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Strategic and Change Management
Study Course Description
Course Description Statuss:Approved
Course Description Version:5.00
Study Course Accepted:02.02.2024 12:29:16
| Study Course Information | |||||||||
| Course Code: | SBUEK_172 | LQF level: | Level 6 | ||||||
| Credit Points: | 4.00 | ECTS: | 6.00 | ||||||
| Branch of Science: | Management; Business Management | Target Audience: | Business Management; Management Science | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Romāns Putāns | ||||||||
| 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) | 10 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 20 | ||||
| Classes (count) | 10 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 20 | ||||
| Total Contact Hours | 40 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 7 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 14 | ||||
| Classes (count) | 7 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 14 | ||||
| Total Contact Hours | 28 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Basics of economics, international business, organisational theory and management. | ||||||||
| Objective: | The course aims to provide students with knowledge and expertise on a variety of strategic and change management models, instruments and mechanisms for sustainable and international business. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | The importance and role of strategy. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Functions and basic elements in strategic management: people, mission, vision and planning. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Strategic planning process and tools. | Lectures | 2.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 4 | Analysis of external and internal environment, competitive analysis. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Specific aspects of strategy: ethics, sustainability, globalization, mergers and acquisitions, types of collaboration. | Lectures | 2.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 6 | Change: reasons and opportunities. | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 7 | The importance of successful strategic and change management in the sustainability of the organization. | Lectures | 2.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | The importance and role of strategy. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Functions and basic elements in strategic management: people, mission, vision and planning. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Strategic planning process and tools. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 4 | Analysis of external and internal environment, competitive analysis. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Specific aspects of strategy: ethics, sustainability, globalization, mergers and acquisitions, types of collaboration. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Change: reasons and opportunities. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 7 | The importance of successful strategic and change management in the sustainability of the organization. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Assessment | |||||||||
| Unaided Work: | Participation in lectures and seminars, individual work and group work outside the lectures according to the tasks set by the teaching staff: reading, preparing presentations, preparing for an exam: drafting a report or preparing for a multiple-choice test. Each student independently chooses the most convenient exam form (a report or a multiple-choice test). Detailed information on each of the tasks to be performed will be provided in 1st lecture and in the handouts available in e-studies. 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: | 1. Reading reports – 30% Submission: oral or written (online), indicating what has been read and providing a brief assessment. Quantitative evaluation: if 5 books are read on topics related to the study course and are evaluated by student, it gives a score of 10, 4 books - 9, 3 books - 8, 2 books - 7, 1 book - 6, if no books have been read, reading rating is 0. 2. Case/example analysis, presentation and debate: 30% Submission: Presentation of cases/topics given by the teaching staff to the audience during the lesson, debate/presentation. The evaluation shall be carried out as a whole using the following criteria: 9 or 10 points shall be acquired if: the knowledge and skills are acquired at a level that the course material is perceived, memorised, reproduced with understanding, and the student is able to use the acquired knowledge independently for the acquisition of new knowledge and creative tasks; the student is able to deal with various problems, to see and explain general rules/definitions; is able to express his/her own opinion independently, to define the criteria for assessment, to predict the consequences; respecting and evaluating different opinions, promoting cooperation in addressing learning challenges; has acquired high-level skills in preparation of presentations and presenting, which are also fully and meaningfully used. 6, 7 or 8 points shall be obtained if: the student is capable of reproducing the learning content to the full extent, understanding it, identifying the relevance and the problems, distinguishing the essential from the minor; being able to use the knowledge and skills following a sample, analogy or in a familiar