Degree | Type | Year |
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4313815 Research in Education | OT | 0 |
You can view this information at the end of this document.
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This module aims to introduce students to the knowledge and research on the key elements of the planning and management related to organizational development training institutions. Specifically, the objectives of this module are:
The following topics will be treated:
Title | Hours | ECTS | Learning Outcomes |
---|---|---|---|
Type: Directed | |||
Expository class sessions and analysis and articles discussion | 36 | 1.44 | |
Type: Supervised | |||
Tutorial orientation | 12 | 0.48 | |
Virtual activities (forum,...) and work elaboration of the course | 24 | 0.96 | |
Type: Autonomous | |||
Articles reading and documentary sources and presentation presentations | 78 | 3.12 |
The methodology is consistent with the competences of the MURE, the learning outcomes linked to this module and the evaluation system designed.
It allows the implementation of different types of activities such as debates, research analysis, exhibitions, expert visits, case studies, etc.
Each of the sessions allows combining different types of activities to ensure a competency and global approach to the teaching and learning process.
The attendance of all the students in the group, involvement, good attitude and participation are elements that ensure a good methodological development.
The methodology and the evaluation can undergo adaptations depending on the presence restrictions indicated by the health authorities.
Teachers will allocate approximately 15 minutes of some session to allow the students to respond to the evaluation surveys of the teaching performance and evaluation of the subject.
Annotation: Within the schedule set by the centre or degree programme, 15 minutes of one class will be reserved for students to evaluate their lecturers and their courses or modules through questionnaires.
Title | Weighting | Hours | ECTS | Learning Outcomes |
---|---|---|---|---|
Classroom activities (individual & group) | 25 | 0 | 0 | KA20, KA21, SA12 |
Presentation of the results of the analysis and discussion of articles (individual & group) | 25 | 0 | 0 | CA20, CA21, CA22, KA20, KA21, KA22, SA12, SA13 |
Tesis report (individual) | 50 | 0 | 0 | CA20, CA21, CA22, KA20, KA21, KA22, SA12, SA13 |
The evaluation of the module must allow the verification of the achievement of the identified competencies. It must also bear in mind the overall design of the subject and its methodological guidelines. The assessment carried out in this subject is continuous.
The date of delivery of the works will be indicated opportunely by the profesorado and, in case it is necessary, all the proofs of final evaluation will have of an opportunity of recovery. As a guide, the activities "Presentation of the results of the analysis and discussion of articles (individual and group)" and "Report on a Thesis (individual)" will be delivered at the end of the module. The "Classroom activities (individual and group)" will be worked on and delivered weekly.
In order to pass the subject, it is necessary to have an average equal to or higher than 5. In order to be able to do the average with the activities, it is necessary to get at least a 5 in each of the evidences that make up the evaluation system. Students who do not submit any of the evidence will be assessed with a non-submitted one.
Attendance is mandatory (receipts only serve to explain the absence, in no case are they exempt from attendance).
The grades obtained in each of the assessment activities will be given to the student by posting the results in moodle or in the classroom. Once the grades have been handed in, the student will be able to review the grade in the hours that the teacher has for tutoring.
The grades of each of the assessment evidence will be made public on the virtual campus within 20 days of submission. The student who wants to revise the note will have to do it in the 15 days subsequent to his publication in the schedule of tutorials that the profesorado has established for this asignatura and that consign in the program.
In order to pass this subject, in all the activities (individual and in group) the linguistic correction, the writing and the formal aspects of presentation will be taken into account. Students must be able to express themselves fluently and correctly and must show a high degree of comprehension of academic texts. An activity may be returned (not assessed) or suspended if the teacher considers that it does not meet these requirements.
Copying or plagiarism, both in the case of assignments and in the case of exams, constitute a crime that may involve suspending the subject:
A work, activity or exam is considered to be “copied” when it reproduces all or part of the work of another classmate.
A work or activity is considered "plagiarized" when a part of a text by an author is presented to oneself without citing the sources, regardless of whether the original sources are in paper or digital format. (more information on plagiarism at http://wuster.uab.es/web_argumenta_obert/unit_20/sot_2_0 1.html).
It is recommended to follow the APA regulations (2019, 7ª version): At the following link you will find a proposed regulation: https://bit.ly/3dNEd8E
UNIQUE ASSESSMENT
This module offers the option of taking the single assessment. This evaluation contemplates the delivery of the following evidence during the last session of the module and following the instructions that can be offered by the responsible teaching staff:
(1) Literature review article on innovation and management of educational organizations. 25%
(2) Analysis and discussion of a research article on innovation and management of educational organizations. 25%
(3) Report on a thesis. 50%
The same recovery system will be applied as for the continuous assessment. The review of the final qualification follows the same procedure as for the continuous assessment.
