Public Management

• Work functions and work preferences according to the concept of the Team Management System (Margerison/Mc Cann)
• Self-management, self-efficacy and authentic leadership
• sociogenic motives according to Roth and motivation theories
• Employability
• Decision making in groups
• Control of group dynamics in relation to work 4.0, virtual, cross-generational, self-steering teams and liveliness in organizational units
• Dealing with discounts (devaluating)
• Values and changing values, public service ethos and common good, SDGs
• External perception and errors of assessment
• systemic thinking and foresight as leadership competence
• Reflections on the leadership role, the own leadership style and the own leadership action
• Schools of observational skills

Theory inputs, individual and group work, dialogue and discussion in plenary or via moodle (question-answer forum), structured exercises with feedback, case work, distance learning tasks (partly online elements), preparation of presentations), written seminar paper

Prerequisites

Contents from Bachelor's level degree: Basics of group dynamics (group, team, team phases, team roles (Belbin), power positions, basic orientation according to Riemann-Thomann), new team forms (multinational, agile, self-controlling, virtual, cross-generational), Johari window, rules for feedback, basics of transaction analysis, basics about burn-out and increasing resilience

Final exam: Immanent examination character: Readiness for self-reflection, cooperation during the attendance time, working out the distance learning according to the information, written seminar work for the integration and consolidation of the teaching contents, presentations, distance learning exercises are included in the assessment.

Behavioral Theory

• Basics
• Behaviour and motivation
• Communication and behaviour

Conduct of negotiations

• History
• Processes
• Psychosocial and psychodynamic influences

Decision-making processes

• Basics

Context of behaviour-motive decision

Impulse lectures, group discussions, case study work, practical exercises, role play.

Final exam: Immanent performance assessment, short reflections, group work, distance learning exercises

Short reflections, presentations; processing of case studies

• Introduction to systems theory based on BA level
• Trivial/non-trivial control and its instruments
• Work on the identity of social systems
• Systemic loops as a management tool
• Concepts and instruments of systemic strategy development
• The relationship between intended and emergent strategies

Lectures, discussion, group work, reflection on your own professional practice, practical exercises

Final exam: Immanent performance assessment (completion of written tasks, reflection reports, presentations)

• Fields of tension of the common good in political philosophy: extent and limits of community, unitarianism/pluralism, individual and collective, different ethical positions, universalism/relativism
• Functioning of the Austrian welfare state and services of general interest
• Overview of different management styles
• Public value as a public good concept in public management
• Personal reflection and target group-appropriate presentation of current conditions and challenges in the practice of public management against the background of relevant theories and concepts

Lecture with discussion and feedback as well as group work with problems from practice and questions for the development of possible solutions; also via EduCast; interactive process, active cooperation and creative thinking and working

Final exam: The assessment of performance is carried out through the development and subsequent presentation of self-chosen problems from the public welfare sector and a final examination in the form of a written paper.

In-depth examination of the concept of "public governance" on the basis of selected specialist literature, including English language literature. [Internationalisation]

Development of the core elements of public governance.

Comparison of the models of public management and governance

Case studies of the application of governance criteria to analyze policies and public administrations

Use of public governance as a strategic decision-making concept

EU and OECD governance models. [Internationalisation]

Establishing a link to Sustainable Development Goal 16 (strong institutions)

Examination of technical literature, teaching discussion, processing or evaluation of case studies (group work), presentations with feedback and discussion. Use of distance learning with interactive elements.

Final exam: Cooperation, distance learning exercises, written work

• Objectives, sponsors and instruments of fiscal policy
• Distinction between financial management, financial science and financial policy
• Incidence analysis of taxes and transfers
• Imperfect markets, public goods and services, externalities and the role of fiscal policy.
• Structure of public sector expenditure and revenue
• Overview of statistical databases on the public sector

Interactive and discursive lecture, group work, discussion, work assignments with feedback, group exercises, case studies, reading tasks

Final exam: Quiz on the teaching content of the units in each unit, discussion and participation, writing a short analysis of specific public expenditure areas and writing a short discussion paper in groups.

