The Economics Of European Integration Baldwin Ebook Login

The Economics of European Integration offers the student of European Union economics an authoritative textbook on trade and monetary integration within the EU, suitable for undergraduate level. The prestigious author paring offers expert, cutting-edge analysis of the contemporary status of EU integration, combined with a solid introduction to historical and institutional c The Economics of European Integration offers the student of European Union economics an authoritative textbook on trade and monetary integration within the EU, suitable for undergraduate level. The prestigious author paring offers expert, cutting-edge analysis of the contemporary status of EU integration, combined with a solid introduction to historical and institutional contexts and the European economic environment. Designed for second or third year undergraduate economists, the book focuses upon the economic arguments with minimal technical distractions, providing the rigour needed to fully comprehend the issues in European Economics and the examples, illustrations, and questions to enliven the topic for the student.

Opening of each course on offer is not guaranteed and depends on the interest of students in a particular course. In case a course proposed in the Learning Agreement is not open, another course will be offered with respective changes to the Learning Agreement so as the total number of ECTS-credits is maintained. • Study groups from 10 students – lectures, seminars • Study groups up to 10 students – individual tuition Advertising and Media Campaigns Course Title Advertising and Media Campaigns Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Time allocation (classes/selfstudy) 12 hours/63 hours Maximum number of students 25 Completion of the course Written exam. Objectives and content: This class introduces to attendants a current development in advertising and media both in CR and world. On practical examples it explains principles of camaign development with emphasis on key advertising idea, consumer insight and product benefits.

The Economics of European Integration, Ebook Free Online The Economics of. The Economics Of European Integration Baldwin Ebook Free. The Economics of European Integration, 4th edition provides students with an accessible presentation of the facts, theories and controversies driving rapid change in.

Variety of media types are discussed, examples included. It teaches students the ability to use brand pyramid theory as a tool for approaching emocional and rational parts of brand advertising. Students will learn key media metrics (reach, frequency, rating, GRPs, TRPs, CPT, CPP, etc.) and their usage. During the course, students score ten selected advertising campaigns and evaluate their creative quality, their advertising idea and other properties.

Evaluation also includes presentation in front of the class and following discussion. Student also master acquired skills via practising on variaty of task, e.g.

To create a brief for advertising agancy with the brand repositioning as a goal. Learning competences: Understanding of key marketing principles and key terms at the bachelors course level.

Learning outcomes: Understanding of advertising principles in context of current developed of brand communication with the aim to mastering the use of given tools in efficient and effective way to reach competitive advantage. Literature: • Young, A., Brand Media Strategy: Integrated Communications Planning in the Digital Era, Palgrave Macmillanm, 2014, ISBN: 9569. • Felton, G., Advertising: Concept and Copy (Third Edition), W. Norton & Company, 2013, ISBN: 9860. • Pricken, M., Creative Advertising, Thames & Hudson, 2008, ISBN: 9330.

• Baron, R., Sissors, J., Smith, D. L., Advertising Media Planning, Seventh Edition, McGraw-Hill Education, 2010, ISBN: 9123. • Goodrich, W. B., Media Planning Workbook, 5th Edition, MCGraw-Hill, 2001, ISBN: 9028. • Ronald, D., Geskey, Sr., Media Planning & Buying in the 21st Century, Third Edition: Integrating Traditional & Digital Media, CreateSpace Independent Publishing Platform, 2014, ISBN: 9714. • Katz, H., The Media Handbook: A Complete Guide to Advertising Media Selection, Planning, Research, and Buying (Routledge Communication Series) 5th Edition, Routledge, 2013, ISBN: 9713.

• De Mooij, M., Global Marketing and Advertising: Understanding Cultural Paradoxes Fourth Edition Edition, SAGE Publications, 2013, ISBN: 9174. • Wheeler, A., Designing Brand Identity: An Essential Guide for the Whole Branding Team, John Wiley and Sons, 2012, ISBN: 9209 • Belch, G. E., Advertising and Promotion: An Integrated Marketing Communications Perspective, 10th Edition, McGraw-Hill, 2014, ISBN: 9977.

• Ries, A., Positioning: The Battle for Your Mind, McGraw-Hill Education, 2001, ISBN: 9586 • Hoyer, W. D., MacInnis, D. J., Pieters, R., Consumer Behavior 6th Edition, South-Western College Pub, ISBN: 9211. L., Strategic Brand Management: Building, Measuring, and Managing Brand Equity, 4th Edition, Prentice Hall, ISBN: 9257. • Lerman, S., Building Better Brands: A Comprehensive Guide to Brand Strategy and Identity Development, HOW Books, 2013, ISBN: 9435. T., Keller, K.

L., Marketing Management (15th Edition), Prentice Hall, 2015, ISBN: 9460 Business Economics Course Title Business Economics Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 20. Objectives and content: The module provides the students with the introduction to the basic terms of managing business.

