GA

Ga Business Administration

GA-00-200 Economic Environment
(3 0 12) Equivalence: Ec-96-235
Synthetic Program
This course teaches the basic techniques of micro and macroeconomic analysis for decision making. Students are introduced to the business language in the field of economic theory and methodology, with special emphasis on its understanding and application within the Mexican economic context. Market equilibrium, elasticity, market structure and regulations, as well as the operation of the conceptual framework of market analysis in international economics are all considered fundamental topics for managerial economics and its applications. Additionally, the course addresses the main economic aggregates and their sources; distinguishes and utilizes the National Accounts based on the ISLM model; and analyzes the impact of fiscal and monetary policy on economic activity.

Bibliography
Davis, B. Economics: An Integrated Approach. Prentice-Hall. First Edition.
Pindyck & Rubinfeld. Microeconomía. Prentice-Hall. Fourth Edition.
Mankiw, N. Gregory. Principios de Microeconomía. McGraw-Hill. First Edition.
Case & Fair. Principios de Macroeconomía. Prentice-Hall. Fourth Edition.
Dornbush & Fischer. Macroeconomía. McGraw-Hill. Seventh Edition.

Professor Profile
Using an interdisciplinary approach, participating professors share their theoretical and empirical knowledge of Economics and Administration. They hold doctoral degrees in Economics, Administration or Finance and design the educational experiences. Capable of operating in international environments, professors master leading-edge technologies.

GA-00-201 Statistical Analysis in Organizations
(3 0 12) Equivalence: Cd-96-207
Synthetic Program
This course teaches the tools to effectively manage work information and quantitative foundations for an accurate and timely decision-making, with a global business vision and within a context of competitive, international environments. Students are expected to efficiently use statistical and computer tools to clarify decision-making processes with an attitude of honesty (towards information management) and responsibility (towards the impact of the actions to undertake). Collaborative and multidisciplinary work are fostered as tools for continuous communication-skills improvement. The course comprises the following modules: Descriptive Statistics, Probability, Probability Distributions, Statistical Inference and Regressions.

Bibliography
Levin, Richard I & Rubin, David S. Estadística para los Administradores. Prentice-Hall. 1996, Sixth Edition. ISBN 9688806757.

Professor Profile
Using an interdisciplinary approach, participating professors share their theoretical and empirical knowledge of Statistics, Engineering, Economics, Marketing and Mathematics. Professors hold doctoral degrees in Administration, Industrial Engineering, Economics, Marketing, Mathematics, Systems or Operations Sciences, design the educational experiences, and teach the relevance of statistics for business decision making. They also enhance the teaching-learning process through their expertise in leading-edge technologies and their professional experience in the industry or as international consultants.

GA-00-202 Financial Information for Decision Making
(3 0 12) Equivalence: Cf-96-211
Synthetic Program
Through the use of financial information systems, this course enhances decision makers’ holistic view. The main tools of financial accounting, cost accounting and managerial accounting—useful for planning, control and decision-making processes—are fostered throughout the course. Topics covered include Analysis of Transactions and Their Impact on Financial Statements; Analysis and Interpretation of Financial Information; Order, Process, Standard and Activity-Based Costing Systems; the Cost-Volume-Profit Model; Operations and Financial Budgets; Short-Term Decisions; and Introduction to Accounting by Areas of Responsibility.

Bibliography
Warren, Carl S, Fess, Philip E. & Reeves, James M. Financial and Managerial Accounting. South-Western. 1999. Sixth Edition.

Professor Profile
Using an interdisciplinary approach, participating professors share their theoretical and empirical knowledge in Accounting and Finance. They have doctoral degrees in Administration, Economics, Finance or Accounting, design the educational experiences, and master leading-edge technologies. Professors also enhance the teaching-learning process through their professional experience in the industry (as comptrollers, administrative managers, financial managers, treasurers or other positions in the area of accounting and/or finance) or as international consultants (in auditing, taxes and administration).

GA-00-203 Modeling for Decision Making
(3 0 12) Equivalence: Cd-96-211
Synthetic Program
This course stresses the importance of quantitative and qualitative models as basic tools for coordinated and multidisciplinary decision-making in organizations. Through real-life projects developed and presented by multidisciplinary teams, using the models and techniques taught in class, students get the opportunity to experience what they learn . Additionally, each course presents an introduction to quantitative models, the more common applications, model types and their importance, as well as analysis, diagnose and formulation of quantitative and qualitative models. Special emphasis is placed on problem analysis and definition, model formulation and linear programming, which includes: linear and integral problem formulation, graphic solution, simplex, duality and sensibility, transport model, allocation problems, project control, waiting line theory and simulation.

Bibliography
Eppen G.D., Gould F. J. & Schmidt C.P. Investigación de Operaciones en Ciencia Administrativa. Prentice-Hall. 1992, Third Edition. ISBN 0-13-889395-0

Professor Profile
Professors hold a doctoral degree in Industrial Engineering, Administrative Sciences, Operations Research and/or Administration. They are interested in teaching, research and the application of concepts, techniques and quantitative and qualitative models that support the analysis and solution of problems in the different transformation processes of inputs to products and in business relationships with clients and suppliers.

Summarized Program Introduces students to the theory that supports the preparation of financial statements and of the generally accepted Accounting principles, as well as to the analysis of financial statements. Includes an introduction to the techniques applied to business financial administration, specifically those regarding the administration of working capital.

Summarized Program Teaches the theory to assess macroeconomic phenomena and their impact on financial systems; studies the main components of aggregate supply and demand, government's role in economics, the monetary supply process and its impact on inflation, stabilization policies and financial markets. Enables students to conduct holistic decision-making processes by integrating knowledge of macroeconomic phenomena and of the behavior of financial institutions.

Summarized Program Students learn how to estimate, quantify and analyze, using a scientific approach, the economic and/or financial relationships relevant for decision-making, obtained from economy's macroeconomic and financial data. This course prepares financial executives to apply estimation methodologies based on statistical concepts that allow them to appraise economic relationships, analyze and interpret information and solidly sustain economic/financial decision-making in businesses or financial institutions.

Judge, George. Learning and Practicing Econometrics. Whiley & Sons, 1993.
Diebold, Francis. Elementos de Pronósticos. ITP, Mexico, 1998.
Campbell, John Y. Econometrics of Financial Markets. Princeton University Press, NJ, 1997.
Gujarati Damodar N. Basic Econometrics. Mc Graw-Hill, 1995, Third Edition.

GA-00-211 Information Systems for Organization Management
(3 0 12) Equivalence: Cd-96-223
Synthetic Program
This course offers students the opportunity to understand the basic principles behind decision-making in organizations. Students learn the tools necessary to creatively and responsibly identify, design and implement Information Systems that suit organizational structure and strategy and help achieve competitiveness and sustainability.
This course strengthens skills needed to analyze, use or recommend Information Technologies tools to reduce costs or increase profits; to offer new ways of doing business, new services or new products; to open new markets; and to create new inter-organizational links that bring bi-directional advantages and allow for an extended organizational development. Among the topics covered are Platforms for Collaborative Work; Decision-Making Processes; The Systems Approach to Dynamic Systems Modeling; Support Systems for Decision Making; Corporate Networks; and Electronic Data Exchange.

Bibliography
Laudon, K., and Laudon, J. Management Information Systems: New Approaches to Organization and Technology. Prentice-Hall. 1998. Fifth Edition.
Lotus Notes and Learning Space Users Manual.
McLeod, R. Management Information Systems. Prentice-Hall. 1999. Seventh Edition.

Professor Profile
Professors with a doctoral degree in Administration, Finance, Information Systems or Accounting, who have a deep interest in the research, teaching and continuous redesign of processes for emerging information technologies, as well as in the application of better practices in organizational managerial control.

GA-00-212 Managerial Economics
(3 0 12) Equivalence:Ec-96-239
Synthetic Program
One of the main decision-making tools for organizations requires a deep, current and technically-rigorous knowledge of Economics. Success in meeting organizational goals depends on strategic analysis, synthesis and assessment of how the microeconomic phenomenon affects business’ decision-making processes within an industrial context.
This course helps students strengthen their knowledge, skills, attitudes and values to analyze, evaluate and appreciate problems facing organizations in the process of commercial opening and globalization. Topics covered include Market Equilibrium and Decision Making; Demand Functions, Income and Elasticity; Production and Cost Functions; Market Structures; Business Decisions on Vertical Integration; Business Decisions on Production Levels; Business Decisions on Product Diversification Degree; Industrial Structure and Business Strategic Behavior; as well as Internal Business Economics.

Bibliography
Maurice, S. Charles, & Christopher R. Thomas. Managerial Economics. Homewood. IL: Richard Irwin, 1999. Sixth Edition.
Mansfield, Edwin. Managerial Economics. Norton, 1999.
Besanko, David, David Dranove & Mark Shanley. Economics of Strategy. Wiley, 1996.
Milgrom, Paul & Roberts, John. Economics, Organization and Management. Prentice-Hall, 1992.
Baye, Michael R. Managerial Economics and Business Strategy. McGraw-Hill, 1997.
Brickely, James, Clifford W. Smith and Jerold L. Zimmerman. Organizational Architecture: A Managerial Economics Approach. Irwin, 1996.

Professor Profile
Professors teaching this course possess a doctoral degree in Administration, Economics or Finance. They are skilled in learning processes based on study cases and/or problem solving; have business and academic experience, including teaching, research, extension and consulting; and have worked in international environments.

GA-00-230 Markets and Clients
(3 0 12) Equivalence: NT
Synthetic Program
This course was designed to provide students with a broad understanding of clients, competitors, and current and future markets through the business-industry, business-client and business-operations processes. Business-industry processes analyze the value chain with regards to markets and clients, competitive market strategies design and market analysis within a competitive environment.. Business-client processes cover customer
purchasing decisions and customer value generation. Business-operations processes involve supply design and conformation, financial aspects of marketing, distribution logistics and customer communications process. The course emphasizes the different relationships existing between market-client processes and the processes of other areas in the organization.

Bibliography
Kotler, Philip. Marketing Management. The Millennium Editor. Upper Sadle River, N.J.: Prentice-Hall, 2000. ISBN: 0-13-012217-3

Professor Profile
Professors teaching this course possess a doctoral degree in Administration, Economics or Marketing. They are skilled in learning processes based on study cases and/or problem solving and have international, business and academic experience, including teaching, research, extension and consulting.

GA-00-231 Economic and Financial Decisions in Organizations
(3 0 12) Equivalence: NT
Synthetic Program
Aimed at teaching the skills to analyze and structure business-related problems, this course presents, develops and strengthens the theory, practice and empirical aspects of traditional and modern finance topics. It also promotes decision-making on financial flows, risks and returns within the context of paradigm change facing organizations at the dawn of the century. Some backbone instruments include Financial Mathematics; Stocks and Bonds Valuation; Risks and Returns; Forecasts; Projection of Financial Statements, Proforma Statements, Computer Models; Capital Markets Equilibrium Models, Corporate Factors and Strategy Models.

Bibliography
Ross Westerfield, Jordan. Fundamentals of Corporate Finance. Irwin, 1995. Third Edition.

Professor Profile
Professors hold undergraduate and doctoral degrees in Economics, Finance or Accounting. They have extensive international experience and have held executive positions in the financial areas of corporations or have been financial consultants.

GA-00-232 Value Chain Management
(3 0 12) Equivalence: NT
Synthetic Program
The course is based on the simulation of organizations’ real-life experiences regarding the transformation process of inputs into goods and services and the logistics of getting inputs from suppliers and final products to customers. Managing a business value chain involves making decisions about market & clients processes and organization’s human processes as well as economic and financial decisions. Some of the topics covered during the course relate to plant and business design and layout; product selection and production processes; productivity and competitiveness; and operations and control, such as quality management and production planning. The course is also designed to share theoretical concepts and foster the applications of quantitative and qualitative modeling tools to support problem analysis and decision making.

Bibliography
Chase, R; N. Aquilano and F. Jacobs. Production and Operations Management Manufacturing & Services. Ed. Richard D. Irwin, Inc, 1998. ISBN: 0-07-115222-9.

Professor Profile
Professors hold doctoral degrees in Industrial Engineering, Administrative Sciences, Research and/or Operations Management. They are deeply interested in teaching, research and in the application of concepts, techniques and quantitative and qualitative models to support analysis and problem solving in the different transformation processes of inputs to products and in organizations’ relationships with suppliers and customers.

GA-00-233 Human Dynamics in Organizations
(3 0 12) Equivalence: NT
Synthetic Program
This course teaches the importance of human dynamics for achieving competitive advantage in organizations. It provides students with leading-edge approaches to increase individual and group performance and techniques to promote individual satisfaction through motivation and skills development. This course nourishes a spirit of scientific search to understand individuals’ behavior within several work contexts.
Given the complex character of organizations, this course enhances leadership vision and function through the development of organizational performance skills. It deeply analyzes the role of the leader and her followers, as well as issues related to organizational justice, communication, negotiation, conflict and decision making.

Bibliography
Wagner, J.A., and Hollaenbeck, J.R. Organizational Behavior: Securing Competitive Advantage. 1997.

Professor Profile
Professors have doctoral degrees in Administration, Psychology or Organizational Development and undergraduate degrees in Administration or Psychology. Their work and academic experience includes a specialization in Organizational or Industrial Psychology, Human Resources or Organizational Behavior. They conduct research and do consulting work in Organizational Behavior.

GA-00-234 Strategy, Structure & Processes in Organizations
(3 0 12) Equivalence: NT

Synthetic Program
This course goes deep into why some companies attain their objectives, grow and attract new resources, while others fail in today’s highly competitive, complex and chaotic world. Designed to provide students with the basics for a successful business administration in an environment of increasingly complex organizations, this course stresses the application of strategic principles and their relation to organizational structures and processes, based on a clear vision of the company. This course promotes the critical analysis of the organization’s external and internal environments to design strategies, structures and processes aimed at achieving a high-performance work culture that has a positive impact on business competitiveness. It also emphasizes business identification and assessment, competitive advantage creation and conservation, business and competitor knowledge with regards to resources, capacities, and distinctive competencies that translate into sustainable competitive advantages. This course introduces today’s competitive dynamics, which are driven by technological innovation and globalization; it stresses the importance of formulating flexible, competitive and cooperative strategies, supported by virtual and network organizational structures and processes, which are based on learning and knowledge, leading an organization without frontiers. This course emphasizes the interaction dynamics between organizational strategy, structures and processes to broaden the vision of organization processes based on cultural and ethical aspects, decision-making and organizational learning. Other topics covered include innovation, organizational change, conflict and power.

Bibliography
Galbraith, Jay R. Designing Organizations : An Executive Briefing on Strategy, Structure, and Process (The Jossey-Bass Management Series). Jossey-Bass Publishers; 1995.
Grant, . Robert M. Contemporary Strategy Analysis: Concepts, Techniques, Applications. Blackwell Publishers, 1998. Third Edition.

Supplementary:
Brown, Shona L. and Eisenhardt, Kathleen M. Competing on the Edge : Strategy as Structured Chaos. Harvard Business School Press, 1998.
Hamel, Gary and Prahalad, C.K. Competing for the Future: Breakingthrough strategies for seizing control of your industry and creating the markets of tomorrow. Harvard Business School Press, 1996.
Ashkenas, Ronald N. et al. The Boundaryless Organization : Breaking the Chains of Organizational Structure (The Jossey-Bass Management Series). Jossey-Bass Publishers, 1995.
Nalebuff, Barry J. and Brandeburger, Adam. Coo-petencia: La estrategia de teoría de juegos que está cambiando el mundo de los negocios. Editorial Norma.
Slywotsky, Adrian J. and Morrison, David J. Profit Zone: How strategic business design will lead you to tomorrow´s profits. Times Books. 1998.
Collins, James C. and Porras, Jerry I. Build to Last: Successful habits of Visionary Companies. Harperbusiness, 1997.
Limerick, David and Cunnington, Beryt. Managing the New Organization : A Blueprint for Networks and Strategic Alliances. Jossey - Bass Publishers: San Francisco,1993.
Rappaport, Alfred. Creating Shareholder Value : The New Standard for Business Performance. Free Press.1995.
Kaplan, Robert S. and Norton, David P. The Balanced Scorecard : Translating Strategy into Action. Harvard Business School Press, 1996.

Professor Profile
Professors have doctoral and undergraduate degrees in Administration, Sociology or Psychology. Their academic and work experience include a specialization in Theory of the Organization, Administrative Theory, Organizational Sociology or Social Psychology. They conduct research in areas related to organizational performance, structure, authority and culture, among others. They have worked in the industry holding several positions in the area of Human Resources, Organizational Change, Organizational Effectiveness or Corporate Administration.

Summarized Program Offers students a better understanding of savings and investment decisions of economic agents and the market mechanisms that lead to a balance of supply and demand. Topics include utility theory, certainty and uncertainty, budget restrictions, the Agency Theory, the Theory of Market Efficiency, and the development of financial asset appraisal models, such as the CAPM and the APT.

Eugene F. Fama and Merton H., Miller. The Theory of Finance. Dryden Press, 1972.
Thomas E. Copeland y Weston and J. Fred Weston. Financial Theory and Corporate Policy. Addison-Wesley, 1988.
Mark Grinblatt and Sheridan Titman. Financial Markets and Corporate Strategy. Irwin McGraw-Hill, 1998.

Summarized Program Students will learn about the analytical techniques and models used in the decision-making processes of the financial areas of modern corporations. The concepts and theories that support modern corporate finance include many topics, such as risk and return, capital cost, capital budget, capital budget, real options, capital cost and structure, financing sources, mergers and acquisitions and financial insolvency.