• New Public Management: Historical development and criticism
• Typology of organisational forms
• Spin-offs of the Federal Government, the Länder and municipalities
• Semi-autonomous budgetary bodies
• Public-law forms
• Special law and private law limited liability companies
• Other forms
• PPP models and mortgaging
• Foundation and opening balance sheet
• dowry budget, options for action, personnel issues, accounting areas and own income
• Control by the owner's department
• Spin-off: success criteria and "price
• Maastricht criteria
• Corporate governance

Lecture/presentation with activating methods, group work, discussion, work assignments with feedback, group exercises

Final exam: Final examination in writing and immanent performance assessment during the attendance units

Characteristics of corporate culture
Layering model / iceberg model
Error culture: characteristics, handling, effects
Connection between corporate culture - error culture - management culture
Practical examples

Theory input, group work, individual work

Final exam: Written individual reflection

Continuous group work

MCT (varying)

• Theory of the modern state and theory of modern democracy
• The concept of civil society; the relationship between society and the state
• John Locke, Thomas Paine, G.W.F. Hegel, Antonio Gramsci
• The modern state and the formation of a professional state bureaucracy
• Parliamentarism in England, absolutist monarchies on the European continent and the formation of state bureaucracies
• The Austrian Federal Constitution of 1920 and its significance for the theory and practice of administration
• democracy, public administration and citizen participation: Theory, practice and problems, eParticipation
• Visualization as part of the interaction between citizens and the state
• The emergence and development of NGOs and their recognition within the United Nations
• The change in ideas about the tasks of the state in the wake of neo-conservatism and neo-liberalism

(Online) lecture and (e-)discussions; individual and group work, reflection

Continuous assessment: Immanent performance review, reflection and written examination

The "risk society" - dealing with risks in a historical, social and governmental context

Basics of risk management in organization, society and state - Overview of terms, definitions, standards, regulations, laws

Principles of risk management - 4-phase model (identification, assessment, control, monitoring)

Risk management methods - qualitative and quantitative methods for identifying and assessing risks

Implementation of a risk management system in theory and practice - drivers and barriers at individual and organizational level

Risk management between individual decision and social participation - possibilities and problems in decision and participation processes

Risk communication - questions of risk perception and communication

Risk ethics - risk and safety as an ethical and moral problem

Lectures, discussion, group tasks, self-study (e.g. reading, research)

Final exam: Written examination

• Characteristics of scientific thinking; scientific theory and empirical research; fundamentals of the qualitative and quantitative research paradigm; connection between theoretical perspective, problem, research question, methods and 'data'
• Literature research, characteristics of scientific texts, working with scientific literature, writing excerpts, how and why to cite?
• Concretization of the quantitative research paradigm: creation of quantitative questionnaires using an evaluation-oriented approach; repetition of the basics of statistics

The combination of different teaching methods - lecture and distance learning, self-study, multiple-choice test, practical exercises based on individual and group work, discussion and feedback from peers and teachers - allows for a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitisation.

Continuous assessment: The acquisition of the above-mentioned competences is checked within the framework of the immanent performance assessment on the basis of the following partial performances:

(1) Written reading assignments

(2) Multiple choice tests on the topics of literature research and citation guidelines

(3) Creation of a short quantitative questionnaire with an evaluation concept

• Selected management approaches in relation to normative and strategic management
• Introduction and consolidation of strategic management
• Connection between strategic and operational management (leadership vs. management)
• Strategy Processes
• Modern methods of strategic analysis
  • Explorative and Normative Strategic Foresight Models
  • Diversity models
  • Megatrends and digitization
• Value creation models
• Stakeholder analysis
• Practice-oriented strategy implementation with operational excellence approaches

(1) Lecture with moderated discussions and practical examples

(2) Group work (practice-oriented case studies, discussions, presentations) in 2 semi-groups

(3) Supervised term papers on practice-oriented issues

(4) Evaluation and feedback on the written and oral cooperation review

Final exam: Immanent performance determination:

(1) Student contributions

(2) Oral participation, group work, case studies, discussions, presentations

(3) Written verification of cooperation

(4) Homework, study of literature

Following an introduction to the topic, the course is divided into eight chapters and is structured as follows:

Introduction
"Fundamentals of Institutional Theory" (Chapter 1)
"New State Models" (Chapter 2)
"Organizational Change" (Chapter 3)
"Steering Models" (Chapter 4)
"Instruments and Methods" (Chapter 5)
Administrative Reform Kahoot 2020-2021
"Administrative Reform in Austria" (Chapter 6)
Semester Project 2020/2021 "Social Network Analysis" (Chapter 7)
"Guiding Ideas and Design Principles on the Austrian Development Path" (Chapter 8)

Lecture, individual work, group work, discussion and project presentation; networked thinking, active participation and the possibility of independent research (including new methods)

On the part of the course administration, in addition to classical lectures, discussion rounds are moderated at regular intervals, both in the context of classroom teaching and online. This requires preparatory independent work on topics (in combination with practical problems).

