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    Managing People and Teams


    Special Track Int. Human Resources Management

    Follow-up / Interfaces:

    HR Policies and Tools


    Pre-reading and preparation tasks


    Lecture, case studies, role games, individual tasks, plenum discussions, E-learning platform


    Term Paper

    ECTS points:



    Achim Steinhorst

    Aims and objectives:

    Excellent leadership aims to create high performance teams and organizations. This starts by leading and managing oneself. How this can be achieved and how to lead and motivate others will be learned in this course. To lead teams to success means to understand group dynamics and to mobilize team energy in order to focus organizational aims. Participants will also perceive performance management as a holistic and cultural phenomenon.

    General learning objectives:

    The track in International Human Resources Management creates the awareness of modern HRM as a decisive instrument to develop an efficient organization. Participants get an introduction to all relevant HRM areas, from business policy to management objectives and HRM strategies as well as the necessary HRM instruments. An understanding of HRM instruments in the fields of general HRM, OE and Change Management as well as team and personnel development in an international context is created during the courses.
    Graduates are convinced that that being a “good leader” (being empathic, supportive & motivating) helps to achieve the job related needs & goals of their team members, the business objectives of their companies and their personal work and life goals.
    The participants of the MBA programme should gain particular knowledge about the concepts of how to recruit and maintain the human resources of an organization.

    Detailed learning outcomes:

    • Gain a general understanding of performance management and controlling
    • Learn about theories and models of leadership
    • Understand the needs, values and attitudes of motivation and commitment
    • Understand theories and processes around people and teams, how to develop high performance teams and to manage change and conflicts
    • Being able to manage diversity within organizations
    • Develop a understanding about the structure and technicians of management audits
    • Differentiate between management audits, assessment center, potential analysis and development center

    Course textbook:

    Provided handouts, especially collection of articles (“Reader”), prereadings


    1. Performance Management

    • Work in a diverse and competitive environment
    • Performance Management and Controlling
    • To Challenge and Assist
    • Values and Culture as Performance Indicator

    2. Leadership

    • Leadership as part of Business Management and Integrated HR-Management
    • Theories and Models of Leadership
    • Management by Objectives
    • Holistic Leadership

    3. Motivation and Commitment

    • Needs, Values and Attitudes
    • Motivation and Performance
    • Incentives within the Process of Motivation
    • Involvement, Participation and Psychological Contracts

    4. Teams – Conflicts and Development

    • Organizational Behaviour
    • Theories and Processes around Peoples and Teams
    • Managing Change and Conflicts
    • Developing high Performance Teams
    • Inter cultural Teams

    5. Diversity Management

    • Diverse Organizations
    • What means Diversity?
    • Managing successful Diversity Advantage
    • Creating a Diverse Culture

    6. Management Audits

    • The structure and technicians of Management Audits
    • Management Audits, Assessment Center, Potential Analysis, Development Center
    • Behaviour and Typologies
    • Recruiting and Development through Management Audits

    Recommended supplemental readings:

    Mathis, Robert L, Jackson, John H., Human Resource Management, South-Western College Pub, 2007

    Cornelius, Nelarine, Human Resource Management – A Managerial Perspective, Cengage Learning Business Press, 2000

    Gratton, Linda, Hot Spots: Why some Companies Buzz with Energy and Innovation – and Others Don't, Financial Times/ Prentice Hall, 2007

    Goleman, Daniel, Boyatzis, Richard E., McKee, Annie, Primal Leadership: Learning to Lead with Emotional Intelligence, Harvard Business School Press, 2002