Future Skills

44M0158

Master

German

5.0

only winter term

1 semester

It consists of a total of 12 one-day courses, from which 4 courses must be selected, attended and examined.

The module "Future Skills" is a compulsory module in the 1st semester (WS) for MAL/MAP/MAN students and comprises 5 ECTS. The teaching format is seminar-based. 
The approach of the teaching concept is to prepare you for management and self-management tasks in practice. The course also serves as a supplement to basic content on leadership that you have not yet heard in the Bachelor's degree programme, or only in exceptional cases. The focus is on the transfer and application of knowledge as well as reflection on this in individual/group exercises in the seminars.
The course programme comprises a total of 12 different seminars of which each lasts one day. Self-study/preparation and follow-up work is expected. Information on this will be provided by the respective lecturer(s).

Course attendance: 4 courses are compulsory for students and must be taken and, above all, attended. Due to capacity constraints, only a maximum of 4 courses may be taken. (We will inform you if there are any free places). Attendance is compulsory. Absences must be documented with a medical certificate.
Capacity: A total number of 70 students from the MAL/MAP/MAN degree programmes is expected. Each student must be allocated 4 courses, which means that a total of 280 places are required, or 12 courses with 25 places each. We will endeavour to offer you the course of your choice. However, the choice of course will be made on a first-come, first-served basis. It may not be possible to select 100% of the desired courses. The following course selection (subject to minor changes) is possible:

1. Mindful Communication: Introduction to the concept of mindful communication:
- Recognising and naming feelings and needs as the basis of successful 
 communication
- Key distinctions as markers and turning points for (inner) attitudes
- Empathy for yourself and others: the ego in the system 
- Clarifying and defending your own point of view 
- "I hear something you're not saying": conflict management and resolution with the help of mindful communication.
2. Intercultural Competences: Leadership in an International Business Environment
- How do you lead a multicultural team?                                                                                                                                            - How can managers of an international company promote cooperation between different national subsidiaries?
- Which aspects of German business culture can challenge other cultures? Real-life case studies and examples of business communication are analysed and evaluated on the basis of studies in the field of intercultural and communication skills.  

3. Professional speechwriting - writing workshop for practice                                                                                                            - Occasions for professional speeches, speakers' goals and effects on the audience
- The structure of speeches and the function of individual parts
- Stylistics
- Practical exercise in writing a speech.
4. Systemic Leadership as a Basic Approach for Agile Leadership                                                                                                       - Fundamentals of corporate management
- Corporate management in transition
- Fundamentals of systemic leadership
- Methodological approaches to systemic intervention
- Reasons for a new (agile) form of corporate management
5. Agile Self-Management and People Management                                                                                                                          - Systemic leadership as the basis for leadership and transformation,
- Systemic meta principles and dynamics, 
- Maturity model of leadership & leadership agility (according to Loevinger/Joiner), 
- Business constellations (method) for business topics
- Outlook on new leadership roles.

6. Organisational Management                                                                                                                                                           - Recognising problem areas of the organisation, organisation as a management task
- Understanding the goals of organisation and (good) organisation
- Brief insight into organisational theory
- Recognise basic organisational systems with their respective advantages and disadvantages
- Work on (short) case studies.
7. Agile Team- and Self-Management                                                                                                                                                 - Differences between agile vs. classic corporate management at organisation/team level
- Clarification of the term "agile leadership/leadership agility"
- Maturity models of the organisational culture (Spiral Dynamics) 
- Context-related leadership approaches - effectiveness, challenges
- Basic elements of agile team leadership (Scrum or agile team leadership approach)
8. Negotiation Management                                                                                                                                                                - Efficient negotiation as a central management task
- Negotiation constellations/power factor/
- Negotiation concepts/systemic negotiation/ 
- Change of perspective and reflection on own approach Exercises, case studies - Behavioural training.

9. Moderation - Neuland Moderation
- Moderating groups and teams
- Facilitating participative processes
- Supporting creative processes in groups. Exercises, case studies - behavioural training.
10. Developing and Leading Teams                                                                                                                                                     - working groups and teams as "building blocks" of organisations
- Potential performance advantages of teams - Success factors of teamwork/ 
- Group dynamics/ 
- Typical team problems and possible solution strategies Exercises, case studies - Behavioural training.

11. Methodical Inventing                                                                                                                                                                     - Developing successful inventions is based on creativity and the ability to make tangible predictions for the future and develop ideas from these. Methodical invention enables a systematic search for ideas and offers a selection of methods for targeted, novel solutions to technical and technical-economic problems. It supports the creation of innovations, new products, processes or services. In the seminar, students learn the principles of methodical invention and inventive problem solving (TRIZ) and apply them in group exercises to deepen their knowledge.
12. Gender- and Diversity-Sensitive Leadership                                                                                                                                   - as quality assurance for organisational development
- in personnel selection
- as a benefit for managers
- Theoretical input; reflection on own behaviour; seminar-based small group work.

The total workload for the module is 150 hours (see also "ECTS credit points and grading").

• oral exam

• Regular participation

Regular participation in the 4 courses (as described above).

20 minutes per student - 2 examiners examine. It is not possible to tell which of the 4 course contents will be tested in advance. You must prepare for all 4 courses.

no one

The seminars each comprise a theoretical part, which builds up knowledge that is then applied in practical exercises and subsequently reflected upon. As a result, students who have attended this module are able to describe and differentiate between selected areas of so-called future skills, including definitions, application methods and contexts, advantages and disadvantages (compare future skills of the OECD, the Stifterverband and the Inner Development Goals Initiative). 

Through preparatory and follow-up work using studies, readers, lecture material and reflection questions, students are able to deepen their knowledge of the respective subject area independently. As a result, they acquire in-depth contextual/background knowledge.

Students can assess and evaluate different approaches and methods of leadership (self-leadership, team leadership, organisational leadership) with regard to their suitability for different practical contexts. 

Students can apply leadership methods and tools from the areas of self-management, team management and organisational management in different contexts.

Students can apply various management approaches and modern management methods, as they can analyse management tasks and challenges and develop suitable implementation strategies on the basis of what they have learned and other specialist literature.

Students are able to discuss tasks in the area of leadership at a professional level and against the background of their knowledge and expertise with experts, including controversially. They can prepare and conduct employee/team discussions on the basis of what they have learnt in a goal-oriented and cognitively flexible manner in order to achieve a good solution even in the event of conflicts.

Students can assess leadership situations and problems in the area of self-management, team management and organisational management, taking into account theoretical principles and the results of current scientific studies. 

The module is a foundation module in the area of future skills. In this respect, it is particularly suitable for the 3rd + 4th semesters in order to successfully implement goal-orientated self-management and to be able to work successfully in practical or research teams. The courses are particularly suitable as preparation for the 4 elective options in the 3rd semester, depending on the elective option. As a cross-sectional competence, it serves to develop personal maturity and is useful for all areas within and outside the university.

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