MTE:CeoToolkit:Strategy,Operations,Finance,Hr,LegalAspects,IpLawAndInnovations
Jump to navigation
Jump to search
CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations
- Course name: CEO Toolkit: Strategy, Operations, Finance, HR, Legal Aspects, IP Law and Innovations
- Code discipline: Subject area: Technology Entrepreneurship
- Subject area: T; e; c; h; n; o; l; o; g; y; ; E; n; t; r; e; p; r; e; n; e; u; r; s; h; i; p
Short Description
and prerequisites
Prerequisites
Prerequisite subjects
- HSS321
Prerequisite topics
- Corporate legal support, taxation
- History of management
- Strategic management
- Operational management
- Financial planning
- Marketing-management
- Team building and HR
- Innovations
- Intellectual property
Course Topics
| Section | Topics within the section |
|---|---|
| Corporate legal support, taxation |
|
| Introduction to management and marketing as a sphere of knowledge, skills and art |
|
| Strategic management |
|
| Operational management |
|
| Financial management and planning |
|
| Marketing management |
|
| HR, Team building and hiring |
|
| Innovations |
|
| Intellectual property |
|
Intended Learning Outcomes (ILOs)
What is the main purpose of this course?
The main purpose of this course is to provide the formation and development of the knowledge, skills and abilities necessary for the successful operation of the managing director of a technology company.
ILOs defined at three levels
Level 1: What concepts should a student know/remember/explain?
By the end of the course, the students should be able to ...
- Basic concepts of marketing
- Innovation management
- Leader types and management styles;
- Stages of development of the organization;
- Differences between a startup model and a small business;
- Choice of operational strategy;
- Value Management;
- Operational planning;
- Project management;
- An effective team as an element of operational management;
- Operational control and optimization of business processes;
- Fundamentals of financial planning, reports and unit economics of a startup;
- Legal support for the activities of small and medium-sized enterprises;
- The value of intellectual property for a startup, as well as methods for protecting it.
Level 2: What basic practical skills should a student be able to perform?
By the end of the course, the students should be able to ...
- Build a value chain;
- Read and understand financial statements;
- Build a business process map;
- Choose the best management style for your company;
- Control operational processes;
- Understand basic concepts of marketing.
Level 3: What complex comprehensive skills should a student be able to apply in real-life scenarios?
By the end of the course, the students should be able to ...
- Strategic planning skills;
- Marketing management skills
- Financial planning and accounting skills;
- Understanding the legal and legal support of the company's activities;
- Skills to manage and protect the intellectual property of the company;
- Leadership and management skills, as well as control methods;
- Recruiting, motivating and retaining the project team;
- Implement innovation management skills.
Grading
Course grading range
| Grade | Range | Description of performance |
|---|---|---|
| A. Excellent | 85-100 | - |
| B. Good | 75-85 | - |
| C. Satisfactory | 60-74 | - |
| D. Fail | 0-59 | - |
Course activities and grading breakdown
| Activity Type | Percentage of the overall course grade |
|---|---|
| Weekly student reports | 20 |
| Business cases | 20 |
| Labs | 20 |
| Multiple Choice Testing | 20 |
| Oral exam | 20 |
Recommendations for students on how to succeed in the course
Work out lecture notes.
Work out the materials of seminars (practical) classes.
In case of difficulty, formulate questions to the teacher.
To prepare for the classes, it is recommended to use the presented sources in electronic formats and additional literature.
Students during the course work in teams and perform tasks jointly. Teams of 2 to 5 people are allowed. It is also possible to work with a team that is not part of the study group.
Resources, literature and reference materials
Open access resources
- Peter F. Drucker (2011) The Practice of Management. Routledge 2 Park Square, Milton Park, Abingdon, Oxon OX14 4RN 711 Third Avenue, New York, NY 10017, USA.