For more information on the evaluation regulations of the Faculty of Education Sciences, you can consult the following link: https://www.uab.cat/web/estudiar/graus/informacio-academica/avavaluacio/ what-consists-of-the-evaluation-1345725434468.html
BASIC
Anderson, D. L. (2024). Organization development: The process of leading organizational change (6ª Edició). Sage Publications.
Cummings, T. G., Worley, C., Donovan, P. (2020). Organizational Development and Change. Cengage
Gairín, J., & Rodríguez-Gómez, D. (2020). Aprendizaje Organizativo e Informal en los Centros Educativos. Ediciones Pirámide.
Gairín, J. y Castro, D. (2021). El contexto organizativo como espacio de intervención. Editorial Síntesis.
Muñoz, J. L. & Gairín, J. (2022). Diseño y desarrollo de las organizaciones educativas. Ed. Dykinson.
Rodríguez-Gómez, D. (2015). Gestión del Conocimiento: una estrategia para la mejora de las organizaciones educativas. La Muralla.
Rodríguez-Gómez, D., Castro, D. (2024). Relaciones y Aprendizaje intergeneracionales: un reto para la universidad. Octaedro.
Wadell, D., Creed, A., Cummings, T. G., & Worley, C. (2019). Organisational change: development and transformation (7ª Edició). Cengage Learning.
COMPLEMENTARY
AA.VV. (2000). Gestión del Conocimiento. Harvard Business Review. Ediciones Deusto.
AL-Hawamdeh, S. (2003). Knowledge Management. Cultivating knowledge professionals. Chandos Publishing.
Anderson, M., & Jefferson, M. (2018). Transforming Organizations. Engaging the 4Cs for Powerful Organizational Learning and Change. Bloomsbury Business.
Apolo Buenaño, D., Aliaga Sáez, F., & González, E. H. (2015). Reflexiones y propuestas en torno a comunicación, estrategia y planificación en instituciones. Razón y Palabra, 19(91).
Argyris, C. (1993). ¿Cómo vencer las barreras organizativas?. Díaz de Santos.
Argyris, C. (1999). Conocimiento para la acción. Una guía para superar los obstáculos del cambio en la organización. Granica.
Argyris, C. (2001). Sobre el Aprendizaje organizacional. Oxford University Press.
Argyris, C., & Schön, D.A. (1978). Organizational learning: A theory of action perspective. Addison-Wesley.
Arney, E. (2017). Learning for organizational development: How to design, deliver and evaluate effective L&D. Kogan Page Publishers.
Barbosa, E. F., & de Moura, D. G. (2013). Proyectos educativos y sociales: planificación, gestión, seguimiento y evaluación. Narcea Ediciones.
Beckford, J. (2015). The Intelligent Organisation: Realising the value of information. New York: Routledge.
Beckhard, R. (1969). Organization development: strategies and models. Reading, MA: Addison-Wesley.
Betts, M. (2022). The New Leadership Agenda: Pandemic Perspectives from Global Universities. Taylor & Francis.
Blossing U., Nyen T., Söderström Å., & Hagen Tønder A. (2015). Local Drivers for Improvement Capacity. Six Types of School Organisations. Springer.
Bradford, D.L., & Burke, W.W. (Eds.) (2005). Reinventing Organizational Development. Jossey-Bass.
Brenner, W., & Uebernickel, F. (2016). Design thinking for innovation. Research and Practice. Springer.
Brown, K., & Osborne, S. P. (2012). Managing change and innovation in public service organizations. Routledge.
Bryson, J. M. (2018). Strategic planning for public and nonprofit organizations: A guide to strengthening and sustaining organizational achievement. John Wiley & Sons.
Bolívar, A. (2000). Los centros educativos como organizaciones que aprenden. Promesas y realidades. La Muralla.
Canary, H. E., & McPhee, R. D. (Eds.). (2010). Communication and organizational knowledge: Contemporary issues for theory and practice. Routledge.
Carballo, R. (Ed.) (2006). Innovación y Gestión del Conocimiento. Díaz de Santos.
Chavarría, X., & Borrell, E. (2013). Evaluación de centros para la mejora de la calidad. Horsori.
Cheng, E. C. (Ed.). (2022). Managing School Intellectual Capital for Strategic Development: Lessons from Asia and Europe. Taylor & Francis.
Cheng, Y. C. (2022). School effectiveness and school-based management: A mechanism for development. Taylor & Francis.
Cross, J. (2006). Informal learning: rediscovering the natural pathways that inspire innovation and performance. John Wiley & Sons.
Cummings, T.G. & Worley, C.G. (2007). Desarrollo Organizacional y Cambio (8a Edición). Thomson Paraninfo.
Dalkir, K. (2005). Knowledge Management in Theory and Practice. Elsevier.
