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Strategies and Management of International Business
Study Course Description
Course Description Statuss:Approved
Course Description Version:8.00
Study Course Accepted:05.03.2024 12:02:16
| Study Course Information | |||||||||
| Course Code: | SBUEK_070 | LQF level: | Level 7 | ||||||
| Credit Points: | 3.00 | ECTS: | 4.50 | ||||||
| Branch of Science: | Management; Business Management | Target Audience: | Business Management | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Ieva Kalve | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Faculty of Social Sciences | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Dzirciema street 16, Rīga, szf rsu[pnkts]lv | ||||||||
| Study Course Planning | |||||||||
| Full-Time - Semester No.1 | |||||||||
| Lectures (count) | 10 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 20 | ||||
| Classes (count) | 5 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 10 | ||||
| Total Contact Hours | 30 | ||||||||
| Part-Time - Semester No.1 | |||||||||
| Lectures (count) | 5 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 10 | ||||
| Classes (count) | 4 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 8 | ||||
| Total Contact Hours | 18 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Business Administration/ Management (required), Strategic Management (recommended), understanding management processes and management experience (recommended). | ||||||||
| Objective: | To create Master’s students’ understanding of current theoretical aspects of strategic management, to learn and analyse experience gained in Europe and Latvia, to develop understanding of business processes and their management from a strategic point of view, to learn to notice, analyse and use the opportunities offered by the European Union and other alliances. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Current theoretical aspects of strategic management. | Lectures | 1.00 | auditorium | |||||
| 2 | Problems and approach to solving them (system approach), limitations and opportunities. | Lectures | 1.00 | auditorium | |||||
| 3 | The nature of changes and basic principles of the management thereof. | Lectures | 1.00 | auditorium | |||||
| 4 | Evolution of priorities – causes, importance and use. | Classes | 1.00 | auditorium | |||||
| 5 | Knowledge management – term and practical usability. | Lectures | 1.00 | auditorium | |||||
| 6 | Elements of strategic process, levels of strategic planning, importance and use thereof. | Lectures | 1.00 | auditorium | |||||
| 7 | Importance and use of different analytical methods in strategic management. | Lectures | 1.00 | auditorium | |||||
| 8 | Peculiarities of strategic management, possible problems and solutions, expected benefits. | Lectures | 1.00 | auditorium | |||||
| 9 | Basic processes and current developments of management science – importance thereof in the strategic process. | Classes | 1.00 | auditorium | |||||
| 10 | Balanced management – fundamental principles and use. | Lectures | 1.00 | auditorium | |||||
| 11 | Leadership and emotional intelligence – fundamental principles, opportunities and utilisation. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 12 | Change management as one of the components of strategic management: essence, importance, methodology. | Classes | 1.00 | auditorium | |||||
| 13 | Operating in the internal and external markets – common and different, benefits and potential problems. | Classes | 1.00 | auditorium | |||||
| 14 | Multinational and transnational companies: management and operations thereof philosophy and basic principles; multicultural organisations: benefits and potential problems. | Lectures | 1.00 | auditorium | |||||
| Topic Layout (Part-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Current theoretical aspects of strategic management. | Lectures | 1.00 | auditorium | |||||
| 2 | Problems and approach to solving them (system approach), limitations and opportunities. | Lectures | 1.00 | auditorium | |||||
| 3 | The nature of changes and basic principles of the management thereof. | Lectures | 1.00 | auditorium | |||||
| 4 | Evolution of priorities – causes, importance and use. | Classes | 1.00 | auditorium | |||||
| 5 | Knowledge management – term and practical usability. | Lectures | 1.00 | auditorium | |||||
| 6 | Elements of strategic process, levels of strategic planning, importance and use thereof. | Lectures | 1.00 | auditorium | |||||
| 9 | Basic processes and current developments of management science – importance thereof in the strategic process. | Classes | 1.00 | auditorium | |||||
