Contemporary Management Concepts MNM2SE02MN-Z19
Ćwiczenia (C) Semestr zimowy 2020/2021

Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York.

Richard R. Gesteland, 2002, Cross-Cultural Business Behavour. Marketing, Negotiating, Sourcing and Managing Across Cultures, Copenhagen Business School Press

John O’Shaughnessy, Business Organization, George Allen & Unwin LTD, London.

M.C. Barnes, A.H. Fogg, C.N. Stephens, L.G. Titman, 2013, Company Organization. Theory and Practice, Routledge Taylor & Francis Group, London and New York.

Stewart R. Clegg, Cynthia Hardy (edit.), 1999, Studying Organization. Theory & Method, SAGE Publications, London.

G.Vijayaragavan Iyengar, 2008, High Performance Leadership, Himalaya Publishing House, Mumbai.

S. Shajahan, Linu Shajahan, 2004, Organization Behaviour, New Age International (P) Limited Publishers; Chapter 13: Culture and Organizational Effectiveness.

Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London,

Rune Todnem By, Bernard Burnes (edit.), 2013, Organizational Change, Leadership and Ethics. Leading organizations

Ronald J. Ebert, Ricky W. Griffin. 2007. Business Essentials, Pearson Prentice Hall.

Richard L. Daft. 1995. Organization Theory and Organization, West Publishing Company.

Thomas W. Zimmerer, Norman M. Scarborough, Doug Wilson. 2008. Essential of Entrepreneurship and Small Business Management, Pearson Prentice Hall.

Gary Yukl. 1994. Leadership in Organizations, Prentice Hall.

Alan M. Rugman, Simon Collinson. 2006. International Business, Pearson Education.

Masaaki Kotabe, Kristiaan Helsen. 2008. Global Marketing Management, John Wiley & Sons, Inc.

Philip Kotler. 1994. Marketing Management. Analysis, Planning, Implementation and Control, Prentice-Hall.

James Champy. 1995. Reengineering Management. The Mandate for New Leadership, Harper Business Publishers, New York.

John J. Wild, Kenneth L. Wild, Jerry C.Y. Han. 2008. International Business. The Challenge of Globalization, Pearson Education.

Raymond A. Noe, John R. Hollenbeck, Barry Gerhart, Patrick M. Wright, 1994. Human Resource Management: Gaining a Competitive Advantage, IRWIN Austen Press.

Alan P. Muhlemann, John S. Oakland, J.S. and Keith G. Lockyer. Production and Operations Management,

Donald Waters., Operations Management: Producing Goods and Services.

D. Sachs, 2015, The age of sustainable development, Columbia University Press

Vandana Desai, Robert B. Potter (edit.), 2002, The Comparison to development studies, Hodder Arnold

John Hancock (edit.), 2005, Investing in Corporate Social Responsibility. A Guide to Best Practice, Business Planning & the UK's Leading Companies, Kogan Page Limited

W1; Student has extensive knowledge about the contemporary international and global business environment, in the context of the dynamics of changes taking place in this environment, as well as the impact that these changes have on the modern organization and dilemmas of the businessman (MN-K7–W02)

W2; Student has basic knowledge about the process of formulating and implementing sustainable functional strategies in an international and global environment, and understands the importance of managing change and creating and implementing innovation in the process of building a competitive advantage.

U1; Student can systematically update and improve his/her skills, broaden the scope of knowledge and consciously develop his/her own career (MN-K7–U01)

U2; Student can define complex business problems and to formulate their solutions in a creative, conscious and ethical manner, using for this purpose the tools of business analytics and available information and communication systems. He/she can formulate and test hypotheses related to simple research problems.

K1; Student can make a critical assessment of the received content in the conditions of information overload (MN-K7–K01)

K2; Student is ready to initiate and launch social and business entrepreneurial processes based on ethical values and taking into account the social benefit (MN-K7–K02).

