Corso di laurea magistrale - Area di Economia - Accesso libero con verifica di requisiti e preparazione in ingresso - Classe LM-77
Informazioni generali
Descrizione e obiettivi formativi:
Il corso forma laureati in grado di operare nell'ambito dell'economia e della gestione delle imprese, delle aziende pubbliche e delle aziende non profit, anche con riferimento a specifici e particolarmente dinamici settori del terziario.
In particolare, il corso conferisce le competenze appropriate per l'interpretazione e la gestione di contesti competitivi, caratterizzati da rapidi processi di innovazione che investono sia le grandi imprese che le PMI, nonché i beni e i servizi e dedica particolare attenzione alla acquisizione ed allo sviluppo di competenze e tecniche di management, utili per le imprese e le istituzioni pubbliche e non profit.
Il corso permette di acquisire, inoltre, gli strumenti necessari per la conoscenza del sistema economico e del quadro normativo ed organizzativo delle imprese. Fornisce competenze specifiche di natura amministrativa, gestionale, finanziaria, tributaria, di auditing, di reporting per operare nell'ambito delle funzioni amministrative e di controllo delle imprese e nel campo della consulenza professionale.
Infine, il corso fornisce conoscenze avanzate, strumenti e metodologie appropriati per la comprensione e la gestione delle dinamiche evolutive aziendali e dei contesti ambientali, per lo sviluppo di competenze di progettazione, amministrazione, gestione e controllo strategico, valutazione delle performance e valorizzazione del personale e di patrimoni privati e pubblici nell'ambito delle imprese e delle aziende private, for profit e non profit e pubbliche che operano nei settori sanitario, sociosanitario, turistico e dei servizi alberghieri, culturale e nel mondo della comunicazione.
Il corso è articolato in cinque diversi percorsi formativi:
1. Il Curriculum Management forma esperti orientati alla gestione di contesti competitivi che investono sia le grandi imprese che le PMI ;
2. Il Curriculum Professione e Consulenza forma professionisti e consulenti dotati di competenze specifiche di natura amministrativa, finanziaria, gestionale e giuridica ;
3. Il Curriculum Economia e Gestione dei Servizi (Media Turismo e Salute) volto alla formazione di quadri ed esperti con un forte orientamento ad operare nelle aziende (private, pubbliche e non profit) che operano nel mondo del turismo e della comunicazione, dei servizi sanitari e dei servizi culturali;
4. Il Curriculum Giurista d’Impresa forma giuristi d'impresa.
5. Il Curriculum Leadership e Soft Skills forma professionisti con competenze di leadership, innovativatività, abilità nella risoluzione dei problemi e dei conflitti in contento aziendale.
Condizione occupazionale (indicatori di efficacia e livello di soddisfazione dei laureandi):
http://statistiche.almalaurea.it/universita/statistiche/trasparenza?CODICIONE=0580207307800001
Sbocchi professionali:
Il corso di laurea magistrale in Economia e Management forma professionisti del management aziendale ed istituzionale, ivi compresi i moderni profili di consulente d'impresa, technology auditor, manager dei diritti di proprietà intellettuale, esperto in trasferimento tecnologico, operatore in imprese multinazionali e nelle PMI innovative, sia nell’ambito delle attività operative e di innovazione, sia nelle funzioni di amministrazione e di controllo.Tali profili professionali trovano occupazione presso enti ed organismi (pubblici, privati e non profit) a livello nazionale e locale, quali agenzie di pubblicità, uffici comunicazione e stampa, reti radiotelevisive e portali Internet, nonché in aziende e istituzioni operanti nei settori turistico, sanitario e culturale.Il laureato può approfondire la propria formazione relativa al management partecipando a master; può, inoltre, concorrere per l'abilitazione alle professioni regolamentate di dottore commercialista e revisore contabile.
Valutazione della didattica - Studenti
Anno accademico precedente
Riferimenti web e contatti
Sito Web: http://economia.uniroma2.it/cdl/biennio/clem
Coordinatore del Corso:
Prof. Emiliano Di Carlo
Segreteria didattica:
Michela Rustici
Edificio B - 1° piano - Presidenza - st. 1A/11
Tel.: 39 06 7259 3299 - E-mail: biennio@clem.uniroma2.it
Jacopo Minguzzi
Facoltà di Economia - Dip.to Management e Diritto
Edificio B - Presidenza - st. 1A.03
Via Columbia, 2 - 00133 Roma IT
Segreteria Didattica - CLEM
Tel: 06/72593299 E-mail: jacopo.minguzzi@uniroma2.it
The globalization of markets; - International strategies; - Analysis of foreign markets • attractiveness of the countries; • accessibility of countries; - How to enter markets abroad • export • FDI – foreign direct investment • international cooperation agreements - International marketing • product policy • pricing policy • communication policy - Bodies and institutes supporting internationalization - International risks and insurances - International payments and financing instruments - Documents and tools supporting international operations - Customs and international taxation
PART I: INTRODUCTION TO THE STUDY OF ENTREPRENEURSHIP The Italian and European business context Entrepreneurship and business size Entrepreneurship and business strategy Entrepreneurship and innovation PART II: IN SEARCH OF AN ENTREPRENEURIAL PROFILE The entrepreneurial functions between law, economics and management The personal characteristics of the entrepreneur From personality traits to entrepreneurial intentions The influence of educational and environmental factors on entrepreneurial development Entrepreneurial meta-competence - the Entrecomp model PART III: OPPORTUNITIES AND ENTREPRENEURIAL PROCESS: WHICH LOGICS? Discover and create business opportunities Causal logic vs effectual logic The entrepreneurial process as a non-linear and iterative path The GEM - Global Entrepreneurship Monitor model PART IV: THE STARTUP: FROM THE IDEA TO MODEL, TEAM, PLAN, AND COMPANY FOUNDATION Definitions of startups between theory and practice The distinction between a business idea and a business model The business model canvas and business model patterns Validate a business model: from problem to solution to minimum viable product Customer development, Design Thinking, Agile development, Growth hacking The entrepreneurial team: A definition and analysis of its dynamics The challenge of networking for startups From lean planning to business planning Purpose and structure of a business plan PART V: INNOVATIVE STARTUPS, TECHNOLOGICAL TRANSFER, SPINOFFS, AND SUPPORT ORGANIZATIONS Startups and innovative SMEs, according to Italian legislation The role of universities in innovation: from technology transfer to the third mission Market-oriented and education-oriented technology transfer mechanisms How to protect and exploit inventions in universities The development of spinoffs: models, critical issues, and examples The entrepreneurial ecosystem as a source startup capital in terms of service (training, mentoring, consultancy, acceleration, incubation) and financial support (public funding and incentive schemes) PART VI: FINANCING A STARTUP FOUNDATION AND DEVELOPMENT: FROM BOOTSTRAPPING TO EQUITY CROWDFUNDING Stages of maturity of a startup and types of funding sources Love capital, business angels, startup contests, and public grants Institutional investors (venture capital and private equity) The phases of the investment process for scale-ups: from deal flow to exit Crowdfunding: types and models PART VII: PRACTICE INSIGHTS Business idea development laboratory (problem/solution fit) Studying the market: tools to find and validate a problem (surveys, interviews, cluster analysis, empathy MAP, buyer personas) Communicating the business idea through the pitch deck Case studies and testimonials
PART I - INTRODUCTION TO THE FINANCIAL ANALYSIS Financial statements as an information tool The purposes of the financial analysis Criticalities of the financial analysis PART II - THE RECLASSIFICATION OF THE ANNUAL REPORT The reclassification of the balance sheet and income statement according to the financial criterion The reclassification of the balance sheet and income statement according to the functional model PART III - RATIO ANALYSIS Analysis of capital solidity Liquidity analysis Profitability analysis Development analysis The analysis by ratios in the perspective of functional reclassification The prediction of the business crisis through annual report ratios The analysis by ratios for the purpose of identifying false accounting PART IV - CASH FLOW ANALYSIS Concept and function of the Cash Flow Statement Cognitive purposes of the Financial Statement Disclosure limits of the Cash Flow Statement The Cash Flow Statement in national and international accounting standards The analysis by flows on the basis of the quantities taken from the Cash Flow Statement PART V - THE FINANCIAL FORECAST The forecast budgets Provisional Income Statement and Balance Sheet PART VI - THE CONSOLIDATED FINANCIAL STATEMENTS The concept of business group The consolidation area Elimination of totalitarian and non-totalitarian equity investments; Elimination of intra-group items (receivables, payables, costs, revenues, profits and losses). The Consolidated Cash Flow Statement
