Open Management Style

About the course

Target group

Students

Key words

Communities of Practice (CoP), Critical Thinking, Explicit Knowledge, Human Capital, Knowledge Management, Open Management, Organizational Learning, Relational Capital, Tacit Knowledge, Transversal Skills

Course introduction

The ‘Open Management Style’ course aims to provide leaders and managers in the agricultural sector with the knowledge, skills and mindset necessary to promote an open, collaborative and innovative organisational culture, which is essential for the implementation of circular economy principles in agriculture, through a combination of theoretical concepts and practical applications

The course is structured around four fundamental pillars:

Knowledge management: The first module explores how knowledge is created, shared and used within organisations, with a focus on the distinction between tacit and explicit knowledge and strategies for converting the former into the latter. The aim is to improve organisational learning processes to facilitate the transition to circular practices. The concepts of human capital and relational capital, key elements in the development of a learning culture, will be explored.
Communities of practice: The second module focuses on the importance of communities of practice as informal learning environments for knowledge exchange and collaboration between agricultural professionals. This module aims to provide the tools to identify, cultivate and harness these communities to enhance organisational learning and cross-sectoral collaboration.
Soft skills and tools for open management: The third module focuses on the development of soft skills essential for success in modern organisational contexts, such as critical thinking, creative problem solving, professional effectiveness and interpersonal dynamics. Innovative techniques for promoting an open and collaborative management culture, with a focus on negotiation, will also be presented.
Open management tools: The course also includes practical tools and approaches to foster an open management culture. Participants will learn how to design and implement interactive activities to promote transparency, participation and innovation in agricultural workplaces, aligning with the principles of the circular economy.

The course uses experiential learning methodologies, such as workshops, role-playing, simulations and group projects focused on real agricultural scenarios. Participants will also become familiar with the SECI (Socialisation, Externalisation, Combination, Internalisation) model for knowledge transformation.

Details to know

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Assessment

8 Quizzes

Taught in English

Also available in 7 languages

Learning outcomes

To differentiate between tacit and explicit knowledge and their roles in organizational learning
To apply strategies for converting tacit knowledge into explicit knowledge to enhance organizational learning processes
To understand communities of practice as informal learning environments
To use communities of practice for stimulating cross-organization collaboration and knowledge sharing
To understand and practice transversal skills for problem solving and problem setting, critical and analytical thinking, creativity
To understand and practice Self-management, Organisational skills
To understand and practice Teamwork and Teambuilding
To design and implement interactive and experiential learning activities to foster open communication and collaborative problem-solving in management contexts
To promote the effectiveness of innovative reflection and feedback tools in promoting an open management culture and continuous improvement through Negotiation

More detailed Learning Outcomes can be found in module introductions.

Module 1. The module aims to equip students with the skills to distinguish between tacit and explicit knowledge, and to apply strategies for converting tacit knowledge into explicit, organizational knowledge. These skills are essential for enhancing organizational learning processes, which in turn support the transition to circular economy practices in agriculture.

Lessons

Introduction 1. Understanding How the Organization Learns 2. Using Strategies for Converting Tacit Knowledge into Organizational Ones References

Module 2. Communities of Practice (CoPs) create informal learning spaces essential for agricultural businesses transitioning to circular models. These communities unite farmers, researchers, and policymakers to share knowledge and develop sustainable solutions. This module teaches how to build and leverage CoPs to enhance organizational learning and collaboration across agriculture’s stakeholder network.

Lessons

Introduction 1. Understanding Communities of Practice 2. Communities of Practice for Cross-Organizational Collaboration References

Module 3. The core aim is to equip learners with a versatile skillset that enhances their problem-solving capabilities, critical thinking, creativity, self-organization and interpersonal effectiveness. The first lessons focus on problem-solving, critical thinking, creativity, and interpersonal effectiveness. The final lessons explore techniques for building open, collaborative management cultures through hands-on learning and reflection.

Lessons

Introduction 1. Critical Thinking and Creative Problem-Solving 2. Professional Effectiveness 3. Interpersonal Dynamics 4. Techniques to Promote Team Management Through Negotiation References Course evaluation

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Project nr. 101110547.

Co-funded by the European Union. Views and opinions expressed are however those of the author(s) only and do not necessarily reflect those of the European Union or EACEA. Neither the European Union nor the granting authority can be held responsible for them.

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