CORE: MALM SEM1

ESILM 604: Communication for Leaders and Managers
The objective of this course is to build understanding of, Corporate Communication and Public Relations. The strategic importance of communication to contemporary organisations and its impact on society means the learners need to appreciate the significance and how to use it to enhance their professional interests and leadership aspirations.

Content
The course will look closely at how to make the written word as powerful as the spoken – whether it be an email, a letter or a report. By the end of the course learners should be able to:

define the strategic important of communication skills;

list the goals of management communication;

assess the extent to which information is lost in the communication process inside organizations;

define the directions in which communication travels within an organization;

list ways in which managers can improve organizational communication.
Tutorial sessions are devoted to such issues as report writing, meetings, interviewing, negotiating and making a presentation, and the development of leadership, team and inter-personal skills.

Reading List

Caraballo, M. (2013). 5 Principles of Effective Leadership Communication. [Online] Available: http://vingapp.com/5- principles-of-effective-leadership-communication

Murray, K. (2012). 12 Principles of Leadership Communication. [Online] Available: https://www.linkedin. com/pulse/20140708155025-80900892-12-principles- of leadership-communication
Zulch, B. (2014). Leadership communication in project management.  Proceedings 27th IPMA World Congress on Social and behavioural Science

SILM 503: Change Management

Objective

Upon successful completion of this course students will be able to apply knowledge about the major theories and perspectives concerning organization development and change management, analyse the role of the internal and external environment in driving or restraining change, design measures or KPIs to achieve and maintain results, demonstrate an ability to evaluate the needs and constraints of organizational change and to reflect on their own role and position in this situation.

Content

The major theories and perspectives regarding organizational development, creativity and change management

The drivers and constraints on change in external and internal environments

Change strategies and interventions

The dynamics, measures and complexity of executing change

Feedback, measuring and iteration processes.
Teaching and learning tools include lectures, class readings, class discussions and presentations

Reading List
Anderson, D. & Anderson, L. A. (2010). Beyond Change Management: How to achieve breakthrough results through conscious change leadership 2nd Edition 2010, ISBN 978-0-470- 64808-7.

Tidd, J. & Bessant, J.  (2013). Managing Innovation: Integrating Technological Market an Organizational Change, 5th Edition, ISBN 978-1-118-36063-7

Roberto, M.A. & Ferlins, E.M. (2004) Change at the Top Harvard Business School

Balogun, J.; Hailey, V. H.; Johnson, G.; Scholes, K. (2009). Exploring Strategic Change ISBN: 9780273708025
Angwin, D.; Cummings, S. & Smith, C. (2011). The Strategy Pathfinder. ISBN: 9780470689462

SILM 509: Building Organizational Culture: Leaders as Architects

Culture is maintained through attraction-selection-attrition, new employee on boarding, leadership, and organizational reward systems.

Signs of a company’s culture include the organization’s mission statement, stories, physical layout, rules and policies, and rituals. The following objectives underline this course:

Understand how cultures are created.

Learn how to maintain a culture.

Recognize organizational culture signs

Content

The course covers the following topics:

Values

How Are Cultures Created?

How Are Cultures Maintained?

Industry Demands

New Employee On boarding

Reward Systems

How to Maximize On boarding Success

On boarding plans should have the following characteristics:

Visual Elements of Organizational Culture

Mission Statement

Rules and Policies

Delivery Mode

Callahan, J. L. (2008). The four C's of emotion: A framework for managing emotions in organizations. Organization Development Journal, 26(2), 33–38.

Chiaburu, D. S., & Gray, B. (2008). Emotional incompetence or gender-based stereotyping? The Journal of Applied Behavioral Science, 44(3), 293–314.

Joseph, T. (2016). Developing the leader-follower relationship: Perceptions of leaders and followers. Journal of Leadership, Accountability and Ethics, 13(1), 132–144.

Notgrass, D. (2014). The relationship between followers' perceived quality of relationship and preferred leadership style. Leadership & Organization Development Journal, 35(7), 605–621.

O’Reilly, C. A., Caldwell, D. F., Chatman, J. A., & Doerr, B. (2014). The promise and problems of organizational culture: CEO personality, culture, and firm performance. Group & Organization Management 39(6), 595–625 doi:10.1177/1059601114550713