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Organisational Theory and Management
Study Course Description
Course Description Statuss:Approved
Course Description Version:5.00
Study Course Accepted:02.02.2024 12:25:32
| Study Course Information | |||||||||
| Course Code: | KSK_244 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Sociology; Sociology of Organisations and Social Governance | Target Audience: | Communication Science | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Ivans Jānis Mihailovs | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Faculty of Social Sciences | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Dzirciema street 16, Rīga, szf rsu[pnkts]lv | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 6 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 12 | ||||
| Classes (count) | 4 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 8 | ||||
| Total Contact Hours | 20 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Strategic management and social psychology. | ||||||||
| Objective: | To provide an insight into different organisational management theories and approaches, supplementing them with an insight into the personality development theory, which the student may later practically use in daily life, when facing different situations and solving problems. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Introduction, overview of organizational theories. Decision-making. | Lectures | 2.00 | auditorium | |||||
| 2 | Organisational behaviour theory. Goal setting theory. | Lectures | 2.00 | auditorium | |||||
| 3 | Resource-based view (RBV). Learning of knowledge and experience in an organisation. Involvement of employees. | Classes | 2.00 | auditorium | |||||
| 4 | Contingency theory. Organisational culture and theory of change. | Classes | 2.00 | auditorium | |||||
| 5 | Diverse and informed organisation management. Management without formal power. | Lectures | 2.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | 50% Group presentation on a pre-selected topic, based on materials that have been offered or found. Content of presentation: overview of the topic and its critical evaluation based on personal professional experience and theory. 50% Individual work on the use of one selected organisational theory in the analysis of a specific company. The role of the leader in the achievement of goals of an organisation should be evaluated in addition. The work envisages additional studies of literature, critical analysis and self-reflection. | ||||||||
| Assessment Criteria: | 50% group presentation, 50% individual work. Overview of theory and critical analysis of activities of an organisation. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | |||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students know main organisational management theories, interaction between the organisation and an individual and its effects in the external environment. | ||||||||
| Skills: | Students independently use theoretical knowledge in the real professional activity environment analysing themselves and their actions, as well as leader’s professional skills and necessary personality traits. | ||||||||
| Competencies: | Students understand the impact of leader’s personality and interaction with activities of an organisation and its results. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Dāvidsone G. Organizāciju efektivitātes modelis. – Jelgava: Organization Development Academy, 2008. – 327 lpp. | ||||||||
| 2 | Ešenvalde I. Pārmaiņu vadība. R.: Jāņa Rozes apgāds, 2007. | ||||||||
| 3 | Helers R. Vadībzinības. Rokasgrāmata. Viss par uzņēmējdarbību un vadību. – Rīga: Zvaigzne ABC, 2004. – 256 lpp. | ||||||||
| 4 | Tsoukas, H., Knudsen, C. (eds.). The Oxford Handbook of Organization Theory: Meta- Theoretical Perspectives, Oxford University Press, 2003 | ||||||||
| 5 | Hatch, M.J., Cunliffe, A. (eds). Organization Theory: Modern, Symbolic, and Postmodern Perspectives 2nd ed. Oxford University Press, 2006 | ||||||||
| 6 | Scott, W.R. 2003. Organizations: Rational, Natural, and Open Systems. Pearson. | ||||||||
| 7 | Uzņēmēja rokasgrāmata, Latvijas investīciju attīstības aģentūra, 2018, pieejams tiešsaistē: http://www.liaa.gov.lv/lv/biznesa-abc/uznemeja-rokasgramata | ||||||||
| Additional Reading | |||||||||
| 1 | Bromiley, P. 2005. The behavioral foundations of strategic management. Oxford, UK:Blackwell Publishing. | ||||||||
| 2 | Donaldson, L. 2001. The Contingency Theory of Organizations. Thousand Oaks, CA: Sage. | ||||||||
| 3 | Latham, G. P. 2004. Motivate employee performance through goal-setting. In E. A. Locke (Ed.), The Blackwell handbook of principles of organizational behavior: 107-119. Oxford, UK: Blackwell Publishing. | ||||||||
| 4 | Ferreira, A. and Otley, D. (2009) The design and use of performance management systems: An extended framework for analysis, Management Accounting Research, Vol. 20, p. 263-282 | ||||||||
| 5 | R. Dimbleby, G. Burton. More than words: An introduction to communication. London: Routledge, 2007 | ||||||||
| Other Information Sources | |||||||||
| 1 | pēc izvēles | ||||||||
