Educational guide | ||||||||||||||||||||||||||||||||||||||||
IDENTIFYING DATA | 2024_25 | |||||||||||||||||||||||||||||||||||||||
Subject | Fundamentals of Business Administration | Code | 00707015 | |||||||||||||||||||||||||||||||||||||
Study programme |
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Descriptors | Credit. | Type | Year | Period | ||||||||||||||||||||||||||||||||||||
6 | Basic Training | Second | First |
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Language |
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Prerequisites | ||||||||||||||||||||||||||||||||||||||||
Department | DIREC.Y ECONOMIA DE LA EMPRESA |
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Coordinador |
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gsang@unileon.es amarc@unileon.es |
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Lecturers |
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Web | http:// | |||||||||||||||||||||||||||||||||||||||
General description | Fundamentals of Business Administration aims to offer a theoretical and practical overview of what a firm is and to ensure that students understand its main characteristics, elements, functions and management strategies. | |||||||||||||||||||||||||||||||||||||||
Tribunales de Revisión |
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Competencias |
Code | |
A18670 | |
B5656 | |
B5661 | |
B5664 | |
B5665 | |
B5666 | |
B5667 | |
B5668 | |
C2 | CMECES2 That students know how to apply their knowledge to their work or vocation in a professional manner and possess the skills that are usually demonstrated through the development and defense of arguments and the resolution of problems within their area of study. |
C3 | CMECES3 That students have the ability to gather and interpret relevant data (normally within their area of study) to make judgments that include reflection on relevant issues of a social, scientific or ethical nature. |
C4 | CMECES4 That students can transmit information, ideas, problems and solutions to both a specialised and non-specialised audience |
C5 | CMECES5 That students have developed those learning skills necessary to undertake further studies with a high degree of autonomy |
Learning aims |
Competences | |||
C2 C3 C4 |
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B5664 |
C2 C4 |
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B5666 |
C2 C4 |
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B5667 |
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B5661 |
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B5656 B5665 |
C5 |
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A18670 |
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B5668 |
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B5664 |
C2 |
Contents |
Topic | Sub-topic |
CONCEPTS ABOUT BUSINESS ADMINISTRATION | Topic 1. THE COMPANY AND THE ENTREPRENEUR. Concept of the company, elements and functions. The figure of the entrepreneur. Types of companies. The business environment. Theories about the company. The company as a system. Topic 2. THE COMPANY'S OBJECTIVES. Classical conception of the objectives of the company. Management and objectives. The Theory of the Organization. Value creation as an objective. Social responsibility, ethics and reputation of the company. Topic 3. DEVELOPMENT AND GROWTH OF THE COMPANY. Decisions of location and size of the company. The business development process and its modalities. The internationalization process. |
FUNTIONAL AREAS | Topic 1. MANAGEMENT The business management process. Decisions and their types. Decision-making processes. Management levels. Management roles. Topic 2. PRODUCTION SYSTEM. The production function. Types of production systems. Production planning tools. Efficiency control. Topic 3. MARKETING SYSTEM The marketing activity. Product, distribution, price and communication strategies. Topic 4. FINANCIAL SYSTEM The financial function of the company. The financial environment. The financing decision. The investment decision. Criteria for the valuation of investment projects. |
Planning |
Methodologies :: Tests | |||||||||
Class hours | Hours outside the classroom | Total hours | |||||||
Problem solving, classroom exercises | 15 | 22 | 37 | ||||||
Assignments | 10 | 15 | 25 | ||||||
Tutorship of group | 2 | 0 | 2 | ||||||
Personal tuition | 0 | 3 | 3 | ||||||
Lecture | 25 | 38 | 63 | ||||||
Mixed tests | 8 | 12 | 20 | ||||||
(*)The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
Methodologies |
Description | |
Problem solving, classroom exercises | For the resolution of problems the student will work individually. The teacher will make available to the students, in advance, the necessary material to work in these classes. Depending on the evolution of the course and the number of students enrolled, the teacher may consider it convenient to collect some of these exercises as a continuous evaluation test. |
