Degree | Type | Year | Semester |
---|---|---|---|
4313788 Management of Human Resources in Organizations | OB | 0 | 2 |
There are no prerequisites
This module offers a detailed introduction to three very significant issues in the life of organisations: communication, culture and atmosphere. It is an introduction that includes both conceptual aspects as well as those which can be applied.
Upon completion of the course the student will be able to:
1.1. The role of the HR consultant: Internal vs. External
1.2. Phases in the consultancy process
2.1. What is communication?
2.2. Elements of communication
2.3. Empathy, connecting with others
2.4. Feedback and influence
2.5. Aspects of Organisational Communication
2.5.1. ITC’s in Organisational Communication
2.6. The role of communication in a process of change for an organisation
3.1. Introduction:
3.1.1. Company Culture
3.1.2. Concepts and definition of Corporate Culture
3.2 Components of Corporate Culture
3.2.1. Vision
3.2.2. Mission - Value proposition
3.2.3. Values
3.2.4. Corporate examples
3.3. Management of corporate culture
3.3.1. The management of corporate culture as a strategic resource for the organisation
3.3.2. Cultural management and Managing change
3.3.3. Change vs. Transition
3.3.4. Change curves
3.3.5 Examples of transformation processes
4. Organisational Climate
4.1. Introduction
4.2. Concepts and definition
4.3. Main components
4.4. Studies on workplace atmospheres and return as a strategic HR tool
4.5. Study phases
4.6 Climate and Motivation
4.6.1. Relationship between Motivation - Climate
4.6.2. Inertia Motivation
4.6.3. Extrinsic Motivation
4.6.4. Intrinsic Motivation
4.6.5 Motivational Map
4.2.6. Motivation Strategies
5.1. Pragmatic framework
5.2. Methods and techniques
5.3. Design and implementation
5.4. Managing expectations and communication
5.5. The following steps and resulting action plans
5.6. Stakeholders analysis and their management
Master classes / lectures. The introduction to each main section and the presentation of the theoretical and conceptual content will be carried out through presentations by the teaching staff responsible for this module.
Situation analysis. The module is organised to include the lecture part with access to materials such as accounts and excerpts from interviews so that, under the teachers’ guidance, the students can carry out an implementation project and identify the theoretical and conceptual elements as a basis for further analysis and evaluation.
Preparation of the work. Students will be asked to carry out a group task involving a diagnosis based on the assignment of a case developed by the group of teachers who are responsible for the module. It consists of an analysis of the collected information in a diagnostic process to pose a series of results, conclusions, recommendations and an intervention plan.
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Master class | 15 | 0.6 | 2 |
Micro-analysis of situations | 15 | 0.6 | 3, 4 |
Type: Supervised | |||
Activity tutorials | 18 | 0.72 | 3, 4, 1 |
Group activities | 40 | 1.6 | 3, 4, 1 |
Type: Autonomous | |||
Interpretation and intervention plan | 40 | 1.6 | 4, 5, 1 |
Search, selection and review of bibliography | 19 | 0.76 |
Evaluation
Assignment 1. Preparation and submission of a diagnostic plan.
This assignment forms 40% of the final mark of the module. The diagnostic plan based on the assignment of a case is prepared as a group. The case will present problematic situations or opportunities that will have to be addressed in terms of organisational communication, culture and atmosphere. Each group will have to analyse the context and specific details of each case in order to determine what type of actions have to be carried out and to accurately understand the problem and decide on the type of diagnosis required. The task will require the definition of all the formal elements of a diagnostic plan (justification, objectives, method, participants, planning, resources, etc.). The diagnostic plan aims to promote the integration of the contents corresponding to blocks 2, 3 and 4, as well as requiring application and decision making based on the material explained in block 5. The feedback on the task will be given through the virtual classroom.
