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Knowledge Management and Organisational Learning
Scholar Year: 2023/2024 - 1S
| Code: |
MGERH04 |
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Acronym: |
GCAO |
| Scientific Fields: |
Gestão de Recursos Humanos |
Courses
| Acronym |
Nº of students |
Study Plan |
Curricular year |
ECTS |
Contact hours |
Total Time |
| MGERH |
29 |
|
1º |
6,0 |
60 |
162,0 |
Teaching language
Portuguese
Intended learning outcomes (Knowledges, skills and competencies to be developed by the students)
The analysis of theories related to the processes of production and appropriation of organizational knowledge is fundamental to understand the strategic importance of human resources. We propose, in order to develop the capacity of analysis and critical spirit from the following fields of analysis:
1-Identify the main models of work organization and understand the mechanisms of construction of the learning process and knowledge present in these models.
2- Identify the management processes and types of knowledge existing in organizations, highlighting the role of Human Resources Management in this process.
3- Characterize knowledge organizations, the role of information technologies, and understand how knowledge can be a competitive advantage for organizations.
4- Understand the new knowledge-centric work contexts, knowledge transfer processes.
Syllabus
1 - Organizational Models
1.1 - Taylorist-bureaucratic model the perspective of an objective rationality
1.2 - The school of Human Relations and motivational factors
1.3 - Contingency approach and the importance of the external environment
1.4 - From participatory models to the construction of new learning dynamics
2 - Knowledge Management
2.1 - From information to knowledge
2.2 - Types of Knowledge
2.2 - Dimensions of knowledge management
2.3 - Knowledge in organizations
2.4 - Knowledge Management Models
3- Organizations in the information and knowledge age
3.1 - Organizations and the environment turbulence
3.2 - The importance of information technologies
3.3 - The change and continuous reinvention of organizations
3.4 - Knowledge as a resource
3.5– Organizational Learning Typologies
4 - The Knowledge Worker
4.1– The new work contexts
4.2 - Workers as knowledge-producing elements
4.3 - Knowledge as intangible capital
4.4 Communities of Practice
4.5– Knowledge Transfer Procedures.
Demonstration of the syllabus coherence with the UC intended learning outcomes
We consider the point 1 of the program is intended to meet Objective 1 above, Point 2 responds to Objective 2, Point 3 to Objective 3 and Point 4 to Objective 4.
Teaching methodologies
The teaching methodologies will be applied, using an Expositive / Interrogative methodology, using the participatory methodology whenever possible, either fostering debate and critical analysis in classes or from the analysis and discussion of texts.
Students also perform Individual and Group Work - Tutorial Guidance of individuals and groups in Classes and Teaching Hours.
Demonstration of the teaching methodologies coherence with the curricular unit's intended learning outcomes
Participatory methodologies seek to respond to objective 1 of developing analytical and critical thinking skills. The methodologies and expository and participative seek to respond to the learning of the various syllabus.
Assessment methodologies and evidences
• Summary of an article / chapters of scientific books on the subject - AO - 50%;
• Conducting a work, with autonomous research and problem-solving skills on a program theme, as well as critical reflection.W - 50%;
Final Note = 0.50AO + 0.50W
The grade in the assignments cannot be less than 10. The groups that have obtained in the written report a grade of 14 or more, have the possibility to improve and complete their work, under the guidance of the teacher and present it in a national forum or in the form of an article or communication.
Final evaluation
Season of Appeal | (intended for students who have failed or failed continuous assessment)
• Final Exam (E)
Final Grade = 100% E
If the exam grade is lower than 10, there will be no approval.
Special Season:
The rating system is identical to the Season of Appeal.
Attendance system
Attendance is valued and the absence of classes seriously compromises learning.
Main Bibliography
• MAGALHÃES, R. ;Fundamentos da Gestão do Conhecimento, Sílabo, 2005 |
FERNANDES, A;Tipologia da Aprendizagem Organizacional: Teorias e Estudos, Livros Horizonte, 2007 |
SENGE, P;The Fifth Discipline, Century Business, 1992 |
• ARGYRIS, C. e SCHON, ;Theory in Practice – Increasing professional effectiveness,, Jossey-Bassey Publishers, 1974 |
• ARGYRIS, C. e SCHON, D ;Organizational Learning, Addinson Wesley., 1996 |
NONAKA, I. e TAKEUCHI, H. ;The Knowledge-Creating Company – how Japanese Companies create the dynamics of Innovation, Oxford University Press., 1995 |
CASCÃO, F.;Entre a Gestão de Competências e a Gestão do Conhecimento, RH, 2004. ISBN: 972-8871-01-5 |
• MAGALHÃES, R. ;Fundamentos da Gestão do Conhecimento, Sílabo, 2005 |
FERNANDES, A;Tipologia da Aprendizagem Organizacional: Teorias e Estudos, Livros Horizonte, 2007 |
SENGE, P;The Fifth Discipline, Century Business, 1992 |
• ARGYRIS, C. e SCHON, ;Theory in Practice – Increasing professional effectiveness,, Jossey-Bassey Publishers, 1974 |
• ARGYRIS, C. e SCHON, D ;Organizational Learning, Addinson Wesley., 1996 |
NONAKA, I. e TAKEUCHI, H. ;The Knowledge-Creating Company – how Japanese Companies create the dynamics of Innovation, Oxford University Press., 1995 |
CASCÃO, F.;Entre a Gestão de Competências e a Gestão do Conhecimento, RH, 2004. ISBN: 972-8871-01-5 |
Queiram consultar o Programa completo, incluindo referências bibliográficas nos Conteúdos da UC em PROGRAMA.
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