1
Graduate School of Management
Saint Petersburg State University
Year
Semester
ECTS
Unit Code
Language
Bachelor programs
English-taught courses, Fall 2015
1
1
2
045701
ENG
Business Communications
Mr. Dmitriy Kucherov
1
1
4
045700
ENG
Business History
Ms. Anastasiia Petrova-Savchenko
1
1
5
045697
ENG
Financial Accounting
Ms. Yuliya Leevik
1
1
3
041318
ENG
Information Technologies in Management
Mr. Dmitriy Kudriavtsev
1
1
2
045698
ENG
Introduction to Law
Mr. Jaroslav Karnakov
1
1
5
045699
ENG
Macroeconomics
Mr. Evgeny Gilenko
1
1
5
045696
ENG
Mathematics for Managers
Mr. Nikolai Vavilov
3
5
5
000206
ENG
Cross-Cultural Management
Mr. Jerome Dumetz
3
5
5
017271
ENG
Data Governance
Mr. Sergey Jablonsky
3
5
5
039199
ENG
Enterprise Architecture
Mr. Dmitriy Kudriavtsev
3
5
5
017255
ENG
International Human Resource Management
Ms. Marina Latukha
3
5
5
040514
ENG
Labor and Personnel Economics
Mr. Dmitriy Kucherov
3
5
5
000199
ENG
Marketing Research
Ms. Olga Alkanova
3
5
5
017299
ENG
Public Management
Ms. Anastasiia Golubeva
3
5
5
000043
ENG
Supply Chain Management
Ms. Anna Logacheva
4
7
5
000046
ENG
Audit and Internal Control
Ms. Yuliya Leevik
4
7
5
040123
ENG
Energy Markets
Ms. Olga Garanina
4
7
5
040241
ENG
Finance in Supply Chain Management
Mr. Axel Schulte
4
7
5
000036
ENG
International Business Strategies
Mr. Andrey Panibratov
4
7
5
000214
ENG
International Marketing
Mr. Vitalii Tcherenkov
4
7
5
017312
ENG
IT in Logistics and Supply Chain Management
Mr. Sergey Jablonsky
4
7
5
040787
ENG
Knowledge Management
Ms. Tatiana Andreeva
4
7
5
000039
ENG
Managerial Communications
Mr. Andrey Zamulin
4
7
5
000045
ENG
Quantitative Methods of Research in Marketing
Ms. Olga Alkanova
4
7
5
000028
ENG
Technology Innovation Management
Mr. Evgeny Blagov
Unti Title
Instructor
2
Business History
Instructor:
Workload:
Prerequisites:
Aim of the Course:
Anastasia Petrova-Savchenko, Ms.
4 ECTS, 45 contact hours
None
The course is designed to give an understanding of major trends of
business genesis and development as well as its national peculiarities
on the basis of contemporary institutional theory.
The main objectives of the course are:
 Provide knowledge of the concept of industrial revolutions as
system-defined institutional shifts which form structures of
industrial and postindustrial societies;
 Provide knowledge of organizational factors of firm
development, primarily role of management that transforms
firm development analysis into managerial decisions;
 Provide knowledge of Alfred D. Chandler, Jr. concept devoted to
genesis and development of modern industrial enterprise which
is closely connected to technologies, strategies and
organizational structures development;
 Provide knowledge of national industrialization models;
 Provide skills of strategies and organizational structures
analysis as well as understanding of their interconnections;
 Provide skills of firm institutional environment analysis,
including the role of national peculiarities of business
development.
Course Content:
Topic 1. Business in Market Economy
Topic 2. Commercial Revolution in Western Europe. Firm Genesis
Topic 3. The First Industrial Revolution
Topic 4. The Second Industrial Revolution
Topic 5. Revolution in Distribution
Topic 6. Revolution in Production
Topic 7.Coming of Modern Industrial Enterprise
Topic 8. Modern Industrial Enterprise: Ownership and Control
Topic 9. Modern Industrial Enterprise: Operations Management
Topic 10. Modern Industrial Enterprise and State
Topic 11. Modern Industrial Enterprise Growth: Offensive Strategies
Topic 12. Peculiarities of Business Development during 2nd half of XX
– beginning of XXI centuries. The Third Industrial Revolution
Topic 13. National Models of Industrialization: Great Britain
Topic 14. National Models of Industrialization: Germany
Topic 15. National Models of Industrialization: Japan
Topic 16. National Models of Industrialization: Russia
Lectures, case study, group work, home and class assignments.
Teaching Methods:
3
Course reading:
Alfred D. Chandler, Jr. Inventing the Electronic Century: The Epic Story
of the Consumer Electronics and Computer Industries / Harvard
University Press, 2005.
Back to the list of courses
4
Business communications
Instructor:
Workload:
Prerequisites:
Aim of the Course:
Dmitry Kucherov, Ms.
2 ECTS, 60 contact hours
None
The aim of the course is to develop the competence in business
communication by forming efficient presentation skills and team work
skills.
The objective of the studies are:
- to improve ability to give clear, well-structured oral presentations;
- to learn to analyze the stages, principles and scenario of business
presentation delivery;
- to develop skills of assertive public speaking
- to give common understanding basic principles of modern team
building management;
- to develop personal communicative competence towards team work
and team development.
At the conclusion of the course the student should be able to:
- to know the essence and basic principles of business presentations
efficiency;
- to present results of different group- and individual learning
projects in well-structured form;
- to present them self’s as an effective team players, choosing an
adequate team role;
- to analyze the team design and the team development process and
to use specific tools of it’s improving.
Course Content:
Techniques and art of presentation. Social psychology and its
applications. Communication theory: core terms. Social psychology of
communication. Presentation in business communication. Types of
business presentations. Efficient business presentation. Preparation of
business presentation. Tools of presentations delivery. The speaker.
