ANTIOQUIA SCHOOL OF ENGINEERING
ACADEMIC DOMAIN CURRICULUM FIELD
(POSTGRADUATE AND MASTERS) PREREQUISITE(S)
COREQUISITE(S)
SUBJECT CREDITS - COLOMBIANS - ECTS (COLOM x1.8)
DIRECT TEACHING HOURS
INDEPENDENT HOURS OF WORK
Management and Human Development Economic- Management
None None 3
48 96
JUSTIFICATION
An engineer is expected to be proficient in administrative process with the end goal to obtain national and international competitive results. This requires managing an organization and taking managing decisions on an organization’s resources using the rigor of engineering and a comprehensive view of management.
PROBLEM
Economic, technological, political and social turbulence is changing. This requires organizations to anticipate such circumstances, assimilate and understand them as quickly as possible, and then interpret them to be incorporated with effectiveness in the management of the organization resources.
It is necessary to make decisions and lead the administrative process, applying managerial skills in communication, planning and management, teamwork, strategic self-administration, knowledge and understanding of different cultures.
The general mangagement course enables the study, analysis and application of theories, concepts, approaches and fundamentals of the administrative process in the components of planning, organization control and direction. These skills facilitate the students to develop their managerial skills.
General Management
COURSE OBJECTIVE
The administrative process, managerial skills and decision making in organizations, which includes planning, organizing, coordinating, directing, and monitoring of human, technological, physical, financial resources.
GENERAL COURSE OBJECTIVE
At the end of the course the student will be able to:
Apply the basic concepts and approaches of the administrative process and management by processes in organizations, developing a global and systemic vision of a working team.
PERSONAL SKILLS THE COURSE WILL STIMULATE
• Strategic Thinking
• Communication
• Teamwork
SPECIFIC OBJECTIVES OF THE COURSE
1. Analyze the concepts and apply strategic management tools as a fundamental process of the organization.
2. Identify different organizational structures, with emphasis on the management by processes model.
3. Understand the basic principles of the Directing: Motivation, Leadership, Communication and Teamwork as the driving forces of Management.
4. Apply the concepts of organizational supervision, with emphasis on the Balanced Scorecard.
5. Characterize the fundamental aspects and the main implications of managing change and organizational culture.
PLAN AND STRUCTURE OF THE SPECIFIC COURSE OBJECTIVES SPECIFIC OBJECTIVE
OF THE COURSE
INDEPENDENT STUDY HOURS THEME CLASS
HOURS Analyze the concepts and apply strategic
management tools as a fundamental process of the organization.
Identify different organizational structures, with emphasis on the management through processes model.
Understand the basic principles of the Directing:
Motivation, Leadership, Communication and Teamwork as the driving forces of Management.
Apply the concepts of organizational supervision, with emphasis on the Balanced Scorecard.
Characterize the fundamental aspects and the main implications of managing change and organizational culture.
Strategic Steering
Organizational Design
Administration
Supervision
Organizational Culture and
change
12 24
12 24
10.5 21
10.5 21
7.5 13
KNOWLEDGE BY SUBJECT
Each subject indicates the set of concepts, theories regularities and laws of the object of study.
1. Strategic Management • Mission, Vision and Values
• Diagnosis of internal and external environment • Organizational objectives
• Strategic analysis moulds • Strategy Formulation
• Corporate Social Responsibility 2. Organization
• Fundamentals and elements of the Organization • Organizational Design
• Types of organizational structure • Process Conceptualization
• Process Analysis and Improvement 3. Administration
• Motivation and Satisfaction
• Concepts of Management and Leadership • Decision-making
• The process of organizational communication.
• Teamwork.
4. Supervision
• Control fundamentals.
• Types of supervision
• The process of organizational supervision • Balanced scorecard
5. Organizational Culture and Change Management • Elements of culture
• Types of culture
• Subcultures within the organization • Managing cultural diversity
• Change planning
• Implementation of change • Innovation Management
ATTITUDES AND VALUES DEVELOPED OVER THE COURSE
• Honesty
• Social Responsibility
• Ethics-Integrity
• Respect
• Equity
CONTRIBUTION OF THE COURSE WITH RESPECT TO THE AXIS OF TRAINING IN THE EIA PEDAGOGICAL MODEL
• Humanistic: bearing of the course on the establishment of values and the development of
communications skills and teamwork through activities (learning techniques and methods) such as implementation work, company visits, workshops, problem-based learning, collaborative learning and case studies.