The course concentrates on managing business issues and the first phases of business life-cycle. Start-up activities and determinants of healthy business practices and economic decision making are discussed. It provides overview of basic forms of economic subjects and specifies their relationships and importance of well-functioning enterprises to national economy. Learning outcomes: This introductory course characterises major business topics for starting-up and successful running of business ventures. After completion of this course the students shall understand the major determinants of managing business, business environment and its stakeholders and coping with usual business problems. Course outline: • Introduction to business • Managing business, business environment, stakeholders • Vision, mission, goals of a company • Organisational and business structure • Introduction to cost management • Introduction to company management (business strategy) • Production activity • Company life-cycle Literature: • Bygrave William D.; Zacharakis, Andrew. Hoboken: John Wiley & Sons, Inc., 2014.

ISBN 978-1-118-80573-2. • Pride William M., Business, 12th edition, South-Western Cengage Learning, 2008. Seminar Paper (4 ECTS): • Students can select their own topic from the area of Business Economics I. The topic has to be approved by the lecturer. Business Economics II Course Title Business Economics II Degree Programme Economics and Management ECTS credits 4 Terms opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The module introduces an analysis of business operations from several standpoints.

In particular, it concentrates on company management, purchasing and selling activities, on managing the firm’s production, financial analysis and on problems of funding and investment decision making. Learning outcomes: After completion of this course the students will understand major determinants of running successful business. The student should understand how well is the business managed and where the weak and the strong points of business performance are. Students will also recognise where and when to apply specific analytical methods. Course outline: •. Specifics of business – ethics, sustainability and corporate responsibility Literature: • Pride William M., Business, 12th edition, South-Western Cengage Learning, 2008.

Activity-based Cost Management: An Executive's Guide, John Wiley and Sons, 2001. Seminar Paper (4 ECTS): The student will work out a case study on a selected topic from the area of Business Economics II - see the course outline. The topic has to be approved by the lecturer. Business Economy Course Title Business Economy Degree Programme Economics and Management ECTS credits 5 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The objective of this subject is to provide students with the knowledge and skills from the area of managerial finance, which are a prerequisite for the performance of managing and finance functions. Managerial economics combines economic theory, namely microeconomics and theory of entrepreneurial economics with the methods and tools of analysis and optimisation, and thereby provides important tools for managerial and entrepreneurial activity. An emphasis is placed especially on production, supply, innovation and marketing, purchasing, investment and finance activities, controlling and internal audit, using figures that characterise the firm such as revenue, costs, and profit or loss depending on the equity and capital structure of the company and with a view to the development of the company and its current state.

• The company: Company goals. Position of the company in the commercial and social system of society, company strategy, company life cycle. Characteristics of company structure. Theoretical concepts of company target function. Establishment and development of the company. Establishment budgets.

• Equity and capital structure as a significant aspect when planning company objectives: Classification of equity structures. Short-term and long-term assets. Current assets. Liquidity and absolute liquidity.

Specific equity and capital structures and their relationships. Owner's equity and other sources of capital. • Revenues, costs, profit, cash flow, and their connection to business activity: Concept of cost classification. Variable and fixed costs.

Cost functions. Planning, controlling, and calculating costs. Links between production volume, costs, price, and profit. Operating levers and break-even point analysis.

• Production activities, production actors, production capacity: What, how, and for whom to produce. Planning a production program and planning production processes. Production capacity. Total productivity and partial productivity of production factors. • Managing purchasing and sales, marketing and logistics: Purchase marketing model.

Analysis and selection of purchase market and suppliers. Supply management.

Material availability. Just-In-Time – supplier integration. Integration of purchasing as part of the company value chain.

Supply chain management. • Company financial and investment activities: Macroeconomic and entrepreneurial concepts of investment. Planning of investments and classification of investment projects. Classification of investments in the business. Sources of investment financing.

Evaluation of investment efficiency. Current (short-term) financing – managing operating capital. Method of financing current assets. Cash flow management. • Managing company efficiency: New and traditional organizational systems, process vs.

Operational concept and optimisation, new and traditional measures of efficiency and productivity, factors creating EVA, analysis of results of commercial activity. Ratio indicators and comparative analysis. Financial analysis.

Cross-company comparison. Literature: • Atkinson, S. The Business Book: Big Ideas Simply Explained.

Dorling Kindersley Publishing, Incorporated, 2014. • Froeb, L., McCann, B. T., Shor, M., Ward M. Managerial Economics (Upper LevelEconomics Titles) Cengage Learning, USA.

ISBN 978- 1-133-95148-3. Managerial Economics and Business Strategy. McGraw-Hill higher education. McGraw-Hill/Irwin, 2010.

