Base Knowledge
Use of Behavioral Values. (Soft Skills)
Knowledge of Leadership, Motivation, Change, Communication, Negotiation and Conflict.
Teaching Methodologies
The discipline will work with 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 works 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
Highlight as objectives the importance of the environment in which the company operates and its consequences for the
management of human resources in general, and of human behavior and organizational behavior in particular. Present the different levels of analysis of the “Organizational Behavior” model, namely individual motivation and team leadership.
The acquisition of competences will lead to the students’ awareness of the needs arising from the functioning of information societies, namely in the areas of acquisition/updating of information and professional training in the area of management. Stimulation of teamwork skills, simulation potential and a taste for risk-taking, in order to obtain the necessary skills for management.
Program
CHAPTER 1 – WHAT IS “ORGANIZATIONAL BEHAVIOR”?
1.1 – Organizations and People: the study of Organizational Behavior
1.2 – Management, Manager and their roles
1.3 – Explanatory factors of individual behavior
1.3.1 – Biographical factors
1.3.2 – Skills and personality
1.3.3 – Learning
1.3.4 – Perception, values and attitudes
1.4 – The links between perception and the individual decision-making process
1.4.1 – The different styles of decision making
1.5 – Business Ethics
1.5.1 – Ethical Aspects of the Individual Decision-Making Process
1.5.2 – Factors that affect ethical decision making
CHAPTER 2 – THE INDIVIDUAL’S MOTIVATION
2.1 – The motivational process
2.2 – The main views on motivation
2.3 – Contemporary visions
2.3.1 – Maslow and Herzberg’s Theories of Needs
2.3.2 – Theories of Equity
2.3.3 – Theories of Expectations
2.3.4 – Theories of reinforcement
2.3.5 – McClelland’s Theory of Needs
2.3.6 – The ERG Model: Alderfer’s proposal
2.4 – Motivation techniques
2.4.1 – The Individual Enrichment of Tasks
2.4.2 – Other motivational factors
2.4.3 – Technological development and its consequences at the job level
CHAPTER 3 – LEADERSHIP
3.1 – A definition of Leadership
3.2 – The Approach based on Personality Traits
3.3 – The Behavioral Approach
3.3.1 – Leadership functions
3.3.2 – Leadership Styles
3.3.3 – Control and Leadership in the company
3.4 – Contingency Approaches
3.4.1 – Tannenbaum and Schmidt’s Leadership Continuum Model
3.4.2 – Blake and Mouton’s Management Grid
3.4.3 – Hersey and Blanchard’s Situational Leadership Theory
3.4.4 – Leadership Styles and Work Situation: Fiddler’s Model
3.5 – The future of Leadership Theory: Charismatic Leadership, Transformational and Transactional Leadership
CHAPTER 4 – COMMUNICATION IN ORGANIZATIONS
4.1 – Organizational Information and Communication
4.1.1 – The Communication Process
4.1.2 – Types of communication
4.2 – The Groups: Understanding teamwork
4.2.1 – Development and Training of Groups
4.2.2 – Group Dynamics
4.2.3 – Behavior and Structure of Groups
4.2.4 – Teams and Types of Teams
4.3 – Conflict Management
4.4 – The negotiation process
CHAPTER 5 – DYNAMICS AND ORGANIZATIONAL CHANGE
5.1 – Change and innovation in organizations
5.1.1 – The conditions of change
5.1.2 – Innovation and Sources of Innovation
5.2 – Lewin’s Force Field Theory
5.3 – The Change Process
5.4 – Types of organizational change
5.5 – Change and Leadership
5.6 – Group dynamics and Change
5.7 – Organizational culture
5.7.1 – Schein’s cultural levels
5.7.2 – The Iceberg of Stanley’s Organizational Culture
5.7.3 – The two levels of Kotter and Heskertt
5.7.4 – A cultural typology: The Quadrants of Charles Handy
5.7.5 – The Socialization Model
5.8 – Stress at work
Curricular Unit Teachers
Internship(s)
NAO
Bibliography
Cunha, M. et al.; Manual de Comportamento Organizacional e Gestão; RH Editora; 2007
Ferreira, J. et al.; Psicosociologia das Organizações; McGraw-Hil de Portugal; 1996
Gibson, J.; Organizações: Comportamento, Estrutura e Processos; McGraw-Hill; 2006
Greenberg, J. e R. Baron; Behaviour in Organizations – Understanding and Managing the Human side of Work;
Prentice-Hall; 2005
Hersey, P. e K. Blanchard; Managing Organizational Behaviour – Utilizing Human Resources; Prentice-Hall; 1998
Kolb, D. et al; Organizational Behaviour – An Experiential Approach; Prentice-Hall; 1999
Kinicki, A. e R. Kreitner; Comportamento Organizacional; McGraw-Hill; 2007
Luthans, F.; Organizational Behavior; McGraw-Hill; 1998
Newstrom, J.; Comportamento Organizacional; McGraw-Hill; 2008
Robbins, S.; Organizational Behaviour; Prentice-Hall; 2012