Veidlapa Nr. M-3 (8)
Study Course Description

Strategic and Change Management

Main Study Course Information

Course Code
SBUEK_172
Branch of Science
-
ECTS
6.00
Target Audience
Business Management; Management Science
LQF
Level 6
Study Type And Form
Full-Time; Part-Time

Study Course Implementer

Course Supervisor
Structure Unit Manager
Structural Unit
Faculty of Social Sciences
Contacts

Dzirciema street 16, Rīga, szf@rsu.lv

About Study Course

Objective

The course aims to provide students with knowledge and expertise on a variety of strategic and change management models, instruments and mechanisms for sustainable and international business.

Preliminary Knowledge

Basics of economics, international business, organisational theory and management.

Learning Outcomes

Knowledge

1.Students understand various models of strategic and change management and differences in their implementation.

Skills

1.Presentations strengthen the students' ability to provide arguments, to explain and discuss the current/problematic strategic and change management issues in international business. Group work and discussions are improving students' reasoning and critical thinking skills.

Competences

1.The ability to analyse, compare, describe and evaluate different strategic and change management approaches in sustainable international business.

Assessment

Individual work

Title
% from total grade
Grade
1.
Individual work
-
-
Participation in lectures and seminars, individual work and group work outside the lectures according to the tasks set by the teaching staff: reading, preparing presentations, preparing for an exam: drafting a report or preparing for a multiple-choice test. Each student independently chooses the most convenient exam form (a report or a multiple-choice test). Detailed information on each of the tasks to be performed will be provided in 1st lecture and in the handouts available in e-studies. In order to evaluate the quality of the study course as a whole, the student must fill out the study course evaluation questionnaire on the Student Portal.

Examination

Title
% from total grade
Grade
1.
Examination
-
-
During the study course, 2 presentations should be produced for each student individually or in a group on the subject assigned by the teacher
2.
Examination
-
-
Reading reports
3.
Examination
-
-
Independent work with the problem in strategic or change management, offering examples and case studies
4.
Examination
-
-
1. Reading reports – 30% Submission: oral or written (online), indicating what has been read and providing a brief assessment. Quantitative evaluation: if 5 books are read on topics related to the study course and are evaluated by student, it gives a score of 10, 4 books - 9, 3 books - 8, 2 books - 7, 1 book - 6, if no books have been read, reading rating is 0. 2. Case/example analysis, presentation and debate: 30% Submission: Presentation of cases/topics given by the teaching staff to the audience during the lesson, debate/presentation. The evaluation shall be carried out as a whole using the following criteria: 9 or 10 points shall be acquired if: the knowledge and skills are acquired at a level that the course material is perceived, memorised, reproduced with understanding, and the student is able to use the acquired knowledge independently for the acquisition of new knowledge and creative tasks; the student is able to deal with various problems, to see and explain general rules/definitions; is able to express his/her own opinion independently, to define the criteria for assessment, to predict the consequences; respecting and evaluating different opinions, promoting cooperation in addressing learning challenges; has acquired high-level skills in preparation of presentations and presenting, which are also fully and meaningfully used. 6, 7 or 8 points shall be obtained if: the student is capable of reproducing the learning content to the full extent, understanding it, identifying the relevance and the problems, distinguishing the essential from the minor; being able to use the knowledge and skills following a sample, analogy or in a familiar situation, performing standard and combined learning tasks; expressing personal attitudes at the level of the basic content of the subject; has developed collaborative and communication skills; has acquired skills in preparation of presentations and presenting at good level, which are also used. 4 or 5 points shall be obtained if: the student has become familiar with the course material specified, is able to distinguish the essential from the minor, knows and can define concepts, key rules/definitions, may address standard tasks; the content of the subject is sufficiently clear and understandable; traditional methods of knowledge are used; communication skills are on an average level; has acquired basic skills in preparation of presentations and presenting. An unsuccessful score of 1, 2 or 3 points is obtained if: the student is able to capture and recognize the learning content only, but memorizes and reproduces an insufficient amount of the course content (less than 50%), performs primitive tasks only following the sample in a well-known situation, without errors performs only part of the tasks; the content of the course is presented, while does not distinguish between the essential and the minor, weak presentation skills. 3. Examination – 40% Submission: A paper or online test with 20 multiple-choice questions. Evaluation of the test results: 19-20 correct responses: score 10, 17-18: 9, 15-16: 8, 13-14: 7, 11-12: 6, 9-10: 5, 7-8: 4, 5-6: 3, 3-4: 2, 1 or 2 correct answers: 1. Evaluation of the report: the following criteria are assessed as a whole: 9 or 10 points are obtained if: the report is relevant to the subject and linked to the particular company, the student has acquired knowledge and skills at a level that demonstrate understanding of the subject and the student is able to independently use new knowledge for the analysis of the particular situation; is able to see and explain the relationships and regularities; is able to express his or her own opinion independently, to define the criteria for evaluation and to anticipate potential consequences or results. 6, 7 or 8 points are obtained if: the report is relevant to the subject and is linked to some extent to the particular company, the student sees relationships and problems, distinguishes the essential from the minor; is able to use the knowledge and skills following the sample, analogy or in a familiar situation, performs standard analyses, as well as expresses personal attitudes at a sufficient level. 4 or 5 points are obtained if: the report is almost relevant to the subject and the student can distinguish between the essential and the minor in most cases, knows the main concepts and definitions, can perform standard analyses at the basic level; the content is presented with sufficient clarity and understanding. A failed score: 1, 2 or 3 points are obtained if: the paper is only relatively relevant to the subject, not or poorly linked to the particular company, there is a lack of knowledge of a particular topic acquired and demonstrated (only a few basic terms, methods and/or types of analysis without justifying his/her choice); the analysis has been carried out primitively or partly; the writing is difficult to understand, the student does not distinguish between the essential and the minor, the assessment, conclusions and proposals have not been put forward, or they are weak and general.

