feat: finish T2 and T3

Areas/upv/classes/empresario/01-overview/01-introduction.md

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+# Why does an Engineer study Business?
+
+**General Knowledge**
+- The world is economic
+- who has heard of the crisis
+- CPI? Unemployment Rate?
+- Interest Rates
+
+**Personal Motives**
+- Living is economic
+- Buy a house, ask for a loan...
+- Manage your income and expenses
+- 
+**Work Related Motives**
+- How long do you want to work?
+	- Who will work for a company
+	- Who will create their own company
+
+## What skills does an engineer need?
+- Knowledge
+	- technological and scientific 
+	- languages (english)
+	- ethical knowledge
+	- environmental knowledge
+	- humanitarian knowledge
+	- be willing to learn
+- Skills
+	- Good Communication
+	- Management Skills
+	- Working with a team
+	- Taking Responsibility
+	- Common Sense
+	- being tolerant
+	- innovative
+	- imaginative
+	- creative
+	- curious
+
+# Work for yourself
+
+The key question is: *Do i want to create a company?*
+
+- Alone or with partners?
+- Legalform?
+- Ltd?
+
+# Legal Forms
+
+## > Individual Entrepreneur
+- Present and future wealth
+- Economical and fast
+- Best for small businesses
+- High tax rate
+## > Limited  Company
+- Minimal capital 3.000€
+- Prefer transfer between partners
+## > Limited Liability Company (Most Used)
+- Minimal capital: 60.000€
+- Free transfering of shares
+
+# Legal Entities
+
+## > Physical Person
+- Individual Businessperson
+- Community owned property
+- civil society
+## > Legal Person
+- Trading Company
+- Limited Liability Company
+- Collectively owned company
+- Limited joint-stock partnership
+- Limited Partnership
+## > Special Commercial Companies
+- Labor Company
+- Cooperative labor society of the Valencian community

Areas/upv/classes/empresario/01-overview/02-what-is-a-business.md

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+# 02 - What is a business?
+
+## Two ways to look at a business:
+- A business as a system
+- A business as a black-box
+
+

Areas/upv/classes/empresario/01-overview/03-business-as-black-box.md

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+# Business as a Black-Box
+
+![[business-as-black-box.png]]
+
+We can analyse a business as a black box. With the inputs being raw material, parts, capital, labor and management and the outputs being the achievement of certain goals, mostly economical ones.
+
+Companies create value over time. 
+
+# Value Chain of a furniture factory
+
+The process of turning those inputs into something more valueable is called the value chain.
+
+![[02-what-is-a-business_value-chain.excalidraw]]
+
+# How do we measure added value?
+
+In the most simple form it:
+
+$\displaystyle \text{Added value} = \text{Sales Revenue} - \text{Cost of supplies}$
+
+# What is the VAT (Value Added Tax)
+
+VAT is payed by the consumers when they buy a product. It is a indirect tax, because the money goes to the companies first, and they give it to the government.
+
+# Types of VAT's (as of 1/09/2012)
+
+## 0% | Without VAT 
+- Hospitals, Training
+
+## 4% | Super Reduced VAT
+- Bread
+- Eggs
+- Milk
+- Fruit
+- Vegetables
+- Textbooks
+
+## 10% | Reduced VAT
+- Pharmaceutical Products
+- Restaurants
+- Hotels
+- Transportation
+- Glasses
+- *Majority Food?*
+
+## 21% | General VAT
+- Car
+- Electricity
+- Gas
+- Telefone

Areas/upv/classes/empresario/01-overview/04-business-as-system.md

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+# Business as a System
+
+*But what even is a system?*
+A set of actors that interact to achieve a common goal.
+
+A company is a technical-social structure, with different subsystems that interact. It is purposely structured in a way that it can achieve its own goals.
+
+![[04-business-as-system.excalidraw]]

Areas/upv/classes/empresario/01-overview/05-business-subsystems.md

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+# Subsystems of a business
+
+- Marketing
+- Human Resources
+- Management
+- Logistics
+- Production
+- After Market
+- Provisioning
+- Finances
+
+# How many subsystems does a industrial company have
+
+## > Management Subsystem
+Manage to achieve the goals
+
+## > Operations Subsystem
+Create the products / handle delivery
+
+## > Resource Subsystems
+Gathers and manages resources