At the beginning of each course, a joint semester project is defined (knowledge bazaar, social network analysis, etc.). In the course of this, the students are trained in networked thinking. The fractional distillation of the contents is essential for understanding the subject matter. For the central topic areas, instead of the well-known "sieves of reduction", specially developed "networks of reduction" (core topic networking, structural knowledge framework) are applied, which determine the amount of content or the filling of information.

Based on a component-oriented design planning, the course follows the didactic logic in two dimensions: First, classical thematic structuring. Second, structured-methodical approach to the acquisition of the teaching material within the framework of a three-way strategy: a) the core topics are presented and enriched with applied examples; b) the students are continuously given tips on which methods can be used to work on topics as well as access to grey literature; c) the students are constantly encouraged to actively participate in class by means of requests to speak or prepared contributions.

In addition, ways are outlined which allow further independent work on the topic.

The course will be digitally enriched with different technical applications (Limesurvey, Kahoot, Mentimeter, Moodle, etc.) depending on the division between classroom and online teaching units. Depending on the current topic, guest speakers will be invited.

Continuous assessment: Written test

Performance in the attendance and preparation phases

Semester project; social network analysis

• Basics of public relations; goals, methods and tools of public relations and press work, formulation of core messages
• Corporate and organisational communication; self-conception of organisations
• Mission statement of the organization and corporate identity
• Areas of conflict PR / journalism / administration / politics - possibilities and limits
• Main features of integrated communication
• Target group and stakeholder analysis
• The power of images and graphics
• Communication strategies
• Working environment and PR industry in Austria, in-house vs. commissioned service
• Special features of the public sector (e.g. proprietary media, legal framework, demarcation issues to lobbying, transparency, reporting obligations, protocol)
• Regional and federalist media structures
• Social Media; online dialogues - developments, trends and repercussions on society
• Crisis communication; preparation for and behaviour in crisis situations,
• Interview preparation and interview training with detailed analysis
• Analysis tools for PR evaluation
• Communicative risk management and evaluation
• Reflection on the digitisation of media landscapes

Inputs, individual and group work

Final exam: -Assignment with personal reflection on the course

-Active participation during the attendance blocks

• Legal bases, structures, history of social partnership in Austria, in the EU and in selected areas
• Social partnership as a model for solving problems facing society as a whole (sustainable consolidation of different interests)
• Social partnership concrete in selected situations
• Interfaces between politics and the public sector
• Interactions between European and Austrian development in the public sector
• Administrative reform and social partnership (economic foundations for the further development of the public sector)
• Service Law
• Right of Staff Representation

Lecture, group work, case handling

Continuous assessment: Immanent performance assessment, case handling, reflection, presentations

- State and non-state actors in international cooperation

- Central forms of world order

- The importance and role of international organizations

- Influence and control of international policy fields by international NGOs, multinational corporations and interest groups

- Globalisation and Global Governance

- Digitization, new media, social networks in the context of international cooperation

- The Sustainable Development Goals (SDGs) of the United Nations

- The European Pillar of Social Rights

The aim is to create an interactive process that enables active participation and creative thinking.

The didactic concept is divided into lecture with discussion and feedback as well as group work with practical case studies and questions to develop possible solutions.

Furthermore, an interactive process is aimed at, which enables active cooperation and creative thinking to develop possible solutions.

Final exam: The assessment in the International Cooperation module is based on the development and subsequent presentation of case studies and a final exam in the form of a written paper.

- Strategy operationalization

- Temporary organizational structures

- Roles and processes in project governance

- National and international regulations on the governance of projects, programmes and portfolios

- Strategic and operational project portfolio management

- Discontinuity Management

- Benefit Management

Flipped classroom, i.e. before each attendance block, independent acquisition of theoretical knowledge by means of literature and/or video sequences with a concluding online quiz; in the attendance blocks, application of the content in case studies, role plays and reflection rounds; between the blocks, transfer into the professional practice of the students and reflection on moodle.