A) Corporate Control Issues B) Framework of control’s tools 1) Accounting tools of Management Control 2) Cost information as a support to the decision-making process 3) Profit Planning as a tool for programming and control 4) The business reporting system
Course program: 1. Introduction to financial auditing: - Audit: definition and classification - Characteristics, object and purpose of the audit - Definition and characteristics of the audit - Financial audit and strategic review: objectives and tools of control - The internal control system: elements and structure - Internal auditing and other forms of internal control - Assurance vs Audit 2. The Regulation on financial auditing - Overview on the regulation framework - The evolution of the national and international regulatory framework - The role of the MEF, Consob, ASSIREVI, INRL and CNDCEC - The relationship between the Board of Statutory Auditors and the statutory auditor - Audit risk management and quality control 3. The Internal Control System: constitutive elements and structure - Legislative and regulatory framework on the Internal Control System - Internal Auditing and other internal control measures - Compliance Officer - New Crisis Code 4. The auditing standards (ISA Italia): assumptions, purposes and scope of application - The Auditor's Responsibility - The stages of the statutory audit process - Methodologies and procedures of the statutory audit - The review of business cycles - Significance and audit risk - The audit risk documentation - The audit report: form, content and types of opinion - Examples of the audit process
Part I - The creative enterprise The systemic approach to creative enterprise management Systemic conditions and competitive conditions. Innovation and creativity. Resources, skills and creative action. Creative enterprises in Europe and Italy Creative enterprises: design, architecture, digital. Cultural enterprises: audiovisual (TV, radio, cinema, animation, photography); publishing; music; videogames. Cultural heritage creative enterprises Performing arts and visual arts companies (artistic performances, conferences, events and fairs).
Recalls of Health Economics - Health and Health Care Market - Demand and Supply of Health Care. Organization and Models of Health Care - Comparing Health Care Systems. - Organizational and Management Models. - Healthcare Management. Health Technology Assessment (HTA) and Economic Assessment Techniques - HTA - Meta-Analysis - Economic Evaluation Models (CBA/CUA/CMA/Budget Impact/Cost of Illness) - Analysis of administrative databases. - Real world data. Real world evidence (RWE).
http://economia.uniroma2.it/cdl/biennio/clem/corso/49/
http://economia.uniroma2.it/cdl/biennio/clem/corso/878/
Nowadays, the main challenge that marketing has to face is to efficiently manage the complexity of markets where to compete and, at the same time, cooperate at high levels of specialisation and coordination. Nevertheless, nowadays consumers are deeply changed thanks to the use of web and social technologies, which have had a strong impact on relations with equals and with organisations. The Course outlines the progressive empowerment of marketing through new analytic, strategic and operative dimensions (customer relationship management; new segmentations, Millennials, Generation X and Baby Boomers; brand management and event management; alliances, co-marketing and coopetitive and sharing forms) as well as new tools (geo-marketing, unconventional marketing, digital marketing and social media marketing, mobile marketing, IoT – Internet of Things, influencer marketing), new applications (to products, private and public services, territory, free-time and entertainment) and new platforms (web, social, mobile, IoT and AI). The forms of corporate communication – as well as in organisations at large, both private and public – are therefore involved and empowered in an on and offline integration that constitutes a daily managerial and competitive challenge. The Course develops therefore an analysis on the role and the perspectives that new technologies and new media set up for businesses, with special attention to the media industry and entertainment as a whole – both in the traditional and innovative version – in a logic clearly oriented towards managerial needs of a modern management. The role of the digital world, of internet and web and social-based technologies results in a catalyst, for firms, of the need to adopt different strategies, consequent different models for the management of products and services towards a new and changed consumer, not only of media but of products, services and brands. The Course particularly focuses on marketing and communication management, for industries of all sectors, and on media and entertainment management like the internet, broadcasting and cinema, mobile and social, app, seen now not anymore as means devoted from time to time to information or entertainment or communication, but as platforms for analyses, strategies, tools, languages, gradually but completely converging towards a perspective of service, more and more centred on consumers, clients and stakeholders. This focus is always integrated with more traditional media too, so as to try and overcome the usual distinction between old and new media. All that in a logic of both media management and management with media so as to implement and combine the facets of a reality suitable to pursue and conquer mutual competitive capacity. In the contemporary “marketing to the cube” – electronic, emotional, experiential – dimensions that seem to be opposite as the electronic-digital and the physical-emotional ones, converge into an overall perspective of businesses not anymore mere producers of products or services, but as producers of meaningful and convincing experiences, capable of generating the loyalty of clients and of various stakeholders, as well as company satisfaction. The positive customer experience – also thanks to an effective planning of the customer journey and of all touch points, both real and virtual- is the general scope of contemporary marketing.
The following topics will be covered during the lessons: - Analysis of the tertiary sector - Characteristics of the service economy - The concept of service and its peculiarities - IHIP paradigm and new trends in literature - Service firms: peculiarities - Value Chain, Value shop, Value network - The Servuction model - The Normann model - The Grönroos model - The quality of the service - The Gap Analysis Model - How to build a service blueprint - Physical and Virtual Servicescape - Analysis of the real estate sector - Analysis of the tourism sector
PROGRAM: Business balance and crisis; Business combinations; Business networks; The economic value of the capital; Company evaluation; Business rental and transfer; Conferral of legal profiles; Contribution to the operating company; Contribution of shareholdings; Contribution, evaluation and presentation in the financial statements; Conferral of fiscal aspects II DD and II II; IFRS 3 transfer; Company merger procedure; Merger, economic accounting aspects; Merger differences; Merger, tax aspects II DD and II II; Merger, international accounting standards; Corporate split.
Programma Aggiornato A.A. 2016-2017 Programma: 1. La teoria dell’impresa 2. Regimi tecnologici e pattern settoriali dell’innovazione 3. Le concettualizzazioni della tecnologia e dell’innovazione 4. Creazione della conoscenza e competenze 5. Nuove forme di organizzazione a rete nelle imprese moderne 6. Agglomerazione e localizzazione 7. Il modello dei distretti industriali e il modello dei network territoriali 8. Il processo di sviluppo nei sistemi produttivi regionali 9. I sistemi nazionali di innovazione 10. I sistemi regionali di innovazione 11. Il modello dei network e i processi di apprendimento interattivo 12. La gestione della conoscenza e il knowledge management territoriale 13. Lo sviluppo dei servizi basati sulla conoscenza 14. Le reti di conoscenza nelle città 15. La pianificazione e le politiche urbane 16. Le politiche dell’innovazione in Europa I temi trattati nel corso sono illustrati innanzitutto nelle dispense del docente, che verranno distribuite durante lo svolgimento del corso e saranno messe a disposizione sul sito web del corso. L’esame scritto verterà sul programma illustrato a lezione e nelle dispense. I temi trattati nelle lezioni verranno approfonditi in un ciclo seminariale di otto lezioni tenute dal Dott. Carlo Ciccarelli, che illustreranno tali temi con esplicito riferimento a studi empirici recenti sia italiani che esteri su specifiche imprese e settori produttivi e sulle politiche industriali, territoriali e dell'innovazione in Italia e Europa. Le date di tali lezioni saranno comunicate durante il corso. Le indicazioni di sintesi di queste otto lezioni faranno parte dei temi considerati nelle domande dell'esame scritto.
