Course Catalogue

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 Autumn term of academic year 2018/2019
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. 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: 978-1137279569.
  • Felton, G., Advertising: Concept and Copy (Third Edition), W. W. Norton & Company, 2013, ISBN: 978-0393733860.
  • Pricken, M., Creative Advertising, Thames & Hudson, 2008, ISBN: 978-0500287330.
  • Baron, R., Sissors, J., Smith, D. L., Advertising Media Planning, Seventh Edition, McGraw-Hill Education, 2010, ISBN: 978-0071703123.
  • Goodrich, W. B., Media Planning Workbook, 5th Edition, MCGraw-Hill, 2001, ISBN: 978-0844235028.
  • Ronald, D., Geskey, Sr., Media Planning & Buying in the 21st Century, Third Edition: Integrating Traditional & Digital Media, CreateSpace Independent Publishing Platform, 2014, ISBN: 978-1502358714.
  • Katz, H., The Media Handbook: A Complete Guide to Advertising Media Selection, Planning, Research, and Buying (Routledge Communication Series) 5th Edition, Routledge, 2013, ISBN: 978-0415856713 .
  • De Mooij, M., Global Marketing and Advertising: Understanding Cultural Paradoxes Fourth Edition Edition, SAGE Publications, 2013, ISBN: 978-1452257174.
  • Wheeler, A., Designing Brand Identity: An Essential Guide for the Whole Branding Team, John Wiley and Sons, 2012, ISBN: 978-1118099209
  • Belch, G. E., Advertising and Promotion: An Integrated Marketing Communications Perspective, 10th Edition, McGraw-Hill, 2014, ISBN: 978-0078028977.
  • Ries, A., Positioning: The Battle for Your Mind, McGraw-Hill Education, 2001, ISBN: 978-0071373586
  • Hoyer, W. D., MacInnis, D. J., Pieters, R., Consumer Behavior 6th Edition, South-Western College Pub, ISBN: 978-1133435211.
  • Keller, K. L., Strategic Brand Management: Building, Measuring, and Managing Brand Equity, 4th Edition, Prentice Hall, ISBN: 978-0132664257.
  • Lerman, S., Building Better Brands: A Comprehensive Guide to Brand Strategy and Identity Development, HOW Books, 2013, ISBN: 978-1440331435.
  • Kotler, P. T., Keller, K. L., Marketing Management (15th Edition), Prentice Hall, 2015, ISBN: 978-0133856460

Business Economics

Course Title
Business Economics
Degree Programme Economics and Management
ECTS credits 4
Terms opened in Autumn term of academic year 2018/2019
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. Entrepreneurship. 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 not opened in Autumn term of academic year 2018/2019
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:
  • The fundamentals of costing, calculation unit costs, calculation options
  • Breakeven analysis and limiting factor analysis
  • Financial activity, analysis
  • Investment appraisal techniques
  • Purchase, selling and marketing activity
  • Introduction to controlling
  • Specifics of business – ethics, sustainability and corporate responsibility
Literature:
  • Pride William M., Business, 12th edition, South-Western Cengage Learning, 2008.
  • Cokins, G. 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 Autumn term of academic year 2018/2019
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. Cost limits. 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. 352 p. ISBN 1465415858, 9781465415851.
  • Froeb, L., McCann, B. T., Shor, M., Ward M. M. Managerial Economics (Upper LevelEconomics Titles) Cengage Learning, USA. 2013. 304 p. ISBN 978- 1-133-95148-3.
  • Baye, M. Managerial Economics and Business Strategy. McGraw-Hill higher education. McGraw-Hill/Irwin, 2010. 621 p. ISBN 9780071267441.

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 Autumn term of academic year 2018/2019
Maximum number of students 25
Required level of English B2-C1 level of Common European Framework of Reference for Languages
Objectives and content: The VSEM course of Business English contains a range of business English topics that includes components designed to meet the needs of learners who either need to learn Business English through English or perform familiar business tasks in English. Business English ("A2") represents the third level of English courses at VSEM. The course consists of ten units, each of them focussing on one particular area: economics, business economics, management, marketing, advertising and public relations, human resources, accounting and finance, banking, ICT, law. The VSEM Book of Business English draws upon a rich source of authoritative and topical articles from the business world.

  • The aim of the course is to help students acquire business English vocabulary and to develop their communication and reading skills in English.
Learning outcomes: At the end of the course, the students should be able to:
  • work with authentic sources
  • understand and actively use vocabulary of the above-stated areas
  • lead a fluent discussion with peers
Basic literature:
  • PRŮŠOVÁ, D.: Business English, VŠEM, 2011
Recommended literature:
  • BLACK, J., HASHIMZADE, N., MYLES, G., Oxford Dictionary of Economics, OUP, 2009
  • Oxford Dictionary of Business and Management, OUP, 2009
Completion of the course: Written test consisting of 2 parts:
  • Reading comprehension test: a text (approximately 300 words) is followed by 5 questions proving comprehension)
  • 35 multiple choice questions focussed on professional vocabulary

Business Valuations

Course Title
Business Valuations
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 20
Objectives and content: Business valuation is used in many tasks in corporation´s lives. Valuation is frequently used in mergers and acquisitions and other kinds of corporate takeovers. The essence of valuation methodology comes from developed capital markets. In emerging markets the evaluator needs to cope with higher uncertainly, although the substance of the approach remains essentially the same. Business valuation is used by owners for estimating the company value when entering the stock market, evaluating the financial standing for the purpose of gaining supplementary external financial resources or by potential buyers. It can be also used as means of protection of minority shareholders.

