Course Information

DDMZ302 Management and Leadership

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

each odd Tuesday 12:00–13:30 106

Prerequisites

Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Theatre Management (programme DIFA, Div_Pro:B)
• Stage Management and Technology (programme DIFA, Div_Pro:B)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Motivation theories.
• 6. Motivation in practice - leadership skills.
• 7. Conflict and crisis situations.
• 8. Crisis and crisis situations.
• 9. Internal culture of institutions.
• 10. Intercultural mngmnt and change mngmnt.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info

recommended literature
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Hagoort and Plamínek)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

DDMZ302 Management and Leadership

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

each odd Tuesday 12:00–13:30 106

Prerequisites

Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Theatre Management (programme DIFA, Div_Pro:B)
• Stage Management and Technology (programme DIFA, Div_Pro:B)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Motivation theories.
• 6. Motivation in practice - leadership skills.
• 7. Conflict and crisis situations.
• 8. Crisis and crisis situations.
• 9. Internal culture of institutions.
• 10. Intercultural mngmnt and change mngmnt.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info

recommended literature
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Hagoort and Plamínek)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

Teacher's information

https://teams.microsoft.com/l/team/19%3apCHbGKRB6dSVT65GeeLETjm0pX6hez4RDH8c79iHDN41%40thread.tacv2/conversations?groupId=59bf6f08-88a8-44e1-9c36-92612eb3189f&tenantId=1ddc5806-8e3d-4892-b879-473865749a0e

DDMZ302 Management and Leadership

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Tue 12:00–13:30 106

Prerequisites

Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Theatre Management (programme DIFA, Div_Pro:B)
• Stage Management and Technology (programme DIFA, Div_Pro:B)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Motivation theories.
• 6. Motivation in practice - leadership skills.
• 7. Conflict and crisis situations.
• 8. Crisis and crisis situations.
• 9. Internal culture of institutions.
• 10. Intercultural mngmnt and change mngmnt.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info

recommended literature
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Hagoort and Plamínek)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

Teacher's information

https://teams.microsoft.com/l/team/19%3a7e4f73549a1641c6b21e226ba810c547%40thread.tacv2/conversations?groupId=192566a8-1efc-4703-b09d-ece8b9b45baf&tenantId=1ddc5806-8e3d-4892-b879-473865749a0e

DDMZ302 Management and Leadership

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Tue 12:00–12:45 106, Tue 12:45–13:30 106

Prerequisites

Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Theatre Management (programme DIFA, Div_Pro:B)
• Stage Management and Technology (programme DIFA, Div_Pro:B)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Institution is not in a vacuum. External environment, internal environment, organizational culture, culture of external environment and management ethics. Pluralism, social responsibility and ethics.
• 6. Organizational culture and its relation to management and leadership. Levels and types of organizational culture. Management of cultural change. Intercultural management. Functions and roles, this time according to Kotter.
• 7. Decision-making in terms of leadership / leadership.
• 8. Strategic management - management.
• 9. Strategic management - Leadership.
• 10. Corporate ethics, CSR, CCI and corporate philanthropy and relationship to marketing. Management and decision-making in terms of fundraising, sponsorship and lobbying.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info

recommended literature
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Plamínek: Synergic Management, Drucker: Effective executive.)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

DDMZ302 Management and Leadership

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Tue 12:00–13:30 106

Prerequisites

Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Institution is not in a vacuum. External environment, internal environment, organizational culture, culture of external environment and management ethics. Pluralism, social responsibility and ethics.
• 6. Organizational culture and its relation to management and leadership. Levels and types of organizational culture. Management of cultural change. Intercultural management. Functions and roles, this time according to Kotter.
• 7. Decision-making in terms of leadership / leadership.
• 8. Strategic management - management.
• 9. Strategic management - Leadership.
• 10. Corporate ethics, CSR, CCI and corporate philanthropy and relationship to marketing. Management and decision-making in terms of fundraising, sponsorship and lobbying.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info

recommended literature
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Plamínek: Synergic Management, Drucker: Effective executive.)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

