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Professur BWL – Organisation und Internationales Management
Master

Master-Lehrveranstaltungen

Recent Notice

Group 1: Room: 2/W040 Time:

Thursday, 1st of February 2018, 9.15am-6.45pm

Start: 17.10.2017
Group 2: Room: 2/NK004 Time:

Friday, 2nd of February 2018, 9.15am-6.45pm

Start: 17.10.2017

Seminar assignment for all:

10th of Oct. 2017, 10.00 AM - 12th of Oct. 2017, 1.00 PM

Thüringer Weg 7 next to room 102

General information

Main topic: Untangling organizational phenomena in movies
Contact person: Pia Tracksdorf
Petra Froß
Prerequisites: Basics in modern organization theory
Requirements:

All students are encouraged to read the basic texts for each topic in order to make exchanges and discussions insightful for everyone.

In preparation of your presentation an obligatory consultation of each group with the supervisor of your topic has to be appointed and realized latest one week in advance.

Grading:

Individual presentation in groups of 3 - 4 students (20 min each group member) plus group discussion with interactive elements (10 min); handout (maximum 2 pages), overall participation and performance in plenum discussions.

Term-paper with regard to presentation topic (word count: 6.000-8.000 per person including directories, exclusive appendix).

Restrictions: Master degree students MOS, BWP, Erasmus
Credit points: 5 ECTS

Overview

Contact List

Nbr. Topics & Basic Literature
-

Seminar assignment

10th of Oct. 2017, 10.00 AM - 12th of Oct. 2017, 1.00 PM

Thüringer Weg 7 next to room 102

-

Introduction & Topic assignment
Introduction
Presentation Groups

17th of Oct. 2017 for all Tuesday 11.30 AM, 2/WK59

1 Organizational Legitimacy
  1. Deephouse, D.L./ Bundy, J./ Plunkett Tost, L./ Suchman, M.C. (forthcoming in 2017).Organizational Legitimacy: Six key questions. In: Greenwood, R./ Oliver, C./ Lawrence, T./ Meyer, R. (Eds.).The SAGE Handbook of Organizational Institutionalism (2nd Ed.). Thousand Oaks CA: Sage.
  2. Ashfort, B.E./ Gibbs, B.W.(1990). The Double-Edge of Organizational Legitimation. Organization Science 1(2), 177-194.
2 Organizational Identity
  1. Zavyalova, A./ Pfarrer M.D./ Reger, R.K. (2017). Celebrity and infamy? The consequences of media narratives about organizational identity. Academy of Management Review 42(3), 461–480.
  2. Whetten, D.A. (2006). Albert and Whetten Revisited. Strengthening the Concept of Organizational Identity. Journal of Management Inquiry 15 (3), 219-234.
3 Trust in Organizations
  1. De Jong, B. A./ Kroon, D. P./ Schilke, O. (forthcoming in 2017). The Future of Organizational Trust Research: A Content-Analytic Synthesis of Scholarly Recommendations and Review of Recent Developments. In: van Lange,P./ Rockenbach, B./ Yamagishi, T. (Eds.). Trust in Social Dilemmas. NY: Oxford University Press.
  2. Schoorman, F.D./ Mayer, R.C./ Davis, J.H. (2007): An integrative model of organizational trust: Past, present, and future. Academy of Management Review 32(2), 344-354.
4 Secrets in Organizations
  1. Costas, J./ Grey, C. (2014). Bringing secrecy into the open: Towards a theorization of the social processes of organizational secrecy. Organization Studies 35(19), 1423-1447.
5 Diversity in Organizations
  1. Oswick, C./ Noon, M. (2014). Discourses of diversity, equality and inclusion: Trenchant formulations or transient fashions? British Journal of Management 25(1), 23-39.
  2. Janssens, M./ Zanoni, P. (2005). Many diversities for many services: Theorizing diversity (management) in service companies. Human Relations 58(3), 311-340.

Recent Notice

Seminar assignment:

10th of Oct. 2017, 10.00 AM - 12th of Oct. 2017, 1.00 PM

Thüringer Weg 7 next to room 102

Room: 2/NK004 Time: Thursday 18th January 9.15am-6.45pm Start: 19.10.2017

General information

Content: The seminar will be held in English. It deals with sources and effects of dysfunctional leadership. Theoretical concepts could be adopted to examples of historic or current cases of bad leadership.
Contact person: Petra Froß
Prerequisites: Basics in leadership theory, e.g. attended the course “Current leadership theories and concepts”
Requirements:

All students are encouraged to read the basic texts for each topic in order to make exchanges and discussions insightful for everyone.

In preparation of your presentation an obligatory consultation of each group with the supervisor of your topic has to be appointed and realized till 4th January 2018.