Module I. Currency, Financial, Sovereign and Economic Crises 1. Currency Markets 2. Models for determining the exchange rate 3. Economic policies in an open economy 4. The collapse of fixed exchange rate regimes: I. First generation models of currency crisis. II. Second generation models of currency crisis: self-fulfilling speculative attacks and contagion effects. III. Third generation models of currency crisis. 5. The international monetary system. 6. The origins of the financial crises: speculative bubbles, financial leverage, credit constraints. 7. The real estate bubble of 2006-2007. 8. Sovereign crises and banking crises: the "Twin Debt Crises" Module II. The Optimal Currency Areas and the Eurozone Crisis 1. Theory of Optimal Currency Areas: I. How significant are the differences between countries? II. What is the effectiveness of national monetary policies? III. National monetary policies, temporal consistency and credibility. IV. Cost of a monetary union and degree of trade openness of the participating countries 2. Incomplete monetary unions and the coordination of economic policies. 3. Monetary policy: the ECB's unconventional tools, strategies and policies. 4. Fiscal policies in monetary unions: fiscal discipline and public debt sustainability. 5. The Stability and Growth Pact for coordination and governance in the European Economic and Monetary Union: an assessment. 6. The European sovereign debt crisis: I. The role of Greece in triggering the crisis. II. The involvement of the banking sector in the sovereign crisis. III. The role of the ECB and the European institutions in countering the crisis. 7. The Eurosystem and financial crises. 8. The pandemic crisis from Covid-19.
Part 1: IDENTIFICATION OF THE STATE OF CRISIS, ACTORS, PHASES AND TOOLS FOR MANAGEMENT OF THE RESTRUCTURING Part 2: TOOLS FOR RESTRUCTURING (CRISIS MANAGEMENT) Part 3: BUSINESS CRISIS AND ECONOMIC FINANCIAL INFORMATION
DIRITTO DELL’UNIONE EUROPEA A.A. 2015/2016 Prof. Luigi Daniele Parte generale Il diritto istituzionale Origini e sviluppo del processo di integrazione europea Quadro istituzionale Le procedure decisionali. L'ordinamento dell'Unione europea Diritto dell'Unione europea e soggetti degli ordinamenti interni Il sistema di tutela giurisdizionale Parte Speciale Il diritto del mercato interno Nozioni generali La libera circolazione delle merci La libera circolazione delle persone Le regole di concorrenza applicabili alle imprese Il controllo degli aiuti pubblici alle imprese Testi consigliati: Parte generale L. DANIELE, Diritto dell'Unione europea. Sistema istituzionale-Ordinamento-Tutela giurisdizionale-Competenze, 5° edizione, Giuffré editore, Milano, 2014 (dalla Parte I alla V compresa) Parte speciale L. DANIELE, Diritto del Mercato Unico Europeo. Cittadinanza-Libertà di circolazione- Concorrenza-Aiuti di Stato, 2° edizione, Giuffré editore, Milano, 2012 Cap. I (TUTTO) Cap. II (Tutto tranne par. 6) Cap. III (TUTTO) Cap. IV (NIENTE) Cap. V (NIENTE) Cap. VI (TUTTO) Cap. VII (TUTTO) N.B.: Gli studenti sono invitati a consultare il sito della Cattedra per ogni eventuale variazione del programma e dei libri di testo. Si precisa che per la preparazione della parte generale e della parte speciale del programma è necessario studiare integralmente i volumi sopra indicati, comprese le parti in carattere minore inserite nel testo. PROGRAMMA DI DIRITTO DELL’UNIONE EUROPEA PER STUDENTI ERASMUS Gli studenti Erasmus potranno sostenere l’esame di Diritto dell’Unione europea preparandosi sul seguente testo: L. DANIELE, Diritto dell’Unione europea. Sistema istituzionale-Ordinamento-Tutela giurisdizionale-Competenze, 5° edizione, Giuffrè editore, Milano, 2014. Lo studio del volume suddetto è limitato alle seguenti parti: Introduzione (Le origini e lo sviluppo del processo d'integrazione europea) (tutta) Parte I (Il quadro istituzionale) (tutta) Parte II (Le procedure decisionali) (tutta) Parte III (L’ordinamento dell’Unione europea) (Paragrafi da 1 a 11 compreso) Parte IV (Diritto dell’Unione europea e soggetti degli ordinamenti interni) (Paragrafi da 1 a 7 compreso) Parte V (Il sistema di tutela giurisdizionale) (tutta)
Statistical Model for dependence (supervised statistical learning) 1. Definition of statistical model 2. Linear and nonlinear model 3. Classification of models 4. Simple linear regression: Hypothesis, interpretation, parameters estimation, goodness of fit, t test 5. Logit Model: Hypothesis, interpretation, ML estimation, Z test 6. Probit Model: Hypothesis, interpretation, ML estimation, Z test Multivariate methods I: Statistical Model for dependence (supervised statistical learning) 1. Multiple linear regression: Hypothesis, parameters estimation, goodness of fit, t test and F test, backward elimination 2. ANOVA model: Hypothesis, interpretation Multivariate methods II: Interdependence analysis (unsupervised statistical learning) 1. Principal Component Analysis: Introduction, spectral decomposition, properties of components, components selection, interpretation of results, correlation circle 2. Cluster Analysis: Introduction, deviance decomposition, between and within deviance, non hierarchical method (K-means), hierarchical methods (Ward, single link, complete link, average link), dendrogram, optimal solutions, pseudo T2 and pseudo F. Application: Marketing and Sales 1. forecasting methods: qualitative and quantitative methods 2. Extrapolation models and causal models 3. Search of trend 4. Linear regression for time series: AR(1) model, diagnostics, model selection (AIC, BIC) Application: Finance and Banking 1. Types of risk 2. Basel II and minimum capital requirements 3. Scoring Model 4. Application of Logit and Probit models over the default probabilities: estimation, z test and LR test, classification rate, SS curve and ROC curve
http://economia.uniroma2.it/cdl/biennio/clem/corso/1031/
1. La qualificazione del rapporto di lavoro. Il lavoro associativo: cenni introduttivi 2. Le tipologie contrattuali di lavoro subordinato 2.1 Il contratto di lavoro a tempo determinato, 2.2 Il lavoro a tempo parziale, 2.3 Il lavoro intermittente, 2.4 Il lavoro ripartito, 2.5 I contratti con finalità formative e di inserimento, 2.6 Il lavoro a domicilio, 2.7 Il lavoro domestico 3. La somministrazione di lavoro, l’appalto e il distacco. La dimensione transnazionale dell'impresa e l'appalto di lavoro: profili generali. 4. Le tipologie contrattuali di lavoro autonomo 4.1 Il contratto d'opera, 4.2 Il lavoro coordinato e continuativo, 4.3 Il lavoro a progetto, 4.4 Il lavoro occasionale ed accessorio 5. Il lavoro associativo 5.1 Il lavoro in cooperativa, 5.2 Il lavoro nell'associazione in partecipazione, 5.3 Il lavoro nell'impresa familiare, 5.4 Il lavoro del socio d'opera 6. La certificazione dei rapporti di lavoro 7. Il lavoro nel c.d. "terzo settore"
Section I: Cultura e cross-cultural management Topic: Material: Activties: 1 Organizational culture basic concept (I) Ch. 6 and integrative materials Syllabus presentation and cultural symbols 2 Organizational culture basic concept (II) Integrative materials Robertson & Davies Management case study 3 Organizational culture basic concept (III) Ch. 6 and integrative materials Johari window 4 Cross cultural management Cross cultural management variables analysis (Stahl & Maznevski, 2021 e Stahl et al. 2010) 5 External influences on the organizational culture (I) Ch. 7 and integrative materials Excercise on external influences 6 External influences on the organizational culture (II) Ch. 7 and integrative materials Hofstede and Globe framework 7 Cultural intelligence (CQ) (I) integrative materials Test CQ 8 Cultural intelligence (CQ) (I) integrative materials Analisi variabili di CQ (Ott & Michailova, 2018) Section II: Organizational models for internationalization 9 International Organizational desing Ch. 1 Difference analysis 10 Orgnizational structures (I) Ch. 2 Comparison of real cases 11 Orgnizational structures (II) Ch. 2-3 Comparison of real cases Group presentation 12-15 Presentation of the group assignment Section III: Cultural Adaptability 16 Introduction to the Diversity and Inclusion Integrative materials Cloud Conversation 17 Organizational capability: managing diversity Integrative materials Diversity map 18 The Inclusive Organization: How to design and promote it Integrative materials Transformation Metaplan 19 Drivers of an Inclusive Organization: Technologies Integrative materials 20 Drivers of an Inclusive Organization Culture and Leadership Integrative materials 21 Inclusive Debat: Manager speech Feedback session 22 Inclusive Debat: Manager speech Feedback session
