SYLLABUS. Academic year

Transcription

1 SYLLABUS Academic year Information regarding the programme 1.1. Higher education institution Universitatea Babeş-Bolyai 1.2. Faculty Faculty of Business 1.3. Department Hospitality Services 1.4. Field of study Business Administration 1.5. Study cycle Bachelor 1.6. Study programme / Qualification Business Administration (English) 2. Information regarding the course 2.1. Name of the course Leadership 2.2. Code ILE Course coordinator Lecturer Aurelian SOFICĂ, PhD 2.4. Seminar coordinator Lecturer Aurelian SOFICĂ, PhD 2.5. Year of study Semester Type of evaluation E 2.8. Type of course compulsory 3. Total estimated time (hours/semester of didactic activities) 3.1. Hours per week 4 Of which: 3.2. lecture seminar/laboratory Total hours in the curriculum 56 Of which: 3.5. lecture seminar/laboratory 28 Time allotment: Learning using manual, course support, bibliography, course notes 28 Additional documentation (in libraries, on electronic platforms, field documentation) 28 Preparation for seminars/labs, homework, papers, portfolios and essays 28 Tutorship 2 Evaluations 2 Other activities: Total individual study hours Total hours per semester Number of ECTS credits 6 hours 4. Prerequisites (if necessary) 4.1. curriculum 4.2. competencies 5. Conditions (if necessary) 5.1. for the course Students will attend lectures and seminars whit mobile closed. Students are expected to contribute to course through short interventions or specific questions. They are also

2 Transversal competencies Professional competenci es Facultatea de Business 5.2. for the seminar /lab activities 6. Specific competencies acquired required to go through the materials given by the teacher. The deadlines for the seminar tasks are jointly established with the students. Deferral is accepted only on extreme situations. providing assistance for running a company/ an organisation as a whole running a subdivision of a company/ an organisation implementing ethical principles, norms, and values within one s own rigorous, efficient, and responsible strategy of work identifying the roles and responsibilities in a multispecialty team and implementing various relational techniques and efficient teamwork identifying various opportunities for continuing education and efficiently using learning resources and techniques for their development 7. Objectives of the course (outcome of the acquired competencies) 7.1. General objective of the course To familiarize students with the terminology and specific leadership tools Use the main paradigms of leadership to choose sides in an informed manner Identify the main authors that influenced leadership Develop competence to identify leadership styles used by various leaders Understand the duality of leadership (ethical and unethical) Use in an efficient manner the conflict management strategies 7.2. Specific objective of the course Understand the main differences between informing, communicating, manipulating and persuading Build abilities to form and develop a team using team development stages and team roles Develop abilities to identify creative employees and stimulate their creativity Develop abilities to identify the learning styles of a group and to adapt training techniques to match them 8. Content 8.1. Course Teaching Method Remarks 1 Course and seminar introduction 2 Business leader archetype 3 Introductory concepts Lecture with interactive 4 Leadership branding character 5 Leadership styles 2 course

3 6 Conflict management 7 Communication and persuasion 8 Team development 9 Training and development 10 Ethics and leadership 11 Creativity fostering 12 Organizational culture development 13 Course review Bibliography Facultatea de Business Recommended reading (books): 1. Daniel Goleman, Richard Boyatzis, Annie McKee, (2004) Primal Leadership, Harvard Business School Press. 2. Frances Hesselbein, Marshall Goldsmith, Richard Beckhard, (1996), The Leader of the Future, Jossey Bass. 3. Grint, Keith, (1999) Leadership: classical, contemporary, and critical approaches. Oxford: Oxford University Press, (pp. 1-26, pp , pp , pp , pp ) 4. Peter L. Wright & David S. Taylor, (1984) Improving Leadership Performance, Prentice Hall International Inc. 5. Peters, Tom and Austin, Nancy, (1986) A Passion for Excellence. The Leadership Difference. London: Fontana. 6. Sofică, A. (2008), Leadership, suport de curs, Editura Alma Mater Seminar/laboratory Teaching Method Remarks 1 Assessment system details 1 seminar 2 Business leader archetype 1 seminar 3 Introductory concepts 1 seminars 4 Leadership branding 1 seminar 5 Leadership styles 2 seminar 6 Conflict management Case studies and 1 seminar 7 Communication and persuasion exercises 1 seminar 8 Team development 1 seminar 9 Training and development 1 seminar 10 Ethics and leadership 1 seminar 11 Creativity fostering 1 seminar 12 Organizational culture development 1 seminar 13 Exam simulation 1 seminar Bibliography Mandatory reading (articles): 1. Abraham Zeleznik, (1977). Managers and Leaders. Are They Different, Harvard Business 2. Alice H. Eagly and Linda L. Carli. (2007). Women and the Labyrinth of Leadership, Harvard Business 3. Byron Reeves, et al, (2008). Leadership s Online Labs, Harvard Business 4. Daniel Goleman, (2000). Leadership That Gets Results, Harvard Business

4 5. David Rooke and William Robert, (2005). Seven Transformations of Leadership, Harvard Business 6. Ed Catmull, (2008). How Pixar Fosters Collective Creativity, Harvard Business 7. Eisenhardt Kathleen et al, (1997). How Management Teams Can Have a Good Fight, Harvard Business 8. Mahzarin R. Banaji et al, (2003). How (Un)ethical Are You? Harvard Business 9. Robert Cialdini, (2001). Harnessing the Science of Persuasion, Harvard Business 10. Warren G. Bennis, (2004). The Seven Ages of the Leaders, Harvard Business 9. Corroborating the content of the course with the expectations of the epistemic community, professional associations and representative employers within the field of the program The discipline is always renewed considering the novelties in the field: new standards and practices concerning leadership at international level. Organizational improvement and the usage of leadership tools are presented considering the newest and the most relevant cases from international and local practice 10. Evaluation Type of activity 10.1 Evaluation criteria 10.2 Evaluation method 10.3 Share in the grade (%) The ability to support their opinions and to provide relevant arguments Active participation 10.4 Course to group discussions by formulating personal opinions. Ability to use appropriate concepts, methods and specific procedures 10.5 Seminar/lab activities Learning and understanding of issues dealt with at course and seminar; Ability to explain and use the correct concepts, strategies and tests of critical thinking through; The final exam will consist in: multiplechoice questions; opened questions and case studies problem solving. Students have to identify a business leader and to realise a Business leader profile looking for specific information connected with various theoretical dimensions of leadership Students have to review a minimum of 5 articles from the recommended 50% 30% team project (Business leader profile) 10% article review test (individual)

5 list (article review test) It is mandatory to actively take part in all classes, involve in case study discussions during seminars. 10% attendance Minimal performance standards Drawing-up a plan of functional and structural analysis of a company/ an organisation Carrying out a study aiming to improve the functioning of a company/ organisation subdivision Solving an authentic/ hypothetic problem specific to one s workplace, in real time and with qualified assistance, with the observance of professional and ethical standards Drawing up a paper/ project assuming the responsibility of various tasks specific to one s role in a multispecialty team Date Course coordinator Seminar coordinator Date of approval Aurelian SOFICĂ, PhD Aurelian SOFICĂ, Phd Head of department Adina NEGRUȘA, PhD