| 11 | Leadership and emotional intelligence – fundamental principles, opportunities and utilisation. | Classes | 1.00 | auditorium | |||||
| 12 | Change management as one of the components of strategic management: essence, importance, methodology. | Classes | 1.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Participation in lectures and seminars, individual work – work with literature, a report, presentations. | ||||||||
| Assessment Criteria: | Student knowledge are assessed using the 10-point grading system. The final assessment is the sum of all previous assessments plus attendance: • attendance of lectures and seminars – 5%; • activity in seminars and quality of presentation – 35%; • report – 25% – mandatory; if not submitted, student is not allowed to take the exam; • exam – 35%. | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | Exam (Written) | ||||||||
| Learning Outcomes | |||||||||
| Knowledge: | After successful completion of the course, students will: recognise the basic principles of management science and economic systems; identify trends in their development in today’s international environment; will be familiar with the current terminology of strategic management; will understand the processes of globalisation and internationalisation as well as the nature and current developments of strategic management of international business; will be able to use the acquired knowledge creatively and according to the situation. | ||||||||
| Skills: | Students will understand the regularities of current economic development, financial indicators, principles and techniques of organisation of production and services, interests of business owners and other stakeholders and integrate them into the strategy; select and perform the analyses needed to develop the strategy; be able to manage change; communicate successfully with staff, partners, owners and other stakeholders; reasonably discuss the latest forms of work organisation and management information systems, offer progressive solutions in ensuring the management process, articulate organisational development goals, and prepare a development strategy for successful operation of the organisation in today’s globalised world by assessing company’s finances; communicate and collaborate successfully with the staff, partners, owners and other stakeholders. | ||||||||
| Competencies: | Based on the theoretical and practical knowledge acquired, students will perform highly qualified professional functions in the effective management of the organisation and/or its structural units, analyse scientific literature in the field of strategic and change management, as well as formulate problems and offer well-grounded and scientifically sound solutions; using the knowledge and skills obtained in the planning and forecasting of the organisation’s effective operation in accordance with external environment requirements, developing a strategy, mission and objectives in the interest of stakeholders and ensuring efficient operations of the organisation in cooperation with other companies and stakeholders. Students will independently obtain, select, analyse and use information on a particular management science issue in the international economic and legal space; independently formulate and critically analyse professional problems, integrating knowledge from various fields of economics and business to find sound solutions in complex situations. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | I. Kalve. Apseglot pārmaiņu vējus. Biznesa augstskola Turība, Rīga, 2005. | ||||||||
| 2 | J. Caune. Stratēģiskā vadīšana, Lidojošā zivs. Rīga, 2009. | ||||||||
| 3 | Pārmaiņu vadība. Grāmatu sērija "Harvard business review on". Lietišķās Informācijas dienests, Rīga, 2008. | ||||||||
| 4 | Making Sense of Change Management: A Complete Guide to the Models Tools and Techniques of Organizational Change... by Esther Cameron and Mike Green; Publisher: Kogan Page; 3rd edition, 2012. | ||||||||
| 5 | Managing Change in Organizations. Colin A. Carnall. 5th edition. London: Prentice Hall, 2007. | ||||||||
| 6 | Г.Минцберг и др. Стратегический процесс, Питер. Санкт-Петербург, 2001. | ||||||||
| Additional Reading | |||||||||
| 1 | A .Broks. Sistemoloģija mūsu dzīves un izglītības pilnveidei. Raksts no žurnāla „Skolotājs” 2002.g. 4.numura, 7.lpp. | ||||||||
| 2 | J. Rīdeštrolle, Č. A. Nūrdstrems. Aizraujošais bizness. Baltijas vadības konferences, Rīga, 2002. | ||||||||
| 3 | D. K. Hitchins. Putting systems to work. | ||||||||
| Other Information Sources | |||||||||
| 1 | www.economist.com | ||||||||
| 2 | www.harvardbusinessreview.com | ||||||||
| 3 | www.db.lv | ||||||||