Aggiornato A.A. 2017-2018 Il corso di Strategia e Politica Aziendale ha come obiettivo quello di fornire agli studenti gli strumenti per comprendere e analizzare le strategie aziendali, con un particolare focus sulle strategie a livello corporate e sulle strategie competitive. Il corso prevede una parte introduttiva al concetto di strategia aziendale e al processo attraverso il quale la stessa viene formulata e implementata. L’attenzione si sposterà poi sull’analisi di settore, in cui saranno presentate le diverse forze competitive operanti nell’ambiente e i fattori critici per avere successo nello stesso; quindi, si cercherà di comprendere come analizzare le variabili interne all’impresa, in particolare verranno evidenziate le tecniche e gli strumenti per valutarne le risorse e la posizione competitiva. Successivamente, si tenterà di capire perché alcuni business hanno successo, attraverso un’analisi delle strategie competitive di base che un’impresa può adottare: differenziazione o leadership di costo? Ambito competitivo ampio o stretto? Le altre strategie competitive e i principali tipi di strategie a livello corporate saranno oggetto di approfondimento nella parte successiva del corso, dove si cercherà di comprendere quando un’impresa dovrebbe realizzare strategie di integrazione verticale o orizzontale, strategie di esternalizzazione, strategie di diversificazione, strategie di collaborazione, strategie di fusione e acquisizione, strategie di portafoglio. Sono previste anche diverse lezioni di approfondimento, che consentiranno di rendere più evidente e comprensibile il legame tra la teoria appresa durante il corso e la realtà concreta. I temi che verranno affrontati in queste lezioni saranno: la corporate social responsibility, l’innovazione sociale e la sharing economy, il made in Italy, le strategie e i trend digitali, con particolare riferimento a social media, big data, cloud, crowdsourcing e Internet of things. Notevole spazio all’interno del corso verrà dedicato allo studio e alla discussione di casi aziendali: in particolare, oltre a testimonianze di esponenti del mondo delle imprese, verrà approfondita l’analisi di alcuni settori, come quello della consulenza strategica. Per maggiori informazioni, si rimanda al Syllabus del corso, scaricabile nella sezione "Materiale Didattico".
The course is structured in 4 different sections: 1 Introduction to the world of organisational change 2 Leading organisational change 3 Implementing organisational change 4 New perspectives on organizational change The first and second sections, Introduction to the world of organisational change and Leading organisational change, focus on the Leadership of change from above, the main types and drivers of organizational change, such as strategic, leadership, cultural, structural, ownership, and communities and differences between these transformations. Some of these are "long marches" in which there are gradual and incremental changes through multi-stage change processes. Others are "handshakes" in which important, brief changes are instituted and their impact is immediately perceived. Some are changes to stimulate growth and some are geared towards downsizing and cost cutting. The aim is to gain an understanding of how these types of transformations take place, how changes have been defined, the sources of resistance encountered and how leaders are involved in all this effort. Finally, we will focus on the impact of change on employees. The third section, Implementing organisational change, examine the world of implementation tools and techniques, and the ingredients for successful change management. The fourth section, New perspectives on organisational change, focuses on new ways of change in order to develop change skills: building smooth and effective change, rather than passive introduction of change, and guiding and implementing continuous change.
http://economia.uniroma2.it/cdl/biennio/clem/corso/770/
I) CURRENT TRENDS - Sustainable Development, 2030 Agenda SDGs - Collaborating for Sustainable Development: the Quintuple Helix Model (SDG 17) - Collaboration, Social Innovation, CSV 2) THE ROLE OF THE DIFFERENT ACTORS FOR SUSTAINABLE DEVELOPMENT (SDG 17) - The role of for-profit sector for sustainable development (SDG12) - The role of PA. "Strong and collaborative institutions" for the 2030Agenda action program and the country's competitiveness (SDG 16) - The role of the Education/Research sector (SDG4): -The role of Universities (The RUS and the Third Mission); -The role of Schools (Service Learning). - The role of the non-profit sector - The role of citizens, students 3) SOCIAL INNOVATION AND PARTICIPATED DESIGN - Elements of social innovation - Elements of participatory planning - Elements of circular economy and urban regeneration - Innovation laboratory: from the need, to the idea, to the project - The Business Model Canvas - Sources of funding 4) IMPACT ASSESSMENT AND SYSTEMS THINKING Elements of impact assessment Elements of systems thinking
Programma Aggiornato A.A. 2014-2015 Il corso avrà ad oggetto le discipline tradizionalmente aggiudicate alla materia del diritto industriale (antitrust, concorrenza sleale, brevetti e marchi, diritto d'autore), seppure trattati con modalità specialistiche rispetto al corso istituzionale di diritto industriale. Per quanto possibile ogni tema sarà trattato in due diverse fasi: la prima dedicata alla esposizione dei principi generali della materia e la seconda destinata all’esame dei problemi della pratica, della contrattualistica rilevante e di precedenti giurisprudenziali, anche mediante esercitazioni in aula. Particolare attenzione sarà dedicata al tema della "protezione dell'innovazione" in tutti i settori di indagine.
ean Monnet Module Tor Vergata University (www.eusl.it) - grant EU Commission Europe, Regulation, Sustainability, Innovation 1) 26.02, 4pm-7pm: Europe: the regulatory and institutional framework 2) 29.02, 1pm-4pm: The legal concepts of biodiversity and sustainable development in a multilevel system 3) 07.03 1pm-4pm: Financial markets, Supervision, Innovation and Sustainability 4) 14.03 1pm-5.30pm: Procurement, Innovation and Development 5) 21.03 1pm-5.30pm: Diversity, Gender, Inclusion and Sustainability: which public policies?
Week 1: IDEA GENERATION (6 hours) - Session 1 (3 hours): Kick-off meeting: Introduction to the world of startups. Overview of startup ecosystems, types of startups, growth stages. - Session 2 (3 hours): Ideation workshop. Techniques for generating innovative ideas, market analysis, and identifying the target customer. Week 2: MODELING (6 hours) - Session 3 (3 hours): Introduction to the Business Model Canvas. Understanding the 9 blocks of BMC. - Session 4 (3 hours): Practical workshop to develop a business model for one's idea/startup. Week 3: UNDERSTANDING THE CONTEXT (6 hours) - Session 5 (3 hours): Fundamentals of marketing for startups. - Session 6 (3 hours): Identification of the target market (TAM, SAM, SOM) and the competitors. How to protect your idea/technology (Elements of IPR). Week 4: MANAGING RESOURCES (6 hours) - Session 7 (3 hours): Fundamentals of financial management for startups. - Session 8 (3 hours): Introduction to fundraising. Overview of financing sources. Week 5: DEVELOPING CUSTOMER AND PRODUCT (6 hours) - Session 9 (3 hours): Principles of customer validation, lean development, and building a Minimum Viable Product (MVP). - Session 10 (3 hours): Workshop on how to test and iterate the product. Week 6: PRESENTING (6 hours) - Session 11 (3 hours): Preparation of the pitch. How to effectively communicate one's idea. Testimonies from startuppers. - Session 12 (3 hours): Final presentation. Each group/team presents their project/startup in front of a panel of evalutators (professors and business experts). Each week will include a combination of lectures and practical activities to ensure both theoretical understanding and practical experience. The course also includes mentoring sessions and Q&A with experts to provide feedback and practical advice to startuppers.
