Accreditations
Programme Structure for 2024/2025
| Curricular Courses | Credits | |
|---|---|---|
| 1st Year | ||
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Data Analysis for Management
6.0 ECTS
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Advanced Accounting
6.0 ECTS
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Strategy and Corporate Development
6.0 ECTS
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Corporate Financial Strategy
6.0 ECTS
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Planning and Marketing Innovation
6.0 ECTS
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Strategic Human Resource Management
6.0 ECTS
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Logistics and Supply Chain Management
6.0 ECTS
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| 2nd Year | ||
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Research Seminar in Management
6.0 ECTS
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Master Dissertation in Management
54.0 ECTS
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Master Project in Management
54.0 ECTS
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Data Analysis for Management
At the end of this UC, students should be able to select the data analysis method appropriate to the problem, objective and type of data (OA1), use the IBM SPSS Statistics software to perform data analysis (OA2) and interpret the results obtained from the data analysis performed (OA3).
ProgramCP1: Preliminary exploratory data analysis.
CP2: Sampling and resampling. (Vd Obs.1)
CP3: Parametric and non-parametric hypothesis tests. (Vd Obs. 2)
CP4: Principal Components Analysis.
CP5: Cluster analysis: Hierarchical (Ward method) and Non-Hierarchical (K-Means).
CP6: Multiple linear regression. (Vd Obs. 3)
Evaluation methodology: throughout the semester or by exam.
Throughout the semester: Group work (40%) + Individual test (60%); minimum grade in each assessment component 9.0
By exam: Part I of the exam (Theoretical-interpretive) (60%) + Part II of the exam (Practical in SPSS) (40%); minimum grade in each part 9.0
Title: Field, A., Discovering Statistics Using IBM SPSS Statistics, 4th ed., SAGE, 2018, ,,
Hair Jr, J. et al., Multivariate data analysis: a global perspective, 7th ed, PEARSON, 2014, ,,
Vicente, P., Cardoso, M., Apontamentos de apoio à UC de Análise de Dados do Mestrado de Gestão, 2023, ,,
Authors:
Reference: null
Year:
Title: Mazzocchi, M., Statistics for Marketing and Consumer Research, SAGE, 2008, ,,
Newbold, P. et al., Statistics for Business and Economics, 8th ed, PEARSON, 2013, ,,
Maroco, J., Análise Estatística com o SPSS Statistics, 6ª ed., ReportNumber, 2014, ,,
Laureano, R., Botelho, M.C., SPSS: O meu Manual de Consulta Rápida, Edições Sílabo,, 2010, ,,
Laureano, R.,, Testes de Hipóteses com o SPSS: O meu Manual de Consulta Rápida, Edições Sílabo, 2011, ,,
Reis, E.,, Estatística Multivariada Aplicada, 2ª ed., Edições Sílabo, 2001, ,,
eis, E., Melo, P., Andrade, R., Calapez, T., Estatística Aplicada, vol. 2, 5ª ed., Edições Sílabo, 2003, ,,
Authors:
Reference: null
Year:
Advanced Accounting
Learning Outcomes (LO):
LO1: Interpret and analyze financial information reported in companies? financial statements;
LO2: Apply recognition and measurement accounting standards to business transactions;
LO3: Evaluate the effects of financial transactions and sustainability decisions in the financial statements.reports of the company
1. International financial reporting
2. Financial statements
3. Revenue recognition
4. Financial assets and liabilities
5. Sustainability reporting
The course evaluation through the semester is based on a scale from 0 to 20 and is obtained as the weighted average of the following elements: Coursework/cases (40%) + Individual written test (60%). Approval in the course requires a minimum final mark of 10 points.
Students not approved in the above system, and students that register for mark improvement, can take a exam. A minimum of 10 points in the exam is required for course approval.
