The Routledge Companion to International Management Education.
Management is a popular term in the Russian labor market today; indigenous companies and multinationals are dreaming about hiring competent professionals in the ﬁ eld of management. For example, in April 2011 the popular jobs directory Rabota.Ru counted the highest number of new jobs available per month was in specialist areas such as sales manager, business development manager, project manager, and PR manager. Among the top-ten offers with the best prospects, four are in the ﬁ eld of management, and two others, electrical engineer and accountant, also required managerial experience. In contrast, experts working in the newspaper “Trud” produced a ranking of the most popular professions in terms of expectations of prospective students. Management ranked fourth place, behind ﬁ nancial specialist, nanotechnologist, and programmer. Respondents characterized it as the profession in which they could fully realize their expectations and ambitions.
Since the 1990s economics started importing interesting insights from psychology and the new discipline of behavioral economics elaborated many interesting models that changed the traditional economic and management theories. Nowadays the applications from neuroscience are extensively used in economics which led to the birth of neuroeconomics. The article attempts to overview the current state and topics in neuroscience and neuroeconomics in order to elaborate the suggestions pertaining to management education. The article is based on several examples of the neuroeconomic research and formulates new applications and approaches to management training curriculum and methods of learning.
This chapter aims to show how the predominantly North American-based concept of service learning (Jacoby et al. 1996; Eyler and Giles 1999; Frumkin and Jastrzab 2010) translates into the context of a European university. After a brief overview of the theory of service learning and community service, we introduce the program Volunteering@WU, which can be classified as a hybrid of community service and service learning. Stakeholders’ interests, goals, methods, performance and evaluation procedures are discussed in detail, followed by a description of the program’s development within its six-year period of existence. The chapter then discusses several challenges to the programming with a view to future development opportunities.
The chapter describes how instructors can capitalize on student prior experiences and create opportunities for new experiences in the classroom to foster student learning in management education programs. The chapter provides an overview of research around experiential learning (Kolb, 1984; Kolb & Kolb, 2005), learning from experience or on-the-job learning by managers, and teaching techniques that have been shown to foster student learning in management undergraduate and graduate programs. The chapter focuses on experiences that could be created in-class or in the context of one course and does not discuss practices related to a program and curriculum design.
The Journal of Management Inquiry astutely predicted in 2004 that the Americanization of business education would not just continue but increase. Ten years later, it is arguable that the acceleration of the Americanization of management education has exceeded all expectations. To theoretically build toward understanding how and why the American business education model has been adopted to different extents, this comparative study builds on the institutional logics perspective, arguing that different institutional logics can potentially explain the various forms and patterns of Americanization and how they are manifested in the world’s business schools Accelerating the Americanization of Management Education: Five Responses From Business Schools (PDF Download Available).
The paper examines the structure, governance, and balance sheets of state-controlled banks in Russia, which accounted for over 55 percent of the total assets in the country's banking system in early 2012. The author offers a credible estimate of the size of the country's state banking sector by including banks that are indirectly owned by public organizations. Contrary to some predictions based on the theoretical literature on economic transition, he explains the relatively high profitability and efficiency of Russian state-controlled banks by pointing to their competitive position in such functions as acquisition and disposal of assets on behalf of the government. Also suggested in the paper is a different way of looking at market concentration in Russia (by consolidating the market shares of core state-controlled banks), which produces a picture of a more concentrated market than officially reported. Lastly, one of the author's interesting conclusions is that China provides a better benchmark than the formerly centrally planned economies of Central and Eastern Europe by which to assess the viability of state ownership of banks in Russia and to evaluate the country's banking sector.
The paper examines the principles for the supervision of financial conglomerates proposed by BCBS in the consultative document published in December 2011. Moreover, the article proposes a number of suggestions worked out by the authors within the HSE research team.
портовый менеджмент, показатели деятельности, анализ эффективности, система учета, распределение издержек, методы анализа деятельности портовой системы
At present many industries reveal tendency for setting up of vertically integrated companies (VIC) the structure of which unites all technological processes. This tendency proved its efficiency in oil industry where coordination of all successive stages of technological process, namely, oil prospecting and production -oil transportation - oil processing - oil chemistry - oil products and oil chemicals marketing, is necessary. The article considers specific features of introduction of "personnel management" module at enterprises of oil and gas industry.
vertically integrated companies; personnel management