All Semester I bachelor and master psychology courses and examinations (2020-2021) will be offered in an on-line format.
If it is safe and possible to do so, supplementary course meetings may be planned on-campus. However, attendance at these meetings will not be required to successfully complete Semester I courses.
All obligatory work groups and examinations will be offered on-line during Central European Time, which is local time in the Netherlands.
Information on the mode of instruction and the assessment method per course will be offered in Brightspace, considering the possibilities that are available at that moment. The information in Brightspace is leading during the Corona crisis, even if this does not match the information in the Prospectus.
At this time it is not possible to provide information about Semester II (2020-2021).
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 group sessions, and exams, see the timetables page of your study programme. You will also find the enrolment codes here. Psychology timetables
Students need to enroll for lectures and work group sessions. Master’s course registration
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.
Language (meetings and assignments): English
The final course grade will be the weighted average of the following components1:
Oral presentation (group assessment): 40%
Paper (individual assessment): 40%
Meeting assignments (individual assessment): 20%
ad 1. Oral presentation. Presentations are graded on a scale from 1 - 10. Group assignments will result in the same grade for each individual group member, unless there is good reason to deviate from this rule. Students cannot retake their presentation in case of an insufficient grade or absence for this part.
ad 2. Paper. Papers are graded on a scale from 1 - 10. The paper needs to be graded a 5 or higher in order to pass the course. Papers graded lower than a 5 will be sent back to students with feedback, and students subsequently have 2 weeks from that point onwards to improve their paper and resubmit it. A resubmitted paper can receive a maximum grade of 6. If the resubmitted paper is still insufficient (< 5), or if the overall course grade is insufficient (< 6), the student has failed the course.
ad 3. Meeting assignments. The meeting assignments grade will be reflected in a single grade (0-10). Students who fail to timely submit a set of discussion topics or their guest lecture reports cannot retake these assignments.
ad 4. Attendance and participation. Attendance for all meetings is mandatory. Students are are allowed to miss 1 meeting. Students are expected to participate actively and constructively during discussions and activities.
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 Brightspace; 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 firstname.lastname@example.org