Type
ELECTIVE

Department Abbreviation
ESP

Department
DEPARTMENT OF EDUCATIONAL AND SOCIAL POLICY

Course Outlines

Learning Outcomes:

The course analyzes the components of modern e-Business with an emphasis on e-Commerce in order to enable students to select, implement and evaluate e-business models.

Upon successful completion of the course the student should be able to:

• Present and analyze e-Business models
• Analyze the components of a modern eCommerce business such as: eCommerce Platform, User Experience, Payments, CRM & ERP, Digital Marketing, Branding, Digital Advertising (Digital Advertisement), SEO, Social Media, Affiliate Marketing, Web Analytics.
• Create business proposals using tools that will be presented in the course
• Use business simulation tools to avoid risks
• Design and develop a prototype online store with online tools & services

Course Content:

The purpose of the course is to familiarize students with the concepts, methods and techniques of modern e-Business, Entrepreneurship 2.0 as we call it, to demonstrate the analogy with web 2.0, 3.0 & 4.0.

Specifically, students attending the course acquire basic knowledge of modern digital businesses: development of techniques and methods, case studies, modern funding processes, development processes, their ethical dimensions. They also get familiar with some forms of modern business such as social enterprises and "green" businesses within a 106 context of reference to the profession that they may pursue after graduation.

Entrepreneurship, moreover, is considered as a broader concept, not necessarily related to economic activities, but more to the concept of innovation and design in all areas of life.

Students, as part of the course, are encouraged to design and evaluate small or individual businesses (always within a broader version of entrepreneurship) and in general to complete actions, in order to highlight their abilities and skills.

Type
ELECTIVE

Department Abbreviation
ESP

Department
DEPARTMENT OF EDUCATIONAL AND SOCIAL POLICY

Course Outlines

Learning Objectives

Upon completion of the course students will be able to:

• Understand the key features of projects and distinguish them from normal production systems.
• Analyze the project in activities and create the Work Breakdown Structure and Activity Networks
• Distinguish between the different organizational structures of project implementing organizations and their impact on project management
• Match resources to project activities and estimate project costs
• Systematically address project uncertainties and risks.
• Create the project Schedule using project networks
• Understand the concept of project cost and evaluate its performance based on specific key performance indicators (KPIs).
• Create the project team based on scientific criteria
• Manage the quality of the project and all stakeholders

Course Content

The Project Management course in Education aims to deepen knowledge that is particularly useful in the management of any form of education related project, but not only. Specifically, it aims to provide the necessary tools to individuals who wish to upgrade their professional prospects by developing skills related to modern project design, monitoring and project management methods, project selection and evaluation methodology, project budgeting. Students will focus also on learning the bureaucratic practice of project management, the principles of management and the tools used in its implementation, the management of business human resources, and formulating an effective policy control, so that the participants are able to effectively use the entire range of tools, techniques and methods that make up the main body of project management.

Type
ELECTIVE

Department Abbreviation
ΜΕΚΠ

Department
MASTER OF ARTS IN LIFELONG LEARNING AND SPECIAL EDUCATION

Course Outlines

Η περιγραφή του μαθήματος δεν είναι διαθέσιμη

Type
COMPULSORY

Department Abbreviation
ESP

Department
DEPARTMENT OF EDUCATIONAL AND SOCIAL POLICY

Course Outlines

Learning Outcomes

Upon completion of the course students will be able to:

• Understand key concepts about talent and skills
• Use tools to detect “inclinations” in a particular direction
• Use tools to select the right employee in the right position
• Evaluate key soft skills and identify areas for improvement
• Develop soft skills development programs
• To be able to train and train their partners according to the logic of practicing outside their comfort zone in order to be able to develop specific skills in combination with other tools to be presented.
• Get into the philosophy of the talent hotbed.

Course Content

The course focuses on the concept of talent and how it evolves, with what kind of mechanisms and ultimately the well-known stereotype that talent exists or is inherited is discussed in detail. The concept of talent hotbed is also widely discussed. Talent hotbeds are mysterious places and the most mysterious thing about them is that they bloom without warning. The media tends to treat every talent hotbed as a single phenomenon, but in reality it's all part of a bigger, older one pattern. See for example the 19th-century Vienna composers, the writers of Shakespearian England, or the artists of the Italian Renaissance, in which the “little” Florence, with a population of 70,000, suddenly created an explosion of genius artists never seen before in human history. Think of ancient Greece. Greece of philosophy and science. In any case, the echo of the same question is repeated: Where does this extraordinary talent come from? How does it develop?