The course is structured in 3 parts: PART I: Governance to Ensure Integrity, Legality, and Transparency; Key Success Factors for Responsible Business Conduct (RBC) The objective of this module is to impart to students what Responsible Business Conduct means in terms of Governance, key resources, and strategic approach: 1. Introduction and framework 2. RBC Governance: the chain of command to ensure legality, integrity, and transparency in the company 3. Key RBC Resource: Internal Control System Maturity Model (Powers, Risks, Rules, Values, and Monitoring) 4. Integrated RBC in corporate strategy: the "Next to RBC" guideline as a pillar of the industrial plan 5. External speaker: experience of a corporate manager applying an RBC model PART II: Responsible Business Conduct Models The objective of this module is to represent the application of RBC Models in corporate contexts in terms of solutions in Risk Management, Anti-fraud, and Continuous Monitoring. 6. Focus on Enterprise Risk Management 7. Focus on Anti-fraud 8. Focus on Continuous Monitoring Systems (Smart Internal Control System) 9. Simulation (evaluation of the internal control system based on a simulation game using artificial intelligence) PART III: Focus on Anti-Corruption Model The objective of this module is to represent OECD best practices in the field of anti-corruption and their implementation in corporate contexts by describing how an anti-corruption model is implemented in a company: 10. Leading institutions in the fight against corruption (OECD, Anti-bribery Convention, and following recommendations) 11. Supply side of bribery: Business at OECD and the Manifesto Zero Corruption 12. External speaker from OECD
As for the general regulation of the contract, the study must be conducted on the following volume: A. Cataudella, "Contracts - General part", Giappichelli 2019. As for the regulation of some legally or socially typical contracts, the study will be conducted on the following volume: E. Russo, G. Doria, G. Lener, "Institutions of civil laws", Wolters Kluwer 2021. Chapters: 54 (with the exception of paragraphs 5 and 8), 55, 56 (only paragraphs 1, 2, 4, 8, 9, 10 and 14), 57 (only paragraph 1), 58 (except paragraph 4).
Session Topic Material/activity Section I: Creation and composition of groups 1 Basic concepts about working in groups – Chapters 8 and 9 (CO) Individual structured presentation Presentation of the course, Socialization exercise, test 5 forces Individual work 2 Basic concepts about working in groups/ group composition - Chapters 8 and 9 (CO) Individual presentation 3 Basic concepts about working in groups/ group composition - Chapters 8 and 9 (CO) Compose a winning team Nasa exercise Groupwork on “composing the perfect team” 4 Basic concepts about working in groups/ group composition - Six-hats techniques (slide) Presentations about how to compose a winning team / brainstorming 5 Compose a winning team: personality: Chapter 4 (CO) Personal presentations about personality “Big Five” questionnaire and Meyers Briggs Individual work 6 Compose a winning team: Roles – Chapter 2 (TR) Composition and team analysis (personality) Individual presentation (personality) Groupwork 7 Compose a winning team: Roles – Chapter 2 (TR) / Appendix 1 (TR) Belbin questionnaire / group evaluation 8 Compose a winning team: Roles – Appendix 1 (TR) Sezione II: Management of a group and of its members 9 Managing the group: Communication – Chapter 10 (CO) Communication style exercise 10 Managing the group: Leadership – Chapter 11 (CO) Case study discussion – Everest tragedy 11 Managing the group members: The conflict – Chapter 13 (CO) Questionnaire conflict management styles Groupwork 12 Group work presentations and wrap up session
http://economia.uniroma2.it/cdl/biennio/clem/corso/266/
PROGRAMMA DEL CORSO Definizione del diritto tributario internazionale Il diritto tributario internazionale quale sistema di disposizioni interne finalizzate a disciplinare le fattispecie transnazionali e di disposizioni internazionali finalizzate ad evitare la doppia imposizione e a regolamentare i rapporti tra Stati in materia fiscale. La fattispecie tributaria transnazionale I criteri di collegamento per definire il campo di applicazione del tributo nazionale: - territorialità del presupposto (principio della fonte); - residenza o sede del soggetto passivo nel territorio dello Stato (principio di universalità della tassazione); La struttura tipica: - produzione di redditi all’estero da parte di soggetti residenti; - produzione di redditi nel territorio dello Stato da parte di soggetti non residenti. Il sistema delle fonti Le fonti del diritto interno Le fonti del diritto internazionale Le norme interne di diritto tributario internazionale La tassazione dei non residenti per i redditi prodotti nel territorio dello Stato La tassazione dei residenti per i redditi prodotti all’estero Redditi d’impresa e stabile organizzazione La territorialità nell’Imposta sul Valore Aggiunto (IVA) Gli atti formati all’estero e registrabili in Italia L’Irap e i soggetti non residenti Le ipotesi residuali (esame delle singole categorie di reddito e individuazione di peculiarità concernenti le fattispecie internazionali) Le norme internazionali I trattati internazionali in materia tributaria La struttura del modello OCSE contro le doppie imposizioni e le sue principali disposizioni Elusione fiscale e norme di contrasto: la delocalizzazione della produzione del reddito Il trasferimento della residenza delle persone fisiche I prezzi di trasferimento La realizzazione di redditi in Paesi a bassa fiscalità: la normativa di imputazione dei redditi dei soggetti controllati non residenti (CFC legislation) La indeducibilità dei costi imputati da soggetti residenti in Paesi a bassa fiscalità Brevi cenni di diritto tributario comunitario L’ordinamento fiscale europeo L’armonizzazione fiscale
Part 1: IDENTIFICATION OF THE STATE OF CRISIS, ACTORS, PHASES AND TOOLS FOR MANAGEMENT OF THE RESTRUCTURING Part 2: TOOLS FOR RESTRUCTURING (CRISIS MANAGEMENT) Part 3: BUSINESS CRISIS AND ECONOMIC FINANCIAL INFORMATION
The research of the values of The economic value of capital The concept of economic value of the capital and its relevance for theoretical purposes and in professional practice The methods for determining the economic value of capital considerations and critical analysis Critical considerations on the use of economic capital in the valuations of certain instruments , such as: - Indicators of business performance - The analysis of financial statements - The model of the Economic Value Added ( EVA) - The rating system The key variables for determining the economic value of capital: - The evolution of the enterprise - environment - The sources and intensity of the corporate risk - Strategic orientation , strategic behavior , strategic positioning - The factors that lead to the creation of corporate value : the elements of the business formula and the " value drivers " The determination of the economic value of capital through a methodological approach different from the theory and practice normally followed : - The historical trends . The link between past and future - The analysis of sector - Internal analyzes - The strategic plan of the company - The elimination of traditional logic evaluation : old and new models of assessment Additional considerations on the procedures of corporate valuation : - "Judgment , including assessment " of Louis Guatri . Comments and criticisms - The economic value of capital in the event of transfer of a business - Ability to income and business risk in the judgments of reliability
A) Corporate Control Issues B) Framework of control’s tools 1) Accounting tools of Management Control 2) Cost information as a key to solve the decision-making process
The course is divided into the following parts: Part ONE: Sectoral dimensions and characteristics (reference market analysis). The cultural organizations present peculiar organizational structures, whihc are closely related to the economic nature of their area of action. The first part of the course is therefore aimed at offering the tools for a comprehensive analysis and diagnosis of the constituent elements of the sectors of goods, services and cultural activities. Part TWO: Dimensions of institutional and organizational analysis of cultural organizations. In this session, the institutional and organizational structures typical of the sector are reviewed, analyzing their peculiarities and differences in the wider sector of the economy of culture. Part THREE: Managing cultural organizations. Starting from the specific characteristics examined in the second part of the course, this session analyzes the main choices regarding the design of the macro organizational structure and the management systems. The organizational planning choices are deepened and examined starting from practical cases and in close correlation with the particular economic and institutional nature of organizations operating in the sector of goods, services and cultural activities.
