COURSE CONTRIBUTION TO PROGRAM
Being successful within an organization, whether as a newly hired employee or a CEO, requires an understanding of the human side of management and an in-depth understanding of how organizations work.
To be effective in your work you not only need technical skills in operations, finance, accounting, marketing and developing winning strategies, but also knowledge of how to implement them with the help of other people. Your own personal traits, abilities, skills, and knowledge will be valuable tools throughout your career. However, as you move up through any organization it is increasingly critical that you develop your ability to work with a multicultural diverse group people and understand and leverage the organization's dynamics.
The course comprises 3 modules:
· In the first module you will learn that for each obstacle your organization places in front of you, there are tools you need to overcome it: Informal networks that cut across formal structures, culture that provides the means to guide action without explicit directions, modes of coordination and formal division of labor that facilitate work.
· In the second module you will learn how to effectively manage people across cultures, facilitate smooth cross-cultural communications, and the importance of diversity in organizations.
· In the third module you will learn about facilitating change (and overcome the barriers to change) at different stages and in different contexts. You will also learn about how the experience of change can incur stress and how to manage it.
The concepts and models studied in this course have applications to a variety of organizations?not only businesses, but also governments, non-profits, athletic teams, social clubs, and religious groups. We will encourage you to explore a diversity of organizational form and purposes beyond the corporate realm.
Bibliography
Article: Bernstein, E. S., Raffaelli, R. L., & Margolis, J. D. Leader-as- Architect: Alignment. Harvard Business Review.
Organizational Behavior; Stephen P. Robbins;Timothy A. Judge.
