Managing and Leading People
- Class 30
- Practice 0
- Independent work 110
Managing and Leading People
Lecturers and Associates
The course aims
This course is designed to develop leadership effectiveness through increased awareness of context, others, and self. Students will be introduced to the importance of personal leadership and human capital management in business development of modern organizations. It will enable students to understand the way of managing and leading people in a complex environment and the importance of the effective managerial people-centered decision-making in organizations aiming at enhancing its competitiveness. It will also provide insights into the personal leadership assessment and development frameworks. Students will get understanding of Human Resource Management professional role inside of modern organizations.
L1: Concept, definition and development of leadership skills
L2: Understanding leadership theory
L3: Change management
L4: Conceptualizing time
L5: Motivational theory
L6: The discipline of leadership
L7: Strategic importance of leadership
L8: Exercising knowledge about leadership.
L9: Personal evaluation and assessment frameworks and tools
L10: Assessment exercise
L12: Myers Briggs Type Indicator (MBTI®).
L13: Strength Deployment Inventory (SDI®).
L14: Developing strengths.
L15: Strengths-based 360°
L16: Creation of appropriate organizational climate and culture.
L17: Recruitment and retention of qualified employees.
L18: Education and development of competitive workforce.
L19: Life-long education of managers.
L20: Globalization and Human Resource Management (HRM).
Topics for seminar classes:
S1: Models of strategic human resource management.
S2: Key activities and tasks of HRM and leadership function.
S3: HRM tools and frameworks
S4: Understanding motivation to lead and lead others
S5: Development of personal and organizational competencies.
S6: Personal, professional and organizational ethics.
S7: Recruitment and selection of personnel.
S8: Organizational and personal performance.
S9: Training for effectiveness.
S10: Personal and organizational communication.
S11: Creating a culture that demands creating value and effectiveness.
S12: Meeting, accepting and managing change.
S13: Strategic leadership and/or management in a global context.
S14: Managing time.
S15: Lifelong learning.
S16: Organizational excellence.
S17: Effective and introspective assessment.
S18: Modeling leadership.
S19: Integration of leadership skills into personal space.
S20: New Topics in leadership.
Christensen, C. M. (2010). How will you measure your life. Harvard business review
Dunning, D., Heath, C., and Suls, J. M. (2004). Flawed self-assessment implications for health, education, and the workplace. Psychological science in the public interest, 5(3).
Goleman, D. (2000). Leadership that gets results. Harvard business review, 78(2)
Hogan, R., and Kaiser, R. B. (2005). What we know about leadership. Review of general psychology, 9(2).
Jackson, S. E., Schuler, R. S. i Werner, S. (2011): Managing Human Resources. 11 edition. Cengage Learning.
Dessler, G. (2014): Human Resource Management. 14th Edition. Prentice Hall.
Radman, G. (2017): The MBTI Handbook (AUC: ISBN 978-953-322-272-1)
Robbins, S. P. (2014): Organizational Behavior. 16th Edition. Prentice Hall.
Minimum learning outcomes
- Explain leadership functions, methods and concepts in contemporary theory and business practice.
- Evaluate specific leadership competences for solving practical business problems and development in organizations.
- Practical presentation of personal leadership using development frameworks and their results for a lifelong successful career.
- Interpret models for the effective people management and leadership in the context of goal setting, motivating and rewarding.
- Reflect upon key experiences, issues and problems of global organizations in effectively managing human resources through best leadership practice and culture.
Preferred learning outcomes
- Critically interpret leadership functions, methods and concepts in contemporary theory and business practice.
- Critically assess specific leadership competences for solving complex business problems and development in organizations.
- Critical assessment of personal leadership using development frameworks and their results for a lifelong successful career.
- Critical application of models for the effective people management and leadership in the context of goal setting motivating and rewarding.
- Critically validate experiences, issues and problems of global organizations in effectively managing human resources through best leadership practice and culture.