The course program is divided into the following parts: Part I - Knowledge creation processes Business knowledge: Basic concepts and analysis perspectives - The contribution of classical management studies - Knowledge based theory - The evolutionist perspective - The constituent components of business knowledge - The tacit and explicit dimension of knowledge: individuals, groups, and firms - Corporate knowledge and skills. Knowledge in entrepreneurial action - The model as epistemology of entrepreneurial knowledge - Entrepreneurial epistemology - The mutual relationship between knowledge and strategic business action. Knowledge and learning: Learning in corporate governance - The passage of knowledge from individual to collective level and the Nonaka model - From organizational knowledge to business knowledge and the role of managers - Single loop learning and double loop learning - reactive and proactive learning. Learning, competitive advantage, and adaptation - Learning and change: the difficulties of change - Relationship between "risk of estrangement" and business change - Evolution, change, conservation. The learning oriented company and Senge's learning organization - Inter-organizational learning - Cognitive exchanges: competitive knowledge and dominant technological paradigms - The distance between actors as a determinant of exchange. Corporate culture: The matrix of cultural types - Interpretation in corporate governance. The relevance of contexts (internal and external) and the poles of the entrepreneurial sense. Intelligence: business intelligence and competitive intelligence - The parallelism between political-military and business intelligence. Part II - Knowledge enhancement processes Knowledge management: Meaning, purpose, and prospects of analysis - Subjectivism and contextualism in the management of business knowledge. Knowledge management and economic value creation: Areas of intervention and management logic - Integrated management of people, structures and technology - Rational management of the knowledge base - Management of adaptive learning and generative learning - The role of the knowledge manager and support of information systems for knowledge management - Consolidation and evolution of company skills for the success of the company. Time and knowledge: Time as a critical succession of experiences and knowledge enhancement factor - Learning and obsolescence - The temporal perspective as a tool for orienting business knowledge. The time-knowledge combination as a lever of competitive advantage and a factor of change - Co-evolutionary time - The integrated management of time and knowledge in corporate governance. Human capital, cognitive value and innovative human resource management practices to support the knowledge management system - People management based on competence models - Individual competence and managerial competence. Intellectual capital and methods to evaluate it. Part III - Knowledge management tools and techniques Part IV - Case studies
The course starts by studying the nonprofit sector (6 hours), then moves on to exploring the concept of social innovation and its consequences (6 hours). Then, it explores social enterprises (6 hours) and how socially innovative projects deal with their funding needs (6 hours). The course is concluded by a section dedicated to commons and especially urban commons (6 hours), and by the presentation and discussion of individual projects by students (6 hours).
PART I: INTRODUCTION TO THE STUDY OF ENTREPRENEURSHIP The Italian and European business context Entrepreneurship and business size Entrepreneurship and business strategy Entrepreneurship and innovation PART II: IN SEARCH OF AN ENTREPRENEURIAL PROFILE The entrepreneurial functions between law, economics and management The personal characteristics of the entrepreneur From personality traits to entrepreneurial intentions The influence of educational and environmental factors on entrepreneurial development Entrepreneurial meta-competence - the Entrecomp model PART III: OPPORTUNITIES AND ENTREPRENEURIAL PROCESS: WHICH LOGICS? Discover and create business opportunities Causal logic vs effectual logic The entrepreneurial process as a non-linear and iterative path The GEM - Global Entrepreneurship Monitor model PART IV: THE STARTUP: FROM THE IDEA TO MODEL, TEAM, PLAN, AND COMPANY FOUNDATION Definitions of startups between theory and practice The distinction between a business idea and a business model The business model canvas and business model patterns Validate a business model: from problem to solution to minimum viable product Customer development, Design Thinking, Agile development, Growth hacking The entrepreneurial team: A definition and analysis of its dynamics The challenge of networking for startups From lean planning to business planning Purpose and structure of a business plan PART V: INNOVATIVE STARTUPS, TECHNOLOGICAL TRANSFER, SPINOFFS, AND SUPPORT ORGANIZATIONS Startups and innovative SMEs, according to Italian legislation The role of universities in innovation: from technology transfer to the third mission Market-oriented and education-oriented technology transfer mechanisms How to protect and exploit inventions in universities The development of spinoffs: models, critical issues, and examples The entrepreneurial ecosystem as a source startup capital in terms of service (training, mentoring, consultancy, acceleration, incubation) and financial support (public funding and incentive schemes)
The need of planning and the need of analysing its implications are as ancient as the need for human activity guided by reason and projected over time. Regardless of the existing economic regime, the plan is one of the fundamental requirements for any action that commits the future. The plan is a rationale (with instrumental function) for each action with future perspective and that each individual can decide and implement in relation with environment constraints. Regarding cities, regions and territorial systems and their dynamics we consider that they ‘live’ (born, change, be used, function) according to the decisions and activities of institutions, businesses, individuals, households, social groups. All these subjects act on the organizational structure and the physical form of the system, which on the other hand also undergoes the main physical transformations of its natural dynamics. If you make the assumption that the choices of social and political subjects may be to some extent foreseen, conditioned and coordinated by some authority, then they become part and form together a plan. This plan This plan therefore aims to pre-order for a certain period the arrangement of the system, ie its structure, its shape, its functioning. Planning can generally be understood as an operational and methodological synthesis of a policy and many social practices: it is therefore a collective action To be effective it is necessary that its choices are compared with the long duration as well as with the physical space. The present lecture course is an elective course belongs to Master Degree in Economics and Management The topics, developed in the different modules by a highly interdisciplinary and operational way, define the evolution of the economic geography in its applicative declination which, starting from the general understanding of the territories at the different scales of analysis, concretizes in the territorial planning. Module I: Introduction to the course Planning between economy and territory Common lexicon: territory, region, agglomeration; sustainable development, planning. Relationships between territory and economy: territorial capital and territorial potential Policies and plans at different scales Module II: Policies of development and territorial planning. Planning Elements Different approaches and fields in planning Planning process Development subjects: institutions, citizens, businesses, so-called third sector. Interaction models Real planning processes: between spatial planning and territorial governance Construction modes of policies, plans and programs EU approach to development and economic programme: strategic planning rationale Module III: Evolutionary elements in the planning regulatory framework Spatial planning levels in Italy Articulation of planning instruments Local authority organisation and planning, Reform of Title V and 'governo del territorio' The framework of regional legislation Real planning in Italy: generations of plans Module IV Territorial reading and interpretation Models for interpreting European, national and regional spatial organization The geography of cities: urban functions Dynamics of urban development Peri-urbanisation Forms of recent urbanisation Sustainability of contemporary urbanisation modes (ESPON SUPER: Sustainable Urbanization and land-use Practices in European Regions) Rome metropolitan area case study: Roma Capitale within metropolitan Italian structure (the institutional organization of the Città metropolitana); Rome metropolitan area: economic and territorial features Rome metropolitan area planning. STeMA approach applications. Module V: The EU role in the territorial development policies Visions for the development of the European territory European 'sectoral' policies: (CAP, Competition (Research and Technological Development), Trans-European Networks....) Processes of Europeanisation Planning systems in Europe Administrative systems of government Guidelines for spatial development policies: Territorial and Urban Agendas (2007, 2011, 2014, 2020, 2030) Module VI The current European policy framework Cohesion Policy and EU Structural Funds: foundations and origins The current structure of 'cohesion policy European development strategies: from Lisbon Gothenburg to Europe 2020 The transition strategy towards sustainability: the New Green Deal Strengthening the territorial dimension in cohesion policy (2014-2020) The new cohesion policy 2021-2027 The conceptual framework underlying cohesion policy. Next GenerationEu: National Recovery and Resilience Plan Module VII Integration in urban and spatial development policies at different scales The integrated approach to spatial development The instruments of the integrated approach: ITI, CLLD and Territorial Strategies. Case studies. The territorial dimension of the circular economy: ESPON CIRCTER project.
