Style of the management
Number of credits: 2
Prerequisites: Psychology
Post-requisites: no.
Aim: To study the styles of the management promoting increase of efficiency of adoption of
administrative decisions.
Contents: Head of the organization. Formal status. Leadership as ability to have impact on certain
people and groups and to direct their efforts to achievement of the objectives of the organization.
Influence as behavior of the certain person which can make changes to behavior, the relations,
feelings of other person. The power as opportunity to influence behavior of people. Power forms. The
power based on coercion. The power based on remuneration. Expert power. Reference power.
Legitimate (traditional) authority. Styles of the management. Style of the management as the manner
of behavior of the head who has impact on subordinates, and induces them to achievement of the
objectives of the organization. Two approaches to determination of styles of the management.
Behavioral approach. Autocratic, democratic and liberal style of the management. Laykert. Four
kinds of styles of the guide to Laykert: exploiter and authoritative, favorable and authoritative,
advisory and democratic and based on participation. Situational approach. Choice of style of the
management depending on a concrete situation.
Competences:
to know: rules of effective hearing; principles of adaptive style of the management.
to be able: to define the dysfunctional conflicts; to reveal types of the conflicts.
to seize skills: consultations on the main problems of methods of management; choice of style of the
management depending on a concrete situation.
Leadership
Number of credits: 2
Prerequisites: Psychology
Post-requisites: no.
Aim: To study the concepts of leadership promoting increase of efficiency of adoption of
administrative decisions.
Contents: Leadership. Leadership definition. Manager as leader. Approaches to leadership.
Leadership and structure. Working criteria of leadership. Methods of development of leadership
skills. Team building. Team definition. Mini-team. Macro (inter functional). Synergetic effect from
team work. Roles in mini and the macro. Roles in team and types of employees. Roles and
competences. Team and structure. Definition of own command role. Effective management of team.
Motivation of team. Leadership as ability to form collective and its messages to the planned purposes
on the basis of personal authority. The directions in studying of theories of leadership. Leader as
social architect. Structure and bureaucracy. Leader and uncertainty. Components of personnel
systems. Traditional concept of leadership. Situational theory of leadership of Frank Fidler. New
concept of leadership. Professional and personal development of the leader. Formal leadership from
a post position. Informal leadership as process of influence on people by means of abilities, ability or
other resources. Conflicts. Styles of leadership: authoritative, democratic, liberal. Political leadership.
Main functions of political leadership. Theories of political leadership.
Competences:
to know: modern concepts of leadership; methods of control over the conflicts; leadership theories;
signs of authoritative, democratic and liberal styles of leadership.
to be able: to differentiate concepts of leadership and the management; to reveal types of the conflicts.
to seize skills: consultations on the main problems of methods of management; choice of style of
leadership depending on a concrete situation.
Strategic management of human resources
2
Number of credits: 2
Prerequisites: Philosophy, Statistics, Economic theory, Theory and practice of management, Human
resource management, Strategic management.
Post-requisites: Management of changes in the organization, Career and personnel development
Aim: to create understanding of strategic opportunities of the organization due to providing it
qualified, loyal and well motivated workers for achievement of long-term competitive advantage.
Contents: Strategic HR — is approach to decision-making concerning intentions and the plans of the
organization concerning strategy, policy and practice of the relations of labor hiring, search and
selection of employees, training, development, management of indicators of work, remuneration and
the labor relations. Strategic HR is engaged in relationship between management of human resources
and strategic management of this organization; addresses to a wide range of the organizational
questions connected with changes in structure and culture, overall performance of the organization
and its indicators, compliance of resources to future requirements, development of distinctive
abilities, management of knowledge and management of changes; it is connected as with satisfaction
requirements of the human capital, and with development of ability to realize processes, that is with
opportunity effectively to carry out actions. This approach is connected with development of
requirements to the human capital and development of ability of management by process, i.e. abilities
to carry out actions by the most effective way. In a broader sense strategic HR raises all key personnel
questions which have impact or depend on strategic plans of the company.