Personal resources, roles and obstacles in his (her) dialog with the
audience. The evaluation of presentation quality and efficiency.
Communications in teams. Social psychology of groups.
Fundamentals of group dynamic. Group and team. Theoretical basis of
teamwork. Teams in management. Types of teams. Team building and
team development. Team design and role distribution.
Teaching Methods: The course includes individual and group presentations, group
discussions, role games.
Course reading:
 Fitzherbert N. Presentation Magic!: Achieving Outstanding
Business Presentations Using the Rules of Magic, Marshall
Cavendish, 2011.
 Belbin R.M. Management Teams: Why They Succeed or Fail, Third
Edition Taylor and Francis, 2010.
Back to the list of courses
5
6
Information Technologies in Management
Instructor:
Workload:
Prerequisites:
Aim of the
Course:
Course
Content:
Dmitry Kudriavtsev, (Mr.), Irina Lescheva (Ms.)
3 ECTS, 45 contact hours
None
The goal of “Information Technologies in Management” discipline is the formation
of students' understanding of the role of IT in business and the increase of students'
information and ICT literacy.
Learning outcomes
• have knowledge of IT trends;
• understand IT influence on organization of work, business processes and
business models;
• apply knowledge about the basics of document management;
• have skills in searching and organizing information;
• have knowledge of the organizing principles of work in MS Office;
• have general understanding of management information systems capabilities;
• have skills in making complex documents and professional presentations in
accordance with the requirements of state standards.














IT in business and IT business:
Document management:
Internet:
Search for information:
Organization of information:
E-commerce and internet-marketing:
Basics of management information systems
Mobile technology
System and application software
Working with the file system of MS Windows for user
Data formats and business correspondence
Formatting documents in MS Word
Preparation of compound documents in MS Word
Preparation of documents for publication in accordance with state standards
using MS Word
 Entering data by means of MS Excel
 Calculations by means of MS Excel
 Charts and graphs in MS Excel
 Preparing business presentations in MS Power Point
 Preparation of illustrative material in accordance with international
requirements
 Publication of information on the Internet
 Publication of information in PDF format
Teaching
The class will feature lectures, discussions, presentations and, students will have
Methods:
several hand-on practices using MS Office and Adobe software.
Course
Turban, E., Volonino L., Wood G., Sipior J. (2013). Information Technology for
reading:
Management: Advancing Sustainable, Profitable Business Growth, 9th Edition. John
Wiley & Sons.
Back to the list of courses
7
Introduction to Law
Instructor
:
Workload
:
Prerequis
ites:
Aim of the
Course:
Yaroslav Karnakov (Mr.)
2 ECTS, 45 contact hours
None
The course is intended to acquaint students with the main concepts used in the Russian
civil and commercial legislation and pave the way for the legal courses on offer to the
students. The course can also serve as a pre-requisite for some other courses: Corporate
Law, Financial Accounting, Auditing, Entrepreneurship, etc.
Upon completion of the course the students are expected to:
 Know the legal forms of entrepreneurship in Russia
 Know the procedure and requirements for setting up a legal entity in Russia
 Know the basics of Russian contract law
 Know the specifics of entrepreneurial contracts
Course
Topic 1. The system of the civil and commercial legislation of Russia. The legal
Content:
principles of entrepreneurship.
Topic 2. The legal forms of entrepreneurship in Russia: overview: sole proprietorship,
partnership, limited liability company, joint-stock company
Topic 3. Setting up a business structure: who, how and when: the overview of the
registration procedure and requirements for setting up a legal entity in Russia
Topic 4. The disclosure and reporting requirements for entrepreneurs in Russia
Topic 5. The basics of contract law: the Russian civil law parlance: transaction,
agreement, and contact. Formation of contract. Offer and acceptance. Oral vs. Written
Agreement. Preliminary agreement and preliminary negotiations. Interpretation of
contract. Public agreement. Adhesion agreement. Representations and warranties.
Indemnities. Covenants. Terms of contract (essential, natural and accidental). Breach
of contract. Damages. Remedies. Specifics of entrepreneurial liability
Topic 6. Entrepreneurial contracts: specifics of entrepreneurial contracts,
entrepreneurial contracts vs. civil law contracts, particular types of entrepreneurial
contracts: retail purchase, supply, etc.
Teaching Lectures, case study, group work, home and class assignments.
Methods:
Course
1. The Civil Code of the Russian Federation, Part One, as amended (preferably in
reading:
Russian, as the text is revised and updated nearly every other week)
2. Principles, Definitions and Model Rules of European Private Law (available at
http://ec.europa.eu/justice/policies/civil/docs/dcfr_outline_edition_en.pdf
3. Principles
of
European
Contract
Law
2002
(available
at
http://www.transnational.deusto.es/emttl/documentos/Principles%20of%20Eur
opean%20Contract%20Law.pdf)
Back to the list of courses
8
Financial Accounting
Instructor:
Yuliya Leevik (Ms.)
Workload:
5 ECTS, 45 contact hours
Prerequisites:
None
Aim of the Course:
The aim of the course is to provide students with the basic theoretical
knowledge and practical skills in financial accounting.
On completion of this course students should be able to:
 have an idea about the place and the role of financial accounting in
the system of management of the economic entity;
 understand the conceptual framework of financial accounting and
reporting in the modern market economy;
 understand the essence of accounting terms and to use them
properly;
 have basic practical skills in financial accounting and reporting;
 understand the purpose, structure and content of the basic financial
statements of the organization.