Learning outcomes: This course introduces a broad spectrum of valuation methods for various applications. After completion of thid course the studetns will understand the propose and methods of business valuation and be able to aplly suitable valuation method in particuler situations.

Course outline:
  • Theoretical basis of business valuation, standards of value, purposes of valuation, premise of value
  • Approaches to business valuation
  • Strategic and financial analysis, business planning
  • Risk, discount rate
  • Income approach – discounted cash flow methods, capitalized net income method
  • Market approach – derivation of value from comparable transactions
  • Asset approach – book value, net asset value, liquidation value
Literature:
  • Hitchner, J.R.: Financial Valuation, Second Edition. Wiley, 2006
  • Pratt, S.P.: Valuing a Business, Fifth Edition. McGraw-Hill, 2008
Seminar Paper (4 ECTS):
  • Preparing a case study. Students will select their own company (approved by the lecturer( and perform the business valuation.

Czech for Beginners

Course Title Czech for Beginners
Degree Programme
Economics and Management
ECTS credits
5
Number of hours (classes/self study) 24/54
Terms opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Objectives and content:
  • Czech for Beginners is a course that teaches „survival Czech“.
  • It is designed for beginners who want to reach the A1 communication level; however, they want to do so by communicative methods with less emphasis on grammar.
Learning outcomes: At the end of the course, the students should be able to:
  • understand and react in the basic communicative situations they encounter.
  • use a basic, but practical vocabulary of 550 words.
Basic literature:
  • HOLÁ, L.: Czech Express 1, Akropolis, Praha, 2007
Recommended literature:
  • a bilingual dictionary (Czech-English, English-Czech)
Completion of the course:
  • Written test

Economic and Social Innovations

Course Title 
Economic and Social Innovations
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Objectives and content:  This subject familiarises the student with the basic terms in the area of innovation, clarifying and practicing with the use of case studies of best practices in innovation. The objective is to understand the importance and characteristics of innovation and the innovation system as a key factor of socioeconomic development and quality of life in a wider spectrum of contexts, i.e. in countries and regions at various levels of economic and social maturity (distance from the levels of best practice), in various fields according to the type of technology regime and entrepreneurial opportunities, in various institutional sectors (commercial, government, non-governmental, not-for-profit/civil and other combinations), in various types of application (social, economic, technical, non-technical innovation). A key role is played by innovation actors, who create value (market and non-market) due to their innovative capacity, which can be supported by innovations and creative techniques, planning of innovations or specific financing tools that take into account the risk of innovation activities.
 
  • Innovation as a system and creator of value: History of innovation and innovation studies. innovation systems and their components (national, field and regional system, innovation sectors, innovation actors and their relationships), (Rothwell) generations of innovation models and (Berkout) model of cyclical innovation, innovation as a creator of value (market, non-market), profit and non-profit goals of innovation (economic, technical, social innovation).
  • Innovation process and planning innovation: Phases of the innovation cycle (seeking opportunities, formulating solutions, implementing innovations, obtaining created value), (Keely) types and sources of innovation, innovation portfolio, (Kumar modes) of the innovation planning process and their methods, innovation as part of strategy, institutionalisation of innovation (forms of protection, commercialisation and market exploitation), innovation metrics.
  • Innovation capacity: Internal (individual, organizational) and external sources of innovation, importance and relationships of creativity, invention, and innovation, innovation culture in an organization, creation and development of an innovation team, generation of innovation ideas and their selection, types of innovators (innovation leaders), innovation and creative techniques and tools, workplace innovation.
  • Financing innovation: Specifications and tools/models for financing innovation activities (risk capital, seed funds, spin-offs, spin-outs, crowdfunding, social impact investment/bonds, financing cross-sector partnerships) and their sources (private, governmental, and combined), indirect financing of innovation activities.
  • Technological modes and entrepreneurial opportunities: industry and field innovation systems, enabling and industrial technologies, types of industries/companies according to innovation intensity and type of opportunity (creative, adaptive business), innovation and knowledge based capital in the global value chain and types of upgrading.
  • Regional and local innovation: Regional and local innovation and entrepreneurial systems, Triple Helix model, cross-sector relationships and their support (innovation infrastructure), innovation ecosystem, creation and implementation of regional innovation strategies, smart specialisation, innovation clusters, smart towns and communities.
  • Social innovation: Key characteristics of social innovation (in comparison with economic/technical innovation), types of social innovation, social innovation and innovators in commercial, government, and not-for-profit sectors and combinations thereof, the innovation cycle and its phases, innovation intensity and social impact, activation and empowerment of disadvantaged target audiences, forms of support of social innovation.
  • Innovation in alternative business models: Social (non-profit) commerce and entrepreneurialism, corporate social responsibility, non-monetary economics, crowdsourcing, innovation in public administration, innovation in social (non-market) services (education, social security, health care), alternative valuation of innovation impact.
  • Innovative solutions to social challenges: Technological and social megatrends, innovation solutions in the energy industry (safe, clean, efficient energy), transportation (green, intelligent, and integrated), climate change, equality (social integration) and safety, population (health, demographic change, quality of life), food safety and sustainable agriculture, combination of social and technical innovations.
  • Innovation in socioeconomic development: Characteristics of innovation according to the economic status of the country, innovation in globalized economy, evaluation of innovation programs and policies, community/participatory development, inclusive innovation, grassroots innovation, relationship between innovation and associated policies, innovation in development of aid, capacity for resilience and its risks

Literature:

  • Osburg, T., Schmidpeter, R. Social Innovation: Solutions for a Sustainable FutureCSR, Sustainability, Ethics & Governance. Springer Science & Business Media, 2013. 335 p. ISBN 364236540X, 9783642365409

