Industrial Management

• Industry Engineering, Semester 3, position 3

The aim of this course is to acquaint students with the basic principles, methods and techniques of management in general, and especially in industrial enterprises. The goal is to acquire knowledge and skills that will be a solid basis for further acquisition of competencies for independent and responsible participation in business decision-making processes in modern conditions.

Mastering the material from the subject Industrial Management provides modern knowledge of the theory and practice of business management in general, and especially in industrial enterprises, with an emphasis on achieving competence to strengthen innovation as a key factor in competitiveness in turbulent business environment, domestic and foreign.

Industrial Management and Entrepreneurship: external environment, social responsibility, and business ethics. Industry, transformation process, logistics, development and transformation of industry. Managing creativity and innovation. The concept of the "learning organization." Principles of managing technological innovations. Human resources as a company asset. Conflicts and conflict management. Business case analysis. Evaluation and assessment of a business idea based on financial parameters – feasibility study. Forecasting and prediction. Planning, strategic planning, and strategic management. Decision-making as a process of solving business challenges. Quality as a management variable. Sustainability. Environmental management. Globalization and management.

he exercises consist of classroom sessions, i.e., discussions and workshops in which selected topics are further elaborated, as well as characteristic industrial cases from domestic and international practice. Special attention will be devoted to the issue of innovativeness, particularly technological innovativeness as a factor of competitiveness. Furthermore, the transition from management to leadership will be more broadly analyzed from the perspective of competencies in planning, decision-making, forecasting, as well as other issues in the field of modern business management. In addition, the exercises are also used for preparatory consultations for the preparation and defense of seminar papers.

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In addition to the cited literature, other resources will be used, primarily handouts and selected links on the Internet, as well as prepared business cases from domestic and foreign practice.

Total assigned hours: 75

New material: 20
Elaboration and examples (recapitulation): 10

Auditory exercises: 10
Laboratory exercises: 0
Calculation tasks: 0
Seminar paper: 20
Project: 0
Consultations: 0
Discussion/workshop: 0
Research study work: 0

Review and grading of calculation tasks: 0
Review and grading of lab reports: 0
Review and grading of seminar papers: 0
Review and grading of the project: 5
Test: 5
Test: 0
Final exam: 5

Activity during lectures: 0
Test/test: 40
Laboratory practice: 0
Calculation tasks: 0
Seminar paper: 0
Project: 20
Final exam: 40
Requirement for taking the exam (required number of points): 30

C.M.Chang, Engineering Management: Challenges in the New Millenium, Pearson Prentice Hall, New Jersey, 2005; John Jeston and Johan Nelis, Business Process Management: Practical Guidelines to Successful Implementations, Butterworth-Heinemann, 2006