ESF:MPH_RSMD Development of Social and Mana - Course Information

MPH_RSMD Development of Social and Managerial Skills;

Extent and Intensity

0/2/0. 4 credit(s). Type of Completion: k (colloquium).

Teacher(s)

Mgr. Ing. Viktor Kulhavý, Ph.D., MSLS (seminar tutor)
Mgr. Mojmír Snopek (seminar tutor)
doc. PhDr. Božena Šmajsová Buchtová, CSc. (lecturer)
doc. Ing. Mgr. Jakub Procházka, Ph.D. (seminar tutor)

Guaranteed by

doc. PhDr. Božena Šmajsová Buchtová, CSc.
Department of Business Management – Faculty of Economics and Administration
Contact Person: Vlasta Radová

Timetable of Seminar Groups

MPH_RSMD/01: each even Tuesday 9:20–12:45 S301, M. Snopek
MPH_RSMD/02: each odd Monday 14:35–18:00 S301, J. Procházka
MPH_RSMD/03: each even Monday 13:45–17:05 S301, J. Procházka
MPH_RSMD/04: each even Thursday 12:50–16:15 S301, V. Kulhavý

Prerequisites (in Czech)

! PHRSM Development of Social and Mana

Course Enrolment Limitations

The course is also offered to the students of the fields other than those the course is directly associated with.
The capacity limit for the course is 85 student(s).
Current registration and enrolment status: enrolled: 0/85, only registered: 0/85, only registered with preference (fields directly associated with the programme): 0/85

fields of study / plans the course is directly associated with

• Business Management (programme ESF, M-EKM)
• Business Management (programme ESF, N-EKM)

Course objectives

The course of Development of managerial skills is composed of six thematic units. The introductory part is aimed at deepening of self-knowledge conditioning adequate self-regulation and personal development together with the management of psychological burdens. The second section is devoted to developing and training communication skills for business and management practices. The third part of the course focuses on increasing the efficiency of the work of a manager and deals with the demands imposed on their personality. The fourth part of the course deals with teamwork with the emphasis on the development of creative troubleshooting as well as dealing with increasing social sensitivity for the assessment of others and for effective negotiations with them. Motivation of human behaviour is introduced in greater detail, particularly influencing motivation and performance of employees. Another part of the course deals with current issues in the labour market, methods and problems of involuntary loss of work. The final part of the course supplies students - potential executives - with knowledge of the environmental dimension of management.

The main objectives of the course are:
- to gain insight into socio-cultural and managerial skills needed for management practice
- to gain self-knowledge conditioning adequate self-regulation and personal development together with the management of psychological burdens
- to learn how to recognize the personality of a partner in interpersonal contacts
- to develop communication skills for business and management practice
- to learn how to lead a working team with the emphasis on creative troubleshooting
- to increase sensitivity for assessment of others and for effective negotiations with them
- to understand historical changes of labour and its irreplacability in human life
- to identify stressors affecting health of individuals in their working environment
- to understand the role and place of human culture in nature