Economic Policy

Course Title
Economic policy
Degree Programme Economics and Management
ECTS credits
4
Term
not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Completion of the course
Attendance 20%, Midterm test 30%, Final test 50%
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. The course covers following topics:
  • Theoretical and practical basis of the economic policy
  • History of the evolution of the economic policy
  • Conceptual approaches to the economic policy
  • Types of the economic policy
  • Applied economic policy
Learning competences: English at least at FCA level
Learning outcomes: After passing the course, students will able to:
  • understand different approaches to solving the economic issues in different historical and social-economic context
  • take into account different theories from political science, economics and schools of economic and political thoughts
  • orient themselves in various selected economic policies
  • analyse the different impact of policies
  • understand differencies across the countries
Literature:
  • Acecolla, N.: Economic Policy in the age of Globalisation, Cambridge Unversity Press, 2005, ISBN 9780521540384
  • Atkinson, B., Baker, P., Milward, B.: Economic Policy, Palgrave McMillan, 1996, ISBN 9780333650479
  • Persson, T., Tabellini, G.: Political economics: explaining economic policy, The MIT Press, 2002, ISBN 0-262-16195-8
Seminar Paper (4 ECTS):
  • The content of the seminar paper is based on the comparison of the Czech Republic position with other EU member country in attainable time series in stated thematic group of structural indicators.

Economics of Money and Banking

Course Title
Economics of Money nad Banking
Degree Programme Economics and Management
ECTS credits
4
Terms: not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Completion of the course
Details from lecturer on first session
Objectives and content: In this class the logic of the bank business is learned and why and how there is monetary and banking policy.
Bank business is to lend money long-term to borrowers which is held by the bank only short-term by customers’ deposits (circulating in the banking system). The difference between long-term and short-term interest rates is the profit for the bank, but holding (little interest generating) reserves as provision for sudden deposit withdrawals is necessary;
This reserve holding therefore is mostly outsourced to a central reserve bank as the Federal Reserve System (Fed) in the United States or the European Central Bank (ECB) in the Euro zone. The reserves are not only covering against sudden withdrawals by depositors from banks but also pay for trade deficits of the country against the rest of the world;
In order to expand the business beyond loans to the business world (and hence being dependent on their fate) banks developed special contract forms to decouple their own business: Swaps (conditional exchanges of rights as currency swaps, interest rate swaps, credit default swaps), and repackaging loans and securities into new bonds (mortgage bonds and others);
Under these conditions of the banking business the central (reserve) banks have different options as holders of liquid reserves in case a bank or several banks suffer from sudden deposit withdrawals: Being Lender of Last Resort or being Dealer of Last Resort;
Beyond that crisis management monetary policy of the Fed and the ECB, opposed by the Bank for International Settlements (BIS) is discussed with respect to the business model of banks.
Learning competences: A microeconomics or macroeconomics course of bachelor level.
Learning outcomes: Understand the general vulnerability of any bank at any time to a bank run (mass withdrawals of deposits, also by other banks) and the necessity of a reserve bank in this system; Knowing about the trade balance mechanism, its impact on the credit supply of banks and what the International Monetary Fund (IMF) has to do with this; Comprehending the crisis management by central banks and the broader approaches of central banks to use monetary policy to manage the growth of the economy overall.
Literature:
  • Bagehot, Walter, Lombard Street : A Description of the Money Market, Reprint 1897 edition (11873), Sioux Falls SD : NuVision Publications 2008, ISBN: 978-1595-47577-0. the still actual classic is also available at http://www.econlib.org/library/Bagehot/bagLom.html
  • Mehrling, Perry, The New Lombard Street : How the Fed Became the Dealer of Last Resort, Princeton NJ, Oxford : Princeton University Press 2011, ISBN: 978-0691-14398-9.
  • Brei, Michael and Blaise Gadanecz, "Have public bailouts made banks' loan books safer?" BIS Quarterly Review, September 2012, 61-72.
  • Websites: Feseral Reserve http://www.federalreserve.gov/; European Central Bank http://www.ecb.europa.eu/ ; Bank of England http://www.bankofengland.co.uk/ ; Swiss National Bank http://www.shttp://www.snb.ch/en/ ; Czech National Bank http://www.cnb.cz/en/index.html ; International Monetary Fund http://www.imf.org/; Bank for International Settlements http://www.bis.org/.

Seminar Paper (4 ECTS):

  • Topics from lecturer on first session.
Special: For students interested an extracurricular excursion to the Prague Stock Exchange (also the commodity exchange of the country) and to the Czech National Bank is offered.

European Economic Integration

Course Title
European Economic Integration
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Completion of the course
Attendance 20%, Midterm test 30%, Final test 50%
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. The structure of the course is devided into the several topics:
  • Basic theoriesof economic integration
  • Historical development of the European integration
  • The institutional achitecture and the procedural aspect of the EU
  • Common policies
  • Coordinated policies
  • European monetary union
  • Lisabon Treaty reform
Learning competences: English at least at FCA level
Learning outcomes: After passing the course, students will able to:
  • orient in the structure of EU institutions
  • understand the development of the integration in the Europe
  • orient themselves in the common and coordinated policies
  • analyse the different impacts of policies for member states
  • have knowledge of the latest developments, events and policies in the European region
Literature:
  • EL AGRAA, A.M. (ed.) (2007). The European Union : Economics and Policies. Cambridge : Cambridge University Press. ISBN 978-0-511-33424-5 (eBook), 978-0-521-69727-9.
  • EC (2007): How the European Union works: Your guide to the EU institutions. European Commission. 50 pp. ISBN 92-79-03653-X.
  • BALDWIN, R., WYPLOSZ, Ch. (2006). The Economics of European Integration. 2nd edition. The McGraw-Hill Education. 464p. ISBN 0-077-111192.
  • EP (2009): Fact sheets on the European Union. European Parliament. 517 p. ISBN 978-92-823-2469-1.
  • LEONARD, D. (2005). Guide to the European Union. 9th ed. London : The Economists. 342 p. ISBN 1-86197-930-4.
  • PELKMANS, J. (2006). European Integration : Methods and Economic Analyses. 3rd ed. London : Pearson Education Limited. 480 p. ISBN: 978-0-273-69449-6.
Seminar Paper (4 ECTS):
  • Eurobarometers
  • Common Agricultural Policy reform
  • Competition policy
  • Accession criteria for candidate countries
  • Growth and Stability Pact
  • energy Policy

