Base Knowledge
Nothing to report.
Teaching Methodologies
Expository lessons to present the formal basis of the course unit and theoretical-practical lessons where practical problems related to the subject are solved. The evaluation involves two components:
i. assessment of the theoretical concepts taught (assessed by examination, with a weight of 75% of the final classification);
ii. Evaluation of the practical component (evaluated by a research work/practical work, with a weight of 25% of the final classification).
Learning Results
Objectives
– Develop knowledge and understanding capacities in the area of Human Resources, supported by exposure in class and research in texts of the specialty.
– Develop the ability to apply the knowledge acquired in the resolution of specific problems of the business life of the industry, supported by their own argumentation;
– Create the ability to collect, select and interpret relevant information in the area of Human Resources, combined with the ability to analyze, synthesize and formulate opinions;
– Instill a professional attitude in the development of their tasks by the knowledge acquired and the ability to understand its scope, applicability and opportunity to specific situations of everyday life.
Program
Contents
1 – ORGANIZATIONAL RESOURCES, MANAGERS AND MANAGEMENT
1.1 – Organizational Resources
1.2 – The Managers and Management
2 – INTEGRATED MANAGEMENT OF HUMAN RESOURCES
2.1 – The Three Fundamental Dimensions of Social Area – the Individual, Work and Development
2.2 – The Five Basic Functions of the Social Subsystem. The Main Sub – Functions of the 5 Basic Functions
2.3 – Study of Functions
2.4 – Recruitment and Selection of Personnel
2.5 – Performance Evaluation 2.6 – Vocational Training 2.7 – Legal Framework of Labor Relations
3 – ORGANIZATIONAL BEHAVIOR
3.1 – Introduction
3.2 – What do we mean when we talk about Organizational Behavior?
3.3 – Levels of Analysis and Intervention in Organizational Behavior: Individual, Group, Organizational, Interorganizational and Social.
4 – MOTIVATION
4.1 – Concept of Motivation and constituent elements
4.2 – Theories of Human Nature
4.3 – Theories of Motivation
4.3.1 – Content Theories: General and Organizational
4.3.2 – Process Theories: General and Organizational
4.4 – Motivation in Practice
4.5 – Some Recent Trends
5 – LEADERSHIP
5.1 – Concept of Leadership. Leadership versus Management
5.2 – Leadership Styles. Blake and Mouton’s Grid
5.3 – The Different Approaches: 5.4 – The Situational Leadership Model of Hersey and Blanchard (HB)
5.5 – The Choice of the Leadership Style in Companies
5.6 – The Future of the Leadership Theories
5.7 – Myths about Leadership
6 – COMMUNICATION
6.1 – Concept of Communication, the process and essential elements, effects of new technologies in the effectiveness of communications.
6.2 – Halo Effect and Rejection Effect.
6.3 – Formal and informal communication channels.
6.4 – Types of communication networks, advantages and disadvantages.
6.5 – Barriers to Communication. Development of the Capacity of Communication.
7 – ORGANIZATIONAL CULTURE
7.1 – Concept of Organization Culture
7.2 – Culture of the organization and macroculture. Origins of the culture of organizations
7.3 – The cultural web of an organization. Types of cultures.
8 – NEGOTIATION
8.1 – Concept of Negotiation and basic terms. The current importance of Negotiation.
8.2 – Preparation and Planning of a Negotiation. Negotiation language.
8.3 – The four phases of Negotiation.
8.4 – Techniques and tactics to negotiate. Negotiator’s weapons.
8.5 – Distributive Negotiation and Integrative Negotiation.
8.6 – Multilateral negotiation in team.
9 – CONFLICT MANAGEMENT
9.1 – Concept of Conflict. Interpersonal Relations and Conflict Management.
9.2 – Levels, types and categories of Conflicts.
9.3 – Prepare to manage Conflict. Negotiating the Conflict.
9.4 – Three Strategies and Ten Negotiating Tactics.
9.5 – “The difficult art of managing conflicts” – analysis and discussion of the article by E A Berg.
10 – OCCUPATIONAL STRESS
10.1 – Concept of Occupational Stress. The Stress and the Strain
10.2 – Stress as: Response; Stimulus; Interaction; Transaction
10.3 – Theoretical Models of Occupational Stress
10.4 – Antecedents and Causes of Occupational Stress.
10.5 – Responses to Stress
10.6 – Negative Consequences of Stress: Individual and Organizational
10.7 – Organizational Stress Management Programs
11 – ORGANIZATIONAL DYSFUNCTIONS
11.1 – Introduction.
11.2 – Absenteeism
11.3 – Presentism
11.4 – Turnover
11.5 – Workaholism
11.6 – Lack of Punctuality
11.7 – EVLN Model
11.8 – Work Accidents
11.9 – Alcoholism
11.10 – Fatigue
11.11 – Theft and Fraud
11.12 – Harassment at Work
11.13 – Suicides
Curricular Unit Teachers
Internship(s)
NAO
Bibliography
BILHIM, João A. F. – Gestão Estratégica de Recursos Humanos – 3ª Ed. Lisboa, UTL ISCSP: 2007 ISBN: 972-8726-71-6
CÂMARA, Pedro; [et al.] – Humanator: Recursos Humanos e Sucesso Empresarial. Lisboa: Dom Quixote, 2000. ISBN: 972-20-1406-4
CUNHA, Miguel Pina; [et al.] – Manual de Comportamento Organizacional e Gestão – 3ª Ed. Editora RH, Lda. 2004 ISBN:972-98823-8-X
CUNHA, Miguel Pina; [et al.] – Manual de Gestão de Pessoas e do Capital Humano – 2ª Ed. Edições Sìlabo, Lda. 2010 ISBN:978-972-618-568-0;