Study Course Theme Plan

FULL-TIME
Semester 1
  1. The importance and role of strategy.

Annotation: In retrospect all organizations can ascertain the realized strategic outcomes, both positive and negative, and try to ascribe them to particular circumstances and activities pursued over time. However, there can be a great deal of dispute about how things actually came about the way they did in the organization. Topics covered during the class: What is the strategy and strategic management? What needs them, when and why? Literature: For initial understanding is important to read at the particular chapter in at least one of these books: Comprehensive strategic management: a guide for students, insight for managers – 2017 - Chapter 1 Strategic thinking: a comprehensive guide – 2016 - Chapter 1 Short introduction to strategic management – 2013 - Chapter 1 Strategic thinking: a comprehensive guide – 2016 - Chapter 4
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Functions and basic elements in strategic management: people, mission, vision and planning.

Annotation: Strategic management is the continuous planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives. Fast-paced innovation, emerging technologies and customer expectations force organizations to think and make decisions strategically to remain successful. The strategic management process helps company leaders assess their company's present situation, chalk out strategies, deploy them and analyze the effectiveness of the implemented strategies. Topics covered during the class: Who needs strategic management and why? What are its main functions? Who is responsible for their formulation and implementation? Literature: Author of the book and what to read: Bolland - Chapter 2; Andersen - Chapter 2; Betz - Chapter 4.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Strategic planning process and tools.

Annotation: Strategic planning process is a systematic or emerged way of performing strategic planning in the organization through initial assessment, thorough analysis, strategy formulation, its implementation and evaluation. The process of strategic management lists what steps the managers should take to create a complete strategy and how to implement that strategy successfully in the company. It might comprise from 7 to nearly 30 steps and tends to be more formal in well-established organizations. Topics covered during the class: What are the key steps in strategic planning? How do approaches / suggestions of different authors differ? Are these processes the same in all organizations? Literature: Author of the book and what to read: Bolland - Chapter 3, 6; Andersen - Chapter 3; Bets - Chapter 5-7, 10.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Lecture
On site
Auditorium
2
3.
Class/Seminar
On site
Auditorium
2
4.
Class/Seminar
On site
Auditorium
2
  1. Analysis of external and internal environment, competitive analysis.

Annotation: Strategic analysis is a process that involves researching an organization’s business environment within which it operates. Strategic analysis is essential to formulate strategic planning for decision making and smooth working of that organization. In a constant strive to improve, organizations must periodically conduct a strategic analysis which will, in turn, help them determine what areas need improvement and areas that are already doing well. Topics covered during the class: What are the different types of external analysis? When and what is analyzed in the internal environment of the organization? How is the competitive situation and organizational competitiveness analyzed? Literature: Author of the book and what to read: Bolland - Chapter 4-5.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Specific aspects of strategy: ethics, sustainability, globalization, mergers and acquisitions, types of collaboration.

