Managing & Developing People (2225.YR.006233.1)

General information






S semester

ECTS Credits:


Teaching Staff:

Group Teacher Department Language
Year 1 Laura Guillén Ramo Dirección de Personas y Organización ENG

Workload distribution

In-class discussions will be supported by a selection of materials that have been compiled specifically for you. For each session you will find materials (readings, cases, on-line surveys or videos) to prepare before class (pre-class assignments); and optional materials that you may decide to read if you are interested in the topic and curious to expand your knowledge.
In addition, you will have to complete course assignments (pre- and post-class assignments).

Course Learning Objectives

The course advances understanding the challenges of creating workplaces where people can maximize their potential in the context of work and in the interest of various organizational and societal stakeholders. In this course, we learn about the major Managing & Developing People (M&DP) concepts and dilemmas, although the perspective we take is not purely HR management. People management and development is too important to leave it solely in the hands of HR specialists. Managers at all levels need to understand and be sensitive to their employees' needs in order to align, motivate, and reward them effectively. Consequently, managers must be very much involved in how people in their organizations are recruited, evaluated, how they develop, and how they can be rewarded at work.

The course reviews strategies and tools that managers may use and decisions they need to make to bring out the best from the human potential available in great quantities in every organization. The course will reinforce the important role that managers play in designing and implementing talent management practices in organizations. Taking it one step further, this course also seeks answers to questions related to how organizational strategies for managing and developing people (M&DP) affect you as a person who is looking for joy in human relations at work.

Therefore, the course looks at people management and development issues in organizations through three different lenses: (1) organizations, strategies, and tools available to effectively manage and develop people in today's organizations; (2) leaders as active players who set the ground rules for the expected behavior in the organization and who determine the principles of managing people; and, (3) individual contributors (you!) seeking to fulfill your individual needs while aligning them with the requirements of your professional work context.

More specifically, this course has four learning objectives:
- To acquire a body of knowledge, concepts and strategies specific to understand issues related to managing and developing people (M&DP) in organizations
- To identify M&DP-related information and apply appropriate analytical tools to understand it;
- to display critical thinking, analysis, and creativity skills in understanding and analyzing M&DP situations and dilemmas;
- to enhance effective interpersonal and soft skills in a variety of settings.


This course is highly interactive. We will draw on multiple methods to maximize your learning experience.

In-class discussions will be supported with a selection of reading materials. You will find the details in the course webpage. For each session, you will find (1) Required Materials to prepare before class (required materials are essential for class discussions! Make sure you allocate enough time to prepare them); (2) Required materials and activities to be completed individually or in groups during or after the plenary session, and (3) Optional Materials to read before or after the class if you are interested in the topic and curious to expand your knowledge on it (these materials are not compulsory).

A part of the course will be around the analysis and reflection of cases in organizations that deal with people management and development topics. You will be asked to upload your conclusions in Moodle. Be prepared to share them during plenary discussions.

Experiential learning that seek to enhance interpersonal and "soft? skills to effectively deal with M&DP-related topics will be facilitated by the use of additional self-assessed questionnaires, and other experiential group-based exercises that promote your active participation and reflection in the on-going discussions. You will have the opportunity to give and receive feedback from your teammates.

You will also watch some videos that illustrate and discuss M&DP-related dilemmas.



Description %
Class participation 40
Group assigment 25
Final individual assignment 35

Assessment criteria

The evaluation of participants is based on the following components:

Class Participation
Your participation grade will consist of your in-class participation (15%) as well as the preparation of course assignments (25%).

You should be able to contribute to in-class discussions and group work. Your contributions should show familiarity with the course materials (readings and cases), as well as your own reflections on your experience of M&DP-related issues. The contributions should help other class members learn. The quality of your input is more important than the quantity, though both aspects will be taken into account.

Group Assignment
Part of the final grade will be based on group assignments. Students are expected to analyze in depth a M&DP-related topics, as well as to discuss the implications for organizations.

Individual Assignment
You will be asked to write an individual writing exercise where you are expected to reflect on M&DP questions, and use theories and concepts acquired during the course that require your critical and analytical skills to illustrate and justify your reasoning.

Class Participation - contributes up to a 40% of the overall evaluation
Group Assignment - contributes up to a 25% of the overall evaluation
Final Assignment - contributes up to a 35% of the overall evaluation


Carson, M. 2006. Saying it like it isn't: The pros and cons of 360-degree feedback.
Kets de Vries, M. F. R. 2014. Coaching the toxic leader. Harvard Business Review.
Knight, R. (2017). 7 practical ways to reduce bias in your hiring process. HBS Web Article.
Roberts, L.M., G. Spreitzer, J. Dutton, R. Quinn, E. Heaphy, and B. Barker (2005). How to play to your strengths. Harvard Business Review 83(1): 74-80.

Timetable and sections

Group Teacher Department
Year 1 Laura Guillén Ramo Dirección de Personas y Organización

Timetable Year 1

From 2023/3/30 to 2023/4/14:
From Thursday to Friday from 9:30 to 13:00. (Except: 2023/3/31, 2023/4/6, 2023/4/7 and 2023/4/13)

From 2023/4/19 to 2023/5/2:
Each Tuesday from 9:30 to 13:00.
Each Wednesday from 14:00 to 17:30. (Except: 2023/4/26)