Syllabus

• I. Self-recognition and getting to know others
• 1. Introductory seminar – the content and function of development of socio-cultural managerial skills
• *Socio-psychological training - methods and techniques, information about content of the course *Expectation of the participants *Organizational matters, selection of themes of presentation *Introduction of the participants - training of presentation skills and working with social information *Significance of feedback for personal development. Discussion about scales for presentation assessment. *Perception and getting to know other people. First impressions. Empathy. Faults and distortion in the cognition of other people. Methods of deepening self-reflection.
• 2. Through self-reflection to self-knowing
• *" Johari’s window" – a model of personality by Joe Luft and Harry Ingham. Rules of feedback. Feedback in human communication and its training. *Technique of mind mapping. *Self-reflection from the view of positive psychotherapy by N. Peseschkian. *Elaboration of personal profile. Analysis of life burdens from personal autobiography. Discussion in a group.
• II. Communication skills of a manager.
• 3. Verbal communication.
• *Practical aspects of rhetoric skills. Basics of successful personal presentation. Methods of self-confidence enhancemen. *Art of listening. Technique of asking questions. *Training of verbal volubility. *Rules of a dialogue, dialogue development in accordance with a scenario *Communication and human interaction from the view of transaction analysis by E. Berne. Inventory of communication styles and their analysis in a group. *Body language and its types. Training of social perception and non-verbal communication.
• 4. Rules of successful dealing with people.
• *Fundamentals of communication in an organization (horizontal and vertical level) *Supervisor and colleagues – expressing personal opinion and decision, criticism and appreciation, breaking unpleasant news. Advisory service. * Difficult conversation with people. (Redundancy talk, disciplinary interview, failure to meet job duties, appraisal interview).
• 5. Fundamentals of adequate argumentation
• *Presentation of arguments. Argumentation procedures.
• 6. Assertiveness as a strategy of behaviour
• *Characteristics of passive, aggressive, manipulating and assertive behaviour. Examples and their analysis in a group. *Assertive rights and skills. *Elaboration of personal map of assertiveness. *Training of techniques of healthy self-enforcement, assertive etudes.
• III. Personality of a supervisor
• 7. Leadership
• *Personality of a manager – manager’s charisma *Leadership vs. management *Authority of the leader, who is the leader? *Empathy, giving feedback *Image of a man and a woman in the role of a manager *Rules of behaviour in working and social situations.
• 8. Time management. Stress management.
• *Techniques of time management *Use of personal time (practical examples) *Work types by M. Friedman a R. Rosenman *Effects of family socialization (manipulating superstitions – „drivers“ and their influence on the management of time) *Prevention of bad habits *Procedures of setting, planning and achieving goals
• IV. Leading people
• 9. Work motivation
• *Motivation and performance. Fundamentals of setting goals at work. Giving feedback. *Delegating competencies and responsibilities *Motives of job satisfaction *Motivation of work in the management conception *Stimulation as influencing of work motivation and performance of employees *Motivational programmes of organizations
• 10. Working session as an instrument of direct communication between people
• *Significance of effective working session *Fundamentals of effective working session (preparation - plan and composition of programme, role of the chairman, types of participants , rules for managing the session, summary of results and conclusion) *Brainstorming and its rules. „Think tank“ technique.
• 11. Teamwork
• *Significance of teamwork *Make-up of teams, selection of participants *Communication in teams *Characteristics and development of creative climate in a group *Creative troubleshooting
• V. Pressing themes
• 12. Labour market and unemployment
• *Significance of self-reflection for employability *Inventory and analysis of personal skills (individual activity) *Preparation for recruitment process *Job interview *Psychological effects of the loss of job. Unemployment and health. *Risk groups of the unemployed. *Unemployment and social-pathological phenomena *Behaviour in unemployment. Psychological intervention programmes for the unemployed.
• 13. Ecological aspects of managerial work
• *Need of biofil education *Education as an instrument of positive ecological change *Biotic and abiotic techniques *Aspect of the ecologic crisis *Anti – natural nature culture. Biofil transformations of culture. *Cleaner production

Literature

required literature
• ŠMAJSOVÁ BUCHTOVÁ, Božena, Josef ŠMAJS and Viktor KULHAVÝ. Rozvoj manažerských dovedností (Development of managerial skills). Brno: Masarykova univerzita, 2005, 150 pp. I. ISBN 80-210-3858-6. info

recommended literature
• HRONÍK, František. Manažerské příběhy. Vyd. 1. Brno: MotivPress, 2007, 191 s. ISBN 9788023993448. info
• HAYES, Nicky. Psychologie týmové práce : strategie efektivního vedení týmů. Translated by Pavla Le Roch. Vyd. 1. Praha: Portál, 2005, 189 s. ISBN 8071789836. info
• ŠULEŘ, Oldřich. Jak řídit a vést porady. 2. vyd. Brno: Computer Press, 2003, vii, 15. ISBN 8072264605. info
• ŠULEŘ, Oldřich. Manažerské techniky. 1. vyd. Olomouc: Rubico, 2003, 152 s. ISBN 80-85839-87-3. info
• Manažerské techniky II. Edited by Oldřich Šuleř. 1. vyd. Olomouc: Rubico, 1997, 212 s. ISBN 80-85839-19-9. info
• 7 návyků vůdčích osobností pro úspěšný a harmonický život :návrat etiky charakteru. Edited by Stephen R. Covey, Translated by Stanislav Michalík. 1. vyd. Praha: PRAGMA, 1994, 329 s. ISBN 80-85213-41-9. info

Teaching methods

In the classes students participate in group discussions, are engaged in role plaiyng, take an opportunity to make a speech in front of an audience and get a feedback from their colleagues. Several model situations are performed and participants´ behaviour discussed. The student is obliged to deliver one assignment during the semester and is given a written feedback from another student.

Assessment methods

The course finishes with a final discussion. Active participation in seminars and preparation are required. Students are obliged to hand in one seminar paper of 4 to 6 standard pages.
For the final discussion student prepares answers on given questions in the written form. The final classification is passed - failed.
If student commits a prohibited act, such as usage of various forbidden tools, cribbing, taking out any part of the exam or any other cheating, teacher is allowed to interrupt an exam and to grade a student with F, FF or FFF according to the seriousness of the offence. Mentioned procedure relates to all the activities that are included to the final evaluation of the course (seminar work, essays, tests etc.).

Language of instruction

Czech

Further comments (probably available only in Czech)

The course is taught annually.
General note: Nezapisují si studenti, kteří absolvovali předmět PHRSM.
Information on the extent and intensity of the course: 4 hodiny jedenkrát za 14 dní.
Information on course enrolment limitations: max. 20 cizích studentů; cvičení pouze pro studenty ESF

• Enrolment Statistics (Autumn 2010, recent)
  
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