Only open to Master’s students Psychology with specialisation Social and Organisational Psychology or Occupational Health Psychology or Research master track Social and Organisational Psychology
Organisational management involves the coordination and facilitation of organisational processes to accomplish core organisational goals. The primary aim of this course is to familiarise students with some of the key topics in the domain of organisational management, and to train them in applying this knowledge to organisational practice. These key topics include human resource management, personnel selection, effective communication with both internal (e.g., employees) and external (e.g., clients) stakeholders, managing the organisation’s identity, corporate social responsibility, and corporate restructures such as mergers and strategic alliances. These topics will be approached by integrating conceptual, empirical and case methods. A second aim of this course is to introduce students to the work field of organisational psychologists, in order to facilitate their orientation on their own future career.
Acquire an understanding of the theoretical underpinnings of some of the key topics in organisational management;
Learn to apply their theoretical knowledge to organisational problems and generate theory-based solutions to these problems;
Learn more about elements of the work field of organisational psychologists; and
Learn to communicate their solutions during oral presentations.
For the timetables of your lectures, work groups and exams, please select your study programme in:
Semester 1: Work group sessions
Semester 2: Work group sessions
Students need to enroll for lectures and work group sessions.
Master’s course registration
Students are not automatically enrolled for an examination. They can register via uSis from 100 to 10 calendar days before the date. Students who are not registered will not be permitted to take the examination.
Registering for exams
Mode of instruction
The course is given in 7 interactive meetings of 2 hours each.
The first three meetings (meetings 1 - 3) are plenary meetings (i.e., collective meetings). In the first meeting (lecture), students will learn how to apply scientific theories to analyse organisational problems and develop intervention plans. Meetings 2 and 3 are with guest speakers from the field. Their purpose is to demonstrate elements of the work field of organisational psychologists, and in particular how practitioners handle organisational problems.
The remaining four meetings (meetings 4 - 7) are workgroup meetings in small groups of (max.) 15 students. In the workgroup meetings, we will discuss relevant literature and present and discuss students' intervention plans for specific organisational problems.
The final course grade will be the weighed average of the following components:
Oral presentation (group assessment): 40%
Paper (individual assessment): 40%
Class attendance and participation (individual assessment): 20%
The Institute of Psychology follows the policy of the Faculty of Social and Behavioural Sciences to systematically check student papers for plagiarism with the help of software. Disciplinary measures will be taken when fraud is detected. Students are expected to be familiar with and understand the implications of this fraud policy.
Approximately 19 readings (available from the library or on Blackboard; a complete list will be provided in the course syllabus in due course), among which:
Tyler, T. R., & Blader, S. L. (2003). The group engagement model: Procedural justice, social identity, and cooperative behavior. Personality and Social Psychology Review, 7, 349–361. doi:10.1207/S15327957PSPR0704.
Van Dierendonck, D., & Jacobs, G. (2012). Survivors and victims, a meta-analytical review of fairness and organizational commitment after downsizing. British Journal of Management, 23, 96–109. doi:10.1111/j.1467-8551.2010.00724.
Bauman, C. W., & Skitka, L. J. (2012). Corporate social responsibility as a source of employee satisfaction. Research in Organizational Behavior, 32, 63–86. doi:10.1016/j.cognition.2008.05.007
Hertel, G., Geister, S., & Konradt, U. (2005). Managing virtual teams: A review of current empirical research. Human Resource Management Review, 15, 69–95. doi:10.1016/j.hrmr.2005.01.002.
Dr. Emma ter Mors