.
Change Management
Study Course Description
Course Description Statuss:Approved
Course Description Version:1.00
Study Course Accepted:02.04.2024 15:22:38
| Study Course Information | |||||||||
| Course Code: | SZF_091 | LQF level: | Level 6 | ||||||
| Credit Points: | 2.67 | ECTS: | 4.00 | ||||||
| Branch of Science: | Management; Business Management | Target Audience: | Business Management | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Jūlija Šipicina-Buhgolca | ||||||||
| 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) | 8 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 16 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 28 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 4 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 8 | ||||
| Classes (count) | 5 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 10 | ||||
| Total Contact Hours | 18 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Organisational management. | ||||||||
| Objective: | To acquaint students with the nature of change management, key theories and development trends. To familiarise themselves and analyse the experience accumulated in Europe and Latvia, raise awareness of business processes in terms of change management. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Nature and trends of change: in the world, Europe and Latvia. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | An individual and organisation in change. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Problems and approaches to solving them. | Lectures | 1.00 | auditorium | |||||
| 4 | Basics of system thinking. | Lectures | 1.00 | auditorium | |||||
| 5 | Terminology: stakeholders, learning organisation, organisational well-being, etc. | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 6 | Impact of the internal and external environment. Their identification, proactivity, prevention. | Lectures | 1.00 | auditorium | |||||
| 7 | Change management: conceptual recommendations and models. | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 8 | The role of a manager/ leader in change. | Lectures | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Nature and trends of change: in the world, Europe and Latvia. | Lectures | 0.50 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | An individual and organisation in change. | Lectures | 0.50 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Problems and approaches to solving them. | Lectures | 0.50 | auditorium | |||||
| 4 | Basics of system thinking. | Lectures | 0.50 | auditorium | |||||
| 5 | Terminology: stakeholders, learning organisation, organisational well-being, etc. | Lectures | 0.50 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Impact of the internal and external environment. Their identification, proactivity, prevention. | Lectures | 0.50 | auditorium | |||||
| 7 | Change management: conceptual recommendations and models. | Lectures | 0.50 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 8 | The role of a manager/ leader in change. | Lectures | 0.50 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Participation in lectures and seminars, independent individual and group work outside lectures according to the teaching staff's tasks: 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 (report or multiple-choice test). Detailed information on each of the tasks to be performed will be provided in the 1st lecture and in the handouts available on 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: | Cumulative grade and exam. Components and proportions of the final assessment: attendance – 5%; activity in seminars, teamwork and readings – 30%; presentations – 35%; exam (online multiple-choice test or a written report) – 30%. Detailed information on each of the tasks to be performed will be provided in the 1st lecture and in the handouts available on e-studies. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students will have learned terminology and read the required literature (both books and current articles), understand the ongoing processes, and the nature and current issues of change management; they will be able to use the acquired knowledge creatively and in accordance with the situation. | ||||||||
| Skills: | Students will be able to apply the acquired knowledge to the needs of the organisation and situation, will be ready to conduct Political, Economic, Socio-Cultural and Technological (PEST) and Threats, Opportunities, Weaknesses and Strengths (TOWS) analysis. | ||||||||
| Competencies: | Understand, plan and guide changes in organisations. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Miller, D., & Proctor, A. (2016). Enterprise Change Management: How to Prepare Your Organization for Continuous Change. London, United Kingdom: Kogan Page. | ||||||||
| 2 | Stanford, J. (2016). Breaking the Cycle of Failed Change Management. Alexandria, VA: Association For Talent Development. | ||||||||
| 3 | Kalve I. Apseglot pārmaiņu vējus. Rīga: Biznesa augstskola Turība, 2008. - 103.lpp. | ||||||||
| 4 | Ešenvalde, Inese. Pārmaiņu vadība. Rīga: Jāņa Rozes apgāds, 2007. - 264 lpp. | ||||||||
| Additional Reading | |||||||||
| 1 | Carnall Colin A. Managing Change in Organizations. 4th ed. or later, Pearson Education Limited, 2003.g. - 221 P. | ||||||||
| 2 | Parry, W. (2015). Big Change, Best Path: Successfully Managing Organizational Change with Wisdom, Analytics and Insight. London: Kogan Page. | ||||||||
| 3 | Vine, N. (2016). How Can We Make This Happen? Successful Change Through Incentives and Trust. Seaford: Trenchant Books. | ||||||||
| 4 | Rideštrole J., Nūrdstrems Č.A. Aizraujošais bizness. Rīga: SIA “Baltijas vadības konferences”, 2002. | ||||||||
| 5 | Mintzberg H., Ahlstrad B., Lampel J., Strategy Safari. A Guided Tour Through the Wilds of Strategic Management. London: Prentice Hall, 1998. | ||||||||
| Other Information Sources | |||||||||
| 1 | Hitchins D. Putting Systems to Work. | ||||||||
| 2 | Ossimitz G. The Development Of Systems Thinking Skills Using System Dynamics Modeling Tools. | ||||||||
| 3 | Harvard Business Review. | ||||||||
| 4 | Dienas Bizness. | ||||||||