This Course is about a simple idea: All talent greenhouses do exactly the same thing. They have unconsciously discovered a neurological mechanism which, although not modeled or molded, is able to create some skill-building patterns based on accelerated learning, provided the trainee follows a specific exercise pattern.

In short, some have broken the talent code and the purpose of the seminar is to share it with you. How can we be good at what we do? How is it possible to be talented in what we love? Why are the stereotypes we used so far completely outdated? How can we help our partners evolve into talented performers? What steps should we take? The concept of talent is multidimensional and we aim to decipher it.

Περιλαμβάνει Βιβλία ή/και μονογραφίες σε διεθνείς ή ελληνικούς εκδοτικούς οίκους. Κεφάλαια ή άρθρα συλλογικών τόμων ή επιμέλεια τόμων σε διεθνείς ή ελληνικούς εκδοτικούς οίκους.

2021

• Οργάνωση και Διοίκηση Έργων - Πλήρης Οδηγός Μελέτης και Εφαρμογής ISBN : 978-618-5131-74-6 Κωδικός Εύδοξος: 102073294 Έκδοση 2η / Ιούνιος 2021

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Περιλαμβάνει Άρθρα σε διεθνή ή ελληνικά επιστημονικά περιοδικά (με κριτές).

2022

• Perceived change uncertainty and Role of positive change behavioral change support: the role of positive change orientation Journal of Organizational Change Management, Vol. ahead-of-print No. ahead-of-print. https://doi.org/10.1108/JOCM-01-2021-0013

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2020

• The impact of leadership on firm financial performance: the mediating role of employees’ readiness to change. Leadership & Organization Development Journal, Vol. 41 No. 3, pp. 333-347. https://doi.org/10.1108/LODJ-02-2019-0088

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2019

• Correlating horizontal skills with job specialisations based on business sector dynamics in the regional labor markets. The case of Attica region, Greece. Development Management, Volume 17, Issue 3, 2019

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2015

• Firm performance: The role of CEOs’ emotional and cognitive characteristics. International Journal of Business and Economic Sciences Applied Research 8(1): 51-82

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2014

• Linking knowledge management, job satisfaction and productivity in the Greek public sector Int. J. Knowledge Management Studies, Vol. 5, Nos. 3/4, 2014

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• Empowerment in the Greek Public Sector: Evidence from Top Management Executives ADVANCES IN BUSINESS-RELATED SCIENTIFIC RESEARCH JOURNAL, VOLUME 5 (2014), NUMBER 1

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• Managers’ workplace attitudes, tolerance of ambiguity and firm performance. The case of Greek banking industry Management Research Review, Vol. 37 No. 5, 2014, pp. 442-465

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• Towards a Tolerance of Ambiguity Model in Greek Tourism Industry Journal of Tourism and Hospitality Management, ISSN 2328-2169, March 2014, Vol. 2, No. 3, 106-113

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• Exploring employees’ perceptions, job-related attitudes and characteristics during a planned organizational change. Int. Journal of Business Science and Applied Management, Volume 9, Issue 1, 2014

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• CEOs’ Attitudes to Change, Strategic Flexibility and Organizational Performance in Greek ICT Industry. International Journal of Management Sciences Vol. 4, No. 12, 2014, 567-581

2012

• Knowledge management, tolerance of ambiguity and productivity: Evidence from the Greek public sector Employee Relations, Vol. 34 Iss: 4 pp. 344 - 359

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• Hotel Managers' Behaviour Towards Change Uncertainty in Greece TOURISMOS: AN INTERNATIONAL MULTIDISCIPLINARY JOURNAL OF TOURISM Volume 7, Number 2, Autumn 2012, pp. 359-379

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• Modelling and benchmarking organisations’ memory capabilities Int. J. Knowledge and Learning, Vol. 8, Nos. 3/4, 2012

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Περιλαμβάνει Άρθρα σε δημοσιευμένα πρακτικά διεθνών ή ελληνικών συνεδρίων (με κριτές).

2009

• The enhancement of Job Satisfaction as a result of the "Communication and Knowledge Motivator" model Application. The case study of "Hellenic Railways"

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• The impact of Industrial Training at Railways' Employees and its Influence on the average Productivity Rate Conference: NHIBE (New Horizons in Industry, Business and Education)At: Santorini, Greece
• Organizational Memory at Hellenic Railways Industrial Environment. The "Treatment" of Knowledge Gap Between New and "Ready to Retirement" Workers

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Περιλαμβάνει Παρουσιάσεις σε διεθνή ή ελληνικά συνέδρια χωρίς δημοσίευση σε πρακτικά.

2010

• Linking Universities with Industry. A functional approach on creating an effective Knowledge Management Framework ICAF, 2010 (3rd International Conference on Accounting and Finance)