• Independent refreshing/supplementation of previous knowledge;
• Preparatory reading of selected literature;
• Presentation of concepts and methods in the course;
• Illustration by means of practical examples;
• Group exercises;
• Application of selected methods in a simulation game;
• Possibility of questions and discussions about moodle.

Forum Questions to refresh the previous knowledge and preparatory literature

Online quiz (5 short questions without time limit)

Distance learning exercises

Preparatory reading
Online quizzes for self-checking
Preparation for the simulation game
Documentation and reflection of the simulation game as homework

Prerequisites

Good knowledge of individual project management

Knowledge in strategic management and strategic controlling

Continuous assessment: Online quizzes, case studies, participation in group exercises and discussions (present and on Moodle)

"Managing the Organization & Managing Change"

- Core elements of organisational control

- Organizations in change - shaping "change" with organizational development and change management

- Successful steering and management of quality in public administration (based on practical examples)

"Managing quality."

- Quality & Quality Management in Public Administration

• Continuous improvement of public administration under aspects of sustainability (SDGs), digitisation and ethical public welfare

- Overview of quality management models in public administration (ISO, EFQM, CAF)

- Quality management as an integral part of organizational control (in cooperation with e.g. complaint management, knowledge management, process management, risk management)

"CAF - The Quality Management System for Public Administration":

- Common Assessment Framework (CAF)

• Experience CAF in practice (simulation of a CAF consensus and action plan workshop)

Lecture with activating methods, discussion, group work, practical exercises, distance learning forms

Final exam: Immanent assessment of performance: written examination, written paper, presentation

- Qualitative data collection, preparation and evaluation: perspective, method overview, theory connection

- Interpretative-constructivist paradigm - specific theoretical approaches in qualitative research

- Focus on expert interviews: Exercise/role play, reflection in plenary

- Deepening the two research strategies (positivism and interpretivism; quantitative and qualitative): differences in epistemology, research planning and process, methods and epistemological goals, quality criteria

- Investigation designs - Assessment of designs

- Development of a research guiding question

- "Fit" of research question, theoretical perspective, research design and methods

- Research Planning and Research Process, Exposé.

The combination of different teaching methods - lecture and distance learning, self-study, practical exercises based on individual and group work, role-play, discussion, written reflection and feedback from peers and teachers - allows for a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitization.

Continuous assessment: The acquisition of the above-mentioned competences is checked within the framework of the immanent performance assessment on the basis of the following partial performances:

(1) Group work: qualitative evaluation of interview transcripts

(2) Empirical studies (qualitative and quantitative) will be made available, which will be analysed and compared in several steps

Basis Governance

• Competence, significance, approach

Fundamentals of Data Governance / Management / Data Curation / Data Litracy

• Definitions of entity and identity
• Data inventory management and data access
• Data sources and data formats
• Data quality, data origin
• Metadata
• Data archiving and storage
• Data update
• Value generation from data
• Open innovation
• Open Data / Semi Open Data / Closed Data

Lecture, exercises

Continuous assessment: Immanent examination character

• The state as disaster manager and the tasks of state crisis and disaster management
• Possibilities for disaster management
• International organizations
• Mechanisms of international conflict resolution
• Strategic business game
• Terms
• Legal basis
• Processing of layers and facts on the basis of examples

Lecture, group work, case handling

Final exam: Final examination, case work, homework, written reflection

Repetition Basics

Controlling Instruments

Legal basis

Federal controlling - repetition of the budget cycle

Targets & Key Figures

Objectives of impact on the example of the Court of Auditors

Impact orientation

The Impact Assessment tool

Break-Even-Analysis & DB Calculation

Investment calculation (KW method)

Preparation of profit and loss statement, balance sheet and operating figures; cash flow statement/CF statement

Balance sheet analysis, preparation and interpretation of key figures

Lecture/presentation, group work, discussion, feedback

Work assignments with feedback, group exercises, case work and case solutions, practical exercises

Blended learning distance learning and face-to-face teaching

Final exam: Immanent performance assessment through group work, presentations and written work / exercises as well as discussion of the case studies

Importance of strategic management and innovation management

Tools and methods of strategic controlling

Guarantee state v. performance state

Characteristics of public undertakings

Management in the Federal Administration and management of public enterprises

Public corporate governance

Core elements of impact-oriented management control and linking these to higher-level strategies (e.g. the Sustainable Development Goals)

