Saturday, May 18, 2013
|Course code: 176301||Subject title: ORGANIZATIONAL DESIGN AND BEHAVIOR|
|Department: Business Administration||Year: 2|
|Type of subject: Mandatory||Period: 2º S|
GOÑI LEGAZ, Salomé
BAYO MORIONES, José Alberto
IRIBARREN OSCOZ, MANUEL
Echandi Domeño, Iñaki
a) Generic instrumental competences
CG01. Analysis and synthesis skills.
CG02. Ability to organize and plan.
CG03. Oral and written communication in the native language.
CG07. Ability to solve problems.
CG08. Ability to make decisions.
b) Generic personal competences
CG09. Ability to work in a team.
CG12. Skills in personal relationships.
CG13. Ability to work in diverse and multicultural environments.
CG15. Ethical commitment in the workplace.
c) systemic generic competences
CG17. Autonomous learning skills.
CG18. Ability to adapt to new situations.
GC24. Respect for human rights.
Individual, group behavior, organizational structure, organizational culture.
|Methodology-Activity||Classroom hours||Out of classroom hours|
|A-1 Large group sessions||42|
|A-2 Medium-sized group sessions||14|
|A-3 Essays and exercises||15|
|A-4 Individual study||57|
CG03, CG07, CG08, CG09, CG12, CG13, CG18, CG20, CG24, CE04, CE09, CE10, CE14, CE15
Classroom sessions. Essays and exercises.
CG01, CG02, CG15, CG17, CE01, CE11, CE13
Individual study. Exams.
This course aims to bring students to the study of human behavior within organizations, as well as of the knowledge of the main variables related to the design of the organization. This general objective implies that the student knows the problems faced by organizations in this field, the main theoretical developments in the discipline, his personal position on these issues and developing the ability to translate knowledge into practice.
The course aims to provide the theoretical basis for effective leadership at any level in any function within organizations. Therefore, its contents are very useful to perform management tasks that involve responsibility for people.
The course content is structured in three blocks. The first one takes the individual as the basic unit of analysis, studying the relevant dimensions related to her behavior within organizations. The second one identifies the relationship between individuals within groups in organizations. The third section is aimed at analyzing the elements that define and shape the organization as a set of relationships and people.
The evaluation system for students who take part in the course is as follows:
The final examination, which will account for 65% of the final grade, aims to check the extent to which learning objectives of the course have been acquired by the student. For the course to be passed the student will need to obtain a minimum of 40% of the total score of the final exam.
The exercises and case studies that will be conducted over the course will have a 20% weight in the final of the subject.
Theory tests that will be conducted over the course will have a weight on the final grade of 15%. These tests will take place in sessions that require the previous study of the handbook by the student
Subject 6. Motivation: applied concepts
6.1. Motivating by changing the nature of the work environment.
6.2. Employee involvement.
Subject 7. Group behavior
7.1. Defining and classifying groups.
7.2. Stages of group development.
7.3. Group properties: roles, norms, status, size and cohesiveness.
7.4. Group decision making.
Subject 8. Teams
8.1. Why have teams become so popular?
8.2. Differences between groups and teams.
8.3. Types of teams.
8.4. Turning individuals into team players.
8.5. Beware! Teams aren't always the answer.
Subject 9. Communication
9.1. The communication process.
9.2. Direction of communication.
9.3. Interpersonal communication.
9.4. Organizational communication.
9.5. Barriers to effective communication.
Subject 10. Leadership
10.1. What is leadership?
10.2. Early theories of leadership.
10.3. Contemporary theories of leadership.
10.4. Authentic leadership: is ethics the foundation of leadership?
10.5. Challenges to the leadership construct.
10.6. How to identify and develop effective leaders.
Subject 11. Power and politics
11.1. A definition of power.
11.2. Contrasting leadership and power.
11.3. Bases of power.
11.4. Power tactics.
11.5. Politics: power in action.
11.6. Causes and consequences of political behavior.
11.7. The ethics of behaving politically.
Subject 12. Conflict and negotiations
12.1. A definition of conflict.
12.2. Transitions in conflict thought.
12.3. The conflict process.
Subject 13. Structure and organizational behavior
13.1. What is organizational structure?
13.2. Common organizational designs.
13.3. New design options.
13.4. Why do structures differ?
Subject 14. Organizational culture
14.1. What is organizational culture?
14.2. What do cultures do?
14.3. Creating and sustaining culture.
14.4. How do employees learn the culture of the organization?
14.5. Creating an ethical organizational culture.
14.6. Creating a positive organizational culture.
Robbins, S.P. and Judge, T.A. (2012): Essentials of organizational behavior, 11th edition, Pearson Education Ltd., Essex, England.
Jones, G.R. (2010): Organizational Theory, Design and Change, 6th edition, Pearson, Upper Saddle River, USA.
Lazear, E.P., and Gibbs, M. (2009): Personnel Economics in Practice 2nd edition, John Wiley and Sons, New York, USA.
Robbins, S.P., Judge, T.A. and Campbell, T.T. (2010): Organizational Behavior, 1st edition, Pearson Education Ltd., Essex, England.
Salas, V. (1996): Economía de la Empresa. Decisiones y organización, 2ª edición, Ariel, Barcelona.