MANAGING ORGANISATIONS AND ORGANISATIONAL BEHAVIOUR
- Overview
- Assessment methods
- Learning objectives
- Contents
- Full programme
- Delivery method
- Teaching methods
Preferably, students should have attended the course on Information Systems and Organizational Models.
Assessment will be based on a final written test with multiple-choice questions to evaluate the knowledge acquired during the lectures. Grades will be assigned on a scale of thirty.
The course aims to provide the knowledge and skills needed to understand and manage organizations, with a particular focus on the organizational behavior of individuals and groups.
The course will cover the following topics:
1. Organizational forms and managerial roles: What are the main organizational forms, and how do managers fulfill their roles through specific functions, skills, and competencies?
2. Organizational behavior and individual differences: What aspects of personality and emotions impact the workplace? How can organizations utilize individual differences to achieve their objectives?
3. Motivation and individual well-being: What are the key theories that explain individual motivation for achieving personal and organizational goals? What strategies and tools can encourage motivation and promote individual well-being?
4. Teamwork: How do groups develop in organizations, and what are their characteristics? How are decisions made within a group? What distinguishes groups from work teams? How can effective teams be created?
5. Leadership: What are the most relevant leadership models today? How are ethical leadership and transformational leadership defined? What role do trust and ethics play in the relationship between leaders and followers?
6. Conflict and negotiation: What does conflict mean in organizational settings? Are there both positive and negative types of conflict? Is it possible to transform conflict into a valuable resource? How can an effective negotiation process be designed?
Expected Learning Outcomes Knowledge:
1. Understand the main organizational forms and management models, with particular attention to sustainability.
2. Recognize the various roles and skills necessary for effective management within different organizational contexts.
3. Understand the key models and theories related to personality and individual differences.
4. Analyze the role of emotions, moods, and emotional intelligence in organizational contexts.
5. Understand the key motivation theories, including self-determination, goal-setting, equity, and self-efficacy, and their impact on both individual and organizational performance.
6. Recognize the dynamics of groups and teams, including development stages and key factors for creating effective teams.
7. Understand leadership approaches and their role in building trust and organizational ethics.
8. Understand the causes, types, and stages of conflict in organizational contexts, as well as strategies for managing conflict and effective negotiation.
Skills/Competencies:
1. Apply models and tools to analyze individual differences and promote an inclusive work environment.
2. Identify and implement effective motivational strategies using practical tools such as the job characteristics model.
3. Facilitate collaboration within groups and teams, supporting decision-making and team cohesion.
4. Adopt a leadership style appropriate to the context, promoting trust, ethics, and follower engagement.
5. Identify, analyze, and resolve conflict situations within organizational contexts using structured negotiation techniques.
6. Analyze organizational structures critically, evaluating their strengths and weaknesses in alignment with business objectives.
