Modulhandbuch

International Business Consulting (IBC)

Leadership Management II

Empfohlene Vorkenntnisse

Kenntnisse in ABWL ergänzt um die Kennntnisse aus den im Semester vorangegangenen Veranstaltungen „Project Management I" und „Organisational Behaviour I"

Lehrform Seminar
Lernziele / Kompetenzen

Ziel des Moduls ist es, in Fortsetzung des Moduls „Leadership Management I" bei den Studenten

-  einen Erkennntisprozeß um die Relevanz der Führung (im Beratungsprozeß) auszulösen

-  Sensibilität hinsichtlich der Einschätzung von Beratungssituationen aufzubauen

-  eine Expertise zu entwickeln, situations- und rollenspezifisch (d.h. als Berater) zu agieren.

 Learning Outcomes

Umfängliche Leadership-Kompetenz (umsetzbar im Tagesgeschäft des operativen wie strategischen Consulting) unter Betonung der

- ethischen und

- sozialen

Dimension.

Dauer 1
SWS 4.0
Aufwand
Lehrveranstaltung 45 h
Selbststudium / Gruppenarbeit: 75 h
Workload 120 h
ECTS 4.0
Leistungspunkte Noten

Modulbezogene Projektarbeit, die die Veranstaltungen „Organisational Behaviour II" und „Social &Psychological Aspects of Consulting" umfasst

Die Modul-Note fließt gewichtet mit 5/90 in die Endnote ein

Modulverantwortlicher

Prof. Dr. R. Fischer

Max. Teilnehmer 20
Empf. Semester IBC 2
Haeufigkeit jedes Jahr (SS)
Veranstaltungen

Organisational Behaviour II

Art Seminar
Nr. IBC-11-01
SWS 2.0

Psychological Aspects of Consulting

Art Seminar
Nr. IBC-10-02
SWS 2.0
Lerninhalt

The course is designed to deliver know how of social and psychological impacts in consulting interactions. It will give a pragmatic understanding of the psychological importance in consulting processes, that go far beyond handling technical questions or problems. Consultants have to be aware of the fact that one of the most important success-factors in con-sulting are due to a constructive dynamic of social interactions and psychological effects.

The general understanding of human behavior in change developments and intended change processes gives a closer insight of the psychological success factors or traps in the consulting work. Major aspects of communication, cognitive, emotional and pragmatic learning behavior as well as the understanding of roles and power help to give orientation in the interaction between client and consultant.

Various models of transaction analysis, personality types, group dynamics and conflict developments will be applied to rationalize typical situations as well as crises in consulting work and how to deal with them.

Finally, questions of team building and individual psychological challenges of consulting professionals are discussed and experimented with the students.

Literatur

Roger Fisher, William Ury, Bruce M. Patton: Das Harvard-Konzept , Frankfurt a.M. 2009.

Don Beck, Christopher Cowan: Spiral Dynamics, Bielefeld 2008.

Daniel Goleman: Emotional Intelligence, NewYork 1997.

Thomas A. Harris: I'm OK-You're OK (Transactional analy-sis), Reinbek 2009.

Spencer Johnson: Who moved my Cheese. An amazing Way to Deal with Change in your Work and in your Life, London 2002.

Bernard Mayer: The Dynamics of Conflict Resolution: A Practitioner's Guide, San Francisco 2000.

Richard Rohr / Andreas Ebert: Enneagram : A Christian Perspective, NewYork 2002.

Frank Schneegans: Seven Steps to control changes, Düs-seldorf 2001.

Frederic Vester: Thinking, Learning, Forgetting, München 2007.