ISLA Santarém 13070

Topics on Organizational Management and Innovation

• ApresentaçãoPresentation

  This course unit aims to deepen the understanding of the main contemporary management instruments applied to the field of Human Resources, with particular focus on organizational culture, competence and knowledge management, and decision-making processes. The unit examines how these domains interconnect as critical factors for value creation, sustainable performance, and organizational innovation. In a context marked by complexity, uncertainty, and accelerated change, this course unit is particularly relevant for the training of HR professionals capable of acting strategically within organizations, aligning people, processes, and decisions with organizational goals and the challenges of work in the 21st century.
• ProgramaProgramme

  1. Organizational Culture and People Management 1.1 Concept and levels of organizational culture 1.2 Types of organizational culture and implications for human resource management 1.3 Organizational culture as a tool for people management   2. Competence and Knowledge Management 2.1 Concept of competence and evolution of competence management models 2.2 Identification, mapping, and evaluation of organizational and individual competences 2.3 Tacit and explicit knowledge in organizations 2.4 Processes of knowledge creation, sharing, retention, and transfer 2.5 Organizational learning, communities of practice, and innovation   3. Decision-Making in Organizational Contexts 3.1 Classical, behavioral, and contemporary models of decision-making 3.2 Heuristics, cognitive biases, and decision-making in human resource management 3.3 Strategic decision-making in contexts of complexity, uncertainty, and change
• ObjectivosObjectives

  The objectives of the course unit are:   O1. To understand organizational culture as a strategic tool for people management. O2. To analyze models and practices of competence management and knowledge management within organizations. O3. To develop analytical skills and the ability to support decision-making in organizational contexts. O4. To promote critical thinking and the capacity to integrate different perspectives in HR management and organizational innovation.   By the end of the course, students should be able to:   C1. Interpret and diagnose organizational cultures and their impact on people management. C2. Apply competence and knowledge management models in specific organizational contexts. C3. Analyze decision-making processes in HR, taking into account individual, organizational, and contextual factors. C4. Support HRM decisions and intervention proposals based on theoretical and empirical evidence.
• BibliografiaBibliography

  Schein, E. H., & Schein, P. (2017). Organizational Culture and Leadership (5th ed.). Wiley Hislop, D., Bosua, R., & Helms, R. (2018). Knowledge Management in Organizations: A Critical Introduction (4th ed.). Oxford University Press Briner, R. B., Denyer, D., & Rousseau, D. M. (2019). Evidence-Based HRM  
• MetodologiaMethodology

  The course unit employs a variety of teaching methodologies suited to the level of rigor expected in the second cycle of studies. The expository and inquiry-based methods are used to provide the conceptual and theoretical framework of the main models and approaches. In addition, active learning methodologies are applied, including the analysis and discussion of organizational cases, collaborative projects for the practical application of conceptual models, guided debates, and the use of gamification as a grading enhancement tool. These methodologies promote the integration of theory and practice, encourage critical reflection, and support the application of concepts to real contexts of human resource management.
• LínguaLanguage

  Português
• TipoType

  Semestral
• ECTS

  9
• NaturezaNature

  Mandatory
• EstágioInternship

  Não
• AvaliaçãoEvaluation

  Descrição dos instrumentos de avaliação (individuais e de grupo) ¿ testes, trabalhos práticos, relatórios, projetos... respetivas datas de entrega/apresentação... e ponderação na nota final.

  Exemplo:

  Descrição	Data limite	Ponderação
  Estudos de Caso - 4 (Grupo)	-	60%
  Trabalho com Apresentação - 1 (Individual)	07/05/2026 (entrega) 15/05/2026 (ap)	40%
  Exame (se reprovados em avaliação conínua)	a marcar pelos serviços académicos	100%

  *A avaliação será feita ao longo do semestre, será contínua. O trabalho final com apresentação é, como tal, o único com uma data determinada. Nos estudos de caso: o melhor trabalho em casa caso terá uma medalha de mérito e o grupo (ou grupos) que conseguirem 3 medalhas terão a amajoração de 1 ponto na nota respeitante aos trabalhos de grupo.