34435 - Human Resorces Management M

Learning outcomes

Aim of the course

This class is aimed at teaching the basic principles necessary to grasp individuals' behavior and people management in organizations from a managerial perspective. Lessons, discussion of case studies, and practice focus on topics concerning individuals, groups, and organizations in work settings, as well as human resources management. More specifically, this class is meant to provide theoretical concepts and managerial tools to (a) understand and analyze the main theories underlying organizational behavior and people management; (b) develop critical skills in decision making; c) identify problem solving strategies through discussion of case studies and meetings with human resources management professionals and consultants.

Course contents

Syllabus of ORGANIZATION THEORY AND MANAGEMENT (3 ECS)

Prof. Maria Rita Tagliaventi

1. Organization Theory

1.1. Scientific management (Taylor)

1.2. Weber

1.3. Human relations

1.4. Socio-technical systems

1.5. Simon and bounded rationality

1.6. Contingency theory

1.7. Technology and structure

1.8. Transactional costs (Williamson)

1.9. Neo-institutionalism

1.10. Organizational Population Ecology

2. Decision Making

2.1. Main types of decisions

2.2. The decision making process

2.2.1. Classical model

2.2.2. March e Simon's model

2.2.3. Carnegie model

2.3. Biases in decision making

2.4. Decision making in work groups

2.4.1. Brainstorming

2.4.2. Nominal Group Technique

2.4.3. Delphi Method

2.5. Creativity-enhancing processes in organizations

3. Organizational Culture

3.1. Definition of organizational culture

3.2. The role of the founder

3.3. Ethical cultures

3.4. Strong culture and weak culture

3.5. Professional culture and production culture

3.6. Organizational ceremonies, rites, and language

4. Power, Politics, and Conflict

4.1. Power and politics in organizations

4.2. Sources of individual formal and informal power

4.3. Sources of organizational units' power

4.3.1. Coping with uncertainty

4.3.2. Irreplaceability

4.3.3. Centrality

4.3.4. Controlling and generating resources

4.4. Politics as the usage of power in organizations

4.4.1. Tactics to increase individual power

4.4.2. Managing politics in organizations

4.5. Conflict in organizations

4.6. Sources of conflict in organizations

4.6.1. Differentiation

4.6.2. Interdependencies

4.6.3. Limited resources

4.7. Pondy's model of organizational conflict

4.7.1. Latent conflict

4.7.2. Perceived conflict

4.7.3. Experienced conflict

4.7.4. Open conflict

4.7.5. The likely consequences of conflict

4.8. Strategies to handle conflict in organizations

4.8.1. Conflict between individuals

4.8.2. Conflict between groups

4.8.3. Conflict at an organizational level

5. Communication

5.1. What is communication?

5.2. The functions of communicating (providing knowledge; motivating organizational members; controlling and coordinating individual efforts; expressing feelings and emotions)

5.3. Communication process (initiator and message; coding; communication tool; receiver; feedback)

5.4. Barriers to an effective communication and tactics to improve communication

5.5. How to select the proper communication tool

5.6. Communication networks in organizations

Syllabus of HUMAN RESOURCES MANAGEMENT (3 ECS)

Dott. Massimiliano Ghini

1. Strategy, Organization e People

1.1. Strategic Management of People

1.2. People and competitive advantage

1.3. The role of Human Resources Department

1.4. Ulrich's model

1.5. Human Resource Department between rationality and emotion

2. Human Resources Department as a business partner

2.1. Measuring Intangible

2.2. Human Resource Scorecard

2.3. Planning between needs and strategy

2.4. The estimate of availability

2.5. Tools for measuring skills, climate and customer perception

3. Find and place right people

3.1. Job markets

3.2. Personnel recruiting

3.3. Personnel selection

3.4. Work placement

3.5. From collective agreement to employment contract

4. Assessment

4.1. Assessment: three P

4.2. Methods of Job Position Assessment

4.3. Process of Performance Assessment

4.4. Potential Evaluation

4.5. New Assessment trends

5. Reward system

5.1. Salary components and labour costs

5.2. Policy on remuneration

5.3. Choice of target market

5.4. Define a remuneration policy

5.5. Principles of modern reward system

6. Developing people

6.1. Analysis of training needs

6.2. Design training

6.3. Training methods

6.4. From training to learning

6.5. Return of investment

7. Change Management

7.1. Kotter's model

7.2. McKinsey's model

7.3. Ever-changing

7.4. People changing

7.5. Emotional dimension of change

Readings/Bibliography

Textbooks

· The handbooks for this course are:

• Robert Kreitner, Angelo Kinicki. (2004). Comportamento Organizzativo. Milano: Apogeo. (Chps. 1, 3, 11, 14, 15, 16).
• Giovanni Costa, Martina Gianecchini. (2009). Risorse Umane. McGraw-Hill. (Capp. 1, 4, 5, 6, 7, 9, 12, 13).

· Case studies, literature (book chapters and international papers), and further material available on the Internet will be provided in the website on https://campus.cib.unibo.it , handed or suggested during class activities.

Additional References for the Overall Course

Knights, D., Willmott H. (2009). Il comportamento organizzativo. Organizzazione aziendale e management. Milano: ISEDI.

Tosi, H.L., Pilati, M., Mero, N.P., Rizzo, J.R. (2002). Comportamento Organizzativo. Persone, gruppi e organizzazione. Milano: Egea.

Jones, G.R., (2007), Organizzazione. Teoria, progettazione, cambiamento, Milano: Egea.

Grandori, A., (1999). Organizzazione e Comportamento Economico, Bologna: Il Mulino.

Brown, R., (2000). Psicologia sociale dei gruppi, Bologna: Il Mulino.

Daft, R. L. (2001). Organizzazione aziendale, Milano: Apogeo.

Assessment methods

The final exam for Organizational Behavior + Organization and Management Theory and Human Resources Management is made up of two written tests: one concerning Organizational Behavior and the other concerning Organization and Management Theory and Human Resources Management. Each test will last 1,5 hour approximately and will consist of three sections: 30 multiple-choice questions; 1 or 2 open questions on theoretical topics; the discussion of a short case study. The final grade is the average of the two separate grades.

Students can pass the two tests at different times ALBEIT within two subsequent sessions (e.g., winter and spring sessions). Should students not pass their tests within the said time frame, the grade achieved in the previous test will be automatically ruled out and students will have to undertake that test again. The final grade must be recorded on AlmaEsami within three months from passing the second test.

Test dates will be set based on the official calendar, and will be communicated on AlmaEsami ( https://almaesami.unibo.it ). Students are required to sign up for each test on AlmaEsami exclusively (no email or other sign up will be acknowledged).

Office hours

See the website of Maria Rita Tagliaventi

See the website of Massimiliano Ghini