Competences:
to know: role and human resource management place in all-organizational management and its
communication with strategic tasks of the organization; the reasons of application multiple the
practical of HR in modern conditions; business processes in the sphere of human resource
management and a role of HR managers in them;
to be able: to analyze a state and tendencies of development of a labor market; to estimate position
of the organization on a labor market; to operate formation of a certain type of the organizational
culture promoting the maximum realization of personnel capacity of the organization; to develop
system of actions for improvement of image of the organization.
to seize skills: identification and systematization of problems of management by human resources in
the organization; applications of system approaches to management; development of the management
plan by human resources; establishment and control of criteria of activity of people in the
organization.
Personnel Management
Number of credits: 2
Prerequisites: Management
Post-requisites: no.
Aim: studying of experience of personnel management in respect of ability to work with people, is
correct to select them and to estimate, achieve their interest in increase of the qualification level.
Contents: Principles of personnel management. Orientation to requirements of the legislation on
work. Providing conditions for stabilization of personnel structure and minimization of dismissals.
The accounting of the current and perspective requirement of the organization in the personnel.
Observance of balance of interests of the organization and its workers. Attraction to cooperation at
realization of personnel policy of all interested parties. Functions of HR departments. Personnel
development. Planning of human resources, selection of shots and their adaptation, compensation
organization, assessment and placement of personnel, organization of training and personnel
professional development, solution of social tasks and legal problems, control of labor discipline,
providing health and safety of workers. Increase of a role of a social component of production.
Activity of the HR manager. Management of business career. Management of discipline and
personnel fluidity. Development of structure of a salary and system of privileges. Programs of rotation
and intra firm mobility, procedures of reception, translation and dismissal of workers. The
organization of personnel office-work on the basis of electronic computer facilities use.
Competences:
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to know: best domestic and foreign practices in human resource management area; rules and norms
of labor protection.
to be able: to operate personal self-development and to build personal career; to make decisions in
different situations and to predict the end results.
to seize skills: uses of information and communication technologies in professional activity; carrying
out estimated interview to the candidate, psycho diagnostics and interpretations of the received
results.
Alternative management
Number of credits: 2
Prerequisites: Management, Style of the management
Aim: formation of modern skills of alternative management.
Contents: Essence and concept of alternative management. Philosophy of management of Deming.
Alternative expectations to the person in system of traditional and alternative management. Formula
of the known American expert in the field of management of doctor E. Deming - "98/2". 14 Principles
of creation of globally competitive business, developed by Edwards Deming. New conceptual,
scientific and methodological base of management. Key systems which need to be created within
approaches of alternative management. System approach to management. Set of procedures, orders,
instructions, powers, intra corporate culture provisions. Leadership in E. Deming. New systems of
motivation: system of moral and bonus motivation. The statistical analysis of problems which arise
at any firm. Valuable orientation. Continuous measurement of parameters of realization which
interest consumers and firm. Methods of the analysis of collected statistics and continuous
improvement of process.
Competences:
to know: distinctions between traditional and alternative management, philosophy and the principles
E of Deming.
to be able: to carry out the statistical analysis of the problems arising in the company, to apply
methods of the analysis of collected statistics and to resolve issues of continuous improvement of
processes.
to seize skills: practical application of principles E. Deming and new systems of motivation.
Operational management.
Number of credits: 2
Prerequisites: Management, Style of the management.
Aim: formation at undergraduates of skills of practical application of methods of operational
management.
Contents: Historical aspects and prospects of development of operational management. Role of
operational management in competitive fight. Essence and content of operational management.
Scheme of operational management. Community and distinction between production and services
industry. Operating activities in a control system of the organization. Tendencies in operational
management. Operational management in the organization. Operational management as functional
area. Operational management as an uniting element. Management of operations.
Ways of achievement of mutual and functional coordination. Operational strategy and their types.
Strategic elections. Competitive priorities. Contradictions between competitive priorities.
Competences:
to know: contents and features of operational management, management of operations, ways of
achievement of the mutual and functional coordination, competitive priorities.
to be able: to make strategic elections, to distinguish contradictions between competitive priorities.
to seize skills: to use ways of achievement of mutual and functional coordination, development of
operational strategy.
Social responsibility of business
Number of credits: 2
4
Prerequisites: Institutional economy, Management of regional economy
Post-requisites: no
Aim: To acquaint undergraduates with the basic concepts of social responsibility.
