This article reviews A History of Management Thought by Morgen Witzel, a graduate textbook on organization and management theory.
Since the 1990s, change management has received considerable attention as the new paradigm for the management of organisational transformations as well as behavioural and motivational changes within both for-profit and non-profit organisations. As such, constant changes have also become the new "normality" in educational and social service organisations.
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.
This study aims at the development of a subject-specific higher education didactics for ‘Social Work Management Education’ based on an integrative theory-practice transfer model. A Subject-Specific Didactics of Social work Management consists of three levels: theoretical-conceptual, practical transfer, communication and discourse level.
Based on this poster, I presented an overview of the service-learning project at the Higher Education Didactical Institutes’ conference ‘Active Teaching’ in November 2019. It includes preliminary findings of the qualitative research process accompanying the crowdfunding course, but also draws conclusion to sustainable frameworks for good teaching practices in higher education.
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).
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.
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.
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.