YEAR 1 – TERM 2
You will take eight intense courses during the second term and consolidate core competencies.
Why do incredibly intelligent people do incredibly stupid things? What are the most frequent dynamics associated with corporate fraud and corruption? What should be done to avoid mobbing or discrimination in organizations? And how can organizational crises be prevented and eventually resolved?
On a more positive tone, how can companies create a culture that fosters personal and professional development? How do companies contribute to the development of the societies where they operate? How do they contribute to alleviating global problems and promoting sustainable development? This course will address these questions through case discussions, lectures and the presentations of guest speakers.
This course offers a comprehensive introduction to designing, interpreting, and using financial and non-financial information to manage organizations and drive value creation. The tools covered in the course are relevant to most areas, from marketing to operations to human resources.
Through a series of cases and lectures, we develop critical concepts and frameworks, discuss their usefulness and limitations, and practice the relevant tools and techniques. Consistent with IESE’s general management perspective, we will often take a cross-functional perspective and embed the concepts and tools of the course within the greater context of the firm, its strategy, its structure, and its stakeholder relations. Most importantly, we identify likely applications to your career as a manager and a leader in your organization and society.
The class balances quantitative and qualitative aspects, reflecting the reality of organizations, where managers have to combine these two perspectives. The quantitative part only requires a good understanding of basic algebra (add, subtract, multiply and divide) as well as common sense.
During class, the relevant numbers will be reviewed to ensure that everyone’s preparation leads to a comparable set of information. But the core of the class will be devoted to evaluating the management implications of the analysis. The reason is simple: numbers are just an input to management, and as a leader you need to know how to get the numbers, but more importantly, you must understand what they mean for the management of the organization. Managing organizations is about people. While having the right information and knowing how to interpret it is important, the course emphasizes the behavioral implications of using this information, and we will devote significant time to these issues.
Marketing-I was devoted to the analysis and discussion of the individual elements that are relevant to the design of a marketing plan. It included cases and lectures related to the analytical requirements for positioning: consumer behavior, market segmentation and differentiation. Later, it studied in some depth the mix elements of product and pricing. In the second term, we will continue the process started during the first term, as we explore the implementation of marketing decisions.
This course will enable you to analyze the financial statements of a company, to give a diagnosis of the financial situation of the company and to propose remedial actions if required.
Operations Management is about finding better ways of doing things in a company to be able to deliver value to customers while achieving sustainable profits. In fact, creating better or new ways of operating has been central to some of the greatest business success stories: think of Wal-Mart’s cross-docking distribution system, Dell’s build-to-order model, or Zara’s ultra-responsive replenishment system.