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Corporate and Global Strategy
Study Course Description
Course Description Statuss:Approved
Course Description Version:6.00
Study Course Accepted:02.02.2024 12:26:14
| Study Course Information | |||||||||
| Course Code: | KSK_133 | LQF level: | Level 7 | ||||||
| Credit Points: | 2.00 | ECTS: | 3.00 | ||||||
| Branch of Science: | Communication Sciences | Target Audience: | Communication Science | ||||||
| Study Course Supervisor | |||||||||
| Course Supervisor: | Ivans Jānis Mihailovs | ||||||||
| 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) | 6 | Lecture Length (academic hours) | 2 | Total Contact Hours of Lectures | 12 | ||||
| Classes (count) | 4 | Class Length (academic hours) | 2 | Total Contact Hours of Classes | 8 | ||||
| Total Contact Hours | 20 | ||||||||
| Study course description | |||||||||
| Preliminary Knowledge: | Basics of Communication. | ||||||||
| Objective: | To develop understanding of the need for a strategic approach, to make an insight into management of strategic matters, planning and implementation of strategies. | ||||||||
| Topic Layout (Full-Time) | |||||||||
| No. | Topic | Type of Implementation | Number | Venue | |||||
| 1 | Diversity of organisations. Interaction between organisations and society. | Lectures | 1.00 | auditorium | |||||
| 2 | Management of organisations nowadays. | Lectures | 1.00 | auditorium | |||||
| 3 | Organisation strategy nowadays. Overview of topical studies. | Classes | 1.00 | auditorium | |||||
| 4 | Strategic planning process. | Lectures | 1.00 | auditorium | |||||
| 5 | Interaction between theoretical considerations and practice. Case analysis. | Classes | 1.00 | auditorium | |||||
| 6 | Analysis of corporate and global strategies. | Lectures | 1.00 | auditorium | |||||
| 7 | Introduction of strategies in a virtual and real environment. | Lectures | 1.00 | auditorium | |||||
| 8 | Measurement of success. | Lectures | 1.00 | auditorium | |||||
| 9 | Development of a strategy for a selected event or company. | Classes | 2.00 | auditorium | |||||
| Assessment | |||||||||
| Unaided Work: | Development of a strategy. In coordination with the university lecturer to select an organisation, company or event and to develop a global strategy for it, observing the considerations obtained during the course. In order to evaluate the quality of the study course as a whole, the student must fill out the study course evaluation questionnaire on the Student Portal. | ||||||||
| Assessment Criteria: | According to a 1 – 10-point grading scale: 20% – participation in classes 40% – development and presentation of a strategy 40% – written examination | ||||||||
| Final Examination (Full-Time): | Exam (Written) | ||||||||
| Final Examination (Part-Time): | |||||||||
| Learning Outcomes | |||||||||
| Knowledge: | Students know and understand in depth the nature of global and corporate strategy, types, modern approaches and methods for the creation of a global and corporate strategy. | ||||||||
| Skills: | Observing theoretical considerations, students creatively and critically analyse corporate and global strategy, explain its meaning in the implementation of the event or operation of the company. | ||||||||
| Competencies: | Students analyse, justify and develop a strategy for the selected company or event, certifying research abilities and understanding, including interdisciplinarily, about modern developments. | ||||||||
| Bibliography | |||||||||
| No. | Reference | ||||||||
| Required Reading | |||||||||
| 1 | New Media and New Public Governance: The Strategic Communication Approach (Ed. Petersons, A., Matkeviciene, R.), Trnava, 153 p. | ||||||||
| 2 | Hatch, M., J. (2006). Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press | ||||||||
| 3 | Rumelt, R. (2011) Good strategy Bad Strategy: The Difference and Why It Matters. Currency, 336 p. | ||||||||
| 4 | Molleda, J., C. (2019). Global and Multicultural Public Relations. John Wiley & Sons. 280 p. | ||||||||
| 5 | Simerson, K.,B. (2011). Strategic Planning: A Practical Guide to Strategy Formulation and Execution. Praeger, 282 p. | ||||||||
| 6 | Frankenheimer, J. (2018). Strategic Communication. Routledge. 174 p. | ||||||||
| 7 | Farwell, J. (2017). Persuasion and Power. The art of Strategic Communication. Georgetown University Press. 306. p. | ||||||||
| Additional Reading | |||||||||
| 1 | Hatch, M., J. (2006). Organization Theory: Modern, symbolic, and postmodern perspectives." 2nd Ed. Oxford University Press | ||||||||
| 2 | Drucker. P. (2009). Management Challenges for the 21 st Century. Harper Collins. 224 p. | ||||||||
| 3 | Ristino, R.,J. (2013). Integrated Strategic Communication: Influencing and Changing Public Opinion and Behavior. Create Space Independent Publishing Platform, 188 p. | ||||||||
| 4 | El-Sherbini, M. (2019). RDA: Strategies for Implementation. Facet Publishing. 464 p | ||||||||
| 5 | Olivant, S. (2016). Keeping Shtum and Other Communication Strategies: A disruptive look at public relations, reputation and crisis management that redefines communication strategy. CreateSpace Independent Publishing Platform. 474 p. | ||||||||
