Organisational Behaviour and Leadership

Code:

MIET0005

Acronym:

COL

Keywords
Classification	Keyword
OFICIAL	Business Management

Instance: 2010/2011 - 2S

Active?	Yes
Responsible unit:	Automation, Control and Industrial Production Systems
Course/CS Responsible:	Master in Innovation and Technological Entrepreneurship

Cycles of Study/Courses

Acronym	No. of Students	Study Plan	Curricular Years	Credits UCN	Credits ECTS	Contact hours	Total Time
MIET	28	Syllabus since 2008/09	1	-	6	42	160

Teaching language

Portuguese

Objectives

CONTEXT:
In the context of the global market, the qualitative increase of training can be regarded as an inseparable condition from the progressive efficiency of organisations. Even though the confrontation with an uncertain and complex environment represents a factor of instability, it also represents an important challenge to the ability of managing change as a factor of organisational development.
Thus, it is important to train leaders with essential knowledge and skills of performance increase in the domain of human capital. It will enable them to mobilize an important potential to carry out initiatives which aim not only to improve professional performances, but also a systematic improvement of the ways of work organisation with positive consequences in organisational behaviour. It will thus increment the availability of diverse professionals to work in a group towards a common objective.

OBJECTIVES:
-To identify the most common ways of work organisation, the different types of structures and the main constituent elements of organisation culture; to define the most significant behavioural factors which facilitate/inhibit leadership success in entrepreneurship contexts;
-To apply intervention techniques of generation of change, to command leadership strategies, to use negotiation skills and control collaborators performance using practical instruments to run the individual and group action in the sense of meeting organisational objectives.
-To interiorise the necessary changes to a new attitude of generation of innovation, development of a leadership profile and the increase of entrepreneurship capacities. To be aware that a good group performance is the key factor of a leader’s performance, which intervention has to guarantee a constant qualification of his/her team(s), as well as the progressive efficiency at the organisational behaviour level.

Program

Human behaviour in organisations
Teamwork management
Interaction control and conflict resolution
Evolution of models of work organisation
Organisational structure and culture
Strategic analysis and change in organisations
Leadership and group management
Management of different leadership styles
Techniques of professional negotiation
Techniques for successful presentations

Teaching methods and learning activities

Practical-classes:
Classes based on presentations and questions, using different audiovisual equipment, such as boards, overhead projectors and/or computer with datashow.
Classes will also be based on demonstrations using practical activities, case analysis and exercises of behavioural training in order to develop skills related to the different levels of application of course unit themes.

Evaluation Type

Distributed evaluation with final exam

Assessment Components

Description	Type	Time (hours)	Weight (%)	End date
Attendance (estimated)	Participação presencial	36,00
	Total:	-	0,00

Eligibility for exams

Attendance to 75% of classes and compulsory attendance to the assessment components.

Calculation formula of final grade

Individual written test – 50% of the final grade (= 10 marks)
+
Group assignment – 50% of the final grade (= 10 marks)

Comment: Students have to reach a minimum grade of 50% in both assessment (5+ 5 marks) components to complete the course unit.

Examinations or Special Assignments

Individual written test: it comprises all the course unit themes and takes place at the end of the semester.
Group assignment: development of a report and presentation for the application of the subjects with relevance to the areas of innovation and technological entrepreneurship.

Special assessment (TE, DA, ...)

Students with special status will be assessed as regular students.

Classification improvement

Students may improve their grades by repeating the individual written exam and group assignment.

Observations

Main Bibliography:
Support texts

Complementary bibliography:
Gibson, James L. [et al.], “Organizations: behavior, structure, processes”, McGraw-Hill Higher Education, 2003 (11th Edition)
Holmes, G.; Glaser, S., "Business-to-Business Negotiation", Butterworth-Heinemann Ltd, Oxford, 1991
Jesuíno, J. C., "Processos de Liderança", Livros Horizonte, Lisboa, 1987.
Jesuíno, J. C., "A Negociação - estratégias e tácticas", Texto Editora, Lda., Lisboa, 1992.
Mintzberg, Henry, “Estrutura e Dinâmica das Organizações”, Publicações D. Quixote, Lisboa, 1995.
Morgan, Gareth, "Images of Organization", Sage Publications, California, 1986
Quick, James Campbell; Nelson, Debra L. “Organizational behavior: foundations, realities, and challenges”, Thomson South-western, EUA, 2003 (4th Edition)
Quinn, Robert E., "Beyond Rational Management", Jossey-Bass Publishers, San Francisco, 1988.
Reto, Luís; Lopes, Albino, "Liderança e Carisma", Editorial Minerva, Lisboa, 1993.
Tavares, Mª Manuel, “Desenvolvimento organizacional: gerir as organizações em tempo de mudança”, Edições Universidade Lusíada, Colecção Manuais, 2004
Thévenet, Maurice, “Cultura de Empresa: Auditoria e Mudança”, Edições Monitor, Lisboa, 1989.
Thompson, Leigh L., “The social psychology of organizational behavior: key readings”, Psychology Press, Taylor & Francis Books, Inc., 2003.