Assignments | For the work based on the case method, groups will be created (number of members to be determined by the teacher) and it will be necessary that the student has previously read the case. The professor will make available to the students, in advance, the necessary material to work in these classes. Depending on the evolution of the course and the number of students enrolled, the professor may consider convenient the oral presentation of some of the cases in the classroom. |
Tutorship of group | Attendance to these tutorials will be compulsory and will be aimed at monitoring the student's work and resolving doubts about the theoretical and practical contents of the course. The groups for these tutorials will not exceed 25 students (although this figure may vary depending on the number of students finally enrolled). The schedule will be determined by the professor according to the course. These tutorials can also be used for oral presentations of cases. |
Personal tuition | The doubts raised by the students on issues related to the subject will be solved. They will be of individual character and the schedule will be determined by the teacher. |
Lecture | The theoretical contents of the course will be presented and developed in the classroom by the professor through participative lectures in which the active involvement of the students is encouraged. For its adequate follow-up, the students will have at their disposal the list of the basic and complementary bibliography that the professor will inform them in the first session with them. Likewise, the development of these classes will be supported by the use of slides by the teacher and for some specific sections, notes will be provided. |
Personalized attention |
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Assessment |
Description | Qualification | ||
Problem solving, classroom exercises | The structure, quality, clarity, correct use of the specific terminology and correctness in the realization of the proposed activities will be evaluated. These practical contents will be evaluated by means of written tests (to be carried out together with the evaluation of the theoretical contents), as well as through the exercises collected by the teacher in class (in the cases in which the teacher so decides). The grade obtained in the set of tests related to the practical contents (problems/exercises, assignments, exams and group tutorials) will represent 40% of the student's final grade. |
40% | |
Assignments | The structure, quality, clarity, originality, correct use of the specific terminology and correctness in the realization of the proposed activities will be valued. The student's oral expression capacity will also be taken into account (in those cases in which the professor decides that oral presentations will be made). The grade obtained in the set of tests related to the practical contents (problems/exercises, assignments, exams and group tutorials) will represent 40% of the student's final grade. |
40% | |
Tutorship of group | Attendance at these tutorials as well as participation in follow-up activities will be taken into account. For this purpose, a control of the attendance and the notes and observations taken by the teacher will be kept. The grade obtained in the set of tests related to the practical contents (problems/exercises, assignments, exams and group tutorials) will represent 40% of the student's final grade. |
40% | |
Mixed tests | They refer to written tests (exam type) on theoretical contents. The theoretical contents will represent 60% of the student's final grade. It will be necessary to obtain more than 5 in the theoretical part to be able to make average with the cases. In order to eliminate subject by midterm, it will be necessary to obtain more than a 4 in each of the two theoretical midterm exams. |
60% | |
Other comments and second call | |||
To pass the subject in continuous evaluation it is necessary to obtain an average grade of 5 points throughout the course (grades of the partial written tests plus all the tests performed in the classroom that make up the continuous evaluation) for this it will be necessary to obtain, at least, an average score of 5 points in the theory part and to have attended and completed 80% of the work, exercises, etc.. In order to eliminate subject by partial exams, it will be necessary to obtain more than a 4 in each of the two theoretical tests. The student who does not pass the ordinary exam will be able to take a theoretical exam corresponding to 70% of the final grade and a practical exam corresponding to 30% of the final grade, idem for the December exam. During the development of the tests will not be allowed to handle any material except what is essential for the development of the test (pen and paper). The possession and use of mobile and/or electronic devices is strictly forbidden during the tests. The simple possession of such devices as well as notes, books, folders or other unauthorized materials during the evaluation tests, will result in the immediate withdrawal of the exam, expulsion from the same and its qualification as failed, communicating the incident to the Academic Authority of the Center to carry out the actions provided in the Guidelines for Action in Cases of Plagiarism, Copying or Fraud. |