Areas/upv/classes/empresario/02-economic-environment/01-company-environment.md

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+# Company Environment
+
+Evolution of the environment of a business is unstoppable, it will always change.
+
+# What is the environment of a business?
+
+*General Environment*
+For all businesses that work in a social, economical, political or tecnological area.
+
+*Competetive and specific Environment*
+Shared environment of all businesses acting in the same sector.
+

Areas/upv/classes/empresario/02-economic-environment/02-general-environment.md

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+# Which factors affect a business?
+
+## Economical
+- Growth
+- Availability and distribution of Ressources
+- Preisentwicklung (Inflation/Deflation)
+- Politics, Taxes and Currencies
+
+## Sociocultural
+- Cultural Guidelines
+- Educational level
+- Demographical Factors
+- Distribution of income
+
+## Legal
+- Political System
+- Regulations
+- Goverment/Laws
+- Subsidies
+
+## Technological
+- Maturity of technology
+- Availability and access to technology
+- Technological innovations
+
+# Economical
+- Ressources, Demand/Supply
+
+# Microconomical
+- Specific marketsectors, wheat, oil, steel
+- Business Spending
+
+# Macroeconomical
+- GDP, Inflation, Unemployment rate
+
+**IMF - International Monetary Fond**
+- Worlds largest financial institution
+- Decisions affect many countries
+- Loans money
+- Control of exchange policies
+
+# GDP
+
+Measure of the material well-being of a society.
+
+Its the value of goods and services produced within a country during a certain time period, mostly annual.
+
+*Final Goods* are goods that are not meant for further processing but for consumption.
+
+GDP = Consumer + Investment + Public Spending + Export/Import
+
+*Consumption*: Food, Housing, Leisure
+*Investment:* Raw Materials, Machines, Facilities
+*Public Spending:* Infastructure, Health, Education
+*Export-Import*: Outside Sales, Outside Buying -> Balance of trade
+
+## Nominal GDP
+- Current Prices (yearly)
+
+## Real GDP
+- Constant Prices (compared to base year)
+
+# GNP
+
+Produced by citizens of a country
+Products which enter the 
+
+Gross National Product
+
+# **CPI** - Consumer Price Index
+
+Measures the evolution of prices of goods and services consumed by the population resident in family homes in Spain.
+
+How much is the cost of shopping?
+Purchasing Power Indicator
+
+Helps answer questions like:
+*How much should we raise salary?*
+*How much are the pensions going up?*
+
+## How it is calculated?
+Weighted Average of the Prices of a “shopping basket”
+
+Products are sorted into 12 groups:
+1. Food and non-alcoholig beverages
+2. Alcoholic beverages and tobacco
+3. Dress and footwear
+4. Housing
+5. Household
+6. Medicine
+7. Transport
+8. Communication
+9. Leisure and culture
+10. Teaching
+11. Hotels, cafes and restaurants
+12. Other goods and services
+
+**[HCPI](https://en.wikipedia.org/wiki/Harmonised_Index_of_Consumer_Prices)**
+The Harmonised Index of Consumer Prices is an indicator of inflation and price stability for the European Central Bank. It is a consumer price index which is compiled according to a methodology that has been harmonised across EU countries.
+
+# Inflation
+
+Rate of Inflation is calculated by the change of the CPI.
+
+Rising/Falling of the prices
+
+*Why do the prices fluctuate?*
+
+Theory: Demand vs Availability
+
+### Inflation
+- Loss of purchasing power
+- Loss of competetivness
+
+### Deflation
+- Reduce in demand
+
+# Unemployment Rate
+
+It is the percentage of the active population which is not working.
+
+6% is about the normal level at which there is equilibrium in the market for
+work, depends on the country.