- Philip Kotler, Kevin Lane Keller, Mairead Brady, Malcolm Goodman, Torben Hansen (2019)
- Iacocca, Lee A; Whitney, Catherine (2007), Scribner, New York:
- Tony Hsieh (2013) Delivering Happiness: A Path to Profits, Passion, and Purpose,
- Emotional Intelligence for Project Managers: The People Skills You Need to Achieve Outstanding Results, Paperback
- W. Chan Kim and Renée Mauborgne (2015), Blue Ocean Strategy, Harvard Business School Press
- Jason Fryde (2010), David Heinmeyer Hansson Rework: Business without prejudice Crown Business,
- Ichak Adizes (2014) Managing Corporate Lifecycles (Pb): How Organizations Grow, Age And Die, Embassy Books
- Goldratt's Theory of Constraints: A Systems Approach to Continuous Improvement, Asq Pr; 1st Edition (March 13, 1997)
- Management
- http://www.gidromet.edu.kh.ua/Files/downloads/%D0%9E%D1%81%D0%BD%D0%BE%D0%B2%D1%8B%20%D0%BC%D0%B5%D0%BD%D0%B5%D0%B4%D0%B6%D0%BC%D0%B5%D0%BD%D1%82%D0%B0.%20%D0%9C%D0%B5%D1%81%D0%BA%D0%BE%D0%BD%D0%9C.,%20%D0%90%D0%BB%D1%8C%D0%B1%D0%B5%D1%80%D1%82%20%D0%9C.,%20%D0%A5%D0%B5%D0%B4%D0%BE%D1%83%D1%80%D0%B8%20%D0%A4.,1997-704%20%D1%81%D1%82%D1%80.pdf
Closed access resources
- Bass, BM, Bass, R (2008) The Bass Handbook of Leadership: Theory, Research, and Application. New York: Simon & Schuster.
- Naumov, S. A. (2017). Managing Operational Capabilities in Startup Companies. (n.p.): Massachusetts Institute of Technology, Sloan School of Management.
- Bhimani, A. (2017). Financial Management for Technology Start-Ups: A Handbook for Growth. Индия: Kogan Page.
- Interiano, L. (2021). Startup Recruitment Guide: Essential Tips For Hiring Employees To Your Business: Guide For Startup Hiring And Company Recruiting Companies. (n.p.): Independently Published.
- Kotter, JP (1990) Force for Change: How Leadership Differs from Management. New York: Simon & Schuster.
- Pearce, CL, Conger, JA (2003) Shared Leadership: Reframing the Hows and Whys of Leadership. Thousand Oaks, CA: SAGE.
- Tormey, P., Tormey, J. (2014). Startup Guide to Intellectual Property: Early Stage Protection of IP. Великобритания: CreateSpace Independent Publishing Platform.
- Brennan, K. (2018). Startup CFO: The Finance Handbook for Your Growing Business. Соединенные Штаты Америки: Amazon Digital Services LLC - KDP Print US.
- Tom DeMarco (1997) The Deadline: A Novel About Project Management
Software and tools used within the course
- MSTeams License,
- Moodle
- Office software
Teaching Methodology: Methods, techniques, & activities
Activities and Teaching Methods
| Teaching Techniques | Section 1 | Section 2 | Section 3 | Section 4 | Section 5 | Section 6 | Section 7 | Section 8 | Section 9 |
|---|---|---|---|---|---|---|---|---|---|
| Problem-based learning (students learn by solving open-ended problems without a strictly-defined solution) | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Project-based learning (students work on a project) | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Differentiated learning (provide tasks and activities at several levels of difficulty to fit students needs and level) | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Contextual learning (activities and tasks are connected to the real world to make it easier for students to relate to them); | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Business game (learn by playing a game that incorporates the principles of the material covered within the course). | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| inquiry-based learning | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Just-in-time teaching | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Task-based learning | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Learning Activities | Section 1 | Section 2 | Section 3 | Section 4 | Section 5 | Section 6 | Section 7 | Section 8 | Section 9 |
|---|---|---|---|---|---|---|---|---|---|
| Lectures | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Interactive Lectures | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Modeling | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Cases studies | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Individual Projects | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Group projects | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Quizzes (written or computer based) | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Peer Review | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Discussions | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Presentations by students | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Written reports | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Oral Reports | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 | 1 |
| Lab exercises | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 |
| Experiments | 0 | 1 | 1 | 1 | 0 | 0 | 1 | 1 | 1 |
| Simulations and role-plays | 0 | 0 | 1 | 1 | 0 | 0 | 0 | 1 | 1 |
Formative Assessment and Course Activities
Ongoing performance assessment
Section 1
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases
Labs