Title: Alexander, D; Jorissen, A; Hoogendoorn, M.; van Mourik, C.; Kirwan, C.; Inwinkl, P.; Michelon, G., International Financial Reporting and Analysis, 2023, Cengage, 9th edition, ISBN 9781473786820, https://www.cengage.uk/c/international-financial-reporting-and-analysis-9e-alexander-jorissen-hoogendoorn-van-mourik-kirwan-inwinkl-michelon/9781473786820/
Authors:
Reference: null
Year:
Title: IFRS foundation, IASB - International Financial Reporting Standards, 2023, Online via Iscte library resources,
Authors:
Reference: null
Year:
Strategy and Corporate Development
At the end of the curricular unit, each student should be able to achieve the following learning outcomes (LOs):
LO1. To develop concepts underlying the strategic management process and understand the ways different theoretical perspectives approach this process.
LO2. To understand and apply the concept of dynamic capabilities and its approach to strategy
LO3. To introduce concepts underlying the development of competitive and corporate strategies
LO4. To understand the importance of implementation and control in the process of strategic management
LO5. To develop critical thinking
LO6. To have autonomy to plan their own learning processes in order to deep their knowledge in this area of study.
The programmatic contents (PC) are adapted for students with business administration backgrounds and are as follows:
PC1. Fundamentals of strategy
PC2. The strategic management process: New trends
PC3. Internal analysis of the organization
PC4. External environment analysis
PC5. Business strategies
PC6. Corporate strategies
PC7. Strategy implementation
PC8. Strategic control
Option 1 (Evaluation throughout the semester)
i. Individual written test 50%
ii. Group assignment 40%
iii. Seminar report 10%
To successfully complete the curricular unit, students must obtain a weighted average of 10 points or more, with at least 8 in each assessment component.
Option 2 (Evaluation by exam)
To pass: 10 or more points
Title: Barney, J. & Hesterley S. (2019). Strategic Management and Competitive Advantage: Concepts and Cases, 6th Edition, Pearson.
Grant, R. (2021). Contemporary Strategy Analysis, 11th edition, Wiley.
Stadler, C., Hautz, J., Matzler, K. & Friedrich von den Eichen, S. (2021). Open Strategy: Mastering Disruption from Outside the C-Suite. Cambridge, MA: The MIT Press.
Authors:
Reference: null
Year:
Title: Breznik, L. & D. Hisrich, R. (2014). Dynamic capabilities vs. innovation capability: Are there related? Journal of Small Business and Enterprise Development, 21(3), 368-384.
Eisenhardt, K. & Martin, J. (2000). Dynamic capabilities: What are they? Strategic Management Journal, 21(10/11), 1105-1121.
Gebauer, H. (2011). Exploring the contribution of management innovation to the evolution of dynamic capabilities. Industrial Marketing Management, 40(8), 1238-1250.
Prange, C. & Verdier, S. (2011). Dynamic capabilities, internationalisation processes and performance. Journal of World Business, 46(1), 126-133.
Riviere, M. & Suder, G. (2016). Perspectives on strategic internationalisation: Developing capabilities for renewal. International Business Review, 25(4), 847-858.
Teece, D., Pisano, G. & Shuen, A. (1997). Dynamic capabilities and strategic management. Strategic Management Journal, 18(7), 509-533.
Authors:
Reference: null
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Corporate Financial Strategy
By the end of this curricular unit, students should be able:
1. To understand the interdependence between growth, financing and value creation;
2. To identify and understand the main long-run finance sources for a business;
3. To understand the differences between public and private markets of equity and debt;
4. To identify the most appropriate long-run finance sources for a business, given its life-cycle stage and its risk;
5. To understand the operation of public and private markets of debt and equity;
6. To understand the interaction between risk exposure and value creation.
I Financing, Growth and Value Creation
a) Financing choices across the life cycle
b) Financing growth
c) Value enhancing growth and sustainable growth
d) Funding sources
II Equity Markets
a) Private equity
i) Friends, Fools & Family
ii) Business Angels
iii) Venture Capital
b) Public Equity
i) The going public decision: procedures, costs and benefits
ii) Initial Public Offerings (IPO)
iii) IPO underpricing: causes and consequences
iv) Long-run IPO returns
v) Seasoned Offerings
c) Warrants and convertibles
III Debt markets
a) The choice between private and public markets
b) Bonds
c) Bank debt
d) Leasing
IV Strategic Risk Management
a) Risk aversion, risk exposure, and value
b) Risk exposure management
c) Organizational aspects
Students can opt for either continuous assessment throughout the semester or assessment through examinations.
