Management and communication

Organisations, associations and similar institutions require good management for several reasons:

1. Imperfection and inadequacies in an organisation’s formal model,
2. Changing external operating conditions,
3. Changing internal atmosphere,
4. Different personal characteristics of task performers.

In order to alleviate the negative implications of the four factors on an organisation’s performance, a perpetual synergy of various beneficiaries is essential.

The seminar will address the following topics:

• Different leadership types (management with exceptions, rules of deciding, motivating, participation, delegation, goals),
• Different leader’s roles (interpersonal, information, deciding, coordinator),
• Different leadership models,
• Behaviour models,
• Models of persuasion.

And achieve three crucial goals:

• Designing optimal organisation atmosphere model,
• Designing optimal competence model,
• Designing optimal management model (based on the re-structured organisational scheme and operation procedures).

TOPIC 1: SITUATIONAL LEADERSHIP

In times of global challenges the so called situational leadership is becoming one of the prevalent management models. Developed by Paul Hersey and Ken Blanchard, situational leadership endorses the qualities of self-learning organisations where individuals are taught to transcend classic leadership styles (transactional, transformational, charismatic leadership). Furthermore, the individuals are encouraged to recognise that the success of their roles is directly correlated to successful confronting and solving the challenges in the environment. We are living in a globalised world where situations change instantly, without notice. For this reason, leadership training is crucial for efficacious managing the various challenges.

TOPIC 2: ORGANISATIONAL CLIMATE (OC)

Organisational climate or culture is understood as an imprint of an organisation. It is all about the “character” of an organisation, i.e. the surplus of characteristics shared between the individuals and the roles they play in an organisation. OC fundamentally influences the work conduct and work results. A good OC is an invaluable motivating factor which, in addition to financial stimulation as another indispensible factor, builds on values, ethics and integrity of an organisation as a whole. To subsume a number of definitions of organisational climate we can say that organisational climate:

• Denotes a multitude of organisation’s characteristics noticed by individuals – it changes with individual’s personal and business growth,
• Is relatively permanent and it is developing at the same time,
• Emerges through interaction between organisation’s members and with optimal interaction with external environment,
• Reflects the potentials and the limits of each organisation, and the quality of work environment,
• Is the quality of an organisation that makes it different from other organisations,
• Depends on individuals and the choices they make.

TOPIC 3: COMPETENCE

Development of competences means perpetual development of capabilities, skills and knowledge of individuals and groups. In the changing and competitive world we live in today, competence is crucial for survival and development on the market.
Competence usually implies two forms of education: formal and informal. The former entails classic institutionalised education leading to obtaining a degree or profession, while the latter implies knowledge and wisdom acquired through “living a life.”
Informal education emphasises the importance of skills and competences of the widest possible spectrum, including, among others, psychological and political knowledge, knowledge about environmental problematic, rhetorical and manual skills, etc.
Leadership competences in business environment are understood as the capability of an organisation to manage and direct OC and organisation’s goals to optimal levels.
In addition to capabilities (skills and knowledge) the term competence includes task motivation, personal style and relation to the concept of Self or the “I” that endows an organisation with special imprint.