FSS:VPLn8816 Soc. Develop. at Organization - Course Information

VPLn8816 Social Development at Organizations

Extent and Intensity

2/0/0. 10 credit(s). Type of Completion: zk (examination).
Asynchronous teaching

Teacher(s)

doc. Mgr. Ondřej Hora, Ph.D. (lecturer)
Mgr. Blanka Plasová, Ph.D. (lecturer)

Guaranteed by

doc. Mgr. Ondřej Hora, Ph.D.
Department of Social Policy and Social Work – Faculty of Social Studies
Supplier department: Department of Social Policy and Social Work – Faculty of Social Studies

Timetable

Sat 19. 10. 9:00–10:40 P52, 11:00–12:40 P52, 13:00–14:40 P52, Sat 30. 11. 15:00–16:40 P51 Posluchárna V. Čermáka, 17:00–18:40 P51 Posluchárna V. Čermáka

• Timetable of Seminar Groups:

VPLn8816/01_strategie_CSR: No timetable has been entered into IS. O. Hora
VPLn8816/02_Prace_rodina: No timetable has been entered into IS. B. Plasová
VPLn8816/03_Gender_nerov: No timetable has been entered into IS. B. Plasová
VPLn8816/04_Stabilizace: No timetable has been entered into IS. O. Hora

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

there are 10 fields of study the course is directly associated with, display

Course objectives

The course answers the question: What is social and organisational development in organisations and how to arrange it.
At the end of the course students should:
- Know about various organisation development risks emerging in organisations.
- Know appropriate measures for these risks and be able to present solutions for indentifyed social risks.
- Be able to reflect strategy of the organisation incl. personel strategy and strategy of organisational development and context (e.g. public policy).
- By able to analyse problems, situations and measures of organisational development.
- Reflect need to comunicate, especialy to comunicate and mediate problems and enhance necesary skills.

Learning outcomes

At the end of the course students should:
- Individually elaborate logical and consistent written proposal of solution adequately reacting to concrete problem.
- Be able to individually apply theoretical and empirical knowledge gained during this course (and other previous courses).
- Prove analytical competences to analyze concrete problem or situation.
- Prove knowledge and competences to apply concrete methodology for solving of problem.

Syllabus

• 1) Introduction to organisational development.
• 2) Analysis of evidence for organisational development program.
• 4) Training: Human and social capital development.
• 5) Organisational development: Learning organization.
• 6) Corporate social responsibility.
• 7) OD and retention of employees.
• 8) Ethics in entrepreneurship.
• 9) Equal opportunities for men and women.
• 10) Balancing work and family life.
• 11) Issues of bossing and mobbing.
• 11) Diversity management.
• 12) Designing and implementing OD programs.

Literature

required literature
• A Handbook of personnel management practice (Orig.) : Personální management [Grada Publishing, 1999]. info
• Veselý, A., 2006. Teorie mnohačetných forem kapitálů. Pražské sociálně vědní studie. Praha: CESES, FSV UK a FF UK. (dostupné na: http://publication.fsv.cuni.cz)
• Esping-Andersen, G. 2009. The Incomplete Revolution: Adapting to Women's New Roles. Cambridge: Malden, Polity Press. Str. 1-110. (v knihovně)
• Cahusac E, Kanji S (2014) Giving up: How gendered organizational cultures push mothers out. Gender, Work & Organization 21(1): 57–70.
• Cheung-Judge, Mee-Yan, Holbeche, Linda (2015). Organization development. Kogan Page: London, 90-113.
• Eger, Ludvík, 2009. Diverzity management, Praha: Česká andragogická
• Acker, J. 1990. Hierarchies, Jobs, Bodies: Theory of Gendered Organizations. Gender & Society 2 (139): 139-158.
• Bičáková, A.; Kalíšková, K. 2015. Od mateřské k nezaměstnanosti: Postavení žen s malými dětmi na trhu práce. IDEA studie 8 / 2015
• Hill, E.J.; Weiner, S.P. 2003. Work/Life Balance Policies and Programs. In: Edwards, J.E; Scott, J.C.; Raju, N.S. 2003. The Human Resources Program-Evaluation Handbook. Sage Publication, Inc. Str. 447-468
• Allison, Michael, Kaye, Jude (2005). Strategic Planning for Non Profit Organizations, John Viley and Sons: Hoboken, str. 125-152.
• Barth, Regine, Wolff Franzizska (2009). „Corporate Social Responsibility and sustainability impact: opening the arena“. Pp 3-25 In Barth, Regine, Wolff Franzizska (eds.) Corporate Social Responsibility in Europe. UK/USA: Edward Edgar. (čti str. 3-19)
• Taylor-Gooby, P. 2004. New Risks and Social Change. Pp. 1-28. In Taylor-Gooby, P. (ed.). New risks, new welfare: the Transformation of the European Welfare State. New York: Oxford Univerzity Press.
• Branham, Leight (2009) 7 skrytých důvodů proč zaměstnanci odcházejí z firem. Praha: Grada Publishing. (str. 29-41)
• GRASSEOVÁ, Monika and KOL. Analýza podniku v rukou manažera: 33 nejpoužívanějších metod strategického řízení. 2nd ed. Brno: BizBooks, 2012, 325 pp. ISBN 978-80-265-0032-2. info
• KŘÍŽKOVÁ, Alena and Karel PAVLICA. Management genderových vztahů : postavení žen a mužů v organizaci. Vyd. 1. Praha: Management Press, 2004, 155 s. ISBN 8072611178. info
• TICHÁ, Ivana. Učící se organizace. Vyd. 1. V Praze: Česká zemědělská univerzita, 1999, 56 s. ISBN 80-213-0574-6. info
• WERTHER, William B. and Keith DAVIS. Lidský faktor a personální management. 1. vyd. Zlín: Victoria Publishing, 1992, 611 s. ISBN 808560504X. info