Assignment 2. Presentation of an intervention plan
This assignment forms 40% of the final mark of the module. It consists of the preparation of an intervention plan, carried out as a group project, which provides an answer to the results of the organisational diagnosis process. Each group of students shall submit an executive summary in writing and give an oral presentation to some of the teaching staff for the module, who will represent the role of the client during the presentation.
As in the case of the diagnostic plan, assignment 2 aims to promote the integration of contents, emphasising the aspects related to their application. The teacher who takes on the role of the client will give immediate feedback to each group of students after the presentation. Assignment 3: presentation and defence of the intervention plan.
Students whofail to reach the established criteria to pass the module and those who have been evaluated in a set of activities with a weighting of two-thirds of the total score for the module may retake it.
The minimum mark to retake the module is 3.5.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Assignment 1. Preparation and submission of a diagnostic plan. | 45% | 0 | 0 | 2, 3, 4 |
Assignment 2. Presentation of an intervention plan | 45% | 1 | 0.04 | 5, 1 |
Assignment 3: Presentation of the intervention | 10% | 2 | 0.08 | 5 |
Bibliografía
Alvesson, M. (2002). Understanding organizational culture. London. Thousand Oaks, Calif: SAGE.
Alvesson, M. (2008). Changing organizational culture: cultural change work in progress. New York: Routledge.
Ashkanasy, N. M., Wilderom, C., y Peterson, M. F. (Eds.). (2000). Handbook of organizational culture & climate
. Thousand Oaks, Calif: Sage Publications.
Becker, Brian E.; Huselid, Mark A. y Ulrich, Dave (2001). The HR Scorecard. Harvard Business Review Press.
Block, Peter (2000-2nd.edition) Flawless Consulting: a guide to getting your expertise used. Jossey-Bass Pfeiffer.
Block, Peter and 30 Flawless Consultants (2001). Flawless Consulting Fieldbook & Companion. Jossey-Bass Pfeiffer.
Bridges, William (2009 Third Edition) Managing Transitions: Making the Most of Change. Nicholas Brealey Publishing.
Buchanan, D. A., y Bryman, A. (Eds.). (2011). The Sage handbook of organizational research methods. Thousand Oaks, CA: Sage Publications Inc.
Cameron, K. S. (2011). Diagnosing and Changing Organizational Culture: Based on the Competing Values Framework (Third edition.). San Francisco, CA: Jossey-Bass.
Cartwright, S., Cooper, C. L., y Earley, P. C. (Eds.). (2001). The international handbook of organizational culture and climate. Chichester. New York: Wiley.
Harris, T. E., y Nelson, M. D. (Eds.). (2008). Applied organizational communication: theory and practice in a global environment (3rd ed.). New York: L. Erlbaum Associates.
Hofstede, G., Neuijen, B., Ohayv, D. D., y Sanders, G. (1990). Measuring Organizational Cultures: A Qualitative and Quantitative Study Across Twenty Cases. Administrative Science Quarterly, 35(2), 286. doi:10.2307/2393392
Itzin, C., y Newman, J. (Eds.). (1995). Gender, culture and organizational change: putting theory into practice. London. New York:Routledge.
Keyton, J. (2005). Communication & organizational culture: a key to understanding work experiences. Thousand Oaks, Calif: Sage Publications.
Neergaard, H., y Ulhøi, J. P. (Eds.). (2007). Handbook of qualitative research methods in entrepreneurship. Cheltenham, UK; Northampton, MA: Edward Elgar.
Pink, D.H. (2010). La sorprendente verdad de que nos motiva. Barcelona: Ediciones Gestión 2000.
Pheysey, D. C. (1993). Organizational cultures types and transformations. London; New York: Routledge. Retrieved from http://www.myilibrary.com?id=33247
Schabracq, M. (2007). Changing organizational culture: the change agent's guidebook. Chichester, England. Hoboken, NJ: John Wiley & Sons Ltd.
Schein, Edgar H. (1988) Process Consultation. Addison Wesley OD series.
Schein, E. H. (2010). Organizational culture and leadership (4th ed.). San Francisco: Jossey-Bass.