Management

Code:

EA0047

Acronym:

GE

Keywords
Classification	Keyword
OFICIAL	Social Science

Instance: 2020/2021 - 1S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Environmental Engineering

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIEA	25	Syllabus since 2006/07	5	-	3	28	81
MIEQ	22	Syllabus	5	-	3	28	81

Teaching language

Portuguese and english
Obs.: Todo o material estará em Inglês e as aulas serão leccionadas em inglês caso haja alunos estrangeiros.

Objectives

Upon completing this curricular unit, the students shuold be able to:

1. Understand the econonomic, social and environmental context in which companies operate


2. Understand and apply economic reasoning, especially with regards to envionmental issues


3. Reason from an engineering perspective and apply Systems Thinking, critical for solving business management problems


4. Analyse opportunity costs, trade-offs and evaluate projects from an economics perpective (cost-benefiit and cost-effectiveness analysis)


5. Be knowledgeable about the classical management models and understand the challenges posed by the companies of the future, which are more focused on knowledge rather than on processes, to management science


6. Manage the company of the future

Learning outcomes and competences

We hope this curricular unit will help developing and enhancing competences in four dimensions:

1. Disciplinary knowledge and reasoning


2. Personal and professional skills and attributes


3. Interpersonnal skills: teamwork and communication


4. Conceiving, designing, implementing, and operating systems in the enterprise, societal and environmental context

More specifically, we hope students will be able to work on the following competences (following CDIOs 2.0 framework of learning outcomes):

1.1 Knowledge of underlying mathematics and science
1.2 Core engineering fundamental knowledge

2.1 Engineering reasoning and problem solving
2.2 Experimentation, investigation and knowledge discovery
2.3 Systems thinking
2.4/2.5 Attitudes, ethics, equity and other social responsibilities

3.1 Teamwork
3.2 Communication
3.3 Communication in foreign languages

4.1 External, societal and environmental context
4.2 Enterprise and business context
4.3 Conceiving, systems engineering and management

Working method

Presencial

Program

The syllabus will start from the general (socio-economic and environmental context) and drill down to the particular (business management) starting by introducing general concepts about economics and environmental economics that will help students understand the firm's activity with regards to the dynamic context where it operates.

1. The economic approach: property rights, externalities, and environmental problems

• The Human–Environment relationship


• Environmental problems and economic efficiency


• Property rights


• Externalities as a source of market failure


• Public goods


• Government failure


• The pursuit of efficiency

2. Evaluating trade-offs: cost-benefit analysis and other decision-making metrics

• Normative criteria for decision-making


• Cost-benefit analysis


• Optimality and efficiency


• Static and dynamic efficiency


• Case study: pollution control


• Cost-effectiveness analysis


• Fragility and ergodicity

3. A financial perspective

• Basic concepts of financial mathematics


• Present and future value. NPV, IRR


• Capital budgeting and Analysis of Investment Projects

4. Managing the companies of the future

• Management versus Leadership: what each one is, why we need them both.


• Evidence for the failure of management


• The underlying problem: a social technology that has not evolved


• The future of management


• Management model: an important concept, the guiding framework for the course


• What is your management model?

5. The instruments/'means' of managing

• Traditional and alternative approaches to coordination


• Traditional and alternative approaches to decision-making


• Trying out these ideas in your company: experiments in emergence and collective wisdom

6: The objectives/'ends' of managing

• Traditional and alternative approaches to motivation


• Traditional and alternative approaches to objective-setting


• Trying out these ideas in your company: experiments in motivation and obliquity

7. Redefining a company's management model

• Mapping your model, and how you would like it to change


• Forces for change and those that reinforce the status quo


• Top-driven vs Bottom-up change


• Designing and running your own management experiment


• A broader perspective: how management ideas gain and lose currency

Mandatory literature

Julian Birkinshaw ; Reinventing Management: Smarter Choices for Getting Work Done, John Wiley & Sons, 2012
Tietenberg and Lewis; Environmental and Natural Resource Economics, Pearson

Teaching methods and learning activities

A weekly session of 2h will be dedicated to the presentation of the program topics, the detailed discussion of those topics, exercises, and the assignment. In the last two cases, the session will take place in a computer classroom, and the exercises and quizzes will be done with spreadsheet software.

Software

Microsoft Excel

keywords

Social sciences > Economics
Social sciences > Economics > Management studies

Evaluation Type

Distributed evaluation with final exam

Assessment Components

Designation	Weight (%)
Exame	50,00
Trabalho escrito	15,00
Trabalho prático ou de projeto	35,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Estudo autónomo	54,00
Frequência das aulas	28,00
Total:	82,00

Eligibility for exams

Presence in classes according to the school's regulations and having at least 8 (in 20) points in the distributed evaluation component.

Calculation formula of final grade

The final grade is given by 50% x AD + 50% x E, where:

• AD is the grade in the continuous assessment component, which must be at least 8 (in 20) points;
• E is the grade in the final exam, which must be at leas 8 (in 20) points.

The continuous assessment grade is given by 35% x GP + 15% x CS, where:

• GP is the group project
• CS is the case study

Special assessment (TE, DA, ...)

The students with the right to a special evaluation must deliver the assignment and solve the case study. They are, however, excused from classes.