Base Knowledge
Use of Behavioral Values. (Soft Skills). Knowledge of Leadership, Motivation, Change, Communication, Negotiation and Conflict.
Teaching Methodologies
The discipline will have theoretical classes and practical classes, the first having an eminently expository nature of the subject, and the second, a practical nature, where the teacher and students will present and discuss the resolution and debate various themes and examples of real life organizations that illustrate the subjects taught.
The objective of these tasks is threefold: i) to develop the ability to solve real problems in organizations; ii) familiarization of the student body with carrying out practical work; iii) enhance relations with other disciplines.
Learning Results
Presentation of the general problems of management as a technique for optimizing human resource utilization. Highlighting to the importance of the environment in which the company operates and its impact on human resource management in general and in human behavior and group behaviour in particular.
Present the different levels of analysis of the “Organizational Behavior” model, including the individual’s motivation and leadership groups.
Awareness for the needs of the students involved in the operation of the information societies, particularly in the areas of acquisition / update information and changing professional settings.
Stimulate teamwork capabilities, the potential for simulation and taste for risk-taking.
Program
CHAPTER 1 – WHAT IS “ORGANIZATIONAL BEHAVIOR”?
1.1 Definition and historical evolution of organizational behavior
1.2 Classical, humanistic, and contemporary approaches
1.3 Levels of analysis: individual, group, and organizational
1.4 Organizational culture and its impact on behavior
1.5 Ethics and social responsibility in organizational contexts
CHAPTER 2 – INDIVIDUAL MOTIVATION
2.1 Classical theories of motivation: Maslow, Herzberg, McGregor
2.2 Contemporary theories: Expectancy, Equity, Reinforcement
2.3 Intrinsic vs. extrinsic motivational factors
2.4 Motivation and performance: practical correlations
2.5 Organizational strategies to foster motivation
CHAPTER 3 – LEADERSHIP
3.1 Difference between leadership and management
3.2 Leadership styles: autocratic, democratic, laissez-faire
3.3 Leadership theories: trait, behavioral, situational
3.4 Transformational and transactional leadership
3.5 Developing leadership competencies in organizations
CHAPTER 4 – COMMUNICATION IN ORGANIZATIONS
4.1 Types of communication: formal, informal, vertical, horizontal
4.2 Barriers to effective communication
4.3 Interpersonal and organizational communication
4.4 Communication technologies and their impact
4.5 Communication as a tool for management and leadership
CHAPTER 5 – ORGANIZATIONAL DYNAMICS AND CHANGE
5.1 Types of change: structural, cultural, technological, strategic
5.2 Resistance to change: causes and mitigation strategies
5.3 Change management models: Lewin, Kotter, ADKAR
5.4 The role of leadership in driving change
5.5 Innovation culture and organizational learning
Curricular Unit Teachers
João Pedro Dias Fontes CostaInternship(s)
NAO
Bibliography
Main References
Cunha, M. P.; Rego, A.; Cunha, R. C.; Cabral-Cardoso, C. (2016). Manual de Comportamento Organizacional e Gestão (8.ª ed.). Lisboa: RH Editora.
Ferreira, J. M. C.; Neves, J.; Caetano, A. (2011). Manual de Psicossociologia das Organizações (2.ª ed.). Lisboa: McGraw-Hill.
Northouse, P. G. (2021). Leadership: Theory and Practice (9th ed.). Thousand Oaks: Sage Publications.
Robbins, S. P.; Judge, T. A. (2020). Comportamento Organizacional (18.ª ed.). São Paulo: Pearson.
Additional References
Goleman, D. (2018). Trabalhar com Inteligência Emocional (edição revista). Lisboa: Temas e Debates.
Yukl, G. (2019). Leadership in Organizations (9th ed.). New York: Pearson.