Areas/upv/classes/empresario/02-economic-environment/03-specific-environment.md

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+# Specific Environment
+
+### Competetivness in a Sector
+- Potential Competetiros
+- Customers
+
+# Porters five competetive Forces
+
+Porters five forces are used to analyse the strengths and weaknesses of a company within an industry. With this a business can better decide where to positin itself within a market.
+
+## 1. Power of potential Competitors
+Number of competitors in a specific sector and their ability to undercut a company.
+
+## 2. Potential new competitors
+How easy is it for new competitors to enter the market?
+
+## 3. Power of suppliers
+More powerfull suppliers demand more money for their values driving up the cost of input material.
+
+## 4. Power of Customers
+How powerfull the customers are affects how much the company can demand for their products or services.
+
+## 5. Threat of  substitute products
+How unique are the products/services that a company produces, if they can easily be replaces by a similar product it does not have much power there.

Areas/upv/classes/empresario/02-economic-environment/04-swot.md

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+# SWOT Analysis
+SWOT analysis helps analysing the weaknesses, strengths, threats and opportunities related to a business or project.
+
+*Internal*
+## Weaknesses - Debalididades
+Disadvantages the business has relative to other businesses.
+
+## Strength - Fortalezas
+Advantages the business has relative to other businesses.
+
+*External*
+## Opportunities - Oportunidadtes
+Things in the environment the business could use to gain advantages.
+
+## Threats - Amenazas
+Things in the environment that could become disadvantages for the business.
+
+

Areas/upv/classes/empresario/03-management-concepts/01-management-subsystem.md

@@ -0,0 +1,9 @@
+# What is the Managerial Subsystem
+
+It manages the business with the goal of achieving the business objectives.
+
+That means it coordinates and integrates the resources and people  in a business.
+
+It tries to improve existing resources or create new ones. That can both be physical ones like material or non-tangible ones like patents or knowledge.
+
+Any level (manager, department director, section chief) and any company (club, store, university)

Areas/upv/classes/empresario/03-management-concepts/02-functions-of-management.md

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+# Planning
+
+# Organizing
+
+# HR Department
+
+# Controlling

Areas/upv/classes/empresario/03-management-concepts/03-decision-making.md

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+# Decision Making
+
+This is the essential activity of business management.
+
+## Rational Decision making model
+
+This model helps making decisions based in logic and rational.
+
+**1. Understand the Scope and the Problem**
+*Example:* Low production due to old machines
+
+**2. Create evalutation Criterias**
+*Example:* production amount,quality, cost
+
+**3. Research solutions**
+*Example:* Different machine models
+
+**4. Evaluate the solutions**
+Based on the evaulation criterias
+
+**5.  Make a choice**
+Select the best machine.
+
+**6. Implement in practice**
+Buy, integrate...
+

Areas/upv/classes/empresario/03-management-concepts/04-decision-types.md

@@ -0,0 +1,16 @@
+# Decision Types
+
+![[04-decision-types.excalidraw]]
+
+# Exercise
+
+| Decision | Type |
+|----------|------|
+| Decision about purchase orders | Routine |
+| Create a new business line | Innovative |
+| Change a production line | Adaptive |
+| Deal with a refund | Routine |
+| Create a new product | Innovative |
+| Accounting for a very particular product | Routine |
+| Decision for a new marketing campaign| Adaptive |
+

Areas/upv/classes/empresario/03-management-concepts/05-management-levels.md

@@ -0,0 +1,47 @@
+# Who forms the managerial subsystem?
+
+*Top Management*
+High level decisions, analytical capabilities, creativity
+
+*Middle Management*
+Personal relations, motivation, communicaion, leadership
+
+*Line Supervisors*
+Knowledge
+
+# Abilities of the Directors
+
+![[05-management-levels-decisions.excalidraw|500]]
+
+# Overview of all combined:
+
+![[05-management-levels-all.excalidraw|1000]]
+
+
+
+# Exercise
+
+*In the following job offers, what managerial level are you looking for? 
+
+justify your answer saying what kind of functions, decisions and skills are mainly requested in each case.
+
+**Offer 1**: 
+We are looking for a Mechanical Engineer. 
+Good level of Technical English (read and Written). 
+Management of Electronic Design Programs. 
+Programming Knowledge in low-level languages: C for microcontrollers, Assembler, etc. Capacity to organize and lead a group of people. 
+Adaptability will be valued. The vacant position belongs to the R&D Department of Zennio.
+
+*Answer:*
+Supervisor, control, routine
+
+**Offer 2:** 
+Internationalized company in the technological services sector, wishes to integrate a mechanical engineer for the management of its subsidiary in Morocco. 
+Requirements:
+Leadership capacity, and management and leadership of teams with very technical profiles.
+Person with inner energy, initiative, capacity for work and organization, determined and
+dynamic. Reporting to the Board of Directors, he will be responsible for the
+planning and budgeting of the subsidiary company. Immediate availability.
+
+*Answer:*
+Top Management, manages planning budgeting, e.g. conceptual decisions, leadership required.