European Integration - Past & Future

Course Title
European Integration - Past & Future
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Time allocation (classes/selfstudy) 23 hours/81 hours
Maximum number of students 25
Completion of the course
Essay and presentation
Objectives and content: The course aims at underlining the linkages between the ideas that have stood in behind of the origin of the European integration with the most actual, and most controversial indeed, questions concerning the EU integration process nowadays as well as to deliberate on its future development.
Structure: Classes shall adhere to a thematic approach with regard to the problems specified bellow.
  • Power and Integration. The substance of the integration process. Presentations:  Post war arrangement. Unification of Germany and Europe versus integration of the western democracies. Readings: The Schumann Declaration 1950; The Marshall Harvard Speech 1947; Coudenhove first formulated the vision of a politically, economically and militarily united Europe in the article "Pan-Europa - a proposal" on 15 November 1922; Magone, Jose M. - Contemporary European Politics Ch 2. "The Historical Development of European Integration".
  • The Motors of Integration. Presentations: The European integration: A mere output of globalization? Fear: The old-new motor of the European integration? (islamism, terrorism, migration). Readings: Franco-German Treaty of Elysée 1963; The Hague Program 2004; Fouchet plan 1962.
  • War and Integration. Presentations: Is peace in Europe the cause of the effect of its integration? Has Europe taken any lesson from the Versailles peace treaty? Readings: Covenant of the League of Nations 1920; The Treaty on European Union 2009: Title V. (Foreign and Security Policy); Guay, Terrence & Callum, Robert – “The Transformation and Future Prospects of Europe's Defence Industry”.
  • Federalism contra Functionalism in Europe. Presentations: To what extend is stability of arrangement among sovereign states excluded? The European integration: An ordeal or a free choice? Readings: European Solemn Declaration of Stuttgart 1983; European Single Act 1986; Cini, Michelle European Union Politics Ch. 5 "Federalism and Federation" and Ch. 6 "Neo-functionalism". 
  • The EU vis-à-vis International Organizations. Presentations: Is there any meaning to the Council of Europe and to the OSCE in Europe? Readings: The UN Charter 1945 (Security Council); Statute of the Council of Europe 1949; Helsinki Final Act: Questions relating to Security in Europe 1975; Nugent, Neill - European Union Enlargement Ch 16. "The EU as an International Political Actor".
  • Russia, China – Thread and Unity: A new Persia to Europe? Presentations: A common market, political disintegration: China's and Russia's strategic interests in Europe? Readings: Declaration of the European Council on the Eastern Partnership 2009; EU Declaration on China Arms embargo 1989; Trenin, Dmitri – “Russia, the EU and the common neighborhood”; Barysch, Katinka– “The EU and Russia: From principle to pragmatism?”; Fox, John & Godement, François – “A Power Audit of EU-China Relations”.
  • The changing Nature of the European Institutions. Presentations: Deficit of direct democracy – deficit of political power? Readings: The Treaty on European Union 2009: Title III.; Merkel-Sarkozy Letter to the President of the European council; Treaty on Stability, Coordination and Governance; Sweet, Alec S. The Institutionalization of Europe Ch. 1 "The Institutionalization of European Space"; Tsebelis, George and Garrett, Geoffrey – “The Institutional Foundations of Intergovernmentalism and Supranationalism in the European Union”.
  • Europe and the USA. Presentations: Beyond shared values: What does Europe really mean to the USA? Readings: Washington Treaty 1949; Obama Prague Speeches On Nuclear Weapons 2009 and 2010; Kupchan Charles, A. - “The Rise of Europe, America's Changing Internationalism, and the End of U.S. Primacy”; Hoffmann, Stanley -”US-European Relations: Past and Future”; “Europe and America, Aligned for the Future”: http://www.nytimes.com/2010/11/19/opinion/19iht-edobama.html?_r=1&ref=europe.
  • The Enlargement Phenomenon. Presentations: Appeasement: The most permanent problem of Europe? Readings: Copenhagen European Council Meeting: Presidency Conclusions 1993; Duff, Andrew - Reforming the European Union Ch 5. "Enlarging the Union". 
  • From strong Personalities to Political Correctness: The European Leaders. Presentations: Strong bureaucracy, weak leaders: What type of leadership does Europe need? Readings: Speech by Konrad Adenauer on the possibilities of European Unification Brussels, 25 September 1956; Angela Merkel's Speech to the European Parliament 2007; JFK speech: Ich bin ein Berliner, June, 26th, 1963; Ronald Reagan speech June, June, 12th, 1987; Mahmoud Ahmadinejad speech UN, August, 23rd, 2010; Yannis A. - The State of European Integration Ch 4. "Presidency as Leadership?".
  • EU and Turkey, EU and Maghreb Region. Presentations: The Privileged Partnership: Is Europe strong enough for Turkey? Does Turkey really want to join the EU? Is EU strong enough for solving the development dealing with the Arab Spring; Readings: Ankara Agreement 1963; European Council Presidency Conclusions 17 December 2004; UNSC on Libya; Yannis A. Stivachtis - The State of European Integration Ch. 7 "Turkey's Accession to the EU: Dilemmas, Opportunities and Constraints"; Elver, Hilal - ”Reluctant Partners: Turkey and the European Union”.
  • The European Treaties vis-à-vis the current crisis. Presentations: The institutionalist experience after Lisbon: Has Europe become stronger? Readings: The Treaty Establishing a Constitution for Europe: The Values of the Union; The Treaty on European Union 2009: Title III.; Tsebelis, George & Garrett, Geoffrey – “The Institutional Foundations of Intergovernmentalism and Supranationalism in the European Union”.
  • The Future of the European Integration. Presentations: Will the European integration outlast the year 2050? What shall possibly it die of? What is an European common interest? Radicalisation of the political scene in Europe. Readings: Sedlacek, Lukas - "On Europe and the European Identity"; Hudson, Ray – “One Europe or Many? Reflections on Becoming European”.

