EBC*L International

EBC*L LEVEL C
Learning Target Catalogue
(as of 04/2011)

International Centre of EBC*L Aichholzgasse 6 A-1120 Wien Fon: +43-1-813 997 745 office@ebcl.eu www.ebcl.eu

Learning Target Catalogue-C

EBC*L International

EBC*L International

Topic

1. LEADERSHIP ENVIRONMENT

TOPIC

LEARNING OBJECTIVE

1.1. ROLES OF A MANAGER

Ability to explain and define "leadership" and "management". Ability to explain the manager as a strategic success factor in the organization. Ability to describe the role of a manager. Ability to describe the tasks of a manager. Ability to elucidate the notion of leadership in the past, present and future. Ability to explain the term "intrapreneur".

1.2. FRAMEWORK CONDITIONS OF LEADERSHIP

Ability to describe the meaning of mission statements and visions in leadership. Ability to explain the term "ethics management". Ability to explain the term "corporate social responsibility". Ability to explain the term "sustainability". Ability to explain the term "leadership principles". Ability to explain the term shareholder and stakeholder. Ability to describe the financial goals of a company. Ability to describe the strategic goals of a company. Ability to describe goals of employees. Ability to describe goals of customers (external and internal). Ability to describe goals of stakeholders (state, citizens' initiatives etc.).

Learning Target Catalogue-C

EBC*L International

EBC*L International

TOPIC

LEARNING OBJECTIVE

Ability to describe goals of managers and their private environment. Ability to explain the connection between the abovementioned goals. Ability to explain networking, both inside and outside the company. Ability to describe the megatrends in society, economy, work, technology and their effects on leadership and management.

Learning Target Catalogue-C

EBC*L International

EBC*L International

TOPIC

2. LEADERSHIP (LEADING EMPLOYEES) THE BASICS

TOPIC LEARNING OBJECTIVE

2.1. LEADERSHIP PERSONALITY

Ability to name the necessary skills of a leader. Ability to explain the term "self-management skills". Ability to describe the fundamentals of time management. Ability to list various leadership styles and their advantages and disadvantages.

2.2. THE HOLISTIC LEADERSHIP PROCESS

Ability to explain leadership as a holistic process. Ability to describe the processes and rules of target agreement. Ability to describe the processes and rules of planning. Ability to describe the processes and rules of decisionmaking. Ability to describe the processes and rules of realization and organization. Ability to describe the processes and rules of controlling targets.

2.3. MOTIVATION

Ability to explain the difference between motive and motivation. Ability to explain the terms intrinsic and extrinsic motivation. Ability to explain the most important motivation theories and their meaning for the practice of leadership. Ability to describe the basics of successful motivation of employees.

Learning Target Catalogue-C

EBC*L International

EBC*L International

2.4. COMMUNICATION

Ability to describe the basics of successful communication. Ability to explain the main statements of Watzlawick. Ability to explain the main statements of Schulz von Thun. Ability to explain the main attitudes and techniques of successful communication.

2.5. CONFLICT RESOLUTION

Ability to describe the basics of conflict resolution and conflict communication.

Learning Target Catalogue-C

EBC*L International

EBC*L International

TOPIC

3. LEADERSHIP (LEADING EMPLOYEES) THE INSTRUMENTS

TOPIC LEARNING OBJECTIVE

3.1. WORK INSTRUCTIONS AND DELAGATION

Ability to name rules and procedures of work instructions and delegation of tasks.

3.2. THE STAFF APPRAISAL

Ability to name rules and procedures of staff appraisals. Ability to describe purpose and layout of a standardized staff appraisal. Ability to describe the basics of running successful meetings. Ability to describe the basics of a successful presentation.

3.3. MEETINGS

3.4. PRESENTATION

3.5. TEAM BUILDING AND DEVELOPMENT

Ability to state measures for team building and development.

3.6. TRAINING AND COACHING

Ability to name rules and procedures of training and coaching of employees and teams. Ability to describe the basics of successful conveying of learning contents. Ability to describe the aspects of learning psychology and draw conclusions for daily leadership tasks. Ability to describe the basics of knowledge management.

Learning Target Catalogue-C

EBC*L International

EBC*L International

TOPIC

4. MANAGEMENT OF PERSONNEL (THE LEADER AS PERSONNEL DEVELOPER)

TOPIC LEARNING OBJECTIVE

4.1. OVERVIEW

Ability to explain the "function of personnel developer" of a leader. Ability to describe the methods for analyzing the skill potential.

4.2. PERSONNEL PLANNING / COMPETENCE ANALYSIS

4.3. HR MANAGEMENT

Ability to describe HR management instruments and the HR management cycle. Ability to describe the methods for skill- and personality development. Ability to name causes and costs of high fluctuation as well as measures against it. Ability to name the factors of personnel costs.

4.4. FLUCTUATION

4.5. PERSONNEL COSTS

4.6. KEY FIGURES IN HR MANAGEMENT

Ability to explain the key figures in HR.

4.7. BASIC PRINCIPLES OF LABOR LEGISLATION

Ability to name the basic principles of labor legislation and their significance for one's own area of leadership. Ability to name the basic rights and obligations of employees. Ability to name the basic rights and obligations of employers. Ability to name the basic rights and obligations of leaders. Ability to name the basic rights and obligations of staff association.

Learning Target Catalogue-C

EBC*L International

EBC*L International

Ability to name the different forms of employment contract termination. Ability to name the key rules for issuing work certificates / references. Ability to describe models for temporary workers (leasing personnel) and their advantages and disadvantages.

Learning Target Catalogue-C

EBC*L International

EBC*L International

TOPIC

5. PRACTICAL LEADERSHIP CASES

Ability to develop and apply solutions for various leadership situations by means of the learned tools. Possible specific examples for leadership situations:
TOPIC LEARNING OBJECTIVE

5.1. TAKING CHARGE OF A (NEW) DEPARTMENT, A (NEW) TEAM

DOs and DON'Ts in the first days and weeks.

5.2. INTEGRATION OF NEW EMPLOYEES

Ability to name measures for a fast integration of new employees into an existing team. Ability to describe the processes of evaluation during trial month/ temporary employment. Lack of acceptance among employees. Lack of support from company management. Mobbing against leader, colleagues, among leadership colleagues, by leaders in higher positions. Inner resignation Dissatisfaction with wages Drop in performance of individuals Burn-out Drop in performance of a number of team members Quality problems

5.3. ACCEPTANCE PROBLEMS

5.4. MOBBING

5.6. PROBLEMS WITH MOTIVATION / PERFORMANCE

Learning Target Catalogue-C

EBC*L International

EBC*L International

5.7. VIOLATION OF RULES OF CONDUCT

Punctuality, dress code, corporate wording No customer-friendly attitude Uncooperative conduct towards colleagues Sexual harassment Alcohol at the workplace Changes in routine processes Changes in task assignment Complaints by customers Complaints by colleagues Escalating disputes Conflicts of responsibility Old - young / religion / cultural background

5.8. IMPLEMENTATION OF CHANGES

5.9. COMPLAINTS

5.10. CONFLICTS

5.11. DIVERSITY

Learning Target Catalogue-C

EBC*L International

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