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Lecturer(s)
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Silberg Slavka, Ing. MBA, MSc, PhD.
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Course content
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Contents: Application of psychological and sociological principles: Basic overview of theory, practical application, management of individuals, teams and organisations, thinking in complexity. Key personal activators: Self-reflection and identification of personal motivators, techniques and tools for self-development, strengthening self-confidence and self-efficacy, creating a positive, productive and safe working environment, delegation and empowerment, self-managed teams. Objectives and tools: The latest and proven HR tools from organisational practise. Effective solutions to organisational challenges: Development and learning through experimentation, innovation, constructive conflict, diversity in teams, competencies, team leadership styles, improving skills, organisational agility and resilience, creative tension and instability. Implementation of change: Strategic approaches to implementing change, influencing organisational behaviour, strategies for positive behavioural change within the organisation, techniques for increasing employee motivation and engagement. Conflict resolution: Methods and approaches for effective conflict management. Responding to challenges: Skills for appropriate responses in a changing environment.
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Learning activities and teaching methods
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Lecture, Dialogic Lecture (Discussion, Dialog, Brainstorming), Demonstration, Activating (Simulations, Games, Dramatization), Group work
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Learning outcomes
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The content of this practise-oriented course focuses on the application of psychological and sociological principles in the management of individuals, teams and organisations. The aim is to provide participants with the latest and proven tools and insights from organisational practise that will enable them to tackle organisational problems more effectively, lead teams, implement change, motivate employees, influence their organisational behaviour, resolve conflict effectively and respond appropriately to challenges in an ever-changing environment. Participants will learn about their own key drivers and acquire techniques and tools for self-development, building self-confidence and self-efficacy, and creating a positive, productive and safe working environment.
Acquired competences Upon completion of the course, students will have a comprehensive understanding of the theoretical foundations of human resource management and motivation theories, with a focus on historical development. They will understand the conditions, contexts and relationships that influence the management and development of employees in organisations. Students acquire practical knowledge in areas such as competency models, performance measurement, change management, career management, talent management and modern methods of employee and team development. Students will identify their strengths and areas for development and learn techniques to build their confidence and apply their strengths in management practise. Graduates of the course will be familiar with the tools for identifying and developing talent and will be able to apply them practically. They will be able to think critically, identify gaps and potentials in employees' skills and plan and implement development programmes to foster synergies and unleash the potential of human resources with the aim of increasing engagement, job satisfaction and performance and harness innovation in line with current trends and labour market demands. They will develop the ability to overcome challenges and develop specific strategies for organisational practise by using modern methods and tools in the field of HRM/WOP.
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Prerequisites
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unspecified
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Assessment methods and criteria
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Student performance, Analyssis of the Student's Portfolio, Written exam
Requirements for the student: Attendance (maximum of 1 justified absence). Active participation in class. Completion of assignments dealing with specific challenges and strategies from business practise, together with a short presentation.
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Recommended literature
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Appelo. J. (2011). Management 3.0: Leading Agile Developers, Developing Agile Leaders. NY: Addison-Wesley.
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Capra, F. (2016). The Systems View of Life: A Unifying Vision. Cambridge University Press.
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Curphy, G., & Hogan, R. (2012). The Rocket Model: Practical Advice for Building High Performing Teams. Hogan Press.
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Dank, N. & Hellström, R. (2020). Agile HR: Deliver Value in a Changing World of Work. Kogan Page.
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Edmondson, A.C. (2018). The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth. Wiley; 1st edition.
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Gray, D. & Vander Wal, T. (2012). The Connected Company. O'Reilly Media, Inc.
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Hofstede, G. et al. (1991). Cultures and Organizations: Software of the Mind.. London: McGraw-Hill.
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Hogan, R. (2006). Personality and the Fate of Organizations. Psychology Press.
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Hurley. R. F. (2011). The Decision to Trust: How Leaders Create High-Trust Organizations.. Jossey-Bass; 1st edition.
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Chamorro-Premuzic, T. (2019). Why Do So Many Incompetent Men Become Leaders?: (And How to Fix It).. Harvard Business Review Press.
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Kotter, J. P. , Akhtar, V., & Gupta. G. (2021). Change: How Organizations Achieve Hard-to-Imagine Results in Uncertain and Volatile Times. Wiley; 1st edition.
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Laloux, F. (2014). Reinventing organizations: A Guide to Creating Organizations Inspired by the Next Stage in Human Consciousness. Nelson Parker.
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Leutner, F., Akhtar, R. & Chamorro-Premuzic, T. (2022). Future of Recruitment: Using the New Science of Talent Analytics to Get Your Hiring Wright.. Emerald Publishing Limited.
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Lissack, M. (2002). The Interaction of Complexity and Management.. Praeger.
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Little, J. (2014). Lean Change Management: Innovative Practices For Managing Organizational Change.. Happy Melly Express.
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Manns, M. L. & Rising, L. (2004). Fearless Change: Patterns for Introducing New Ideas.. Addison-Wesley.
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Petterson, K., Grenny, J., Maxfield, D., McMillan, R., & Switzler, A. (2007). nfluencer: The Power to Change Anything.. McGraw-Hill.
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Seddon, J. (2003). Freedom from Command and Control: A Better Way to Make the Work Work. Vanguard Consulting Ltd.
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Senge, P. (2006). The Fifth Discipline: The Art & Practice of The Learning Organization.. Doubleday.
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Schein, E. H. (2013). Humble Inquiry: The Gentle Art of Asking Instead of Telling.. Berrett-Koehler Publishers.
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Schein, E.H. (2004). Organizational Culture and Leadership.. John Wiley & Sons Inc.
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Winsborough, D. (2017). Fusion: The Psychology of Teams.. Hogan Assessments.
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