Grading:

Individual presentation in groups of 3 - 4 students (15 min each group member) plus group discussion with interactive elements (10 - 15 min); handout (maximum 2 pages), overall participation and performance in plenum discussions.

Restrictions: Master degree students MOS, BWP, Erasmus
Credit points: 5 ECTS

Overview

Date Theme/ Topic
10.10.2017-
12.10.2017
Seminar assignment:
10th of Oct. 2017, 10.00 AM - 12th of Oct. 2017, 01.00 PM
Thüringer Weg 7 next to room 102
19.10.2017

Introduction and allocation of topics

Introduction
1.11.2017-4.1.2018

Consultations

1 Destructive and despotic Leadership: damage of employees and organization
  1. Schmid, E. A./ Verdorfer, A. P./ Peus, C. (2017): Shedding Light on Leaders’ Self-Interest: Theory and Measurement of Exploitative Leadership. In: Journal of Management
  2. Krasikova, D. V./ Green, S.G./ LeBreton, J.M. (2013): Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda. In: Journal of Management 39 (5), 1308-1338.
  3. Aasland, M. S./ Skogstad, A./ Notelaers, G./ Nielsen, M. B./ Einarsen, S. (2010): The prevalence of destructive leadership behaviour. In: British Journal of Management 21 (2), 438-452.
  4. Einarsen, S./ Aasland, M. S./ Skogstad, A. (2007): Destructive leadership behaviour: A definition and conceptual model. In: The Leadership Quarterly 18 (3), 207-216.
2 The influence of the environment on destructive leadership
  1. Brown, M. E./ Mitchell, M. S. (2010): Ethical and unethical leadership: Exploring new avenues for future research. In: Business Ethics Quarterly 20 (4), 583-616.
  2. Cullen, J.B./ Parboteeh, K.P./ Hoegl, M. (2004): Cross-national differences in managers` willingness to justify ethically suspect behaviors: A test of institutional anomie theory. In: Academy of Management Journal, 47, 411-421.
  3. De Hoogh/ Den Hartog (2008): Ethical and despotic leadership, relationships with leader's social responsibility, top management team effectiveness and subordinates' optimism: A multi-method study. In: The Leadership Quarterly 19 (3), 297-311.
3 The influence of Employees on destructive Leadership
  1. Knoll, M./ Schyns, B./ Petersen, L. E. (2017): How the Influence of Unethical Leaders on Followers Is Affected by Their Implicit Followership Theories. In: Journal of Leadership & Organizational Studies 1 – 16.
  2. Padilla, A./ Hogan, R./ Kaiser, R. B. (2007): The toxic triangle: Destructive leaders, susceptible followers, and conducive environments. In: The Leadership Quarterly 18 (3), 176-194.
  3. Thoroughgood, C. N./ Padilla, A./ Hunter, S. T./ Tate, B. W. (2012): The susceptible circle: A taxonomy of followers associated with destructive leadership. In: The Leadership Quarterly 23 (5), 897-917.
4 Narcissists, psychopaths etc.
  1. Boddy, C. (2011): The corporate psychopaths theory of the global financial crisis. In: Journal of Business Ethics, 102 (2), 255-259.
  2. Higgs, M. (2009): The Good, the Bad and the Ugly: Leadership and Narcissism. In: Journal of Change Management 9 (2), S. 165–178.
  3. Goldman, A. (2006): High toxicity leadership: Borderline personality disorder and the dysfunctional organization. In: Journal of Managerial Psychology 21 (8), 733-746.
  4. Rosenthal, S. A./ Pittinsky, T. L. (2006): Narcissistic leadership. In: The Leadership Quarterly 17 (6), 617-633.
  5. Vries, Manfred F. R. Kets de (2006): The spirit of despotism: Understanding the tyrant within. In: Human Relations 59 (2), S. 195–220.
5 The shadow side of Leadership - consequences
  1. Fernandez, R. M./ Campero, S. (2017): Gender sorting and the glass ceiling in high-tech firms. In: ILR Review, 70(1), 73–104.
  2. Lang, R./ Rybnikova, I. (2016): Discursive constructions of women managers in German mass media in the gender quota debate 2011-2013. In: Gender in Management, 31 (5/6), 359-373.
  3. Schyns, B./ Schilling, J. (2012): How bad are the effects of bad leaders? A meta-analysis of destructive leadership and its outcomes. In: The Leadership Quarterly 24 (1), 138-158.
  4. Starratt, Alison; Grandy, Gina (2010): Young workers' experiences of abusive leadership. In: Leadership & Organization Development Journal 31 (2), S. 136–158.
  5. Lee, F., Tiedens, LZ: (2003): Is it lonely at the top?: The independence and interdependence of power holders. In: Research in Organizational Behavior 23:43-91.
  6. Tepper, B.J. (2000): Consequences of abusive supervision. In: Academy of Management 43(2), 178-190.
6 ...

