of plant origin product

Sugar and its substitutes. Sugar classification and assortment. Natural bee honey: chemical composition, food value, classification and characteristic. Honey falsification, methods of its determination. Sugar and flour confectioneries: principles of assortment formation. Fresh horticultural commodities. Food value and meaning of fruit and vegetables in diet. Commodity research characteristic of separate fruit and vegetables groups. Taste products: beverages, tea and coffee. Peculiarities of taste products’ assortment classification and formation. Identity signs of taste products.

Theme 3. Commodity research of animal origin products

Milk and dairy products: potable milk, cream, fermented dairy products, dairy butter, cheese. Consumer characteristics range analysis and quality indicators of dairy products. Meat and meat products. Evaluation of meat quality in accordance with freshness and safeness indexes. Meat semiproducts. Marble meat, peculiarities of animals’ raising and feeding. Sausage goods and meat delicacy. Fish and fish products. Products, made by fish and non-fish objects of water fishing. Group assortment, food value and safeness of products from water fishing products.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Definitions, Banking Sector in Russia and the World, Industry Drivers

Specialities of the banking sector with regards to project management.

Theme 2.  Success factors for Project Management in Banking

Banking knowledge, Project Management skills, communication and stakeholder management.

Theme 3.  Project – Program – Portfolio Management: differences and similarities.

The students become aware of the main factors around which they can optimize project efforts.

Theme 4.  Procurement, Risk Management

Importance and techniques of handling procurement. Different types of bank specific risks: credit risk, market risk, investment risk, operational risk.

Theme 5.  Project Management Methodologies: waterfall, scrum

Understanding the IT related background of banking and identifying the matching project management methodology.

Structure of course:

Theme 1. Presentation

Contents Overview. Methodology. Case: Coffe and cigarettes. second hand smoke and smoke free laws.

Theme 2. Strategical planning

Evolution. SWOT analysis. Boston Consulting Group Matrix. Strategic Choices. Porter´s Five Forces. The Value Chain. Case: Apple´s iPhone: Calling Europe or Europe Calling

Theme 3. Operations management

History and Evolution. The Strategic Role of Operations Management. Tools and Measures. Managing Goods and Services. Exercises. Presentations from Students

Theme 4. Marketing

Concept. Strategic and Operational Marketing. Marketing Information System. Reference Market. Segmentation. Positioning. Marketing Mix. PLC Model

Theme 5. Financial management

Business Analysis. P&L Statement Analysis. Balance Shit Analysis. Ratios. EBITDA, ROS, ROE and RONA. Need of Fonds for Operations and Working Capital. Balance Sheet Ratios. Cash Flow. Analysis and Diagnose. Exercises

Theme 6. Human resources management

Functions. Practical Case. Recruitment. Motivation Theories. Case: Health Time

Theme 7. Decision making

The Process. Environments. Tools. Styles. The Effective Decision Maker. Reframing the Problem. Most Common Mistakes. Case: Southwest Airlines

Theme 8. Leadership

Concept. Leadership vs Management. Practices. Styles. Theories. Authoritas and Power

Theme 9. Conclusion

Case: Nintendo´s Revolution

Structure of course:

Theme 1. Staff development and training

Theme 2.Job descriptions and job satisfaction

Theme 3. Getting the right job

Theme 4. Making contact

Theme 5. Breaking into the market

Theme 6. A stand at a trade fair

Theme 7. Being persuasive

Theme 8. Starting a business

Theme 9. Financing a start-up

Theme 10. Expanding into Europe

Theme 11. Presenting your business idea

Theme 12. Arranging business travel

Theme 13. Business conference

Theme 14. Business meetings

Theme 15. Spending the sales budget

Theme 16. Language and Culture

Theme 17. Social media and business

Theme 18. Business and the environment

Theme 19. A staff survey

Theme 20. Offshoring and outsourcing

Theme 21. Customer satisfaction and loyalty

Theme 22. Communication with customers

Theme 23. Corresponding with customers

Theme 24. Business across cultures

Theme 25. Launching a product

Structure of course:

