VPLn4434 Social Development at Organizations

Faculty of Social Studies
Spring 2020
Extent and Intensity
1/1/0. 10 credit(s). Type of Completion: zk (examination).
Teacher(s)
Mgr. Blanka Plasová, PhD. (lecturer)
Mgr. Ondřej Hora, Ph.D. (lecturer), doc. PhDr. Jiří Winkler, Ph.D. (deputy)
Mgr. Kristína Chudá (lecturer)
Guaranteed by
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
Mon 18:00–19:40 P31 Posluchárna A. I. Bláhy
  • Timetable of Seminar Groups:
VPLn4434/spolecenska_odp: No timetable has been entered into IS. O. Hora
VPLn4434/vzdelavani: No timetable has been entered into IS. K. Chudá
VPLn4434/harmon_prace: No timetable has been entered into IS. B. Plasová
VPLn4434/stabilizace_zam: No timetable has been entered into IS. O. Hora
Prerequisites (in Czech)
! VPL434 Soc. Develop. at Organization && ! NOWANY ( VPL434 Soc. Develop. at Organization )
Course Enrolment Limitations
The course is only offered to the students of the study fields the course is directly associated with.

The capacity limit for the course is 50 student(s).
Current registration and enrolment status: enrolled: 18/50, only registered: 0/50
fields of study / plans the course is directly associated with
there are 12 fields of study the course is directly associated with, display
Course objectives
The course answers the question: What is social 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. lecture: Introduction.
  • 2. lecture: Analysis of organisation.
  • 3. lecture: Human capital development through training
  • 4. lecture: Corporate social responsibility
  • 5. lecture: Retention.
  • 6. lecture: Work-life balance
  • 7. lecture: Work-life balance (seminar)
  • 8. lecture: Gender inequality in organisation
  • 9. lecture: Learning organisations.
  • 10. lecture: Firm ethics.
  • 11. lecture: Diversity Management
  • 12. lecture: Measures of organisational development.
Literature
    required literature
  • A Handbook of personnel management practice (Orig.) : Personální management [Grada Publishing, 1999]. info
  • Cahusac E, Kanji S (2014) Giving up: How gendered organizational cultures push mothers out. Gender, Work & Organization 21(1): 57–70.
  • Branham, Leight (2009) 7 skrytých důvodů proč zaměstnanci odcházejí z firem. Praha: Grada Publishing. (str. 29-41)
  • 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.
  • Bičáková, A.; Kalíšková, K. 2015. Od mateřské k nezaměstnanosti: Postavení žen s malými dětmi na trhu práce. IDEA studie 8 / 2015
  • Acker, J. 1990. Hierarchies, Jobs, Bodies: Theory of Gendered Organizations. Gender & Society 2 (139): 139-158.
  • Eger, Ludvík, 2009. Diverzity management, Praha: Česká andragogická
  • 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)
  • 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)
  • Allison, Michael, Kaye, Jude (2005). Strategic Planning for Non Profit Organizations, John Viley and Sons: Hoboken, str. 125-152.
  • Esping-Andersen, G. 2009. The Incomplete Revolution: Adapting to Women's New Roles. Cambridge: Malden, Polity Press. Str. 1-110. (v knihovně)
  • 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
  • GRASSEOVÁ, Monika and KOL. Analýza podniku v rukou manažera: 33 nejpoužívanějších metod strategického řízení. 2. vyd. 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
  • Griffeth, R., Hom, P. (2001). Retaining valued employees. London: Sage, str. 1-30.
  • 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
  • Cummings, Thomas, Worley, Chritopher (2009). Organizational Development and Change. Cengage Learning: Mason, str. 121-130, 139-150.
  • Foot, M, Hook, G. 2002. Personalistika. Praha: Computer Press
  • Pavlík, Bělčík a kol. (2010). Společenská odpovědnost organizace: CSR v praxi a jak s ním dál. Praha: Grada (str. 65-91)
  • Hohnen (2007). Corporate Social Responsibility. An Implementation Guide for Business. International Institute for Sustainable Development. Manitoba. str. 18-54.
  • 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.
  • Hubbard, E., 2004.: The Manager's Pocket Guide to Diversity Management,
  • Huňková, M., Rytířová, K., Navrátilová. J. 2003. Rovné příležitosti žen a mužů v zaměstnání. Brno: Nesehnutí. Str. 17-18.
  • Potůček, M. 1999. Křižovatky české sociální reformy. Praha: SLON. ss. 14-35.
  • Branham, Leight (2004). Jak si udržet nejlepší zaměstnance. Brno: Computer Press. (čtěte výběrově dle svého zájmu o konkrétní problémy nebo postupy řešení)
  • Rothwell, Sullivan (2010) „Change Process and Models“ in Rothwell et al. Practicing Organisation Development. Pfeiffer: San Francisco, str. 43-70.
  • 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
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
Further comments (probably available only in Czech)
Study Materials
The course is taught annually.
Listed among pre-requisites of other courses
The course is also listed under the following terms Spring 2021.
  • Enrolment Statistics (recent)
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