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Change Management in Social Work
Study Course Description
Course Description Statuss:Approved
Course Description Version:4.00
Study Course Accepted:08.11.2021 16:52:02
| Study Course Information | |||||||||
| Course Code: | LUSDK_202 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Sociology; Social Politics and Organisation of Social Work | Target Audience: | Social Welfare and Social Work | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Ainārs Judeiks | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Department of Welfare and Social Work | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Riga, 26a Anniņmuižas boulevard, socdk rsu[pnkts]lv, +371 67061575 | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 6 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 12 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 24 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 6 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 12 | ||||
| Classes (count) | 6 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 12 | ||||
| Total Contact Hours | 24 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Understanding of organisation management. | ||||||||
| Objective: | To familiarise master students with theoretical and practical change management and creative thinking models and methods, modelling potential direction of development of welfare and social work. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Theoretical discourse of change management, its implementation models. Conceptual models of change management. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Basic principles of systemic thinking, when making changes in an organisation. Main components of the change management model. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | 8-step change model by John Paul Kotter. Resistance of employees to change. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 4 | Motivation of employees to change. Role of emotional experience in the process of changes. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Creative thinking models and their use in the process of implementation of change management. Creative thinking methods. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Phenomenon of leadership in change management. Organisation of remote work. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Theoretical discourse of change management, its implementation models. Conceptual models of change management. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | Basic principles of systemic thinking, when making changes in an organisation. Main components of the change management model. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | 8-step change model by John Paul Kotter. Resistance of employees to change. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 4 | Motivation of employees to change. Role of emotional experience in the process of changes. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 5 | Creative thinking models and their use in the process of implementation of change management. Creative thinking methods. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 6 | Phenomenon of leadership in change management. Organisation of remote work. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Assessment | |||||||||
| Unaided Work: | Studies of literature, study and selection of theoretical material. Participation in lectures, classes, active participation in seminars. Participation in group work. Reflection. | ||||||||
| Assessment Criteria: | Test methods: active participation in lectures, preparation and presentation of practical work. Examination – development and defence of competitive social project ideas using creative methods. | ||||||||
| Final Examination (Full-Time): | Exam | ||||||||
| Final Examination (Part-Time): | Exam | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Master students know the models and methods of change management and creative thinking, are able to use them for innovative changes in the Welfare System. Understand the concepts of change management, creative thinking. | ||||||||
| Skills: | Master students can work in a team/group, evaluate the results of their work, motivate employees, delegate and coordinate fulfilment of their duties, develop and criticise new ideas, listen, watch and read with creative attitude, structure their work creatively. | ||||||||
| Competencies: | Master students are able to manage team/group work, analyse, systematise and integrate the information obtained, able to develop an idea for change in a creative and innovative way, and to create and maintain a creative climate in the team. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Autoru kolektīvs. Pārmaiņu vadība. Rīga, Lietišķās informācijas dienests, 2008. | ||||||||
| 2 | Deivids, M. Herolds, Donalds, B. Fedors. Mainiet veidu, kā vadāt pārmaiņas. Rīga, Lietišķās informācijas dienests, 2009. | ||||||||
| 3 | Eiders, Dž. Radošas domāšanas māksla. Rīga, Lietišķās informācijas dienests, 2008. | ||||||||
| 4 | de Bono, E. Sešas domāšanas cepures. Rīga, Apgāds „Zvaigzne”, 2009. | ||||||||
| 5 | Autoru kolektīvs. Domāšanas māksla ikvienam. Rīga, Nordik, 2010. | ||||||||
| 6 | Makčesnijs, K., Kovejs, Š., Halings, Dž. 4 izpildes disciplīnas. Rīga: Zvaigzne ABC, 2018. | ||||||||
| Additional Reading | |||||||||
| 1 | Kārters, F., Rasels, K. Domāšanas māksla. Rīga, Apgāds „Zvaigzne”, 2004. | ||||||||
| 2 | Grifins, E. Reputācijas vadības stratēģijas. Rīga, Lietišķās informācijas dienests, 2008. | ||||||||
| 3 | de Bono, E. Lieliskais prāts. Rīga, Apgāds „Zvaigzne”, 2010. | ||||||||
| 4 | de Bono, E. Domā! Kamēr nav par vēlu. Rīga, Apgāds „Zvaigzne”, 2012. | ||||||||
| 5 | Paul, R. and L. Elder. Critical Thinking: Tools for taking charge of your learning and your life – ed. Columbus, Ohio: Pearson Prentice - Hall, 2006. | ||||||||
| 6 | Pīlēns, U. (mans) uzņēmēja kods. Rīga: Zvaigzne ABC, 2018. | ||||||||
| 7 | Stanford,, J. Breaking the Cycle of Failed Change Management. Alexandria, VA: Association For Talent Development, 2016. | ||||||||
| 8 | Šarmers, K. O. U teorija. Vadība no topošās nākotnes. Rīga: Zvaigzne ABC | ||||||||
| 9 | Nelike, M. Kreativitātes metodes radošo spēju attīstīšanai. Rīga, De Novo, 2003. | ||||||||
| Other Information Sources | |||||||||
| 1 | Fišers, R. Mācīsim bērniem domāt. Rīga, RaKa, 2005. | ||||||||
| 2 | Billig, M. Arguing and Thinking: a rhetorical approach to social psychology, revised edition – Cambridge. Cambridge University Press, 1996. | ||||||||
| 3 | Sviķis, A. MATRIC tīklojums. Oriģināls biznesa pārvaldības modelis. Rīga: Zvaigzne ABC, 2018. | ||||||||
| 4 | Dienas Bizness | ||||||||
| 5 | Harvard Business Review | ||||||||