Theme 1. The Economic Problem: Scarcity and Choice

Theme 2. Demand, Supply, and Market Equilibrium

Theme 3. Household Behavior and Consumer Choice

Theme 4. Production Process: The Behavior of Profit Maximizing Firms

Theme 5. Short Run Costs and Output Decisions

Theme 6. Long Run Costs and Output Decisions

Theme 7. Input Demand: The Labor and Land Markets

Structure of course:

Theme 1. Introduction to Macroeconomics

Theme 2. Measuring National Output and National Income

Theme 3. Long-Run and Short-Run Concerns: Growth, Productivity, and Inflation

Theme 4. Aggregate Expenditure and Equilibrium Output

Theme 5. The Government and Fiscal Policy

Theme 6. The Money Supply and the Federal Reserve System

Theme 7. Money Demand, the Equilibrium Interest Rate

Theme 8. Aggregate Demand, Aggregate Supply and Inflation

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. A subject and main notions of commodity research

Quality and consumer characteristics of commodities, quality indexes, requirements to a product. Quality level, evaluation and control of quality. Assortment and competitiveness of commodities. Commodity safeness, commodities, prohibited to realization. Conditions and modes of commodity storage, commodity neighborhood. Bases of chemical foodstuff composition: food and energy value. Requirements to commodity marking. Accordance sign.

Theme 2. Commodity research of plant origin product

Sugar and its substitutes. Sugar classification and assortment. Natural bee honey: chemical composition, food value, classification and characteristic. Honey falsification, methods of its determination. Sugar and flour confectioneries: principles of assortment formation. Fresh horticultural commodities. Food value and meaning of fruit and vegetables in diet. Commodity research characteristic of separate fruit and vegetables groups. Taste products: beverages, tea and coffee. Peculiarities of taste products’ assortment classification and formation. Identity signs of taste products.

Theme 3. Commodity research of animal origin products

Milk and dairy products: potable milk, cream, fermented dairy products, dairy butter, cheese. Consumer characteristics range analysis and quality indicators of dairy products. Meat and meat products. Evaluation of meat quality in accordance with freshness and safeness indexes. Meat semiproducts. Marble meat, peculiarities of animals’ raising and feeding. Sausage goods and meat delicacy. Fish and fish products. Products, made by fish and non-fish objects of water fishing. Group assortment, food value and safeness of products from water fishing products.

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Introduction to lean management

Main notions, terms and definitions. A subject and tasks of lean management. General model of an enterprise structure. Meaning of lean management concept. Operational resources, which may be optimized.

Theme 2. Principles of lean production

Evolution of lean production concept development. Lean production phenomenon of Japan. Goals of lean production. Toyota production system. Lean management in an office. Peculiarities of lean production implementation. Activity creating value. Reveal of a concrete product value. Reveal of value creation flow. Support of ongoing value creation flow. Pulling scheme of production process. Permanent strive to perfection.

Theme 3. Lean production tools

Simple tools of lean production concept. 5S system: sorting, rational placement, keeping clean, standardization, perfection. Loss elimination. Defense from faults. Visual control. Kanban. Difficult tools of lean production concept. Quick changeover of machines. Kaizen. Just-in-time. General productive machine service. Autonomization. Chart alignment for production load. Map of value creation flow.

Theme 4. Technologies of lean production concept implementation

Traditional approaches to lean production concept implementation. Algorithm of lean production concept implementation. Organizational development strategy. Systematic technology of intervention. Project management. Overcoming resistance to changes. Corporate culture and lean management.

Theme 5. Experience of lean production concept implementation

Foreign experience of lean production concept implementation. Russian experience of lean production concept implementation. Perspectives of lean production concept perfection. Lean production concept development. Quickly responsive production concept. Transfer from functional plants to cells with group technology. Active production Scenario strategy and permanent readiness to changes.

