- Details
- Category: Discipline
- Cunha, M. P., Rego, A. (2020). Liderar no Novo Normal. Edições Sílabo. ISBN: 978-989-561-137-9 Rees, G.; French, R. (2016). Leading, Managing and Developing People. 5ed, CIPD. Goleman, D. (1998). Trabalhar com a inteligência emocional (M. Santarrita, Trad.). Rio de Janeiro: Objetiva.
- Business Management and E-Commerce
- 6147
- 22292
- Leadership, Team Management and Intrapreneurship
- IPLUSO6147-22292
- 2
- 3
- 0
- 4
- Não
- Português
- Problem-Based Learning (PBL) Project-Based Learning (PjBL) Flipped Classroom Gamification Design Thinking Active Learning Methods Collaborative Learning Peer Instruction Use of Digital Technologies and AI Liberating Structures
- Mandatory
- The learning objectives of this UC are in accordance with the pre-established programmatic contents. Obtaining theoretical and practical knowledge on leadership, team management and intraentrepreneurship.
- 1) Leadership Fundamentals: Leadership vs. management; Classical and contemporary theories; Sources of power and influence. 2) Leadership Styles: When to use each style (context, team maturity, organizational stage). Leadership styles vs. organizational culture/climate. 3)Leader’s Emotional Intelligence: The 5 dimensions – self-awareness, self-regulation, motivation, empathy, social skills; Impact on leader effectiveness; Competencies linked to EI in leadership and team management. 4) Team Management: Stages of team development; Effective team communication (feedback, active listening, conflict management). Delegation, motivation, and empowerment. DEI in teams. 5) Intrapreneurship: Concept; Difference between entrepreneurship and intrapreneurship. The leader’s role in promoting an intrapreneurial environment. Key intrapreneur competencies.
Descrição
Data limite
Ponderação
Participação e trabalhos contínuos
30%
Trabalho individual ou de grupo
30%
Teste - Avaliação
Último dia de aula
40%
- Semestral
- The Leadership, Team Management and Intrapreneuship curricular unit seeks to provide students with knowledge and skills to understand what it is to be a leader, applying the concept that postulates that leadership applies to all levels of activity, from business leadership to team leadership. Students will grasp the difference between being a leader and being a manager, so that they are prepared to face situations that require one or another type of skills, or both. Students will also learn the basics of intrapreneurship, entrepreneurship within companies, what characteristics are needed to successfully develop this type of activity.
- Details
- Category: Discipline
- Duarte, C. e Esperança, J.P. (2014). Empreendedorismo e Planeamento Financeiro. 2ª edição. Edições Sílabo. Menezes, H.C. (1999). Princípios de Gestão Financeira. 7ª edição, Lisboa, Editorial Presença, Mota, A. G. & Custódio, C. (2012). Finanças da Empresa. 7.ª Edição, Bnomics Soares, J.O., Fernandes, A.V., Março, A.A. e Marques, J.P.P. (1999). Avaliação de Projectos de Investimento na Óptica Empresarial. Edições sílabo. Soares, I., Moreira, J., Pinho, C. e Couto, J. (2020). Decisões de Investimento – Análise Financeira de Projectos. 4ª edição. Rdições Sílabo.
- Business Management and E-Commerce
- 6147
- 22291
- Management and Financial Analysis of Investments
- IPLUSO6147-22291
- 2
- 4
- 0
- 4
- Não
- Português
- Expositional Methodology and Self-study Methodology: Knowledge acquisition will be measured through a test. Participative Methodology and Active Methodology: Skill development will be assessed through team work, and consists of a presentation and discussion of a case study. The weighting coefficients in the calculation of the final mark will be as follows: Test - 45%; Team work (preparation and presentation)- 45%; Attendance, participation and attitudes - 10%. Grades: 1. Attendance is an integral part of continuous assessment in this CU. 2. Students who have a final grade of 10 or higher (minimum of 8 in each) in the continuous evaluation elements indicated above will be approved. 3. If they are not approved, they will have to take an examination test.
- Mandatory
- This CU aims to develop the student knowledge, skills and competences that are listed: 1. Know how to explain concepts of investment analysis; 2. Know how to make a business plan; 3. Describe a business model; 4. Describe sources of financing; 5. Know how to analyses the economic and financial situation of a company; 6. Know how to evaluate investment projects.
- 1. Introduction to Investment analysis: Concepts of; Investment, Project, Profitability, Cash Flow, Present Value Calculations: Interest rate and Discount cash flow 2. The Business Plan and its importance for the analysis and evaluation of the investment. 3. Investment analysis and evaluation 4. Sensitivity analysis 5. Conclusion and project evaluation report
Descrição dos instrumentos de avaliação (individuais e de grupo): testes, trabalhos práticos, relatórios, projetos... respetivas datas de entrega/apresentação... e ponderação na nota final.
