Work and Organizational Psychology

Master 2023/2024

Type: Compulsory course (Applied Social Psychology)

Area of studies: Psychology

Delivered by: School of Psychology

Where: Faculty of Social Sciences

When: 2 year, 1-3 module

Mode of studies: offline

Open to: students of one campus

Instructors: Нестик Тимофей Александрович, Olga Abramova, Alexander Eliseenko

Master’s programme: Applied Social Psychology

Language: English

ECTS credits: 9

Contact hours: 84

Full Syllabus Ask Question

Abstract

a. Work and Organizational Psychology covers the main topics of modern organizational behavior. Leadership, motivation, organizational change and innovation are the core elements of the human side of management. The course reveals the issues of adaptation of organization and its employees to the economy of the future. What organizational design will be in demand? How will innovation change people's attitudes, motivation and strategies in organization? What styles of leadership will fit the digital world? b. The course is obligatory discipline for the 2st year master students of the MSc program “Applied social psychology” c. The discipline builds on the previously learned general theories within the courses of social psychology and consists of series of seminars and practical classes.

Learning Objectives

The aim of the course is to offer students a deep understanding of modern organizational behavior taking place in the society against the backdrop of rapid development of technologies and digital transformation of the economy. More specifically, students will enhance their knowledge of concepts, models, theories, and research findings that are central to the study of organizational and work psychology, organizational change, innovation and leadership from psychological background. This course also focuses on developing analytical and practical skills to enable students to manage people and modern organization.

Expected Learning Outcomes

able to use the specific concepts, models, and methods of decision making process to solve complex problems in business organizations
able to use the tools of creativity to generate and implement innovative ideas and new products
analyze and train contemporary leadership styles in a dynamic 21st century work environment, acting consistently, ethically and socially responsibly
analyze and use social power main theories for evaluation of organizational behavior
compare and apply different organizational structures for desired organizational behavior of employees
critically reflect and apply main motivational theories in organizational psychology
critically reflect upon theoretical approaches and analyze their application to achieve effective organizational change towards innovation
plan and execute the team research projects to generate and evaluate complex ideas and organizational practices
reflect upon organizational cultures' types and choose appropriate one for desired organizational behavior
understand the main theoretical approaches, practical questions, concepts of organizational and work psychology

Course Contents

Introduction to modern work and organizational psychology.
Motivation in organization.
Organizational design: organizational structure.
Organizational design: organizational culture.
Decision-making process in organization.
Teamwork in organization.
Creativity in organization.
Organizational change and innovation management.
Leadership in organization of 21t century: power.
Leadership in organization of 21t century: modern leadership styles.

Assessment Elements

Class participation, preparedness and attendance
Class work and homework on current topics
Homework №1. An individual case study writing
Every student writes a case study in English of not less than 10 000 signs. Topics of the case are developed by students individually, approved by the lecturer and address various issues or problems in modern organizational behavior with references to psychological and interdisciplinary theories
Homework 2. A group project in collaboration with an organization
A group project in collaboration with a company includes a solution of the given task and a final presentation of the project’s results. The class is divided in several groups. A lecturer tells in advance about the requirements for presenting the group project and its structure. A presentation should be sent to the lecturer and orally presented for defense at the seminar or in organization. A presentation of the project is evaluated as a contest of works by a jury from the company.
Test
The final exam. The final exam is held in the form of a test. Students are given 10-15 questions of closed and opened types. 10-point scale will be used in assessment of the results for the final exam. In the case of cheating the student will get 0.

Interim Assessment

2023/2024 2nd module
Class activity (1,2,3 modules) (0,225)+ HW1 (2, 3modules) (0,262)+HW2 (2,3 modules) (0,263)+ Test (Exam test) (2 module/session) (0,25) = Final grade for the course
2023/2024 3rd module
Class activity (1,2,3 modules) (0,225)+ HW1 (2, 3modules) (0,262)+HW2 (2,3 modules) (0,263)+ Test (Exam test) (2 module/session) (0,25) = Final grade for the course