Continuous assessment throughout the semester comprises:
- A group project (30% of the final grade)
- A written test (70% of the final grade)
Assessment through examinations consists of:
- A written test (100% of the final grade)
To pass the course unit, students must achieve a final grade rounded to the nearest whole number, equal to or greater than 10 points.
Title: Brealey, Myers and Allen, Principles of Corporate Finance, 9th edition, Mcgraw-Hill
Authors:
Reference: null
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Title: Damodaran, Applied Corporate Finance, 4th edition, Wiley
Authors:
Reference: null
Year:
Planning and Marketing Innovation
1. The course presents a balanced theoretical/practical approach to the critical understanding of Marketing topics and issues.
2. We aim to critically approach marketing mix management with a focus on the role of brands (product, services and corporate).
3. Develop an understanding of the brand management process and its impact on value aggregation to goods and services.
4.To acquire competencies in the critical evaluation of fundamental marketing communications concepts including traditional outbound communications tools as well as contemporary inbound possibilities.
5. Understanding all of the above in the context of organisational and national competitiveness in the global economy.
To promote a deeper understanding of marketing´s key concepts, tools and relationship with the other managerial functions
Key contents:
1) The customer-oriented organisation
2) STP applied to real-life cases
3) Branding, NPD & Innovation
4) Marketing Comms (Inbound & Outbound)
5) Corporate reputation & competitiveness
6) Corporate competitiveness, value aggregation & the role of marketing in exports
Regular Assessment:
Individual assignment (50%). Exam (50%). A final grade of 10 is required in the exam. Students that fail in the regular phase have one additional chance to pass the course: This is worth 100% of the final grade.
"Due to the current situation caused by COVID-19, the evaluation process may undergo some adaptations, which will be communicated in due course, should this be necessary."
Title: - Material de apoio disponibilizado/ Course Material provided
- Kotler, P. and Keller, K.L.(2012) Marketing Management, 14th. Edition. Prentice Hall: Upper Saddle River, New Jersey.
Authors:
Reference: null
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Title: -Ferrel, O.C. and Hartline, M.D. (2011) Marketing Strategy, 5th. Edition. South-western Cengage Learning: Mason
Authors:
Reference: null
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Strategic Human Resource Management
LG1. To distinguish the conditions in which organizational competitiveness is related to HR practices and systems
LG2. To develop HRM strategies leading to different sustainable competitive advantages, promoting individual and organizational performance
LG3. To assess the consistency between HRM systems and specific strategic events
PC1. HRM and organizations: from HR practices to performance
PC2. The different types of alignment: horizontal, vertical, and temporal
PC3. The AMO model
PC4. HRM and organizational capabilities: service climate, relational coordination
PC5. HRM and dynamic capabilities: contextual ambidexterity, organizational resilience; organizational learning,
PC6. HRM in the context of mergers, acquisitions, and restructuring processes
PC7. The future of work: Challenges to HRM in a digitalized world
Assessment throughout the semester entails: an individual assignment (60%); group task (40%).
Students who fail the delivery of any assignment, who score below 7.5 on the individual component, or that have more than 20% of absenteeism should take the final examination (an exam that corresponds to 100% of the final grade).
Title: Wirtz, W. (2020). Organizational ambidexterity: cost-effective service excellence, service robots, and artificial intelligence. Organizational Dynamics, 49, 3, 1-9.
Weick, K. and Sutcliffe, K. (2015). Managing the unexpected: Sustained performance in a complex world. New Jersey: John Wiley & Sons.