Course Content:
Introduction
Topic 1. Financial accounting and accounting standards
Topic 2. The format of financial statements
Topic 3. Conceptual framework for financial accounting and reporting
Topic 4. The accounting information system
Topic 5. Fixed Assets
Topic 6. Current Assets
Topic 7. Current liabilities
Topic 8. Revenue and Expense
Topic 9. Equity
Case/business game/group project
Teaching Methods: Lectures, Exercises, Cases and problems, In-class tests in Blackboard,
Group project presentation
Course reading:
 Donald E. Kieso, Jerry J. Weygandt, Terry D. Warfield. Intermediate
Accounting: IFRS Edition. Wiley, December 2010, ©2011.
Back to the list of courses
9
Macroeconomics
Instructor:
Evgeny Gilenko (Mr.)
Workload:
5 ECTS, 45 contact hours
Prerequisites: None
Aim of the
The goal of the course is to familiarize students with the basics of modern
Course:
macroeconomics, to help students develop the skills of analysis of
macroeconomic policy and processes. In the course, students empirically
study main macroeconomic indicators of Russia based on official statistics.
Main objectives:
 give students the idea of modern notions, methods and theoretical
foundations of macroeconomics;
 familiarize students with the ways of application of macroeconomic
models to the actual data;
 help students develop the skills of solving specific macroeconomic
problems.
After studying the course the students will:
 understand the role of macroeconomics in modern economic analysis;
 critically analyze modern macroeconomics processes;
 be ready to continue studying the discipline at a more advanced level;
 be able to search for macroeconomic data to carry out empirical research;
 be able to provide interpretations for the results obtained and give
specific conclusions.
Course
Part 1. Initial notions and models of macroeconomics
Content:
Macroeconomics: subject, methods, and tools. Measuring national income.
Macroeconomic equilibrium. AD-AS model
Part 2. Macroeconomic agents and indicators. Macroeconomic equilibrium
Households: earnings and expenditures. Savings and investment in
economics. Government incomes and expenditures. Monetary policy.
Macroeconomic equilibrium: IS-LM model.
Part 3. Foreign economic relations
Nominal and real exchange rate. Purchasing power parity of currencies.
Foreign economic activity of a country.
Part 4. Economic development in the short and long terms
Production modeling. Employment and unemployment.
The Phillips curve. Short term economic fluctuations.
Economic growth and the long term economic development.
Teaching
The course includes case studies, in-class discussions, tests, home works.
Methods:
Course
Mankiw N.G., Taylor M. Macroeconomics. 2nd ed. Cengage Learning, 2011.
reading:
(ISBN13: 9781408043929)
Back to the list of courses
10
Mathematics for Managers
Instructor:
Nikolay Vavilov, Mr.
Workload:
5 ECTS, 75 contact hours
Prerequisites:
None
Aim of the Course:
Course Content:
Teaching Methods:
Course reading:
Back to the list of courses
11
Data Governance
Instructor:
Workload:
Prerequisites:
Aim of the
Course:
Course
Content:
Teaching
Methods:
Course
reading:
Sergei A. Yablonsky Associate Professor, Candidate of Science
5 ECTS, 45 contact hours
The course provides an introduction to Data Governance. The course offers the
basics of Data Governance and includes understanding of the concepts, functions,
terminology and technologies related to Data Governance.
The course focuses on how Data Governance is carried out, including innovative
technologies, strategy, frameworks, infrastructure, services, and planning.
Practically course pay attention on Data Development, in particular - database
management. The emphasis is on the fundamental concepts of developing
database systems (Access 2010, Oracle 12g, DB2).
The course will explore challenges and opportunities that arise in Data.
Specifically, the focus will be placed on understanding how companies can deploy
existing databases, warehouses, BI and CMS that it would lead to the creation of
strong competitive advantages and innovative way of operating information
assets.
Topic 1. Data Governance Frameworks and Standards
Data Governance: Planning, supervision and control over data management and
use.
The IBM Data Governance and DAMA frameworks. IBM Data Governance Unified
Process. Data and Information Lifecycle Management.
Topic 2. Database Management. SQL Fundamentals.
(Including practice in computer classes: MS Access 2010, Oracle, IBM DB2)
Topic 3. Big Data, Data warehousing concepts & Analytics. Business Intelligence.
(Including practice in computer classes)
Topic 4. Meta-, Reference and Master Data Management. Data, Text and Web
Mining
Topic 5. Data Security Management.
Topic 6. Data Quality. Data Security and Privacy.
Topic 7. Data Quality Management.
Topic 8. Information Governance Maturity Model. Metrics. KPI and Balanced
Scorecards. Standards.
Topic 9. Cases and Best Practices
Lectures, group work, exercises, presentations, case studies, home and class
assignments.
1. (ed), Mark Mosley. The DAMA Guide to The Data Management Body of
Knowledge (DAMA-DMBOK Guide), First Edition. Technics Publications. 2010.
Books24x7.
<http://common.books24x7.com.ezproxy.gsom.spbu.ru:2048/toc.aspx?bookid=40
389>
2. Sunil Soares The IBM Data Governance Unified Process. <http://www01.ibm.com/software/data/information-governance/overview.html>
3. Turban, Efraim, Linda Volonino, Gregory R. Wood, and Janice C. Sipior.
Information Technology for Management: Advancing Sustainable, Profitable
Business Growth, 9th Edition. John Wiley & Sons. 2013. Books24x7.
<http://common.books24x7.com.ezproxy.gsom.spbu.ru:2048/toc.aspx?bookid=51
172>
12
Back to the list of courses
13
Cross-Cultural Management
Instructor:
Jerome Dumetz, professor
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
Management
Aim of the Course:
Globalisation is not simply a fashionable word. Trade, Art, Management
theories are, with people, also crossing borders today. Increasingly,
business students are and will be facing often-disturbing situations,
originating from a foreign culture.
Although some individuals are naturally gifted in “swimming in foreign
waters”, the majority does not think of it before facing a crisis. The purpose
of these lectures is to introduce the notion of cultural differences (and
similarities) to the participants.
