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Management of Strategic Resources
Study Course Description
Course Description Statuss:Approved
Course Description Version:6.00
Study Course Accepted:02.02.2024 12:30:48
| Study Course Information | |||||||||
| Course Code: | JF_440 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Management; Business Management | Target Audience: | Juridical Science; Civil and Military Defense | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Inta Ostrovska | ||||||||
| 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) | 4 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 8 | ||||
| Total Contact Hours | 24 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 3 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 6 | ||||
| Classes (count) | 2 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 4 | ||||
| Total Contact Hours | 10 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Foundations of management | ||||||||
| Objective: | The course covers the nature organisational strategic management, strategic analysis, strategy formulation, introduction and supervision of a strategy, incl. vision, objectives, mission, analysis of external and internal environment, evaluation of competitive advantages and change management. The objective of this course is to improve students’ knowledge and skills in decision making of company management for successful operations of the company in the long term: (1) to develop a clear understanding of the concepts, methods and principles of strategy formulation and competition analysis; (2) to provide a useful set of analytical skills, tools and techniques for strategic organisation analysis and management; (3) to create the capacity to work in teams. Tasks: 1) To provide knowledge of the strategic analysis of an enterprise, strategy formulation, implementation and evaluation and the understanding of the identification of future development lines for organisations/enterprises and the assessment of the performance of enterprises. 2) To raise awareness of the impact of social, economic and political forces on the strategic planning of an organisation/business, opportunities and threats posed by the environment in relation to the activities of the organisation/enterprise, thereby forming the basis for the formulation and implementation of various strategies as well as for change management. 3) To teach to formulate the competitive advantages of an organisation/company, to synthesise a strategic management theory and concepts in order to determine the competitive advantages and the need for change. 4) To build knowledge of the use of proper and appropriate methods of strategic and change management, as well as the ability to independently use the strategic and change management theory, methods for solving problems. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Introduction to strategic management. Concept of strategic management. Theoretical foundations and actual theoretical aspects of strategic planning and management. | Lectures | 1.00 | auditorium | |||||
| 2 | Classification and management of resources. Successful use of organisational resources. | Lectures | 0.50 | auditorium | |||||
| 3 | Strategic future direction and values. Principles of strategic analysis. Strategic management and decision-making levels: corporate, business and functional level. | Lectures | 0.50 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 4 | Strategic planning process and analysis of the operational environment. Environmental analysis methods and use of information for taking strategic decisions. Environmental analysis: internal and external environment. | Lectures | 1.00 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 5 | Competitiveness of a company. Competitive advantage of an enterprise. Competitiveness strategies. Enterprise value. Strategic innovations. | Lectures | 1.00 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 6 | Direction of strategic development. Actions of an enterprise in determining strategic directions. | Lectures | 1.00 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 7 | Implementation and supervision of strategies. | Lectures | 0.50 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 8 | Restrictions on organisation’s operations. Administrative and economic national regulation methods | Lectures | 0.50 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 9 | Nature and classification of business risks Risk identification and assessment mechanisms. Risk matrix. | Lectures | 1.00 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| 10 | Risk management, management organisation, methods. | Lectures | 1.00 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Introduction to strategic management. Concept of strategic management. Theoretical foundations and actual theoretical aspects of strategic planning and management. | Lectures | 0.25 | auditorium | |||||
| 2 | Classification and management of resources. Successful use of organisational resources. | Lectures | 0.25 | auditorium | |||||
| 3 | Strategic future direction and values. Principles of strategic analysis. Strategic management and decision-making levels: corporate, business and functional level. | Lectures | 0.25 | auditorium | |||||
