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Sociology of Organisations and Innovation
Scholar Year: 2019/2020 - 2S
| Code: |
INF32149 |
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Acronym: |
SOI |
| Scientific Fields: |
Ciências Empresariais e Comunicação |
Courses
| Acronym |
N. of students |
Study plan |
Curricular year |
ECTS |
Contact time |
Total Time |
| INF |
111 |
|
1º |
6,0 |
60 |
162,0 |
Teaching language
Portuguese
Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)
1) Understand the behavior of individuals and groups in organizations.
2) Be able to lead processes of change, coordination of multidisciplinary teams, leadership.
3) To know processes and models of innovation, the sources and obstacles to these processes, how innovation diffuses.
4) Know the role of technologies in competitiveness, and what their impact on products and services.
Syllabus
Part of Sociology of Organizations
1. Organizational theories
1.1. Classical Approaches (A, Chap. 1)
1.1. School of Human Relations (A, Chapter 2)
1.2. General systems theory and sociotechnical approach (A, Chap. 3)
1.3. Contingency approach (A, Chap. 4)
1.4. Policy approach (A, Chap. 5)
2. Motivation and job satisfaction (A, Chapter 9)
3. The groups in the organization (A, Chap.12)
4. Leadership (A, Chapter 14)
5. Organizational Culture (A, Chapter 16)
6. Organizational Communication (A, Chapter 13)
7. Conflict management and negotiation (A, Chapter 18)
8. Organizational Change (A, Chapter 19)
9. Issues of Organizational and Professional Ethics (B: pp.11-19, 44-57, 61-88, 151-175)
Part of Innovation
1. Innovation management
1.1. Introduction and fundamental concepts
1.2.Process of innovation / models
1.3.Functions and obstacles to innovation
1.4.Diffusion of innovation.
2.The technological innovation in the company
2.1.The technological surveillance
2.2.Technical culture
3.Modalities of access to technology
3.1.Technology degree
3.2.Appropriation and level of exclusivity
3.4.Main modalities of access
4.The innovative organization
4.1.Opportunities for innovation
4.2.Innovation and competitiveness
4.3.Process of innovation
4.4.Features and routines of innovative organizations
4.5.The size of organizations - innovation in large and small enterprises
5. Fundamental strategies in technology and innovation
5.1.Engagement strategies
5.2.Collective strategies
5.3.The technological clusters
6. Innovation, technology and organizational structure
6.1.The technology and organizational structure
6.2.New organizational models
7. Entrepreneurial activity:
7.1.Analysis of the potential of the promoter and the idea
7.2.External conditioners
7.3.The ways of starting the activity (new company, spin-off, franchising)
7.4.Financing funds
7.5.Decision making
7.6.The business plan
Demonstration of the syllabus coherence with the UC intended learning outcomes
The contents of the SO component contribute to Learning Objectives 1 and 2; the contents of the Innovation section contribute to Objectives 3 and 4.
Teaching methodologies
Distributed assessment with final exam assessment.
Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes
The test are intended for students to maintain a rhythm of study and regular work, and is directed to the learning of theoretical concepts. The resolution of case studies allows the discussion and consolidation of theoretical concepts.
Assessment methodologies and evidences
n the evaluation of knowledge, both in the Sociology section of Organizations and in the section of Innovation, two modalities are foreseen: the continuous evaluation and the evaluation by examination.
The evaluation by exam does not contemplate any element of continuous evaluation and is intended for students who have opted for this modality from the beginning (regardless of continuous assessment), as well as to students who want to improve the grade obtained in continuous assessment (negative or positive) . Improvement of marks is only allowed at the time of appeal (2nd period), upon enrollment in the Academic Division and the student will have to undergo examination in both parts (Sociology of Organizations and Innovation).
Continuous assessment presupposes the attendance of classes and regular / systematic preparation of the student. Students will have to have 75% attendance in the classes of each party, if the frequency is less than 75% they will have to take the exam. Student workers (TE) are exempt from this rule since they are enrolled as TE in the SI.
In the Sociology of Organizations section, continuous assessment includes two mini-tests (45-60m each) held in class, the arithmetic mean of the classification obtained in both tests must be equal to or greater than 9.5 waltz. and corresponds to 100% of the final grade.
In the part of Innovation the continuous evaluation contemplates two elements:
(1) two mini-tests (45-60 minutes each) held in class, (the arithmetic mean of the classification obtained in both tests must be equal to or greater than 9.5 waltz, (75% of the final mark);
(2) written preparation and oral presentation in class of a work / case related to the subject taught (25% of the final grade).
The evaluation in the discipline of Sociology of Organizations and Innovation results from the arithmetic mean of the evaluations of the two parts.
The arithmetic mean of the tests in each part, as well as the final mark of each part can not be less than 9,5
The mini-tests will be held in the middle and at the end of the semester, at the time of class, on a date to be agreed with the class teacher.
Attendance system
Students will have to attend a frequency of 75% of the classes, by typology, to carry out continuous evaluation, with lower frequency of the exam.
Bibliography
Ferreira, J.M., et. al., 1996, “Psicossociologia das Organizações”, Editora McGraw-Hill Portugal
Freire, J.,1993. “Sociologia do trabalho: uma introdução” , Porto: Afrontamento
Teixeira, S., 2005, “Gestão das Organizações”, Editora McGraw-Hill Portugal
Rego, A., Braga, J., 2005, “Ética para engenheiros – Desafiando a Síndrome do Vaivèm Challenger”, ed. Lidel – Edições Técnicas
Drucker, F. Peter - Inovação e Gestão, Editorial Presença, 4.ª Edição, 1997, Lisboa.
Ribault, Jean M. e Outros - Le Management des Tecnologies, Les Editions d’Organisiaton, Paris, 1991(tr.
de Figueiredo M., A Gestão das Tecnologias, Publicações D.Quixote, Lda, 1995, Lisboa).
Ortega, P.M. - La Dimension Estratégica de la Tecnologia,Serie Estudos Empresariales, Editorial
Ariel,1991, Barcelona.
Ortega P.M. - La Gestion de la I&D - Una Estrategia para Ganar, Coleccion “Empresa e Gestion”
Editiones Piramide,S.A.,1989,Madrid.
Escorsa, Pere - La Gestion de la Empresa de Alta Tecnologia, 1990, Editorial Ariel, Barcelona.
Sanchez, E.F. e Casariego, Z.F. - Manual de Direccion Estratégica de la Tecnologia - La Producción como ventja competitiva, Editorial Ariel, 1988 Barcelona.
Observations
The semester consists of 20 weeks, 15 lessons and 5 preparation and evaluation. The weekly hours comprise 4 hours theoretical-practical (4TP), which after 15 weeks of instruction totals 60 hours. Autonomous hours of work total 94, and the hours of evaluation 5h. The workload obtained is 159 hours, obtaining a total of 159 h / 27 = 6 ECTS.
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