Business English Course Title Business English (A2) Degree Programme Economics and Management ECTS credits 5 Number of hours (classes/self study) 20/110 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25 Required level of English B2-C1 level of Common European Framework of Reference for Languages. Objectives and Content: The course gives a basic introduction to the Economic Policy, both the theoretical and the practical point of view. The goals, types and instruments of the basic areas of microeconomic and macroeconomic policy, and problems of economic and social development are introduced. Objectives and content: The main aim of the course is to give a brief introduction of the European economic integration processes after the World War II. Objectives and content: The financial side of business represents the flows and conversion of money from initial investment, through financing operations, to sale of results of the transformation process, increased through added value representing the investor reward for the risk undertaken by investing.

The monetary side of a business is realised through finance strategy and management. The basic goal of this subject is to familiarise the student with the purpose of financial management, namely the fundamental task of the financial management of a business, which is the identification of sources of capital and their acquisition, decision-making on the goals and conditions of its allocation, securing efficient handling of available sources of capital, reallocation, and distribution of capital acquired through the execution of business activity.

• Principles of financial strategies and financial management: Business development assumes definition and establishment of a finance policy – the company finance strategy. The finance strategy represents the backbone of financial management, which includes all activities associated with the effective financing of company entrepreneurial activities oriented toward achieving the company strategy and basic goals of the company. • Funding – seeking out and using internal and external capital sources: Basic sources of financial business activities are internal sources, external equity sources and other sources. Use of capital is associated with capital costs. Costs are differentiated into debt costs (debt capital) and costs of equity capital.

From the perspective of financial management average capital costs and the associated optimal capital structure are important. • Short-term and long-term financial management: Investing is one of the basic company activities. It is a process which is based on the strategic plan and is carried out through the long-term financial plan. The basic objective of an investment strategy transcribed into the long-term plan is economic efficiency of the investment process, i.e. Effective handling of financial resources under conditions of risk and uncertainty.

Another task of financial management is management of debt. A task of short-term financial management is to manage liquidity using the short-term financial plan. • Measuring financial performance and creation of company value: The basic objective of a contemporary company is the creation of stakeholder value. Approaches to the management of company performance from the perspective of value drivers are carried out primarily through value based management. Knowledge of the principles of value based management is a critical prerequisite to successful financial management. • Company valuation:Combining, purchasing, and selling companies is a common phenomenon in a strongly competitive environment enabling the establishment of competitive advantage over a rival.

Carrying out mergers and acquisitions are not possible without the accurate valuation of a company. Knowledge of methods of market valuation of companies is a critical prerequisite to executing the sale and purchase of a company.

Literature: • Brigham, E., Ehrhardt, M. Financial Management: Theory & Practice. Cengage Learning, 2013.

• Higgins, R. Analysis for Financial Management. Human Resources Course Title Human Resources Degree Programme Economics and Management ECTS credits 4 Terms: not opened in Winter term of academic year 2017/2018 Maximum number of students 25 Objectives and content: The subject introduces basic tasks of staff department as the concept of human resources management. The work of staff department is introduced as the central managerial task and its strategic importance is emphasized. Attention is paid to the purpose and content of key staff department activities.

• Introduction to Organizational Behavior • Human Resource Management: The Challenges • Planning and Implementing Strategic HR Policies • Staffing (Recruiting and Managing Employees) • Personality and Attitudes • Learning and Reinforcement • Managing the Training Process • Motivation in the Work Setting • Group and Team Behavior • Developing Employee Relations • Interpersonal Communication • Decision Making in Organizations • Organizational Culture • Case studies of real life situations • Teaching ethics in business today Seminar Paper (4 ECTS): Topics from the lector on first session. Literature: • Chaudhuri, K. K.: Human resource management. ISBN 528 (e-book) • Lawler, Edward E.: Effective human resource management: a global analysis. ISBN 685 (e-book) Human Resource Management Course Title Human Resource Management Degree Programme Economics and Management ECTS credits 5 Terms: not opened in Winter term of academic year 2017/2018 Maximum number of students: 25 Objectives and content: This subject discusses bachelor studies topics focussed on working with people and further deepens this theoretical and practical knowledge in specific areas of management. The objective is the preparation of the graduate in specific fields of practical human resources management.

The graduate of the masters level will be capable of analysing and finding causal factors within the company leading to the disruption of harmonic functioning of human capital within the company. The subject will focus on human resources management as a strategic partner in the leadership of an organization. The student will focus more deeply on awareness of the dependencies and outcomes of organizational factors and their impacts on actual strategic management of human resources in practice.

An emphasis is placed on understanding and managing results of organisational changes, mergers and acquisitions, including resolving impacts of economic crises. As part of this subject, aspects of human resources will be discussed from legislative, economic, and financial perspectives. Specific conditions are applied both to Czech and international conditions. • Theoretical basis and definition of terms: Modern approaches to human resources management. Specific focus on areas with potential growth or elimination of limits. Models of comparative methods for evaluating HRM efficiency. Acquiring market data.

Work directly or indirectly with measurable variables. Decision-making process from the perspective of data foundations.