General information

Lecturers: Thierry Keuscher
N.N.
Time/Place: Wednesdays from 13.45 PM-15.15 PM in Room 2/WK59
The seminar will take place weekly.
Please see details below!
Language: English
Content: The goal is to understand, analyse and explain leadership phenomena in different public sector organisations from a theoretical perspective.
Basic literature: Basics in “Current leadership theories and concepts”
Requirements: All students are encouraged to read the basic literature. The texts given below shall help to introduce the topics. After the formation of groups, students are asked to do further research on each topic in order to make the discussions fruitful for everyone. One week in advance of your presentation, a group consultation with your lecturer is obligatory.
Grading: Individual presentation in groups of 2 - 4 students (20 min each group member) plus interactive group discussion with (10 min); handout (max. 2 pages), overall participation and performance in plenum discussions.
Credits: 5 ECTS

Recent Notice

Seminar assignment:
10th of Oct. 2017, 10.00 AM - 12th of Oct. 2017, 1.00 PM
Thüringer Weg 7, next to room 102

  Room: 2WK/59 Time: Wednesday 01.45pm Start: 18.10.2017

Lecture

No. Date Topic
1 10.10.2017 Assignment
10.10.17/ 10.00 AM - 12.10.17/ 1.00 PM
Thüringer Weg 7 - next to room 102
2 18.10.2017 Introduction and distribution of topics
3 25.10. - 08.11.17 No seminar/ time for self-study
4 15.11.2017
Group 1
Leadership in education
1. Shapiro, J. P., & Stefkovich, J. A. (2016). Ethical leadership and decision making in education: Applying theoretical perspectives to complex dilemmas. Routledge.
2. Beycioglu et al. (2012): Distributed leadership and organizational trust. The case of elementary schools, in: Social and Behavioral Sciences, Vol. 46, pp. 3316- 3319.
3. Nawaz, M. M., & Bodla, M. A. (2010). Comparative study of full range leadership model among faculty members in public and private sector higher education institutes and universities. International Journal of Business and Management, 5(4), 208.
5 29.11.2017
Group 2
Leadership in healthcare
1. Popescu, G. H., & Predescu, V. (2016). The role of leadership in public health. American Journal of Medical Research, 3(1), 273-273.
2. Fitzgerald et al. (2013): Distributed leadership patterns and service improvement. Evidence and argument from English healthcare, in: The Leadership Quarterly, Vol. 24, pp. 227-239.´
3. Hutchinson, M., & Jackson, D. (2013). Transformational leadership in nursing: towards a more critical interpretation. Nursing inquiry, 20(1), 11-22.
6 06.12.2017
Group 3
Leadership in public administrations
1. Rybnikova, I., Toleikienė, R., Lang, R., & Šaparnienė, D. (2015). Leadership in Local Government Organizations in Lithuania and Germany. In Contingency, Behavioural and Evolutionary Perspectives on Public and Nonprofit Governance (pp. 217-245). Emerald Group Publishing Limited.
2. Vandenabeele, W., Brewer, G. A., & Ritz, A. (2014). Past, present, and future of public service motivation research. Public Administration, 92(4), 779-789.
3. Vermeeren, B., Kuipers, B., & Steijn, B. (2014). Does leadership style make a difference? Linking HRM, job satisfaction, and organizational performance. Review of Public Personnel Administration, 34(2), 174-195.
7 13.12.2017
Group 4
Leadership in non-profit organizations
1. Maier, F., Meyer, M., & Steinbereithner, M. (2016). Nonprofit organizations becoming business-like: A systematic review. Nonprofit and Voluntary Sector Quarterly, 45(1), 64-86.
2. Renz, D. O. (2016). The Jossey-Bass handbook of nonprofit leadership and management. John Wiley & Sons.
3. Selden, S. C., Sowa, J. E., & Sandfort, J. (2006). The impact of nonprofit collaboration in early child care and education on management and program outcomes. Public Administration Review, 66(3), 412-425.
8 17.01.2018
Group 5
Leadership in non-governmental organizations
1. Shiva, M. M., & Suar, D. (2012). Transformational leadership, organizational culture, organizational effectiveness, and programme outcomes in non- governmental organizations. VOLUNTAS: International Journal of Voluntary and Nonprofit Organizations, 23(3), 684-710.
2. Servaes, J. (2008). Communication for development approaches of some governmental and non-governmental agencies. Communication for development and social change, 201.
3. Kilby, P. (2006). Accountability for empowerment: Dilemmas facing non- governmental organizations. World Development, 34(6), 951-963.
9 24.01.2018
All Students
Closing session Summary/ evaluation/ lessons learned

