Social Entrepreneurship in Germany

The number of business start-ups in Germany - measured in terms of business registrations, and thus also the number of entrepreneurs - has fallen steadily in absolute terms over the last decade. This makes it all the more important to know the prerequisites, foundations, and framework conditions that enable founders to set up their own business in the social sector in order to successfully and sustainably implement innovative business ideas.

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How Do I Create an Online Course? – Part 3: Planning Learning Activities
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How Do I Create an Online Course? – Part 3: Planning Learning Activities

This is part three of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will go through the concrete planning process.

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How Do I Create an Online Course? – Part 2: Planning Process and Practical Tips
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How Do I Create an Online Course? – Part 2: Planning Process and Practical Tips

This is part two of my series of how to create an online course. The aim of this series is to make you familiar with the basics of planning and developing a learning design to successfully implement a blended learning environment. This part will discover the process of planning your learning design.

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How Do I Create an Online Course? – Part 1: The Importance of Learning Design
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How Do I Create an Online Course? – Part 1: The Importance of Learning Design

As with face-to-face courses, online courses also require targeted planning of the learning process and the learning environment, not to mention the fact that, teachers have already developed their own teaching style tailored to the needs of the learners.

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Problem-based Learning in Higher Education: Implications for Theory-Practice-Transfer
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Problem-based Learning in Higher Education: Implications for Theory-Practice-Transfer

This talk not only presents initial findings of the qualitative-empirical social research process accompanying the crowdfunding course, but also leads a discussion and reflection of sustainable frameworks for good teaching practices, management didactics in higher education and the achievement of teaching and learning goals of service learning at the level of the learner, study program and university (micro, meso and macro levels).

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Quo Vadis? – Leadership and Organisation
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Quo Vadis? – Leadership and Organisation

Leadership is a dazzling term and theoretically and practically not so easy to pin down. Anyone who deals with leadership from a scientific point of view has to reflect on three discourses and their contradictions: the scientific discourse, the discourse of practice and the socio-cultural discourse.

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Leading Change in Human Service Organisations in the 21st Century
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Leading Change in Human Service Organisations in the 21st Century

The aim of this paper is to outline the core ideas of the Adaptive Leadership model and to focus on how HSOs can adapt to changing environments in society and evolve into engaging, dynamic, and mobilising institutions. Furthermore, this paper will discuss what competencies leaders in such institutions need to possess to successfully lead changes.

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Leadership and Organization
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Leadership and Organization

The edited volume approaches the phenomenon of leadership in organizations at different levels and identifies various discursive strands that have emerged during the 6th Congress «Leadership in Social and Healthcare Organizations: New Thinking and Organizational Models» of the International Association for Social Economy / Social Management (INAS) in March 2018.

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Budgeting in Human Service Organizations
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Budgeting in Human Service Organizations

A budget represents a plan of current and expected incomes and expenses, costs and services, ordered by operating units and dates, and is usually monitored by the management on a regular basis. This article describes how Human Service Organizations use different budgeting techniques and, furthermore, shows which aspects have to be considered in the implementation of budgets in such organizations.

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Dr. Maik Arnold is Professor for Non-Profit-Management and Vice-President for Research, Innovation and Transfer at University of Applied Science Dresden.