DDMZ302 Management and Leadership I, II

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Tue 12:00–13:30 106

Prerequisites

EVER ( DDML302 Self-control and Teamwork Management I, II )
Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Rudiments of Management, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on Production (programme DIFA, N-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

To provide a comprehensive view of the development and history of management and its linkage to economic and social sciences. Extend existing knowledge of management (sequential function) about other management specificities such as integrating the institution into the socio-economic system, organizational culture and management of change, strategic management (incorporating project management into artistic institutions), ethics of management including CSR, lobbying and sponsorship. To provide knowledge and support regarding strategic decision making from the point of view of leadership.
The aim of the second year is to understand the principles, procedures and theories as they were formed during the formation of management as a discipline, an understanding of a structured system of management theory. Student should be able to gradually apply selected principles and practices that are useful for work in the field of theatrical production.
Through the compulsory reading and reviews students are able to recognize gradually the difference between management and leadership and are learning to understand that the future leadership position is linked to the setting of inner environment of a leader, his/her ability to take responsibility and make the right decision at the right time.

Learning outcomes

Completing this semester the graduate is able to:
- Use the knowledge of history and system theory of management, identify key personalities of management theory and their benefits.
- to perceive the difference between the program and the project in terms of the artistic institution and its artistic outputs,
- understand the position of institutions in the social system and understand the issues of decision-making and leadership of artistic institutions precisely in relation to their socio-economic purpose,
- Define levels and types of organizational culture, understand the issues of the management of the change and issues of intercultural management.
- to describe the theory of strategic management, to name and use the principles of strategic management (including analytical, planning and evaluation processes),
- Understand the ethics of public and artistic institutions and follow-up measures in CSR, sponsorship and lobbying.
- Verify the acquired knowledge on practical production projects implemented in the internal environment of the school and to identify gradually and make use of its own decision-making and management skills.

Syllabus

• 1. Management and the paradigm. Historical development of management as "practical science" (Comte, positivism and its present opponents, paradigm, myth, facts, induction, deduction). Principles and techniques. Development stages of management.
• 2. Schools - classical. School of Scientific (Industrial) Management. School of human relations. School of administrative management. School of bureaucratic management.
• 3. Schools - revolutionary. Process Approaches. Psychological and social approaches. System approaches. Quantitative approaches. Empirical approaches.
• 4. Schools - post ... Post-industrial trends. Postmodern trends. Present trends.
• 5. Institution is not in a vacuum. External environment, internal environment, organizational culture, culture of external environment and management ethics. Pluralism, social responsibility and ethics.
• 6. Organizational culture and its relation to management and leadership. Levels and types of organizational culture. Management of cultural change. Intercultural management. Functions and roles, this time according to Kotter.
• 7. Decision-making in terms of leadership / leadership.
• 8. Strategic management - management.
• 9. Strategic management - Leadership.
• 10. Corporate ethics, CSR, CCI and corporate philanthropy and relationship to marketing. Management and decision-making in terms of fundraising, sponsorship and lobbying.

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• VODÁČEK, Leo and Olga VODÁČKOVÁ. Management. Teorie a praxe 80. a 90. let. Management Press, 1994, 257 pp. ISBN 80-85603-55-1. info
• BLAŽEK, Ladislav. Management: organizování, rozhodování, ovlivňování. 1. vyd. Praha: Grada, 2011, 191 pp. ISBN 978-80-247-3275-6. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info
• SCHERMERHORN, John R. Management. John Wiley &Sons, 2012, 624 pp. ISBN 978-1-118-11392-9. info
• KAISER, Michael M. Strategické plánování v umění: praktický průvodce. 1. vyd. Praha: Institut umění, 2009, 146 pp. ISBN 978-80-7008-236-2. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info

