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Бакалавриат 2024/2025

Проектный семинар "Управление командой"

Статус: Курс обязательный (Международный бизнес)
Направление: 38.03.02. Менеджмент
Когда читается: 2-й курс, 2 модуль
Формат изучения: без онлайн-курса
Охват аудитории: для своего кампуса
Язык: английский
Кредиты: 3

Course Syllabus

Abstract

The Impact of Managerial Skills on Employee Performance is particularly pronounced when the outcome of the work is the result of combining the individual efforts of all participants in collaborative work. The course takes into account the presence of artificial intelligence as a competitor to modern humans and aims to develop in participants the knowledge necessary for the independent development of emotional intelligence and influence skills.
Learning Objectives

Learning Objectives

  • • To introduce students to classic and modern theories pertinent to leadership and team management
Expected Learning Outcomes

Expected Learning Outcomes

  • Demonstrate communication skills
  • Analyze the information from appropriate sources for academic activities
  • Define main concepts pertinent to leadership and social influence
  • Articulate Core Concepts and Theories Related to Team Management
  • Analyze contemporary and classical theories related to team management.
  • Ensuring a demonstration of communication skills
  • Clear understanding of yourself and others personality differences
  • Understanding managers authorities and responsivities
  • Knowledge of managerial practices and three level team concepts
  • Knowledge of differences of team roles and stages of team development
  • Understanding different types of leadership and ability to use a situational flexibility based on diagnosis of task development level
  • Identifying and using components of team resilience
  • Ensuring of availability of support and directive according stages of team development
  • Defining main concepts pertinent to leadership and social influence
  • Understating of team diagnosis using Tuckman's, Katzenbach-Smith's, Lencioni's, Belbin's, or other relevant models
  • Analyze the information from appropriate sources of academic activities
Course Contents

Course Contents

  • Team roles
  • Group and team
  • Iterative Team Management Models
Assessment Elements

Assessment Elements

  • non-blocking Presentation
    The format should be PPT or PPTx (text, not screenshots). The originality of the work should be above 80%. The work must not contain generative text. Verification for generative text is carried out using tools like GPTzero, Antiplagiat, Bypassai, or similar. Up to 4-5 students in the team. Primary Criteria High-quality presentation: slides (at least 4-5 per student) should be substantive –each slide must have enough text (approximately 55-75 words per slide, excluding references) on the topic of the slide; references (APA style, minimum of 3 sources) must be included at the bottom of the slides.
  • non-blocking Exam
    The Questions( 30 close and open types questions) of the Test are formed on the basis of lecture material, articles, assigned for the reading and analysis to the students during the Course
  • non-blocking Seminars
    Seminars Active Participation
Interim Assessment

Interim Assessment

  • 2024/2025 2nd module
    0.65 * Exam + 0.2 * Presentation + 0.15 * Seminars
Bibliography

Bibliography

Recommended Additional Bibliography

  • Bono, J. E., & Judge, T. A. (2004). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901–910. https://doi.org/10.1037/0021-9010.89.5.901
  • Cialdini, R. B. (2009). Influence : The Psychology of Persuasion. New York: HarperCollins. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=279852
  • De Mascia, S. (2011). Project Psychology : Using Psychological Models and Techniques to Create a Successful Project. Farnham: Routledge. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=408754
  • Maltby, J., Day, L., & Macaskill, A. (2017). Personality, Individual Differences and Intelligence (Vol. Fourth Edition). New York: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1473271
  • Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. International Journal of Conflict Management, 13(3), 206. https://doi.org/10.1108/eb022874
  • Stephen J. Zaccaro. (2007). Trait-based perspectives of leadership. Http://Www.Mydarknight.Com/Wp-Content/Uploads/2013/04/Traits-Based-Approach-Zaccaro-Article.Pdf.
  • Timothy A. Judge, Remus Ilies, Joyce E. Bono, & Megan W. Gerhardt. (2002). Personality and leadership: A qualitative and quantitative review. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.26B52021
  • Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of Small-Group Development Revisited. Group & Organization Management, 2(4), 419–427. https://doi.org/10.1177/105960117700200404
  • University of Florida, U. S. ( host institution ), Judge, T. A. ( author ), Piccolo, R. F. ( author ), & Kosalka, T. ( author ). (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. https://doi.org/10.1016/j.leaqua.2009.09.004

Authors

  • RYKINA MARIYA NIKOLAEVNA
  • Shelestov Roman Valentinovich