Annotation: A socially and environmentally ethical approach ensures a company’s ability to thrive in the long-term by protecting its reputation, its license to operate, its supply chain, its relationships with partners and its ability to recruit talent. It’s about avoiding corporate collapse as a result of litigation or fraud. In the future society should not let unethical or not sustainable companies make the returns that they have been allowed to. Topics covered during the class: Why are ethics and sustainability important? How are their roles changing in the era of globalization and / or takeovers / mergers? Who is responsible for these? Literature: Author of the book and what to read: Bolland - Chapter 9.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Lecture
On site
Auditorium
2
3.
Class/Seminar
On site
Auditorium
2
4.
Class/Seminar
On site
Auditorium
2
  1. Change: reasons and opportunities.

Annotation: Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies. The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Such strategies include having a structured procedure for requesting a change, as well as mechanisms for responding to requests and following them up. Topics covered during the class: Why change is needed? What and the main groups involved? Who is responsible for planning and implementing change? Literature: Author of the book and what to read: Bolland - Chapter 8, 10-12; Andersen - Chapter 4-6; Das - all book, if possible; Betz - Chapter 8-9; Stanford, Parry, - all book, if possible.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
3.
Class/Seminar
On site
Auditorium
2
  1. The importance of successful strategic and change management in the sustainability of the organization.

Annotation: As sustainability moves up the boardroom agenda, it is increasingly being integrated into corporate level strategic planning. Management now need to balance increased regulation, protecting the brand and ensuring stable supply chains with seeking opportunity for enhanced performance and using the sustainability agenda for strategic advantage. Developing and integrating a detailed sustainability vision into long-term strategic plan in a way that creates lasting value whilst also building public trust is a common challenge for all types of organisations. Topics covered during the class: What are the key aspects to consider when developing a sustainable strategy? What is the public attitude, role of owners and management? How to achieve employee engagement? Literature: Author of the book and what to read: Bolland - Chapter 1; Andersen - Chapter 1; Betz - Chapters 1-3. Articles: Davila, Peterson.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Lecture
On site
Auditorium
2
3.
Class/Seminar
On site
Auditorium
2
Total ECTS (Creditpoints):
6.00
Contact hours:
40 Academic Hours
Final Examination:
Exam (Written)
PART-TIME
Semester 1
  1. The importance and role of strategy.

Annotation: In retrospect all organizations can ascertain the realized strategic outcomes, both positive and negative, and try to ascribe them to particular circumstances and activities pursued over time. However, there can be a great deal of dispute about how things actually came about the way they did in the organization. Topics covered during the class: What is the strategy and strategic management? What needs them, when and why? Literature: For initial understanding is important to read at the particular chapter in at least one of these books: Comprehensive strategic management: a guide for students, insight for managers – 2017 - Chapter 1 Strategic thinking: a comprehensive guide – 2016 - Chapter 1 Short introduction to strategic management – 2013 - Chapter 1 Strategic thinking: a comprehensive guide – 2016 - Chapter 4
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Functions and basic elements in strategic management: people, mission, vision and planning.

Annotation: Strategic management is the continuous planning, monitoring, analysis and assessment of all that is necessary for an organization to meet its goals and objectives. Fast-paced innovation, emerging technologies and customer expectations force organizations to think and make decisions strategically to remain successful. The strategic management process helps company leaders assess their company's present situation, chalk out strategies, deploy them and analyze the effectiveness of the implemented strategies. Topics covered during the class: Who needs strategic management and why? What are its main functions? Who is responsible for their formulation and implementation? Literature: Author of the book and what to read: Bolland - Chapter 2; Andersen - Chapter 2; Betz - Chapter 4.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Strategic planning process and tools.

Annotation: Strategic planning process is a systematic or emerged way of performing strategic planning in the organization through initial assessment, thorough analysis, strategy formulation, its implementation and evaluation. The process of strategic management lists what steps the managers should take to create a complete strategy and how to implement that strategy successfully in the company. It might comprise from 7 to nearly 30 steps and tends to be more formal in well-established organizations. Topics covered during the class: What are the key steps in strategic planning? How do approaches / suggestions of different authors differ? Are these processes the same in all organizations? Literature: Author of the book and what to read: Bolland - Chapter 3, 6; Andersen - Chapter 3; Bets - Chapter 5-7, 10.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Analysis of external and internal environment, competitive analysis.