Overall, it is hoped that participants by the end of the course will
understand that there is not « one » way of managing and organising, as
well as better apprehend the other’s culture, their own culture and culture
differences in general.
Course Content:
Part 1: Cross-cultural communication
Part 2: Cross-cultural management
Part 3: (optional): Practical tips
Teaching Methods:
Lectures, group workshops, case studies (analyzing and transplanting),
small group work, in-class discussions.
Course reading:
Cross-cultural Management Textbook by J. Dumetz et Al. (CreateSpace
Publ.) ISBN 978-1479159680
Back to the list of courses
14
Energy Markets
Instructor:
Olga Garanina PhD in Economics
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
Microeconomics, Macroeconomics, Statistics
Aim of the Course:
The course aims to familiarize the students with major trends in the
international oil and gas markets and with key business related issues in
the global oil and gas industry. The course provides analysis of energy
companies’ strategies with particular emphasis on oil and natural gas
segments. The last part of the course discusses energy innovation
policies and challenges posed by promotion of clean energy sources.
Course Content:
Introduction:
Topic 1. Economics of exhaustible resources: basic concepts
Topic 2. Oil and gas markets and players
Topic 3. Natural gas markets
Topic 4. Oil markets
Topic 5. Aspects of public regulation of energy industries
Teaching Methods: Lecture slides, Materials for reading (academic papers, cases, Slides and
presentations. Handouts,
Course reading:
Boussena S., Locatelli C. (2013) Energy institutional and organizational
changes in EU and Russia : Revisiting gas relations. Energy Policy, vol.
55, pp. 180-189.
BP Statistical Review of World Energy 2013.
Energy Strategy Of Russia For The Period Up To 2030 (Approved
13.11.2009)
Back to the list of courses
15
International Business Strategies
Instructor:
Andrew Yu. Panibratov Professor, Doctor of Sciences
Workload:
5,0 ECTS, 45 hours of classes
Prerequisites:
International economics, International marketing, and International
trade
Aim of the Course:
The aim of the course is to provide students with understanding of the
following issues: how the MNC is interpreted theoretically as an
economic organization; how MNCs organize their resources and
capabilities to achieve competitive success in international context;
what managerial approaches MNCs use when entering and organizing
activities in transition economies (the Russian Federation as a core
example).
Course Content:
Topic 1. The theory of internationalization and foreign market entry
Topic 2. The multinational enterprise and its strategy
Topic 3. MNE’s foreign operation methods
Topic 4. FDI as a vehicle of the internationalization
Topic 5. Building strategic capabilities for emerging markets
Topic 6. Organization of the MNE activities in Russia
Topic 7. Emerging MNEs from emerging markets
Topic 8. Evolution of Russian multinationals
Teaching Methods: Lectures, individual assignments, case studies, group projects
Course reading:
1. Panibratov, A. Russian Multinationals: From Regional Supremacy to
Global Lead, London, New York: Routledge, 2012.
2. Welch L., Benito G., Petersen, B. Foreign Operation Methods: Theory,
Analysis, Strategy, Edward Elgar, MPG books Ltd, Cornwall, 2007.
Back to the list of courses
16
International Human Resource Management
Instructor:
Workload:
Prerequisites:
Aim of the
Course:
Marina O. Latuha Associate Professor, Candidate of Science
5,0 ECTS, 45 hours of classes
Human Resource Management, International Management
The course is intended as overview of international human resource
management concepts with focus on the creation and development of firm’s
competitive advantage through people. As one of the key challenges for global
managers is to identify, develop and retain people to achieve firm’s strategic
goals and create competitive advantage, the course aims to focus on key areas
that bring about company’s success via understanding of international human
resource management practices.
This course attempts to integrate the two most important themes in
contemporary human resource management, the linking of the HRM function to
promote and support a firm’s competitive advantage in international business
environment; to provide the information about HRM practice in multinational
companies.
Course
Content:
Topic 1. Introduction to HRM. Models of HRM: historical overview and main
issues. Organizational strategy and HR strategy. The main factors in
organizational success in global market. International business environment
and its influence to HRM practice.
Topic 2. The main parts of international HRM: functional blocks and
instruments. Job analysis and planning. Recruitment. Selection. Training and
development. Performance Appraisal. Motivation and compensation. Main
definitions and international context.
Topic 3. Approaches to international staffing. Recruitment and selection
procedures in multinational corporations. Expatriates in selection process:
requirements and methods for international assignments. Global competencies
for managers and leaders.
Topic 4. Differences in management education and training systems in different
countries and multinational companies. Current trends in employee training
and development. New forms of corporate education. Corporate universities as
a main force of organizational development.
Topic 5. Career. Factors affecting career. Different types of career development.
Global career system.
Topic 6. Global performance management and appraisal. Characteristics of
performance management and appraisal in global environment. Practices of
global performance systems.
Topic 7. Global compensation. Trends in compensation systems in worldwide
companies. Objectives of international compensation. Main elements of global
compensation packages. Repatriation issues.
Topic 8. Trends and future issues in human resource management in global
environment.
17
Teaching
Methods:
Course
reading:
Group work, class discussions, simulations, student presentations, case
discussions, guest lectures
D. Briscoe, R. Schuler. International Human Resource Management. 2006,
Routledge, ISBN: 978 0 415 33834 9
Back to the list of courses
18
International Marketing
Instructor:
Vitaliy I. Cherenkov Professor, Doctor of Sciences
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
International Economics, Marketing
Aim of the Course:
The course aim is to give students understanding how to analyze and
develop successful marketing strategies and policies in international
business.
