PROJECT MANAGEMENT

TITLE OF THE MAIN EDUCATIONAL PROGRAM В8.СЧ02Management

ACADEMIC DEGREE Bachelor (Master) of the Management

YEAR OF THE EDUCATION 4 Term 8 CREDITS ISTC 4

PRECORE DISCIPLINES «Economies», «General management», «Human resource management» CORE DISCIPLINES «Strategic management», «Operation management», «Innovation management»

THE CURRICULUM OF 2015"

Work load: Lectures 18 hours Laboratory works 18 hours Total hours 48

Types of education full time students

THE FINAL ASSESSMENT: Total test, scientific paper

PROVIDING DEPARTMENT Department of management

Head of the department I.E. Nikulina

Lecturer

2015г.

1. Objectives of course teaching «Project: management»

The Project Management course prepares students to make effective managerial decisions. Students should not only be aware of main theories of and concepts of the project management but to implement received knowledge in practice. Graduates can be competitive project managers in their activity/

Aim of the discipline: Develop subject knowledge and understanding, and provide training

to enable students to pursue careers in business and management or related fields Develop system and innovative thinking to enable students to

implement complex project of the enterprise - Develop personal communication skills to enable students to work in

the international team as head of the team or team member - Reflect best practices in international project implementation

2.Role of the discipline «Project management» In the Curriculum

Precore disciplines: «Economics», «General management», «Human resource management»

Core disciplines: «Strategic management», «Operation management», «Innovation management»

3. Results of education Studying this discipline students have to understand how to make the

managerial decisions, make an effective communication process, be able to create and implement effective motivation systems in the projects.

At the end of the education students must be able to: 1. 2.

3. the project

4. 5. 6.

Define the goal and main concept of the project Evaluate project risks and effectiveness; Describe external and internal environment and main stakeholders of

Plan the main stages and life cycle of the project Calculate the budget of the project Choose the organizational chart of the project and create the project

team 7. Provide the effective controlling of the project implementation.

4. The content of theoretical and practical units of the «Project Management»

4.1.1 The content of theoretical unit of the «Project Management» (18 Hours)

Topic 1. Definition and criteria of the project, project management. Project external and internal environment. (2 hours)

Goals and objectievs of the course. The history of Project Management. Standards and certification. Definition of the "Project". Types and kinds of the projects. Project environment. The project near environment. The project distant environment. The project interior environment.

Topic 2. Stakeholders of the project. Project goal. Project life cycle. (2 hours)

Project management conception. The basic functions of the project management. Project elements and characteristics. The criteria of project management success. Prospects and problems of project management methodology application. Project goals. The process of determining the goals of the project. Describing of the project goals. Decomposition of the goal (the construction of the goals tree).

Topic 3. Communications of the project: organizational chart. (4 hours) Project organization. The internal and external project management.

Organizational structure of project with external management. Organizational structure of projects with internal management. Support of the project. Organization of the project execution process. Project structures. Matrix structures: weak, balanced and strong structure. Functional structures.

Topic 4. Project planning. (4 hours) Work breakdown structure in project management. Network planning and

critical path method in project management. Time planning. Material and resource planning. Cost planning. The project budget and financial plan. Project replanning.

Topic 5. Project risk management. (2 hours). The contemporary conception of risk. Kinds of risk. The conception of risk

management. Risk management planning. Risk assessment (risk identification and analysis). Risk handling. Risk monitoring and documentation.

Topic 6. Project human resource management (2 hours). Project manager. Project group and project team. Work in a team. Negotiations. Presentation and visualization. Style of leadership. Decision making. Information and reporting.

Topic 7. Cross culture relationship in project (2 hours). Working in th international team. Business relashionchip in differents

countries.

4.1.2. The content of the practical units of the «Project Management»

(18 Hours)

1. Introduction to project management (2 hours). Analyzing the definition of the «project». Give the explanations and examples of the types of projects: construction projects, military projects, Engineering projects. Classification of the project: large innovational megaproject, small short-term educational monoproject, mixed middle-term investment project.

Case-studies: Lake automotive, Ferris inc. Healthcare, Dorale products.

2. External and internal environment of the project (2 hours). Task 1. Imagine that you have become a project manager of the following project: "Find fiance from the Europe for the Russian women". Requirements for the project: Fiance should be tall man; 30-35 years old; Citizen of the EU countries; without small children. The budget of the project is 10.000 €.

