Organizational Behaviour

Recommended Prerequisites

Not applicable.

Teaching Methods

An overall mark of 50% is needed to pass this module. The assessment can be either by an
examination or course work
Examination
One written examination of a two hours duration. Students will be required to answer two
questions from a choice of six. The date of the examination will confirmed by the Examinations
Office when it publishes its timetable. 

Coursework
One essay/mini project (maximum 3,000 words) to be submitted on an electronic platform
(NONIO) of the University of Coimbra with the subject to be agreed by the course supervisor.

Learning Outcomes

To develop a capacity for the critical analysis and understanding of management and behaviour in health organisations

- To provide an overview of the key issues in the management of people at work in health organisations

- To relate the general analysis of management and organisational behaviour to the special context of health.

Work Placement(s)

No

Syllabus

The Organisational Context of Management Behaviour
Strategy, structure and hierarchy. Contingency and systems perspectives. Implications for complex matrix organisations. Similarities and differences between the public, private and social sectors.
The Nature of Managerial Work
Allocation and function of role theory. Issues of control, power and bureaucracy.
The Worker Challenge
Employee orientations and motivations. Resistance and conflict. Workers organisation and employment relations. Building trust and managing the psychological contract.
The Challenge of Performance
Incentives and Reward Systems. Human Relations, groups and communication. Design of jobs and teams. Leadership. Organisational Culture. Human Resource management systems. Quality and service. Involvement and Partnership.
The Chalange of Change
Diagnosis of change. Strategies of change and the role of planning. Evaluation of change and organisational performance.

Assessment Methods

Assessment
Exam: 100.0%

Bibliography

• Arnold, J. and Randall, R. (2010). “Careers and Career Management”, Work Psychology – Understanding Human Behaviour in the Work Place, 5th Edition, pp. 590-646. Harlow: Pearson Education.
• Currie, G. and Proctor, S. (2005). “The Antecedents of Middle Managers’ Strategic Contribution: The Case of a Professional Bureaucracy”, Journal of Management Studies, 42:7, pp. 1325-1356.
• Guest, D., Paauwe, J, Wright, P. (2014). HRM and Performance: Achievements and Challenges. London; Wiley.
• Gratton, L (2000). Living Strategy: Putting People at the Heart of Corporate Purpose. London: Financial Times, Prentice Hall
• Wright, P.M., Boudreau, J.W., Pace, D., Sartain, L., McKinnon, Antoine, R. (2011) The Chief HR Officer: Defining the New Role of Human Resource Leaders. 1st Edition, Jossey-Bass.