Course code VadZ5046

Credit points 2

Business Management

Total Hours in Course80

Number of hours for lectures12

Number of hours for seminars and practical classes12

Independent study hours56

Date of course confirmation19.11.2019

Responsible UnitInstitute of Business and Management Science

Course developer

author Uzņēmējdarbības un vadībzinātnes institūts

Andra Zvirbule

Dr. oec.

Course abstract

The course deals with the scientific school of management thought and the latest relevant trends, choice options and their application in decision-making to manage enterprises (organizations) under the conditions of dynamism and uncertainty, as well as the process and functions of management in view of the conditions of the internal environment and environmental impacts (including resource constraints).

Learning outcomes and their assessment

Knowledge
1. Students will be able to: demonstrate the knowledge and understanding of management theories, their application and connections with the elements of an enterprise’s internal and external environments - multiple choice test, a practical assignment
2. Demonstrate the knowledge and understanding of management systems in enterprises and organizations and the role of a manager in the decision-making process - independent work
Professional skills
1. Explain to others the management process and the decision-making method - group work
2. Acquire information, develop and assess decision-making pathways involving new approaches - independent work, a case study
3. Develop teamwork through creativity and leadership - practical group assignments
Soft skills
1. Responsibly plan the completion of the assignments given - group work, independent work
2. Effectively work in a team, delegate and coordinate the fulfilment of responsibilities, assume responsibility for the results of the group work - group work
3. Present and explain to others the results of the work - practical assignments, a case study
Competence
1. Critically assess and reasonably discuss the application of management theory in decision-making processes - practical assignments, group work

2. Independently manage and develop an enterprise (organization) and be a leader under dynamically changing circumstances - practical assignments, group work

Course Content(Calendar)

1. Conceptual content of management - functions of management; skills; types. Innovations in management - new approaches, competencies; leadership role. (lectures - 2 h; practice - 2 h)
2. The Role of Theory and History in Management. The Classical Management Perspective. The Behavioural Management Perspective. The Quantitative Management Perspective. Integrating Perspectives for Managers. Contemporary Management Issues and Challenges. (lectures - 2 h; practical work - 1 h)
3. Environment as the Object of Management - The External Environment; The Organization–Environment Relationship; Internal Environment: Corporate Culture. Shaping Corporate Culture for Innovative Response (lectures - 2 h; practical work - 2 h)
4. Planning and Decision making in the company (organization). Manager role in planning and decision making process. Decision-making process. Decision-Making Models. Decision-Making Steps (lectures 2 h; practical works - 2 h)
5. Managing Organization Design. Structural organization approaches. Organizing the Vertical Structure. Organizing for Horizontal Coordination. Organizing process and coordination. (lectures 2 h; practical works - 2 h)

6. The Leading Process. Basic Elements of Individual Behaviour in Organizations. Managing Leadership and Influence Processes. Organizational development- changes. Managing Work Groups and Teams. (lectures 2 h; practical works - 3 h)

Requirements for awarding credit points

The course provides one test (multiple choice) and two independent works, which must be written independently and submitted within the deadline for submission of independent papers. Final assessment of the study course – final mark - consisting of an accumulative assessment of the all study results.

Description of the organization and tasks of students’ independent work

Within the framework of the study course description for independent work is given 56 hours. Independent studies (work) are organized as follows: preparing for multiple choice test (16 hours); preparing for independent work (20 hours for each work).

Criteria for Evaluating Learning Outcomes

The final grade in the study course is formed by:
20% Multiple choice test – Conceptual framework of management. The formation of the scientific school of management thought and relevant regularities;
40% Independent work- External environment affecting management processes. The internal environment: corporate culture. The role of a manager in planning and the planning process. Decision-making in an enterprise (organization);

40% Independent work- Roles of a manager and a leader in the processes of change and innovation.

Compulsory reading

1. Praude V. Menedžments. 1. grāmata. 3. pārstrād. un papild. izd. Rīga: Burtene. 2012. 498 lpp.
2. Praude V. Menedžments. 2. grāmata. 3. pārstrād. un papild. izd. Rīga: Burtene, 2012. 307 lpp.
3. Caune J., Dzedons A. Stratēģiskā vadīšana. 2. izd. Rīga, 2009. 384 lpp.
4. Ešenvalde I. Pārmaiņu vadība. Rīga: Jāņa Rozes apgāds, 2007. 264 lpp.
5. Forands I. Menedžmenta autoritātes. Rīga: Latvijas Izglītības fonds, 2007.
6. Clegg S.R., Courpasson D., Phillips N. Power and organizations. London ... etc.: SAGE, 2006. 457 p.
7. Donnelly J. H., Gibson J. L., Ivancevich J. M. Fundamentals of management. 8th ed. Homewood, IL; Boston, MA: Irwin, 1992. 840 p.

8. Hofstede G., Hofstede G. J., Minkov M. Cultures and organizations: software of the mind: intercultural cooperation and its importance for survival. 3rd ed. New York: McGraw-Hill, 2010. 561 p.

Further reading

1. Hendijs Č. Veiksmīgs darbs organizācijās. Rīga: Zvaigzne ABC, 2009. 214 lpp.
2. Blančards K., Džonsons S. Efektīvas vadības noslēpumi. Rīga: Zvaigzne ABC, 2008. 117 lpp.
3. Karuters Ī. Kā ietekmēt cilvēkus un likt viņiem mainīt domas. Rīga: Zvaigzne, 2009. 124 lpp.
4. Baye M.R. Managerial economics and business strategy. 6th ed. Boston: McGraw-Hill/Irwin, 2009. 623 p.
5. Bierman H., Bonini C.P., Hausman W.H. Quantitative analysis for business decisions. 8th ed. Homewood (IL); Boston (MA): Irwin, 1991. 742 p
6. Ford J., Harding N., Learmonth M. Leadership as identity: constructions and deconstructions. Basingstoke [England]; New York: Palgrave Macmillan, 2008. 209 p.
7. Handbook of organization development. T.G. Cummings, editor. Los Angeles ... etc.: Sage Publications, 2008. 720 p.
8. Scott W. R. Institutions and organizations: ideas and interests. 3rd ed. Los Angeles etc.: SAGE Publications, 2008. 266 p.

9. Sinofsky S., Iansiti M. One Strategy: organization, planning, and decision-making. Hoboken: John Wiley & Sons, 2010. 305 p. E-grāmata resurss pieejams tiešsaistē LLU datortīklā ar LLU IS lietotājkontu http://ezproxy.llu.lv/login?url=http://onlinelibrary.wiley.com/book/10.1002/9781119199786

Periodicals and other sources

1. European Research on Management and Business Economics. ISSN 2444-8834.
2. Journal of Management and Strategy. ISSN 1923-3965, ISSN 1923-3973
3. International Journal of Business and Management. Canadien Center of Science and Education. ISSN 1833-3850, ISSN 1833-8119 (Online)
4. Harvard Business Review: Publisher, Harvard Business School Publishing. Journal. ISSN · 0017-8012.
5. British journal of management. Oxford (UK); Malden: Blackwell Publishing. EBSCO data basis>

6. Kapitāls: žurnāls lietišķiem cilvēkiem: krāsains biznesa un ekonomikas žurnāls. Rīga: Lietišķās informācijas dienests, 1998. ISSN 1407-2041

Notes

Compulsory course for the ESAF academics Master's Degree Program Economics