Contents: The main concepts of a labor market as economic relation between the employers creating
workplaces, and the hired workers applying for their occupation for realization of the abilities to
work: classical concept, Keynesian model, institutional concept. Agency problem. Program of social
responsibility of business as the most important indicator of stable development of the company.
Types of social programs: partnership programs with local, regional and republican state bodies;
partnership programs with non-profit organizations; programs of cooperation with public
organizations and professional associations; programs of information cooperation with mass media.
Participation of business in financing and development of system of social security, system of social
support in charitable actions. Carrying out the youth policy including assistance to social projects of
public organizations and individuals, connected with assistance in education and development of
young generation. Assistance to environmental protection. Readiness to participate in crisis
situations. Responsibility before consumers of goods and services (release of qualitative goods).
Favorable business reputation of the company. Multilevel nature of social responsibility of business.
Competences:
to know: problems of realization of social responsibility; about tax privileges.
to be able: to carry out the analysis strong and weaknesses of the company; to carry out the analysis
of stakeholders of the company.
to seize skills: consultations on the main problems of social responsibility of business; drawing up
programs of partnership and cooperation.
Corporate social responsibility
Number of credits: 2
Prerequisites: Institutional economy, Management of innovative and venture business.
Post-requisites: Business legislation, Labor productivity and quality of goods.
Aim: To seize modern concepts of company management from a position of socially oriented
management and marketing, methods of the analysis and an assessment of corporate social
responsibility of the company
Contents: Contact hours act as the most important type of studies and make a basis of theoretical
training. They are called have to give the systematized bases of scientific knowledge of the general
theory of management, to open a state and prospects of development of management science, to
concentrate attention of students on its most difficult and nodal questions, to stimulate their vigorous
cognitive activity, to form creative thinking. Practical classes are given in the most difficult questions,
a subject, to sections of the training program with a task to deepen and consolidate the gained
knowledge, to impart being trained skills of search, generalization and a statement of a training
material. Practical classes are given for the purpose of development of practical methods and ways
of planning, control, and motivation of the personnel, the organization of management, adoption of
administrative decisions, the analysis internal and organization environment. Their main contents are
practical work of each student.
Competences:
to know: modern theoretical ideas of corporate social responsibility of business, factors and the
conditions providing effective formation and management of corporate social responsibility;
to be able: to own fundamentals of methodology and a technique in the field of the corporate social
account, audit and the reporting;
to seize skills: practical work in the field of development and management of corporate social
responsibility.
Analysis of economic activity of the company
Number of credits: 2
5
Prerequisites: Institutional economy, Management of regional economy.
Post-requisites: no
Aim: to consider the basic principles of the analysis of economic activity of the enterprise
Contents: The economic analysis and its role in business management. Economic science which
studies economy of the organizations, their activity from the point of view of an assessment of their
work on implementation of business plans, an assessment of their financial state and for the purpose
of identification of reserves of increase of efficiency. Increase of economic efficiency of activity of
the organizations. Subject of the economic analysis. Contents of the economic analysis. Internal and
external analysis. Assessment of state of the economy of object, and also its current economic activity.
Principles of the economic analysis: scientific character, system approach, complexity, research in
dynamics, allocation of a main objective, concreteness and practical usefulness. Method of the
economic analysis, as way of studying of a subject. Development and deployment of the optimum
administrative decisions promoting increase of efficiency of activity of the organizations. Induction
and deduction methods. Registration of results of the analysis. Preliminary analysis. Operational
analysis. Total (the subsequent, or retrospective) analysis. The perspective analysis is applied to
definition of expected results in the forthcoming period. Quantitative (differently factorial) analysis.
Qualitative analysis. Express analysis. Fundamental analysis. Marginal analysis. Dynamic and
static economic analysis. Internal (intra economic) and inter economic (comparative) analysis. Other
types of the analysis: complex, system analysis, continuous analysis, selective analysis, correlation
analysis, regression analysis, etc.
Competences:
to know: main methods of the analysis; classification of types of the analysis; about the approaches
applied at carrying out the analysis.
to be able: to carry out the retrospective analysis of indicators; to carry out the factorial analysis; on
the basis of the analysis to estimate quality of business plans.
to seize skills: uses of modern information technologies when carrying out the analysis; information
processing with use of modern technical means; applications of statistical methods when carrying out
the analysis.
