Change and risk management in government2018

2006 Change and risk management in government

  • Study programme and level: Master’s Degree Programme Administration- Public sector governance 2nd Cycle
  • 1st year
  • 6 ECTS
  • Course type: Core elective
  • Lectures: 21
  • Seminar: 11
  • Other forms of study: 88
  • Individual work: 60
  • Lecturer: Primož Pevcin, PhD

1. Prerequisits

No prerequisits.

2. Content (Syllabus outline) 

  • The nature and strategic change requirements.
  • Stakeholders and change management strategies.
  • Models of strategic change management (Prosci, Hall, McKinsey, Kotter, Lewin).
  • Strategic changes and change management practices in government.
  • Changes and risks.
  • Identification of risks, quantitative analysis and evaluation of risks.
  • Risk management and risk financing.
  • Risk management specificalities in the public sector.
  • Risks and crisis.
  • Crisis and cutback management in government.
  • Crisis situations and governmental response (natural disasters, wars, terorism, recessions/economic downturns)

3. Readings

  • Drennan, L. in McConnell, A.: Risk and Crisis Management in Public Sector. Routledge, 2007. 
  • Rejda, G.E.: Principles of Risk Management and Insurance. 10. izdaja. Addison-Wesley, 2007.
  • Kotter, J.P.: Leading Change. HBR Press, 2012.

4. Objectives and competences


  • Are able to understand the importance and necessity to implement changes in (public) organisations
  • Are able to use different models of change management
  • Understand relations between changes, risks and potential crisis situation occurance
  • Are able to assess risks in specific situations


  • Ability to implement practical changes in (public) organisations
  • Ability to identify and assess risks in organisations
  • ability to make and implement decisionmaking in crisis
  • ability of problem solving, strategic thinking and utilisation of relevant information

5. Intended learning outcomes


  • understands and solves crucial problems related to change and risk management
  • gains fundamental knowledge to solve practical problems
  • recognizes significant data to perform sound decision-making in order to implement changes and manage risks and crisis situations,
  • delivers roadmap for current organizational status improvements,
  • manages processes of decision-making and change introduction in organizations,
  • solves conflicts and crisis situations.

6. Learning and teaching methods

  • Lectures
  • Seminar
  • Case studies
  • Debate
  • Homeworks

7. Assessment

  • Written or verbal exam 70 %
  • Homeworks 30 %

8. Lecturer's references

  • PEVCIN, Primož. Austerity and cutback management in the public sector: a case study for Slovenia. Halduskultuur, ISSN 1736-6070, 2014, vol. 15, no. 1, str. 80-99.
  • PEVCIN, Primož. Organizational transformation in subnational governments: selected technical evidence on the existence of learning. Ekonomia i Zarządzanie, ISSN 2080-9646, 2015, vol. 7, no. 3, str. 50-54.
  • PEVCIN, Primož. Crisis management of Slovenian government: policy and governance issues. V: An Enterprise Odyssey: leadership, innovation and development for responsible economy, 7th International Conference "An Enterprise Odyssey", Zadar, Croatia, June 4-7, 2014. Zagreb: Faculty of Economics & Business, 2014, str. 233-243.
  • PEVCIN, Primož. Pregled učinkov uvajanja konceptov redukcijskega menedžmenta v slovenskem javnem sektorju. V: ARISTOVNIK, Aleksander (ur.). Priložnosti in izzivi slovenskega javnega sektorja: programski okvir EU 2014-2020 : zbornik referatov, XXI. Dnevi slovenske uprave, Ljubljana, 25.-26. september 2014. V Ljubljani: Fakulteta za upravo, 2014.
  • PEVCIN, Primož. The effect of cutback strategies on public sector employment and wages in Slovenia. V: BLAŽEVIĆ, Sanja (ur.). The changing economic landscape : issues, implications and policy options : conference proceedings of the 6th International Conference, Pula, 30. 5.-1. 6. 2013. Pula: Juraj Dobrila University of Pula, Faculty of Economics and Tourism, 2014, str. [103]-116.