Liderazgo y Comportamiento Organizativo

Group	Teacher	Department	Language
Sec: A	Joan Noguera Ustrell	Dirección de Personas y Organización	CAT

Group	Teacher	Department	Language
Sec: B	Margarita Martí Ripoll	Dirección de Personas y Organización	ESP

Group	Teacher	Department	Language
Sec: C	Margarita Martí Ripoll	Dirección de Personas y Organización	CAT

17. Influence
18. Teamwork and collaboration

CONTENT

1. THE ORGANISATION AS A SYSTEM The organisation as an open system. What role do people play in organisations from a systemic point of view? Social psychology and its application in the organisation: Organisational behaviour.
2. MOTIVATION Individuals' motivation at work: what is it and how does it work? Can people be motivated by others? Different views on motivation. Principles to consider when managing motivation.
3. PERCEPTION How do we form our first impressions of each other? Attribution. Individual decision-making and its relationship to perception. Applications in the organisational realm.
4. LEADERSHIP: THE FUNCTIONS AND ROLES OF LEADERS. AUTHORITY AND POWER What difference is there between being a boss and being a leader? The concepts of authority and power. What is leadership? What are the key competences required? The employee-boss relationship from the perspective of influence. Different sources of power. Fundamental factors that have a greater or lesser effect, etc.
5. LEADERSHIP AND PERSONAL DEVELOPMENT What are leadership styles? Do criteria for efficiency and inefficiency exist? Studies carried out: possibilities and limits. Can personal development be fostered or inhibited? Current focuses.
6. GROUPS AND LEADERSHIP What is a group? How do groups work? Characteristics of the different types of work groups. Group decision-making. Work teams and teamwork. Stages groups go through. Efficiency conditions in managing work teams.
7. CONFLICT What is conflict? Are conflicts negative or positive? Types of organisations according to the degree of conflict and its management. Conflict diagnosis. Conflict resolution strategies.
8. CULTURE What is it? Why is it important to be aware of it? How is it inferred? Types of culture. What effect does it have on people and organisational dynamics?
9. ORGANISATIONAL CHANGE The change process in organisations. The stages in a change process and its management. Basic conditions for change to work. Resistance to change. Strategies to overcome resistance to change.

1. THE ORGANISATION AS A SYSTEM

The organisation as an open system. What role do people play in organisations from a systemic point of view? Social psychology and its application in the organisation: Organisational behaviour.

2. MOTIVATION

Individuals' motivation at work: what is it and how does it work? Can people be motivated by others? Different views on motivation. Principles to consider when managing motivation.

3. PERCEPTION

How do we form our first impressions of each other? Attribution. Individual decision-making and its relationship to perception. Applications in the organisational realm.

4. LEADERSHIP: THE FUNCTIONS AND ROLES OF LEADERS. AUTHORITY AND POWER

What difference is there between being a boss and being a leader? The concepts of authority and power. What is leadership? What are the key competences required? The employee-boss relationship from the perspective of influence. Different sources of power. Fundamental factors that have a greater or lesser effect, etc.

5. LEADERSHIP AND PERSONAL DEVELOPMENT

What are leadership styles? Do criteria for efficiency and inefficiency exist? Studies carried out: possibilities and limits. Can personal development be fostered or inhibited? Current focuses.

6. GROUPS AND LEADERSHIP

What is a group? How do groups work? Characteristics of the different types of work groups. Group decision-making. Work teams and teamwork. Stages groups go through. Efficiency conditions in managing work teams.

7. CONFLICT

What is conflict? Are conflicts negative or positive? Types of organisations according to the degree of conflict and its management. Conflict diagnosis. Conflict resolution strategies.

8. CULTURE

What is it? Why is it important to be aware of it? How is it inferred? Types of culture. What effect does it have on people and organisational dynamics?

9. ORGANISATIONAL CHANGE

The change process in organisations. The stages in a change process and its management. Basic conditions for change to work. Resistance to change. Strategies to overcome resistance to change.

Relation between Activities and Contents

	1	2	3	4	5	6	7	8	9
Final written exam
Attendance, class participation (lectures and participatory sessions) and case study analyses
Mid-term exam
Teamwork

Methodology

Methodology

In general, lecture classes will alternate with participatory sessions. Students will also work on a group project throughout the semester.