Diagnostics of financial and economic activity of the enterprise
Number of credits: 2
Prerequisites: Economic fundamentals of logistics, Theoretical fundamentals of logistics and
management of chains of deliveries.
Post-requisites: The integrated management of transportation of freights, Methods of the analysis
and design of logistic information streams.
Aim: to give to listeners of knowledge, skills in the field of bases of the organization of financial and
economic activity of firm and skills of use of receptions and methods of the economic analysis for an
assessment of results of financial and economic activity.
Contents: The course reflects the developed modern practice of the technical and economic analysis
in the domestic enterprises of all organizational and legal forms and types of property. Contains the
following subjects: basic provisions of the theory of the economic analysis of financial and economic
activity of firm, the analysis of an organizational technological level of production, the analysis of
use of resources of firm, the analysis of economic components of production, the analysis of results
of economic activity of firm, the analysis of a financial and economic condition of firm, the analysis
of efficiency of investment investments of firm, procedure and economic consequences of insolvency
of the managing subject, diagnostics of bankruptcies.
Competences:
to know: information base and receptions of the economic analysis, its types and features, methods
and technique of carrying out analysis of financial and economic activity of the enterprise.
to be able: to use sources of economic information: the main documents of accounting financial
statements, methods and receptions of the analysis of financial and economic activity to carry out the
analysis of financial and economic activity of the enterprise.
6
to seize skills: to develop actions for increase of overall performance of the organization, to predict
financial performance in respect of an assessment of possible bankruptcy.
Management of innovative and venture business
Number of credits: 2
Prerequisites: Management
Post-requisites: no
Aim: mastering undergraduates of theoretical knowledge in the field of innovations and forming skills
in practice of management of venture business in modern conditions.
Contents: Theory of innovates and its modern concepts. Bases of management of innovative activity
of the company. Features of venture activity and business. Venture financing and principles of
functioning. Methods and forms of the organization of innovative venture business. Definition of
level of innovative capacity of the enterprise. Methods of control over creation and innovation
development at various stages of life cycle of production. Innovative strategy. Analysis of a current
state and problem of innovative development of Kazakhstan.
Competences:
to know: various definitions of the concepts "innovation" and "venture business"; models of an
innovative cycle and regularity of innovative processes; features of innovative venture management
and its role in organization development; interrelation of strategic management and innovative
venture management.
to be able: to estimate scales of future innovations and venture programs of the companies; to reveal
specific public needs and to offer projects of creation of necessary innovations.
to seize skills: analysis and formulation of tendencies of scientific and technical development and
identification of opportunities of development of the organization; estimates of technical and
economic indicators of an innovation; carrying out analysis of capacity of the organization and
competitive environment and justification of a choice of innovative strategy of the enterprise;
development of separate sections of innovative programs and projects.
Business planning of innovative projects
Number of credits: 2
Prerequisites: Management
Post-requisites: no
Aim: studying by undergraduates of theoretical bases in the field of planning, management and
commercial implementation of innovative projects, and also formation of skills of the organization
of innovative business.
Contents: Theoretical bases and practical experience about functions and methods of control over
innovations, the innovative project. Management of innovations and venture activity of the
organizations on micro and macro level. Features of business planning of innovations for satisfaction
of perspective requirements of the market. Studying of design, technological, material, organizational
and personnel preparation of production.
Competences:
to know: characteristics of innovations; models of an innovative cycle and regularity of innovative
processes; forecasting of tendencies of scientific and technical development; value of innovative
programs and projects and their place in a control system of innovations at the enterprise
to be able: to analyze the external and internal environment of the organization from the point of view
of search of innovative opportunities; to carry out and prove a choice of a type of innovative strategy
for the concrete enterprise; to develop and prove innovative projects; to define use directions in
commercial activity of objects of industrial property
to seize skills: assessment and analysis of technical and economic indicators of an innovation;
carrying out analysis of capacity of the organization and competitive environment and justification
of a choice of the innovative project of the organization; development of separate sections of
innovative programs and projects.