| 4 | Strategic planning process and analysis of the operational environment. Environmental analysis methods and use of information for taking strategic decisions. Environmental analysis: internal and external environment. | Lectures | 0.25 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 5 | Competitiveness of a company. Competitive advantage of an enterprise. Competitiveness strategies. Enterprise value. Strategic innovations. | Lectures | 0.25 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 6 | Direction of strategic development. Actions of an enterprise in determining strategic directions. | Lectures | 0.25 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 7 | Implementation and supervision of strategies. | Lectures | 0.25 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 8 | Restrictions on organisation’s operations. Administrative and economic national regulation methods | Lectures | 0.25 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 9 | Nature and classification of business risks Risk identification and assessment mechanisms. Risk matrix. | Lectures | 0.50 | auditorium | |||||
| Classes | 0.25 | auditorium | |||||||
| 10 | Risk management, management organisation, methods. | Lectures | 0.50 | auditorium | |||||
| Classes | 0.50 | auditorium | |||||||
| Assessment | |||||||||
| Unaided Work: | Independent work includes drafting of individual and group work, case analysis, presentations in a group, studies of regulatory enactments and research materials, study of interactive tools, analysis of video materials. Topics of independent work: 1. Analysis of a strategic vision, mission and strategic objectives of an organisation. 2. Analysis of a business environment (general environment analysis, strategic profile of the environment, analysis of the competition environment, definition of the competition environment, analysis of the industry structure, restrictions and extensions of the five forces model, industry segmentation: strategic groups) 3. Analysis of internal environment of an organisation 4. Analysis of competitiveness of an enterprise. 5. Evaluation of strategic innovations. Actions of an enterprise in determining strategic directions. 6. Assessment of organisational risks. | ||||||||
| Assessment Criteria: | The total assessment consists of: 1) participation and activity in practical classes (20%) 2) assessment of independent works (50%) 3) assessment of an examination (30%) | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | • Understands the nature and importance of strategic management, knows stages of the strategic planning process. • Is aware of and knows how to use the methods of strategic analysis of business. • Demonstrates knowledge and understanding of strategic risks of an organisation, management organisation and methods | ||||||||
| Skills: | • Is able to formulate and analytically describe information, problems and solutions in the field of strategic management, explain and have a reasoned discussion on them. • Analyses competitive advantages of the enterprise; • Knows how to analyse the interconnection between management processes and activities, identifies problems. • Formulates development goals of an organisation and is able to develop a development strategy for successful operation of an organisation and its implementation progress • Knows how to individually or collectively formulate and assess actual risks of an organisation | ||||||||
| Competencies: | • Is able to conduct an analysis of the organisation/enterprise environment, to independently assess their development strategies and take decisions on necessary changes. • Is able to evaluate factors of the external and internal environment of an enterprise, to assess interactions between them; • Is able to integrate strategic management knowledge to solve problems in a wider interdisciplinary context, integrating the obtained knowledge and alternative opinions on strategic management. • Using the knowledge and skills acquired, will plan and forecast effective operation of an organisation in accordance with the requirements of the external environment | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Caune, A., Dzedons, L., u.c. Stratēģiskā vadīšana. Kamene. 2002. (akceptējams izdevums) | ||||||||
| 2 | Adizess, I. K. Prasmīga pārmaiņu vadība. Ievads organizāciju terapijā. Rīga: Zvaigzne ABC. 2018. | ||||||||
| 3 | Praude, V. Menedžments. Burtene. 2012. | ||||||||
| 4 | Leiks, N. Stratēģiskā plānošana: Praktisks mācību līdzeklis. | ||||||||
| 5 | Haberberg, A. Strategic management: theory and application / Adrian Haberberg, Alison Rieple. Oxford, New York; Oxford University Press, 2008, - xxiv, 822 p. (akceptējams izdevums) | ||||||||
| 6 | David, Fred R. Strategic Management. 16th edition – Rearson, 2017. – 680 p. | ||||||||
| 7 | Ārvalstu studentiem/For international students | ||||||||
| 8 | Haberberg, A. Strategic management: theory and application / Adrian Haberberg, Alison Rieple. Oxford, New York; Oxford University Press, 2008, - xxiv, 822 p. (akceptējams izdevums) | ||||||||
| 9 | David, Fred R. Strategic Management. 16th edition – Rearson, 2017. – 680 p. | ||||||||
| Additional Reading | |||||||||
| 1 | Kalve, I. Apseglot pārmaiņu vējus. Stratēģiskā un pārmaiņu vadība. Rīga: Biznesa augstskola "Turība", 2005. | ||||||||
| 2 | Стратегическое управление: учебник. Виханский O .С. 2-е изд., перераб. и доп. Москва: Экономистъ, 2000. | ||||||||
| 3 | Thompson, J., Martin, F. Strategic management: Awareness and Change. 5th edition. London: Thompson Learning. 2020. | ||||||||
| 4 | Ārvalstu studentiem/For international students | ||||||||
| 5 | Thompson, J., Martin, F. Strategic management: Awareness and Change. 5th edition. London: Thompson Learning. 2020. | ||||||||