recommended literature
• HOFSTEDE, Geert and Gert Jan HOFSTEDE. Cultures and Organizations. Software of the Mind. 3. vydání. USA: McGraw-Hill, 2010, 561 pp. ISBN 978-0-07-166418-9. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info
• LUKÁŠOVÁ, Růžena and Ivan NOVÝ. Organizační kultura. Od sdílených hodnot a cílů k vyšší výkonnosti podniku. 1. vydání. Praha: Grada Publishing a.s., 2004, 174 pp. ISBN 80-247-0648-2. info
• HODGES, Megan and Geoffrey WOOD. Aby váš hlas byl vyslyšen. Úvod do lobbování v České republice. 1. vydání. Praha: ICN, 1998, 86 pp. ISBN 80-902284-4-5. info
• STEINMANN, H. and A. LÖHR. Základy podnikové etiky. 1. vydání. Praha: Victoria Publishing a.s., 1995, 133 pp. ISBN 80-85865-56-4. info

Teaching methods

Form of teaching: 1 hour of lecture, 1 hour of seminar (seminar and lecture part are interconnected according to the strategy of a specific two-hour course)
Teaching methods: lecture, work with text, work with painting, discussion methods, individual work of students, case study.

Assessment methods

Assessment is based on the oral exam. To pass the exam, the student must meet 80 % of attendance at the lectures, the absence must be excused via e-mail. Before passing an exam student must porcess two reviews of publications (Plamínek: Synergic Management, Drucker: Effective executive.)

The oral exam is without preparation. Student draws two question from two set of questions that contains the knowledge gained over the entire academic year.
The solving of partial assignments for the seminar part of the course is a matter of course.

Language of instruction

Czech

Follow-Up Courses

• DDML302 Management and Leadership

Further comments (probably available only in Czech)

Information on course enrolment limitations: Pro úspěšný zápis předmětu si zaregistrujte též odpovídající předmět v letním semestru (podle předpokladu "EVER")

DDMZ302 Management and Leadership I, II

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

prof. MgA. Blanka Chládková (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Tue 12:00–13:30 106

Prerequisites

EVER ( DDML302 Self-control and Teamwork Management I, II )
Successful conclusion of the first and second year of bachelor study programme. Succesful completion of subjects: Principles of Management I, II, Coopertion within a creative team and Project management in culture.

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

Objectives: Objectives: To consolidate the knowledge of managerial techniques and skills, with an emphasis on the issues of continuous management functions, management and leadership. and the integration of project management into artistic institutions (strategic management). Provide a comprehensive view of management development and its linkage to economic and social sciences.

Learning outcomes

Student will be able to:
- Identify and use own decision-making and management skills;
- use the knowledge of system management theory;
- perceive the difference between the programme and the project in terms of the functioning of the artistic institution and the realization of its artistic outputs;
- name and use the principles of strategic management (including analytical, planning and evaluation processes);
- to perceive other aspects of process management in the institution (which further develops master's degree study progeramme): human resources management, quality management, logistics management, information and knowledge management, crisis and PR management and management of a change.
Student acquires a concrete idea about the content of the subject to be taught thanks to practical cases. ;

Syllabus (in Czech)

• Vědecký přístup k managementu.
• Vnitřní a vnější podnikání
• Vývojové etapy řízení 1
• Vývojové etapy řízení 2
• Management a společnost (pluralismus, CSR, etika, organizační kultura)
• Průběžné funkce - rozhodování
• Průběžné funkce - řízení
• Strategické řízení