Downloads

Seminar Concept

Enrolement Tuesday

Enrolement Wednesday

Opening Session

Handout Schools Tuesday

Handouts

Presentations

Literature

Generelles

Ansprechpartner:

Pia Tracksdorf

Petra Froß

Aktuelle Informationen

Einführung in das Planspiel: Montag, 08.01.2018, 13.00-15.00 Uhr, ThW7 Raum K012

Spielzeiten:

  • Dienstag, 09.01.2018, 9.00-16.30 Uhr
  • Mittwoch, 10.01.2018, 9.00-16.30 Uhr
  • Donnerstag, 11.01.2018, 9.00-16.00 Uhr

Eine Teilnahme am gesamten Planspiel ist Voraussetzung für den erfolgreichen Abschluss der Lehrveranstaltung. Bitte lesen Sie das Handbuch zum Planspiel genau und bewerben Sie sich bis zum 10.11.2017 mit Formular A für Ihre präferierten Positionen. Das Formular können Sie per E-Mail an Frau Tracksdorf richten oder am Lehrstuhl für Organisation & Internationales Management ausgedruckt abgeben.

Downloads

Handbuch
Formular A

Inhalte

Weiter Informationen: Professur Personalwesen und Führungslehre

Aktuelle Informationen

Raum: 2/W017 Zeit: Montag 09:15 Beginn:

Masterprojekt 1 - Besondere Organisationsformen im Fokus I –
Temporäre Organisationen

Temporäre Organisationen in ihren verschiedenen Ausprägungen haben in den Letzten zwei Jahrzehnten in der Forschung an Interesse gewonnen. In Abgrenzung zu permanenten Organisationen sind als Charakteristika von TOs deren enge zeitliche Begrenztheit sowie die einmalige Erfüllung einer neuartigen, komplexen Aufgabe zu nennen. Die Projektgruppe soll Erscheinungsformen von TOs (z.B. Kommissionen, Bauprojekte, Beratungsprojekte, Events,…) untersuchen und Besonderheiten in der sozialen Interaktion der beteiligten Akteure aufdecken. Dabei ist die Projektgruppe angehalten, das Thema selbst weiter zu spezifizieren. Vorteile bieten sich durch die Unabhängigkeit von einem spezifischen Projektpartner sowie die Freiheit eigene Ideen und Interessen einzubringen.

Aktuelle Informationen

Auftakt: 11.04.2017, 9.15 Uhr, ThW7, Raum 110

Generelles

Ansprechpartner: Pia Tracksdorf

Masterprojekt 2 - Besondere Organisationsformen im Fokus II – Interprofessionelle Kooperationen
 

Die interprofessionelle Zusammenarbeit zwischen unterschiedlichen Berufsgruppen befähigt zur Entwicklung multidisziplinärer und berufsübergreifender Lösungen und stellt somit einen wichtigen Aspekt des beruflichen Handelns dar. Die Projektgruppe soll zeitlich begrenzte Kooperationen (z.B. Forschungsprojekte, Bauprojekte, Beratungsprojekte, Events,…) und deren Zusammenarbeit untersuchen, wobei vor allem die Interaktion zwischen den unterschiedlichen Professionen im Fokus stehen soll. Dabei ist die Projektgruppe angehalten, das Thema selbst weiter zu spezifizieren. Vorteile bieten sich hierbei durch die Unabhängigkeit von einem spezifischen Projektpartner sowie die Freiheit eigene Ideen und Interessen einzubringen.

Aktuelle Informationen

Auftakt: 11.04.2017, 9.15 Uhr, ThW7, Raum 110

Generelles

Ansprechpartner: Petra Froß

Masterprojekt 3 - Public Administration Leadership (PAL)

Wertewandel, Entwicklung von Informations- und Kommunikationstechnologien, zunehmende Partizipationsbestrebungen, Gleichbehandlung von Frauen und Minderheiten und Globalisierungsprozesse in Wirtschaft und Gesellschaft haben zu einem Wandel in der Führung geführt. Führung wird heute zunehmend als dynamische und verteilte Interaktion in sozial-, organisationswissenschaftlichen und interdisziplinären Kontexten gesehen. Die Aufgabe der Projektgruppe PAL ist es, das Führungsverhalten und den Führungseinfluss unterschiedlicher Instanzen der Führung in einem sich zunehmend verändernden Belegschaftskontext anhand qualitativer Forschungsmethoden zu untersuchen. Im Mittelpunkt stehen Organisationen der öffentlichen Verwaltung. Die Projektarbeit in PAL ist mir Bundesagentur für Arbeit in Bayern vorgesehen.

Aktuelle Informationen

Auftakt: 27.03.2017, 11.00 Uhr, ThW7, Raum 110

Generelles

Ansprechpartner: Thierry Keuscher