VPLn8816 Social Development at Organizations

Faculty of Social Studies
Autumn 2019
Extent and Intensity
2/0/0. 10 credit(s). Type of Completion: zk (examination).
Teacher(s)
Mgr. Ondřej Hora, Ph.D. (lecturer)
Mgr. Blanka Plasová, PhD. (lecturer)
Mgr. Tereza Pospíšilová (seminar tutor)
Mgr. Kristína Chudá (seminar tutor)
PhDr. Imrich Vašečka, Ph.D. (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
Sat 19. 10. 9:00–10:30 P51 Posluchárna V. Čermáka, 10:45–12:15 P51 Posluchárna V. Čermáka, 12:30–14:00 P51 Posluchárna V. Čermáka, Sat 30. 11. 14:15–15:45 P51 Posluchárna V. Čermáka, 16:00–17:30 P51 Posluchárna V. Čermáka
  • Timetable of Seminar Groups:
VPLn8816/CSR: No timetable has been entered into IS. O. Hora
VPLn8816/Vzdelavani: No timetable has been entered into IS. K. Chudá
VPLn8816/Motivace: No timetable has been entered into IS. I. Vašečka
VPLn8816/Stabilizace: No timetable has been entered into IS. O. Hora
Prerequisites (in Czech)
! VPL816 Soc. Develop. at Organization && ! NOWANY ( VPL816 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.
fields of study / plans the course is directly associated with
there are 9 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) Introduction to social development in organizations.
  • 2) Programs of social development.
  • 3) Analysis of evidence for program of social development.
  • 4) Creation of program of social development.
  • 5) Ethics in entrepreneurship.
  • 6) Corporate social responsibility.
  • 7) Human and social capital development.
  • 8) Learning organization.
  • 9) Equal opportunities for men and women.
  • 10) Balancing work and family life.
  • 11) Diversity management.
  • 12) Motivation and retention of employees.
Literature
    required literature
  • A Handbook of personnel management practice (Orig.) : Personální management [Grada Publishing, 1999]. info
  • Branham, Leight (2009) 7 skrytých důvodů proč zaměstnanci odcházejí z firem. Praha: Grada Publishing. (str. 29-41)
  • Eger, Ludvík, 2009. Diverzity management, Praha: Česká andragogická
  • 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
  • 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.
  • 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.
  • Cahusac E, Kanji S (2014) Giving up: How gendered organizational cultures push mothers out. Gender, Work & Organization 21(1): 57–70.
  • 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.
  • Esping-Andersen, G. 2009. The Incomplete Revolution: Adapting to Women's New Roles. Cambridge: Malden, Polity Press. Str. 1-110. (v knihovně)
  • 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
  • Huňková, M., Rytířová, K., Navrátilová. J. 2003. Rovné příležitosti žen a mužů v zaměstnání. Brno: Nesehnutí. Str. 17-18.
  • Hohnen (2007). Corporate Social Responsibility. An Implementation Guide for Business. International Institute for Sustainable Development. Manitoba. str. 18-54.
  • Rothwell, Sullivan (2010) „Change Process and Models“ in Rothwell et al. Practicing Organisation Development. Pfeiffer: San Francisco, str. 43-70.
  • Potůček, M. 1999. Křižovatky české sociální reformy. Praha: SLON. ss. 14-35.
  • Griffeth, R., Hom, P. (2001). Retaining valued employees. London: Sage, str. 1-30.
  • Foot, M, Hook, G. 2002. Personalistika. Praha: Computer Press
  • Hubbard, E., 2004.: The Manager's Pocket Guide to Diversity Management,
  • 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
  • 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.
  • Pavlík, Bělčík a kol. (2010). Společenská odpovědnost organizace: CSR v praxi a jak s ním dál. Praha: Grada (str. 65-91)
  • Branham, Leight (2004). Jak si udržet nejlepší zaměstnance. Brno: Computer Press. (čtěte výběrově dle svého zájmu o konkrétní problémy nebo postupy řešení)
  • Cummings, Thomas, Worley, Chritopher (2009). Organizational Development and Change. Cengage Learning: Mason, str. 121-130, 139-150.
  • 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)
The course is taught annually.
The course is also listed under the following terms Autumn 2020.
  • Enrolment Statistics (Autumn 2019, recent)
  • Permalink: https://is.muni.cz/course/fss/autumn2019/VPLn8816