7. Implement a strategic and ethical framework for organizational management that prioritizes sustainability principles.
Course Content
1. What are organizations
2. Understanding organizations: organizational forms
2.1. Basic organizational forms
2.1.1. The personal enterprise
2.1.2. The programmed machine
2.1.3. The professional assembly
2.1.4. The pioneering project
2.2. Additional organizational forms
2.2.1. The divisional form
2.2.2. The ship community
2.2.3. The political arena
3. Who managers are and their roles within organizations
3.1. The functions of management within organizations
3.2. Management roles
3.3. Managerial skills
4. Organizational behavior
4.1. Scope of organizational behavior study
4.2. Disciplines contributing to organizational behavior
5. Key work-related attitudes
5.1. Main components of attitudes
5.2. Correlation between attitudes and behaviors
5.3. Job satisfaction
6. Emotions and moods in organizational contexts
6.1. What emotions and moods are
6.2. The structure of moods
6.3. Emotional intelligence at work
7. Personality and individual differences in organizational contexts
7.1. Models for personality assessment
7.1.1. Myers-Briggs Indicator
7.1.2. Big Five Model
7.2. Personality and work contexts
7.2.1. Situation strength theory
7.2.2. Trait activation theory
7.2.3. Person-Organization Fit theory
8. Motivation
8.1. Definition of motivation and early theories
8.2. Theories to understand motivation
8.2.1. Self-determination theory
8.2.2. Goal-setting theory
8.2.3. Self-efficacy theory
8.2.4. Equity/organizational justice theory
8.2.5. Expectancy theory
8.3. Motivating people in organizational contexts
8.3.1. Job characteristics model
8.3.2. Motivating through job redesign: task rotation; task enrichment
8.3.3. Reward systems
9. Foundations of group behavior
9.1. Definition and classification of groups
9.2. Group development stages
9.3. Group properties
9.4. Decision-making within groups
10. From groups to work teams in organizations
10.1. Differences between groups and work teams
10.2. Types of teams
10.3. Creating effective teams
11. Leadership
11.1. Trait and behavioral theories
11.2. Contingency theories
11.3. Leader-Member Exchange (LMX) theories
11.4. Charismatic and transformational leadership
11.5. Ethical leadership
12. Conflict management and negotiation strategies
12.1. Conflict: from the classical to the interactionist view
12.2. Types and contexts of conflict
12.3. The five stages of a conflict process
12.4. Characteristics of negotiation
12.5. The five steps for managing a negotiation process
1. What are organizations
2. Understanding organizations: organizational forms
2.1. Basic organizational forms
2.1.1. The personal enterprise
2.1.2. The programmed machine
2.1.3. The professional assembly
2.1.4. The pioneering project
2.2. Additional organizational forms
2.2.1. The divisional form
2.2.2. The ship community
2.2.3. The political arena
3. Who managers are and their roles within organizations
3.1. The functions of management within organizations
3.2. Management roles
3.3. Managerial skills
4. Organizational behavior
4.1. Scope of organizational behavior study
4.2. Disciplines contributing to organizational behavior
5. Key work-related attitudes
5.1. Main components of attitudes
5.2. Correlation between attitudes and behaviors
5.3. Job satisfaction
6. Emotions and moods in organizational contexts
6.1. What emotions and moods are
6.2. The structure of moods
6.3. Emotional intelligence at work
7. Personality and individual differences in organizational contexts
7.1. Models for personality assessment
7.1.1. Myers-Briggs Indicator
7.1.2. Big Five Model
7.2. Personality and work contexts
7.2.1. Situation strength theory
7.2.2. Trait activation theory
7.2.3. Person-Organization Fit theory
8. Motivation
8.1. Definition of motivation and early theories
8.2. Theories to understand motivation
8.2.1. Self-determination theory
8.2.2. Goal-setting theory
8.2.3. Self-efficacy theory
8.2.4. Equity/organizational justice theory
8.2.5. Expectancy theory
8.3. Motivating people in organizational contexts
8.3.1. Job characteristics model
8.3.2. Motivating through job redesign: task rotation; task enrichment
8.3.3. Reward systems
9. Foundations of group behavior
9.1. Definition and classification of groups
9.2. Group development stages
9.3. Group properties
9.4. Decision-making within groups
10. From groups to work teams in organizations
10.1. Differences between groups and work teams
10.2. Types of teams
10.3. Creating effective teams
11. Leadership
11.1. Trait and behavioral theories
11.2. Contingency theories
11.3. Leader-Member Exchange (LMX) theories
11.4. Charismatic and transformational leadership
11.5. Ethical leadership
12. Conflict management and negotiation strategies
12.1. Conflict: from the classical to the interactionist view
12.2. Types and contexts of conflict
12.3. The five stages of a conflict process
12.4. Characteristics of negotiation
12.5. The five steps for managing a negotiation process
The course consists of lectures providing in-depth analysis of the topics discussed. Each topic will be supplemented with practical exercises designed to develop skills related to the acquired knowledge. Additionally, experienced managers will be invited to share their insights, enriching the learning process.