Organizational Behaviour

Recommended Prerequisites

Reading English. 

Teaching Methods

The participative method of the course should create conditions by which students know how to make use of the theoretical material. In particular individual and group work will be presented and discussed in a manner which should ensure that students have achieved a real understanding of the issues involved. Continuous assessment involves attending 75% of the practical classes. The minimal score for the written tests is 7.5 points out of 20.   

Learning Outcomes

a) Identify the main themes and debates in the area of organisational behaviour;
b) Understand the main factors and dynamics which influence behaviour and success in organisations in a world of now constant change;
c) Evaluate different meanings of work in organisations, as well as attitudes relating to them;
d) Understand the significance of organisational processes and in particular what they mean in terms of identifying and retaining skills;
e) Understand the significance of career dynamics, contexts and values in such a way as to be able top identify organisational policies that allow management of diversity within organisations;
f) Identify factors which influence individual’s identification with organizations and the dynamics of this in relation to performance;
g) Identify and propose policies that enable retention of talent within organisations;
h) Understand power relations and cultural dynamics within organisational behaviour.

Work Placement(s)

No

Syllabus

I –Organisations in a global era and a changing world; 1.1 The New Competition; 1.2 Organizational Change; 1.3 Innovation and Knowledge Management; 1.4 Outsourcing, Delayering, Downsizing; II – Organisational flexibility and contemporary trends in employment; 2.1 Flexibel Firm: Contemporary dimensions of the meaning of work and careers; 2.2 Change in career structures and the concept of success; 2.3 Organisational identity and commitment; 2.4 Psychological contract; 2.5 Human and intellectual capital; 2.6 Human and social value; 2.7 Implications and challenges for management; III – Power and negotiation in organisations; 3.1 Formal and informal leadership; 3.2 Knowledge as power; 3.3 From transactional to transformational leadership; 3.4 The challenge for western societies; IV – Organisational and operational culture; 4.1 Organisational Culture and Workplace Climate, 4.2 Leadership and Culture; 4.3 Operational and Organisational Learning; 4.4 Organisational and operational efficiency.

Head Lecturer(s)

Teresa Carla Trigo de Oliveira

Assessment Methods

Assessment
Exam: 100.0%

Bibliography

FURNHAM, Adrian - People management in turbulent times. Basingstoke : Palgrave Macmillan, 2009.
HANDBOOK of top management teams. Edited by Frank Bournois [et al.]. Basingstoke : Palgrave Macmillan, 2010.
KLIKAUER, Thomas – Critical management ethics. Basingstoke : Palgrave Macmillan, 2010.
McGILCHRIST, Iain - The master and his emissary : the divided brain and the making of the Western world. New Haven : Yale University Press, 2010.
McKenna, E. (2011, 5th Edition). Business Psychology and Organizational Behaviour. Psychology Press- Taylor & Francis Group
OXFORD (THE) handbook of work and organization. Edited by Stephen Ackroyd [et al.]. Oxford : Oxford University Press, 2006.
Shore, L. M., Coyle-Shapiro, J. A-M. Lois E. Tetrick, L. E.. (Ed. 2012). The employee–organization relationship, Routledge Academic.
SMITH, A.C.T & SUTHERLAND, F.M. (2012). Philosophies of Organizational Change. Edward Elgar
TEECE, David (2012). Strategy, Innovation and the Theory of the Firm. Edward Elgar.