.
Supervision of Teams and Organisations
Study Course Description
Course Description Statuss:Approved
Course Description Version:8.00
Study Course Accepted:14.04.2023 09:14:13
| Study Course Information | |||||||||
| Course Code: | VPUPK_047 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Management; Educational Management | Target Audience: | Pedagogy | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Inita Stūre-Stūriņa | ||||||||
| Study Course Implementer | |||||||||
| Structural Unit: | Department of Health Psychology and Paedagogy | ||||||||
| The Head of Structural Unit: | |||||||||
| Contacts: | Riga, 5 J. Asara Street, vppk rsu[pnkts]lv, +37167061587 | ||||||||
| 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 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Acquired study courses: "Supervisor's professional activity", "Individual supervision", "Group Supervision". | ||||||||
| Objective: | Develop awareness of the principles of organisation as a system. Develop the skills to assess the development needs of the organisation. Plan the process, choose appropriate organisational and team supervision methods. To set criteria for evaluating the effectiveness of supervision. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Organisational components and aspects, development models. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 2 | The culture of the organisation, its levels and its influence in supervision. Communication in the organisation. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 3 | Specific nature of the professional sector and/or institution, assessment of needs and resources. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| 4 | Supervision process in the organisation as a pilot study: diagnostics of organisation, change management, evaluation. | Lectures | 1.00 | auditorium | |||||
| Classes | 2.00 | auditorium | |||||||
| 5 | Management theories, management tools. Management styles, levels, functions. | Lectures | 1.00 | auditorium | |||||
| 6 | Team as an organisational subsystem, typical problems. Ethical dilemmas. The goals and methods of the team's supervision. | Lectures | 1.00 | auditorium | |||||
| Classes | 1.00 | auditorium | |||||||
| Assessment | |||||||||
| Unaided Work: | Independently read the specified sources and make notes, prepare for group work. A detailed case analysis is carried out: an assessment of the situation and/or team of the organisation and an organisation and/or team development plan with a reasoned description of the working methods chosen is drawn up. | ||||||||
| Assessment Criteria: | Activity in group work. Case analysis: prepare an organisation's assessment in writing and draw up an organisation's development plan, explaining the work methods chosen in a reasoned way. Prepare a presentation. | ||||||||
| Final Examination (Full-Time): | Exam (Oral) | ||||||||
| Final Examination (Part-Time): | |||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Explain the components and characteristics of the organisation. Describe the culture of organisations, its levels and influence in supervision. Analyse the organisation's working environment and its development needs in the context of the sector. Name and describe the organisational supervision as part of the research process and steps. Describe the types of management approaches and analyse the effectiveness of management tools according to the specific nature of the organisation. Explain the principles of change management. Understand the types of resistance to change, compare resistance-management tactics. Name the problems characteristic to the team, explain the team's supervision goals and compare different supervision techniques to work with the team, the organisation. | ||||||||
| Skills: | Plan and carry out an evaluation of the case study of organisation/team, analyse potential challenges related to the organisation/team development phase and the cultural impact on the situation, identify potential areas to be improved, draw up an organisation/team-based development plan, choose and describe appropriate supervision working methods. | ||||||||
| Competencies: | Make an evaluation of the situation and/or team of the organisation. Define development needs and draw up an organisation development plan. Is able to rationally describe the selected working methods, their objectives. Make reasoned conclusions on the needs of the development of management processes. | ||||||||
| Clinical Skills: | |||||||||
| No. | Skill | Level | |||||||
| 1 | Eye contact in group counseling | B2 - Intermediate level | |||||||
| 2 | Group contract | B2 - Intermediate level | |||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | Cempbell, D., Coldicutt, T., & Kinsella, K. (1994). Systemic Work With Organizations: A New Model for Managers and Change Agents. H.Karnac Books Ltd. (Jaunāks izdevums nav izdots) | ||||||||
| 2 | Hawkins, P., & Smith, N. (2013). Coaching, Mentoring and Organizational Consultancy. Open University Press. | ||||||||
| 3 | Levi, D. (2020). Group Dinamics for Teams. Sage Publications Inc. | ||||||||
| 4 | Reņģe, V. (2007). Mūsdienu organizāciju psiholoģija. Apgāds Zvaigzne ABC. (akceptējams izdevums) | ||||||||
| 5 | Rollinson, D. (2008). Organisational behaviour and analysis: an integrated approach (4th ed.). London: Pearson education Limited. (Jaunāks izdevums nav izdots) | ||||||||
| 6 | Copeland, S. (2005). Counselling supervision in organisations. London: Routledge (Jaunāks izdevums nav izdots) | ||||||||
| 7 | Peter J. Pecora, David A. Cherin, Emily J. Bruce (2009). Strategic Supervision: A Brief Guide for Managing Social Service Organizations. London: Sage Publications Ltd. (Jaunāks izdevums nav izdots) | ||||||||
| 8 | Carl D. Glickman, Stephen P. Gordon, Jovita M. Gross- Gordon (2018). SuperVision and Instructional Leadership: A Developmental Approach. Pearson | ||||||||
| 9 | Adizes, I. (2018). Prasmīga pārmaiņu vadība. Ievads organizāciju terapijā. Rīga: Zvaigzne | ||||||||
| 10 | Šarmers, K.O. (2018). U teorija. vadība no topošās nākotnes. Rīga: Zvaigzne | ||||||||
| Additional Reading | |||||||||
| 1 | Ešenvalde, I. (2007). Pārmaiņu vadība. Rīga: Jāņa Rozes apgāds. | ||||||||
| 2 | Hanovs, D., Laicāne, M., Mihailovs, I.J. (2009). Dažādības vadība multietniskā vidē. Rīga: Drukātava. | ||||||||
| 3 | Mārtinsone, K., Vāverniece, I., Mihailovs, I.J. (2010). Multikulturālie aspekti supervīzijā. No: Mārtinsone, K. (Sast.) Supervīzija un tās specifika mākslu terapijā. Rīga: Drukātava. | ||||||||
| 4 | Proctor, B. (2008). Group Supervision: A Guide to Creative Practice. (2nd ed.). London: SAGE Publications Ltd. | ||||||||
| 5 | Supervīzija sociālajā darbā: Supervizora rokasgrāmata. (2007). Rīga: Latvijas Universitāte. | ||||||||
| 6 | Zhou, J., & Shally, C.E. (2008). Handbook of organizational creativity. New York: Lawrence Erlbaum Associates. | ||||||||
| 7 | Kruse, K. (2019). Great leaders have no rules: Contrarian leadership principles to transform your team and business. London: Rodale Press | ||||||||
| Other Information Sources | |||||||||
| 1 | Journal of Supervision | ||||||||
| 2 | Journal of Clinical Supervision | ||||||||
| 3 | Journal of Supervision and Training | ||||||||
| 4 | https://www.facebook.com/ANSEsupervision/ | ||||||||
