Objectives and competences
- Students understand a company's credibility and the importance of a credible company to achieve the necessary company’s success. They are qualified to establish the company as a credible partner in relation to all (internal and external) stakeholders. Students know how to use databases and methods for obtaining data, which are crucial for the implementation of measures to achieve the integrity and ethics of this company's operations. Using appropriate methods, he makes proposals for a plan for the realization of credibility, ethics and the right culture in the company.
Content (Syllabus outline)
- Definition and concepts of credibility and culture of the company, understanding the impact of credibility and culture of the company on the existence, success and business results of the company, defining key elements of credibility and culture of the company
- Models and approaches for designing culture in the company and for ensuring company’s credibility
- The role of data in shaping, designing and preserving company’s culture and for ensuring company’s credibility
- A practical approach to shaping the culture in the company and to enforcing credibility measures in the company through data practicum
- Practical case study and case studies showing challenges and solutions in the field of shaping and designing company culture and ensuring the credibility of the company
Learning and teaching methods
- lectures
- Guided classes (practical examples and illustrations in the field)
- case studies
- individual consultation with the professor
- active individual and group work
- brainstorming
Intended learning outcomes - knowledge and understanding
1. Has a comprehensive understanding of techniques / methodologies applicable to their own work (e.g. Thommen's, Morris's or Belak's model of enterprise ethics implementation) (PILO 1a, 2a).
2. 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, models of credibility and enterprise culture implementation) at the forefront of their academic discipline(PILO 2a).
3. Has the awareness and ability to manage the implications of ethical dilemmas and work pro-actively with others to formulate solutions (PILO 3c, 4c).
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of knowledge communicating the outcome effectively to the topic of culture, ethics and enterprise credibility (PILO 2c, 3b)
5. With critical awareness, can synthesise information in a manner that may be innovative, utilising knowledge from the forefront of the discipline / practice of credibility, ethics and enterprise culture (PILO 1a, 4c)
6. 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 4a, 4b).
7. Can operate in complex and unpredictable and/or specialised contexts, and has an overview of the issues governing good practice in a context of organizational culture, ethics and enterprise credibility (PILO 4b, 4c)
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 a comprehensive understanding of techniques / methodologies applicable to their own work (e.g. Thommen's, Morris's or Belak's model of enterprise ethics implementation) (PILO 1a, 2a).
2. 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, models of credibility and enterprise culture implementation) at the forefront of their academic discipline(PILO 2a).
3. Has the awareness and ability to manage the implications of ethical dilemmas and work pro-actively with others to formulate solutions (PILO 3c, 4c).
4. With critical awareness can undertake analysis of complex, incomplete or contradictory areas of knowledge communicating the outcome effectively to the topic of culture, ethics and enterprise credibility (PILO 2c, 3b)
5. With critical awareness, can synthesise information in a manner that may be innovative, utilising knowledge from the forefront of the discipline / practice of credibility, ethics and enterprise culture (PILO 1a, 4c)
6. 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 4a, 4b).
7. Can operate in complex and unpredictable and/or specialised contexts, and has an overview of the issues governing good practice in a context of organizational culture, ethics and enterprise credibility (PILO 4b, 4c)
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:
• PRIMEC, Andreja, BELAK, Jernej. Sustainable CSR : Legal and Managerial demands of the new EU legislation (CSRD) for the future corporate governance practices. Sustainability. 2022, vol. 14, issue 24, str. 1-29, ilustr. ISSN 2071-1050. https://www.mdpi.com/2071-1050/14/24/16648, DOI: 10.3390/su142416648. [COBISS.SI-ID 136291843].
• 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, 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].
• PRIMEC, Andreja, DUH, Mojca, BELAK, Jernej. Corporate integrity : just a concept or real behavior/practice. Transylvanian review. [Print ed.]. 2018, vol. 27, supplement no. 1, str. [303]-320. ISSN 1221-1249. http://www.centruldestudiitransilvane.ro/Document_Files/Review%202015%20-%202035/00000775/sd38s_PrimecBelak.pdf. [COBISS.SI-ID 13136924].
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 .
