ptf@ptf.hu || 06-70-631-5827 || H-1183 Budapest, Gyömrői út 89.
Many Christian leaders would like to better understand the purpose of their lives, the purpose of their struggles arising from their leadership role, and the relationship system in which their daily lives take place. During the processing of the subject, we seek answers to the following and similar questions by sharing excerpts, stories, our own examples and the experiences of the participants: What qualities do we need to change in order to be good leaders? How can we avoid the trap of letting our leadership roles and routine activities take the place of our identity? How can we avoid the threats of each phase of Collins' model of failure? What can be an alternative to the Peter principle? What are the biggest challenges of self-branding? How can they apply the XXI. century Christian leaders John Cotton professional perception?
In headlines: The purpose of the Christian leader, his relationship and the goal of his daily struggles; qualities of a good leader; traps regarding the identity of the leader; the phases of Collins' model of fall; an alternative to the Peter principle; the biggest challenges of self-branding; John Cotton the application of his professional understanding nowadays.
In our time, the performance of teams plays a fundamental role in the success of the most diverse types of organizations. The Hunting Area™ method (Hunting Territory™) enables the creation of high-performance teams by involving managers and team members in diagnosing their situation and cooperation, agreeing on the details of cooperation and following through on the agreements. The Hunting Area™ method is also suitable for stabilizing the team and the project effectively in crisis situations work next. The goal is to create creative workshops that listen to each other, provide open feedback, and stimulate creativity in both large and small business, church and local community environments. We intend for the course itself to be a creative workshop, a stimulus for joint thinking work.
In headlines: The Hunting Area™ method; high performance teams; diagnosis of the situation and cooperation; agreement on the details of cooperation; stabilization of the team in crisis situations; creating creative workshops that listen to each other, provide open feedback, and stimulate creativity.
Is it possible to run an organization economically while remaining faithful to our mission, the building of God's kingdom? The author, who was a senior manager and then entrepreneur for about two decades, answers this with a resounding yes, and in his answer he combines the theses of the best management literature with his own experience, while following the Gospel of St. Mark as a guiding thread and scenario. This dual vision culminates in the servant leader's creed and leads to the conclusion that following Christian ethics does not hinder the economic success, and even demonstrably boosts it. However, this is not a once-and-for-all position, but must be protected by continuous learning, until shared learning completely transforms the enterprise and thus preserves its success. The strategy offered is teleological, i.e. the goal guides every step. This is expressed by the book with the same name as the subject and also the motto of the course: "Achieving success is not the goal, but achieving the goal is success."
In headlines: Loyalty to the mission and the building of God's kingdom in the economic management of an organization; theses of the best of management literature in the light of the Gospel of St. Mark; the servant leader's creed; the relationship between Christian ethics and economic success; continuous learning to protect, transform and sustain success with a teleological strategy; "Achieving success is not the goal, but achieving the goal is success."
According to the traditional - and at the same time harmfully and pathologically simplistic - understanding, the manager's task and responsibility is to make a decision according to one priority aspect, e.g. profit maximization, quick decision, in quarters thinking, etc. True leadership, on the other hand, means coordinating opposing (or seemingly so) aspects, prioritizing many possibilities and optimizing them all. The subject will be presented in the framework of the "leadership” level conflicting principles, methods, concepts and their resolution, and then the practical realization of all these at the “management” level with examples and in an interactive way. Based on the Christian theology's view of man, we place human dignity at the center of our workshop discussions.
In headlines: The traditional one-dimensional definition of the manager's task; coordination, prioritization and optimization of the multidimensional aspects of real leadership; the "leadership” and the principles, methods and practice of “management”; human dignity based on the human image of Christian theology.
Most Christian leaders today exercise their role in various fields and levels. In addition to managing a spiritual or work community, you often find yourself facing organizational issues and sometimes managing projects. After reviewing the connections and differences between these three management areas, we will focus on one of the areas' special topics. At the organizational level, we look at the structure and operation of organizations led by the board of directors. At the community level, we examine the role of the leader in relation to the servant, steward and shepherd. And in the field of project management, we get to know the concept of agile project management. After short theoretical impulses, we develop our practical management skills through case studies, samples, group exercises and discussions.
In headlines: The different roles of the Christian leader at the organizational, community and project level; overview of relationships and differences between roles; the structure and operation of board-led organizations; the role of the leader in relation to the servant, steward and shepherd; the concept of agile project management.
Crises usually involve changes, but there are also changes that are necessary to prevent a crisis. Change, i.e. discarding something old and introducing something new, building it up and bringing it to success, is one of the most difficult and risky tasks. We work on the topic of crisis and change management from different points of view, such as rational, emotional, and power. In addition to the examples taken from the participants' practice, we call on some well-proven models: John Cutter the eight-step process of implementing change, William Bridgis his transformation theory and Charles mobile second curve metaphor. Our workshop is one we deepen it by processing a case that takes place today and a biblical story that is two thousand five hundred years old.
In headlines: Changes, in order to prevent the crisis; the rational, emotional and power aspects of crisis and change management; examples taken from participants' practice; John Cutter an eight-stage process for implementing change; William Bridgis his theory of transformation; Charles mobile second curve metaphor; processing of current case studies and biblical stories.
The purpose of the course is for managers to understand and experience the coaching as one of the individual development tools most important, and can place it in their own and their colleagues' development portfolios. Our main topics: what coaching and we don't coaching; to coaching its foundations and most important schools; the coaching its process and ethics; ICF competencies; in what situations a leader is needed for coaching; how a leader should give and receive coaching. The course is practical in nature, so expect a lot of small group work and self-work!
