
Psychology of Organizations
Code: 102559Credits: 6
| Degree programme | Type | Course |
|---|---|---|
| Psychology | OB | 3 |
Contact lecturer
- Name :
- Enrique Baleriola Escudero
- Email :
- enrique.baleriola@uab.cat
Teaching staff
- Sergi Parellada Guillamon
- Alex Romani i Rivera
- Joan Moya Kohler
- Enrique Baleriola Escudero
- Estrella Valeria Claramunt Marco
Group languages
You can consult this information at the end of the document.
Prerequisites
There are no strict prerequisites for studying "Psychology of Organizations". However, students are recommended to have knowledge about subjects such as Social Psychology, Groups Dynamics and Work Psychology.
Objectives
Psychology of Organizacions is a subject taught in the second semester of the third year of the Psychology Degree. Its main aim is to introduce students in the world of organizations in the 21st Century.
Objectives:
- This subject provides students with a general description of the basic characteristics of modern organizations.
-This subject offers a list of the main topics, approaches and applications in Psychology of Organizations.
-This subject analysis the suppositions and the propositions of the most important theories in the discipline.
-This subject reflects on the theoretical and research limitations of the discipline.
Learning outcomes
- Identify the dimensions of organizational phenomena.
- Recognise the basic elements of an organization.
- Identify the different levels of analysis and intervention (individual, group and organizational).
- Describe the characteristics of the main theoretical models of the discipline.
- Ask viable and relevant objectives or goals from the analysis of the demands of groups and organizations.
- Identify significant issues and disciplinary knowledge relevant to the demands and needs of groups and organizations.
- Plan the different steps in the diagnosis of an organization taking into account the particular case.
- Select the appropriate techniques and instruments diagnosis in each case.
- Apply models of organizational analysis such as SWOT (weaknesses, threats, strengths and opportunities).
- Interpret information gathered from questionnaires and individual and group interviews consistent with the conceptual models used.
- Select relevant concepts for the analysis of information gathered.
- Produce diagrams, tables and conceptual maps that promote the communication of the results of evaluation, research or intervention to the actors involved.
- Design the structure of a report or presentation of the contents depending communicate and characteristics of the recipients.
- Write reports that argue clearly and in detail the critical aspects of the evaluation, investigation or intervention process.
- Use different ICTs for different purposes.
- Work in a team.
- Recognise personal limitations and limitations of the discipline in the different areas of professional practice.
- Students must be capable of applying their knowledge to their work or vocation in a professional way and they should have building arguments and problem resolution skills within their area of study.
- Students must be capable of collecting and interpreting relevant data (usually within their area of study) in order to make statements that reflect social, scientific or ethical relevant issues.
- Students must be capable of communicating information, ideas, problems and solutions to both specialised and non-specialised audiences.
- Identify the social, economic and/or environmental implications of academic and professional activities in the area of your knowledge.
- Assess the impact of the difficulties, prejudices and discriminations that actions or projects may involve, in the short or long term, in relation to certain persons or groups.
- Identify the principal forms of sex- or gender-based inequality and discrimination present in society.
- Analyse the sex- or gender-based inequalities and the gender biases present in one's own area of knowledge.
- Propose projects and actions that incorporate the gender perspective.
- Communicate in an inclusive manner avoiding the use of sexist or discriminatory language.
- Identify situations in which a change or improvement is needed.
- Analyse a situation and identify its points for improvement.
- Propose new experience-based methods or alternative solutions.
- Propose viable projects and actions to boost social, economic and/or environmental benefits.
Contents
This subject is structured into the following units:
1. Introduction: Why is it so interesting to study organizations?
2. Role Theory and Organizations
3. The phenomenon of leadership in organizations
4. Communication and organizations
5. Relationships of power
6. Conflict in organizations
7. Culture and anthropology of organizations
8. Gender and organizations
9. Conflict and organizations
Learning activities and methodology
| Title | Hours | ECTS | Learning outcomes |
|---|---|---|---|
| A2. Essays | 18 | 0.72 | |
| S1. Individual Assessment | 1 | 0.04 | |
| D1. Lectures | 13.5 | 0.54 | |
| A5. Collecting data in organizations | 30 | 1.2 | |
| A4. Analysis of data | 25 | 1 | |
| A1. Bibliography search | 14 | 0.56 | |
| D2. Group work | 22 | 0.88 | |
| A3. Reading texts | 22 | 0.88 | |
| S2. Case analysis in moodle | 2.5 | 0.1 |
This subject includes two different types of activities: a set of lectures, linked to the content of the subject and a series of work sessions carried out in small groups and made up of by combinations of activities such as: seminars (reading and discussion of previously selected texts), workshops and presentation of lines of research, projection and discussion of audiovisual materials, etc.
