.
Social Work Management
Study Course Description
Course Description Statuss:Approved
Course Description Version:5.00
Study Course Accepted:29.08.2024 11:14:36
| Study Course Information | |||||||||
| Course Code: | LUSDK_203 | LQF level: | Level 6 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Sociology; Social Politics and Organisation of Social Work | Target Audience: | Social Welfare and Social Work | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Ārija Baltiņa | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Department of Rehabilitation | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Riga, 26a Anninmuizas boulevard, socdk rsu[pnkts]lv, +371 67061575 | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 8 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 16 | ||||
| Classes (count) | 8 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 16 | ||||
| Total Contact Hours | 32 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 4 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 8 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 20 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Fundamentals of social work, fundamentals of economic and law. | ||||||||
| Objective: | To create understanding about theoretical and practical aspects of management in social work, methods and their usage possibilities when modelling potential directions of management of Welfare and social work. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Management theories and their development | Classes | 1.00 | auditorium | |||||
| 2 | Elements of content and form management of social work | Lectures | 1.00 | auditorium | |||||
| 3 | Social work organisation | Classes | 1.00 | auditorium | |||||
| 4 | Internal and external environment of social work | Lectures | 1.00 | auditorium | |||||
| 5 | Planning process in social work | Classes | 1.00 | auditorium | |||||
| 6 | Organisation process in social work | Lectures | 1.00 | auditorium | |||||
| 7 | Motivation process in social work | Classes | 1.00 | auditorium | |||||
| 8 | Control process in social work | Lectures | 1.00 | auditorium | |||||
| 9 | Personnel management process in social work | Classes | 1.00 | auditorium | |||||
| 10 | Communication and decision-making in social work | Lectures | 1.00 | auditorium | |||||
| 11 | Lobbyism in social work process | Classes | 1.00 | auditorium | |||||
| 12 | Social exchange theory and altruism | Lectures | 1.00 | auditorium | |||||
| 13 | Leadership in social work management practice | Classes | 1.00 | auditorium | |||||
| 14 | Social responsibility and ethics in social work management process | Classes | 1.00 | auditorium | |||||
| 15 | Management styles and power | Lectures | 1.00 | auditorium | |||||
| 16 | Basic principles of crisis management | Lectures | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 2 | Elements of content and form management of social work | Lectures | 1.00 | auditorium | |||||
| 3 | Social work organisation | Classes | 1.00 | auditorium | |||||
| 4 | Internal and external environment of social work | Lectures | 1.00 | auditorium | |||||
| 5 | Planning process in social work | Classes | 1.00 | auditorium | |||||
| 6 | Organisation process in social work | Lectures | 1.00 | auditorium | |||||
| 7 | Motivation process in social work | Classes | 1.00 | auditorium | |||||
| 9 | Personnel management process in social work | Classes | 1.00 | auditorium | |||||
| 10 | Communication and decision-making in social work | Lectures | 1.00 | auditorium | |||||
| 11 | Lobbyism in social work process | Classes | 1.00 | auditorium | |||||
| 13 | Leadership in social work management practice | Classes | 1.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Studies of literature, study and selection of theoretical material. Participation in lectures, classes, active participation in seminars. Participation in group work. Reflections. To complete a study course evaluation questionnaire at the end of the study course. | ||||||||
| Assessment Criteria: | Active participation in lectures – 25%, attendance of lectures and classes – 25%, tests – preparation of practical work for examination and its presentation at a seminar – 50%. | ||||||||
| Final Examination (Full-Time): | Exam | ||||||||
| Final Examination (Part-Time): | Exam | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students know management theories, elements of the management process, the place of communication and decision-making, lobbyism and leadership in social work practice, as well as have gained knowledge of the fundamental principles of crisis management in the field of Welfare. | ||||||||
| Skills: | • to evaluate different management styles; their advantages and disadvantages; • to understand communication and decision-making processes; • to evaluate the factors affecting the development of management theory; • to be able to work in a team/group; • to evaluate the results of own work; • to motivate employees; • to delegate and coordinate the performance of duties; • to develop and criticise new ideas; • to listen, watch and read with a creative attitude; • to creatively structure own work. | ||||||||
| Competencies: | • to analyse the impact of internal and external environmental factors on the achievement of objectives of the organisation; • to evaluate the control process; • to analyse decision-making factors; • to explain the role of management in conflict, changing and stress situations; • to apply different methods of conflict resolution; • to justify the need for personnel management, use methods for personnel and team management; • to be able to manage team/work group work; • to analyse, systemise and integrate the information obtained. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Daft, Richard L., Alan Benson, Brian Henry. Management - Hampshire: Cengage, 2020. | ||||||||
| 2 | Leitis, Voldemārs. Vadītāja spējas – Rīga, Avots, 2019. | ||||||||
| 3 | Šarmers, Klauss Otto. U teorija. Vadība no topošās nākotnes – Zvaigzne ABC, 2018. | ||||||||
| 4 | Pīlēns, Uldis. (mans) uzņēmēja kods – Rīga, Zvaigzne ABC, 2018. | ||||||||
| 5 | Lamond D., Bowden B. Management History: Its Global Past & Present. Charlotte, NV: Information Age Publishing, 2015. | ||||||||
| Additional Reading | |||||||||
| 1 | Makčesnijs, Kriss, Šons Kovejs, Džims Halings. 4 izpildes disciplīnas - Rīga, Zvaigzne ABC, 2018. | ||||||||
| 2 | Daina, Vasiļevska. Kvalitātes nodrošināšanas vadība – Rīga, Juridiskā koledža, 2017. | ||||||||
| Other Information Sources | |||||||||
| 1 | Sviķis, Armands. MATRIC tīklojums. Oriģināls biznesa pārvaldības modelis – Rīga, Zvaigzne ABC, 2018. | ||||||||
| 2 | Frīmens, Endrū. Ārējā riska vadība (HBR) - Rīga, Lietišķās informācijas dienests, 2010. | ||||||||
| 3 | Harvard Business Review, www.hbr.org | ||||||||