In headlines: A coaching as one of the most important tools for individual development; in what situations it is needed; the coaching its place in its own and colleagues' development portfolio; the coaching its foundations and most important schools, process and ethics; ICF competencies; managers coaching give and take; small group work and individual work.
During the course, we discuss two topics: on the one hand, we review the key elements, operation, difficulties and development opportunities of managerial communication using various organizational situations; on the other hand, we will look at how digitization can help in organizational communication, both in external and internal communication activities, and especially in management communication. In connection with both topics, the goal is to transfer effective and ethical, Christian-based leadership communication approach, knowledge and skills. Due to its nature, the subject places great emphasis on the practical for knowledge transfer, so students will have the opportunity to test themselves, integrate and practice their newly acquired knowledge with the help of case studies and situational exercises, thereby developing their leadership communication and digital competencies.
In headlines: Development of their managerial communication and digital competences; the key elements, operation, difficulties and development opportunities of managerial communication in various organizational situations; digitization in external and internal organizational communication activities; effective and ethical Christian-based leadership communication approach, knowledge and skills.
Trust is one of the most basic and essential elements of human relations and social relations. One of the biggest challenges is how the leader - from the position of power he occupies in the organization - can bridge the smaller and larger gap between the team he leads, his colleagues and himself, and establish a partnership. The aim of the course is to scrutinize managerial functioning and situations from this point of view and examine the dynamics and possibilities of managerial attitudes. To process this topic, we call on the cases that can be known from our time and are described in the Bible, as well as the results of research that help us understand the causes of trust gaps and the possible ways to eliminate them - primarily from the point of view of management attitude and behavior.
In headlines: The essence of trust is on a personal and community level; forming a partnership between the managed team, colleagues and the manager; challenges arising from a position of power; the dynamics of managerial functioning and managerial attitude in terms of trust and partnership; the causes of the formation of trust gaps and the possibilities of their elimination; biblical case studies and research findings.
An organization can be successful if it is consistently managed to achieve specific goals. Strategic thinking is the basis of consistent and purposeful leadership. The basic aim of the subject is to learn about the most important methods and tools of strategic management, primarily through practical examples. Understanding the needs of the organization, adapting to the expectations, meaningful communication with the stakeholders, getting the organization accepted, i.e. "marketing" and "sales" play an important role in the implementation of the strategy. The subject also deals with these topics, in a practical approach, in an interactive way, adapting its examples and situational exercises to the tasks and situations of the participants. Most of the examples used come from the economy, but managers working in other fields can also make good use of what they have learned.
In headlines: Purposeful management of the organization; strategic thinking; methods and tools of strategic management in practice; adapting to the needs and expectations of the organization; it's communication with stakeholders; acceptance of the organization ("marketing" and "sales"); situation exercises from the economy adapted to the tasks of the participants.
The most important methodological elements of the further training in the Christian practice of management science are the open workshop discussions that clash opinions and at the same time listen to each other. We turn to this this time as well. The students present their choice of thesis topic, the concept of their research and thesis, their questions, hypotheses and preliminary results. Their fellow students and lecturers give feedback on their presentation, which can be useful help in completing the thesis. In this way, students do not face the challenges of presenting their important work at the final exam, and this occasion provides an excellent forum for joint learning.
In headlines: Open, conflicting opinions and mutual attention workshop discussion; a forum for learning together; presentation of students' thesis drafts; feedback from fellow students and instructors.
The course describes some of the top 100 best-selling books on management science from the Amazon bookstore in an excerpted form. The theories are elaborated on the basis of preliminary individual preparation and through joint discussions. But this is not the purpose of the course. The purpose of the course is to help students consider which ideas they can incorporate into their personal mission. Some of the subjects of the subject: articulating our mission; the Why its importance; the Coveykind of 7+1 habit its application; the Level 5 leadership; to taking responsibility; to vulnerability and the rejection defeating.
In headlines: Excerpt from Amazon's top 100 bestselling book on management scienceéfrom; elaboration of theories through individual preparation and joint discussions; incorporating theories into personal mission; articulating our mission; the importance of Why; the Coveyapplication of the 7+1 habit; level 5 management; taking responsibility; overcoming vulnerability and rejection.
The transfer of leadership (succession) is a critical stage in the life of companies, institutions, and communities. The success of this is not only important from the point of view of the given organization, but also affects society as a whole. Even in developed countries, only 70% of businesses survive the transition between the first and second generation, and only 14% survive the second and third generations, and less than 5% survive the transition between the third and fourth generations (Makó-Csizmadia-Heinrich). We will examine the causes of succession, its inherent paradox, the content elements of handover, the main succession process models and some particularly difficult handover situations. All of this based on practical experience, available research and Scripture.
In headlines: Transfer of leadership in the life of companies, institutions and communities; the social impact of succession; statistics on intergenerational change; the reasons for the succession, the inherent paradox, the content elements of the handover; the main succession process models; difficult handover situations.
Why is ethical courage necessary in leadership? Because with the best of intentionshirdespite hidden ethical organization programs, most leaders - and Christian leaders are no exception - often fall into With Tenbrun-Messickinto the trap of "ethical weakness". That is, it uses reductionist decision-making methods that do not take into account the ethical aspects of the cases. At the final workshop discussion of the Christian Practice of Management specialized further training, we will honestly face the 7 cardinal sins of management and together we will take stock of the possibilities of developing the ability to make moral judgments and make decisions, which are at the heart of 21st century managerial competencies.
In headlines: A With Tenbrun-Messicktrap of "ethical weakness"; reductionist decision-making methods problems; the 7 cardinal sins of management; opportunities for developing moral judgment and decision-making skills.
Faith. Science. Community.
TFP
If you do not live in Hungary, you can complete 100% of the class attendance online.*
*(Online completion may vary by course)
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