Pfeffer, J. (2005) Producing sustainable competitive advantage through the effective management of people. Academy of Management Executive, 19, 4, 95-106.
Guest, D. E. (2017). Human resource management and employee well-being: towards a new analytic framework. Human Resource Management Journal, 27(1), 22-38.
Gratton, L. and Truss, C. (2003). The three-dimensional people strategy: Putting human resources policies into action. The Academy of Management Executive, 17, 3, 74-86.
Gittell, J. (2011). New direction for relational coordination theory. In Cameron & Spreitzer (Eds), The Oxford handbook of positive organizational scholarship. Oxford University Press.
Authors:
Reference: null
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Title: Human Resource Management Journal
The International Journal of Human Resource Management
Human Resource Management Review
Journals
Thusman, M., Smith, W, and Binns, A. (2011). The ambidextrous CEO. Harvard Business Review, June, 75-80.
Stokes, P., Smith, S., Wall, T., Moore, N., Ward, T., Rowland, C., & Cronshaw, S. (2019). Resilience and the (micro-)dynamics of organizational ambidexterity: implications for strategic HRM. International Journal of Human Resource Management, 30(8), 1287?1322.
Seo, M-G. and Hill, N. S. (2005). Understanding the human side of merger and acquisition: An integrative framework. The Journal of Applied Behavioral Science, 41, 1, 422-443.
Schuler, R. and Jackson, S. (1987). Linking competitive strategies with human resource management practices. The Academy of Management Executive, 1, 3, 207-219.
Schneider, B. Macey, W. H., and Young, S. A. (2006). The climate of service: A review of the construct with implications for achieving CLV goals. Journal of Relationship Marketing, 5, 2/3, 1111-132.
O?Reilly III and Tushman, M. (2008). Ambidexterity as a dynamic capability: Resolving the innovator?s dilemma. Research in Organizational Behavior, 28, 185-206.
Lengnick-Hall et al. (2011). Developing a capacity for organizational resilience through strategic HRM Human Resource Management Review, 21, 243-255.
Jiang et. al. (2012). How does human resource management influence organizational outcomes? Academy of Management Journal, 55, 6, 1264-1294.
Hong et al. (2013). Missing Link in the service profit chain. Journal of Applied Psychology, 98, 2, 237-267.
Hill, S. and Birkinshaw, J. (2014). Ambidexterity and survival in corporate venture units. Journal of Management, 40, 7, 1899-1931.
Hermans, M., & Ulrich, M. D. (2021). How symbolic human resource function actions affect the implementation of high?performance work practices: The mediating effect of influence on strategic decision?making. Human Resource Management Journal, 31(4), 1063-1081.
Crossan, M., Lane, H., and White, R. (1999). An organizational learning framework: From intuition to institution. Academy of Management Review, 24, 3, 522-537.
Campion, M. A., Guerrero, L. and Posthuma, R. (2011). Reasonable human resource practices for making employee downsizing decisions. Organizational Dynamics, 40, 174-180.
Cooke, F. L., Xiao, M., & Chen, Y. (2020). Still in search of strategic human resource management? A review and suggestions for future research with China as an example. Human Resource Management. https://doi.org/10.1002/hrm.22029.
Boon, C., Den Hartog, D. N., & Lepak, D. P. (2019). A systematic review of human resource management systems and their measurement. Journal of Management, 45(6), 2498?2537.
Bolton, R.E., Logan, C., & Gittell, J.H. (2021). Revisiting relational coordination: A systematic review. The Journal of Applied Behavioral Science, 57, 290 - 322.
Birkinshaw, J., Zimmerman, A., and Raisch, S. (2016). How do firms adapt to discontinuous change? California Management Review, 58, 4, 36-58.
Birkinshaw, J. and Gibson, C. (2004). Building ambidexterity into an organization. Sloan Management Review, Summer, 47-55.
Bhamra, R., Dani, S., and Burnard, K. (2011). Resilience: The concept, a literature review and future directions. International Journal of Production Research, 49, 18, 5375-5393.