Exemplo:
Descrição
Data limite
Ponderação
Teste de avaliação
5-12-2025
45%
Apresentação, Discussão e Entrega dos Trabalhos de Grupo
12-12-2025 e 9-01-2026
45%
(Assiduidade, participação e atitudes)
10%
Adicionalmente poderão ser incluídas informações gerais, como por exemplo, referência ao tipo de acompanhamento a prestar ao estudante na realização dos trabalhos; referências bibliográficas e websites úteis; indicações para a redação de trabalho escrito...
- Semestral
- This UC aims to provide the necessary skills for understanding concepts and modeling investment projects in business, with regard to techniques for their construction, evaluation criteria, risk analysis and conclusions.
- Details
- Category: Discipline
- Jordan H. N., Neves J. C., & Rodrigues J. A. (2021). O controlo de gestão ao serviço da estratégia e dos gestores, 5ª Edição. Áreas Editora, Lisboa. Caiado, A. P. (2012). Contabilidade Analítica e de Gestão, 7ª edição, Áreas Editora
- Business Management and E-Commerce
- 6147
- 20257
- Management Planning and Control
- IPLUSO6147-20257
- 2
- 4
- 0
- 4
- Não
- Português
- Lectures/practical classes: Use of expository and participatory methods to introduce theoretical concepts, facilitating discussion of the topics covered among students. Use of participatory methods to solve exercises, encouraging active student participation in the acquisition of knowledge.
- Mandatory
- Provide participants with the knowledge necessary for the application of Planning and Management Control processes, which allow the effective implementation of action plans defined by a company. - Know and apply concepts and methods of Management Control, associated with the economic aspect.
- Management control Basic concepts. The principles of management control. The management control process. Implementation of management control. Piloting instruments Planning Management functions. The management cycle. Strategic planning. Operational planning. The budget Concept, definitions and objective. The elaboration principles. The budget phases. The importance of the budget in management. Organizational goals and action plans. budget papers Information systems to support planning and management control Financial Accounting and Management Accounting. Ratio analysis. Responsibility Centers. Industrial cost/Cost of sale. Tableau de Bord and balanced Scorecard Budget control The analysis of deviations. Type of deviations. The origins and causes of deviations - Economic; Technical; Internal/external to the company. Liability for deviations. Performance evaluation Economic-Financial Criteria. valuation measures
Momentos de Avaliação Contínua:
- Teste de avaliação individual (TI) (Ponderação de 40% da Nota) – nota mínima 7 valores
- Trabalho de grupo com apresentação em aula (TG) (Ponderação de 45% da Nota)
Trabalho escrito – Ponderação de 50% (avaliação do grupo);
Apresentação em aula – Ponderação de 50% (avaliação individual).
- Assiduidade e participação nas aulas (PA)15%;
Nota final: 0,40 TI + 0,45TG + 0,15PA
Avaliação de Recurso :
Teste de avaliação individual - Teste 100%
- Semestral
- The organizational strategy - business or otherwise -, embodied in the vision, mission and objectives, triggers the need to plan and, consequently, leads to the elaboration of many plans and many budgets. But planning and budgeting is not, by itself, a guarantee of success, Management Control is necessary, so the organization must be prepared with the technical tools, in the domains of information systems, so that the entire control process , adapted to the reality of each organization, be able to recognize and identify errors or deviations, and quickly make decisions on how to correct, alter or end the distortions between what was planned and executed. In this way, planning and Management Control plays a key role in contributing to the success of organizations
- Details
- Category: Discipline
- Bibliografia das Unidades Curriculares que fazem parte do Plano de Estudos da Licenciatura
- Business Management and E-Commerce
- 6147
- 814
- Traineeship
- IPLUSO6147-814
- 2
- 30
- 0
- 4
- Sim
- Português
- The UC is organized in 5 stages: 1 st Placement of Trainees, presentation in EA and opening of the Internship Dossier 2nd Evaluation of the PIE: it presents a proposal for a PIE. It is time to take stock of the Internship process. 3rd Intermediate Evaluation: the trainee demonstrates the ability to implement the decisions taken, justifying an Intercalary Classification. 4th Dossier Delivery and Internship Report: The results are assessed through evidence of the subjects' performance, attitudes and abilities. Prepares the Internship Report, presenting an overall assessment of its intervention. 5ª Conclusion and Final Classification: The Stage Coordinator in articulation with the Tutor presents an indication of the classification (0 to 20 values). At the final meeting, the Trainee Regent informs the decision on the classifications, published in the agenda.
