Universitat Internacional de Catalunya
Business Management and Mediation
Other languages of instruction: Catalan
Teaching staff
Attention to students will be made by appointment by email with the teaching staff.
Introduction
This course is designed to introduce students to the business world from a clearly entrepreneurial perspective, focusing on the creation, development, and management of their own projects. In this context, throughout the course students will work on developing a basic business plan, which will serve as the backbone of their learning and allow them to integrate the different course contents in a practical way.
To support this process, the course facilitates the acquisition of fundamental knowledge about how business organizations operate, as well as the main areas that determine a project’s viability: economic, legal, organizational, and human. In this regard, the development of the business plan will address the economic and organizational dimensions of the project, including the structuring of its economic and financial viability through the analysis of required investment and funding sources, as well as the optimal design of expected revenues and costs. It will also cover the definition of the internal organization, roles, and processes necessary for its proper functioning. This comprehensive approach allows students to understand the real challenges faced by any entrepreneurial initiative.
In the legal domain, students will become familiar with the legal and labor framework required to launch a business project, addressing issues such as company formation, team hiring, labor relations management, conflict resolution, and potential legal proceedings.
Likewise, within the human dimension, special emphasis is placed on interpersonal relationships in the business environment, particularly in contexts of uncertainty and decision-making typical of entrepreneurship. In this sense, students will acquire practical knowledge in conflict management, negotiation, and mediation, developing key competencies for team management, alliance building, and the resolution of complex situations.
The course has a clear practical and applied orientation. Based on essential theoretical concepts, students will work with real cases, simulations, and activities directly linked to the development of the business plan. Through an active methodology based on learning by doing, students will take a leading role in their own learning process, facing situations typical of the business world.
Pre-course requirements
Have completed the subject of Organizational Psychology.
Competences/Learning outcomes of the degree programme
- CG02 - The ability to make critical and well-founded judgements and assessments as part of the decision-making process.
- CG07 - The ability to adapt to the setting, task or context, handle new tasks and responsibilities and generate processes of change.
- CG08 - The capacity to interpret the content and scope of the information received or requested, orally or in writing, and process it appropriately according to the nature of the matter at hand.
- CG13 - The ability to use information and communication technologies for distinct purposes.
- CT01 - The capacity to organise and plan.
- CT02 - The capacity to solve problems.
- CT03 - The capacity for analysis and synthesis.
- CT04 - The capacity to work in a team
- CT06 - The ability to develop interpersonal skills
- CT09 - The ability to communicate adequately, both orally and in writing
Learning outcomes of the subject
At the end of the course, and in relation to the established learning outcomes, students are expected to be able to:
- Identify the essential elements of a company, its governance, and its fit within the entrepreneurial process.
- Analyze a company’s finances in general terms and assess its economic viability within the framework of a business plan.
- Recognize different forms of collaborative work and management within organizations, especially in entrepreneurial contexts.
- Understand the role of innovation and its strategies within companies and in the development of new business initiatives.
- Understand the stages of the entrepreneurial process, from idea generation to implementation and growth.
- Develop a basic business plan, integrating its main components (business model, market analysis, value proposition, financial plan, etc.).
- Identify and distinguish when an employment relationship exists, as opposed to other legal relationships.
- Understand the various pathways for entering the labor market, as well as the role of employment services and other actors.
- Prepare, draft, and complete documents required in labor relations.
- Explain the role of the mediator and the negotiator within an organization and in business creation processes.
- Describe the stages of a mediation and collaborative negotiation process within organizational and entrepreneurial contexts.
- Define the concept of conflict, explain its components and characteristics in organizational settings, and assess its impact on teams and entrepreneurial projects.
Syllabus
- Introduction to business, organization and government
- The concept of a company, objectives
- Key features
- Organizational and governance structures.
2. Finance Principles
- Business models and profitability
- Key elements for the financial management of a business
- Know how to read the financial reports of an organization.
3. Collaborative work dynamics in the company
- Keys to teamwork
- Leadership styles.
4. Project management concepts
- Introduction to project management methodology
- The new agile methodologies.
5. Introduction to innovation
- The concept of innovation, objectives and its importance in the current environment
- Types of innovation
- Tools for innovation.
6. Labor law principles
- The employment relationship and its protagonists: the worker and the owner of the company
- Labor market, employment policy and employment contract
- Labor conflict: labor administration and social jurisdiction.
7. Nuclear knowledge about Conflictology.
- The concept of conflict. The iceberg of conflict.
- Why do we have conflicts? Maslow's pyramid.