Areas/upv/classes/empresario/03-management-concepts/06-vision-mission-values.md

@@ -0,0 +1,54 @@
+# Most important business decisions
+
+There are three very important a business must make:
+
+# Mission
+What is our business?
+- Reason for existing
+- Starting point of development
+- Essence of the business
+- Guide for desicion making
+
+Requirements, definition of:
+- Customers
+- Products and services
+- Target Market
+- Differentiating factor
+
+*Example:*
+Transform knowledge into value for the benefit of our clients, our people and the capital markets.
+
+[mission-statement.com](https://mission-statement.com/kpmg/)
+
+# Vision
+
+*Who do we want to be?*
+
+Requirements:
+- Feasible
+- Motivating
+- Shared
+- Clear and simple
+- Easy to communicate
+
+*Example (kpmg):*
+To be leaders in the markets in which we participate.
+
+# Values
+*What do we believe in and what are we like?*
+
+Set of principles, beliefs, rules that regulate the management of the organization. They constitute the institutional philosophy and the organizational culture.
+
+Requirements:
+- Inspiring
+- Motivation
+- Regulating Behaviour
+- Should not be more than seven
+
+*Example(kpmg):*
+- We lead by example
+- We work as a team
+- We respect the person
+- We analyze the facts and provide our opinion
+- We communicate openly and honestly
+- We commit to the community

Areas/upv/classes/empresario/04-planning-control/04-planning-objectives-plan.md

@@ -0,0 +1,6 @@
+# Characteristics of  a goal
+
+# Examples
+## Ryanair
+
+*Objectives*

Areas/upv/classes/empresario/04-planning-control/07-control-dashboard.md

@@ -0,0 +1 @@
+# 

Areas/upv/classes/empresario/05-organisation/04-departmentalisation.md

@@ -0,0 +1,5 @@
+# Geographical
+# Goods/Services
+# Projects/Matrix
+# Clients
+

Areas/upv/classes/empresario/05-organisation/05-organisational-structures.md

@@ -0,0 +1,6 @@
+# Model of Henry Mintzberg
+
+# Cloverleaf Structure
+- Flexible Workforce
+- 
+

Areas/upv/classes/empresario/06-leading/05-communication.md

@@ -0,0 +1,6 @@
+# Communication Purposes
+
+# Communication Obstacles
+
+- semantics
+- 

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+excalidraw-plugin: parsed
+excalidraw-export-transparent: true
+excalidraw-export-dark: true
+tags: [excalidraw]
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+%%

Areas/upv/classes/empresario/assets/04-decision-types.excalidraw.md

@@ -0,0 +1,648 @@
+---
+
+excalidraw-plugin: parsed
+tags: [excalidraw]
+excalidraw-export-transparent: true
+excalidraw-export-dark: true
+
+---
+==⚠  Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
+
+
+# Text Elements
+ambigous ^cCCP4FSk
+
+well-defined ^gbG5E5W1
+
+ambigous ^khQMdVIr
+
+Problems ^35xARPHl
+
+Solutions ^wBpUgHMw
+
+Routine ^qudCxymj
+
+Adaptive ^NzMromik
+
+Innovative ^AbGrhYMt
+
+novel, little information, creative ^Kgh445d1
+
+little changes ^JhBEpAKV
+
+scheduled, 
+standard solutions ^yKIZo7bW
+
+%%
+# Drawing
+```json
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+%%

