ELECTIVES MEETING NOVEMBER 21TH 2016

Transcription

1 ELECTIVES MEETING NOVEMBER 21TH 2016

2 Elective: Managerial and Group Decision Making Teacher: Anne Nederveen Pieterse

3 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

4 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.

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

6 MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042) Coordinator: Jing Wu Teachers: Jing Wu Yelly Weidenaar (guest lecturer) ABN AMRO manager D&I

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

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

10 ADVISORY SKILLS BY DR MARJA FLORY The advisory skills course is all about skills, not something you can learn from a book. Therefore it is necessary you are present at all sessions. The sessions consist of theory, group exercises, individual exercises and plenary sessions with the lecturer. Oral exam Individual assignments Team assignment:as a team you prepare a session for your fellow students Criteria for this session are: Topic should be of interest for your fellow students Topic should be related to either the profession of the consultant or the skills of a consultant Via experiential learning

11 CROSS-CULTURAL MANAGEMENT BY DR MARJA FLORY Book: Management Across Cultures; Developing Global Competencies by Richard Steers, Luciara Nardon and Carlos Sanchez-Runde Way of working; lectures, presentations, assignments 1. Difference between emic and etic 2. Differences between observation and judgments 3. Reflection 4. Global management challenges and skills Understandig the culture of Latin-America: To analyze a country via historical and cultural and political developments To analyse a country via the models presented in Steers et all.

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

13 Leadership is a core element in (organizational) life

14 Leaders are Made not Born What makes an (in)effective leader?

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

16 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!

17 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

18 Grading 1 written group assignment (25%) 1 group presentation (35%) 1 individual LD plan (40%)

19 Elective : High performance leadership and motivation Coordinator: Steffen Giessner Teachers: Steffen Giessner Guest speaker: HR-manager from Unilever

20 Elective block 4: High performance leadership and motivation Topics Person-centered approaches Visionary and charismatic leadership Implicit leadership theories and gender Identity and leadership Ethical and authentic leadership Leadership research in science and practice Guest speaker: HR-Manager from Unilever

21 Elective (block 4): High performance leadership and motivation Products and Grades Team Weekly assignments 10% Final assignment 35% Individual Final exam (MC) 55% How? Team work Interactive lectures Guest lectures / training

22 Block 6 Elective: Organisational Development and Change Management Coordinator : Bas Koene Teachers: - Bas Koene (all sessions) - Guest speakers (contributing to specific sessions) 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

23 Block 6 Elective: Organisational Development and Change Management Roles in the change process (Management consultants, HR professionals, line management and employees) 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 Interactive workshop / lectures Interaction with guest speakers

24 EXAMPLE PROGRAM: PREVIOUS YEAR Mind: this sample program gives a general idea of the topics that will be discussed during the six sessions. There may be slight variations in the topics. 1. Introduction, organization development and change, experiencing change 2. What does it mean to be (in the role of) the change agent? 3. The HR dept and organization development and change 4. The process of organizational change, project scope, change strategies, and the change agenda 5. Starting up, change design, commitment and energy, i.e. change implementation 6. When change gets real changes in control and governance systems

25 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

26 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