CONTROL ACCOUNTING TOOLS: Healthcare Organizations; The concept of Performance in Healthcare; Value creation and Value Based Healthcare; The information system and cost accounting tools; Managerial Control models and Information needs in healthcare. FUNDAMENTALS OF COST ANALYSIS: Notions of cost and purpose of cost analysis; Cost classifications; The CVP analysis; Cost configurations: Full Costing and Direct Costing; General production costs; Cost drivers and allocation rates; The Diagnosis Related Group logic and Standard Costs. RESPONSIBILITY ACCOUNTING: Responsibility Centers; Service Department accounting; The general structure of costs; costs allocation to Centers; The economic evaluation of a Hospital Department; The costs of services provided. ACTIVITY BASED COSTING AND TIME-DRIVEN ACTIVITY BASED COSTING: Cost-Effectiveness Analysis; Costing method based on activities; Time Driven Activity Based Costing; The calculation of the full cost of a healthcare service THE BUDGET AS A PROGRAMMING AND CONTROL TOOL: The Budget; The budgeting process; The authorization function and the simultaneous control; Budget, operational needs, financial needs and purchasing function. REPORTING AND PERFORMANCE CONTROL SYSTEMS: The managerial information needs as support of investment decisions in healthcare
The course will mostly focus its attention on the following 4 teaching areas: Area I: Decision Making - Theoretical Framework • Tipologies of decisions in complex organizations • Decision making traps and heuristics • Controlling the quality of decisions • The different approaches to the study of decision making • Bounded rationality: Herbert Simon's thought • The Carnegie Mellon model Area II: Decisions, problems, problem solving • Traditional problem solving, decision making and decision taking • Problem solving: cycle and phases • Problem definition • Problem analysis • Creativity techniques: brainstorming, mental maps and lateral thinking • Decision analysis: matrixes and trees • Dynamic problem solving • Other decision making models: incremental process, garbage can, technology of the foolish Area III: Negotiations. Theoretical Framework • Distinctive features • Phases • Structures • Third Parties • Inter and intra negotiations: organizational ambidexterity • We-rationality Area IV: Avenues in decision making • Upper Echelons Theory • Executive Personality • Behavioural strategy and neurostrategy
1) The Performance Management System 2) PMS cycle 3) The key performance indicators 4) Balanced Scorecard (BSC) 5) The strategic management tools 6) Sustainability
The course will focus on the following topics: 1: National and Community sources of administrative law. 2: Constitutional principles. 3: The organization. 4: Public goods and local government. 5: Administrative power and its exercise. Administrative discretion. 6: Administrative activity. 7: Administrative procedure. 8: Stages of the administrative procedure. 9: Administrative measure. 10: Digital administration. 11: Authorizations and concessions. 12: Administrative penalties. 13: Effectiveness of the measure. 14: Invalidity of the administrative act. 15: Public services. 16: Responsibilities of the public administration. 17: Independent administrative authorities. 18: Administrative justice. Compulsory special part: - the precautionary principle.
Antitrust Law: overview Agreements Abuse Merger control Public and private enforcement Focus on a topic chosen by the students in agreement with the teacher
Definitions, characteristics and sources of Maritime Law (P. 3-22) Maritime administration system in public assets allocated to navigation: organization of harbour and airports (p. 37-51) • Maritime police – arrival and departure – airport slots– flight assistance – maritime inland navigation and air services (p. 53-69) • Ship and the aircraft (p. 73-79) • Shipping and fitting out companies (p. 89-108) • The ship owner’s and the operator’s collaborators. Ship and aircraft’s captain figure. (p. 109-118) Employment contracts on board (p. 127-137) • Contracts of use of ship and aircraft: maritime code system (p.139-140)- Passenger transportation (p.168-182) - Goods transportation (p. 204-221) Piloting and towing contracts (p. 249-256) • Maritime Rescue (p. 275-286) The course includes study of a special part dedicated to Trans-European Transport Networks, with specific reference to maritime dimension represented by Motorways of the Sea. Particular attention is paid to incentive measures (Ecobonus and Marebonus) adopted at national level, to favor modal balance through transfer of traffic shares from the road to more sustainable modes of transport. Topics of the special part can be treated with didactic material and lecture notes provided by teacher
The Italian Constitution, constitutionalism and fundamental rights protection. Constitutional principles and values. Form of State, democratic principle and constitutional rights. Multilevel constitutionalism. Rights to freedom and their foundation. The number of freedoms. Structure, content and limits of the rights to freedom. Constitutional rights "in the making": article 2, inviolable rights and fundamental duties of solidarity; human dignity; prisoners' rights; the right to freely express one's thoughts online; historical negationism; freedom of the arts; LGBT+ rights; rights and freedoms of military personnel; freedom to establish and associate into political parties, freedom to vote, democratic participation. The right to health in the Italian Constitution: freedom to control one's health and right to a system of health protection. Mandatory medical treatments and constitutional guarantees. Difference between "inviolability" and "fundamentality". Implementation of the (social) right to health.
(I annualità-parte generale) Lineamenti generali del Diritto Penale Legittimazione e compiti. La legge penale: il principio di legalità ed i suoi corollari; il principio di offensività. Limiti all’applicabilità della legge penale: temporali, spaziali, personali. Il reato: nozione e struttura. Il fatto di reato. La colpevolezza. Le cause di giustificazione. La punibilità. Il reato circostanziato. Il tentativo. Il concorso di persone nel reato. Concorso di norme e concorso di reati. Le conseguenze giuridiche del reato: - la pena - le misure di sicurezza - Le cause di estinzione
They understand the main ideas of complex texts on both concrete and abstract topics, as well as technical discussions in their field of specialisation. He is able to interact with a certain knowledge and spontaneity that makes it possible to interact naturally with native speakers without the interlocutor having to worry. Sa produrre un testo chiaro e dettagliato su un'ampia gamma di argomenti e riesce a spiegare un punto di vista su un argomento fornendo i pro e i contro delle varie opzioni. Tema 1 We are interested in fashions and trends. The present participle and the verbal adjective, the future tense, opposition and concession Tema 2 We talk about history and memory. Tenses of the past, making assumptions about the past. Tema 3 We are building a common culture. Comparatives and superlatives to compare and establish a hierarchy. Relative pronouns to avoid repetition. The emphasis. The pronouns en and y. Tema 4 We live with new technologies. Asking questions. Expressing duration. Expressing cause and consequence. Tema 5 We act at work. Indirect speech to report words in the present or past. Double pronounalisation
The course program is divided into 4 parts: PART I. Construction of trade union law from a constitutional perspective PART II. Construction of trade union law within the enterprise PART III. Construction of trade union law within the public administration PART IV. Construction of trade union rights
Market Failures and the role of Institutions (3 hours) Economics of Institutions and the social capital (9 hours) Transaction costs and bounded rationality (9 hours) Contract theory and property rights (3 hours) Economics of Bureaucracy and Corruption (3 hours) Markets for Information, Big Data, Facebook and Google Economics (9 hours) Economics of Privacy, Post-Truth and Fake news (6 hours) Discussion in class during student's presentations
http://economia.uniroma2.it/cdl/biennio/clem/corso/materiali/869/
The concept of risk from a managerial perspective The different types and classifications of risks Framework and overview of the Risk Management systems The link between risk management and corporate governance The main operating models: Enterprise Risk Management The principles of risk management The framework The risk management process: the internal and external context The risk management process: the identification, analysis and assessment of risks The risk management process: risk treatment Risk management in different sectors and types of organizations: Legislative Decree 231/2001, Law 190/2012
During the course, also in seminar form, particular attention will be paid to the following topics: the discipline of corporate transactions in income tax and registration tax, consolidation, transparency of partnerships and capital companies, abuse of tax law, consultations, verification with adhesion, tax transaction, tax self-protection
http://economia.uniroma2.it/cdl/biennio/clem/corso/26/
The theme of organizational design is addressed at three distinct levels of intervention that define the structure of the course, moving form individual and group behaviours as specific interests of organizational design. The course consists of 4 separate sessions (parts): First part: People and behavior in the organization; Second part: Micro organizational design; Third part: Macro organizational design; Part Four: The design of organizational boundaries.