Task 2. Estimate the influence of each factor on this project and write you result in table below.

Task 3. Made a brief conclusion about the results of your analyses and influences of different factors.

Case-study «Lipton Canada».

3. Stakeholders of the project (2 hours). Fill the gap: "Silent" stakeholders are. Continue the expressions. Give your own explanation and examples Describe the stakeholders of the following projects: Project 2.1 Construction the Egypt pyramids. Project 2.2 Organizing a wedding ceremony. Project 2.3Creating a pop star as a business project. Estimate the level of influence of each stakeholder on the project (from 0 to +5).

Case study «The history of Tylenol».

4. Life cycle and goal of the project (2 hours). Fill the gap. Give your explanations and examples. Try to imagine and define the main stages and the life cycle of the following project. Define the main stages of the life cycle of the project and write it in to the table. Case study.

5. Organization of the project (4 hours). Exercises. Choose the right answer. Multiple-choice questions. Exercise: Task 1. Make the functional organization structure. Task 2. Make a project or matrix structure: 2.1 If company decide to create the system of human resource reserve. 2.2 If company decide to

create new product line. Prpblems for discussion. Case study: Continental Computer Corporation, Hyten c;

6. Staffing of the pr ideal project manager accordin study: Your company has just \ is for one year, broken down a

orporation.

oject (2 hours). Exercise. Imagine and describe the g to your opinion. Multiple-choice questions. Case von a contract for an outside customer. The contract |S follows: R&D: six months; prototype testing: one

month; manufacturing: five months. In addition to the risks involved in the R&D stage, both your management| and the customer have stated that there will be absolutely no trade-offs on time, cost, or performance.

7. Project time management (4 hours). Multiple-choice questions. Exercises. Imagine that you are the project manager of a new project. Your investors require a SOW, WBSlfor a new project. The project is to open a pancakes cafe for students in the university campus. You need make the Statements of Work and Work Breakdown Structure for this new project. Case study. Payton Corporation. Exercises:

1. Using the information provided in the following table, create the network diagram and determine the duration of the project and the critical path.

2. During the project scheduling process or during execution of the project? It may become necessary to shorten the duration of the project. Crashing generally means to reduce duration by using additional resources or overtime. Review the information in the table. Determine which activities should be crashed. (Determine the critical path first).

Problems for discussion 1. Should a PERT/CPM network become a means of understanding

reports and schedules, or should it be vice versa? 2. Before PERT diagrams are prepared, should the person performing the

work have a clear definition of the requirements and objectives, both prime and supporting? Is it an absolute nedessity?

3. Who prepares the1 PERT diagrams? Who is responsible for their integration?

4.2 The content of theoretical and practical units of the *<Project Management»

The contents of the «Project Management» Table 1.

Title of the topic Hours Lec ures Laboratory

work

Self working

hours

Controlling Total

Topic 1. Definition and criteria of the project, project management. Project external and internal environment.

2 2 4

Project management. Workbook. Chapter 1

8

Topic 2. Stakeholders of the project. Project goal. Project life cycle. 2 2 4

Project management. Workbook. Chapter 2

8

Topic 3. Communications of the project: organizational chart. 4 2 4

Project management. Workbook. Chapter 3

10

Topic 4. Project planning.

4 4 4

Project management. Workbook. Chapter 4

12

Topic 5. Project risk management. 2 4 4

Project management. Workbook. Chapter 5

10

Topic 6. Project human resource management 2 2 4

Project management. Workbook. Chapter 6

8

Topic 7. Cross culture relationship in project 2 2 4

Project management. Workbook. Chapter 7

8

Итого T8 18 28 62

5. Educational Techniques and methodo

Education;

technology and methodology ogy are reflected in the table below.

Table 2. il technology and methodology

^Technolo^ Lecture :s Laboratory work Trainings Self

working hours

IT methods •k Team working *

Case-study * *

Business games *

Methods of problem creating education

* *

Experienced education

*

Self working hours *

8. Literature and references

Ed.n. London (Financial Times 3. Paul C. Dinsmore

Wiley and Sons, 2005. ISBN 0 4. Lewis R. Irelan

Professional, 2006. ISBN 0-07-

1. Chatfield, Carl. "A short course in project management". Microsoft. http://office.microsoft.com/en-us/project/HA102354821033.aspx.