Literature

required literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info
• BĚLOHLÁVEK, František and Pavol KOŠŤAN. Management. Brno: Computer Press, 2006. ISBN 80-251-0396-X. info
• PLAMÍNEK, Jiří. Synergický management: vedení, spolepráce a konflikty lidí ve firmách a týmech. Vyd. 1. Praha, 2000, 328 pp. ISBN 80-7203-258-5. info
• HAGOORT, Giep. Umělecký management v podnikatelském stylu. Praha: Akademie múzických umění v Praze & KANT – Karel Kerlický, 2009. ISBN 978-80-7437-008-3. info
• DRUCKER, Peter F. Efektivní vedoucí. Praha: Management Press, 2015, 208 pp. ISBN 978-80-7261-189-8. info
• BYRNES, William J. Management and the Arts. ilustrované vydání. Taylor & Francis, 2009, 476 pp. ISBN 978-0-240-81004-1. info

recommended literature
• BRINDLE, Meg and Constance DEVEREAUX. The Arts Management Handbook. New York: M.E.Sharpe, Inc., 2011, 364 pp. ISBN 978-0-7656-1741-5. info
• Covey, Stephen, R. 7 návyků vůdčích osobností pro úspěšný a harmonický život. Praha: Pragma, 1994. ISBN 80-85213-41-9. info

Teaching methods (in Czech)

Forma výuky: přednáška
Metody výuky: přednáška, práce s textem, samostatná práce studentů, prezentace případů

Assessment methods (in Czech)

Hodnocení probíhá na základě zkoušky. Pro vykonání zkoušky musí student splnit 80 % přítomnosti na přednáškách, nepřítomnost řádně omluvit e-mailem vyučující.
Zkoušení probíhá ústní formou. Student si z probraných témat, jež jsou na konci semestru soustředěny do okruhů, losuje dvě. Témata zahrnují také okruhy z předmětu Základy managementu I a II.
Řešení dílčích zadání pro seminární část výuky je samozřejmostí.
Semestrální úkol: zpracování abstraktů pro publikace:
W. J. Byrnes: Management and the Arts
Peter F. Drucker: Efektivní vedoucí

Language of instruction

Czech

Further comments (probably available only in Czech)

Information on course enrolment limitations: Pro úspěšný zápis předmětu si zaregistrujte též odpovídající předmět v letním semestru (podle předpokladu "EVER")

DDMZ302 Self-control and Teamwork Management I, II

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

MgA. David Lobpreis, MBA (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Thu 14:30–16:00 106

Prerequisites

EVER ( DDML302 Self-control and Teamwork Management I, II )
Successful conclusion of the first and second year

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

Objectives: To acquaint students with principles and leadership and management of self, learning about their own abilities, knowledge of the principles of efficiency and creating habits to guide itself to the inner integrity, creativity and personal responsibility. Knowing relations with co-workers, the principle of creating effective communication and positive learning the principles of interpersonal leadership. Students are able to cultivate habits of personal leadership in his own work, he is able to recognize their performance and effectively regulate their work effort. Student knows the principles of exploring the properties of their colleagues, knows the principles of effectiveness of different types of working relationships between staff and be able to understand and effectively collaborate with them on common tasks. Descriptors:

Syllabus (in Czech)

• Úvodní hodina
• Strategický management Případová studie - "Společník jako faktor rozpadu firmy"
• Podnikatelský plán
• Projektové řízení
• Prosperita / Identita
• Management změny

Literature

required literature
• Covey, Stephen, R. 7 návyků vůdčích osobností pro úspěšný a harmonický život. Praha: Pragma, 1994. ISBN 80-85213-41-9. info

recommended literature
• Weihrich, H. - Koontz, H. : Management. Victoria Publishing, Praha 1993. info

Teaching methods

Lectures and discussions on the questions of students Case studies

Assessment methods (in Czech)

Předmět je hodnocen bodovým hodnocením. Maximální počet bodů je 100. Body lze získat následujícím způsobem: Docházka (maximálně 24b = 2b za účast na každé hodině) - plná účast 2b/h - omluva (min. 24 h předem) 1b/h Odevzdané řešení případové studie/seminární práce - 10 b. Účast na kolokviu - 20 b.

