115-0306/01 – Managerial Skills (MD)

Gurantor departmentDepartment of ManagementCredits4
Subject guarantordoc. Ing. Petra Horváthová, Ph.D.Subject version guarantorMgr. Jan Kovács, Ph.D.
Study levelundergraduate or graduate
Study languageCzech
Year of introduction2004/2005Year of cancellation2006/2007
Intended for the facultiesEKFIntended for study typesBachelor
Instruction secured by
LoginNameTuitorTeacher giving lectures
KOV03 Mgr. Jan Kovács, Ph.D.
Extent of instruction for forms of study
Form of studyWay of compl.Extent
Full-time Credit and Examination 2+2

Subject aims expressed by acquired skills and competences

1.To describe and explain the 12 key managerial skills that are used, albeit in varying degrees, all managers regardless of hierarchical position in the organization, to discuss the managerial competences required to manage business processes and the involvement of people in their improvement. 2.To diagnose own capacity to cope with managerial skills, which includes this subject, to develop their own capacity so that student can aspire to be a manager in a company to apply the knowledge gained through education and self-study modules of recommended literature for solving case situations to mimic the behavior of managers that students can, through tutorials, observe on the videos, which will be screened to them, to address the case studies of management practice. 3.To get an overview of the theoretical knowledge of the content of basic social and managerial skills and techniques that can facilitate and accelerate management processes, tools of managerial work in the form of record sheets, recommendations that transform the skill to practical implementation, methodological instructions describing the steps in the way of acting manager the management of activities and leadership in the workplace.

Teaching methods

Lectures
Tutorials

Summary

The aim of this subject is to teach students to twelve managerial skills like interpersonal communication, presentation, stress managing, conflict solutions, affecting another people, managing change etc., which depend on personal skills developed by experience and training. They will try even several managerial advancements and activities as authority delegating, action plans of employees motivation, group efficiency influencing and synergic effect creation in the team etc. and they will be solved the company case studies (Ishikaw diagram, Pareto analyses, Brainstorming, Field of force, SMART goals, SPIN, techniques GROW, STEER etc.).

Compulsory literature:

DRUCKER, Peter F. Management challenges for the 21st century. New York: HarperBusiness, 2001. 224 s. ISBN 0-88730-999-2. JEFFREY, Magee. The managerial leadership Bible: learning the strategic, organizational, and tactical skills everyone needs today. 2nd ed. New Jersey: Pearson, 2015. 384 s. ISBN 978-0134097541. WHETTEN, David A. a Kim S. CAMERON. Developing Management Skills. Boston: Pearson, 2016. 648 s. ISBN 978-0133127478.

Recommended literature:

DRENTH, A. J. The 16 Personality Types: Profiles, Theory, & Type Development. New York: Drenth, 2017. 228 s. ISBN 978-0-9792-168-31. DRUCKER, Peter F. The essential Drucker: selections from the management works of Peter F. Drucker. London: Routledge, 2014. 368 s. ISBN 978-0-7506-8506-1. MUNTER, Mary a Lynn HAMILTON. Guide to managerial communication: effective business writing and speaking. 10th ed. Boston: Pearson, 2013. 300 s. ISBN 978-0132971331.

Way of continuous check of knowledge in the course of semester

Check questions Metta communication

E-learning

Další požadavky na studenta

Prerequisities

Subject has no prerequisities.

Co-requisities

Subject has no co-requisities.

Subject syllabus:

I. Managerial competence and roles Conception of manager work. Structure of managers competence. Managerial roles. Diagnostics of working situation (analysis problem), suit percepce (sensation). Personal groundwork of successful manager. Meaning knowledge, skill and ability on different level managementu. II. Self-perception and perception other, managing stress Cognitive style. MBTI test. Interpersonal perception. Factors influenced process of selection instigation, Particular frame of perception. Mistakes in perception. Meaning perception in managerial work. Managing different stress situation in managers work. What's stress. Major elements of stress. Models of stress in managerial work. When and how happen to stress in work.. Appearances of stress situation. Managing stress. Eliminating stressors. Developing resilience. Improving the management of stress and time. Temporary stress-reduction techniques. III. Supportive Communication, asertivity, listening, managing conflict The importance of effective communication. What is supportive communication? Eight principles of supportive communicatin. Interpersonalni communication. Assertivity for manager suit communication and his element. Assertivnees "law" and techniques. Meaning and limitation of assertivity. Active listening. Non-verbal communication for manager. Choice aspect in non-verbal communication in managerial work. Managing conflict. What's conflict. Cause - sources of interpersonal confrontations. Incidence conflict in managerial work. Conflict response alternatives. Strategies of managing conflict. IV. Making decision, solving problem creatively, power and influence, empowering and delegating. Process of making decision. Individual and group techniques (Ishikawa fishboune. Pareto. Occama. Delphy and so on) Steps in rational problem-solving. Limitation of the rational-solving problem. Impediment to creative problem-solving. Conceptual block. Fostering innovation. Power and influence in organisation. Building a strong power base and using influence wisely. Abalanced view of power. Strategies for gaining organisational power. Transforming power into influence. Unconscious power. Empowering and delegating.What si empowerment? How to develop empowerment. Delegating process. V. Motivation theory, using motivation theory in managerial work, motivating other What's motivation, motive, stimulation, stimulus. Theory of needs (Maslow, Herzberg, McClelland, Alderfer). Expectation theory (Vroom, Porter - Lawler). Equity theory (Adams) .... Application of motivation theory in managerial job. Strategies of motivating other (new form of job, participation, new form of reward...) VI. Managerial style of leading people, leadership, coaching, managing team Trait Models, Behaviour Models (Style Theories: McGregor X/Y, University of Iowa, Ohio State University, University of Michigan, Tannenbaum & Schmidt, Blake & Mouton Managerial Grid (1964): devised five styles with different roportions of concern for task and people) Contingency model: (Fielders 1967) Functional leadership Model: (Adair 1973) Situational Leadership Model: (Hersey & Blanchard) Path-Goal Model: (House 1971) Best Fit Approach: (Handy 1992) Transformational Leadership, Dynamics of leadership (There are a number of core leadership skills, often sought in graduate recruits as "potential". Empowerment, Intuition, Self-understanding, Vision,Value congruence) Leadership v Followership? The Empowering Leader, Leader-Participation Model, Leader as a coach, Leader & Team. Managing team. Negotiate a team conctract. Select the right people. Undestanding the stages of team development. Focus tem towards a common goal. Motivate team for maximum results. Establish a training maintenance programme. Run effective team meeting. VII. Management change Managerial goals and role in management change. Change management skills. Project management of change. Methods for implementing change.

Conditions for subject completion

Full-time form (validity from: 1960/1961 Summer semester)
Task nameType of taskMax. number of points
(act. for subtasks)
Min. number of points
Exercises evaluation and Examination Credit and Examination 100 (100) 51
        Exercises evaluation Credit 35 (35) 18
                Other task type Other task type 35  18
        Examination Examination 65 (65) 33
                Written examination Written examination 65  33
Mandatory attendence parzicipation:

Show history

Occurrence in study plans

Academic yearProgrammeField of studySpec.FormStudy language Tut. centreYearWSType of duty
2005/2006 (N6202) Economic Policy and Administration (6210T004) European Integration (00) European Integration P Czech Ostrava 1 Choice-compulsory study plan
2005/2006 (B6208) Economics and Management (6208R037) Management (02) Management P Czech Ostrava 3 Compulsory study plan
2004/2005 (B6208) Economics and Management (6208R037) Management (00) Management P Czech Ostrava 3 Compulsory study plan
2004/2005 (N6202) Economic Policy and Administration (6210T004) European Integration (00) European Integration P Czech Ostrava 1 Choice-compulsory study plan
2004/2005 (B6208) Economics and Management (6208R037) Management (02) Management P Czech Ostrava 3 Compulsory study plan

Occurrence in special blocks

Block nameAcademic yearForm of studyStudy language YearWSType of blockBlock owner