The Definitive Guide to Project Management. Nokes, Sebastian. 2nd / Prentice Hall): 2007. ISBN 978 0 273 71097 4 et al (2005) The right projects done right! John

•7879-7113-8. p.35 and further. ]d (2006) Project Management. McGraw-Hill •147160-X. p.110.

5. Joseph Phillips (2003). PMP Project Management Professional Study Guide. McGraw-Hill Professional, 2003. ISBN 0-07-223062-2 p.354.

6. Dennis Lock (200t7) Project management (9e ed.) Gower Publishing, Ltd., 2007. ISBN 0-566-08772-3

7. Young-Hoon Kwa In: The story of managing proj Publishing Group, 2005. ISBN

8. David I. Cleland, handbook. "Chapter 1: "The Professional, 2006. ISBN 0-07-

k (2005). "A brief history of Project Management". sets. Elias G. Carayannis et al. (9 eds), Greenwood 1-56720-506-2 Roland Gareis (2006). Global project management

McGraw-Hill evolution of project management" •146045-4

9. Martin Stevens (2002). Project Management Pathways. Association for Project Management. АРМ Publishing Limited, 2002 ISBN 1-903494-01-Х p.xxii

10. Morgen Witzel (2003). Fifty key figures in management. Routledge, 2003. ISBN 0-415-36977-0. p. 96-101.

11. David I. Cleland, Roland Gareis (2006). Global project management handbook. McGraw-Hill Professional, 2006. ISBN 0-07-146045-4. p. 1-4 states: "It was in the 1950s when project management was formally recognized as a distinct contribution arising from the management discipline."

Booz Allen Hamilton - History of Booz Allen 1950s Bjarne Kousholt (2007). Project Management -. Theory and

practice.. Nyt Teknisk Forlag. ISBN 87-571-2603-8. p.59. 14. ipma.ch 15. F. L. Harrison, Dennis Lock (2004). Advanced project management: a

structured approach. Gower Publishing, Ltd., 2004. ISBN 0-566-07822-8. p.34. 16. Winston W. Royce (1970). "Managing the Development of Large

Software Systems" in: In: Technical Papers of Western Electronic Show and Convention (WesCon) August 25-28, 1970, Los Angeles, USA.

Greene, Jennifer (2005). Applied Software Project ISBN 978-0-596-00948-9. http://www.stellman-

12. 13.

17. Stellman, Andrew; Management. O'Reilly Media greene. com/aspm/.

18. O G C - P R I N C E 2 -19. "Project Managen

Technology.

Background lent

March Guide". VA

http://www.ppoe.oit.va.gov/doc5i/VA_IT_PM_Guide.pdf.

Office 3,

of Information and 2005.

PMI (2010). A Gii ide to the Project Management Body of Knowledge 20. p.27-35

21. Peter Nathan, Gdrald Everett Jones (2003). PMP certification for dummies, p.63.

22. Harold Kerzner (2003). Project Management: A Systems Approach to Planning, Scheduling, and Controlling (8th Ed. ed.). Wiley. ISBN 0-471-22577-0.

23. James P. Lewis (12000). The project manager's desk reference: : a comprehensive guide to project planning, scheduling, evaluation, and systems. p.185

24. Jorg Becker, Martin Kugeler, Michael Rosemann (2003). Process management: a guide for the design of business processes. ISBN 978-3540434993. p.27.

зек (2000). Objektorientierte Referenzmodelle fur controlling. Grundlagen das

25. Bernhard Schlagh Prozess- und Projekt

Anwendungsmoglichkeiten. IS^N 978-3824471621. p. 131. Konstruktionen

26. Josef E. Riedl ( Entwicklung. ISBN 9783540519638. p.99

27. Steinle, Bruch,

990). Projekt - Controlling in Forschung und

Lawa (1995). Projektmanagement. FAZ Verlagsbereich Wirtschaftsbticher. p. 136-143

28. NASA NPR 9501.2D. May 23,2001. 29. Body of Knowledge 5th edition, Association for Project Management,

2006, ISBN 1-903494-13-3 30. Albert Hamilton (2004). Handbook

Procedures. TTL Publishing, Ltd. ISBN 0-7277-3258-7 of Project Management

Lecturer: Associate professor, PhD, Chistyakova Natalia O.