Course Content:
Topic 1. International Marketing: Strategic Choice or Strategic
Imperative
Topic 2. Global Marketing Environment: Structure, Dimensions, and
Measurements
Topic 3. Foundations of International Marketing Management : Strategic
& Operative Levels
Topic 4. Foundations of International Marketing Management: Tactic
Levels
Teaching Methods:
Lectures, individual in-class/out-class assignments, case studies, team
working, in-class discussions, after class quizzes.
Course reading:
Hollensen, S. Global Marketing: A Decision-Oriented Approach. FTPrentice Hall, Harlow, etc., 2007
Back to the list of courses
19
IT in Logistics and Supply Chain Management
Instructor:
Sergei A. Yablonsky Associate Professor, Candidate of Science
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
Logistics Management, Supply Chain Management
Aim of the
Course:
The design of a high-performance logistics network (supply chain) depends
decisively on the information available to the different parties. The information
technologies, together with the incentives for the sharing of information within
and across firm boundaries, are of key importance for the analysis and
optimization of supply chains.
This course focuses on information technologies (IT) that are available for each
step in the supply chain process. The 21st century has seen a continued
expansion of ERP systems to include additional functionality, such as customer
relationship management (CRM) and supply chain management (SCM) systems
as part of the enterprise information system (EIS). Because of advances in
manufacturing and distribution systems, the cost of developing new products
and services is dropping and time to market is decreasing. This has resulted in
increasing demand, local and global competition, and strain on supply chains.
SCM software links suppliers to databases that show forecasts, current
inventory, shipping, or logistics time frames within the customer organization.
By giving this access to suppliers, they can better meet their customers’
demands. There also are other uses of information technology available to
support supply chains, such as online marketplaces.
The course is aimed at both exploring and introducing the variety of
information systems in the context of logistics management. Several solutions
are discussed in the fields of transportation logistics, inventory management,
warehouse logistics, production etc. In each case the focus is on the
functionality of the system for supporting related logistics functions. However,
besides exploring the functionality, technical solutions are also discussed in
order to underline the correlation between information technologies and
information system. For example, when discussing every logistics information
system, the following questions are debriefed: hardware (not only the common
use like computer, fax, or whatever, but also GPS tracker, or RFID scanner),
software, data transmission solutions (local network, Wi-Fi, mobile network,
EDI etc.), and information technology (GPS, GIS, Biometrics, etc.).
The primary purpose of this course is to provide the student with knowledge of
the fundamental role of IT in logistics and supply chain management. This
course provides an overview of the current possibilities and economic drivers
for the successful application of information technology in logistics networks.
Course
Content:
Topic 1. Introduction to Digital Technologies and IT-Enabled Business.
Topic 2. Business Models and Supply Chain Processes.
Topic 3. Data Management.
Topic 4. Enterprise Resource Planning (ERP).
20
Topic 5. E-Business and E-Commerce. E-Supply Chains, and E-Logistics.
Topic 6. Customer and Service Management
Topic 7. Supplier Relationship Management
Topic 8. m-Business and m-Commerce. m-Logistics and m-SCM.
Topic 9. Logistics Resource Management
Topic 10. Information Technology Economics
Topic 11. Developing SCM Technology Strategies. Final Issues and Conclusions
Teaching
Methods:
Lectures, seminars, projects, group work, exercises, presentations, case study,
home and class assignments.
Course reading: 1. David L. Olson (2012) Supply Chain Information Technology, Business
Expert Press, 137 p.
2. David Frederick Ross (2011) Introduction to Supply Chain Management
Technologies, Second Edition, Auerbach Publications, 424 p.
Back to the list of courses
21
Knowledge Management
Instructor:
Tatiana E. Andreeva Associate Professor, Candidate of Science
Workload:
5,0 ECTS, 45 hours of classes
Prerequisites:
Organizational Behavior, General Management, Strategic Management
Aim of the
Course:
In modern times, both managers and management theorists are increasingly
challenged by the changing circumstances and contexts where the
competitive advantage of firms greatly depends on their ability to create and
use knowledge. The aim of the course is to provide students with the
understanding of knowledge as an organizational phenomena and source of
competitive advantages for contemporary organisations and to introduce
them to the key issues of managing knowledge in organisation. The course
covers current conceptual frameworks in the field of knowledge
management and the key challenges organizations face in their knowledge
management efforts. Discussing these issues, the course aims to answer the
key question: how the company should be organised and managed to be
competitive in knowledge-intensive era.
Course Content: Topic 1. Introduction. Basic definitions and concepts.
Topic 2. History of KM. Controversies of KM and links to other disciplines.
Topic 3. Individual level issues in KM.
Topic 4. Group level issues in KM.
Topic 5. Organizational level issues in KM. Key knowledge-based processes
in organization.
Topic 6. KM and strategy
Topic 7. Organizational infrastructure for KM
Topic 8. HRM for KM
Topic 9. Measuring results of KM
Topic 10. KM in global context.
Topic 11. KM challenges in practice
Teaching
Lectures, group work, case study, home and in-class assignments
Methods:
Course reading: A selection of articles specially compiled for the course
Back to the list of courses
22
Managerial Communications
Instructor:
Workload:
Prerequisites:
Aim of the Course:
Course Content:
Teaching Methods:
Course reading:
Andrew L. Zamulin Associate Professor, Candidate of Science
5 ECTS, 45 hours of classes
Management, Human Resource Management, International Business
• Giving an overview of current theoretical and practical approaches to
interpersonal communication.
• Making the student aware of the system of factors that facilitate
successful communication in the workplace, within a group and in a faceto- face interaction.
• Making the student aware of the structure of a business conversation and
of the skills required to make it a success.
• Giving an overview of the psychological classification of the types of
managerial communication style.
• Providing an outline of adequate ways of decision making within a
group.
• Making the students aware of the current theories relating to conflict
management and of effective behavioral models of handling conflict
situations.
• Making the students aware of adequate ways of conducting negotiations.