Summarized Program Acquaints students with the structure and functioning of the financial market, offers them detailed knowledge of the different techniques and theoretical models used in Finance for investment-financing decision making, and introduces them to the world of the analysis of fixed and variable rent financial instruments, as well as to the principles and strategies of financial investment portfolio management.

Summarized Program Teaches the operative characteristics, benefits and potential risks of futures, options and other derivative financial products. Mainly addresses the problem of appraising derivative securities through the use of arbitrage and other heuristic methods.

Hull, John C. Options, Futures, and other Derivative Securities. 4th Edition, Prentice Hall, Englewood Cliffs, NJ, USA, 2000.
Díaz, Carmen. Futuros y Opciones sobre Futuros Financieros, Teoría y Práctica. Prentice Hall, Mexico, 1998.
Kolb, Robert W. Futures, Options, and Swaps. 3rd Edition, Blackwell Publishers. Malden Ma, USA, 1999.

Summarized Program Incorporates the added complexity of dealing with several currencies, legislation systems and national economic conditions, while managing the financial area of a multinational corporation. Will allow students to understand and objectively asses the risk elements of international operations in the administration of working capital, as well as those of investment and financing decisions. Students will identify and evaluate problems stemming from exchange rate instability, differing environments, economic conditions and fiscal systems, and will learn how to apply different hedging strategies.

Executives' ability to make decisions and perform properly in leadership positions depends on the quality of information available to them and their skills to use it and present it to their target audience. The objective of this course is to teach students how to make business information serve its purpose from a target audience perspective, i.e. informing investors, trading products, improving customer service, training new employees and supporting companies' international presence. Students learn about the strategies, theories, methodologies, techniques and tools used by executives and use them in projects and cases through which they strengthen their ability to manage information. Learning sessions-in which the analysis of practical examples predominates-are complemented with lectures from experts in business communications.

Articles from Harvard Business Review, Sloan Management Review, Expansión, Fortune, Forbes, New York Times, and The Wall Street Journal, among others.

Professional: Expertise in Communications and Strategy and extensive experience as international consultant

Other: Promotes a strong sense of responsibility towards information management through the different techniques, theories and methodologies used. Fosters and supports talent and designs the educational experiences in an environment of collaborative work.

This course looks deeply into the methods and tools that support the formulation and implementation of strategies to strengthen organizations' competitive position. Guided by an integrative approach, students analyze business situations from a conceptual and pragmatic standpoint, and identify the appropriate strategies. This course emphasizes the design of strategies for international companies, particularly European businesses.

Professional: Expertise in Strategy and Leadership; solid experience as consultant for international firms.

Making business strategies operational is key for organizations to reach optimum results. This course addresses the complexities of the process and provides the necessary tools to design and adequately implement strategic plans. It approaches intelligence processes applied to business management, based on science's most recent contributions. With a scientific-theoretic approach, this course relies on concrete cases in which executives visualize strategies' effects and scope, their implementation plans and the correct use of variables affecting success.

Professional: Expertise in Strategy and Leadership; extensive consulting experience for international firms

Understanding different cultures is becoming crucial for managers in today's context of increasing interaction and integration among economies. This course studies the differences and similarities among the administrative systems of several cultures, to provide executives with the tools necessary to successfully manage, negotiate and trade in a global environment. Administrative systems are examined within a context of cultural understanding and communications in the economic, political and historic frameworks of different countries and regions in the world. Through this approach, managers identify and recognize the values and cultural factors of the international business community and the way in which they influence organizational behavior. Problems and opportunities inherent to the transfer of business practices from one culture to another are also analyzed.

Academic: Doctoral degree in Administration, Economics or Industrial Engineering

Others: Enhances the teaching-learning experience with a deep knowledge in doing business among different cultures, ability to operate in international environment and use of leading-edge technologies.

A result of the strategic alliance between Wharton and EGADE, this course has a cross-functional approach and a global orientation. It is especially designed to direct students' talents towards the solution of international business problems and consulting. Students apply concepts, tools and paradigms to solve real business problems. Every WGCP project integrates several disciplines, including Marketing, Operations, Accounting, Finance and Strategy. Participating students are expected to develop their skills in dimensions strategic for organizations, such as leadership and human resources, team work, international diversity (both cultural and economic), language and negotiation. Students must investigate, analyze, develop and defend detailed strategic and operational plans, as well as tactics to satisfy customer needs. Because of the close interaction with their customers and international team members (Wharton students visit Mexican customers and ITESM students visit Wharton facilities), students acquire a rich international experience in business, culture and communications.

Academic: Doctoral degree in Administration, Economics, Industrial Engineering, Marketing, Finance or Operations.

Others: Has an international profile; designs the learning experiences to transfer knowledge and foster the development of managerial, leadership and consulting skills.

Through the design of innovative and realistic business strategies, students recognize the importance of creating a competitive advantage for businesses so these become dynamic sources of growth and employment. The course analyzes the methodologies and tools to strengthen organizations through individual effectiveness and incorporates activities that enhance self-knowledge to allow individuals to identify their own strengths. This emphasis on the human aspect helps students develop a sensitivity to recognize elements in the organizational environment that contribute to employee satisfaction and, consequently, to business competitiveness.

Academic: Doctoral degree in Administration, Economics, Industrial Engineering, Marketing, Finance, Sociology or Psychology.

Other: Strong leadership, teaching and effective communications skills; designs learning experiences that do not reflect a formal structure but rather foster a climate for personal reflection.

This course analyzes the different paradigms of organizational theory and their impact on the design of organizational structure. It examines the interaction among administrative practices and the external environment, strategy, technology, culture and organization size from a macro-organizational perspective. Studying the organizational changes that the new Mexican transnational companies are adopting, this course places special emphasis on the modern work-design methods.

Academic: Doctoral degree in Administration, Psychology or Organizational Sociology, and undergraduate major in General Administration, Sociology or Psychology.

Professional: Has experience in Organizational Theory, Administrative Theory, Organizational Sociology or Social Psychology. Conducts research on organizational performance, structure, authority and culture, among others. Has held positions in the areas of Human Resources, Organizational Changes, Organizational Effectiveness or Corporate Administration.

This course analyzes the ideology of Latin American countries; the historic, economic, social and cultural elements that have shaped it; and its impact in organizational structures. Guided by a general-application methodology which is based on text analysis and interpretation, students take a close look at the paradigms behind the Latin American culture and the symbolism behind mental and behavior structures. Radiography of Power and Civilization and Barbarism are the two topics that include most of which comprises the Latin American mentality, from the omnipresent Third-World complex to our penchant for tyrannies.

Academic: Doctoral degree in Administration, Cultural Anthropology, Social Psychology, Organization Sociology, Philosophy or Literature.

Professional: Academic experience in Administrative Theory, Cultural Anthropology, Social Psychology, Organizational Sociology, History of Ideas, History of Mentalities or Latin American Philosophy. Conducts research on Latin American Thinking.

Given the growing interconnections among economies and the organizations that support them, business leaders need to understand the possibilities of coordinating efforts and creating synergy to increase competitiveness. Since alliances are strategic for organizations, this course analyzes the conceptual framework upon which strategic alliances must be based, the typology of alliances and the aspects that must be assessed to establish an alliance. It also includes cases of successful and failed alliances, which help participants identify the elements that contribute to success.

Gerybadze, Alexander and Walter Gruyter. Strategic Alliances and Process Redesign: Effective Management and Restructuring of Cooperative Projects and Networks. Berlin, 1995.

McHugh, Patrick; Merli, Georgi; Wheeler III, William. Beyond Business Process Reengineering: Towards the Holonic Enterprise. John Wiley and Sons, 1995.

Jarillo, J. Carlos. Butterworth Strategic Networks: Creating the Borderless Organization. Heinemann, 1995.

Professional: Academic work in Managerial Administration and Strategy. Corporate experience in mergers, acquisitions, co-investments and strategic alliances. Solid experience as international consultant.

Others: Designs the learning experience with theory and methodologies and enhances it by inviting actual business leaders to share their own experiences.

Individual performance proposals that add greater value to organizational effectiveness are based on psychology. This course constitutes a conceptual platform to understand the basic principles of modern psychology and asses its relationship with Administration, as well as its contribution to the effectiveness of individuals. By analyzing the theories of Psychoanalysis (Freud, Adler and Jung), Gestalt (F. Pearls) and Behaviorism (B.F.Skinner), as well as the school of Humanism (C. Rogers), students increase their self-knowledge and their sensitivity to understand others. This enhances their ability to relate to others and perform in demanding work environments.

Fadiman, James & Frager, Robert. Teorías de la personalidad. Editorial Harla, 1995.

Academic: Doctoral degree in Psychology or Human Development, and a specialization in Cognitive Psychology, Organizational Psychology or Industrial Psychology.

Professional: Conducts research on Human Resources or Executive Development. Experience on Human Resources, Organizational Change and Executive Development.

Analyzes and studies the fundamental concepts of Organizational Development, to increase executives' effectiveness in their various roles as individuals. The knowledge, empiric tools and practical cases analyzed during the course support the idea that people, from their area of influence, contribute to business competitiveness and success. Thus the importance of integrating this approach into all the organizational change and innovation processes.

Huse & Cummings. Organizational Development and Change. West Publishing Company.

Bennis, Warren. Desarrollo organizacional: Su naturaleza, sus orígenes y perspectivas. Fondo Educativo Interamericano.

Academic: Doctoral degree in Administration, Sociology, Psychology or Communication, and a specialization in Theory of the Organization, Administrative Theory, Sociology of the Organization or Social Psychology. Undergraduate degree in General Administration, Sociology or Psychology

Professional: Conducts research in areas related to performance, change and organizational culture. Has experience in Human Resources, Organizational Change, Organizational Effectiveness or Corporate Administration.

This course acquaints students with the tools to respond, objectively and quantitatively, to the common questions about the effectiveness of people and Human Resources programs in an organization. Using an interdisciplinary approach that includes measurement tools and qualitative performance theories, the course helps students develop their skills to generate Human Resources programs that foster satisfaction, motivation and effectiveness among people in the organization.

Academic: Doctoral degree in Administration or Psychology and a specialization in Organizational or Industrial Psychology, Human Resources or Organizational Behavior. Undergraduate degree in General Administration or Psychology.

Continuos staff training and generation of proposals to strengthen individual development are critical to increase a firm's performance. This course strengthens students' skills to plan, organize, integrate, direct and assess the activities of an organization's Training Department. Topics covered include the relationship between training and personal development, instructor formation and/or selection, learning fundamentals, training needs identification, and the design of a training program that is both effective and consistent with the firm's objectives.

Resa, Jesús Carlos. Cómo detectar necesidades de capacitación en las organizaciones. Editorial Panorama.

Academic: Doctoral degree in Administration, Psychology, Organizational Development or Education, specializing in Human Resources, Organizational Psychology, Industrial Psychology or Organizational Behavior.

Professional: Conducts research on Human Resources, Organizational Evaluation Systems, Organizational Change, or Personnel Development. Has held high-ranking positions in Human Resources, Organizational Change, Strategy or Personnel Development. Works as consultant in related areas.

Students integrate personal experiences, skills and traits to learn and adopt behaviors that communicate leadership. During this process, they identify attitudes and conducts that consolidate organizational leaders. The analysis of the process through which leaders become creators of organizational culture and motors of change constitutes a central part of this course.

Academic: Doctoral degree in Administration, Social Psychology or Organizational Development and a specialization in Human Resources, Social Psychology or Organizational Behavior.

Professional: Conducts research on Human Resources, Organizational Leadership, Executive Development and Institutional Evaluation. Has held high-ranking positions in the areas of Human Resources, Organizational Effectiveness, Organizational Change and Executive Development, among others.

Based on the philosophy of enhancing students' international profiles, this course is a continuation of Global Consulting Practicum I and consolidates learning in international consulting projects. Participating students present a consulting proposal for the customer, including a project advance delivery scheme. Students give a presentation to discuss their research methodologies and receive feedback from scenario-building experts. This course is taught through strategic alliances with prestigious foreign business schools.

Professional: International profile. Consultant for national and international firms.

Others: Designs learning experiences to transfer knowledge and energetically foster the development of business leadership and consulting skills.

As a result of the increasing complexity of organizations, the natural and traditional ability to administrate is becoming obsolete and turning into a research topic and a new profession. This phenomenon is more evident during the transition towards the 21st century, forcing scholars and professionals to reformulate concepts, instruments and education to help managers face today's problems. This course is aimed at explaining the phenomena of administration, the functions of administrators and the causes of the most common human, operative and strategic problems in organizations. Topics covered include the conditions needed to make a social organization viable; complexity and its control; the asymmetry of power; and the administrator as a decision maker.

Academic: Doctor in Administration, Economics, Industrial Engineering, Marketing or Finance.

Professional: Conducts research on the evolution of administrative theory and works as consultant in areas related to business administration.

This course has two main objectives: First, to gain an understanding of systems thinking as a tool for organizational change, and second, to learn a practical methodology for designing learning orientations into existing organizational structures - and for creating structures for them, when and where they are needed. The three areas with which we will be working are: systems thinking, organizational learning, and interactive-design methodology. The creation of responsive long-term developmental dynamics in organizations will be discussed and presented in terms of purposeful systems design. This course is oriented to the practical application of concepts and techniques while at the same time being based in a strong theoretical framework. Given its nature, interactive and participative exercises, as well as examples drawn from group experience, will be strong components of the learning process.

Doctoral degree in Administration or Operations. Professional: Expertise in Strategy and Leadership; solid experience as consultant for international firms.

This course intends to provide in-depth knowledge and understanding of the dynamics of corrupt business practices in international business. The course focuses particularly on the phenomenon of corruption as it affects the private sector. The class will also bed the private sector's role in corruption, bribery and unfair business practices in the wider context of corruption in state-society systems. Specifically, the course will address, inter alia, the following topics: 1) Sound anatomy of corruption, including incidence and causes of corruption, most susceptible areas for bribe taking. 2) Analysis whether and how corruption can be measured. In this context, Transparency International's Corruption Perception Index, as well as its Bribe Payer's Index will be introduced and examined as to their value in formulating anti-corruption policies. Alternative measurement instruments, like the United Nations Survey of National Agencies of Crime Trends and Operations of Criminal Justice Systems. 3) Examination of the ethical and economic overall cost of corruption.4) Anti-corruption policies: International "Best Practices", international conventions (OECD, et al.) and international actors (Transparency International, United Nations, etc.). 5) National Integrity Systems. 6) The Judicial sector in anti-corruption policy, and its effect on the private sector. 7) Corruption in the private sector in the course of privatisation of public services. 8) Corruption in public procurement. 9) Case studies for specific countries. 10) Money laundering and drug trafficking. 11) Cultural factors causing, supporting or limiting corrupt business practices. 12) Specialized topics. The course shall equip the students with the necessary tools to understand and confront the phenomenon of corruption in a variety of economic sectors and different cultural, as well as political contexts.

Bibliography: Literatura básica/Base Literature: Transparency International: Confronting Corruption: The Elements of a National Integrity System Artículos sobre tópicos especializados/Articles on specialized issues: -Cockcroft, Laurence: "Implementation of the OECD Convention: The Conditions of Success" -Feldman, Estelle/Martin, Robert: "Access to Information in Developing Countries" Puri, Shamlal: "Self Censorship & the Media" -Roberts, Alasdair: "Access to Government Information: An Overview of Issues" -Cockcroft, Laurence: "A Note on the Relevance of WTO" -Frisch, Dieter: "Export Credit Insurance and the Fight Against International Corruption" -Lane, Michael H.: "Customs and Corruption" -Vogl, Frank: "The Supply Side of Corruption - does the developing world have to carry the full weight of global anti-corruption efforts?" -Wiehen, Michael: "The Role of Export Credit Insurance in the Fight Against Corruption" -Bernasconi, Paolo: "Off-Shore Domiciliary Companies as Instruments of Corruption and Money Laundering" -Colombo, Gherardo: "The Role of Slush Funds in the Preparation of Corruption Mechanisms" -Diefenbacher, Erich: "Domiciliary Companies as a Logistical Instrument of International Corruption " -Tenhagen, Hermann-Josef: "On-line to Tax Payer's Paradise The role of the internet in tax evasion and financial crime" -Pope, Jeremy: "The Need for, and Role of, an Independent Anti-Corruption Agency" Artículos sobre tópicos regionales/Articles on Regional Issues: -Alberto Vannucci: "Corruption and Political Financing in Italy" -Hessel, Marek/Murphy, Ken: "Stealing the State, and Everything Else: A Survey of Corruption in the Postcommunist World" -Frisch, Dieter/TI-Brussels: "Fighting Corruption: What Remains to be done at EU Level"

Professor Profile: Professor teaching this course ought to have a doctorate in one of the following fields: International Relations, International Business, Business Administration or Sociology. He or she should demonstrate the ability to manage intercultural and social processes at international level. Instructor should have experience in teaching, research, training and consulting activities. Their work experience should include extensive work in public and private sector. Instructor has to be orientated to Trans-disciplinary work.

The main objective of this course is to show the importance of cultural issues when doing business internationally. The course's intent is that students gain a basic understanding of cultural profiles, as well as management and communication styles, of countries and corporations in various regions of the world. Students will become familiar with concepts, models, and tools that allow them to effectively manage, facilitate and participate in multicultural work groups and task forces, by paying attention to the task, as well as communication, negotiation and learning issues in the group process. Ethical and social responsibility aspects will also be included in the analysis of cross-cultural situations and in the effectiveness criteria used in decision-making in multicultural groups.

