ANÁLISIS DE SITUACIONES DE NEGOCIO
Taught by Prof. César Mejía, this area aims to introduce, involve and exercise students in the analysis of unstructured management problems, fostering key skills such as synthesis and decision-making, essential in business managemet.
On the other hand, intellectual gymnastics through the case method will be beneficial to address the problems of the functional areas in the subjects carried out with this methodology.
The cases demand an individual study, a process of internal maturation of the situation so that each student can make informed decisions. The situations presented in the cases, as in everyday business reality, allow for different reflections, information and points of view.
The main result of the discussion of a situation lies in the personal effort of study, analysis and debate.
Taught by Prof. Ignacio Urrutia, the area's main objective is to develop future leaders capable of making efficient evaluations and reports on business activities in order to make decisions at both operational and strategic levels. The ability to effectively report on a company's economic activities is crucial for both internal decisions by management teams and external decisions by investors and stakeholders. Participants understand that accounting plays a key role in fulfilling their managerial responsibilities.
Academic subjects covered: Financial Accounting, Accounting Management, Corporate Financial Reporting, Fundamental Analysis and Management Control.
Taught by Prof. Javier Errejón, in this area we will explore the three major decisions within the field of modern corporate finance: investment, financing and dividends. We will focus mainly on the first crucial financial decision that companies must make, which is investment decisions.
Financial Management plays a key role in setting objectives and policies to ensure an appropriate financial structure that supports the overall strategy of the company.
Academic subjects included:
Contribute to the establishment of appropriate criteria for a company's debt decisions.
Understand Venture Capital as a long-term financing alternative.
Assist in decision-making in the area of capital increases as an alternative to external resources.
Analyse the interrelationships between investment and financing decisions, with a focus on the study of liabilities and equity and their influence on the cost of resources or capital.
Contribute to the formation of financial criteria applicable to decisions on dividend distribution policies in a company.
Facilitate knowledge of various company valuation techniques.
BUSINESS INTELLIGENCE AND MARKETING
Taught by Prof. Carlos Duarte, the objectives of the course are to focus on the definition of the key elements necessary for the definition of a Marketing and Commercial Strategy within the framework of the organisation's strategy.
To understand that marketing is not a cloud of smoke that masks inefficiency in market growth. On the contrary, determine the facts clearly and be able to express them numerically in order to clearly determine the criteria on which marketing operations (marketing mix) will be based: the SI-CLIENT and POSITIONING.
The number of concepts we are going to cover is by no means excessive and few of them are particularly difficult. Their usefulness, however, depends entirely on the ability to apply them in a coherent manner when dealing with the specific problems of each case. A merely abstract or theoretical level of understanding of each concept will be of little use if there is no scheme of analysis that allows us to incorporate these concepts into our decision-making.
Taught by professors César Mejía and Ed Weenk, the area aims to introduce participants to the world of Operations, highlighting their key importance in the management of companies, whether they are manufacturing, services or of any nature. It is emphasised that operations absorb the major costs and resources of a company and, at the same time, generate a significant part of its wealth. Understanding and mastering business processes, where the greatest added value is generated, are fundamental for any CEO.
The Operations Management part of the programme covers Supply-Chain Management (SCM), integrating all processes to produce and distribute products efficiently, optimising costs and satisfying customer needs. Participants learn common approaches, concepts and decision making in supply chain management, developing tactical and strategic competencies needed to align functional perspectives.
In addition, innovation as a business strategy for the 21st century is addressed, exposing participants to various approaches and models that foster innovation in new and existing companies. The main objective is to develop managerial skills and the ability to make informed decisions.
Impartida por los profesores José Ramón Pin y Guido Stein, el área busca ayudar a los directivos y responsables a comprender la interacción entre dirección, gestión de recursos humanos y relaciones laborales en la estrategia empresarial.
El objetivo de la Dirección de Personas en las Organizaciones es destacar el papel esencial de las personas como fuente principal de ventaja competitiva. Desde la perspectiva humanista de Bravo Murillo Business School, la formación proporciona a los participantes los conocimientos necesarios para desempeñar sus roles y tomar decisiones.
