- Definition of Management in the business context
- Difference between traditional management and process management
- Classification of Processes
- Principles of Process Management
- Process Modelling
- Introduction to business strategy
- Strategic thinking
- Key aspects of the strategy
- Types of strategies
- Vision, mission and corporate values
- Outline of the strategic process
- Organisation and planning levels of the strategic decision
- The strategic business units
- Concept and typology of the environment
- Analysis of the general environment PEST/EL
- Analysis of the specific environment
- PORTER Analysis
- Degree of rivalry between competitors
- Threat of entry of new competitors
- Threat of substitute products
- Bargaining power of customers
- Bargaining power of suppliers
- The strategic profile of the company
- SWOT analysis
- Product portfolio matrices as models for strategic analysis
- BCG or growth-market share matrix
- McKinsey General-Electric or McKinsey Competitive Position-Sector Attractiveness Matrix
- DLA or competitive position-sector maturity matrix
- Generation of strategic options
- Strategy formulation and selection
- Criteria for choosing and evaluating the strategy
- Implementation of the strategy
- New organisational design
- Resource availability
- Monitoring and evaluation of results
- Initiation of corrective adjustments
- Balanced Scorecard
- Strategic diagnosis in sport
- Strategies in sport management
- Implementation of the sports strategy
- Monitoring and evaluation in sport strategy
- Introduction
- Human Resource Planning Concept
- Importance of Human Resource planning: advantages and disadvantages
- Objectives of Human Resource planning
- Prerequisites for HR planning
- Human Resource Planning Models
- The special case of SMEs
- Introduction
- Types of coaching
- Phases of the process
- An initial coaching session
- Risks of the coaching process
- Techniques for the coaching process
- The need to assess
- Redarchies and other forms of motivational work
- Types of motivation and standards of effectiveness
- The HR manager as a team motivator
- The use of new technologies in the search for work
- Employer Branding Strategy
- The knowledge society
- Knowledge management
- Talent as an element of differentiation
- Talent management
- Spotting talent in the company
- Attracting, developing and retaining talent
- Voluntary case study: NASA and knowledge management
- The employment contract
- Temporary employment agencies (ETT)
- Working time
- Types and modalities of employment contracts
- Permanent contracts
- Temporary contracts
- Contracts for people with disabilities
- Conversion of internship, relief and early retirement replacement contracts into open-ended contracts
- Other types of contracts
- Wages: elements, payment, SMI, extra pay, receipt and guarantees
- Social Security contributions
- Personal income tax withholding
- List of solved exercises
- Historical development of the facilities
- Sports facilities in Spain
- New keys to public sports management
- Improving public sports management
- Structure and organisation in private management
- The sports industry
- Challenges for the future of sports organisations
- Strategic plan
- Phases of planning
- Sport planning: objectives, goals and targets
- Temporal and geographical planning
- Protocol
- Use of facilities in sport
- Framing supply and demand
- The sports project
- Project management
- Management functions
- Functions of the sub-directorate
- Functions of the infrastructure maintenance department
- Functions of the project sub-directorate
- Functions of the monitoring department
- Functions of the subdirectorate for administration and finance
- Functions of the material resources department
- Functions of the financial resources department
- Functions of the human resources department
- Socio-economic sphere and improvement of spaces
- Socio-political benefits of organising events
- Repression of sporting events