Bibliography

Recommended Core Bibliography

9781422196588 - Christensen, Clayton M.; Raynor, Michael E. - The Innovator's Solution : Creating and Sustaining Successful Growth - 2013 - Harvard Business Review Press - http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=675243 - nlebk - 675243
9781422197585 - Christensen, Clayton M. - The Innovator's Dilemma : When New Technologies Cause Great Firms to Fail - 2013 - Harvard Business Review Press - http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=675240 - nlebk - 675240
Christensen, C. M. (2016). The Innovator’s Dilemma : When New Technologies Cause Great Firms to Fail (Vol. [Third edition?]). Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1917647
Everett M. Rogers. (2010). Diffusion of Innovations, 4th Edition. [N.p.]: Free Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1976305
Fuller, C. P. (2015). Organizational Culture : Leadership Strategies, Outcomes and Effectiveness. New York: Nova Science Publishers, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1020592
Gerard J. Puccio, John F. Cabra, & Nathan Schwagler. (2017). Organizational Creativity : A Practical Guide for Innovators & Entrepreneurs. Thousand Oaks: SAGE Publications, Inc. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2274117
Goleman, D. (2019). The Emotionally Intelligent Leader. Boston, Massachusetts: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=2000691
Kahneman, D., Griffin, D. W., & Gilovich, T. (2002). Heuristics and Biases : The Psychology of Intuitive Judgement. Cambridge, U.K.: Cambridge eText. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=510941
KAHNEMAN, D., ROSENFIELD, A. M., GANDHI, L., & BLASER, T. (2016). NOISE: How to Overcome the High, Hidden Cost of Inconsistent Decision Making. (cover story). Harvard Business Review, 94(10), 38–46.
Keltner, D. (2016). The Power Paradox : How We Gain and Lose Influence. New York, NY: Penguin Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1130467
LIDEN, R. C., WAYNE, S. J., CHENWEI LIAO, & MEUSER, J. D. (2014). Servant Leadership and Serving Culture: Influence on Individual and Unit Performance. Academy of Management Journal, 57(5), 1434–1452. https://doi.org/10.5465/amj.2013.0034
Nydegger, R., & Nydegger, L. (2010). Challenges In Managing Virtual Teams. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.A0D434F7
Ogulnick, S. (2015). Leadership : Power and Consequences. New York: Morgan James Publishing. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=957383
Richard M. Ryan, & Edward L. Deci. (2000). Self-determination theory and the facilitation of intrinsic motivation, social development, and well-being. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsbas&AN=edsbas.7E5231F3
Schein, E. H. . V. (DE-588)128643641, (DE-576)162894120, aut. (2017). Organizational culture and leadership / Edgar H. Schein ; with Peter Schein. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edswao&AN=edswao.482511966
Schwartz, B. (2007). The Paradox of Choice : Why More Is Less. HarperCollins.
Thaler, R. H., & Sunstein, C. R. (2009). Nudge : Improving Decisions About Health, Wealth, and Happiness (Vol. Rev. and expanded ed). New York: Penguin Books. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=1116782

Recommended Additional Bibliography

9781476784878 - Schwartz, Barry - Why We Work - 2015 - Simon & Schuster - http://search.ebscohost.com/login.aspx?direct=true&db=nlebk&AN=1970298 - nlebk - 1970298
Amabile, T., & Kramer, S. (2011). The Progress Principle : Using Small Wins to Ignite Joy, Engagement, and Creativity at Work. Boston, Mass: Harvard Business Review Press. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=edsebk&AN=674898
Ariely, Dan. The Upside of Irrationality: The Unexpected Benefits of Defying Logic at Work and at Home [Электронный ресурс] / Dan Ariely; БД books24х7. – HarperCol-lins, 2010. – 160 pages. – ISBN 978-0061995040. – Режим доступа: http://common.books24x7.com/toc.aspx?bookid=48980. – Загл. с экрана.
Csikszentmihalyi, M. (1997). Happiness and creativity: Going with the flow. Futurist, 31(5), 8. Retrieved from http://search.ebscohost.com/login.aspx?direct=true&site=eds-live&db=f5h&AN=9710064070
Organizational design : a step-by-step approach, Burton, R. M., 2015

Authors

ABRAMOVA OLGA Alexandrovna

Course Syllabus