Financial Management

Course Title 
Financial Management
Degree Programme Economics and Management
ECTS credits
5
Terms opened in Autumn term of academic year 2018/2019
Maximum number of students 20
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. 1200 p. ISBN 9781111972202.
  • Higgins, R. Analysis for Financial Management. 2015. 466 p. ISBN 9781259294228.

Human Resources

Course Title
Human Resources
Degree Programme Economics and Management
ECTS credits
4
Terms: not opened in Autumn term of academic year 2018/2019
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. 2010. ISBN 9788184886528 (e-book)
  • Lawler, Edward E.: Effective human resource management: a global analysis. 2012. ISBN 9780804782685 (e-book)

Human Resource Management

Course Title
Human Resource Management
Degree Programme Economics and Management
ECTS credits
5
Terms: not opened in Autumn term of academic year 2018/2019
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. 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. 2 vyd. 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. R. Talent Management Handbook: creating organizational excellence by identifying, developing, and promoting your best people. New York : McGraw-Hill, 2003.
  • Boudreau, J. W., Ramstad, P. M. Beyond HR: The New Science of Human Capital. Boston : Harvard Business School Press, 2007.
  • Levy, M. Knowledge Retention: Minimizing Organizational Business Loss. Journal of Knowledge Management, 2011, Vol. 15, Issue 4, pp. 582-600.
  • 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. 272 p. ISBN 0071802673, 9780071802673.
  • Vaiman, V., Vance, C. M. Smart Talent Management: Building Knowledge Assets for Competitive Advantage. Edward Elgar Publishing, 2008.

Periodics:

  • International Journal of Human Resources Development and Management
  • International Journal of Knowledge Management
  • Human Resource Management Journal
  • Journal of Management
  • Journal of Knowledge Management
  • Knowledge Management Research and Practice

Internet web pages:

  • Academy of Management, www.aomonline.org
  • Harvard Business Review, www.hbr.org

Intercultural Differences

Course Title
Understanding the Intercultural Differences Between Czech and Other European Nationalities in the Business Environment
Degree Programme Economics and Management
ECTS credits
4
Terms: opened in Autumn term of academic year 2018/2019
Maximum number of students:
25

Objectives and content: Introductions into the problems of intercultural differences among nations and societies of the Czech Republic and other European countries with emphasis on the different historical, cultural and social traditions and their reflection in the values, in the way of thinking and in the process of the business negotiation. Rules, how to conduct a negotiation with respect to the cultural traditions, habits and differences in the strategy and tactics of negotiation.

Seminar Paper (4 ECTS): Topics form lector on first session.

Management

Course Title
Management
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
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).
Literature:
  • Donnelly J., Gibson, L. J., Ivancevich, J. M. Fundamentals of Management, 10th Edition, Richard D. Irwin, INC. 1997, ISBN 978-0256232370.
  • Haberberg, A., Rieple, A. Strategic Management: Theory and Application. OUP Oxford, 2008. 822 p. ISBN 9780199216468.
  • 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 Autumn term of academic year 2018/2019
Maximum number of students 25
Objectives and content: The subject introduces processes of solving decision problems and basic methods and instruments of decision making under certainty, risk and uncertainty. It enables to gain knowledge  and skills to undergo rational steps in decision making process. It develops students’ skills in applying basic decision making methods. It enables to gain knowledge in choosing suitable style of decision making and to master acquired theoretical knowledge for solving decision problems in business practice.
  • Decision making processes and their structure
  • Basic methods of decision making under certainty
  • Basic methods of decision making under risk and uncertainty
  • Participative decision making
Learning Outcomes:
  • Ability to distinguish and behave in different types of decision making processes
  • Ability to participate rationally in phases of decision making processes either in individual or in group decision making
  • Ability to use rational approach to solving decision problems and make decisions
  • Knowledgeability and practical ability to apply methods and tools for analysing and solving decision problems, for creating alternatives, evaluating them and making a choice under certainty, risk and uncertainty
Seminar Paper (4 ECTS):
  • Analysis of a decision problem by using different decision making methods. Students can select their own topic which has to be approved by the lecturer.
Basic Readings:
  • HRŮZOVÁ, H.: Managerial Decision Making. Teaching Presentations. Praha : VŠEM, 2011
  • EDWARDS, W. – MILES, R.F.jr. – WINTERFELDT, D.: Advances in Decision Analysis. Cambridge : Cambridge University Press, 2007 – selected parts
  • Distributed Case Studies
  • DILLON, S.M.: Descriptive Decision Making: Comparing Theory with Practice. Available at http://www.orsnz.org.nz/conf33/papers/p61.pdf
Additional Readings:
  • COOKE, S. – SLACK, N.: Making Management Decisions. London : Prentice Hall, 1991
  • HICKS, M.J.: Problem Solving and Decision Making. s.l.: Thomson, 2004
Periodicals:
  • Harvard Business Review
  • Journal of Business
  • Journal of Creative Behavior
  • Journal of Multi-Criteria Decision Analysis
  • Journal of Operations Research
  • Journal of Risk and Uncertainty
  • Management Decision
  • Organizational Behavior and Human Decision Processes
Internet:
  • Decision Making
  • Decision Analysis
  • Problem Solving
  • Multi-Criteria Decision-Making
  • Group Decision Making