Bibliography: Perry, Gaye (Editor) Intercultural Communications. Bellvue: Coursewise Publishing, Inc. 1999. Hall, E. & Hall. M. Understanding Cultural Differences: Germans, French and Americans. Yarmouth: Intercultural Press, 1990 Kras, E. Management in Two Cultures: Bridging the Gap Between the US and Mexican Managers. Yarmouth Intercultural Press, 1989

Faculty Profile: Professors teaching this course ought to have a doctorate in one of the following fields: Business Administration, International Business, Communication Sciences, Social Anthropology, or Sociology. They should demonstrate the ability to manage interactive learning processes making use of diverse tools like case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, research, training and consulting activities. Their work experience should include extensive work in international settings and facilitation of the work of multicultural groups

Teaches the ability to analyze and assess economic phenomena and their impact on organizational processes. The course closely studies the main components of aggregate supply and demand, government's role in the economy, the process of monetary supply and inflation, stabilization policies and financial markets.

Students learn the skills necessary to conduct an holistic decision-making process by integrating knowledge about macroeconomic phenomena and about the organization's phenomena (microeconomic).

Sachs, Jeffrey & Larrain, Felipe. Macroeconomics in the Global Economy. Prentice-Hall, 1994.

Professional: International profile as consultant or leader of financial areas and expert in the works of global financial markets.

Other: Facilitates a teaching-learning process centered on the behavior of international markets, with a scientific basis and enriched by international experience.

Teaches real estate appraisal considering the economic, political, social and psychological factors that influence market value. During the course, students analyze the main real estate appraisal models and their adaptations to the Mexican market and practice them through work on actual cases.

Professional: Consultant and/or researcher in the negotiation process of real estate trade, deeply acquainted with the international real estate market. Has solid negotiation and appraising skills. Is a development expert for national and international economies.

Econometrics is the application of statistical methods to estimate economic relations. This course teaches students how to estimate, quantify and analyze, using a scientific approach, relevant economic and/or financial relationships, obtained from micro and macroeconomic data. Students also learn how to apply the estimation methodologies based on statistical concepts, which will allow them to measure economic relationships, and to analyze and interpret the obtained information to solidly sustain the firm's economic/financial decision-making.

Academic: Doctoral degree in Administration, Economics, Finance or Statistics, with undergraduate studies in Economics.

Professional: Has conducted empirical research or worked as consultant in the areas of Finance and Economics and has advanced training in Statistics.

Other: Is well acquainted with Applied Statistics, Administration, Finance and Economics and has a global vision of the national and international economic environment.

This course helps students develop the skills to analyze the feasibility of investment projects, thus enabling them to make strategic decisions as administrators. It fosters a broad vision of the organization and its context by incorporating market, technological, operations, social, ecological, economic and financial aspects into the decision-making process to complement the projection, analysis and assessment of investment projects. Students learn the value of collaborative work through a final integrating project which gives them the opportunity to practice what they learned during the course.

Bierman, H. and S. Smidt The Capital Budgeting Decision: Economic Analysis of Investment Projects. Eight Edition, Prentice-Hall.

Academic: Doctoral degree in Administration, Economics, Finance, Operations or Accounting.

Professional: Has held high-ranking positions in Finance or related areas in the industrial sector, and has experience as consultant in investment projects.

Other: Possesses both practical and theoretical knowledge in the areas of finances and strategic analysis.

Helps students develop the skills to analyze the different investment alternatives and to design and manage portfolios and mutual funds. The concepts analyzed and applied during the course include portfolio formation, risk, return, efficiency, optimization, selection, simplification, Capital Asset Pricing Model (CAPM), Arbitrage Pricing Theory (ATP) and investment evaluation.

Edwin, J. Elton and Martin J. Gruber. Modern Portfolio Theory and Investment Analysis. John Wiley. Fifth Edition, 1995.

Professional: Has generated high returns for organizations in the capital, foreign exchange, factor and products markets. Is familiar with how the Stock Exchanges of the main world economies work. Has solid skills as investment portfolio administrator.

Students acquire a dual vision to conduct successful financing and investment operations in the financial markets. This course also fosters the generation of new financing or investment alternatives within an international context.

Professional: Extensive experience in stock market operations as high-level executive in financial institutions. Has conducted research and worked as consultant in this area.

Other: Facilitates the teaching-learning process by offering both the theoretical and practical approaches of credit instrument trade in international financial markets.

Students take the role of an investor who wishes to minimize the implicit and explicit risk of economic and financial variables to which the public and private entities of industrialized nations are exposed. This course confronts students with real hiring and hedge situations which give them the opportunity to analyze and assess the different combinations of options, futures and swaps, training them for effective decision-making.

Professional: Experience in consulting and research in risk management and investments, with deep knowledge on derived products and the ability to develop new financial products.

Other: Shares empirical knowledge while sustaining it on scientific foundations.

This course represents a venue where students debate over the problems currently facing banking administration in Mexico. It helps students develop skills and provides them with tools to examine the impacts that decisions about credit, funding, investment and operations have on a financial institution's risk/return. The course stresses the application of specific problem-solving techniques for decision-making.

Koch, Timothy W., and Scott McDonald. Bank Management. Prentice-Hall, Fourth Edition.

Professional: Experience as high-level executive in key areas of banks: credit analysis, market studies, treasury financial management and international banking.

Other: Is familiar with the whole complex operations process of national or international financial institutions. Has an holistic view of the organization and shares it through an educational experience integrating the learning and practical application of key concepts.

This course offers students the opportunity to work as consultants in Finance, by facing them to situations in which they must make decisions and propose strategic solution-alternatives. Students must use their intuition and knowledge in multidisciplinary areas such as Sustainable Growth, Capital Structure and Cost, Dividend Policy and Investment Decisions.

Other: Possesses an extraordinary ability to creatively design strategies as solution alternatives for Finance cases.

Students conceptually share the tools to analyze and interpret financial information in non-inflationary economies and the impact of inflation on financial information. This gives them the elements to apply and integrate the methodology to update financial information in times of inflation and promotes a critical point of view. Topics covered in the course allow students to evaluate the financial situation, profitability, solvency and cash flow with regards to the organization and/or Mexican companies listed on the Stock Exchange.

Ochoa, Guadalupe. Administración financiera I. Addison Wesley, Long Man. Third Edition, 1996.

Academic: Doctoral degree in Administration, Economics, Finance, Information Systems or Accounting and undergraduate studies in Accounting.

Professional: International profile. Has work and consulting experience in financial information analysis and decision-making in corporate firms.

Given the volatility, risks and opportunities of international capital markets, there is a growing interest in better understanding the dynamics of the international financial environment. This course analyzes the evolution of financial markets in the past few years, the different financial products that have emerged in the last 25 years and the factors that influence their appraisal. It also allows students to develop a special intuition to seek efficient solutions for complex problems on hedge, financing schemes, and international investment diversification.

Professional: Solid experience as investor in international markets, with deep knowledge on hedge strategies. Is a specialist in the use of derivatives as hedge instruments and fully understands the complex behavior of global capital markets.

Other: Creates a dynamic and participatory course in which theoretical and practical knowledge is systematically shared.

A solid and effective banking sector is key in granting credibility to economic reform programs. Given the close link between the banking and public sectors, the banking crises that Latin America underwent from the 70s to the 90s had a negative effect on the development programs applied during those 2 decades. The same banking crises keep happening today, severely affecting Mexico's economic reform programs; but there are great expectations for the political transition of the year 2000.

This course becomes a venue where students discuss in a dynamic and participatory manner the experiences of the banking crises that occurred in Latin America in the last 15 years. Among the elements analyzed are the programs applied to solve such crises; the role of the Central Bank in the supervision and regulation of a country's financial sector; the relationship between government intervention in the administration and regulations of the banking sector and the situation of the financial sector's credit portfolio; and the relationships among commercial private banking systems, public systems and the development of capital markets to finance productive and speculative investments. This course helps students develop the ability to evaluate reform programs proposed to face banking crises, in terms of their fiscal costs, recapitalization requirements, their effects on the credit capacity of the national banking system and the interest rate that will predominate in the market. Students will also develop skills to propose reform programs different from those applied in Latin American economies.

Rojas, Liliana. Crisis bancarias en América Latina. Fondo de Cultura Económica para el Banco Interamericano de Desarrollo.

Professional: Solid experience in high-ranking positions in banks or the governmental financial sector. Has a deep understanding of Latin American and top world economies and has been consultant in the creation of national development plans.

Other: Has the authority to constructively judge development plans and propose value-added alternatives.

This course has been designed to promote a detailed knowledge of the structure and function of the financial systems of México, United States and Canada. The new market created by international integration between North American countries, represent rich strategic opportunities. For financial entities, it represents the opportunity to participate in 3 large markets, created through the North American Free Trade Agreement. Some of the most important aspects of this opportunity are regulation process of the financial activities that modify the conditions in which each intermediary develops its activity, the consolidation tendencies and diversification of participating entities in financial groups and the rearrangement of processes that has taken place because of diverse economic episodes.

This course aims at providing a conceptual and practical framework for using financial statement data to analyze and value businesses under the context of closely held enterprises. The course draws on the theory of finance in general and on the practice of corporate "en bloc" valuation. Corporate valuation has, of course, an explicit multi-disciplinary objective of integrating corporate finance with relevant components of financial accounting, business analysis, and corporate strategy. The focus is on implementation and hands-on training rather than the development of new theory, however some new approaches will be discussed. Also, focus will be on learning analysis and valuation theory and techniques by discussing and working on actual business valuations. After the first part dealing with basic concepts and methods, the structure of the course will follow the development of a real-world valuation. Major topics covered are cash flows models, goodwill models, cost of capita, the role of capital structure in valuation models, and the merits of simplified methods frequently used by practitioners.

S.Z. Benninga and O.H. Sarig (BS): Corporate finance. A valuation approach (McGraw hill 1997)
S.A. Ross, R.W. Westerfield and J.Jaffe (RWJ): Corporate finance (Orwin, any edition) A. Damodaran (D): Investment valuation (wiley, 1996)
Gordon V. Smith: Corporate Valuation (John Wiley & Sons, 1988)
Caouette, Altman and Narayanan: Managing Credit Risk, the Next Great Financial Challenge, 1998, John Wiley & Sons Inc.
Gompers and Lerer: The venture Capital Cycle, 1999, MIT Press S:T: Pratt: Business Valuation Body of Knowledge, 1998, John Wiley & Sons Inc.

Faculty Profile Professors teaching this course should have a doctorate in one of the following fields: Finance, Economics or Business Administration. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, training and consulting activities in the field of mergers and acquisitions. Their work experience should include extensive work in research and analysis in the market for corporate control as well as experience in asset valuation.

Every manager whose bussiness is market oriented (domestic or internationally), will be affected by the volatility of commodity prices, foreign exchange, stock prices or interest rates; most of the cases the impact of these variables could have a serious repercussion on the firm´s value, in its operation and in its financial transactions. This course will introduce the concept of financial risk to provide the fundamental knowledge in order to quantitatively determine the cost of the risk from various points of view: identification, exposition, uncertainty, strategy and procedures and controls. In addition, it pretends to explain the concept and methodology of derivative instruments in the context of risk management for the administrator to know their goodnesses and in this way he/she will be able apply them in the every day business operation. The manager will learn how to use the financial instruments to design hedge strategies, but overall, to constantly value his position in the markets, and consequently avoid any negative impact that affects the firm´s value and operation.

Derivatives, Financial Engineering and Risk Management, Rene Stulz, ed. South-Western, 2002
Managing Financial Risk: a Guide to Derivatives Products, Financial Engineering, and Value Maximization, Charles W Smithson, ed. McGraw-Hill, 1998
Risk Management and Financial Derivatives: A Guide to the Mathematics, Satyajit Das, ed. McGraw-Hill, 1997
Financial Risk Management in Banking, Dennis Uyemura and Donald Van Devenport, McGraw-Hill, 1993 Options, Futures, and other Derivatives, 4th ed, John Hull, Prentice Hall, Inc, 2000

Faculty Profile Professors teaching this course ought to have a doctorate in one of the following fields: Economics, and Finance. Instructors should have experience in teaching, research, and consulting activities. They should demonstrate a great knowledge in mathematical, statistical and financial subjects.

Students will gain knowledge on short-term financial management for the firm, focusing on practical tools and relating investment activities with funding sources, through practical cases, applied exercises and readings, in order to better understand the financial manager's decision-making on buying out and financing current assets.

Doctorate degree in Economics, Accounting, Finance or Business Administration with a concentration in Finance. Knowledge, teaching and professional experience in Corporate Financial Management.

The main objective of this course is to provide a survey of artificial intelligence (AI) classification techniques and their applications in finance. The course will cover one standard statistical technique, namely discriminant analysis, as a benchmark technique and four AI techniques, namely: recursive partitioning or classification trees, expert systems (ES), neural networks and genetic algorithms. Each technique will be presented through its theoretical basis and its implementation on a specific computer software. Cross-validation will be used as the methodology to evaluate and compare the performance of the various techniques. Applications will include among others: prediction of financial distress for corporations of the real and financial sectors, credit rating, stock selection and prediction of acquisition targets.

WEISS, S.M. et KULIKOWSKI, C.A., "Computer Systems That Learn : Classification and Prediction Methods from Statistics, Neural Networks, Machine Learning and Expert Systems", Morgan Kaufman, 1991, 220 p.
ALTMAN, E.I., "Corporate Financial Distress", John Wiley, 1992.
TRIPPI R.R. ET TURBAN E., "Neural Networks in Finance and Investing", Probus, 1993.
BAUER R.J., "Genetic Algorithms and Investment Strategies", Wiley, 1994.

Faculty Profile Professors teaching this course ought to have a doctorate in one of the following fields: Finance, Economics, Computer Science, or Applied Mathematics. Instructors should have experience in teaching, the ability to use the related software and a competence demonstrated by published research articles in the field.

This course is aimed to train advanced students to deal with problems of the business world in emerging markets with an emphasis in finance and strategy. At the end of the course it is expected for the participants to be prepared to take part in working groups in charge of analyzing and recommending important investment and financing decisions in emerging markets. Based on class sessions and reading material the students will be responsible for working on and discussing a series of five real life cases. The first half of the course will cover the class sessions on corporate finance in emerging markets whereas the second half will be meant for class discussions. Enrollment will be limited to a maximum of 20 students.

Amram M., Kulatilaka N. 1999, "Uncertainty: The New Rules for Strategy", (preparado para el Journal of Business Strategy), Marzo.
Copeland T. 2000, "Valuation", Wiley, 3a. Edición.
Diermeier J., Solnik B. 2001, "Global Pricing of Equity",Financial Analysts Journal, Julio-Agosto.
Inselbag I., Kaufold H. 1997, "Two DCF Approaches for Valuing Companies Under Alternative Financing Strategies", Journal of Applied Corporate Finance, Primavera.
Khanna, Palepu 1997, "Corporate Strategy for Business Groups en Emerging Markets", Harvard Business School Working Paper.
Kristof N. 2000, "Bellyache in Japan", en "Thunder from the East"Alfred A. Knopf Editores.
Porter M. 1980, "Competitive Strategy", New York Free Press
Prahalad C.K., Hamel G. 1990, "The Core Competence of the Corporation", Harvard Business Review, Mayo-Junio.
Sabal J. 2002, "Financial Decisions in Emerging Markets", Oxford University Press.
Sabal J. 2002, Notas de Clase, Página Web.
The Economist 2002, "Monsters Still, but Prettier", Ene 5.
The Economist 2001, "The Future of the Company", Dec 22.
The Economist 2001, "Poverty and Property Rights", Mar 31.
Trigeorgis L. 1997, Real Options", MIT Press.

Faculty Profile :The professor teaching this course holds a PhD degree in Finance and has extensive experience both as professor and consultant in finance and strategy in emerging markets. In addition, he is the author of a worldwide circulation book on financial decisions in emerging markets.

The main thrust of this course is that the students become familiar with the most up-to-date methods and techniques of financial analysis. At the end of the course the student will be able to analyze and evaluate the financial position of business firms and other types of institutions, to estimate financial forecasts, to formulate the financial section of a business plan, and to perform asset and firm valuation through a variety of methods. In the first part of the course, the analysis of financial statements, the statement of changes in financial position, and the analysis of financial ratios are studied. The second part concentrates on financial forecasting, planning and budgeting within a business plan context. Valuation of assets through time and firm valuation are reviewed in the third and final part.

Bibliography: Besley, Scott y Eugene F. Brigham. Fundamentos de Administración Financiera. 12ª Edición. México: McGraw-Hill, 2001. Palepu, Krishna G., Paul M. Healy and Victor L. Bernard. Business Analysis and Valuation. 2nd. Edition. U.S.A.: South-Western College Publishing, 2001. Palepu, Krishna G., Paul M. Healy y Victor L. Bernard. Análisis y Valuación de Negocios Mediante Estados Financieros. 2da. Edicion. México.: Thomson Learning, 2002.

Faculty Profile Instructors teaching this course have a Ph. D. on Finance, Economics or Business Administration. They must have proven teaching experience with learning processes centered on the student and based on problem solving, case discussion and term projects. In addition to teaching, their professional experience includes research, continuous education and consulting work.

This course is about operating decisions. Its scope is the short-term horizon. It is an extension of managerial accounting themes. The course is divided in three parts. Management control is the first, in which flexible budget and variation analysis will be studied; also allocation costs and the theory of constraints will be seen. The second part is dedicated to the study of pricing decisions, both inside the company (transfer prices) and in the open market. The objective of the last part is the study and analysis of several indicators of performance measurement, with special emphasis in the financial ones.

BIBLIOGRAPHY Cost Accounting: A managerial emphasis (tenth edition - 2000). - Charles T. Horngren, George Foster and Srikant M. Datar. - Prentice Hall. Managerial Accounting (fourth edition - 2000). - Ronald W. Hilton. - McGraw-Hill. Managerial Accounting (ninth edition - 1999). - Joseph G. Louderback III, Jay S. Holmen and Geraldine F. Dominiak. - South-Western College Publishing.