• Training and development of employees: Influence of training on organizational effectiveness. Training methods – their costs efficiency versus performance efficiency. Managing performance using training and development. Compatibility of training, the training process, and organisational strategies.

Planning training, evaluation and work with soft factors. Concept of self-training, motivation to development. • Career management: Identification of career management as one of human resources functions. Modern concept of a career - expanding career pathways, directions of careers including horizontal development, job enlargement and enrichment. Methodology of setting up a system of personnel planning.

Concept of medium-term and long-term personnel plans. Integration of personnel planning with the company's strategic goals. Process of planned increase and improvement of work competencies, knowledge and skills. Key competencies and their strategic importance. Methods and approaches to career planning. Influence of career management. Building succession plans.

Role of personnel and line managers and individual employees in the area of planning. • Talent management: Identification of talent and working with it.

Personality and its development. Identification of development directions. Rosetta Stone Spanish Activation Code Keygen here.

Use of talent management in organizational human resources - important and benefits of talent management, talent management processes, attracting and acquiring talent, development and retention of talent. International cooperation in use of talent. Managing company image and company culture, marketing of human resources, image of the preferred employer. SRC (Socially Responsible Company). Role of the human resource manager in the new era, participation in building strategies for internal and external communications.

Relationship of talent and creation of research, development and innovation. • Mobility management: Employee mobility, its causes and effects. Analysis of human resources management and company potential. Most frequent risks in human resources management. Critical roles in human resources management during periods of change and most frequent mistakes of managers.

Mobility as career development. Fluctuation and retention of employees. Management of human resources in periods of crisis and economic change. Management of mobility costs. Management of performance during the course of mobility. • Knowledge base management: Definition of basic terms.

Categorisation of knowledge. Development of knowledge base management in a historical perspective. Process of creating knowledge. Knowledge transfer and sharing. Methods of transferring knowledge in organisations. Continuity management of knowledge.

BCM – Business Continuity Management. Age management and working with changing employee demographic structure. Global HR management - impacts of multinational management of businesses in the area of HRM. Literature: • Anderson, V. Research Method in Human Resource Management.

London: Chartered Institute of Personnel Development, 2009. • Armstrong, M.

A Handbook of Human Resource Management Practice. London: Kogan Page Publishers, 2006. • Beazley, H., Boenisch, J., Harden, D. Continuity Management: Preserving Corporate Knowledge and Productivity When Employees Leave. New York: Wiley, 2002.

• Berger, L., Berger, D. Talent Management Handbook: creating organizational excellence by identifying, developing, and promoting your best people. New York: McGraw-Hill, 2003. • Boudreau, J. W., Ramstad, P.

Beyond HR: The New Science of Human Capital. Boston: Harvard Business School Press, 2007. Knowledge Retention: Minimizing Organizational Business Loss. Journal of Knowledge Management, 2011, Vol. 15, Issue 4, pp. • Ulrich, D., Younger, J., Brockbank, W., Ulrich, M. HR from the Outside In: Six Competencies for the Future of Human Resources Business Pro collection.

McGraw Hill Professional, 2012. • Vaiman, V., Vance, C. Smart Talent Management: Building Knowledge Assets for Competitive Advantage. Edward Elgar Publishing, 2008.

• Nature of management: basic terms, relation of management and administration, definition of management, position of a manager in organization, levels of management in hierarchically structured organization, basic managerial functions and activities. • Profile of manager: basic competence of manager, power and responsibility, state of managerial work, head and leader, personality of manager, qualification of manager. • Decision-making: decision making as a basic activity of manager, basic terms in the field of decision-making, elements of decision-making, decision-making subject, object of decision-making, criteria of decision-making, origin of the situation to be decided, and role of manager in its solution, information support and decision-making. • Planning as basic function of manager: Basic procedures of a plan creation, structure of planning activity according to the hierarchical and functional arrangement of organization. • Organizing as basic function of manager: Basic terms in organizing, classification of organizational structures, line organization, line and staff organization, organization according to function. Division organization.

Flexible organizational structures. Matrix organization as a transfer point between stable and flexible organizational forms. Organizational forms of project administration, project coordination, integrated project organization and pure project organization. • Leadership, management of human resources, and communication as a basis of manager function: motivation, influencing, leadership of people, coordination. Importance of management of human resources of firm, personnel work in company, career management, evaluation of workers. General rules of successful communication, forms of communication. • Supervision as basic managerial function: basic terms in the field of supervision.

Supervision and feedback, structure of supervision activities, evaluation criteria of supervision. Modern approaches to supervision.

Internal supervision system of organization. Relation between supervision and controlling. • Management in development: Characteristics of history and continuity in time in management development as a practical activity and as a subject as well.

Characteristics of individual development stages, their importance and personalities with the emphasis on the evolution of current trends (from searching for perfection, through organizational solution of “chaos”, to information management and reengineering). Literature: • Donnelly J., Gibson, L. J., Ivancevich, J. Fundamentals of Management, 10th Edition, Richard D. 1997, ISBN 9370. • Haberberg, A., Rieple, A. Strategic Management: Theory and Application.

