Management Skills for Engineers - With International Students

Universidad de Deusto - Bilbao

Course Description

  • Course Name

    Management Skills for Engineers - With International Students

  • Host University

    Universidad de Deusto - Bilbao

  • Location

    Bilbao, Spain

  • Area of Study

    Entrepreneurial Management

  • Language Level

    Taught In English

    Hours & Credits

  • Contact Hours

  • Recommended U.S. Semester Credits
  • Recommended U.S. Quarter Units
  • Overview

    Skills and competences are practical capacities that generate an added value. In that sense, engineers must be competent in two distinct areas: processes and projects. Both of them are deployed with a clear focus on stakeholder satisfaction. Customers, workers, suppliers,
    shareholders and citizens demand organisations that are structured by improvement teams and individuals with a high performance-based culture. This course is based in management practice and three stages. Firstly, a systematic description of the main management competencies used in public and private companies. Secondly, a review of the most relevant role models and best-in-class companies in this matter, using competence templates and schemes. Thirdly, some exercises and practice using media presentations and dynamic tools. Our main goal is to determine and develop the skills necessary for a real deployment in industrial and service companies. After that, we must perform practical mechanisms to reinforce these skills through the study of the best-in-class companies methods and the use of practical templates and schemes based of the sound approach of a practical competence map.

    On completing this subject the student is expected to be competent in:
    * Creating and developing a chain value for industrial and service companies.
    * Using schemes to identify practical skills giving examples of how we could use them in a real
    * Assessing real cases to determine strengths and weaknesses in practical situations.

    *CHAPTER 1: Introduction. Basic concepts about competencies and skills. Best -in-class
    companies in competencies and skills performance. Job competency models.

    * CHAPTER 2: 1º Competence: Developing Value chains. Skills related: Leadership, Process
    management, Teamworking, Customer orientation.

    * CHAPTER 3: 2º Competence: Allocating Resources. Skills related: Assets deployment,
    Results orientation, Stakeholders needs and expectations, Performance.

    * CHAPTER 4: 3º Competence: Integrating People. Skills related: Motivation, Recognition,
    Communication, Self-Assessment.

    * CHAPTER 5: 4º Competence: Building an Entrepreneurial orientation. Skills related: Projects
    management, Creativity and Innovation, Decisions taking, Negotiation.

    Activities inside the classroom:
    * Classes for contextualizing the processes and projects environment in real cases.
    * Exposition classes in which the specific competences and skills are described, together with a
    first assessment of the advantages and limitations of each and every one of them.
    * Role-play activities promoting the participation of the students competing through teams.
    * Analysis and problem-solving, case studies, taking advantage of best -in-class companies.
    * Classes for contextualizing and review of techniques related to developing practical skills.
    Activities outside the classroom:
    * Development of group notes taken in during the lessons, extracting different complementary
    conclusions from the ones taken in the classroom.
    * Personal study of the material compiled during the activities carried out in class and solution
    of the different work proposed.
    * Fulfillment of the different tasks proposed (exercises, problems, cases and questions) that will
    be submitted by reports, assessed by the professor, and returned back to the student.

    * Final Examination : (weight in the final score) : 30%
    * Assessment of the team outcomes : 40%
    * Continuous Evaluation, through...
    o Activities (questions, solution to exercises) done individually: 10%
    o Papers on activities done by the group:10%
    o Evaluation of fulfillment of proposed projects: 10%

    * The previously mentioned material is the following:
    o Syllabus
    o Slides classified by chapter
    o Documents and Examples that complement the basic material
    o Bibliographic references with contents related to the material studied :
    * The Structuring of Organisations, Henry Minzberg , McGill University.
    * The Value-Added Employee, Edward J.Cripe and Richard S. Mansfield, Cashman Dudley.
    * Bringing out the best in people, Aubrey C.Daniels, McGraw-Hill, Inc.

Course Disclaimer

Courses and course hours of instruction are subject to change.

Eligibility for courses may be subject to a placement exam and/or pre-requisites.

Credits earned vary according to the policies of the students' home institutions. According to ISA policy and possible visa requirements, students must maintain full-time enrollment status, as determined by their home institutions, for the duration of the program.

Please note that some courses with locals have recommended prerequisite courses. It is the student's responsibility to consult any recommended prerequisites prior to enrolling in their course.