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Introduction to Profession

2021/2022
Учебный год
ENG
Обучение ведется на английском языке
3
Кредиты
Статус:
Курс обязательный
Когда читается:
1-й курс, 1, 2 модуль

Преподаватели

Course Syllabus

Abstract

The goal of this course has twofold nature. On the one hand, the course is aimed to highlight how a SEM’s undergraduate degree in international business and management offer career opportunities. On the other hand, the course is constructed for the development of essential managerial soft skills. We study basic concepts of managerial job through the exemplified cases and networking events with graduates.
Learning Objectives

Learning Objectives

  • Students understand importance of soft-skills development for their career success
  • Students understand importance of soft-skills development for managerial work and profession
  • Students have built their career path and development roadmap
  • Students have practiced presentation skills, analytical skills, creating thinking, business writing skills and others
  • Students know what skills they need to develop to be able to work in modern challenging business environment
  • Students know how HSE extra curriculum opportunities can help and benefit their soft-skills development
  • Students have experienced different types of teamwork and soft- skills exercises in order to understand their personal strengths and areas for future improvements
  • The student can conduct a study of the profile of a chosen managerial specialization using information from various sources (primary and secondary)
  • The student is able to find and analyze relevant information for a specific managerial task (or self-development task)
  • The student can conduct an analysis of behavior, personality characteristics, strengths and weaknesses, areas of growth (for himself and any of his/her colleagues)
  • The student is able to determine the behavioral roles in the team and build communication based on role characteristics
  • The student knows the basic mechanisms of coordination and is able to select them based on the context of group work/project
  • The student knows the main barriers to communication and how to avoid / prevent them
  • The student is able to competently give written, oral instructions on any process
  • The student is acquainted with the main methods of hiring (managerial positions)
  • The student knows how to write a resume and covering letter
  • The student is aware of the main career development scenarios in his specialty
Expected Learning Outcomes

Expected Learning Outcomes

  • The student knows how to write a resume
  • The student knows how to write a covering letter
  • The student knows how to present the results of his research in the form of a presentation, report, teaching materials
  • The student is aware of the main career development scenarios in his specialty
  • A student knows how HSE's educational and extracurricular activities help career development
  • The student understands what skills (soft / hard) must be developed to work in a modern changeable business environment
  • Students are acquainted with the main professional areas for a career in one of the specializations
  • The student is able to find and analyze relevant information for a specific managerial task (or self-development task)
  • The student can conduct a study of the profile of a chosen managerial specialization using information from various sources (primary and secondary)
  • The student knows what programs can be used to organize group work, feedback, remote team interaction
  • The student is able to competently give written, oral instructions on any process
  • The student knows the basic mechanisms of coordination according to Mintzberg and is able to select them based on the context of group work / project
  • The student is able to adjust his model of behavior based on the adopted system of values / culture of the organization
  • The student is able to determine the behavioral roles in the team and build communication based on role characteristics
  • The student can conduct an analysis of behavior, personality characteristics, strengths and weaknesses, areas of growth (for himself and any of his/her colleagues)
Course Contents

Course Contents

  • Introduction. Skills and competencies managers need to develop
    Career tracks: experience of HSE graduates. Residual knowledge from the Management major: typical managerial tasks. Manager's model of competences. The everlasting quest for self-development & generation gap problem. Organisation as an open system. Stakeholder view & map. Course outline: rationale, structure, assignments, grades
  • The skill of teamwork
    Basics of organizational design. Marshmallow challenge. Belbin Team Roles Typology. Analysis of roles' features, problems, relevant strategies of teamwork. The difference between regular and remote teams. Synchronous vs asynchronous communication. The idea of cultural intelligence. Hofstede's model of cultures. Corporate culture and values. Schein model of culture
  • The skill of research in management
    Coordination mechanisms (Mintzberg). Management research methods
  • The skill of project work
    Individual and project planning, attitude to changes (change management, roles in changing context)
  • Career path, planning, and guidance in the management
    Typical ways of career development for management graduates. Career planning schemes. Career opportunities for HSE students. HSE opportunities to develop managerial skills
  • Skills of self-presentation
    Applying for a job: resume, covering letter
Assessment Elements

Assessment Elements

  • non-blocking In-class participation
  • non-blocking CORE report + presentation
  • non-blocking SELF report
  • non-blocking Networking activities
  • non-blocking Networking reflection
  • non-blocking Cases from graduates
Interim Assessment

Interim Assessment

  • Interim assessment (2 module)
    The course utilizes a summative system of grading. During the course, students take part in classes, submit individual and group reports, and do a variety of networking tasks. The course does not have an exam. For each activity, students receive a certain number of points, which are summated at the end of the course. A total of 150 points is the relative maximum for this course, some students may surpass this threshold and have more than 150 points, which will not change the grading policy In accordance with new HSE rules, we have the following system of transferring points to HSE grades. The final grade is calculated as follows: Introduction to profession points (SUM) Final grade in HSE system 143 - 150 10 128 - 142 9 113 - 127 8 98 - 112 7 83 - 97 6 68 - 82 5 53 - 67 4 38 - 52 3 23- 37 2 1 - 22 1 Please, be aware that: 1) There are no blocking forms of assessment. 2) If a person missed in-class activity, has not submitted an SELF-report or networking/newsmaking task, he or she receives a ZERO (0). If you skip the class (unverifiable illness or personal circumstances, participation in university-sponsored events or sports/case activities, or documented chronic illness) you cannot compensate for the missed points by any kind of extra activity. 3) Late submissions will only be accepted at the discretion of the instructor and will be subject to penalty. Less than 24-hour delay in submission = -15% of total MAX grade related to a certain task 24 hour – less than 72-hour delay in submission = -30% of total MAX grade related to a certain task More than 72-hour delay (but no more than a week delay) = -50% Submissions with a delay equal to more than a week will only be checked with comments, the ZERO grade will be put. Late submission rules are not applicable for SELF-report, CORE report In-class assignments 20 SELF report (including reflection papers from classes 1-2, 3-4, 5-6, 7) 45 CASES from graduates 20 CORE report text 20 CORE report defense (including peer assessment) 15 Networking activities (guest event report, questions before & during guest events, etc) 20 Networking journal / reflection in module 1 and module 2 5 + 5 Additional assignments (CV or covering letter or else) up to 10
Bibliography

Bibliography

Recommended Core Bibliography

  • Gary Burnison. (2018). Lose the Resume, Land the Job. Wiley.
  • Management, Daft, R.L., Benson, A., 2015

Recommended Additional Bibliography

  • Managing, Mintzberg, H., 2009
  • Organizational behavior, Robbins, S. P., Judge, T. A., 2013
  • Organizational behaviour, Robbins, S. P., Judge, T. A., 2017
  • Менеджмент. MBA. : Учебник, Дафт Р., 2014