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
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)
- 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
- Case studies
- 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. -116.