Overall objectives:

1 - Provide a scientific, sociocultural and ethical perspective from business activity.
2 - Provide a body of knowledge that encompasses the discussion of management as subject area and professional practice.
3 - Allow students to identify, position yourself and act before the main business subsystems .

Syllabus:

1 - The management, the manager, the company, the environment, the management models.
2 - Introduction to organizational theory: classical period, moderno, symbolic-interpretative and postmodern.
3 - The environment (in national and international context): Context analysis (PEST + EL and other analytical tools); the competitive environment in industry (Porter's 5-forces model and other analytical tools); the expectations of stakeholders and shareholders; business culture; corporate governance and corporate social responsibility and business ethics.
4 - Planning: objectives and contents associated with planning, information gathering process; Decision-making process: conditions, models and bias in decision-making, group decisions, scheduled and non-scheduled decisions; Strategy: evaluation of the external environment and the value chain, SWOT analysis, defining the strategic direction (Ansoff and Porter models), multi-business analysis (BCG and McKinsey models); Marketing: customers, markets, segmentation, brands, target segments, marketing mix; the product lifecycle, CRM, marketing orientation and digital marketing.
5 - Organization: responsibility, authority and delegation, centralization and decentralization, structures according to Henry Mintzberg, functional, divisional, matrix and complex structures, formal and informal organization, authority, influence and power; Information systems: types of information systems, information systems and strategy; Innovation. introduction, types of innovation, innovation process, sources of innovaton, theories of innovation, technological change; Change: models of change.
6 - Human Resources Management - Human resources department and performance, recruitment, selection, reception, career development, remuneration (pecuniary and non-pecuniary), training, disciplinary issues, equal opportunities and diversity; theories of motivation; leadership theories; Communication - types of communication, communication channels, communication networks, communication and strategy.
7 - Control: Control process, control strategies, corrective actions, budgetary control.
8 - Financial, commercial and production functions - Introduction to the financial function, basic variables of the financial calculation: capitalization and discount, the components of an investment project, introduction to investment analysis: VAL, IRR and pay back, basic principles and concepts of accounting process, types of business accounting: general accounting and cost accounting, financial balance and profitability, economic and financial ratios: introductory analysis; Introduction to commercial management: fixed costs, variables, profitability thresholds; Introduction to production management: stocks, capacity, production and quality, types of production process, optimum order quantity.
9 - Contemporary Themes: entrepreneurship (introductory analysis); value creation networks (introductory analysis).

Literature/Sources:

CARVALHO, José Eduardo , 2016 , Gestão de Empresas Princípios Fundamentais , Edições Silabo
Kotler, P. & Armstrong, G. , 2018 , Principles of Marketing, Global Edition, 17/E , Pearson Education
J. Tidd, J. Bessant , 2016 , Managing Innovation: Integrating Technological, Market and Organizational Change , Wiley
CLARKE, Thomas, & BRANSON, Douglas , 2012 , The sage handbook of corporate governance , SAGE
BYGRAVE, William e ZACHARAKIS, Andrew , 2014 , Entrepreneurship , Wiley
ALLEE, Verna e SCHWABE, Oliver , 2015 , Value Network and the true nature of colaboration , Mehan-Kiffer Press
MENESES, João Wengorovius , 2016 , Gestão de Organizações e Criação de Valor Partilhado , Universidade Católica Editora
JOHNSON, Gerry e WHITTINGTON, Richard e SCHOLES, Kevan e ANGWIN, Duncan e REGNÈR, Patrick , 2014 , Exploring Strategy , Pearson
HATCH,Jo Hatch e CUNLIFFE, Ann , 2013 , Organizational Theory , OUP
STEVENSON, William J. , 2015 , Operations Management , McGraw-HIll
SMITH, David , 2010 , Exploring Innovation , McGraw Hill.
BODDY, David , 2017 , Management An Introduction , Pearson
Richard A. Brealey, Stewart C. Myers, Franklin Allen , 2014 , Principles of corporate finance , McGraw-Hill/Irwin

Assesssment methods and criteria:

Classification Type: Quantitativa (0-20)

Evaluation Methodology:
The unit has a set of lectures (AT) and prantical classes (ATP). In the first ones (AT), the theoretical platform of the course is exposed and discussed by the professor (with the active participation of students), while in the other kind of classes (ATP) are discussed cases/ situations and solved exercises related to the funtions of management (planning, organization, direction and control). This theoretical and practical componen tries to provide to the students an environment of reflection and contact with concrete organizational situations. In the evaluation process, the students are confronted with issues from the unit, through which they will have to denote their skills of analysus, synthesis, interpretation, critical thinking, problem solving and decision making. Evaluation: Normal Season: Each frequency weights 50% in the final grade. Minimum mark in each frequency: 8 values; Special and Appeal Time - You can recover the two frequencies by a maximum of one.