Managerial Economics

Course Title 
Managerial Economics
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 20
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 9780521540384.
  • Boyes, W., Melvin, M. Makroeconomics. United Kingdom: Cengage Learning, 2010.
  • Dwivedi, D. N. Managerial Economics, 7E. Vikas Publishing House Pvt Ltd, 2009. 880 p. ISBN 8125923470, 9788125923473.

Marketing

Course Title
Marketing
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 30
Objective and content: This subject derives the resources for establishing businesses in sustainable markets from the markets themselves. It operates from the concept of marketing strategy, particularly the process in which the delivery of new resources may increase sustainability and competitiveness of a personal project for acquisition of a market segment.
  • 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. ISBN 9780077713294.
  • Pride, W. Ferrell. Marketing 2014. Cengage Learning, 2013. 832 p. ISBN 9781133939252.

Internet web pages:

 

Periodicals:

  • International Marketing Review
  • Fresh Marketing

Marketing Management

Course Title
Marketing Management
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
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.
  • Marketing and its development to strategic marketing
  • Input analyses and development predictions
  • Marketing objectives and strategies
  • Strategies of individual components of marketing mixture
  • Strategy implementation and control
Seminar Paper (4 ECTS):
  • Strategic analysis of a selected company
  • Achieving a competitive strategic advantage in contemporary business: Search Engine Marketing
  • Business strategy as a key to success: Plan for a new venture

Market Research

Course Title 
Market Research
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
 
Objectives and content: Students will learn practical marketing work in the marketing department of an international marketing company. Lectures are maximally focused on collective solutions of marketing tasks via market research.
 
  • 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? Rules of treating the marketing research results - distribution, confidentiality and access to the information)
  • Work with marketing research agencies/consultants (The differences between marketing research agencies, Pitch – pitch criteria, Design of research, What should agency know and what not, Responsibility of agency- responsibility of client, Suggestions and findings of marketing research, Consulting agencies and their specific art of work)
  • Budget (Introduction to work with budget, Budget structure, Marketing research Budget planning, Marketing research prices, Golden rule – spend everything!, What if money is not enough?)
  • First internal customer: Product Marketing (Studies for Product marketing, Frontloading – before the start of project, PEP, Product Clinic, marketing concept, project starting, influence of customers’ voice on product.  Marketing and Design, Marketing a Controlling)
  • Second internal customer: Marketing Communication (Studies for Marketing Communication, Pretest and Posttest, the right timing. Global or local advertising campaign? Is measurement of effectivity advertising campaign effective? Media and target group , problems in definitive of target group)
  • Third internal customer: Distribution and Service Marketing (Studies for Distribution and Service net, customers satisfaction, dealers satisfaction, how to sell a car – dealers training, Targets of customers satisfaction, CRM)
  • Fourth internal customer: Marketing Director (Golden rule - who pays, governs.  Brand image and strategy studies, Art of generalisation, Rules of communication of awkward information.)
  • Fifth internal customer: Board (How to make a good impression, Art of the absolute generalisation – spaceship effect. What is management summary, Beware of detail, rule of assistants of board in communication process, How to behave on the board meeting)
  • Cooperation of other brands in the group (Tasks of Group Marketing Research, relations with other brands, Shared information and ways of its distribution, co-financing projects-syndicated studies)

Literature

  • Malhotra, N, K.Marketing Research: An Applied Orientation (6th Edition), 2009.  
    ISBN-10: 0136085431, kindle edition.
  • Pride, W. Ferrell. Marketing. Cengage Learning, 2013. 832 p. ISBN 9781133939252.
  • Grewal, D. L. L. Marketing with Practice Marketing Access Card. McGraw-Hill Education, 2012. ISBN 97800777.

Internet

  • Research World, ESOMAR http://www.esomar.org/publications-store/research-world-magazine
  • ISA http://www.isa-sociology.org/
  • http://www.tns-aisa.cz/pg-33-cs.aspx
  • http://www.millwardbrown.com/Solutions/Default.aspx 