Multiple Choice Testing || Legal entity types and differences |
Section 2
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases
Labs
Multiple Choice Testing || What is management and its functions |
Section 3
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases
Labs
Multiple Choice Testing || Organisation types |
Section 4
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases
Labs
Multiple Choice Testing || How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis? |
Section 5
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases Labs Multiple Choice Testing || Financial modeling for a startup: practicing in practice, compiling a financial model of a company || 1 |
Section 6
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases
Labs
Multiple Choice Testing || Business case on marketing mix |
Section 7
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases Labs Multiple Choice Testing || Exchange of experience, discussion of specifics of hiring in the IT sector || 1 |
Section 8
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases Labs Multiple Choice Testing || Implementation of innovations in management || 1 |
Section 9
| Activity Type | Content | Is Graded? |
|---|---|---|
| Weekly student reports
Business cases Labs Multiple Choice Testing || Business case on intellectual property protection methods (influence of competitors, conflicts and division of property in a team) || 1 |
Final assessment
Section 1
- What taxation system to choose for an IT startup in Russia
- DOS features for IT companies
- Income tax
- Privileges
- Features of the simplified tax system for the IT-Sphere
- Patent system
- Ways to legally save on taxes
Section 2
- What is management: definition and its functions
- History of management and marketing as a practical knowledge and science
- Analyzing and application of management functions
Section 3
- What are organization types?
- Life-cycle of an organization: characteristics
- Strategic planning of a company
- Testing concepts and planning
Section 4
- How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
- How to manage quality and optimize costs?
- How to build a system of effective company management and determine business growth points?
- How to improve competitiveness?
- How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.
Section 5
- How to analyze financial statements and foreign market
- How to calculate the unit-economy and determine the profitability of the company
Section 6
- What are basic concepts of marketing?
- How to create a marketing strategy?
Section 7
- How to define project goals, calculate the economy, manage people, deadlines and tasks
- How to create and manage teams, even if they work remotely.
- How to manage engagement and motivation.
Section 8
- What is innovation management?
- How to manage complex innovation?
- Innovation management typologies
- Innovation management in entrepreneurship
Section 9
- How to protect company innovations
- How to protect the company's intangible assets and keep products competitive.
- Features of registration of trademarks and protection of intellectual property rights
- How to interact with Rospatent and maintain your position in court.
The retake exam
Section 1
- What taxation system to choose for an IT startup in Russia
- DOS features for IT companies
- income tax
- Privileges
- Features of the simplified tax system for the IT-Sphere
- patent system
- Ways to legally save on taxes
Section 2
- What is management: definition and its functions
- History of management and marketing as a practical knowledge and science
- Analyzing and application of management functions
Section 3
- What are organization types?
- Life-cycle of an organization: characteristics
- Strategic planning of a company
- Testing concepts and planning
Section 4
- How to turn operational tasks into an orderly and transparent process by implementing a system of metrics and continuous analysis?
- How to manage quality and optimize costs?
- How to build a system of effective company management and determine business growth points?
- How to improve competitiveness?
- How to set long-term goals and define metrics for them. You will be able to prioritize and plan short-term goals.
Section 5
- How to analyze financial statements and foreign market
- How to calculate the unit-economy and determine the profitability of the company
Section 6
- What are basic concepts of marketing?
- How to create a marketing strategy?
Section 7
- How to define project goals, calculate the economy, manage people, deadlines and tasks
- How to create and manage teams, even if they work remotely.
- How to manage engagement and motivation.
Section 8
- What is innovation management?
- How to manage complex innovation?
- Innovation management typologies
- Innovation management in entrepreneurship
Section 9
- How to protect company innovations
- How to protect the company's intangible assets and keep products competitive.
- Features of registration of trademarks and protection of intellectual property rights
- How to interact with Rospatent and maintain your position in court.