Business Administration

The landscape of financial institutions has dramatically changed since the 2008-09 global financial crisis. The regulatory framework applicable to financial institutions has changed accordingly, to provide stricter responses and render institutions more resilient. In light of these changes, the course focuses on the main issues faced by banks and insurance companies over the last two decades. These include funding and investment strategies as well as risk management and performance measurement, together with the rise of new types of financial institutions such as FinTech and non-bank lenders. The course analyzes topics including the banking industry today: players, strategies, and regulation; liabilities management and credit policy in banking: financial instruments and business practices; banking business and risk management, focusing on credit risk and the NPL issue; financial statement analysis and performance measures in banking; Insurance process and insurance premiums ;risk and capital management for insurers; and financial statement analysis and performance measures in insurance. Background knowledge of statistics (mean, variance, covariance, OLS) and portfolio theory is highly recommended. Furthermore, knowledge and application of financial mathematics (fixed income pricing, and duration measures) is highly recommended.

The course builds knowledge and skills that enable and inspire students to most effectively lead and participate in organizational life. The course addresses these goals by learning about the psychological and sociological foundations of human behavior and building effective individual and managerial skills that can develop individuals as leaders.

This course provides a general framework for understanding how marketing activities are undertaken within various organizations. Topics of study include: strategic and tactical marketing, relationship marketing and key account management, internal and external market analysis, consumer behavior, market segmentation, positioning strategies, brand strategies, distribution channels, pricing, commercial communication, marketing audits, and the marketing plan. THIS COURSE IS THE SAME AS BUS A 102 BUT TAUGHT IN ENGLISH.

This course examines the definition of an entrepreneur as an innovator who recognizes and seizes opportunities; converts those opportunities into workable/marketable ideas; adds value through effort, money and skills; assumes the risk of the competitive marketplace to implement these ideas; and realizes the rewards from these efforts.

This course focuses on the key issues on formation, decision-making, communication and negotiation, and implementation of international business strategy (IBS). The course discusses core theories, best business practices, visionary thinking, seamless implementation, and policy implications. In global business environment under strategic uncertainty, flexibility and speed are key to competitive supremacy. The course presents the relevant models and approaches for seeking untapped opportunities, for strengthening economic performance and social legitimacy, for upgrading technical and structural innovation, and for responding to dynamic changes in frontier-, or emerging-, or maturing-economies. This case-based teaching strategy aims at shedding light on the critical issues on why and how a firm goes global and competes in the global marketplace, responds to Covid-19 Pandemic & de-globalization; an industry profits from disruptive innovation & global entrepreneurial opportunities, and a nation makes policy changes toward smart cities/nations, clean energy, among others. 

This course introduces operations management concepts and techniques related to the design, planning and control, and improvement of the operations function of a firm. It covers a mix of qualitative and quantitative methods that provide the necessary tools to make intelligent decisions in operations. Topics include process fundamentals, quality management, constraint management, lean systems, waiting line models, inventory management, forecasting, newsvendor model, revenue management, and supply chain strategies.

Italy's cultural heritage represents at least 50% of the world's cultural heritage, according to UNESCO. This cultural heritage and the artistic and cultural institutions involved require management and promotion. This course studies the main economic issues in the creative industries (tv, radio, cinema, publishing, theaters, museums, music) and the value chain. Special attention is given to exploring means of service erogation, with a focus on service management both in main and accessory services. The course analyzes the organizational theme of the compatibility of the administration/management aspects of culture with the artistic/intellectual aspects, and the business mechanisms needed to make these work together. Guest speakers from creative hubs and businesses in the field bring real-life cases to class.