Lecture, discussion, feedback, group work, case solutions, practical exercises, linking theory to students' work experience and knowledge

Final exam: Performance behavior: Observed on the basis of active participation during the lecture units (40%)

Performance result: Judged by the results of the student's own learning transfer (written reflection). Written examination on the contents taught during the last teaching unit (60%)

Fundamentals of digital transformation

Analogous to digital and the challenges

Selected examples

Driving autonomously

Artificial Intelligence (AI) and Machine Learning (ML)

Digital ecosystems

Challenges and limitations

Lecture/presentation, discussion

Continuous assessment: Intrinsic performance measurement

• Update on the basics of e-government in Austria
• The Austrian e-government "architecture"
• Demarcation of e-government in the context of other IT topic areas (digitization - big data, cloud computing, etc.)
• Significance and positioning of e-government in Austrian administrative reform - current approaches
• European e-government developments and their effects on the Austrian administration
• E-Government implementation in practice such as Service Design from the paper process to the administration process without media discontinuity

Lecture, individual work, group work, case work, discussions

Final exam: Presentation, presentation document, written homework, reflection and feedback

• Terms
• Legal basis
• Processing of layers and facts on the basis of examples
• International partnership
• Interdepartmental cooperation

Lecture, individual work, group work, discussion and case work

Continuous assessment: Immanent performance review, case handling, homework, concept development

• Overview of the public budgeting system (especially for students who do not have a Bachelor's/previous knowledge in Public Management)
• Instruments of budget control in the public sector
• The informative value of annual and financial statements, both in the public and private sector
• Processing and discussion of fiscal policy issues
• Classification and processing of financial policy issues in connection with outsourced units

Lecture with activating methods, group work during the presence phase, discussion, individual work and group work as homework, feedback

Final exam: Written elaborations, group work during the attendance phase, course-immanent performance determination or consideration of the cooperation

• Personnel development as a joint task of several management functions: The manager as a personnel developer
• Staff function in organizations
• How does development work, how does learning work?
• Management tasks as interactive/communicative processes in organizations

Lecture, group work, discussion, feedback, problem and solution based learning

Linking theory to the students' work experience and knowledge, further development of competences in the field of concepts and methods of human resources development

Reflection of the learning transfer processes to intensify the results from the course

Continuous assessment: -Performance behavior: In the course, distance learning and written work observed on the responsibility of the individual in terms of taking responsibility for their own learning process and the fulfilment of the requirements. Delivery: Lessons Learned, 3 pages.

-Performance result: Delivery of a management chart on the agreed topic.

• What managers should know about people
• Leadership in the overall context of management
• Conflict Management
• Leadership as a balancing act - dealing with contradictions and areas of tension
• Leadership and Followership - leadership as a process between managers and employees
• Bad leadership, its effects and what can be done about it
• Selected management instruments (various forms of discussion, delegation, etc.)
• The tension between political processes in organisations (micropolitics) and the orientation of the public sector towards the common good and sustainability

Lectures, discussion, group work, reflection on your own professional practice, practical exercises

Final exam: Immanent performance assessment (accomplishment of written tasks, reflection reports, presentations)

• New Work, agile methods
• New work: Conflicting requirements, Laloux Reinventing Organizations a history of development, VUCA World, etc.
• Headlines of the future
• Agile methods of cooperation: DEEP DIVE: phases and process steps, criteria for new cooperation
• Let's talk about innovation, culture and best practice, innovation culture navigator, trends
• New Personas, Who are the employees of the future and what is the leadership of these employees about
• Tools: SCRUM with Elevator Pitch on the topic of User Story
• Tools: LEGO Serios Play with practical exercise
• Tools: Service Design Thinking with practical exercise
• Tools: Kanban
• Transformation: which questions can be dealt with using these new methods, where is the application appropriate and where not. Discussion and planning of a practical example
• Open Mind: Business Model Canvas and Blue Ocean with practical innovative and creative tasks
• Open Mindset 8 strategies and a personal reflection on them

Lecture, group work, discussions, work assignments in practice (in your own organization) with reflection and feedback, group exercises, presentations.