Language of instruction

Czech

Further comments (probably available only in Czech)

Study Materials
Information on course enrolment limitations: Pro úspěšný zápis předmětu si zaregistrujte též odpovídající předmět v letním semestru (podle předpokladu "EVER")

DDMZ302 Self-control and Teamwork Management I, II

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

MgA. David Lobpreis, MBA (lecturer)

Guaranteed by

prof. MgA. Blanka Chládková
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Timetable

Wed 16:15–17:45 107

Prerequisites

EVER ( DDML302 Self-control and Teamwork Management I, II )
Successful conclusion of the first and second year

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on management and technology (programme DIFA, B-DRAUM)
• Theatre Management focusing on production management (programme DIFA, B-DRAUM)
• Stage Technology (programme DIFA, B-DRAUM)

Course objectives

Objectives: To acquaint students with principles and leadership and management of self, learning about their own abilities, knowledge of the principles of efficiency and creating habits to guide itself to the inner integrity, creativity and personal responsibility. Knowing relations with co-workers, the principle of creating effective communication and positive learning the principles of interpersonal leadership. Students are able to cultivate habits of personal leadership in his own work, he is able to recognize their performance and effectively regulate their work effort. Student knows the principles of exploring the properties of their colleagues, knows the principles of effectiveness of different types of working relationships between staff and be able to understand and effectively collaborate with them on common tasks. Descriptors:

Syllabus

• Ethics personality and character ethics, primary and secondary size. Paradigma, power paradigm and paradigm shift. Paradigm based on principles. The principle of growth and change. Personality manager. Pathways to Performance Manager. The Seven Habits of performance managers. Definition habits. Definition of Performance - Product and production capability. The first habit - Principle strengthening personal manager proactivity on the path to personal independence. Principles of personal vision. Definition of proactivity. Knowing the range of interests and sphere of action. Possibilities and limits the impact on others and personal responsibilities. The second habit - Principle construction of a personal life plan manager on the way to more effective orientation. The principles of personal leadership. What does start with the End in Mind. The principle of double creation. Opportunity to become their own creators. Centrum own circle of competence. What factors lead to the expansion of the scope of the city. Alternative centers and danger unilateral orientation. The third habit - Principle focus on the important things and accepting personal responsibility for their own decisions. Principles of personal control. The fourth generation scheduling time. Nut scheduling and its application. The principle of delegation. Two types of delegation of authority and responsibility. Connection with a change of paradigm in the company at the end of the 20th century. Paradigms interdependence. Six major deposits in the bank and emotional relationship between the product and the production force. The fourth habit - Principles of interpersonal leadership. Six interpersonal interaction paradigms. Management Education 'win - win'. The fifth habit - Principles of effective communication - Empathic listening. Four autobiographical response. Understanding and perception of others. The sixth habit - Principles of creative cooperation - Definition of synergies. Relations between trust and communication level. Price differences and force field analysis. The Seven Habits - Principles equilibrium rejuvenation. Four dimensions rejuvenation. Reshaping others. Synergy in restoring and ascending spiral. The principle of "inside out". Coexistence generations. How to become a creative change.

Literature

required literature
• Covey, Stephen, R. 7 návyků vůdčích osobností pro úspěšný a harmonický život. Praha: Pragma, 1994. ISBN 80-85213-41-9. info

Teaching methods

Lectures and discussions on the questions of students

Assessment methods

The course in the winter semester ended with oral exam from two drawn questions with discussion on circuits forming content of the questions. Reputed are additional issues associated with the assignment. The list of topics of questions students have known in advance. The condition for accession to the exam is presented in a concise essay lecturer on the topic: "My mission in life" following the second practice by SRCoveye.Student may proceed to trial, if it has at least 80% attendance at lectures

Language of instruction

Czech

Further comments (probably available only in Czech)

Study Materials
Information on course enrolment limitations: Pro úspěšný zápis předmětu si zaregistrujte též odpovídající předmět v letním semestru (podle předpokladu "EVER")

DDMZ302 Self-control and Teamwork Management I, II

Extent and Intensity

2/0/3. 2 credit(s). Type of Completion: zk (examination).

