Name: MANAGERIAL SKILLS
Code: 212101009
Type: Compulsory
ECTS: 4
Length of subject: Per term
Semester and course: 1st Year - Second term
Speciality:
Language: English
Mode of study: On-site class
Lecturer data: OLMEDO CIFUENTES, ISABEL
Knowledge area: Organización de Empresas
Department: Economía de la Empresa
Telephone: 968325790
Email: isabel.olmedo@upct.es
Office hours and location: Contact with the lecturer
Qualifications/Degrees:
PhD in PhD in Economics and Business Management from Technical University of Cartagena (SPAIN) - 2011
Academic rank in UPCT: Profesora Contratada Doctora
Number of five-year periods: 2
Number of six-year periods: 1 de investigación
Curriculum Vitae: Full Profile
Lecturer data: MARTÍNEZ MARTÍNEZ, AURORA
Knowledge area: Organización de Empresas
Department: Economía de la Empresa
Telephone: 968325616
Email: aurora.martinez@upct.es
Office hours and location:
viernes - 12:00 / 14:00
EDIFICIO DE LA FACULTAD CC EMPRESA, planta 2, Despacho 2.26
Se recomienda solicitarla previamente por email a: aurora.martinez@upct.es.
Qualifications/Degrees:
PhD in Economy and Business Management from Technical University of Cartagena (SPAIN) - 2011
Academic rank in UPCT: Profesora Contratada Doctora
Number of five-year periods: 1
Number of six-year periods: 1 de investigación
Curriculum Vitae: Full Profile
[CB8 ]. Students are required to be able to integrate knowledge and face the complexity of formulating judgments based on information that, being incomplete or limited, includes reflections on social and ethical responsibilities linked to the application of their knowledge and judgments.
[06 ]. To develop interpersonal skills, associated with the ability to relate to other people and work in groups, together with the ability to make decisions in their professional field, but also in the personal one.
[07 ]. To acquire and consolidate the capacity for initiative, entrepreneurial spirit and leadership necessary to launch projects related to the company, public administration and free exercise of the profession.
[15 ]. To describe and understand the benefits of a proactive attitude towards teamwork, interdisciplinary cooperation and an approach based on enhancing interpersonal relationships.
[16 ]. To design actions aimed at shaping a management strategy for the company in the medium term.
[18 ]. To propose negotiation strategies with employees, customers, suppliers and other economic agents associated with the managerial and administrative activity in the company.
[24 ]. To motivate teams and encourage cooperative work. To be able to evaluate the personal and material capabilities of the company to implement horizontal and autonomous management strategies, compared to more traditional vertical strategies.
[CT6 ]. Applying ethical and sustainability criteria in decision making
1. Identify the figure of the manager and its characteristics.
2. Adapt different leadership styles to specific management contexts.
3. Propose strategies for negotiation and establish interpersonal relationships.
4. Explain skills related to motivation and communication with staff.
5. Use adequate techniques for the resolution of conflicts and problems.
6. Distinguish the success factors derived from teamwork.
7. Plan adequate time management in basic management tasks.
8. Apply skills and ethical values to management.
9. Identify the success factors that come from responsible management.
Main attributes and shortcomings of a good manager. Variables and values that favour the development of the manager's skills and potential. Existing and advisable leadership styles according to each context. Management skills: motivation and communication. Techniques for managing negotiation and conflicts. Teamwork: success factors and competencies. Formulas for organising and managing time effectively. Internal and external reputation from a management perspective.
Module I: Leading and reputational value.
Unit 1. The manager.
Unit 2. Leadership.
Unit 3. Creation of reputational value.
Module II: Development of managerial skills
Unit 4. Negotiation.
Unit 5. Time management.
Unit 6. Team management.
Module I: Leading and reputational value
Case studies and activities related to managers, leadership and corporate reputation.
Module II: Development of managerial skills.
Case studies and activities related to negotiation, time management and team management.
Promoting the continuous improvement of working and study conditions of the entire university community is one the basic principles and goals of the Universidad Politécnica de Cartagena. Such commitment to prevention and the responsibilities arising from it concern all realms of the university: governing bodies, management team, teaching and research staff, administrative and service staff and students. The UPCT Service of Occupational Hazards (Servicio de Prevención de Riesgos Laborales de la UPCT) has published a "Risk Prevention Manual for new students" (Manual de acogida al estudiante en materia de prevención de riesgos), which may be downloaded from the e-learning platform ("Aula Virtual"), with instructions and recommendations on how to act properly, from the point of view of prevention (safety, ergonomics, etc.), when developing any type of activity at the University. You will also find recommendations on how to proceed in an emergency or if an incident occurs. Particularly when carrying out training practices in laboratories, workshops or field work, you must follow all your teacher's instructions, because he/she is the person responsible for your safety and health during practice performance. Feel free to ask any questions you may have and do not put your safety or that of your classmates at risk.
Theory class: Activities consisting of training sessions to develop theoretical knowledge based on concepts and theories
Lecture method to expound the different contents. Resolution of the questions raised by the student. Encouragement of debates.