FACULTY PROFILE Professors in this course may come from diverse disciplines, but they should have a deep knowledge of managerial accounting. It is also desirable that they have a doctoral degree. Because of the operational emphasis of the course, it is strongly recommended that they have worked in different manufacturing environments. On the other hand, the professors should know modern methods of teaching and the current software to support them.

Mergers, acquisitions and financial restructurings represent a major force in our economic and financial environment today. This course is designed to provide the student with a general understanding of mergers and acquisitions issues as well as a variety of financial restructuring and reorganization techniques. This course combines financial, legal and governance perspectives in order to more fully comprehend the process and objectives of mergers and acquisitions. The student will obtain a sound understanding of the transactional process required in mergers and acquisitions as well as a fundamental ability to apply the concepts of finance theory to important topics such as target valuation, takeover motives, takeover financing, managerial entrenchment, takeover defenses tactics and pricing as well as antitrust questions. The analysis of corporate restructuring and reorganizations will aid the student to strengthen his understanding of how modern corporations should be managed.

Bibliography:
Weston, Siu and Johnson. Takeovers, Restructuring and Corporate Governance, 3e. Prentice Hall.
Gilson and Black. The Law and Finance of Corporate Acquisitions, 2e. Foundation Press.
BenDaniel and Rosenbloom. International M&A, Joint Ventures & Beyond, 1e. John Wiley & Sons.
Reed and Lajoux. The Art of M&A, 3e. McGraw Hill.

Professors teaching this course should have a doctorate in one of the following fields: Finance, Economics or Business Administration. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, training and consulting activities in the field of mergers and acquisitions. Their work experience should include extensive work in research and analysis in the market for corporate control as well as experience in asset valuation.

The objective of the course “Valuation of Companies” is to provide the participant with the most up-to-date financial tools to value a firm as a going concern. The ultimate goal of the course is to train CFO’s, financial analysts, and consultants with the knowledge to: (1) transform accounting information into financial or economic information; (2) properly analyze the financial historical performance of a corporation; (3) identify the main value drivers for a specific business, and finally, (4) value the firm. It is a course that integrates and applies financial knowledge covered in previous courses. The course will emphasize the adaptation of theoretical concepts so that they are usefully transformed for their application in emerging markets. The course is a combination of lecture, class work and discussion, as well as a real valuation project.

Professors teaching this course should have a doctorate in one of the following fields: Finance, Economics or Business Administration. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, and consulting activities in the field of valuation of companies.

Banks play a key role in the economy and their performance has a direct impact on the overall performance of the real sector. The objective of this course is to cover several major issues with regard to bank theory and management, such as: the economic functions performed by banks, the techniques they use to manage various financial risks (market, credit, interest rate), the role and regulation of bank capital, the issue of operational efficiency and the trend towards consolidation. In particular, Value at risk models will presented and evaluated. The international regulation of bank capital as coordinated by the Basel Committee of the Bank for International Settlements will also be discussed. At the end of the course, the student will have a better understanding of the financial management of banks and of their interactions with their environment.

Faculty Profile
The professor has doctoral studies in the financial area and experience teaching bank management. He has extensive professional experience with financial institutions and public authorities regulating the financial sector.

Crane D.B., Merton R.C. et al., The Global Financial System: A Functional Perspective, Harvard Business School Press, 1995, 291p.
Crouhy M., Galai D. et Mark R., Risk Management, McGraw-Hill, 2001, 717p.
Dietrich J.K., Financial Services and Financial Institutions: Value Creation in Theory and Practice, Prentice Hall, 1996, 797p.
Dowd K., Beyond Value at Risk : The new science of risk management, Wiley, 1998
Saunders, A., Credit Risk Measurement : New Approaches to Value at Risk and Other Paradigms, John Wiley, 1999, 226p.
Saunders A., Financial Institutions Management , Irwin, 1997, 709p.

Suitable selection of financing sources is an essential success issue for an investment project. This course is designed to provide the student with a general understanding of the different financing sources available for corporations and institutions, from the private or governmental sectors and to give the student the skills and abilities to distinguish the best alternatives available to finance investment projects.

Faculty Profile

· American Psycological Association. “Manual de Publicaciones”. Editorial El Manual Moderno. (APA)
· Blanco H., Gonzalo; Verma, Savita. “El Sistema Financiero en México: Las instituciones, los instrumentos y las operaciones”. Captus Press. 1996. (B-V)
· Brealey; Myers. Principles of Corporate Finance. McGraw Hill.
· Emery, D.R; Finnerty, J.D. Administración Financiera Corporativa. Prentice Hall. Primera Edición. 2000. (E-F)
· Reilly, Frank K; Brown, Keith C. “Investment Analysis and Portfolio Management”. Sixth edition. The Dryden Press. 1997. (RB).
· Ross, S.A; Westerfield, R.W; Jaffe, J. Corporate Finance. McGraw Hill.6th edition. 2001.
· Santomero, Anthony M; Babbel, David F. “Financial Markets, Instruments and Institutions”. Irwin McGraw-Hill. (S-B)

Value Based management (VBM) is a synthesis of multiple business disciplines and subjects. From finance, VBM has adopted the goal of shareholder value creation along with the acceptance of a discounted cash flow valuation paradigm. From accounting, VBM has adopted the basic structure of the firm’s accounting statements and modified them for its own purposes. The objective of the course is to provide the participant with the most up-to-date knowledge and tools to manage the value of a company. The ultimate goal of the course is to provide CFO’s, financial analysts, and consultants with the principal methods used in the area of VBM, mainly those proposed or used by companies such as McKinsey & Co, LEK / Alcar, Stern Stewart & Co, Boston Consulting Group and HOLT Value Associates. The course is a combination of lecture, class work and discussion, as well as a real VBM project.

Young David and O’Byrne Stephen, EVA and Value-Based Management: A Practical Guide to Implementation, McGraw-Hill Trade (2000)

Stern Joel and Shiely John, The EVA Challenge: Implementing Value Added Change in an Organization, John Wiley & Sons (2001)

Professors teaching this course should have a doctorate in one of the following fields: Finance, Economics or Business Administration. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, and consulting activities in the field of valuation of companies and VBM.

As a result of the scandals surrounding Enron, Arthur Andersen, Global Crossing, WorldCom, and Adelphia, the business environment has changed dramatically. “Corporate governance” is now that watchword in corporate board rooms, capital markets and government agencies.
Executives now face additional government regulations, stiffer penalties for misleading public disclosures, as well as more skeptical investment community. The common perception is that bad people caused the massive failures just mentioned and that more government oversight will solve these problems. Unfortunately, the common perception is wrong according to several academicians. According to organizational economics the business debacles resulted from badly designed organizational architectures. The blueprints for their destruction were designed into the firm’s “organizational DNA”. This course examines how organizations govern themselves by designing corporate control mechanisms that channel managers’ incentives into actions that create – not destroy – value. The topic is critical to anyone who works in or seeks to manage organizations – whether they are for-profit or not-for-profit firms.

Brickley, Smith, Zimmerman, 2004, Managerial Economics and Organizational Architecture, Third Edition, Irwin McGraw Hill

Professors teaching this course ought to have a doctorate in one of the following fields: (1) Business Administration with a Finance major or (2) Economics. They should demonstrate the ability not only to manage interactive learning processes making use of diverse tools like case studies, role-plays, but also to prepare academic exercises that represent a simplification of the complex reality. Instructors should have experience in teaching, research, training and consulting activities.

This course is intended to provide an overview of fixed income securities that are available in today’s financial markets. Emphasis will be placed on analytical techniques for valuing interest-rate-based financial products, quantifying their risks, and developing portfolio strategies for achieving specific objectives. The institutional features of Mexican and North American fixed-income markets will also be discussed.

Bibliography
- Fabozzi, Frank J., Bond Markets, Analysis and Strategies, Pearson Prentice Hall, fifth edition, 2004 (ISBN: 0-13-049782-7)
- Tuckman, Bruce., Fixed Income Securities, Tools for today markets, Wiley, second edition, 2002 (ISBN: 0-471-06317-3)
- Sundarensean, Suresh., Fixed Income Markets and their Derivatives. South Western, second edition, 1997 (ISBN: 0-538-84005-6)

Perfil del profesor
The professor teaching this course should have a PhD in Accounting, Economics or Finnace and must have experience in both research and education in the areas of investments and risk management.

This course covers advanced material in Corporate Finance through the preparation of case studies and lectures.
Class sessions will consist primarily of case presentations and discussions with basis in the theoretical frame of each topic. Topics will include mergers and acquisitions, corporate governance ,risk management, restructuring, financing strategies, and bankruptcy.

Faculty Profile
The professor teaching this course should have a PhD in Finance and know the teaching case methodology.

This course deals with using accounting information for strategic, tactical, and operating decisions with a focus on strategic cost management. Emphasis is on using cost and other management accounting information in making sound decisions, its effect on managerial behavior, and its use in formulating and implementing strategy, and issues of design and operation of management control systems including the intended and unintended consequences of performance measurement.
Professor Profile:
The person teaching this course should have a doctorate degree in accounting, expertise in management accounting, business work experience (including consulting), international business experience, flexibility, and preferably teaching in different international settings.
Bibliography:

• Atkinson, Kaplan and Young. Management Accounting. Fourth Edition. Prentice Hall. 2004. [ISBN: 0-13-008217-1]
• Goldratt and Cox. 1992. The Goal: A Process of Ongoing Improvement (Second Revised Edition. North River Press Publishing Corp. [ISBN: 0884270610] Referred to as ‘Goal’
• Supplemental Material to be made available as the course progresses

Financial management of the multinational firm including management of foreign exchange risk and political risk, and the control and evaluation of financial policies of multinational firms. The objectives of the course are to ensure that all students have a mastery of the scope and application of multinational finance in a corporate setting and are able to utilize the appropriate financing or hedging and risk-reduction mechanisms for dealing with the uncertainties of multinational operations. Students will identify and evaluate problems stemming from exchange rate instability, differing environments, economic conditions and fiscal systems, and will learn how to apply different hedging strategies.
Bibliography

· Piet Sercu y Raman Uppal, South-Western. "International Financial Markets and the Firm", Chapman & Hall, 1995.
· David K. Eiteman, Arthur I. Stonehill y Michael H. Moffett. "Multinational Business Finance", Addison Wesley, 1998. Professor Profile

Professors have doctoral degrees in Administration, Economics, or Finance. They have extensive experience in statistics, economic engineering and mathematics, and posses the ability to apply these concepts in analysis and finance decision making.

This course stimulates the design and application of creative strategies toward organizational image taking into account all the elements interacting. Real situations will be discussed in order to promote creative thinking in crisis. Situations. Global business situations will be taken into account.

Ph.D. or doctoral degree in Management, marketing, communications or advertising.

The dynamic business environment makes more complex the visualization of new strategy opportunities. This environment includes life styles and demographic characteristics of consumers, product and services life cycles, Tech product development, and global markets. This course promotes skills and decision making systems to formulate and implement competitiveness strategies using critical thinking for strategy segmentation decision. Team work is inforced.

This course integrates the design of the marketing research as well as the multivariate data analysis, combining theoretical and application environment. This course promotes the development of skills in multivariate techniques applied to marketing problems. Special attention is taken in the understanding of statistical methods. Computer software will be used extensively.

Equivalence: NT
Requirements:
Introduction to Latinoamerican Management Ga-XXXX, Interpersonal and Cult Skills Ga-4043, Marketing Management Ga-XXXX, Nafta Business Environment Ga-4045, Consultancy Project I Ga-4048.

Description
The student will have to be able to include/understand the importance of the commercial marketing research in the international trade and of evaluating the cultural, political and legal factors of the developing countries to be able to select the strategy to follow in the world-wide businesses.

Bibliography
• Philip R. Cateora and John L. Graham, International Marketing, McGraw Hill, Tenth Edición, 1999.

Professor Profile
The course will be offered by one or more professors in the format called “Team-Teaching”. At least one of the professors must have PhD Academic degree. The professor must have already experience distributing courses related to the subject of this matter. The professor must have made works of investigation on some of the contents of the program course.

The main objective of the political marketing course is to understand, identify and apply persuasive elements in political campaigns of social and commercial action. The participants will study theories of persuasion, techniques of propaganda, marketing strategies and their effects in mass media. During the development of this course, the student will be provided with a practical approach to knowledge through concrete experiences in planning of both electoral and social campaigns with detailed guidance for each case.

Pfau, M y Parrot, R (1993). Persuasive Communication Campaigns. Spectrum Publisher Services.
Bruce y Newman (Eds.) (1999). The Handbook of political Marketing. Thousand Oaks
Sage Gauthier, A Gosselin y J, Mouchon (Comps.) (1998). Comunicación y Política Barcelona: Gedisa.
Monzón, C. (Eds.) (1998). Opinión Pública, comunicación y política. La formación del espacio público. Madrid: Editorial Tecnos S.A.

Faculty Profile :The faculty who teaches political marketing should have expertise in persuasive and political communication, and development of commercial and electoral campaigns. The professors have abilities to handle teaching processes based on the case study method and group experiences. Their have conducted research, continuing education and consulting. Their work experience includes extensive international activity and facilitation of work in interdisciplinary groups.

This course is designed to prepare the customer acquisition manager, the promotion manager, the service manager and the CEO to understand customer valuation and to be able to measure the elements necessary to improve their investments in customers. The course will offer a uniquely focused overview of the hottest marketing topics of the decade: Customer relationship management (CRM), the value of customer loyalty, and the drivers of customer loyalty. The course will summarize current academic theory as well as common business practices, and will be designed to give students the skills needed to create and manage CRM processes.

Faculty Profile :Professors teaching this course ought to have a doctorate in marketing or related areas. Also, the professors have experience in services marketing and the ability to use related software to making decisions in marketing.

Synthetic Description
This course is designed to increase students' understanding of how technology, specifically the customer database, is used to design and implement marketing strategies. From a customer-buyer perspective, the course will focus on the theory and practice of Customer Relationship Management (CRM). CRM attempts to find ways to enhance buyer-seller interactions through the management relationships from the point a prospect becomes a customer, and throughout the Customer Life-Cycle. Special attention is devoted to utilizing statistical analyses to understand relationships.

Faculty interested in the teaching how databases can be used to create segment-specific and customer-specific Customer Relationship Marketing strategies. Some statistical and mathematical competencies are needed.

1. Baier, Martin, Kurtis M. Ruf, and Goutam Chakraborty (2002), Contemporary Database Marketing, Evanston, IL: Racom Communications, Inc.

This course will give the student a better understanding of the tremendous impact of the 21st. information technologies, on the decision making process on the business organizations. It will also emphasize the great importance of the technologies in the definition and execution of their organization’s strategy.
The course content will take the student to a gradual understanding of the challenges and opportunities the 21st. century organizations are facing. It will also allow the student to acquire a global perspective of the organization processes that require a better performance to assure a successful incursion into the concept of electronic commerce.
This course will deeply review the way information technologies allow the organizations to better perform in a myriad of ways. The generalized commercial use of the Internet has caused a seismic change in the business environment. New distribution and supply channels have emerged. The e-marketplaces and exchanges have entered into the scene. The organization’s and industry’s infrastructures have been dramatically changed.
This is an accelerated and global phenomenon. For the current organizations the challenges are both moving and profound. In many cases the required changes are a real threat for their competitiveness and survival. Many business men are really paying the cost trying to understand this challenges, and trying to keep track of the new technologies possibilities, to assure a wise decision making process.

Bibliography:
• Electronic Commerce (Fourth Annual Edition)/Schneider, Perry/2003,
• ISBN: 0-619-15955-3, Tipo de libro: Básico.
• Executive's Guide to E-Business (From Tactics To Strategy)/Deise, Nowikow, King, Wright/ PriceWaterHouse Coopers, 2000, Tipo de libro: Consulta.
• Casos: De Harvard Business School.

Faculty Profile:
The professor assigned to this course has to have proven experience in the ecommerce implementation strategies. He (she) has to have a graduated degree in business administration, marketing, applied information technologies and/or electronic commerce.

Synthetic Description
This will be an on-line course, dealing with topics related with the new marketing trends and the Mexico-Europe commerce. Identifying companies that currently are developing business relations with Spain. Our main purpose will be to visit the firm located in Madrid in order to study the marketing aspects and the international business strategies being implemented.

Each year a similar course will be organized, with the participation of recognized professors from ESIC and one from EGADE. They will interact during the class sessions. These take place on an executive program (Friday and Saturday) during the first and last weekend of the course. During the two week stay in Spain, the courses will be attended live at the ESIC Campus in Madrid.

Bibliography
Debbie Thorne LeClair
Marketing planning and the policy environment in the European Union
International Marketing Review
London
2000

Kimberley A. Strassel
AOL Europe Plans to Offer Joint Ad Rates
Wall Street Journal
1998

Perfil del profesor
El profesor de esta clase debe tener grado doctoral y experiencia en el área de marketing europeo.

Faculty Profile
The professor teaching this course should have a PhD and must have experience in European marketing area.

This course contains specific topics about the current European common market situation. Including economic, social and polithics environment; service marketing, CRM, marketing applied technology and sector analysis.

Bibliography
Debbie Thorne LeClair
Marketing planning and the policy environment in the European Union
International Marketing Review
London
2000

Kimberley A. Strassel
AOL Europe Plans to Offer Joint Ad Rates
Wall Street Journal
1998

Faculty Profile
The professor teaching this course should have a PhD and must have experience in European marketing area.

Synthetic Program This course is framed around the structure and behavior of the various levels of government, following an interdisciplinary approach: from economic theory, political science, social choice, institutional- administrative, contactual. The course focuses first on how the social agenda is integrated into public policy programs and agendas, as well as the role of government to shape markets, social and distributive objectives, and prosperity. In the course, theory and methodologies of government decision and politic economy approaches. We use approaches ranging from private choice, public choice, rationality, bureaucracy, among others. Stuidnet activities include individual and group projects, applied to a variety of public policy topics.

