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Management of Organisational Efficiency
Study Course Description
Course Description Statuss:Approved
Course Description Version:9.00
Study Course Accepted:02.02.2024 12:29:21
| Study Course Information | |||||||||
| Course Code: | SBUEK_111 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Management | Target Audience: | Business Management; Management Science | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Dante Ruben Garcia | ||||||||
| 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 | ||||||||
| Part-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: | Theory and Management of Organisations, Basics of Management. | ||||||||
| Objective: | To provide students with an understanding of the organisational efficiency, the importance of its management in today’s labour market, to identify problems in the existing business processes of organisations, to introduce the methods of organisational efficiency, as well as to develop solutions for improving efficiency. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Efficiency of organisation and its importance in today’s business environment. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | LEAN – one of the most successful business management strategies in the last 50 years. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Process management in modern organisations. Creativity of employees and management, possibilities for stimulation thereof. | Lectures | 1.00 | auditorium | |||||
| 4 | Methods of efficiency of organisations. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Employee involvement in ensuring efficiency of the organisation. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Continuous improvement of efficiency. | Lectures | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Efficiency of organisation and its importance in today’s business environment. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | LEAN – one of the most successful business management strategies in the last 50 years. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Process management in modern organisations. Creativity of employees and management, possibilities for stimulation thereof. | Lectures | 1.00 | auditorium | |||||
| 4 | Methods of efficiency of organisations. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Employee involvement in ensuring efficiency of the organisation. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Continuous improvement of efficiency. | Lectures | 1.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Method of organisational efficiency (presentation). An in-depth study of the effectiveness of an organisation by reviewing the literature and comparing it to the current situation in the selected organisation (report). Research on the management of organisational efficiency by applying efficiency improvement methods, drawing conclusions and practical recommendations, taking into account the social and economic situation in the country and the specifics of activities of the selected organisation (presentation). In order to evaluate the quality of the study course as a whole, the student must fill out the study course evaluation questionnaire on the Student Portal. | ||||||||
| Assessment Criteria: | Participation in lectures and seminars (20%), Group work (30%), Exam (50%). | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Upon successful completion of this course, students will understand the need to apply organisational efficiency methods to the work of process units and organisations and will be able to evaluate organisational performance efficiency using modern efficiency measurement methods. | ||||||||
| Skills: | Students will be able to independently aggregate and analyse efficiency data in organisations, perform efficiency analysis, calculate process losses, perform cost-benefit analysis of process improvement, interpret organisational performance indicators, present them in organisations based on research findings and using appropriate terminology. | ||||||||
| Competencies: | Students will be able to scientifically substantiate the necessity of organisational efficiency management in the modern labour market within their competence; to develop, economically substantiate and implement efficiency improvement solutions; to logically formulate the necessary organisational efficiency improvements. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Modig N., Ahlstrom P. This is Lean. Resolving efficiency paradox. Stockholm: Rheologica publishing, 2012. | ||||||||
| 2 | Ries E. The Lean Startup. USA: Crown Publishing Group, 2011. | ||||||||
| 3 | Womack J.P., Jones D.T. Lean Thinking. New York: Free Press, 2010. | ||||||||
| 4 | Callender G. Efficiency and Management. USA: Routledge, 2009. | ||||||||
| 5 | Coelli T.J. et. al. An Introduction to Efficiency and Productivity Analysis. USA: Springer, 2005. | ||||||||
| Additional Reading | |||||||||
| 1 | Gygi C., DeCarlo N., Williams B. Six Sigma for Dummies. USA: Wiley Publishing, 2005. | ||||||||
| 2 | Jeston J., Nelis J. Business Process Management. Oxford: Butterworth-Heinemann, 2008. | ||||||||
| 3 | Schneid T. D. Workplace Safety and Health: Assessing Current Practices and Promoting Change in the Profession. CRC Press, 2014, pp 227. | ||||||||
| 4 | Goldratt E.M., Cox J. The Goal. A process of ongoing improvement. USA: North River Press, 2008. | ||||||||
| Other Information Sources | |||||||||
| 1 | Kalkis H., Rezepina I., Kalkis V. Fault Tree and Failure Mode and Effects Analysis in Woodworking Enterprise Process Quality Improvement. Collection of Scientific Papers 2010. Economics, Communication Sciences, Political Science, Sociology Social | ||||||||
| 2 | Vintisa K., Kalvina A., Kalkis H. Management of Quality and Performance of Organizations During Change: A Case of Latvia, Ed. S. Borkowski & M. Krynke. Toyotarity. Production systems’ organization. Dnipropetrovsk: AWR Edytor, 2011, pp 103-118. | ||||||||