Sources of information |
Access to Recommended Bibliography in the Catalog ULE |
Basic |
CUERVO, A., Introducción a la Administración de Empresas, Thomson Civitas, 2008 (6ª edición) MAYNAR MARIÑO, P. , La Economía de la Empresa en el Espacio de Educación Superior, Mc Graw Hill, 2008 |
Bibliography (Theory): BUENO CAMPOS, E. (2022): Introducción a la organización de empresas. Centros de Estudios Financieros. Madrid. CASTILLO, A.M. (Coord.) (2006): Introducción a la Economía y Administración de Empresas. Pirámide. Madrid. FUENTES FUENTES, M. M.; y CORDÓN POZO, E. (2021) Fundamentos de Dirección y Administración de Empresas. Pirámide. Madrid. 3º Edición. GARCÍA-TENORIO, J. (Coord.) (2006): Organización y Dirección de Empresas . Thomson. Madrid. GUTIÉRREZ ARAGÓN, O. (2016): Fundamentos de Administración de Empresas. Pirámide. Madrid. 2ª Edición. IBORRA, M; DASÍ, A.; DOLZ, C. y FERRER, C. (2007): Fundamentos de Dirección de Empresas. Thomson Paraninfo. Madrid. NAVAS LÓPEZ, J. E. y GUERRAS MARTÍN, L. A. (2016) Fundamentos de dirección estratégica de la empresa. Aranzadi. Cizur Menor Navarra. 2ª Edición. VÁZQUEZ SUÁREZ, L.; SÁNCHEZ GÓMEZ, R. y CALDERÓN MONGE, E. (2020): Introducción a la gestión de empresas. Pirámide. Madrid. Biography (Practice, cases and exercises): BARROSO, C.; CASILLAS, J.C. y Otros (2007): Problemas de Economía de la Empresa. Pirámide. CASTILLO, A.M.; ABAD, I.M. y RASTROLLO, M.A. (2007): Casos Prácticos de Administración y Dirección de Empresas. Pirámide. GARCÍA DEL JUNCO, J. y CASANUEVA, C. (Coord.) (2000): Prácticas de la Gestión Empresarial. McGraw-Hill. Madrid. GUERRAS MARTÍN, L. A.; NAVAS LÓPEZ, J. E. y ÁLVAREZ SUESCUN, E. (2020): Casos de dirección estratégica de la empresa. Cívitas-Thomson Reuters. Cizur Menor Navarra. 6ª Edición. GUTIÉRREZ ARAGÓN, O. (2016): Fundamentos de Administración de Empresas. Pirámide. Madrid. 2ª Edición LUQUE, M.A.; BUENO, Y. y SANTOS, B. (2001): Curso Práctico de Economía de la Empresa. Pirámide. Madrid. PÉREZ GOROSTEGUI, E. (2005): Prácticas de Administración de Empresas. Pirámide. Madrid. Bibliography (Practice, exercises and cases) BARROSO, C.; CASILLAS, J.C. y Otros (2007): Problemas de la Empresa. Ed. Pirámide. GUERRAS MARTÍN, L. A.; NAVAS LÓPEZ, J. E. y ÁLVAREZ SUESCUN, E. (2020): Casos de dirección estratégica de la empresa. Cívitas-Thomson Reuters. Cizur Menor Navarra. 6ª Edición. MARTÍN PEÑA, M.L. (Coord.) (2003): Dirección de la Producción: Problemas y Ejercicios resueltos. Ed. Prentice-Hall. NAVAS LÓPEZ, J.E.; GUERRAS MARTIN, L.A. (2003): Casos de Dirección Estratégica de la Empresa. Ed. Thomson Civitas. 3ª y 6ª edición. Cases published by Harvard Business School (http://www.hbs.edu/). |
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Complementary |
DÍEZ DE CASTRO, J. , Administración de Empresas en la Sociedad del Conocimiento, Pirámide, 2002 RODRIGUEZ-VALENCIA J. , Dirección Moderna de Organizaciones, Thomson, 2006 IBORRA, M.; DASI, A.; DOLZ, C.; FERRER, C. , Fundamentos de Dirección de Empresas. Conceptos y habilidades directivas, Thomson, 2007 DAFT, R.; MARCIC, D, Introducción a la Administración, Thomson, 2006 CASTILLO, A.M. , Introducción a la Economía y Administración de Empresas, Pirámide, 2006 GARCÍA-TENORIO RONDA, J.; GARCÍA Mª T.; PÉREZ Mª J.; SANCHEZ I.; SANTOS Mª V., Organización y Dirección de Empresas, Thomson, 2006 |
Biography (exercices and cases): BARROSO, C.; CASILLAS, J.C. y Otros (2007): Problemas de la Empresa. Ed. Pirámide. MARTÍN PEÑA, M.L. (Coord.) (2003): Dirección de la Producción: Problemas y Ejercicios resueltos. Ed. Prentice-Hall. NAVAS LÓPEZ, J.E.; GUERRAS MARTIN, L.A. (2003): Casos de Dirección Estratégica de la Empresa. Ed. Thomson Civitas. 3ª y 6ª edición. Casos publicados por la Harvard Business School (http://www.hbs.edu/). BARROSO, C.; CASILLAS, J.C. y Otros (2007): Problemas de la Empresa. Ed. Pirámide. MARTÍN PEÑA, M.L. (Coord.) (2003): Dirección de la Producción: Problemas y Ejercicios resueltos. Ed. Prentice-Hall. NAVAS LÓPEZ, J.E.; GUERRAS MARTIN, L.A. (2003): Casos de Dirección Estratégica de la Empresa. Ed. Thomson Civitas. 3ª y 6ª edición. Cases published by the Harvard Business School (http://www.hbs.edu/). |
Recommendations |
Other comments | |
Inappropriate behavior in the classroom will be taken into account with negative character in the final grade of the course, being the teacher who determines the severity of the same and the corresponding penalty. Depending on the evolution of the course, the teacher may propose modifications both in the content and in the development of the course. |