Veidlapa Nr. M-3 (8)
Study Course Description
Organisational Efficiency Management
Course Code
DN_211
Branch of Science
-
ECTS
6.00
Target Audience
Management Science
LQF
Level 8
Study Type And Form
Full-Time; Part-Time
Study Course Implementer
Course Supervisor
Henrijs Kaļķis
Structure Unit Manager
Dace Bandere
Structural Unit
Department of Doctoral Studies
Contacts
Riga, 16 Dzirciema Street, dn@rsu.lv, +371 67409157
About Study Course
Objective
To develop an understanding of organisational efficiency and effectiveness, the role of its management in the today’s labour market.
Preliminary Knowledge
Modern management theories, economics.
Learning Outcomes
Knowledge
1.On successful completion of the course the doctoral students will understand the need for using organisational efficiency methods in processes and activities of departments and organisations and will be able to assess the effectiveness of organisational activity using modern methods for determining efficiency and effectiveness.
Skills
1.Will be able to independently collect and analyse data about efficiency and effectiveness in the organisations, to carry out the efficiency analysis, to calculate losses during processes, to perform the cost-benefit analysis for improving processes, to interpret organisational efficiency indicators and present them in organisations on the basis of the research outcomes and using the appropriate terminology.
Competences
1.Will be able to scientifically justify the need for organisational efficiency management in modern labour market within their own competence, will be able to develop, economically justify and introduce efficiency improvement solutions, will be able to logically formulate the needed improvements to organisational efficiency.
Assessment
Individual work
|
Title
|
% from total grade
|
Grade
|
|---|---|---|
|
1.
Individual work |
-
|
-
|
|
Method of organisational efficiency (a presentation), in-depth study of the organisational efficiency methods, getting acquainted with literature and comparing with the existing situation in the chosen organisation (a report).
The student's contribution to the improvement of the study process is the provision of meaningful feedback on the study course by filling out its evaluation questionnaire.
|
||
Examination
|
Title
|
% from total grade
|
Grade
|
|---|---|---|
|
1.
Examination |
-
|
-
|
|
Presentation (20%)
Report (30%)
Exam (50%)
|
||
Study Course Theme Plan
FULL-TIME
Part 1
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency and its role in the labour market.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency and its role in the labour market.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency and its role in the labour market.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency techniques.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency techniques.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency techniques.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Staff participation in ensuring the organisational effectiveness.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Staff participation in ensuring the organisational effectiveness.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Continuous efficiency improvement.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Continuous efficiency improvement.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Discussions, case studies, practical exercises in application of organisational efficiency methods.
|
Total ECTS (Creditpoints):
6.00
Contact hours:
32 Academic Hours
Final Examination:
Exam
PART-TIME
Part 1
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency and its role in the labour market.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Process management in today’s organisations. Staff and management creativity, its stimulation opportunities.
|
-
Lecture
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency techniques.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Organisational efficiency techniques.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Staff participation in ensuring the organisational effectiveness.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Continuous efficiency improvement.
|
-
Class/Seminar
|
Modality
|
Location
|
Contact hours
|
|---|---|---|
|
On site
|
Auditorium
|
2
|
Topics
|
Discussions, case studies, practical exercises in application of organisational efficiency methods.
|
Total ECTS (Creditpoints):
6.00
Contact hours:
24 Academic Hours
Final Examination:
Exam
Bibliography
Required Reading
1.
Babris S., Kaļķis H., Mūrnieks J., Piekuss U. LEAN risinājumi efektīvākam biznesam. Rīga: SIA “Madris”, 2016., 190. lpp.
2.
Foster T. Managing Quality: Integrating the Supply Chain. 6th ed. Pearson Edu. New Yersey, 2017, 480 p.
3.
Kaļķis H. Biznesa ergonomikas vadība. Rīga: Gūtenbergs Druka. 2014, 155 lpp.
4.
Kaļķis V. Darba vides risku novērtēšanas metodes. Rīga, Latvijas izglītības fonds, 2008, 242 lpp.
5.
Modig N., Ahlstrom P. This is Lean. Resolving efficiency paradox. Stockholm: Rheologica publishing, 2012.
6.
Ries E., The Lean Startup. USA: Crown Publishing Group, 2011.
7.
Womack J.P., Jones D.T. Lean Thinking. New York: Free Press, 2010.
8.
Goldratt E.M., Cox J. The Goal. A process of ongoing improvement. USA: North River Press, 2008.
Additional Reading
1.
Callender G. Efficiency and Management. USA: Routledge, 2009.
2.
Coelli T.J. et. al. An Introduction to Efficiency and Productivity Analysis. USA: Springer, 2005.
3.
Gygi C., DeCarlo N., Williams B. Six Sigma for Dummies. USA: Wiley Publishing, 2005.
4.
Je ston J., Nelis J. Business Process Management. Oxford: Butterworth-Heinemann, 2008.
5.
Workplace Safety and Health: Assessing Current Practices and Promoting Change in the Profession. Thomas D. Schneid by CRC Press, 2014, 227 p.
Other Information Sources
1.
www.ergonomika.lv
2.
www.efektivs.lv
3.
Periodiskie izdevumi: Financial Times, Wall Street Journal, Forbes, žurnāls Kapitāls, laikraksts Dienas Bizness u.c.