28
100
Problem solving class: Activities consisting of training sessions to develop practical or applied knowledge based on problem solving exercises, or practical cases
Resolution of cases to consolidate knowledge of the theory class, fostering students participation
10
100
Laboratory or field practice class: Activities aimed at developing practical or applied skills by the student supervised by a remote teacher
Resolution of cases and the participation of the students will be strengthened in class. Oral presentation of the group work, using audio-visual means.
0
100
Practical class in the computer room: Activities for the acquisition of certain skills through the use of specific software
Practical class in the computer room
0
100
Seminars, tutorials led by teaching staff, conferences, visits, round tables, etc .: Activities to develop theoretical, practical or applied knowledge based on specific topics or views of the profession
Seminars, tutorials led by teaching staff, conferences, visits, round tables, etc.
0
100
Assessments (continuous assessment system): speaking or writing tests, presentations, individually or in groups, which should include the knowledge acquired in the classes. Formative and summative assessment activities are included here
Written test (continuous assessment system)
2
100
Assessments (final assessment system): speaking or writing tests, individually or in groups, which should include the knowledge acquired in the classes. Summative evaluation is included
Written evaluation (official examination). Evaluation of collaborative group work.
2
100
Tutorials: Individual or in groups, will serve to advise, resolve any doubts, guide, monitor work or the knowledge acquired
Resolution of doubts and questions about theory, practical cases and collaborative learning works.
3
50
Carrying out individual or group assignments: Autonomous and / or collaborative learning to develop theoretical, practical or applied knowledge by carrying out projects, practice reports and / or assignments
Motivation and orientation of an individual work for the development of managerial skills.
10
0
Individual study: Time dedicated to studying the subject
Study of the theoretical and practical contents.
45
0
Exam
Thirty multiple choice questions about the theoretical-practical contents with 4 possible options and only 1 correct. Every three questions answered wrong is penalised with 0.33. There is no minimum score for this exam. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
40 %
Evaluation of practical sessions, visits and seminars
Group collaborative work about managerial skills. It will be evaluated through an assessment rubric published in the Aula Virtual. There is no minimum score for this activity. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
30 %
Individual assignment
Resolution of the proposed case studies in writing and class discussion. It will be evaluated through an assessment rubric published in the Aula Virtual. There is no minimum score for these activities. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
30 %
Exam
Thirty multiple choice questions about the theoretical-practical contents with 4 possible options and only 1 correct. Every three questions answered wrong is penalised with 0.33. There is no minimum score for this exam. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
40 %
Evaluation of practical sessions, visits and seminars
Work about managerial skills. It will be evaluated through an assessment rubric published in the Aula Virtual. There is no minimum score for this activity. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
30 %
Individual assignment
Resolution of the proposed case studies in writing. It will be evaluated through an assessment rubric published in the Aula Virtual. There is no minimum score for these activities. Evaluated learning outcomes: 1, 2, 3, 4, 5, 6, 7, 8, 9.
30 %
It will be necessary to obtain a final mark of at least 5 points out of 10 calculated from the marks obtained in each assessment activity and considering the weights that corresponds to them.
Author: Rees, W. David
Title: Skills of Management and Leadership Managing People in Organisations
Editorial: Palgrave
Publication Date: 2015
ISBN: 9781137325617
Author: Carreras y otros
Title: Corporate reputation
Editorial: LID Publishing
Publication Date: 2013
ISBN: 9788483567975
Author: Valero Matas, Jesús A.
Title: Casos de recursos humanos y relaciones laborales
Editorial: Pirámide
Publication Date: 2002
ISBN: 8436816994
Author: Dolan, Simon
Title: La gestión de los recursos humanos
Editorial: McGraw-Hill
Publication Date: 2007
ISBN: 9788448156541
Author: Robbins, Stephen P.
Title: Management
Editorial: Englandb:Prentice Hall
Publication Date: 2016
ISBN: 9781292090207
Author: Hayes, Nicky
Title: Dirección de equipos de trabajo una estrategia para el éxito
Editorial: Thomson
Publication Date: 2003
ISBN: 8497321200
Author: Rees, W. David
Title: Habilidades de dirección
Editorial: Thomson
Publication Date: 2001
ISBN: 8497321634
Author: Gómez-Mejía, Luis R.
Title: Management: people-performance-change
Editorial: Pearson
Publication Date: 2012
ISBN: 0132604337
Author: E. H. McGrath, S.J.
Title: Basic Managerial Skills for All
Editorial: PHI Learning
Publication Date: 2011
ISBN: 978-81-203-4314-6
Author: Chris Thomas
Title: Basic Management Skills
Editorial: Nicholas Thomas
Publication Date: 2010
ISBN: 978-0-9564959-0-7
Author: Vazquez Luis, R.
Title: Habilidades directivas y técnicas de liderazgo. Su aplicación en la gestión de equipos de trabajo
Editorial: Ideaspropias
Publication Date: 2006
ISBN: 978-84-96578-27-2
Author: K. Alex
Title: Managerial Skills
Editorial: S. Chand and Company PVT.
Publication Date: 2013
ISBN: 81-219-9069-7
Author: Barnett y Pollock
Title: The Oxford Handbook of Corporate Reputation
Editorial: Oxford University Press
Publication Date: 2012
ISBN: 978-0-19-959670-6
Slide presentations of the topics and activities of the course will be in the Aula Virtual.