Authors:
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Logistics and Supply Chain Management
LG1: Identify and describe basic concepts and instruments used in Logistics and Supply Chain Management
LG2: Identify and analyse the different components and functions of the supply chain structure and, develop and compare sustainable value creation alternatives
LG3: Applying related concepts through the critical analysis of real-world case studies, numerical exercises and scientific literature in the knowledge area
S1: Supply chain concept and fundamentals
S2: Independent materials management
S3: Supply chain strategy and design
S4: Process approach to the Supply Chain Management
S5: Information Technology support
S6: Managing risk in Supply Chain Management
During the term the following methodologies will be used:
-Traditional lectures for the presentation of theoretical frameworks.
- Participative methodologies in the analysis and solution of exercises.
- Participative methodologies in the analysis and discussion of case studies and scientific papers.
-Self-study
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OPTION 1: Continuous assessment throughout the term:
a) Group assignment (presentation & report): 40%
b) Participation in the class measured by attendance registered in FENIX: 10%
Ranges linearly from 100% (2 out of 20) to 66,7%
c) Final test: 50%
Class attendance: Minimum of 2/3 (66,7%)
Minimum grades: 8.5 out of 20 in the Group Assignment and Final Test.
Minimum passing grade: 10 out of 20
OPTION 2:
End-of-term exam: 100%
Minimum passing grade: 10 out of 20
Title: Chopra, S. (2021). Supply Chain Management: Strategy, Planning and Operations, 7th Ed., Pearson.
Christopher, M. (2023). Logistics & Supply chain Management, 6th Ed., Pearson
Heizer, J., Render, B., Munson, C. (2020). Operations Management: Sustainability and Supply Chain Management, 13th Edition, Pearson
Krajewski, L. & Malhotra, M. (2022). Operations Management - processes and supply chains, 13th Edition, Pearson
Schroeder, R. (2008). Operations Management. 4th ed. McGraw-Hill Irwin, Boston.
Simchi-Levi, D., Kaminsky, P. & Simchi-Levi, E. (2022). Designing and Managing the Supply Chain: Concepts, Strategies and Case Studies, 4th Ed., McGraw Hill, USA.
Slack, N. & Brandon-Jones, A. (2021). Operations and Process Management, 6th Ed., Pearson, UK.
Rushton, A. & Croucher, P. (2022). The Handbook of Logistics and Distribution Management: Understanding the Supply Chain, 7th Ed., Kogan Page, GB.
Authors:
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Title: Blenkhorn, D. L., & Noori, A. H. (1990). What it takes to supply Japanese OEMs. Industrial Marketing Management, 19(1), 21-30.
Bolumole, Y. A., Knemeyer, A. M., & Lambert, D. M. (2003). The customer service management process. The International Journal of logistics management, 14(2), 15-31.
Chopra, S., & Sodhi, M. S. (2004). Managing risk to avoid supply-chain breakdown. MIT Sloan management review, 46(1), 53.
Christopher, M. (2000). The agile supply chain_ competing in volatile markets. Industrial marketing management, 29(1), 37-44.
Cooper, M. C., Lambert, D. M., & Pagh, J. D. (1997). Supply chain management_more than a new name for logistics. The international journal of logistics management, 8(1), 1-14.
Carvalho, J. C. (2010). Logística e Cadeia e Abastecimento, Edições Sílabo, Portugal.
Croxton, K. L., Garcia-Dastugue, S. J., Lambert, D. M., & Rogers, D. S. (2001). The supply chain management processes. The international journal of logistics management, 12(2), 13-36.
Croxton, K. L., Lambert, D. M., García-Dastugue, S. J., & Rogers, D. S. (2002). The demand management process. The International Journal of logistics management, 13(2), 51-66.
Ferrer, J.M., Karlberg, J.M., & Hintlian, J. (2007). Integration : the key to global success. Supply Chain Management Review, 11.