recommended literature
• Branham, Leight (2004). Jak si udržet nejlepší zaměstnance. Brno: Computer Press. (čtěte výběrově dle svého zájmu o konkrétní problémy nebo postupy řešení)
• Bonoli, G. 2006. New Social Risks and the Politics of Post-Industrial Social Policies. Pp. 3-26. In Armingeon, K., Bonoli, G. (eds.): The Politics of Post-Industrial Welfare States. Adapting post-war social policies to new social risks. NY: Routledge
• Rothwell, Sullivan (2010) „Change Process and Models“ in Rothwell et al. Practicing Organisation Development. Pfeiffer: San Francisco, str. 43-70.
• Hubbard, E., 2004.: The Manager's Pocket Guide to Diversity Management,
• Pavlík, Bělčík a kol. (2010). Společenská odpovědnost organizace: CSR v praxi a jak s ním dál. Praha: Grada (str. 65-91)
• Cummings, Thomas, Worley, Chritopher (2009). Organizational Development and Change. Cengage Learning: Mason, str. 121-130, 139-150.
• Potůček, M. 1999. Křižovatky české sociální reformy. Praha: SLON. ss. 14-35.
• Hohnen (2007). Corporate Social Responsibility. An Implementation Guide for Business. International Institute for Sustainable Development. Manitoba. str. 18-54.
• Foot, M, Hook, G. 2002. Personalistika. Praha: Computer Press
• Huňková, M., Rytířová, K., Navrátilová. J. 2003. Rovné příležitosti žen a mužů v zaměstnání. Brno: Nesehnutí. Str. 17-18.
• Griffeth, R., Hom, P. (2001). Retaining valued employees. London: Sage, str. 1-30.
• Formánková, L,; Plasová, B,; Vyhlídal, J. 2016. Parental employment patterns in the Czech Republic: economic rationality or cultural norm? Pp. 141-170 In Roosalu, T. , Hofäcker. D.. Rethinking Gender, Work and Care in a New Europe.
• SENGE, Peter M. Pátá disciplína : teorie a praxe učící se organizace. Translated by Irena Grusová. Vyd. 1. Praha: Management Press, 2007, 439 s. ISBN 9788072611621. info

not specified
• Hubbart (2004). What is diverzity? In: The Manager's Pocket Guide to Diversity Management (kapitola 2). Amherst: HRD PRESS.
• Rothwell et al. Practicing Organisation Development. Pfeiffer: San Francisco, 234-268.

Teaching methods

Lectures. Self-study - Literature imposed on the students. Seminar paper. Repeated feedback on seminar paper.

Assessment methods

Seminar paper. Repeated feedback on seminar paper. Exam - assessment of expertise paper on given topic.

Language of instruction

Czech

Study support

https://is.muni.cz/auth/el/fss/podzim2024/VPLn8816/index.qwarp

Further comments (probably available only in Czech)

Study Materials
The course is taught annually.

• Enrolment Statistics (recent)
  
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