Professors teaching this course ought to have a doctorate in one of the following fields: Business Administration, Economics, Policy Public.Their work experience should include design, analysis, implementation and evaluation of public policies.

The objective of the course is to design the structure and experience the essence of human-centered systems in complex organizations, which are capable of sustained growth in today's fast-paced environment and global competitiveness. The program emphasizes leadership strategies to create change agents and collaborative learning, and build human and organizational talent for innovation through spiral dynamics models evolving from the person, yielding team synergistic within the organization as a system.

Back to the Person: People Who Make the Difference, Proceedings of the 9th. Human Resources World Congress, México 2002.
Kens, C.K., Healthy at Work, HYPERLINK "mailto:Healthy@Work" Healthy@Work , Inc., 2001. Harvard Business Review on Work and Life Balance, Harvard Business School Press, 2000.
Cooke, R.A., Lafferty, J.C. and Szumal, J.L., Organizational Culture Inventory: Interpretation & Development Guide, Source Publishing, LLC, 1998.
Alemany, C. (Editor), 14 Aprendizajes Vitales, Editorial Descleé de Brouwer, S.A., 1998. Scholtes, P.R.,The Team Handbook, Second Edition, Oriel, 2000.

Faculty Profile The faculty in this course use the team teaching approach to enhance a diversity of backgrounds in Complexity Theory, Knowledge Base Management and the Sciences of Communication. They provide a collaborative learning environment using experiential resources, as well as case studies and a variety of simulators of organizational human behavior. Is currently engaged in research related to human dynamics models in complex organizations and an international consulting agenda in the private and public sectors.

The main objective of this course is to introduce the student, as a future organizational change agent, to the widen spectrum of issues that will face to communicate and manage the change process. The main issues of organizational change will provide them with the understanding of what is needed to communicate effectively during a process of change. The student will be familiarized with the meaning of change, will distinguish the sources of change, and will recognize the importance of climate and culture in relationship to this process. Also, he or she will be familiar to what the person responsible for the change needs to consider in planning an effective communication strategy, and be able to evaluate the importance of ethical dilemmas that emerge during the change process. Additionally, this course will give the student the opportunity to review a change experience; to express his or her own understanding while discussing in class the course concepts in small groups; and to know what is it like to lead the process through interviews with people responsible for change in organizations.

Huber, G. P., & Glick, W. H. (1993). Sources and forms of organizational change. In G. P. Huber & W. H. Glick (Eds.), Organization change and redesign (pp. 3-15). New York, NY: Oxford University Press.
Huber, G. P., Sutcliffe, K. M., Miller, C. C., & Glick, W. H. (1993). Understanding and predicting organizational change. In G. P. Huber & W. H. Glick (Eds.), Organization change and redesign (pp. 215-265). New York, NY: Oxford University Press.
Kanter, R. M. (1988). When a thousand flowers bloom: Social, structural and collective conditions for innovation in organizations. In B. Staw & L. Cummins (Eds.), Research in organizational behavior. Greenwich, CT: JAI.
Lewis, L. K., & Seibold, D. R. (1998). Reconceptualizing organizational change implementation as a communication problem: A revew of literature and research agenda, Communication Yearbook (Vol. 21, pp. 93-151). Thousand Oaks, CA: Sage.
Rogers, E. M. (1995). Difussion of innovations (4th ed.). New York: Free Press. Schein, E. H. (1992). Organizational culture and leadership (2nd ed.). San Francisco, CA: Jossey-Bass Publishers.
Zorn, T. E., Christensen, L. T., & Cheney, G. (1999). Do we really want constant change? San Francisco, CA: Berret-Koehler Communications

Faculty Profile: Professors teaching this course ought to have a doctorate in one of the following fields: Business Administration, Communication Sciences, and organizational or industrial psychology. They should demonstrate the ability to manage interactive learning processes making use of diverse tools like case studies, and experiential learning exercises. Instructors should have experience in teaching, research, and training or consulting activities.

Synthetic Description
Small and medium sized companies represent more than 90% of the productive entrerprises in Mexico, being responsible for half of the employment and a quarter of the total exports. Given the competitive global environment where we live, it is precise to have objectives and precise strategies; flexible organizations; motivated, trained and loyal personnel; as well as appropriate control systems for the business. In this course, the "non manager" student will be able to learn the concepts and tools that will help him manage his company with a higher success posibility. The course covers the administrative process area as well as the operational functions part of the business.

Faculty Profile
The professor teaching this course should have a PhD and must have experience in both research and education in the areas related with small and medium companies.

In the current world, the entrepreneur must have a broad view of his environs, so as to integrally cover the different aspects pertaining to the company. One of these aspects is definitively the legal one, as since its conception until its extinction, the company is subject to many and very varied legal norms. Therefore, this course seeks to provide the student with the tools required for the understanding and operation of the different aspects of law, which in some way have a direct inherence on the company in creation or already functioning. For this purpose, the legal regulations applicable to the contracts, the companies, the labor relationships, the taxes and the foreign trade, will be mostly studied, since these are the most important legal aspects that the entrepreneur must know to properly operate a company.

Bibliography
Moto Salazar, Efraín. Elementos de Derecho. Editorial Porrúa, México, 2002.
Obras y artículos diversos en función de cada área del derecho / Diverse books and articles depending upon each area of law.

The professor teaching this course has a doctorate of law and, due to the diversity of fields that constitute this subject, he has the support of other attorneys specialized in each of the branches of law. All of them have experience in teaching, researching, training and consulting activities in different fields of law. Therefore, they posses the ability to manage interactive learning processes making use of diverse learning tools such as case studies and experiential learning exercises.

This course focuses on the understanding, analysis and implementation of modern models, tools and techniques which enable service managers to conceptualize and design new services. The course is also oriented to learn about the improvement on the design and operation of service delivery systems in the organization.
Some topics include: new service design, strategy and management, location of service facilities, service layout, service capacity requirements, service demand forecasting, service distribution, service productivity and information technology in services.

Bibliography
Service Management By J. Fitzsimmons And M.Fitzsimmons 2nd Edition. Mcgraw Hill1998

A practical experience in a service enterprise in Mexico. Through this project, knowledge and skills learned in the different Services Management courses can be applied, shared and integrated.

Articles, Cases and different book chapters selected by the professor in accordance with the subject of each project.

This course involves economic, political, and legal topics that every firm and organization faces in the solution of environmental problems.

The purpose of the course is to develop research aptitudes in environmental questions: it studies the basic elements of the legal system as they specifically relate to environmental issues; it also studies the different stages and different institutions involved in environmental policymaking.

This course emphasizes the analytic thinking. Students will obtain a deep understanding, and the skills to identify environmental problems, formulate the proper questions, and design and execute appropriate solutions, taking into account scientific knowledge (and its limits), legal constraints, and the particular business and social context.

Bibliography

Harr, A Civil Action (1995), Environmental Torts—Causation and Remedies
CERCLA & RCRA, Regulation of Hazardous Substances
Anderson, The Hazardous Waste Land
Probst & Portney, Assigning Liability for Superfund Cleanups: AnAnalysis of Policy Options
Chambers & McCullough, From the Cradle to the Grave: An Historical Perspective of RCRA
Friesema & Culhane, Social Impacts, Politics and the Environmental Impact Statement Process

Faculty Profile
Because a deep understanding of environmental issues and solutions to environmental problems requires the knowledge and analytic approaches of several disciplines, the School's faculty includes a range of natural and social scientists to research important environmental questions. Its overall research and pedagogical profile is multi-disciplinary. Professors teaching this course should have a PhD in one of the following fields: Economics, Business Administration or Finance. Their background includes extensive work in research and advising of scientific, economic, social, and legal topics related to environmental issues.

Ga-00-900 Field Project
(3 0 12) Equivalence: Op-96-300
Synthetic Program
This course offers students the opportunity to reinforce their managerial knowledge and consulting skills to solve complex problems facing an organization. Field projects require highly efficient collaborative work and commitment, as well as leadership, negotiation and decision-making skills. These projects, developed for Mexican organizations from the public and private sectors, must be based on strategic plans that incorporate such factors as client’s resources, regional and organizational culture, business environment, trends, threats and opportunities, among others.

Bibliography
Selected readings and company information and reports.

Professor Profile
Professors have doctoral degrees in Administration, Economics, Industrial Engineering, Marketing, Finance or Operations. They are experts in the corresponding project’s field (Business Strategy and Policy, Finance and Marketing), capable of designing educational experiences that promote the development of group consulting skills and guiding students through innovative learning experiences that stimulate creativity, paradigm questioning and obvious solutions.

With this course, students get the opportunity to enhance their knowledge and consulting skills to solve complex problems faced by organizations. The field project requires highly efficient collaborative work and commitment, as well as leadership, negotiation and decision-making skills. To meet the objectives of clients, which are Mexican public or private organizations, students develop strategic plans that include such factors as client resources, regional culture, organizational culture, business environment, trends, threats and opportunities.

Selected readings on several topics, as well as information and reports about the companies involved.

Others: Designs educational experiences that foster the development of consulting skills. Guides the group with innovative learning experiences that stimulate creativity, and the questioning of paradigms and obvious solutions.

Students play the role of a financial consultant who must propose effective solution alternatives to complex problems facing real organizations. It gives students the opportunity to practice what they learned about financial theory during their MA studies, while integrating their knowledge on Strategy, Marketing, Logistics, and Human Resources, among other areas, to present a solution proposal to the client.

Selected readings, as well as information and reports from participating organizations.

Professional: Has worked as consultant and strategist in several industrial sectors, both nationally and internationally.

Other: Is familiar with the current situation, opportunities and threats facing several industries and has the ability to visualize strategic solutions.

GA-00-911 Cap Stone Seminar
(3 0 12) Equivalence: NT
Synthetic Program
This course requires student to design corporate and global strategies for several types of firms, through study cases, simulations, readings and field work, using the skills and knowledge acquired throughout the MA program. This seminar enhances students’ vision of the world and of corporations, thus helping them revisit their commitment to their personal development and to the sustainable development of their country and the world. Students will be required to negotiate with their peers diagnostics, strategy formulation and procedures.

Bibliography
Grant, Robert M. Contemporary Strategy Analysis. Blackwell, 1998. Third Edition.
ISBN-0-631-20780-5
Grant, Robert M. & Kent E. Neupert. Cases in Contemporary Strategy Analysis. Blackwell,1999. Second Edition .ISBN-0-631-21360-0
Morrison, Allen J. "A Taxonomy of Business-Level Strategies in Global Industries". Strategic Management Journal, Vol. 13, 399 – 418 (1992)
Teece, David J., Gary Pisano & Amy Shuen. "Dynamic Capabilities and _Strategic Management". Strategic Management Journal, Vol. 18, 509 – 533 (1997)
Williams, Jeffrey R. "How Sustainable is your Competitive Advantage?". Porter, Michael. Competitive Strategy. The Free Press, N. Y., 1980.
Williams, Jeffrey R. RenewableAdvantage. The Free Press, N. Y., 1998.
Hamel, Gary & C. K Prahalad. Competing for the Future. Harvard Business School Press, Boston, MA, 1994.
Hamel, Gary & C. K Prahalad. "The Core Competence of the Corporation". Harvard Business Review, 68,79 – 87 (1990)
Bartlett, Christopher and Sumantra Ghoshal. Managing across Borders . Harvard Business School Press, Boston, MA, 1998. Second Edition
Porter, Michael. Competitive Strategy. The Free Press, N. Y., 1980.
Porter, Michael. Competitive Advantage. The Free Press, N. Y., 1985.
Porter, Michael. The Competitive Advantage of Nations. The Free Press, N. Y., 1990.
Porter, Michael. "Changing Patterns of International Competition". California Management Review. 28, 9 – 40

Professor Profile
Professors have doctoral degrees in Administration, Economics, Industrial Engineering, Marketing, Finances, Operations, Information Systems, Accounting, Sociology or Psychology. With a remarkable ability to guide discussions and participation, they have extensive consulting expertise, incorporating multidisciplinary approaches in their observation and problem-solution processes.

Summarized Program Provides students with the methodological tools necessary to conduct research in Finance, encouraging them to access methodologies to study financial phenomena. Students develop a research replica that helps them develop research skills and apply what they have learned in previous courses.

Hernández, Fernández and Baptista. Metodología de la Investigación. Mc.Graw Hill. Mexico, 199
Ross Westerfield. Corporate Finance. Irwin Mc.Graw - Hill. 5th Edition.
Grinblatt & Titman. Financial Markets and Corporate Strategy. Irwin Mc. Graw -Hill.
Copeland & Weston. Financial Theory and Corporate Policy. The New Corporate Finance. Where Theory Meets Practice. Addisson- Wesley. 2nd Edition
Amram & Kulatilaka. Real Options. Harvard Business Scholl Press.
Pindyck and Rubinfeld. Econometric Models and Economic Forecasts. Irwin- McGraw-Hill. 4th Edition.
Lo Campbell. The Econometrics of Financial Markets. Mc.Kinlay Princeton Options & Futures. J.C. Hull.

Summarized Program Through the study case method, students practice the use of financial theory to solve real business problems. Identifying the implications of specialized decisions on a greater context of business competition and survival represents a valuable opportunity to train students in complex decision-making. The business cases solved during the course demand an adequate knowledge of topics seen in previous courses (Financial Theory, Corporate Finance, International Financial Administration, Capital and Money Markets, Options, Futures and Other Derivatives).

Summarized Program Each research project should be developed during one academic term (quarter). Students completing these projects should be able to conduct research that will offer new knowledge of Finance; solve real financial problems in businesses, markets or other economic agents; or develop theoretical topics of interest in Finance. Projects should be consistent with any of the research lines developed by full-time Finance professors at ITESM or, in some special cases, by EGADE professors with the necessary academic credentials and teaching experience and endorsed by ITESM's Finance Faculty.

Thesis work will derive from the project which students develop during their Industrial Internship

Ga-00-920 Leadership for Sustainable Development
(3 0 12) Equivalence: GS-96-204 (or) OR-96-304
Synthetic Program
This course fosters and reinforces environmental awareness among members of organizations, through the notion that environmental changes have global repercussions. Learning experiences, based on readings, statistics analysis and exchange of opinions, sensitize students about the implicit risks of an unbalanced planet, the importance of life diversity and the imperatives of living within the limits. This course is aimed at teaching students the adequate vision to face the challenges of the 21^st Century and promote a change in course towards the planet’s sustainability.

Bibliography
Several readings.

Professor Profile
Professors have doctoral degrees in Administration, Economics, Industrial Engineering or Sociology and conduct research in sustainable development. They have extensive international experience in the area, a commitment to society and the ability to guide discussions about the topics covered in class.

Ga-00-924 Driving Corporate Performance: Using Scorecards to Create New Management Frameworks

The objective of this course is introduce to the executive different strategic business management systems and models for measuring corporate performance within a organization or supply chain. The focus of the course is to share with the executive the knowledge of corporate development strategies for management and performance alignment with the vision and mission of the organization. The executive will apply strategic measurement models to corporate situations through scorecards design, process mapping, corporate performance metrics definition and strategy alignment.

Robert S. Kaplan & David P. Norton. The Strategy-Focused Organization. HBS Press 2001.
Mark Graham Brown. Keeping Score: Using the Right Metrics to Drive World-Class Performance.
James S. Keebler, Karl B. Manrodt, David A. Durtsche, D. Michael Ledyard. Keeping Score: Measuring the Business Value of Logistics in the Supply Chain. Council of Logistics Management.
Gregory G. Dess & Joseph C. Picken. Beyond Productivity. AMACOM.

Professors teaching this course ought to have a doctorate in one of the following fields: Business Administration, Industrial Engineering, Quality and Operations Research. They should demonstrate the ability to manage interactive learning processes making use of diverse tools like case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, research, training and consulting activities.

The course offers the student the issues for develop ability and take knowledge about profit and Human Capital Development in organizations. Course program is a constructive approach by student will design his property plans for personal development by Professor support having the base of theory and topics that will be study. The course design is based in classic principles of learning and practical new models of talent development.

Brooking, Annie. Intelectual Capital. International. Business Press, 1997.
Cásares y Siliceo, Planeación de Vida y carrera. Limusa Editor, 1997.
Hamper, Charles, Create Corporate Culture. Editorial Adison Wesley, EU. 1994.
Jericó, Pilar, Gestión del Talento, Editorial Prentice May, 2001. Kirkpatrick, Donald L., Evaluating Training Programs. Editorial Barret-Koehler, 1994.
Pain Abraham, Cómo Evaluar las Necesidades de Capacitación. Editorial Vergara, 1993.
Pinto Villatoro, Roberto, Proceso de Capacitación, Editorial Diana, México, 1997.
Stewart, Thomas A., Intelectual Capital. Doubleday,New York, 1997. Smith, Dougkas K., Taking Charge of Change. Adison Wesley, Indiannapolis, 1996.
Wellins, Richards, Teams Involvement. Editorial Jossey-Bass, San Francisco, EU, 1992.

Professors teaching this course ought to have a doctorate in one of the following fields: Education, Organizational psychology, Communication Sciences, Social Anthropology, or Sociology. They should demonstrate the ability to manage interactive learning processes making use of diverse tools like case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, research, training consulting in organizations. Their work experience should include extensive work in international settings and facilitation of the work of multicultural groups.

Ga-00-927 Pymes, upon the challenges of the 21st Century: New opportunities in global market I

In this course, the student will learn: - To redefine the concept of PYME and the new challenges of the 21st Century - To identify the differences between a complete business plan and the one formulate it to obtain funds - To formulate an action plan to deal with the new challenges in the Human Resources, Strategic alliances, marketing, privatizations and concern with the environment protection - To promote "practical answers" to the unsolved questions of PYME in the new millennium, related to people and social and cultural aspects in the organization.