N.B. The teaching methodology and assessment proposed may be subject to change depending on circumstances that arise during the semester. The teaching team will provide details via the Moodle classroom or the usual means of communication regarding the face-to-face or virtual/online format of the various guided activities and assessments, taking into account the faculty's instructions.
Assessment
Continuous assessment activities
| Title | Weight | Hours | ECTS | Learning outcomes |
|---|---|---|---|---|
| EV2. Group work | 40% | 0 | 0 | 5, 8, 9, 10, 11, 12, 13, 14, 15, 16, 18, 19, 20, 25, 26, 27 |
| EV3. Test | 30% | 2 | 0.08 | 1, 2, 4, 6, 7, 11, 17, 18, 21, 23, 24, 27, 28 |
| EV1. Participation in the working sessions | 30% | 0 | 0 | 1, 2, 3, 6, 8, 14, 16, 22, 25, 27, 29, 30 |
The competencies for this module will be assessed by the following methods:
1) Participation in the activities of the working sessions (30%). This evidence assesses individual understanding and application of theoretical content through the resolution of practical cases in class. Each session combines: 1) individual work with the development of responses and synthesis on the cases presented; and 2) a final space for monitoring the progress of group work (evidence 2), which serves as guidance and does not count towards the mark for this assessment. The mark is individual and is based solely on the completion of case studies and summary exercises. To pass, you must: a) attend a minimum of 80% of sessions; and b) achieve a mark of ≥4 out of 10 (as per the regulations for evidence with a weighting of ≥20%). Without 80% attendance, this evidence will be ungraded. This evidence counts for one-third of the assessable activities required to be eligible for a resit, provided you have participated in at least 5 sessions.
2) Group project (40%). This consists of a written assignment to be developed in phases during the practical sessions, with the support, guidance and supervision of the teaching staff, and to be completed outside the classroom in collaboration with the rest of the group members. As this is the longest-running activity throughout the semester, it requires continuous and active participation. To ensure the equal participation of all students, as well as the originality of the work, on the final day of the practical sessions (weeks 10–11) there will be a group presentation and oral defence of the work. This will be assessed as a group assignment and is due between weeks 10 and 11.
3) Multiple-choice exam (30%). An individual exam to be held during the second assessment period. The exam will assess the theoretical and practical content of the course, and will therefore include questions on the case studies analysed during the working sessions and discussed in class.
As per the Faculty's assessment guidelines, the definition of a pass in continuous assessment, on a 0-10 scale, mandatorily, must include having obtained a minimum score of 5.0 points and a mark of 4.0 or higher in each of the in-person assessment activities that contribute 20% or more to the mark for this continuous assessment.
The translation of the results of the in-person assessment tests will be provided if the requirements set out in Article 263 are met and a request is made online (e-form) during Week 4 (more information is available on the faculty website).
Passed: Evidence of achievement of the assessed competencies with a mark of 5 or higher.
Not Assessed: A mark for those who have not submitted evidence of learning worth 4 points or more (40%).
Feedback will be provided via Moodle for the final exam, with the correct answers being posted during the exam week. As for participation in the workshops, feedback will be given orally in class as the work progresses, on a weekly basis. For the final group project, feedback will be provided at the final project presentation in weeks 10–11.
Resit: This is available to students who, having participated in assessed activities worth at least two-thirds of the total marks, have achieved a minimum overall mark of 3.5 and have not passed the module through continuous assessment.
This will consist of a final examination covering all the material, and its mark will count as the final grade for the module.
The subject offers the option of a single examination. This will consist of a range of activities to be submitted in the second assessment period:
| SINGLE ASSESSMENT ACTIVITIES TABLE | ||||
| Name and description of the evidence |
|
percentages | Duration in hours (of the face-to-face act) | Realization/delivery date |
| EV1. Analysis and resolution of two cases | 30% | 3h. | Second evaluation period | |
| EV2. Defence of a poster on an organisational intervention | 40% | |||
| Ev3. Test exam | 30% | |||
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The same retake system will be applied to the single assessment as to the continuous assessment. The single assessment must be requested online (e-form) during the specific period (more information on the faculty website). This course does not include a specific synthesis assessment.