РАБОЧАЯ Ц Стратегии управления

РОГРАММА ДИСЦИПЛИНЫ организацией (на английском языке)

НАПРАВЛЕНИЕ (СПЕЦИАЛЬНОСТЬ) ООП 080200 «Менеджмент»

ПРОФИЛЬ подготовки (СПЕЦИАЛИЗАЦИЯ, ПРОГРАММА)

КВАЛИФИКАЦИЯ (СТЕПЕ БАЗОВЫЙ УЧЕБНЫЙ ПЛАЦ КУРСЗ СЕМЕСТР VI КОЛИЧЕСТВО КРЕДИТОВ ПРЕРЕКВИЗИТЫ Б.З.Б.1, Б

НЬ) магистр ПРИЕМА 2012 г.

З.Б.4, Б.З.Б.6,

КОРЕКВИЗИТЫ БЗ.В.1.3, БЗ.В.1.7

ВИДЫ УЧЕБНОЙ ДЕЯТЕЛЬ Лекции 27 часа. Практические занятия 45 АУДИТОРНЫЕ ЗАНЯТИЯ САМОСТОЯТЕЛЬНАЯ РАБО ИТОГО 144 час.

НОСТИ И ВРЕМЕННОЙ РЕСУРС:

часа, часа.

ТА 72 часа. 72

ФОРМА ОБУЧЕНИЯ Очная

ВИД ПРОМЕЖУТОЧНОЙ АТТЕСТАЦИИ Зачет

ОБЕСПЕЧИВАЮЩЕЕ ПОДРАЗДЕЛЕНИЕ Кафедра МЕН ИЭФ

ЗАВЕДУЮЩИЙ КАФЕДРОЙ

РУКОВОДИТЕЛЬ ООП пр

ПРЕПОДАВАТЕЛЬ доцент

профессор, д.э.н. И.Е. Никулина

офессор, д.э.н. И.Е. Никулина

к.и.н. А.Г. Данков

2013 г.

1. Learning Objectives and Results :

The students will:

- Develop an understandin of strategic management theories and application. Analyze and identify central issues and comprehensive cases and be able to suggest alternative strategies and recommendations for future direction of the organization. Understand the importance of the global economy and its potential impact on business. Develop an appreciation management. Understand how to conn

able to apply these anal) production, and informati

of the role of senior leadership roles in strategic

ect theory with practice by developing of internal (strengths and weaknesses) and external (threats and opportunities) and be

'ses holistically to marketing, accounting, finance, ion systems.

Develop an understanding of the present and future environments that corporations must operate.

decision-making skills for dealing with complex - Develop analytical and conceptual issues ethicalljy and responsibly.

- Understand the differen strategic planning in an organization.

2. Структур

2.1. Структура разделов

leadership styles and how these styles affect

General statements of stra

а и содержание дисциплины,

дисциплины:

NTRODUCTION tegic management: strategy, strategic management

etc. CHAPTER 1. THE NATURE AND VALUE OF STRATEGIC

Chapter 1 stresses the ke undertaken at three levels in ma: The distinctive characteristics о are discussed as the basis for otp impact which the activities at difJ

MANAGEMENT у point that strategic management activities are ny companies: corporate, business and functional,

strategic decision making at each of these levels servations throughout the book of the differential

'ferent levels have on company operations.

CHAPTER 2. THE STRATEGIC MANAGEMENT PROCESS Chapter 2 presents a model of the strategic management process. It is

representative of the approaches currently used by strategic planners and serves as an outline for the remainder of the book. That is, each subsequent chapter is devoted to an in-depth discussio management model. Each of th

n of one of the major components of the strategic individual components is carefully defined and

explained in Chapter 2. Attention is also given to understanding the integrative process by which each of the components is blended together to produce cohesive and balanced results from the system.

CHAPTER 3. DEFINING THE COMPANY MISSION The process of strategy formulation begins with a definition of the company

mission as discussed in Chapter 3. In this chapter you will learn to define the purpose of business in a way that reflects the values of a wide variety of interested parties.

CHAPTER 4. ASSESSING THE EXTERNAL ENVIRONMENT. ENVIRONMENTAL FORCASTING

In Chapter 4, you will learn about the principal factors in a firm's external environment which strategic managers assess in order to anticipate and thereby take advantage of future business conditions. Chapter 4 focuses on environmental forecasting the approaches which are currently used by strategic managers to assess and to anticipate changes

CHAPTER 5. THE COMP

Chapter 5 shows how weaknesses in a way that prodiji' strategic managers in order emphasize and competitive

to

in their external environments.

