This course is about the human side of organisations. Key to managing people in organizations is the recognition of the value of employees for organizational effectiveness. Professional organizations are operating in rapidly changing and increasingly competitive environments. The success or failure of these organizations depends heavily on the expertise, skills and behaviours of their personnel. This is why an understanding of people, and the human side of organizations, is a key part of your later profession. This course will provide you with a solid foundation in the human factor of organizations. You will learn leadership and management theories that offer important insights in building an organization that can attract, develop, and retain well-performing individuals. A variety of topics are discussed on the basis of influential models from the field of Organizational Behavior (OB). Students will gain an extensive understanding of organizational behavior concepts, theories, and models and will have the chance to use them in addressing organizational issues.
During this course, students explore current issues and challenges regarding leadership and people management within organizations. The course covers three levels, namely (1) individuals in organizations (e.g., personality, motivation), (2) groups and teams (e.g., teamwork, leadership), and (3) organizational analysis (e.g., organizational culture). You will learn to think analytically and critically about the complexities of managing human resources in organizations. In essence, Leading and Managing People is about the core areas of Human Resource Management (HRM). How do you select the right person for the right position? How do you motivate and reward an employee such that he or she performs optimally? How can you lead your employees effectively? It is important to acknowledge that much of the work in organizations is currently performed in groups. How do group dynamics impact the behaviours of individuals? We will also discuss the fit between the individual and the workplace and its consequences for stress, productivity, and engagement. Moreover, practical implications of current issues, worldwide developments (e.g., crises) and new ways of working (e.g., telework) are discussed.
Students are expected to acquire a clear understanding of the major Organizational Behaviour topics. They will also develop skills that will enable them to apply theories to practical problems in organizations in a critical manner. Upon completion of this course, you should be able to (a) explain how individuals and groups impact the behaviour within organizations, (b) critically evaluate organizational practices, and (c) apply theories and concepts to develop strategies for improving individual work performance as well as the performance of teams in organizations. The knowledge and abilities acquired from taking this module should help students as future employees to enhance their employment experiences.
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Mode of instruction
Interactive lectures, Q&A, class discussions, experiential exercises, and collaborative learning.
Students will be evaluated according to the following two components:
1. Individual written exam (70%)
2. Individual assignment (30%)
The written exam is a closed-book exam, consisting of multiple choice and open questions. All chapters and articles mentioned as weekly readings are compulsory. The exam will also cover what is discussed in class.
Partial grades can compensate for each other in passing the course, but a minimum of 4.0 for the individual assignment and a minimum of 5.0 for the exam are required. Individual assignments can't be retaken.
The teacher will inform the students how the inspection of and follow-up discussion of the exams will take place.
Robbins, S. P., & Judge, T. A. Organizational Behavior (18th updated global edition). Pearson. ISBN: 9781292403069. (please note: editions vary substantially and you need the global edition)
Selected articles (see Brightspace).
You need to do two steps:
1. Fill in this link;
2. Sign up for classes and examinations (including resits) in uSis (in time).
There is only limited capacity for external students. Please contact the programme Co-ordinator
For all questions you can contact email@example.com
Note: If you are an ICTiBPS student, you can contact the programme coordinator of ICTiBPS for any questions about your program.
Students are responsible for enrolling/unenrolling themselves for (partial) exams/retakes.
Students are responsible for enrolling themselves for (partial) exams/retakes.
The deadline for enrolling for an exam/retake is 14 calendar days before the exam/retake takes place (exam date - 14 = deadline enrolling date).
Students who do not enroll themselves for an exam/retake by the deadline are not allowed to take the exam/retake.
Students fail the course if any of the partial components (except the exam) that make up the final mark of the course is assessed below 4.0.
Students fail the course if the grade for the (final) exam is assessed below 5.0.
The final grade is expressed as a whole or half number between 1.0 and 10.0, including both limits. The result is not to be expressed as a number between 5.0 and 6.0.
If one of the components of the final mark constitutes a component that assesses attendance or class participation, students cannot take a retake for this component. Therefore, students fail the course if their mark for this component is less than 4.0.
Partial grades, inclusive the exam grade will not be rounded. If partial grades will be communicated, it is possible partial grades are rounded, but unrounded partial grades will be used in the calculation of the final grade. The final grade will be rounded at 0.5 (5.49 will rounded down to a 5 and a 5.5 will be rounded up to a 6.0).
It is not possible to do retakes for group assignments. Therefore, if students fail the group assignment component, they fail the course.
Students pass the course if the final mark is 6.0 or higher (5.49 will rounded down to a 5 and a 5.5 will be rounded up to a 6.0).
For courses, for which class participation is an assessment component, students may not be penalised for an absence if the student has a legitimate justification for this absence. The student must notify the program coordinator via email (firstname.lastname@example.org) of such an absence BEFORE the lecture, describing the reason for missing the lecture. If the student does not notify the program coordinator before the lecture, the student will be penalised. Students may be required to provide further documentation to substantiate their case, and class attendance requirements are only waived under exceptional circumstances such as illness.
Students who are entitled to more exam/retake time must report to email@example.com 10 days before the exam/retake takes place.