Bachelor
2025/2026
Team Management
Type:
Compulsory course (International Business)
When:
2 year, 2 module
Open to:
students of one campus
Instructors:
Roman Shelestov
Language:
English
ECTS credits:
3
Contact hours:
30
Course Syllabus
Abstract
This course on Team Management introduces students to the fundamental concepts, up-to-date models, and practical skills necessary for effective team leadership and collaboration in dynamic organizational environments. The course introduces team and personality frameworks to help participants identify intrinsic strengths and potential development areas within themselves and their teammates. The course is structured around a series of seminars that progressively build knowledge and capabilities in managing teams, understanding interpersonal dynamics and leading change.
Learning Objectives
- The purpose of the Team Management course is to equip students with the knowledge and practical skills to effectively lead, engage, and develop diverse teams by understanding team dynamics, leadership styles, and change management in modern organizational contexts.
Expected Learning Outcomes
- Ensuring a demonstration of communication skills
- Clear understanding of yourself and others personality differences
- Understanding managers authorities and responsivities
- Knowledge of managerial practices and three level team concepts
- Knowledge of differences of team roles and stages of team development
- Understanding different types of leadership and ability to use a situational flexibility based on diagnosis of task development level
- Identifying and using components of team resilience
- Ensuring of availability of support and directive according stages of team development
- Defining main concepts pertinent to leadership and social influence
- Understating of team diagnosis using Tuckman's, Katzenbach-Smith's, Lencioni's, Belbin's, or other relevant models
- Analyze the information from appropriate sources of academic activities
Course Contents
- Understanding yourself and others
- Leadership and management
- Groups and teams
- Awareness of the corporate environment and external context
Assessment Elements
- Active Participation in SeminarsActive participation and demonstration of relevant group presentations in seminars.
- ExamThe Questions (30 close and open types questions) of the Test are formed on the basis of lecture material, articles, assigned for the reading and analysis to the students during the Course. Examination format: The exam is taken written in computer class. The platform: The exam is conducted on the StartExam platform. StartExam is an online platform for conducting test tasks of various levels of complexity. The link to pass the exam task will be available to the student in the RUZ. Students are required to join a session 15 minutes before the beginning. A student is supposed to follow the requirements below: Check your Internet connection (we recommend connecting your computer to the network with a cable, if possible); Disable applications on the computer's task other than the browser that will be used to log in to the StartExam program. If one of the necessary requirements for participation in the exam cannot be met, a student is obliged to inform a professor and a manager of a program 2 weeks before the exam date to decide on the student's participation in the exams. Connection failures: A short-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for no longer than 1 minute. A long-term communication failure during the exam is considered to be the loss of a student's network connection with the StartExam platform for longer than 1 minute. A long-term communication failure during the exam is the basis for the decision to terminate the exam and the rating “unsatisfactory”(0 on a ten- point scale). In case of long-term communication failure in the StartExam platform during the examination task, the student must notify the teacher, record the fact of loss of connection with the platform (screenshot, a response from the Internet provider). Then contact the manager of a program with an explanatory note about the incident to decide on retaking the exam. If something goes wrong, it is important to document the issue by taking a screenshot of the screen. Please report the problem to IT support at sd.gsb@hse.ru (attach the screenshot to your email). After the exam: Reviewing of exam works is not provided. Appeals are only possible regarding the exam procedure.
- Group presentationThe format should be PPT or PPTx (text, not screenshots). The originality of the work should be 100%. The work must not contain generative text. Verification for generative text is carried out using tools like GPTzero, Antiplagiat, Bypassai, or similar. Up to 4-5 students in the team. Primary Criteria High-quality presentation: slides (at least 4-5 per student) should be substantive –each slide must have enough text (approximately 55-75 words per slide, excluding references) on the topic of the slide; references (APA style, minimum of 3 sources) must be included at the bottom of the slides.
- Lecture activitiesFor attendance and active participation during the lecture: individual participation in quizzes, discussions and teamwork. It is calculated as the ratio of lectures attended by the student with active participation (answers to instructor’s questions, involvement in teamwork, etc.) to the total number of lectures in the course.
Interim Assessment
- 2025/2026 2nd module0.2 * Active Participation in Seminars + 0.4 * Exam + 0.3 * Group presentation + 0.1 * Lecture activities
Bibliography
Recommended Core Bibliography
- Michael Armstrong. (2020). Armstrong’s Handbook of Strategic Human Resource Management : Improve Business Performance Through Strategic People Management. Kogan Page.
- Zasa, F. P., Patrucco, A., & Pellizzoni, E. (2021). Managing the Hybrid Organization: How Can Agile and Traditional Project Management Coexist? Research Technology Management, 64(1), 54–63. https://doi.org/10.1080/08956308.2021.1843331
Recommended Additional Bibliography
- Bono, J. E., & Judge, T. A. (2004). Personality and Transformational and Transactional Leadership: A Meta-Analysis. Journal of Applied Psychology, 89(5), 901–910. https://doi.org/10.1037/0021-9010.89.5.901
- Cialdini, R. B. (2009). Influence : The Psychology of Persuasion. New York: HarperCollins. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=279852
- Maltby, J., Day, L., & Macaskill, A. (2017). Personality, Individual Differences and Intelligence (Vol. Fourth Edition). New York: Pearson. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1473271
- Rahim, M. A. (2002). Toward a Theory of Managing Organizational Conflict. International Journal of Conflict Management, 13(3), 206. https://doi.org/10.1108/eb022874
- Stephen J. Zaccaro. (2007). Trait-based perspectives of leadership. Http://Www.Mydarknight.Com/Wp-Content/Uploads/2013/04/Traits-Based-Approach-Zaccaro-Article.Pdf.
- Tuckman, B. W., & Jensen, M. A. C. (1977). Stages of Small-Group Development Revisited. Group & Organization Management, 2(4), 419–427. https://doi.org/10.1177/105960117700200404
- University of Florida, U. S. ( host institution ), Judge, T. A. ( author ), Piccolo, R. F. ( author ), & Kosalka, T. ( author ). (2009). The bright and dark sides of leader traits: A review and theoretical extension of the leader trait paradigm. https://doi.org/10.1016/j.leaqua.2009.09.004