7
Innovative business
Number of credits: 2
Prerequisites: Management of changes, Risk management
Post-requisites: no
Aim: to reveal possibilities of advance of new scientific ideas, their completion and preparation for
introduction.
Contents: Essence of innovative business. Innovations as instrument of business activity. Business
processes and reengineering of innovative business. Features of innovative business. Organizational
forms of innovative business. Large and small business in the sphere of innovations. Competitive
strategy of innovative business. System of support of innovative business. Legal environment and
infrastructure of development of innovative activity. Risks in innovative business. Programs of
development of innovative business.
Competences:
to know: problems of innovative business, organizational forms, competitive strategy; mechanisms
and programs of development of innovative business, and also system of its support at the state and
regional levels
to be able: to define organizational forms of innovative business; proceeding from current situation
to choose strategy and to organize innovative business; to define risk at innovative business.
to seize skills: estimations of an economic situation of the managing subject in the market and a choice
of strategy and tactics of the innovative behavior, allowing to receive and keep competitive
advantages, calculation of indicators of the overall and commercial effectiveness of innovative
projects.
International business
Number of credits: 2
Prerequisites: State management, Municipal management
Post-requisites: no
Aim: studying of regularities of the international business, clarification of advantages which have
firms participating in it as its operations influence economic development of the country and its
situation in world economy.
Contents: International business: concept, history, tendencies. The international business in the
production sphere of world economy.
International financial business; international trade in goods and services;
International management; International marketing; International management of human resources;
State and international business.
Competences:
to know: features of social and economic development of the main countries and regions, their places
in world economy; main strategy of conducting the international business, form of the international
business; organizational and economical and financial aspects of implementation of the international
business
to be able: to operate firm activity in the sphere of the international business, to develop and optimize
strategy of the international activity of the company, to optimize a way of an exit of the company on
the foreign markets
to seize skills: applications of methods of strategic planning in the organization, methods of
determination of economic efficiency of the project.
Management of productivity and quality
Number of credits: 2
Prerequisites: Management
Post-requisites: no
8
Aim: To state methodological bases of management of productivity and quality, to show a
standardization and certification role, to consider methods of control over expenses for ensuring
quality.
Contents: Quality as economic category and object of management. Concept of quality. Value of
improvement of quality. Quality as object of management. Labor productivity. Feedback on funds.
Capital productivity. Evolution of approaches to quality management. Main stages of development
of quality systems. Methodological bases of quality management. Aspects of quality of production.
Advantages of certification of production. Stages of carrying out certification of the quality system.
International practice of certification. Management of expenses for ensuring quality. Stages of
formation and types of expenses for quality of production. Information base of the analysis of
expenses for quality of production. Methods of the analysis of expenses for quality of production.
The analysis of marriage and losses from marriage. Economic efficiency of new production.
Management of expenses for quality in the course of implementation of the design analysis. Structure
of the design analysis. General characteristic of a product. Commercial analysis. Technical analysis.
Organizational, social, ecological and economic analysis.
Competences:
to know: evolution of approaches to quality management; basic provisions of formation and quality
management development; points of interrelation of the general management and quality
management; standards of statistical acceptance control.
to be able: to analyze costs of quality of production; to consider economic efficiency of new
production.
to seize skills: to make control cards; to build and analyze histograms on quality of production; to
build and analyze Pareto's charts.
The integrated systems of management
Number of credits: 2
Prerequisites: Microeconomics, Macroeconomic, Theory and practice of management, Marketing,
business Organization.
Post-requisites: Innovative management, Human resource management, Development of
administrative decisions.
The aim of the real course on the basis of a theoretical and practical material, and also synthesis of
legislative and normative documents, is mastering undergraduate’s methods of the integrated systems
of the management meeting the requirements at once of several international standards.
Contents: Quality as object of management and quality management evolution. Concept of quality.
Value of improvement of quality. Integration of systems of the management meeting the requirements
at once of several international standards, it is necessary to consider as the prerequisite for a
sustainable development of any organization. Development of the integrated systems of management
(ISM) founded on the quality management systems (QMS), the systems of ecological management
(SEM), systems of management of professional safety and health (SMPB), etc. The modern systems
of management created on the basis of requirements of the international standards ISO 9000, ISO
14000, OHSAS 18001, etc. which were developed on the basis of synthesis of world theoretical and
practical experience in quality management area. Concept of the integrated system of management.