Final exam: Conducting a "Jam Session" with your own team in your own organization using the tools you have learned This includes asking the right questions, choosing the right tools and presenting the results. The reflection after the "Jam Session" should be a structured report, this includes the process and reflection on the personal experiences with the application of the tools.

Students without leadership responsibility/team additionally create a seminar paper/reflection after literature research and processing of technical literature and present the results in the course.

• Terms in the management context (morals, ethics, professional ethics, ethos, professional ethics, compliance, corruption)
• Relationship between ethics and law/value standard aspect
• Typical (job/leadership specific) decision dilemmas
• Analysis and reflection of own interactions/work
• Fight against corruption - responsibility of public sector employees
• Importance of the development of moral judgement for decision-making processes in organisations
• Dilemma discussions with the aim of analysing one's own moral judgement and promoting moral judgement
• Conviction versus manipulation
• Self-awareness through analysis and reflection of own interactions
• Compliance culture, anti-corruption - Responsibility of managers
• Mission statements

Statements and impulse presentations, individual work, group work, discussion and dilemma discussions, work assignments with feedback, group exercises, peer feedback, case work, practical exercises, problem-based dialogical learning processes, role plays with subsequent evaluation and transfer/reflection phase, online course if required

Continuous assessment: Immanent performance assessment: case work

Permanent learning success control through project participation, active collaboration and co-design.

Two written assignments (reflection of own experience; case work); presentation of results in the course

Depending on the case to be dealt with, students will deal with diverse topics related to organisations in terms of content.

They analyze the effects of changes on several levels of coordination, from different perspectives.

As an interconnected subject, case analysis offers the opportunity to apply the theoretical knowledge from other corresponding courses in practical applications.

Elements of business games

Case work

Plenary discussion

Feedback rounds

Final exam: Joint case solution in the form of a management summary and/or project result.

Individual reflection

• Interdisciplinary investigation of practical examples of human resource management applications in the context of (digital) transformation processes
• Reform proposals for efficient effective personnel management (digitization in personnel management, personnel management for digital administration)
• Possibilities of influence of politics, administration, management; stakeholders

Input, group work, discussion, feedback, group exercises, peer feedback, case solutions, practical exercises, problem and solution based learning

• The students have written down/developed their own project,
• Have used an integrative reference to theoretical-conceptual basics, instruments of the PM process, decision structures, evaluation of control instruments, reporting, impact orientation etc. acquired in other courses
• Have reflected on the possible transferability of their project to other areas

Final exam: Creation of a case study on a selected topic in the area of transformation and human resources

Joint fine tuning of the teaching content:

• Virtual, interactive survey via menometer to determine the current situation and to get to know each other including subsequent discussion

Contents:

• Decision-making structures in the EU (EU institutions, consultative bodies, EU agencies) and their work in practice
• Decision-making processes in the EU (legislative procedures and decision-making processes)
• From decision-making to implementation: substantive and procedural links between the European and national levels of government
• The question of legal competences in the EU and their political relevance

Focus:

• Special importance is attached to examples from the field of fundamental rights in order to ensure synergies with the second/pertinent course
• The Charter of Fundamental Rights is accorded special status as a basic standard for all EU legislation

Practical case studies:

• What is the role of competences before the ECJ?
• How does an EU agency work?

• Interactive discussion
• Lectures
• Case studies

Final exam: Oral examination, dates after announcement/agreement

• Basic and human rights: historical development, definition, functions (in-depth)
• Human rights in national and international law
• Comprehensive binding of state powers to basic and human rights
• State obligations to respect and guarantee basic and human rights
• Characteristics of human rights analysis
• Overview of selected basic and human rights (selection by first appointment)
• Principle of equality and analysis of discrimination
• Legal protection institutions at national and international level
• Political-administrative processes of human rights implementation, including the role of civil society actors
• Structural and systemic factors that influence the implementation of human rights

Lecture and discussion, case solutions, practical exercises, group work, problem-based learning

Final exam: Writing a reflection paper at the end of the course

• Literature research and "state of the art" - what does this chapter in the master thesis do?
• Writing workshop: scientific argumentation; descriptive v. critical/analytical writing
• Repetition: formulating good research questions
• Short repetition of the contents from the first two semesters with focus on methods of data collection and evaluation
• Discussion of the argumentation exercise & status of the literature search for the master thesis
• In-depth: data sources and methods of data collection and evaluation, "interpretation" in quantitative and qualitative research: from figures, protocols and transcripts to results
• Research planning and research process; individual and larger or commissioned projects; proposal; group exercise: outline.