Las PYMES ante el desafío del siglo XXI: Los nuevos retos de los mercados globales. Autores:Enrique Reig, Eduardo Soto, José Antonio Cárdenas, José Manuel Sánchez. 1era edicion 2002. ISBN: en proceso
Restricciones Organizacionales. Autores: José Antonio Cárdenas, Jaime Alonso Gómez, Samuel Husenman, Isaac Jauli, Oscar Johansen, José Pagan, Enrique Reig, Chad Richardson, Eduardo Soto, Patricia Tomei. Ed. Pearson Education de Prentice Hall. 1era edicion 2001. ISBN: 970260317X
Administración de Pequeñas Empresas. Autor: Sérvulo Anzola Rojas. Editorial: Mc Graw - Hill. ISBN: 970-10-0352-7. Edición : Última Edición.
Gestión del Cambio en Organizaciones. Faulí, Reig y Soto. ISBN 968-6254-22-6. CV Ediciones SA de CV.
Toma de Desiciones y Control Emocional. Autores:Soto, Reig, jauly. Editorial: Cecsa. ISBN: 970.24.0238-7
LAS PYMES LATINOAMERICANAS, Herramientas competitivas para un mundo Globalizado. Autores:Néstor Braidot y Eduardo Soto. Editorial IFEMA, Última edición. ISBN 987-97855-0-9.

Professor teaching this course ought to have a doctorate in one of the following fields: Business Administration, Business Organization, Human Resources. Their work experience should include extensive work in international settings and facilitation on the work of multicultural groups.

Ga-00-928 Pymes, upon the challenges of the 21st Century: New opportunities in global market II

To provide fundaments to analyze the actual environment of Latin-American companies and its proposition of globalization, and to foment the international commerce throw the Mercosur Academic Travel. This course has been designed to help participants in the hard process of finding international contacts appropriate to his market and business areas. There is a theorical-practical combination that introduces the student into the functioning of PYME in the region, throw the study of development proposal and throw company and organizations visits. This trip also contemplates University visits, where the participants have the opportunity to assist to conferences about the PYME topics.

Las PYMES ante el desafío del siglo XXI: Los nuevos retos de los mercados globales. Autores:Enrique Reig, Eduardo Soto, José Antonio Cárdenas, José Manuel Sánchez. 1era edicion 2002. ISBN: en proceso
Restricciones Organizacionales. Autores: José Antonio Cárdenas, Jaime Alonso Gómez, Samuel Husenman, Isaac Jauli, Oscar Johansen, José Pagan, Enrique Reig, Chad Richardson, Eduardo Soto, Patricia Tomei. Ed. Pearson Education de Prentice Hall. 1era edicion 2001. ISBN: 970260317X
Administración de Pequeñas Empresas. Autor: Sérvulo Anzola Rojas. Editorial: Mc Graw - Hill. ISBN: 970-10-0352-7. Edición : Última Edición.
Gestión del Cambio en Organizaciones. Faulí, Reig y Soto. ISBN 968-6254-22-6. CV Ediciones SA de CV.
Toma de Desiciones y Control Emocional. Autores:Soto, Reig, jauly. Editorial: Cecsa. ISBN: 970.24.0238-7
LAS PYMES LATINOAMERICANAS, Herramientas competitivas para un mundo Globalizado. Autores:Néstor Braidot y Eduardo Soto. Editorial IFEMA, Última edición. ISBN 987-97855-0-9.

Profesor Teaching this course ought to have a doctorate in one of the following fields: Business Administration, Business Organization, Human Resources. Their work experience should include extensive work in international settings and facilitation on the work of multicultural groups.

The objective of this course is to offer to students interested in pursuing a career relating to Asia a strategic overview of East Asia. Students will in this course have the opportunity to familiarize themselves with the structure of the Region's economies and key industries, with the prevailing style of politics, the Region's culture(s) and with the architecture of the Regional international system. Specifically, both the origins of (South) East Asian countries' 1970s and 1980s boom will be analyzed, and the 1997 economic collapse and recent recovery shall be considered, all against the backdrop of the Mexican experience.

Faculty Profile Professor teaching this course ought to have a Doctoral grade (Ph.D.) in an area related to international relations, or political science with a strong international focus of Asian East Region.

The main purpose is for the students to have a general view on how intercultural communication has been defined and was subsequently developed in the European and American Business and University Contexts in recent years. Participants should discuss some of the trends, problems and theories behind specific intercultural comunication strategies. Aditionally, they will be able to discuss implications for organizational, business and every-day communication in intercultural exchanges, and to propose a short program for situations or institutions of their choice. Short, up to date readings, both from books and internet sources, constitute the basis for learning and discussion.

This course is about a scientific transformation emerging throughout the world that is a leap from the science that now generally exists to something radically new - It brings a new scientific foundation for all life and work, and for business success. The discontinuous quantum leap in science is profound. This course demonstrates what it is and how it is an essential part of the basis for a transformed profession of leadership/ management, process for entrepreneurship, and new concepts/practices of organization structure and operations.

This seminar helps you to develop negotiations skills by the application of related specific methodologies and rigorous analytic processes. The dynamic of the seminar is based in a Case analysis methodology by which the challenge of negotiation is enhanced between the students to support an analytical and synthetical learning process in front of "real life" negotiations. The seminar encourages the acquisition and use of negotiations skills, helping to face the urge need of today's organizations for qualified employees and managers enabled to negotiate inside and outside the firm's status quo.

Bazerman, Max H. Neale, Margaret A. Negotiating Rationally FreePress. 1993
Ury, William. Brett, Jeanne. Getting Disputes Resolved Harvard Law School 1993
Papers:
- Conceptos Básicos de Negociaciones José González
- El proceso de la negociación José González o Negotiating Across Cultures Jeanne Brett, Kellog Graduate School of Management, 1999
- Rethinking the Culture-Negotiation Link Robert J. Janosik

Faculty Profile: The professors in this course should have a wide experience in "real life" negotiations. Preferably, they should have profound knowledge in the theory of negotiations, aside from being able to develop and teach the methodology of cases. They should have experience as investigators and consultants in the area of negotiations.

This course pursues as its central objective the building of skills and of knowledge bases required integrating a firm's long-range vision, in the framework of the ongoing process of globalization and from the viewpoint of emerging nations such as México. Students will learn to build a truly strategic vision by bringing together three key factors: First, the changing structure of the industry in which the firm is situated in the international context; second, the economic and development policies pursued by the countries who are the main players in the industries global arena, and third, the operational and organizational trends of the industry arising in the course of its internationalization. By means of analyzing cases in class, performing a project aimed at evaluating the international competitiveness of a firm and with the support of consulting workshops outside of class, students will acquire the basic knowledge for integrating a long large strategic vision. This know how will advance their preparation for positions as entrepreneurs, chief executives or senior management consultants, as well as for leadership in the international development of their country's industries.

Peter Dicken, Global Shift. Third Edition. Guilford Press,1998.
Michael E. Porter, The Competitive Advantage of nations, Free press McMillan, 1990.
David S Landes, The Wealth and Poverty of Nations, W. W. Norton Co. 2000.
Josué Sáenz, La Nueva Ceguera, Este País, 1999.

Faculty Profile Professors teaching this course, beyond fulfilling EGADE'S Academic requirements for team-Teaching, possess very considerable experience in analyzing the international competitiveness of firms, as wells as in studying and consulting relative to the international development of industries. The professors have performed numerous academic and consulting projects for firms and governments in the fields of Competitiveness and International Development.

To become familiar with the business environment in the European Union through the learning of theory, history and practice of corporate and macroeconomic activity. Having interaction with faculty from contact universities, and with personnel and experts from government institutions, business firms and international organizations will be an important part of the learning experience.

Palencia, Carlos Y Sergio O. Garduño. "Experiencia Europea para una Reforma integral", Ejecutivos en Finanzas, Marzo 1999, pp. 19-22.
Opalín Mielniska, León. "Retos y Oportunidades de la Unión Monetaria Europea", Ejecutivos de Finanzas, Marzo 1999, pp. 8-12.
Díaz Mondragón, Manuel. "El Sistema Monetario Internacional y el Euro", Ejecutivos de Finanzas, Marzo 1999, pp. 13-18
Issing, Otmar. "The Monetary Policy of the Eurosystem", Finance and Development. International Monetary Fund, March 1999. P. 18-21
Knot, Klaas , Donogh McDonald y Karen Swiderski. "La zona del euro planteará importantes problemas de política económica", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 4-7.
Green, John y Phillip L. Swagel, "La zona del euro y la economía mundial", ", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 8-11
Prati, Alessandro y Garry J. Schinasi, "La estabilidad financiera en la zona del euro", ", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 12-15

Faculty Profile: Using an interdisciplinary approach, participating professors share their theoretical and empirical knowledge of Economics and Administration. They hold doctoral degrees in Economics, Administration or Finance and design the educational experiences. Capable of operating in international environments, professors master leading-edge technologies.

This course is a complement of the knowledge gathered in the previous course International Strategies: Europe I (GA00-936) through first hand practice in education, government and business institutions in some of the most powerful countries in Eastern Europe.

Palencia, Carlos Y Sergio O. Garduño. "Experiencia Europea para una Reforma integral", Ejecutivos en Finanzas, Marzo 1999, pp. 19-22.
Opalín Mielniska, León. "Retos y Oportunidades de la Unión Monetaria Europea", Ejecutivos de Finanzas, Marzo 1999, pp. 8-12.
Díaz Mondragón, Manuel. "El Sistema Monetario Internacional y el Euro", Ejecutivos de Finanzas, Marzo 1999, pp. 13-18
Issing, Otmar. "The Monetary Policy of the Eurosystem", Finance and Development. International Monetary Fund, March 1999. P. 18-21
Knot, Klaas , Donogh McDonald y Karen Swiderski. "La zona del euro planteará importantes problemas de política económica", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 4-7.
Green, John y Phillip L. Swagel, "La zona del euro y la economía mundial", ", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 8-11
Prati, Alessandro y Garry J. Schinasi, "La estabilidad financiera en la zona del euro", ", Finanzas y Desarrollo, Fondo Monetario Internacional, Diciembre 1998, pp. 12-15

Faculty Profile Using an interdisciplinary approach, participating professors share their theoretical and empirical knowledge of Economics and Administration. They hold doctoral degrees in Economics, Administration or Finance and design the educational experiences. Capable of operating in international environments, professors master leading-edge technologies

Provide the students with the latest project management methodologies and analyses frameworks in order to facilitate their performance as Project Managers or Project Consultants. The course will identify key success factors and evaluate student comprehension through an applied consulting project.

Rasiel, Ethan;The McKinsey way - Publisher: McGraw-Hill; 1st edition (February 1, 1999)
Goodstein Leonard D., Nola Timothy, Pfeiffer William, Planeación Estrategica Aplicada, Mcgraw Hill, 1998,2e.
Rumelt, Richar, Schedel Dan ande Teece David, Fundamental Issues in Strategy, Harvard Business School Press, 2e, 1995.

Lead the students throughout discussions on several issues regarding Process Consulting such as the different consultant roles, conceptual models and intervention strategies required, as well as their applicability to the organizations. The course analyzes the effects and benefits of these approaches in order to train the student on the Process Consulting Know-how. In order to achieve this, the instructor dissects the organization according to its central processes to conduct organizational analyses of key success factors.

The VRML (Virtual reality modeling language) it provides a knowledge introduction and comprehension for this Multimedia area. The curse is oriented for the theme the colors, image, image manipulation, image formatting, animations, GIF´s the animations and FLASH. To the end and introduction will be done to VRML as a tool to create environments with 3D virtual to the WEB.

I. Bases:Human visual perception system and basic operations in CG, Physis of light and color perception,Color in CG. II.Images:What is an image?,Image capturing, an effective work with digital camera,2D objects and vector images,Discrete image, resolution, color depth,Image compression,Typical image formats: JPG, GIF, PDF, WMF, PNG, etc.III.Images advanced: Image editing, Histogram and curves, Color manipulation,Palette, Noise reduction. IV.Animations:Animation principles, Animated GIFs, Colors and its relation to the size of the animation. IV.Animations with FLASH: Principles of work,Using libraries, Editing with FLASH, Sound, Tweening, Advanced animations and interactions V. VR on th eWEB: VRML principles, 3D scene, Light, Material, Sound, Interaction

Professors teaching this course should have a doctorate, master and professional in the computacion theme, with experience in development of software and design of interfaces (interaction man-machine), and systems multimedia.

Ga00943 - Redes de Integración Empresariales

3 0 12
Productive integration is a proposal for production-oriented, industrial and commerce organizations in general. It is centered in the development of enterprise networks that has demonstrated its effectiveness in terms of economic growth, job generation and distribution of wealth.
In this course we propose a deep analysis of the different forms of networks (horizontal and vertical) and a route for the constitution of these two types of networks.
This course pretends for the student to learn the Business reality of Networks in first world countries and to revert them in Latin America so they can learn to make decisions in diverse contexts, and to identify the key factors of networks, applying these processes of entailment with other factors defined by a tradition of business to business cooperation, public-private coordination, alliance between education institutions and companies of different sectors, and on the other hand, to obtain an understanding of the planning process for developing new companies according to the reality of the Latin American global market.
It promotes the abilities of teamwork and creative leadership, which contribute to allow the development of Networks and a business vision based on honesty and social justice to obtain effectiveness in this integration.
Subjects
1. Conceptualization and Characteristics of Business Networks
2. The impact of Globalization in organizations integrated by mature and competitive productive joints
3. Benefit and obstacle generation in the Network development
4. Human Resources Management in Networks
5. How to create Integration Networks (vertical and horizontal)
6. Productivity and Competitiveness in Networks
7. Marketing Management in Networks
8. Communication channels in Networks
9. Ethics in Networks
10. Instruments to support Integration Networks

Sistema de las Naciones Unidas en México, "Introducción a la Integración Productiva ", Centro de Investigación, Información y apoyo a la Cultura, 1era edición 2000, ISBN: 9685080026
José Antonio Cárdenas, Jaime Alonso Gómez, Samuel Husenman, Isaac Jauli, Oscar Johansen, José Pagan, Enrique Reig, Chad Richardson, Eduardo Soto, Patricia Tomei ,"Restricciones Organizacionales", Ed. Pearson Education de Prentice Hall, 1era edición 2001, ISBN: 970260317X

Professor teaching this course ought to have a doctorate in one of the following fields: Business Administration, Business Organization, Operations Management. Their work experience should include extensive work in international settings and facilitation on the work of multicultural groups.

Synthetic Description
This elective, is apt for MA degrees in management, finance, or marketing, and focuses into the economic viewpoint, as well as the regulatory and institutional, and the strategic aspects of concentrated markets, imperfect information, and rivalry. The Industrial Organization (IO) discussion encompasses some key issues: (i) the problem of structure- conduct- performance in imperfect markets; (ii) the new Chicago and then the European critiques of the traditional theory; (iii) the regulations on competition tactics and methods of evaluation of regulators, or what is called the mechanism design; and (iv) business strategy and the use of game theory as a method of analysis for economic dynamics and information. The course allows for self-study, own research, synthetic thinking, work in small teams, and presentations of theory and applications.

Basic Text :
Shy, OZ (1995), Industrial Organization, Theory and Applications, MIT Press

Professor’s profile:
The professor for this course should be Ph.D. in Economics (area Industrial Organization or equivalent) or Management (area in strategy), with experience in concentrated sectors.

Ga 00 945 Third generation planning for complex organizations: The balanced score card

This course is the result of the experience derived from the cluster of Institutional Effectiveness and its interaction with a large number of businesses throughout consulting and continuous education projects. It consists of the implementation of the method known as Balanced Scorecard (BSC) developed by researchers from Harvard University using the method of experience based learning.
It adopts the technique of experience based learning case solving to integrate de normative planning, strategic overview and operations planning. We will analyze 4 different strategic perspectives: 1) financial perspective, 2) client perspective: internal and external, 3) organization’s key process’ perspectives and 4) innovation and organizational learning perspective.

Faculty Profile:
This course´s professor must be director in institutional effectiveness and international consulter in the areas of strategic planning and change management.

This course is an advanced seminar where students will explore the new tendencies for strategic, systemic and sustainable decision making. It will cover the literature in strategy developed from system science to promote discussion of implications of the theories of caos and complexity in a changing business world.
Through research and case solving, we will try to expand de focus on strategy to cover the topics of efficiency and competitiveness, social responsibility issues. The learning activities will require and develop the student’s critical thinking and putting into context the evolution of business practices.

Ackoff, Russell L. (1981). Creating the Corporate Future: Plan of be planned for. New York: Wiley.
Jackson, Michael C. (1991). Systems Methodologies for the Management Sciences. New York: Plenum.
Hawken, Paul; Lovins, Amory and Lovins, L. Hunter. (2000) Natural Capitalism: Creating the next industrial revolution. New York: Little, Brown, & Company.

This course’s professor must have profound knowledge of the science of systems, caos and complexity, strategy and sustainable development.

The objective of this course is to provide students with an in-depth understanding of issues related to strategy formulation and implementation in multinational corporations. Among the topics to be explored are location selection, partner selection in foreign locations and headquarters-subsidiary relationship. Several class meetings will be dedicated to the issue of knowledge management. The difference between tacit and explicit knowledge within multinational global network of subsidiaries and strategic partners will be analyzed. The role that cultural differences play in managing an MNE global operation will be explored.

