Objectives and competences
Students systematically and in-depth upgrade their theoretical knowledge in the field of quality assurance of governance and management of the companies and other organizations in healthcare. They fully understand the concept and content of company policy and are qualified to formulate the policy of companies and other organizations in healthcare. In addition, they are able to justify the development role of the regulatory regulation of companies and other organizations in health care and recognize the suitability of different regulatory arrangements for organizations in healthcare. They are qualified to find strategic options and define fundamental, general and business strategies, are able to define strategic business areas and strategic business units for these companies and organizations in healthcare
Content (Syllabus outline)
- The quality of corporate governance and strategic management of the companies and other organizations
- Definition of business policy, the, particularities and influential factors on business policy in different types of enterprises and enterprices in health)
- Developmental role of normative regulation of an enterprise and other organizations in health
- Strategic opportunities and strategies (areas of seeking for strategic opportunities, definition and types of strategies, particularities in different types of enterprises and other organizations,, possible ways of the development of enterprises and other organizations in health )
- Strategic business areas and strategic business units with focus on enterprises and other organizations in helath
- Developmental structuring of an enterprise and other organizations in health
Learning and teaching methods
- lectures
- Guided classes (practical examples and illustrations in the field.
- case studies
- individual consučtations with professor
- active individual and group work
- brainstorming
Intended learning outcomes - knowledge and understanding
1. Has depth and systematic understanding of knowledge in area of corporate governance and strategic manegement and can work with theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) and research in a field of helth care (PILO 1a, 2a).
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and strategic management in health care and work pro-actively with others to formulate solutions (PILO 3c, 4a).
3. Has a comprehensive understanding of techniques / methodologies applicable to their own work (PILO 2c, 2b).
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of corporate governance and strategic management in health care and communicate the results of an analysis of governance and strategic management in a selected company (PILO 3a, 3b)..
5. With critical awareness, can synthesise information in a manner that may be innovative, utilising knowledge on corporate governance and strategic management in health care (PILO 3b, 4c). .
6. Has a level of conceptual understanding of corporate governance and strategic management in helath care that will allow her/him critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches (PILO 3a, 2c)
7. Can demonstrate initiative and originality in problem solving. Can act autonomously in planning and implementing tasks at a professional or equivalent level, making decisions in complex and unpredictable situations (PILO 2c, 3a)
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 strategic manegement and can work with theoretical/research-based knowledge (e.g. interest theories, theories of sources of competitive advantegs) and research in a field of helth care (PILO 1a, 2a).
2. Has the awareness and ability to manage the implications of ethical dilemmas of governance and strategic management in health care and work pro-actively with others to formulate solutions (PILO 3c, 4a).
3. Has a comprehensive understanding of techniques / methodologies applicable to their own work (PILO 2c, 2b).
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of corporate governance and strategic management in health care and communicate the results of an analysis of governance and strategic management in a selected company (PILO 3a, 3b)..
5. With critical awareness, can synthesise information in a manner that may be innovative, utilising knowledge on corporate governance and strategic management in health care (PILO 3b, 4c). .
6. Has a level of conceptual understanding of corporate governance and strategic management in helath care that will allow her/him critically to evaluate research, advanced scholarship and methodologies and argue alternative approaches (PILO 3a, 2c)
7. Can demonstrate initiative and originality in problem solving. Can act autonomously in planning and implementing tasks at a professional or equivalent level, making decisions in complex and unpredictable situations (PILO 2c, 3a)
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
Temeljna:
- DUH, Mojca, BELAK, Jernej. Enterprise's dynamics, innovativeness and culture. V: BELAK, Jernej (ur.), DUH, Mojca (ur.). Ethics, social responsibility and innovation in corporate governance. Newcastle upon Tyne: Cambridge Scholars Publishing, 2017. Str. 1-26. ISBN 978-1-4438-1690-8, ISBN 1-4438-1690-6. [COBISS.SI-ID 12669980]
- DUH, Mojca, BELAK, Jernej, MILFELNER, Borut. The importance of culture for enterprise dynamics : the role of type and strength of culture. Ekonomska istraživanja. 2016, vol. 29, no. 1, str. 263-285. ISSN 1331-677X. http://dx.doi.org/10.1080/1331677X.2016.1168038, DOI: 10.1080/1331677X.2016.1168038. [COBISS.SI-ID 12284700]
- Belak, J. Belak, Jer., Duh, M. (2014). Integral management and governance: basic features of MER model. Saarbrücken: Lambert Academic Publishing. Pages: 33-62.
- Wheelen, T. L., Hunger, J. D. (2012). Strategic Management and Business Policy.Toward Global Sustainability. 13th Edition., International Edition, Pearson.
Additional information on implementation and assessment - Course paper written examination (50%);
- Written exam or mid-term exams (50%).
Individually written course paper with presentation and oral defence; students must achieve at least 56% of all points.
Written exam or two mid-term exams with questions for examining theoretical knowledge in the field: students must achieve at least 56% of all points .
Students can achieve additional points with active participation in discussions and preparations of written paper on the case. Achieved points are added to the total number of points achieved with fulfilling previously listed obligations.