THE GENERAL ASSESSMENT GUIDELINES OF THE FACULTY CAN BE CONSULTED AT THE FOLLOWING LINK: https://www.uab.cat/doc/DOC_PautesAvaluacio_2026
For this course, the use of Artificial Intelligence (AI) technologies is permitted exclusively for support tasks, such as bibliographic or information searches, text correction, or translations. Students must clearly identify which parts have been generated using this technology, specify the tools used, and include a critical reflection on how these have influenced the process and the final result of the activity. Failure to disclose the use of AI in this assessable activity will be considered academic dishonesty and may result in partial or total deduction of the activity grade, or more severe penalties in serious cases.
Bibliography
All the books are introductions to the topics refered in this subject. However, the reference handbook in the classes is:
Tirado, F.; Gálvez, A. y Baleriola,E. (2017). Las organizaciones en el siglo XXI. Un enfoque psicosocial y político. Barcelona: Editorial UOC.
Anderson, N., Ones, D.S. y Viswesvaran, C. (Eds.), (2001). Handbook of Industrial, Work and Organizational Psychology (Vols. 1 y 2). London: Sage.
Brown, S. D y Lent, R. W. (Eds.). (2005). Career development and counseling: putting theory and research to work. Hoboken N.J.: John Wiley and Sons.
Cooper, G. L. (Ed.). (2000). Classics in management thought. Cheltenham: Edward Elgar Publishing.
Denison, D. R. (1996). What is the difference between Organizational Culture and Organizational Climate? A native's point of view on a decade of paradigm wars. Academy of Management Review, 21(3), 619-654.
Grey, C. (2005). A very short, fairly interesting and reasonably cheap book about studying organizations. London: Sage.
Hatch, M. (2006). Organization theory: modern, symbolic, and postmodern perspectives (2da ed.). New York: Oxford University Press.
Jex, S.M. (2002). Organizational Psychology a Scientist-Practitioner Approach (2da ed.). New York: Wiley.
Mintzberg, H. (1993). Structures in fives. Englewood Cliffs: Prentice-Hall.
Peiró, J. M. (1991). Psicología de la organización (Vols. 1 y 2). Madrid: UNED.
Perrow, C. (1973). The short and glorious history of organizational theory. Organizational Dynamics, 2(1), 3-15.
Quijano de Arana, S. D. (1993). La psicología social en las organizaciones: fundamentos. Barcelona: PPU.
Rodríguez, A. (1992). Psicología de las organizaciones: teoría y método. Barcelona: PPU.
Rodríguez, A. (Coord.), (1998). Introducción a la psicología del trabajo y de las organizaciones. Madrid: Pirámide.
Rodríguez, A. (Coord.), (2003). Psicología de las organizaciones. Barcelona: Editorial UOC.
Tirado, F.; Gálvez, A. y Baleriola,E. (2017). Las organizacionesen el siglo XXI. Un enfoque psicosocial y político. Barcelona: Editorial UOC.
Tirado, F.; Baleriola, E. y Gálvez, A. (2017). Critical Management Studies. Hacia unas organizaciones más éticas y sostenibles. Barcelona: Editorial UOC.
Web links
European Associaton of Work and Organizational Psychology:http://www.eawop.org/web/
European Network of Work and Organizational Psychologists:http://www.enop.ee/
Society for Industrial and Organizational Psychology:http://www.siop.org/
Software
It is not used any kind of special software
Course groups and languages
The information provided is provisional until November 30. After this date, you will be able to consult the language of each group through this link. To access the information, you will need to enter the course CODE
| Type of teaching | Group | Language | Semester | Shift |
|---|---|---|---|---|
| (TE) Theory | 1 | Catalan | second semester | morning-mixed |
| (TE) Theory | 2 | Catalan/Spanish | second semester | morning-mixed |
| (TE) Theory | 3 | Catalan/Spanish | second semester | morning-mixed |
| (TE) Theory | 4 | Catalan/Spanish | second semester | morning-mixed |
| (SEM) Seminars | 111 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 112 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 113 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 114 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 211 | Catalan/Spanish | second semester | morning-mixed |
| (SEM) Seminars | 212 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 213 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 214 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 311 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 312 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 313 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 314 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 411 | Catalan | second semester | morning-mixed |
| (SEM) Seminars | 412 | Catalan/Spanish | second semester | morning-mixed |
| (SEM) Seminars | 413 | Catalan | second semester | morning-mixed |