Mead, R. International Mangement, Blackwell 2 ed.
Bartlett, C. Ans S. Ghoshal. Managing Across Borders, Harvard Business School Press, 2002
Von Krogh, G., Ichijo, K., and Nonaka, I. 2000 Enabling Knowledge Creation Oxford University Press
Doz, Y., Santos, J. Williamson, P. From global to meranational: how companies win in the knowledge economy. Harvard Business School Press.

This course´s professor must have a specialization in strategy and international business, as well as in globalized processes including economic, politic and social aspects.

Ga 00 948 Women in Global Management: Legal, Business, Political and Cultural Considerations

This graduate course looks at the many issues raised as women become an increasing presence in mid and upper management in business, law, politics and government. We will consider the Fortune 50 top women managers; the World Economic Forum's (Davos) Women's Initiative; the legal framework in the US and national around the world and how that framework has contributed to the rise of a meritocracy in the US; entrepreneurship and micro-enterprise; and management and leadership styles.

Bibliography:
The course will be based on articles and periodicals from recent publications.

The professor should be an internationally recognized expert and author on business, law and public policy. He or she should have a PhD., and studies in public law and government, public administration and law.

Ga 00 949 Opportunities for the Mexican Enterprise in International Markets of Limited Purchasing Power.

The objective of this program is to form a multidisciplinary team of researches and experts of the industry to identify and develop opportunities in low-income markets, through investigation and knowledge. Among the additional objectives are: to increase the competitiveness and enterprise heritage in Mexico, in micro, small and medium enterprises; and to improve social welfare as a result of the access to low-cost products and services, with high quality and low environmental impact.

Finlay, Jennifer; Bunch, Rick; and Neubert, Brian. “Grey Pinstripes with Green Ties; MBA Programs where the Environment Matters”. World Resources Institute, 1998.
Hamel Gary. “Leading the Revolution”. Harvard Business School Press, 2000.
Hart, Stuart L. "Beyond Greening: Strategies for a Sustainable World". Harvard Business Review, January-February: 1997, pp 66-76.
Hart, Stuart L. "Does it pay to be green?: An empirical examination of the relationship between emission reduction and firm performance". Business Strategy and the Environment, 5: 1996, pp 30-37.
Joseph J. Roman. “Cool Companies. How the Best Business Boost Profits and Productivity by Cutting Greenhouse Gas Emission”. Island Press, 1999.
Prahalad, C.K., and Hart. Stuart L. “The Future at the Bottom of the Pyramid”. Strategy and Business, 2002.
Prahalad, C.K. “Serving the world's poor, profitably”. Harvard Business Review, Sept. 2002; Vol. 80, Iss. 9; pg. 48

Faculty Profile
The School's faculty includes a range of social scientists to research important business questions within a sustainable context. Its overall research and pedagogical profile is multi-disciplinary. Professors teaching this course should have a PhD in one of the following fields: Economics, Business Administration or Finance. Their background includes extensive work in research and advising of economic, management, social, financial, and legal topics related to competitiveness and strategy.

Academic department:Business Administration
Units:3 0 12
Requirement:none
Equivalence:None

General aim of the course:
Mexico has many simultaneous realities, in permanent pressure. The Mexico of the natives communities and the one that crashes with the economic development model imposed by the globalization; the Mexico created through the peculiar national history construction and the new one made by the regional heterogeneity, the Mexico that feeds and reveals the multiplicity of its myths, and the one that invade from the international multilateralism, the Octavio Paz's Mexico, the Mexico shown in films and in murals, the Mexico of the populism and democracy; the Mexico of the socioeconomic inequity; the Mexican integration,
and the emergent Mexico.

Campus:Guadalajara
Bibliography:Not required
Instructor's profile:Professor profile: Philosophy Doctor with a major in Philosophy and Letters and a minor in American History, with a solid experience in research and teaching of the Mexican History.

Language of Instruction: Spanish

Synthetic program.
This course develops the abilities (conduct competences) required by students for an effective performance in executive positions. Specifically, the abilities to be developed group into five dimensions: Personal abilities such as emotional intelligence, stress control, learning, change, drive and flexibility. Abilities for success in the organization, such as, professional ambition, scope of interests, creativity and innovation, goal orientation and risk taking, among others. Operational abilities needed for effective performance when working on organizational projects, among others, effective communication, executive presentations and commitment. Interpersonal abilities in the job context, for example, effective listening, persuasion and team work. Abilities for leadership, such as, organization vision, effective leadership, evaluation and development of collaborators (coaching).
The course better prepares students in the process of aligning their attitudes, knowledge and abilities with their development as persons and executives.

Bibliography.
A passion for success. Kazuo Inamori. McGraw-Hill (1995).
High-performance teams: lessons from the pygmies. Manfres F.R. Ket De Vries. Organizational Dynamics. Winter 1999. Pages. 66-77.
Innovation explosion. James Brian Queen, Jordan J. Baruch, Karen Anne Zien. The Free Press (1997).
The Wisdom of teams. Jon R. Katzenbach y Douglas K. Smith. Harper Business (1994).

Faculty profile.
Professors teaching this course should have professional and teaching experience in the areas of human and organizational behavior. They should be able to conduct group dynamics, teach using the case methodology, apply techniques for managerial abilities evaluation and individual conduct profile. Faculty teaching this course should also be competent in consulting and counseling and have a holistic view of the human, social and organizational development.

As has been amply demostrated by recent, events, the market value of corporate securities can be dramatically reduced by dysfunctional corporate governance. The course highlights how investor protection around the world depends on structural factors such as the legal system, the quality of financial institutions, as well as cultural roots. Of equal importance are the firm’s capital structure, internal controls and executive compensation systems. The course analyzes the theory and principles related to theses issues using a combination of large sample studies and individual cases, all of them with an international perspective.

Given the interdisciplinary approach to the theories and empirical realities
in this course, it asks for a team of instructors with a doctoral degree and experience on management and strategy on the one hand side, and finances on the other. There has to be opportunity for discussing the key issues with experts in corporate law and financial markets.

This course is focused on corporate responsibility as a potential source of shareholder value. Case studies of leading responsible companies are used to analyze how value is created for a range of social and environmental initiatives. Emphasis is placed on identifying, measuring, and capturing financial and strategic value. Policy analysis, tools and strategies for companies moving through sustainable development are provided.

Students will look at corporate responsibility strategies that reduce risks, drive down costs, create new revenue streams, serve new markets, and position companies to take advantage of regulatory change. Environmental issues such as climate change are covered along with social issues such as equity. Students acquire competencies required to make an effective business case for corporate responsibility. Management abilities, innovation, technology and alliances of companies are discussed in this course.

Faculty Profile
Professors teaching this course should have a doctorate in one of the following fields: Environmental Engineering, and Environmental Public Policy. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, training and consulting activities in the fields of Sustainable Development and Corporate Responsibility. Their work experience should include extensive work in research and analysis in Strategy and Business toward Sustainable Development, Life Cycle Management

Bibliography:
Walking the Talk: The business case for Sustainable Development.
Charles O. Holliday, Stephan Schmidheiny, Philip Watts

Reinventing Environmental Regulation: Lessons from Project XL, Alfred A. Marcus, Donald A Geffen, Ken Sexton.

Reference Readings:
“Corporate Sustainability Beyond the Business Case”, Business Strategy and the Environment Vol. IV No. 2 , 2002
“Shareholder Value and Corporate Responsibility”, Ethical Corporation Magazine, December 2002, Chris Laszlo, David Sherman, and John Whalen.
“Stalking the Elusive Business Case for Corporate Sustainability”, December 2001, Donald J. Reed CFA, World Resources Institute.

“Beyond the Greening”, Stuart L. Hart, Harvard Business Review, January-February 1997

“The Perils of Doing the Right Thing”, Andrew W. Singer, October 2000, Across the Board, pp 114-119
Beyond the Business Case for Corporate Sustainability. By Thomas Dyllick and Kai Hockerts
“Environmental Performance and Shareholder Value”, 1996, Jerald Blumberg (Dupont), Åge Korsvold (Storebrand), and Georges Blum (Swiss Bank Corporation), WBCSD. Read the Executive Summary and Case Studies for Bröderne Hartmann, Ciba, Danish Steel Works, F. Hoffmann-La Roche, Kvaerner, Sony, and Storebrand.
“Environment: Value to Business”, 1998, GEMI Working Paper.
“Environment: Value To The Top Line”, 2001, GEMI Working Paper. Focuses on revenues, market share growth, brand reputation, and share price.
“Measuring and Managing Corporate Responsibility”, Ethical Corporation Magazine, April-May, 2002, Chris Laszlo. A view from the capital markets.
“Single Bottom Line Sustainability: How a Value Centered Approach to Corporate Sustainability Can Pay Off for Shareholders and Society”, Aug 2002, ECOS.
“Sustainability Through the Market: Seven Keys to Success”, 2001, Chad Holliday, Dupont and John Pepper, Procter & Gamble, WBCSD Working Paper.
“The Fortune at the Bottom of the Pyramid”, Strategy & Business, Issue 26, 2001, Stuart L. Hart & C.K. Prahalad.
“Value At Risk: Climate Change and the Future of Governance”, 2002, CERES/Innovest. One of the best reports on the direct link between climate change, fiduciary responsibility, and shareholder value. Chapter 4 includes sectoral analyses of climate change impacts.
A Survey of the Global Environment, The Economist, July 6, 2002. This article in series provides an excellent introduction to sustainable development.
Andrew J. Hoffman, Competitive Environmental Strategy: A Guide to the Changing Business Landscape, Island Press, 2000.
Brian Nattrass & Mary Altomare, The Natural Step for Business: Wealth, Ecology and The Evolutionary Corporation, 1999, New Society Publishers.
Bruce Piasecki et.al., Environmental Management and Business Strategy: Leadership Skills for the 21st Century, 1999, Wiley.
Chris Laszlo, The Sustainable Company: How To Create Lasting Value Through Social and Environmental Performance, forthcoming, Island Press, September 2003.
Forest Reinhardt, Down to Earth: Applying Business Principles to Environmental Management, Harvard Business School Press, 1999.
Pure Profit: The Financial Implications of Environmental Performance, World Resources Institute, 2000
To Whose Profit? Building a Business Case for Sustainability, 2001, WWF-Cable & Wireless. A somewhat lengthy presentation of key themes, drivers, evidence and proposed steps with cases.
William McDonough and Michael Braungart, Cradle-to-Cradle: Remaking the Way We Make Things, 2002, North Point Press. An eye opener on industrial design principles.

Professional services is one of the activities with fastest growth in the service sector in recent years. Consulting organizations are of particular importance within such services. Today, almost every business, big or small, public or private, is establishing business-to-business relationships in some specific areas which require extern support, through consulting companies. This course offers state-of-the-art vision, strategy and practices to understand the consulting business, its characteristics and management, processes, challenges and dilemmas, consulting tools and skills, as well as successful cases in this fascinating area of business today.

· The Consulting Edge, John Burdett, Journal of Management Development, Vol. 13 No. 4, 1994. pp 27-37 MCB University Press.
· Key Challenges in the search for the effective management of knowledge in management consulting firms, Richard Dunford, Journal of Knowledge Management, Volume 4. Number 4, 2000, pp. 295-302.
· Management Consulting: Towards a successful relationship, Bo Edvardsson, International Journal of Service Management, 1,3.
· A perspective on client productivity in business-to-business consulting services, Claude Martin, David Horne, Winnie Chan, International Journal of Service Management. Vol. 12 No.2, 2001, pp. 137-157.
· Phases of professional development in consulting, Stephen Stumpf, Career Development International 4/7, 1999, pp. 392-399.

Professors teaching this course should have a Ph.D. in Business Administration. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Professors in this course should have experience in teaching, researching, executive training and consulting activities in the field of services management. In particular, the profile should include regular participation on the design, sale and implementation of consultancy projects in both public and private organizations.

Synthetic description
Knowledge management is a newly, emerging, interdisciplinary business model that has knowledge within the framework of an organization as its focus. It is rooted in many disciplines, including business, economics, psychology, and information management. Knowledge management involves people, technology, and processes in overlapping parts. The managing of knowledge within an organization implies the process of capturing and making use of a firm’s collective skills and expertise. This course presents the current panorama about the origin and perspectives of this new discipline and its relevance within the organization. Students will acquire an understanding of the new knowledge economy, of the relationship between learning and technologies and the nature of innovation. Furthermore, human capital and new information technologies are analyzed in relation to the needs of an organization. The course promotes the development of a project which will help the student to apply the course contents to their current working experience in relation the management of knowledge within the organization he/she works with.

TextBook:
Awad, Elias & Ghaziri, Hassan (2004).
Knowledge Managent.
New Jersey: Pearson
ISBN: 0-13-034820-1

Professor Profiler: Professors teaching this course should have a doctorate in one of the following fields: Finance, Economics, Business Administration and Politics of technology. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises.

This course has been designed to acquire economic theory and international policy basic tools to better understand why countries trade, how the patterns of trade are determined, and the economic gains from trade. This course is organized in four sessions in which discussions and case studies will be held by key speakers from the private and public sector as well, with a wide expertise in competitiveness and foreign policy issues. Discussions include important aspects of international policy that have an impact on competitiveness among nations such as trade barriers, antidumping, multinational corporations and competence policy, among others.

Students will obtain a deep understanding of current trade policies and their effect on competitiveness among markets and sectors that will allow them to identify and formulate the proper questions, and design and execute appropriate solutions taking into account the enterprise, the environment, and society.

Faculty Profile
Because a deep understanding of international policy issues and solutions to improve competitiveness requires the knowledge and analytic approaches of several disciplines, the School's faculty includes a range of experts in public policy related to foreign policy. Professors teaching this course should have a PhD in one of the following fields: Economics, International Relations, Public Administration or Finance. Their background includes extensive work in research and advising of foreign policy, economic, social, and legal topics related to foreign trade and competitiveness.

Plan: MA00 materia optativa, otras áreas de interés IPM99, alumnos de intercambio.

Synthetic Description: Mexico has a great future. Mexico´s restructuring of the last 20 years has transformed the country more than any action since the revolution of 1910. Now is the time to study about Mexico and invest. The country is now open not only to the U.S. and Canada, but also to Europe and South America.

The hypothesis is that. the better foreign students understand our culture, our economy, the way we do business in Mexico, the higher the chances of producing good business plans and future business ventures.

Faculty profile:This course’s professor must have a PhD. In Business or Entrepreneurship. Posses national and international experience in the development of new business. His or her practical-theoretical experience with strong emphasis to the role played by the new business in the economy.

This course will contribute to the formation of business leaders for them to get strategically involved in the resolution of social problems at the same time that they create competitive advantages for the firm. Its fundamental premises are that:

• The interactions between the three sectors: private, civil and public are of fundamental significance. Hence, analyzing and managing them effectively results essential for business success;
• The dynamic redefinition of pectoral boundaries has resulted in an increased cross-sectoral collaboration whereby different actors tackle a single social problem in a distinct and interdependent way;
• Economic and social objectives can be mutually reinforcing compatible and not necessarily exclusive. Firms’ resource and competency mobilization has the potential to generate significant social value as well as benefits for business.

In order to accomplish its objective the course will revise concepts, conceptual frameworks and analytical tools related to market failure, institutional analysis, social enterprise, corporate social responsibility and cross-sectoral partnerships; the subject will be studies in relation to different business areas (e.g. finance, marketing, human resources, communication, planning and strategy).

Austin, J.A. (2000). The collaboration challenge: how nonprofits and businesses succeed through strategic alliances. San Francisco, Calif.: Jossey-Bass Publishers. HD 69.S8 A94 2000 (Mty 2ndo piso)

Margolis, J. D. and J.P. Walsh (2001). People and profits?: the search for a link between a company’s social and financial performance. Mahwah, NJ: Lawrence Erlbaum Associates. HD60 .M365 2001 (EGA General)

Quarter, Jack (2000). Beyond the bottom line: socially innovative business owners. Westport, Conn.: Quorum Books. HD60 .Q37 2000 (EGA General)

Sagawa, Shirley & Segal, Eli. (2001), Common Interest, common good: creating value through business and social sector partnerships, Oxford University Press, HD60.5.U5 S2418 2001 (EGADE)

Professors teaching this course should have a doctorate in fields such as business administration, marketing, organizational communication, finance or economics with some academic or empirical experience in issues related to economic, social and/or environmental development. In addition, instructors should have experience in teaching, researching, training and consulting activities in related areas such as institutional relations, corporate social responsibility, social leadership and enterprise, among others. They should also demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as the case study methodology.

To introduce the student to the concepts and process of computer simulation model development, analyzing its critical factors and their importance in the success of a manufacturing Company. To identify situations where the use of Simulation methodology can considerably contribute to an improvement in the performance of processes
by means of the analysis and evaluation of alternatives. To develop simulation models identifying the formulation, experimentation and analysis steps, with the purpose of displaying a specific application project. This in order to develop the project, probe it experimentally and evaluate its contribution in obtaining the proposed objectives.

Faculty profile
Professors hold a doctoral degree in Industrial Engineering, Administrative Sciences, Operations Research and/or Administration

Plan: Materia optativa del diversas del área de concentración Capital Humano para MA00

The main objective of this course is to introduce the student, to the process of the development of a communication audit. The focus of its content is a valuable resource to learn the process and the tool utilized to measure the effectiveness of an organization’s internal communication. Therefore, this course will be of a great deal of utility for those who desire to serve as an internal, external consultant or simply to know the importance of the organizational communication.
During this course, the student will know the communication audit process carried in an organization. Through a real situation, will not only be familiarized with the phases carried out through an internal communication practices measurement, but he/she will learn to handle the contingencies that are felt through the measurement as well. Additionally, this course will give the student the opportunity to generate a report on the practices of communication for a real organization as well as to develop recommendations of improvement regarding the communicative environment.