Davenport, T. & Prusak, L. (2001). Conocimiento en Acción. Cómo las organizaciones manejan lo que saben. Pearson Education.
Diaz, J., Halkias, D., & Thurman, P. W. (2022). The innovative management education ecosystem: Reskilling and upskilling the future workforce. Taylor & Francis.
Dixon, N. M. (2017). The organizational learning cycle: How we can learn collectively. Routledge.
Drucker, P. (2000). El management del siglo XXI. Edhasa.
Easterby-Smith, M., & M. A. Lyles (Eds.) (2011), Handbook or Organizational learning and knowledge management. Willey.
Fernández, T., & Ponce de León Romero, L. (2016). Planificación y actuación estratégica de proyectos Sociales. Ediciones Pirámide.
Freedman, A. M. (2016). The Wiley-Blackwell handbook of the psychology of leadership, change, and organizational development. John Wiley & Sons.
French, W. L., & Bell, C. H. (1996). Desarrollo organizacional: aportaciones de las ciencias de la conducta para el mejoramiento de la organización. Prentice-Hall.
Fullan, M (2007). Las fuerzas del cambio con creces. Akal.
Gairín, J. (2012). La gestión del conocimiento y el desarrollo organizativo: formación y formación corporativa. Wolters Kluwer.
Gairín, J., & Barrera-Corominas. A. (2014). Organizaciones que aprenden y generan conocimiento. Wolters Kluwer.
Gairín, J. (2016). Aprendizaje situado y aprendizaje conectado. Implicaciones para el trabajo. Madrid: Wolters Kluwer.
Gairín, J., Díaz-Vicario y Suárez, C.I. (2020) (Coord.). La nueva gestión del conocimiento. Madrid: Wolters Kluwer.
Gómez, P. N., & Navajo, P. (2009). Planificación estratégica enorganizaciones no lucrativas: Guía participativa basada en valores (Vol. 6).Narcea Ediciones.
Guarro, A (2005). Los procesos de cambio educativo en una sociedad compleja. Pirámide.
Hayes, J. (2018). The theory and practice of change management (5th Edition). Palgrave.
Heras, P. (Coord.) (2008). La acción política desde la comunidad. Graó.
Hernández, A. S. J. (2022). Participación, innovación y emprendimiento en la escuela. ESIC.
Hou, H.T. (Ed.) (2012). New Research on Knowledge Management Models and Methods. Rijeka: Intec. Recuperado de: http://www.intechopen.com/books/new-research-on-knowledge-management-models-and-methods
Kilduff, M., & Shipilov, A. V., (2011). Organizational Networks. Sage Publications Limited.
Kools, M., & Stoll L. (2016). What Makes a School a Learning Organisation?. OECD Education Working Papers, 137. Paris: OECD. Recuperado de: https://goo.gl/B59Bdx
Laloux, F. (2014). Reinventing organizations: A guide to creating organizations inspired by the next stage in human consciousness. Nelson Parker.
Lewis, S., Passmore, J., & Cantore, S. (2016).Appreciative inquiry for change management: Using AI to facilitate organizational development. Kogan Page Publishers.
Lindberg, O., &Olofsson, A. (Eds.) (2009). Online Learning Communities and Teacher Professional Development: Methods for Improved Education Delivery. IGI-Global Publishing.
Little, J. (2014). LeanChange Management: Innovative Practices for Managing Organizational Change. LeanPub: http://leanpub.com/leanchange.
Lockwood, T., & Papke, E. (2018). Innovation by Design: How Any Organization Can Leverage Design Thinking to Produce Change, Drive New Ideas, and Deliver Meaningful Solutions. Career Press.
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Navajo, P. (2009). Planificación estratégica en organizaciones no lucrativas: Guía participativa basada en valores. Narcea Ediciones.
Nonaka, I., & Takeuchi, H. (1999). La organización creadora de conocimiento. México: Oxford University Press.
North, K., & Kumta, G. (2018). Knowledge management: Value creation through organizational learning. Springer.
Mayo, A., & Lank, E. (1994). Las organizaciones que aprenden. Madrid: Edipe-Gestión 2000.
Monarca, H. (Ed.). (2015). Evaluaciones externas: mecanismos para la configuración de representaciones y prácticas en educación. Miño y Dávila.
OECD (2000). Knowledge Management in the Learning Society. OECD.
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Popham, W. J. (2013). Evaluación trans-formativa: el poder transformador de la evaluación formativa. Narcea Ediciones.
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Robbins, P. y Coulter, M. (2010). Administración. 10ª Edición. México: Pearson.
Robbins, S. P., Judge, T.A., Vohra, N. (2018). Organizational Behavior. Pearson.
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Name | Group | Language | Semester | Turn |
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(TEm) Theory (master) | 1 | Spanish | first semester | afternoon |