ANY PROFILE: INTERNAL ANALYSIS OF THE FIRM

businesses evaluate their internal strengths and ces a company profile. Such profiles are used by

target competitive advantages which they can disadvantages which they should correct or minimize.

CHAPTER 6. FORMULATION LONG-TERM OBJECTIVES AND GRAND STRATEGIES

In Chapter 6 you will read about the types of long-range objectives that are set by strategic managers and about the qualities that these objectives must have in order to provide a basis of direction and evaluation. You will also learn about the 12 grand strategies which companies use as the broadly defined approaches for achieving long-range objectives. Then you will study two techniques that executives can use to select the post promising grand strategies from among all of their available alternatives.

CHAPTER 7. STRATEGY E STRATEGIES

Detailed comprehensive opportunities and for the final s You will learn how to compare to select the best available op satisfying the company purpose.

Chapter 7 examines the the starting point of strategy im business-level strategy by trans

rol

[VALUATION AND CHOICE. FUNCTIONAL AND ANNUAL OBJECTIVES approaches for the evaluation of strategic

trategic choice decision is the focus of Chapter 7. strategic alternatives in a way that will enable you ion for a firm as measured by its potential for

e of functional strategies and annual objectives as plementation. Functional strategies operationalize ating the conceptual strategy into concrete action

guides for the businesses' op provide a critical link between guides to action in marketing, t strategies provide a final test of

erating managers. As such, functional strategies formulation and implementation. And as detailed

inance, operations, R&D, and personnel, functional consistency for the business-level strategy.

2.2. Структура дисцип контроля обучения

ЛИНЫ по разделам, формам организации и

Таблица 2. № Название раздела/темы Аудиторная

работа(час) СРС (час)

Итого Формы текущего контроля и

Л екции Практ. заняти

я

аттестации

1 INTRODUCTION 4 4 10 Устный отчет 2 Chapter 1: THE NATURE

AND VALUE OF STRATEGIC MANAGEMENT

4 4 10 Промежуточный отчет

3 Chapter 2: THE STRATEGIC MANAGEMENT PROCESS

4 4 10 Отчеты по лабораторным работам

4 Chapter 3: DEFINING THE COMPANY MISSION

6 4 10 Презентация

5 Chapter 4: ASSESSING THE EXTERNAL ENVIRONMENT. ENVIRONMENTAL FORCASTING

2 6 8 Отчеты по лабораторным работам

6 Chapter 5: THE COMPANY PROFILE: INTERNAL ANALYSIS OF THE FIRM

2 4 8 Графики свойств материала

7 Chapter 6: FORMULATION LONG-TERM OBJECTIVES AND GRAND STRATEGIES

2 4 8 Графики характеристик материала

8 Chapter 7: STRATEGY EVALUATION AND CHOICE. FUNCTIONAL STRATEGIES AND ANNUAL OBJECTIVES

j 15 8 Групповой отчет

9 Промежуточная аттестация

Экзамен

Итого 27 45 72 144

3. Образовательные технологии

При освоении дисципл ины используются следующие сочетания видов учебной работы с методами и формами активизации познавательной деятельности студентов дл я достижения запланированных результатов обучения и формирования компетенций

Методы и фор Таблица 4.

мы организации обучения (ФОО) Ф 00

Методы Лекция Практ. занятие СРС

1Т-методы Дискуссия Работа в команде Case-study Игра Методы проблемного обучения. Обучение на основе опыта Опережающая самостоятельная работа Проектный метод Поисковый метод Исследовательский метод

Для достижения пос тавленных целей преподавания дисциплины реализуются следующие средства, способы и организационные мероприятия: - изучение теоретического использованием.компьютернь:

дисциплины на лекциях материала х технологий;

- самостоятельное изучение теоретического материала дисциплины с использованием Internet- ресурсов, информационных баз, методических разработок, специальной учебной и научной литературы; - закрепление теоретического материала при проведении практических занятий на примере конкретных предприятий (case-study), выполнения проблемно-ориентированных творческих заданий.