Areas/upv/classes/empresario/assets/05-management-levels-decisions.excalidraw.md

@@ -0,0 +1,529 @@
+---
+
+excalidraw-plugin: parsed
+tags: [excalidraw]
+excalidraw-export-transparent: true
+excalidraw-export-dark: true
+---
+==⚠  Switch to EXCALIDRAW VIEW in the MORE OPTIONS menu of this document. ⚠==
+
+
+# Text Elements
+Supervisors ^mOf66ZoC
+
+Top Management ^ZM80Dtu7
+
+Middle Management ^x6sHB1Ou
+
+Abilities of management levels ^mTpAl4Iz
+
+ ^0VLOTMuF
+
+High Level Conceptual Decision ^YxehB0rC
+
+HR Decisions ^k9VsRK4U
+
+Technical Decisions ^LhsPEWAL
+
+%%
+# Drawing
+```json
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Areas/upv/classes/empresario/glossary.md

@@ -0,0 +1,12 @@
+gestion - management
+conocimientos - knowledge
+empresa - business
+habilidades - skills
+equipo - equipment
+trabajar con equipo - working with a team
+caja negra - black box
+impuesto - tax
+entorno - environment
+viviendo - housing
+ocio - leisure
+logren - achieve

Areas/upv/classes/empresario/index.md

@@ -0,0 +1,65 @@
+# Empreserio 1
+
+
+## [T1  | Que es una Empresa? What is a business?](./business/index)
+
+[[T1-Introduccion_a_la_empresa.pdf|PDF]]
+
+- [x] [Introducción a la empresa? *Introduction to business?*](Areas/upv/classes/empresario/01-overview/01-introduction.md)
+- [x] [¿Qué es una empresa? *What is a business?*](02-what-is-a-business.md)
+- [x] [Empresa como caja negra? *Business as a Black Box?*](03-business-as-black-box.md)
+- [x] [Empresa como sistema *Business as a System*](04-business-as-system.md)
+- [x] [Subsistemas de la empresa *Subsystems of businesses.*](05-business-subsystems.md)
+
+## T2 | El entorno economico de la empresa, The economic environment of the company
+
+[[T2-El_entorno_economico_de_la_empresa.pdf|PDF]]
+
+- [x] [El entorno de la empresa  *The environment of the company*](./02-economic-environment/01-company-environment.md)
+- [x] [El entorno general *The environment in general*](./02-economic-environment/02-general-environment.md)
+- [x] El entorno específico *The specific environment*
+- [x] Análisis externo e interno: DAFO *External and internal Analysis: SWOT*
+
+## T3 | Conceptos generales de gestion, General management concepts
+
+[[T3-Conceptos_generales_de_gestion.pdf|PDF]]
+
+- [x] Subsistema directivo *Management Subsystem*
+- [x] Funciones de la gestión empresarial *Functions of business managment*
+- [x] Toma de decisiones *Decision Making*
+- [x] Tipos de decisiones *Types of Decisions*
+- [x] Niveles directivos *Management Levels*
+- [x] Decisiones mas importantes en una empresa *Important decisions for a business*
+
+## T4 | Planifications y control, Planning and control
+
+[[T4-Planificacion_y_control.pdf|PDF]]
+
+- [ ] Visión general del directivo *Management Overview*
+- [ ] Planificación *Planning*
+- [ ] Proceso de Planificación *The planning Process*
+- [ ] Planificación: Objetivo, estrategia y plan *Planning, Objectives, Strategies and plans*
+- [ ] Control
+- [ ] Tipos de control *Types of control*
+- [ ] Control: Cuadro de Mando integral *control: integrated control panel*
+
+## T5 | Organicazíon, Organisation
+
+[[T5-Organizacion.pdf|PDF]]
+
+- [ ] Introducción de la Organización *Introduction to Organisation*
+- [ ] Organización *Organisation*
+- [ ] Unidad organizativa *Organisational Units*
+- [ ] Departamentalización *Departmentalisation*
+- [ ] Estructura organizativa *Organisational Structures*
+- [ ] Organigrama *Organisation Chart*
+
+## T6 | Dirección, Leading
+
+[[T6-Direccion.pdf|PDF]]
+
+- [ ] Introducción: ¿dirigir o liderar? *Introduction, managing or leading*
+- [ ] Dirección *Direction*
+- [ ] Liderazgo *Leadership*
+- [ ] Motivación *Motivation*
+- [ ] Comunicación *Communication*