VŠTE:N_RAM Rational Management - Course Information

N_RAM Rational Management

Extent and Intensity

2/2. 5 credit(s). Type of Completion: zk (examination).

Teacher(s)

Ekaterina Chytilová, Ph.D. (seminar tutor)
doc. PaedDr. PhDr. Marcel Lincényi, PhD., MBA (seminar tutor)
prof. Ing. Jan Váchal, CSc. (seminar tutor)

Guaranteed by

doc. Ing. Peter Gallo, CSc.
Department of Management – Faculty of Corporate Strategy – Rector – Institute of Technology and Business in České Budějovice
Supplier department: Department of Management – Faculty of Corporate Strategy – Rector – Institute of Technology and Business in České Budějovice

Timetable of Seminar Groups

N_RAM/K02: Sat 11. 10. 11:25–12:55 B3, Sun 16. 11. 13:05–17:35 B3, Sun 23. 11. 13:05–17:35 B3, Sun 7. 12. 16:30–18:00 B3, M. Lincényi, J. Váchal
N_RAM/P01: Mon 9:40–11:10 I303, J. Váchal
N_RAM/S01: Thu 11:25–12:55 E4, E. Chytilová

Course Enrolment Limitations

The course is also offered to the students of the fields other than those the course is directly associated with.

fields of study / plans the course is directly associated with

• Business Economy - Product and value management (programme VŠTE, N_PE) (2)

Course objectives supported by learning outcomes

Rational management is the process of dealing with rational management. It helps to acquire skills that are appropriate to develop and synergistically use in the process of various analyses and projections of the future state. Rational management within an organization enables managers to rationally influence current and future processes and elements of the organizational structure. The main objective of rational management is to identify and be able to solve the problems of the organization/enterprise including the problem of people associated with the performance of their work. It can be used at the right time in decision making and management processes with respect to quality, efficiency and productivity of work. The teaching of Rational Management emphasizes the use of independence, critical and creative thinking in students in the context of their further professional development, including the application of innovative potential in the teaching process for implementation in the corporate practice of the professional field.

Learning outcomes

After successful passing of the course the student:
understands the essence of rational management and knows in which areas and when to use this knowledge;
is able to identify a problem and propose a procedure for its solution;
can identify the decision-making process and explain the essence of decision analysis;
can identify future problems and analyze them. On this basis, it can predict future events and propose solutions;
can identify different situations and can evaluate them;
better understand the causes of changes in people's performance, learn to understand and influence them. understands the essence of rational management and knows in which areas and when to use this knowledge;
is able to identify a problem and propose a procedure for its solution;
can identify the decision-making process and explain the essence of decision analysis;
can identify future problems and analyze them. On this basis, it can predict future events and propose solutions;
can identify different situations and can evaluate them;
better understand the causes of changes in people's performance, learn to understand and influence them.

Syllabus

• Lectures:
• 1. Assumptions of rational management, search for organizational efficiency.
• 2. The basic scheme of thinking within the organization. 2. The need for a modern innovative organization, rational management.
• 2. 3. Problem analysis. Problem solving capabilities, problem defining criteria, problem structure.
• 4. Technique, process and application of problem analysis.
• 5. Decision analysis. Conditions and elements of choice.
• 6. Technique of decision analysis. Generation and evaluation of alternatives.
• 7. Applications of decision analysis, types of decisions, complex decisions.
• 8. Decision analysis as a standard procedure.
• 9. Analysis of potential problems, future events and their consequences, basic activities, matter of responsibility.
• 10. Application of potential problem analysis, safeguards, accountability, benefits.
• 11. Evaluation of the situation. Recognition, priorities, planning a course of action for resolution.
• 12. Solving the people performance problem. People performance problems, generating possible causes.
• 13. Establishing a rational process within the organization, conditions for success.
• Seminars:
• 1. Establishing the conceptual apparatus and mastering the prerequisites for rational management and the team's role in the process.
• . 2. Selection, characterization of the enterprise including description of its basic scheme of thinking, composition of modern innovative organization.
• 3. Create a list of problems and problem situations and apply problem analysis to a specific situation.
• 4. Identify problems and apply problem analysis techniques to a selected example.
• 5. Decision making, defining criteria for making a decision about a selected situation (problem).
• 6. Applying decision analysis techniques, generating and evaluating alternatives.
• 7. Creating mind maps for solving problem situations.
• 8. Examples of methods and types of collective decision making and their application in practice.
• 9. Identification of problems and risks in the corporate sphere, including the determination of their potentials, alternatives and scenarios for the future. events.
• 10. Competence matrix in decision-making and problem (crisis) situations of enterprises - creation and distribution of competences.
• 11. Observation of decision and control situations in a model enterprise and construction of decision scenarios for future development of enterprises.
• 12. Monitoring corporate performance based on key performance indicators for a selected entity (organization).
• 13. Creating implementation of rationalization of the selected business process based on the potential for improvement.

Literature

required literature
• MAZÁNEK, L., 2022. Metody manažerského rozhodování. Praha: NEWTON College, a. s. ISBN 978-80-87325-53-7.
• GALLO, P., J. VÁCHAL a J. STRAKOVÁ, 2022. Racionální management. Prešov: Dominanta.

recommended literature
• SCHEDLER, K. a J. RUEGG-STURM, 2014. Multi-rational Management. Mastering Conflicting Demands in a Pluralistic Environment. [s. l.]: Palgrave Macmillan. ISBN 978-1137444400.
• JANKELOVÁ, N., 2021. Manažerské rozhodování. Bratislava: Vydavateľstvo EKONÓM. ISBN 978-80-2254-853-3.
• KEPNER, CH. H. a B. B. TREGOE, 2013. The new rational manager. [s. l.]: Princeton Research Press, ISBN 0971562717.

Forms of Teaching

Lecture
Exercise
Tutorial

Teaching Methods

Frontal Teaching
Brainstorming
Critical Thinking

Student Workload

Activities	Number of Hours of Study Workload
	Daily Study	Combined Study
Preparation for the Mid-term Test	20	20
Preparation for Seminars, Exercises, Tutorial	14	14
Preparation for the Final Test	43	43
Samostudium (in Czech)		36
Závěrečný test (in Czech)	1	1
Attendance on Lectures	26
Attendance on Seminars/Exercises/Tutorial/Excursion	26	16
Total:	130	130

Assessment Methods and Assesment Rate

Test – mid-term
Test – final

Exam conditions

For successful passing of the course, it is necessary to achieve a minimum of 70% in the sum of the continuous and final assessment under the conditions set out below. 30 points can be obtained in the continuous assessment, i.e. 30%. A total of 70 points, i.e. 70 %, may be obtained in the final assessment. Overall course classification: A 100-90, B 89.99-84, C 83.99-77, D 76.99-73, E 72.99-70, FX 69.99-30, F 29.99-0.

Language of instruction

Czech

Teacher's information

A full-time student is obliged to attend contact classes, i.e. everything except lectures, meet the mandatory 70% attendance. If attendance is not met, the student will be will automatically be graded "-". Students are required to contact the course teacher immediately after approval of their individual study plan (ISP). If a student does not do so, their ISP will not be taken into account.

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