High Noon at Alpha Mill
Content
1. The importance of interpersonal competencies and management skill for managerial and leadership effectiveness; differing skill requirements within different management context
2. The centrality of diversity within organisations including cultural, inter-cultural, gender and the issue of ethics
3. Behavioural change theories and the experiential/group learning model
4. Theories of human development; managing personal change and the centrality of self-awareness in personal development
5. Goal setting, stress management, time management
6. Interpersonal skills of relating to others including listening skills, non-verbal communication, assertion, responding and feedback skills
7. Applied skill of delegation, meeting management, group skills, presentation skills, decision making skills, problem solving skills, conflict resolution, negotiation skills, interviewing skills, networking, influence and leadership skills
Required texts
Quinn, R., Faerman, S., Thompson, M., St. Clair, L. (2011) Becoming A Master Manager: A Competing Values Approach, 5th edn, John Wiley and Sons, USA.
Indicative references
Useful Websites
Australian Institute of Training and Development www.aitd.com.au
Australian Institute of Management www.aim.com.au/nsw
The Institute of Type Development www.itd.net.au
Australian Human Resource Institute www.ahri.com.au/index.php
The Social Psychology Network www.socialpsychology.org
References
Bolton, R (1998). People Skills: How to assert yourself, listen to others and resolve conflicts, Simon & Schuster, Australia.
Cialdini, R (2000). Influence: The Science of Persuasion, Allyn Bacon, New York.
Covey, S (1989). The Seven Habits of Highly Effective People, Simon and Schuster, New York.
Daft, R.L. and Pirola-Merlo, A (2009). The Leadership Experience (Asia Pacific Edition), Cengage, Melbourne.
DeBono, E (2000). New Thinking for the New Millennium, Millenium Press, New York.
Dunphy, D (1993). Organizational Change by Choice,
1. The importance of interpersonal competencies and management skill for managerial and leadership effectiveness; differing skill requirements within different management context
2. The centrality of diversity within organisations including cultural, inter-cultural, gender and the issue of ethics
3. Behavioural change theories and the experiential/group learning model
4. Theories of human development; managing personal change and the centrality of self-awareness in personal development
5. Goal setting, stress management, time management
6. Interpersonal skills of relating to others including listening skills, non-verbal communication, assertion, responding and feedback skills
7. Applied skill of delegation, meeting management, group skills, presentation skills, decision making skills, problem solving skills, conflict resolution, negotiation skills, interviewing skills, networking, influence and leadership skills
Required texts
Quinn, R., Faerman, S., Thompson, M., St. Clair, L. (2011) Becoming A Master Manager: A Competing Values Approach, 5th edn, John Wiley and Sons, USA.
Indicative references
Useful Websites
Australian Institute of Training and Development www.aitd.com.au
Australian Institute of Management www.aim.com.au/nsw
The Institute of Type Development www.itd.net.au
Australian Human Resource Institute www.ahri.com.au/index.php
The Social Psychology Network www.socialpsychology.org
References
Bolton, R (1998). People Skills: How to assert yourself, listen to others and resolve conflicts, Simon & Schuster, Australia.
Cialdini, R (2000). Influence: The Science of Persuasion, Allyn Bacon, New York.
Covey, S (1989). The Seven Habits of Highly Effective People, Simon and Schuster, New York.
Daft, R.L. and Pirola-Merlo, A (2009). The Leadership Experience (Asia Pacific Edition), Cengage, Melbourne.
DeBono, E (2000). New Thinking for the New Millennium, Millenium Press, New York.
Dunphy, D (1993). Organizational Change by Choice,
References: Bolton, R (1998). People Skills: How to assert yourself, listen to others and resolve conflicts, Simon & Schuster, Australia. Cialdini, R (2000). Influence: The Science of Persuasion, Allyn Bacon, New York. Covey, S (1989). The Seven Habits of Highly Effective People, Simon and Schuster, New York. Daft, R.L. and Pirola-Merlo, A (2009). The Leadership Experience (Asia Pacific Edition), Cengage, Melbourne. DeBono, E (2000). New Thinking for the New Millennium, Millenium Press, New York. Dunphy, D (1993). Organizational Change by Choice, McGraw Hill, Sydney. Eunson, B (2008). C21 Communicating in the 21st Century (2nd Ed.), John Wiley & Sons, Milton. Fisher, R. & Ury, W., with B. Batton (1991). Getting to Yes: Negotiating Agreement Without Giving In. Houghton Mifflin, Boston. Honey, P (2001). How to Improve Your People Skills (2nd Ed.) CIPD, London. Janis, I (1972). Victims of Groupthink, Houghton Mifflin, Boston. Johnson, D.W (1999). Reaching Out: Interpersonal Effectiveness & Self-Actualisation, Allyn and Bacon, Boston, Mass. Thompson, L (2001). The Mind and Heart of the Negotiator (2nd Ed.), Prentice Hall, Upper Saddle River, New Jersey. Assessment Item 3: Skill Development Activity (Group) : 30% Students will form groups of 4-5 people in Week 1 and each week in class the groups will spend some time working through the modules provided by Quinn et al (2011)