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Basics of Corporate Management

Course developers

Prior knowledge

VadZ3017, Team Management

Replaced course

VadZ3024 [GVAD3024] Basics of Enterprise's Management

Course abstract

Students acquire basic knowledge of the essence, content and role of management in the process of interaction between the company's internal and external environment. Acquires the history of management theory development, management methods and functions and the need for their delegation. During practical classes, students develop the skills, competences and way of thinking required for the entrepreneur and manager.

Learning outcomes and their assessment

• know and understand: the nature and phenomena of management processes, methods for analysis and organisation management of management processes (test, practical work, workshop).
• know and understand the nature, concepts, types of recruitment. (practical jobs, test).
• know and understand the identification and analysis of their leadership and leadership potential, the necessary competencies and skills in the management of the group, team and organisation (group work, situation modelling, problem solving, workshop).
• be able to rightly choose and successfully analyse the management processes within the organisation using the management method tools (practical work, group work, test, own-initiative work).
• be able to perform personnel planning in line with the needs of the company, organise recruitment and evaluation (practical jobs, group jobs, test).
• be able to obtain information and develop a simulation of the business management process (practical works in groups).
• be able to communicate with entrepreneurs for information on business management issues (own-initiative work).
• be able to: plan the tasks assigned responsibly, make reasoned and reasonable conclusions on the methods and functions selected for the management of the company (practical work, group work, discussions, situation modelling).
• be able to work effectively on the team, delegate and coordinate the performance of duties. Is able to take responsibility for the results of the groups' work (working in groups).
• be able to self-formulate and critically analyse the processes and problems of management a company, understand and be able to apply management methods and functions (own-initiative group work).
• be able to choose and apply the necessary competencies, teams, teams, and organisations to a particular driver (practical tasks).

Course Content(Calendar)

1. Fundamentals of management theory (lecture 1st hour).
2. Management functions and methods (lecture 1st hour).
3. Management theories, their historical development (1st hour of lectures).
4. The nature and application of generational theories in company management (1st hour of lectures, 2nd hour of practical work).
5. Management in the organization (lecture 1st hour).
6. The internal environment of the organization (2 hours of lectures, 4 hours of practical work).
7. The external environment of the organization (2 hours of lectures, 4 hours of practical work).
8. Organizational culture. (1st hour of lectures, 2nd hours of practical work)
9. Planning, nature and types (1st hour of lectures, 2nd hour of practical work).
10. 1st test (practical work 1st hour).
11. Motivation and motivation assessment methods (lecture 2 hours).
12. Information and information exchange - types of communication and role in companies (1st hour of lectures).
13. Control, its types and importance, decision implementation process (lecture 2 hours).
14. Personnel management, its essence, policy (lecture 2 hours).
15. Adaptation and selection of personnel (2 hours of lectures, 1 hour of practical work).
16. Decisions, nature, types. (lecture 1st hour).
17. Principles of team building and management (1st hour of lectures, 1st hour of practical work).
18. Conflicts, their nature, types and resolution options in the organization (1st hour of lectures).
19. The manager, his role and essence in the organization (1st hour of lectures, 2nd hours of practical work).
20. Manager's social responsibility. (1st hour of lectures, 1st hour of practical work).
21. Management style, their types, effectiveness (1st hour of lectures, 1st hour of practical work)
22. Power and authority, nature and influence in management processes (lecture 1st hour).
23. Change and quality management (lecture 2nd hour).
24. The role of manager, leader in change and innovation processes (lecture 1st hour).
25. Stress and self (time) management (1st hour of lectures, 1st hour of practical work).
26. Technological solutions in company management (1 hour of lectures, 1 hour of practical work)
27. 2nd test (practical work, 1st hour)

Part-time extramural studies:
All the topics intended for full-time studies are covered, yet the number of contact hours is ½ of the specified number of hours.

Requirements for awarding credit points

Exam:The mark consist of:
• Test 1 (15%);
• Test 2 (15%);
• Independent group work (20%);
• Activiry durig practicals (10%)
• Examination about all themas (40%).
10% are equal to one point on a 10-point marking scale.
A mark of at least 4 has to be acquired in the practical works, seminar, test must be credited positive.

Description of the organization and tasks of students’ independent work

Material studies on the management of staff.
Internet materials studies on the management of staff.
Preparations for practical works.
Preparation for test and Multiple choice test .

Criteria for Evaluating Learning Outcomes

An examination assessment shall be the accumulating mark from the assessments of the results to be achieved in the study course.

Compulsory reading

1. Praude V. Menedžments, 1.grāmata. Rīga: Burtene, 2012, 497 lpp.
2. Praude V. Menedžments, 2.grāmata. Rīga: Burtene, 2012, 306 lpp.
3. Ivans U., Ruskule S. (sast.) Vadīšanas pamati. Malnava, 2006, 502 lpp.
4. Ruskule S. (sast.) Vadīšana. Jelgava: Jelgavas tipogrāfija,2005, 456 lpp.
5. Barnard F. Agribusiness management 4th ed. - London; New York : Routledge, 2012, 467 p.
6. Ukulovs V., Mass A., Bistrjakovs I. Vadības teorija. Rīga: Jumava, 2006, 246 lpp.

Further reading

1. Forands I. Menedžmenta autoritātes. Rīga: LIF, 2007, 214 lpp.
2. Forands I. Personāla vadība. Rīga: Latvijas izglītības fonds, 2001, 189 lpp.
3. Renģe V. Mūsdienu organizāciju psiholoģija. Rīga: Zvaigzne ABC, 2007, 215 lpp.
4. Ārmstrongs M. Kā kļūt par izcilu menedžeri. Rīga: Zvaigzne ABC, 2008, 344 lpp.
5. Hogans K. Ietekmēšanas māksla. Rīga: Arka, 2006, 275 lpp.
6. Dombrovska L. Cilvēkresursu kapitāla vadība. Rīga: Zvaigzne ABC, 2009, 212 lpp.
7. Goulmens D. Tava emocionālā inteliģence. Rīga: SIA J.L.V”, 2001, 462 lpp.
8. Starlings G. Valsts sektora pārvalde. Rīga: Valsts administrācijas skola, 1999, 616 lpp.
9. Templers R. Menedžmenta likumi. Rīga: Zvaigzne ABC, 2007, 224 lpp.
10. Kurson K., Giuliani R. Leadership. Miramax, 2005, 409 p.
11. Edeirs Dž. Kā izaudzēt līderus. Rīga: LID, 2008, 186 lpp.
12. Edeirs Dž. Iedvesmojošais līderis. Rīga: LID, 2007, 233 lpp.
13. Edeirs Dž. Līderība un motivācija. Rīga: LID, 2007, 136 lpp.
14. Edeirs Dž. Līderība un inovācija. Rīga: LID, 2007, 126 lpp.
15. Pīrsija R. Laika menedžments. Rīga: Jumava, 2005, 200 lpp.

Notes

The “Agricultural” programme of the professional bachelor of Faculty of Agriculture and Food technology