The series 9000 ISO standards - organizationally – the methodical base for creation of the integrated
systems. Basic concepts and the principles formulated in the standards ISO 9000, ISO 14000, OHSAS
18001, the Importance of process approach for management of modern business. Control system of
quality in the Republic of Kazakhstan. The critical analysis of standard and legal base of ensuring
quality in the Republic of Kazakhstan. The international experience and the Japanese management
focused on quality.
Competences:
to know: the integrated systems of management (ISM) founded on the quality management systems
(QMS), the systems of ecological management (SEM), systems of management of professional safety
9
and health (SMPB), etc. The modern systems of management created on the basis of requirements of
the international standards ISO 9000, ISO 14000, OHSAS 18001, etc.
to be able: to develop and introduce ISM at the enterprise; to analyze costs of quality.
to seize skills: writing of documentary procedures, drawing up cards and schemes of processes.
Management of economic security of the company
Number of credits: 2
Prerequisites: microeconomics, macroeconomic, enterprise economy, management
Post-requisites: management of national economy, corporate social responsibility
Aim: formation at listeners of skills by timely definition of crisis situations in activity of the enterprise
(company) for prevention of possible damage owing to influence of internal and external threats.
Contents: Economic security of the company (firm) – a condition of the most effective use of
corporate resources for prevention of threats and creation of conditions of stable functioning of its
main divisions.
Within this discipline the following aspects are considered: Theoretical bases of EB of the company;
Tasks, principles of construction, basic elements; EB as basis of national security; External and
internal threats of EB of the company; etc. Development the narrow type of functioning of the
directions of providing economic security of the enterprise is necessary as allows to conduct
comprehensive and in-depth researches of the chosen aspect of activity of the enterprise, an example
of that are works, and to show concrete ways and ways of providing economic security of the
enterprise in this or that sphere of its activity.
Competences:
to know: theoretical bases of economic security of the company, task and principles of creation of a
control system of economic security.
to be able: to carry out diagnostics of crisis situations at the enterprise; to prevent possible damages
owing to inefficient use of corporate resources;
to seize skills: to find organizational and administrative solutions and to be ready to bear for them
responsibility.
Management of information security of the company
Number of credits: 2
Prerequisites: Management
Post-requisites: Master thesis
Aim: acquaintance with modern information security systems, technological protection of
information, organizational measures for information protection, economic and legal principles of
their functioning, and also opportunities of use of protection in work with information resources in
various areas of economy and business.
Contents: definition, classification and characteristic of information security; organizational and
economic aspects works with information resources and methods of an assessment of efficiency of
their safety; features of information security, feature of formation of safety of information;
the basic technological principles of safety of world information resources on the basis of the global
Internet network.
Competences:
to know: concept of information systems of safety; role of world information systems safety in
strategy of development of the organization; signs of classification of safety of information systems.
to be able: to apply information systems of safety in educational and work; to use various systems of
safety of information in different types of activity; competently to estimate features and mechanisms
of interaction of the main institutes in the sphere of information security; to analyze the social
relations and features of a combination of interests of the personality, society and the state in the
sphere of information security.
to seize skills: carrying out researches in the sphere of studying of problems of information security
of society; sociological analysis of problems of management of information security of society.
10
Pedagogical management
Number of credits: 2
Prerequisites: Pedagogies
Post-requisites: Research work of undergraduates.
Aim: to draw attention of undergraduates to pedagogical aspects of activity of people, to arm with
system of pedagogical knowledge and the abilities, allowing to organize pedagogical process so that
the personality gained optimum development.
Contents: Management formation as scientific theory. Science development about management.
Theoretical bases of activity of the manager in education. Management of establishment.
Management levels. Administrative work. Planning. Diagnostics of a condition of intra high school
management in student teaching. Control. Strategy. Strategic management. Practical basis of
management. Management organization as system. Bases of designing of technology of management
of educational process in higher education institution. Efficiency of introduction of management in
practical activities of the higher school. Methods of management. Technology of adoption of
administrative decisions.