• Making the students aware of their own communication style and of the
ways their interpersonal skills can be improved.
Topic 1. Introduction. Role of communication in a modern organization.
Topic 2. Bases of communication in organization.
Topic 3. The style of management communication.
Topic 4. Conducting an effective business conversation.
Topic 5. The basics of psychological influence.
Topic 6. Complex communication skills required in an organization.
Topic 7. Selecting and using communication technology.
Topic 8. Managing diversity in the workplaces.
Topic 9. Conflict and negotiation.
Topic 10. Group project presentation.
Lectures, individual class assignments, group work, class discussions,
simulations, student presentations, case discussions
Berko R. M., Wolvin A. D., Wolvin D. R. Communicating: A Social, Career,
and Cultural Focus and My CommunicationLab with Pearson eText -Valuepack Access Card Package (11th Edition). - Allyn & Bacon, 2009.
P.G. Clampitt. Communicating for managerial effectiveness. Sage
Publications, 2005.
this information is for internal usa and is not be displayed for students
Back to the list of courses
23
Marketing Research
Instructor:
Workload:
Prerequisites:
Aim of the
Course:
Olga N. Alkanova Assistant Professor, Candidate of Science
5 ECTS, 45 hours of classes
Marketing, Consumer Behavior
The course is aimed to:
• Introduce the students into a systemic understanding of theoretical
foundations of searching marketing information
• Make the students grasp the difference between various research
approaches.
• Explain the essence of basic research methods suitable for solving different
managerial problems.
• Teach the students to use the marketing research results for solving
different managerial problems.
Thus, the results of doing the course for the student are:
• Understanding of the scientific approach to holding marketing research of
various types.
• Knowledge of main approaches to the research organization and execution,
understanding of the differences between the approaches and the criteria of
choosing the research approaches.
• Understanding of the stages of the research process and the marketing
research organization principles.
• Understanding of the principles of choosing the research methods for
solving various business management problems.
Course
Content:
Introduction.
Topic 1. Place of marketing research in the business management system.
Topic 2. Stages of marketing research.
Topic 3. Developing the research toolkit: scaling.
Topic 4. Developing the research toolkit: questionnaires, guidelines, sampling
maps.
Topic 5. Sample construction.
Topic 6. Research approaches: exploratory, descriptive and causal research.
Topic 7. Research approaches in solving managerial problems.
Topic 8. Analyzing and presenting the results of marketing research.
Conclusion. Group projects presentation. Review of principal mistakes in
marketing research.
Lectures, exercises, in-class tests, case studies, group project.
Teaching
Methods:
Course
reading:
Malhotra Naresh K., Birks David F., Wills Peter A. Marketing Research: An
Applied Approach (4th ed). [Text] / Naresh K. Malhotra, David F. Birks, Peter A.
Wills – Upper Saddle River, NJ, USA: FT Press, 2012. – 1037 p.
Back to the list of courses
24
Quantitative Methods of Research in Marketing
Instructor:
Olga N. Alkanova Assistant Professor, Candidate of Science
Workload:
5 ECTS, 45 hours of classes
Prerequisites: Statistics – 1, Statistics – 2, Marketing, Consumer Behavior, Marketing
Research
Aim of the
The course is addressing a set of research methods – from basic to advanced,
Course:
representing the most required tools & approaches. Theoretical lectures are
accompanied by computer lab sessions. The course aim is to introduce
students to both theoretical foundations of quantitative methods application
in marketing and business research, and practical skills development by using
SPSS software during the computer sessions. The main quantitative methods
will be studied during the course, include methods of descriptive analysis, one
sample and two sample tests, ANOVA, linear regression and factor analysis.
Optional topics include cluster and conjoint analysis techniques.
Course
Topic 1. Quantitative Methods of Marketing Research: an Introduction
Content:
(Revision of marketing research issues)
Recognizing the need for research. Determining research objectives.
Gathering primary data. Methodological issues (sampling, questionnaire
design, types of scales). Levels of measurement. Key variables and types of
analysis.
Topic 2. Introduction into SPSS.
Editing & Manipulating the data. Missing data. Invalid values. Frequencies.
Discussion of the group projects concept
In-class test 1 (on topic 1)
Topic 3. Describing & Exploring your data.
Descriptive statistics
Computer lab 1 (on data editing and description)
Topic 4. Statistical Inference: Formulating and Testing Hypothesis.
Univariate methods of analysis. Statistical tests. Covariance and Correlation.
Cross-Tabulations.
In-class test 2 (on topics 2-3 )
Computer lab 2 (on statistical tests, cross-tabulations)
Topic 5. Analysis of variance.
Basic logic of ANOVA. Types of ANOVA. One-way ANOVA. Factorial ANOVA.
Computer lab 3 (on One-way ANOVA)
Computer lab 4 (on Factorial ANOVA)
Topic 6. Linear regression analysis.
History of the method. Regression equation. Linear regression assumptions
In-class test 3 (on topics 4-5)
Computer lab 5 (2 tasks on Linear Regression)
Topic 7. Introduction to advanced techniques: Factor analysis
Multi-item measurement. Summate scales. Exploratory factor analysis.
Confirmatory factor analysis.
Cluster analysis (optional).
Computer lab 6 (2 tasks on summate scales and factor analysis).
Topic 8. Introduction to advanced techniques: Cluster and conjoint analysis
25
Teaching
Methods:
Course
reading:
Cluster analysis. Basic approaches in conjoint analysis.
Computer lab 7 (1 task on cluster analysis).
Conclusion
In-class test 4 (on topics 6-8)
Final presentations of the group projects.
Lectures, group project, group presentation, discussion of assignments.
• Janssens W., Wijnen K., De Pelsmacker P., Van Kenhove P. (2008) Marketing
Research with SPSS. Prentice Hall.
