ELECTIVES MEETING
NOVEMBER 21TH 2016
• Elective:
• Managerial and Group Decision Making
• Teacher: Anne Nederveen Pieterse
• 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
• 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.
• Managerial and Group Decision Making
• Format and grading:
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Interactive lectures
Lecture assignments
Team work: Final report and presentation
Final exam: MC
MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042)
• Coordinator: Jing Wu
• Teachers:
• Jing Wu
• Yelly Weidenaar (guest lecturer)
ABN AMRO – manager D&I
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
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
MANAGEMENT OF DIVERSITY AND INCLUSION (BMME042)
• Grading
• 2 Team assignments (10%)
• Best practices: Final team paper (35%) & Presentation (15%)
• Multiple Choice Exam (40%)
ADVISORY SKILLS BY DR MARJA FLORY
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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.
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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
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.
Elective block 5:
Leadership Development and Training
• Coordinator & teacher:
Lisanne van Bunderen
Leadership is a core element in (organizational) life
Leaders are Made not Born
What makes an (in)effective leader?
In short…
•How do you learn others to become
effective leaders?
•How do you learn yourself to become an
effective leader?
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!
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
Grading
• 1 written group assignment (25%)
• 1 group presentation (35%)
• 1 individual LD plan (40%)
Elective :
High performance leadership and motivation
• Coordinator: Steffen Giessner
• Teachers:
• Steffen Giessner
• Guest speaker: HR-manager from Unilever
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
Elective (block 4):
High performance leadership and motivation
• Products and Grades
• Team
• Weekly assignments
• Final assignment
10%
35%
• Individual
• Final exam (MC)
• How?
• Team work
• Interactive lectures
• Guest lectures / training
55%
• 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
•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
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
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
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