Competences:
to know:. the main theories of formation of pedagogical management, sphere of activity of the
manager in education, the principles of management of modern educational system.
to be able: to analyze the educational and real pedagogical situations connected with management of
educational systems, to observe, reveal and estimate the main results of management of educational
systems.
to seize skills: adoptions of administrative decisions in education.
Communicative culture of high school teacher
Number of the credits: 2
Prerequisites: Pedagogies
Post-requisites: Research work of undergraduates.
Aim: theory -methodological and practical bases of effective formation of communicative culture of
the teacher of the higher school in system of vocational training in higher education institution.
Contents: Communication theory as science and subject matter. Sources and main stages of
development of the theory of communication. Interpersonal communications. Situational and
psychological prerequisites of interpersonal communication. Speech and nonverbal behavior in
interpersonal interaction. Essence and content of communicative culture of the teacher of the higher
school. The interpersonal relations between various participants of pedagogical process. Culture of
interpersonal communication. Culture and communication of the teacher with participants of
pedagogical process. Culture of pedagogical communication in group.
Competences:
to know: main aspects of speech etiquette, purpose and problem of business communication, process
of the organization and management of communication, technology of development of
communicative culture of the being trained.
to be able: to formulate and raise questions, to conduct various forms of communication
(conversation, dialogue, a round table, business meeting, etc.), to prove, reason, convince, criticize,
to reach a compromise, to give estimates and offers.
to seize skills: effective speech activity, management of rhetorical figures and receptions, maintaining
various forms of communication to operate the movements and a mimicry during communicative
communication.
Corporate governance
Number of credits: 2
Prerequisites: Microeconomics, Macroeconomic, enterprise Economy
Post-requisites: no.
11
Aim: To show features of relationship between shareholders and top management in corporation
depending on corporate model of management.
Contents: Concept of corporation. Concept of corporate management. Essence of corporate
governance. Structure of corporate management. Major factors of effective corporate governance.
Norms of corporate governance. Concept of development of the corporate legislation. Corporate
governance – reporting system before shareholders of persons to whom the current management of
the company is entrusted. Corporate governance as a package of measures and rules which help
shareholders to control the management of the company and to influence management for the purpose
of maximizing profit and enterprise cost. Corporate governance as system of relationship between
managers of the company and their owners concerning ensuring efficiency of activity of the company
and protection of interests of owners, and also other interested parties. Control and monitoring of
activity of management. External legal and regulating mechanisms. Shareholders. Investors. Process
of division of the property right and management of this property.
Competences:
to know: about the main ways and forms of payment of operations of the market of corporate control;
about mechanisms of protection of the company from hostile merge (absorption).
to be able: to conduct large meetings; to make administrative decisions concerning purchase and sale
of shares;
to seize skills: estimates of prospects of merge to this or that company; company estimations of cost
- the purposes of merge or other transactions of the market of corporate control.
Corporate management
Number of credits: 2
Prerequisites: Microeconomics, Macroeconomic, enterprise Economy
Post-requisites: no.
Aim: To show features of corporate management.
Contents: Concept of corporation. Concept of corporate management. Structure of corporate
management. Main stages of development of management. Management development in the ancient
world. Contribution of the Egyptian civilization to management development. Administrative ideas
of Ancient Greece and Ancient Rome. Administrative ideas of the Middle Ages. East philosophy of
management. Modern times. History of development of administrative thought. Classical
management. Humanistic management. Quantitative methods in management. Development of
strategic management. The newest concepts of management. Strategy as function of strategic vision.
Structural aspects of corporation. Management of business processes. Organizational structure of the
company. Organizational design of the company. Joint governing bodies of the company. Decisionmaking processes. Organizational culture. Corporate culture. Company office. Corporate information
systems: basic concepts. Mission and company philosophy. Main objectives and corporation tasks.
Strategic analysis of capacity of the company. Main objectives of corporate management. Functions
of corporate management. Management functions.
Competences:
to know: about methods of estimation of cost of corporation; about effective structure of the capital
and methods of an assessment of its formation.
to be able: to make agreed decisions in the field of investment, financial and production policy of
corporation, by a right choice of strategy of development; to analyze organizational structure of
corporation.
to seize skills: estimates of efficiency of corporate management of the managing subject; carrying out
the strategic analysis of capacity of the company.
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