Marketing Research in Automotive Industry

Course Title
Marketing Research in Automotive Industry
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
Objectives and content: Market Research in Automotive Industry should learn students practical marketing work in marketing department of international marketing company. Lectures are maximal focused on collective solutions of marketing tasks via market research.
  • Introduction in marketing research in company (Where is MR placed in company structure, which tasks does have,which answers could anter and which not, friends and enemies of marketing research, Who are our internal customers? Rule sof treating the marketing research results - distribution, Confidentiality and access to the information, Practical task: Design of marketing research)
  • Work with marketing research agencies/consultants (The differencies between marketing research agencies, Pitch – pitch criteria, Design of research, What should agency know and chat not, Responsibility of agency- responsibility of client, Suggestions and findings of marketing research, Consulting agencies and their specific art of work, Practical task: Marketing research agecny pitch for three different research types)
  • Budget (Introduction in the work with budget, Budget structure, Marketing research Budget planning, Marketing research prices, Golden rule – spend everthing!, What if is money not enough?, Practical task: You should gain some money from marketing budget for your research)
  • First internal customer: Product Marketing (Studies for Product marketing, Frontloading – beforte the start of project, PEP, Product Clinic, marketing concept, project stearing, influence of customers voice on product.  Marketing and Design, Marketing a Controlling, Practical task: Present to the Designer results of marketing study of its product which are not good)
  • Second internal customer: Marketing Communication (Studies for Marketing Communication, Pretest and Posttest, the rogt timing. Global or local advertising campaign? Is measurement of effectivity advertising campaign effective? Media and target group , problems in definitiv of target group, Practical task: Communication concept: target group, main message and media for Škoda Octavia in Western Europe)
  • Third internal customer: Distribution and Service Marketing (Studies for Distribution and Service net, customers satisfaction, dealers satisfaction, how to sell a car – dealers training, Targets of customers satisfaction, CRM, Practical task: You should play mystery shopping and try to buy and sell a new car.)
  • Fourth internal customer: Marketing Director  (Golden rule- who pays, govers.  Brand image and stratégy studies, Art of generalisation, Rules of communication of awkward information. Practical task: Marketing research surfy shows stagnation of brand image on very low level. You should preset this reset to the marketing director and aks him to make decision)
  • Fifth internal customer: Board (How to make good impression, Art of the absolute generalisation – spaceship effect. What is management summary, Beware of detail, rule of assistents of board in communication process, How to behave on the board meeting, Practical task: Present management summary to the board
  • Cooperation of other brands in the group (Tasks of Group Marketing Research, relations  with other brands, Shared information and ways of its distribution, cofinancinf projects-syndicated studies, What is automotive club?  Practical task: Persuade your colleagues from the other brands, you need conduct marketing surveyon the Czech market, even if is for them not important)
  • Focus group: when the research becomes theatre  (Introduction in the focus group method, Why are clients like to visit focus groups?, Tasks of  researches of client and research agency, Briefing with moderator, Simmultaneous interpretation, Never should be boring, The higher boss, the better refreshment, How it looks qualitative research report? Practical task: We look at focus group)
  • Summary (Discussion about the role and task of marketing research in automotive company)
Learning Outcomes:
  • Knowledge of practical examples of tasks and solutions of marketing research problems in the real environment od international automotive company.
  • Students actively cooperate on the proposals of marketing concepts, design of market research and strategie. Students should present their concepts and solutions of market rtesearch problems in the auditorium.
  • Orientation in work and organisation of international marketing research in automotive company.
Seminar Paper (4 ECTS):
  • Topics from the lector on first session
Basic Readings:
  • Malhotra,N,K.: Marketing Research: An Applied Orientation (6th Edition),2009,  
    ISBN-10: 0136085431, kindle edition
Periodicals:
  •  Research World, ESOMAR http://www.esomar.org/publications-store/research-world-magazine (18_04_2012)
Internet:
  • ISA http://www.isa-sociology.org/(18_04_2012)
  • ESOMAR http://www.esomar.org/(18_04_2012)Branded MR Tools ME Agencies
  • http://www.tns-aisa.cz/pg-33-cs.aspx (18_04_2012)
  • http://www.millwardbrown.com/Solutions/Default.aspx (18_04_2012)

Marketing of Web Innovations

Course Title
Marketing of Web Innovations
Degree Programme Economics and Management
ECTS credits
4
Terms opened in Autumn term of academic year 2018/2019
Maximum number of students 25

References:
  • Ajzen, Icek (1991). "The theory of planned behavior". Organizational Behavior and Human Decision Processes 50 (2): 179–211.
  • Colvin, M. and Maravelias, C.T. (2009) Scheduling of testing tasks and resource planning in new product development using stochastic programming. Computers and Chemical Engineering 33 964–976
  • DIANOUX, C., LINHART, Z. (2010) The effectiveness of female nudity in advertising in three European countries. International Marketing Review, 27, 5, pp. 562-578.
  • HOFSTEDE, G., HOFSTEDE, G., J. Kultury a organizace: Software lidské mysli. Filosofická fakulta University Karlovy, Praha, 2006. 
  • KOTLER, P. Marketing Management. Prentice-Hall International Editions, Englewood Cliffs, N.J. 1991. ISBN 0-13-533479-2  LINHART, Z., SKOŘEPA, L., HES, A.: Marketing vědy. Kernberg Publishing 2010. ISBN 978-80-87168-15-8
  • Schumpeter, J. A. (1943). Capitalism, Socialism, and Democracy (6 ed.). Routledge. pp. 81–84. ISBN 0-415-10762-8.
Internet sources:
  • https://www.google.com/trends/
  • https://www.google.com/adwords/
  • https://www.google.com/analytics/
  • http://calculoid.com/
  • http://constimator.com/en/
  • http://www.tasapainotuslaskuri.com/index.php/haminan-
  • kaupunki?view=calculator&id=3
  • http://www.alibaba.com/
  • https://www.groupon.com/
  • http://www.ebay.com/
  • http://extensions.joomla.org/

MS Office

Course Title
MS Office
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 18
Objectives and content:
  • MS Office programmes, comparison with similar applications, possibilities and suitability of using spreadsheet processors, text editors and presentation programmes for individual types of required outcomes.
  • Rules of presentations and suitability of using different instruments, PowerPoint: insertion of slides, pictures, work with templates, color scheme, presentation editing by adding animations and slide transitions, show possibilities, presentation timing.
  • MS Word: setting of user’s environment, direct text formatting, work with styles and templates, work with tables, inserting diagrams and other objects into file, lists and content generating, automation of files.
  • MS Excel: setting of user’s environment, possibility of cell formatting, format vs. value, absolute and relative addressing, inserting graphs, functions and other objects, work with data, calculations and possibility of using functions.