- Perception and conflict. Different perceptions as a source of conflict.
8. Negotiation Theories and Models
- The key components of the negotiation. The framework of the negotiation.
- The attitude in negotiation. The bargaining power.
- Negotiation process. The management of the stages of success.
- Negotiation and behavior. Body language. Behavior in the different phases of the process and depending on the negotiator.
9. Mediation and Conflict Resolution Techniques
- What is mediation: Process and objectives.
- The role of the mediator: Essential functions and skills.
- Phases of the mediation process: Preparation, exploration, negotiation, agreement.
- Mediation techniques: Active listening, reframing, open questions, etc.
- Family, school, organizational, community mediation.
- Mediation in the workplace: Conflict resolution in companies.
10. Conflicts in the Labor and Organizational Sphere
- Types of labor conflicts.
- The importance of communication.
- Strategies to prevent.
- How to manage conflict within work teams.
- The psychologist as a mediator or facilitator of conflict resolution.
- Interventions in organizations: Design of mediation programs.
11. Tools and Techniques for Conflict Management
- Conflict resolution techniques. Cognitive and behavioral strategies.
- Relaxation and emotional control techniques.
- Social skills training: Assertiveness, effective negotiation, active listening.
12. Evaluation and Practical Application
- Tools to measure the effectiveness of mediation and negotiation.
- Indicators of success in conflict resolution.
- Case studies. Analysis of real conflicts and how they were resolved. Mediation and negotiation simulations.
Teaching and learning activities
In person
The teaching methodology of the subject is active and focused on the student who is the protagonist of his learning process and development of skills.
Within this active methodology, different learning strategies will be used, such as: case studies, simulations, text readings, master class, oral presentations, reverse class, etc.
The subject requires both individual and autonomous work and team work from students. In addition to the continuous work required to prepare and take advantage of the different theoretical and practical sessions, students must work as a team.
Evaluation systems and criteria
In person
1st call:
- Group work, case studies, oral presentations, role plays, etc. These activities are for continuous evaluation and cannot be recovered on other dates 30%.
- Written test at the end of the quarter: 70%. This test will consist of an exam of open questions on the knowledge taught throughout the subject + a practical case.
2nd call:
- Written test of open questions on the knowledge taught throughout the subject + a practical case.
The evaluation will always respect the general regulations established in the Degree.
Important considerations:
- A minimum grade of 5.0 will have to be obtained in the final exam to be able to average it with the rest of the grades.
- The completion of practical activities is understood as continuous evaluation, and therefore NOT submitting them according to the established dates will imply the impossibility of having that part of the grade.
- Plagiarism, copying or any other action that could be considered cheating will mean a zero in that evaluation section. Doing it in the exams will mean immediate failure of the subject.
- In the second call it will not be possible to obtain the grade of "Honors", so the maximum grade will be "Excellent".
Bibliography and resources
- Blank, Steve y Dorf, Bob, "El manual del propietario de la startup: la guía paso a paso para construir una gran empresa"
- Carpenter, M. A. y Sanders, W. G., (2009). "Gestión Estratégica, conceptos y casos" (2ª edición). Upper Saddle River, NY: Pearson Prentice Hall
- García Ninet, J.I (dir.) et al. “Derecho del Trabajo”, 10ª y 11ª ed., Cizur Menor: Thomson Aranzadi.
- Kim, W. C. and Mauborgne, R. (2005). “Blue Ocean Strategy: “Cómo crear un espacio de mercado indiscutible y hacer que la competencia sea irrelevante”. Harvard Business Review Press
- Osterwalder, A.; Pigneur, Y. (2011) Generación de modelos de negocio – Un manual para visionarios, revolucionarios y retadores. Ed. Deusto, Barcelona.
- Pinson, Linda, "Anatomía de un plan de negocios: la guía paso a paso para construir un negocio y asegurar el futuro de su empresa”.
- Farré Salvá, S. Gestión de conflictos: taller de mediación.Un enfoque socioafectivo. Ariel. 2004.
- Redorta, J. Emoción y conflicto. Paidós, 2006.
- Fisher, R.,Ury, W.y Patton, B. Obtenga el sí: el arte de negociar sin ceder. Gestión 2000, 1981.
- Liddle, D. Managing conflict. KoganPage, 2017.
- Doherty, N.y Guyler, M. The essential guide to workplace mediation & conflict resolution. KoganPage, 2008.
- Lewicki, R.,Barry,B. y Saunders,D.Essentials of Negotiation. MacGrawHill, 2015.
Evaluation period
- E1 12/01/2026 A12 11:00h