Structure of course:

Theme 1. Introduction to Organization Development

Definition. History. Values. Key concepts

Theme 2. Models of organizations and organizational changes

Interpersonal and Individual Skills: Consulting, Leadership Training, Management Development, LIFO & MBTI, Conflict Negotiation Skills, Strategic Thinking, Assessment Centers, 360 Feedback, Executive Coaching. Group Dynamics: Sensitivity Training, Tavistock Workshops, Team Building, Intergroup Workshops, Process Consultation, Diversity Workshop, TQM, QWL, Self Managed Teams, Global and Virtual Teams. Systems Theory and Organisational Change Models: Socio-Technical Designs, Gestalt Theory, Open Systems Planning, Process Redesign, Learning Organisation, Large Group Interventions, Social Network Analysis, Process Management. Survey Research: Surveys, Data Feedback, System 4, Action Learning, Climate Surveys, Appreciative Inquiry, Action Research

Theme 3. Underlying values and ethics

Misrepresentation. Misuse of data. Coercion. Collusion. Promising unrealistic outcomes. Deception and conflict of values. Professional/technical ineptness

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1.  Introduction to Business Etiquette

Conceptual differences: law, ethics, etiquette.

Theme 2.  Behaviour, Neatness and Clothing

Meeting and greeting business partners. Dealing with business cards. Introduction of business partners. Running conversations in person and on the phone. Handling unforeseeable situations. Business attire and neatness.

Theme 3.  Hospitality and Business Presents

Invitations and event etiquette. Business present policies.

Theme 4.  Business in Different Cultural Clusters

Using the GLOBE research the following clusters: Africa, Middle East, Nordic, Germanic, Anglo, Latin Europe, Latin America, Easterns Europe, East Asia and South Asia.

Structure of course:

Theme 1. Global Cultural Environment and Buying Behavior

Theme 2. Global Segmentation and Positioning

Theme 3. Global Marketing Strategies

Theme 4. Global Marketing Entry Strategies

Theme 5. Global Product Policy Decisions: Developing New Products for Global Markets

Theme 6. Global Pricing

Theme 7. Marketing Strategies for Emerging Markets

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Main duty of a manager and conditions defining fulfillment of this duty

Main duty and main assignment of a manager. Direction of decisions made by a manager. A script as environment of made decisions. Global issues affecting management decision making procedure.

Theme 2. Decision making centers and management zones

Why is a decision made? What does decision making mean? Refusal of decision making as a specific form of decision making. Subjective part of decision making. Daily activity of a manager and characteristic of their decisions. Manager activity with perspective: strategic management and strategic decisions. Tactic decisions. Decision making as a risk action. Decision as a form of responsibility taking. Management fault notion. What is a management problem. Management zones and management channels.

Theme 3. Rational method of management decision making: elaboration process structuring

Decision making theory. Management decision elaboration procedure. Part one: stimulus. Part two: consideration of change necessity (consideration of changed statement necessity). Part three: formation of goal change direction. Part six: goal formation. Part four: alternative modelling. Part five: choice of an alternative. A process in general.

Theme 4. A manager: other methods of decision making

A way of decision making as a technological process. Golden commercial rule and accounting of its requirements in decision making. Spontaneous way of decision making. Intuition way. Opinion as a method of management decision making. Opinion on the basis of formal logic. Opinion on the basis of experience, and character of made decisions. Process of binary decision making. Decision tree. Process of multivariant decision making. Process of innovative decision making (searching method of decision making). Opinion on the basis of knowledge, and character of made decisions. Appealing to accumulated knowledge. Reveal of minimum acceptable production volume and produced product realization. Reveal of zero-effectiveness point of advertising.

Theme 5. Management decision making: scientific approach

Programmed and non-programmed decisions. Subordination of management decisions. Striving for formation of subordinate decision system. Technology of scientific method usage. Operation research as decision making method. Modeling as management decision making method. A physical model. An analog model. Imitation method of decision making. Mathematic or economic and mathematic model.An example of mathematic modelling: decision making in inventory management. Forecasting as decision making method. Forecasting on the basis of experience. Assumption in forecasting. Game theory. Queue theory. 

Theme 6. Economic analysis as a method of decision making

Manager thinking stereotype and adequate character of made decisions. Decision making: taking into account alternative costs. Content of manager daily economic actions. Management decision making in minimum acceptable production volume fixing. Decision making in production volume maximizing. Reveal of optimal production volume with fixed capital amount. Current situation research. Imaginary situation research (marginal dimension analysis). Economic analysis as a method of decision making in production cost minimization. General productivity of a company. Decision making on the basis of general company productivity index. Individual productivity. Decision direction on the basis of individual productivity analysis. Economic analysis directed to saving of resources, included in production process. Economic analysis directed to profit maximization. Normative profit maximization. Gross profit maximization. Economic analysis, directed to market share expansion and character of made decisions.