• Technical-Scientific: Strategic planning and organizational design using techniques and models.
• Research for technological development: stimulating research culture through applied work accomplishments and business visits.
• Entrepreneurial spirit: contribution to the entrepreneurial culture through the development of career vision, creativity and innovation skills.
METHODOLOGY
• Simulation of problematic situations
• Case Studies Methods:
• Lectures
• Conference Role-plays
• Independent study is necessary within these dimensions:
- Groundwork: reading articles and books, consultations - Reinforcement activities
- Complementary and interdisciplinary activities
• Consultancy and mentoring
Supported by the following means:
• Moodle Platform: http://eiadigital.eia.edu.co/
• Presentations with visual aids: videos, animations, documentaries.
EVALUATION SYSTEM- MARKING
Indicate the forms of evaluation and the marking system with its respected weight.
Marking Scheme
Indicate the different types of assessment and marking.
In the EIA, assessment is regarded as an ongoing progress that ensures the monitoring of progress in course objective accomplishments which contribute to the learning process which guides actions of reinforcement I a required timely manner. The evaluation has to be integral and should provide, wherever possible elements of self, peer and hetero assessment. The assessment evaluates the student’s knowledge level gained through the course. In some cases the level of skill will be evaluated.
The final exam must verify the course target competition. Therefore the final exam is designed by lecturers and approved by the coordinator of the academic area.
The grading system for the course is defined as follows:
Follow up: 50%
Mid-Term Exam: 20%
Final Exam: 30%
Total: 100%
UPDATED BIBLIOGRAPHY
Including books, journals, databases and Web pages Core
HELLRIEGEL, Don, JACKSON, Susan E y SLOCUM, John W. Administración: un enfoque basado en competencias. 11 ed. Madrid : Thomson, 2002. (658/H484a).
ROBBINS, Stephen. DECENZO, David A. Fundamentos de Administración. Conceptos y aplicaciones esenciales. 6 ed. San Diego: Pearson, 2009.
Additional
KOONTZ, Harold. Administración una perspectiva global. 12 ed. México : McGraw-Hill, 2004.
(658.01/K79a).
DAFT, Richard L. Administración. Madrid : CENGAGE, 2004.
PORTER, Michael. Estrategia competitiva: técnicas para el análisis de los sectores industriales y de la competencia. México : Cecsa, 2006. (658/P844).
HILL, Charles W.L. Administración estratégica: un enfoque integrado. 6 ed. Mexico : MCGRAW-HILL , 2004. (658.4012/H645a/6 ed.).
BARRINGER, Bruce R. Preparing effective business plans: an entrepreneurial approach. New Jersey: Pearson/Prentice Hall, 2009. (658.4012/B277).
BERNAL, Cesar. Introducción a la administración de las organizaciones. New Yersey : Prentice Hall : Pearson Education, 2007. (658.02/B517).
CHIAVENATO, Idalberto. Introducción a la teoría general de la administración: Mc Graw-Hill, 2004.
(658/Ch532/7ed).
JOHNSON, Gerry, SCHOLIES, Kevan y WHITTINGTON, Richard. Dirección estratégica. 7 ed.
Madrid: PEARSON, 2006. (658.4012/J67/7ed).
GARRIDO BUJ, Santiago. Dirección estratégica. 2 ed. México : McGraw Hill, 2006.
(658.4012/G241/2ed.).
FRANCES, Antonio. Estrategia y planes para la empresa con el cuadro de mando integral. New Jersey: Prentice Hall: Pearson Education, 2006. (658.4012/F826).
TZU, Sun. El arte de la guerra ilustrado. Madrid : Edaf, 2001. (355.6/S957).
Specialized Journals, websites and databases
Harvard Business Review: Harvard Business School Publishing Corporation. (disponible en biblioteca).
Gestión. Bogotá: Casa editorial El Tiempo. (Disponible en biblioteca).
Dinero. Bogotá: Publicaciones Dinero Ltda. (Disponible en biblioteca).
Portafolio: El portal de economía y negocios. [En línea] 2009. [Citado el: 01 de agosto de 2009.]
(disponible en biblioteca). http://www.portafolio.com.co/.
Base de datos Business Source Premier. [En línea] 2009. [Citado el: 01 de agosto de 2009.]
(Disponible en internet). http://biblioteca.eia.edu.co/basesdatos.htm.
Curriculum Director Lucia Victoria Ospina
Academic Domain Director Jorge Esteban Macías
Area Co-ordinator Rafael Galindo Monsalve