• Kinnear P.R., Gray C.D. SPSS 15 Made Simple. Psychology Press.
Back to the list of courses
26
Enterprise Architecture
Instructor:
Assistant Professor Dmitry V. Kudryavtsev, PhD
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
Information Technologies in Management, Management, Business
Planning
Aim of the Course:
Enterprise Architecture (EA), once considered simply a means of linking
IT strategy and execution in an organization, has evolved to become a
mechanism for aligning the entire enterprise – the business strategy and
goals – with information systems and technology. EA also provides a
structured approach for strategy execution, which enables effective and
efficient enterprise transformations. EA includes the analysis and design
of an enterprise in its current and future states from a business and
technology perspective.
At the conclusion of this course, students should be able to:
 Understand EA preconditions, benefits and the foundational
concepts,
 Understand the fundamentals of EA management,
 Know EA methodologies and tools,
 Understand how EA serves to integrate business and technology
planning methods,
 Create EA models and use them for enterprise transformations.
Course Content:
Topic 1. Business and IT drivers for enterprise architecture.
Topic 2. EA and its value proposition.
Topic 3. Foundations of EA.
Topic 4. Business architecture.
Topic 5. IT architecture and technology supply.
Topic 6. EA methodologies.
Topic 7. EA management.
Topic 8. EA tools.
Teaching Methods:
Lectures, short tests, case study analysis, hands-on practical assignment
using specialized software for visual modeling and enterprise
architecture management; group course project
Course reading:
1.
Back to the list of courses
Lankhorst M. et al. Enterprise Architecture at Work: Modelling,
Communication and Analysis (The Enterprise Engineering Series).
Springer, Third Edition. – 2013.
27
Finance in supply chain management
Instructor:
Associate Professor Axel T. Schulte, PhD
Workload:
5 ECTS, 45 hours of classes
Prerequisites:
No prerequisites.
Aim of the Course:
The course introduces the students into innovative, applicationorientated concepts and solutions for an optimized commercial
management of the Supply Chain and the linkage of material and
financial flows. After learning the course the managers are intended to
be able to integrate the goods and finance streams into a supply chain
via including the financial service suppliers into the system. Targeted
approach is practiced: improve of capital management, decrease of
financing costs and risks, reduction of working capitals and delivery
risks
Course Content:
Topic 1. Establishing Win-win situation for all the participants of the
supply chain.
Topic 2. Outcomes for the producer: supporting the ability to provide
the supply, reducing the supply process risks.
Topic 3. Outcomes for the supplier: reducing the financing risks,
improving the capital sourcing, supporting the competition.
Topic 4. Outcomes for the financial services provider: transparency and
visibility of the supply chain, reduced (trading) risk, new business
model.
Teaching Methods: Lectures, group discussions, individual and group assignments and
presentations, case studies.
Course reading:
Hofmann, Erik, Belin, Oliver. Supply Chain Finance Solutions. / SpringerVerlag., – 2011, XIII, 85 p.
Back to the list of courses
28
Labor and Personnel Economics
Instructor:
Senior Lecturer Dmitry G. Kucherov, PhD
Workload:
5,0 ECTS, 45 hours of classes
Prerequisites:
Macroeconomics, Microeconomics, Statistics, Human Resource
Management, Organizational Behavior
Aim of the Course:
The course focuses on core theoretical perspectives, reflecting
external and internal labor markets. It explains the behavior of the
main agents in the labor market – employees (households), firms
and the state.
The course is divided into 2 main sections. In the first section the
basics of the economic labor market theory (labor supply, labor
demand) and labor market processes (discrimination, migration,
mobility, unemployment) are stated. In the second section the key
internal market challenges (human capital theory, productivity,
compensation schemes) are considered appreciating the new
institutional economic theory. Although the contemporary labor
market is imperfect it is necessary to make optimal economic
decisions taking into the account the differences in interests
between employers and employees.
Course Content:
Topic 1. Introduction to labor economics.
Topic 2. Labor supply. Labor demand.
Topic 3. Labor market discrimination.
Topic 4. Labor mobility and migration.
Topic 5. Unemployment.
Topic 6. Government and the labor market.
Topic 7. Introduction to personnel economics.
Topic 8. Human capital theory.
Topic 9. Labor organization.
Teaching Methods:
Lectures, case studies, individual and group presentations, the
group course project development
Course reading:
1. Benjamin D., Gunderson M., Riddell W.C. Labour Market
Economics. 7th edition. – Toronto: McGraw-Hill, 2012.
Back to the list of courses
29
Supply Chain Management
Instructor:
Associate Professor Konstantin V. Krotov, PhD; Assistant Professor
Anna V. Logacheva
Workload:
5 ECTS, 45 hours of classes.
Prerequisites:
Operations Management
Aim of the Course:
Supply Chain Management (SCM) is the management of the movement
and storage of raw materials, work-in-process inventory, and finished
goods from point of origin to point of consumption. It is one of the most
important elements for success of international companies that are
striving for leadership on global market in the context of tough
competition. Successful SCM strategy is an effective way to create
sustainable competitive advantages. It is more than just perfect
implementation of logistics activities (inventory management,
warehousing, transportation, etc.) along the partners in a business
network; it is a new way of understanding competitive strategy and
business model. Innovations in SCM were core elements of success
stories of such companies, as Dell, Zara, Wal-Mart, Toyota and many
others. This course is designed to give an understanding of core bases
of developing competitive advantages and corporate strategy by
logistics and supply chain management activities. The aim of this course
is to provide knowledge and skills in SCM that are relevant to
contemporary business and to understand how supply chain decisions
impact the performance and strategy of the firm as well as the entire
supply chain.
.
Course Content:
Topic 1. Key Concepts of Logistics, Operation and Supply Chain
Management.