OUP Oxford, 2008. • Koontz,H., Weihrich, H. Essentials of Management. An International Perspective. The McGraw Hill Companies, 2010, ISBN 978-0-07-106767. • Drucker, P., Maciariello, J.

Management (Revised Edition), Harper Collins Publishers, New York, 2008, ISBN 978-0-06-125266-2. • Drucker, P. Management Challenges for the 21st Century, Harper Collins Publishers, New York, 1999.

ISBN 0-88730-998-4. • Drucker, P.

The Practice of Management. Harper Collins Publishers, New York, 1986, ISBN 0-887-30-613-6. Managerial Decision Making Course Title Managerial Decision Making Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25.

Objectives and content: The subject introduces the basic issues of economic thinking in the context of interdisciplinary perception of social values and their relevance for the development of the society and, at the same time, presents the fundamental concepts and principles of macroeconomic theory in order to master the conceptual architecture and the theoretical-methodological fundaments for the identification, analysis, evaluation and anticipation of key characteristics and determinants of the development of the macroeconomic framework for the decision-making of economic entities. • Values and their relevance for the society: The universality of human rights, communication freedom and responsibility and human community, democracy and capitalism, free market and public benefit, crises and social changes. • Macroeconomic aggregates: Definitions and measurement.

GDP, inflation, unemployment, public expenditure. Impact of price level changes on the gross domestic product. • Aggregate demand and supply: The substance of the model and its assumptions. Factors affecting the aggregate demand.

Factors affecting the aggregate supply. The balancing mechanism and balance in the short term and in the long term. Economic cycle and economic growth.

• Inflation and unemployment: Major determinants, basic forms, symptoms and consequences of inflation and unemployment in the economy. Relation between the inflation rate and the unemployment rate – Phillips curve. The impact of various types of expectations on the relation between the inflation rate and the unemployment rate. • Open economy: Foreign exchange rate. Demand, supply and exchange market balance.

Theory of foreign exchange rate determination, theory of interest rate parity and theory of purchasing power parity. Fixed and flexible foreign exchange rate. Balance of payments structure. Balancing mechanisms of the balance of payments. Foreign indebtedness.

International trade theory. • Monetary and fiscal policies: Fiscal policy instruments. Keynesian transmission mechanism.

Quantitative equation of money. Short-term and long-term impact of monetary policy.

Ineffectiveness of monetary policy. Public budgets and public debt. Short-term and long-term impact of fiscal policy.

Crowding-out effect. Monetary and fiscal policies in an open economy. Literature: • Acecolla, N. Economic Policy in the age of Globalisation.

Cambridge Unversity Press, 2005, ISBN 384. • Boyes, W., Melvin, M. United Kingdom: Cengage Learning, 2010.

• Dwivedi, D. Managerial Economics, 7E. Vikas Publishing House Pvt Ltd, 2009.

Marketing Course Title Marketing Degree Programme Economics and Management ECTS credits 5 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 30. • Marketing and marketing strategies: Differentiating marketing from other forms of occupying a market. Marketing core concepts. Strategic aspects of marketing and social marketing • Formulation of strategies: Recognition of the approaches for deriving resources.

Marketing plans from the perspective of content and process characteristics, identification of desirable uses, risks, and new resources for terminating processes. • Strategy implementation: Resources for understanding, documenting, querying, demonstrating conformance, delivery, flexibility, and productivity of the project manager in the project cycle. • Marketing strategies in global markets: The Uppsala Model, Born Global, acculturation and enculturation. • Competition in strategic marketing: Strategies of market leaders, challengers, followers, nichers, and sustaining the power distance index, or position.

Maximising stability of performance through breaking, extending, and combinations of competitor life curves and buy/sell timing. Market harmonisation, programmed distribution. • Seller marketing strategies: Testing and launching products and services on the market. Pricing strategies. Sources of satisfaction and relation of customer to the shop.

• Innovations in strategic marketing: Metrology in emerging markets. Projected movement. Management of product and market development. • Scientific methods for strategic marketing: Methods, techniques, data, data mining, experimentation, research, survey.

Literature: • Grewal, D. LL Marketing with Practice Marketing Access Card. McGraw-Hill Education, 2012. Marketing 2014. Cengage Learning, 2013.

Internet web pages: • SystemOnLine, • Tuesday Business Network, • Neubert marketing, • Business Consulting, • The Marketing Process Company, • MarcommWise, www.marcommwise.com Periodicals: • International Marketing Review • Fresh Marketing Marketing Management Course Title Marketing Management Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The course introduces basic concepts of strategic marketing, provides overview of approaches, methods and procedures which are prerequisites for creation of strategic documents as one of the basic requirements for business prosperity. • Introduction to the marketing research in a company (Where is MR placed in company structure, which tasks it has, which answers could enter and which not, friends and enemies of marketing research? Who are our internal customers? Objectives and content: This course is aimed at introducing the management challenges and addressing issues concerning management of companies.

