Enterprise Science

Social and historical context of formation an enterprise as a basic economic form of an organization. Multipurpose enterprise dimension as an indispensable requirement of organizational identification. Components of a modern organizations typology. The imperatives of an enterprise and major group of interests related. The enterprise life cycle - internal and external requirements of its competitive stand. Organization management system, its architecture and elements.

A. The main objective is to gain knowledge about basic theories and rules of running an enterprise. That should allow to understand:

1. Social and historical context of formation an enterprise as a basic economic form of an organization.

2. Transformations in form and structure of nowadays enterprises as an active participants of permanent changes.

3. Possibilities and limitations of the enterprise development coming out of present management ideas.

B. The subsidiary objectives refers to adjuncting the knowledge of the enterprise evolution and forming practical aspects, i.a.:

1. Organizational and legal forms of enterprises - its specific similarities and differencjes as well as founding rules and procesures issues.

2. Enterprise life cycle.

3. Prior rules, tools ald techiques used in managing various types of enterprises.

Literatura podstawowa:

R. L. Daft, Organizational Theory and Design, South-Western Cengage Learning, Mason 2010, 10th ed.; M. E. Porter, M. R. Kramer, Creating Shared Value, "Harvard Business Review", January-February 2011; C. K. Prahalad, G. Hamel, The Core Competencies of the Corporation, in: HBR's 10 Must Reads. The Essentials, Harvard Business School Publishing Corporation, Boston 2011; C. Suszyński, Business Enterprise. The Integration of Approaches (in progress), Warsaw School of Economics, Warsaw 2013; D. Tapscott, D. Ticol, A. Lowy, Dgital Capital: Harnessing the Power of Business Webs, Harvard Business School Press, Boston 2000; The Economic Nature of the Firm: A Reader (L. Putterman, R. Kroszner), Cambridge University Press, Cambridge 1986.

Literatura uzupełniająca:

L. Greiner, Evolution and Revolution as Organizations Grow, "Harvard Business Review", July-August 1972; M. Hammer, J. Champy, Reengineering the Corporation. A Manifesto for Business Revolution, Harper Business, New York 1993; J. Jeżak, Mass Privatization as a Condition for Change: The Role of Polish NIFs, in: Change Management in Transition Economies. Integrating Corporate Strategy, Structure and Culture, edited by H.-J. Stuting, W. Dorow, F. Claassen, and S. Blazejewski, Palgrave Macmillan, New York 2003; C. Laszlo, The Sustainable Company. How to Create Lasting Value Through Social and Environmental Performance, Island Press, Washington, DC 2003; T. Levitt, The Globalization of Markets, "Harvard Business Review", May-June 1983; C.A. O?Reilly III, M.L. Tushman, Ambidextrous Organization, "Harvard Business Review", April 2004; A. Rappaport, Creating Shareholder Value. A Guide for Managers and Investors, The Free Press, New York 1986, 2nd ed. (revised and updated); D. Tapscott, Grown Up Digital. How the Net Generation Is Changing Your World, McGraw-Hill, New York 2009.

Kryteria oceniania:

egzamin testowy: 80.00%

ocena z ćwiczeń: 20.00%

Social and historical context of formation an enterprise as a basic economic form of an organization. Multipurpose enterprise dimension as an indispensable requirement of organizational identification. Components of a modern organizations typology. The imperatives of an enterprise and major group of interests related. The enterprise life cycle - internal and external requirements of its competitive stand. Organization management system, its architecture and elements.

A. The main objective is to gain knowledge about basic theories and rules of running an enterprise. That should allow to understand:

1. Social and historical context of formation an enterprise as a basic economic form of an organization.

2. Transformations in form and structure of nowadays enterprises as an active participants of permanent changes.

3. Possibilities and limitations of the enterprise development coming out of present management ideas.

B. The subsidiary objectives refers to adjuncting the knowledge of the enterprise evolution and forming practical aspects, i.a.:

1. Organizational and legal forms of enterprises - its specific similarities and differencjes as well as founding rules and procesures issues.

