|
Type A
|
Code |
Competences Specific | | | A5 |
Develop management skills and technical knowledge to manage the complexity of the reality of the international company in a socially and environmentally responsible manner. |
|
Type B
|
Code |
Competences Transversal | | | CT3 |
Solve complex problems critically, creatively and innovatively in multidisciplinary contexts. |
| | CT6 |
Develop skills to manage career development. |
|
Type C
|
Code |
Competences Nuclear |
|
Type A
|
Code |
Learning outcomes |
| | A5 |
Comprehend and promote processes of change and development in organisations.
|
|
Type B
|
Code |
Learning outcomes |
| | CT3 |
Solve complex problems critically, creatively and innovatively in multidisciplinary contexts.
| | | CT6 |
Develop skills to manage career development.
|
|
Type C
|
Code |
Learning outcomes |
| Topic |
Sub-topic |
| Basics of Organisational Behaviour |
A conceptual map of topics
Managing people in organisations
Revision of key topics (Motivation, Groups, etc.) |
| Leadership concepts |
Concept of leadership
Theories of leadership
Management styles
|
| Leadership processes |
Decision making
Conflict resolution
Delegation
Interviewing |
| Approaches to the practice of leadership |
Transactional leadership
Transformational leadership
Servant leadership
Authentic leadership
Invisible leadership
|
| Methodologies :: Tests |
| |
Competences |
(*) Class hours
|
Hours outside the classroom
|
(**) Total hours |
| Introductory activities |
|
2 |
0 |
2 |
| Lecture |
|
15 |
0 |
15 |
| Assignments |
|
10 |
35 |
45 |
| Personal attention |
|
1 |
0 |
1 |
| |
| Mixed tests |
|
2 |
10 |
12 |
| |
(*) On e-learning, hours of virtual attendance of the teacher.
(**) The information in the planning table is for guidance only and does not take into account the heterogeneity of the students. |
Methodologies
| |
Description |
| Introductory activities |
Presentation of the module's program: contents, methodologies and evaluation criteria. Assessment of participants' previous knowledge about organisational behaviour.
|
| Lecture |
Explanation of the conceptual contents of the module. They are participative lectures, and it is expected that students will complement them with out-of-class study, particularly in the case of students with no previous experience in management and organisational behaviour studies. |
| Assignments |
Throughout the module, a number of assignments will be proposed: some of them will need to be prepared in advance and later presented in class and others will be proposed and done within class hours. |
| Personal attention |
Hours of attention to students in order to answer questions and solve doubts. |
|
Description |
|
Personalised attention about contents and progress of students in the subject. They can take place before and after class, during visit hours or by email (mireia.valverde@urv.cat). For face-to-face visits, it is recommended to confirm a day and time in advance. |
|
Methodologies |
Competences
|
Description |
Weight |
|
|
|
|
| Assignments |
|
The content of the assignments, their dates and instructions will be explained and assigned during the presentation session of the module. |
50% |
| Mixed tests |
|
Final exam, where it is necessary to integrate the concepts and abilities of all topics seen in the subject. |
40% |
| Others |
|
Active participation in class and in the assignment groups. |
10% |
| |
|
Other comments and second exam session |
|
The assessment for the second opportunity for evaluation will be determined with an exam and a set of exercises. Students who have failed or not been evaluated in the first round need to talk to the professor in order to determine what parts of the assessment will need to be repeated or presented from anew. |
| Basic |
Bryman, A., The SAGE handbook of leadership, London: Sage, 2011
Grünig, R. & Kühn, R., Successful decision-making: a systematic approach to complex problems, Berlin, Heidelberg : Springer, 2013
Storey, J., Leadership in Organizations current issues and key trends, London: Routledge, 2016
Yukl, G.A, Leadership in Organizations (8th ed.) Global Edition, Essex: Pearson, 2013
Davies, B. & Brundrett, M., Developing successful leadership, Dordrecht : Springer Netherlands, 2010
Moran, R.T.; Harris, P.R. & Moran, S.A., Managing cultural differences: global leadership strategies for cross-cultural business success (8th ed.), Amsterdam: Elsevier, 2011
Robbins, S.P. & Judge, T.A., Organizational Behavior, Global Edition (18th ed.), Essex: Pearson, 2018
Newstrom, J.W., Organizational Behavior: Human Behavior at Work (14th ed.), New York: McGraw Hill, 2015
|
|
| Complementary |
Weiss, T., Coaching competencies and corporate leadership, Florida: St. Lucie Press, 2003
House, R.J. et al., Culture, leadership, and organizations : the GLOBE study of 62 societies, Thousand Oaks: Sage, 2008
http://journals.sagepub.com.sabidi.urv.cat/toc/leaa/13/5, Leadership, ,
http://onlinelibrary.wiley.com.sabidi.urv.cat/journal/10.1002/(ISSN)1935-262X, Journal of Leadership Studies, ,
http://onlinelibrary.wiley.com.sabidi.urv.cat/journal/10.1002/(ISSN)1532-1088, Leadership in Action, ,
http://web.a.ebscohost.com.sabidi.urv.cat/ehost/command/detail?vid=0&sid=8cc3a16e-9472-4d93-b8b2, Leadership Quarterly, ,
Derungs, I., Trans-cultural leadership for transformation, New York: Palgrave McMillan, 2010
|
|
| Subjects that continue the syllabus |
| COMMUNICATIONS AND INTERCULTURAL MANAGEMENT/16675105 | | NEGOTIATION TECHNIQUES/16675106 |
|
(*)The teaching guide is the document in which the URV publishes the information about all its courses. It is a public document and cannot be modified. Only in exceptional cases can it be revised by the competent agent or duly revised so that it is in line with current legislation. |
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