4.1 Текущая и опережак

проектов, поисковых исследовании, а также

4. Организация и учебно-методическое обеспечение самостоятельной работы студентов

щая СРС, направленная на углубление и закрепление знаний, а также развитие практических умений заключается в: - работе студентов с лекционным материалом, поиск и анализ литературы и электронных источников информации по заданной,

ний, тематических информационных ресурсов на

подготовке к экзамену.

- выполнении домашних задц - переводе материалов из иностранном языке, - изучении тем, вынесенных ^а самостоятельную проработку,

4.2 Творческая проблемно-ориентированная самостоятельная работа (TCP) направлена на развитие интеллектуальных умений, комплекса универсальных (общекультурных) и профессиональных компетенций, повышение творческого потенциала студентов и заключается в: - поиске, анализе, структурировании и презентации информации, анализе научных публикаций по определенной теме исследований, - анализе статистических и фактических материалов по заданной теме, проведении расчетов, составлении схем и моделей на основе статистических материалов, - исследовательской работе и участии в научных студенческих конференциях, семинарах и олимпиадах,

4.2.1. Примерный перечень научных проблем и направлений научных исследований:

Роль командной работы, в рамках реализации проектов,; Современные системы [обмена информацией и их роль в управлении

предприятием; - Разработка стратегий в рамках групповой работы.

4.4 Контроль самостоятел Оценка результатов

единство двух форм: самокон-

ьной работы самостоятельной работы организуется как роль и контроль со стороны преподавателей.

5. Средства (ФОС) текущей и итоговой оценки качества освоения модуля (дисциплины)

Оценка успеваемости студентов осуществляется по результатам: - самостоятельного (под контролем преподавателя) выполнения практических заданий, - взаимного рецензирования студентами работ друг друга, - анализа подготовленных студентами рефератов, - устного опроса при сдаче выполненных индивидуальных домашних

[О результатам проектных работ и во время шия и понимания теоретического материала

ержанию экзаменационных вопросов включают два типа заданий:

задании, защите докладов п экзамена (для выявления зна дисциплины).

5.1. Требования к сод Экзаменационные билеты

1. Теоретический вопрос. 2. Проблемный вопрос.

5.2. Примеры экзаменационных вопросов 1. Value of strategic management 2. Budgeting system

6. Учебно-методическое и информационное обеспечение дисциплины Основная:

• Andrews К. R. The Concept of Corporate Strategy. - Homewood, 111. 3d ed. - 2011.

• Ansoff H. I. Corporate Strategy. - NY. 8th ed. - 2009. • King W. R., Cleland D.I., Strategic Planning and Policy. - NY, 4th ed. -

2013. • Pearce J. A., Robinson R.B. Strategic Management. Strategy Formulation

and Implementation. - Homewood, 111. 4 ed. - 2013. • Saloner G., Shepard A., Podolny J. Strategic Management. - NY, 3d ed. -

2012. Дополнительная:

• Cleland, D.I., King W.R. Management: A System Approach. - NY. 3d ed. - 2 0 1 2 .

• Kelley E.J., Marketing Planning and Competitive Strategy. - Englewood Cliffs, N.J., 3d e d . - 2012.

Программное обеспечение и Internet-ресурсы: • Сайт «Мыслящие менеджеры»

http://www.thinkingmanagers.com/business-management/strategic-management.php

• Сайт журнала «Strategic Management Review» http://www.strategicmanagementreview.com/ojs/index.php/smr

• Сайт международной организации «Стратегический клуб» http://www.strategyclub.com/

7. Материально-техническое обеспечение модуля (дисциплины)

При изучении основных разделов дисциплины, выполнении задании для практических занятий, подготовке и обсуждении докладов студенты используют современное компьютерное оборудование (проекторы, плазменные экраны, компьютерные классы, оснащенные доступом в интернет, копировальная и оргтехника), к услугам студентов современный учебно-методический центр с полным комплектом учебной и методической литературы (более 2000 единиц), периодических изданий (более 20 наименований), учебных фильмов и деловых игр на электронных носителях.

Программа составлена на основе Стандарта ООП ТПУ в соответствии с требованиями ФГОС по направлению и профилю подготовки 080200 «Менеджмент».

Программа одобрена на заседании Кафедры Менеджмента ИЭФ (протокол № t t y от 201£Т.). Автор: доцент кафедры МЕН, к.и.н., Данков А.Г. Рецензент: доцент кафедры МЕН, к э.н., Петухов О.Н.