Uniwersytet Jagielloński w Krakowie - Centralny System Uwierzytelniania
Strona główna

Leadership and Project Management

Informacje ogólne

Kod przedmiotu: WSM.CSMIR-IRPUB-11
Kod Erasmus / ISCED: (brak danych) / (brak danych)
Nazwa przedmiotu: Leadership and Project Management
Jednostka: Centrum Studiów Międzynarodowych i Rozwoju
Grupy:
Punkty ECTS i inne: 4.00 Podstawowe informacje o zasadach przyporządkowania punktów ECTS:
  • roczny wymiar godzinowy nakładu pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się dla danego etapu studiów wynosi 1500-1800 h, co odpowiada 60 ECTS;
  • tygodniowy wymiar godzinowy nakładu pracy studenta wynosi 45 h;
  • 1 punkt ECTS odpowiada 25-30 godzinom pracy studenta potrzebnej do osiągnięcia zakładanych efektów uczenia się;
  • tygodniowy nakład pracy studenta konieczny do osiągnięcia zakładanych efektów uczenia się pozwala uzyskać 1,5 ECTS;
  • nakład pracy potrzebny do zaliczenia przedmiotu, któremu przypisano 3 ECTS, stanowi 10% semestralnego obciążenia studenta.
zobacz reguły punktacji
Język prowadzenia: angielski

Zajęcia w cyklu "Semestr zimowy 2023/2024" (zakończony)

Okres: 2023-10-01 - 2024-01-28
Wybrany podział planu:
Przejdź do planu
Typ zajęć:
Warsztat, 30 godzin, 12 miejsc więcej informacji
Koordynatorzy: Małgorzata Zachara-Szymańska
Prowadzący grup: Małgorzata Zachara-Szymańska
Lista studentów: (nie masz dostępu)
Zaliczenie: Przedmiot - Zaliczenie na ocenę
Cele kształcenia:

(tylko po angielsku) The course aims for the student to develop an understanding of and experience in how to effectively manage and conduct projects as well as how to recognize and strengthen leadership competences. Students will become familiar with different ways of exercising leadership, their own strengths and weaknesses, and how they can best work with others in preparing and executing projects. The emphasis is on application of concepts in actual project management settings and situations outside the academia. The course combine well-researched information with dynamic, hands-on activities to create a sense of belonging and purpose among group participants while promoting lasting learning and change. Workshop parts of the course are designed to be maximally interactive with opportunities for participants to work with the material in both small and large groups. The course is interdisciplinary in nature. Participants will learn and apply skills in a hands-on practical way that encourages them to challenge their own beliefs and assumptions about what constitutes leadership and project management.
Efekty kształcenia:

(tylko po angielsku) EK1: Knows and understands the place of leadership in in social sciences [K_W05++][K_W09+]

EK2: Can describe the principles of the main project management models in use today [K_W06+++] [K_W09+++]

EK3: Has knowledge about on political, economic and social processes determining social and organizational change [K_W07++][K_W08++]

EK4: Can describe the form, function and significance of leadership in a different managerial and social contexts [K_W05+++][K_W09+++]

EK5: Has the ability to apply project management tools to plan, execute, and continually evaluate a project [K_U03+++][K_W07++][K_K02++]

EK6: Can do a simple research, critical analysis of information and synthesize them [K_U07++][K_U10++][K_K04+++]

EK7: Can prepare a simple paper or project with the use of acquired skills [K_U04+][K_U08+++][K_K04++]


EK8: Student is able to critically evaluate and offer new insights on the leadership/management processes and practice [K_U10++][K_K04+++]
Forma i warunki zaliczenia:

(tylko po angielsku) Additional points that count for the overall grade can be obtained due to a student’s active participation in the class discussions and non-obligatory assignments.


Composition – written exam – 40%, leadership speech– 10%, project/portfolio – 20%, class participation – 20%, project management quiz – 10%

student is required to pass each component
Bilans punktów ECTS:

(tylko po angielsku) Contact hours: 30

Student’s own work:


Total: 90 h (4 ECTS)
Sylabus przedmiotu dla studentów rozpoczynających studia od roku akademickiego 19/20 lub później:

International Relations and Public Diplomacy, studia stacjonarne drugiego stopnia, rok 1
Pełny opis: (tylko po angielsku)

SEMINARS:

1. Introductory seminar

2. Orient yourself. Business, global, social trends in the context of leadership activities

This component looks at various indicators of social and economic change in the broad global context. Students will familiarize themselves with major trends shaping business, political and civic environment and analyse how demographics, globalization and technological innovation have transformed many organizational practices.