situation, performing standard and combined learning tasks; expressing personal attitudes at the level of the basic content of the subject; has developed collaborative and communication skills; has acquired skills in preparation of presentations and presenting at good level, which are also used. 4 or 5 points shall be obtained if: the student has become familiar with the course material specified, is able to distinguish the essential from the minor, knows and can define concepts, key rules/definitions, may address standard tasks; the content of the subject is sufficiently clear and understandable; traditional methods of knowledge are used; communication skills are on an average level; has acquired basic skills in preparation of presentations and presenting. An unsuccessful score of 1, 2 or 3 points is obtained if: the student is able to capture and recognize the learning content only, but memorizes and reproduces an insufficient amount of the course content (less than 50%), performs primitive tasks only following the sample in a well-known situation, without errors performs only part of the tasks; the content of the course is presented, while does not distinguish between the essential and the minor, weak presentation skills. 3. Examination – 40% Submission: A paper or online test with 20 multiple-choice questions. Evaluation of the test results: 19-20 correct responses: score 10, 17-18: 9, 15-16: 8, 13-14: 7, 11-12: 6, 9-10: 5, 7-8: 4, 5-6: 3, 3-4: 2, 1 or 2 correct answers: 1. Evaluation of the report: the following criteria are assessed as a whole: 9 or 10 points are obtained if: the report is relevant to the subject and linked to the particular company, the student has acquired knowledge and skills at a level that demonstrate understanding of the subject and the student is able to independently use new knowledge for the analysis of the particular situation; is able to see and explain the relationships and regularities; is able to express his or her own opinion independently, to define the criteria for evaluation and to anticipate potential consequences or results. 6, 7 or 8 points are obtained if: the report is relevant to the subject and is linked to some extent to the particular company, the student sees relationships and problems, distinguishes the essential from the minor; is able to use the knowledge and skills following the sample, analogy or in a familiar situation, performs standard analyses, as well as expresses personal attitudes at a sufficient level. 4 or 5 points are obtained if: the report is almost relevant to the subject and the student can distinguish between the essential and the minor in most cases, knows the main concepts and definitions, can perform standard analyses at the basic level; the content is presented with sufficient clarity and understanding. A failed score: 1, 2 or 3 points are obtained if: the paper is only relatively relevant to the subject, not or poorly linked to the particular company, there is a lack of knowledge of a particular topic acquired and demonstrated (only a few basic terms, methods and/or types of analysis without justifying his/her choice); the analysis has been carried out primitively or partly; the writing is difficult to understand, the student does not distinguish between the essential and the minor, the assessment, conclusions and proposals have not been put forward, or they are weak and general. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students understand various models of strategic and change management and differences in their implementation. | ||||||||
| Skills: | Presentations strengthen the students' ability to provide arguments, to explain and discuss the current/problematic strategic and change management issues in international business. Group work and discussions are improving students' reasoning and critical thinking skills. | ||||||||
| Competencies: | The ability to analyse, compare, describe and evaluate different strategic and change management approaches in sustainable international business. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Betz, F. (2016). Strategic Thinking : A Comprehensive Guide (Vol. First edition). Bingley, UK: Emerald Group Publishing Limited. | ||||||||
| 2 | Andersen, T. J. (2013). Short Introduction to Strategic Management. Cambridge: Cambridge University Press | ||||||||
| 3 | Bolland, E. J. (2017). Comprehensive Strategic Management : A Guide for Students, Insight for Managers. Bingley: Emerald Publishing Limited | ||||||||
| 4 | Parry, W. (2015). Big Change, Best Path : Successfully Managing Organizational Change with Wisdom, Analytics and Insight. London: Kogan Page | ||||||||
| 5 | Stanford, J. (2016). Breaking the Cycle of Failed Change Management. Alexandria, VA: Association For Talent Development | ||||||||
| Additional Reading | |||||||||
| 1 | Cattani, G. (2011). Project-Based Organizing and Strategic Management. Bingley, U.K.: Emerald Group Publishing Limited | ||||||||
| 2 | Das, T. K. (2012). Management Dynamics in Strategic Alliances. Charlotte, N.C.: Information Age Publishing | ||||||||
| Other Information Sources | |||||||||
| 1 | Davila, G., Varvakis, G., & North, K. (2019). Influence of Strategic Knowledge Management on Firm Innovativeness and Performance. Brazilian Business Review (Portuguese Edition), 16(3), 239–254. | ||||||||
| 2 | Peterson, E. A. (2019). Promoting Future-Oriented Legal Thinking in Long-Term Strategic Planning. Southern Law Journal, 29(1), 69–101. | ||||||||
