The course’s goal is to make students understand the fundamentals of Business Administration, Management and Corporate Strategy, providing a comprehensive overview of structure, processes and strategic choices of firms and other organizations in a double-fold perspective (i.e. both descriptive and problem-solving).
At the end of the course, therefore, students should have learned the basic concepts of business administration as well as models and tools to describe structure, strategy and management of the different organizations involved in economic activities, with a specific focus on business enterprises.
The course is divided into two modules: Part A and Part B.
Part A is aimed at providing fundamentals of Business Administration and Management as well as a comprehensive overview of the structure and functioning of firms and other economic organizations with a special focus on ownership and governance structures, operations, assets & liabilities and going concern principles.
Part B is aimed at providing fundamentals of Corporate Strategy including both internal and external analysis, strategy formulation and execution. Specifically decisions such as vertical cost leadership, differentiation, segmentation, integration, outsourcing, diversification, internationalization, growth and downsizing will be in-depth analyzed.
DETAILED PROGRAM (MODULE A):
A) THE FUNDAMENTALS
• Course presentation. Management and Business Administration
• People and economic activity
• Firms, other organizations and economic specialization
B) THE STRUCTURE AND FUNCTIONING OF FIRMS AND OTHER ORGANIZATIONS: AN OVERVIEW AND SOME DEEPER INSIGHTS
• Structure and strategies
• Ownership and governance
• Governance structures and processes
• Economic activity and the variety of operations
• Economic activity and strategic decisions
• Assets and liabilities
C) THE STRUCTURE AND FUNCTIONING OF FIRMS AND OTHER ORGANIZATIONS: SOME KEY DECISIONS
• Decisions about size and economies of scale, volume and learning
• Decisions on cost structures
• Diversification choices and economies of scope
• Make/buy decisions and transaction economies
• Decisions on creation and development of key assets
D) PERFORMANCES AND CONTINUITY CONDITIONS OF FIRMS AND OTHER ORGANIZATIONS
• The principle of economic viability
DETAILED PROGRAM (MODULE B):
A) EXTERNAL ANALYSIS
• Overall environmental analysis
• Industry, market, business analysis
• Porter’s five forces analysis
• Identifying the key competitive factors
B) INTERNAL ANALYSIS
• Corporate resource analysis and resource based view
• Resources vs competences
• The value chain
C) BUSINESS STRATEGY
• Cost leadership
• Niche approach
D) CORPORATE STRATEGIES
• Market penetration
• Vertical Integration (upstream/backward)
• Growth vs Downsizing
• Business case discussions and testimonials
MODE OF DELIVERY
Lectures, case discussions, seminars.
Written exam at the end of the Course re: the topics discussed in Class and materials indicated (see reference books list). The final written exam is administered on paper and consists of up to 10/12 items where candidates need to produce a response. Candidates are expected to answer by providing a shorter text. Some items may require do some calculations as well as to provide graphic representations. The goal of the written exam is to assess the student’s knowledge on the whole program as well as his/her ability to synthetically expose the concepts learned during the course.
Students have the opportunity to do a mid-course exam right after the completion of Module A. In case of positive valuation for Module A, they can complete the valuation with an exam on Module B to be done in the June and July exam sessions (after the end of the Course). In case of negative evaluation for Module B, the student is required to repeat also the Module A. In any case students will have the opportunity to do the entire exam (Module A + B) starting from the first exam session following the end of the Course. The final valuation will be calculated as the average of the valuations received for both Modules. Both valuations must be positive.
G. Airoldi – G. Brunetti – V. Coda, Corso di Economia Aziendale, Il Mulino, 2005, Cap. 1.1, 1.2, 1.3, 2, 3.1, 3.2, 3.3, 3.4, 3.5, 3.6, 4.1, 4.2, 4.3, 4.4, 5, 9.1, 11.1, 11.2, 11.3, 11.4, 11.5, 12.1, 12.2, 12.3, 14, 16.1, 16.2, 16.3, 16.4, 17.1, 17.2, 17.3.
I casi aziendali indicati nel programma saranno resi disponibili in piattaforma, insieme ad alcuni articoli selezionati di attualità.
Cotta Ramusino E. – Onetti A. Strategia d’impresa, Il Sole 24 Ore Libri, Milano, 4a Edizione, 2013, Cap. 3, 4.1, 4.2, 4.3, 5, 6.