1. Global Trends 2035, National Intelligence Council, 2017.

2. Dawson P., Andriopoulos C., Managing change, creativity and innovation, Sage, 2014.

3. McKinsey Global Collection, Trends and Global Forces, 2017.

3-4. Leadership. Managing oneself and leading others

These seminars sets the tone regarding leadership and learning. Different notions of leadership are discusses (leadership as a process, interaction and situation,) which requires references to individual's value system, strengths and learning style. Students will be introduced to the key leadership mindsets and equipped with the skills to build their own toolkit to apply to research, different social challenges and business contexts.

1. Drucker, PF ‘Managing Oneself’ Harvard Business Review, January 2005.

2. Jonhson, S. Who moved my cheese. Penguin, 1996.

3. George, B, Sims, P, McLean, AN, Mayer D, Discovering Your. Authentic Leadership, Harvard Business Review, February 2007.

4. Goffee, R. Jones G, ‘Why Should Anyone Be Led By You?’ Harvard Business Review, SeptemberOctober 2000.

5-6. Competences and tools in leadership and project management

This part of the course guides students through fundamental project management tools (planning schedules, visual storytelling and video-prototyping) and behavioral skills needed to successfully launch, lead, and realize benefits from projects in profit and nonprofit organizations. Students will be introduced to the key concepts and equipped with the skills to build their own toolkit to apply to research, different social challenges and business contexts.

1. Christensen, C. ‘How Will You Measure Your Life’ Harvard Business Review, July-August 2010.

2. Project Management Competency Development Framework. PMI, 2008.

3. Milosevic, D. Z. . Project management toolbox: Tools and techniques for the practicing project manager. Hoboken, Nj: John Wiley & Sons.2003.

4. Turner R.J. The Handbook of Project Based Management. McGraw-Hill Book, New

York, 2007

7-8 Change management

These seminars give special attention to critical success factors required to overcome resistance to change. We will review causes of project failure and analyse how to mitigate risks through proper planning in the early phases of a new initiative.

1. Change management podcast episodes https://www.changemanagementreview.com/

2. Richman, R., The Culture Blueprint, Culture Hackers 2015.

3. Kaplan, R. ‘Reaching Your Potential’ Harvard Business Review, July-August 2008.

4. Turner R.J. The Handbook of Project Based Management. McGraw-Hill Book, New

5. York, 2007.

9-11 Design thinking

Component dedicated to creative problem-solving that can be used in organizational and project management processes. Various design-based techniques will be employed to gain insight and yield creative solutions for complex challenges. This part of the course will strengthen participants capabilities to identify underlying problems; to collect and analyze qualitative data to deeply understand needs and contexts.

1. Brown, T, ‘Design Thinking’, Harvard Business Review, June 2008.

2. Cruger, R.’ Question Everything, HowDesign, June 2007.

3. Brown, T. ‘Designers -- think big!’ TED: Ideas worth spreading. N.p.,

http://www.ted.com/talks/tim_brown_urges_designers_to_think_big.html.

4. Kelley T., ‘ Human-centered design’. TED: Ideas worth spreading.

https://www.ted.com/talks/david_kelley_on_human_centered_design?language=en

5. HCD Toolkit by IDEO: http://www.ideo.com/work/human-centered-design-toolkit/

12-13 Critical factors of success and failure

This part of the course is dedicated to the causes of project failure, criteria that defines success and ways to mitigate risks through proper planning in the early phases of a new initiative. Several case-studies will be discussed to examine best practices.

1. Osterwalder A., Pigneur Y., Business model generation, John Wiley & Sons, 2010.

2. Entreleadership podcast episodes https://www.entreleadership.com/blog/podcast

3. Turner R.J. The Handbook of Project Based Management. McGraw-Hill Book, New

York, 2007
Literatura: (tylko po angielsku)

Supplementary literature:

1. P. Drucker, Managing Oneself, Boston: Harvard Business Review, 1999.

2. R. Richman, The Culture Blueprint, Culture Hackers 2015.

3. National Intelligence Council, Global Trends Report, 2020.

4. T. Brown, B. Katz, Change by Design: How Design Thinking Transforms Organizations and Inspires Innovation. Harper Business, 2009.

5. A. Osterwalder, et al. Value Proposition Design. Wiley, 2014.

6. Regular Readings from HBR, WSJ, Forbes, NY Times, other business publications. Articles or links will be posted
Opisy przedmiotów w USOS i USOSweb są chronione prawem autorskim.
Właścicielem praw autorskich jest Uniwersytet Jagielloński w Krakowie.
ul. Gołębia 24, 31-007 Kraków https://www.uj.edu.pl kontakt deklaracja dostępności USOSweb 7.0.3.0 usosweb12c