2. Enterprise life cycle.

3. Prior rules, tools ald techiques used in managing various types of enterprises.

Literatura podstawowa:

R. L. Daft, Organizational Theory and Design, South-Western Cengage Learning, Mason 2010, 10th ed.; M. E. Porter, M. R. Kramer, Creating Shared Value, "Harvard Business Review", January-February 2011; C. K. Prahalad, G. Hamel, The Core Competencies of the Corporation, in: HBR's 10 Must Reads. The Essentials, Harvard Business School Publishing Corporation, Boston 2011; C. Suszyński, Business Enterprise. The Integration of Approaches (in progress), Warsaw School of Economics, Warsaw 2013; D. Tapscott, D. Ticol, A. Lowy, Dgital Capital: Harnessing the Power of Business Webs, Harvard Business School Press, Boston 2000; The Economic Nature of the Firm: A Reader (L. Putterman, R. Kroszner), Cambridge University Press, Cambridge 1986.

Literatura uzupełniająca:

L. Greiner, Evolution and Revolution as Organizations Grow, "Harvard Business Review", July-August 1972; M. Hammer, J. Champy, Reengineering the Corporation. A Manifesto for Business Revolution, Harper Business, New York 1993; J. Jeżak, Mass Privatization as a Condition for Change: The Role of Polish NIFs, in: Change Management in Transition Economies. Integrating Corporate Strategy, Structure and Culture, edited by H.-J. Stuting, W. Dorow, F. Claassen, and S. Blazejewski, Palgrave Macmillan, New York 2003; C. Laszlo, The Sustainable Company. How to Create Lasting Value Through Social and Environmental Performance, Island Press, Washington, DC 2003; T. Levitt, The Globalization of Markets, "Harvard Business Review", May-June 1983; C.A. O?Reilly III, M.L. Tushman, Ambidextrous Organization, "Harvard Business Review", April 2004; A. Rappaport, Creating Shareholder Value. A Guide for Managers and Investors, The Free Press, New York 1986, 2nd ed. (revised and updated); D. Tapscott, Grown Up Digital. How the Net Generation Is Changing Your World, McGraw-Hill, New York 2009.

Kryteria oceniania:

egzamin testowy: 80.00%

ocena z ćwiczeń: 20.00%

Social and historical context of formation an enterprise as a basic economic form of an organization. Multipurpose enterprise dimension as an indispensable requirement of organizational identification. Components of a modern organizations typology. The imperatives of an enterprise and major group of interests related. The enterprise life cycle - internal and external requirements of its competitive stand. Organization management system, its architecture and elements.

A. The main objective is to gain knowledge about basic theories and rules of running an enterprise. That should allow to understand:

1. Social and historical context of formation an enterprise as a basic economic form of an organization.

2. Transformations in form and structure of nowadays enterprises as an active participants of permanent changes.

3. Possibilities and limitations of the enterprise development coming out of present management ideas.

B. The subsidiary objectives refers to adjuncting the knowledge of the enterprise evolution and forming practical aspects, i.a.:

1. Organizational and legal forms of enterprises - its specific similarities and differencjes as well as founding rules and procesures issues.

2. Enterprise life cycle.

3. Prior rules, tools ald techiques used in managing various types of enterprises.

Literatura podstawowa:

R. L. Daft, Organizational Theory and Design, South-Western Cengage Learning, Mason 2010, 10th ed.; M. E. Porter, M. R. Kramer, Creating Shared Value, "Harvard Business Review", January-February 2011; C. K. Prahalad, G. Hamel, The Core Competencies of the Corporation, in: HBR's 10 Must Reads. The Essentials, Harvard Business School Publishing Corporation, Boston 2011; C. Suszyński, Business Enterprise. The Integration of Approaches (in progress), Warsaw School of Economics, Warsaw 2013; D. Tapscott, D. Ticol, A. Lowy, Dgital Capital: Harnessing the Power of Business Webs, Harvard Business School Press, Boston 2000; The Economic Nature of the Firm: A Reader (L. Putterman, R. Kroszner), Cambridge University Press, Cambridge 1986.