Annotation: Strategic analysis is a process that involves researching an organization’s business environment within which it operates. Strategic analysis is essential to formulate strategic planning for decision making and smooth working of that organization. In a constant strive to improve, organizations must periodically conduct a strategic analysis which will, in turn, help them determine what areas need improvement and areas that are already doing well. Topics covered during the class: What are the different types of external analysis? When and what is analyzed in the internal environment of the organization? How is the competitive situation and organizational competitiveness analyzed? Literature: Author of the book and what to read: Bolland - Chapter 4-5.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Specific aspects of strategy: ethics, sustainability, globalization, mergers and acquisitions, types of collaboration.

Annotation: A socially and environmentally ethical approach ensures a company’s ability to thrive in the long-term by protecting its reputation, its license to operate, its supply chain, its relationships with partners and its ability to recruit talent. It’s about avoiding corporate collapse as a result of litigation or fraud. In the future society should not let unethical or not sustainable companies make the returns that they have been allowed to. Topics covered during the class: Why are ethics and sustainability important? How are their roles changing in the era of globalization and / or takeovers / mergers? Who is responsible for these? Literature: Author of the book and what to read: Bolland - Chapter 9.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. Change: reasons and opportunities.

Annotation: Change management is a systematic approach to dealing with the transition or transformation of an organization's goals, processes or technologies. The purpose of change management is to implement strategies for effecting change, controlling change and helping people to adapt to change. Such strategies include having a structured procedure for requesting a change, as well as mechanisms for responding to requests and following them up. Topics covered during the class: Why change is needed? What and the main groups involved? Who is responsible for planning and implementing change? Literature: Author of the book and what to read: Bolland - Chapter 8, 10-12; Andersen - Chapter 4-6; Das - all book, if possible; Betz - Chapter 8-9; Stanford, Parry, - all book, if possible.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
  1. The importance of successful strategic and change management in the sustainability of the organization.

Annotation: As sustainability moves up the boardroom agenda, it is increasingly being integrated into corporate level strategic planning. Management now need to balance increased regulation, protecting the brand and ensuring stable supply chains with seeking opportunity for enhanced performance and using the sustainability agenda for strategic advantage. Developing and integrating a detailed sustainability vision into long-term strategic plan in a way that creates lasting value whilst also building public trust is a common challenge for all types of organisations. Topics covered during the class: What are the key aspects to consider when developing a sustainable strategy? What is the public attitude, role of owners and management? How to achieve employee engagement? Literature: Author of the book and what to read: Bolland - Chapter 1; Andersen - Chapter 1; Betz - Chapters 1-3. Articles: Davila, Peterson.
EventType
Modality
Location
Contact hours
1.
Lecture
On site
Auditorium
2
2.
Class/Seminar
On site
Auditorium
2
Total ECTS (Creditpoints):
6.00
Contact hours:
28 Academic Hours
Final Examination:
Exam (Written)

Bibliography

Required Reading

1.

Betz, F. (2016). Strategic Thinking : A Comprehensive Guide (Vol. First edition). Bingley, UK: Emerald Group Publishing Limited.

2.

Andersen, T. J. (2013). Short Introduction to Strategic Management. Cambridge: Cambridge University Press

3.

Bolland, E. J. (2017). Comprehensive Strategic Management : A Guide for Students, Insight for Managers. Bingley: Emerald Publishing Limited

4.

Parry, W. (2015). Big Change, Best Path : Successfully Managing Organizational Change with Wisdom, Analytics and Insight. London: Kogan Page

5.

Stanford, J. (2016). Breaking the Cycle of Failed Change Management. Alexandria, VA: Association For Talent Development

Additional Reading

1.

Cattani, G. (2011). Project-Based Organizing and Strategic Management. Bingley, U.K.: Emerald Group Publishing Limited

2.

Das, T. K. (2012). Management Dynamics in Strategic Alliances. Charlotte, N.C.: Information Age Publishing

Other Information Sources

1.

Davila, G., Varvakis, G., & North, K. (2019). Influence of Strategic Knowledge Management on Firm Innovativeness and Performance. Brazilian Business Review (Portuguese Edition), 16(3), 239–254.

2.

Peterson, E. A. (2019). Promoting Future-Oriented Legal Thinking in Long-Term Strategic Planning. Southern Law Journal, 29(1), 69–101.

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