Topic 2. Supply Chain Strategy and Integration.
Topic 3. Product Design and Customer Value.
Topic 4. Inventory Management.
Topic 5. Network Planning and Supply Chain Alliances.
Topic 6. Transportation Management.
Topic 7. Global Dimensions of Supply Chain Management.
Topic 8. Information Technologies in Supply Chains.
Topic 9. Supply Chain Key Performance Measurement.
Teaching Methods: Lectures, guest lectures, projects, group work, exercises, presentations,
case study, home and class assignments.
Course reading:
1.
2.
Simchi-Levi D., Kaminsky P., Simchi-Levi, E. 2003. Managing the
Supply Chain McGraw-Hill Professional.
Rodrigue J-P., Comtois C., Slack B. 2013, The Geography of
Transport Systems, Routledge,
http://people.hofstra.edu/geotrans/index.html
30
Back to the list of courses
31
Technology Innovation Management
Instructor:
Assistant Professor Evgeny Yu. Blagov, PhD
Workload:
5 ECTS, 45 hours of classes
Prerequisites: Management, Business Planning
Aim of the
Course:
The course is intended to introduce the students into basic theoretical and
practical aspects of technology innovation management (basically – but not
only – in the IT and related industries) on different organizational levels,
giving special attention to forecasting and planning technology innovation.
The course is organized around a framework of analyzing the technology
innovation management process in an organization on three hierarchical
levels — intraorganizational, organizational and interorganizational, thus
paying attention to intraorganizational technology innovation drivers,
organizational strategies and forms of technology innovation, and
interorganizational context of technology innovation. During the term, the
students are working in groups on a technology innovation planning project,
thus training to apply the knowledge and skills gained on the course to
concrete practical settings.
Course
Content:
Part 1. Basic Concepts of Technology Innovation
Topic 1. Innovation, Technology, Technology Innovation: Definitional
Questions.
Topic 2. Theories of Technology Innovation.
Part 2. Forecasting and Planning Technology Innovation
Topic 3. Forecasting Technology Innovation.
Topic 4. Planning Technology Innovation.
Part 3. Intraorganizational Technology Innovation Drivers
Topic 5. Corporate R&D Management.
Topic 6. Managing Innovative Climate in the Organization.
Topic 7. Technological Knowledge Resources Creation, Retention and
Sharing in the Organization.
Topic 8. Corporate Entrepreneurship and Venturing.
Part 4. Organizational Strategies of Technology Innovation
Topic 9.Scope of Technology Innovation Strategy: Science Policy,
Technology Policy, Innovation Policy.
Topic 10. Corporate, Business and Functional Level Strategies of
Technology Innovation.
Topic 11. Product and Process Technology Innovation.
Topic 12. Role of State Economic Policy in the Development of
Technology Innovation Environment.
Topic 13. Technology Innovation Networks.
Topic 14. Organizational Boundary Questions in Technology
Innovation.
32
Teaching
Methods:
Lectures, group project work, case studies, in-class tests, in-class discussions.
Course
reading:
1. Tidd J., Bessant J. Managing innovation: integrating technological, market
and organizational change / J. Tidd, J. Bessant - 4th ed. - Chichester : Wiley,
2011. - XV, 622 p.: il.p.
Back to the list of courses
33
Public Management
Instructor:
Workload:
Prerequisites:
Aim of the
Course:
Course
Content:
Anastasiia Golubeva, Ms.
5 ECTS, 45 contact hours
«Public administration system», «Public sector economics», «Management»
After the course the students will have a clear idea of:
 Public management as a field of science and the area of practice;
 brief history of the field;
 Public management as a field of science and the area of practice;
 Characteristics of public management if compared with private sector
management;
 Current issues of public management;
 Business process approach to management; public services
improvement based on business process reengineering;
 The reasons, benefits and limitations of the use of markets in public
service delivery;
 The role of marketing in a public sector context and its' limitations;
 The differences of quality and performance management in the public
and private sectors;
 What “strategy” and “strategic management” mean in a public sector
context
The knowledge of:
 Public services definitions and classifications;
 Different sourcing options, used by governments worldwide;
 New channels of public services delivery, their advantages and
limitations;
 Basic principles of selecting the business model of public service
delivery;
 The key issues associated with quality measurement in public sector;
 The major quality assessment instruments used in the public sector;
 Key concepts in performance measurement;
 Key principles and tools of strategy development for public sector
organizations.
Be able to:
 Make business process analysis of the particular public service and
suggest solutions for its optimization;
 Prepare a marketing strategy and marketing plan for a public service;
 Select and justify the business-model of public service delivery;
 Propose the criteria and methods for public service quality and
performance evaluation;
 Propose the strategy for particular public service or public sector
organization.
1. Introduction. Public management: the word, the movement and the
science.
2. Public and private management compared
3. Public organizations
4. Public services: features and classifications
5. Business processes and business process reengineering in public
services organization
6. New organizational forms of public services delivery
34
Teaching
Methods:
Course
reading:
7. New channels of public services delivery
8. Public services marketing
9. Managing public services quality and performance
Case studies, small group work, in-class discussions
Main book: The Oxford Handbook of Public Management / ed. by Ewan Ferlie,
Laurence E. Lynn, Christopher Pollitt. - Oxford : Oxford University Press, 2005.
Other
required
textbooks:
students
will
be
provided
with
country/industry/problem-oriented case studies and basic texts for studying
theoretical framework and practical public management issues for their further
discussions during the classes. All texts are provided in the course pack
“Reading” in Blackboard.
Back to the list of courses
35
Audit and internal control
Instructor:
Workload:
Prerequisites:
Aim of the Course:
Course Content:
Teaching Methods:
Course reading:
Yulia Leevik, Ms.
5 ECTS, 45 contact hours
Back to the list of courses
36