IN7A3 MANAGEMENT SKILLS: INNOVATION AND SELF- MANAGEMENT

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1 IN7A3 MANAGEMENT SKILLS: INNOVATION AND SELF- MANAGEMENT July - August 2007 Professors: Carlos Vignolo Univ. Lecturers: 5 Sergio Spoerer Cristian Binimelis Requirement: Entry into the Program Claudia Arratia Sebastián Depolo Course Type: Required Teaching Assistant: Carolina Yachan: [email protected] Theoretical course based on the topics of Innovation and Self-Management. This is the first twomonth course in the Management Skills area of the Master s Program in Management for Globalization. This area seeks to orient students to the process of personal development so that they can successfully confront the challenges of work in the global environment. The course is an introduction to the area, and is focused on providing concepts to understand and manage innovation in complex systems via self-management and personal development. OBJECTIVES Facilitate participants learning in three areas: 1) in relation to the international and national contexts in which the companies operate, 2) regarding paradigm changes in modern management, and 3) within themselves. Increase the sense of urgency with respect to the changes in paradigms, styles and practices in Chile and in the world, showing the importance of self-design, management, and leadership. Improve competency and skills for the formation of teams and collaborative work management. Establish within the group of participants a community of continual learning and a support network for the achievement of personal development goals. 1

2 CONTENT PARADIGM CHANGES IN GLOBAL MANAGEMENT Globalization and paradigm changes in the design and management of organizations The crisis of the Cartesian-rationalist method and the reassessment of emotions and the body Share Capital as a new paradigm for organizational development The work environment and its relevance to organizational development in the 21 st century LEARNING BASIC SKILLS Learning as improvement of the capacity to act Continual learning: learning to learn Learning Detractors The Leader as Listener to people and to the world Learning to listen actively Communication as a skill for generating effective action Conversation for action and conversation for opening up possibilities The role of emotional states in communication and productivity Confidence and its place CAREER DEVELOPMENT AND EMPLOYABILITY Personal project and career plan Professional entry into dense organizational cultures Career and employability management Professional success and sense of worth Personal identity, public image, and personal power Undertaking projects 2

3 INNOVATION MANAGEMENT Innovation in the era of globalization Innovation as a systemic law of survival Entrepreneurship Admitting problems: key to innovation, ability to see opportunities Taking charge of problems and continual improvement within companies Generating a culture of evaluation as a foundation for a culture of innovation METHODOLOGY The course will consist of 8 workshops of 6 hours each, which will include: Lecture and introduction of concepts and main topics of the workshop. (2 hours) Individual and group exercises that allow the participants to assess their own skills development and apply the concepts learned in class. (2 hours) Case study (with guest presentations, fieldwork, etc.). (2 hours) In order to promote learning and apply the concepts learned in class, each participant must take part in Personal Learning Activities (PLAs) outside of class. This will enable the participants to gain first-hand knowledge, and will include exercises to assess the development of each participant s skills. These PLAs will be monitored by mentors, who will accompany the students throughout the program. During the development of the PLAs, each student will design a project that allows him/her to develop skills that will aid professional development and maximize learning during the program. This project must be submitted once the last course in the program is finished, and will be completed during the remainder of the Master s program. At the end of this course, participants must submit a detailed analysis of their personal skills. To facilitate learning, participants will be divided into groups of 6. These groups will work together throughout the course to explore further the issues discussed in class. 3

4 EVALUATION The final grade will be determined by: 2 Reading Quizzes (30% each) 1 Group Presentation, taking an issue discussed in class, exploring it further, and applying it to a specific case (20%) Group project on topic chosen from a list (20%) Participants must submit 3 Personal Learning Activities (PLAs) during the course, which are related to the analysis of their management skills. BIBLIOGRAPHY Whetten, David and Cameron, Kim. Desarrollo de Habilidades Directivas. Mexico: Pearson (Prentice Hall), Argyris, Chris. Teaching Smart People how to learn. Harvard Business Review May- June Drucker, Peter. Managing Oneself. Harvard Business Review March-April Heitfetz, R. and Linsky, M. A Survival Guide for Leaders. Harvard Business Review June Nonaka, Ikujiro and Takeuchi, Hirotaka. The Knowledge Creating Company. New York: Oxford University Press, Spoerer, S., Vignolo C.,, Depolo, S. and Cociña, M. Desafiando la competitividad. Trend Management Special edition, May Vignolo, Carlos. Desencadenando la Innovación en la Empresa del Tercer Milenio. Trend Management Vol. 6, Special edition, May Vignolo, Carlos, Spoerer, Sergio, Arratia, Claudia and Depolo, Sebastián. La Formación de Líderes Innovadores como Expansión de la Conciencia de Sí: El Caso del Diplomado en Habilidades Directivas en la Región del Bío-Bío, Chile. English version presented at the National Collegiate Inventors and Innovators Alliance (NCIIA). 4

5 Vignolo, Carlos. Sociotecnología; Construcción de Capital Social para el Tercer Milenio. Management Center (CEGES), Department of Industrial Engineering, School of Physical Sciences and Mathematics, University of Chile, No. 30, RECOMMENDED: Echeverria, Rafael. La Empresa Emergente, la Confianza y los Desafíos de la transformación. Buenos Aires: Editorial Granica, Echeverría, Rafael. La Ontología del Lenguaje. Santiago: Dolmen Ediciones, Vignolo, Carlos. Formación de Directivos como Expansión de la Conciencia de Si, Desarrollo de Competencias de Dirección para una nueva Gestión Publica. VII CLAD Congress, Lisbon, October Vignolo, Carlos. Repensando el pensar: Hacía un Paradigma Chileno para el Desarrollo Chileno. Management Center (CEGES), Department of Industrial Engineering, School of Physical Sciences and Mathematics, University of Chile, No. 20, Vignolo, Carlos. Desencadenando la Innovación en la Era de la Información y el Vértigo Nihilista. Management Center (CEGES), Department of Industrial Engineering, School of Physical Sciences and Mathematics, University of Chile, No. 39, Vignolo, Carlos, Potocnjak, Christian and Ramírez, Alvaro. El Desarrollo como un Proceso Conversacional de Construcción de Capital Social: Marco Teórico, una Propuesta Sociotecnológica y un Caso de Aplicación en la Región de Aysén. Management Center (CEGES), DII, School of Physical Sciences and Mathematics, University of Chile, No. 50,