We will introduce several business models and will focus on learning organization model. We will also deal with issues which are on the agenda of top executives, like leadership, personnel management, strategy development, process streamlining, resource alignment and organization development.We will use the system dynamics approach based on structural archetypes of companies and management behaviours. Learning outcomes: After completing this course you will gain a good knowledge of company management methodology – learning organization. You will be able to derive system models using system thinking, you will understand leadership and direction challenge, change management issues, and team learning. Eventually you will be able to develop One Page Strategy for the company of your choice and so-called War Room design. Course outline: Theory and Practice of Companies, System Thinking, Leadership model, Balanced Scorecard and Strategy Maps, End to End Process Design, Change Management, Continuous Learning and Improvement.

Literature: • Senge, P.M.: The Fifth Discipline: The Art & Practice of The Learning Organization. ISBN 10: • Kaplan, R.S., Norton D.S.: The Balanced Scorecard: Translating Strategy into Action. ISBN: 10: 514. • Kaplan, R.S., Norton D.S.: Alignment: Using the Balanced Scorecard to Create Corporate Synergie. • Kaplan, R.S., Norton D.S.: The Execution Premium: Linking Strategy to Operations for Competitive Advantage. • Kaplan, R.S., Norton D.S.: StrategyMaps: Converting Intangible Assets into Tangible Outcome.

Seminar Paper (4 ECTS):Students are supposed to elaborate One Page Strategy and design of a War Room for the company of their choice. Practical Project Management Course Title Practical Project Management Degree Programme Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 20.

Objectives and content: Project management is one of the most practical management discipline. Projects are also one of the most difficult tasks to manage. This course combines the essential elements of Project Management and Team Leadership into one course. Through class engagement and reflection, you will acquire further understanding of the responsibilities of leadership and become better prepared to apply this knowledge to the project environment. The aim is to empower individuals to become more effective leaders and team members and to strategically execute projects, programs, and portfolios. In addition an innovative and dynamic system thinking approach to project management will be applied. Learning outcomes: After completing this course you will gain a good knowledge of project management methodology.

Each phase is examined: investigation, planning, design, production, monitoring and evaluation. You will be able to identify and understand the most important tools used by a project manager including GANTT charts, PERT Diagrams, estimating activity time, scheduling, and Critical Path and Critical Chain Methods. This course will teach you the process of the systems development life cycle to help identify problems and create solutions in each stage of the projects life including planning, analysis, design, implementation and evaluation. Course outline: Project Life Cycle, Management of Scope, Budget and Time, Rework Cycle, Team Project Roles, Project System Dynamics Literature: • Schwalbe, K: An Introduction to Project Management, Fifth Edition: With a Brief Guide to Microsoft Project 2013. ISBN 150521209X (1-5052-1209-X) • Guide to the Project Management Body of Knowledge (Pmbok Guide) - 5th Edition / Edition 5. ISBN-10: Seminar Paper (4 ECTS): Students are supposed to document what they learned about project management on the project they have chosen at the beginning of the course. Moreover they will be given a piece of demo software in order to simulate a project according to the instruction.

This will be run as a team competition measured by the best Project Performance Indicator obtained. Product Testing Course Title Product Testing Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The objective of this subject is the study and acquisition of methodical knowledge and information pertaining to the processes of project management with an emphasis on understanding the philosophy and practical management of tools and techniques as part of the execution of the project. In conjunction with the requirements of the PMI and IPMA standards, prerequisites will be formed for a systematic approach to using project management to manage projects and create conditions for improving customer orientation and application of new knowledge in change management processes in organizations, whereas knowledge of project management is a basic prerequisite for active participation in projects. A secondary goal is to support motivation for self-study and deeper interest in the application of methods implemented in contemporary projects, the use of which is considered a sign of professionalism. • Introduction to project management (PMG). PMG in the system of theories and management practices.

Basic terms and definitions. Characteristics of a project. Difference between projects and routine processes. Types of projects. Examples of projects. Successful project management. Triple imperative of projects (Barnes triangle).

Life cycle and phases – pre-project, project, and post-project. Standards and standardization of project management. PMI and IPMA certifications. • Organization of project, project structure. Relationship between ongoing and project management organisational structure. Incorporation of projects into organizational structure.

Matrix project structure. Project organization and management, executive, and user roles. Management committee, sponsor, user, interested party. 'Project Team Leader' /PTL/ vs.

'Project Manager' - position, role, and responsibilities. Competency requirements. Composition of the project team, team cooperation, communication. Responsibility matrix. • Project objectives and project scope. Definition of project goals.

Context of strategy organization. Project goals (SMART) and project approach. Model process of project kickoff. Scope as a term in the PMBoK. Process according to the PMBoK. Scope as a term in ISO 1006. U He Ace Keygen Mac Crack.