- Mandatory
- Autonomy and responsibility: Ensuring ethical and technically sound participation within the structures and activities of the Host Entity (HE) and IPLUSO. Formative assessment: Interpreting relevant variables regarding the context, participants, exercises, results, and the interns' own performance to propose viable solutions based on explicit criteria.Individual Internship Plan (IIP): Encouraging the projection and planning of activities based on the characterization of the Host Institution and its subjects, ensuring the optimal selection and execution of practices through a process regulated by formative assessment. Scientific rigor: Applying scientific knowledge and subjects studied during the degree in a judicious and well-founded manner to support technical intervention choices and the organization of practices. Cooperation: Engaging actively in shared intern tasks, collaborating with colleagues, internship supervisors, and all other stakeholders involved in the process.
- 1. Translate marketing theories, e-commerce models, and classroom tools into solving real-world business challenges. 2. Understand organizational culture, respecting hierarchies, ethical standards, and teamwork dynamics within a corporate structure. 3. Master online sales management tools, content creation, metrics analysis (KPIs), and communication campaign execution. 4. Develop the ability to propose original and disruptive solutions for products or services, adapting them to the company's constraints and resources. 5. Improve assertive communication, time management, resilience, and the ability to take initiative in professional challenges. 6. Consolidation Evaluate personal performance, identify areas for improvement, and define a professional positioning for the future job market.
Critérios de Avaliação Ponderação
Cooperação 10%
PIE 15%
Cientificidade 10%
Avaliação Formativa 15%
Autonomia e Responsabilidade / Desempenho na Intervenção 50%- Semestral
- The Internship is a Course Unit focused on the student's technical intervention within a real-world practice context. This intervention takes place within a Host Entity (club, association, or other) under the supervision of both a corporate tutor and a Higher Education Institution (HEI) supervisor. It is organized and developed according to a Project-based Assessment model, aligned with the professional practices of our field and the principles and objectives of the Degree, within the framework of the cooperation protocol between IPLUSO and the Host Entities (HEI)
- Details
- Category: Discipline
- Patrício, M. (2019). Direito do Turismo e Alojamento Turístico. Coimbra, Portugal: Almedina Fernanda, P.O. (2016). Regime Jurídico de Acesso e Exercício de Atividades de Comércio, Serviços e Restauração - Comentário ao Decreto-Lei nº10/2015, de 16 de janeiro (RJACCSR). Coimbra, Portugal: Almedina Quintas, P. (2019). Legislação Turística Anotada. Coimbra, Portugal: Almedina
- Hotel and Restaurant Management
- 3572
- 18897
- Hotel and Restaurant Legislation
- IPLUSO3572-18897
- 1
- 4
- 0
- 4
- Não
- Português
- Teaching a legal subject in a Hospitality and Restaurant Management course requires a strong sense of practicality and a clear connection to the reality of the professional world in question. Thus, and within the framework of learning the fundamental principles and rules already mentioned, the use of concrete examples facilitates the acquisition of the skills that embody its cross-cutting domain (also as already mentioned).
- Mandatory
- Understand, interpret, and master the fundamental concepts of law, as well as the principles and general rules of hotel and restaurant legislation. Students should acquire and develop the structural foundations of legal thinking, as well as the essential elements of logical-deductive reasoning.
- Preliminary Considerations. Approach to a notion of Business Law in the Hotel and Restaurant Industry. Competition and Industrial Property. State intervention in the economy. Fundamental Notions of Law. The Constitution of the Portuguese Republic. The Commercial Companies Code. The Labor Code. Hotel and Restaurant Legislation (in particular). Legal Regime for the Installation, Operation, and Functioning of Tourist Enterprises. Legal Regime for Access to and Exercise of Commercial and Service Activities.
Descrição dos instrumentos de avaliação (individuais e de grupo) ¿ testes, trabalhos práticos, relatórios, projetos... respetivas datas de entrega/apresentação... e ponderação na nota final.
Exemplo:
Descrição
Data limite
Ponderação
Teste de avaliação
08-04-2026
40%
Teste de avaliação
20-05-2026
40%
Prova oral
27-05-2026
20%
Adicionalmente poderão ser incluídas informações gerais, como por exemplo, referência ao tipo de acompanhamento a prestar ao estudante na realização dos trabalhos; referências bibliográficas e websites úteis; indicações para a redação de trabalho escrito...
- Semestral
- The Hotel and Restaurant Legislation course appears in the first semester of the program as part of an overall objective to provide students with the macro legal and regulatory framework essential to structuring the fundamental bases for building an academic path that is successful in terms of satisfying the objectives of acquiring and mastering the theoretical and practical tools indispensable for the adequate and high-quality professional practice in the hotel and restaurant sector. The Hotel and Restaurant Legislation course unit should constitute a fundamental axis of the CTeSP Hotel and Restaurant Management, precisely because the legal framework of the activities involved in the sector, as well as that applicable to all aspects of its management, is so exhaustive and comprehensive that it does not exempt professionals from the need for basic knowledge and mastery.
