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Статья
Применение технологии Process Mining в управлении цепями поставок

Воронова А. П., Заходякин Г. В.

Логистика и управление цепями поставок. 2020. № 6(101). С. 26-36.

Глава в книге
Disruption tails and post-disruption instability mitigation in the supply chain

Ivanov D., Rozhkov M.

In bk.: 9th IFAC Conference on Manufacturing Modelling, Management and Control MIM 2019. Vol. 52. Iss. 13. Elsevier, 2019. P. 343-348.

Leadership in 21st Century Organizations

2019/2020
Учебный год
ENG
Обучение ведется на английском языке
5
Кредиты
Статус:
Курс по выбору
Когда читается:
4-й курс, 3 модуль

Course Syllabus

Abstract

The course “Leadership in 21st Century Organizations” is taught on educational online platform “Coursera.org”, https://www.coursera.org/learn/leadership-21st-century, Copenhagen Business School. In this course, students will see how the real acting CEO of Santa Monica Aerospace Jim Barton takes on leadership challenges ranging from strategy execution, to inspiring people, to maintaining an ethical approach. Experts agree that twentieth-century leadership practices are inadequate for the stormy twenty-first-century present.
Learning Objectives

Learning Objectives

  • The objective of this course is to equip listeners with the insights needed to rise with the occasion of a rapidly shifting business landscape. The course is based on a book, Harder Than I Thought: Adventures of a 21st Century Leader, by Robert D. Austin, Richard L. Nolan, and Shannon O'Donnell, published by Harvard Business Review Press.
Expected Learning Outcomes

Expected Learning Outcomes

  • Be able to decide who will be an ally in the task needed to be accomplished and who will be an obstacle.
  • Be aware of how a leader should take the new 21st century reality into account and understand whether past communications and PR approaches are needed to be changed.
  • To learn how to develop relationships and establish effective collaboration.
  • To understand how the 21st century leader should motivate people.
  • Be aware of how leaders try to make changes to the governance framework within which they work.
  • To learn how to change things, in a big way: for example, when a company needs to be transformed.
Course Contents

Course Contents

  • Course Preview and Intro
  • Taking on a New Leadership Role
    Students have been presented with a new leadership "opportunity" but there is a controversial issue of whether to accept it.
  • Getting Oriented and Assessing a Team
    As a new leader, the first order of business is to survey the landscape, get your bearings, and figure out what's really going on. Perhaps the most crucial part of that is assessing the team you've inherited.
  • Communication in an Age of Super Transparency
    In an age of social media and super hackers, leaders have to worry more than ever about secrets getting out, making hard decisions under scrutiny, and people misinterpreting what the company and its leaders are doing. Thanks primarily to the advance of technology, the organizational activities have never been more transparent.
  • Leading Collaboration
    When you're building something as complicated as an airplane, people have to work together. A leader have to populate teams, develop relationships, orchestrate process, and set up conducive environments to maximize the effectiveness of collaborative work.
  • Motivating and Inspiring
    A leader must be able to move other people – potentially in directions those others do not wish to go. A very important part of a leader's role, then, is to motivate people – to somehow provide the impulse to move others in a particular direction. Indeed, a leader often needs to get people moving together, in a similar direction. But there are different ways of doing this. Incentives, for example, operate differently than inspiration, and the two might not work equally well in a particular circumstance.
  • Effective Governance
    A leader operates within a framework that outlines her or his responsibilities, range of authority, and access to resources – we call such frameworks "governance." Governance empowers a leader but also looks over her or his shoulder. A precondition for effectiveness as a leader is having a foundation of sound governance.
  • Leading Change
    Convincing people to change their ways might be the hardest job a leader has to do. And if getting people to change is hard, getting groups – who work together in the old ways and reinforce each other's sense of "the way it's always been" – is even harder.
Assessment Elements

Assessment Elements

  • non-blocking Online tests during the course
  • non-blocking Final exam
Interim Assessment

Interim Assessment

  • Interim assessment (3 module)
    0.7 * Final exam + 0.3 * Online tests during the course
Bibliography

Bibliography

Recommended Core Bibliography

  • Armstrong, M. (2016). Armstrong’s Handbook of Management and Leadership for HR : Developing Effective People Skills for Better Leadership and Management (Vol. Fourth edition). Philadelphia, PA: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1406071
  • David Nour Return on Impact: Leadership Strategies for the Age of Connected Relationships, AMP, 2012 (доступ через электронную библиотеку НИУ ВШЭ https://library.books24x7.com/, для перехода по ссылке нужна авторизация в системе удаленного доступа ресурса)
  • Moran, R.T. Managing Cultural Differences: Global Leadership Strategies for the 21st Century / Robert T. Moran, Philip R. Harris, Sarah V. Moran. – 7th ed. – Burlington; Oxford: Elsevier Inc., 2007. – 708 p. – (Managing Cultural Differences). – ISBN 978750682473. - Текст: электронный // DB ProQuest Ebook Central (ebrary) [сайт]. – URL: https://ebookcentral.proquest.com/lib/hselibrary-ebooks/reader.action?docID=3562904&query=Moran%252C%2BRobert%2BT
  • The Oxford Handbook of Corporate Governance [Электронный ресурс] / M.Wright, D.S.Siegel, K.Keasey, I.Filatotchev, eds.; oxfordhandbooks. - Oxford University Press, 2013. – Режим доступа: http://www.oxfordhandbooks.com/view/10.1093/oxfordhb/9780199642007.001.0001/oxfordhb-9780199642007. - Загл. с экрана.

Recommended Additional Bibliography

  • Armstrong, M., & Brown, D. (2019). Armstrong’s Handbook of Reward Management Practice : Improving Performance Through Reward (Vol. Sixth edition). London: Kogan Page. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2003796
  • FILATOTCHEV, I., & NAKAJIMA, C. (2014). Corporate Governance, Responsible Managerial Behavior, and Corporate Social Responsibility: Organizational Efficiency Versus Organizational Legitimacy? Academy of Management Perspectives, 28(3), 289–306. https://doi.org/10.5465/amp.2014.0014
  • International Association of Business Communicators, & Gillis, T. L. (2011). The IABC Handbook of Organizational Communication : A Guide to Internal Communication, Public Relations, Marketing, and Leadership (Vol. 2nd ed). San Francisco, Calif: Jossey-Bass. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=363478
  • Lee, M. R. (2014). Leading Virtual Project Teams : Adapting Leadership Theories and Communications Techniques to 21st Century Organizations. Boca Raton: Auerbach Publications. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=611888
  • Managing cultural differences : global leadership strategies for cross-cultural business success, Moran, R. T., 2011
  • Nordbäck, E. S., & Espinosa, J. A. (2019). Effective Coordination of Shared Leadership in Global Virtual Teams. Journal of Management Information Systems, 36(1), 321–350. https://doi.org/10.1080/07421222.2018.1558943