Practical Company Management

Course Title
Practical Company Management
Degree Programme Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 20
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: 0385517254
  • Kaplan, R.S., Norton D.S.: The Balanced Scorecard: Translating Strategy into Action. ISBN: 10: 9780875846514.
  • Kaplan, R.S., Norton D.S.: Alignment: Using the Balanced Scorecard to Create Corporate Synergie. ISBN 1591396905.
  • Kaplan, R.S., Norton D.S.: The Execution Premium: Linking Strategy to Operations for Competitive Advantage. ISBN9781422121160.
  • Kaplan, R.S., Norton D.S.: StrategyMaps: Converting Intangible Assets into Tangible Outcome. ISBN 9781591391340.
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 Autumn term of academic year 2018/2019
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: 1935589679
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 Autumn term of academic year 2018/2019
Maximum number of students 25
Objectives and content: The course introduces techniques of product testing to compensate lost sales from goods in declining stage of product life cycle. Value of product features is derived from scientific journals and product assortment is updated according to number of innovations, which are showing new life style or changing recent life style. Literature overview leading to prosperity of own business of sales representative are introduced.
  • Scientific marketing and its development
  • Innovations for sales networks
  • Own marketing projects objectives and strategies
  • Model of perceived behaviour of target market segment
  • Strategy of promotion of innovation in sales networks
Seminar Paper (4 ECTS):
  • Strategic analysis of appearing innovations in selected market segment
  • Achieving a competitive strategic advantage in product line (deepness, broadness, length and continuum) design by connecting fad and fashion to style life cycle
  • Plan for a network of partner “scientists” sourcing style for target segment
References:
  • Ajzen, Icek (1991). "The theory of planned behavior". Organizational Behavior and Human Decision Processes 50 (2): 179–211.
  • Chen, C.W., Shen, C.C. and Chiu, W.Y. (2007) Marketing communication strategies in support of product launch: An empirical study of Taiwanese high-tech firms. Industrial Marketing Management 36 1046–1056.
  • Colvin, M. and Maravelias, C.T. (2009) Scheduling of testing tasks and resource planning in new product development using stochastic programming. Computers and Chemical Engineering 33 964–976
  • DIANOUX, C., LINHART, Z. (2010) The effectiveness of female nudity in advertising in three European countries. International Marketing Review, 27, 5, pp. 562-578.
  • Gretz, R.T. and Basuroy, S. (2013) Why Quality May Not Always Win: The Impact of Product Generation Life Cycles on Quality and Network Effects in High-tech Markets. Journal of Retailing 89 (3,) 281–300
  • HOFSTEDE, G., HOFSTEDE, G., J. Kultury a organizace: Software lidské mysli. Filosofická fakulta University Karlovy, Praha, 2006. 
  • KOTLER, P. Marketing Management. Prentice-Hall International Editions, Englewood Cliffs, N.J. 1991. ISBN 0-13-533479-2  LINHART, Z., SKOŘEPA, L., HES, A.: Marketing vědy. Kernberg Publishing 2010. ISBN 978-80-87168-15-8
  • Schumpeter, J. A. (1943). Capitalism, Socialism, and Democracy (6 ed.). Routledge. pp. 81–84. ISBN 0-415-10762-8.
Internet sources:
  • https://www.google.com/trends/
  • https://www.google.com/adwords/
  • https://www.google.com/analytics/
  • http://calculoid.com/
  • http://constimator.com/en/
  • http://www.tasapainotuslaskuri.com/index.php/haminan-
  • kaupunki?view=calculator&id=3
  • http://www.alibaba.com/
  • https://www.groupon.com/
  • http://www.ebay.com/
  • http://extensions.joomla.org/

Project Management

Course Title 
Project Management
Degree Programme Economics and Management
ECTS credits
5
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 15
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. 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. Work plan. Project log. Tracking of project processes. Assessing changes and addressing problems. Reporting. 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. PIR. 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. 478 p. ISBN 9780071487481.

Psychology

Course Title
Psychology
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in the academic year 2018/2019
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 opened in Autumn term of academic year 2018/2019
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 Autumn term of academic year 2018/2019
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. The course aims to help students to achieve academic excellence and professional skills in:

  1. providing critical insight and expert testimony in strategic decision making
  2. helping organisations integrate social, economic and environmental measurement into their organisational culture
  • Problems involved in founding SMEs
  • Creation of the business intention, goals of the enterprise, Business plan
  • Special application of marketing and management in SMEs
  • Strategic human resource management in SMEs
  • Problems of growing enterprise and its life cycle
  • SMEs trends and future
Seminar Paper (4 ECTS): Topics form lector on first session.
Literature:
  • Doing business: smarter regulations for small and medium-size enterprises. 2013. ISBN 9780821399835 (e-book)

Sociology of Management

Course Title
Sociology of Management
Degree Programme Economics and Management
ECTS credits
4
Terms not opened in Autumn term of academic year 2018/2019
Maximum number of students 25
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 Autumn term of academic year 2018/2019
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 Autumn term of academic year 2018/2019
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. Irwin, INC. 1997, ISBN 978-0256232370
  • 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