115-0306/01 – Managerial Skills (MD)
| Gurantor department | Department of Management | Credits | 4 |
| Subject guarantor | Ing. Kateřina Kashi, Ph.D. | Subject version guarantor | Mgr. Jan Kovács, Ph.D. |
| Study level | undergraduate or graduate | Requirement | Compulsory |
| Year | 3 | Semester | summer |
| | Study language | Czech |
| Year of introduction | 2004/2005 | Year of cancellation | 2006/2007 |
| Intended for the faculties | EKF | Intended for study types | Bachelor |
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:
Recommended literature:
Additional study materials
Way of continuous check of knowledge in the course of semester
Check questions
Metta communication
E-learning
Other requirements
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
Occurrence in study plans
Occurrence in special blocks
Assessment of instruction
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