The combination of different teaching methods - lecture and distance learning, self-study, practical exercises based on individual and group work, discussion and feedback from peers and teachers - enables a diverse transfer of knowledge and skills on the one hand and takes into account different learning types among students on the other. By means of practical applications, students are challenged in this exercise to acquire new competences and to reflect on them in connection with the contents of other courses. The selected working materials and research examples provide a reference to the central topics of the course as well as current focal points such as SDGs and digitization.

Continuous assessment: The acquisition of the above-mentioned competences will be checked in the course of the immanent performance assessment by means of several written submissions in preparation for the master thesis, e.g. exemplary discussion of a scientific argument, chapter "state of research", and proposal.

• Basic principles and framework of understanding: Human resources and the strategic importance of human resources management in an organizational context
• Fields of action of human resources management in transition: e.g.: digital transformation, mobility, demographic changes, equality, knowledge management, diversity, etc.
• Inventory strategic planning (responsibilities, competencies, instruments, success factors, ...)

• Lecture, group work, discussion, feedback, problem and solution based learning
• Linking theory to the students' work experience and knowledge
• Further development of competencies in the area of strategic planning and strategic personnel development through action-oriented tasks

Final exam: Performance result assessed by the result assurance of the own learning transfer (Instructions for Strategic Change worked out on a workplace-relevant example) by handing in the examination task.

• Management tasks, leadership skills
• The house of work ability
• Approaches to motivation and emotional attachment to the organization: The psychological employment contract, the X/Y theory, the 2-factor theory.
• Healthy leadership: Different forms of appraisal interviews
• Non-violent communication as a feedback instrument
• Model of areas of influence for the acceptance of framework conditions and identification of scope for action

Lectures, discussion, group work, reflection on your own professional practice, practical exercises

Continuous assessment: Immanent performance assessment (completion of written tasks, reflection reports, presentations)

• Leadership and being led
• Teamwork
• Respectful and effective management and working style

• Work on cases brought in by the students (topics leadership and being led as well as teamwork) with methods of group supervision/intervision
• Appropriate theory inputs for the cases
• Evaluation and safeguarding of students' personal learning outcomes

Continuous assessment: Written elaboration of a case from everyday professional life on the basis of a grid of questions provided

Group dynamics

• group dynamic phases of group development
• group vs. team
• emotions in teams

Organisational development

• analysis of processes and organizations
• communication and resistance during change processes
• IT supported optimization of processes

Digitalisation

• chances and limitations of digitization
• introduction in artificial intelligence and machine learning

Lecture, group work, peer feedback, exercises, problem-based learning

Continuous assessment: Case study of the own institution and its processes.

Management concept

Leading from the future

Anticipation and transformation

Methods of decision making

Decision-making processes in teams and organizations

Public welfare orientation

Basic and human rights

SDGs

Futures and trends

Creativity, networked and dialogical thinking and learning

Short lectures, individual work, group work, discussions and dilemma debates, written reflection

Continuous assessment: Case handling, concept development, presentations, homework

• Support in the preparation of the master thesis - in particular through targeted feedback; needs-oriented support in the application of the competences acquired during the course of study within the framework of an independent research project
• Writing style and structure of scientific papers (cooperation with ZEWISS)
• Consolidation: evaluation methods
• Research ethics and data protection
• Visualization of results; poster creation
• Formalities of the master thesis and examination, Executive Summary

Teacher input; teaching videos; short presentations by students with peer feedback; group work (methods workshop, writing workshop; exercises in text design and visualisation of data); reading; written assignments with feedback

Continuous assessment: Immanent assessment: Submission of a methods paper or the methods chapter of the master thesis (draft), presentation of the current status of the work based on an annotated table of contents and submission of the written documents

• Writing the master thesis
• Theoretical part (theories, questions, state of research, ...)
• Empirical part (qualitative or quantitative study, interpretation, ...)
• Writing an executive summary (for master thesis collection)

Final exam: Submission of master thesis

• Presentation and defense of the master thesis
• Relevant questions on the topic of the master thesis
• Creation of a scientific poster on the basis of which the Master thesis is presented
• Public management

Thesis defense, examination interview

Final exam: Master exam