Processes according to ISO 10006. Specification of project scope. Project Business Case. • Project risk management. Importance of risks in project management. Opportunities and risks. Characteristics of risks.

Techniques of project risk analysis. Techniques of identification and evaluating risks (verbal, numerical, definition of risk probability and scenarios, risk tree, etc.).

Creation of measures for eliminating risks (use of TWS signals, QAS etc.). Phases of risk management. Problems and drawbacks of risk management processes. • Project planning.

Project time and capacity planning. Division of projects into phases.

Defining activity. Structured breakdown of activities. Project breakdown – W/OBS (Work/ Object Breakdown Structure). Definition of logical linkages.

Scheduling activities in time. Cost planning. Resource planning. Project budget - financial and economic aspects of project management. • Project execution, project monitoring and controlling.

Initiating project execution. Tracking of project processes. Assessing changes and addressing problems. Control methods - QAS, TWS, CSF, etc. Subcontractor management system. Quality assurance in projects. • Closing projects.

Process of closing projects. Executing contracts. Final acceptance, closing the project, summary of outcomes, administrative closure of the project. Final analyses and lessons learned from project execution. Collection of project metrics. 'Post-project phases'.

Evaluation of project resource performance. Approval of project outcomes. Software support of project planning and management. MS Project as a support tool of project management.

Literature: • Kogon, K., Blakemore, S., Wood, J. Project Management for the Unofficial Project Manager: A FranklinCovey Title.

BellaBooks Inc., Dallas, Texas, 2015. ISBN: 978-1-941631-10-2.

• Phillips, J. CAPM/PMP Project Management All-in-One Exam Guide. McGraw Hill Professional, 2007. Psychology Course Title Psychology Degree Programme Economics and Management ECTS credits 4 Terms not opened in academic year 2017/2018 Maximum number of students 25.

Objectives and content: The main aim of this subject is to acquaint the students with the basic terms in psychology. The attention is given to the trend of psychology, the problems of personality, its substructures and factors influencing its development. The aim of the subject is also a practical application of acquired knowledge (performance and performance motivation, the operating of a work group or a team etc.). • Basic terms and trends of psychology: Basic terms of general psychology, a survey of basic psychological disciplines (psychoanalysis, behaviorism, humanistic psychology). • Personality: Characteristics of a personality, factors influencing the development of a personality (internal, external and self-determining), substructures of a personality, temperament, character, motivation and abilities.

• Performance and performance motivation: Factors influencing performance, motivation, stimulation. • Motivation of human behavior: General theories of motivating human behavior and specific theories of work manners. • Basic terms of social psychology: Social group, work group and work team, social role and position, social norms, communication. Seminar Paper (4 ECTS): • Theory of Personality, Personality (manager, applicants) • Conflicts • Frustration and deprivation • Stress • Motivation and stimulation • Media and their influence on people • Communication (verbal, non-verbal, social) Public Relations Course Title Public Relations Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The subject introduces the history of public relations in context of general development of marketing communications. The way of communication aimed on the understanding of public, on positive perception and message receiving.

Public relations is introduced as a part of marketing mixture and a part of social analysis of trends and expected effects. • Mission of public relations • Process • Strategy • Tactics • Applications • Case studies Small and Medium Enterprises Course Title Small and Medium Enterprises Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25 Objectives and content: The objective of the course is to give students knowledge of small and medium enterprises.

The emphasis will be done on main problems of managing small business operations and tactics in the life cycle of SMEs. Objectives and content: The main goal of this subject is to acquaint the students with the basic relations of the sociology of management, interfacing information from sociology, psychology and other branches /or example human resources. The communication within the firm, the system of human resources management and the culture of organization together with all its consequences will be emphasized.

• Communication and interaction: Kinds, forms and means of communication. • Organization: Sociology of enterprise, social system of organization, work and teams. • System of work with people inside a company: selection of employees, adaptation, education and work career. • Culture of organization: Strong and weak culture of organization, change of organization of culture, enterprise identity and image, company and national culture, intercultural management. • Work and profession: changes of work and work routines in connection with the accent on flexibility.

• Society: culture, vertical differentiation and social mobility. Seminar Paper (4 ECTS): • Working group, working team (international) • Organization culture of the Czech / international company • Work • Media • Social differenciation, power, prestige, wealth, authority • Morals, values, conscience • Succesfull prezentation • Organization and communication • Mobbing, bossing and other negative social phenomenon • Dependencies - current phenomenon Taxes and Tax Systems Course Title Taxes and Tax Systems Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 15. Objectives and content: The aim of the subject is to provide students with theoretical economic background for understanding and consideration of various tax systems. Moreover students will obtain information on mutual interrelations between current political and tax systems. As a part of it students will be able to evaluate impact of taxation on economy and society in developed countries. The subject covers all basic problems of tax theory (tax efficiency, equity, incidence, stimulation and stabilization function of taxes) and tax policy in developed countries (OECD members). The course also pays attention to current issues of tax coordination and harmonization.

