Note: This is an archived Handbook entry from 2016.
|Dates & Locations:|| |
This subject has the following teaching availabilities in 2016:April, Parkville - Taught on campus.
October, Parkville - Taught on campus.
Timetable can be viewed here. For information about these dates, click here.
|Time Commitment:||Contact Hours: 16 hours |
Total Time Commitment: Not available
|Recommended Background Knowledge:||None|
|Non Allowed Subjects:||None|
|Core Participation Requirements:||
For the purposes of considering request for Reasonable Adjustments under the Disability Standards for Education (Cwth 2005), and Student Support and Engagement Policy, academic requirements for this subject are articulated in the Subject Overview, Learning Outcomes, Assessment and Generic Skills sections of this entry.
It is University policy to take all reasonable steps to minimise the impact of disability upon academic study, and reasonable adjustments will be made to enhance a student's participation in the University's programs. Students who feel their disability may impact on meeting the requirements of this subject are encouraged to discuss this matter with a Faculty Student Adviser and Student Equity and Disability Support: http://services.unimelb.edu.au/disability
Melbourne Business School
T: +61 3 9349 8788
Stakeholders and Internal Influence is a practical, two-day course that develops the skills required to work effectively within, across and between organisations. The subject has an intervention design with a full-day facilitated workshop, a four-week intervention period and a second full-day workshop. This spacing allows participants to reflect on what they have learned and put the learning into practice. There are also pre-course readings and leadership assessments to prepare participants, provide meaningful insights and build a base of relevant knowledge. Although the course involves only two days face-to-face, the individual experience is a genuine leadership journey.
The subject covers the skills and tools that ensure positive workplace discussions and outcomes. What is your conflict and communication style? What issues could this cause? How do you build relationships and connections that help achieve workplace outcomes? How do you have conversations with team members, actively listen, provide support and coach them? How can you better understand your team members, your colleagues, and your organisation so that you can navigate a complex landscape? The course focuses on learning through doing and following activities with reflection. Every lesson leads to an actionable learning that makes a difference.
The subject is structured as follows:
a) Two weeks’ preparation: pre-readings, interview with supervisor, ‘challenging scenario at work’ personal case study
b) All-day facilitated workshop
c) Four-week intervention period: additional readings and self-assessment, application of new knowledge / skills approaches to personal case study, reflective journal, connect with ‘accountability partner’
d) All-day facilitated workshop
e) Post-program reflective assessment
On successful completion of this subject students should be able to:
Herminia, I. & Hunter, M. (2007). ‘How Leaders Create and Use Networks.’ Harvard Business Review, Vol. 85 Issue 1, pp. 40-47.
Cuddy, A., Kohut, M. & Neffinger, J. (2013). ‘Connect, then Lead.’ Harvard Business Review, Vol. 91 Issue 7/8, pp. 54-61.
|Breadth Options:|| |
This subject is not available as a breadth subject.
|Fees Information:||Subject EFTSL, Level, Discipline & Census Date|
Specialist Certificate in Leadership |
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