Literatura uzupełniająca:

L. Greiner, Evolution and Revolution as Organizations Grow, "Harvard Business Review", July-August 1972; M. Hammer, J. Champy, Reengineering the Corporation. A Manifesto for Business Revolution, Harper Business, New York 1993; J. Jeżak, Mass Privatization as a Condition for Change: The Role of Polish NIFs, in: Change Management in Transition Economies. Integrating Corporate Strategy, Structure and Culture, edited by H.-J. Stuting, W. Dorow, F. Claassen, and S. Blazejewski, Palgrave Macmillan, New York 2003; C. Laszlo, The Sustainable Company. How to Create Lasting Value Through Social and Environmental Performance, Island Press, Washington, DC 2003; T. Levitt, The Globalization of Markets, "Harvard Business Review", May-June 1983; C.A. O?Reilly III, M.L. Tushman, Ambidextrous Organization, "Harvard Business Review", April 2004; A. Rappaport, Creating Shareholder Value. A Guide for Managers and Investors, The Free Press, New York 1986, 2nd ed. (revised and updated); D. Tapscott, Grown Up Digital. How the Net Generation Is Changing Your World, McGraw-Hill, New York 2009.

Kryteria oceniania:

egzamin testowy: 80.00%

ocena z ćwiczeń: 20.00%

Social and historical context of formation an enterprise as a basic economic form of an organization. Multipurpose enterprise dimension as an indispensable requirement of organizational identification. Components of a modern organizations typology. The imperatives of an enterprise and major group of interests related. The enterprise life cycle - internal and external requirements of its competitive stand. Organization management system, its architecture and elements.

A. The main objective is to gain knowledge about basic theories and rules of running an enterprise. That should allow to understand:

1. Social and historical context of formation an enterprise as a basic economic form of an organization.

2. Transformations in form and structure of nowadays enterprises as an active participants of permanent changes.

3. Possibilities and limitations of the enterprise development coming out of present management ideas.

B. The subsidiary objectives refers to adjuncting the knowledge of the enterprise evolution and forming practical aspects, i.a.:

1. Organizational and legal forms of enterprises - its specific similarities and differencjes as well as founding rules and procesures issues.

2. Enterprise life cycle.

3. Prior rules, tools ald techiques used in managing various types of enterprises.

Literatura podstawowa:

R. L. Daft, Organizational Theory and Design, South-Western Cengage Learning, Mason 2010, 10th ed.; M. E. Porter, M. R. Kramer, Creating Shared Value, "Harvard Business Review", January-February 2011; C. K. Prahalad, G. Hamel, The Core Competencies of the Corporation, in: HBR's 10 Must Reads. The Essentials, Harvard Business School Publishing Corporation, Boston 2011; C. Suszyński, Business Enterprise. The Integration of Approaches (in progress), Warsaw School of Economics, Warsaw 2013; D. Tapscott, D. Ticol, A. Lowy, Dgital Capital: Harnessing the Power of Business Webs, Harvard Business School Press, Boston 2000; The Economic Nature of the Firm: A Reader (L. Putterman, R. Kroszner), Cambridge University Press, Cambridge 1986.

Literatura uzupełniająca:

L. Greiner, Evolution and Revolution as Organizations Grow, "Harvard Business Review", July-August 1972; M. Hammer, J. Champy, Reengineering the Corporation. A Manifesto for Business Revolution, Harper Business, New York 1993; J. Jeżak, Mass Privatization as a Condition for Change: The Role of Polish NIFs, in: Change Management in Transition Economies. Integrating Corporate Strategy, Structure and Culture, edited by H.-J. Stuting, W. Dorow, F. Claassen, and S. Blazejewski, Palgrave Macmillan, New York 2003; C. Laszlo, The Sustainable Company. How to Create Lasting Value Through Social and Environmental Performance, Island Press, Washington, DC 2003; T. Levitt, The Globalization of Markets, "Harvard Business Review", May-June 1983; C.A. O?Reilly III, M.L. Tushman, Ambidextrous Organization, "Harvard Business Review", April 2004; A. Rappaport, Creating Shareholder Value. A Guide for Managers and Investors, The Free Press, New York 1986, 2nd ed. (revised and updated); D. Tapscott, Grown Up Digital. How the Net Generation Is Changing Your World, McGraw-Hill, New York 2009.

Kryteria oceniania:

egzamin testowy: 80.00%

ocena z ćwiczeń: 20.00%