Teacher(s)

doc. Ing. Ivan Hálek, CSc. (lecturer)

Guaranteed by

doc. Mgr. Jan Kolegar
Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts
Supplier department: Theatre Management and Stage Technology Department – Dean’s Office – Theatre Faculty – Janáček Academy of Performing Arts

Prerequisites

EVER ( DDML302 Self-control and Teamwork Management I, II )
Successful conclusion of the first and second year

Course Enrolment Limitations

The course is only offered to the students of the study fields the course is directly associated with.

fields of study / plans the course is directly associated with

• Theatre Management focusing on production management (programme DIFA, B-DRAUM)

Course objectives

Objectives: To acquaint students with principles and leadership and management of self, learning about their own abilities, knowledge of the principles of efficiency and creating habits to guide itself to the inner integrity, creativity and personal responsibility. Knowing relations with co-workers, the principle of creating effective communication and positive learning the principles of interpersonal leadership. Students are able to cultivate habits of personal leadership in his own work, he is able to recognize their performance and effectively regulate their work effort. Student knows the principles of exploring the properties of their colleagues, knows the principles of effectiveness of different types of working relationships between staff and be able to understand and effectively collaborate with them on common tasks. Descriptors:

Syllabus

• Ethics personality and character ethics, primary and secondary size. Paradigma, power paradigm and paradigm shift. Paradigm based on principles. The principle of growth and change. Personality manager. Pathways to Performance Manager. The Seven Habits of performance managers. Definition habits. Definition of Performance - Product and production capability. The first habit - Principle strengthening personal manager proactivity on the path to personal independence. Principles of personal vision. Definition of proactivity. Knowing the range of interests and sphere of action. Possibilities and limits the impact on others and personal responsibilities. The second habit - Principle construction of a personal life plan manager on the way to more effective orientation. The principles of personal leadership. What does start with the End in Mind. The principle of double creation. Opportunity to become their own creators. Centrum own circle of competence. What factors lead to the expansion of the scope of the city. Alternative centers and danger unilateral orientation. The third habit - Principle focus on the important things and accepting personal responsibility for their own decisions. Principles of personal control. The fourth generation scheduling time. Nut scheduling and its application. The principle of delegation. Two types of delegation of authority and responsibility. Connection with a change of paradigm in the company at the end of the 20th century. Paradigms interdependence. Six major deposits in the bank and emotional relationship between the product and the production force. The fourth habit - Principles of interpersonal leadership. Six interpersonal interaction paradigms. Management Education 'win - win'. The fifth habit - Principles of effective communication - Empathic listening. Four autobiographical response. Understanding and perception of others. The sixth habit - Principles of creative cooperation - Definition of synergies. Relations between trust and communication level. Price differences and force field analysis. The Seven Habits - Principles equilibrium rejuvenation. Four dimensions rejuvenation. Reshaping others. Synergy in restoring and ascending spiral. The principle of "inside out". Coexistence generations. How to become a creative change.

Literature

required literature
• Covey, Stephen, R. 7 návyků vůdčích osobností pro úspěšný a harmonický život. Praha: Pragma, 1994. ISBN 80-85213-41-9. info

Teaching methods

Lectures and discussions on the questions of students

Assessment methods

The course in the winter semester ended with oral exam from two drawn questions with discussion on circuits forming content of the questions. Reputed are additional issues associated with the assignment. The list of topics of questions students have known in advance. The condition for accession to the exam is presented in a concise essay lecturer on the topic: "My mission in life" following the second practice by SRCoveye.Student may proceed to trial, if it has at least 80% attendance at lectures

Language of instruction

Czech

Further comments (probably available only in Czech)

Study Materials
Information on course enrolment limitations: Pro úspěšný zápis předmětu si zaregistrujte též odpovídající předmět v letním semestru (podle předpokladu "EVER")

• Enrolment Statistics (recent)