Theme 7. Decision making as a professional tool of a manager and as an indicator of their authority

A manager’s authority. A manager: self-limitation of authority. Decision making as a management tool. Management activity: content and result of work. Unusual methods used in management decision making process. Intrigue as a management method. Decision making in firm profitability planning.

Theme 8. Strategic management and decision making procedure

Management types: strategic and operational management. Strategic management: contents and main characteristics. Strategy: notion interpretation. Strategic approach. Strategic management as management concept. Organization prototype as a key component of strategic management. Transformation of an organization to a prototype state. Doing actions as a way of transformation. Operational management concept peculiarities. Strategic thinking. Strategic value. False strategy concept. World practice: basic strategies. Basic strategies for transformed systems. Strategic management: decision making procedure. Choice of management strategies and character of made decisions.

Theme 9. Efficiency of made decisions

Efficiency as an effect of impact. Result function of made decisions: expression through a goal. Result function: expression through alternative result. Efficiency: expression through comparison of a goal and a result. Final efficiency. Relatedness of made decisions as a condition of their efficiency provision.

Theme 10. Definition of made decision effectiveness

Efficiency and effectiveness of decisions. Effective decisions as a manager’s utility function maximization. Definition of decision effectiveness on the basis of incommensurable base. Definition of decision effectiveness on the basis of commensurable base. Definition of decision effectiveness difficult for expression of a result in cost form. Definition of decision effectiveness using a concept of goal management. Indicators of made managerial decision effectiveness. Effectiveness and efficiency.

Theme 11. Types of made decisions and management style

Decision making theory in normative and positive forms. Types of made decisions. Management style and decision making elaboration procedure.

Structure of course:

Theme 1. Presentation

Contents Overview. Methodology. Case: Coffe and cigarettes. second hand smoke and smoke free laws.

Theme 2. Strategical planning

Evolution. SWOT analysis. Boston Consulting Group Matrix. Strategic Choices. Porter´s Five Forces. The Value Chain. Case: Apple´s iPhone: Calling Europe or Europe Calling

Theme 3. Operations management

History and Evolution. The Strategic Role of Operations Management. Tools and Measures. Managing Goods and Services. Exercises. Presentations from Students

Theme 4. Marketing

Concept. Strategic and Operational Marketing. Marketing Information System. Reference Market. Segmentation. Positioning. Marketing Mix. PLC Model

Theme 5. Financial management

Business Analysis. P&L Statement Analysis. Balance Shit Analysis. Ratios. EBITDA, ROS, ROE and RONA. Need of Fonds for Operations and Working Capital. Balance Sheet Ratios. Cash Flow. Analysis and Diagnose. Exercises

Theme 6. Human resources management

Functions. Practical Case. Recruitment. Motivation Theories. Case: Health Time

Theme 7. Decision making

The Process. Environments. Tools. Styles. The Effective Decision Maker. Reframing the Problem. Most Common Mistakes. Case: Southwest Airlines

Theme 8. Leadership

Concept. Leadership vs Management. Practices. Styles. Theories. Authoritas and Power

Theme 9. Conclusion

Case: Nintendo´s Revolution

ANNOTATION OF WORKING PROGRAM OF DISCIPLINE (MODULE)

Structure of course:

Theme 1. Introduction to the hospitality industry

Diversity and inclusion. The importance of customers. Types of hospitality establishments. Management frameworks

Theme 2. Human resource management in the hospitality industry     

Motivation theories (Maslow, Hertzberg, Pink). Diversity management. Leadership in hospitality

Theme 3. Operations management in the hospitality industry  

Kitchen and restaurant operations. Menu planning, design and engineering. Food as a social construct and as cultural identity. Types of service. HACCP

Theme 4. Financial management in the hospitality industry     

Revenue management. Business modelling. Cost structure templates

Theme 5. Marketing in the hospitality industry  

Customer touchpoint mapping. Customer relationship management. Market segmentation. Communication and distribution channels

Theme 6. Project management in the hospitality industry (Event planning)      

Project management tools (Responsibility matrix, Gantt charts, Weighted scoring model)