IDENTIFYING DATA 2008_09
Subject Code 205142227
Study programme
Enginyeria Química i de Processos (2006)
 Cycle 2nd
Descriptors Credits Type Year Period
3 Optional Only annual
Language
Anglès
Department Enginyeria Mecànica
Enginyeria Química
Coordinator
ALABART CÓRDOBA, JOAN RAMON
 E-mail joanramon.alabart@urv.cat
Lecturers
ALABART CÓRDOBA, JOAN RAMON
Web
General description and relevant information Ultimately, the success or failure of all projects is founded on the “people” component, even in today’s world in which sophisticated technology and software resources are available to manage the intricate processes of any project. Therefore, the project manager must effectively and comfortably wear many different “hats” when managing and leading a project. Many of these hats, or roles, involve the ability to demonstrate people-based leadership skills. The emphasis is on people. This course equips you with the leadership basics and the team facilitation skills you need to manage the human side of projects successfully.

Competences
Type A Code Competences Specific
  Common
  Professional
  AP5 La planificació i execució d’un projecte treballant en grup, en un entorn multidisciplinari i multicultural
  Research
Type B Code Competences Transversal
  Common
  BC1 Creativitat. Desenvolupar idees i projectes originals
  BC6 Actuar amb un esperit crític i responsable
  BC7 Considerar l’ètica i la integritat intel•lectual com a valors essencials a la pràctica professional
  BC10 Lideratge
  BC11 Treballar en equip i gestionar equips
  BC12 Assertivitat. Comunicar de manera clara i sense ambigüitats tant a audiències expertes com no expertes
  BC13 Aprendre a aprendre
  BC14 Planificació i organització
  BC15 Promoure una actitud orientada a la motivació per la qualitat
Type C Code Competences Nuclear
  Common
  CC6 Desenvolupament de processos d’incorparació al món del treball (compte d’altres i/o empreneduria)

Learning aims
Objectives Competences
1. Describe the role of the project manager as a facilitative leader. 2. Identify and explain high-effective leadership behaviors. 3. Design the composition of project teams and appreciate individual differences. 4. Launch a new project team. 5. Create buy-in and participation. 6. Help determine how to handle decision making. 7. Facilitate effective meetings. 8. Deal with a team member whose performance is unsatisfactory. 9. Manage conflicts. 10. Apply useful listening and asking practices. 11. Provide effective recognition and critical feedback. 12. Evaluate team performance. AP5
 BC1
BC6
BC7
BC10
BC11
BC12
BC13
BC14
BC15
 CC6

Contents
Topic Sub-topic
1. Course introduction.
2. Facilitative leadership.
3. Selecting a team / team capabilities.
4. Team launch: Team Charter.
5. Setting goals.
6. Developing effective interpersonal relationships: listening and asking effective questions.
7. Leadership high-effective behaviors: Gene Klann’s model.
8. Developing effective interpersonal relationships: recognition and critical feedback.
9. Leadership high-effective behaviors: Kouzes & Pozner’s model.
10. Introduction to facilitation.
11. Leadership high-effective behaviors: Emotional Competency Inventory.
12. Making effective decisions.
13. Process tools.
14. Creating buy-in and participation.
15. Motivation: the mystery and the myth.
16. Managing conflict.
17. Dealing with a team member whose performance is unsatisfactory.
18. Facilitating effective meetings.
19. Team evaluation.

Planning
Methodologies  ::  Tests
  Competences (*) Class hours Hours outside the classroom (**) Total hours
Introductory activities
1 0 1
 
Lecture
13 26 39
Problem solving, classroom exercises
6 6 12
Assignments
0 22 22
 
Personal tuition
0 1 1
 
 
(*) On e-learning, hours of virtual attendance of the teacher.
(**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students.

Methodologies
Methodologies
  Description
Introductory activities Introduction to the course.
Lecture Lectures.
Problem solving, classroom exercises Watching and discussing DVDs, interactive exercises, and discussions on assigned readings.
Assignments Each student is required to write a paper on an area relevant to this course (e.g. leadership behaviors, managing conflict, etc.). Students may start writing their paper at any given moment during the course, but their ideas must be first reviewed and approved by the instructor.

Personalized attention
 
Assignments
Description
Support to students regarding the preparation and writing of their papers.

Assessment
  Description Weight
Lecture Each student will be expected to come to class prepared to actively participate in discussion. Your contribution to the discussion will be credited. In order to be well prepared for the class, the assigned readings should be read beforehand. 20%
Problem solving, classroom exercises There are two tests scheduled, each with a weight of 20%. 40%
Assignments Each student is required to write a paper on an area relevant to this course (e.g. leadership behaviors, managing conflict, etc.). Students may start writing their paper at any given moment during the course, but their ideas must be first reviewed and approved by the instructor. The deadline to deliver the paper is on the scheduled day for the exam. The paper must be 5 pages long maximum and abide by the formatting instructions that can be found in the Moodle space reserved for this course. Students must demonstrate that they have read at least 3 references, being accepted as such only papers published in accredited journals and books.

Papers will be graded based on:

(1) The specificity, clarity, and comprehensiveness of the analyses and their logic.

(2) The original contribution made by the student. It will not be satisfactory to just document leadership styles, for example. The student is expected to compare and contrast leadership styles and give an opinion on the subject. 		40%
 
Other comments and second exam session


Sources of information

Basic

D. Goleman, R. Boyatzis, A. McKee, Primal Leadership: Realizing the Power of Emotional Intelligence. Harvard Business School Press, Boston (2002).

G. Klann, Building Character: Strengthening the Heart of Good Leadership. Jossey-Bass, San Francisco (2007)

I. Bens, Team Launch! Strategies for New Team Start-Ups. GOAL/QPC, Salem, NH, (2001).

­I. Bens, Facilitation with Ease! Jossey-Bass, San Francisco (2000).

­I. Bens, Advanced Team Facilitation. GOAL/QPC, Salem, NH, (2000).

­J. M. Kouzes and B. Z. Posner, The Leadership Challenge. Jossey-Bass, San Francisco (2003).

­J. P. Kotter, John P. Kotter on What Leaders Really Do. Harvard Business School Press, Boston (1999).

­J. P. Lewis, Team-Based Project Management. AMACOM, New York, NY, (1998).

­S. W. Flannes and G. Levin, People Skills for Project Managers. Management Concepts, Vienna, VA, (2001).
Complementary

-BENS, I., "Team Launch! Strategies for New Team Start-Ups", GOAL/QPC, 2001.
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