People Management
| Code: | 2GE05 | Acronym: | PM |
| Keywords | |
|---|---|
| Classification | Keyword |
| OFICIAL | Management Studies |
Instance: 2018/2019 - 1S 
| Active? | Yes |
| Responsible unit: | Management |
| Course/CS Responsible: | Master in Management |
Cycles of Study/Courses
| Acronym | No. of Students | Study Plan | Curricular Years | Credits UCN | Credits ECTS | Contact hours | Total Time |
|---|---|---|---|---|---|---|---|
| MIM | 54 | Bologna Official Syllabus | 1 | - | 7,5 | 56 | 202,5 |
Teaching language
EnglishObjectives
long as everyone knows what it means?” But the words we use substantially influence our perceptions of the world, and our actions. (...) The more we are told we are resources, the more managers – the users of resources – and employees may come to accept it, and to behave accordingly."
In Inkson (2008, p. 271)
Are you ready to be a "resource"?
This People Management (PM) course addresses this and other puzzling questions, based on the following premises:
- Despite the importance of being aware of the cultural and individual differences shaping individual and organizational decision making and actions, what is common among human beings is stronger than what is different. This course is grounded on some universal human tendencies that influence people and people management.
- There is not a single best 'formula' to solve human dilemmas and addresss people challenges, neither domestically nor internationally. Best people management decisions are often the ones which simultaneously enhance organizations economic efficiency and are ethical and socially responsible. This course emphasizes a multiple stakeholders’ view in the management of people
After completing this course, participants are expected to have changed their preconceived views about people and gained a general understanding of the unique contribution of PM to the success of organizations and societies. A key personal aim for this course is to show that scientific knowledge is more than just ‘stuff’ as ‘evidence-based HRM’ can inoculate managers against malpractices and guide them through the management of people-related activities.
Learning outcomes and competences
After completing this course, students will:
- Comprehend people through the viewpoint of social psychology scientific knowledge
- Differentiate work and people related-activities through different historic periods;
- Comprehend the antecedents, scope and challenges of PM as a central management role;
- Discuss how organizational strategy influences PM (and inversely) and discuss how PM policies and practices are aligned (or not) with organizational strategies;
- Know the key PM processes aimed to attract, develop and retain human talent;
- Apply the acquired knowledge to interpret, explain and outline alternatives to address people dilemmas in organizations.
Working method
PresencialProgram
UNIT I - Me, You & Us… What do we know about people having impact on PM?
Unit II - Multiple viewpoints on People Management (PM)
Unit III - Staffing: attract and select talent
Unit IV - Development of human talent
Unit V - Retention of human talent
Mandatory literature
Mintzberg Henry; Managing. ISBN: 978-0-273-74562-4Pfeffer, J., & Sutton, R. I. (2006). ; Hard facts, dangerous half-truths, and total nonsense: Profiting from evidence-based management., Harvard Business Press., 2006
Craig J. Russell; Evidence-Based Human Resource Management, University Readers, 2012
Complementary Bibliography
Gomes Jorge F. S. 070; Manual de gestão de pessoas e do capital humano. ISBN: 978-972-618-506-2Comments from the literature
A full list of readings and case studies for preparation will be provided in the first lecture. Aditionally, specific articles for each unit will be provided.
Teaching methods and learning activities
Lectures, case studies, group exercises, presentations by the students.
Student's engagement is a necessary condition for an effective learning experience, and includes contributions to debate and discussion, positive interactive learning with others, and an enthusiastic attitude towards inquiry. Everyone is expected to be a positive contributor. A list of cases for advance reading and “preparation questions” will be provided in the first lecture.
Evaluation Type
Distributed evaluation without final examAssessment Components
| Designation | Weight (%) |
|---|---|
| Teste | 50,00 |
| Trabalho de campo | 35,00 |
| Trabalho prático ou de projeto | 15,00 |
| Total: | 100,00 |
Amount of time allocated to each course unit
| Designation | Time (hours) |
|---|---|
| Estudo autónomo | 35,00 |
| Frequência das aulas | 30,00 |
| Trabalho de campo | 35,00 |
| Total: | 100,00 |
Eligibility for exams
Class attendance is required. A student cannot miss more than 25% of the classes.
Calculation formula of final grade
This course does not provide the option of a final exam. Students final marks will result from the weighted average of the marks assigned to the following factors:
- One individual assignment: 15%
- Two individual tests: 50% (25% each)
- Group/team assignment: 40%
Grades are from 0 to 20. Requires a minimum of 10 points to pass and a minimum grade in each test/work assignment of 6 points
Examinations or Special Assignments
- Mid-term test - on units I, II and III
- Final test - on units IV and V of the syllabus.
Individual assignment consists of a semi-structured face-to-face interview with a manager (or related professional, such as accountant, auditor, etc.) to get firsthand information and observe what managers actually do and what are their main people concerns. Full instructions will be provided in the first class.
Group assignment (3-4 students per group) consists of a real case study description. Full instructions will be provided in the first class.
There is a minimum mark of 6/20 in all assignments/tests. A lower mark implies failing the course, regardless of the average final mark.
Classification improvement
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