Below are further details on the methodology:

A. At the start, students will carry out various individual assignments (questionnaires) and in groups (analysis of organisational situations) to determine their expectations, attitudes and prior knowledge of the class¿ subject matter. Faculty will also gather students¿ questions and doubts in each of the subject blocks. This information will serve as the basis for the sessions¿ focus, the group projects and practical exercises.

B. Deductive methodology
In general, the first part of the classes will be dedicated to faculty explanations on the different conceptual models. These can include films, brief exercises, questionnaires and case study comprehension exercises.

The second part will consist of participatory sessions in small groups. Faculty will apply different methods to achieve two ends:

1. For students to relate theory to practice and develop their analytical, decision-making and intervention skills. For this, faculty will use case studies, interactive techniques and films that include simulated situations which the groups have to understand and/or resolve.
2. Develop students¿ self-awareness and their own skills. For this, we will use self-diagnostic questionnaires and role-playing exercises so that students receive personalised feedback on how they resolve the situations in question.

C. Inductive methodology
Depending on the session, the process is inverted. That is, without studying the theory, students will analyse a case study and reach their own conclusions. Based on the latter and the questions raised, the class will then examine the conceptual component.

Guest executives may also be invited to share their professional experiences with the class.

Faculty will provide students with a guide in each session, detailing the learning objectives, the conceptual models addressed, the exercises in the lecture classes and participatory sessions and the suggested reading for each subject block.

D. Group projects
From the outset of the class, students will work on a project which they have to deliver in writing and present at the end of the semester. The choice of topic is voluntary though it must be related directly or indirectly with the class subject. Faculty will also provide tutorials and guidance. Students must prepare these projects outside of class.

The aim of these projects:

1. Foment learning in groups. Students are encouraged to search for information that serves as the basis for the conceptual component (documents, interviews with experts, etc.) and search for the sample for the research component (e.g., companies, interviews with executives or workers, etc.). Where possible, these shall be managed by each individual group.
2. Broach that learnt with organisational reality. A fundamental requirement for these projects is that the focuses chosen be directly or indirectly related with that reality.

E. Teamwork
Both of the above processes should contribute to develop the following whenever possible:

1. Prepare a project as a team: at the outset, faculty will inform the groups that, in addition to learning about the subject of their projects, they will also have to observe how they work as a group. This meta-learning has to be included as one more point in the ¿Conclusions¿ sections of their respective projects. Groups have to analyse what aspects helped and hindered the preparation of their projects.

Description	%
Final written exam	30
Attendance, class participation (lectures and participatory sessions) and case study analyses	20
Mid-term exam	20
Teamwork	30

Assessment criteria

Assessment for this course is as follows:

1) Final written exam (30% of the final mark for the course)
2) Group project (30% of the final mark for the course)
3) Mid-term exam (20% of the final mark for the course) - this exam does not free up material from the final exam
4) Class participation (lectures and participatory sessions) plus assigments on case studies analysed in class (20% of the final mark for the course).

1) Final exam: (30%) Students will sit the final exam after finalising all the sessions. The exam will consist of multiple-choice questions on all the course material. Students' marks on this exam will represent 30% of their final marks for the class. The exam will be based on the issues addressed in class and in the required readings. Students who do not pass the final exam will not pass the class.

2) Group project: (30%) This project will be carried out in teams of six or seven students based on their choice of possible topics related to the course content and which they want to explore further. The project will have a conceptual foundation and a practical component. Fundamentally, the aim is to give the group an opportunity to relate the conceptual component with organisational reality, encouraging students to actively seek out information, reflect, analyse and extrapolate. In general, the mark assigned will be for the entire group. That notwithstanding, the members of the group who don¿t participate actively or are not highly involved in preparing the project will receive a lower mark than their teammates; they may even fail. Similarly, all team members have to be present during the project presentation on the last day of the class. Failing to attend will imply failing this component.

Peer evaluation: throughout the class participants will complete confidential (though not anonymous) evaluations on the involvement and commitment of their other team mates. Failing to complete these peer evaluations will penalise their individual marks.

Project:
1. During the participatory sessions, faculty will provide students a list detailing the groups to which they belong.
2. The faculty members guiding the teams are those in charge of the respective participatory sessions.
3. The individual groups will define the topics they¿re interested in as well as the focuses and methodologies to apply.
4. Faculty will establish the deadline for their projects. Teams¿ ongoing preparation of their projects will be considered when evaluated. (Faculty will provide a document detailing the criteria to use when students carry out their projects as well as the criteria faculty will use to assess them).