Garcia-Dastugue, Sebastián J. e Lambert, Douglas M., (2003). Internet-enabled coordination in the supply chain. Industrial Marketing Management, 32 (3), 251-263.
Goldsby, T. J., & García-Dastugue, S. J. (2003). The manufacturing flow management process. The International Journal of Logistics Management, 14(2), 33-52.
Govindan, K, Popiuc, M., Diabat A. (2013) Overview of coordination contracts within forward and reverse supply chains. Journal of Cleaner Production, 47, 319-334
Handfield, R. B., Krause, D. R., Scannell, T. V., & Monczka, R. M. (2006). Avoid the pitfalls in supplier development. Supply Chains and Total Product Systems: A Reader, 58.
Heskett, J. L. (1977). Logistics essential to strategy. Harvard Business Review, 55(6), 85-96.
Huynh, Minh Q. e Chu, Hung W., (2010). Exploring the open-source ERP alternative for teaching business process integration in supply chain management. Academy of Information and Management Sciences, 14 (1), 103-9.
Karimi, J., & Walter, Z. (2015). The role of dynamic capabilities in responding to digital disruption_ A factor-based study of the newspaper industry. Journal of Management Information Systems, 32(1), 39-81.
Kraljic, P. (1984). From purchasing to supply management. The McKinsey Quarterly, 2, 17.
Lambert, D. M. (2004). The eight essential supply chain managament processes. Supply chain management review, 8(6), 18-26.
Lambert, D. M., Cooper, M. C., & Pagh, J. D. (1998). Supply chain management implementation issues and research opportunities. The international journal of logistics management, 9(2), 1-20.
Lambert, D. M., & Cooper, M. C. (2000). Issues in supply chain management. Industrial marketing management, 29(1), 65-83.
Lambert, D. M., García‐Dastugue, S. J., & Croxton, K. L. (2005). An evaluation of process‐oriented supply chain management frameworks. Journal of business Logistics, 26(1), 25-51.
Lambert, D. M., & Schwieterman, M. A. (2012). Supplier relationship management as a macro business process. Supply chain management_an international journal, 17(3), 337-352.
Lee, H. L. (2002). Aligning supply chain strategies with product uncertainties. California management review, 44(3), 105-119.
Lee, H. L., Padmanabhan, V., & Whang, S. (1997). The bullwhip effect in supply chains. Sloan Management Review, Spring 1997, 38(3), 93-102.
Lee, J., Bagheri, B., & Kao, H. A. (2015). A cyber-physical systems architecture for industry 4.0-based manufacturing systems. Manufacturing letters, 3, 18-23.
Manuj, I., & Mentzer, J. T. (2008). Global supply chain risk management strategies. International journal of physical distribution & logistics management, 38(3), 192-223.
Martin, C., & Towill, D. R. (2000). Supply chain migration from lean and functional to agile and customised. Supply Chain Management an international journal, 5(4), 206-213.
Mason-Jones R., Naylor B. and Towill D.(2000) - lean agile or leagile_Matching your supply chain to the marketplace . Int. J. Prod. Res., 38(17), 4061± 4070
Mollenkopf, Diane; Russo, Ivan; Frankel, Robert, (2007). The returns management process in supply chain strategy. The International Journal of Physical Distribution & Logistics Management, 37 (7), 568-592.
Monczka, R., Handfield, R. & Trent, R. (2005). Purchasing and Supply Chain Management, South-Western College Pub, USA.
Nazarenko, A. A., & Camarinha-Matos, L. M. (2017). Towards collaborative cyber-physical systems. In May 2017 International Young Engineers Forum (YEF-ECE), 12-17. IEEE.
Ouabouch, L., & Amri, M. (2013). Analysing supply chain risk factors: A probability-impact matrix applied to pharmaceutical industry. Journal of Logistics Management, 2(2), 35-40.