Assessment methods;

1. Midterm exercises 1 (22 points)

2. Midterm exercises 2 (22 points)

3. Power Point (6 points).

4. Final exercises (50 points).

The final course grading criteria is described below;

91 – 100 points; Very Good (grade 5), 81 – 90 points; Good plus (grade 4.5)

71 – 80 points; Good (grade 4), 61 – 70 points; Satisfactory plus (grade 3.5)

51 – 60 points; Satisfactory (grade 3), 0 - 50 points; Failing (grade 2)

Class participation. Students are expected to be prepared for items that the syllabus cites for the day indicated as read or prepare. Participants are required to actively participate in class and discussions. Likewise, they are expected in class on time.

Absence, lateness, and lack of preparation will have a negative impact on your grade. If you do not meet the course requirements, your grades will be lower. Students who will exceed 60% of absence will fail.

Exercise 1; Learning organization

Text for this class; Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London; Chapter 1: Theoretical Perspectives on New Forms of Organizing.

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 1: Why Enterprise Transformation?

Exercise 2; Applied lean business transformation

Text for this class; Dennis P. Hobbs, 2011, Applied Lean Business Transformation. A Complete Project Management Approach, J.Ross Publishing; Chapter 1: The Applied Lean Business Transformation: Before and After & Chapter 2: The Lean Operating System: A Different Way of Thinking.

.

Text for this class; Steven C. Bell, Michael A. Orzen, 2011, Lean IT. Enabling and Sustaining Your Lean Transformation, CRC Press Taylor & Francis Group, Chapter 1: Why Lean IT Matter?

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 2: The Seventh Principles of Enterprise Transformation.

Exercise 3; Designing business effectiveness.

Text for this class; Steven C. Bell, Michael A. Orzen, 2011, Lean IT. Enabling and Sustaining Your Lean Transformation, CRC Press Taylor & Francis Group; Chapter 3: The Lean IT and Business Partnership.

Text for this class; Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London; Chapter 8: Integrating the Team-based Structure in the Business Process: The Case of Saab Training Systems.

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 3: A Roadmap to Successful Enterprise Transformation.

Exercise 4; Business Process Improvement.

Text for this class; Steven C. Bell, Michael A. Orzen, 2011, Lean IT. Enabling and Sustaining Your Lean Transformation, CRC Press Taylor & Francis Group; Chapter 4: Lean IT and Business Process Improvement.

Text for this class; Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London; Chapter 7: New Forms of Organizing through Human Resource Management: The Case of Fremap.

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 5: The Stakeholder Lens.

Exercise 5; Lean management systems.

Text for this class; Steven C. Bell, Michael A. Orzen, 2011, Lean IT. Enabling and Sustaining Your Lean Transformation, CRC Press Taylor & Francis Group; Chapter 6: Lean Management Systems.

Text for this class; Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London, Chapter 5; The Emergence and Development of Internal Networks and their Impact on Knowledge Flows: The Case of Rabobank Group.

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 6: The Process Architecture Lens.

Exercise 6; Transformation leadership.

Text for this class; Steven C. Bell, Michael A. Orzen, 2011, Lean IT. Enabling and Sustaining Your Lean Transformation, CRC Press Taylor & Francis Group; Chapter 10: Leading the Lean IT Transformation.

Text for this class; Andrew M. Pettigrew, Evelyn M. Fenton, 2000, The Innovation Organization, Sage Publication, London; Chapter 6: Hilti AG: Shared Leadership and the Rise of the Communicating Organization.

Text for this class; Debarah J. Nightingale, Jayakanth Srinivasan, 2011, Beyond the Lean Revolution. Achieving Successful and Sustainable Enterprise Transformation, American Management Association AMACOM, New York, Chapter 4: Transformation Leadership.

The course employs a variety of teaching methods, including lectures, discussion, case write, quiz. Although the specific activities will vary, the objectives will always be the same: to improve students understanding of management.