Managing People in Organisations


Aims

Learning goals: Upon completion of this course, students should be able to:

  1. Explain and understand theories in the area of organizational behavior, including job satisfaction, intelligence and selection, motivation, teams, leadership, organizational change
  2. Have insight into basic psychological theories that influence human behavior in organizations
  3. Apply psychological theories to challenges facing current-day organizations.

Information

There is a growing realization that organizational success and the ability of organizations to gain a competitive advantage is critically contingent on effective management of people. This course covers the mainstream topics of OB and HRM by providing ‘principles’ valuable for managers dealing with human resource issues. The course builds on BA teaching in social and psychological processes and organizational behavior, and offers an in-depth treatment of key issues in the psychology of organizational behavior. Managing People in Organizations bridges cutting-edge theory with modern leadership and managerial practices. Emphasis will be placed on examining the relationship between theory and managerial practice.
 
To meet course objectives, the course uses selected book chapters, articles published in international journals, lectures, and class discussion. Reading assignments (listed in the syllabus) provide essential background knowledge for class activities and must be completed prior to the start of each class. Lectures will supplement information gained from the reading assignments and integrate course material. During the course, students are expected to actively participate in the class discussions

Assessment


Mixed form(100%)

Individual 1. Online discussion forum 5 % 2. Final exam 40 % 3. Participation 5 % Team 4. Case analysis 15% 5. Team project (written report + presentation) 35 %

Materials

 

  • • Bezrukova, K., Jehn, K.A., & Spell C. S. (2012). Reviewing Diversity Training: Where We Have Been and Where We Should Go. Academy of Management Learning & Education, 11, 2, 207–227.
  • • Conger, J.A. & Pearce, C.L. (2009). Using empowerment to motivate people to engage in effective self- and shared leadership. In: E.A. Locke. Handbook of principles of organizational behavior (pp. 201-216).
  • • Giessner, S.R., van Knippenberg, D. & Sleebos, E (2009). License to fail? How leader group prototypicality moderates the effects of leader performance on perceptions of leadership effectiveness. The Leadership Quarterly, 20, 434-451.
  • • Gratton, L. & Erickson, T. J. (2007). Eight ways to build collaborative teams. Harvard Business Review, November: 100–109.
  • • Isabella, L., Hodge, Y., Jenkins, S., & Yemen, G. (2007). Teamwork Turmoil. Darden School of Business, UV0861-PDF-ENG.
  • • Latham, G.P. (2009). Motivate employees through goal-setting. In: E.A. Locke. Handbook of principles of organizational behavior (pp. 161-178).
  • • Schmidt, F.L. (2009). Select on intelligence. In: E.A. Locke. Handbook of principles of organizational behavior (pp. 3-17).
  • • Stahl, G. K., Bjorkman, I., Farndale, E., Morris, S. S., Paauwe, J., Stiles, P., Trevor, J., & Wright, P. (2012). Six principles of effective global talent management. MIT Sloan Management Review, 53, 2.
  • • Thomas, D. A., & Creary, S. J. (2011). Shifting the Diversity Climate: The Sodexo Solution. (Harvard Business Case #: 412020).
  • • van Knippenberg, D., de Dreu, C.K.W. & Homan, A. C. (2004). Work group diversity and group performance: An integrative model and research agenda. Journal of Applied Psychology, 89, 1008-1022.
  • • Weingart, L. & Jehn, K.A. (2009). Manage intra-team conflict through collaboration. In: E.A. Locke. Handbook of principles of organizational behavior (pp. 327-346).
  • • Weston, H. (1999) Mary Key Cosmetics: Sales Force Incentives. Harvard Business School Case #9-190-103.