3) Mid-term exam (20%) Students will sit this exam mid-way through the course on the topics seen until that time. Students' marks will not exclude the correspoing material in the final exam.

4) Participation in participatory sessions and attendance during lectures plus assigments on case studies analysed outside class (20% of the final mark for the course). Students will be assessed individually using the following criteria:
- Students may only miss 3 of the 14 classes without duly justifying said absences (official medical certificate or justification from Programme Management). As of the fourth absence, students shall fail this component.
- Fulfilling requirements for the case study analyses

Students will be assessed as follows during the participatory sessions:
Assessment points
Students actively take part in discussions, making constructive contributions without trying to monopolise debates.
They demonstrate a solid knowledge of the readings, identifying the key ideas and relating them to the course's theoretical content.
They are well prepared for the case studies/written assignments, carrying them out when requested and effectively resolving the questions raised and providing well-reasoned arguments.
OVERALL CLASS PARTICIPATION MARK
ALWAYS (A): 10
OFTEN (O): 7.5
SPORADICALLY (S): 5
NEVER (N): 0

IMPORTANT: Bear in mind that students will be able to pass this course only if they obtain a passing mark on the final exam.

If they earn over a 5 (out of 10) on the final exam, their marks will be weighted with those of the other components (case studies, their attendance in lecutre and participatory sessions, group projects and mid-term exam) to obtain their final marks.

Timetable and sections

Group	Teacher	Department
Sec: A	Joan Noguera Ustrell	Dirección de Personas y Organización

Timetable Sec: A

From 2019/2/5 to 2019/3/5:
Each Thursday from 9:30 to 11:00. (Except: 2019/2/7 and 2019/2/21)
Each Tuesday from 11:00 to 12:30.
Each Thursday from 8:00 to 9:30. (Except: 2019/2/7 and 2019/2/21)

From 2019/2/5 to 2019/4/9:
Each Tuesday from 12:30 to 14:00.

From 2019/3/12 to 2019/4/9:
Each Tuesday from 11:00 to 12:30.

From 2019/4/25 to 2019/4/30:
Each Thursday from 9:30 to 11:00.
Each Thursday from 8:00 to 9:30.
Each Tuesday from 11:00 to 14:00.

Group	Teacher	Department
Sec: B	Margarita Martí Ripoll	Dirección de Personas y Organización

Timetable Sec: B

From 2019/2/5 to 2019/3/5:
Each Tuesday from 17:00 to 18:30.
Each Thursday from 15:30 to 17:00. (Except: 2019/2/7 and 2019/2/21)
Each Thursday from 14:00 to 15:30. (Except: 2019/2/7 and 2019/2/21)

From 2019/2/5 to 2019/4/9:
Each Tuesday from 18:30 to 20:00.

From 2019/3/12 to 2019/4/9:
Each Tuesday from 17:00 to 18:30.

From 2019/4/25 to 2019/4/30:
Each Thursday from 15:30 to 17:00.
Each Thursday from 14:00 to 15:30.
Each Tuesday from 17:00 to 20:00.

Group	Teacher	Department
Sec: C	Margarita Martí Ripoll	Dirección de Personas y Organización

Timetable Sec: C

From 2019/2/5 to 2019/3/5:
Each Thursday from 17:00 to 18:30. (Except: 2019/2/7 and 2019/2/21)
Each Tuesday from 14:00 to 15:30.
Each Thursday from 18:30 to 20:00. (Except: 2019/2/7 and 2019/2/21)

From 2019/2/5 to 2019/4/9:
Each Tuesday from 15:30 to 17:00.

From 2019/3/12 to 2019/4/9:
Each Tuesday from 14:00 to 15:30.

From 2019/4/25 to 2019/4/30:
Each Thursday from 17:00 to 18:30.
Each Thursday from 18:30 to 20:00.
Each Tuesday from 14:00 to 17:00.

Type:	OB	Curs:	2	Period:	S semester
ECTS Credits:	4 ECTS

Liderazgo y Comportamiento Organizativo (18BBA80002)

General information

Type:

Curs:

Period:

ECTS Credits:

Teaching Staff:

Workload distribution

COURSE CONTRIBUTION TO PROGRAM

Course Learning Objectives

Competences

Relation between Activities and Competences