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Course outlines (in English & in Russian)
Course description GSOM SPbU 2016/2017 Budgeting and Management Control (магистратура) - 45 ac.hours.
The course is run in English.
Course description GSOM SPbU 2016/2017 Strategic Management Control Systems (магистратура) - 45 ac.hours.
The course is run in English.
Course description GSOM SPbU 2016/2017 Doing Business in Russia (магистратура) - 45 ac.hours.
The course is run in English.
Course syllabus GSOM SPbU 2008-2011 Management Accounting, accredited in 2011 by ACCA - 45 ac.hours.
This is a basic program for similar courses at other programs, both in Russian and in English languages.
Articles in scientific journals (in Russian,)
for links to the articles see page "Публикации" in Russian
Financial Crysis at Bejouterie Production Company. Case study.; Mararova O., Pustovalova T.// Vestnik St.Petersburg University. Management series. SPb: 2010, #4. pp.146-166.
Problems of Results-Based Management Systems Development in Private Companies. // Actual problems in economics and new teaching technologies. SPb.: 2010. p. 42-44.
Influence of Budget-Oriented Approach on Management Decisions Quality. // Quality management in modern high school. SPb.: 2009. p. 28–31.
International Investments. Preconditions for Reorganization From Joint Venture Into Company with 100% Foreign Capital.// Management, economics and law.: High school collection of scientific papers. - SPb: SPbSUAI, 1999. - p.101-105.
Long-term Investments Planning. // Economic cybernetics and system research in management. SPb.: SPbUE&F, 1998. p. 50–53.
Enterprise Performance Analysis Using Marginal Approach.// Modern scientific institutions: perspectives for development. SPbSTU, 1998. p. 221–225.
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Publications in international journals (in English)
1. Pustovalova Т., Makarova O. CAPITAL BUFFER IMPLICATION: EVIDENCE FOR RUSSIAN BANKS. // American International Journal of Humanities and Social Science. - Vol.3 No.1, February 2017. pages 49-54.
http://aijhss.cgrd.org/images/Vol3No1/4.pdf
2. O. Makarova, T. Pustovalova. HELPING JEWELRY MANUFACTURING TO OVERCOME CRISIS: REDUCTION OR EXPANSION? (Case). // The Case Cntre (ECCH). - 2011. #111-091-1, 15 pages.
http://www.thecasecentre.org/main/products/view?id=105679
3. O. Makarova, T. Pustovalova. HELPING JEWELRY MANUFACTURING TO OVERCOME CRISIS: REDUCTION OR EXPANSION? TEACHING NOTE. (Case). // The Case Cntre (ECCH). - 2011. #111-091-8, 8 pages.
http://www.thecasecentre.org/main/products/view?id=105680
This case is based on the development history of the largest Russian bijouterie producer - Etalon-Jenavi, a company founded in the early 1990s. For a long time the company worked under conditions of virtually no competition. However, the active expansion of foreign bijouterie producers into the Russian market that commenced in 2004, and the considerable reduction of the volume of sales during the 2008-2009 financial crisis period have made the company face a difficult choice. The Etalon-Jenavi management must decide whether to reduce production capacities or to continue investment in the development of production, counting on a rapid recovery of the market and an increase in demand. The no-easy solution must be economically substantiated; however, presentation of such substantiation turns to be a hard task for the financial director.
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