Entry requirements
Only open to master’s students Psychology with specialisation Social and Organisational Psychology or Occupational Health Psychology.
Description
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.
Course objectives
Students will:
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;
earn more about elements of the work field of organisational psychologists; and
learn to communicate their solutions during oral presentations.
Timetable
For the timetables of your lectures, work groups and exams, please select your study programme in:
Psychology timetables
Registration
Course
Students need to enroll for lectures and work group sessions.
Master’s course registration
Examination
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. Five meetings (meetings 1, 4 – 7) are workgroup meetings in small groups of (max.) 15 students. In the first workgroup meeting, students will learn how to apply scientific theories to analyse organisational problems and develop intervention plans. In the remaining four workgroup meetings, we will discuss relevant literature and present and discuss students’ intervention plans for specific organisational problems. Tqo meetings (meetings 2 and 3) are plenary meetings (i.e., collective meetings) 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.
Assessment method
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 Faculty of Social and Behavioural Sciences has instituted that instructors use a software programme for the systematic detection of plagiarism in students’ written work. In case of fraud disciplinary actions will be taken. Please see the information concerning fraud.
Reading list
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
Peters, L., & Karren, R. J. (2009). An examination of the roles of trust and functional diversity on virtual team performance ratings. Group & Organization Management, 34, 479–504.
Contact information
Dr. Emma ter Mors
<emors@fsw.leidenuniv.nl>