Presentation and introduction to the course. Strategic planning in private, public and non profit organizations. Strategy concepts in the NPM and in the Public Governance paradigms. Core approaches and schools of strategic planning. Key components of strategy. The strategic management process: internal and external analysis. Strategy formulation and implementation. Setup of group project works. Performance management: current institutional and legislative framework and international benchmark. Discussion of a case study. Network management approaches in the public sector. Discussion of a case study. Co-production of services between PA, business and non profits and open/user innovation models in the public sector. The system of EU financing for innovation: managing projects. Digital transformation governance in EU and Italy: definitions and policy instruments. Risk management e and risk treatment in the public sector.
- Introduction to the course, with description of the topics covered and expectations of the students (through interactive quizzes). - Real cases of projects with Waterfall and Agile approach. - Approach to projects: Waterfall vs Agile. - Overview of the Agile approach - The Product Backlog. - The role of the Scrum Master - The role of the Product Owner - The Development Team - The role of Agile in Business Organizations - Introduction to Design Thinking - The methods of Design Thinking (e.g. pain points mapping, customer journey, etc.) - Design Thinking in action: practical exercise - Students will work as a team to create, thanks to the knowledge acquired on Agile and Design Thinking, the prototype of an APP for an imaginary start-up!
Nowadays, the main challenge that marketing has to face is to efficiently manage the complexity of markets where to compete and, at the same time, cooperate at high levels of specialisation and coordination. Nevertheless, nowadays consumers are deeply changed thanks to the use of web and social technologies, which have had a strong impact on relations with equals and with organisations. The Course outlines the progressive empowerment of marketing through new analytic, strategic and operative dimensions (customer relationship management; new segmentations, Millennials, Generation X and Baby Boomers; brand management and event management; alliances, co-marketing and coopetitive and sharing forms) as well as new tools (geo-marketing, unconventional marketing, digital marketing and social media marketing, mobile marketing, IoT – Internet of Things, influencer marketing), new applications (to products, private and public services, territory, free-time and entertainment) and new platforms (web, social, mobile, IoT and AI). The forms of corporate communication – as well as in organisations at large, both private and public – are therefore involved and empowered in an on and offline integration that constitutes a daily managerial and competitive challenge. The Course - that mainly realizes a strategic perspective - develops an analysis on the role that new technologies and new media set up for businesses, with special attention to the media industry and entertainment as a whole – both in the traditional and innovative version – in a logic clearly oriented towards managerial needs of a modern management. The role of the digital world, of internet and web and social-based technologies results in a catalyst, for firms, of the need to adopt different strategies, consequent different models for the management of products and services towards a new and changed consumer, not only of media but of products, services and brands. The Course particularly focuses on marketing and communication management, for industries of all sectors, and on media and entertainment management like the internet, broadcasting and cinema, mobile and social, app, seen now not anymore as means devoted from time to time to information or entertainment or communication, but as platforms for analyses, strategies, tools, languages, gradually but completely converging towards a perspective of service, more and more centred on consumers, clients and stakeholders. This focus is always integrated with more traditional media too, so as to try and overcome the usual distinction between old and new media. All that in a logic of both media management and management with media so as to implement and combine the facets of a reality suitable to pursue and conquer mutual competitive capacity. In the contemporary “marketing to the cube” – electronic, emotional, experiential – dimensions that seem to be opposite as the electronic-digital and the physical-emotional ones, converge into an overall perspective of businesses not anymore mere producers of products or services, but as producers of meaningful and convincing experiences, capable of generating the loyalty of clients and of various stakeholders, as well as company satisfaction. The positive customer experience – also thanks to an effective planning of the customer journey and of all touch points, both real and virtual- is the general scope of contemporary marketing.
The European models of social security system: historical evolution. The social security european law. The role of the Court of justice. The national social security system. Sources. The relation between public and private role. Financing and events. The national pension system. The reforms of the ‘90 and after: in particulary, the Reform of 2011 and the recent Conte Reform. Employment mobility: the principles of reunion and aggregation. Complementary pension. Protection against unemployment.
1. Digital communication and Web design: languages, data architectures, interactivity, semiotics of graphical interfaces. 2. Communication, information, knowledge: knowledge architecture and communication architecture. 3. Digital transformation: cloud platforms, IoT, blockchain; cognitive architectures, ontologies, big data, AI (taxonomy and classification of information). 4. Digital markets, IT security and data protection: the NIS directive and the GDPR. 5. Digital economy: the European and national prospects, the Digital Single Market and the data economy. Exercises Architecture models and data organization Platform analysis: usability and architecture
I. Characteristics and functions of the international order; II. Sunjects and actors of the international legal order; III. Sources of international law; IV. The material content of international law: A) Territorial sovereignty and its limits; B) The prohibition of the use of armed force and the Charter of the United Nations; C) the international protection of human rights; D) the punishment of international crimes committed by individuals; V. The application of international law in the legal systems of States; VI. International state’s responsibility; VII. The resolution of international disputes.
M. CLARICH, Manuale di diritto amministrativo, Bologna, Il Mulino, 2022, Just the following parts: II. Regulatory function and sources of law VII. Liability IX. Public services XII. Contracts XIII. The Finances The aim of the course is to provide learners with the fundamental notions on the birth, evolution and functioning of the administrative process and administrative appeals, where possible from a comparative point of view and in any case through a constant comparison with the sentences issued by the high national and international Courts.
Program PART I CHOICE UNDER CERTAINTY Rational Choice Under Certainty - Decision-making Under Certainty PART II JUDGMENT UNDER RISK AND UNCERTAINTY Probability Judgment- Judgment Under Risk and Uncertainty PART III CHOICE UNDER RISK AND UNCERTAINTY Rational Choice Under Risk and Uncertainty- Decision-Making under Risk and Uncertainty PART IV INTERTEMPORAL CHOICE The Discounted Utility Model- Intertemporal Choice PART V STRATEGIC INTERACTION Analytical Game Theory- Behavioral Game Theory PART VI CONCLUDING REMARKS Behavioral Welfare Economics, Libertarian Paternalism, and the Nudge Agenda
The course consists of 13 lessons divided as follows: 1. Structure and introduction to the course 2. Distributive negotiation 3. Integrative negotiations 4. Negotiation strategy and planning 5. Managing emotions, interpreting perceptions and evaluating cognitive dimensions 6. Communication challenges 7. Power in negotiations and conflicts 8. The relationships in the negotiations 9. Multilateral negotiations and groups 10. International negotiations 11. The origins of the conflict 12. Conflict resolution and employers' complaint handling system 13. Best negotiation practices