Course outline: • History of tax theories • Introduction to taxation • Tax shift and incidence on competitive markets in monopoly environment • Taxation and equity • Macroeconomic consequences of taxation • Taxation in different countries Learning outcomes: Students will be able to analyze impacts of various changes in tax system from the point of view of fairness and effectiveness. They acquire general overview on the functionality of tax systems within EU. Time allocation: • Participation in lectures 26 hrs • Self-education 26 hrs • Elaboration of seminar paper 104 hrs • Preparation to exam 26 hrs • Total: 182 hrs Literature: • Bridget J. Crawford, Anthony C.

Infanti: Critical Tax Theory: An Introduction. Cambridge University Press, 2009. ISBN 978-0-521-51136-0 Seminar paper (4 ECTS): A student will work out a case study on a selected topic, which will be assessed by a lecturer. Seminar paper topics are listed below: • Selected international aspects of social insurance • Concept of equal tax.

Its benefits and disadvantages. • Raising VAT to 20% and its impact on customer preferences and demand. • Description of newly designed pension scheme in Czech Republic. Evaluation of its economic and social consequences. • Evaluation of viability of raising corporate tax as well as introduction of progressive taxation of wealthy people.

• Imposing 26% tax on photovoltaic electricity and its political and legal consequences. Theory and Practice of Management Course Title Theory and Practice of Management Degree Programme Economics and Management ECTS credits 4 Terms not opened in Winter term of academic year 2017/2018 Maximum number of students 25. Objectives and content: The subject introduces basic terms and procedures of management within the broader network and decision. It presents terminological and methodological ground for following specialized subjects and for an illustration of applications and specifications in the Czech conditions. It includes basic aspects of subject areas of management regarding their procedural point of view.

• Nature of management: basic terms, relation of management and administration, definition of management, position of a manager in organization, levels of management in hierarchically structured organization, basic managerial functions and activities. • Profile of manager: basic competence of manager, power and responsibility, state of managerial work, head and leader, personality of manager, qualification of manager. • Decision-making: decision making as a basic activity of manager, basic terms in the field of decision-making, elements of decision-making, decision-making subject, object of decision-making, criteria of decision-making, origin of the situation to be decided, and role of manager in its solution, information support and decision-making.

• Planning as basic function of manager: Basic procedures of a plan creation, structure of planning activity according to the hierarchical and functional arrangement of organization. • Organizing as basic function of manager: Basic terms in organizing, classification of organizational structures, line organization, line and staff organization, organization according to function.

Division organization. Flexible organizational structures. Matrix organization as a transfer point between stable and flexible organizational forms. Organizational forms of project administration, project coordination, integrated project organization and pure project organization.

• Leadership, management of human resources, and communication as a basis of manager function: motivation, influencing, leadership of people, coordination. Importance of management of human resources of firm, personnel work in company, career management, evaluation of workers.

General rules of successful communication, forms of communication. • Supervision as basic managerial function: basic terms in the field of supervision. Supervision and feedback, structure of supervision activities, evaluation criteria of supervision.

Modern approaches to supervision. Internal supervision system of organization. Relation between supervision and controlling.

• Management in development: Characteristics of history and continuity in time in management development as a practical activity and as a subject as well. Characteristics of individual development stages, their importance and personalities with the emphasis on the evolution of current trends (from searching for perfection, through organizational solution of “chaos”, to information management and reengineering). Learning outcomes:Basic orientation in history, current situation, and terminology of management and individual functional fields of theory of management. Ability to think about theory as a guide in real situations of economic practice.

Student develops his ability to see problems of practice in a system from outside of the concrete organizations, investigate, understand, and learn how to negotiate differences and consequences of management theory and practice, will be able to synthesize knowledge and carry out informed decisions regarding the future challenges of management, will learn to perceive the ethical dimension as an important part of managerial work, and discuss the selected real cases/ case studies on the basis of the knowledge of the theory of management. Seminar Paper (4 ECTS): • Topics form lector on first session Literature: • J. Donnelly Jr, J.L.Gibson, J.M.

Ivancevich: Fundamentals of Management, 10 th Edition, Richard D. 1997, ISBN 9370 • Harold Koontz, Heinz Weihrich: Essentials of Management. An International Perspective. The McGraw Hill Companies, 2010, ISBN 978-0-07-106767 • Peter Drucker, Joseph Maciariello: Management (Revised Edition), Harper Collins Publishers, New York, 2008, ISBN 978-0-06-125266-2 • Peter Drucker: Management Challenges for the 21st Century, Harper Collins Publishers, New York, 1999, ISBN 0-88730-998-4 • Peter Drucker: The Practice of Management, Harper Collins Publishers, New York, 1986, ISBN 0-887-30-613-6.