Master HRM Electives 2015

Transcription

1 Master HRM Electives 2015

2 Agenda Why choose an HRM elective Process of choosing an elective The electives

3 Why an HRM elective? Close connection between practice and theory Different teaching methods used: team work, individual work, presentation, lectures Interactive We have great teachers

4 Enlisting for an elective Round 1- choosing two program electives only: 26 November 08.30am Round 2- choosing a free elective: 7 December 08.30am - 13 December pm First come, first serve

5 Our electives Block 3: Management of Diversity and Inclusion High performance leadership and motivation Block 4: Managerial and Group Decision Making Organization Development and Change management Block 5: Cross Cultural Management Leadership Development and Training

6 ELECTIVE BLOCK 3: MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042-15) Coordinator: Jasmien Khattab Teachers: Jasmien Khattab Yelly Weidenaar (guest lecturer) ABN AMRO manager D&I

7 ELECTIVE BLOCK 3: MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042-15) Learning goals: Understanding the various theories of diversity: individual, relational, group Application of these theories in practice Focus on teamwork: Three team assignments Two team assignments during course Final team assignment after last session

8 ELECTIVE BLOCK 3: MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042-15) Topics: Focus on team context: Team diversity: good or bad? Focus on individual: Glass ceiling effect HR policies: best practices and unfortunate realities

9 ELECTIVE BLOCK 3: MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042-15) Grading 2 Team assignments (10%) Best practices: Final team paper (35%) & Presentation (15%) Multiple Choice Exam (40%)

10 Elective block 3: High performance leadership and motivation Coordinator: Steffen Giessner Teachers: Steffen Giessner Guest: Lisianne Heil Senior Consultant - Talent and Change at IBM

11 Elective block 3: High performance leadership and motivation Topics Trait theories Charisma Identity Implicit theories Morality/ethics Analytics

12 Elective (block 3): High performance leadership and motivation How? Team Products and Grades Weekly assignments 10% Final assignment 35% Individual Team work Final exam (MC) 55% Interactive lectures Guest lectures / exercises

13 Block 4 Elective: Organisational Development and Change Management Coordinator : Bas Koene Teachers: - Bas Koene - Guest speakers Introduce you to process of organizational development and change Perspective: Professional facilitator of these processes Consultant, line management, project managers, etc. Internal / external actors Role HR department

14 Organization Development and Change management Topics Block 4 Elective: Organisational Development and Change Management Process of organizational development Autonomous development, triggers of change How organizational get stuck Professional support of org development (organizational diagnosis and basic consulting skills) Dealing with people dynamics (sensemaking, trust, resistance(?), fair process, politics) Change strategies and change design Roles in the change process (Management consultants, HR professionals, line management and employees) Interactive workshop / lectures Interaction with guest speakers

15 Example program: previous year 1. Introduction, organization development and change 2. Change problems, wider issues? Getting the full picture: Organizational diagnosis 3. The HR dept and organization development and change Guest: Strategic HR consultant 4. The process of organizational change, project scope, change strategies, and the change agenda Guest: Consultant major consultancy firm 5. (May 1 st no meeting) 6. When change gets real changes in control and governance systems Guest: Experienced strategy consultant 7. Starting up, change design, energy and politics, i.e. change implementation Guests: Consultant implementation / operation excellence consultancy 8. Dynamics of change, the role of the stranger in processes of sensemaking Guest: Trainer, process consultant

16 Organization Development and Change Management: learning objectives Upon completion of this course, students should: Be able to demonstrate how knowledge about organizational diagnosis and organizing, leading and managing change is helpful to understand, analyze and deal with change issues in organizations Be able to position and evaluate the role of HR in the change process Have experienced some basic consulting skills (critical diagnosis and analysis, organizing and facilitating of a session, presentation skills) Have improved their ability to work in a team Have developed an understanding of the responsibility inherent in change management Have furthered their insight in their own preferences, attitudes, strength and weaknesses in dealing with change issues

17 Organization Development and Change Management: Grading Preparatory assignments Individual assignment first session Team presentations in selected meetings Active participation in meetings Final essay in duos Team formation in first meeting

18 Elective block 4: Managerial and Group Decision Making Teacher: Anne Nederveen Pieterse

19 Managerial and Group Decision Making Topics: Individual decision making: Rationality, biases and adaptive thinking Social decision making: Interdependence, coordination and social dilemmas Group decision making: Utilizing group potential, polarization, groupthink and conflict Decisions between parties: negotiation

20 Managerial and Group Decision Making Learning goals: Upon completion of this course you should: Have insight into main theories of individual, social, and group decision making Be able to apply these decision making theories to challenges facing current-day organizations. Be able to analyze and solve decision making problems by translating academic knowledge and thinking into a theoretically and empirically anchored model.

21 Managerial and Group Decision Making Format and grading: Interactive lectures Lecture assignments Team work: Final report and presentation Final exam: MC

22 Cross Cultural Management- Block 5

23 Cross Cultural Management - To diagnose and analyse cross-cultural processes as the matrix for individual and collective sense making in organisations - To enable students to experience a variety of cultural frameworks and emotionally embedded socializing routines - To combine different methodological toolkits - To exercise cross-cultural diagnosis and intervention methods in a real life practice, thus developing crosscultural competence - To analyse a country in the context of is this a good place to do business with what do I need to know about this country (historical and cultural and political developments)

24 SO, WHAT DO MANAGERS NEED TO KNOW TO WORK SUCCESSFULLY ACROSS CULTURES? 24

25 Challenges facing global managers 1. Develop a learning strategy to guide both short and long-term professional development as a global manager. 2. Develop a basic knowledge of how different cultures work, what makes them unique, and how managers can work successfully across such environments. 3. Develop effective cross-cultural communication skills. 4. Develop an understanding of how ethical and legal conflicts relate to managerial and organizational effectiveness, as well as how managers can work and manage in an ethical, fair, and socially responsible manner. 25

26 To learn the differences between emic and etic - Emic and etic are two different ways to research human beings. In the emic approach, the research participants' words and perspectives are the starting point, and it is an insider, or bottom-up, approach. In the etic method theories, concepts and ideas are studied, and it is an outsider, or topdown, approach. - What is the difference between observation and justice?

27 Latin America as a topic -In a team the students will analyse a country on the historical, cultural and economic background. Aiming at writing a consultancy report for a Dutch company which would like to do business in Latin Amerika from a emic and etic perspective

28 Elective block 5: Leadership Development and Training Coordinator & teacher: Lisanne van Bunderen

29 Leadership is a core element in (organizational) life

30 In short How do you learn others to become effective leaders? How do you learn yourself to become an effective leader?

31 Combining theory with practice Theory: Learning about different approaches to leader and leadership development through papers, lectures and guest lectures Practice: Practicing yourself with these approaches 360 degree feedback Mentoring and Coaching Action learning Personal leadership exercises The course is very hands on and interactive!

32 Learning Goals What you will be able to do at the end of this course: Distinguish between different approaches to leadership development Recognize strengths and weaknesses of each approach Be able to critically evaluate and possibly integrate different approaches Ameliorate weaknesses, enhance strengths Be able to apply different approaches yourself Personal (leadership) development Through experimenting with different approaches

33 Grading Two written group assignments (e.g., conducting an interview) = 40% Leadership development plan (paper + presentation) = 40% Exam = 20%