Objectives and competences
- Students systematically and in-detail enhance theoretical knowledge in the field of corporate governance and management. Gain the ability of understanding of differences and similarities among diverse management concepts as well as different models of integral management. Students know how to apply the acquired theoretical knowledge in the field of corporate governance and management, which allow them to critically evaluate research, advanced scholarship and different models and concepts of integral management as well as autonomy and originality in solving problems in the field of corporate governance and management.
Content (Syllabus outline)
I. part: Dimensions of modern management
- management and modern environment
- business operating from management’s point of view
- discussing selected examples of good managerial practice
II. part: Dimensions of integral management
- an enterprise (as a formal institution as well as an institution of processes and stakeholders, types of enterprises)
- historical development of management and models of management.
- Management for sustainable development of an enterprise
- process dimension of management
- instrumental dimension of management
- institutional dimension of management
Learning and teaching methods
- lectures
- case studies
- brainstorming
- active individual and team work
Intended learning outcomes - knowledge and understanding
1. Has depth and systematic understanding of knowledge in area of corporate governance and management and can work with theoretical/research-based knowledge (e.g. different concepts and models of governance and management) at the forefront of their academic discipline. (PILO 2a)
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and management and work pro-actively with others to formulate solutions. (PILO 3c, 4c).
3. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of governance and management and reporte the findings effectively. (PILO 3b)
4. Have a level of conceptual understanding of corporate governance and management that allow them critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches and considering ethics and sustainability (PILO 2a, 4c)
5. Demonstrate autonomy and originality in problem solving in the area of corporate governance and management by considering ethics and sustainability (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme
Intended learning outcomes - transferable/key skills and other attributes
1. Has depth and systematic understanding of knowledge in area of corporate governance and management and can work with theoretical/research-based knowledge (e.g. different concepts and models of governance and management) at the forefront of their academic discipline. (PILO 2a)
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and management and work pro-actively with others to formulate solutions. (PILO 3c, 4c).
3. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of governance and management and reporte the findings effectively. (PILO 3b)
4. Have a level of conceptual understanding of corporate governance and management that allow them critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches and considering ethics and sustainability (PILO 2a, 4c)
5. Demonstrate autonomy and originality in problem solving in the area of corporate governance and management by considering ethics and sustainability (PILO 4a, 4b).
The PILO label (i.e., Programme Intended Learning Outcomes) defines the contribution of each listed intended learning outcome of a course towards achieving the general and/or subject-specific competencies or learning outcomes acquired through the programme
Readings
Literatura za I. tematski sklop:
Temeljna:
• Finerty, S.Z. (2019): Cross-Functional Influence: Getting Things Done Across the Organization. Two Harbors Press, Minneapolis, USA
• Smythe, J (2019): The CEO Chief Engagement Officer: Turning Hierarchy Upside Down to Drive Performance. Gower, Aldershot, UK
• Kovoor-Misra, S. (2019): Crisis Management: Resilience and Change. SAGE Publications, Thousand Oaks, USA
Literatura za II. tematski sklop:
Temeljna:
• Mullins, L. J. (2016): Management & Organizational Behaviour. 11th Edition. Prentice Hall, Pearson. Pages: 12-40, 77-96, 113-126, 424-455, 704-735, 736-774.
• BELAK, Jernej. Management and governance : organizational culture in relation to enterprise life cycle. Kybernetes. 2016, vol. 45, no. 4, str. 680-698. ISSN 0368-492X. http://www.emeraldinsight.com/doi/pdfplus/10.1108/K-04-2014-0082, DOI: 10.1108/K-04-2014-0082. [COBISS.SI-ID 12244252].
• Belak, J. Belak, Jer., Duh, M. (2014). Integral management and governance: basic features of MER model. Saarbrücken: Lambert Academic Publishing. Pages: 33-62.
Additional information on implementation and assessment seminar work and oral presentation of seminar work (I.part) (50%)
Written (individual) exam (II.part)): (50%)
Seminar work and oral presentation of seminar work (I.part): one mid-term exam with questions examining theoretical knowledge in its application in solving real life problems; students must achieve at least 56% of all points
Written (individual) exam (II.part)): Written exam with questions examining theoretical knowledge in its application in solving real life problems; students must achieve at least 56% of all points
