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Presentation
Presentation
This curricular unit intends that students acquire knowledge about organizational behavior as a fundamental field of study in the strategy of any organization. Students will be able to understand all organizational processes, in terms of leadership, culture and communication, as well as individual and team dynamics within the organization.
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Class from course
Class from course
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Degree | Semesters | ECTS
Degree | Semesters | ECTS
Bachelor | Semestral | 4
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Year | Nature | Language
Year | Nature | Language
3 | Optional | Português
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Code
Code
ULP6623-6587
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Prerequisites and corequisites
Prerequisites and corequisites
Not applicable
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Professional Internship
Professional Internship
Não
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Syllabus
Syllabus
Module I - Introduction to Organizational Behavior: ¿ Definition, scope, and relevance of OB. ¿ Contemporary challenges: Globalization, Diversity, Technology, Ethics. Module II - The Individual in the Organization: ¿ Personality and individual differences. ¿ Perception and individual decision-making. ¿ Attitudes and job satisfaction. ¿ Motivation theories. ¿ Learning, reinforcement, and emotional intelligence. Module III - Groups and Interpersonal Processes: ¿ Group and work team dynamics. ¿ Leadership: trait, behavioral, contingency, and transformational theories. ¿ Conflict and negotiation: sources, styles, and resolution strategies. Module IV - The Organizational System: ¿ Organizational structure and design: specialization, departmentalization, centralization. ¿ Organizational culture and climate: creation, maintenance, and impact on performance. ¿ Organizational change management.
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Objectives
Objectives
By the end of this course, students should be able to: LO1: Identify and describe the main theories, models, and concepts that explain human behavior in organizations; LO2: Diagnose organizational situations, applying conceptual frameworks of OB to understand their causes and consequences; LO3: Assess the impact of personality, perception, attitudes, and motivation on individual performance and job satisfaction; LO4: Analyze the dynamics of groups and teams, identifying the factors that promote cohesion, effectiveness, and decision-making; LO5: Examine the processes of leadership, power, and influence, and their role in conflict management and negotiation in organizations; LO6: Understand the culture and structure of an organization and assess their influence on organizational dynamics; LO7: Develop and communicate, in a structured and well-founded manner, recommendations for HRM interventions to improve organizational effectiveness and employee well-being.
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Teaching methodologies and assessment
Teaching methodologies and assessment
The methodology adopted is theoretical and practical, promoting active learning and a constant connection between management theory and practice. The teaching sessions will combine: ¿ Expository Methods: Presentation and discussion of fundamental theoretical models, using a whiteboard and audiovisual aids. ¿ Active/Participatory Methods: Analysis and discussion of case studies (national and international), screening of film excerpts illustrating concepts, simulation exercises (e.g., negotiation), and classroom discussions. This approach is aligned with the pedagogical practices of leading institutions such as Stanford GSB.
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References
References
Armstrong, M., & Taylor, S. (2014). Armstrong's Handbook of Human Resource Management Practice. Kogan Page. Cunha, M. P. et all (2007), Manual de Comportamento Organizacional e Gestão (6ª ed.), Lisboa: RH Editora. Rego, A. (2002), Comportamentos de Cidadania nas Organizações , Lisboa: McGraw-Hill. Carvalho, J. C. (2008), Negociação (3ª ed.), Lisboa: Sílabo. Teixeira, S. (2010), Gestão das Organizações (2ª ed.), Lisboa: Verlag Dashofer Portugal. Neves, J. D., Garrido, M., & Simões, E. (2015). Manual de competências pessoais, interpessoais e instrumentais: Teoria e prática. Lisboa: Edições Sílabo
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Office Hours
Office Hours
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Mobility
Mobility
No
