Human Resources Management

Code:

EIG0036

Acronym:

GRH

Keywords
Classification	Keyword
OFICIAL	Organizational Behavior and Human Resources

Instance: 2013/2014 - 2S

Active?	Yes
Responsible unit:	Department of Industrial Engineering and Management
Course/CS Responsible:	Master in Engineering and Industrial Management

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIEIG	76	Syllabus since 2006/2007	4	-	3	42	81

Teaching language

Suitable for English-speaking students

Objectives

1.To provide an understanding of the human and organizational contexts in which you will be working and the skills you will need to be productive and successful as you enter the world of work and throughout your career.

2.To explore how to put the scientific, technical and organizational knowledge learned at FEUP to work in addressing the major challenges facing management and organizations today.

 

Learning outcomes and competences

Organizations are changing rapidly. To deal with these changes requires new skills and attitudes on the part of people working there. The purpose is to acquaint the student with some of psychological and sociological phenomena that regularly occur in organizations – the less visible forces that influence employee and managerial behavior. The aim is to increase students’ understanding of these forces – in themselves and in others – so that, as they become more visible, they become more or less manageable and hence subject to analysis and choice. We will look at these issues from individual, group and organizational points of view and organize our treatment of managerial thought and action from several analytic perspectives - namely, the strategic design, political and cultural perspectives. At the same time, the course will seek to develop critical skills in self-analysis, negotiations, teamwork and leadership.

 

Working method

Presencial

Program

1. Life and Work 2. Organizations and Society 3. Perspectives of Organizational Analysis (Strategy, Politics, Culture) 4. People in Organizations (Teamwork, Conflict and Negotiation, Recruitment and Selection, Reception and Integration, Leadership, Motivation, Communication, Change Management) 5. The Importance of External Context (Legal Framework, Crises, Globalization, Corporate Social Responsibility, Population and Technology, Competitiveness)

 

Mandatory literature

Jorge Freire de Sousa; Textos e apresentações (Slides and notes provided by the teacher)

Complementary Bibliography

Miguel Pina e Cunha... [et al.]; Manual de comportamento organizacional e gestão. ISBN: 972-98823-8-X
Scott Snell, George Bohlander; Principles of human resource management. ISBN: 978-0-324-59330-3
ed. by Ian Beardwell, Len Holden and Tim Claydon; Human resource management. ISBN: 0-273-67911-2
Olivier Devillard; A Dinâmica das Equipas. ISBN: 972-25-1212 -9
Rodrigo Magalhães; Fundamentos da gestão do conhecimento organizacional. ISBN: 972-618-390-1
coordenador de equipa António Caetano; Mudança Organizacional e Gestão de Recursos Humanos. ISBN: 972-732-603-X
ULL; Competitive Advantage Through Diversity: Organizational Learning from Difference
Jean-Marie Peretti; Recursos humanos. ISBN: 972-618-257-3
James G S Clawson & Doug Newburg; Powered by Feel: How Individuals, Teams and Companies Excel, World Scientific Publishing Company
Moneim El-Meligi; Work, Management and the Business of Living, World Scientific Publishing Company
John Malcolm Dowling & Yap Chin Fang; Modern Developments in Behavioral Economics: Social Science Perspectives on Choice and Decision Making, World Scientific Publishing Company
Don K Mak, Angela T Mak & Anthony B Mak; Solving Everyday Problems with the Scientific Method: Thinking like a Scientist, World Scientific Publishing Company
Felipa Lopes dos Reis, Maria João Rosa Silva; Princípios de Gestão, Sílabo
LUÍS FRUCTUOSO MARTINEZ, ARISTIDES ISIDORO FERREIRA, MIGUEL PEREIRA LOPES; Gerir Pessoas - 14 Exemplos de Boas Práticas em Portugal, Sílabo

Teaching methods and learning activities

This course unit will be based on theoretical and practical classes. The theoretical ones will include the presentation and debate of the main themes of the program. Some of these presentations will be given by experts, so that students can have a more direct contact with the themes of the course unit. In the practical ones, the course uses interactive exercises, simulations, case studies and projects to examine the most important issues and develop critical skills in negotiations, teamwork and leadership. Students will be introduced to concepts and tools to analyze work and leadership experiences.

 

keywords

Social sciences > Psychological sciences > Behavioural sciences
Social sciences > Economics > Management studies > Organizational science
Social sciences > Sociology > Societal behaviour

Evaluation Type

Distributed evaluation without final exam

Assessment Components

Designation	Weight (%)
Defesa pública de dissertação, de relatório de projeto ou estágio, ou de tese	40,00
Participação presencial	20,00
Trabalho escrito	40,00
Total:	100,00

Amount of time allocated to each course unit

Designation	Time (hours)
Elaboração de projeto	15,00
Elaboração de relatório/dissertação/tese	15,00
Estudo autónomo	9,00
Frequência das aulas	42,00
Total:	81,00

Eligibility for exams

A regular student meets his frequency in this course unit if he does not exceed the maximum number of absences corresponding to 25% of predicted classes (cf. definition, "General Evaluation Rules", Pedagogical Council FEUP).
In the classes, the behavior of the student in the interactive exercises, simulations, cases and projects can be used as an assessment factor of the component "personal attendance".
The marks of assignments delivered in the previous school year may be considered in the evaluation of the following year, provided there has been frequency in the course unit and that this is the express will of the student.

Calculation formula of final grade

a. 1 individual assignment (40% of the final mark) b. 1 group assignment (40% of the final mark) c. personal attendance (20% of the final mark)

 

Special assessment (TE, DA, ...)

Students with a special status (working students, military personnel, and high-level competition athletes) can opt to be assessed as regular students.

Alternatively, instead of the separate component “personal attendance”, they may answer a written final examination.

Both assignment components should be submitted in any circumstance.

Classification improvement

Students may also improve their marks in the following academic year, by improving the components they wish to.