Bibliography
Lecturas de apoyo, artículos, capítulos y casos. A continuación se presenta una muestra de las lecturas que se asignarán para el curso.
Sue DeWine (2001). The consultant’s craft: improving organizational communication. Second Edition. New York: St. Martin’s Press.
PeterBlock (1981). Flawless consulting: a guide to getting your expertise used. San Diego, CA. Pfeiffer &Company.

Professors teaching this course ought to have a doctorate in Organizational Communication. They should demonstrate the ability to manage experiential learning processes. Instructors should have experience in teaching, research, and training or consulting activities.

(4 0 12) Requirement: Estrategia, estructura y procesos de organización; Información en la gestión administrativa; Procesos humanos de la dirección.

Equivalence: Administración de la capacitación y el desarrollo (GA-00-317).
Plan de Estudios: MA

General objectives:
At the end of the course, the participants:
• Will value, based on the strategic goals of the Corporation, how essential is to deploy throughout organization the importance of the Human Capital. This fundamental process is needed in order to generate a constant flow of competitive advantages on the national arena, as well as on the international one.
• Will compare, through a project in the field, the actual personnel training and development processes versus a model of strategic development of humancapital. The goal of this comparison is to learn how to make change interventions that will result in significant impact on the organization as well as on its community.
• Will appreciate the state of the art techniques that world class organizations are taken advantage of in order to generate high level performance in individuals, groups and organization. This will be accomplish through the continuous development of individual competencies aligned to the organizational competencies the firm need to push to obtain its awaited results.

Basic.
• Gilley, Jerry W; Maycunich, Ann. Organizational Learning, Performance, and Change: An Introduction to Strategic Human Resource Development. Perseus Books, Cambridge, Mass. USA. ISBN: 0-7382-0248-7. 488 pp.

Complementary.
• Harvard Business Review on Knowledge Management. Harvard Business School Press. Boston, Mass. USA. 1998. 223 pp.
• Edvinsson, Leif; Malone, Michael S. Intellectual Capital. Realizing your company’s true value by finding its hidden brainpower. HarperCollins Publishers, Inc., New York, N.Y. USA. 1997.
• Gratton, Lynda. Living Strategy. Pearson Education Limited. USA. 2000. ISBN 0-273-65015-7.
• Hamel, Gary; Heene, Aimé. Competence-Based Competition. John Wiley & Sons. England. 1994. ISBN 0-471-94397-5. 294 pp.
• O’Connor, Joseph. McDermott, Ian. The art of systems thinking. Thorsons (HarperCollins Publishers, Inc.). London, England. 1997.

Professor Profile
Academic: Doctoral degree in Administration, Psychology, Organizational Development or Education, specializing in Human Resources, Organizational Psychology, Industrial Psychology or Organizational Behavior.
Professional: Conducts research on Human Resources, Organizational Evaluation Systems, Organizational Change, or Personnel Development. Has held high-ranking positions in Human Resources, Organizational Change, Strategy or Personnel Development. Works as consultant in related areas.

The purpose of the Research Seminar is to create an open forum for the discussion and debate of relevant issues in the fields of Economics, Business Administration, Marketing, Finance and other related fields vinculated with the study of the firms and businesses. In these seminars, domestic an foreign researchers present scientific works either from a theoretical or an empirical perspective. The students will have the opportunity to interact and become part of a research environment, to acquire the knowledge in contemporary and relevant issues, to have access to research networks, and to know researching methodologies that can be used in their own research projects. For all these reasons, the seminar links teaching with research, the acquired knowledge with its application and gathers students, teachers and researchers. At the same time it foments the critical analysis of both problems and situations faced by the economic agents and its environment.

Course material:
The course material consists of the papers or projects presented at the seminar, which will be available in advance either at the Web page or in photocopies.

Professor Profile: Professors teaching this course should have a doctorate in either Economics, Finance, Business Administration, Marketing or related fields. They should demonstrate the ability to encourage, organize, and conduct the discussion and they have experience in research and consultancy.

Triple bottom line management considers goals relating to people, profits, and the planet. People include those inside the corporation (managers, employees, contract workers) and those outside the corporation (customers, suppliers, residents of communities). Profits include the usual financial measures, along with indicators of eco-efficiency, cradle to grave accounting, and the balanced scorecard. Planetary measures include indicators of resource use, sources of energy, and sustainability. Current research findings, theoretical perspectives, and case studies are used to develop and illustrate these themes. Students are expected to present a project in which they apply triple bottom line management to an actual business case.

Cannibals with Forks: The Triple Bottom Line of 21st Century Business by John Elkington

The Chrysalis Economy: How Citizen CEOs and Corporations Can Fuse Values and Value Creation by John Elkington

Performance Drivers: A Practical Guide to Using the Balanced Scorecard by Nils-Goran Olve et al.

The Sustainability Advantage: Seven Business Case Benefits of a Triple Bottom Line by Bob Willard, et al.

The professor teaching this course should have a PhD and must have experience in both research and education in the areas of international business and business ethics.

Ga00968 . Developing the ability to change individually and the organization

Plan: MA2000 materia optativa para distintas áreas de interés del área de recursos humanos.

This course aims to develop in the students the ability to change personally and to change the organization. Concerning personal change, the students will be able to identify the impact they make on others, and will develop also their interacting abilities. Concerning organizational abilities, the course will allow the students to identify the principles that lead change, through postulates, models and change methodologies.

The program is based on Systems Theory, and it is precisely through these lenses that we go to perform the analysis of the different organization system levels in order to promote organizational change. This is, the course covers the intrapersonal level discussing topics such as, perception and judgment, sensation, and how these processes affect the decisions the individual makes and how individuals make sense of reality. From there, we go through the interpersonal level of analysis, where we analyze topics such as help and feedback. The group level focuses on learning about the functional and dysfunctional aspects of groups and group decision making. Finally, we address the organizational level, learning about how to change and transform the organization, and how to diagnose and create a culture for change.

• El Proceso de Convertirse en Persona. Carl Rogers, editorial PAIDOS.
• Lecturas adicionales sobre temas grupales y organizacionales

Faculty profile
The professor must have a PhD. And knowledge of Systems Theory and how to design effective teams and how to perform good decisions in groups. He/She must also have knowledge of and experience in organizational change. The professor must have self awareness and self criticism abilities.

Negotiation is a skill developed over time and much practice. Hence, this course seeks to put you on the right road to being a successful negotiator. In order to do this, the major concepts and theories of negotiation as well as the dynamics of interpersonal and group conflict and its resolution will be explored during the course. The course is designed to be relevant to the broad spectrum of bargaining or negotiation “problems” that are traditionally faced by administrators and individuals involved in human resources management; therefore this course is relevant for students in practically all organizational areas.

Roy J. Lewicki, Bruce Barry, David Saunders and John Minton, Negotiation. Irwin McGraw-Hill, 4th Edition, 2003.

Roy J. Lewicki, David Saunders, John Minton and Joseph Litterer, Negotiation: Readings, Exercises, and Cases. Irwin McGraw-Hill, 4th Edition, 2003. (R in outline)

Professors teaching this course should have a doctorate related to administrative areas with emphasis on human resources management or related fields. Furthermore, they should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies based on practical individual or group experiences. Ideally, professors teaching this course should have experience in teaching, researching, training and consulting activities in the field of human resources, negotiation and conflict management.

Socially responsible investing is being used in many countries both to direct capital to companies that perform well socially and financially, and to obtain superior financial results. This course examines practices being applied in the United States and Canada, Europe, Asia, and globally to evaluate corporate performance in dimensions including corporate governance, environmental practices, employee relations, community relations, diversity, and other social dimensions as well as financial dimensions. International codes of conduct and performance standards will be considered in relation to their impact on investment decision-making. Indices which guide investment decisions will be compared. The application of principles of socially responsible investing to Latin America and Mexico will be included.

Bibliography
• Brill, Hal, Jack A. Brill, and Cliff Feigenbaum. 1999. Investing with Your Values (Princeton: Bloomberg Press).
• Domini, Amy L. 2001. Socially Responsible Investing. (Chicago: Dearborn Press).
• Elkington, John. 2001. The Chrysalis Economy: How Citizen CEOs and Corporations Can Fuse Values and Value Creation (London: Capstone).
• Kinder, Peter D., et al. 1992. The Social Investment Almanac: A Comprehensive Guide to Socially Responsible Investing (New York: Henry Holt).

Faculty Profile
The professor teaching this course should have a PhD and must have experience in both research and education in the areas of international business and business ethics.

Any organization operates within a sociopolitical context and is subject, among other issues, to governmental regulations, pressures from interest groups and demands from society. Those leaders able to analyze and understand the public context in which their firms operate will be more successful in taking advantage of the opportunities and/or facing the challenges the government and society present for their activity. The course seeks to prepare the students to work in the growing interrelation between the government, society and business, and to offer them the tools to analyze and face the political context and the governmental dynamic that serve as a framework for the daily operation of the firm.
The course also covers the necessities of those interested in applying executive abilities and managerial concepts to the public sector and non-profit organizations, as well as the necessities of those students willing to work, at some point during their professional careers, in the government.

James E. Post, Anne T. Lawrence y James Weber. Business and Society: Corporate Strategy, Public Policy, Ethics. McGraw Hill/Irwin. New York, 2002.

Rogene A. Buchholtz, William D. Evans y Robert A. Waglye. Management responses to public issues. Prentice Hall. New Jersey, 1994.

Theodoulou and Cahn, (eds). Public Policy. The Essential Readings. Englewood Cliffs, N.J.:Prentice Hall, 1995.

Professors teaching this course should have a doctorate in one of the following fields: Public Policy, Economics, Political Science or Business Administration with emphasis on the intersection between the public and private sectors. They should demonstrate the ability to manage interactive learning processes making use of diverse learning tools such as case studies, role-plays and experiential learning exercises. Instructors should have experience in teaching, researching, training and consulting activities in the field of public policy and business administration. Their work experience should include activities within the government and/or the business environment.

Globalization has developed, on one side, international businesses, and on the other, it has increased the interdependence and the economic and comercial integration between countries. Under this context, a company has the need of understanding the functioning of the Global Commerce System, because it is not enough to count with "the best product", "the lowest costs" or "the latest technology", if there is no guaranteed access to the international markets. Beeing the last part mentioned in direct relation with knowing/not knowing the functioning of the Global Commerce System.

Bibliography
• The Political Economy of the World Trading System --- The WTO and Beyond. Bernanrd Hockman.
• The World Trading System. John Jackson
• Lecturas y casos prácticos asignados por el profesor.

Faculty Profile
The professor teaching this course should have a PhD in Economics, Business Administration or International Law and must have experience in both research and international consulting.

Ga00978. Strategies for development of competitive advantage in small business

PROGRAMA SINTÉTICO:
OBJETIVO DEL SEMINARIO:
Desarrollar las habilidades analíticas e instrumentales que se requieren para evaluar la situación competitiva de la PyME, establecer su perfil de recursos y capacidades relevantes y diseñar estrategias para el mantenimiento, la construcción y el desarrollo de una ventaja competitiva, a ser posible duradera.

TEMARIO:
1. Relevancia de la PyME en el contexto nacional e internacional.
2. Análisis de la PyME desde la perspectiva económica.
3. Análisis de la PyME desde la perspectiva estratégica.
4. Factores de éxito de la PyME.
5. Determinantes de la ventaja competitiva en la PyME.
6. Análisis de casos de PyMEs exitosas. Los casos a analizar se definirán a partir de las características del grupo

SYNTHETIC PROGRAM
SEMINAR OBJETIVE:
Develop analytical and instrumental skills and tools for evaluation of competitive situation in small business, found his strategic resources and capabilities profile and design strategies for maintenance, build, and development of sustainable competitive advantage.

PROGRAMME
1. National and international small business importance
2. Economic analysis of small business.
3. Strategic analysis of small business.
4. Success Factors of small business.
5. Competitive advantage in small business determinants
6. Success small business case analysis.

Barney, Jay B. Firm Resources and Sustained Competitive Advantage, Journal of Management vol. 17 nº 1, 99-120 (1991).
Burns, Paul. Introduction: the significance of small firms, en Small business and entrepreneurship, Macmillan Business (1996).
Chamberlin, E. H. Monopolistic Competition 1.- The Meaning of Differentiation (1933) en Barney, Jay B.; Ouchi, William G. (ed.) Toward a New Paradigm for Understing and Studying Organization, Jossey Boss Publishers San Francisco, London (1986).
Fong Reynoso, Carlos Caso ACTAR http://www.tdx.cesca.es/TDX-1202113-144211/ (2003)
Galunic, D. Charles; Rodan, Simon. Resource recombinations in the firm knowledge structures an the potential for schumpeterian innovation, Strategic Management Journal 19, 1193-1201 (1998).
Haahti, Antti. Key success factors in manufacturing, en SMEs: Internationalization, Networks and Strategy, José Mª Veciana ed., Avebury (1994).
Hurmerinta-Peltomäki, Leila. Success factors and their sensitivity to internationalization: some empirical findings among finish SMEs, en SMEs: Internationalization, Networks and Strategy, José Mª Veciana ed., Avebury (1994).
Julien, Pierre-André. The state of the art is small business and entrepreneurship, Ashgate, 1-45 (1998).
Lee, Frank C. Innovation of SMEs in the knowledge-based economy, Journal of small business and entrepreneurship vol. 15 nº 4, winter (2000-2001).
Storey, D. J. Understanding the small business sector, Routledge 11 New Fetter Lane, London EC4P4EE, 1-47 (1994).Strauss, Anselm; Corbin, Juliet. Basics of Qualitative Research Grounded Theory, Procedures and Techniques, SAGE publications, Inc. CA (1990).
Warren, Lorraine; Hutchinson, William E. Success factors for high-technology SMEs: a case study from Australia, Journal of Small Business Management vol. 38 nº 4, October (2000).
Lin, Carol Yeh-Yun. Success factors of small –and medium- sized enterprises in Taiwan: an analysis of cases, Journal of Small Business Management vol. 36 nº 4, October (1998).

FACULTY PROFILE
Ph. D. in Business and Economics Sciences, Doctoral program in business management.
Areas
- Strategic Management
- Small Business
- Intangible assets and competitive advantage
- Research methods in strategic management.

The organizational culture is a human creation influenced to a large extent by organizational leaders. Particularly, it is through human interaction, promoted and guided by the leaders, that cultures are created, maintained and influenced. On the other hand, the culture is fundamental to a lot of what happens in the organizations. In fact, the culture functions like a filter that influences how the individuals see and understand their organizational reality. For example, from a cultural point of view, individuals understand what behaviors are adequate and which should be avoided in their work place.
It is exactly in the context of these social phenomena, the focus of this course. Therefore, this course seeks to facilitate students the learning of those aspects relevant to the understanding of the organizational culture and its relation with communication and the leadership.

Bibliography
• Whiterspoon, Patricia D. (1997). Communicating Leadership. An Organizational Perspective, Boston: Allyn and Bacon
• Eisenberg, E; Goodall, H.L. (1997). Organizational Communication. Balancing Creativity and Constraint, New York: St. Martin's Press
• Phegan, B. (1998). Desarrollo de la cultura de su empresa, México, D.F.: Ed. Panorama
• Schein, E.H. (1992). Organizational culture and leadership. (2nd ed). San Francisco: Jossey-Bass Publishers.
• Trice, H.M., and Beyer, J. M. (1993). The cultures of work organizations. New Jersey: Prentice-Hall.

Faculty Profile
The professors teaching this course should have a PhD in the field of Communication and/or similar area. They must have an interest for education, research and concept applied to techniques and models that support the analysis and solution to organizational communication problematic. Also, it is expected to have practical experience in Latin American Enterprises.

This course examines principles of law, social responsibility and ethics in relation to business in the global environment. Cultural factors, methods and forums for resolving international disputes, and international standards for business conduct are all considered. Topics include the legal, social, and ethical responsibilities of global companies with respect to labor and employment issues, individual rights, consumer protection, the natural environment, state sovereignty, intellectual property rights, and other aspects of foreign commercial activities

- Richard Schaffer, Beverly Earle and Filiberto Agusti. International Business Law and Its Environment. Sixth Edition, West Legal Studies in Business, South-Western College Publishing, Mason, Ohio, 2005.

Faculty Profile
The professor teaching this course should have a PhD in Economics, Business Administration or International Law and must have experience in both research and international consulting.

CLU. 3 0 12. Requisitos: Ninguno
Equivalencias: Ninguna
Plan: Optativa de la Maestría en Administración de diversas áreas de interés, MA00

Will value the legal framework of the administration, the importance that has in every management organization, the legal rules that generate rights and obligations in favour of the proper management structure, as well as in favour of other enterprises and third parties, in the national and international business environment. ? Will contrast through the study of cases, problems, field practices and plan performances about the different considerations that has the administration inside of legal camp which, it turns absolutely essential to the creation of the enterprise, as well as its different areas of activity. ? Will appreciate the necessities that experience the administration about to assemble knowledge and abilities in the legal environment that allow to the enterprise administrator the possibilities to make plans, to perform an organization, direction and control of the business, as well as the agents charge to make them and the instruments used for that object.

Academic: Doctoral degree in Administration, Law in relation to Organization -Government

CLU . 3 0 12. Requisitos: Ninguno
Equivalencias: Ninguna
Plan: Optativa de la Maestría en Administración del área de concentración de Estrategia y Política y Empresarial, MA00

The purpose of the course is focused on the analysis and study of legal issues primarily from a corporate and commercial law perspective. In other words, this course is not intended to cover regulatory areas such as environmental, labor, social security, and tax law, among others. Even when these areas will be dealt with exceptionally and at a general level, the purpose of the course is centered around the business law analysis of conducting trans-border commercial and corporate transactions.

Instructor´s profile:The professor teaching this course should have a PhD in Economics, Business Administration or International Law and must have experience in both research and consulting.