Parsa, P., Shbool, M. A., Sattar, T., Rossetti, M. D., & Pohl, E. A. (2020). A Collaborative Planning Forecasting and Replenishment (CPFR) Maturity Model. Int. J Sup. Chain. Mgt V
Raghunathan, S. (1999). Interorganizational Collaborative Forecasting and Replenishment Systems and Supply. Decision Sciences, 30(4).ol, 9(6), 49.
Rogers, D. S., Lambert, D. M., & Knemeyer, A. M. (2004). The product development and commercialization process. The International Journal of Logistics Management, 15(1), 43-56.
Rüßmann, M., Lorenz, M., Gerbert, P., Waldner, M., Justus, J., Engel, P., & Harnisch, M. (2015). Industry 4.0 The future of productivity and growth in manufacturing industries. Boston consulting group, 9.
Rogers, D. S., Lambert, D. M., Croxton, K. L., & García-Dastugue, S. J. (2002). The returns management process. The international journal of logistics management, 13(2), 1-18.
Serrano, R. M., Ramírez, M. R. G., & Gascó, J. L. G. (2018). Should we make or buy_An update and review. European Research on Management and Business Economics, 24(3), 137-148.
Stevens, G. C. (1989). Integrating the Supply Chain. International Journal of Physical Distribution & Materials Management, 19(8), 3–8. https://doi.org10.1108eum0000000000329
Trent, R. J., & Monczka, R. M. (2005). Achieving excellence in global sourcing. MIT Sloan Management Review, 47(1), 25-32.
Weichhart, G., Molina, A., Chen, D., Whitman, L. E., & Vernadat, F. (2016). Challenges and current developments for sensing, smart and sustainable enterprise systems. Computers in Industry, 79, 34-46.
Authors:
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Research Seminar in Management
LG1. Define a research problem and research objectives and select appropriate research methods
LG2. Formulate research hypothesis and select and relevant research variables aimed at hypothesis testing
LG3. Conduct literature searches in order to maximize relevance and reliability
LG4. Write a research project using a scientific style
PC1. Introduction: Differences between scientific and common sense knowledge
PC2.Major research processes
Research phases
Literature review
Problem formulation
Defining research objectives
Conceptualizing variables and their relations
PC3. Data gathering
Data gathering techniques
Secondary information analysis
Doing research in organizational settings
PC4. Report organization and writing
Evaluation throughout the semester: -Class participation - 20%
-Project - 80%
The minimum passing grade is 10.
The student must ensure class attendance of at least 2/3 of the classes.
There is no possibility of evaluation by exam.
Title: Gravetter, Frederick J. & Forzano, Lori-Ann (2022) - Research Methods for the Behavioral Sciences, Cengage Learning, 6th Edition.
Authors:
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Title: Materiais de apoio fornecidos pelo docente.
Authors:
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Objectives
The MSc in Management proposes a continued studies option for graduate students in the areas of management or similar and has the general objectives of:
Improving students' knowledge about central topics in management sciences
Developing specialized competences in topics convergent with the students' interests and professional expectations, which might contribute towards de production of a final research project
Endowing students with research methodologies, procedures, and techniques, which enable them to develop their research project with a high degree of autonomy
Objective 1: Display effective written communication skills, including the following aspects: produce a well-structured document; demonstrate that the key messages have been clearly identified; express theoretical arguments to a specific application; summarize ideas and conclusions.
Objective 2: Display effective oral communication skills, including the following aspects: select the appropriate format for a given presentation; demonstrate confidence and that the communication was well-prepared; develop and make presentations with impact.
Objective 3: Develop critical thinking skills, including the following aspects: select and interpret relevant data and references from academic and non-academic sources; identify and debate ethical issues in business and management; formulate well-supported conclusions or solutions, apply appropriate methodologies or formulas to analyze and assess business issues and problems.
Objective 4: To understand the roles of general and strategic management in companies including the following aspects: understand and assess the role of strategy and strategic management in companies, understand the role of finance, marketing, and logistics in the strategic process.
Objective 5: To understand the key role of HRM in valuing people as key players in organizations including the following aspect: understand HR strategic issues in building a high performance organization.