Entre los resultados de aprendizaje esperados se encuentran:
Materias académicas incluidas: Dirección de Personas en las Organizaciones, Trayectorias Profesionales en las Organizaciones, Comunicación y Relaciones Interpersonales, Liderazgo y Cambio Organizativo, Aplicación de la Tecnología a la Dirección de Personas.
Taught by Prof. Teresa Sanciñena, negotiation has become essential in the business environment. The ability to negotiate effectively is crucial in both external interactions (with customers and suppliers) and internal interactions (with other members of the organisation). An effective approach to negotiation involves a thorough understanding of the process, its variables and the interaction between them through good preparation.
Mastering strategies that facilitate value creation, benefiting all parties involved, is fundamental. This builds strong and trusting relationships, building loyalty with both external and internal customers. However, not all negotiations take place in a climate of cooperation and mutual trust.
Taught by Prof. Mª Jesús Valdemoros, the Economics area aims to develop analytical tools so that participants are able to critically evaluate the impact that possible economic situations and policies may have on the economic environment in which companies operate. To this end, we develop a formal theoretical framework to analyse the problems of economies, in order to analyse and understand governmental actions, adopting the perspective of governments in order to understand the pressures and restrictions they face in their policy design.
The area emphasises from a global perspective the analysis of different economic policies, where we study the impact that fiscal and monetary policies have on the economic cycle. The aim is to familiarise participants with the main macroeconomic variables, with the design of economic policy and with the analysis of its consequences for companies.
In the globalised and changing economy in which we live, macroeconomic problems are becoming more and more important and the questions we ask economists are becoming more and more urgent. But understanding the answers that experts give to a collection of questions is often not the same as understanding how those answers are arrived at. This area uses today's major macroeconomic problems as a starting point and aims to teach us the methods needed to analyse, understand and interpret the global environment while minimising formal and technical requirements.
Taught by Prof. Juan Miguel Poyatos, this area aims to explore IT-related topics from a business management perspective. It develops a set of concepts, frameworks and models to help participants understand how organisations can increase their IT-based capabilities and turn them into a competitive advantage.
Taught by Prof. Ángel Proaño. Strategic Management deals with governance not as someone who simply tries to understand it, but as someone who has responsibility for the management of the company. It covers the knowledge and describes the tasks of the people at the top, i.e. those who have the most power in the company.
The fields to which governance is applied are three: the business, the structures and systems of professional coexistence (commonly known as management systems) and the configuration of the ownership of the company (how the initiative is developed, what are the flows of money and the powers that allow the organisation to survive).
The business aspects and that part of the institutional configuration where entrepreneurial initiatives start can be considered as the "locomotive" of the company; a necessary but not sufficient condition for commercial activity.
In order to carry out this activity, it is also essential to know and establish the organisational aspects that make it possible to carry out the business in the form of management structures and procedures or systems to direct them. In addition to this, there is the work and vicissitudes of the people who are professionally involved in the governance of organisations, in other words, everything that concerns the ownership of the company.
Politics refers to work with groups of people who have more or less freely chosen certain common goals. If the work is carried out in the field of public affairs, this is politics in the more proper sense, if it is located in the environment of a commercial enterprise or social institutions, it is referred to as company politics. In all senses of the word, it can be said that these are not technical works, although they are supported by a wide range of techniques and instruments.
It is governed with political criteria - people's aims and purposes - so that it is not the set of auxiliary or instrumental techniques that generate order and harmony, but political criteria and practice.The important thing is to arrive at fairer and more effective realities in each situation by maintaining certain criteria - policies - that give meaning to action over time, acting "politically" with tact, respect and prudence.Issues such as understanding entrepreneurial initiative, diagnosing situations one by one without losing the overall vision, having the criteria to know when an opportunity is really opportune, specifying viable, convenient and realistic processes in accordance with the institutional configuration of the company, are the contents of Company Policy. The basic concepts of General Management that we are going to use will be applied repeatedly to a selection of governance situations of varying complexity. The participant will have to bring into play all his or her knowledge and functional experience by integrating "politically" in terms of diagnosis, choice of the future of the business and implementation.